transport education training authority strategic plan 2019_20... · 2019-05-03 · passenger rail...

TRANSPORT EDUCATIONTRAINING AUTHORITY

Strategic PlanTransport Education Training Authority

(2019-2020 Review)

2015-2020

Developed by the management of the Transport Education and Training Authority (TETA)under the guidance of the TETA Board and the Department of Higher Education and Training

A highlight of the ‘economic footprint’ of the sectorcan be traced in this year’s land transportation records

(covering road and rail freight) reported byStatistics SA

Ms Nomagcisa Tsipa-SipoyoTETA Board Chairperson

TABLE OF CONTENTS

TETA - Strategic Plan 2015-2020

TABLE OF CONTENTS 3

Chairperson’s Foreword

Chief Executive Officer’s Foreword

Official Sign-off

9

11

13

PART A

1.

1.1

15

15

Strategic Overview

Strategic Intent 2015/16 - 2019/20

2.

2.1

2.2

2.3

16

16

17

18

Legislative and Other Mandates

Constitutional Mandates

Legislative Mandates

Policy Mandates

3.

3.1

3.2

3.2.1

3.2.2

3.3

3.3.1

20

20

22

24

26

29

30

Situational Analysis

Transport Sector Overview

Performance Delivery Environment

Transport Subsectors

Transport SETA Subsector Profiles

Organisational Environment

Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

3.3.2

3.3.3

34

35

Boston Consulting Group Matrix

Organisational Success Factors

TABLE OF CONTENTS4

3.3.4

3.4

3.4.1

3.4.2

3.4.3

3.4.4

3.4.5

3.4.6

3.4.7

3.4.8

36

37

39

45

45

48

49

49

50

50

Organisational Strategic Objectives

Sectoral Challenges and Opportunities

Transport SETA Skills Development Priorities

TETA Strategic Goals

Emergent Policies Legislation and other Strategic Initiatives

Programmes Alignment to National Imperatives

Protection of Personal Information (POPI)

Operation Phakisa

Aviation Industry Transformation - Letsema

Corporate Governance of Information and CommunicationTechnology Policy Framework (CGICTPF)

3.5 51Description of the Strategic Plan Process

PART B

4.

4.1

4.2

54

54

54

Strategic Objectives

Overall Strategic Goals

Programmes

5.

5.1

5.1.1

5.1.2

5.1.3

5.2

5.2.1

5.2.2

5.2.3

5.2.4

5.2.5

5.2.6

89

89

89

90

90

90

90

91

91

92

92

94

Resource Considerations

Materially

Any Amount Which Results from Criminal Conduct

Significance

Main Source of Reverence

Budget and Budgeting Process

Budgeting Process

Budget Assumptions

Income

Expenditure

Grand Regulation Promulgation

Medium Term Estimate (Amounts in R’000)


PART C

6.

6.1

6.2

6.3

6.4

6.5

6.6

6.7

6.8

6.9

6.10

6.11

6.12

6.13

97

98

98

98

98

99

99

99

100

100

100

101

101

101

Links to other Plans

Legislative Framework

Purpose of Annual Strategic Framework

Obligation of the SETA

The SETA Further Undertakes to:

Measuring and Evaluating the SETA’s Performance

The Obligations of the Director General

Provide the SETA with:

General

Proposed NSDS III Framework - SSP Salient Points

Key Strategies Questions to be Addressed by the SSP

Learning Programmes to Facilitate Access andProgression Includes;

PIVOTAL Occupational Programmes

PIVOTAL Programmes are Characterised as Follows;

TABLE OF CONTENTS 5


6.14 102Programmes that Build the Academic Profession and Innovation Include the Following;

6.15 102Programme Delivery Partners

AET:

APP:

ATR:

BRT:

CBO:

CGICTPF:

Adult Education and Training

Annual Performance Plan

Annual Training Report

Bus Rapid Transit

Community-Based Organisations

Corporate Governance of Information and CommunicationTechnology Policy Framework

DG:

DHET:

DoT:

The dti:

EEA:

ETQA:

EXCO:

HEI:

HET:

HRD:

IMC:

IPAP:

ISO:

M&E:

MG:

MoU:

MTSF:

NDP:

NGO:

NGP:

NLPE:

NQF:

NSA:

NSDS:

OHASA:

PFMA:

PIVOTAL:

PM&E:

PRASA:

QCTO:

RPL:

Discretionary Grant

Department of Higher Education and Training

Department of Transport

Department of Trade and Industry

Employment Equity Act (55 of 1998)

Education and Training Quality Assurance

Executive Committee

Higher Education Institution

Higher Education and Training

Human Resources Development

Independent Management Committee

Industrial Policy Action Plan

International Organization for Standardization

Monitoring and Evaluation

Mandatory Grant

Memorandum of Understanding

Medium Term Strategic Framework

National Development Plan

Non-Governmental Organisation

New Growth Path

Non Levy-Paying Enterprise

National Qualifications Framework

National Skills Authority

National Skills Development Strategy

Occupational Health and Safety Act (85 of 1993)

Public Finance Management Act (PFMA) (29 of 1999)

Professional, Vocational, Technical and Academic Learning

Performance Monitoring and Evaluation

Passenger Rail Agency South Africa

Quality Council for Trades and Occupations

Recognition of Prior Learning


6 LIST OF ABBREVIATIONS/ACRONYMS

LIST OF ABBREVIATIONS/ACRONYMS 6


SAMSA:

SAQA:

SARS:

SDA:

SDF:

SDLA:

SETA:

SLA:

SMME:

SSP:

TETA:

TVET:

UIF:

WCO:

WIL:

WMU:

WSP:

BCG:

NAMB:

NSF:

PDI:

POPI:

SETMIS:

SIPS:

SOR:

SWOT:

South African Maritime and Safety Authority

South Africa Qualifications Authority Act (58 of 1995)

South African Revenue Service

Skills Development Act (97 of 1998) as amended

Skills Development Facilitator

Skills Development Levies Act (9 of 1999)

Sector Education and Training Authority

Service Level Agreement

Small, Micro and Medium-sized Enterprise

Sector Skills Plan

Transport Education Training Authority

Technical and Vocational Education and Training

Unemployment Insurance Fund

World Customs Organization

Work Integrated Learning

World Maritime University

Workplace Skills Plan


National Artisan Moderation Board

National Skills Fund

Previously Disadvantaged Individuals

Protection of Personal Information

DHET SETA Management Information System

Strategic Integrated Projects

Statement of Results

Strengths, Weaknesses, Opportunities & Threats

PART A

The annual compilation of this strategic

document is evidence of TETA's

commitment to remain relevant and

proactive in addressing the challenges of

the transport sector while exploring its

opportunities. With sobriety, we perceive

the role of TETA in the transport sector,

understanding that the sector is the

integral part of the country's economic

activities.

A highlight of the 'economic footprint'

of the sector can be traced in this year's

land transportation records (covering

road and rail freight) reported by

Statistics SA. The country experienced a

remarkable increase of 6.4% in the

volume of goods transported between

January 2017 and January 2018 – this

translated into a 9.2% increase in

corresponding income.

Transformation in the aviation sector

is still lagging behind though various

sub-sectors therein continue to yield

noteworthy results. Our approach

towards skills development in the

maritime industry is guided by the

strategic outcomes of Operation Phakisa.

On the same note, we acknowledge the

growing participation of the bus and taxi

industry in skills development initiatives.

The TETA Board embraces the

governance principles of the King Code

III in fulfilling its mandate. We intend to

ensure that our governance strategy fully

supports objectives of the NSDS III and

contributes to its realisation.

This strategy is also in tune with the

Public Finance Management Act (PFMA)

and adheres to other National Treasury

regulations. It was compiled on the

backbone of other legislative mandates

including the Skills Development Act,

1998 (Act No. 97 of 1998), Skills

Development Levies Act, 1999 (Act No. 9

of 1999).

BOARDCHAIRPERSON’SFOREWORD


BOARD CHAIRPERSON’S FOREWORD 9

Public Transport Strategy and Strategic

Infrastructure Projects.

Above the lack of critical skills in the

sector is the battle against race and

gender inequalities, road accidents and

barriers to career and business

opportunities, experienced particularly

by previously disadvantaged groups.

Our strategy aims to confront these

issues head on, mainly through support,

programmes and training that brings

sustainable transformation. It goes

without saying that in addition to

strategic partnerships, the successful

implementation of this strategy is in the

hands of the newly elected TETA Board,

which is made up of an enviable team of

visionaries and leaders, the TETA

leadership and management, and

valuable staff members.

Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions

The TETA board embraces the governance principlesof the King Code III in fulfilling its mandate. We intend to ensure that our governance strategy fully supports

objectives of the NSDS III and contributes to its realisation.


Ms Nomagcisa Tsipa-Sipoyo

TETA Board Chairperson

CHAIRPERSON’S FOREWORD10

The economic value of the transport

sector is typically measured by its

contribution to the Gross Domestic

Product (GDP), the employment

opportunities it creates and its

substantial contribution to the public

purse. Principally, the transport sector is

a link between the buyer, the seller and

the market. This link contributes

significantly to South Africa's

infrastructure capital and foreign

investor appetite, spilling over to the

overall performance of varying economic

sectors.

Another unique character of the

transport industry is that it is inherently

dynamic and often survives the toughest

economic conditions. However, the

behooving question industry participants

and experts face today is whether the

local sector will survive the fourth

industrial revolution.

TETA is cognisant of a surge in advanced

technologies confronting the global

transport industry status quo; at the

same time mindful of unique challenges

and opportunities in the domestic

transport sector. We also acknowledge

that the increase in the use of 3D

printing technologies and the infiltration

of artificial intelligence technologies,

Internet of Things and robotics beckons

a different set of skills. On this

backdrop, we continue to seek and make

provisions for fruitful partnerships with

government entities, the private sector

and training institutions to prepare the

sector and ultimately the country for

emerging changes.

In tackling the unique challenges and

opportunities the domestic transport

industry faces, we continue to align our

strategy to national transformational

imperatives, Medium Term Strategic

CHIEF EXECUTIVE OFFICER’SFOREWORD


CHIEF EXECUTIVE OFFICER’S FOREWORD 11

Framework, rural development agenda,






















Principally, the transport sector is a link between the buyer, the seller and the market.

Ms Maphefo Anno-FrempongTETA, Chief Executive Officer

Ms Maphefo Anno-Frempong

TETA Chief Executive Officer

CHIEF EXECUTIVE OFFICER’S FOREWORD12

OFFICIAL SIGN-OFF

Mr. Famanda ShirindzaChief Operations Officer

Mr. Simon NdukwanaChief Financial Officer

Ms. Maphefo Anno-FrempongChief Executive Officer

Ms. Nomagcisa Tsipa-SipoyoTETA Board Chairperson

Signature: ........................................

Signature: ........................................

Date: 29 January 2019




Approved by:

Signature: ........................................

Signature: ........................................

It is hereby certified that this Strategic Plan

Ÿ 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.

Ÿ Takes into account all the relevant policies, legislation and other mandates

for which TETA is responsible;

Ÿ Accurately reects the strategic outcome-oriented goals and objectives

that TETA will endeavour to achieve over the period 2019-2020.

PART A

STRATEGIC PLANOVERVIEW

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.

1

Strategic Intent 2015/16 - 2019/20 1.1

VISION To be “at the heart of skills innovation” in the transport sector

MISSIONTo provide an innovative Quality Assurance and Skills Development (QASD)Framework to the transport sector by exceeding the SLA and stakeholderrequirements in a cost-effective manner by our motivated, competent people

VALUES

Ÿ Trust Ÿ RespectŸ Responsibility Ÿ Accountability

Ÿ Positive AttitudeŸ CommitmentŸ Innovation

KEYSTRATEGYDRIVER

Ÿ Economic DevelopmentŸ Industry Skills NeedsŸ National Priorities

Ÿ TransformationŸ Innovation


STRATEGIC PLAN OVERVIEW 15

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;

2

The sections within the Constitution of the Republic of South Africa, 1996 (Act No. 108

of 1996), that guide the operations of the Transport SETA include the following:

Constitutional Mandates2.1

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:

LEGISLATIVE AND OTHER MANDATES16


Ÿ Promoting and maintaining high standards of ethics

Ÿ Providing service impartially, fairly, equitably and without bias

Ÿ Utilising resources efficiently and effectively

Ÿ Responding to people's needs; the citizens are encouraged to participate in policy-

making

Ÿ Rendering an accountable, transparent and development-oriented administration

CONSTITUTIONAL The Constitution of the Republic of South Africa Act, 1996 (Act No. 108 of 1996) - In terms

of section 29(1) everyone has the right - (a) to a basic education, including adult basic

education; and (b) to further education, which the state, through reasonable measures,

must make progressively available and accessible.

SUBSTANTIVE Skills Development Act, 1998 (Act No. 97 of 1998)

FINANCIAL Ÿ Skills Development Levies Act, 1999 (Act No. 9 of 1999)

Ÿ Public Finance Management Act, 1999 (Act No. 1 of 1999)

Ÿ Income Tax Act, 1962 (Act No. 58 of 1962)

SUPPORTING The list below is not exhaustive:

Ÿ National Qualifications Framework Act, 2008 (Act No. 67 of 2008)

Ÿ South African Qualifications Authority Act, 1995 (Act No. 58 of 1995)

Ÿ Higher Education Act, 1997 (Act No. 101 of 1997)

Ÿ Further Education and Training Act, 2006 (Act No. 98 of 1998)

Ÿ Labour Relations Act, 1995 (Act No. 66 of 1995)

Ÿ Employment Equity Act, 1998 (Act No. 55 of 1998)

Ÿ Broad-Based Black Economic Empowerment Act, 2003 (Act No. 53 of 2003)

Ÿ Promotion of Access to Information Act, 2000 (Act No. 2 of 2000)

Ÿ The Promotion of Administrative Justice Act, 2000 (Act No. 3 of 2000)

Ÿ Protection of Personal Information Act, 2013 (Act No. 4 of 2013)

Legislative Mandates2.2


LEGISLATIVE AND OTHER MANDATES 17

In developing the Transport SETA

Strategic and Annual Performance Plan,

the following frameworks and priorities

were taken into consideration:

Ÿ National Transport Master Plan 2050

Ÿ Human Resources Development

Strategy of South Africa 18 March

2009

Ÿ National Skills Development Strategy

(NSDS III) 2011/12 –2015/16

Ÿ Medium-Term Strategic Framework

(2014/15 – 2019/20)

Ÿ National Development Plan

Ÿ HRD Strategy

Ÿ New Growth Path (NGP)

Ÿ Industrial Policy Action Plan (IPAP)

Ÿ National Skills Accord

Other Frameworks:

Ÿ Strategic Integrated Projects

Ÿ White Paper for Post School Education

and Training

Ÿ Comprehensive Rural Development

Programme

Ÿ 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.

The policy mandate of the Transport

SETA is addressed in its Constitution and

covers the following:

Ÿ Implement the Sector Skills Plan

Ÿ Promote learnerships in each of the

subsectors of the SETA

Ÿ Perform the functions of an Education

and Training Quality Assurance Body

Ÿ Liaise with the National Skills

Authority on skills development

matters

Ÿ Conclude a service-level agreement

with the Director-General of the

Policy Mandates2.3

Department of Higher Education and

Training in terms of section 10A of

the Act

Ÿ Promote the national standard

established in terms of section 30B of

the Act

Ÿ 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

Ÿ Facilitate the involvement of relevant

government departments in SETA

activities to:

LEGISLATIVE AND OTHER MANDATES18


address the competency

requirements for social delivery

address the learning needs of the

most vulnerable segments of the

sector

Ÿ Promote training in SMMEs to enable

them to qualify for public contracts

Ÿ Perform any duties imposed by the

Act and to actively pursue concrete

measures to achieve the objectives of

the Act



Ms Maphefo Anno-FrempongCEO, TETA


LEGISLATIVE AND OTHER MANDATES 19

SITUATIONAL ANALYSIS

3

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

Transport Sector Overview3.1

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

SITUATIONAL ANALYSIS20


appropriate strategies that will ensure

technology is relevant and 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). 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: Latest TETA SSP

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-

fillpositions’ at the same time means

that there is a skills mismatch in the

industry — simply put, there is an

oversupply of unrequired skills.

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.


SITUATIONAL ANALYSIS 21

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.

Performance Delivery Environment 3.2

POLITICAL ECONOMIC SOCIETICAL

Ÿ Political leadership changes

Ÿ Employers not embracing

transformation imperatives,

demonstrated by resistance to

change

Ÿ Labour policies

Ÿ SETA landscape, changing

political focus areas, changing

SETA goals

Ÿ SETA mandate being stretched

without matching budget

increase

Ÿ Re-configuration of government

departments

Ÿ Lower GDP and junk status have

a negative impact on

employment, resulting in less

revenue collected

Ÿ Retrenchments

Ÿ Mergers & acquisitions

Ÿ Low economic growth

Ÿ Increased taxes

Ÿ International trade agreements

Ÿ Labour disputes

Ÿ Fourth Industrial Revolution

Ÿ HIV/AIDS prevalence

Ÿ Significant societal disparities

between rural and urban areas

Ÿ Protests

Ÿ Taxi industry disputes

Ÿ Vandalizing of transport

infrastructure

Ÿ Road safety carnage

Ÿ Unemployment rates

Ÿ High Youth Unemployment

TECHNOLOGY ENVIRONMENT LEGISLATION

Ÿ Shift to technology increases

group of participants

Ÿ New SETMIS and QCTO quarterly

management reporting

Ÿ Fourth industrial revolution,

shift to technology/automation

Ÿ High cost of data

Ÿ Limited access to technology by

rural areas still a reality

Ÿ Focus on green economy

provides opportunities for

research and awareness

programmes

Ÿ Green economy also places

pressure on transport operators

to comply or face hefty penalties

Ÿ POPI, BBBEE Legislation and

SETA landscape to affect TETA

strategy

Ÿ White paper on school education

required reassessment and

tuning of TETA delivery approach

Ÿ UIF legislative amendments

Ÿ New Treasury Regulations

Our strategy recommits TETA to the support of policies that reposition the objectives

and approaches to skills development. We will continually keep a breast 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.

The transport sector mostly consists of

70% small to medium sized companies.

It is thus imperative that the Transport

SETA leverages on SMMEs in order to

increase the sector’s chance of attaining

the National Development Plan’s (NDP)



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:

Transport Subsectors3.2.1

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

competition from SMMEs.

The transport sector accounts for 26% of

global carbon emissions, and emissions

in this sector are still increasing. 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.

INTER &MULTI-MODAL

Passenger, Freight, Forwarding & Clearing

LANDRoad, Rail & Pipelines



AIR

SEAMaritime & Coastal

Table 1: Modal Classification of TETA Chambers

AIR SEA LAND

Aerospace Maritime Rail, Road Freight Road Passenger, Taxi

Intermodal/ Multimodal

Forwarding & Clearing, Freight Handling

Logistics

Aerospace, Forwarding & Clearing, Freight Handling, Maritime Rail, Road Freight, Road Passenger, Taxi

Supply Chain Management

Forwarding & Clearing, Freight Handling

Passenger

Aerospace, Maritime, Rail, Road Passenger, Taxi

Freight

Aerospace, Forwarding & ClearingFreight Handling, Maritime, Rail, Road Freight



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.

Transport SETA Subsector Profiles3.2.2

Road Freight

The Road Freight subsector, which represents a workforce of

approximately 70000 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 640 million tons of

freight per annum.

Freight Handling

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 efciencies, 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 that were previously used to monitor, among other

things, terminal performance. This new system has improved efciencies

by enabling key port operations to be managed online and across the

eight ports. Intermodal/ Multimodal



Aerospace

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 Technical, Denel, SA Express and SA Airlink. The

subsector is estimated to transport about 70% of passengers and 60% of

goods in the country.

Road Passengers

The Road Passenger subsector has about 25 000 buses in South Africa,

of which approximately 18000 are involved in formal public transport

activities. Approximately 6000 buses are found in the commercial

industry and government institutions. The formal public sector provides

direct employment to about 30 600 people throughout the country, with

about 153 000 people indirectly dependent on the subsector. Public

operators transport approximately 816 million passengers per annum.

Taxi

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 not necessarily be

business tax-paying entities.



Maritime

The Maritime subsector represents a workforce of 14 000 employees,

drawn mainly from port authorities, shing 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 signicant 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.

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.

Forwarding& Clearing

The Forwarding and Clearing subsector employs approximately 22000

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

inuences freight management. The estimated cost of logistics in South

Africa, as a percentage of GDP, is 12.8%, compared to 8.2% in the USA.

In facilitating and managing the supply chains within international trade,

the cost of freight management is a major factor contributing to South

Africa's GDP.



Rail

Transnet and PRASA are the largest rail way operators in South Africa.

BOC, trading as Gautrain is the third signicant operator in the country.

The other operators comprise rail entities at the ports, cross-border

operations, tourism, rail heritage and surface operators on mines.

In addition are the municipal sidings and service lines which provide

access from the national network to the private sidings.

The Rail Industry employs about 90,000 workers involved in two main

sub sectors of passenger services (PRASA) and goods and freight

(Transnet SOC Limited). The latter has a current capacity of more than

200 million tons annually. A number of medium-sized rail enterprises

plays a major in the sector economically. Currently most of the tonnage

is in coal and mineral ore transportation for local and foreign markets.

Rail industry has signicantly lost its traditional advantage to move

general freight to the more competitive road freight subsector.

The Current TETA led skills development trainings for the sector is

reviewed annually for the continued relevance to strengthen the

sector through the Sector Skills Plans (SSP).

As part of the Strategic Integrated Programmes (SIPs) and to improve

the quality of the railway lines in South Africa, Transnet has invested

R300 billion for infrastructure development and refurbishment; this

investment is meant to invigorate the economy, create jobs and address

poverty. On the other hand, the Prasa-Gibela project is expected to create

around 8 000 indirect and 300 direct sustainable jobs with the R51 billion

train manufacturing project.

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

Organisational Environment3.3

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

organisational capacity and coherent

delivery, but also enhance the way the

organisation views and understands its

mandate.

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

the following matrix. In essence, the

SWOT analysis identifies areas of

strengths and opportunities that TETA

can leverage in the design and

Strengths, Weaknesses, Opportunities andThreats (SWOT) Analysis

3.3.1

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

Ÿ Innovation

Ÿ Stakeholder collaboration

Ÿ International footprint

Ÿ Good governance

Ÿ Staff skills and competence

Strengths

Ÿ Inadequate TETA provincial presence

Ÿ Lack of integrated ICT systems

Ÿ Inadequate document, data and information

management systems

Ÿ Financial and Human Resource constraints

Ÿ Funding of disabled learners

Ÿ Performance management of training providers.

Weaknesses



Ÿ The transport sector is a key economic driver

Ÿ Workplace approval presents opportunities for

training facilities

Ÿ Poor policy response to emergent requirements or

environmental changes

Ÿ Strong stakeholder relations

Ÿ HEI bridging programmes

Ÿ Improvement of organisational culture

Ÿ Increase of participation of levy-paying

organisations in skills development

Ÿ Road safety programmes

Ÿ Adopt-a-school program expansion

Ÿ Celebrate achievements

Ÿ Strengthening and integrating Monitoring &

Evaluation

Ÿ More engagements/support of TVET and

community colleges

Ÿ Inter-SETA collaboration

Opportunities

Ÿ Unpredictability of levy income levels per month

Ÿ The effects of the economic meltdown due to

investment grading

Ÿ Inadequate administration fee (10%) and capping

of expenditure

Ÿ Impact of devolution of QCTO functions on current

ETQA staff

Ÿ Interpretation of Grant Regulations

Ÿ New SETA landscape

Ÿ Relevance of current interventions and

qualications in light of the fourth industrial

revolution

Ÿ Changes in reporting requirements

Threats

Ÿ TETA is considered to be at the heart

of skills innovation in the transport

sector to ensure that sector needs are

accommodated with competent

workers

Ÿ Overall staff experience, competence

and delivery are earning TETA

established rapport and mutual

relationship with stakeholders and

produce significant participation,

collaboration and input into

Strengths

innovative qualification development

and implementation;

Ÿ TETA has begun and will continue to

establish an international footprint

through the Leadership programmes it

has been running;

Ÿ Being a key economic driver, the

Transport sector offers TETA ample

benchmarking and innovation

opportunities in both technology and

skills training with.



Ÿ Albeit a major portion of TETA's

budget is 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;

Ÿ Inadequate data and information

management systems compromises

information accuracy and integrity of

the organisation;

Weakness

Ÿ TETA is yet to master the funding of

the disabled learners so that they are

fully supported in the interventions

they are enrolled to study

Ÿ TETA has not developed tools to

manage the performance of training

providers functioning in its

environment

Ÿ TETA as an organization has a huge

responsibility towards the sector and

the effectiveness of the organization is

hampered by inadequate financial and

human resources

Ÿ The transport sector is a key economic

driver presents a myriad of

opportunities for skills development

in the country as a whole

Ÿ Workplace approval for organisations

as places for training facilities will

enable workplaces to provide training

for a huge number of young people

Ÿ Strong stakeholder relations both

internally and externally present a

great opportunity for TETA to create

partnerships that will elevate skills

development in the sector

Ÿ TETA’s implementation of HEI

bridging programmes has the

potential of empowering students at

universities with coping with their

studies

Ÿ An increase in participation of levy-

paying organisations in skills

Opportunities

development will assist TETA with the

collection of a higher revenue and

more skills being developed in the

sector

Ÿ The extent of road carnage in the

country presents TETA with more

innovative ways of training citizens on

road safety.

Ÿ Expanding the programme for the

Adopted Schools will present life

changing opportunities for the

learners in rural areas and townships.

Ÿ TETA has an opportunity to celebrate

more of its achievements in the sector

to engrave its footprint.

Ÿ There is a massive opportunity for

TETA to support the TVET colleges as

indicated in the PSET

Ÿ InterSeta collaborations are an

opportunity for TETA to benchmark



best practices in the sector and form

partnerships that will improve the

performance of TETA

Ÿ The new SETA landscape will present

opportunities for the advancement of

skills development and unemployment

in the Transport Sector;

Ÿ Sustained demand for free post-school

education presents opportunities for

TETA not only to continue with its

bursary funding programme, but

investigate other creative solutions to

assist learners to study.

Ÿ Unpredictability of levy income levels

per month

Ÿ The effects of the economic meltdown

due to investment grading

Ÿ Inadequate administration fee (10%)

and capping of expenditure

Ÿ Impact of devolution of QCTO

functions on current ETQA staff

Ÿ Interpretation of SETA Grant

Regulations

Ÿ New SETA landscape and the changes

it may bring

Ÿ Relevance of current interventions and

qualifications in light of the Fourth

Industrial Revolution

Ÿ The SETA administration fee of 10%

has a restraining effect on the ability

of TETA to deliver on its mandate in

the following manner

Threats

Lack of control 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 present challenges

may compromise SETA

performance;

SETAs interpret Grant Regulations

differently and that impedes

uniformity in the implementation of

the grants

Ÿ Whilst there is uncertainty of the SETA

landscape post-March 2018, what is

certain is the role of SETAs will be

different and may impact their

structural organization.

Ÿ The economic meltdown in 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.

Ÿ The Fourth Industrial Revolution

continuously presents the threat of

obsolete skills in this highly

technological sector threatened by

automation.



The BCG Matrix was applied to determine the level of resonance of TETA's skills

development programmes with stakeholders regarding the need, growth potential and

popularity. The resulting plot indicates programmes to prioritise for implementation

based on mileage for the sector and their scope in addressing stakeholder needs.

Boston Consulting Group Matrix3.3.2


GROW

TH P

OTEN

TIAL

STARS

Ÿ Leadership Development

Programmes

Ÿ Graduate Internships

Ÿ Small Business Development

QUESTION MARKS

Ÿ Pilot Training

Ÿ Foundational Learning

Ÿ Adult Basic Education

Ÿ Cadetships

?

CASH COWS

Ÿ Learnerships

Ÿ Skills Programmes

Ÿ Bursaries

DOGS

Ÿ HIV/Aids Programmes

Ÿ SIPs

Ÿ Rural Development

Ÿ RPL

Ÿ Road Safety

POPULARITY/ DEMAND WITH STAKEHOLDERS



Ÿ Stars: The leadership development programmes, graduate internships and small

business support are popular within the sector. These programmes are also growing

significantly in stature and enrolment.

Ÿ 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.

Ÿ 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.

Ÿ Dogs: These are characterised by either non-performance, under-subscription, or

newly-introduced programmes with little traction. In the case of TETA, these are SIPs,

Rural Development, RPL, HIV-AIDS and Road safety

The BCG Matrix tells us the following

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, derivethe 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.

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 mandate of skills development delivery in the

transport sector.

Organisational Critical Success Factors3.3.3



1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Efficiency of ICT systems;

Efficient contract management and reporting system that interfaces to

DHET SETA Management Information System;

Effective records and document management;

Availability of competent, diligent and professional staff;

Reliable levy income;

Effective institutional and industry collaborations;

Clear and comprehensive programme implementation strategies;

Comprehensive, relevant and up-to-date TETA programme funding models;

Organisational agility and responsiveness to emergent national and

industry priorities;

Proper implementation and achievement of Annual Performance Plan.

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 in the transport sector.

Organisational Strategic Objectives3.3.4

OBJECTIVES STRATEGIES

Ÿ Reduce paper records by implementing an electronic records

and document management system;

Ÿ Eliminate manual learner Excel spread sheets to ensure

information integrity;

Ÿ Automate and align reporting for seamless reporting interface

to DHET SETA Management Information System(SETMIS).

Implementation of IntegratedICT Systems



OBJECTIVES STRATEGIES

Ÿ Improve business process efciencies through business

process re-engineering;

Ÿ Introduce automated processes that ensure reduction of

manual data manipulation.

Efficient Business Processes

Ÿ Match operational roles and responsibilities to strategic

objective roll-down to achieve optimal structure and resource

loading

Aligned operational strategy and organisation structure

Ÿ Implement a broad-based funding framework to cater for

emerging requirements and ensure relevance.

A comprehensive fundingframework

Ÿ Dene programme strategies to increase programme

completions;

Ÿ Align staff culture and values to enhance performance.

Coherent business culture

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,

recurrent strike actions, HIV/AIDS and

exemption of many companies from

paying levies. TETA, in conjunction with

sector stakeholders, continually works to

Sectoral Challenges and Opportunities3.4

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.

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, atleast,

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/assess

TETA will continue with advocacyprogrammers for small, medium andmicro enterprises to engender professionalism that will lead to achieving levy-paying status.



or 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.

Our strategy will be driven by the following skills development priority frame work

drawn from the dictates of the NSDSIII, contemporary national priorities,

transformation agendas and transport sector needs.

Transport SETA Skills Development Priorities 3.4.1

Ÿ Facilitate equitable skills development in the transport sector to ensure empowered workers. needs.

Ÿ Ensure access to training, education and workplace for graduates and the unemployed.

Ÿ Align skills development initiatives to emergent needs and national imperatives.

Ÿ Facilitate workplace learning and partnerships between employers and educational institutions.

Ÿ Collaboration with and support for TVET capacitation.

Ÿ Collaboration with Higher Education Institutes

Ÿ Implement training on Road Safety to alleviate road carnage



SSP PRIORITIESResearch Capacity

Partnershipswith HEIs & TVET

4th IndustrialRevolution

Occupational QualificationDevelopment

Artisans Development

Road SafetyInitiatives

Quality Assurance Training

SMMEs & RuralDevelopment Career Guidance

Leadership Development

Green Economy

PROGRAMMES

1. Administration

4. Quality Assurance

2. Skills Planning

3. Learning Programmes & Projects



In addition to these priorities, our strategic plan is underpinned by the following

societal transformation parameters:

GENDER

YOUTH

GEOGRAPHY

RACE

CLASS

PEOPLE WITH DISABILITY

HIV/ AIDS

Provide more access opportunities for women;

Increased opportunities for youth

Shift focus to previously neglected rural areas

Address racial skill disparities

Redress the imbalance brought about by class

Avail more training and workplace opportunities for disabled people;

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 OBJECTIVES OBJECTIVE STATEMENT

Establish a credible transport sector

institutional mechanism for skills

planning; create and sustain research

capacity on labour markets within TETA.

Ÿ TETA will produce a Sector Skills

Plan that reects the needs of the

transport sector

Ÿ Operationalizing of the research

strategy to produce at least 4

research pieces related to the

strategy

Ÿ After the nal submission of the

current SSP, TETA through R&K unit

will host a number of workshops to

provide feedback and nd ways to

improve future engagements

Research Capacity




Increased road safety through

awareness programmes and impactful

accident prevention projects.

Ÿ TETA through its partnership with

relevant stakeholders will increase

awareness and improve driver

prociency and consequently reduce

number of road accidents

Ÿ TETA will further fund road safety

and awareness campaigns

Road SafetyInitiatives

Building career and vocational guidance,

especially to encourage females to enter

the sector.

Ÿ TETA will improve the readability of

the career booklet.

Career Guidance

Promoting the growth of a public TVET

college system that is responsive to

sector, local, regional and national skills

needs and priorities.

Ÿ These challenges indicate the need

to improve the planning and

operational aspects of the

partnerships in order to achieve the

partnership objectives.

Ÿ TETA will replicate two successful

partnership models (TETA-North

West University and TETA- Setsoto

Local Municipality) to other higher

learning and government institutions

Partnership with HEIs & TVETs

Enhance middle management and

executive leadership capabilities.

Ÿ TETA will continue to make funds

available for:

Transformation (leadership & management)

Candidacy programmes

Executive development program

Master’s degrees in maritime

sub-sector

Leadership development program




Enhance middle management and

executive leadership capabilities.

Transformation (leadership & management)

Women on leadership

development programme

Ÿ TETA will further host a Women in

Transport summit

Ÿ Improve the competitiveness and job

creation propensity of SMMEs by

creating greater access to skills

development.

Ÿ Support rural development, including

NGOs, CBOs and other organisations

in rural areas.

SMMEs and rural development

Ÿ TETA allocated budget specically

for mentoring and coaching of small

businesses

Ÿ TETA will provide necessary support

to the development of small

registered business to encourage

growth, sustainability and exposure

to business opportunities

Ÿ TETA will offer support to rural

development projects that will give

sustainable economic benets to the

participating communities

Increase the pool of artisans in the

sector.

Artisans development

Ÿ TETA will set aside budget for centre

of specialisations as dictated by

national government

Ÿ TETA will robustly engage in

approvals of workplaces that will

host apprentices and learners on

learnerships

Implement research strategy 4th industrial revolution

Ÿ TETA will adapt its programmes to

respond to changing technological

demands




Implement research strategy 4th industrial revolution

Ÿ To review and update current

qualications and skills

interventions in technology-intensive

sub-sectors such as maritime,

aerospace and road freight

Develop occupational qualications and

learning material for the transport sector

Occupational Qualification development

Ÿ TETA identies and develops

curriculums for occupational

qualications to meet industry needs

Ÿ TETA will train and develop TVETs

lecturers on Occupationally-Directed

Programmes (assessors and

moderators) and further accredit

TVETs on Recognition of Prior

Learning (RPL)

Conduct external moderation and

evaluation processes

Quality assurance of training

Ÿ Capacitate training providers within

the sector to understand TETA ETQA

processes and systems

Ÿ TETA will ensure that assessments

are conducted by qualied and

registered assessors and

moderators

Skills planning for a green transport

sector.

Green Economy Ÿ The SETA will continue to participate

in various discourses related to

innovations in green economy.

Ÿ TETA will continue its nancial

support to Research chair and

Operation Phakisa Research chair



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.

TETA Strategic Goals3.4.2

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

Strategic Goal 3

Strategic Goal 4

Establish mechanisms for skills planning and

research capacity

Increase access to occupationally directed

programmes within the transport sector

Strengthening the quality assurance system

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.

Emergent policies, legislation and other strategic initiatives

3.4.3



White Paper for Post School Education and Training

POLICY ELEMENTS STRATEGIES

We will align TETA delivery processes and our

collaborations in the sector to focus more on

forging closer workplace relationships with

education and training institutions to ensure

improved access and information ows.

SETAs to have a more narrowly focused role.

We will nurture partnerships with

stakeholders and facilitate links between

education institutions and workplaces.

SETAs to play a bigger coordination role

between employers, institutions and

employees.

We will enhance our research function and

external research partner collaborations to

ensure access to reliable data and

information.

Role of SETAs will be to supply sector-specific,

reliable quantitative data to a central planning

process.

We will explore ways in which we can work

with NSA to understand their requirements so

that we enable mutual cooperation

mechanisms to ensure successful operation.

National Skills Authority will concentrate on

monitoring and evaluating SETAs.

We will enhance our research capacity and

WSP/ ATR information processing accuracy

through training of stakeholders on WSP/ATR

completion.

Focus on mandatory grants will be on the

gathering of accurate data on Sector skills

needs.



POLICY ELEMENTS STRATEGIES

We will ensure there is alignment between

elements of the Strategic Plan and fund

disbursements.

SETAs must show alignment between the

disbursement and objectives in strategic plans.

We will continually monitor nancial viability

of TETA-supported TVET colleges to ensure

early detection of the need for additional

assistance. TETA will assess best ways of

providing such assistance.

Form partnerships to fund the start-up costs of

TVET programmes and subsidise programmes

through periods where learner numbers may

not be viable.

Where we are not represented provincially, we

will establish partnerships with other SETAs

to carry packaged TETA information materials

for distribution to interested parties.

Establishment of offices representing the SETAs

in each college.

TETA will enhance existing collaborative

agreements and create new ones with other

SETAs in areas of mutual interest.

Collaboration through the clustering of SETAs.



Programme Alignment to National Imperatives3.4.4

STRATEGIC GOALS INTERVENTIONS

Ÿ Contract Support Services

Ÿ Administration Services

Administrative

Support Services

Ÿ Industry Labour Research

Ÿ Impact Studies

Ÿ Sector Skills Planning

Ÿ Research Chair/Collaborations

Skills Planning

& Research

Ÿ Bursaries

Ÿ Apprenticeships

Ÿ Skills Programmes

Ÿ Learnerships

Ÿ Internships / Work Experience

Ÿ Small Business Support

Access to Occupational

Directed Programmes

Ÿ TVET Support

Ÿ Assessor & Moderator Training

Ÿ Accreditation

Strengthening the Quality

Assurance Systems.

National Imperatives Ÿ NSDS III

Ÿ SIPs

Ÿ NDP

Ÿ 9-POINT PLAN



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 need for 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 to require 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.

Protection of Personal Information (POPI)3.4.5

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:

Ÿ marine transport and manufacturing activities, which comprises of coastal shipping,

transshipment, boat building, repair and refurbishment;

Ÿ offshore oil and gas exploration;

Ÿ aquaculture and marine protection services; and

Ÿ 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 direct job opportunities of between 800,000 and 1 million

(316,000 in 2010).

The job creation potential that comes with Operation Phakisa will place immense

Operation Phakisa3.4.6



demand on TETA and its partners to create pipelines of requisite artisanal and project

management skills, among others.

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 mobilization 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 pilot license (PPL) to commercial pilot 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 overemphasized. 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.

Aviation Industry Transformation-Letsema3.4.7

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.

Corporate Governance of Information and Communication Technology Policy Framework (CGICTPF)

3.4.8



The introduction of CGICTPF follows the growing realisation of the importance of

Corporate Governance of ICT, as emphasised by King IV, which places the responsibility

for Corporate Governance of ICT squarely on the shoulders of the Accounting

Authority.

The frame work 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:

Ÿ A charter has been approved by the Board;

Ÿ ICT stakeholder functions and committees have been defined and appointments

made;

Ÿ The auditing of the CGICTPF implementation and institutionalisation of the POPI

framework within TETA has been complemented and saw revamp and consolidation

of charters, policies and change management exercise across the organisation.

TETA’s strategy was developed in accordance with:

Ÿ The Grant Regulations on monies received by SETAs published in December2012

Ÿ The Skills Development Act Service Level Agreement Regulations

Ÿ The Skills Development Levies Act

Ÿ The Public Finance Management Act (PFMA) and Treasury Regulations

Ÿ Government’s Medium Term Strategic Framework goals

Ÿ TETA Medium Term Expenditure Framework (MTEF) budget for

Ÿ 2017-18, together with 2016-17 Sector Skills Plan

Various sources informed the formulation of this strategy, chief among them:

Ÿ NATMAP2050;

Ÿ NSDSIII;

Ÿ The Skills Accord;

Ÿ HRDSAII;

Description of the Strategic Planning Process3.5



Ÿ SIPS Programmes;

Ÿ Previous strategic plans;

Ÿ 2015/16 and 2016/17 Sector Skills Plans;

Ÿ Research results provided by the University of Witwatersrand, through our research

unit;

Ÿ Various engagements with our stake holders through the medium of roadshows,

focus groups and ad hoc inputs;

Ÿ Management strategy planning sessions;

Ÿ Statistics South Africa (STATSSA) and South Africa Reserve Bank (SARB);

Ÿ Workplace Skills Plans and Annual Training Reports;

Ÿ White Paper on Post School Education and Training.


In its most granular form, Letsema seeks to facilitateprogressive, sustainable and transformative partnerships

of stakeholders in the Aviation industry in order toaddress the challenges faced by black pilots


PART B

STRATEGICOBJECTIVES

4

Overall Strategic Goals4.1

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

Strategic Goal 3

Establish mechanisms for skills planning and research capacity

Increase access to occupationally directed programmes within the transport sector

Strategic Goal 4 Strengthening the quality assurance system

Programmes4.2

Programme 1

Programme 3

Administration

Learning Programmes and Projects

Programme 2

Programme 4

Skills Planning & Research

Quality Assurance Systems

STRATEGIC OBJECTIVES54


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 to deliver on its mandate and ensure compliance with all governance imperatives.

Mismanagement and administrative malpractices in government pose an obstacle to service delivery improvement. Conversely, well-structured improvement plans and monitoring of management practices can contribute to improving service delivery. Further, more aligned corporate services interventions inculcate a culture of improved performance in organisations.

Outcome 12: Effective and efcient public service.

Ÿ Build sound and sustainable nancial management systems, in line with the provisions of the PFMA.

Ÿ Create an accountable, effective and efcient administration that is responsive to the training needs of TETA.

Ÿ Provide overall corporate service support, enabling TETA to deliver on its skills development training mandate.

Ÿ Improve TETA’s board functioning and strategic outreach to key stakeholders throughout the transport sector to enhance the capacity of TETA.

Ÿ Provide efcient and reliable integrated information system(s) that automate TETA’s core business processes.

Ÿ TETA needs adequate levies to fund Discretionary and Mandatory grants and its administration objectives.

Ÿ Employers reduce their workforce due to unfavourable market conditions and this results in a decrease in potential revenue

Ÿ Stakeholders use Grants funding for other business expenditure leading to an increase in legal and investigation costs

Ÿ The target increases for the nancial year also have an impact considering the resources remained unchanged.

Goal Statement/Rationale

Justification:

Links:

Outcomes:

ResourceConsiderations:


STRATEGIC OBJECTIVES 55

STRATEGIC GOAL 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives

Mandatory grant expenditure increased by R9million from R136 million in 2016/17to R145 million in 2017/18.Discretionary grants and projects expenditure for the 2017/18 year is R507 million, which is 5% increase from R481 million in 2016/17

Expenditure as a percentage of revenue was 86%, which is a decrease compared to 95% for the previous nancial year.

Administration Budget as per MTEF

Expenditure Trends

Funding Sources:

Budget Amount R106 655 000

Risks: Based on the TETA funding framework, the 10.5% administration budget may not be adequate to fund all administration expenses

Risk Mitigation:Ÿ Theprojectrelatedcoststobelinkedtothespecicprojectsandbefunde

d under 7.5% administration in line with grant regulations;Ÿ Utilise 33% of the levies received from government departments;Ÿ Update our policies and procedures in line with cost containment

instructionsŸ Pressure to achieve an unqualied audit opinion increases the

risk of undetected material nancial statement misstatements

Risk Management



Programme 1: Administration

STRA

TEGI

C GO

AL 1

: Pro

vide

adm

inis

trat

ive

supp

ort s

ervi

ces

and

enab

le T

ETA

to d

eliv

er

on it

s m

anda

te a

nd e

nsur

e co

mpl

ianc

e wi

th a

ll go

vern

ance

impe

rativ

es

Stra

tegi

c Ob

ject

ive

Perf

orm

ance

Indi

cato

rsBa

selin

e

2017

-18

Prev

ious

Year

Targ

etCu

rren

t Ye

ar Ta

rget

Med

ium

Term

Targ

ets

2018

-201

920

19-2

020

2020

-202

120

21-2

022

(1.1

) Mai

ntai

n so

und

and

sust

aina

ble

nan

cial

m

anag

emen

t sys

tem

s in

lin

e w

ith th

e pr

ovis

ions

of

the

PFM

A an

d Gr

ant

Regu

latio

ns

(1.1

a) A

chie

ve

unqu

ali

ed a

udit

opin

ion

on th

e an

nual

na

ncia

l st

atem

ents

at t

he e

nd o

f th

e n

anci

al y

ear

n/a

Unqu

ali

ed a

udit

opin

ion

from

the

Audi

tor G

ener

al fo

r 20

17-2

018

nan

cial

yea

r

Unqu

ali

ed a

udit

opin

ion

from

the

Audi

tor G

ener

al fo

r 20

18-2

019

nan

cial

yea

r

Unqu

ali

ed

audi

t opi

nion

fro

m th

e Au

dito

r Ge

nera

l for

th

e 20

19-

2020

n

anci

al y

ear

Unqu

ali

ed

audi

t opi

nion

fro

m th

e Au

dito

r Ge

nera

l for

th

e 20

20-

2021

n

anci

al y

ear

(1.1

b) P

erce

ntag

e le

vy

inco

me

used

tow

ards

ad

min

istr

atio

n ex

pend

iture

n/a

10.5

%10

.5%

10.5

%10

.5%



2020

-202

1

STRA

TEGI

C GO

AL 1

: Pro

vide

adm

inis

trat

ive

supp

ort s

ervi

ces

and

enab

le T

ETA

to d

eliv

er

on it

s m

anda

te a

nd e

nsur

e co

mpl

ianc

e wi

th a

ll go

vern

ance

impe

rativ

es

Stra

tegi

c Ob

ject

ive

Perf

orm

ance

Indi

cato

rsBa

selin

e

2017

-18

Prev

ious

Year

Targ

etCu

rren

t Ye

ar Ta

rget

Med

ium

Term

Targ

ets

2018

-201

920

19-2

020

2020

-202

120

21-2

022

(1.1

) Mai

ntai

n so

und

and

sust

aina

ble

nan

cial

m

anag

emen

t sys

tem

s in

lin

e w

ith th

e pr

ovis

ions

of

the

PFM

A an

d Gr

ant

Regu

latio

ns

(1.1

c) P

erce

ntag

e of

di

scre

tiona

ry g

rant

fu

ndin

g al

loca

ted

to

PIVO

TAL

prog

ram

mes

n/a

80%

80%

80%

80%

(1.1

d) P

erce

ntag

e ac

hiev

emen

t of T

ETA

proc

urem

ent p

lan

n/a

90%

90%

90%

90%

Programme 1: Administration

2020

-202

1



Stra

tegi

c Go

al 1

: To

prov

ide

adm

inis

trat

ive

supp

ort s

ervi

ces

and

enab

le T

ETA

to d

eliv

er o

n its

man

date

and

en

sure

com

plia

nce

with

all

gove

rnan

ce im

pera

tives

Stra

tegi

c Ob

ject

ive

Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(1.2

) Pro

vid

e

overa

ll c

orp

ora

te

serv

ices s

up

port

en

ab

lin

g T

ET

A t

o

deli

ver

on

its

skil

ls

develo

pm

en

t

train

ing m

an

date

(1.2

a)

Perc

en

tage

of

an

nu

al

perm

an

en

t sta

ff

rete

nti

on

n/a

85%

85%

85%

85%

(1.2

b)

Su

bm

issio

n

of

TET

A

Work

pla

ce S

kil

ls

Pla

n a

nd

An

nu

al

Tra

inin

g R

ep

ort

to E

TD

P S

ET

A

n/a

(1.2

c)

Nu

mb

er

of

well

ness

acti

vit

ies

con

du

cte

d

n/a

n/a

44

4

(1.2

d)

Nu

mb

er

of

sta

keh

old

er

sati

sfa

cti

on

su

rveys

con

du

cte

d

n/a

22

22

Su

bm

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n o

f

TET

A W

ork

pla

ce

Skil

ls P

lan

an

d

An

nu

al

Tra

inin

g

Rep

ort

by 3

0th

Ap

ril

Su

bm

issio

n o

f

TET

A W

ork

pla

ce

Skil

ls P

lan

an

d

An

nu

al

Tra

inin

g

Rep

ort

by 3

0th

Ap

ril

Su

bm

issio

n o

f

TET

A W

ork

pla

ce

Skil

ls P

lan

an

d

An

nu

al

Tra

inin

g

Rep

ort

by 3

0th

Ap

ril

Su

bm

issio

n o

f

TET

A W

ork

pla

ce

Skil

ls P

lan

an

d

An

nu

al

Tra

inin

g

Rep

ort

by 3

0th

Ap

ril



Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(1.3

) Pro

vid

e

eff

icie

nt

an

d

fun

cti

on

al

ICT

syste

m t

o

op

era

tes t

he

majo

r b

usin

ess

pro

cesses o

f

TET

A

(1.3

) Perc

en

tage

avail

ab

ilit

y o

f IC

T

syste

ms a

ch

ieved

n/a

100%

80%

80%

80%

Stra

tegi

c Go

al 1

: To

prov

ide

adm

inis

trat

ive

supp

ort s

ervi

ces

and

enab

le T

ETA

to d

eliv

er o

n its

man

date

and

en

sure

com

plia

nce

with

all

gove

rnan

ce im

pera

tives

Stra

tegi

c Ob

ject

ive



STRATEGIC GOAL 2: Establish mechanisms for skills planning and research capacity

To facilitate proper planning and informed investment based on reliable and 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 and other relevant information on labour markets skills needs and provision of same to the transport sector to enable planning of funding programmes.

Ÿ NSDSIIIŸ The Skills AccordŸ HRDSAIIŸ NATMAP2050Ÿ SIPS ProgrammesŸ The National Development PlanŸ 9 Point PlanŸ Strategic Priorities:

Ÿ Research strategy implemented.Ÿ Research TETA subsector SSPs and industry consultation through

industry focus groups and SSP workshops.Ÿ Collaborative research partnerships with university faculties and

other research projects/stakeholders to promote research in the transport sector.


Justification

Links

Outcomes

Ÿ ResearchŸ Green EconomyŸ Scarce SkillsŸ Critical Skills

Ÿ Strategic Goal 1 in the Annual Performance Plan

Ÿ Operation PhakisaŸ White Paper on Post School

Education and Training Ÿ Road Safety Initiatives



STRATEGIC GOAL 2: Establish mechanisms for skills planning and research capacity

Resource Considerations:

Expenditure Trends:

Funding Sources:

Ÿ There search units have been established and resourced. Procurement of additional resources being actioned.

Ÿ Planned funding on Research Chair is less than what the University requires

Ÿ Junior staff or irrelevant audience attend workshops thus inuencing the quality of research

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 nancial year, the external service provider was contracted to analyse and update the SSP.

Discretionary grants fund


Risks: Ÿ Based on the TETA funding framework, the 10% administration

budget may not be adequate to build staff research capacity.Ÿ Business continuity threat as a result of reliance on Deloitte as

system consultants.

Risk mitigation:Ÿ TETA to nd innovative ways of integrating research initiatives

into all discretionary projects;Ÿ It is necessary for TETA to review the current training,

development and retention policies to facilitate reskilling of internal resources;

Ÿ We are developing a knowledge management strategy that will ensure retention of institutional memory.

Risk Management



Programme 2: Skills Planning and Research

STRA

TEGI

C GO

AL 2

: Est

ablis

h M

echa

nism

s Fo

r Ski

lls P

lann

ing

And

Rese

arch

Cap

acity

Stra

tegi

c Ob

ject

ive

Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(2.1

) Im

ple

men

t

Researc

h s

trate

gy

(2.2

) C

on

du

ct

ind

ustr

y r

esearc

h

an

d

con

su

ltati

on

s

(2.1

) N

um

ber

of

researc

h s

tud

ies

con

du

cte

d

(2.2

a)

Pro

du

ce a

n

ap

pro

ved

TET

A

Secto

r Skil

ls P

lan

(2.2

b)

Nu

mb

er

of

tracer

stu

die

s

con

du

cte

d

0 1 0

22

22

Ap

pro

ved

TET

A S

SP

Ap

pro

ved

TET

A S

SP

Ap

pro

ved

TET

A S

SP

Ap

pro

ved

TET

A S

SP

11

11

(2.3

) Su

pp

ort

researc

h i

n t

he

tran

sp

ort

secto

r

thro

ugh

part

ners

hip

s w

ith

sta

keh

old

ers

(2.3

a)

Nu

mb

er

of

researc

h

part

ners

hip

s

su

pp

ort

ed

(2.3

b)

Researc

h

Ch

air

su

pp

ort

ed

1 n/a

2 1

2 1

2 1

2 1



STRA

TEGI

C GO

AL 2

: Est

ablis

h M

echa

nism

s Fo

r Ski

lls P

lann

ing

And

Rese

arch

Cap

acity

Stra

tegi

c Ob

ject

ive

Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(2.4

) In

cre

ase

sta

keh

old

er

part

icip

ati

on

in

the t

ran

sp

ort

secto

r th

rou

gh

su

bm

itte

d

WSP/A

TR

(2.4

a)

Nu

mb

er

of

Man

dato

ry G

ran

t

ap

pli

cati

on

s

receiv

ed

fro

m

Larg

e f

irm

s

236

260

260

260

260

(2.4

b)

Nu

mb

er

of

Man

dato

ry G

ran

t

ap

pli

cati

on

s

receiv

ed

fro

m

Med

ium

fir

ms

276

280

280

280

280

(2.4

c)

Nu

mb

er

of

Man

dato

ry G

ran

t

ap

pli

cati

on

s

receiv

ed

fro

m

Sm

all

fir

ms

441

340

340

340

340

(2.4

d)

Nu

mb

er

of

ap

pro

ved

Man

dato

ry G

ran

t

ap

pli

cati

on

s

899

704

704

704

704



STRA

TEGI

C GO

AL 2

: Est

ablis

h M

echa

nism

s Fo

r Ski

lls P

lann

ing

And

Rese

arch

Cap

acity

Stra

tegi

c Ob

ject

ive

Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(2.4

) In

cre

ase

sta

keh

old

er

part

icip

ati

on

in

the t

ran

sp

ort

secto

r th

rou

gh

su

bm

itte

d

WSP/A

TR

(2.4

e)

Nu

mb

er

of

pro

vin

cia

l

cap

acit

ati

on

work

sh

op

s

con

du

cte

d

817

1717

17



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 development within the transport sector.

To ensure competitiveness of skills supply and continuous upgrading of relevant skills, including artisan development.

Ÿ Sector Skills Plan 2019-2020 (Occupational research);Ÿ HRD Strategy of SA;Ÿ Implementation of previous transport sector training revealed the

need to improve skills through occupationally directed programmes;

Ÿ 2017-18 Audited Annual Performance Report.


Justification:

Source of Baseline:

Ÿ NSDSIIIŸ Transport Sector Skills Plan Ÿ Strategic Priorities

Links

Access Decent Work Scarce Skills Critical Skills RPL Leadership Development

Ÿ Strategic Goal 3 in the Annual Performance PlanŸ The Skills AccordŸ National Artisan Moderation Body (NAMB) ModelŸ QCTO PoliciesŸ The National Development PlanŸ 9 Point PlanŸ SIPS ProgrammesŸ Operation PhakisaŸ Road Safety InitiativesŸ White Paper on Post School Education and Training




Ÿ Transport sector companies are supported through mandatory and discretionary grants to address industry skill shortages.

Ÿ TETA stakeholders are capacitated on the mandatory and discretionary grants frameworks and processes.

Ÿ Increased learner access to occupationally directed programmes through TVETs, HEIs and other providers.

Ÿ Sector leadership and managers’ development programmes.Ÿ Sustainable partnerships with stakeholders, and education and

training institutions. Support and develop small to medium enterprises, NGOs, CBOs, cooperatives within the transport sector.

Ÿ Employable youth through workplace-based training.Ÿ Transport sector career guide opportunity guides/booklets with

labour market information distributed.

Ÿ Realisation of synergies within transport sub-sectors and investment in internal RPL.

Ÿ The programme increases for the nancial year also have an impact considering the resources remained unchanged.

Ÿ There is a mismatch between funds committed in March and actual funds received in April.

TETA funded R380 704 386 for occupationally directed programmes in 2017/18 in an effort to facilitate access and progression in the transport sector.

TVET and HEI partnerships have also been supported through the discretionary grant budget.

TETA now offers provincial support through resources based in loco at various TVET colleges or at other lead SETA locations within the provinces.

Outcomes

Resource Considerations

Expenditure Trends

Trends in Number of Key Staff




Ÿ Discretionary grantsŸ National Skills FundŸ Unemployment Insurance Fund Activation Programme Funding

Funding Sources:


Risks: Ÿ Lack of partnerships and collaboration between key stakeholders

may hamper successful implementation of this strategic goal;Ÿ Lack of fully operational ICT systems;Ÿ Legislative changes and adaptation of process and systems;Ÿ Lack of an integrated bursary strategy;Ÿ Unpredictability of levy income levels per month;Ÿ Financial and human resource constraints;Ÿ Challenges in strategy implementation.

Risk mitigation:Ÿ TETA to sign MoUs/partnerships with TVET and HET institutions

offering transport-relatedprograms;Ÿ TETA to sign MoUs with state-owned entities to facilitate

learnership, apprenticeship and internship opportunities;Ÿ TETA to improve the existing learnership infrastructure;Ÿ TETA to further review and enhance bursary and DG policy to

incorporate the integration of different initiatives related to bursaries;

Ÿ TETA to provide qualication driven opportunities.

Risk Management



Programme 3: Learning Programmes and Projects

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

atio

nally

dire

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pro

gram

mes

with

in th

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ecto

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Med

ium

Term

Targ

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2020

-202

120

21-2

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(3.1

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ecte

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650

850

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650

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Perf

orm

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2017

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a)

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(3.1

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plo

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learn

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skil

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pro

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500

850

275

650

850

100

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400

100

5010

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Com

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Stra

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Term

Targ

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2020

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21-2

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) In

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2019

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e)

nu

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learn

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pro

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un

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plo

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learn

ers

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pro

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2016

574

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200

300

1600

200

300

850

100

100

1600

600

1500

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Com

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Obje

ctiv

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Stra

tegi

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al 3

: Inc

reas

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cess

to o

ccup

atio

nally

dire

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pro

gram

mes

with

in th

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ansp

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r

Med

ium

Term

Targ

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2020

-202

120

21-2

022

(3.1

) In

cre

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2017

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2019

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25

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Stra

tegi

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: Inc

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cess

to o

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atio

nally

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cted

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gram

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with

in th

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ansp

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Med

ium

Term

Targ

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2020

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120

21-2

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(3.1

) In

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2020

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Stra

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: Inc

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cess

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nally

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gram

mes

with

in th

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Med

ium

Term

Targ

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2020

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Term

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2017

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2019

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020

20-2

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2021

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2

(3.3

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pp

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TET

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Stra

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2019

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2021

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Stra

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2019

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20-2

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2021

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2

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Targ

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2020

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120

21-2

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2021

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2019

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2021

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2

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Term

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2017

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18-2

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2019

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20-2

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2021

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2

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100

200

20 5 5 3

100

200

20 5 5 3

100

200

20 5 5 3



Stra

tegi

c Ob

ject

ive

Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(3.1

2)

Su

pp

ort

rura

l

develo

pm

en

t

pro

jects

(3.1

3)

Su

pp

ort

road

safe

ty

aw

are

ness

pro

gra

mm

es

(3.1

2)

Nu

mb

er

of

rura

l d

evelo

pm

en

t

pro

jects

su

pp

ort

ed

(3.1

3a)

Nu

mb

er

of

road

safe

ty

part

ners

hip

s

imp

lem

en

ted

(3.1

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) N

um

ber

of

road

safe

ty

aw

are

ness

init

iati

ves

su

pp

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0 3 6

6 2 5

Stra

tegi

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reas

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cess

to o

ccup

atio

nally

dire

cted

pro

gram

mes

6 2 5

6 2 5

6 2 5

(3.1

4)

Su

pp

ort

road

accid

en

t

pre

ven

tion

pro

gra

mm

es

(3.1

5)

Su

pp

ort

HIV

/A

IDS

aw

are

ness a

nd

pre

ven

tion

pro

gra

mm

es

(3.1

4)

Nu

mb

er

of

learn

ers

pu

t on

accid

en

t

pre

ven

tion

train

ing

pro

gra

mm

es

(3.1

5)

Nu

mb

er

of

HIV

/ A

IDS

aw

are

ness

pro

gra

mm

es

su

pp

ort

ed

129 4

60 5

60 5

60 5

60 5



STRATEGIC GOAL 4: Strengthening the quality assurance system

To establish delivery partners who will develop learning programmes.

TETA is tasked with supporting the development of occupationally directed qualications relevant to the transport sector in line with the new dispensation and to respond to changing needs of the market place.

Ÿ NSDS IIIŸ SAQA ActŸ Transport Sector Skills Plan 2019-2020 (chapter 3 of the SSP – Extent of Skills

Mismatches) Ÿ Strategic Priority – ISOEŸ Strategic Goal 3 of the Annual Performance Plan Ÿ Skills Development ActŸ TVET ActŸ HE ActŸ QCTO PoliciesŸ The National Development Plan Ÿ 9 Point PlanŸ Operation PhakisaŸ Road Safety InitiativesŸ White Paper on Post School Education and Training

Ÿ Approved QCTO learning materials and qualications for transport sector.

Ÿ Effective and efcient external moderation and evaluation process.

Ÿ Capacity-building for Public TVET colleges that are responsive to sector skills needs.

Filling available positions in the development of the QCTO system while TETA has an in-house ETQA unit

Goal Statement/Rationale:

Justification:

Links:

Outcomes:

Resource considerations:



STRATEGIC GOAL 4: Strengthening the quality assurance system

Quality assurance is a core function within TETA and is funded from the discretionary grants and 10% administration budget;Over the MTEF period, signicant changes will take place within the ETQA function spurred by the introduction of QCTO (Quality Council for Trades and Occupation) in the sector.

QCTO has delegated responsibilities to the ETQA and this is creating instability in the unit.

Administration and discretionary grant budget.

Expenditure trends:

Trends in Number of Key Staff:

Funding sources:


Risks: Ÿ Fraudulent use of TETA logo by unaccredited providers;Ÿ Unendorsed assessors/moderators training on TETA DG contracts

affect the certication of learners;Ÿ External moderation backlog.

Risk mitigation:Ÿ TETA-accredited providers to adhere to the code of practice and

failure could result in their de-accreditation;Ÿ ETQA to become an integral part of the DG contract management

(i.e.,ETQA to is);Ÿ Enter into partnerships with key stakeholders in the sector to

ensure that enough facilitators are produced;Ÿ Enter into MoUs with transport state-owned entities to ensure

that their training centres (SOEs) and training instructors are properly accredited.

Risk Management



Programme 4: Quality Assurance SystemsSt

rate

gic

Obje

ctiv

ePe

rfor

man

ce

Indi

cato

rsBa

selin

ePr

evio

usYe

ar Ta

rget

Curr

ent

Year

Targ

etM

ediu

m Te

rm Ta

rget

s

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(4.1

) D

evelo

p

occu

pati

on

al

qu

ali

ficati

on

s

an

d l

earn

ing

mate

rial

for

the

tran

sp

ort

secto

r

(4.1

a )

Nu

mb

er

of

cu

rric

ula

develo

ped

for

occu

pati

on

al

qu

ali

ficati

on

s

(4.1

b)

Nu

mb

er

of

Qu

ali

ficati

on

Assessm

en

t

Sp

ecif

icati

on

s

(QA

S)

develo

ped

(4.1

c)

Nu

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of

Learn

ing m

ate

rials

develo

ped

for

QC

TO

ap

pro

ved

occu

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on

al

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ali

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s

0 2 2

6 n/a

n/a

STRA

TEGI

C GO

AL 4

: Str

engt

heni

ng th

e qu

ality

ass

uran

ce s

yste

m

2 15 7

2 15 7

2 15 7



Stra

tegi

c Ob

ject

ive

Perf

orm

ance

In

dica

tors

Base

line

Prev

ious

Year

Targ

etCu

rren

tYe

ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(4.2

) C

ap

acit

ate

serv

ice p

rovid

ers

on

TET

A E

TQ

A

syste

ms

(4.2

a)

Nu

mb

er

of

Tra

inin

g p

rovid

ers

cap

acit

ate

d o

n

TET

A E

TQ

A

syste

ms

(4.2

b)

Nu

mb

er

of

ET

D p

racti

tion

ers

su

pp

ort

ed

(4.2

d)

Nu

mb

er

of

TV

ET

lectu

rers

train

ed

on

TET

A

Qu

ali

ty A

ssu

ran

ce

syste

ms

442

n/a

216

200

n/a

STRA

TEGI

C GO

AL 4

: Str

engt

heni

ng th

e qu

ality

ass

uran

ce s

yste

m

200

200

200

200

200

200

5050

70 E

nter

ed50

Ent

ered

70 C

ompl

eted

50 C

ompl

eted

(4.2

c)

Nu

mb

er

of

train

ing p

rovid

ers

mon

itore

d.

n/a

n/a

300

300

300



Stra

tegi

c Ob

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Perf

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In

dica

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Base

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Prev

ious

Year

Targ

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ar Ta

rget

Med

ium

Term

Targ

ets

2017

-201

820

18-2

019

2019

-202

020

20-2

021

2021

-202

2

(4.3

) C

on

du

ct

exte

rnal

mod

era

tion

an

d

evalu

ati

on

pro

cesses

(4.4

) Su

pp

ort

ind

ustr

ies t

o

ob

tain

accre

dit

ati

on

to

off

er

work

pla

ce

an

d p

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cal

train

ing

(4.3

a)

Nu

mb

er

of

exte

rnal

mod

era

tion

s

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d

(4.4

a)

Nu

mb

er

of

can

did

ate

s o

n

men

tors

hip

an

d

coach

ing

pro

gra

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es

(4.4

b)

Nu

mb

er

of

ap

pre

nti

cesh

ip

work

pla

ce

ap

pro

vals

(4.4

c)

Nu

mb

er

of

learn

ers

hip

work

pla

ce

ap

pro

vals

(4.3

b)

Nu

mb

er

of

learn

ing

pro

gra

mm

es

evalu

ate

d

230 0 8 10200

120

100

12 5030

STRA

TEGI

C GO

AL 4

: Str

engt

heni

ng th

e qu

ality

ass

uran

ce s

yste

m

120

100

12 5030

120

100

12 5030

120

100

12 5030



RESOURCE CONSIDERATIONS

The Accounting Authority has prepared a materiality and significance framework in

terms of the PFMA and Treasury Regulations.

5

Materiality5.1

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 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.

Any amount which results from criminal conduct5.1.1


RESOURCE CONSIDERATIONS 89

Based on the materiality and significance framework, TETA has set its materiality and

significance amount to R4 422 725, which is 0.5% of gross revenue for the 2017/18

financial year based on audited financial results for the respective year.

Significance5.1.2

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.

Main Sources of Revenue5.1.3

Budget and Budgeting Process5.2

In order to arrive at the levy income budget for the MTEF period (2019/20 to 2021/22),

the following process was followed:

Ÿ For the 2019/20 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 2019/20 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.

Ÿ For the 2016 to 2019 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 2018/19 up to 2019/20 levy income increase.

Budgeting Process5.2.1

RESOURCE CONSIDERATIONS90


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):

Ÿ The MTEF budget is prepared on a going concern basis, as per approved re-

certification license until 31 March 2020;

Ÿ In the 2019/2020 financial year, the pay-out ratios for mandatory grants are

budgeted at 85%. For the remainder of the MTEF period, the pay-out ratios are

budgeted at 90%;

Ÿ 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;

Ÿ Based on the dynamic environment that TETA operates in, the administration budget

is reprioritized 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.

Budget Assumptions5.2.2

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.

Income5.2.3



The expense side of the budget mirrors that of the income side in that:

Ÿ 10% of the levies are utilised for administration expenses, such as employee costs,

office accommodation, etc.

Ÿ 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);

Ÿ 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;

Ÿ 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.

Expenditure5.2.4

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:

Ÿ Regulation of proportion funding for administration of the SETA;

Ÿ Contribution of funds toward the QCTO;

Ÿ Regulate surpluses and un spent funds;

Ÿ Encourage the improvement of market labour information;

Ÿ Prioritise PIVOTAL programmes, thus improving the NQF process;

Grant Regulation Promulgation5.2.5



Ÿ 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 2019/20 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 R532,7m and constitutes 94% of the costed Annual Performance

Plan. The total costed plan of R565,4m is therefore justifiable. See table to follow.

Adjusted Appropriation Medium Term Revenue Estimates

Programme

2018/19 2019/20 2020/21 2021/22

Programme 1

Programme 2

Programme 3

Programme 4

Total

12 617 500

498 642 649

15 941 027

527 201 176

11 117 500

532 747 784

21 544 541

565 409 824

11 895 725

570 040 129

23 052 659

604 988 512

12 728 426

609 942 938

24 666 345

647 337 707

- - - -



2015/16Audited

161 149

398 843

84 603

17 909

1 206

70 033

-

(126 209)

ITEMS

Mandatory Grant Levies(20%)

DiscretionaryGrant Levies(49.5%)

AdministrationLevies(10.5%)

Interest andPenalties

Other Income

InvestmentIncome

Donationsfor Special Projects

Mandatory

2016/17Audited

2017/18Audited

2018/19Estimate

2019/20Estimate

2020/21Estimate

2021/22Estimate

Medium Term Revenue Estimate (amounts in R’000)5.2.6

161 943

400 808

85 019

13 665

2 921

75 867

(136 477)

176 405

438 349

92 882

16 021

67 661

78 579

191 004

472 736

100 277

2 889

-

63 864

212 996

501 859

111 822

3 091

-

37 450

223 203

552 427

117 181

4 050

3 500

54 450

241 059

596 621

126 555

4 374

58 806

(145 424) (199 062) (210 761) (241 058)(223 202)

-

- - - - - -



2015/16Audited

(77 052)

ITEMS

DiscretionaryGrants

AdministrationCosts incl.Capex

AdministrationCost - QCTO

Special Projects Expenditure

Surplus/Deficit

2016/17Audited

2017/18Audited

2018/19Estimate

2019/20Estimate

2020/21Estimate

2021/22Estimate

(85 656) (88 080) (99 732) (106 655) (111 601)

(464 661) (480 607) (506 679) (527 201) (565 410) (604 989) (647 338)

(120 530)

(3 781) (4 775) (5 139) (5 580) (6 026)

- - - - - - -

65 821 37 483 125 933 - (20 775) - -

The table above shows the MTEF budget forecasts in line with the National Treasury Framework.

The decit of R20 775 000 on the MTEF will be funded from investment income, interest and penalties received.

- -



PART C

LINKS TO OTHER PLANS

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

Legislative Framework6.1


LINKS TO OTHER PLANS 97

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;

Ÿ Meeting the NSDS targets;

Ÿ Implementing its annual strategic plan;

Ÿ The standards, criteria and targets for measuring and evaluating the SETA’s

performance;

Ÿ 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;

Ÿ The assistance that the Director General will provide to the SETA with the purpose to

enable it to perform its functions; and

Ÿ The SETA PFMA compliance responsibilities.

Purpose of Annual Strategic Framework6.2

The SETA undertakes to comply with standards, criteria and targets contained in the

schedule in respect of:

Ÿ Performing its functions under the SDA;

Ÿ Meeting the NSDS targets; and

Ÿ Implementing the Annual Strategic Plan.

Obligations of the SETA6.3

Ÿ Implement its annual strategic plan;

Ÿ Submit plans and reports to the Director General containing the information in the

format set by the Department:

The SETA further undertakes to:6.4

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.

LINKS TO OTHER PLANS98


Ÿ 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

Ÿ Submit all PFMA documents required to the responsible officer within the stipulated

time frames and in the prescribed formats.

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 Score card 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.

Measuring and Evaluating the SETA's Performance6.5

The Director General undertakes to:

Ÿ Consult the SETA on all relevant policy and strategic matters that might affect the

functioning of the SETA;

Ÿ Promote the interests of the SETAs collectively to other organs of State as may be

appropriate and necessary;

The obligations of the Director General6.6

Ÿ Guidance on Sector Skills Plan and Strategic Plan requirements;

Ÿ Provide additional assistance as may be described in Schedule 4 in order to enable

the SETA to perform its functions;

Ÿ 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

Ÿ Convene regular meetings with the Chief Executive Officers, Chairpersons and other

Provide the SETA with:6.7



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.

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.

General6.8

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:

Ÿ NSDS III emphasised as resting firmly on Sector Skills Plan (SSP);

Ÿ SSP regarded as the bedrock of skills planning in each sector;

Ÿ 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);

Ÿ 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.

Proposed NSDS III Framework-SSP salient points6.9

Ÿ How in the context of the Sector, will the SETA contribute towards the achievement

of nationale quity targets (class, race, gender, disability and HIV/AIDS)?

Ÿ How will the SETA ensure that targeted learners are helped to overcome access,

success and progression barriers?

Ÿ Which programmes will the SETA deliver in order to meet the sectoral strategic goals

as well as contribute to national priorities?

Ÿ How can the sector expand the number of PIVOTAL partnerships entered into by

Key strategic questions to be addressed by the SSP6.10



member firms?

Ÿ 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?

Ÿ Need for wider spectrum of learning programmes;

Ÿ Information and career guidance (each SETA to submit a comprehensive profile of

the sector by March 2013 and update by2016);

Ÿ SETAs must also provide information on steps to expose learners to work in the

sector;

Ÿ Recognition of prior learning;

Ÿ Raising the base: foundational Learning programmes including AET.

Learning programmes to facilitate access, success and progression includes:

6.11

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 Occupational Programmes6.12

Ÿ Tracer studies are emphasised for learners exposed to PIVOTAL programmes. Skills

programmes are emphasised for both the employed and the unemployed;

Ÿ 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);

Ÿ 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).

PIVOTAL programmes are characterised as follows:6.13



Ÿ Academic research

Ÿ Innovation

(To be funded by the NSF and SETAs collectively)

Programmes that build the academic professionand innovation include the following:

6.14

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.

Programme Delivery Partners6.15


PIVOTAL programmes combine work at university and collegeswith structured learning work. PIVOTAL programmes

are achieved by professional placements, work-integratedlearning, apprenticeships, learnerships and internships.

TRANSPORT EDUCATIONTRAINING AUTHORITY

ANNUAL PERFORMANCEPLAN 2019-20

Transport Education Training Authority

TABLE OF CONTENTS

Chairperson’s Foreword

Chief Executive Officer’s Foreword

Official Sign-off

106

108

110

PART A

1.

2.

3.

4.

5.

6.

112

114

117

117

118

118

Strategic Overview

Performance Delivery Environment

Implication of Emergent Changes

Organisation Environment

Revision of Legislative and Other Mandates

Assumptions and Information Used

6.1

6.2

6.2.1

6.2.3

6.3

6.3.1

6.3.2

6.3.3

6.3.4

6.3.5

118

118

119

119

119

119

120

121

123

125

Grant Regulations Promulgation

Materiality

Any Amount Which Results from Criminal Conduct

Main Sources of Revenue

Budget and Budgeting Process

Budgeting Process

Expenditure

Medium Term Revenue Estimates (Amounts in R,000)

Hard to Fill Vacancies

Narrative for Learning Programmes and Projects

TABLE OF CONTENTS104

TETA - Annual Performance Plan 2019-20

PART B

1. 128Programmes and Sub Programmes

PART C

1. 167Links to Other Plans

1.3

1.4

1.5

1.6

1.7

1.7.1

1.7.2

1.8

168

169

169

169

170

170

171

172

1.1

1.2

167

168

Legislative Framework

Purpose of the Annual Strategic Framework

Obligations of the SETA

Measuring and Evaluating the SETA Performance

The Obligation of the Director General

Provide the SETA with

General

Proposed NSDS III Framework-SSP Salient Points

PIVOTAL Occupational Programmes

Programme Delivery Partners

173Technical Indicator Descriptions (TIDs)

TABLE OF CONTENTS 105

1.1

1.2

128

128

Strategic Outcomes Oriented Goals

Programmes


The annual compilation of this strategic

document is evidence of TETA's

commitment to remain relevant and

proactive in addressing the challenges of

the transport sector while exploring its

opportunities. With sobriety, we perceive

the role of TETA in the transport sector,

understanding that the sector is the

integral part of the country's economic

activities.

A highlight of the 'economic footprint'

of the sector can be traced in this year's

land transportation records (covering

road and rail freight) reported by

Statistics SA. The country experienced a

remarkable increase of 6.4% in the

volume of goods transported between

January 2017 and January 2018 – this

translated into a 9.2% increase in

corresponding income.

Transformation in the aviation sector

is still lagging behind though various

sub-sectors therein continue to yield

noteworthy results. Our approach

towards skills development in the

maritime industry is guided by the

strategic outcomes of Operation Phakisa.

On the same note, we acknowledge the

growing participation of the bus and taxi

industry in skills development initiatives.

The TETA Board embraces the

governance principles of the King Code

III in fulfilling its mandate. We intend to

ensure that our governance strategy fully

supports objectives of the NSDS III and

contributes to its realisation.

This strategy is also in tune with the

Public Finance Management Act (PFMA)

and adheres to other National Treasury

regulations. It was compiled on the

backbone of other legislative mandates

including the Skills Development Act,

1998 (Act No. 97 of 1998), Skills

Development Levies Act, 1999 (Act No. 9

of 1999).

BOARDCHAIRPERSON’SFOREWORD

BOARD CHAIRPERSON’S FOREWORD106























A highlight of the ‘economic footprint’ of the sectorcan be traced in this year’s land transportation records

(covering road and rail freight) reported byStatistics SA


Ms Nomagcisa Tsipa-Sipoyo

TETA Board Chairperson

BOARD CHAIRPERSON’S FOREWORD 107


The economic value of the transport

sector is typically measured by its

contribution to the Gross Domestic

Product (GDP), the employment

opportunities it creates and its

substantial contribution to the public

purse. Principally, the transport sector is

a link between the buyer, the seller and

the market. This link contributes

significantly to South Africa's

infrastructure capital and foreign

investor appetite, spilling over to the

overall performance of varying economic

sectors.

Another unique character of the

transport industry is that it is inherently

dynamic and often survives the toughest

economic conditions. However, the

behooving question industry participants

and experts face today is whether the

local sector will survive the fourth

industrial revolution.

TETA is cognisant of a surge in advanced

technologies confronting the global

transport industry status quo; at the

same time mindful of unique challenges

and opportunities in the domestic

transport sector. We also acknowledge

that the increase in the use of 3D

printing technologies and the infiltration

of artificial intelligence technologies,

Internet of Things and robotics beckons

a different set of skills. On this

backdrop, we continue to seek and make

provisions for fruitful partnerships with

government entities, the private sector

and training institutions to prepare the

sector and ultimately the country for

emerging changes.

In tackling the unique challenges and

opportunities the domestic transport

industry faces, we continue to align our

strategy to national transformational

imperatives, Medium Term Strategic

CHIEF EXECUTIVE OFFICER’SFOREWORD

CHIEF EXECUTIVE OFFICER’S FOREWORD108


Framework, rural development agenda,























Ms Maphefo Anno-FrempongTETA, Chief Executive Officer

Ms Maphefo Anno-Frempong

TETA Chief Executive Officer

CHIEF EXECUTIVE OFFICER’S FOREWORD 109


OFFICIAL SIGN-OFF

Mr. Famanda ShirindzaChief Operations Officer

Mr. Simon NdukwanaChief Financial Officer

Ms. Maphefo Anno-FrempongChief Executive Officer

Ms. Nomagcisa Tsipa-SipoyoTETA Board Chairperson

Signature: ........................................

Signature: ........................................





Approved by:

Signature: ........................................

Signature: ........................................

It is hereby certified that this Strategic Plan

Ÿ 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.

Ÿ Takes into account all the relevant policies, legislation and other mandates

for which TETA is responsible;

Ÿ Accurately reects the strategic outcome-oriented goals and objectives

that TETA will endeavour to achieve over the period 2019-2020.

PART A

STRATEGIC 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.

1

UPDATED SITUATIONAL ANALYSIS1.

Transport Sector Overview

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

STRATEGIC OVERVIEW112


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 emerging 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.

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

The transport sector is

technology-driven, as such,

is dynamic and has many

risks associated with risks

of obsolescence of skills

and technology

STRATEGIC OVERVIEW 113


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.

PERFORMANCE DELIVERY ENVIRONMENT2.

The South African Environment

Ÿ Political leadership changes

Ÿ Employers not embracing

transformation imperatives,

demonstrated by resistance to

change

Ÿ Labour policies

Ÿ SETA landscape, changing

political focus areas, changing

SETA goals

Ÿ SETA mandate being stretched

without matching budget

increase

Ÿ Re-conguration of government

departments

POLITICAL ECONOMIC SOCIETICAL

Ÿ Lower GDP and junk status

have a negative impact on

employment, resulting in less

revenue collected

Ÿ Retrenchments

Ÿ Mergers & acquisitions

Ÿ Low economic growth

Ÿ Increased taxes

Ÿ International trade agreements

Ÿ Labour disputes

Ÿ Fourth Industrial Revolution

Ÿ HIV/AIDS prevalence

Ÿ Signicant societal disparities

between rural and urban areas

Ÿ Protests

Ÿ Taxi industry disputes

Ÿ Vandalizing of transport

infrastructure

Ÿ Road safety carnage

Ÿ Unemployment rates

Ÿ High Youth Unemployment



Ÿ Shift to technology increases

group of participants

Ÿ New SETMIS and QCTO

quarterly management reporting

Ÿ Fourth industrial revolution,

shift to technology/automation

Ÿ High cost of data

Ÿ Limited access to technology by

rural areas still a reality

TECHNOLOGY ENVIRONMENT LEGISLATION

Ÿ Focus on green economy

provides opportunities for

research and awareness

programmes

Ÿ Green economy also places

pressure on transport operators

to comply or face hefty

penalties

Ÿ POPI, BBBEE Legislation and

SETA landscape to affect TETA

strategy

Ÿ White paper on school

education required

reassessment and tuning of

TETA delivery approach

Ÿ UIF legislative amendments

Ÿ New Treasury Regulations

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 government promotes

the information of SMME’s

as vehicles of growth to

address poverty,

unemployment and inequality

as per the NDP. Hence in 2014,

the Department of Small Business

Development was formed.

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.



Our Strategy Plan and Annual Performance Plan are responsive to dictates of the day,

emergent policies and legislation, such as:

Ÿ The White Paper for Post School Education and Training;

Ÿ Emphasis on SETA collaboration with TVETs, HETs and key social partners

Ÿ The mooted clustering of SETAs;

Ÿ Protection of Personal Information Act;

Ÿ Sector initiatives, such as Letsema and Operation Phakisa;

Ÿ 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.

IMPLICATION OF EMERGENT CHANGES3.

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:

Ÿ Ongoing organisational development to ensure identification and correction of

deficiencies in the structure and alignment of the same to our strategic objectives;

Ÿ Enhancements and entrenchment of research, monitoring and reporting functions for

proper gathering, interpretation and analysis of credible data that will support

quality decisions;

Ÿ 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;

Ÿ All policy formulation, review and planning will align our goals and performance

measures to national socio-economic development objectives;

Ÿ The effects of the economic melt-down or the “junkstatus” of the country is resulting

in less revenue being collected by TETA and has led to some of the targets being

reduced.

ORGANISATION ENVIRONMENT4.



There have been no significant changes to SETA’s legislative and other mandates

REVISIONS OF LEGISLATIVE AND OTHER MANDATES5.

ASSUMPTIONS AND INFORMATION USED 6.

Grant Regulations Promulgation 6.1

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, accordingly, reviewed and adjusted budgetary

processes to ensure compliance with the new regulations.

We understand the new regulations to be addressing the following areas:

Ÿ Regulation of proportion of funding for administration of the SETA;

Ÿ Contribution of funds toward the QCTO;

Ÿ Regulation of surpluses and unspent funds

Ÿ Encourage the improvement of market labour information;

Ÿ Prioritise PIVOTAL programmes, thus improving the NQF process;

Ÿ Expand the use of public education and private providers in the provision of skills

development.

Materiality6.2

The Accounting Authority has prepared a materiality and significance framework in

terms of the PFMA and Treasury Regulations.



Any Amount Which Results from Criminal Conduct6.2.1

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 within TETA environment and hence

TETA has not included any amount arising from fruitless and wasteful expenditure in

the materiality and significance framework.

Significance 6.2.2

Based on the materiality and significance framework, TETA has set its materiality and

significance amount to 4 422 725, which is 0.5% of gross revenue for the 2017/18

financial year based on audited financial results for the respective year.

Main Sources of Revenue6.2.3

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.

Budget and Budgeting Process6.3

Budgeting Process6.3.1

In order to arrive at the levy income budget for the MTEF period (2019/20 to 2021/22),

the following process was followed:

Ÿ For the 2019/20 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 2019/20 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.

Ÿ For the 2016 to 2019 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 2018/19 up to 2019/20 levy income increase.

Expenditure6.3.2

The expense side of the budget mirrors that of the income side in that:

Ÿ 10% of the levies are utilised for administration expenses, such as employee costs,

travel, accommodation and others;

Ÿ 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);

Ÿ 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;

Ÿ 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 2019/20 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 R532,7m and constitutes 94% of the costed Annual Performance



Plan. The total costed plan of R565,4m is therefore justifiable. See table to follow.

PROGRAMME AdjustedAppropriation Medium Term Revenue Estimates

2018/19 2019/20 2020/21 2021/22

Programme 1

Programme 2

Programme 3

Programme 4

Total

-

498 642 649

-

532 747 784

-

570 040 129

-

12 617 500 11 117 500 11 895 725 12 728 426

609 942 938

15 941 027

527 201 176

21 544 541

565 409 824

23 052 659

604 988 512

24 666 345

647 337 707

Medium Term Revenue Estimates (amounts in R'000)6.3.3

2015/16Audited

398 843

ITEMS

MandatoryGrantLevies (20%)

DiscretionaryGrantLevies (49.5%)

AdministrationLevies (10.5%)

2016/17Audited

2017/18Audited

2018/19Estimate

2019/20Estimate

2020/21Estimate

2021/22Estimate

400 808 438 349 472 736 501 859 552 427

161 149 161 943 176 405 191 004 212 996 223 203 241 059

596 621

92 882 100 277 111 822 117 181 126 555

The table below shows the MTEF budget forecasts in line with the National Treasury Framework.

85 01984 603



2015/16Audited

ITEMS

Interest and Penalties

Other Income

InvestmentIncome

Donations forSpecial Projects

Mandatory

DiscretionaryGrants

AdministrationCosts incl. Capex

AdministrationCost - QCTO

Special ProjectsExpenditure

Surplus/Deficit

2016/17Audited

2017/18Audited

2018/19Estimate

2019/20Estimate

2020/21Estimate

2021/22Estimate

1 206 2 921 67 661 - - 3 500

17 909 13 665 16 021 2 889 3 091 4 050 4 374

78 579 63 864 37 450 54 450 58 80675 86770 033

-

(145 424) (199 062) (210 761) (223 202) (241 058)(136 477)(126 209)

(464 661) (480 607) (506 679) (527 201) (565 410) (604 989) (647 338)

(88 080) (99 732) (106 655) (111 601) (120 530)(85 656)(77 052)

(3 781) (4 775) (5 139) (5 580) (6 026)

- - - - ---

65 821 37 483 125 933 - (20 775) -

-

- - - - - -

- -

- -



The budget for the 2019/20 financial year onwards is in line with the new Grant

Regulations. The deficit of R20 775 000 on the MTEF will be funded from investment

income, interest and penalties received.

Hard-to-fill vacancies / Scarce and critical skills6.3.4

Researched was performed and the Hard-to-fill vacancies and scarce and critical skill

was identified in the latest SSP.

OCCUPATION CODE OCCUPATION INTERVENTIONPLANNED BY THE SETA NQF LEVEL

2017-733201

2017-732204

Truck Driver (General)

Oversize Load Pilot / Escort

Ÿ Learnership

Ÿ Skills ProgrammeŸ Learnership

Ÿ Level 3

Ÿ Level 4

2017-653306 Diesel Mechanic Ÿ Apprenticeship Ÿ Level 4

2017-733103 Passenger CoachDriver

Ÿ Learnership Ÿ Level 3

2017-821601 Fishing Hand Ÿ Skills Programme Ÿ Level 3

2017-132401 Supply and Distribution Manager

Ÿ BursaryŸ Learnership

Ÿ Level 5Ÿ Level 6



OCCUPATION CODE OCCUPATION

2017-671101

2017-651202

Electrician

Welder

Ÿ Apprenticeship

Ÿ Apprenticeship


Ÿ Level 4

2017-833301 Freight Handler (Rail or Road)

Ÿ LearnershipŸ Skills Programme

Ÿ Level 3

2017-671202 Millwright Ÿ Apprenticeship Ÿ Level 4

Subsector Skills Priorities


2017-733103

2017-821601

Passenger Coach Driver

Fishing Hand

Ÿ Learnership

Ÿ Skills Programme

Ÿ Level 3

Ÿ Level 3

2017-132401 Supply and Distribution Manager

Ÿ BursaryŸ Learnership


2017-671101 Electrician Ÿ Apprenticeship Ÿ Level 4Ÿ Level 5

INTERVENTIONPLANNED BY THE SETA NQF LEVEL





2017-651202

2017-833301

Welder

Freight Handler (Rail or Road)

Ÿ Apprenticeship

Ÿ LearnershipŸ Skills Programme

Ÿ Level 4

Ÿ Level 3

2017-671202 Millwright Ÿ Apprenticeship Ÿ Level 4

Narrative for Learning Programmes and Projects 6.3.5

The purpose of Programme 3 is to ensure

consistency with the aims and objectives

of NSDS III by continuously upgrading

the skills of workers and ensuring that

new entries into the industry are well

trained to add value to the industry

particularly, in artisan training,

occupationally directed qualifications,

bursaries and workplace experiential

learning with a special focus on turning

organisations into spaces for experiential

learning.

TETA is deliberate in availing learning

programmes to employed and

unemployed learners such as AET,

learnerships, skills programmes,

apprenticeships candidacy programmes,

cadet training, RPL internships and work

integrated learning.

In a special effort to address leadership

transformation issues, TETA is

implementing Leadership programmes

through the leadership programmes and

a special emphasis on women through a

leadership development programme for

women only.

TETA has also been deliberate in

supporting out-of-school youth through

a project that assists out of school youth

with improving their grade 12 results. 52

schools have also been adopted and

assisted with career guidance, placement

of an intern in each school and offering




bursaries for 2 students who obtained

good marks for their matric certificate.

Although TETA has planned on

supporting SMMEs, Co-operatives, NLPEs,

NGOs and trade unions, more can be

done to achieve these targets.

TETA has identified top 10 scarce and

critical skills and sector priorities

through WSPs, stakeholder consultations

and chamber committees as some skills

needs are specific to particular

chambers, programme 3 through

learning programmes, projects and

partnerships will address a myriad of

PIVOTAL programmes that will address

the industry's skills needs. Through the

PIVOTAL programmes TETA will attempt

to address the transformational

imperatives such as race, gender, class,

affording the disabled and rural areas a

chance of accessing training.



TETA is deliberate in availing learning programmesto employed and unemployed learners such as AET learnerships,

skills programmes, apprenticeships candidacy programmes,cadet training, RPL internships and work integrated

learning

PART B

PROGRAMMESAND SUB PROGRAMMES

1

STRATEGIC OUTCOMES ORIENTED GOALS1.1

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

PROGRAMMES AND SUB PROGRAMMES128


PROGRAMMES1.2

Programme 1 Programme 2

Programme 3 Programme 4

Administration Skills Planning and Research

Learning Programmes andProjects

Quality Assurance Systems

PROGRAMMES AND SUB PROGRAMMES 129


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end

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cial

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ar

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nditu

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ally

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ally

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et

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1: A

DMIN

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STRA

TEGI

C GO

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: Pro

vide

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inis

trat

ive

Supp

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ces

and

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le T

ETA

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eliv

er o

n its

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date

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plia

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with

all

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rnan

ce Im

pera

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tual

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Year

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et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

Mai

ntai

n so

und

and

sust

aina

ble

nan

cial

m

anag

emen

t sy

stem

s, in

lin

e w

ith th

e pr

ovis

ions

of

the

PFM

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d Gr

ant

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latio

ns

(1.1

c)

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enta

ge o

f di

scre

tiona

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gran

t fun

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al

loca

ted

to

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ram

mes

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ac

hiev

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pr

ocur

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an

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ally

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ally

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STRA

TEGI

C GO

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: Pro

vide

Adm

inis

trat

ive

Supp

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and

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ETA

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eliv

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n its

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date

and

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plia

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with

all

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tual

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et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

Prov

ide

over

all

corp

orat

e se

rvic

es

supp

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enab

ling

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to

del

iver

on

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s de

velo

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t tr

aini

ng

man

date

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a)Pe

rcen

tage

an

nual

pe

rman

ent

staf

f ret

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n

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bmis

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of

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lace

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nual

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port

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ally

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nd

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th

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TA

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s Pl

an a

nd

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th

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TA

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an a

nd

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al T

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th

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TA

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nd

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al T

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th

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on o

f TE

TA

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kill

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and

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nual

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inin

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0

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tegi

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1.2

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TEGI

C GO

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vide

Adm

inis

trat

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and

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le T

ETA

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eliv

er o

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date

and

Ens

ure

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plia

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all

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pera

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Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

Prov

ide

over

all

corp

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e se

rvic

es

supp

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ling

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to

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on

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STRA

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Year

Targ

et20

18-1

9

Annu

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rget

2019

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2020

-21

2021

-22

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ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

Prov

ide

efc

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and

fu

nctio

nal I

CT

syst

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oper

ates

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maj

or b

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tual

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ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

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)N

umbe

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arch

st

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nduc

ted

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ally

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00

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a)Pr

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ally

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tual

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Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(2.3

a)N

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supp

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Year

Targ

et20

18-1

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Annu

alTa

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2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

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a)N

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man

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gran

t ap

plic

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Year

Targ

et20

18-1

9

Annu

alTa

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2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(2.4

d)N

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m

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appl

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Year

Targ

et20

18-1

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Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.1

a)

Num

ber o

f em

ploy

ed

lear

ners

on

burs

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terly

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(3.1

b)

Num

ber o

f un

empl

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le

arne

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terly

273

Entered

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100

5010

050

250

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100

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Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.1

c)

Num

ber o

f em

ploy

ed

lear

ners

on

Skill

s pr

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mm

es

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terly

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d)

Num

ber o

f un

empl

oyed

le

arne

rs o

n sk

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prog

ram

mes

Quar

terly

2017

Entered

Completed

Entered

Completed

500

250

650

250

850

400

850

400

500

500

020

020

025

0

250

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100

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Year

Targ

et20

18-1

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Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.1

e)N

umbe

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le

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n le

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le

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n le

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p pr

ogra

mm

es

Quar

terly

2016

Entered

Completed

Entered

Completed

1500

600

1600

600

1500

850

1600

850

1600

1600

050

050

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600

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pro

gram

mes

with

in th

e tr

ansp

ort s

ecto

r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

Indi

cato

rRe

port

ing

Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.1

g)N

umbe

r of

empl

oyed

le

arne

rs o

n AE

T pr

ogra

mm

es

Quar

terly

574

(3.1

h)N

umbe

r of

unem

ploy

ed

lear

ners

on

AET

prog

ram

mes

Quar

terly

Entered

Completed

Entered

Completed

200

100

200

100

300

100

300

100

200

200

050

5010

0

100

100

025

2550

300

300

010

010

010

0

100

100

025

2550

R1 2

00 0

00

R2 3

62 5

00

Stra

tegi

cOb

ject

ives

Budg

et

Incr

ease

le

arne

r ac

cess

to

occu

patio

nally

di

rect

ed

prog

ram

mes

th

roug

h TV

ET,

HEI a

nd o

ther

pr

ovid

ers

142

3.1

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

atio

nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

ecto

r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

Indi

cato

rRe

port

ing

Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.1

i)N

umbe

r of

empl

oyed

le

arne

rs o

n ap

pren

tices

hip

prog

ram

me

Quar

terly

712

(3.1

j)N

umbe

r of

unem

ploy

ed

lear

ners

on

appr

entic

eshi

p pr

ogra

mm

e

Quar

terly

Entered

Completed

Entered

Completed

300

150

250

150

300

200

300

200

250

250

060

7511

5

150

150

050

5050

300

300

00

150

150

200

200

5050

5050

R37

500

000

R61

200

000

Budg

et

Incr

ease

le

arne

r ac

cess

to

occu

patio

nally

di

rect

ed

prog

ram

mes

th

roug

h TV

ET,

HEI a

nd o

ther

pr

ovid

ers

Stra

tegi

cOb

ject

ives

143

3.1

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

atio

nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

ecto

r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

Indi

cato

rRe

port

ing

Perio

dBa

selin

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17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.1

k)N

umbe

r of

unem

ploy

ed

lear

ners

on

cade

tshi

ps

Quar

terly

43

(3.1

l)N

umbe

r of

lear

ners

on

RPL

prog

ram

mes

(3.1

m)

Num

ber o

f le

arne

rs o

n ca

ndid

acy

prog

ram

mes

Quar

terly

Quar

terly

160

45

Entered

Completed

Entered

Completed

5025

5025

50 20

n/a

n/a

50 20

0 0

5050

010

2020

2525

010

510

50 20

50 20

0 0

0 0

25 10

25 10

R11

250

000

R530

000

R1 2

00 0

00

Stra

tegi

cOb

ject

ives

Budg

et

Incr

ease

le

arne

r ac

cess

to

occu

patio

nally

di

rect

ed

prog

ram

mes

th

roug

h TV

ET,

HEI a

nd o

ther

pr

ovid

ers

ADM

INIS

TRAT

ION:

R27

613

074 144

3.1

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

atio

nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

ecto

r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

Indi

cato

rRe

port

ing

Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.2

a)N

umbe

r of

cand

idat

es o

n le

ader

ship

de

velo

pmen

t pr

ogra

mm

e

Annu

ally

15

(3.2

b)N

umbe

r of

cand

idat

es o

n ex

ecut

ive

deve

lopm

ent

prog

ram

me

Annu

ally

15

Entered

Completed

Entered

Completed

1515

1515

1515

1515

1515

00

015

1515

00

015

1515

00

015

1515

00

015

R6 5

00 0

00

R5 0

00 0

00

Stra

tegi

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ject

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Budg

et

Empo

wer

tr

ansp

ort

indu

stry

ca

ndid

ates

th

roug

h le

ader

ship

and

m

anag

emen

t pr

ogra

mm

es

145

3.2

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

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atio

nally

dire

cted

pro

gram

mes

with

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e tr

ansp

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r

MTE

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rget

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Perf

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cato

rRe

port

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Perio

dBa

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17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.2

c)N

umbe

r of

wom

en o

n le

ader

ship

de

velo

pmen

t pr

ogra

mm

e

Annu

ally

33

(3.2

d)N

umbe

r of

cand

idat

es o

n M

aste

r's

Prog

ram

me

in

Mar

itim

e Af

fairs

Annu

ally

5

Entered

Completed

Entered

Completed

1515

1515

5n/

a5

4

1515

00

015

1515

00

015

55

00

50

55

00

04

R5 0

00 0

00

R5 0

00 0

00

Stra

tegi

cOb

ject

ives

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et

Empo

wer

tr

ansp

ort

indu

stry

ca

ndid

ates

th

roug

h le

ader

ship

and

m

anag

emen

t pr

ogra

mm

es

(3.2

e) N

umbe

r of

Boa

rd

Mem

bers

on

a le

ader

ship

de

velo

pmen

t pr

ogra

mm

e

Annu

ally

n/a

n/a

1919

1919

00

019

1919

00

019

R 6

000

000

ADM

INIS

TRAT

ION:

R2

229

730 146

3.2

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

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nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

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r

MTE

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arte

rly Ta

rget

s

Perf

orm

ance

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cato

rRe

port

ing

Perio

dBa

selin

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17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.3

a)N

umbe

r of

part

ners

hips

es

tabl

ishe

d w

ith e

mpl

oyer

bo

dies

Quar

terly

82

22

20

10

1R2

55 0

00

Stra

tegi

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ject

ives

Budg

et

Supp

ort T

ETA

stra

tegi

c pa

rtne

rshi

ps

(3.3

b)N

umbe

r of

part

ners

hips

es

tabl

ishe

d w

ith T

VET

Colle

ges

Quar

terly

33

33

30

11

1R2

55 0

00

(3.3

c)N

umbe

r of

part

ners

hips

es

tabl

ishe

d w

ith

univ

ersi

ties

Quar

terly

12

22

20

01

1R1

70 0

00

3.3

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

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nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

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r

MTE

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rget

s

Perf

orm

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cato

rRe

port

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Perio

dBa

selin

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17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.3

d)N

umbe

r of

stak

ehol

ders

as

sist

ed in

TE

TA's

Li

mpo

po-

base

d of

ces

Annu

ally

n/a

n/a

100

100

100

2525

2525

R510

000

Stra

tegi

cOb

ject

ives

Budg

et

Supp

ort T

ETA

stra

tegi

c pa

rtne

rshi

ps

(3.3

e) N

umbe

r of

coo

rdin

atin

g SE

TAs

supp

orte

d

Annu

ally

08

88

82

22

2R1

80 0

00

(3.3

f)N

umbe

r of

TETA

stak

ehol

der

capa

cita

tion

wor

ksho

ps o

n co

ntra

ct

man

agem

ent

Quar

terly

178

88

84

40

0R

1 20

0 00

0

3.3

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

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nally

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cted

pro

gram

mes

with

in th

e tr

ansp

ort s

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r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

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cato

rRe

port

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Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.4

a)N

umbe

r of

prov

inci

al

stak

ehol

der

cons

ulta

tive

foru

ms

cond

ucte

d

Quar

terly

724

2020

205

55

5R2

12 0

00

Stra

tegi

cOb

ject

ives

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et

Cond

uct

stak

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der

cons

ulta

tions

an

d ne

twor

king

(3.4

b) N

umbe

r of

wom

en

empo

wer

men

t se

min

ars

cond

ucte

d

Annu

ally

n/a

n/a

33

30

00

3R2

250

000

(3.4

c) N

umbe

r of

pro

vinc

ial

stak

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der

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gem

ent

sess

ions

co

nduc

ted

Annu

ally

n/a

n/a

99

90

00

9R9

00 0

00

(3.4

d)N

umbe

r of

stra

tegi

c co

nfer

ence

s at

tend

ed

Quar

terly

610

1010

102

22

4R5

00 0

00

3.4

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

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nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

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r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

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cato

rRe

port

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Perio

dBa

selin

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17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.5

)N

umbe

r of o

ut-

of-

scho

ol

yout

h tr

aine

d on

Gra

de 1

2 im

prov

emen

t pr

ogra

mm

es

Annu

ally

100

Entered

Completed

Entered

Completed

100

5510

055

100

100

00

010

0

5555

00

055

R1 9

60 0

00

Stra

tegi

cOb

ject

ives

Budg

et

Trai

n yo

uth

thro

ugh

supp

ort

prog

ram

mes

fo

r acc

ess

to

post

sch

ool

educ

atio

n

150

3.5

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

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nally

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cted

pro

gram

mes

with

in th

e tr

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ort s

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r

MTE

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arte

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rget

s

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orm

ance

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cato

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port

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Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.6

a) N

umbe

r of

gra

duat

es

plac

ed o

n in

tern

ship

pr

ogra

mm

es

Quar

terly

463

Entered

Completed

Entered

Completed

300

120

450

120

300

300

015

015

015

0

120

120

040

4040

R26

190

000

Stra

tegi

cOb

ject

ives

Budg

et

Trai

n le

arne

rs

and

grad

uate

s th

roug

h w

orkp

lace

- ba

sed

prog

ram

mes

(3.6

b)N

umbe

r of

lear

ners

on

wor

kpla

ce

expe

rienc

e pr

ogra

mm

es

Quar

terly

4318

010

020

010

020

020

00

5050

100

100

100

2525

2525

R11

640

000 151

3.6

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

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nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

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r

MTE

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rly Ta

rget

s

Perf

orm

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cato

rRe

port

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dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.6

c)N

umbe

r of T

VET

lear

ners

on

wor

kpla

ce

expe

rienc

e pr

ogra

mm

es

Quar

terly

161

Entered

Completed

Entered

Completed

160

5020

050

200

200

050

5010

0

5050

1010

1020

R17

460

000

Stra

tegi

cOb

ject

ives

Budg

et

Trai

n le

arne

rs

and

grad

uate

s th

roug

h w

orkp

lace

- ba

sed

prog

ram

mes

(3.6

d)N

umbe

r of

grad

uate

s on

w

ork

read

ines

s pr

ogra

mm

es

Quar

terly

n/a

n/a

n/a

200

020

020

00

5050

100

R2 5

95 0

00

ADM

INIS

TRAT

ION:

R4

693

378 152

3.6

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

atio

nally

dire

cted

pro

gram

mes

with

in th

e tr

ansp

ort s

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r

MTE

FQu

arte

rly Ta

rget

s

Perf

orm

ance

Indi

cato

rRe

port

ing

Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

Quar

ter 4

Jan

- Mar

Quar

ter 3

Oct -

Dec

(3.7

a)N

umbe

r of

care

er it

ems

proc

ured

Annu

ally

1800

036

000

36 0

0036

000

36 0

0036

000

00

0

(3.7

b)N

umbe

r of

prom

otio

nal

mat

eria

l pac

ks

proc

ured

Annu

ally

7 05

010

000

10 0

0010

000

10 0

0010

000

00

0

(3.7

c)N

umbe

r of

med

iain

form

atio

n se

ssio

ns

cond

ucte

d

Annu

ally

129

99

90

33

3

R 3

510

000

Stra

tegi

cOb

ject

ives

Budg

et

Deve

lop

tran

spor

t se

ctor

car

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info

rmat

ion

mat

eria

l with

la

bour

mar

ket

info

rmat

ion

for

acce

ss b

y yo

uth

R 90

0 00

0

R2 0

00 0

00 153

3.7

Stra

tegi

c Go

al 3

: Inc

reas

e ac

cess

to o

ccup

atio

nally

dire

cted

pro

gram

mes

with

in th

e tr

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ort s

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r

MTE

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arte

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rget

s

Perf

orm

ance

Indi

cato

rRe

port

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Perio

dBa

selin

e20

17-1

8Ac

tual

Prev

ious

Year

Targ

et20

18-1

9

Annu

alTa

rget

2019

-20

2020

-21

2021

-22

Quar

ter 1

Apr -

Jun

Quar

ter 2

Jul -

Sep

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4.4

PART C

LINKS TO OTHER PLANS

1

LEGISLATIVE FRAMEWORK1.1

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 interms 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.



The parties have entered into this SLA in order to establish and agree on the service

delivery levels expected of TETA as follows:

Ÿ Performing its statutory functions;

Ÿ Meeting the NSDS targets;

Ÿ Proper implementation of its annual strategic plan;

Ÿ Setting the standards, criteria and targets for measuring and evaluating TETA's

performance;

Ÿ 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;

Purpose of the Annual Strategic Framework 1.2

TETA undertakes to comply with standards, criteria and targets contained in respect of:

Ÿ Performing its functions under the SDA;

Ÿ Meeting the NSDS targets; and

Ÿ Implementing the Annual Strategic Plan.

TETA further undertakes to:

Ÿ Implement its Annual Strategic Plan;

Ÿ Submit plans and reports to the Director General, containing information in the

format set out by the DHET:

Ÿ Quarterly reports should be submitted within ten working days after the end of each

quarter;

Ÿ 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

Obligations of the SETA 1.3



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-assessment 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.

Measuring and Evaluating the SETA’s Performance 1.4

The Director General undertakes to:

Ÿ Consult the SETA on all relevant policy and strategic matters that might affect the

functioning of the SETA;

Ÿ Promote the interests of the SETA and SETAs collectively to other organs of state as

may be appropriate and necessary;

The Obligations of the Director General1.5

Ÿ Guidance on Sector Skills Plan and Strategic Plan requirements; and

Ÿ Provide additional assistance, as may be described in Schedule 4, in order to enable

the SETA to perform its functions;

Ÿ 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

Ÿ 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.

Provide the SETA with:1.6



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.

General1.7

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:

Ÿ NSDS III emphasises the centrality of the Sector Skills Plan (SSP);

Ÿ The SSP is regarded as the bedrock of skills planning in each sector;

Ÿ 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);

Ÿ 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.

Proposed NSDS III Framework-SSP Salient Points 1.7.1

Ÿ How, in the context of the sector, will the SETA contribute towards the achievement

of national equity targets (class, race, gender, disability &HIV/AIDS)?

Ÿ How will the SETA ensure that targeted learners are helped to overcome access,

success and progression barriers?

Ÿ Which programmes will the SETA deliver in order to meet the sectoral strategic goals,

as well as contribute towards achievement of national priorities?

Ÿ How can the sector expand the number of PIVOTAL partnerships entered into by

member firms?

Key Strategic Questions Addressed by the SSP



Ÿ 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 include the need for

wider, more encompassing learning programmes:

Ÿ Information and career guidance – each SETA to submit a comprehensive profile of

the sector by March 2015 and update by2016;

Ÿ SETAs must also provide information on steps to be taken to expose learners to work

in the Sector

Ÿ 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;

Ÿ Raising the base: Foundational Learning programmes including AET – each SETA

assist learners to access further learning.

Learning 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.

Ÿ Skills programmes emphasised for both employed and unemployed;

Ÿ 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)

Ÿ 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

PIVOTAL Occupational Programmes1.7.2



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.

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.

Programme Delivery Partners1.8



PIVOTAL programmes are primarily characterisedby workplace experience. Tracer studies are indicated

for learners exposed to PIVOTAL programmes

TECHNICAL INDICATOR DESCRIPTIONS 2019-20

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 2021/22 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

2019/20.

The purpose of this document is to provide technical descriptions for all key

performance indicators as reflected on the draft TETA Annual Performance Plan,

2019/20.

In line with the Annual Performance Plan these indicators are divided in programmes as

well as the following strategic goals.

Strategic Goal 1 Provide administrative support services to enable TETA to

deliver on its mandate and ensure compliance with all

governance imperatives

EXECUTIVE PROGRAMMES174

Technical Indicator Descriptions 2019-20

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

Indicator Title (1.1a) Achieve unqualified audit opinion on the annual financialstatements at the end of the financial year

Strategic Goal 1: Provide Administrative Support Services and Enable TETA to Deliver On its Mandate and Ensure Compliance with all Governance Imperatives

Short Definition

Purpose

Source/Collection of Data

Method of Calculation

Data Limitations

Type of Indicator

Calculation Type

Reporting Cycle

New Indicator

Desired Performance

Indicator Responsibility

Unqualied audit opinion at the end of the external audit by the Auditor General

To report on effective and efcient administration of TETA nances

Auditor General Audit Report for 2018-19 nancial year

Qualitative. The audit opinion will be the base of achievement

None

Output

Non-cumulative

Annually

No

Clean audit

Chief Financial Ofcer

STRATEGIC GOAL 1 175


Indicator Title (1.1 b) Percentage levy income used towards administration expenditure

Short Definition

Purpose



Administration expenditure to be within the regulated ceiling of 10.5% of the total levy income received for the nancial year

To ensure compliance with the SETA Grant Regulations

Annual nancial statements

(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 2018, which means that the SETA works with anticipated administration income gures until the last day of the nancial year

Type of Indicator Output

Calculation Type Non-cumulative

Reporting Cycle Annually

New Indicator No

Desired Performance Administration expenditure within 10.5% of all levies received

Indicator Responsibility Chief Financial Ofcer

Indicator Title (1.1 c) Percentage of discretionary grant (DG) funding allocated to PIVOTAL programmes

Short Definition

Purpose

In terms of grant regulations, SETAs must allocate and spend 80% of the discretionary grant funding towards PIVOTAL programmes

To ensure compliance to grant regulations and utilisation of funds towardstraining for full qualications

Source/Collection of Data Commitment register

STRATEGIC GOAL 1176


Method of Calculation (Total annual PIVOTAL funding/Total annual DG budget) x 100

Data Limitations None

Type of Indicator

Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Outcome

Non-cumulative

Annually

Yes

80% of DGs utilised to fund PIVOTAL programmes


Indicator Title (1.1 d) Percentage achievement ofTETA procurement plan

Short Definition

Purpose



Projects planned to be implemented as per the procurement plan are awardedin the current nancial year

To ensure support for the implementation of TETA programmes

Annual Performance Plan and Procurement plan

Quantitative - percentage of projects awarded by TETA boardTotal number of awarded projects/total number of planned projects on the procurement plan x 100

Data Limitations

Type of Indicator

Calculation Type

Reporting Cycle

New Indicator

None

Outcome

Non-cumulative

Annually

Yes

Desired Performance


90% achievement of the procurement plan




Indicator Title (1.2 a) Percentage annual permanentstaff retention

Short Definition

Purpose

Retention of 85% of the current permanent staff members at the endof the nancial year

To ensure consistent productivity and sustainability in the deliveryof the TETA mandate

Source/Collection of Data Employee list report

Method of Calculation Quantitative - Count the number of permanent and x-term contract staff atthe beginning of the nancial year (1 April 2019) (A)Count the number of permanent and x-term contract staff at the end of the nancial year(excluding new appointment) (B) Percentage annual permanent staff retention=B/A x 100





New Indicator No

Desired Performance 85% staff retention and consistent maintenance of knowledgebase and productivity.

Indicator Responsibility Corporate Services Manager

Indicator Title (1.2 b) Submission of TETA WSP andATR to ETDP SETA

Short Definition

Purpose

The submission of the TETA Workplace Skills Plan and Annual Training Report toETDP SETA by the 30th of April each year

To promote the culture of skills development and trainingamongst TETA employees

Source/Collection of Data WSP plan & ATR report; proof of submission to ETDP SETA

STRATEGIC GOAL 1178


Method of Calculation Qualitative - Timeous submission (date of submission: 30 April each year)





New Indicator No

Desired Performance Trained and upskilled workforce


Indicator Title (1.2 c) Number of wellness activities conducted

Short Definition

Purpose

Number of wellness activities conducted in the nancial year. Activitiesincludes the following: health screenings, wellness days event, wellness seminarsor workshops

To have a healthier and more productive workforce

Source/Collection of Data Invite; attendance registers or program in case of an event

Method of Calculation Quantitative –Count the number of wellness activities conducted





New Indicator Yes

Desired Performance Staff retention and healthy workforce




Indicator Title (1.2 d) Number of stakeholder satisfactionsurveys conducted

Short Definition

Purpose

The survey measures industry experience and perception of the quality andrelevance of our services and products delivered to them

To establish industry satisfaction levels to ensure corrective measures areundertaken to address perceived deciencies in our services and products

Source/Collection of Data Survey report

Method of Calculation Quantitative - Count the number of surveys conducted


Type of Indicator

Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Output

Non-cumulative

Annually

No

High satisfaction levels in the industry

Marketing and Communications Ofcer

Indicator Title (1.3) Percentage availability of ICT systems achieved

Short Definition The time that the ICT systems (MIS and ERP) are available and functionalfor the users to perform their daily duties in accordance with the service levelagreement

Purpose


To enable efcient and effective service delivery

Systems availability report

STRATEGIC GOAL 1180


Method of Calculation An average of 80% availability on all of core systems in terms of the SLA Number of working days that the system was available as per the systems report(A) Number of total working days(B) Availability of the system = A/B x 100Average = Aggregated percentages of all core systems / number of core systems


Type of Indicator

Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Output

Non-cumulative

Quarterly

Yes

ICT systems are available for users

ICT Manager

Indicator Title (2.1 ) Number of research studies conducted

Strategic Goal 2: Establish Mechanisms For Skills Planning and Research Capacity

Short Definition

Purpose



Data Limitations

Type of Indicator

Research studies conducted in the transport industry

Ensure execution of accurate and credible transport industry-related research

Research report approved by internal EXCO

Quantitative - Count of research reports

None

Output



Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Non-cumulative

Annually

No

Credible research initiatives that support accurate planning

Research & Knowledge Manager

Indicator Title (2.2a) Produce an approved TETA Sector Skills Plan (SSP)

Short Definition

Purpose



Data Limitations

Type of Indicator

Transport Sector Skills Plan consisting of updated list of required skills andhard-to-ll vacancies / scares and critical skills

The SSP identies and quanties specic transport industry skills shortage andhard-to-ll positions and directs required skills development interventions

Updated Sector Skills PlanSSP approval letter from DHET

Qualitative – Approval by DHET

Insufcient and inaccurate informationLimited sources of accurate labour market statistics

Output

Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Non-cumulative

Annually

No

Accurate transport industry labour market information


STRATEGIC GOAL 2182


Indicator Title (2.2b) Number of tracer studies conducted

Short Definition

Purpose



Data Limitations

Lack of cooperation fromformer students

Tracer study conducted to gather and document learner feedback and follow up onthe learner post completion of training programme/s

Locate beneciaries of selected TETA funded skills development programmesand/or interventions to ascertain their current employment status and the impactof the TETA funded intervention on career development. It is also aimed atgathering and documenting learner feedback from those who have completedtraining programme/s.

Tracer study report on ndings and recommendations; presentation.Tracer study report approved by internal EXCO

Quantitative – Count the number of reports

Ÿ Difculty in reaching former studentsŸ Lack of cooperation from former students Ÿ Incomplete data collection

Non-cumulative

Incomplete data collection

Type of Indicator

Calculation Type

Reporting Cycle

New Indicator

Desired Performance

Annually

Outcome

Numeric

Annually

No

Tracer survey seek to obtain information on the selected indicators of professionalsuccess such as employment status, career path, income as well as the relevanceof the skills development programme on professional and personal development.This will contribute to improved planning, relevance, appropriateness andeffectiveness of the training programmes offered by TETA.

Indicator Responsibility Research & Knowledge Manager



Indicator Title (2.3a) Number of research partnerships supported

Short Definition

Purpose



Data Limitations

Type of Indicator

Implemented collaborative partnerships that complement TETA's ability to conductcredible research with sufcient reach and expertise.

To ensure adequate and skilled research resources are available to provideaccurate, credible and representative industry information

Service Level Agreements (SLAs)

Quantitative –Count the number of SLAs

None

Output

Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Non-cumulative

Annually

No

Activation of all partnerships through implementation of agreed projects


Indicator Title (2.3b) Research Chair supported

Short Definition

Purpose



Research Chair activities supported in the nancial year depending on the nature,initiative and the need of the transport sector

To tap on the new and/or readily available information that will add value to thesector as a whole.

SLA describing the deliverables and nancial obligations

Quantitative –Number of SLAs

STRATEGIC GOAL 2184


Data Limitations

Type of Indicator

None

Output

Calculation Type

Reporting Cycle

New Indicator

Desired Performance


Non-cumulative

Annually

No

Credible knowledge repository for the transport industry


Indicator Title (2.4a) Number of mandatory grant applicationsreceived from large firms

Short Definition

Purpose



Workplace Skills Plans capture industry companies' training plans for the relevantnancial year; these (accompanied by Annual Training Reports where applicable)are submitted to TETA to support mandatory grant claims by companies employing150 or more employees

To encourage increased levy-paying stakeholder participation through increasedWSP submissions

WSP List from the SETA Management System (SMS)

Quantitative - Number of all WSP applications received from large rms

Data Limitations Inaccurate data contained in the applications Unrepresentatively small sample ofindustry stakeholder data


Calculation Type

Reporting Cycle

New Indicator

Non-cumulative

Annually

No



Desired Performance


100% levy-paying stakeholder WSP submissions

SD & LP Unit Manager

Indicator Title (2.4b) Number of mandatory grant applications receivedfrom medium firms

Short Definition

Purpose



Workplace Skills Plans capture industry companies' training plans for therelevant nancial year; these (accompanied by Annual Training Plans) aresubmitted to TETA to support MG claims by companies employing between50 and 149 employees

To encourage increased levy-paying stakeholder participation through increasedWSP submissions


Quantitative - Number of all WSP applications received from medium rms

Data Limitations Inaccurate data contained in the applications Unrepresentatively small sampleof industry stakeholder data


Calculation Type

Reporting Cycle

New Indicator

Non-cumulative

Annually

No

Desired Performance




STRATEGIC GOAL 2186


Indicator Title (2.4c) Number of mandatory grant applications receivedfrom small firms

Short Definition

Purpose



Workplace Skills Plans capture industry companies' training plans for therelevant nancial year; these (accompanied by Annual Training Report) aresubmitted to TETA to support mandatory grant claims by companiesemploying 0-49 employees

To encourage increased Levy-paying stakeholder participation through increasedWSP submissions


Quantitative - Number of all WSP applications received from small rms

Data Limitations Inaccurate data contained in the applications Unrepresentatively small sampleof industry stakeholder data


Calculation Type

Reporting Cycle

New Indicator

Non-cumulative

Annually

No

Desired Performance




Indicator Title (2.4d) Number of approved mandatory grant applications

Short Definition

Purpose

Mandatory grant claim applications approved for payment based on complianceto mandatory grant policy

To provide detail on successful mandatory grant applications and nancialdisbursement spread





MG decision report; Signed approval schedules

Quantitative - Number of all approved MG applications



Calculation Type

Reporting Cycle

New Indicator

Non-cumulative

Annually

No

Desired Performance


100% approval of MG applications


Indicator Title (2.4 e) Number of provincial capacitation workshops conducted

Short Definition

Purpose

These workshops are conducted to inform all stakeholders on the MG, DG andother skills development policy requirements and processes

These workshops stimulate participation in the opportunities availed by TETA



Attendance registers; agenda; Presentation(where applicable)

Quantitative - Number of workshops conducted



Calculation Type

Reporting Cycle

New Indicator

Non-cumulative

Annually

No

Desired Performance


Full understanding of MG and DG requirements and processes


STRATEGIC GOAL 2188


Indicator Title (3.1 a) Number of employed learners on bursaries

Strategic Goal 3: Increase Access to OccupationallyDirected Programmes

Short Definition

Purpose



Data Limitations

Type of Indicator

Bursaries awarded to employed learners through a contract with their employercompanies to study for qualications

Financial support for qualications that address the skills shortages withinthe transport sector

Entered: DG Contract; bursary contract; certied IDs; proof of registration;proof of employment Completed: academic record/statement of results/Certicate

Quantitative - Entered: Count of enrolled learners funded through bursaries Completed: Count of learners that obtained the qualication

Learner information inaccuracies

Output

Calculation Type

Reporting Cycle

New Indicator

Cumulative

Quarterly

No

Desired Performance


All learners on bursaries to successfully reach certication

Chamber Executive Ofcer

Indicator Title (3.1 b) Number of unemployed learners on bursaries

Short Definition Bursaries awarded to unemployed learners based on a contract to study fortransport-related qualications



Purpose



Data Limitations

Type of Indicator

Financial support for qualications that address the skills shortageswithin the transport sector

Entered: Entered: Bursary contract; certied ID's and proof of registration

Quantitative - Entered: Count of enrolled learners funded through bursaries


Output

Calculation Type

Reporting Cycle

New Indicator

Cumulative

Quarterly

No

Desired Performance


All learners on bursaries to successfully reach certication


Indicator Title (3.1c) Number of employed learners on skills programmes

Short Definition

Purpose



Employed learners granted funding for unit ; non-unit standard skills programmesor part-qualications


Entered: Contract between TETA & stakeholder; learner information forms;certied IDsCompleted: Statement of results/ Certicates

Quantitative - Entered: Count of learners that were registered to be trained on askills programme or part-qualicationCompleted: Count of learners that completed a skills programme or partqualication issued with statement of results

STRATEGIC GOAL 3190


Data Limitations

Type of Indicator


Output

Calculation Type

Reporting Cycle

New Indicator

Cumulative

Quarterly

No

Desired Performance


All learners to successfully complete the programme


Indicator Title (3.1d) Number of unemployed learners on skills programmes

Short Definition

Purpose



Unemployed learners granted funding for unit and non-unit standard skillsprogrammes or part-qualications

Financial support for qualications that address the skills shortages within thetransport sector

Entered: Contract between TETA & stakeholder; learner information forms;certied IDsCompleted: statement of results/ certicates

Quantitative - Entered: Count of learners that were registered to be trained on askills programme or part-qualicationsCompleted: Count of learners that completed a skills programme orpart-qualication issued with statement of results

Data Limitations

Type of Indicator


Output

Calculation Type

Reporting Cycle

Cumulative

Quarterly



New Indicator No

Desired Performance




Indicator Title (3.1e) Number of employed learners on learnership programmes

Short Definition

Purpose



Employed learners granted funding for learnership programmesthrough TETA stakeholders


Entered: DG contract; learnership agreements; certied IDs;proof of employmentCompleted: SORs and/or certicates

Quantitative - Entered: Count of learners registered to be trained on alearnership programmeCompleted: Count of learners completed and issued with statement ofresults and/or certicates

Data Limitations

Type of Indicator


Output

Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance




STRATEGIC GOAL 3192


Indicator Title (3.1f) Number of unemployed learners on learnership programmes

Short Definition

Purpose



Unemployed learners granted funding for learnership programmesthrough TETA stakeholders

Financial support for qualications that address the skills shortageswithin the transport sector

Entered: DG contracts; learnership agreements; Certied IDsCompleted: SORs and/or Certicates of completion

Quantitative - Entered: Count of learners registered to be trained on a learnership programmeCompleted: Count of learners completed and issued with statement of resultsand or certicate of completion

Data Limitations

Type of Indicator


Output

Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance


All learners to successfully reach certication


Indicator Title (3.1g) Number of employed learners on AET programme

Short Definition

Purpose

Employed learners granted funding for AET programmes

Financial support for qualications that address skills shortages within thetransport sector





Entered: DG contract; certied IDs; learner information forms;proof of employmentCompleted:, SORs for AET Level 1 to 3; certicates for AET Level 4

Quantitative - Entered: Count of learners registered to be trained onAET ProgrammeCompleted: Count of learners completed and issued with statement ofresults and/or certicate

Data Limitations

Type of Indicator


Output

Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance





Indicator Title (3.1h) Number of unemployed learners on AET programme

Short Definition

Purpose


Unemployed learners granted funding for AET programmes


Entered: DG contract; certied ID's; learner information forms; Completed : SORs for AET Level 1 to 3; certicates for AET Level 4

Quantitative – Entered: Count of enrolled employed learners fundedthrough AET ProgramsCompleted: Count of learners completed and issued with SORsand/or certicates of completion

Data Limitations Learner information inaccuracies

STRATEGIC GOAL 3194



Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance




Indicator Title (3.1i) Number of employed learners on apprenticeship programme

Short Definition

Purpose



Employed learners granted funding for apprenticeships training programmes.

To address the artisan skills shortages through creation of artisan pool in supportof the Decade of the Artisan.

Entered: DG Contract; learnership agreement; proof of employment, Certied IDs Completed: Trade Test Certicate or statement of results

Quantitative - Entered: Count of learners registered to be trainedon Artisan ProgrammeCompleted: Count of learners that completed the apprenticeship programmeand issued with a trade test certicate or statement of results



Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance


Certicated and employable artisans




Indicator Title (3.1j) Number of Unemployed Learners on apprenticeship programme

Short Definition

Purpose



Unemployed Learners granted funding for apprenticeships training programmes

To address the artisan skills shortages through creation of artisan pool insupport of the Decade of the Artisan

Entered: DG contracts; learnership agreement; certied IDs Completions: Trade Test certicate or statement of results

Qualitative - Entered: Count of learners registered to be trained on artisanprogrammeCompleted: Count of learners that completed the apprenticeship programme and issued with a trade test certicate or statement of results



Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance


Certicated and employable artisans


Indicator Title (3.1k) Number of unemployed learners on cadetships

Short Definition

Purpose


Unemployed learners granted funding for cadetship training programmes.

To create professional competency through placement and certication ofgraduates through certied professional bodies

Entered: DG Contract; cadet contract; Certied IDs;Completed: SAMSA Certicate of Competency in either: Engineering OfcerSTCW A-III/1 or Deck Ofcer STCW II/2

STRATEGIC GOAL 3196


Method of Calculation Quantitative - Entered: Count of learners that are registered to be trained on cadetship programmeCompleted: Count of learners completed the cadetship programme andissued with a SAMSA certicate

Data Limitations Learner information inaccuracies Lack of sea-time


Calculation Type

Reporting Cycle

Non-cumulative

Quarterly

New Indicator No

Desired Performance


All learners registered as cadetship successfully certied as professionals.


Indicator Title (3.1l) Number of learners on RPL programmes

Short Definition

Purpose



Number of learners placed on Recognition of Prior Learning (RPL) programfor qualications

To address the skills shortages of the transport sector through assisting learnerswith previous experience to get formal certication after successful completionof the RPL program

Entered: DG Contract; agreement between learner and stakeholder; certied IDs;

Quantitative - Entered: Count of learners that were registered to be trainedthrough RPL



Calculation Type

Reporting Cycle

Non-cumulative

Quarterly



New Indicator No

Desired Performance


All learners registered on RPL successfully certicated and employable


Indicator Title (3.1m) Number of learners on candidacy programmes

Short Definition

Purpose



A structured work experience component part of an occupational qualication asdetermined by the relevant professional body and may follow the completion of anacademic qualication required for access to the assessment for the issuing of aprofessional designation.

To enable learners to obtain a professional designation and be registered with aprofessional body

Entered: DG contract, registration contract with a professional body, certied ID

Quantitative - Entered: Count of candidates entered on a candidacy programme



Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance


Increased number of designated professionals in the transport sector


STRATEGIC GOAL 3198


Indicator Title (3.2 a) Number of candidates on leadership development programme

Short Definition

Purpose


Candidates registered onto leadership development programmes

To improve leadership capabilities in the transport industry.

Quantitative: Entered: Contract between TETA and Provider; certied IDs;Candidate CVs; Acceptance letter/MOA between TETA and stakeholder Completed: Certicate(s)

Method of Calculation Quantitative - Entered: Count of candidates that were registered to be trainedthrough leadership development programmesCompleted: Count of candidates certicated

Data Limitations Performance information reporting misstatements


Calculation Type

Reporting Cycle

Non-cumulative

Annually

New Indicator No

Desired Performance


Impactful leadership in the industry.

Corporate Service Manager

Indicator Title (3.2b) Number of candidates on executive development programme

Short Definition

Purpose


Candidate registered onto an executive development programmes

To improve leadership that will drive the transformation agenda in thetransport sector




Method of Calculation Quantitative - Entered: Count of candidates that were registered to be trainedthrough executive development programmesCompleted: Count of candidates certicated



Calculation Type

Reporting Cycle

Non-cumulative

Annually

New Indicator No

Desired Performance


Impactful leadership in the industry.


Indicator Title (3.2c) Number of women on leadership development programme

Short Definition

Purpose


Women registered onto leadership or management development programmes

To increase number of women in leadership positions in the transport industry


Method of Calculation Quantitative - Entered: Count of learners (women) that were registered to betrained through leadership development programmesCompleted: Count of candidates certicated



Calculation Type

Reporting Cycle

Non-cumulative

Quarterly

STRATEGIC GOAL 3200


New Indicator No

Desired Performance


Increase in the number of women in industry leadership positions


Indicator Title (3.2d) Number of candidates on Master's Programme inMaritime Affairs

Short Definition

Purpose


Candidates trained on Master's programmes in Maritime Affairs

To improve leadership that will drive the transformation agenda in thetransport sector

Entered: Contract with the university; proof of acceptance in theprogramme; IDsCompleted: Certicates and progress reports

Method of Calculation Quantitative - Entered: Count of candidates that were registered to be trainedthrough Master's programmes in maritime affairsCompleted: Count of candidates certied

Data Limitations Non suitability of candidates


Calculation Type

Reporting Cycle

Non-cumulative

Annually

New Indicator No

Desired Performance


All candidates registered on Master’s programme successfully certicated uponcompletion and the transformational agenda of the industry is addressed atthese levelsCandidates qualied obtain employment within maritime subsector

Maritime Chamber Executive Ofcer



Indicator Title (3.2e) Number of Board Members on a leadership developmentprogramme

Short Definition

Purpose


Board members and Executive Management registered onto a leadershipdevelopment programme

To improve leadership that will positively impact TETA administrationand transport sector

Quantitative: Entered: Certied IDs; Candidate CVs; Acceptance letter/MOAbetween TETA and stakeholder Completed: Certicate(s)

Method of Calculation Quantitative - Entered: Count of Board Members and Executive Managementregistered to be trained through a leadership development programmeCompleted: Count of candidates certicated



Calculation Type

Reporting Cycle

Non-cumulative

Annually

New Indicator Yes

Desired Performance


Impactful leadership in the industry and transport sector


Indicator Title (3.3a) Number of partnerships established with employer bodies

Short Definition

Purpose

Implementation of new or existing partnership with employers that facilitatestraining and advocacy interventions in the transport sector

To encourage stakeholder support for skills development and transformationinitiatives in the transport industry

STRATEGIC GOAL 3202


Source/Collection of Data Signed MoU (new or existing), signed SLAs

Method of Calculation Quantitative- Count of employer bodies partnered with



Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No

Desired Performance


Increased industry stakeholder support for TETA initiatives

Strategic Support Manager

Indicator Title (3.3b) Number of partnerships established with TVET colleges

Short Definition

Purpose

Implementation of new or existing partnership with TVET colleges toprovide support relating to skills development interventions and capacitationof academic staff

To increase footprint and reach to rural learners through TVET-deliveredTETA programmes

Source/Collection of Data Signed MoU (new or existing), signed SLAs

Method of Calculation Quantitative - Count of TVET colleges partnered with

Data Limitations MoU completion turnaround times for approval


Calculation Type

Reporting Cycle

Cumulative

Quarterly

New Indicator No



Desired Performance


TETA training programmes delivery by TVET colleges


Indicator Title (3.3c) Number of partnerships established with universities

Short Definition

Purpose

Implementation of new or existing partnership with TVET colleges toprovide support relating to skills development interventions and capacitationof academic staff

The partnerships facilitate engagement of the institutions in the facilitationof TETA programs such as leadership development and placement of bursarylearners.

Source/Collection of Data Signed MoUs (new or existing); SLAs

Method of Calculation Quantitative - Number of signed MoUs with universities



Calculation Type

Reporting Cycle

Cumulative

Annually

New Indicator No

Desired Performance


Collaborative training program delivery with universities


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 (individual learners,companies or government departments)

STRATEGIC GOAL 3204


Purpose To ensure local stakeholders have access to skills development informationand access to opportunities

Source/Collection of Data Stakeholder register or meeting attendance register and email correspondence

Method of Calculation Quantitative - Count of stakeholders



Calculation Type

Reporting Cycle

Non-cumulative

Annually

New Indicator No

Desired Performance


High volumes of stakeholders use of the TETA facilities in Limpopo


Indicator Title (3.3e) Number of coordinating SETAs supported

Short Definition

Purpose

Increased presence of TETA in provinces where other SETAs are leading.Support includes but not limited to supply of learner career guides and otherTETA strategic documents, collaboration on activities by other SETAs, participationin InterSETA forums.

To ensure TETA presence and accessibility to stakeholders across most provinces.

Source/Collection of Data Provincial meetings (attendance registers or minutes of meeting, meeting requestsas and where applicable); proof of receipt of marketing or promotional material

Method of Calculation Quantitative – Count the number of SETA activities supported



Calculation Type Cumulative




New Indicator No

Desired Performance


TETA stakeholder support facilities in all provinces


Indicator Title (3.3f) Number of TETA stakeholder capacitation workshops oncontract management

Short Definition

Purpose

Capacitation and support stakeholders on the proper implementation ofawarded contracts

To ensure effective and efcient contract management

Source/Collection of Data Attendance registers

Method of Calculation Quantitative- Count of workshops




Reporting Cycle Quarterly

New Indicator No

Desired Performance


Reduction in the number of slow-moving contracts


Indicator Title (3.4a) Number of provincial stakeholder consultativeforums conducted

Short Definition Forums driven by provincial government departments focusing on skillsdevelopment initiatives and coordination with relevant stakeholders

STRATEGIC GOAL 3206


Purpose Increasing awareness of stakeholders on accessing TETA funding opportunitiesand programmes through SDF and HRD sessions

Source/Collection of Data Attendance registers or agenda

Method of Calculation Quantitative - Count of provincial stakeholders consultative forums attended

Data Limitations Attendance registers




New Indicator No

Desired Performance


Effective collaboration with provincial departments and TETA provincial visibility


Indicator Title (3.4b) Number of women empowerment seminars conducted

Short Definition Seminars driven by TETA focusing on women empowerment in the transport sector

Purpose To increase the knowledge hub of women through information sharing; latesttrends and networking opportunities

Source/Collection of Data Proof of attendance (email or letter or attendance register or travel documents),conference programmes

Method of Calculation Quantitative - Count of seminars conducted

Data Limitations Attendance registers






New Indicator Yes

Desired Performance


Empowered women through knowledge sharing and networks created

Corporate Services Manager

Indicator Title (3.4c)Number of provincial stakeholder engagementsessions conducted

Short Definition Stakeholder engagements conductedby TETA nationally to communicate newdevelopments in the industry

Purpose Increasing awareness of stakeholders on the new developmentsaffecting the industry

Source/Collection of Data Invite, Presentation and Attendance registers

Method of Calculation Quantitative - Count of stakeholder engagements conducted

Data Limitations Absence of key deliverables



Reporting Cycle Annual

New Indicator Yes

Desired Performance


Knowledgeable and empowered stakeholders on the new landscape

Corporate Services Manager

STRATEGIC GOAL 3208


Indicator Title (3.4d) Number of strategic conferences attended

Short Definition Conferences that support implementation of TETA strategies andperformance plan

Purpose To increase the knowledge hub of staff through information sharing; latest trendsand networking opportunities

Source/Collection of Data Proof of attendance (email or letter or attendance register or travel documents),conference programmes

Method of Calculation Quantitative - Count of conferences attended

Indicator Title (3.5) Number of out-of-school youth trained on Grade 12improvement programmes

Short Definition Foundational Learning Competency on numeracy and communication skillsprogramme for out-of-school youth who still require some foundation knowledgein numeracy and communication

Data Limitations Attendance Registers




New Indicator Yes

Desired Performance


Empowered staff through knowledge sharing; networks created


Purpose To create a learning opportunity and development pathway for youth who stillrequire some foundation knowledge in numeracy and communication skills in orderto enroll for occupational or TVET qualication



Source/Collection of Data Quantitative - Entered: Contract between TETA and stakeholder; learnerinformation forms; certied IDs, xed-term contract; latest results (schoolreport/matric certicate)Completed: Statement of results

Method of Calculation Entered: Count of number of learners granted funding for Foundational LearningCompetency ProgrammeCompleted: Count of learners that obtained a statement of results

Data Limitations Learner drop-outs




New Indicator No

Desired Performance


Learner competency, improved numeracy, communication skills Learnerprogression and access to further learning


Indicator Title (3.6a) Number of graduates placed on internship programmes

Short Definition HET and TVET graduates placed on internship programmes to receive exposure toa variety of practical work experiences. This indicator is not limited to “Youth” asdened. “HET and TVET” in this context refers to all graduates who were registered with a recognised post school institution.

Purpose To give graduates exposure to a variety of practical training and work experiencesto complement formal studies completed through HET or TVET qualication orprogramme in the National Qualications Framework (NQF) so as to increase theiropportunity of employment

STRATEGIC GOAL 3210


Source/Collection of Data Entered: Contract between TETA and stakeholder (where applicable); certied IDs; copy of highest qualication; xed-term contract with host employerCompleted: Report on completion of the program or resignation letter

Method of Calculation Quantitative - Entered: Count of graduates placed on internship programmes Completed: Count of graduates that completed the program or obtained employment

Data Limitations Late progress reporting by host employers




New Indicator No

Desired Performance


Highly employable graduates as a result of work experience gained


Indicator Title (3.6b) Number of learners on workplace experience programmes

Short Definition HET and TVET learners placed on workplace experience programmes to gainpractical experiences to supplement the studies for a current qualication enrolledfor through a HET or TVET. This indicator is not limited to “Youth” as dened

Purpose To give HET and TVET learners work experience to support the completion of their HET or TVET qualications or programmes in the National Qualications Framework (NQF)

Source/Collection of Data Entered: Contract between TETA and provider (where applicable); IDs; copy of highest qualication; letter from institution indicating the requirement forworkplace for completion of qualication; contract with employer signed by learner

Completed: Report on completion for learners;



Method of Calculation Quantitative - Entered: Count of learners placed on workplaceexperience programmesCompleted: Count of learners that completed the full durationof the program

Data Limitations Delays in accessing learner information




New Indicator No

Desired Performance


Successful completion of qualications due to practical work undertaken


Indicator Title (3.6c) Number of TVET learners on Work Experience programmes

Short Definition TVET learners placed on workplace experience programmes to gainpractical experience to supplement the studies for a current qualication enrolledfor through a TVET College. This indicator is not limited to “Youth” as dened

Purpose To give TVET learners work experience to support completion of their TVET qualication or programme in the National Qualications Framework (NQF

Source/Collection of Data Entered: Contract between TETA and provider(where applicable); IDs; copy ofhighest qualication; letter from college indicating the requirement for workplacefor completion of qualication; contract with employer signed by learner

Completed: Report on completion for learners;

Method of Calculation Quantitative - Entered: Count of TVET learners placed on workplaceexperience programmesCompleted: Count of TVET learners that completed the full durationof the program

STRATEGIC GOAL 3212


Data Limitations Delays in accessing learner information




New Indicator No

Desired Performance


Successful completion of qualications due to practical work undertaken


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 workenvironment. The programme is developed to equip graduates with soft skills thatwill prepare them for work environment.

Source/Collection of Data Entered: Contract between TETA and stakeholder; learner Information form;xed-term contract signed by each learner; certied IDs; copy of highestqualicationCompleted: Proof of completion of programme in the form of report from contractedprovider or letter from host employer. For learners absorbed in employment–letterof conrmation of employment where applicable or areport indicating such

Method of Calculation Quantitative - Entered: Count of graduates placed on work readiness programCompleted: Count of graduates that completed the program orobtained employment

Data Limitations Non-completion of qualications due to practical work undertaken

Type of Indicator Outcome





New Indicator No

Desired Performance


Workplace absorption of candidates


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 opportunitieswithin the transport sector

Source/Collection of Data Delivery note and sample of material received

Method of Calculation Quantitative - Count of career items procured





New Indicator No

Desired Performance


Industry awareness of TETA

Communications and Marketing Ofcer

STRATEGIC GOAL 3214


Indicator Title (3.7b) Number of promotional material packs procured

Short Definition Promotional items consisting of the following items: lanyard, pencil case, water bottle and string bag procured to enhance TETA messaging

Purpose To increase TETA brand afnity to the universal audience

Source/Collection of Data Delivery note and a sample of the item procured

Method of Calculation Quantitative - Count of promotional packs procured

Data Limitations Timeous delivery or non-delivery of items




New Indicator No

Desired Performance


Increase afnity to the TETA brand


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 touch points

Source/Collection of Data Audio clip/print advert clip/video clip/digital links

Method of Calculation Quantitative - Number of times on each media platform

Data Limitations Authenticity of the evidenceAccess to evidence from third parties






New Indicator No

Desired Performance


Increase afnity to the TETA brand


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 enhancetheir awareness on transport sector careers

Source/Collection of Data External Invite received/motivation for the event and attendance registers/ writtenconrmation of attendance

Method of Calculation Quantitative - Count of each career exhibition event

Data Limitations Delays in receiving attendance registers or conrmation of attendance




New Indicator No

Desired Performance


Increased awareness of transport related careers


STRATEGIC GOAL 3216


Indicator Title (3.8b) Number of events sponsored to enhance TETA brand

Short Definition Events where TETA contributes either nancially or non-nanciallyto leverage TETA brand

Purpose To promote the TETA brand to its broader stakeholder base

Source/Collection of Data Proof of attendance (email/letter/travel documents) and event program

Method of Calculation Quantitative - Count of each event sponsored

Data Limitations Lack of access to proof of attendance




New Indicator No

Desired Performance


Enhanced relations with stakeholders and increased knowledge of TETA mandate


(3.8b) Number of events sponsored to enhance TETA brand

Events where TETA contributes either nancially or non-nanciallyto leverage TETA brand

Method of Calculation Quantitative - Count of each event sponsored

Indicator Title (3.9a) Number of internal career guidance advisors capacitated

Short Definition TETA career guidance advisors are capacitated on career development serviceprocesses and environment

Purpose To capacitate TETA career guidance advisors in the delivery of standardised careerinformation that is aligned to national strategies

Source/Collection of Data Agenda; presentations; attendance registers

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of TETA career guidance advisors capacitated

Data Limitations Attendance register not being signed or misplaced






New Indicator No

Desired Performance


Information on careers is delivered to the learners in standardised manner


Indicator Title (3.9b) Number of capacity building workshops conducted for teachers

Short Definition Capacitation of teachers in career development services

Purpose To provide the teachers with the necessary information relating to careerdevelopment services

Source/Collection of Data Attendance registers

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of workshops conducted





New Indicator No

Desired Performance


Capacitated teachers are able to deliver career information to learners


STRATEGIC GOAL 3218


Indicator Title (3.10) Number of schools supported

Short Definition Adopted schools supported through customized programmes aimed at capacityimprovement for Maths, Science and English teachers.

Purpose To improve Grade 12 Maths, Science and English marks that will pave learnerpost-school choice of transport-related qualications and career

Source/Collection of Data Reports per school covering the support interventionsAt completion of the yearly programme: a close out report covering theprogress and support provided at each school

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of the number of supported schools





New Indicator No

Desired Performance


Improved teacher prociency in the delivery of the target subjects accompaniedby matching high Grade 12 marks and take-up of careers in Trans- port industryby the learners


Indicator Title (3.11a) Number of small and medium enterprises funded

Short Definition TETA registered levy paying Small and Medium companies are supported toparticipate in skills developmentA medium companies employ between 50 and 149 employeesA small companies employ between 0 and 49 employees



Purpose To grow the number of small and medium company participation in skillsdevelopment through training and support

Source/Collection of Data TETA SMSContract between TETA & StakeholderProof of training

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of small and medium companies supported





New Indicator No

Desired Performance


Support small and medium business to participate in skills development


Indicator Title (3.11 b) Number of small non-levy paying entities funded

Short Definition TETA registered non levy paying enterprises and non-registered companies fundedto participate in skills development and training

Purpose TETA registered non levy paying enterprises and non-registered companies fundedto participate in skills development and training

Source/Collection of Data Contract between TETA & StakeholderProof of training

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of small non-levy paying entities funded



STRATEGIC GOAL 3220




New Indicator No

Desired Performance


Support small non-levy paying entities to participate in skills development


Indicator Title (3.11c) Number of cooperatives funded

Short Definition Cooperatives funded

Purpose To offer funding in support of Cooperatives, will be funded through TETAdiscretionary grants towards the implementation of TETA strategic plans andAnnual performance plan

Source/Collection of Data Contract between TETA and Stakeholder; copy of CIPC (company registration);Certied ID of company director; Contract between provider and enterpriseindicating the support and conditions of funding

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Count of Cooperatives funded

Data Limitations Complete registration documents for some of the cooperatives approved for funding




New Indicator No

Desired Performance


Growing and sustainable cooperatives




Indicator Title (3.11d ) Number of NGOs funded

Short Definition NGOs funded

Purpose To offer support of NGOs through TETA discretionary grants funding towards theimplementation of TETA strategic plans and annual performance plan

Source/Collection of Data Contract between TETA and stakeholder; copy of company registration;certied ID of company director; contract between provider and enterpriseindicating the support and conditions of funding

Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of NGOs funded

Data Limitations Complete registration documents for some of the NGOs approved for funding




New Indicator No

Desired Performance

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 towards theimplementation of TETA strategic plans and annual performance plan

Source/Collection of Data Contract between TETA and stakeholder; copy of company registration; certied ID of company director; contract between provider and enterpriseindicating the support and conditions of funding

Growing and sustainable NGOs

STRATEGIC GOAL 3222


Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of CBOs funded

Data Limitations Complete registration documents for some of the CBOs approved for funding




New Indicator No

Desired Performance


Growing and sustainable CBOs

Indicator Title (3.11f) 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 Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of trade unions funded

Data Limitations Lack of evidence for reporting




New Indicator No

Desired Performance


Skilled trade union members



Indicator Title (3.12 ) Number of rural development projects supported

Indicator Title (3.13a) Number of road safety partnerships implemented

Short Definition Implemented collaborative partnership formed in support of road safety initiatives

Purpose To ensure broader approach and more capacity in the ght against road accidents

Source/Collection of Data MoU and SLA

Method of CalculationMethod of Calculation Quantitative - Count of SLAs


Short Definition

Purpose To offer support to rural development projects that will give sustainable economicbenet to the participating communities

Source/Collection of Data Contract between TETA and stakeholder; monitoring report

Method of CalculationMethod of Calculation Quantitative - Count the number of projects supported





New Indicator No

Desired Performance

Indicator Responsibility Chamber Executive Ofcer

Sustainable rural projects that economically benet communities

Projects that provide developmental support to rural areas, poverty strickentownships and previously disadvantaged areasSupported is dened as any of the following: Financial support, Advisory support,Training, Capacity building workshops, Awareness drives and career exhibitions

STRATEGIC GOAL 3224





New Indicator No

Desired Performance


Increased road safety awareness and reduction of road accidents

Indicator Title (3.13b) Number of road safety awareness initiatives supported

Source/Collection of Data Contract between TETA and stakeholder; report; proof of payment

Method of CalculationMethod of Calculation Quantitative - Count of initiatives funded





New Indicator No

Desired Performance


Increased awareness and improved road accident statistics

Short Definition

Purpose To increase awareness and improve driver prociency and consequently reducenumber of road accidents

Road safety awareness initiatives, such as but not limited to road shows andadvocacy campaigns supported in an effort to improve accident statisticsSupported is dened as any of the following: Financial support, Advisory support,Capacity building workshops and Awareness drives



Indicator Title (3.14 ) Number of learners put on accident preventiontraining programmes

Short Definition Training of learners on accident prevention skills programmes funded to addressroad safety on South African roads

Purpose These programs will provide skills that will reduce road accidents

Source/Collection of Data Entered: Contract with stakeholders; certied IDs; learner information forms

Method of CalculationMethod of Calculation Quantitative - Count of learners put on skills programme





New Indicator No

Desired Performance


Skilled resources that drive road safety initiatives

Indicator Title (3.15 ) Number of HIV/AIDS awareness programmes supported

Source/Collection of Data Contracts between TETA and stakeholder; reports

Method of CalculationMethod of Calculation Quantitative - Count of awareness initiatives supported


Short Definition

Purpose Support for HIV/AIDS awareness and encourage testing for early detectionand treatment

HIV/AIDS awareness initiatives supported Supported is dened as any of the following: Financial support, Advisory support,Training, Capacity building workshops and Awareness drives

STRATEGIC GOAL 3226





New Indicator No

Desired Performance


Reduced number of infection and early treatment

Indicator Title (4.1 a) Number of curricula developed for occupational qualifications

Strategic Goal 4: Strengthening the Quality Assurance Systems

Short Definition

Purpose



Data Limitations

Align curricula to occupational qualications in line with industry needs

Development of curricula for occupational qualications to meet industry needs

Copy of curricula

Quantitative - Each curriculum is counted once

Incorrect requirements submitted by stakeholders, lack of accurate informationto address the industry needs




New Indicator No

Desired Performance

Indicator Responsibility ETQA Manager

Relevant occupational qualications are developed and used by the industry



Indicator Title (4.1 b) Number of Qualification Assessment Specifications(QAS) developed

Short Definition

Purpose



Data Limitations

Align curricula to occupational qualications in line with industry needs

Development of QAS for occupational qualications to meet industry needs

Copy of QAS Addenda

Quantitative - Each curriculum is counted once

Incorrect requirements submitted by stakeholders lack of accurate information toaddress the industry needs


Calculation Type Quantitative - Non-cumulative


New Indicator No

Desired Performance


Relevant occupational qualications are developed and used by the industry

Indicator Title (4.1c) Number of Learning materials developed for QCTO approvedoccupational qualifications

Short Definition

Purpose

Learning materials developed for QCTO occupational qualications that werepreviously developed and submitted to the QCTO for registration on the NQF

The QCTO requires learning materials for approved and registered occupationalqualications in order for training providers to be accredited to deliver trainingagainst the qualication, and so that learners can be nationally recognised andcertied against this qualication.

STRATEGIC GOAL 4228


Source/Collection of Data Signed contract between TETA and learning material developer;Attendance registers (scoping sessions with relevant sub-sectors stakeholders); Minutes of consultation meetings; Report on the process of learning material development; Submission of approved learning material.


Data Limitations

The number of occupational qualications that be delivered by thelearning material

Incorrect targeted sub-sector stakeholders; lack of accurate information toaddress the industry needs.


Calculation Type Numeric


New Indicator No

Desired Performance

Indicator Responsibility ETQA Manager / Maritime Executive Ofcer

The indicator is for monitoring the development of learning material completion.This will result in training providers being accredited for the delivery of training,training of learners and certication of this qualication. It is expected to impacton increased skills capacity within the Transport Sector.

Indicator Title (4.2a) Number of Training providers capacitated on TETA ETQA systems

Short Definition

Purpose

Training providers capacitated on TETA ETQA systems

The purpose is to capacitate training providers within the transport sector toensure understanding of TETA ETQA processes and systems. It will also enabletracking of capacitated providers and ensure uniform standard of qualitybetween TETA and providers

Source/Collection of Data Attendance registers; agenda; Invite




Data Limitations

Quantitative - Each training provider is counted once

Recording of attending companies




New Indicator No

Desired Performance


Easy access and efcient use of ETQA systems by TETA stakeholders

Indicator Title (4.2 b) Number of ETD Practitioners supported

Short Definition

Purpose



Data Limitations

ETD practitioners are capacitated on TETA ETQA systems

The purpose is to capacitate ETD practitioners (Assessors/ Moderators/ Facilitators/ SDFs) to sufciently support implementation of training

Attendance registers; agenda

Each ETD practitioners is counted once

Recording of attending ETD practitioners




New Indicator Yes

Desired Performance


Easy access and efcient use of ETQA systems by TETA stakeholders

STRATEGIC GOAL 4230


Indicator Title (4.2 c) Number of training providers monitored

Short Definition

Purpose



Data Limitations

Training providers to be monitored

The purpose is to monitor training providers within the transport sector to ensurecompliance to TETA ETQA processes and systems

Monitoring reports

Quantitative - Each visit to company is counted once

None




New Indicator Yes

Desired Performance


Training providers are monitored to ensure compliance to TETA ETQAprocesses and systems

Indicator Title (4.2d) Number of TVET lecturers trained on TETA qualityassurance systems

Short Definition

Purpose



TVET lecturers supported to participate within the transport sector.

To support TVET lecturers to enable their participation within the transport sector

Signed attendance registers

Quantitative – each TVET lecturer will be counted once







New Indicator No

Desired Performance


TVET lecturers supported to participate within the transport sector

Indicator Title (4.3.a) Number of external moderations conducted

Short Definition

Purpose



Data Limitations

External moderations conducted on programmes under TETA scope

To ensure that assessments conducted by registered assessors meet thespecied outcomes as described in the NQF standards and qualications, and are fair, valid and reliable

External moderation report

Quantitative -. Each moderation conducted will be counted once

Accuracy of information depends on data captured on the unit's QMR andrecords kept in this unit


Calculation Type Cumulative for the year


New Indicator No

Desired Performance


Timeous certication of learners.

STRATEGIC GOAL 4232


Indicator Title (4.3 b) Number of learning programmes evaluated

Short Definition

Purpose



Data Limitations

Learning programmes within TETA scope evaluated

Evaluation of learning programmes within TETA scope based on set criteria toensure alignment to qualications.

Learning programme evaluation reports

Quantitative - Each program evaluated will be counted once(program refers to one unit standard)

Accuracy of information depends on data captured on the unit's QMR andrecords kept in this unit




New Indicator No

Desired Performance


Relevant and industry aligned qualications

Indicator Title (4.4a) Number of candidates on mentorship and coaching programmes

Short Definition

Purpose


Workplace candidates trained on mentorship and coaching program

Candidates trained to ensure increased capacity in the workplace to sup- portexperiential learners

Entered: Contract between TETA and stakeholder; learner informationforms; certied IDs




Data Limitations

Quantitative - Entered: Count of candidates enrolled in the program

None




New Indicator No

Desired Performance


Competent mentors and coaches that support experiential learning inthe workplaces

Indicator Title (4.4 b) Number of apprenticeship workplace approvals

Short Definition

Purpose



Data Limitations

Approvals of workplaces that will host apprentices

To offer practical skills and experiential learning to learners that will ensurelearners quality learning and competency on practical and experiential learningin the workplace

Approval letter for the Workplace where learners are placed for theOn- the- Job-Training component of the apprenticeship issued by TETA or otherQuality Assurance Bodies

Quantitative: Count of Workplace approval letters

Insufcient application for workplace readiness submitted for approvalInadequate workplaces meeting the approval criteria




STRATEGIC GOAL 4234


New Indicator Yes

Desired Performance


Approved workplaces that will produce competent and employable artisans

Indicator Title (4.4 c) Number of learnership workplace approvals

Short Definition

Purpose



Data Limitations

Approvals of workplaces that will host learners on learnership programmes

To offer practical skills and experiential learning to learners that will ensurequality learning and competency on practical and experiential learning inthe workplace.

Approval letter for the workplace where learners are placed for the practicalcomponent of the learnerships issued by TETA or other Quality Assurance Bodies

Quantitative : Count of workplace approval letters

Insufcient application for workplace readiness submitted for approvalInadequate workplaces meeting the approval criteria




New Indicator Yes

Desired Performance


Approved workplaces




The Transport sector accounts for 26% of global carbon emissions and emissions in this sector

are growing. With greater concerns over climate change as expressed through many international conferences ...

the transport sector will have to adapt tonew government legislative framework

policies...


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 19999, as amended.

344 Pretoria AvenueTETA House, Randburg 2125Phone: +27 11 577 7000Email: [email protected]: www.teta.org.za

CONTACT US:

transport education training authority strategic plan 2019_20... · 2019-05-03 · passenger rail...

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