Strategic Plan - TETA

Strategic Plan 2014/15 – 2016/17

TETA Strategic Plan 2014/15 - 2016/172

TABLE OF CONTENTS

Chairperson’s Foreword 3

Chief Executive Officer’s Foreword 4

PART A: STRATEGIC OVERVIEW

1. Situational Analysis and Overview 5

Vision 5

Mission 5

Values 5

Strategic intent 5

2. Performance Delivery Environment 6

2.1 Sectoral Challenges and Opportunities 7

2.2 Implications of the New Dispensation 8

2.3 Organisational Environment 10

3. PART B: Strategic Objectives, Goals and Programmes 11-41

4. Resource Considerations 42

4.1 Materiality 42

4.2 Significance 42

4.3 Main Sources of Revenue 42

4.4 Budgeting 42

4.4.1 Budget Processes 42

4.4.2 Budget Assumptions 43

4.4.3 Income 43

4.4.4 Expenditure 44

4.5 Medium Term Revenue Estimates 46

5. PART C: LINKS TO OTHER PLANS 47-50

Annual Performance Plan 2014/2015 51

TETA Strategic Plan 2014/15 - 2016/17 3

CHAIRPERSON’S FOREWORD

Consistent with the PFMA and Treasury regulations, TETA Board has formulated a three-year Strategic

Plan that specifies how it will discharge its legislative mandates and functions over the 2014/15 to 2015/16

period in line with the Medium Term Expenditure Framework (MTEF) for the same period. The plan remains

valid until 2016 (in line with TETA license).

Minister of Higher Education and Training Dr Blade Nzimande has consistently emphasised the critical

role of SETA’s in the Human Resource Development of South Africa Strategy (HRDSA), especially in the

development and building of capabilities for sustainable economic development.

The Minister also reiterates the need for fostering partnership and collaboration between SETA’s, TVET’s

and HET’s. In response to this call, TETA has optimised and aligned its strategy and delivery mechanisms

accordingly; this ensures the organisation remains relevant to contemporary and emergent national

priorities and compliant to the legislation and NSDFS 3 dictates.

Our plan prioritises empowerment of and access to education for designated groups and seeks to redress

imbalances brought about by class, race, gender, disability, Youth and HIV/Aids.

The plan focuses on the development of a skilled and capable workforce that will support significant

increase in the number of artisans trained and placed; the goals also prioritise TVET and university learner

workplace experience that leads to permanence in the target jobs.

TETA is not oblivious to the diverse nature of skills development challenges that lie ahead in the Transport

Sector in particular and society in general. As we begin to grapple with the challenges introduced by

NSDS 3, we recommit ourselves to meaningfully contribute to the achievement of the socio-economic

transformation of South Africa through development of programmes that are cognisant of the socio-

economic realities of our country.

Mr June DubeTETA Board Chairperson


CHIEF EXECUTIVE OFFICER’S FOREWORD

The 2014/15 – 2016/17 Strategic Plan is the driving force behind the Annual Performance Plan and the

entire organisation for this period. The key strategic objectives to be achieved are based on a balanced-

scorecard approach that will assist in the measurement of TETA performance and stakeholders contribution

towards achievement of the objectives contained in this Annual Performance Plan.

We recognise that TETA has to continuously improve its service delivery model and customer satisfaction

levels, hence our chosen strategic direction.

To actualise part of our objectives, we have engaged the services of the Treasury Technical Assistance

Unit to review the current organogram and align it to our strategy, streamline and align internal business

processes, improve corporate governance through capacity building and facilitate adoption a robust Risk

Management culture within the organization.

Key transformational imperatives, Medium Term Strategic Framework, Rural Development agenda and

Strategic Infrastructure Programmes have all been integrated into our Plan.

Our plan also demands that our IT infrastructure be fully supportive of mandatory legislative reporting,

internal and external stakeholder online access, customer delight and green economy through responsible

use and disposal of paper and other computer related materials.

Mrs Maphefo Anno-FrempongTETA Chief Executive Officer


PART A: STRATEGIC PLAN OVERVIEW

1. Situational Analysis and Overview

A country’s ability to transport its people and goods efficiently, safely, timeously and cost effectively is

critical to its growth and development. The Transport Sector is, therefore, at the centre of economic and

social development.

Driving a taxi, controlling air traffic and installing railway signals all contribute to ensuring that the Transport

Sector is able to deliver on its mandate.

The Transport Sector is a dynamic environment characterized by cutting edge technology and, therefore,

needs skilled, capable people and a learning environment that keep abreast of new developments in the

competitive global market to ensure continuous development and skill upgrades.

The vision, mission and values that TETA has identified are underpinning drivers geared to fulfilment of the

mandate entrusted to the organisation:

VisionThe Heart of Skills Innovation

MissionTo provide an innovative Quality Assurance and Skills Development (QASD) Framework to the Transport

Sector by exceeding the Government SLA and requirements in a cost effective manner by our motivated

competent people.

ValuesTrust

Respect

Responsibility

Accountability

Positive Attitude

Commitment

Innovation

Strategic Intent 2014 -2016Create a Credible and Competent Institution in order to Facilitate Skills Development in the Transport

Sector


Over the past 12 years, TETA has laid a solid foundation for the development of skills through several

qualifications, learnerships and workplace initiatives that cut across various occupations in the Transport

Sector.

To ensure continued facilitation of requisite skills development in the Sector and meet the broader social

development needs, we have developed an overarching and comprehensive plan that defines our strategic

direction and decision-making process on the allocation of available financial and human resources.

Our strategy formulation sought to answer the following set of key questions:

1. What do we do?

2. For whom do we do it?

3. How do we excel and improve what we do?

4. How do we allocate and use resources efficiently?

5. Where do we currently stand?

6. Where are we going?

7. How are we going to get there?

These questions were answered by the outputs of our strategic planning process that comprised a review

of our business priorities, processes, forecast of resources for the next period and revision of our strategic

intent, vision and mission.

TETA Board, Management and staff reviewed organisational performance over the past 5 years and

infused this into the development of a strategic framework and plan aligned to the Medium Term Strategic

Framework outcomes.

This Strategic Plan is an articulation of its vision, mission and strategic objectives that will guide the

organization through to 2016. TETA’s APP and Medium Term Expenditure Framework (MTEF) are drivers of

our annual plan and further detail the activities that will be executed across TETA business units.

In conclusion, we believe that the successful and expeditious implementation of this strategic plan will be

instrumental in the fulfilment of our mandate in the Transport Sector.

2. Performance Delivery Environment

The Transport Sector plays a central role in the South African economy. The Sector contributes about

8.2% to National Gross Domestic Product (Business Monitor International Freight Transport Report, 2010).

It also generates employment for approximately 767,000 people in the formal and informal sectors. This

represents 5.8% of the national workforce (STATS SA, Quarterly Labour Force Survey, 2010).

The government has prioritised the development and implementation of appropriate policies and strategies

to facilitate Sector contribution to the country’s socio-economic transformation and exploitation of emerging

opportunities for macro-economic growth and development. It is in this manner that the government

supports the goals of this Sector.

The Department of Transport sees the goal of the Transport Sector as the provision of safe, reliable,

effective, efficient and fully integrated transport services to all business, communities and individuals in the

country. This strategy requires that the Sector ensure that people and goods are transported as efficiently

as possible by air, sea, road or rail and that merchant crews provide effective, efficient and safe services.

The goal of the Transport Sector should also be to promote an intermodal transport strategy that enhances

the quality of service and productivity in an increasingly competitive global market environment.


The Transport Sector needs workers who have the skills to create value through their work. In order to

succeed in a highly competitive global market, high levels of training and skills are required. Consequently,

employees need to continuously enhance their skills to stay in demand to ensure long-term employability.

To this end, qualifications and learning programmes, such as apprenticeships and learnerships, remain

the backbone of skills development and are key to enhancing productivity and employment growth in the

Sector.

Recent years have seen an increased demand for a skilled and technologically advanced labour force

in both private and public sectors. Success in skills development initiatives in the Sector depends, to a

large extent, on the involvement of the stakeholders who are aware of the importance of human capital

development in an increasingly competitive regional and global economic environment. TETA supports the

key Strategic Infrastructure Programmes (SIPs) through collaboration with the main players in the Transport

Sector and focuses on SIP 2, 5 and 7.

2.1. Sectoral Challenges and Opportunities

Challenge Mitigation Measures

The quality of labour market data for the Transport

Sector is poor. With the exception of Statistics

SA, there are no authoritative data sources for the

Sector. Without proper data sources, the quality

of labour market information is problematic. This

exposes TETA to the inevitable risk of over and

under investment in skills development.

The establishment of:

An internal research capacity, and external

relationships and collaborations with Universities

(both local & international) and allied research

agencies such as HSRC, NRF,NDOT, DHET,

DBE,DPE,SOEs, Employer Associations, Trade

Unions, and DTI

At least a quarter of employees in the Sector are

in informal employment. These employees are

employed as casual, temporary and fixed-term

employment without social benefits or the full

protection of the law. There is a growing trend

towards informalisation of work in the Sector with

negative consequences for labour peace, worker

morale and productivity, and investments in skills

development.

The active support of the concept of Decent Work

including:

The implementation of the research findings into

the status of Decent Work within each subsector

The development of qualifications that lead

toward more formal employment. The funding of

learning programmes that lead toward more formal

employment

HIV/AIDS has impacted heavily on the Sector. The

level of infections in the road sub-sector is well

above the national norm.

The professional driver qualification has an HIV/

AIDS unit standard TETA will explore opportunities

for funding and implementation of awareness

campaigns in collaboration with relevant

employers, stakeholders, NGO’s and government

organs.

A large number of transport companies are either

exempted from paying skills levies or operate

informally.

TETA will embark on a campaign to:

Formalise informal sub sectors, and encourage

non-levy paying companies to start participation in

the levy paying process


Challenge Mitigation Measures

Women are under-represented in the Transport

Sector.

TETA will embark on a campaign, in conjunction

with DoT, to encourage a girl child to choose

transport as a career.

The ‘Adopt-a-School’ project which, in partnership

with DoE, Provincial DoTs and the Premier’s

Offices, provides capacity building of teachers and

principals and bursaries for learners, ensures that

3 out of every 5 bursaries are provided to female

learners.

The Transport Sector is prone to labour unrest

given the profile and nature of employment

The TETA will endeavour to influence, through its

qualification content, the development of conflict

resolution, communication and negotiation skills.

The Sector contributes 8.2% of GDP and 5.8% of

national employment. In recent years government

has also made significant infrastructural

investments to improve the road, rail, air and

sea networks. This investment, together with the

international partnerships, necessitates high skill

levels resulting in a high percentage of scarce and

critical skills.

TETA is participating in international leadership

development programmes for middle level

employees

Collaborations and partnerships are created with

international institutions as well as local institutions

of higher or further learning.

TETA must support infrastructural investments

through the provisioning of qualifications and

learning programmes

The TETA will form partnerships with other

institutions that carry out construction related and

artisan training.

There is a need to increase awareness of

environmental sustainability and encourage green

economy in the Sector to reduce carbon emissions

in the Sector. Consumer patterns are expected to

shift with consumers depending on eco-friendly

products and sustainable supply chains. Supply

chains in the Sector will continue to become more

efficient through the development of continuous

real-time control of the flow of goods. This has

direct implications for improving skills development

in the Sector.

TETA has embarked on a campaign, in partnership

with the Department of Environmental Affairs,

to capacitate stakeholders and providers on

environmental sustainability

2.2. Transformation Imperatives of the new dispensation

The reconfiguration of government and the resultant establishment of the DHET brought about several

new challenges and opportunities to TETA, as follows:

• DHET emphasises forging closer working relationships with TVETs, HETs and other key social

partners.

• The amalgamation of the new Grant Regulations, with focus on Grant Levies and PIVOTAL

programmes.

• Broadening of access to skills development and creation of opportunities for those previously

excluded.


The following table highlights NSD3 transformation imperatives:

Gender

Ours is still a society that reflects huge disparities between men and women in the access to skills for

effective participation in the labour market and society. This calls for particular attention to be paid to

women, especially black women, so that they can participate meaningfully in the economy, as pronounced

in our Constitution. Moreover, our skills development initiatives must contain specific programmes and

strategies that promote gender equality in skills development, employment and career development in the

economy.

Race

Despite the progress made in education and training, reduction of racial inequalities and exclusion in our

economy since 1994, much still remains to be done to redress racial inequalities in the country.

NSDS III prioritises removal racial inequalities, with a focus on giving more opportunities to previously and

currently disadvantaged South Africans.

Disabled people

Despite commitments from NSDS I and II to increase training and skills development opportunities for

persons with disabilities, we are still far from achieving our goals in this regard. Consequently, TETA’s

strategic plan aims to significantly open up skills training opportunities for people experiencing barriers to

employment due to their physical and intellectual disability.

Youth

Whilst all South Africans must be given fair access to skills development, our young people are the most

disadvantaged when it comes to access to education and training. For instance, the single largest category

of the unemployed is the young people aged 35 and under. Therefore, TETA’s strategic plan pays particular

attention to the training youth for employment.

Class

The racial inequalities in South Africa have created the most unequal societies in the world today. These

social inequalities are also being reinforced by a lack of access to skills by the overwhelming majority of

our population, especially the workers and the poor. The Strategic Plan recognises this fact and seeks to

provide skills in a manner that significantly reduces these gaping social and economic inequalities.

HIV/Aids

Given the threat of the HIV and AIDS pandemic on the future growth and development of our country

and its impact on the youth, our skills development initiatives incorporate strategies for the reduction and

management of this pandemic in the workplace and elsewhere. We need to ensure that we do not train our

youth and adults for the grave, but rather for effective participation in the economic activity of the country

and society in general.

Geography

Given the urban bias of our economic development, our country has not paid adequate attention to rural

skills and economic development. The Government now prioritises rural development and in line with this,

our skills development approach now focuses on the rural areas. However, we must make a distinction

between training of rural people and skills for rural development. The former has tended to train rural

people only for them to migrate to the urban areas; the latter aims to train rural people for development of

the rural areas themselves. To ensure equitable geographic spread in all Provinces, TETA will prioritise and

fund pro-poor skills development programmes that focus on the rural areas.


2.3. Organisational Environment

TETA will endeavour to create an organisational capability and an environment that will facilitate

effective execution of NSDS 3 dictates, legislative compliance and agility to respond to emergent

imperatives and priorities. The following bullets indicate how TETA will achieve same:

• TETA will ensure proper execution of its new mandate by restructuring and optimisation of its

functions and resources so that they remain aligned to NSDS 3 and other national transformational

priorities .

• TETA has established an internal Research and Development function; this will ensure the proper

gathering, interpretation and analysis of credible data that will support quality decisions. TETA

will then be empowered to plan and resource skills development initiatives more accurately than

before. Our policy formulation, review and planning will be aligned to the requirements of the DHET.

• TETA’s current staff complement is as follows:

Permanent

Positions

Number of

Positions

Contract

Positions

Number of

Positions

Total %

Capacitated 60 Capacitated 36 96 73%

Vacant 35 Vacant 0 35 27%

Total 95 Total 36 131 100%


3. PART B: STRATEGIC OBJECTIVES

Strategic Goals and Programmes

A. Overall Strategic Goals

Strategic Goal 1: Establish a credible institutional mechanism for skills planning, build and

sustain research capacity on labour markets within TETA

Strategic Goal 2: Increase access to occupationally directed programmes

Strategic Goal 3: Strengthening the quality assurance system

Strategic Goal 4: A post-school strategy for youth for further access and work experience to

improve employability

Strategic Goal 5: Promoting career and vocational guidance in the transport related fields

Strategic Goal 6: Small enterprise, Cooperatives, NGOs, CBOs and SMME Initiatives’ Support

Strategic Goal 7: Improve organizational administration and management capability

B. Programmes

Programme 1: Skills Planning and Research

Programme 2: Occupationally Directed Programmes and Workplace Training

Programme 3: Quality Assurance Systems

Programme 4: Youth development, progression and workplace training and Experience

Programme 5: Career and Vocational Guidance

Programme 6: Small Enterprise, Cooperatives, NGOs, CBOs and SMME Initiatives’ Support

Programme 7: Organizational Administration and Management


STRATEGIC GOAL 1: Establish a credible institutional mechanism for skills planning, build and sustain research capacity on labour markets within TETA

Goal Statement/Rationale:

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

Justification: 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

Baseline: The need to meet the skills needs arising from the SIP Strategy and the National Transport Master Plan 2050

Links: NSDS IIIThe Skills AccordHRDSA IINATMAP 2050SIPS Programmes

Outputs: (See Annual Performance Plan for SMART)

WSPs and ATRs data analysis of Sector scarce and critical skills needs and development SSP.

TETA Subsector SSPs researched and Industry consulted through industry focus groups and SSP workshops

Consolidated Transport Sector Skills Plan developed

Stakeholder participation increased in skills development within the Transport Sector

A collaborative research partnership is established with various stakeholders to promote research within the Transport Sector and is implemented

TETA research strategy is implemented

Resource considerations:

TETA is undergoing a restructuring process to address, amongst others, the need for a properly capacitated research unit

Expenditure trends: TETA’s previous expenditure on research was limited to analysing the WSPs and ATRs for the purposes of developing and updating the Sector Skills Plan (SSP).Since the 2011/12 Financial Year, the University of Western Cape was contracted to analyse and update the SSP.Future TETA expenditure on research will be increased to cater for in-depth labour market-based research

Funding sources: Administration budget and Discretionary grants.

Budget amount: R 4,869,000.00

Risks Management: Based on the TETA funding framework, the 10% administration budget may not be adequate to build staff research capacity.To mitigate the risk:TETA to find innovative ways of integrating research initiatives into all discretionary projects. It is necessary for TETA to review the current training, development, retention policies to facilitate reskilling of internal resources.TETA needs to develop a knowledge management strategy that will ensure retention of institutional memory.


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STRATEGIC GOAL 2: Increase access to occupationally directed programmes Goal Statement/

Rationale:

To promote and facilitate learning programmes to middle level skills and

artisan development within the Transport Sector

Justification: To ensure competitiveness of skills supply and continuous upgrading of

relevant skills including artisan development.

Baseline: Sector Skills Plan 2011-2012 (Occupational research)

HRD Strategy of SA.

Implementation of previous Transport Sector training revealed the need to

improve skills through occupationally directed programmes. .

Links: NSDS III

Transport Sector Skills Plan 2010-2016 (chapter 3 of the SSP – Supply of

skills)

The Skills Accord

NAMB

QCTO

Outputs: TETA Firms are supported through Mandatory & Discretionary Grants to

address industry shortage of skills.

TETA Stakeholders are capacitated on the Mandatory & Discretionary

Grants processes to address Transport Sector Scarce and Critical Skills

needs and shortages

Increased learners having access to TVET, HET institutions and private

providers in the Transport Sector and training that addresses TETA APP

targets

RPL is implemented within TETA

Middle and high level skills needs are addressed in the Sector through

Public Private Partnerships

Sector Middle managers developed through executive leadership

programmes

Sector Middle managers developed through Executive Leadership

programmes

Training Layoff Scheme programme implemented with the aim of

reskilling employees that are facing retrenchment

TVET College partnerships established.

HET/TVET, Private/Public providers Partnerships and collaborations are

maintained with employers and other stakeholders

Resource

considerations:

Realisation of synergies within Transport sub-sectors and investment in

internal RPL.


Expenditure trends: TETA funded occupationally directed programmes in 2013/14 for R381

million in an effort to facilitate access and progression in the Transport

Sector.

TVET and HET partnerships have also been supported through the

Discretionary Grant budget.

Trends in number of key

staff

TETA now offers Provincial support through resources based in loco

at various TVET colleges or at other lead SETA locations within the

provinces.

Funding sources: Discretionary grants

Budget amount: R 333, 789, 189.00

Risks Management: Lack of partnerships and collaboration between key stakeholders may

hamper successful implementation of this strategic goal

TETA to sign MoU’s/partnerships with TVET and HET institutions offering

Transport related programs

TETA to sign MoU’s with State Owned Entities to facilitate earnerships,

apprenticeships and internship opportunities.

TETA to improve the existing learnerships infrastructure


PR

OG

RA

MM

E 2

: Occ

up

atio

nal

ly d

irec

ted

pro

gra

mm

es a

nd

wor

kpla

ce t

rain

ing

Str

ateg

ic G

oal

2

Incr

ease

acc

ess

to o

ccup

atio

nally

dir

ecte

d p

rog

ram

mes

Out

put

Per

form

ance

Ind

icat

or

Pre

vio

us Y

ear

Targ

etC

urre

nt Y

ear

Targ

etM

ediu

m T

erm

Tar

get

s

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

2.1

Sup

por

ted

TE

TA F

irms

thro

ugh

pro

visi

on

of M

and

ator

y &

Dis

cret

iona

ry G

rant

s

to a

dd

ress

ind

ustr

y

shor

tage

of s

kills

.

Cap

acita

ted

TE

TA

Sta

keho

lder

s ar

e

on t

he M

and

ator

y &

Dis

cret

iona

ry G

rant

s

pro

cess

es t

o ad

dre

ss

Tran

spor

t S

ecto

r S

carc

e

and

Crit

ical

Ski

lls n

eed

s

and

sho

rtag

es

MG

Pol

icy

and

DG

Pol

icy

dis

trib

uted

to s

take

hold

ers

Levy

pay

ing

inst

itutio

ns s

ubm

it

thei

r W

SP,

ATR

,

PTP

, and

PTR

by

30 A

pril

.

DG

Win

dow

adve

rtis

ed

230

Larg

e fir

ms

230

Med

ium

firm

s

240

Sm

all fi

rms

WS

P/

ATR

s su

bm

itted

700

230

Larg

e fir

ms

230

Med

ium

firm

s

240

Sm

all fi

rms

WS

P/A

TRs

sub

mitt

ed

230

Larg

e fir

ms

230

Med

ium

firm

s

240

Sm

all fi

rms

WS

P/A

TRs

sub

mitt

ed

230

Larg

e fir

ms

230

Med

ium

firm

s

240

Sm

all fi

rms

WS

P/A

TRs

sub

mitt

ed

Sta

keho

lder

Cap

acita

tion

Wor

ksho

ps

cond

ucte

d o

n D

Gs

and

MG

Fun

din

g

Fram

ewor

k

9 S

DF

Wor

ksho

ps

cond

ucte

d n

atio

nally

9 S

DF

Wor

ksho

ps

cond

ucte

d n

atio

nally

and

MG

& D

G P

olic

y

& fu

ndin

g fr

amew

ork

9 S

DF

Wor

ksho

ps

cond

ucte

d

natio

nally

and

MG

& D

G

Pol

icy

& fu

ndin

g

fram

ewor

k

9 S

DF

Wor

ksho

ps

cond

ucte

d

natio

nally

and

MG

& D

G P

olic

y &

fund

ing

fram

ewor

k

9 S

DF

Wor

ksho

ps

cond

ucte

d

natio

nally

and

MG

& D

G P

olic

y &

fund

ing

fram

ewor

k


2.2

Incr

ease

d le

arne

rs

havi

ng a

cces

s to

TV

ET,

HE

T in

stitu

tions

and

priv

ate

pro

vid

ers

in t

he

tran

spor

t se

ctor

on

trai

ning

tha

t a

dd

ress

es

TETA

AP

P T

AR

GE

TS

Lear

ners

tra

ined

on o

ccup

atio

nally

dire

cted

pro

gram

me

and

allo

catio

n in

clud

es

the

80/2

0gra

nt

regu

latio

n s

plit

150

Bur

sarie

s

are

allo

cate

d t

o

Em

plo

yed

lear

ners

on o

ccup

atio

nally

dire

cted

pro

gram

me

50 B

ursa

ries

are

allo

cate

d t

o

Em

plo

yed

lear

ners

on o

ccup

atio

nally

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d

to E

mp

loye

d

lear

ners

on

occu

pat

iona

lly

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d

to E

mp

loye

d

lear

ners

on

occu

pat

iona

lly

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d t

o

Em

plo

yed

lear

ners

on o

ccup

atio

nally

dire

cted

pro

gram

me

250

Bur

sarie

s

are

allo

cate

d t

o

Une

mp

loye

d le

arne

rs

on o

ccup

atio

nally

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d

to U

nem

plo

yed

lear

ners

on

occu

pat

iona

lly

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d

to U

nem

plo

yed

lear

ners

on

occu

pat

iona

lly

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d t

o

Une

mp

loye

d

lear

ners

on

occu

pat

iona

lly

dire

cted

pro

gram

me

100

Bur

sarie

s

are

allo

cate

d

to U

nem

plo

yed

lear

ners

on

occu

pat

iona

lly

dire

cted

pro

gram

me

4000

Em

plo

yed

lear

ners

are

pla

ced

on s

kills

pro

gram

mes

1000

Em

plo

yed

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

1000

Em

plo

yed

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

1000

Em

plo

yed

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

1000

Em

plo

yed

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

1000

Une

mp

loye

d

lear

ners

are

pla

ced

on s

kills

pro

gram

mes

and

500

Une

mp

loye

d

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

and

1000

Une

mp

loye

d

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

1000

Une

mp

loye

d

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes

1000

Une

mp

loye

d

lear

ners

are

pla

ced

on

skill

s

pro

gram

mes


2.2

Co

ntin

ued

Incr

ease

d le

arne

rs

havi

ng a

cces

s to

TVE

T, H

ET

inst

itutio

ns

and

priv

ate

pro

vid

ers

in t

he T

rans

por

t

Sec

tor

on t

rain

ing

that

ad

dre

sses

TE

TA

AP

P T

AR

GE

TS

Lear

ners

tra

ined

on o

ccup

atio

nally

dire

cted

pro

gram

me

and

allo

catio

n in

clud

es

the

80/2

0gra

nt

regu

latio

n s

plit

1500

lear

ners

on

lear

ners

hip

s ar

e tr

aine

d

1500

Em

plo

yed

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

1500

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

1500

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

1500

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

2500

Une

mp

loye

d

lear

ners

on

lear

ners

hip

s

are

trai

ned

2500

Une

mp

loye

d

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

2500

Une

mp

loye

d

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

2500

Une

mp

loye

d

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

2500

Une

mp

loye

d

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

Ad

dre

ssin

g th

e

low

leve

l of

adul

t

lang

uage

and

num

erac

y sk

ills

to

enab

le a

dd

ition

al

trai

ning

n/a

500

unem

plo

yed

Lear

ners

tra

ined

on

AB

ET/

AE

T

500

unem

plo

yed

Lear

ners

tra

ined

on A

BE

T/A

ET

500

unem

plo

yed

Lear

ners

tra

ined

on A

BE

T/A

ET

500

unem

plo

yed

Lear

ners

tra

ined

on

AB

ET/

AE

T

Art

isan

s tr

aine

d

and

dev

elop

ed in

the

Sec

tor

1300

art

isan

s ar

e

dev

elop

ed

600

artis

ans

are

dev

elop

ed

600

artis

ans

are

dev

elop

ed

600

artis

ans

are

dev

elop

ed

600

artis

ans

are

dev

elop

ed

Imp

lem

ente

d R

PL

with

in T

ETA

Lear

ners

tra

ined

and

cer

tific

ated

thro

ugh

Rec

ogni

tion

of P

rior

Lear

ning

(RP

L)

on o

ccup

atio

nally

dire

cted

pro

gram

mes

200

lear

ners

RP

L’d

per

annu

m in

the

Sec

tor

100

100

100

RP

L is

imp

lem

ente

d

with

in T

ETA


2.3

Ad

dre

ssed

Mid

dle

and

high

leve

l ski

lls

need

s in

the

Sec

tor

thro

ugh

Pub

lic P

rivat

e

Par

tner

ship

s

Pub

lic P

rivat

e

par

tner

ship

s a

re

esta

blis

hed

for

the

imp

lem

enta

tion

of t

he E

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s in

the

Sec

tor

At

leas

t on

e P

ublic

Priv

ate

par

tner

ship

is e

stab

lishe

d fo

r th

e

imp

lem

enta

tion

of t

he

exec

utiv

e le

ader

ship

pro

gram

me

for

mid

dle

man

ager

s in

the

Sec

tor

At

leas

t on

e

Pub

lic P

rivat

e

par

tner

ship

is

esta

blis

hed

for

the

imp

lem

enta

tion

of t

he e

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s

in t

he S

ecto

r

At

leas

t on

e P

ublic

Priv

ate

par

tner

ship

is e

stab

lishe

d fo

r

the

imp

lem

enta

tion

of t

he e

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s

in t

he S

ecto

r

A t

leas

t on

e

Pub

lic P

rivat

e

par

tner

ship

is

esta

blis

hed

for

the

imp

lem

enta

tion

of t

he e

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s

in t

he S

ecto

r

At

leas

t on

e

Pub

lic P

rivat

e

par

tner

ship

is

esta

blis

hed

for

the

imp

lem

enta

tion

of t

he e

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s

in t

he S

ecto

r

Dev

elop

ed

Mid

dle

man

ager

s in

the

Sec

tor

thro

ugh

exec

utiv

e

lead

ersh

ip

Pro

gram

mer

1 In

tern

atio

nal

Exe

cutiv

e le

ader

ship

Pro

gram

me

for

mid

dle

man

ager

s is

iden

tified

1 E

xecu

tive

lead

ersh

ip

Pro

gram

me

for

mid

dle

man

ager

s is

iden

tified

1 E

xecu

tive

lead

ersh

ip

Pro

gram

me

for

mid

dle

man

ager

s

is id

entifi

ed

1 E

xecu

tive

lead

ersh

ip

Pro

gram

me

for

mid

dle

man

ager

s is

iden

tified

1 E

xecu

tive

lead

ersh

ip

Pro

gram

me

for

mid

dle

man

ager

s

is id

entifi

ed

1 E

xecu

tive

lead

ersh

ip

Pro

gram

me

for

mid

dle

man

ager

s

is id

entifi

ed

Dev

elop

ed

Mid

dle

man

ager

s in

the

Sec

tor

thro

ugh

exec

utiv

e

lead

ersh

ip

Pro

gram

mer

25 M

idd

le m

anag

ers

trai

ned

on

exec

utiv

e

lead

ersh

ip

pro

gram

mes

Mid

dle

man

ager

s in

the

Sec

tor

dev

elop

ed

thro

ugh

exec

utiv

e

lead

ersh

ip P

rogr

amm

er

25 M

idd

le

man

ager

s tr

aine

d

on e

xecu

tive

lead

ersh

ip

pro

gram

mes

Mid

dle

man

ager

s

in t

he S

ecto

r

dev

elop

ed

thro

ugh

exec

utiv

e

lead

ersh

ip

Pro

gram

mer

25 M

idd

le

man

ager

s tr

aine

d

on e

xecu

tive

lead

ersh

ip

pro

gram

mes

Mid

dle

man

ager

s

in t

he S

ecto

r

dev

elop

ed

thro

ugh

exec

utiv

e

lead

ersh

ip

Pro

gram

mer


2.4

Imp

lem

ente

d

Trai

ning

Lay

off

Sch

eme

pro

gram

me

with

the

aim

of r

eski

lling

emp

loye

es

that

are

faci

ng

retr

ench

men

t

Fund

ing

pro

vid

ed t

o

emp

loye

es s

eeki

ng

assi

stan

ce in

the

Tran

spor

t S

ecto

r

faci

ng r

etre

nchm

ent

for

resk

illin

g

Ens

ure

acce

ss t

o

fund

ing

wor

kers

faci

ng p

ossi

ble

retr

ench

men

t d

ue t

o

the

econ

omic

cris

is

Fund

ing

pro

vid

ed t

o

emp

loye

es s

eeki

ng

assi

stan

ce in

the

Tran

spor

t S

ecto

r

faci

ng r

etre

nchm

ent

for

resk

illin

g

Fund

ing

pro

vid

ed t

o

emp

loye

es

seek

ing

assi

stan

ce in

the

Tran

spor

t

Sec

tor

faci

ng

retr

ench

men

t

for

resk

illin

g

Fund

ing

pro

vid

ed

to e

mp

loye

es

seek

ing

assi

stan

ce in

the

Tran

spor

t

Sec

tor

faci

ng

retr

ench

men

t fo

r

resk

illin

g

Fund

ing

pro

vid

ed

to e

mp

loye

es

seek

ing

assi

stan

ce in

the

Tran

spor

t

Sec

tor

faci

ng

retr

ench

men

t fo

r

resk

illin

g

Cha

mb

er fa

cilit

ates

MO

U s

igni

ng w

ith

DO

L &

DH

ET/

cont

ract

ing

with

stak

ehol

der

Cha

mb

er fa

cilit

ates

MO

U s

igni

ng w

ith D

oL

& D

HE

T/ c

ontr

actin

g

with

sta

keho

lder

Cha

mb

er fa

cilit

ates

MO

U s

igni

ng w

ith D

oL

& D

HE

T/ c

ontr

actin

g

with

sta

keho

lder

Cha

mb

er

faci

litat

es M

OU

sign

ing

with

DoL

& D

HE

T/

cont

ract

ing

with

stak

ehol

der

Cha

mb

er

faci

litat

es M

OU

sign

ing

with

DoL

& D

HE

T/

cont

ract

ing

with

stak

ehol

der

Cha

mb

er

faci

litat

es M

OU

sign

ing

with

DoL

&

DH

ET/

con

trac

ting

with

sta

keho

lder

Car

eer

guid

ance

awar

enes

s on

Tran

spor

t re

late

d

care

ers

to

retr

ench

ed w

orke

rs

and

tho

se w

ho w

ish

to c

hang

e ca

reer

s

Car

eer

guid

ance

wor

ksho

ps

cond

ucte

d

for

retr

ench

ed w

orke

rs

/ em

plo

yees

who

wis

h

to c

hang

e ca

reer

s, t

o

follo

w

Tran

spor

t re

late

d fi

eld

s

thro

ugh

par

ticip

atio

n

in e

xhib

ition

s

Pap

ers

pre

sent

ed a

t

Con

fere

nces

Car

eer

guid

ance

wor

ksho

ps

cond

ucte

d

for

retr

ench

ed w

orke

rs

/ em

plo

yees

who

wis

h

to c

hang

e ca

reer

s, t

o

follo

w

Tran

spor

t re

late

d fi

eld

s

thro

ugh

par

ticip

atio

n

in e

xhib

ition

s

Pap

ers

pre

sent

ed a

t

Con

fere

nces

Ad

hoc

Car

eer

guid

ance

wor

ksho

ps

exhi

biti

ons/

cond

ucte

d fo

r

retr

ench

ed

wor

kers

Ad

hoc

Car

eer

guid

ance

wor

ksho

ps

exhi

biti

ons/

cond

ucte

d fo

r

retr

ench

ed

wor

kers

Car

eer

guid

ance

awar

enes

s on

Tran

spor

t re

late

d

care

ers

to

retr

ench

ed

wor

kers

and

tho

se w

ho

wis

h

to c

hang

e ca

reer

s


2.5

Est

ablis

hed

TVE

T C

olle

ge

par

tner

ship

s

HE

T/TV

ET/

Priv

ate/

Pub

lic

pro

vid

ers,

par

tner

ship

s an

d

colla

bor

atio

ns

are

mai

ntai

ned

with

em

plo

yers

and

oth

er

stak

ehol

der

s

TETA

to

ente

r in

to

par

tner

ship

s w

ith

TVE

T C

olle

ges

to

del

iver

trai

ning

in t

he

Tran

spor

t S

ecto

r.

TVE

T an

d H

ET

wor

king

in c

oop

erat

ion

with

em

plo

yers

to

add

ress

ski

lls n

eed

s

3 TV

ET

Col

lege

s

par

tner

ship

s

esta

blis

hed

to

del

iver

trai

ning

in t

he

Tran

spor

t

5 TV

ET

Col

lege

s

par

tner

ship

s

mon

itore

d a

nd

man

aged

.

5 TV

ET

Col

lege

s

par

tner

ship

s

mon

itore

d a

nd

man

aged

.

5 TV

ET

Col

lege

s

par

tner

ship

s

mon

itore

d a

nd

man

aged

.

Par

tner

ship

s

mai

ntai

ned

Par

tner

ship

s

mai

ntai

ned

Par

tner

ship

s

mai

ntai

ned

BU

DG

ET

R 3

33, 7

89, 1

89.0

0


STRATEGIC GOAL 3: Strengthening the quality assurance system Goal Statement /

Rationale:

To establish delivery partners who will develop learning programmes.

Justification: TETA is tasked to support the development of occupationally directed

qualifications relevant to the Transport Sector, in line with the new

dispensation and to respond to changing needs of the market place

Baseline: Lack of availability of credible and fit-for-purpose and well sought after

qualifications in the Transport Sector.

Links: NSDS III

SAQA Act

Skills Development Act

TVET Act

HE Act

QCTO

Outputs: ETQA Quality Assurance Systems aligned to QCTO requirements

QCTO Learning Materials for the Sector are developed and approved by

QCTO

QCTO Qualifications for the Sector are developed and approved by

TETA

Build capacity within public and private providers & stakeholders to

ensure delivery within the TETA scope.

Effective and efficient External Moderation process is implemented

Effective and Efficient process for Learning Programme Evaluation is

implemented

Recognition of Prior Learning (RPL) Structures established

Integrated Quality Assurance IT system established

A reliable database of providers, assessors, moderators and learners

established and maintained.

Articulation and progression bridging programmes for matriculants to

ensure access to TVET and HET institutions

Public TVET college systems supported to ensure responsiveness to

Sector skills needs and priorities.

FLC training programme that addresses low level of youth and adult

language and numeracy skills to enable additional training is developed


Resource

considerations:

Capacity building resources need to be considered.

Filling available positions in the development of the QCTO system.

Expenditure trends: Quality assurance is a core function within TETA and is funded from

both the administration 10% budget for operational expenditure and

the discretionary grant budget for special projects. In 2013/14 the ETQA

operations budget was R 15 million. Over the MTEF period, significant

changes will take place within the ETQA function spurred by the

introduction of QCTO (Quality Council for Trades and Occupation) in the

Sector.


staff

QCTO has delegated responsibilities to the SETA ETQA which is creating

stability and assurance to the unit.

Funding sources: Administration and Discretionary Grant budget, including NSF funding

Budget amount: R 19, 083, 267.00

Risks Management: Artisan Development – consolidated moderation body (NAMB)

Fraudulent activities by some of TETA accredited providers by using

TETA logo for what they are not accredited for.

Undesired assessors/moderators training on TETA DG contracts affects

the certification of learners.

Risk mitigation:

TETA accredited providers to adhere to the code of practise and failure

could result in their de-accreditation.

ETQA to become an integral part of the DG contract management (i.e

ETQA to confirm accreditation, assessments and moderation on a need

basis)

enter into partnerships with key stakeholders in the Sector to ensure that

enough facilitators are produced

enter into MoU’s with Transport State Owned Entities to ensure that their

training centres (SOE’s) and training instructors are properly accredited.


PR

OG

RA

MM

E 3

: Qu

alit

y as

sura

nce

sys

tem

Str

ateg

ic G

oal

3S

tren

ght

enin

g t

he q

ualit

y as

sura

nce

syst

em

Out

put

Per

form

ance

Ind

icat

or

Pre

vio

us Y

ear

Targ

etC

urre

nt Y

ear

Targ

et

Med

ium

Ter

m T

arg

ets

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

3.1

Ap

pro

ved

QC

TO

Lear

ning

Mat

eria

l

for

the

sect

or

Sub

sect

or L

earn

ing

mat

eria

l for

QC

TO

Qua

lifica

tions

are

dev

elop

ed

5 S

ubse

ctor

Lear

ning

Mat

eria

l fo

r

Qua

lifica

tions

are

dev

elop

ed

Dev

elop

lear

ning

mat

eria

l for

app

rove

d Q

CTO

qua

lifica

tions

in

2012

/201

3

8 S

ubse

ctor

Lear

ning

Mat

eria

l for

app

rove

d

Qua

lifica

tions

are

dev

elop

ed

8 S

ubse

ctor

Lear

ning

Mat

eria

l for

app

rove

d

Qua

lifica

tions

are

dev

elop

ed

8 S

ubse

ctor

Lear

ning

Mat

eria

l for

app

rove

d

Qua

lifica

tions

are

dev

elop

ed

3.2

TETA

ap

pro

ved

QC

TO

Qua

lific

atio

ns f

or

the

Sec

tor

Map

ped

Qua

lifica

tions

to

OFO

cod

es

5 S

ubse

ctor

Lea

rnin

g

Mat

eria

l Cur

ricul

ums

/ Q

ualifi

catio

ns a

re

dev

elop

ed

8 S

ubse

ctor

Qua

lifica

tions

are

dev

elop

ed (1

per

sub

sect

or)

8 S

ubse

ctor

Qua

lifica

tions

are

dev

elop

ed

(1 p

er

sub

sect

or)

8 S

ubse

ctor

Qua

lifica

tions

are

dev

elop

ed

(1 p

er

sub

sect

or)

8 S

ubse

ctor

Qua

lifica

tions

are

dev

elop

ed

(1 p

er

sub

sect

or)

3.3

Cap

acity

of t

he

pub

lic a

nd p

rivat

e

pro

vid

ers

&

stak

ehol

der

s to

del

iver

with

in t

he

scop

e of

TE

TA

Con

duc

t ca

pac

ity

bui

ldin

g w

orks

hop

s

on T

ETA

ETQ

A

Sys

tem

to

accr

edite

d a

nd

pro

spec

tive

pro

vid

ers

Cap

acita

te E

TD

Sp

ecia

lists

and

trai

ning

pro

vid

ers

thro

ugh

wor

ksho

p

inte

rven

tions

and

Roa

d S

how

s

advo

cacy

con

duc

ted

natio

nally

100

Acc

red

ited

and

Pro

spec

tive

pro

vid

ers

100

Acc

red

ited

and

Pro

spec

tive

pro

vid

ers

100

Acc

red

ited

and

Pro

spec

tive

pro

vid

ers

100

Acc

red

ited

and

Pro

spec

tive

pro

vid

ers


PR

OG

RA

MM

E 3

: Qu

alit

y as

sura

nce

sys

tem

s C

onti

nu

edS

trat

egic

Go

al 3

Bui

ld a

str

ong

Qua

lity

Ass

uran

ce m

echa

nism

Out

put

Per

form

ance

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

Cur

rent

Yea

r

Targ

et

Med

ium

Ter

m

Targ

ets

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

3.4

Effe

ctiv

e an

d

effic

ient

Ext

erna

l

Mod

erat

ion

pro

cess

Pro

vid

ers

mod

erat

or

req

uest

s at

tend

ed

and

mod

erat

ion

cond

ucte

d w

ithin

thre

e m

onth

s

n/a

Mod

erat

ion

req

uest

cond

ucte

d w

ithin

thre

e m

onth

s

Mod

erat

ion

req

uest

cond

ucte

d w

ithin

thre

e m

onth

s

Mod

erat

ion

req

uest

cond

ucte

d w

ithin

thre

e m

onth

s

Mod

erat

ion

req

uest

cond

ucte

d w

ithin

thre

e m

onth

s

3.5

Effe

ctiv

e an

d

Effi

cien

t p

roce

ss

for

Lear

ning

Pro

gram

me

Eva

luat

ion

Pro

vid

er L

earn

ing

pro

gram

mes

are

eval

uate

d a

nd

regi

ster

ed w

ithin

thre

e m

onth

s

n/a

Pro

vid

er L

earn

ing

pro

gram

mes

are

eval

uate

d a

nd

regi

ster

ed w

ithin

thre

e m

onth

s

Pro

vid

er L

earn

ing

pro

gram

mes

are

eval

uate

d a

nd

regi

ster

ed w

ithin

thre

e m

onth

s

Pro

vid

er L

earn

ing

pro

gram

mes

are

eval

uate

d a

nd

regi

ster

ed w

ithin

thre

e m

onth

s

Pro

vid

er L

earn

ing

pro

gram

mes

are

eval

uate

d a

nd

regi

ster

ed w

ithin

thre

e m

onth

s

3.6

Art

icul

atio

n an

d

pro

gres

sion

brid

ging

pro

gram

mes

for

mat

ricul

ants

to

acce

ss T

VE

T an

d

HE

T in

stitu

tions

Exp

and

ing

or

foun

dat

ion

/

brid

ging

pro

gram

mes

dev

elop

ed fo

r

Yout

h w

ho h

ave

not

atta

ined

the

qua

lifica

tions

nece

ssar

y

for

colle

ge o

r

univ

ersi

ty e

ntra

nce

Dev

elop

ed

n/a

n/a

n/a

n/a

n/a


3.7

Sup

por

ted

and

resp

onsi

ve P

ublic

TVE

T co

llege

syst

ems

The

acad

emic

sta

ff

at c

olle

ges

trai

ned

to o

ffer

Tra

nsp

ort

rela

ted

pro

gram

me

100

Ass

esor

s,

Mod

erat

ors

and

faci

litat

ors

trai

ned

TVE

T C

olle

ge

qua

lity

assu

ranc

e

syst

ems

s al

igne

d

to T

ETA

ETQ

A

Sys

tem

s

n/a

n/a

n/a

n/a

n/a

3.8

Foun

dat

iona

l

Lear

ning

Com

pet

ency

(FLC

)

trai

ning

pro

gram

me

add

ress

ing

low

leve

l of y

outh

and

adul

t la

ngua

ge a

nd

num

erac

y sk

ills

to

enab

le a

dd

ition

al

trai

ning

FLC

tra

inin

g

pro

gram

me

esta

blis

hed

thro

ugh

par

tner

ship

n/a

100

TVE

T le

ctur

ers

trai

ned

n/a

n/a

n/a

BU

DG

ET

R 1

9,08

3,26

7


STRATEGIC GOAL 4: A post-school strategy for youth for further access and work experience to improve employability

Goal Statement/

Rationale:

Improve and raise the skills base of young people and enable them to take further learning and gain both skills through workplace experience and employment.

Justification: A high percentage (53.3%) of people in the Transport Sector are in the lower skills categoryThere is an opportunity to move people with low levels into the intermediate category. Likewise, there are opportunities for young people with poor educational foundation to be given opportunities that can develop them and give them access to TVET and progression, which will enhance their employability.

Baseline: The Transport Seta assists youth through the implementation of relevant programmes in partnerships with Constituent employers and training institutions.

Links: NSDS IIISAQA ActSkills Development ActTVET ActHET ActThe Skills Accord

Outputs: Education opportunities created for out of school and youth that require education.

Youth developed and supported to access TVET and HET institutions through articulation and progression /bridging programmes

Workplace quality learning mentorship and coaching programme for internship workplace experience and apprentice learners to produce work ready graduates

The low level skills of youth addressed through workplace-based training or skills development that enhance employability

Work ready graduates placed into employment

Resource

considerations:

Relevant TVET’s, HET’s and strategic partners will be identified to address programmes identified for Transport Sector constituencies.

Expenditure trends: TETA has previously funded programmes through Mandatory Grants, Discretionary Grants and Special projects funding.


staff

TETA’s current structure allows for the management and support for this goal.

Funding sources: Administration and Discretionary grant budgets, including NSF funding


Risks Management: Identified interventions may not necessarily be programmes that will successfully address the skills required in the Sector. To mitigate these risks, TETA will:Focus on research within specific subsectors will assist in identifying relevant programmes that will address Sector specific needs.


PR

OG

RA

MM

E 4

: You

th d

evel

opm

ent

and

pro

gre

ssio

n f

or f

urt

her

acc

ess

and

wor

kpla

ce t

rain

ing

an

d e

xper

ien

ceS

trat

egic

Go

al 4

A p

ost

-sch

oo

l st

rate

gy

for

yout

h f

or

furt

her

acce

ss a

nd w

ork

exp

erie

nce

to im

pro

ve e

mp

loya

bili

ty

Out

put

Per

form

ance

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

Cur

rent

Yea

r

Targ

et

Med

ium

Ter

m T

arg

ets

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

4.1

Ed

ucat

ion

opp

ortu

nitie

s fo

r

out

of s

choo

l and

need

y yo

uth

Low

leve

l of y

outh

and

ad

ult

lang

uage

and

num

erac

y

skill

s is

ad

dre

ssed

thro

ugh

FLC

trai

ning

n/a

100

yout

h tr

aine

d

thro

ugh

FLC

pro

gram

me

100

yout

h tr

aine

d

thro

ugh

FLC

pro

gram

me

100

yout

h tr

aine

d

thro

ugh

FLC

pro

gram

me

100

yout

h tr

aine

d

thro

ugh

FLC

pro

gram

me

Mat

ric c

omp

letio

n

for

yout

h ou

t

of s

choo

l for

furt

her

acce

ss t

o

TVE

T an

d H

ET

inst

itutio

ns

n/a

Mat

ric c

omp

letio

n p

rogr

amm

e es

tab

lishe

d 1

00 y

outh

tra

ined

per

ann

um

4.2

Dev

elop

ed a

nd

sup

por

ted

You

th

for

acce

ss t

o

TVE

T an

d H

ET

inst

itutio

ns t

hrou

gh

artic

ulat

ion

and

pro

gres

sion

or b

ridgi

ng

pro

gram

mes

Acc

ess

to

TVE

T an

d H

ET

inst

itutio

ns

pro

vid

ed t

o

yout

h w

ho h

ave

not

atta

ined

the

qua

lifica

tions

nece

ssar

y

for

colle

ge o

r

univ

ersi

ty e

ntra

nce

are

esta

blis

hed

n/a

Wor

k w

ith

Uni

vers

ity t

o

iden

tify

lear

ners

artic

ulat

ing

tow

ard

s

Tran

spor

t re

late

d

Pro

gram

mes

100

yout

h

dev

elop

ed t

hrou

gh

exp

and

ing

brid

ging

or fo

und

atio

n

pro

gram

mes

100

yout

h

dev

elop

ed t

hrou

gh

exp

and

ing

brid

ging

or fo

und

atio

n

pro

gram

mes

100

yout

h

dev

elop

ed t

hrou

gh

exp

and

ing

brid

ging

or fo

und

atio

n

pro

gram

mes

(4.5

PL


4.3

Wor

kpla

ce

qua

lity

lear

ning

men

tors

hip

and

coa

chin

g

pro

gram

me

for

inte

rnsh

ip

wor

kpla

ce

exp

erie

nce

and

app

rent

ice

lear

ners

to p

rod

uce

wor

k

read

y gr

adua

tes

Qua

lity

wor

kpla

ce

lear

ning

incr

ease

d

thro

ugh

Men

tors

hip

n co

achi

ng

pro

gram

me

in t

he

sect

or

n/a

Men

tors

hip

and

Coa

chin

g tr

aini

ng

Inte

rnsh

ip,

wor

kpla

ce

exp

erie

nce

and

app

rent

ice

lear

ners

men

tore

d a

nd

coac

hed

Inte

rnsh

ip,

wor

kpla

ce

exp

erie

nce

and

app

rent

ice

lear

ners

men

tore

d a

nd

coac

hed

Inte

rnsh

ip,

wor

kpla

ce

exp

erie

nce

and

app

rent

ice

lear

ners

men

tore

d a

nd

coac

hed

4.4

Wor

kpla

ce-b

ased

trai

ning

or

skill

s

that

enh

ance

emp

loya

bili

ty o

f

Yout

h w

ith lo

w le

vel

of s

kills

Pro

vid

e In

tern

ship

opp

ortu

nitie

s to

yout

h le

avin

g

scho

ol

Pro

vid

e w

orkp

lace

exp

erie

nce

opp

ortu

nitie

s to

yout

h le

avin

g

scho

ol

n/a

400

lear

ners

pla

ced

on

Inte

rnsh

ip

pro

gram

me

175

lear

ners

pla

ced

on

Inte

rnsh

ip

pro

gram

me

175

lear

ners

pla

ced

on

Inte

rnsh

ip

pro

gram

me

175

lear

ners

pla

ced

on

Inte

rnsh

ip

pro

gram

me

1000

400

lear

ners

pla

ced

on W

orkp

lace

Exp

erie

nce

pro

gram

me

200

TVE

T

grad

uate

s p

lace

d

1000

lear

ners

pla

ced

on

Wor

kpla

ce

Exp

erie

nce

pro

gram

me

1000

lear

ners

pla

ced

on

Wor

kpla

ce

Exp

erie

nce

pro

gram

me

1000

lear

ners

pla

ced

on

Wor

kpla

ce

Exp

erie

nce

pro

gram

me

BU

DG

ET

R 5

1, 3

82, 7

03.0

0


STRATEGIC GOAL 5: Promoting career and vocational guidance in the transport related fields

Goal Statement /

Rationale:

To increase youth participation in the Transport Sector by developing

sustainable programmes to support the school curriculum and build

capacity of youth.

Justification: Lack of career planning and information to direct young people to

programmes which they have an aptitude for and which will provide

training at Basic School level in areas needed in the economy hampers

the potential of entrance into the Transport Sector.

Baseline: TETA’s career guidance project conducted in 2013/14 Financial Year.

TETA SSP (Labour Market context 2.5.5 employment analysis by age)

TETA SSP Scarce and Critical skills priority list.

The Career Guidance Document for 2013-2014

Links: NSDS III

Transport SSP 2010-2016

Department of Basic Education policy

NATMAP (National Department of Transport 2050 strategy)

Outputs: Career guide booklets developed with Labour market information that

addresses subsectors within the Transport Sector

Career guidance exhibitions are conducted in (9) nine provinces targeting

rural awareness on transport related careers

Career guidance experts empowered in the Transport Sector

Support and monitoring of adopted schools

Resource

considerations:

TETA is undergoing a restructuring process to address the current staff

constraints in delivering its Mandate.

Expenditure trends: TETA funded rural development and career exhibition project 2013/14 to

facilitate both access and progression to the Transport Sector.

Trends and key staff and

inputs

Over the MTEF period, TETA strives to capacitate provincial support

representatives so that they attend to day-to-day enquiries and guidance.

Learners introduced to career exhibitions will also be assisted to

progress into TVET and HET institutions though bursaries, learnerships

and apprenticeship. This will help to address the challenge of access,

progression and scarce and critical skills shortages.


Budget amount: R 5, 512, 229.30

Risks Management: TETA’s scope has increased dramatically during the current dispensation.

However, it must be noted that the grants have not necessarily increased

to meet the expanded mandate. TETA will have to look at innovative ways

of addressing this mandate through the following areas: National skills

fund grant, priority skills funding based on the top scarce and critical

skills list and youth development.


PR

OG

RA

MM

E 5

:Car

eer

and

Voc

atio

nal

Gu

idan

ce

Str

ateg

ic G

oal

5P

rom

oti

ng c

aree

r an

d v

oca

tio

nal g

uid

ance

in

the

tran

spo

rt r

elat

ed fi

eld

s

Out

put

Per

form

ance

In

dic

ato

rP

revi

ous

Yea

r Ta

rget

Cur

rent

Yea

r Ta

rget

Med

ium

Ter

m T

arg

ets

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

5.1

Car

eer

guid

eB

ookl

ets

with

Lab

our

mar

ket

info

rmat

ion

that

add

ress

es

sub

sect

ors

with

in T

ETA

18 0

00 c

aree

r gu

ides

tha

ten

cour

age

upta

ke

of scar

ce a

nd c

ritic

al

skill

sp

rinte

d a

nd

dis

trib

uted

9000

car

eer

guid

es

boo

klet

sD

evel

oped

18 0

00 c

aree

r gu

ides

prin

ted

and

d

istr

ibut

ed

18 0

00 c

aree

r gu

ides

prin

ted

and

d

istr

ibut

ed

18 0

00 c

aree

r gu

ides

prin

ted

and

d

istr

ibut

ed

18 0

00 c

aree

r gu

ides

prin

ted

and

d

istr

ibut

ed

5.2

Car

eer

guid

ance

exhi

biti

ons

in (9

)ni

ne p

rovi

nces

targ

etin

g th

e ru

ral

and

aw

aren

ess

ontr

ansp

ort

care

ers

Car

eer

exhi

biti

ons

cond

ucte

d

natio

nally

thr

ough

st

akeh

old

er

par

tner

ship

s in

clud

ing

scho

ols

Car

eer

guid

ance

ex

hib

ition

s ar

e co

nduc

ted

in (9

) ni

ne p

rovi

nces

ta

rget

ing

rura

l

9 C

aree

r ex

hib

ition

s co

nduc

ted

na

tiona

lly t

hrou

gh

stak

ehol

der

p

artn

ersh

ips

incl

udin

g sc

hool

s

9 C

aree

r ex

hib

ition

s co

nduc

ted

na

tiona

lly

9 C

aree

r ex

hib

ition

s co

nduc

ted

na

tiona

lly

9 C

aree

r ex

hib

ition

s co

nduc

ted

na

tiona

lly


5.3

Em

pow

ered

Car

eer

guid

ance

exp

erts

Car

eer

guid

ance

exp

erts

cap

acita

ted

on c

aree

r

coun

selli

ng

Cap

acity

bui

ldin

g

wor

ksho

ps

cond

ucte

d in

all p

rovi

nces

to

the

life

orie

ntat

ion

teac

hers

in

colla

bor

atio

n w

ith

pro

vinc

ial d

ept.

of

educ

atio

n

12 c

aree

r

guid

ance

exp

erts

cap

acita

ted

on

care

er c

ouns

ellin

g

qua

lifica

tion

Car

eer

guid

ance

exhi

biti

ons

are

cond

ucte

d in

(9)

nine

pro

vinc

es

targ

etin

g ru

ral

12 c

aree

r gu

idan

ce

exp

erts

cap

acita

ted

on

care

er c

ouns

ellin

g

qua

lifica

tion

9 C

aree

r gu

idan

ce

Cap

acity

bui

ldin

g

wor

ksho

ps

cond

ucte

d

natio

nally

, 1 p

er

Pro

vinc

es

12 c

aree

r gu

idan

ce

9 C

aree

r gu

idan

ce

Cap

acity

bui

ldin

g

wor

ksho

ps

cond

ucte

d

natio

nally

, 1 p

er

pro

vinc

es

12 c

aree

r gu

idan

ce

9 C

aree

r gu

idan

ce

Cap

acity

bui

ldin

g

wor

ksho

ps

cond

ucte

d

natio

nally

, 1 p

er

pro

vinc

es

12 c

aree

r gu

idan

ce

9 C

aree

r gu

idan

ce

Cap

acity

bui

ldin

g

wor

ksho

ps

cond

ucte

d

natio

nally

, 1 p

er

pro

vinc

es

5.4

Sup

por

ted

and

mon

itore

d

Ad

opte

d S

choo

ls

Ad

opte

d s

choo

ls

sup

por

ted

n/a

BU

DG

ET

R 5

, 512

, 229

.30


STRATEGIC GOAL 6: Small enterprise, Cooperatives, NGOs, CBOs and SMME Initiatives’ Support

Goal Statement /

Rationale:

To increase small business participation in the Transport Sector by

developing sustainable programmes and build capacity of community

initiatives and small enterprises in the Transport Sector to create

employment opportunities that will stimulate the country’s economic

growth.

Justification: Lack of required skills and capacity in small businesses and community

ventures create constraints on business sustainability. Providing support

and training will enhance sustainability and job creation, thus reducing

the country’s unemployment rate

Baseline: TETA SMME funded projects in 2013/14 Financial Year.

TETA SSP (Labour Market context 2.5.5 employment analysis by age)

TETA SSP Scarce and Critical skills priority list.

Links: NSDS III

Transport SSP 2010-2016

NATMAP (National Department of Transport 2050 Strategy)

Outputs: Development and support of small enterprises through formal education

and/or skills training

Establish partnership projects for training and development support to

establishing small businesses and Non Levy Paying Enterprises in the

Sector

Resource

considerations:

TETA is undergoing a restructuring process to address the current staff

constraints in delivering the Mandate.

Expenditure trends: TETA funded rural development, SMMEs and NLPEs in 2013/14 to

support and train on required skills for business sustainability

Trends and key staff and

inputs

Over the MTEF period, TETA strives to support small business enterprises

and deal with training challenges that affect their sustainability



Risks Management: TETA’s scope has increased dramatically during the current dispensation,

however it must be noted that the grants have not necessarily increased

to meet the expanded mandate. TETA will have to look at innovative ways

of carrying out the mandate through the following areas:

National Skills Fund grant

Prioritize skills funding based on the top scarce and critical skills list

Prioritise youth development in the DG allocation process and focus on

sustainable projects to improve skills for the economy.


PR

OG

RA

MM

E 6

: Sm

all e

nte

rpri

se, c

oop

erat

ives

, ng

os a

nd

sm

me

init

iati

ves

sup

por

t

Str

ateg

ic G

oal

6S

mal

l ent

erp

rise

,Co

op

erat

ives

, NG

Os,

CB

Os

and

SM

ME

Init

iati

ves

Sup

po

rt a

nd S

usta

inab

ility

Out

put

Per

form

ance

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

Cur

rent

Yea

r

Targ

et

Med

ium

Ter

m T

arg

ets

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-201

8

6.1

Sup

por

ted

sm

all

ente

rpris

es

thro

ugh

form

al

educ

atio

n an

d o

r

skill

s tr

aini

ng

Men

tore

d a

nd

sup

por

ted

Ent

rep

rene

urs

180

ente

rpris

es

sup

por

ted

thr

ough

SB

DS

fund

ing

171

entr

epre

neur

s

trai

ned

on

Bus

ines

s

Sus

tain

abili

ty

(exi

stin

g an

d n

ew)

180

entr

epre

neur

s

trai

ned

on

Bus

ines

s

Sus

tain

abili

ty

(exi

stin

g an

d n

ew)

180

entr

epre

neur

s

trai

ned

on

Bus

ines

s

Sus

tain

abili

ty

(exi

stin

g an

d n

ew)

180

entr

epre

neur

s

trai

ned

on

Bus

ines

s

Sus

tain

abili

ty

(exi

stin

g an

d n

ew)

180

entr

epre

neur

s

trai

ned

on

Bus

ines

s

Sus

tain

abili

ty

(exi

stin

g an

d n

ew)

Trac

er s

tud

y an

d

need

s an

alys

is

on E

ntre

pre

neur

s

fund

ed

119

entr

epre

neur

s

men

tore

d a

nd

sup

por

ted

140e

ntre

pre

neur

s

men

tore

d a

nd

sup

por

ted

140

entr

epre

neur

s

men

tore

d a

nd

sup

por

ted

140

entr

epre

neur

s

men

tore

d a

nd

sup

por

ted

140

entr

epre

neur

s

men

tore

d a

nd

sup

por

ted


6.2

Par

tner

ship

pro

ject

s fo

r

trai

ning

,

dev

elop

men

t

and

sup

por

t to

esta

blis

hing

sm

all

bus

ines

ses

and

Non

e Le

vy p

ayin

g

Ent

erp

rises

in t

he

sect

ors

Sm

all b

usin

ess

dev

elop

men

t an

d

Sup

por

t

117

150

Sm

all

Bus

ines

ses

sup

por

ted

n/a

n/a

n/a

Coo

per

ativ

es

trai

ned

and

pro

ject

s id

entif

ied

and

Sup

por

ted

n/a

16n/

an/

an/

a

NG

Os

tra

ined

and

pro

ject

s id

entif

ied

and

Sup

por

ted

516

n/a

n/a

n/a

Com

mun

ity B

ased

Org

anis

atio

ns

trai

ned

and

pro

ject

s id

entif

ied

and

Sup

por

ted

n/a

10n/

an/

an/

a

Trad

e un

ions

ski

lls

need

s id

entifi

ed

and

sup

por

ted

n/a

10n/

an/

an/

a

BU

DG

ET

R 2

2,45

0,00

0.00


STRATEGIC GOAL 7: Improve organizational administration and management capability

Goal Statement /

Rationale:

To integrate organisational development and performance management

strategies, and build a culture that promotes sustainable improvement in

service delivery.

Justification: To ensure optimum utilization of the human and financial resources to

ensure delivery of quality products and services that meet customer

needs.

Baseline: Quality service in compliance with Legislative requirements

Links: Human Resource Development Strategy SA

PFMA

LRA

King III Report

NSDS III

Communications Act

BCEA

EE Act

Outputs: TETA job profile generated

HR Implementation plan in place.

An integrated ICT System in place

Improved effectiveness and relevance of governance structures

Improved marketing and communication.

Implement effective internal controls and risk management

Affiliate with Institute of Directors

Resource

considerations:

The new ICT infrastructure will improve the online system which will

in turn improve the turnaround time for internal staff constraints and

enhance productivity.

Expenditure trends: In the past, this goal was not specifically budgeted for. Therefore, no

expenditure trends exist.

Trends in the number of

key staff and supply of

key inputs

None


Risks Management: TETA faces the risk that strategy setting, budget allocation and

organizational performance are not aligned to achieve optimum usage of

resources, both human and financial. To mitigate this risk:

The Board to adopt an organisational performance management strategy

framework

The Board to set organisational strategic goals including strategic

outcomes and performance measures

The Board to develop organisational structure appropriate for the

strategic goals of the organisation

The Board to develop a human resources strategy linked to the business

strategic goals and performance management system


PR

OG

RA

MM

E 7

: Org

aniz

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

Str

ateg

ic G

oal

7Im

pro

ve o

rgan

izat

iona

l ad

min

istr

atio

n an

d m

anag

emen

t ca

pab

ility

Out

put

sP

erfo

rman

ce

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

2013

Cur

rent

Yea

r

Targ

et

2014

Med

ium

Ter

m T

arg

ets

2015

-201

620

15-2

016

2015

-201

6

7.1

Inte

grat

ed a

nd

pro

gres

sive

Cor

por

ate

Ser

vice

str

ateg

y

that

enh

ance

orga

niza

tiona

l

effic

ienc

y

,pro

duc

tivity

and

sta

ff

dev

elop

men

t in

line

with

reg

ulat

ory

req

uire

men

ts

New

pol

icie

s

app

rove

d

Pla

nned

HR

activ

ities

are

fully

imp

lem

ente

d

Pol

icie

s to

be

revi

ewed

All

Rev

iew

ed H

R p

olic

ies

app

rove

d, c

omm

unic

ated

to

staf

f and

imp

lem

ente

d

The

stru

ctur

e of

TETA

is a

ligne

d t

o

the

orga

niza

tion’

s

stra

tegy

TETA

str

uctu

re

app

rove

d b

y TE

TA

boa

rd

Rev

iew

50

% o

f ap

poi

ntm

ent

and

pos

ition

s fil

led

70%

of

app

oint

men

t an

d

pos

ition

s fil

led

Hol

istic

wel

lnes

s

inte

rven

tions

cove

ring

finan

cial

educ

atio

n an

d

heal

th s

emin

ars

An

oper

atio

nal

Em

plo

yee

Ass

ista

nce

Pro

gram

me

Hea

lth s

cree

ning

(Wel

lnes

s D

ay)

Fina

ncia

l

Man

agem

ent

trai

ning

65%

usa

ge o

f int

erve

ntio

ns80

% u

sage

of

inte

rven

tions


7.1

Co

ntin

ued

Ap

pro

ved

succ

essi

on

pla

nnin

g p

roje

ct

Con

duc

t

com

pet

ency

asse

ssm

ents

Com

pet

ency

ass

essm

ent

outc

omes

imp

lem

ente

d 5

0%

achi

evem

ent

Ava

ilab

le m

ento

rs

and

coa

ches

in t

he

Org

anis

atio

n

n/a

Trai

ning

of M

ento

rs

& C

oach

es

Men

torin

g an

d c

oach

ing

imp

lem

ente

d in

the

org

aniz

atio

n

Ben

chm

arke

d

HR

pra

ctic

es t

o

Nat

iona

l tre

nds

and

Bes

t P

ract

ice

Sem

inar

s /

Wor

ksho

ps

/

Con

fere

nces

Par

ticip

ate

Nat

iona

l sur

vey

e.g.

Con

diti

ons

of S

ervi

ce a

nd

Em

plo

yee

Ben

efits

Sur

vey

2015

& 2

1st

cent

ury

surv

ey

Par

ticip

ate

Nat

iona

l sur

vey

e.g.

Con

diti

ons

of S

ervi

ce a

nd

Em

plo

yee

Ben

efits

Sur

vey

2016

& 2

1st

cent

ury

surv

ey

Par

ticip

ate

Nat

iona

l sur

vey

e.g.

Con

diti

ons

of S

ervi

ce a

nd

Em

plo

yee

Ben

efits

Sur

vey

2017

& 2

1st

cent

ury

surv

ey


7.2

Ap

pro

ved

Tre

asur

y

finan

cial

sys

tem

s

and

pro

cess

es

that

sup

por

t th

e

adm

inis

trat

ion

and

oper

atio

ns o

f TE

TA

Effe

ctiv

e ris

k

man

agem

ent

syst

em e

stab

lishe

d

to e

nsur

e

frau

dul

ent

activ

ities

are

pre

vent

ed o

r

det

ecte

d e

arlie

r

Fina

ncia

l sys

tem

s

& p

roce

sses

alig

ned

to

Trea

sury

,

Aud

itor-

Gen

eral

and

bes

t p

ract

ice

Ris

k m

anag

emen

t

syst

em p

rocu

red

and

util

ised

Rev

iew

of r

isk

man

agem

ent

syst

em e

ffect

iven

ess

7.3

An

inte

grat

ed IC

T

Sys

tem

in p

lace

Effi

cien

t an

d

func

tiona

l IC

T

syst

em o

per

ates

the

maj

or b

usin

ess

pro

cess

es o

f TE

TA

SM

S in

tegr

ated

syst

em fu

lly

func

tiona

l

VIP

Sys

tem

/ R

ecor

d

Man

agem

ent

Sys

tem

/ S

upp

lier

Dat

abas

e

ICT

syst

em fu

nctio

nal a

nd o

per

ates

the

maj

or b

usin

ess

pro

cess

es

of T

ETA


PR

OG

RA

MM

E 7

: Org

aniz

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

con

tin

ued

Out

put

sP

erfo

rman

ce

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

2013

Cur

rent

Yea

r

Targ

et

2014

Med

ium

Ter

m T

arg

ets

2015

-201

620

15-2

016

2015

-201

6

7.4

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Str

ateg

y an

d

esta

blis

hed

TE

TA

bra

nd

Cor

por

ate

Iden

tity

pol

icy

app

rove

d

and

imp

lem

ente

d

Imp

lem

enta

tion

of s

tyle

gui

de

Imp

lem

enta

tion

Pla

n

Cor

por

ate

Iden

tity

pol

icy

dev

elop

ed

Cor

por

ate

Iden

tity

pro

mot

ed a

nd m

aint

aine

d

Cus

tom

er

Sur

vey

and

clie

nt

satis

fact

ion

rep

ort

Est

ablis

h th

e b

ase

line

(neg

ativ

e

or p

ositi

ve

per

cep

tions

)

1 C

usto

mer

Sur

vey

and

clie

nt

satis

fact

ion

eval

uatio

n

cond

ucte

d a

nnua

lly

Cus

tom

er S

urve

y an

d c

lient

sat

isfa

ctio

n ev

alua

tion

cond

ucte

d

annu

ally

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Pla

n/S

trat

egy

Imp

lem

ente

d

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Imp

lem

enta

tion

Pla

n/S

trat

egy

dev

elop

ed

Inte

grat

ed M

arke

ting

and

Com

mun

icat

ion

Imp

lem

enta

tion

Pla

n/

Str

ateg

y im

ple

men

ted

and

mon

itore

d

7.5

Pub

lic a

war

enes

s

and

sta

keho

lder

enga

gem

ent

roa

d

show

s in

clud

ing

HIV

AID

S

TETA

pro

gram

mes

com

mun

icat

ed

to s

take

hold

ers

incl

udin

g H

IV A

IDS

thro

ugh

awar

enes

s

and

roa

d s

how

s

9 C

EO

& B

oard

Roa

d s

how

s

cond

ucte

d

natio

nally

per

annu

m

5 H

IV a

nd A

IDS

awar

enes

s

cam

pai

gns

9 C

EO

& B

oard

Roa

d s

how

s

cond

ucte

d

natio

nally

per

annu

m

5 H

IV a

nd A

IDS

awar

enes

s

cam

pai

gns

9 C

EO

& B

oard

Roa

d s

how

s

cond

ucte

d

natio

nally

per

annu

m

5 H

IV a

nd A

IDS

awar

enes

s

cam

pai

gns

9 C

EO

& B

oard

Roa

d s

how

s

cond

ucte

d

natio

nally

per

annu

m

5 H

IV a

nd A

IDS

awar

enes

s

cam

pai

gns

9 C

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4. Resources Considerations4.1. Materiality

The Accounting Authority has prepared a materiality and significance framework in terms of the PFMA

and Treasury Regulations.

4.1.1. Any amount which results from criminal conduct:

• TETAisoftheviewthatcriminalconductshouldnotbetoleratedwithintheSETAenvironment

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.

4.2. Significance

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

amount to R 3 074 219 which is 0.5% of gross revenue for the 2012/13 Financial Year based on audited

financial results for the respective year.

4.3. Main sources of revenue

The main source of funding for TETA is the Skills Development Levies (SDL) which TETA receives in

terms of the Skills Development Levies Act No. 9 of 1999, as amended. The Skills Development levy is

levied on all companies within the Transport Sector at 1% of each company’s payroll costs.

4.4. Budgeting

4.4.1. Budgeting Processes

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

In order to arrive at the levy income budget for the MTEF period (2014/2015 to 2015/2016), the

following process was followed:

• Forthe2014/2015period,aconsultativeprocesswasfollowedwherebothemployeeandthe

employer representatives, who sit on the TETA Board, were asked to project how much the

salary increases were most likely to be for the 2014/2015 Financial Year. This exercise resulted

in an average of 7% salary increase and the same percentage increase has been applied to the

2014/2015 levy income.


• Forthe2014to2016period,thelevyincomeisbasedontheaveragelevyincomeincreasesfor

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 2014/2015 up to

2015/2016 levy income increase.

4.4.2. Budget Assumptions

The following are some of the broad budget assumptions made for both income and expenditure

in the determination of budget for the MTEF period (2014 to 2016):

• TheMTEFbudgetispreparedonagoingconcernbasis,asperrecertificationlicenceuntil31

March 2016;

• Fromthe2014/2015FinancialYear,TETAwilloccupyalltheofficespaceinthebuilding,hence

no rental income has been budgeted for;

• In2014/2015FinancialYear,thepayoutratiosforMandatoryGrantsarebudgetedat85%.For

the remainder of the MTEF period, the payout ratios are budgeted at 90%;

• Throughout the MTEF period, administration expenses are budgeted at 100% of the

administration income received. The salary increases will be accommodated within the

available 10% administration income;

• TETA has received approval from National Treasury to roll over accumulated funds from

Financial Year ended March 2013.

• BasedonthedynamicenvironmentthatTETAoperatesin,onaquarterlybasistheadministration

budget is reprioritised to cater for any additional administration levies that may have been

received and also to ensure that the administration budget is fully utilised for all administration

costs.

4.4.3. Income

Unlike government departments, SETA’s do not receive a budget allocation from the National

Government to fund their operations. The main source of income for SETA’s is the Skills

Development Levies that SETA’s receive from the levy paying Sector companies. In terms of the

Skills Development Levies Act no 9 of 1999 as amended, levy paying companies pay their skills

development levy to SARS as the collecting agent on behalf of the Department of Higher Education

and Training. This levy is calculated at 1% of the company’s payroll costs. 20% of the levy is

transferred to the National Skills Fund and the 80% is transferred to the SETA. Of the 80%, 10%

of the original 100% 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 the Discretionary Grant

criteria or policy which the Accounting Authority (Board) of a SETA will set and reset from time to

time. The remaining 0.5% will be used for QCTO funding.


4.4.4 Expenditure

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

• 10%oftheleviesareutilisedforadministrationexpenses,suchasemployeecosts,office

accommodation, etc.

• 20%isutilisedformandatorygrants.Thesearegrantsthatmustbedisbursedbacktothe

levy-paying companies in terms of the Skills Development Levies Act if they meet certain

criteria, such as submission of Workplace Skills Plan (WSP) and Annual Training Report

(ATR).

• 49.5%isutilisedforDiscretionaryGrantswhicharegrantstheAccountingAuthoritycan

utilise to fund special projects and skills priorities based on the criteria and policy set by

Accounting Authority (Board) of a SETA.

• ASETAcanalsoapplyforNSF(NationalSkillsFund)catalyticgrantstofundadditional

strategic skills priorities; this may require additional budget. The remaining 0.5% will 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. Therefore, all the interest and penalties and investment

income from surplus funds will be utilised towards funding Discretionary Grants. All unspent funds

within reserves (administration, employer grant and discretionary) will also be utilised towards the

funding of Discretionary Grants.

Grant regulation promulgation:

It must be noted that the proposed grant regulations have been promulgated in terms of section 36

of the Skills Development Act of 1998 (Act No. 97 of 1998) after consultation with the National Skills

Authority. TETA has adjusted its budget based on the promulgation; this will ensure compliance

with the dictates of the new regulations premised on the following focus areas:

- Regulation of proportion funding for administration of the SETA

- Contribution of funds towards the QCTO

- Regulation of surpluses and unspent funds

- Encourage the improvement of market labour information

- Prioritisation of PIVOTAL programmes, thus improving the NQF process

- Expansion of the use of Public education and private providers in providing skills development.


Item

2008

/09

Aud

ited

2009

/10

Aud

ited

2010

/11

Aud

ited

2011

/12

Aud

ited

2012

/13

Aud

ited

2013

/14

Est

imat

e

2014

/15

Est

imat

e

2015

/16

Est

imat

e

2016

/17

Rev

enue

Ski

lls d

evel

opm

ent

levi

es (8

0%)

Inte

rest

and

pen

altie

s

Oth

er In

com

e

Inve

stm

ent

inco

me

Don

atio

ns fo

r sp

ecia

l

pro

ject

s

UIF

Fun

din

g

331

058

5 84

0

372

21 2

26

45 -

341

701

3

365

746

22 0

65

4 81

8

-

366

623

4 46

3

542

25 9

21

6 43

4

-

433

002

3 85

1

33 6

32

29 2

47

3 14

9

-

491

875

4 06

2

886

34 5

76

- -

525

277

2 06

0

- 42 0

61

- -

562

094

2 20

4

- 46 2

67

- 169

000

601

441

2 36

9

- 35 0

00

- -

643

541

2 52

3

- 30 0

00

- -

Exp

end

iture

Man

dat

ory

Dis

cret

iona

ry g

rant

s

Ad

min

istr

atio

n co

sts

incl

. Cap

ex

FET

Ref

urb

ishm

ent

Sp

ecia

l Pro

ject

s

exp

end

iture

(144

387

)

(78

279)

(39

375)

- (45)

(158

369

)

(88

269)

(41

164)

- (4 8

18)

(180

591

)

(78

802)

(46

321)

- (6 4

34)

(208

772

)

(103

401

)

(49

478)

- (3 1

49)

(233

665

)

(80

927)

(59

711)

- -

(118

197

)

(539

349

)

(68

948)

- -

(129

709

)

(548

581

)

(73

775)

(27

500)

-

(138

789

)

(393

582

)

(78

939)

(27

500)

-

(148

504

)

(443

095

)

(84

465)

- -

Sur

plu

s/(D

efic

it)96

455

80 0

7592

093

138

081

157

096

(157

096

)-

--


4.5. Medium Term Revenue Estimates ( amounts in R’000: )Please note that surpluses reflected are mainly due to substantial portions of Discretionary Grants, which

are received in one year and only expensed in the following Financial Year.

Included in the income for the 2014/2015 financial year is the R169m that TETA will receive from the UIF

(Unemployment Insurance Fund) through a partnership agreements to fund the skills interventions for the

unemployed.

In 2013/2014 a deficit of R 157,096 million is reflected in line with the approval received from National

Treasury for the 2012/2013 surplus to be rolled over.

The budget for the 2013/2014 Financial Year onwards is in line with the new Grant Regulations and the

Administration Expenditure reflects capped amounts.

TETA will utilize R50m from the 2013/2014 Annual Performance Plan to fund training interventions under

the SIP’s .


5. PART C: LINKS TO OTHER PLANS

Legislative Framework

Section 10a (1) (a) of the SDA further requires each SETA to conclude a Service Level Agreement (SLA) with

the Director General in terms of the SDA and the NSDS.

Regulation 30 of the Treasury Tegulations 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 (ATR’s) by registered levy paying employers in order to claim Mandatory Grant funding

from the SETA’s.

Purpose of annual strategic framework

The parties have entered into this SLA in order to establish and agree the levels of service delivery required

of the SETA in:

• Performing its statutory functions;

• Meeting the NSDS targets;

• Implementing its annual strategic plan;

• The standards, criteria and targets for measuring and evaluating the SETA’s performance;

• The plans and reports to be submitted by the SETA to the Director General for purposes of

measuring and evaluating the performance of the SETAagainst this SLA;

• The guidance from the Director General will provide assistance to TETA and enable it to perform its

functions efficiently; and

• TETA execution of its responsibilities and compliance to PFMA.

Obligations of the SETA

The SETA undertakes to comply with standards, Criteria and Targets contained in the schedule in respect

of:

• Performing its functions under the SDA;

• Meeting the NSDS targets; and

• Implementing the Annual Strategic Plan.


The SETA further undertakes to:

• Implement its annual strategic plan;

• Submit plans and reports to the Director General containing the information in the format set by the

Department:

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

quarter;

• Respond to any written inquiry from the Director General within 20 working days or, if this is not

reasonably practicable, to provide the Director General within this period with a reasonable time-

table to deal with the inquiry; and

• Submit all PFMA documents required to the responsible officer within the stipulated time frames

and in the prescribed formats

Measuring and evaluating the SETA’s performance

The SETA in collaboration with the Department 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 should be submitted to the Director General ten working days after the end of August

2013.

The Director-General must in respect of each Financial Year allocate a performance rating to the SETA in

accordance with the apprpriate rating scale.

The obligations of the Director General

The Director General undertakes to:

• Consult the SETA on all relevant policy and strategic matters that might affect the functioning of

the SETA;

• Promote the interests of the SETAs collectively to other organs of State as may be appropriate and

necessary;

Provide the SETA with:

• Guidance on Sector Skills Plan and Strategic Plan requirements;

• Provide additional assistance as may be described in Schedule 4 in order to enable the SETA to

perform its functions;

• Respond to any written inquiry from the SETA within 20 working days or, if this is not reasonably

practicable, to provide the SETA within this period with a reasonable time-table to deal with the

inquiry; and

• Convene regular meetings with the Chief Executive Officers, Chairpersons and other SETA officials

as and when necessary, to consider strategic matters and to provide forums for discussing

emerging policy issues and exchanging ideas on best practice.


General

• Any amendments to this SLA must be in writing and signed by both parties.

• No relaxation, extension or indulgence which either party may grant to the other will constitute a

waiver of any right of that party in terms of this SLA or any applicable law and does not preclude a

party from exercising any rights which may have risen in the past or which may arise in the future.

Proposed NSDS III Framework-SSP salient points.

In April 2010, the Minister of Higher Education & Training, Dr. Blades Nzimande, published the proposed

NSDS III Framework 2011-2016. The following have been identified as salient points for the SSP:

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

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

• Significance of sign-off by social partners and key strategic partners critical; partners can be senior

leaders in unions, business, government and provincial PGDS structures);

• SSP’s must not only focus on WSP/ATRs data, but also thorough analysis of the labour market

trends and must have references of other published research

Key strategic questions to be addressed by the SSP

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

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

• How will the SETA ensure that targeted learners are assisted to overcome access, success and

progression barriers?

• Which programmes will the SETA deliver in order to meet the sectoral strategic goals, as well as

contribute to national priorities?

• How can the Sector expend the number of PIVOTAL partnerships entered into by member firms?

• Who are the delivery partners and how can the SETA contribute towards the goal of expanding

capacity of partners in general and public providers in particular?

Learning programmes to facilitate access, success and progression includes:

• Need for wider, more encompassing learning programmes

• Information and career guidance (Each SETA to submit a comprehensive profile of the Sector by

March 2013 and update by 2016)

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

• Recognition of Prior Learning .

• Raising the base: Foundational Learning programmes including ABET.


PIVOTAL occupational programmes (Professional, Vocational, Technical and Academic Learning)

Pivotal programmes are professional, vocational, technical and academic learning programmes that meet

the critical needs of economic growth and social development. In addition, PIVOTAL Programmes combine

course work at university and colleges with structured learning at work. Pivotal programmes are achieved

by professional placements, work-integrated learning, apprenticeships, learnerships and internships.

PIVOTAL programmes are characterised as follows:

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

emphasised for both employed and unemployed

• Skills programmes for employed to be supported for levy payers (80% submission for large firms;

60% submission for medium firms and 40% submission for small firms)

• Skills programmes for the unemployed (Catalytic Grants: The NSF shall enter Catalytic Grant

agreements with SETAs, government departments or other claimants to achieve targeted national

goals). Catalytic Grants applications shall be listed under the national strategic headings (Medium

Term Strategic Framework). Special emphasis will be given to priority 3 (rural development)

• Programmes that build the academic profession and academic innovation. These include the

following:

- Academic research

- Innovation

- To be funded by the NSF and SETAs collectively

Programme Delivery Partners

Partnership with programme delivery partners emphasised (i.e. TVETs/HETs/Faculties/Private Providers/

ISOEs/Workplaces);

Due to the gap existing between SETA’s and public providers, it is anticipated that there will be empowerment

of public providers through apprpriate mechanism to encourage maintenace of partnerships

Maphefo Anno-Frempong Signature: ______________________ Date: 31 January 2014

TETA CEO

June Dube Signature: ______________________ Date: 31 January 2014

TETA Board Chairperson

ANNUAL PERFORMANCE

PLAN

2014/15

TETA Annual Performance Plan - 2014/201552

CHAIRPERSON’S FOREWORD

Consistent with the PFMA and Treasury regulations, TETA Board has formulated a three-year Strategic

Plan that specifies how it will discharge its legislative mandates and functions over the 2014/15 to 2015/16

period in line with the Medium Term Expenditure Framework (MTEF) for the same period. The plan remains

valid until 2016 (in line with TETA license).

Minister of Higher Education and Training Dr Blade Nzimande has consistently emphasised the critical

role of SETA’s in the Human Resource Development of South Africa Strategy (HRDSA), especially in the

development and building of capabilities for sustainable economic development.

The Minister also reiterates the need for fostering partnership and collaboration between SETA’s, TVET’s

and HET’s. In response to this call, TETA has optimised and aligned its strategy and delivery mechanisms

accordingly; this ensures the organisation remains relevant to contemporary and emergent national

priorities and compliant to the legislation and NSDFS 3 dictates.

Our plan prioritises empowerment of and access to education for designated groups and seeks to redress

imbalances brought about by class, race, gender, disability, Youth and HIV/Aids.

The plan focuses on the development of a skilled and capable workforce that will support significant

increase in the number of artisans trained and placed; the goals also prioritise TVET and university learner

workplace experience that leads to permanence in the target jobs.

TETA is not oblivious to the diverse nature of skills development challenges that lie ahead in the Transport

Sector in particular and society in general. As we begin to grapple with the challenges introduced by

NSDS 3, we recommit ourselves to meaningfully contribute to the achievement of the socio-economic

transformation of South Africa through development of programmes that are cognisant of the socio-

economic realities of our country.

JUNE DUBETETA Board Chairperson

TETA Annual Performance Plan - 2014/2015 53

CHIEF EXECUTIVE OFFICER’S FOREWORD

The 2014/15 – 2016/17 Strategic Plan is the driving force behind the Annual Performance Plan and the

entire organisation for this period. The key strategic objectives to be achieved are based on a balanced-

scorecard approach that will assist in the measurement of TETA performance and stakeholders contribution

towards achievement of the objectives contained in this Annual Performance Plan.

We recognise that TETA has to continuously improve its service delivery model and customer satisfaction

levels, hence our chosen strategic direction.

To actualise part of our objectives, we have engaged the services of the Treasury Technical Assistance

Unit to review the current organogram and align it to our strategy, streamline and align internal business

processes, improve corporate governance through capacity building and facilitate adoption a robust Risk

Management culture within the organization.

Key transformational imperatives, Medium Term Strategic Framework, Rural Development agenda and

Strategic Infrastructure Programmes have all been integrated into our Annual Performance Plan.

Our plan also demands that our IT infrastructure be fully supportive of mandatory legislative reporting,

internal and external stakeholder online access, customer delight and green economy through responsible

use and disposal of paper and other computer related materials.

MAPHEFO ANNO-FREMPONGTETA CEO


PART A: STRATEGIC OVERVIEW

1. Updated Situational Analysis

A country’s ability to Transport its people and goods efficiently, safely, timeously and cost effectively is

critical to its growth and development, thus the Transport Sector is recognised as being at the centre

of economic and social development. Whether one is driving a taxi, or controlling air traffic, or installing

railway signals, each job contributes to ensuring that the Transport Sector is able to deliver on its potential.

The Transport Sector is a dynamic environment characterized by cutting edge technology and innovation

and, therefore, needs skilled, capable people and a learning environment that keeps abreast of new

developments in the competitive global market to ensure continuous improvement and skill upgrades.

TETA, as the mandated Transport Sector Education and Training authority appreciates the critical role they

play as key enablers and one of the driving forces behind South Africa’s economic and social development

strategy implementation.

2. Performance Delivery Environment

The Transport Sector plays a central role in the South African economy. The Sector contributes about 8.2%

to National Gross Domestic Product (Business Monitor International Freight Transport Report, 2010). It also

generates employment for approximately 767 000 people and includes the formal and informal sectors.

This represents 5.8% of the national workforce (STATS SA, Quarterly Labour Force Survey, 2010).

The government has prioritised the development and implementation of appropriate policies and strategies

to facilitate the each economic sector’s contribution to the country’s socio-economic transformation and

exploitation of emerging opportunities for macro-economic growth and development. It is in this manner

that the government supports the goals of this Sector.

According to the strategy of the Department of Transport, the goal of the Transport Sector is to provide

safe, reliable, effective, efficient and fully integrated Transport services to all business, communities

and individuals in the country. This strategy requires that the Sector ensure that people and goods are

transported as efficiently as possible by air, sea, road or rail and that merchant crews provide effective,

efficient and safe services. The goal of the Transport Sector should also be to promote an intermodal

Transport strategy that enhances the quality of service and productivity in an increasingly competitive

global market environment.

The Transport Sector needs workers who have the skills to create value through their work. In order to

succeed in a highly competitive global market, high levels of training and skills are required. Consequently,

employees need to continuously enhance their skills to stay in demand to ensure long-term employability.

To this end, qualifications and learning programmes, such as apprenticeships and learnerships, remain

the backbone of skills development and are key to enhancing productivity and employment growth in the

Sector.

Recent years have seen an increased demand for a skilled and technologically advanced labour force in

both private and public sub-sectors. Success in skills development initiatives in each of the Transport sub-

sectors depends, to a large extent, on the involvement of the stakeholders who are aware of the importance


of human capital development in an increasingly competitive regional and global economic environment.

To this end, TETA supports the key Strategic Infrastructure Programmes (SIPs) through collaboration with

the main players in the Transport Sector and focuses on SIP 2, 5 and 7.

2.2 Implications of the new dispensation

The reconfiguration of Government and the resultant establishment of the DHET introduced new challenges

and opportunities to TETA as follows:

• DHET now emphasises forging closer working relations with TVETs, HETs and key social partners.

• The amalgamation of the new grant regulations with focus on Grant Levies and PIVOTAL programmes.

• Broadening of access to skills development and opportunities to those previously excluded.

The current skills development approach means more financial resources, human capabilites and

competencies will be required if TETA is to properly execute its mandated functions.

2.3 Organizational Environment

For optimal performance and sustained change, TETA recognizes the need to review and align its structure,

processes and systems to the new policy directive of the DHET. Initiatives to achieve this alignment were

set in motion in 2013, as follows:

• On-going structural review was necessitated by the desire to align and optimise the organisational

structure;

• TETA has established an internal Research and Development function; this will ensure the proper

gathering, interpretation and analysis of credible data that will support quality decisions. TETA will then

be empowered to plan and resource skills development initiatives more accurately than before. Our

policy formulation, review and planning will be aligned to the requirements of the DHET;

• TETA has established a stand-alone Monitoring and Evaluation unit;

• All policy formulation, review and planning will align our goals and performance measures to DHET

objectives and to the realisation of the socio-economic development of all South Africans.

• The TETA’s current staff complement is:

Permanent

Positions

Number of

Positions

Contract

Positions

Number of

Positions

Total %

Capacitated 60 Capacitated 36 96 73%

Vacant 35 Vacant 0 35 27%

Total 95 Total 36 131 100%

The structural review process was important since it identified and facilitated both correction of deficiencies

in the present structure and alignment of same with the strategic objectives.


2.4 Grant regulation promulgation

The proposed Grant regulations have been promulgated in terms of section 36 of the Skills Development

Act of 1998 (Act No. 97 of 1998) after consultation with the National Skills Authority. TETA has, accordingly,

reviewed and adjusted its budgetary process to ensure compliance with the new regulations.

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

• Regulation of proportion funding for administration of the SETA

• Contribution of funds toward the QCTO

• Regulate surpluses and unspent funds

• Encourage the improvement of market labour information

• Prioritise PIVOTAL programmes, thus improving the NQF process

• Expand the use of Public education and private providers in the provision of skills development.

2.5 Expenditure

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

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

accommodation, etc;

• 20% is utilised for mandatory grants; these are grants which 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 WSP (Work place Skills Plan) and ATR (Annual Training Report);

• 49.5% is utilised for Discretionary Grants which are grants the Accounting Authority can utilise to fund

special projects and skills priorities based on the criteria or policy set 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 require additional budget that the SETA that cannot afford

• 0.5% is transferred to 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 and penalties which are over and above the

80% levy income and investment income from investing 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.


PART B: Programmes and Sub Programme Plans

3. Strategic Outcome Oriented Goals and Programmes

Strategic Goal 1: Establish a credible institutional mechanism for skills planning, build and sustain

research capacity on labour markets within TETA

Strategic Goal 2: Increase access to occupationally directed programmes

Strategic Goal 3: Strengthening the quality assurance system

Strategic Goal 4: A post-school strategy for youth for further access and work experience to

improve employability

Strategic Goal 5: Promoting career and vocational guidance in the Transport related fields

Strategic Goal 6: Small enterprise, Cooperatives, NGOs, CBOs and SMME Initiatives’ Support

Strategic Goal 7: Improve organizational administration and management capability

4. Programmes

Programme 1: Skills Planning and Research

Programme 2: Occupationally Directed Programmes and Workplace Training

Programme 3: Quality Assurance Systems

Programme 4: Youth development, progression and workplace training and experience

Programme 5: Career and Vocational Guidance

Programme 6: Small Enterprise, Cooperatives, NGOs and SMME Initiative Support

Programme 7: Organizational Administration and Management


Str

ateg

ic G

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1E

stab

lish

a cr

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stit

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echa

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ills

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m T

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2013

/14

2014

/15

2014

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520

15-2

016

2016

-17

2014

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5

1.1

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, DG

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Ps

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s

Sec

tor

scar

ce

Ski

lls li

st.

9 S

take

hold

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enga

gem

ents

mee

tings

5 M

G

Sub

mis

sion

pro

vinc

ial

sup

por

t

wor

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ps

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take

hold

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gem

ents

mee

tings

5 M

G

Sub

mis

sion

pro

vinc

ial

sup

por

t

wor

ksho

ps

9 S

take

hold

er

enga

gem

ents

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tings

5 M

G

Sub

mis

sion

pro

vinc

ial

sup

por

t

wor

ksho

ps

R 2

003

000

1.2

TETA

Sub

sect

or

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ustr

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ind

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por

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R 1

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Con

solid

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Tran

spor

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ved

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pro

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tor

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Col

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00

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sup

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ting

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AT

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LY T

AR

GE

TS

PR

OG

RA

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: Ski

lls P

lan

nin

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trat

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Est

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Out

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ual T

arg

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2014

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rter

ly T

arg

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r-Ju

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3(O

ct-D

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Jan-

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)

1.1

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tor

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kills

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lete

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ce a

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kills

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Ann

ually

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tings

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ial s

upp

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gem

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earc

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sect

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tor

scar

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lls s

rep

ort

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ually

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gem

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ps

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gem

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mee

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solid

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sect

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kills

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ap

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ved

by

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ually

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ustr

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duc

ted

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t d

raft

of t

he

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solid

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spor

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mitt

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T

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ust

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ft o

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sub

mitt

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d

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Nov

emb

er

A r

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ble

and

app

rove

d S

ecto

r

Ski

lls P

lan

(SS

P)

in p

lace

and

avai

lab

le fo

r

dis

sem

inat

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Ong

oing


QU

AT

ER

LY T

AR

GE

TS

PR

OG

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MM

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lls P

lan

nin

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trat

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Go

al 1

Est

ablis

h a

cred

ible

inst

itut

iona

l mec

hani

sm f

or

skill

s p

lann

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ld a

nd s

usta

in r

esea

rch

cap

acit

y o

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bo

ur m

arke

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ETA

Out

put

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icat

or

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ort

ing

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iod

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ual T

arg

et

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rter

ly T

arg

ets

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r-Ju

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Jan-

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)

1.1

MG

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ually

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ually

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ust

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Nov

emb

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and

app

rove

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r

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lls P

lan

(SS

P)

in p

lace

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avai

lab

le fo

r

dis

sem

inat

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Ong

oing

QU

AT

ER

LY T

AR

GE

TS

PR

OG

RA

MM

E 1

: Ski

lls P

lan

nin

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nd

Res

earc

h C

onti

nu

edS

trat

egic

Go

al 1

Est

ablis

h a

cred

ible

inst

itut

iona

l mec

hani

sm f

or

skill

s p

lann

ing

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ld a

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usta

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esea

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cap

acit

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bo

ur m

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ETA

Out

put

Per

form

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icat

or

Rep

ort

ing

Per

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ual T

arg

et

2013

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rter

ly T

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Q2(

Jul-

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)Q

3(O

ct-D

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Q4(

Jan-

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A c

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ativ

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rese

arch

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ious

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mot

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tor

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earc

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lege

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ually

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Rev

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dat

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2.2

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Bur

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gram

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R 1

0 65

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0

250

Bur

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Bur

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R 2

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4000

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1000

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mes

R 7

600

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mp

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pro

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R 5

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2.2

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000

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2.3

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2.4

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2.5

TVE

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BU

DG

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R33

3, 7

89, 1

89.0

0


QU

AT

ER

LY T

AR

GE

TS

PR

OG

RA

MM

E 2

: Occ

up

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nal

ly d

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ted

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gra

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Str

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oal

2In

crea

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Out

put

Per

form

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or

Rep

ortin

g

Per

iod

Ann

ual T

arge

t

2014

/15

Qua

rter

ly T

arge

ts

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

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3(O

ct-D

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Q4(

Jan-

Mar

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2.1

Sup

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QU

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AR

GE

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Per

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Ann

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2014

/15

Qua

rter

ly T

arge

ts

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

2.1

Sup

por

ted

TE

TA

firm

s th

roug

h

Man

dat

ory

&

Dis

cret

iona

ry

Gra

nts

to a

dd

ress

ind

ustr

y sh

orta

ge

of s

kills

.

MG

Pol

icy

and

DG

Pol

icy

dis

trib

uted

to s

take

hold

ers

Ann

ually

700

TETA

stak

ehol

der

WS

P/A

TR s

sub

mitt

ed

100%

MG

app

licat

ions

asse

ssed

50%

Dis

bur

sem

ent

of g

rant

s to

all q

ualif

ying

stak

ehol

der

s &

mon

itorin

g of

imp

lem

enta

tion

ther

eof

75%

Dis

bur

sem

ent

of g

rant

s to

all q

ualif

ying

stak

ehol

der

s &

mon

itorin

g of

imp

lem

enta

tion

ther

eof.

25%

Dis

bur

sem

ent

of g

rant

s to

all q

ualif

ying

stak

ehol

der

s

10%

,

mon

itorin

g

of C

ontr

act

imp

lem

ente

d

and

Rep

ortin

g

10%

, mon

itorin

g

of C

ontr

act

imp

lem

ente

d a

nd

rep

ortin

g

10%

,

mon

itorin

g

of C

ontr

act

imp

lem

ente

d

and

Rep

ortin

g

10%

, mon

itorin

g

of C

ontr

act

imp

lem

ente

d

and

Rep

ortin

g

TETA

Gra

nt

Crit

eria

for

Man

dat

ory

&

Dis

cret

iona

ry

Gra

nts.

2.1

TETA

Sta

keho

lder

s ar

e

cap

acita

ted

on

the

Man

dat

ory

& D

iscr

etio

nary

Gra

nts

pro

cess

es

to a

dd

ress

Tran

spor

t S

ecto

r

Sca

rce

and

Crit

ical

Ski

lls

need

s an

d

shor

tage

s

Sta

keho

lder

Cap

acita

tion

Wor

ksho

ps

cond

ucte

d

on D

Gs

and

MG

Fun

din

g

Fram

ewor

k

Ann

ually

9 S

DF

Wor

ksho

ps

cond

ucte

d

natio

nally

/MG

& D

G P

olic

ies

& F

und

ing

Fram

ewor

k

9 S

DF

Wor

ksho

ps

cond

ucte

d

natio

nally

/MG

& D

G P

olic

ies

& F

und

ing

Fram

ewor

k

n/a


QU

AT

ER

LY T

AR

GE

TS

P

RO

GR

AM

ME

2: O

ccu

pat

ion

ally

dir

ecte

d p

rog

ram

mes

an

d w

orkp

lace

tra

inin

g c

onti

nu

edS

trat

egic

Go

al 2

Incr

ease

acc

ess

to o

ccup

atio

nally

dir

ecte

d p

rog

ram

mes

Out

put

Per

form

ance

Ind

icat

or

Rep

ort

ing

Per

iod

Ann

ual T

arg

et

2014

/15

Qua

rter

ly T

arg

ets

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

2.2

Incr

ease

d

lear

ners

acc

ess

to o

ccup

atio

nal

dire

cted

pro

gram

mes

in T

VE

T, H

ET

inst

itutio

ns a

nd

priv

ate

pro

vid

ers

thro

ugh

fund

ing

of

PIV

OTA

L a

nd o

ther

pro

gram

mes

in

the

Tran

spor

t S

ecto

r

that

ad

dre

sses

TETA

AP

P

TAR

GE

TS

Lear

ners

fund

ed a

nd

atte

nd t

rain

ing

on T

ETA

occu

pat

iona

lly

dire

cted

and

PIV

OTA

L

pro

gram

mes

Ann

ually

50 B

ursa

ries

are

allo

cate

d t

o

Em

plo

yed

lear

ners

on

occu

pat

iona

lly d

irect

ed

pro

gram

me

25%

tra

inin

g

imp

lem

enta

tion,

DG

Gra

nt

dis

bur

sem

ent

Con

trac

ts

man

agem

ent,

Mon

itorin

g an

d

Rep

ortin

g

50%

tra

inin

g

imp

lem

enta

tion

DG

Gra

nt

dis

bur

sem

ent

Con

trac

ts

man

agem

ent

Mon

itorin

g an

d

Rep

ortin

g

75%

tra

inin

g

imp

lem

enta

tion

DG

Gra

nt

dis

bur

sem

ent

Con

trac

ts

man

agem

ent

Mon

itorin

g an

d

Rep

ortin

g

100%

tra

inin

g

imp

lem

enta

tion

DG

Gra

nt

dis

bur

sem

ent

Con

trac

ts

man

agem

ent,

Mon

itorin

g an

d

Rep

ortin

g

100

Bur

sarie

s

are

allo

cate

d t

o

Une

mp

loye

d le

arne

rs

on o

ccup

atio

nally

dire

cted

pro

gram

me

1000

Em

plo

yed

lear

ners

are

pla

ced

on

skill

s p

rogr

amm

es


2.2

500

Une

mp

loye

d

lear

ners

are

pla

ced

on s

kills

pro

gram

mes

and

1500

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

2500

Une

mp

loye

d

lear

ners

on

lear

ners

hip

s ar

e

trai

ned

600

artis

ans

are

dev

elop

ed

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earn

ers

trai

ned

on A

BE

T/A

ET

RP

L w

ithin

TE

TALe

arne

rs

trai

ned

and

cert

ifica

ted

thro

ugh

Rec

ogni

tion

of

Prio

r Le

arni

ng

(RP

L) o

n

occu

pat

iona

lly

dire

cted

pro

gram

mes

Qua

rter

ly10

0


QU

AT

ER

LY T

AR

GE

TS

P

RO

GR

AM

ME

2: O

ccu

pat

ion

ally

dir

ecte

d p

rog

ram

mes

an

d w

orkp

lace

tra

inin

g c

onti

nu

ed…

Str

ateg

ic G

oal

2In

crea

se a

cces

s to

occ

upat

iona

lly d

irec

ted

pro

gra

mm

es

Out

put

Per

form

ance

Ind

icat

or

Rep

ort

ing

Per

iod

Ann

ual T

arg

et

2014

/15

Qua

rter

ly T

arg

ets

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

2.3

Pub

lic P

rivat

e

Par

tner

ship

s fo

r

the

dev

elop

men

t

of h

igh

leve

l

occu

pat

iona

lly

dire

cted

pro

gram

me

and

tra

inin

g fo

r

mid

dle

man

ager

s

in t

he S

ecto

r

Pub

lic P

rivat

e

par

tner

ship

s a

re

esta

blis

hed

for

the

imp

lem

enta

tion

of t

he E

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s

in t

he S

ecto

r

Ann

ually

At

leas

t on

e P

ublic

Priv

ate

par

tner

ship

s

is e

stab

lishe

d fo

r

the

imp

lem

enta

tion

of t

he E

xecu

tive

lead

ersh

ip

pro

gram

me

for

mid

dle

man

ager

s in

the

Sec

tor

Pub

lic P

rivat

e P

artn

ersh

ip M

oU s

igne

d fo

r im

ple

men

tatio

n of

the

IELP

for

mid

dle

man

ager

s in

the

Sec

tor

1 In

tern

atio

nal

Exe

cutiv

e

lead

ersh

ip

Pro

gram

me

for

mid

dle

man

ager

s

is id

entif

ied

Ann

ually

1 E

xecu

tive

lead

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ip

Pro

gram

me

for

mid

dle

man

ager

s is

iden

tified

Inte

rnat

iona

l Exe

cutiv

e Le

ader

ship

Pro

gram

me

is d

evel

oped

25 M

idd

le

man

ager

s tr

aine

d

on e

xecu

tive

lead

ersh

ip

pro

gram

mes

Ann

ually

25 M

idd

le m

anag

ers

trai

ned

on

exec

utiv

e

lead

ersh

ip

pro

gram

mes

25%

Pro

ject

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lem

enta

tion,

mon

itorin

g an

d

rep

ortin

g

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Pro

ject

imp

lem

enta

tion,

mon

itorin

g an

d

rep

ortin

g

75%

Pro

ject

imp

lem

enta

tion,

mon

itorin

g an

d

rep

ortin

g

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Pro

ject

imp

lem

enta

tion,

lear

ner

cert

ifica

tion

and

rep

ortin

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Pro

gram

me

spec

ifica

tion

Dev

elop

ed a

nd

adve

rtis

e to

rec

ruit

lear

ners

for

2015


QU

AT

ER

LY T

AR

GE

TS

P

RO

GR

AM

ME

2: O

ccu

pat

ion

ally

dir

ecte

d p

rog

ram

mes

an

d w

orkp

lace

tra

inin

g c

onti

nu

edS

trat

egic

Go

al 2

Incr

ease

acc

ess

to o

ccup

atio

nally

dir

ecte

d p

rog

ram

mes

Out

put

Per

form

ance

Ind

icat

or

Rep

ort

ing

Per

iod

Ann

ual T

arg

et

2014

/15

Qua

rter

ly T

arg

ets

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

2.4

Trai

ning

Lay

off

Sch

eme

pro

gram

me

for

resk

illin

g

emp

loye

es t

hat

are

faci

ng r

etre

nchm

ent

Fund

ing

pro

vid

ed t

o

emp

loye

es s

eeki

ng

assi

stan

ce in

the

Tran

spor

t S

ecto

r

faci

ng r

etre

nchm

ent

for

resk

illin

g

Qua

rter

lyFu

ndin

g

pro

vid

ed t

o

emp

loye

es

seek

ing

assi

stan

ce in

the

Tran

spor

t

Sec

tor

faci

ng

retr

ench

men

t fo

r

resk

illin

g w

ithin

thre

e m

onth

s

of r

ecei

pt

of

app

licat

ion

Car

eer

guid

ance

awar

enes

s on

Tran

spor

t

rela

ted

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ers

to

retr

ench

ed

wor

kers

and

tho

se w

ho

wis

h

to c

hang

e

care

ers

Con

duc

t ne

eds

anal

ysis

with

in t

he

Sec

tor

Dev

elop

SoP

for

Layo

ff

Sch

eme

Trai

ning

Lay

off

sche

me

pro

gram

me

Ad

vert

isem

ent

opp

ortu

nity

to

the

Sec

tor

Fund

ing

pro

vid

ed

to q

ualif

ying

app

lican

ts w

ithin

3 m

onth

s

Pro

ject

imp

lem

enta

tion

mon

itorin

g an

d

rep

ortin

g

n

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Cha

mb

er fa

cilit

ates

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U s

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ith

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L &

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cont

ract

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with

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Car

eer

guid

ance

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enes

s on

Tran

spor

t re

late

d

care

ers

to

retr

ench

ed w

orke

rs

and

tho

se w

ho w

ish

to c

hang

e ca

reer

s


QU

AT

ER

LY T

AR

GE

TS

P

RO

GR

AM

ME

2: O

ccu

pat

ion

ally

dir

ecte

d p

rog

ram

mes

an

d w

orkp

lace

tra

inin

g c

onti

nu

edS

trat

egic

Go

al 2

Incr

ease

acc

ess

to o

ccup

atio

nally

dir

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d p

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ram

mes

Out

put

Per

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ance

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icat

or

Rep

ort

ing

Per

iod

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ual T

arg

et

2014

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Qua

rter

ly T

arg

ets

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

2.5

TVE

T C

olle

ge

par

tner

ship

s

TETA

to

ente

r in

to

par

tner

ship

s w

ith

TVE

T C

olle

ges

to

del

iver

trai

ning

in t

he

Tran

spor

t S

ecto

r.

Ann

ually

5 TV

ET

Col

lege

s

par

tner

ship

s

esta

blis

hed

to

del

iver

trai

ning

in t

he

Tran

spor

t S

ecto

r

2 TV

ET

Col

lege

s

par

tner

ship

s

esta

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hed

to

del

iver

tra

inin

g in

Tran

spor

t S

ecto

r

2TV

ET

Col

lege

s

par

tner

ship

s

esta

blis

hed

to

del

iver

tra

inin

g in

Tran

spor

t S

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r

1 TV

ET

Col

lege

par

tner

ship

s

esta

blis

hed

to

del

iver

tra

inin

g in

Tran

spor

t S

ecto

r

Mai

nten

ance

of H

ET/

TVE

T,

Priv

ate/

Pub

lic

pro

vid

ers,

Par

tner

ship

s an

d

colla

bor

atio

ns

with

em

plo

yers

and

oth

er

stak

ehol

der

s

MoU

s b

etw

een

TETA

and

HE

T/

TVE

T, P

rivat

e/

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lic p

rovi

der

s

, em

plo

yers

and

oth

er

stak

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der

s a

re

revi

ewed

and

Sig

ned

Ann

ually

Cur

rent

MoU

s

are

rev

iew

ed

upd

ated

and

Sig

ned

Cur

rent

MoU

s re

view

ed fo

r re

leva

ncy,

up

dat

ed a

nd s

igne

d


PR

OG

RA

MM

E 3

: Qu

alit

y as

sura

nce

sys

tem

sS

trat

egic

Go

al 3

Str

eng

hten

ing

the

qua

lity

assu

ranc

e sy

stem

Out

put

Per

form

ance

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

Cur

rent

Yea

r

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et

Med

ium

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m T

arg

ets

Bud

get

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

2014

-201

5

3.1

Ap

pro

ved

QC

TO L

earn

ing

Mat

eria

ls fo

r

the

Sec

tor

are

dev

elop

ed a

nd

app

rove

d b

y

QC

TO

Sub

sect

or

Lear

ning

mat

eria

ls

for

QC

TO

Qua

lifica

tions

are

dev

elop

ed

5 S

ubse

ctor

Lear

ning

Mat

eria

l

for

Qua

lifica

tions

are

dev

elop

ed

Dev

elop

lear

ning

mat

eria

l for

app

rove

d Q

CTO

qua

lifica

tions

in

2012

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3

8 S

ubse

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Lear

ning

Mat

eria

l

for

app

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d

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lifica

tions

are

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elop

ed

8 S

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ning

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eria

l

for

app

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d

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lifica

tions

are

dev

elop

ed

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ubse

ctor

Lear

ning

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eria

l

for

app

rove

d

Qua

lifica

tions

are

dev

elop

ed

R 6

054

054

3.2

TETA

ap

pro

ved

QC

TO

Qua

lific

atio

ns f

or

the

Sec

tor

Map

ped

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lifica

tions

to

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cod

es

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ning

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eria

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lifica

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are

dev

elop

ed (1

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R 3

799

351

3.3

Cap

acity

of

the

pub

lic a

nd

priv

ate

pro

vid

ers

& s

take

hold

ers

to

del

iver

with

in t

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scop

e

Con

duc

t

cap

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ldin

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on

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tem

to

accr

edite

d a

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spec

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te

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p

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and

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s

advo

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nally

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Acc

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and

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spec

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100

Acc

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and

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spec

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pro

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and

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spec

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pro

vid

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100

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and

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spec

tive

pro

vid

ers

R 1

181

622


PR

OG

RA

MM

E 3

: Qu

alit

y as

sura

nce

sys

tem

s co

nti

nu

edS

trat

egic

Go

al 3

Str

eng

hten

ing

the

qua

lity

assu

ranc

e sy

stem

Out

put

Per

form

ance

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icat

or

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vio

us Y

ear

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et

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rent

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r

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et

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ium

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m

Targ

ets

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get

2013

-14

2014

/15

2015

-201

620

16-2

017

2017

-18

2014

-15

3.4

Effe

ctiv

e an

d

effic

ient

Ext

erna

l

Mod

erat

ion

pro

cess

Pro

vid

ers

mod

erat

or

req

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tend

ed

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R 1

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pet

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and

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and

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po

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put

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opp

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r

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gram

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ric c

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or

furt

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ric

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ple

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gram

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ned

on

Bus

ines

s

Sus

tain

abili

ty

(exi

stin

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d

new

)

45 e

ntre

pre

neur

s

trai

ned

45

entr

epre

neur

s

trai

ned

45 e

ntre

pre

neur

s

trai

ned

45 e

ntre

pre

neur

s

trai

ned

75%

of T

rain

ed

Ent

rep

rene

urs

men

tore

d a

nd

sup

por

ted

Qua

rter

ly14

0

entr

epre

neur

s

men

tore

d a

nd

sup

por

ted

35 e

ntre

pre

neur

s

men

tore

d

35

entr

epre

neur

s

men

tore

d

35 e

ntre

pre

neur

s

men

tore

d

35 e

ntre

pre

neur

s

men

tore

d


6.2

Par

tner

ship

pro

ject

s fo

r

trai

ning

,

dev

elop

men

t an

d

sup

por

t sm

all

bus

ines

ses

and

Non

- Le

vy p

ayin

g

Ent

erp

rises

in t

he

sect

or

Sm

all b

usin

ess

dev

elop

men

t an

d

Sup

por

t

Qua

rter

ly15

0 S

mal

l

Bus

ines

ses

sup

por

ted

00

75 S

mal

l bus

ines

s

dev

elop

ed a

nd

Sup

por

ted

75 S

mal

l bus

ines

s

dev

elop

ed a

nd

Sup

por

ted

Coo

per

ativ

es

trai

ned

and

pro

ject

s id

entif

ied

and

Sup

por

ted

Qua

rter

ly16

016

Non

e

Levy

pay

ing

Ent

erp

rises

trai

ned

and

Par

tner

ship

pro

ject

s

esta

blis

hed

00

NG

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tra

ined

and

pro

ject

s

iden

tifie

d a

nd

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por

ted

160

Com

mun

ity

Bas

ed

Org

anis

atio

ns

trai

ned

and

pro

ject

s id

entif

ied

and

Sup

por

ted

100

Trad

e un

ions

skill

s ne

eds

iden

tified

and

sup

por

ted

100


PR

OG

RA

MM

E 7

: Org

aniz

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

Str

ateg

ic G

oal

7Im

pro

ve o

rgan

izat

iona

l ad

min

istr

atio

n an

d m

anag

emen

t ca

pab

ility

Out

put

sP

erfo

rman

ce

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

2013

Cur

rent

Yea

r

Targ

et

2014

Med

ium

Ter

m T

arg

ets

Bud

get

2015

-201

620

15-2

016

2015

-201

620

14-1

5

7.1

Inte

grat

ed a

nd

pro

gres

sive

Cor

por

ate

Ser

vice

str

ateg

y

that

enh

ance

orga

niza

tiona

l

effic

ienc

y

,pro

duc

tivity

and

staf

f dev

elop

men

t in

line

with

reg

ulat

ory

req

uire

men

ts

New

pol

icie

s

app

rove

d

Pla

nned

HR

activ

ities

are

fully

imp

lem

ente

d

Pol

icie

s to

be

revi

ewed

All

Rev

iew

ed H

R p

olic

ies

app

rove

d, c

omm

unic

ated

to

staf

f and

imp

lem

ente

d

The

stru

ctur

e

of T

ETA

is

alig

ned

to

the

orga

niza

tion’

s

stra

tegy

TETA

str

uctu

re

app

rove

d b

y

TETA

boa

rd

Rev

iew

50

% o

f ap

poi

ntm

ent

and

pos

ition

s

fille

d

70%

of

app

oint

men

t an

d

pos

ition

s fil

led

Hol

istic

wel

lnes

s

inte

rven

tions

cove

ring

finan

cial

educ

atio

n an

d

heal

th s

emin

ars

An

oper

atio

nal

Em

plo

yee

Ass

ista

nce

Pro

gram

me

Hea

lth s

cree

ning

(Wel

lnes

s D

ay)

Fina

ncia

l

Man

agem

ent

trai

ning

65%

usa

ge o

f int

erve

ntio

ns80

% u

sage

of

inte

rven

tions

R 1

80 0

00


7.1

Co

ntin

ued

Ap

pro

ved

succ

essi

on

pla

nnin

g p

roje

ct

Con

duc

t

com

pet

ency

asse

ssm

ents

Com

pet

ency

ass

essm

ent

outc

omes

imp

lem

ente

d 5

0%

achi

evem

ent

R 3

50 0

00

Ava

ilab

le m

ento

rs

and

coa

ches

in

the

Org

anis

atio

n

n/a

Trai

ning

of

Men

tors

&

Coa

ches

Men

torin

g an

d c

oach

ing

imp

lem

ente

d in

the

org

aniz

atio

nR

320

000

Ben

chm

arke

d

HR

pra

ctic

es t

o

Nat

iona

l tre

nds

and

Bes

t P

ract

ice

Sem

inar

s /

Wor

ksho

ps

/

Con

fere

nces

Par

ticip

ate

Nat

iona

l sur

vey

e.g.

Con

diti

ons

of S

ervi

ce

and

Em

plo

yee

Ben

efits

Sur

vey

2015

& 2

1st

cent

ury

surv

ey

Par

ticip

ate

Nat

iona

l sur

vey

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Con

diti

ons

of S

ervi

ce

and

Em

plo

yee

Ben

efits

Sur

vey

2016

& 2

1st

cent

ury

surv

ey

Par

ticip

ate

Nat

iona

l sur

vey

e.g.

Con

diti

ons

of S

ervi

ce a

nd

Em

plo

yee

Ben

efits

Sur

vey

2017

& 2

1st

cent

ury

surv

ey

R 1

20 0

00


PR

OG

RA

MM

E 7

: Org

aniz

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

con

tin

ued

Str

ateg

ic G

oal

7Im

pro

ve o

rgan

izat

iona

l ad

min

istr

atio

n an

d m

anag

emen

t ca

pab

ility

Out

put

sP

erfo

rman

ce

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

2013

-201

4

Cur

rent

Yea

r

Targ

et

2014

-201

5

Med

ium

Ter

m T

arg

ets

Bud

get

2015

-201

620

16-2

017

2014

-15

7.2

Ap

pro

ved

Tre

asur

y

finan

cial

sys

tem

s an

d

pro

cess

es t

hat

sup

por

t

the

adm

inis

trat

ion

and

oper

atio

ns o

f TE

TA

Effe

ctiv

e ris

k

man

agem

ent

syst

em

esta

blis

hed

to

ensu

re

frau

dul

ent

activ

ities

are

pre

vent

ed o

r

det

ecte

d e

arlie

r

Fina

ncia

l sys

tem

s

& p

roce

sses

alig

ned

to

Trea

sury

, Aud

itor-

Gen

eral

and

bes

t

pra

ctic

e

Ris

k m

anag

emen

t

syst

em p

rocu

red

and

util

ised

Rev

iew

of r

isk

man

agem

ent

syst

em

effe

ctiv

enes

s

R 6

00 0

00.0

7.3

An

inte

grat

ed IC

T

Sys

tem

in p

lace

Effi

cien

t an

d

func

tiona

l IC

T sy

stem

oper

ates

the

maj

or

bus

ines

s p

roce

sses

of

TETA

SM

S in

tegr

ated

syst

em fu

lly

func

tiona

l

VIP

Sys

tem

/ R

ecor

d

Man

agem

ent

Sys

tem

/ S

upp

lier

Dat

abas

e

ICT

syst

em fu

nctio

nal a

nd o

per

ates

the

maj

or b

usin

ess

pro

cess

es o

f

TETA

R 2

150

000


7.4

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Str

ateg

y an

d

TETA

bra

nd

Cor

por

ate

Iden

tity

pol

icy

app

rove

d a

nd

imp

lem

ente

d

Imp

lem

enta

tion

of s

tyle

guid

e Im

ple

men

tatio

n

Pla

n

Cor

por

ate

Iden

tity

pol

icy

dev

elop

ed

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por

ate

Iden

tity

pro

mot

ed a

nd m

aint

aine

dR

965

000

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tom

er

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vey

and

clie

nt

satis

fact

ion

rep

ort

Est

ablis

h th

e b

ase

line

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ativ

e or

pos

itive

per

cep

tions

)

1 C

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mer

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vey

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clie

nt

satis

fact

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eval

uatio

n

cond

ucte

d a

nnua

lly

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tom

er S

urve

y an

d c

lient

sat

isfa

ctio

n

eval

uatio

n co

nduc

ted

ann

ually

0

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Pla

n/S

trat

egy

Imp

lem

ente

d

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Imp

lem

enta

tion

Pla

n/S

trat

egy

dev

elop

ed

Inte

grat

ed M

arke

ting

and

Com

mun

icat

ion

Imp

lem

enta

tion

Pla

n/S

trat

egy

imp

lem

ente

d

and

mon

itore

d

R 1

800

000


PR

OG

RA

MM

E 7

: Org

aniz

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

con

tin

ued

Str

ateg

ic G

oal

7Im

pro

ve o

rgan

izat

iona

l ad

min

istr

atio

n an

d m

anag

emen

t ca

pab

ility

Out

put

sP

erfo

rman

ce

Ind

icat

or

Pre

vio

us Y

ear

Targ

et

2013

-201

4

Cur

rent

Yea

r

Targ

et

2014

-201

5

Med

ium

Ter

m T

arg

ets

Bud

get

2015

-201

620

16-2

017

2014

-15

7.5

Pub

lic

awar

enes

s an

d

stak

ehol

der

road

sho

ws

incl

udin

g H

IV

AID

S

TETA

com

mun

icat

ed

to s

take

hold

ers

incl

udin

g H

IV

AID

S t

hrou

gh

awar

enes

s an

d

road

sho

ws

9 C

EO

& B

oard

R

oad

sho

ws

cond

ucte

d

natio

nally

per

an

num

5 H

IV a

nd A

IDS

aw

aren

ess

cam

pai

gns

9 C

EO

& B

oard

R

oad

sho

ws

cond

ucte

d

natio

nally

per

an

num

5 H

IV a

nd A

IDS

aw

aren

ess

cam

pai

gns

9 C

EO

& B

oard

R

oad

sho

ws

cond

ucte

d

natio

nally

per

an

num

5 H

IV a

nd A

IDS

aw

aren

ess

cam

pai

gns

9 C

EO

& B

oard

R

oad

sho

ws

cond

ucte

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natio

nally

per

an

num

5 H

IV a

nd A

IDS

aw

aren

ess

cam

pai

gns

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& B

oard

R

oad

sho

ws

cond

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d

natio

nally

per

an

num

5 H

IV a

nd A

IDS

aw

aren

ess

cam

pai

gns

R 2

40 0

00

BUD

GET

R 6

, 725

, 000


QU

AR

TE

RLY

TA

RG

ET

S:

Pro

gra

mm

e 7:

Org

anis

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

Str

ateg

ic

Ob

ject

ive

7.

Imp

rove

org

aniz

atio

nal a

dm

inis

trat

ion

and

man

agem

ent

cap

abili

ty

Out

put

sP

erfo

rman

ce

Ind

icat

or

Rep

ort

ing

Per

iod

Ann

ual T

arg

et

2014

/15

Qua

rter

ly T

arg

ets

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

7.1

Inte

grat

ed a

nd

pro

gres

sive

corp

orat

e

serv

ice

stra

tegy

to e

nhan

ce

orga

niza

tiona

l

effic

ienc

y

,pro

duc

tivity

and

sta

ff

dev

elop

men

t

in li

ne w

ith

regu

lato

ry

req

uire

men

ts

New

pol

icie

s

app

rove

d

On-

goin

gA

ll p

olic

ies

to b

e

revi

ewed

HR

pol

icie

s re

view

ed a

nd a

pp

rove

d a

s an

whe

n re

qui

red

The

stru

ctur

e

of T

ETA

is

alig

ned

to

the

orga

niza

tion’

s

stra

tegy

On-

goin

gR

evie

w o

f the

stru

ctur

e

25 %

of v

acan

t p

ositi

ons

fille

d

Hol

istic

wel

lnes

s

inte

rven

tions

cove

ring

finan

cial

educ

atio

n an

d

heal

th s

emin

ars

On-

goin

gH

ealth

scr

eeni

ng

(Wel

lnes

s D

ay)

Fina

ncia

l

Man

agem

ent

40%

usa

ge

5% u

sage

5%

usa

ge

5% u

sage

Ap

pro

ved

succ

essi

on

pla

nnin

g p

roje

ct

On-

goin

gC

ond

uct

com

pet

ency

asse

ssm

ents

25%

of s

taff

und

ergo

Com

pet

ency

ass

essm

ent

25%

of s

taff

und

ergo

Com

pet

ency

asse

ssm

ent

25%

of s

taff

und

ergo

Com

pet

ency

asse

ssm

ent

25%

of s

taff

und

ergo

Com

pet

ency

asse

ssm

ent

Ava

ilab

le m

ento

rs

and

coa

ches

in

the

Org

anis

atio

n

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goin

gTr

aini

ng o

f

Men

tors

&

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ches

Men

tors

ap

poi

nted

and

men

tees

sel

ecte

d. M

ento

ring

and

coa

chin

g im

ple

men

ted

of

in t

he o

rgan

izat

ion

Ben

chm

arke

d

HR

pra

ctic

es t

o

Nat

iona

l tre

nds

and

Bes

t P

ract

ice

Ann

ually

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inar

s /

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ksho

ps

/

Con

fere

nces


QU

AR

TE

RLY

TA

RG

ET

S:

PR

OG

RA

MM

E 7

: Org

aniz

atio

nal

ad

min

istr

atio

n a

nd

man

agem

ent

con

tin

ued

Str

ateg

ic G

oal

7.

Imp

rove

org

aniz

atio

nal a

dm

inis

trat

ion

and

man

agem

ent

cap

abili

ty

Out

put

sP

erfo

rman

ce

Ind

icat

or

Rep

ort

ing

Per

iod

Ann

ual T

arg

et

2014

/15

Qua

rter

ly T

arg

ets

Q1(

Ap

r-Ju

ne)

Q2(

Jul-

Sep

)Q

3(O

ct-D

ec)

Q4(

Jan-

Mar

)

7.2

Ap

pro

ved

Tr

easu

ry

finan

cial

sy

stem

s an

d

pro

cess

es t

hat

sup

por

t th

e ad

min

istr

atio

n an

d o

per

atio

ns

of T

ETA

Effe

ctiv

e ris

k m

anag

emen

t sy

stem

es

tab

lishe

d

to e

nsur

e fr

aud

ulen

t ac

tiviti

es a

re

pre

vent

ed

or d

etec

ted

ea

rlier

Mon

thly

Mon

thly

rev

iew

and

mon

itorin

g of

org

anis

atio

nal r

isk

and

up

dat

e of

the

ris

k re

gist

er

7.3

Inte

grat

ed IC

T S

yste

m

Effi

cien

t an

d

func

tiona

l IC

T sy

stem

op

erat

es t

he

maj

or b

usin

ess

pro

cess

es o

f TE

TA

Ann

ually

ICT

syst

em

dev

elop

edIC

T sy

stem

dev

elop

ed


7.4

Inte

grat

ed

Mar

ketin

g an

d

Com

mun

icat

ion

Str

ateg

y an

d

TETA

bra

nd

Cor

por

ate

Iden

tity

pol

icy

app

rove

d a

nd

imp

lem

ente

d

Ann

ually

Cor

por

ate

Iden

tity

pol

icy

dev

elop

ed

New

CI a

pp

lied

on t

he w

ebsi

te,

intr

anet

and

soc

ial

med

ia p

latf

orm

s

All

TETA

stat

iona

ry,

doc

umen

ts,

cont

ract

s to

refle

ct t

he n

e C

I

Mon

itorin

g of

the

usag

e an

d

rep

ortin

g on

imp

act.

Bra

nd A

war

enes

s

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ia C

amp

aign

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tom

er

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vey

and

clie

nt

satis

fact

ion

rep

ort

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ually

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tom

er

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vey

and

clie

nt

satis

fact

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eval

uatio

n

cond

ucte

d

annu

ally

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plie

r P

rocu

red

and

ser

vice

leve

l

agre

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ts

sign

ed,

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atio

nal a

nd

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ject

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lout

pla

n

app

rove

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Circ

ulat

ion

of

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ey c

onte

nt

to b

e co

mp

lete

d

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iew

and

eval

uatio

ns o

f

dat

a

Imp

lem

ent

reco

mm

end

atio

ns

from

sur

vey

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ome.

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grat

ed

Mar

ketin

g an

d

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mun

icat

ion

Imp

lem

enta

tion

Pla

n/S

trat

egy

Ann

ually

Inte

grat

ed

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ketin

g an

d

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mun

icat

ion

Imp

lem

enta

tion

Pla

n/S

trat

egy

dev

elop

ed

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y si

gned

and

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icie

s

dev

elop

ed

and

ap

pro

ved

,

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PART C: LINKS TO OTHER PLANS

Legislative Framework

Section 10a (1) (a) of the SDA requires each SETA to conclude a Service Level Agreement (SLA) with the

Director General regarding SETA performance of its functions in terms of the SDA and the NSDS.

Regulation 30 of the Treasury Regulations, issued in terms of the Public Finance Management Act (PFMA),

requires each SETA to develop Annual Strategic Plans. In line with this, section 10(1) (h) (ii) of the SDA also

requires each SETA to submit plans, as well as reports on the implementation of the SSP and SLA, to the

Director General on annual basis.

The Grant regulations make provision for the submission of Workplace Skills Plans (WSP) and Annual

Training Reports (ATRS) by registered levy paying employers in order for them to claim Mandatory Grant

funding from the SETA’s

The NSDS III (2011-2016) was announced in April 2010 built on its predecessors, namely NSDS II and

NSDS I, is aligned to the National Human Resources Development Strategy III and the Industrial Policy

Framework.

Purpose of the Annual Strategic Framework

The parties have entered into this SLA in order to establish and agree the service delivery levels expected

of TETA as follows:

• Performing its statutory functions;

• Meeting the NSDS targets;

• Proper implementation of its annual Strategic Plan;

• Setting the standards, criteria and targets for measuring and evaluating the TETA’s performance;

• Specifying the plans and reports to be submitted by the TETA to the Director General for purposes of

measuring and evaluating the performance against this SLA;

• The guidance from the Director General will provide assistance to TETA and enable it to perform its

functions efficiently;

• TETA execution of its responsibilities and compliance to PFMA.


Obligations of the SETA

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

• Performing its functions under the SDA;

• Meeting the NSDS targets; and

• Implementing the Annual Strategic Plan.

TETA further undertakes to:

• Implement its Annual Strategic Plan;

• Submit plans and reports to the Director General, containing information in the format set out by the

DHET:

• Quarterly reports should be submitted within ten working days after the end of each quarter;

• Respond to any written inquiry from the Director General within 20 working days or, if this is not

reasonably practicable, to provide the Director General, within this period, with a reasonable time-table

to deal with the inquiry; and

• Submit all PFMA documents required to the responsible officer within the stipulated time frames and

in the prescribed formats.

Measuring and evaluating the SETA’s performance

TETA, in collaboration with the DHET, will undertake a self-assessment in accordance with the standards,

criteria and targets set out in the SETA Performance Assessment Scorecard and such annual self-

assessment shall be submitted to the Director General ten (10) working days after the end of August 2014.

The Director-General must, in respect of each financial year, allocate a performance rating to TETA in

accordance with the appropriate performance rating scale.


The obligations of the Director General

The Director General undertakes to:

• Consult the SETA on all relevant policy and strategic matters that might affect the functioning of the

SETA;

• Promote the interests of the SETA and SETAs collectively to other organs of State as may be appropriate

and necessary;

Provide the SETA with:

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

• Provide additional assistance, as may be described in Schedule 4, in order to enable the SETA to

perform its functions;

• Respond to any written inquiry from the SETA within 20 working days or, if this is not reasonably

practicable, to provide the SETA within this period with a reasonable time-table to deal with the inquiry;

and

• Convene regular meetings with the Chief Executive Officers, Chairpersons and other SETA officials

as and when necessary, to consider strategic matters and to provide forums for discussing emerging

policy issues and exchanging ideas on Best Practice.

General

Any amendments to this SLA must be in writing and signed by both parties.

No relaxation, extension or indulgence, which either party may grant to the other, will constitute a waiver

of any right of that party in terms of this SLA or any applicable law and does not preclude a party from

exercising any rights which may have risen in the past or which may arise in the future.

Proposed NSDS III Framework-SSP salient points

In April 2010, the Minister of Higher Education & Training, Dr. Blades Nzimande published a proposed

NSDS III framework 2011-2016. The following have been identified as salient points for the SSP:

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

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

Significance of sign-off by social partners and key strategic partners is emphasized; partners comprise

senior leaders in unions, business, government and provincial PGDS structures);

Sector Skills Plans must not only focus on WSP/ATRs data but, thorough analysis of the labour market

trends, must make reference of other published research.


Key strategic questions to be addressed by the SSP

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

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

How will the SETA ensure that targeted learners are helped to overcome access, success and progression

barriers?

Which programmes will the SETA deliver in order to meet the sectoral strategic goals, as well as contribute

towards achievement of national priorities?

• How can the Sector expend the number of PIVOTAL partnerships entered into by member firms?

• Who are the delivery partners and how can the SETA contribute towards the goal of expanding capacity

of partners in general and public providers in particular?

Learning Programmes

Learning programmes to facilitate access, success and progression include the need for wider, more

encompassing learning programmes:

• Information and career guidance; each SETA to submit a comprehensive profile of the Sector by March

2013 and update by 2016;

• SETAs must also provide information on steps to be taken to expose learners to work in the Sector

• Recognition of Prior Learning; each SETA to include RPL access routes for all sectoral and national

programmes and the number of learners to access further learning;

• Raising the base: Foundational Learning programmes including ABET; each SETA assist learners to

access further learning.


PIVOTAL occupational programmes (Professional, Vocational, Technical and Academic Learning)

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 colleges with structured learning at work. Pivotal programmes are

achieved through professional placements, work-integrated learning, apprenticeships, learnerships and

internships.

Pivotal programmes are primarily characterised by workplace experience. Tracer studies are indicated for

learners exposed to PIVOTAL programmes.

• Skills programmes emphasized for both employed and unemployed;

• Skills programmes for employed to be supported for levy payers (80% submission for large firms; 60%

submission for medium firms and 40% submission for small firms)

• Skills programmes for the unemployed (Catalytic Grants: the NSF shall enter into Catalytic Grant

agreements with SETAs, government departments or other claimants to achieve targeted national

goals). Catalytic Grants applications shall be listed under the national strategic headings (Medium Term

Strategic Framework). Special emphasis will be given to priority 3 (rural development)

Programmes that build the academic profession and academic innovation include academic research and

innovation.

• To be funded by the NSF and SETAs collectively

Programme Delivery Partners

Partnership with programme delivery partners is critical. The partners comprise TVETs, HETs, Private

Providers/ISOEs, 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 appropriate subject areas.

Maphefo Anno-Frempong Signature: ____________ ______ Date: 31 January 2014

TETA CEO

June Dube Signature: ______________ Date: 31 January 2014

TETA Board Chairperson


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Documents

Strategic Plan - TETA