2017/18 · the public entity’s general information registered name: transport education training...

2017/18

TETA ANNUAL REPORT 2017/18

PART A: GENERAL INFORMATION 05

1. Public Entity’s General Information 063. Foreword by The Chairperson 214. ChiefExecutiveOfficer’sOverview225. ChiefExecutiveOfficer’sReport246. StatementofResponsibilityandConfirmationofAccuracy fortheAnnualReport287. Strategic Overview 308. LegislativeandOtherMandates31

PART B: PERFORMANCE INFORMATION 33

1. Auditor’sReport:PredeterminedObjectives342. SituationalAnalysis343. PerformanceInformationbyProgramme/Activity/Objective364. RevenueCollection59

PART C: GOVERNANCE 61

1. Introduction 622. ReportoftheAccountingAuthority623. AuditandRiskCommitteeReport69

PART D: HUMAN RESOURCE MANAGEMENT 71

1. Introduction 722. HumanResourceOversightStatistics73

PART E: FINANCIAL INFORMATION 79

1. ReportoftheExternalAuditor862. AnnualFinancialStatements88

TABLE OF CONTENTS

TETA - Annual Report 2017/18

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PROJECT 1NMU Material Development

Nelson Mandela University

PROJECT IMPLEMENTOR

R350 000

VALUE

N/A

NUMBER OF LEARNERS IMPACTED IF ANY

Eastern Cape

PROVINCE/S IMPACTED

Strengthening thequality assurance system

STRATEGIC GOAL

NARRATIVE

Supporting the national strategy of Operation Phakisa in the development of educa-tion in the marine environment , the purpose is to develop Navigation Studies in the Eastern Cape region, making this field of study more accessible across the country (currently it’s only offered in Durban and Cape Town) and opening employment opportunities for future Deck and Engine Officers (after cadetship).In developing the learning material the university has collaborated ad benchmarked its material and aligning it to the international requirements of STCW before seeking programme accreditation from SAMSA

PART A

PROJECT 1NMU Material Development

Nelson Mandela University

PROJECT IMPLEMENTOR

R350 000

VALUE

N/A


Eastern Cape

PROVINCE/S IMPACTED


STRATEGIC GOAL

NARRATIVE

Supporting the national strategy of Operation Phakisa in the development of educa-tion in the marine environment , the purpose is to develop Navigation Studies in the Eastern Cape region, making this field of study more accessible across the country (currently it’s only offered in Durban and Cape Town) and opening employment opportunities for future Deck and Engine Officers (after cadetship).In developing the learning material the university has collaborated ad benchmarked its material and aligning it to the international requirements of STCW before seeking programme accreditation from SAMSA

THE PUBLIC ENTITY’S GENERAL INFORMATION

REGISTERED NAME: TransportEducationTrainingAuthority(TETA)

HEAD OFFICE: TETA HOUSE

Physicaladdress: 344PretoriaAvenue,Randburg,GautengPostaladdress: PrivateBagX10016,Randburg,2125Telephonenumber: (011)5777000Emailaddress: [email protected]

Websiteaddress: www.teta.org.za REGIONAL OFFICES:

KWAZULU-NATAL: TETA FREIGHT HANDLING CHAMBER

Physical address 6thFloor,MBHouse,635-641PeterMokabaRoad,Overport,Durban,4001

Postaladdress: 6thFloor,MBHouse,635-641PeterMokabaRoad,Overport,Durban,4001

Telephonenumber: (031)3019614

WESTERN CAPE: TETA MARITIME CHAMBER

Physicaladdress: NewlandsonMain,Groundfloor,MariendahHouse,135MainRoad,Newlands,CapeTown,7700

Postaladdress: NewlandsonMain,Groundfloor,MariendahHouse,135MainRoad,Newlands,CapeTown,7700

Telephonenumber: (021)5313064EXTERNAL AUDITORS: Auditor-GeneralofSouthAfrica

Physical address 300MiddleStreet,NewMuckleneuk,Pretoria,0001Telephone number (012)4268000BANKERS: TheStandardBankofSouthAfricaLtd

Physical address: 17thFloor,EastTower,BedfordCentre,CnrBradfordandSmithStreets,Bedfordview

COMPANY/BOARD SECRETARY: Adv.ArthurMaisela,MIBAB.Iuris;LLB;LLM(UP);ALDP(USB-ED)

Telephonenumber: (012)5777096Emailaddress: [email protected] PUBLISHER: TETA:ChiefExecutiveOfficer

EDITING AND DISTRIBUTION: TETA:MarketingandCommunicationDepartment


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LIST OF ABBREVIATIONS/ACRONYMS

AASA: AirlineAssociationofSouthernAfrican

ACSA: AirportCompanyofSouthAfrica

AGSA: Auditor-GeneralofSouthAfrica

AET: AdultEducationandTraining

APP: AnnualPerformancePlanAR: AnnualReportARC AuditandRiskCommitteeATNS: AirTrafficandNavigationServices

ATR: AnnualTrainingReport

AQP: AdvancedQualityPlanning

BCEA: BasicConditionsofEmploymentAct(75of1997)

BRT: BusRapidTransit

CAASA: CommercialAviationAssociationofSouthernAfrica

CBO: Community-basedorganisations

CGICTPF: Corporate Governance of Information and Communication TechnologyPolicyFramework

COBEO: Commuter Bus Employers Organisation

CPUT: CapePeninsulaUniversityofTechnology.

CRDP: ComprehensiveRuralDevelopmentProgramme

DG: DiscretionaryGrant

DHET: DepartmentofHigherEducationandTraining

DoL: DepartmentofLabour

DNT: DepartmentofNationalTreasury

DPWRT: DepartmentofPublicWorks,RoadsandTransport

DSD: DepartmentofSocialDevelopment

DoT: DepartmentofTransport

The dti: DepartmentofTradeandIndustry

ECDEET: EasternCapeDisabilityEconomicEmpowermentTrust

ECTA: ElectronicCommunicationsandTransactionsAct(25of2002)

EEA: EmploymentEquityAct(55of1998)


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EAP: EmployeeAssistanceProgrammeEPWP: ExpandedPublicWorksProgrammeETQA : EducationandTrainingQualityAssuranceEXCO: Executive CommitteeGAAP: GenerallyAcceptedAccountingPracticesGRAP: GenerallyRecognisedAccountingPracticesHEI: Higher Education InstitutionHET: Higher Education and TrainingHRD: HumanResourcesDevelopmentIMC: IndependentManagementCommitteeIMC: IndependentManagementCommitteeIPAP: IndustrialPolicyActionPlanISO: International Organization for StandardizationLRA: LabourRelationsAct(66of1995)M&E: MonitoringandEvaluationMDA: MineworkersDevelopmentAgencyMG: MandatoryGrantMoU: MemorandumofUnderstandingMTSF: MediumTermStrategicFrameworkMTWU: MotorTransportWorkers’UnionNARSA: NationalArchivesandRecordsServiceAct(43of1996)NASASA: NationalStevedoringAssociationofSouthAfricaNCPD: NationalCertificatesinProfessionalDriving.NCPPD: NationalCouncilofPersonswithPhysicalDisabilitiesNDP: NationalDevelopmentPlanNEASA: NationalEmployersAssociationSouthAfricaNGO: Non-GovernmentalOrganisationNGP: New Growth PathNLPE: NonLevy-PayingEnterpriseNMU: NelsonMandelaUniversityNQF: NationalQualificationsFrameworkNSA: NationalSkillsAuthorityNSDS: NationalSkillsDevelopmentStrategyNUMSA: NationalUnionofMetalworkersofSouthAfricaNWU: North-WestUniversityOHASA: OccupationalHealthandSafetyAct(85of1993)


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OFO: OrganisingFrameworkforOccupationsPAJA: PromotionofAdministrativeJusticeAct(3of2000)PDQ: ProfessionalDriverQualificationPFMA PublicFinanceManagementAct(PFMA)(29of1999)PIVOTAL: Professional,Vocational,TechnicalandAcademicLearningPM&E: PerformanceMonitoringandEvaluationPRASA: PassengerRailAgencySouthAfricaPTWU: ProfessionalTransportWorkers’UnionQCTO QualityCouncilforTradesandOccupationsQDP: QualificationDevelopmentPartnerRFA: RoadFreightAssociationRPL: RecognitionofPriorLearningRTMC: RoadTrafficManagementCorporationSAAFF: SouthAfricanAssociationofFreightForwardersSAASOA: SouthAfricanAssociationsofShipOperatorsandAgentsSABEA: SouthAfricanBusEmployers’AssociationSABOA SouthernAfricanBusOperatorsAssociationSACAA: SouthAfricanCivilAviationAuthoritySACCAWU: SouthAfricanCommercial,CateringandAlliedWorkersUnionSAEPA: SouthAfricanExpressParcelAssociationSAIMI: SouthAfricanInternationalMaritimeInstituteSAMSA: SouthAfricanMaritimeandSafetyAuthoritySAMTRA: SouthAfricanMaritimeTrainingAcademySANTACO: SouthAfricanNationalTaxiCouncilSARS: SouthAfricanRevenueServiceSATAWU: SouthAfricanTransportandAlliedWorkers’UnionSBDS: SmallBusinessDevelopmentStrategySDA: SkillsDevelopmentAct(97of1998)asamendedSDF SkillsDevelopmentFacilitatorSDLA: SkillsDevelopmentLeviesAct(9of1999)SETA: SectorEducationandTrainingAuthoritySIC: StandardIndustrialClassificationSITA: StateInformationandTechnologyAct(88of1998)SLA: ServiceLevelAgreementSMME: Small,MicroandMedium-sizedEnterpriseSSP: SectorSkillsPlan


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TASWU: TirisanoTransportandServicesWorkersUnionTAWUSA: TransportandAlliedWorkers’UnionTETA: TransportEducationTrainingAuthorityTLEA: TransportandLogisticsEmployers’AssociationTOWU: TransportandOmnibusWorkersUnionTVET: TechnicalandVocationalEducationandTrainingUFS: UniversityoftheFreeStateUIF: UnemploymentInsuranceFundUNTU: UnitedNationalTransportUnionUKZN: UniversityofKwaZulu-NatalWCO: World Customs OrganizationWIL: WorkIntegratedLearningWMU: WorldMaritimeUniversityWSP: WorkplaceSkillsPlanSTCW: StandardsofTraining,CertificationandWatchkeepingDETAWU: DemocratisedTransportLogisticsandAlliedWorkersUnion


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ABOUT THIS REPORT

Thisreportconcernsactivitiesundertakenbythe Transport Education Training Authority(TETA) during the 2017-2018 financialyear. The purpose of the activities are to advance the objectives of the NationalSkills Development Strategy (NSDS),through innovation and commitment to the implementation of the planned activities.

Skills programmes were implementedin accordance with the TETA strategicplan, which guides the organisation on asustainable action plan that strives to achieve long-termimpact.

The report adheres to legislative requirements and integrates governance with financialperformanceinaccordancewiththeKingIIICodeonGovernanceforSouthAfrica.

WHO IS TETA?

TETAwasestablishedintermsoftheSkillsDevelopmentAct(97of1998). It isapublicentity that reports to theMinister ofHigherEducation and Training and operates under the oversight of the National Treasury in terms of performance management and financialadministration.TETAisthereforeaSectorEducationandTrainingAuthority

(SETA)responsibleforskillsdevelopmentinthe transport sector.

TheprimaryfunctionsofTETAare:

• Todevelopasectorskillsplan(SSP);• Tofacilitatethedevelopment,

registration and implementation of learnerships,skillsprogrammesandstrategic initiatives;

• Theapprovalofworkplaceskillsplans(WSPs);

• The disbursement of grants to stakeholders;and

• Qualityassuranceofeducationandtraining that falls within the scope of the sector.

The transport sector is demarcated into eight subsectors, each falling under the relevantchamberresponsibility,namely:

• TheRoadFreightChamber;• The Freight Handling Chamber; • TheAerospaceChamber;• TheRoadPassengerChamber;• The Taxi Chamber; • TheMaritimeChamber;• TheForwardingandClearingChamber,

and • TheRailChamber.


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The road freight and logistics industry incorporates employers and employees who are associated for the purpose of executing oneormoreofanyofthefollowingactivities,forhireorreward:

• The transportation of goods by means of motor transport;• Thestorageofgoods,includingthe receiving,opening,unpacking, packing,dispatchingandclearingor accounting of goods; and• The hiring out by temporary employment services of employees for activities or operations which ordinarily or naturally fall within the transportation or storage of goods

The road freight industry covers both public and private transportation. This includes but isnotlimitedto:

• Trucksmovingfreighttoandfromthe airports; • To and from rail; • To and from clients; and;• From pipeline distribution centres to petrol stations.

As an element of an integrated freightlogistics supply chain, it is also integral tothe implementation of the freight logistics strategy.

• TheSouthAfricanTransportandAllied Workers’Union(SATAWU);• TheMotorTransportWorkers’Union (MTWU);• TheProfessionalTransportWorkers’ Union(PTWU);• TheTransportandAlliedWorkers’ Union(TAWUSA);• TheSouthAfricanExpressParcel’s Association(SAEPA);• TheRoadFreightAssociation (RFA);and• TheNationalEmployersAssociation SouthAfrica(NEASA).• DemocratisedTransportLogisticsand AlliedWorkersUnion(DETAWU)


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Freight handling is an industry whereby employers are associated for the purpose of the handling, storage and stock controlof any cargoes through seaports, airports,distribution centres, factories and otherdepots.

Theareasofbusinessactivitiesare:

• Warehousing and distribution;• Bulkcargohandling;• Break-bulkcargohandling;• Container handling;• Car(onwheels)handling;and• Transport via pipelines.

Employer and employee representatives in thesubsectorinclude:

The Transport and Logistics Employers’Association(TLEA);SouthAfricanTransport& Allied Workers Union (SATAWU) SouthAfricanCommercialCatering&AlliedWorkersUnion (SACCAWU) United Transport andAllied Trade Unions (UTATU) The NationalStevedoring Association of South Africa(NASASA).

The South African Commercial, CateringandAlliedWorkersUnion(SACCAWU); andUnitedNationalTransportUnion(UNTU)

• TheProfessionalTransportWorkers’ Union(PTWU);• TheTransportandAlliedWorkers’ Union(TAWUSA);• TheSouthAfricanExpressParcel’s Association(SAEPA);• TheRoadFreightAssociation (RFA);and• TheNationalEmployersAssociation SouthAfrica(NEASA).

Freight handling is an industry whereby employers are associated for the purpose ofthehandling,storageandstockcontrolofanycargoesthroughseaports,airports,distribution centres, factories and otherdepots.

Theareasofbusinessactivitiesare:

• Warehousing and distribution;• Bulkcargohandling;

• Break-bulkcargohandling;• Container handling;• Car(onwheels)handling;and• Transport via pipelines.

The major employer bodies representedwithinthesubsectorare:

• TheTransportandLogisticsEmployers’Association(TLEA);and

• TheNationalStevedoringAssociationofSouthAfrica(NASASA).

Employees are represented by the followingorganisations:

• TheSouthAfricanTransportandAlliedWorkersUnion(SATAWU);

• TheSouthAfricanCommercial,CateringandAlliedWorkersUnionFREIGHT HANDLING


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AEROSPACE ROAD PASSENGER

The aerospace industry deals with the transportationofpassengers,goods(cargo/airfreight) and mail by air. The industry isresponsible for air transportation that includes variouscomponents,suchas:

Regulations,Operations,Design,Manufacturing,Maintenance,Repair,Overhaul and Calibration.

The industry also has to ensure conformity to international and national legislative regulations and standards. Employer and employee representatives in the sector include:TheCommercialAviationAssociationofSouthernAfrica(CAASA);

• TheAirlineAssociationofSouthernAfrican(AASA);

• TheAirTrafficandNavigationServices(ATNS);

• TheSouthAfricanCivilAviationAuthority(SACAA);

• TheAirportCompanyofSouthAfrica(ACSA)

The South African Transport AlliedWorkers Union(SATAWU); Aviation Unionof Southern Africa (AUSA); DemocratisedTransport Logistics and Allied WorkersUnion (DETAWU)TheSouthAfricanEquityWorkers Association (SAEWA); and TheUnitedAssociationofSouthAfrica(UASA).

The road passenger industry’s purpose is to transportpeopleandgoodsefficiently,safely,timeously and cost effectively. The scope of the subsector covers the three standard industrial classification (SIC) Codes withinTETA,intermsoftheSkillsDevelopmentAct(SDA),asfollows:

• Other land transport; • Urbanbus;• Suburb bus; • Inter-urbanbus;• Coach passenger lines; and • School buses.

The bus industry refers to all road passenger transport services rendered by means of midi-buses and buses (as defined in theNational Land Transport Transition Act).Thesearefurtherclassifiedasfollows:

• Longdistancebusservices:• Tour and charter bus services; • Cross border bus services; • Intercity bus services; • School/learner bus services; • Commercial/contract bus services;• Special hire or private hire bus services;• Subsidisedandnon-subsidisedbus services; and• Scheduled and unscheduled bus services.


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Employerandemployeerepresentativesinthesectorinclude:

• TheSouthAfricanBusEmployers’Association(SABEA);and• TheCommuterBusEmployersOrganisation(COBEO).• TheSouthAfricanTransportAlliedWorkersUnion(SATAWU);• TheTransportandAlliedWorkersUnionofSouthAfrica(TAWUSA);• TheTirisanoTransportandServicesWorkersUnion(TASWU);• TheTransport&OmnibusWorkersUnion(TOWU);and• TheNationalUnionofMetalworkersofSouthAfrica(NUMSA).• DemocratisedTransportLogisticsandAlliedWorkersUnion(DETAWU)


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TAXI

The taxi industry represents a subsector in whichemployers(taxioperators,associationsand cooperatives, and employees (drivers,queuemarshals,patrollersandadministrators,to name but a few key roleplayers), areassociated for the purposes of transporting passengers by road for reward, in vehiclesother than buses. This subsector includes thefollowingmodesoftransport:

• Minibustaxis;• Meteredtaxis;• Scholar transport; • Shuttle services; and • Chauffeur services.

Employer and employee representatives in theindustryinclude:

• TheSouthAfricanNationalTaxiCouncil(SANTACO);

• NationalTaxiAlliance(NTA);and• SouthAfricanMeteredTaxiAssociation.• TheSouthAfricanTransportAllied

WorkersUnion(SATAWU)• DemocratisedTransportLogisticsand

AlliedWorkersUnion(DETAWU)


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MARITIMEFORWARDING AND CLEARING

The maritime industry deals with activities related to all vessels used at sea. This includes merchant shipping, fishing, port operationsand affiliated sectors (for example, internalwaterways,shiprepairandotherassociatedsectors). The chamber represents theinterests of employers and employees and member-companiesinclude:

• 13100 Ocean & Coastal Fishing; • 72000 Water Transport;• 72111 Coastal Shipping; • 72112 Ocean Shipping; and • 72200 Inland Water Transport.

Indeliveringitsservices,thechamberworksclosely with other public sector agencies such as the SA Maritime Safety Authority(SAMSA)andtheSouthAfricanInternationalMaritimeInstitute(SAIMI).

Employer and employee representatives in thesectorinclude:

The Marine Industry Association of SouthAfrica,TheTransportandLogisticsEmployersAssociation, The Seafarers EmployerOrganisationDeepSeaTrawlAssociation,TheTrawler and LineFisherman’sWorkersUnion(TALFU),TheUnitedNationalTransportUnion(UNTU),TheSouthAfricanTransportand Allied Workers Union (SATAWU),DemocratisedTransportLogisticsandAlliedWorkersUnion(DETAWU)

The forwarding and clearing industry, alsoknown globally as the “architects of worldtransport”, facilitates the internationallogistics and supply chain of goods. It does soonbehalfofimportersandexporters,whileapplying the most cost effective solutions and usingallmodesoftransport(air,sea,roadorrail).

This subsector is responsible for facilitating the movement of 90% of South Africa’sinternational trade globally. Over the past 10 years, the subsector has evolved intothe world of supply chain management. It recognises the importance of international logistics within the management of supply chains worldwide.

Inaddition,itprovidesimportersandexporterswithend-to-endsupplychainsolutions.

Employer and employee representatives in thesectorinclude:

• TheSouthAfricanAssociationofFreightForwarders(SAAFF)

• TheSouthAfricanExpressParcels’Association(SAEPA)

• TheSouthAfricanAssociationofShipsAgents’andOperators(SAASOA)

• TheSouthAfricanTransportandAlliedWorkersUnion(SATAWU)


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RAIL

The rail industry deals with the transportation of goods, passengers and livestock by rail;the control, management accomplishment,maintenance and exploitation of railways and rail services; the maintenance, servicing,repair, overhaul and testing locomotives;rollingstock;andsupportservices.

Themaincompaniesinthesubsectorare:

• TransnetSOCLtd,• ThePassengerRailAgencySouthAfrica

(PRASA);and• Severalmedium-sizedrailenterprises.

Infrastructure development projects areunderway to improve the quality of the railway linesinSouthAfrica.

Employee and employer representatives in thesectorinclude:

• TheSouthAfricanTransportAlliedWorkersUnion(SATAWU)

• UnitedNationalTransportUnion(UTATU),RailRoadAssociation(RRA)

• RailwaySafetyRegulator(RSR)andTransportandLogisticsEmployersAssociation(TLEA)

• DemocratisedTransportLogisticsandAlliedWorkersUnion(DETAWU)


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I am confident that the TETA Board is ideally poised to provide robust

oversight during this demanding period and that the commitment and

capabilities of the Executive and Management will ensure that TETA

rises to the challenge.

The 2017/18 financial year has seen TETAexpanding its impact on the transport sector as we positioned ourselves to continue deliveringonourmandate, in the faceof avolatile economy.

Withregardtoourstrategy,wetookcognisanceof national priorities and imperatives in the planning and implementation of our programmes. Principal among these were road safety, the Ocean Economy strategythat forms part of Operation Phakisa,artisan development, graduate support,small business support and previously disadvantaged persons and communities.

In our endeavour to enhance our offering to stakeholders in the transportsectorandtoreachruraldevelopmentdestinations,weincreased our support for and collaboration with TVET colleges, universities and otherinstitutions in research and human resource development.

I am proud of our achievements in the areas of risk management, fraud prevention,corporate governance, and increased funddisbursementtostakeholdercontracts,allofwhich contribute to enabling their business viability.IwouldliketocongratulatetheTETAExecutiveandManagementforthesesterlingaccomplishments and thank the Board fortheircontinuedguidance,withoutwhichnoneof these would have been possible.

Wearelookingforwardtofreshandexcitingchallenges during the impending transition to the new Sector Education and Training Authority (SETA) landscape, in the nextperiod and beyond.

IamconfidentthattheTETABoardisideallypoised to provide robust oversight during this demanding period and that the commitment and capabilities of the Executive and Managementwillensure thatTETArises tothe challenge.

_________________________Ms Nomagcisa Tsipa-SipoyoBoard ChairpersonTransportEducationTrainingAuthorityDate:26July2018

1. FOREWORD BYCHAIRPERSON

We increased our support for and collaboration with TVET colleges, universities and other institutions in research and human resource development.


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This Annual Report (AR) provides anassessmentofTETA’sachievementsagainstits Annual Performance Plan (APP) for the2017/18financialyear.

The National Skills Development Strategy(NSDS) remains our roadmap and theimplementation of the priorities of the National Development Plan (NDP) is theyardstickofourperformance.TheeconomicenvironmentwhichtheNDPenvisages,isonewhere government and the private sector are collaborating to create equal educational and economicopportunitiesforallSouthAfricans.As a result, it is an ongoing imperative ofTETAtoaligntheinterestsofallstakeholdersin the transport sector towards the common goal of improving education, training andinnovationforthebenefitofourcountryandour people.

TETAcontinuestodrivesupportfornationalstrategic initiatives such as the Oceans Economy strategy that forms part of OperationPhakisaandtheAviationIndustryTransformation Letsema. Amidst various

challengesinthesespecialisedsectors,TETAcontinues to provide funding and other forms ofsupport foreducation,skillsdevelopmentand training.

Intheyearunderreview,wepartneredwiththe Nelson Mandela University (NMU), toformulate the navigation studies curriculum and supported the development of Grade 12 MaritimeEconomicstextbook.

SAIMIisTETA’skeypartnerinbridgingskillsgaps within the industry. The institute was funded to align and register the Seafarer Qualification with the National QualificationFramework (NQF) to ensure that theprogramme can be offered through private trainingandTVETserviceproviders.

We are also implementing a MarineEngineering Conversion Programme through apartnershipwiththeSouthAfricanMaritimeTrainingAcademy(SAMTRA)andtheCapePeninsulaUniversityofTechnology.

Businesses in the transport sector,particularly those in the road freight, freighthandling and road passenger subsectors,are chronically affected by accidents and crimeonourroads.Asaresult,wecontinueto invest in road safety and fraud prevention initiatives.OnesuchprojectwasimplementedinMabopane,Tshwane,fortheimprovementand implementation of systems in the services of motor vehicle registration and licensing,

2. OVERVIEW BYCHIEF EXECUTIVE OFFICER

This Annual Report (AR) provides an assessment of TETA’s achievements against its Annual Performance Plan (APP) for the 2017/18 financial year.


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drivers’ licences, and testing stations. WealsopartneredwiththeRailSafetyRegulatorto educate the youth in rail level crossing safety.Thepilotprojectisbeingimplementedin Gauteng and the model will be replicated nationwide,inthe2018/19financialyear.

Similarly,roadsafetycampaignswererolledoutfortaxiowners,drivers,queuemarshalsand passengers. A project specificallytargetingtaxisoperatingalongMolotoRoad,between Tshwane and KwaMhlanga, wasimplemented.

TETA also signed Memoranda ofUnderstanding (MOUs) with the LimpopoDepartment of Transport, MpumalangaDepartment of Public Works, Roads andTransportandtheRoadTrafficManagementCorporation(RTMC)forthesakeofpilotinganumber of national road safety programmes that focus on predefined routes used by afixedpopulationoftaxis,trucksandbuses.

Consistent with previous years, TETAreceived an increased number of proposals for different interventions. Approval of suchprojects, however, is constrained by financiallimitations. In spite of this, we continue to

channel our resources optimally to contribute towards emerging national imperatives such as road safety, and to render support toTVETs,highereducation institutions (HEIs),graduates, rural development and smallbusinesses.

_________________________Mrs Maphefo Anno-FrempongChief Executive Officer TransportEducationTrainingAuthorityDate:26July2018

We are also implementing a Marine Engineering Conversion Programme through a partnership with the South African Maritime Training Academy (SAMTRA) and the Cape Peninsula University of Technology.

EarlierthisyearwebadefarewelltothelateTETABoardChairperson,Mr.JuneDube.Mr.Dubesuccumbedtoashort illness after he served the TETA Board formorethan ten years. His chairmanship displayed integrity and indisputable wisdom. During his tenure as theChairperson, he maneuvered the organisation throughtrying times yet ensuring that the organisation remained strong in governance and the implementation of its strategies. TETAand the transport industry as awholehave lost themost influential leader in the industrywhoalways advocated for transformation.

Mr.Dube’sdeparture leftavoid in theorganisationsheworkedfor.Hislegacy,effortsandimpactwillalwaysbecelebrated.

TRIBUTE TO THE LATE TETA CHAIRPERSON: MR JUNE DUBE


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Internal controls

TheAuditor-GeneralofSouthAfrica(AGSA),noted areas needing improvement in internal controls.TETAreceivedanunqualifiedauditopinionintheyear2017/18auditforthetenthyear in succession.

Risk management

TETA has a risk management policy andstrategy that is reviewed and approved by theAuditandRiskCommittee,annually.ThisriskmanagementpolicyandstrategyinformstheriskassessmentsthatareconductedbyTETAonanongoingbasis.

The assessments are officially conductedquarterly by the Internal Fraud Prevention and RiskManagementCommitteewhichcomprisesa number of executives and business unit managers. The risk assessments are alsoperformed annually upon completion of the external audit by the AGSA, whereby allmanagers are invited to a risk assessmentworkshop.

Financial analysis summary

i. RevenuegrewbyR129,7m,whichtranslatesto 18% relative to the 2016/17 financialyear. This is as a result of a reallocation of

The grant regulations set the DG levies to 49.5%, which led to a 29.5% increase in levies that TETA utilises for projects. As a result, TETA developed a revised project model which has been operational since the 2013/2014 financial year. The model incorporates the multi-year funding principle, which ensures that the impact of each project implemented is traceable over the project lifespan.

3. THE CHIEF EXECUTIVE OFFICER’S REPORT


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R54,7mfromliabilitiestorevenuerelatingto overpayment from SARS, this wasreallocated from liabilities to revenue. AnincreaseinlevyincomeofR59,9mwasalsoobserved during the months of February andMarch2018;

ii. ExpenditureinMGs,DGsandadministration expenses increased by 5%(R41,1m)comparedtothepreviousyear;

iii. Expenditure as a percentage of revenue decreased to 86% for the year underreview, from 95% in the previous year,due to increased revenue relating to reallocation of liabilities of R54,7millionto revenue;

iv. The administration budget was 10,5%,which is within the legislated 10,5%administration cost ceiling;

v. Our total assets balance increased by R35,7masa result of thebankbalanceincreaseofR31m;

vi. Our total liabilities decreased by approximatelyR90mdue to theR54,7moverpayment from SARS to TETA inprevious years, which was reallocatedfrom liabilities to revenue; as well as a decrease of R33,7m in DG expensescapturedandpaidafter31March2018;and

vii. TheMG payout ratio remained at 83%,which is similar to what was reported in

the2016/17financialyear.Basedon thesubsequentfinancialanalysissummary, TETA would like to highlight thefollowingareasofimprovement:

• The DG spend increased from R481min 2016/17 to R507m in 2017/18, whichequates to an increase of R26m or 5%year-on-year;and

• TETAmanagement worked closely withstakeholders to enhance the contractcompletion process and expedite their skillsdevelopmentcontractswithus.

Toimprovetheimpactofourskillsdevelopmentinterventions in the transport sector, TETAimplements a multi-year funding principlethat aims to ensure continuity and traceability of the interventions funded.



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To the best of my knowledge and belief, Iconfirmthefollowing:

AllinformationandamountsdisclosedintheARareconsistentwiththeAnnualFinancialStatements(AFS)auditedbytheAGSA.

TheARiscomplete,accurateandfreefromany omissions.

The AR was prepared in accordance withthe guidelines on the AR as issued by theNational Treasury.

TheAFS(PartE)waspreparedinaccordancewith the Generally Accepted AccountingPractices (GAAP) that are applicable toTETA.

TheAccountingAuthority(AA)isresponsiblefor the preparation of the AFS and for thejudgementswithinthestatements.

TheAccountingAuthorityisalsoresponsiblefor establishing and implementing a system of internal control. This system was purposefully designed to provide reasonable assurance on the integrity and reliability of the performance information,thehumanresourcesinformationandtheAFS.

The external auditors were engaged to expressanindependentopinionontheAFS.

In our opinion, the AR fairly reflectsthe operational, human resources andperformance information, as well as thefinancialaffairsofTETAforthefinancialyearthatended31March2018.

Yours faithfully


_________________________Ms Nomagcisa Tsipa-SipoyoBoard ChairpersonTransportEducationTrainingAuthorityDate:26July2018

4. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT


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5. STRATEGIC OVERVIEW

Tobeat“TheHeartofSkillsInnovation”inthe

Transport Sector.

Trust/Respect/Responsibilty

Accountability/PositiveAttitude/Commitment

/ Innovation

To provide an innovative QualityAssuranceand

SkillsDevelopment(QASD)FrameworktotheTransport

Sector by exceeding the SLAandshakeholderrequirements in a cost

effective manner by our motivated comptent people.

VISION STATEMENT VALUES

MISSION STATEMENT

As illustrated in the diagrambelow, TETA’sstrategic priorities are driven by the SkillsDevelopment Priority Framework, that isinformedbytheNSDSIII,thecurrentnationalprioritiesandtransformationagenda,aswellas the requirements of the transport sector.

Some of the transformation imperatives that underpin our priorities are: gender, youth,

geography, race and class considerations,as well as disabilities and the HIV/AIDSpandemic.

To accomplish our strategic priorities, ourskillsdevelopmentprogrammesaredrivenbythefollowingsetofoutcome-basedstrategicgoals:


27

TETAisestablishedintermsoftheSkillsDevelopmentAct(97of1998)andismandatedto:

• Facilitateequitableskillsdevelopmentinthetransportsector,tocultivateempoweredworkers;

• Ensureaccesstotraining,educationandworkplacesforgraduatesandtheunemployed;

• Alignskillsdevelopmentinitiativesto emergent needs and national imperatives;

• Facilitateworkplacelearningandpartnerships between employers and educational institutions;

• CollaboratewithandsupportTVETcapacitation; and

• Collaborate with HEI.

Legislative mandates

• TheSkillsDevelopmentAct(97of1998)asamended(SDA);

• TheSkillsDevelopmentLeviesAct(9of1999)(SDLA);

• RegulationspublishedintheGovernmentGazette,No.35940,3December2012regardingmoniesbyaSETAandrelatedmatters;

• TheNationalQualificationsFrameworkAct(67of2008);

• ThePublicFinanceManagementAct(PFMA)(29of1999);and

• TheEmploymentEquityAct(55of1998)(EEA).

Constitutional mandates

The sections within the Constitution of the RepublicofSouthAfrica,1996(ActNo.108of1996)thatguidetheoperationsofTETA,includethefollowing:

• Promoting and maintaining high standards of ethics;

• Providingserviceimpartially,fairly,equitably and without bias;

• Utilisingresourcesefficientlyand

effectively;• Respondingtopeople’sneedswhile

citizens are encouraged to participate in policy-making;and

• Renderinganaccountable,transparentanddevelopment-orientedadministration.

ThemandateofTETAincludesthefollowing:

• Implement the SSP and promote learnerships in each of the subsectors of theSETA;

• Perform the functions of an Education andTrainingQualityAssurance(ETQA)bodyandliaisewiththeNationalSkillsAuthority(NSA)onskillsdevelopmentmatters;

• ConcludeaServiceLevelAgreement(SLA)withtheDirector-GeneraloftheDHETintermsofsection10AoftheAct;and

• Submitbudgets,reportsandfinancialinformationtotheDirector-GeneraloftheDHET,asstipulatedbythePFMA.

In executing its core functions, the authority must ensure compliance with the following acts:

• ThePFMA(1of1999):Provideforthe administration of State funds by functionaries,theirresponsibilitiesandthe incidental matters;

• TheLabourRelationsAct(66of1995)(LRA):Regulatetherightofworkers,employers and trade unions;

• The Basic Conditions of Employment Act(75of1997)(BCEA):Provideforthe minimum conditions of employment that employers must comply with in the workplace;

• The Occupational Health and Safety Act(85of1993)(OHASA):Providetherequirements with which employers mustcomply,tocreateasafeworkingenvironment for employees in the workplace;

6. LEGISLATIVE AND OTHER MANDATES


28

• The Electronic Communications and TransactionsAct(25of2002)(ECTA);

• The State Information and Technology Act(88of1998)(SITA);

• TheNationalArchivesandRecordsServiceAct(43of1996)(NARSA);and

• ThePromotionofAdministrativeJusticeAct(3of2000)(PAJA).

Other frameworks

IndevelopingtheTETAstrategicandannualperformanceplan(APP),thefollowingframe-worksandprioritiesweretakenintoconsid-eration:

• TheNationalTransportMasterPlan2050;

• TheHumanResourcesDevelopmentStrategyofSouthAfrica,18March2009;

• NSDSIII2011/2012–2015/2016;asextendedto31March2020perGovernment Gazette No 40505 of 15 December2016;

• TheMediumTermStrategicFramework(2014-2019)(MTSF);

• TheNDP;• TheHumanResourceDevelopment

(HRD)Strategy;• TheNewGrowthPath(NGP);• TheIndustrialPolicyActionPlan(IPAP);• TheNationalSkillsAccord;• StrategicIntegratedProjects;• The White Paper for Post School

Education and Training; • TheComprehensiveRuralDevelopment

Programme(CRDP);and• The Corporate Governance of

Information and Communication TechnologyPolicyFramework(CGICTPF).


29

PROJECT HIGHLIGHTSGrade 12 Maritime Economics Textbooks

Maritime Careers and Skills Development

PROJECT IMPLEMENTOR

R170 000

VALUE

Approximately 2 000


KZN and Eastern Cape

PROVINCE/S IMPACTED


STRATEGIC GOAL

NARRATIVE

In support of the drive to provide quality secondary education in maritime studies at high school level, the purpose of the initiative was to develop standardised course material / textbooks for the subject maritime economics. The material was devel-oped independently of TETA support, however support for printing and distributing the textbooks was required to make the project viable. TETA funding was effected; the textbook was formally launched and the project was successfully implemented.

PART BPERFORMANCEINFORMATION

1. AUDITOR’S REPORT: PRE DETERMINED OBJECTIVES

ThefinalAGauditforthe2017/18financialyearhasbeenfinalised,refertotheauditor’sreportforconclusionsonAOPOfrompage80to85.

2. SITUATIONAL ANALYSIS

2.1. Performance delivery environment

The transport sector is at the heart of South Africa’s economy, growth and socialdevelopment. Given the low level of tertiary education in this sector, innovative skillsdevelopment solutions are critical. This will ensure that the sector responds proactively and satisfactorily to national and global demands for both infrastructure and human resources development(HRD).

SouthAfricahasamodernandwell-developedtransport infrastructure. The air and rail networksarethelargestonthecontinentandthe roads are in a good condition. The country’s ports provide natural stopovers for shipping to and from Europe, the Americas, AustralasiaandboththeEastandWestcoastsofAfrica. The transport Sector is technology-drivenand dynamic, which makes it vulnerable tomany risks associated with obsolescence ofskills and technology. TETA must thereforeremain attuned to the latest developments in its environment and continuously develop new strategiesto:

• Ensure that it’s technology remains relevant;• Enablecutting-edgeHRDprogrammes; and• Providetherightskills,attherightlevels.

Some of the priorities that government identified for the sector include job creation,social and economic development, whichwill in turn affect the competitiveness of the country’s economy as a whole. These issues are addressed in the launch of Operation

Phakisa by the Presidency, which focusesonunlockingtheeconomicpotentialofSouthAfrica’soceans.

Demand and supply of labour in the sectoris highly affected by socio-economic andpolicy factors such as education levels and government regulations, i.e. Broad-BasedBlack Economic Empowerment (BBBEE).TETAand itssubsectorsplayakey role (asa support sector to all other sectors) in thecountry’s development and growth strategy,asoutlinedintheNDP.

TheWSPandAnnualTrainingReport(ATR)surveys employ limited samples for skillsdemand estimations and therefore do not capture emerging sectorial trends accurately. Participation of transport companies in the WSP/ATR surveys remains a challenge toTETA. The traditional education institutionscannot meet the sector’s skills demandadequately. Smaller and privately owned training institutions seem to be in a more advantageous position to accommodate sector content in their curricula than traditional education institutions. The TETA SSP for2018/19 recommends that the sector buildsthecapacityofkey training institutions,suchasuniversitiesandTVETcolleges,todevelopcurricula that are relevant to the sector’s requirements.

TETA is faced with several obstacles thathinder full delivery of its mandate relating to the servicing of the transport sector as a whole.Someoftheseinclude: • Thegrowingdemandforskills;• Alackofsufficientfundingforskills development; and• The high costs of training in some industries,suchastheaviationindustry, for example.

The taxi industry and a few other subsectors are still not participating sufficiently in skillsdevelopmentanddedicated,focusedturnaroundstrategies must be developed to counteract this issue.


32

Ingeneral, the levy incomefromthetransportsector is still low, which calls for increasedadvocacy on the part of management and all our stakeholders.

2.2. Organisational environment

TETA recognises the importance ofcontinually reviewing and realigning its structure, processes and systems to newnational policy directives and emerging trends, to ensure optimal performance andsustained change. To accomplish this, theauthorityexecutesthefollowinginitiatives:

• Ongoing organisation development to ensuretimelyidentificationand correctionofdeficienciesinstructure andalignmenttostrategicobjectives;• Enhancement and entrenchment of research,monitoringandreporting functionsforefficientcollection, interpretation and analysis of credible data to establish a robust information system and ensure quality executive decisionmaking;• Executing strategic interventions that areinlinewiththeoutputsofTETA strategyplanningsessions,stakeholder meetingsandotherforums,toenhance deliverymechanismsandresources, such as policies and ICT systems; and• Review,formulationandestablishment ofpolicies,strategicgoalsand performance measures that are aligned tonationalsocio-economicdevelopment objectives.

2.3. Key policy developments and legislative changes

TheMinister ofHET, in consultationwith theNSA, re-established the existing 21 SETAsfrom 1 April 2018 to 31 March 2020, withjurisdictionas indicatedundersection9(1)(b)oftheSDA,readwithGovernmentGazette,No39260of6October2015,andasamendedbyGovernmentNotice,No.336of18March2016,throughGovernmentGazette,No.40505of15December2016.

Again, after consulting with the NSA, theMinister also promulgated and extended theNSDSIIIasindicatedinschedule1from1April2018to31March2020,throughGovernmentGazette,No.40505of15December2016,withjurisdiction as indicated under section 9(1)(a)and22(2)(b)oftheSDA.

2.4. Strategic outcome-oriented goals

In the 2017/18 financial year, all TETAinitiatives to fulfil its skills developmentmandate were driven by the following strategicgoals:

Strategic Goal Description

Strategic Goal 1 EstablishaCredibleTransportSectorInstitutionalMechanismforSkillsPlanning,CreateandSustainResearchCapacityonLabourMarketswithinTETA.

Strategic Goal 2 IncreaseAccesstoOccupationallyDirectedProgrammeswithintheTransportSector.

Strategic Goal 3 StrengtheningtheQualityAssuranceSystem.

Strategic Goal 4 AccessandWorkExperienceforYouthtoImproveEmployability.

Strategic Goal 5 CapacitateSmallEntitiesonSkillsDevelopmentInitiatives.

Strategic Goal 6 ProvideSkillsDevelopmentSupportforSafetyInitiatives.


33

3.

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34

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36

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38

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32

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assessmentspecification

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ETQ

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3.4

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160

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Num

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4.5b

Num

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capacitybuildingworkshops

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99

916

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80


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PRO

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46

Strategic objective

Completed interventions Previous yeartarget

Previousyear achievement

Current yeartarget

Current year achievement

Variance for current year

2.1a Number of employed learners granted bursaries

240 48 105 38 -67

2.1b Number of unemployedlearners granted bursaries

284 142 157 53 -104

2.1c Number of employed learnersgrantedskillsprogrammes

3982 2956 1074 756 -318

2.1d Number of unemployedlearnersgrantedskillsprogrammes

2182 1282 429 1068 639

2.1e Number of employed learners granted learnershipprogrammes

2179 802 1421 769 -652

2.1f Number of unemployedlearners granted learnershipprogrammes

5141 2000 2337 2527 190

2.1g Number of learners grantedAETprogrammes

1447 480 781 546 -235

2.1h Number of employed learners granted anapprenticeship programme

1055

54 700 27 -673

2.1i Number of unemployedlearners granted an apprenticeship programme

232 63 303 240

2.1j Number of unemployed cadets trained

N/A N/A 0 23 23

2.1l Number of learners funded for candidacy programmes

N/A N/A 0 8 8

2.2a Number of candidates granted a leadershipdevelopment programmes

N/A N/A 15 0 -15

2.2b Number of candidates granted an executivedevelopment programme

N/A N/A 15 0 -15

2.2c Number of women granted aleadership developmentprogramme

N/A N/A 15 0 -15

2.2d Number of candidatestrainedonMastersprogrammes inMaritimeAffairs

N/A N/A 5 0 -5

3.3b NumberofTVETlecturerstrainedonTETAqualityassurance systems

N/A N/A 100 204 104

4.1a Number of youth trained through support with access to programmes for further HETs

N/A N/A 25 0 -25

3.2. Performance on completed targets (2017/18)


47

Strategic objective

Completed interventions Previous yeartarget

Previousyear achievement

Current yeartarget

Current year achievement

Variance for current year

4.1b Numberofout-ofschoolyouth trained in Grade 12 improvement programmes

N/A N/A 100 121 21

4.2a Number of learners placed in internship programmes

725 129 121 362 241

4.2b Number of HET learners inworkplaceexperienceprogrammes

N/A N/A 187 34 -153

4.2c NumberofTVETlearnersinworkplaceexperienceprogrammes

N/A N/A 50 119 69

3.3. Strategies to overcome areas of underachievement

Cause of underperformance Remedial strategies

Poorcontractperformancebystakeholders.• Stakeholdertrainingoncontracttermsand deliverables to ensure greater understanding of contract terms and greater compliance thereto.

Lackofdeliverycapacityandcompetencybycontractedstakeholders.

• Stricter assessment and due diligence exercises to ascertainstakeholdercapacityandskillstodeliveron applied for interventions. • Stricterperformancerequirements,toensurethat performanceisrewarded,andnon-performanceis accompanied by the necessary repercussions.

Misalignmentoftimingbetweencontractdurationandreporting period with completions lagging behindreportingcut-offdate.Mostlearnershipprogrammesareconcludedafterthefinancialyear-endandcanthereforenot be reported on in the relevant year.

• Speedier conclusion of contracts will ensure that projectscommenceearlier,whichwillinturn contribute to faster delivery and conclusion within the given reporting period.

There is a high dropout rate of learners for variousreasons.

• Introduce more bridging programmes to ensure that learnersareatthecorrectlevelsofknowledgeto undertakethecorrecthighlevelinterventions.

Manualperformanceinformationmanipulationintroduceserrors in reporting and compromises information integrity.

• TETAintendstointroduceonlinecapturingof stakeholderinformation,atthesource.• Enhancement of information systems and internal validation processes.

Poor quality of submitted learner information/claims.• Stakeholdertrainingonlearnerinformationcollection, compilation and presentation of evidence.

DelayinmoderationandcertificationofqualificationsthatareoutsideofTETAscope.

• Ensuremoreefficientinter-SETAmoderation processesandcertificationprocesses,throughmore mutualworkcollaborations,engagementsand agreements.• MinimisefundingofotherSETAqualificationsuntil amoreefficientandmutualinter-SETAarrangement is implemented.


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3.4. Business unit performance

3.4.1. Skills development and planning

The unit managed to submit quarterly monitoringreportstotheDHETontimeandachieved clean quarterly DHET validationaudits.

Through improved MG process support,the unit saw an increase in stakeholderparticipation.

The organisation’s strategic plan and APPforthe2018/19financialyearwassubmittedto theDHETon timeandwasapprovedbyParliament.

The unit was also successful in facilitating internal and external audits as per its mandate.

The unit successfully updated four Frameworks for Occupation (OFO) codesthat were pending approval. These will be in use in the next two years.

The unit improved the efficiency of theallocation and disbursement of bursary funds.MoUswillbesignedwithHEIsinsteadof signing individual contracts with students. A total of 631 bursaries were allotted, thevalueofwhichamountedtoR102,692m..

3.4.2. Education Training Quality Assurance (ETQA)

The ETQA Unit continued to successfullyprovidecapacitybuildingworkshopsacrossthe nine provinces, focusing on qualityassurance-related issues and updates onQualityCouncil forTradesandOccupations(QCTO)matters.

The unit facilitated the realignment process with the aim to convert the historically registered qualifications into occupationalqualificationswithinthevalidityoftheexistingqualifications.Partqualificationswillalsobeincluded in the realignment process.

In line with our strategy of TVET collegecapacitationfordeliveryofourprogrammes,theETQAunitinitiatedlecturerdevelopment

acrossseveralTVETcolleges.

Highlights of the period comprise the following:

• QCTO-alignedlearningmaterial development;• TVETcollegelecturerdevelopment;• Provider accreditation target was exceededby100%;• Registrationofassessorsandmoderators wasexceededby43%;• Fullqualificationcertificationwas exceededby58%;and• Statement of results issued exceeded our planbyalmost200%.

3.4.3 Performance Monitoring and Evaluation (PM&E)

ThePM&EUnitcontinuestoembedMonitoringandEvaluation(M&E)practicesandconceptswithin theorganisation toensure thatM&E isnot just seen as a compliance exercise. It israther utilised to enhance the performance of the organisation, achieve results, and ensurecontinuous improvement in service delivery.

The unit initiated the use of operational plans to provide a detailed execution plan that details how the respective business units will contribute to the achievement of the organisation’s overall strategicgoals,byachievingunit-specificAPPtargets.

The unit intensified review measures andinternal controls in line with the National TreasuryFrameworkforManagingProgrammePerformance Information and in collaboration with the Skills Development and LearningProgrammes(SD&LP)Unit.This is toensurethat reported performance information on predeterminedobjectivesisusefulandreliable.

Theunitwillfinaliseitsend-of-termevaluationinthefirstquarterofthe2018/19financialyear.Theprimaryobjectiveoftheevaluationwillbeto assess whether TETA programmes haveachieved the intendedgoalsof theNSDS III,throughitsstrategicobjectivesandAPPtargetsoverthepastfiveyears(2011-2016).


49

The findings of the evaluation will be usedto enhance TETA performance, improveaccountability, generate knowledge, andsupport decision making that is based oncredibleandobjectiveevaluationevidence.

3.4.4. Aerospace Chamber

The Aerospace Chamber continues todrive the aviation sub-industry’s agendafor transformation through innovative skillsdevelopment and training interventions. This is in partnership with relevant stakeholderscomprising: government, organised labourandorganisedemployers,aswell as trainingproviders.

Currently,ourmainfocusistofundpilotlearnerstoprogressfromafrozenAirlineTransportPilotLicence (ATPL) (1000 hours) to a full ATPL.Our funding is therefore channelled towards assisting learners to log the required number offlyinghours.

Compared to the 2016/17 period, theperformance of the chamber improved significantly, due to an aggressive andinnovative contract management approach. The chamber is striving to reach the point of a 100%disbursementratebythe2018/19year.Poor contract management by stakeholdersand cancellations however remain some of our majorchallenges.Asa result thereof, stricterstakeholderdeliverycapabilityassessment,aswellasduediligenceandmonitoring,arenowbeing enforced.

Someofourmostsignificantaccomplishmentsin the 2017/18 financial year, includethe successful accomplishment of high disbursement-andcompletionratesoflearningprogrammes. There was an increase in aviation stakeholderparticipationinskillsdevelopmentactivities, and an improvement in customerrelationshipswith our stakeholderswithin thesector.

Inthenewfinancialyear,wewill intensifyourefforts to support aviation transformation,rural development and coordination of skillsdevelopment within the Northern Cape, toenhanceTETApresenceintheprovince.

3.4.5. Forwarding and Clearing Chamber

In response to the introduction of new customs legislation from the World Customs Organization (WCO), the business unitfacilitated the development of the occupational qualificationforCustomsComplianceManager,atNQFLevel7.

The chamber also developed a supply chain managementdevelopmentframeworkforboththeprivateandpublicsectors,withtheaimto:

• Ensure integration and alignment of theskillsrequired;• Re-engineertheoccupational qualificationsinSupplyChain ManagementNQFlevels6and7,to meet the requirements and standards of theindustry,• Ensure alignment to the professional designations within relevant and participatingprofessionalbodies;(aswell asalignmenttointernationalstandards);• Continuewithstrategicsupportforskills development to National Treasury and theDepartmentofTradeandIndustry (thedti),withinthescopeoftheNDP andtheNationalExporter’sDevelopment Programme;• Continue further collaboration with the various employer associations and professional bodies to ensure alignment ofTETAprogrammeswithboththe industry and professional requirements;• Establish formal advanced quality planning(AQP)partnershipswiththe various professional bodies within supply chain management;• Attain100%participationintheMG application process by our large and medium companies;• EnterintosuccessfulMoUswithboththe NationalTreasuryandthedtirespectively, insupportoftheirnationalskillspriorities;• Fund and develop the occupational qualificationsinFreightForwarding, SupplyChainManagement,aswellas ManagementofCustomsCompliancein line with the legislative requirements of SARSandtheWCO;• Fundtheresearchonskillsdeficiencies withinthecontextofcross-border logisticsinsupplychainmanagement,


50

and subsequently funding training initiatives based on the outcomes identifiedbytheresearchfindings;• DeveloptheSupplyChainManagement frameworkforskillsdevelopment(in collaborationwiththeindustry)which was presented and accepted at theSAPICSConferenceandthePorts Conferencerespectively.Development initiatives will be done within this frameworktoensurealignmentofskillsto the profession; • AttainAQPstatusforsupplychain management occupations and associated qualificationsfromtheQCTO;and• EnterintoanMoUwiththeDepartmentof Transport(DOT),Limpopoandimplement thefirstroadsafetyinitiativewithinthe LimpopoProvince.

3.4.6 Freight Handling Chamber

Some of our most noteworthy successes in the 2017/18financialyearincludethefollowing:

• InpartnershipwiththeDepartment ofLabour(DoL),200backyard/informal mechanics,aswellas200assistant mechanics were trained in the following municipal districts of KwaZulu-Natal(KZN): - Ugu; - Umgungundlovu; - EThekwini; - UThungulu;and - Amajuba.• Workintegratedlearning(WIL)projects wereimplementedatMthashanaTVET CollegeinVryheidandatCoastalTVET CollegeinUmbumbulu,southofDurban;• Supportwasprovidedto20SMMEsin theUMzinyathiMunicipalDistrict;• 100Unemployedlearnersinthe UMgungundlovuDistrictsuccessfully completedtheAETProgramme;and• Procurement of training equipment at UmfoloziTVETwasfunded,which includedamaritimesimulator,aswellas a lifting machine simulator.

The main challenge that impacted the performance of the chamber, was the delayin allocation of the trade test date, which inturn delayed the completion of apprenticeship programmes.

Toacceleratetheprovisionofskillsdevelopmentwithinthesubsector,thechamberwillberollingoutthefollowinginitiatives:

• AssistingWorldMaritimeUniversity (WMU)graduatestoobtainSAQA- recognisedMaster’sdegrees;• Capacitating subsector employees to use the automated loading system which includes utilisation of high speed cranes and bin locations;• Continuing with engagement of subsector stakeholdersintherealignmentofexisting qualificationswiththenewQCTOmodel;• Redoublingeffortstoreducestevedoring- relatedaccidents,throughtheprovisionof safety programmes; and• Implementing road safety awareness programmes in rural areas.

3.4.7. Maritime Chamber

The chamber retains a strong customer-centred service delivery model and supports thesectorthroughMGandDGsystemswithinthe frameworkof thepolicyenvironmentandthe broader transformational agenda.

The chamber places substantial focus on the earlystagesof theskillspipeline,suchasforexample,careerawareness,maritimeschools,facilitationofaccesstobursaries,learnershipsandentrytocadetships.Inthiscontext,threehigh schools that offer maritime subjects,were included in the TETA Adopt a SchoolProgramme.

The chamber continues to support Operation Phakisa working groups and through itspartnership with SAIMI, positioned TETA asone of the leading partners in developing the Ocean Economy Strategy.

In awarding grants, the chamber focusedon different interventions, across variousindicators. In addition, it sought alternativepathways of learning and entry into the national cadet programme for marine engineers. Fishing-basedcadetships,whichisnewtothislandscape,wasfurthermoresupported.

Thechamber isalsopilotingaprojectaimedatincreasedparticipationofsmalllevy-payingcompanies(SMMEs)intheMGsystem.


51

Intheyearahead,thechamberwillprioritisethedevelopment of learning material for numerous maritime-related occupational qualifications,such as dockmaster, commercial diving andmaritime search and rescue coordination.

3.4.8. Rail Chamber

The past financial year was filled with greatopportunities for theRail Chamber. Some ofthe highlights included collaboration with the Railway Safety Regulator and the ExpandedPublicWorksProgramme(EPWP)totrain133unemployed youth in various disciplines within the railway sector.

This includes elements such as level crossing standardsinSouthAfrica,passengerflowandsafety in stations and occupational health and hazards within railway operations.

100 SMMEs were supported and RPL wasgranted to 300 learners through a partnership betweenTETAandtheOfficeof thePremieroftheFreeState,toassistbusinessownerstoobtainartisancertificates.

Apprenticeship training was provided to 100unemployed youth, in partnership with theLabour Activation Programmes Unit of theUnemploymentInsuranceFund(UIF).Learnerswere primarily sourced from rural and township areas across the country and mainly from the unemployment database.

Apprenticeship training was offered to 200unemployed youth, who were placed atTransnet SOC (School of Engineering). Inaddition,trainingwasprovidedfor30learnersatMopaniTVETinLimpopoand34 learnersatMotheoTVETintheFreeState.Placementswere also sponsored for 30 Transnet SOC graduatesat24TVETs.

The chamber provided driver’s licences to 39Central University of Technology learnersin the Free State and Professional DrivingLearnerships to 49 unemployed youth,in partnership with Transnet Freight Rail,MpumalangaProvince.

Bursaries for Master of Science Degrees inPort and Coastal Engineering were granted to 12 Transnet engineers. The chamber also launched the first ever Learnershipfor Rail Construction and Maintenance in

Modderfontein,withtenlearners,inpartnershipwithSAFLOGandR&HRail(Pty)Ltd.

3.4.9. Road Freight Chamber

TheRoadFreightChambercontinues toseesignificant improvement in performance andoverallstakeholderparticipation,year-on-year.Some of the highlights for the year under review include:

• The chamber succeeded in improving relationswiththeMpumalangaOTPand theDepartmentofPublicWorks,Roads andTransport.Inthisrespect,MoUswere signedandtwoDGswereawarded;• The chamber experienced an improvement in WSP participation as there was an increase in application for and awarding ofDGs;• The due diligence process was implemented and succeeded in improving training at TVETcollegesinMpumalanga;• TherewasanincreaseinMGandDG applications from small companies during the2017/18financialyear;and• The chamber signed two contracts with NationalTreasury,torolloutsupplychain management learnerships for municipality employees countrywide.

3.4.10. Road Passenger Chamber

This section covers the achievements of the RoadPassengerChamberfortheperiodfrom1April2017–31March2018.

Please remove paragraph and add below:Prime to the chamber’s highlights were the two programmes rolled out targeted for people with disabilities in the industry.

ThefirstprogrammewasallocatedtotheEasternCapeDisabilityEconomicEmpowermentTrust(ECDEET), towards a Professional DriverLearnership, with the aim to empower andenhance the driving skills of young disabledpeople. This will in turn ensure that they are ready and qualify for their driver’s licences,whichwillassist them infindingemployment.Agraduationceremonywasheld in theyearunder review to celebrate the achievements of participants.


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The second programme was allocated to the National Council for Persons with Physical Disabilities (NCPPD). This was a skillsprogramme to provide participants with soft skillsrequiredtofulfilltheirjobseffectively.

The chamber facilitated the development of theNationalOccupationalCertificate for BusDriversatNQFLevel3,withminimumcreditsof 120. This was followed by a rigorous process of material development by the road passenger industry through the Southern African BusOperators Association (SABOA) and theindustry at large. The initiative culminated into a product that will add value for the road passenger industry as a whole. We are currently awaitingfinalendorsementfromstakeholdersfor the material envisaged to form part of the training.

Thechambermanagedtoforgecloserworkingrelations with TVETs, HETs and key socialpartners, through programmes funded byTETA,asfollows:

• IngweFETCollegesignedaMoUwith TETA,andSLAswillsoonbesignedforthe establishment of a number of programmes;• BuffaloCityFETCollegesignedaMoU andwasrecentlyapprovedforaDriver SkillsProgrammeforitslearners,awaiting thesigningofaSLA;• AmahlathiLocalMunicipalityhasbeen runningaDriverLearnershipand WorkplaceExperienceProgrammeinthe rural area of Stutterheim since last year. ThisisdonethroughanSLAwithTETA, whichwasrenewedinthisfinancialyear,to enable more learners to obtain driver’s licences.

Future performance objectives

The chamber will be focusing on the following activitiesduringthe2018/19financialyear:

• collaborate with various municipalities and theDepartmentofSocialDevelopment (DSD)forthedevelopmentofarural development strategy.• CollaboratewithBRTregisteredcompanies toimplementtheroll-outofaprofessional driverqualificationacrossparticipating companies.• CollaboratewithAfroFleetDriver.

3.4.11 Taxi Chamber

This section covers four key performanceareasfortheyear,namely:

• DGallocationsanddisbursement;• Stakeholderrelationsandsubsector strategic activities; and • TETAactivitiesintheNorthWestProvince.

The performance report concludes by listing the priorities of the Taxi Chamber for the next financialyear.

DG allocations and disbursements

Towardsthelatterpartoftheyearunderreview,the Independent Management Committee(IMC)allocatedabudgetofR21,649,975mtothe chamber for projects. These projectswillbecentredonTETA’sstrategicgoal6-RoadSafety Initiatives and will be rolled out in the nextfinancialyear.

The chamber’s DG allocations amountedto R41,361,850m and provided for 916beneficiariesandotherprojects,acrossmosttraininginterventions,frombothemployedandunemployed categories. The chamber contract disbursement rate is above 90% across allcontracts.

Stakeholder relations and subsector strategic activities

InMay2017, thechamberwas invitedby theRTMC to collaborate on the developmentof a first-of-its-kind qualification for drivingschool instructors,namely theDrivingSchoolInstructorQualification.

RTMC was appointed as the QualificationDevelopmentPartner(QDP)fortheprojectandtheTaxiChamber,asarepresentativeofTETA,was elected to form part of the focus group to provide input for the development of the qualification. Subsequently, the qualificationwas submitted to the QCTO for registration.ThisinitiativeservesasTETA’scontributiontoroad safety.


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TETAfurthermoresponsoredandattendedtheinaugural Transport Conference and Exhibition thattookplacefrom25–26October2017andthatwasorganisedbyMoripeHoldingsonbehalfofRoyalBafokengTaxiOwnersAssociation.Attheevent,theCEOofTETAdeliveredaspeechonthetopic“SkillsRevolutionintheTransportIndustry”.

On 13 October 2017, a joint graduationceremony was hosted at the Chamdor Campus by theChamdorDriverTrainingAcademy.Attheceremony,atotalof187learnersreceivedNational Certificates in Professional Driving.Thelearnersoriginatedfrom:

• Bloemfontein in the Free State;• MakhadoLocalandLongDistanceTaxi AssociationinLimpopo;• TheProvincialTaxiCouncilin,Mpumalanga;• TheNationalTaxiCouncil(NTA)in Gauteng; and• TheRoadFreightandRoadPassenger Chambers.

13 University students from the NTA alsoreceived National Diplomas in TransportManagement,whichwasfundedbyTETA.

SANTACOKZNinvitedTETAtoparticipateinaprayer serviceand theprovincialelections,which took place on 20 September 2017 atCoastlandsHotelinMusgraveDurban.Soonafter,on27January2018,thechamber

also participated in the SANTACO KZNsportsdaythattookplaceinPortShepstone.The purpose of the event was to promote a healthy lifestyle among the taxi industry. This followed the Phila Taxi Industry Campaign that was launchedby theMinistersofHealthandTransport in November 2017, in an effort tostrengthen health and wellness services in the taxi industry and during which a pledge was signedwithSANTACO.

TETA, through the Chamber, entered into aMoUwithSANTACONational,inMarch2018.The MoU was signed by the President ofSANTACOandtheTETACEO.

TETA activities in the North West

DuringthemonthofAprilandOctober,TETAattended the North-West University (NWU)graduation ceremonyandgaladinner.At thegala dinner, TETAwas awarded a certificateof recognition for continuous support of the university, through offering bursaries andinternship programmes over the past three years.

On 10 May 2017, the Taxi Chamber hostedthe transport sector skills plan consultativeworkshop in Mafikeng, in the North WestProvince. This workshop formed one of anumberofprovincialworkshopsconductedbythe Research and KnowledgeUnit of TETA.


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Itwasthefirsttimethatsuchaworkshopwasheld inMafikeng as opposed toRustenburg.Thesuccessoftheworkshopwasasaresultof the strong relationship that the Taxi Chamber has established and maintained in the province.

From21-24August2017,thechambersignedMoUswithsixadoptedhighschoolsintheNorthWestProvince, namely:Motuba inMafikeng;Utsane, Gaseitsewe and, Mmakaunyane inMoreteledistrict;andJerryMahurainDryhartnear Taung.

On 5 July 2017, the chamber organised theTETACEOstakeholderconsultativeworkshopfor the province. The workshop was held atTaletso TVET College and was attended byNWU, other TVET colleges in the province,captains of the transport industry, and someprincipals of the adopted schools. The purpose of theworkshopwas to update stakeholderson the new BBBEE legislation and to share informationontheproposedSETAlandscape.A Transport Lekgotla and Career ExhibitionwashostedbytheMECofCommunitySafety

andTransportManagementinMafikeng,from8-10 November 2017. The purpose of theLekgotlawastocreatebusinessopportunitiesand transform the transport industry in the province.TETAwasrepresentedat theeventbytheTaxiChamber,asitisviewedasakeystrategic partner in funding and providing quality assurance of training interventions,such as artisan development.

What was of particular interest to TETA, isthat the province identified the resuscitationof government garages as available space to host training apprentices and the development of small businesses. This initiative is in line withoneof theobjectivesof theMoUsignedbetweenTETAandtheOfficeofthePremierinthe province.

Apart from the Transport Lekgotla, TETAalso participated in a career exhibition that was attended by over 300 learners who are studyingscience,technology,engineeringandmathematicssubjects.


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Chamber priorities for 2018/19

The chamber set the following priorities for the nextfinancialyear:

• Encouragingandpromotinguptakeof theOccupationalQualification:TaxiDriver, registeredwiththeQCTO;• Increasingstakeholderparticipationin submittingWSPandATRs;• IncreasingsupportforstrugglingDG stakeholders;

• OperationalisingtheMoUssignedwith SANTACO,RTMC,OrbitTVETCollege andtheOfficeofthePremier,NorthWest Province; and • Implementing and participating in road safety initiatives within the taxi industry.


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4. REVENUE COLLECTIONSources ofrevenue

2017/18 2016/17Estimate Actual

Amountcollected

Over-/under collection

Estimate Actual Amount

collected

Over-/under collection

R’000 R’000 R’000 R’000 R’000 R’000Revenue from non-exchange transactions

739,879 791,029 51,150 697,999 664,215 -33,784

Revenue from exchangetransactions

84,681 78,868 -5,813 66,983 76,008 9,025

Total 824,560 869,897 45,337 764,982 740,223 -24,759

Revenue from non-exchange transactions.

ThesurplusofR45,337magainstbudget isduetotheR54,709mreallocationtorevenuefromliabilityrelatingtoaSARSoverpaymentfrom prior years, which was not budgetedfor during the 2017/18 financial year. This

was netted off by the budget deficit of R5,813moninterestincome,aresultofalowereffective interest rate.

Revenue from exchange transactions

ThebudgetdeficitofR5,813moninterestincome is due to lower effective interest rate.


57

PROJECT HIGHLIGHTSTVET Ratings Pilot Project

SAIMI

PROJECT IMPLEMENTOR

R8 500 000

VALUE

45


KZN & Western Cape

PROVINCE/S IMPACTED

STRATEGIC GOAL

NARRATIVE

The purpose of this project was to align the seafarer qualification, i.e. Able Seafarer (deck, engine or fishing) with the national qualification to be registered in the NQF and thereafter to deliver the programme through a medium of private and TVET service providers. The project is aligned to the Operation Phakisa imperatives and attempts to bridge the gap of offering maritime studies in the TVET environment. It is a pilot project that incorporates formal and practical studies, and gives the learners seatime (work experience) on board accredited vessels.

1. Increase access to occupationally directed programmes (specifically artisanDirected)2. A post-school strategy for youth for further access and work experience to improve Employability (i. E. Programmes for post school youth for further access to TVETS colleges)

PART CGOVERNANCE


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ReportbytheTETABoardastheAccountingAuthorityoftheMinisterofHET(asExecutiveAuthority)andMembersofParliamentoftheRepublicofSouthAfrica.

2.1 TETA establishment

TETA is aSchedule 3Apublic entitywhichwasestablishedbytheMinisterofLabouron20March 2000, and subsequently from 31March2005to31March2010.TheMinisterof HET then granted an extension until 31 March2016toallSETAs,andsubsequentlyre-establishingSETAs from1April 2016 to31March2018.Thiswasfurtherextendedto31March2020.TheobjectiveofTETAistodevelopskillsinandforthetransportsectorin South Africa. The following sectors fallwithinthescopeofTETA:

• Aerospace;• Forwarding and clearing;• Freight handling;• Maritime;• Rail;• Roadfreight;• Roadpassenger;and• Taxi.

2.2 TETA financial records

InkeepingwiththestipulationsofthePFMA,as amended and read in conjunction withthe applicable Treasury Regulations, theBoardofTETAensuredthat fullandproperaccountingrecordsofthefinancialaffairsofTETAweremaintainedforthefinancialyearending31March2018.

2.3 Corporate Governance

New Board members received formal induction andtrainingontheKingIVCodeofCorporateGovernance, the PFMA and the skillsdevelopmentenvironmentwithinwhichTETAoperatestoenablethemto:

• Provide strategic direction to ensure thesuccessfulimplementationofTETA’s mandate; • Determinestrategiesandpolicies;and• Manageperformanceagainstspecific goals and business plans. TheBoardmembers, aswell as theBoardStanding Committees also participated in a self-assessment exercise during the year.TheBoard placed strong emphasis on riskmanagement controls and the reviewing and implementation of investments.

2.4 General review of state of affairs

The Board is of the view that the AFS forthe financial year ending March 2018,fairly represent the state of affairs of TETAand its financial results. The statementsare presented in accordance with the effectivestandardsofGenerallyRecognisedAccountingPractices(GRAP),includinganyinterpretations, guidelines and directivesissuedbytheAccountingStandardsBoard.

1. INTRODUCTION

2. REPORT OF THE ACCOUNTING AUTHORITY

During the reporting year, the TETA Boarddevoted a significant quota of its efforts tomattersrelatingtostrengtheninggovernance,aswellasfosteringcompliancewithkeyandrelevant statutes such as the SDA (97 of1998)andthePFMA(1of1999).

The Board remains accountable and it retains the ultimate authority to lead, control andmanage the entity’s business, inclusive ofpowers to delegate responsibilities. In striving to ensure that TETA remains a viable andeffective institution, its responsibilities arefacilitated by a well-developed governancestructure and Board subcommittees.


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2.4.1 Levies

The 80% levy income increased by R60million from R648 million in the 2016/17financialyear,toR708millioninthe2017/18financial year, which constitutes a 9%increase,year-on-year.Therewasaspikeinlevy income during the months of February andMarch 2018, whichwasmost likely asa result of bonus payments in the transport sectorduringNovemberandDecember2017.

2.4.2 Grants and projects

MGexpenditureincreasedbyR9millionfromR136million in2016/17, toR145million in2017/18.Thisrepresentsa7%increasefromthe previous year. The increase is due to thesalaryhikesinthetransportsector.TheMGpayoutratioremainedat83%duringthe2017/18financialyear.

DGsandprojectsexpenditureforthe2017/18year was R507 million, which is a 5%increase fromR481million in 2016/17. TheTETAboardapprovedtherealignmentoftheDG fundingwindow to thefinancialyear, tofurther increase disbursement.

2.4.3 Planned utilisation of surpluses

ThenewgrantregulationssettheDGleviesto49.5%whichresultedina29.5%increaseinleviesthatTETAutilisesforprojects.TETAhasasurplusofR108,137milliontodeclarefrom the 2017/18 financial year, in terms ofsection53(3)ofthePFMA,andrequestedtheretention and rollover of the surplus funds.

2.4.4 Investments

Treasury Regulation 31.3 requires that,unless exempted by the National Treasury,TETAasaSchedule3Apublicentity,mustinvest surplus funds with the Corporation forPublicDeposits.Assuch,anamountofR1,055millioniscurrentlyinvestedwiththeCorporationforPublicDepositsasat31March2018.

2.5 Legal costs

Legal expenses were incurred during theyear under review due to normal operating activities, staff disciplinary matters andongoing legal procedures for the Fidentia Investment case.

2.6 Going concern

TheMinister of HET re-established SETAsfrom1April2016to31March2018.Thereafterthe SETA landscape was extended to 31March 2020. The Accounting Authority issatisfied that TETAwill continue to operateas a going concern.

2.7 Delegation of authority

TETA has a comprehensive delegation ofauthority frameworkthatassists inensuringeffective decision making without dilutingmembers’ accountability and responsibilities.

2.8 Board member assessment

During the year under review, the Boardembarked on a self-assessment exerciseto identify performance gaps and develop strategies to close them. Identifying and acknowledging the strengths of the Boardwas recognised as a key imperative, toenable the Board to build on its strengths and sustain good performance. The Board’s Governance and Strategy Committee is taskedwithrecommendingremedialactionsto theBoardvis-à-visgaps identified.Suchactions will be implemented in the 2018/19financialyear.


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2.9 Board sub-committees

The following sub-committees support theBoardinexecutingitsmandate:

2.9.1 Executive Committee (EXCO) The EXCO is tasked with the review ofmatters relating to the business and affairs of the organisation prior to the submission of such matters to the Board. It prepares or instructs the preparation and submission to the Board on any information and data as the committeeconsiderspertinent,toassistintheconsideration of such matters by the Board. EXCO meetings were held in accordance withthetermsofreference,duringtheperiodunder review.

2.9.2 Finance, Human Resources and Remuneration Committee

This committee is taskedwith assisting theTETABoardinfulfillingitsfinancialoversightresponsibility with respect to all governance aspects of financial management andfinancialaccounting.Thisentails:

• AssistingtheBoardinfulfillingits responsibilitytooverseeTETA’sfinancial position; • Financing plans and programmes; • Cash management; • Investment management;• Employee retirement plans; and• Insurance management and review of financialpoliciesandfinancialrisks.

Committee meetings were held in accordance withthetermsofreference,duringtheperiodunder review.

2.9.3 Audit and Risk Committee (ARC)

The ARC is responsible for the monitoringof internal control systems and processes to ensurethatTETA’sinterestsandassetsareprotected. The committee further reviews any accounting concerns raised by the

internal and external audits as well as the AFS. Amongst others, it also ensures thatTETAhasaneffectiveinternalauditfunctionin place, and that the roles and functionsof external audit and internal audit are sufficientlyclarifiedandcoordinated.Thisistomake sure that an objective overview ofthe operational effectiveness of the entity’s systemsofinternalcontrol,riskmanagement,governance and reporting is provided.

From a risk management perspective, thecommittee ensures that the Board’s riskmanagement strategies and processes are aligned with best practices. Managementis fully involved in the processes and in reporting to theARCon risk exposure andemerging risks, amongst other relevantfactors. Committee meetings were held in accordance with the terms of reference during the period under review. External and internal auditors and senior executives also attended these meetings.

2.9.4 Governance and Strategy Committee The committee is responsible for providing strategic guidance and policy oversight to TETA regarding the quality assurancefunctions and obligations of TETA, in itsgovernance and strategy imperatives. It also deals with any such matters as may be referred to by the Board.

The committee also develops policies,principles, criteria and guidelines that arenecessary for the governance and strategy functions of TETA. It furthermore promotesgood governance and formulates the skillsdevelopment strategy for the transport sector. Committee meetings were held in accordance withthetermsofreference,duringtheperiodunder review.


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2.10 Board and Board Committee meeting attendance

Duringtheperiodunderreview,theBoardheldthefollowingmeetingsinlinewiththeapprovedConstitutionoftheTETABoardandtheBoardCharter:

Name Constituency 08 May 2017

26 July 2017

27 October 2017

27 March 2018

MrJuneDube Board Chairperson AP P P DeceasedMrJapieKruger BoardMember P P P PMsTrudySebastian BoardMember P P P PMrLionelRitson BoardMember P P P PMrMacoliveOldjohn BoardMember P P P PMsLorraineWentzell Board member P P P PMrThulaniMbatha BoardMember P P P PMsVeronicaMesatywa BoardMember P P P PMrWyndhamEvans BoardMember P P P PMrNtebalengSetlako BoardMember P P P PMsMarynaduPlessis BoardMember P P P PMrGeoffreyJacobs BoardMember P P P PMrSakiTlou BoardMember P P P PMrLuckyKolobe BoardMember P P P P

P=Present;AB=AbsentAP=Apology;R=Resigned;N/A=NotApplicable

EXCO attendance for 2017/18

ChairpersonP=Present;AB=AbsentAP=Apology;R=Resigned;N/A=NotApplicable

Finance, Human Resources and Remuneration Committee attendance in 2017/18

P=Present;AB=AbsentAP=Apology;R=Resigned;N/A=NotApplicable


25 August 2017

29 November 2017

23 January 2018

MrJuneDube Committee Chairperson P P P PMrLionelRitson CommitteeMember P P P PMrWyndhamEvans CommitteeMember P P P PMrThulaniMbatha CommitteeMember P P P PMrGeoffreyJacobs CommitteeMember P P P P


19 July 2017

13 October 2017 26 March 2018

MrGeoffreyJacobs Committee Chairperson P P P PMsLorraineWentzell CommitteeMember P P P PMsVeronicaMesatywa

CommitteeMember P P P P

MsTrudySebastian CommitteeMember P P P PMrLuckyKolobe CommitteeMember P P P P


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Governance and Strategy Committee Attendance in 2017/18

Name Constituency 27 April 2017

02 June 2017

26 July 2017

24 August 2017

03 October 2017

02 February 2018

MsTrudySebastian

Committee Member

P P P P P AP

MrLionelRitson

Committee Member

P P P P P P

MrMacoliveOldjohn

Committee Member

P P P P AP P

MrThulaniMbatha

Committee Member

P P P P P P

MsMarynaduPlessis

Committee Chairperson

P P P P P P

MrSakiTlou Committee Member

P P P P AB P

MrRolandSetlako

Committee Member

P P P P P P


2.11 Risk management

TETA has a risk management policy andstrategy that is reviewed and approved annually bytheARC.TheriskmanagementpolicyandstrategyinformstheriskassessmentsthatareconductedbyTETA.Riskassessmentsareconductedasanongoingactivity,butaredoneformally on a quarterly basis by the internal Fraud Prevention and Risk ManagementCommittee,whichcomprisesexecutivesandbusinessunitmanagers.Inaddition,theriskassessments are executed annually, afterthe external audit has been conducted by the AGSA,wherebyallmanagersare invited toattendariskassessmentworkshop.

Risk management is a standard reportingitem on the agenda of every ARC andBoard meeting. The meetings are held quarterly to report on the progress made with regard to addressing pressing strategic and operational risks. The ARC membersreview and interrogate the documents and provide input on the progress made, sincethe previous meeting. This is to determine whether riskmanagement responsesareatanescalated level,andtoprovideguidanceon timely presentation and implementation of action plans.

2.12 Internal control

2.12.1 Theinternalcontrolfunctionisfulfilled byTETAmanagement.Toreduce and/oreliminateriskexposure,in certainkeyfunctionsofthe organisation,policiesandprocedures arecontinuouslydeveloped,reviewed and implemented. These controls are then tested for design and effectiveness by an outsourced InternalAuditFunction,which functionallyreportstotheARC,and administratively to the CEO.

2.12.2Thefollowingactivities,asapproved bytheARC,havebeenperformedby the internal auditors during the year underreview:

• Human capital management;• Researchandsectorskillsplanning;• Strategic plan implementation (learnershipsandlearningprogrammes);• Performanceinformation–Phase1– Quarter2;• Supply chain and expenditure management;• Qualityassurance(ETQA)commitments;• Performanceinformation–Phase2– Quarter3;


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• Follow up on previous internal audit findings–ITgeneralcontrols;• Followuponpreviousfindingsofthe InternalAuditFunction–governanceand compliance; and• FollowuponfindingsraisedbytheAGSA.

2.12.3TheARC’skeyactivitiesand responsibilities,asoutlinedinthe approvedcharter,includebutarenot limitedto:

• Maintainingfullandunrestrictedaccess toTETA’sCEO,executivemanagement Team,externalandinternalauditorsand theAccountingAuthority;• Initiating investigations regarding any matteritmaydeemnecessary,andfor the purpose of obtaining legal advice and any other advice from external experts;• Hiring special counsel or experts to assist inspecialopinionsorinvestigations, subjecttotheprocurementproceduresof TETAandthefinancialstipulationsasset outinTETA’sfinancialdelegation;• Reviewingtheeffectivenessofthe InternalAuditFunctionandensuringthat the roles and functions of the external andinternalauditorsaresufficiently clarifiedandco-ordinated.Thisis toprovideanobjectiveoverviewonthe operationaleffectivenessofTETA’s systemsofinternalcontrol,risk management,governanceandreporting.

2.13 Fraud and corruption

TETA’sfraudpreventionandfraudresponseplans are reviewed annually and approved by the AC to ensure that it is relevant andthat it adequately responds to the TETAenvironment.

As a fraud prevention and responsemechanism, TETA has a fraud hotlineadministered by an independent service provider, where suspected fraudulentactivities,perpetratedbyTETAemployeesandstakeholders,canbereportedanonymously,anywhere and anytime. Anyone wishing toreport such activities may do so by calling thefreehotlineservice,byreportingviathewebsiteorbyscanningtheQRcodethroughthe use of smart phones.

Depending on the sensitivity and allegedperpetrator, each case is escalatedaccordingly, in line with industry normsand standards, and as recommended bybest practices -to promote transparencyand ensure that each case is handled with strictconfidentiality.Areportofallthecasesreported is independently submitted to the ARC,bytheindependentserviceprovider.


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3. AUDIT AND RISK COMMITTEE REPORT

WearepleasedtopresenttheARCreportforthefinancialyearthatended31March2018.

ARC members and attendance

TheARCconsistsofthememberslistedinthetablebelowandisrequiredtomeetatleastfourtimesperannum,aspertheapprovedtermsofreference.Duringthecurrentyear,theARCconductedfourmeetings.

ARC attendance in 2017/18


20 July 2017

10 November 2017

08 February 2018

MrThiruMudaly Independent Chairperson P P P PMrPatrickMnisi IndependentMember AP P P PMsVhonaniSingo IndependentMember P P P PMrJapieKruger BoardMember P P P PMsMarynaduPlessis BoardMember P P p P


ARC responsibility

We report that we adopted appropriate formal terms of reference in our charter, inline with the requirements of Section 51(1)(a)ofthePFMA,No.1of1999andTreasuryRegulation 27. We further report that weconducted our affairs in compliance with this charter.

The effectiveness of internal control

The system of controls is designed to provide assurancethatassetsaresafeguarded,lawsarecompliedwith,informationisreliable,andliabilitiesareefficientlymanaged.InlinewiththePFMAandtheKingIIIReportonCorporateGovernance requirements, Internal Auditprovides the ARC and management withthe assurance that the internal controls are appropriate and effective. This is achieved by meansof the riskmanagement processaswellastheidentificationofcorrectiveactionsand suggested enhancements to the controls and processes.

Consideringtheabove,theARChasnorea-sontobelievethatanymaterialbreakdowninthefunctioningofthesecontrols,proce-dures and systems has occurred during the period under review.

Internal Audit

WearesatisfiedthattheInternalAuditfunctionoperated effectively and that it addressed the riskspertinenttoTETAinitsaudits.

Evaluation of financial statements

TheARCs:

• Reviewedanddiscussedtheaudited AFStobeincludedintheARwiththe AGSAandtheAccountingOfficer;• ReviewedtheAGSA’smanagement letter and management’s response thereto;• Reviewedtheappropriatenessof accounting policies and practices adopted; and• Reviewedsignificantadjustments resulting from the audit.


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HavingconsideredTETA’sfinancialposition,theReport of theAccountingAuthority andthe audit report of the AGSA, the ARCconcurs that the adoption of the going concernpremiseinpreparationoftheAFSisappropriate.

TheARCacceptstheAGSA’sconclusionsontheAFSandisoftheopinionthattheauditedAFScanbeacceptedandreadtogetherwiththeReportofAuditor-General.Wethereforerecommended the adoption and approval of theAFSbythegoverningBoard.

Appreciation

TheARCexpressesitssincereappreciationtotheaccountingofficer,seniormanagementteam, InternalAuditand theAGSA for theirefforts in assisting us to achieve our mandate.

_________________Mr Thiru MudalyTETAAuditandRiskCommitteeChairperson25July2018

PROJECT HIGHLIGHTSDiving placement / internships

Mzansi Scuba Academy

PROJECT IMPLEMENTOR

R1 400.0094

VALUE

40


Learners drawn nationally

PROVINCE/S IMPACTED

STRATEGIC GOAL

NARRATIVE

The project is a continuation of the TETA UIF scuba project (approved 2014) and will work with the graduates from this programme. It seeks to provide the graduates with a structured work experience linked directly to the scuba qualification, which will roll out within SAPS. Project currently in progress

The project is a continuation of the TETA UIF scuba project (approved 2014) and will work with the graduates from this programme. It seeks to provide the graduates with a structured work experience linked directly to the scuba qualification, which will roll out within SAPS. Project currently in progress

PART DHUMAN RESOURCE

MANAGEMENT


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TETA

ORG

AN

ISAT

ION

AL

STRU

CTU

RE


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1. INTRODUCTION

An overview of human resource (HR) matters

The HR Department supports the corebusiness of the organisation to reach the desired outcomes through achievement of thefollowing:

• Recruitment and selection process isdone as soon as possible to ensure that vacantpositionsarefilledtimeously;

• TraininganddevelopmentofTETAstaffisaligned to personal development plans ;

• HR-relatedpolicies,plansandstrategiesare continuously improved to eliminate uncertaintiesintheworkplace;

• Devolutionofsoundemploymentrelationsto all business units of the organisation;

• AwarenessontheimportanceoflivingahealthylifestyleinallTETAregions;

• Effectiveandefficientperformanceman-agement systems are in place; and

• RecognitionofNEHAWUastheemploy-ees’voiceintheworkplaceandcontinu-ous improvement of the relationship with the union.

HR priorities for the year under review and their impact

Training and development of personnel is of high priority for TETA. The envisagedimpact of adequately trained personnel becomes visible in improved organisational performance, staff confidence and skills.TETAwillcontinuetoinvestinhumancapital,withafocuson:

• Internal staff bursaries;• WorkshopsalignedtoPDPsandindustry-

specificfortrendupdates;and• SubmissionofWSP/ATRtoETDPSETA.

Workforce planning framework and key strategies to attract and recruit a skilled and capable workforce

TheHRplanforTETAprovidesguidanceforthe workforce planning framework which isalignedtoTETA’soverallstrategy.

Employee performance management framework

TETA’s performance managementframework assists in setting objectivesforallTETAemployeesat thebeginningof every financial year. This is measured every quarter of the financial year, toassess whether employees are achieving the required standard of performance.

Employee wellness programmes

TETAcontinuestopositionitselfasacaringemployer. For this reason, the promotionof healthy living that includes the physical,emotional andmental health of employees,wasofsignificantimportanceduringtheyearunder review.

ICAS,theserviceprovidercontractedtorollout TETA employee wellness programmes,ensures that all employees have access to professional assistance for challenges relating to social, psychological, legal andprofessional matters.

Policy development

The organisation continuously reviews and updatesitsHRpoliciesasandwhenrequired,either due to amendments to legislation or operational changes within the organisation.


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2. HUMAN RESOURCE OVERSIGHT STATISTICS

Personnel cost by programme/activity/objective

Programme/activity/objective

Total expenditure for the entity

(R’000)

Personnel expenditure

(R’000)

Personnel exp. as a % of total

exp. (R’000)

No. of employees

(R’000)

Average personnel cost per employee

(R’000)

Administration 61,781 76148 123.25% 120 634.60

Personnel cost by salary band

Level Personnel expenditure

(R’000)

% Of personnel exp. to total personnel

cost (R’000)

No. of employees Average personnel cost per employee

(R’000)

Top management 6,294 8.27% 3 2,098

Senior management 21,356 28.05% 16 1,335

Professionalqualified 24,859 32.65% 32 777

Skilled 5,750 7.6% 11 523

Semi-skilled 16,919 22.2% 53 319

Unskilled 970 1.3% 5 194

TOTAL 76 148 100% 120

Highlights

The HR department’s achievements inthe reporting year comprise the following highlights:

• Wellness events were successfully hosted inallthreeTETARegions;and

• WellnessAmbassadorswere introducedin the organisation.

Challenges faced by the public entity

The Employee Assistance Programme(EAP) is fairly new within the organisation.Assuch,theuptakefortheprogrammehas

not yet reached its maximum potential. With increased internal promotions and direct communications with employees, this ishowever expected to improve over time.

Future HR plans/goals

• To offer the best service to all internal stakeholderswithinTETA;and

• To intensify the rollout of the employee wellness programmes.


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Performance rewards

Programme//activity/objective

Performance rewards(R’000)

Personnel expenditure (R’000)

% of performance rewards to total

personnel cost (R’000)Top management 722 6,294 11.47%

Senior management 2,090 21,356 9.80%

Professionalqualified 2,323 24,859 9.34%

Skilled 540 5,750 9.40%

Semi-skilled 1,578 16,919 9.33%

Unskilled 105 970 10.82%

TOTAL 7, 408 76, 148

Training costs

Programme activity/objective

Personnel expenditure

(R’000)

Training expenditure

(R’000)

Training expenditure as a % of personnel cost

No. of employees

trained

Avg training cost per employee

Administration 1,790 1,190 66% 104 11,439

Employment and vacancies

Programme/activity/objective

2016/17 No. of

employees

2017/18approved posts

2017/18No. of

employees

2017/18 Vacancies

% of Vacancies

TopManagement 3 3 3 0 0%

SeniorManagement 15 20 13 7 53%

Professionalqualified 30 35 30 10 33%

Skilled 11 15 11 1 9%

Semi-skilled 43 45 47 0 0%

Unskilled 5 5 5 0 0%

TOTAL 107 123 109 18 16.5%

Explanation for variances:

• The variance under the professional qualified and skilled employees for theyear under review is as a result of inherent positions, which can only be re-alignedwhen they become vacant.

• There is a variance under semi-skilledemployees for the period under review,due to three temporary positions for assistant bursary administrators that are not in the approved structure.

Subjecttobudgetavailability,criticalpositionswere progressively filled. The organisationalso continuously reviews its financialposition against its operational targets, toprioritisethefillingofvacantpositions,asperthe approved structure.


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Employment change

Salary band Employment at the beginning of the

period

Appointments Terminations Employment at the end of the period

Top management 3 0 0 3

Senior management 12 1 3 13

Professionalqualified 28 2 2 30

Skilled 10 1 0 11

Semi-skilled 39 8 6 47

Unskilled 5 0 0 5

TOTAL 97 12 11 109

Reasons for staff leaving

Reason Number % of total no. of staff leaving

Death 0 0

Resignation 7 64%

Dismissal 2 18%

Retirement 0 0

Ill health 0 0

Expiry of contract 2 18%

Other 0 0

TOTAL 11 100%

Explanations

Therearenomajorvariancesinstaffturnover.

Labour relations: misconduct and disciplinary actions

Nature of disciplinary action NumberVerbalwarning 0

Written warning 2

Final written warning 0

Dismissal 2

TOTAL 4


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Equity target and employment equity status

Levels Male

African Coloured Indian White

Current Target Current Target Current Target Current Target

Top management 2 0 0 0 0 0 0 0

Senior management

6 0 0 1 0 1 1 0

Professional qualified

13 0 1 0 0 1 2 0

Skilled 1 0 0 1 0 1 0 0

Semi-skilled 15 0 0 2 0 1 0 0

Unskilled 1 0 0 0 0 0 0 0

TOTAL 38 0 1 4 0 4 3 0

Levels Female

African Coloured Indian White

Current Target Current Target Current Target Current Target

Top management 1 0 0 0 0 0 0 0

Senior management

7 0 0 1 0 1 2 0

Professional qualified

12 0 1 1 2 1 1 0

Skilled 9 0 1 1 0 1 0 0

Semi-skilled 35 0 1 0 1 1 1 0

Unskilled 4 0 0 0 0 0 0 0

TOTAL 68 0 3 3 3 3 4 0

Levels Disabled staffMale Female

Current Target Current TargetTop management 0 0 0 0

Senior management 0 0 0 0

Professionalqualified 0 0 0 0Skilled 0 1 0 1

Semi-skilled 0 1 0 0

Unskilled 0 0 0 0

TOTAL 0 2 0 1


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PROJECT HIGHLIGHTSMarine Engineering Conversion Programme

SAMTRA,College of Cape Town &

Cape Peninsula Uni. Of Technology

PROJECT IMPLEMENTOR

R5 200 000

VALUE

40


Western & Northern CapePROVINCE/S IMPACTED

STRATEGIC GOAL

NARRATIVE

The project delivers a PIVOTAL programme, which entails a PPP between a HET, TVET and Sect 21 company (private provider / crewing agency). The programme itself is an enabler to deliver engineering cadets to the national cadet project and entails the development of a new integrated learning pathway between HET, TVET and industry (via an accredited crewing agency) for maritime engineers. The project was successfully concluded with many lessons drawn for industry tolearn from

1. Increase access to occupationally directed programmes (specifically artisan directed)

2. A post-school strategy for youth for further access and work experience to improve employability(i.e. programmes for post school youth for further access to HEIs and TVETs colleges AND Employable learners and graduates put on work-place-based training

PART EFINANCIAL

INFORMATION

Report on the audit of the financial statements

Opinion

1. I have audited the financial statementsof the Transport Education and Training Authoritysetoutonpages88to120,whichcomprise statement of financial positionas at 31 March 2018, the statement offinancial performance, statement ofchangesinnetassets,statementofcashflows and statement of comparison ofbudget information with actual information for the year then ended, aswell as thenotestothefinancialstatements,includinga summary of significant accountingpolicies.

2. In my opinion, the financial statementspresent fairly, in all material respects,the financial position of the TransportEducationandTrainingAuthorityasat31March2018anditsfinancialperformanceandcashflowsfor theyear thenended,in accordance with the Standards of Generally Recognised AccountingPractice (Standards of GRAP) and therequirements of the Public Finance Management Act of South Africa, 1999(ActNo.1of1999)(PFMA)andtheSkillsDevelopment Act of South Africa, 1998(ActNo.97of1998)(SDA).

Basis for opinion

3. I conducted my audit in accordance with the International Standards on Auditing(ISAs). My responsibilities under thosestandards are further described in the auditor-general’s responsibilities for theaudit of the financial statements sectionof this auditor’s report.

4. I am independent of the public entity in accordance with the International Ethics StandardsBoard forAccountants’Code of ethics for professional accountants (IESBAcode)andtheethicalrequirementsthat are relevant to my audit in South Africa. I have fulfilled my other ethicalresponsibilities in accordance with these requirementsandtheIESBAcode.

5. I believe that the audit evidence I have obtained is sufficient and appropriate toprovide a basis for my opinion.

Emphasis of matter

6. Idrawattention to thematterbelow.Myopinion isnotmodified inrespectof thismatter.

Irregular expenditure

7. As disclosed in note 25 to the financialstatements, irregular expenditure to theamount of R 503 000 was incurred, assupply chain management requirements were not adhered to.

Responsibilities of the accounting authority for the financial statements

8. The board of directors,which constitutethe accounting authority is responsible for the preparation and fair presentation ofthefinancialstatementsinaccordancewith Standards of GRAP and therequirementsofthePFMAandSDA,andfor such internal control as the accounting authority determines is necessary to enable the preparation of financialstatements that are free from material misstatement, whether due to fraud orerror.

REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON THE TRANSPORT EDUCATION AND TRAINING AUTHORITY


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9. Inpreparingthefinancialstatements,theaccounting authority is responsible for assessing the Transport Education and Training Authority’s ability to continueas a going concern, disclosing, asapplicable, matters relating to goingconcern and using the going concern basis of accounting unless the accounting authority either intends to liquidate the public entity or to cease operations, orhas no realistic alternative but to do so.

Auditor-general’s responsibilities for the audit of the financial statements

10. My objectives are to obtain reasonableassurance about whether the financialstatements as a whole are free from material misstatement, whether due tofraud or error, and to issue an auditor’sreport that includes my opinion. Reasonable assurance is a high levelof assurance, but is not a guaranteethat an audit conducted in accordance with the ISAs will always detect amaterial misstatement when it exists. Misstatements can arise from fraud orerror and are considered material if,individually or in aggregate, they couldreasonablybeexpected to influence theeconomicdecisionsofuserstakenonthebasisofthesefinancialstatements.

11. Afurtherdescriptionofmyresponsibilitiesfortheauditofthefinancialstatementsisincluded in the annexure to this auditor’s report.

Report on the audit of the annual performance report

Introduction and scope

12. In accordance with the Public AuditAct of South Africa, 2004 (Act No.25 of 2004) (PAA) and the generalnotice issued in terms thereof, I have aresponsibility to report material findingson the reported performance information against predetermined objectives forselected programmes presented in the annual performance report. I performed procedurestoidentifyfindingsbutnottogather evidence to express assurance.

13. My procedures address the reportedperformance information, which mustbe based on the approved performance planning documents of the public entity. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents.My procedures also did notextend to any disclosures or assertions relating to planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly,myfindingsdonot


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Programmes development priorities Pages in the annual performance report

Programme1:Skills Planning and Research 34–36

Programme2:Occupationally directed programmes and strategic partnerships 37–40

Programme3: Quality Assurance Systems 41–42

Programme4: Career Development, Progression, and Work Placement for Youth 43–45

Programme5: Skills Development Support for Small Entities 45–46

14. extend to these matters.

15. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in thegeneralnotice,forthefollowingselectedprogrammes presented in the annual performance report of the public entity for theyearended31March2018:

16. I performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. I performed further procedures to determine whether the indicators and related targets were measurableand relevant, andassessed

the reliability of the reported performance information to determine whether it was valid,accurateandcomplete.

17. The material findings in respect of theusefulness and reliability of the selected programmesareasfollows:

Programme 2: Occupationally directed programmes and strategic partnerships

Various indicators

18.The reported achievement in the annual performance report did not agree to the supporting evidence provided for the indicators listed below. The supporting evidence provided indicated that the achievements of these indicators were as follows:

Indicator Reported achievement

Audited value

2.1(d)NumberofUnemployedLearnersgrantedSkillsprogrammes-Entered 2017 747

2.1(k)NumberoflearnersgrantedRPLprogrammes-Entered 160 201

2.1(i)NumberofUnemployedlearnersgrantedanapprenticeshipprogramme-Entered

615 518


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19.I did not identify any material findingson the usefulness and reliability of the reported performance information for the followingobjectives:

• Programme1:SkillsPlanningandResearch

• Programme3–QualityAssuranceSystems

• Programme4:CareerDevelopment,Progression,andWorkPlacementforYouth

• Programme5–SkillsDevelopmentSupport for Small Entities Other matters

20. I draw attention to the matters below.

Achievement of planned targets

21. Refer to the annual performance reportonpages34to48forinformationontheachievement of planned targets for the year and explanations provided for the under/overachievementofasignificantnumber of targets. This information should be considered in the context of the material findings on the usefulness andreliability of the reported performance information in paragraph(s) 17 of thisreport.

Adjustment of material misstatements

22. I identifiedmaterialmisstatementsintheannual performance report submitted for auditing. These material misstatements were on the reported performance information of Skills Planning andResearch, Quality Assurance Systems,Career Development, Progression,and Work Placement for Youth andSkills Development Support for SmallEntities Other matters. Asmanagementsubsequently corrected only some of the misstatements, I raised materialfindingson the reliabilityof the reported

performance information. Those that were not corrected are included in the basis for opinion paragraphs.

Report on the audit of compliance with legislation

Introduction and scope

23. In accordance with the PAA and thegeneral notice issued in terms thereof,I have a responsibility to report material findings on the compliance of thepublicentitywithspecificmatters in keylegislation. I performed procedures to identifyfindingsbutnottogatherevidenceto express assurance.

24. Thematerialfindingsoncompliancewithspecificmattersinkeylegislationsareasfollows:

Annual financial statements

25. The financial statements submitted forauditing were not prepared in accordance with the prescribed financial reportingframework, as required by section 55(1)(b)ofthePFMA.Materialmisstatementsofcommitmentsidentifiedbytheauditorsin the submitted financial statementswere corrected resulting in the financialstatementsreceivinganunqualifiedauditopinion.

Procurement and contract management 26. Some of the contracts were extended or

modifiedwithouttheapprovalofaproperlydelegatedofficialas requiredbysection44ofthePFMAandtreasuryregulations8.1and8.2.


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Expenditure management

27. Effective and appropriate steps were not taken to prevent irregular expenditureamountingtoR503000disclosedinnote25 to the annual financial statements,as required by section 51(1) (b) (ii) ofthePFMA. Themajority of the irregularexpenditure was caused by management not keeping up to date with changesin legislations issued by the National Treasury.

Other information

28.The accounting authority is responsible for the other information. The other information comprises the information included in the annual report, whichincludes the audit committee’s report,Chairperson of the accounting authority report and CEO’s report. The other informationdoesnotincludethefinancialstatements, the auditor’s report thereonand those selected programmes presented in the annual performance reportthathavebeenspecificallyreportedon in the auditor’s report.

29.My opinion on the financial statementsandfindingsonthereportedperformanceinformation and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.

30. In connection with my audit, myresponsibility is to read the other information and, in doing so, considerwhether the other information is materially inconsistentwiththefinancialstatementsand the selected programmes presented in the annual performance report or my knowledge obtained in the audit,or otherwise appears to be materially misstated. If, based on thework I have

performed on the other information obtained prior to the date of this auditor’s report,Iconcludethatthereisamaterialmisstatement of this other information,I am required to report that fact. I have nothing to report in this Assuming theother information was received and read and no inconsistencies were identifiedregard.

Internal control deficiencies

31. I considered internal control relevant to my auditofthefinancialstatements,reportedperformance information and compliance with applicable legislation; however, myobjective was not to express any formof assurance on it. The matters reported belowarelimitedtothesignificantinternalcontrol deficiencies that resulted in thefindings on the annual performancereport and the findings on compliancewith legislation included in this report.

Leadership

Action plans to address internal control deficiencies

32. The SETA developed action plans andcorrective actions to address both internal and external audit findings, howevermanagement did not monitor adherence to the action plans in a timely manner.

Financial and performance management

Proper record keeping

33. Management did not implement properrecord keeping in a timely manner toensure that complete, relevant andaccurate information is accessible and available to support commitments and performance reporting with regards to some indicators.


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Daily and monthly processing and reconciling of transactions

34. Managementdidnotimplementadequatecontrols over daily and monthly processing and reconciling of transactions.

Regular, accurate and complete financial and performance reports

35. Management did not prepare regular,accurate and complete financial andperformance reports that are supported and evidenced by reliable information relating to certain programmes

Compliance monitoring

36. Management did not adequately reviewand monitor compliance with applicable laws and regulations.

Pretoria31July2018


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1. As part of an audit in accordancewith the ISAs, I exercise professionaljudgement and maintain professionalscepticism throughout my audit of the financialstatements,andtheproceduresperformed on reported performance information for selected programmes and on the public entity’s compliance with respecttotheselectedsubjectmatters.

Financial statements

2. In addition to my responsibility for the audit of the financial statements asdescribedinthisauditor’sreport,Ialso:

• Identifyandassesstherisksofmaterialmisstatementofthefinancialstatementswhetherduetofraudorerror,designandperform audit procedures responsive to those risks, and obtain audit evidencethat is sufficient and appropriate toprovideabasis formyopinion.Theriskof not detecting a material misstatement resulting from fraud is higher than for one resultingfromerror,asfraudmayinvolvecollusion, forgery, intentional omissions,misrepresentations, or the override ofinternal control

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriateinthecircumstances,butnotfor the purpose of expressing an opinion on the effectiveness of the public entity’s internal control

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the boardofdirectors,whichconstitutestheaccounting authority

• Conclude on the appropriateness of the board of directors, which constitutesthe accounting authority’s use of the going concern basis of accounting in the preparation of the financial statements.I also conclude, based on the auditevidence obtained, whether a materialuncertainty exists related to events or conditions that may cast significantdoubt on the Transport Education and Training Authority ability to continue asa going concern. If I conclude that a materialuncertaintyexists,Iamrequiredto draw attention in my auditor’s report totherelateddisclosuresinthefinancialstatements about the material uncertainty or, if such disclosures are inadequate,to modify the opinion on the financialstatements. My conclusions are basedon the information available to me at the date of this auditor’s report. However,future events or conditions may cause a public entity to cease continuing as a going concern

• Evaluate the overall presentation,structure and content of the financialstatements, including the disclosures,and whether the financial statementsrepresent the underlying transactions and events in a manner that achieves fair presentation

ANNEXURE – AUDITOR-GENERAL’S RESPONSIBILITY FOR THE AUDIT


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Communication with those charged with governance

3. I communicate with the accounting authorityregarding,amongothermatters,the planned scope and timing of the audit and significant audit findings, includingany significant deficiencies in internalcontrol that I identify during my audit.

4. Ialsoconfirmtotheaccountingauthoritythat I have complied with relevant ethical requirements regarding independence,and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and, where applicable,related safeguards.


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Transport Education and Training AuthorityFinancial statements

for the year ended 31 March, 2018Audited

TheAnnualFinancialStatementsfortheYearEnded31March2018,setoutonpages90to120,havebeenapprovedbytheAccountingAuthorityon26July2018intermsofsection51(1)ofthePublicFinanceManagementAct(PFMA),No1of1999asamended,

andaresignedontheirbehalfby:

Maphefo Anno-Frempong Nomagcisa Tsipa-SipoyoChiefExecutiveOfficer Board Chairperson


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INDEX

Thereportsandstatementssetoutbelowcomprisethefinancialstatementspresentedtotheprovinciallegislature:

Page

Statement of Financial Position 90

Statement of Financial Performance 91

StatementofChangesinNetAssets 92

Cash Flow Statement 93

StatementofComparisonofBudgetandActualAmounts 94

AccountingPolicies 95 - 103

Notes to the Financial Statements 104 - 120


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Transport Education Training AuthorityFinancialStatementsfortheperiodendedMarch31,2018

Statement of Financial Position as at 31 March, 2018

Note(s) 2018 2017R’000 R’000

AssetsCurrentAssetsReceivablesfromnon-exchangetransactions 11 21,453 15,251Receivablesfromexchangetransactions 12 1,004 1,028Inventories 13 154 301Cash and cash equivalents 14 1,118,552 1,087,565

1,141,163 1,104,145Non-CurrentAssetsProperty,plantandequipment 9 26,087 27,739Intangible assets 10 1,010 708

27,097 28,447Non-CurrentAssets 27,097 28,447CurrentAssets 1,141,163 1,104,145Total Assets 1,168,260 1,132,592LiabilitiesCurrentLiabilitiesPayables from exchange transactions 16 5,788 6,785Payablesfromnon-exchangetransactions 15 35,953 125,058Provisions 17 14,607 14,577Unspentconditionalgrantsandreceipts 18 - 190

56,348 146,610Non-CurrentLiabilities - -CurrentLiabilities 56,348 146,610Total Liabilities 56,348 146,610

Assets 1,168,260 1,132,592Liabilities (56,348) (146,610)Net Assets 1,111,912 985,982ReservesAdministrationreserve 27,097 28,447Employer grant reserve 130 343Discretionaryreserve 1,084,685 957,192Total Net Assets 1,111,912 985,982


90


Statement of Financial Performance

Note(s) 2018 2017R’000 R’000

RevenueRevenue from exchange transactionsOther income 5 289 141Interestreceived-investment 3 78,579 75,867Total revenue from exchange transactions 78,868 76,008

Revenue from non-exchange transactions

Transfer revenueOther income 5 67,372 2,780SkillsDevelopmentLevytransfer 4 707,636 647,770SkillsDevelopmentLevypenaltiesandinterest 16,021 13,665Total revenue from non-exchange transactions 791,029 664,215Total revenue 869,897 740,223

ExpenditureEmployee related costs 8 (58,397) (52,779)Grantsandprojectexpenses 6 (652,103) (617,084)AdministrationExpenses 7 (33,464) (32,878)Total expenditure (743,964) (702,741)Surplus/ (deficit) for the year 125,933 37,482

ThesurplusofR125933000(2017:R37482000)formspartoftheDiscretionaryGrantReserve.IncludedintheR125933000surplusisanamountofR54709000whichrelatestoSARSoverpaymenttoTETAinprioryearsthathasbeen reallocated from liablities to revenue.


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Statement of Changes in Net Assets

Administrationreserve

Mandatorygrant reserve

Discretionarygrant reserve

Accumulatedsurplus

Total netassets

R’000 R’000 R’000 R’000 R’000Balance at 1 April, 2016 28,337 77 920,088 - 948,502Changes in net assetsSurplus for the year - - - 37,482 37,482Allocationofunappropriatedsurplus

154 25,724 11,604 (37,482) -

Excess reserves transferred toDiscretionary

(44) (25,458) 25,501 - (1)

reserveBalance at 1 April, 2017 28,447 343 957,192 - 985,982Changes in net assetsSurplus for the year - - - 125,933 125,933Allocationofunappropriatedsurplus

1,890 30,981 93,062 (125,933) -

Excess reserves transferred toDiscretionary

(3,240) (31,194) 34,430 - (4)

reserveGains(losses)frommergersor transfer of functions be-tween entities under common control

- - - - -

Balance at 31 March, 2018 27,097 130 1,084,685 - 1,111,912


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Cash Flow Statement

Note(s) 2018 2017R’000 R’000

Cash flows from operating activitiesReceiptsLevies,interestandpenaltiesreceived 791,451 671,103OthercashreceiptsfromStakeholders (6,311) (3,226)Interest income 78,579 75,867

863,719 743,744PaymentsEmployee costs (58,397) (52,779)Suppliers (30,341) (30,197)GrantsandProjectspayments (743,761) (589,921)Bad debts 1,446 450Other cash item 39 66

(831,014) (672,381)

Net cash flows from operating activities 19 32,705 71,363

Cash flows from investing activitiesPurchaseofproperty,plantandequipment 9 (798) (2,052)Proceedsfromsaleofproperty,plantandequipment 9 - (1,006)Purchase of other intangible assets 10 (919) (695)Proceedsfromsaleofproperty,plantandequipment - 1,006Net cash flows from investing activities (1,717) (2,747)Net increase/(decrease) in cash and cash equivalents 30,988 68,616Cash and cash equivalents at the beginning of the year 1,087,565 1,018,949Cash and cash equivalents at the end of the year 14 1,118,553 1,087,565


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Statement of Comparison of Budget and Actual AmountsBudget on Cash Basis

Theapprovedoriginalbudgetwassubmitted to theExecutiveAuthority in linewith thePublicFinanceManagementAct,1999,Chapter6PublicEntitiesPart2,Par53.DuetolargevariancesonSkillsDevelopmentLevyIncome,TETAperformedarebudgetingexerciseandadjustedtheinitialapprovedbudget.AllchangestotheapprovedbudgetwereapprovedbytheAccountingAuthority.

For details regarding the variances between budget and actual refer to note 20.

Approvedbudget Adjustments Final

Budget

Actual amounts oncomparable

basis

Differencebetween

finalbudget and

actualR’000 R’000 R’000 R’000 R’000

Statement of Financial PerformanceRevenueRevenue from exchangetransactionsOther income - - - 289 289Interestreceived-investment 84,681 - 84,681 78,579 (6,102)Total revenue from exchange transactions 84,681 - 84,681 78,868 (5,813)

Revenue from non-exchange transactionsTransfer revenueOther Income - - - 67,372 67,372SkillsDevelopmentLevytransfer 737,204 - 737,204 707,636 (29,568)SkillsDevelopmentLevy 2,675 - 2,675 16,021 13,346penalties and interestTotal revenue from non-exchangetransactions 739,879 - 739,879 791,029 51,150

ExpenditurePersonnel (57,625) - (57,625) (58,298) (673)GrantandProjectExpenses (727,802) - (727,802) (652,103) 75,699AdministrationExpenses (39,133) - (39,133) (33,563) 5,570

Total expenditure (824,560) - (824,560) (743,964) 80,596Actual Amount on Comparable Basis as Presented in the Budget and ActualComparative Statement

- - - 125,933 125,933


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Accounting Policies

1. Presentation of Financial Statements

The financial statements have been prepared in accordance with the effective Standards of Generally RecognisedAccountingPractices(GRAP)includinganyinterpretations,guidelinesanddirectivesissuedbytheAccountingStandardsBoard.

Thefinancialstatementshavebeenpreparedonthehistoricalcostbasis,exceptwhereadjustedforpresent/fairvaluesas required by the respective accounting standards.

These accounting policies are consistent with the previous period.

1.1 Presentation currency

ThesefinancialstatementsarepresentedinSouthAfricanRand,whichisthefunctionalcurrencyoftheentity.

1.2 Revenue from non-exchange transactions

Non-exchangerevenuetransactionsresultinresourcesbeingreceivedbytheTETA,usuallyinaccordancewithabindingarrangement.

WhentheTETAreceivesresourcesasaresultofanon-exchangetransaction,itrecognisesanassetandrevenueintheperiodthatthearrangementbecomesbindingandwhenitisprobablethatTETAwillreceiveeconomicbenefitsorservicepotentialanditcanmakeareliablemeasureoftheresourcestransferred.

WheretheresourcestransferredtoTETAaresubjecttothefulfilmentofspecificconditions,itrecognisesanassetandacorrespondingliability.Asandwhentheconditionsarefulfilled,theliabilityisreducedandrevenueisrecognised.

The asset and the corresponding revenue are measured on the basis of the fair value of the asset on initial recognition. Non-exchangerevenuetransactionsincludethereceiptoflevyincomefromtheDepartmentofHigherEducation,incomefromtheNationalSkillsFund,andgrantsfromthenationalgovernment.

1.3 Levy income

Levy income

TheaccountingpolicyfortherecognitionandmeasurementofskillsdevelopmentlevyincomehasbeenamendedonthebasisofarevisedinterpretationoftheSkillsDevelopmentAct,ActNo97of1998asamendedandtheSkillsDevelopmentLeviesAct,ActNo9of1999asamended.

SkillsDevelopmentLevy(SDL)transfersarerecognizedwhenitisprobablethatfutureeconomicbenefitswillflowtotheSETAandthesebenefitscanbemeasuredreliably.ThisoccurswhentheDepartmentofHigherEducationandTraining(DHET)eithermakesanallocationorpayment,whichevercomesfirst,totheSETA,asrequiredbySection8ofSkillsDevelopmentLeviesAct,1999(Actno9of1999)asamended.

Intermsofsection3(1)and3(4)oftheSkillsDevelopmentLeviesAct,1999(ActNo.9of1999)asamended,registeredmember companies of the SETA pay a skills development levy of 1% of the total payroll cost to the South AfricanRevenueServices(SARS),whocollectstheleviesonbehalfoftheDepartmentofHigherEducationandTraining(DHET).CompanieswithanAnnualpayrollcostlessthanR500000areexemptedinaccordancewithSection4(b)oftheLeviesActasamended,effective1August2005.


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80%ofskillsdevelopmentleviesarepaidovertotheSETA(netofthe20%contributiontotheNationalSkillsFund).TheSETAwasnotinapositiontoverifythatSARShascollectedallpotentialskillslevyincome.Levyincomeisrecognisedon the cash basis.

RevenueisadjustedforinterSetatransfersduetoemployerschangingSETA’s.Suchadjustmentsareseparatelydisclosedas interSeta transfers. The amount of the interSeta adjustment is calculated according to themost recentStandardOperatingProcedureissuedbytheDepartment.SkillsDevelopmentLevy(SDL)transfersarerecognisedonanaccrualbasiswhenitisprobablethatfutureeconomicbenefitsorservicepotentialwillflowtotheSETAandthesebenefitscanbemeasuredreliably.ThisoccurswhentheDepartmentmakesanallocationtotheTETA,asrequiredbySection8oftheSkillsDevelopmentLeviesAct,1999(ActNo.9of1999)asamended.

WhenanewemployeristransferredtotheSETA,theleviestransferredbytheformerSETAarerecognisedasrevenueand allocated to the respective category to maintain its original identity.

1.4 Interest and penalties

Interestandpenaltiesreceivedontheskillsdevelopmentlevyarerecognisedonthecashbasis.

1.5 Funds allocated by the National Skills Fund for Special Projects

FundstransferredbytheNationalSkillsFund(NSF)areaccountedforinthefinancialstatementsoftheSETAasaliabilityuntiltherelatedeligiblespecialprojectexpensesareincurred,whentheliabilityisextinguishedandrevenuerecognised.

Property,plantandequipmentacquiredforNSFSpecialProjectsarecapitalisedinthefinancialstatementsoftheSETA,astheSETAcontrolssuchassetsforthedurationoftheproject.SuchassetsmayhoweveronlybedisposedofintermsofagreementandspecificwritteninstructionsbytheNSF.

1.6 Government grants and other donor income

Conditional government grants and other conditional donor funding received is recorded as deferred income when theybecomereceivableandisthenrecognisedasandwhentheconditionsaremet.Unconditionalgrantsreceivedarerecognised when the amounts have been received.

1.7 Revenue from exchange transactions

Revenue from exchange transactions is recognised when it is probable that future economic benefits or servicepotentialwillflowtotheSETAandthesebenefitscanbemeasuredreliably.Revenueismeasuredatthefairvalueoftheconsideration received or receivable.

1.8 Investment property

Interest income isaccruedona timeproportionbasis, taking intoaccount theprincipaloutstandingandtheeffectiveinterest rate over the period to maturity.

1.9 Grants and project expenditure

Aregisteredemployermayrecoveramaximumof20%ofitstotallevypaymentasamandatoryemployergrant(excludinginterest and penalties) by complyingwith the grant criteria in accordancewith theSkillsDevelopment Act, 1998 asamendedSETAGrantRegulationsregardingmoniesreceivedandrelatedmatters(TheSETAGrantRegulations).


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96

Mandatory grants

The grant expenditure is recognised when the employer has submitted an application for a grant in the prescribed form withinthelegislatedcutoffperiodandtheapplicationhasbeenapproved.Grantsareequivalentto20%ofthetotalleviescontributedbyemployerstotheSETAduringthecorrespondingfinancialperiod.

Discretionary project expenditure

ASETAmayoutofsurplusmoniesandinaccordancewithcriteriaasdefinedintheSETAGrantRegulationsallocatefundstoemployersandotherassociationsororganisations.ThecriteriaforallocatingfundsareapprovedbytheSETABoard.Wherenecessaryitcanberequiredofinterestedemployers,associationsororganisationstocompleteandsubmitafundingapplicationforconsiderationandapprovalbytheSETA.

ASETAallocatesdiscretionarygrantstoemployerswhohavesubmittedanapplicationforadiscretionarygrantintheprescribedformwithintheagreeduponcut-offperiod.Discretionarygrantexpenditureisrecognisedasexpensesintheperiodinwhichtheyareincurred,inwhichtheconditionsaremet.

Project expenditure comprise:

• coststhatrelatedirectlytothespecificcontract;• coststhatareattributabletocontractactivityingeneralandcanbeallocatedtotheproject;and• suchothercostsasarespecificallychargeabletotheSETAunderthetermsofthecontract.

Such costs are allocated using methods that are systematic and rational and are applied consistently to all costs having similar characteristics.

Retrospective adjustments by SARS

The SETA refunds amounts to employers in the form of grants, based on information from SARS. Where SARSretrospectivelyamendstheinformationonleviescollected,itmayresultingrantsthathavebeenpaidtocertainemployersthat are in excess of the amount the SETA is permitted to have granted to employers. A receivable relating to theoverpaymenttotheemployerinearlierperiodsisraisedastheamountofsuchgrantoverpayment,netofbaddebtsandprovision for irrecoverable amounts.

1.10 Irregular expenditure

Irregularexpendituremeansexpenditureincurredincontraventionof,ornotinaccordancewith,arequirementofanyapplicablelegislation,including:

(a) ThePFMA, (b) TheSkillsDevelopmentAct(theAct),1998(ActNo.97of1998)asamended

Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had reasonable care been exercised.

Allirregularandfruitlessandwastefulexpenditureisrecognisedagainsttherespectiveclassofexpenseintheperiodinwhich they are incurred.


Accounting Policies


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1.11 Property, plant and equipment

Property, plantandequipment is statedat cost lessanysubsequentaccumulateddepreciationandadjusted foranyimpairments.Depreciationischargedsoastowriteoffthecostsoftheassetsovertheirestimatedusefullives,usingthestraight line method.

Theestimatedusefullives,residualvaluesanddepreciationmethodarereviewedateachyearend,withtheeffectofanychanges in estimate accounted for on a prospective basis.

Landisnotdepreciatedasitisdeemedtohaveanindefinitelife.Property,plantandequipment(ownedandleased)arestatedatcostlessanysubsequentaccumulateddepreciationandadjustedforanyimpairments.Depreciationiscalculatedonthestraightline-methodtowriteoffthecostofeachassettoestimatedresidualvalueoveritsestimatedusefullife.

Wherethecarryingamountofanassetisgreaterthanitsestimatedrecoverableamount,itiswrittendownimmediatelytoitsrecoverableamount(i.e.impairmentlossesarerecognised.)GainsandlossesondisposalofProperty,plantandequipmentaredeterminedas thedifferencebetween thesaleproceedsand thecarryingamountandare taken intoaccount in determining operating surplus.

Thegainorlossondisposalofproperty,plantandequipmentisdeterminedasthedifferencebetweenthesaleproceedsandthecarryingamountandaretakenintoaccountindeterminingoperatingprofit.

In the application of the SETA’s accounting policies management is required to make judgements, estimates andassumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant.Actualresultsmaydifferfromtheseestimates.

Theestimatesandunderlyingassumptionsarereviewedonanongoingbasis.Revisionstoaccountingestimatesarerecognisedintheperiodinwhichtheestimateisrevisediftherevisionaffectsonlythatperiod,orintheperiodoftherevision and future periods if the revision affects both current and future periods.

Key sources of estimation uncertainty

Thefollowingarethekeyassumptionsconcerningthefuture,andotherkeysourcesofestimationuncertaintyatyearend,thathaveasignificantriskofcausingamaterialadjustmenttothecarryingamountsofassetsandliabilitieswithinthenextfinancialyear.

TheSETAreviewstheestimatedusefullivesofProperty,plantandequipmentattheendofeachannualreportingperiodforthecarryingvaluesofProperty,plantandequipment.

Managementdetermined,consistentwiththeprioryear,thattheusefullifeofassetsshouldnotbelimitedbytheSETA’sestablishment.Management’sdeterminationofusefullifealsoimpactsthedeterminationoftheresidualvalueofassets.


Accounting Policies


98

Item Depreciation method Average useful life

Land Straight line IndefiniteBuildings Straight line 20 yearsMotorVehicles Straight line 5 yearsComputer equipment Straight line 3 yearsOfficeFurnitureandfixtures Straight line 10 yearsOfficeequipment Straight line 5 yearsLeaseholdassets Straight line 3 years

TheSETA has reviewed the residual values used for the purposes of depreciation calculations. The review did nothighlightanyrequirementforanadjustmenttotheresidualvaluesusedinthecurrentorpriorperiods.Residualvaluesare reviewed annually.

Theusefullivesofitemsofproperty,plantandequipmenthavebeenassessedasfollows:

1.12 Intangible assets

Intangibleassetsarestatedatcostlessanysubsequentaccumulatedamortisationandadjustedforanyimpairments.Amortisationischargedsoastowriteoffthecostofassetsovertheirestimatedusefullives,usingthestraightlinemethod.

Theestimatedusefullives,residualvaluesandamortisationmethodarereviewedateachyearend,withtheeffectofanychanges in estimate accounted for on a prospective basis.Wherethecarryingamountofanassetisgreaterthanitsestimatedrecoverableamount,itiswrittendownimmediatelytoitsrecoverableamount(i.e.impairmentlossesarerecognised.)

The gain or loss on disposal of intangible assets is determined as the difference between the sale proceeds and the carryingamountandaretakenintoaccountindeterminingoperatingsurplus.

UsefullivesofIntangibleassets

TheSETA reviews theestimateduseful livesof Intangibleassetsat theendofeachannual reportingperiod for thecarrying values of Intangible assets .

The following useful life is used in the calculation of amortisation

Item Useful life

Computersoftware,other 2 years

TheSETAhasreviewedtheresidualvaluesusedforthepurposesofdepreciation/amortisationcalculationsinlightoftheamendeddefinitionofresidualvalue.Thereviewdidnothighlightanyrequirementforanadjustmenttotheresidualvaluesusedinthecurrentorpriorperiods.Residualvaluesarereviewedannually.


Accounting Policies


99

1.13 Leasing

Finance leasesconsistentwith thedefinitionsetout in theTreasuryRegulationsrefer toacontract that transfers therisks,rewards,rightsandobligationsincidentaltoownershiptothelesseeandisrecordedasapurchaseofequipmentbymeansoflong-termborrowing.Allotherleasesareclassifiedasoperatingleases.

Paymentsmadeunderoperatingleases(leasesotherthanfinanceleases)arechargedtotheStatementofFinancialPerformanceonastraight-linebasisovertheperiodofthelease.Whenanoperatingleaseisterminatedbeforetheleaseperiodhasexpired,anypaymentrequiredtobemadetothelessorbywayofpenaltyisrecognisedasanexpenseintheperiodinwhichterminationtakesplace.

1.14 Provisions

ProvisionsarerecognisedwhentheSETAhasapresentobligationasaresultofapasteventanditisprobablethatthiswillresultinanoutflowofeconomicbenefitsthatcanbeestimatedreliably.Long-termprovisionsarediscountedtonetpresent value.

The cost of employee benefits is recognised during the period in which the employee renders the related service.Employeeentitlementsarerecognisedwhentheyaccruetoemployees.Aprovisionismadefortheestimatedliabilityas a result of services rendered by employees up to the Statement of Financial Position date. Provisions included in the StatementofFinancialPositionareprovisionsforleave(basedonthecurrentsalaryrates)andterminationbenefits.

Terminationbenefitsarerecognisedandexpensedonlywhenthepaymentismade.

NoprovisionhasbeenmadeforretirementbenefitsastheAlexanderForbesRetirementFundisadefinedcontributionfund.

1.15 Grants and projects

Mandatory and Discretionary Grant Payments

A liability is recognised forgrantpaymentsonce thespecificcriteriasetout in theSETAGrantRegulationhasbeencompliedwithbymembercompaniesanditisprobablethattheSETAwillapprovethepayment.TheliabilityismeasuredatthenetpresentvalueoftheexpectedfuturecashoutflowasdeterminedinaccordancewiththeAct.Thismeasurementinvolvesanestimate,basedontheamountofleviesreceived.

Discretionary Projects

Noprovisionismadeforprojectsapprovedatyear-end,unlesstheserviceintermsofthecontracthasbeendelivered.Where a project has beenapproved, but has not been accrued for or provided for, it is disclosed as approved andallocatedforfutureprojectsinthenotestoAnnualFinancialStatements.

Commitments aredisclosedwhere theSETAhas, in thenormal courseof its operations, entered into a contractualagreementwithentitiesrelatedtoprojectexpenseswhichareyetdueforpayment.CommitmentsareaccountedforascontingentliabilitiesintermsofGRAP19.


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1.16 Financial instruments

Recognition

FinancialassetsandfinancialliabilitiesarerecognisedontheSETA’sStatementofFinancialPositionwhentheSETAbecomes a party to the contractual provisions of the instrument.

Financial assets

Investments are recognised and derecognised on a trade date where the purchase or sale of an investment is under a contractwhosetermsrequiredeliveryoftheinvestmentwithinthetimeframeestablishedbythemarketconcerned,andareinitiallymeasuredatfairvalueornetoftransactioncostexceptforthosefinancialassetsclassifiedasatfairvaluethroughprofitorloss,whichareinitiallymeasuredatfairvalue.

Financialassetscanbeclassifiedintothefollowingspecifiedcategories:financialassetsasatfairvaluethroughprofitorloss(FVTPL),heldtomaturityinvestments,availableforsale(AFS)financialassetsandloansandreceivables.Theclassificationdependsonthenatureandpurposeofthefinancialassetsandisdeterminedatthetimeofinitialrecognition.AllfinancialassetsoftheSETAwerecategorisedasloansandreceivables.

Loans and receivables

Trade receivables, loans, andother receivables that have fixedor determinable payments that are not quoted in anactivemarketareclassifiedas‘loansandreceivables’.Loansandreceivablesaremeasuredatamortisedcostusingtheeffectiveinterestmethodlessanyimpairment.Interestincomeisrecognisedbyapplyingtheeffectiveinterestrate,exceptfor short term receivables where the recognition of interest will be immaterial.

Effective interest method

Theeffectiveinterestmethodisamethodofcalculatingtheamortisedcostofafinancialassetandofallocatinginterestincome over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts throughtheexpectedlifeofthefinancialasset,orwhereappropriate,ashorterperiod.

Impairment of financial assets

Financial assets are assessed for indicators of impairment at each balance sheet date. Financial assets are impaired wherethereisobjectiveevidencethat,asaresultofoneormoreeventsthatoccurredaftertheinitialrecognitionofthefinancialasset, theestimatedfuturecashflowsof the investmenthavebeenimpacted.Forfinancialassetscarriedatamortisedcost,theamountoftheimpairmentisthedifferencebetweentheassetscarryingamountandthepresentvalueofestimatedfuturecashflows,discountedattheoriginaleffectiveinterestrate.

Thecarryingamountof thefinancialasset is reducedby the impairment lossdirectly forallfinancialassetswith theexception of trade receivables where the carrying amount is reduced through the use of an allowance account. When atradereceivable isuncollectable, it iswrittenoffagainst theallowanceaccount.Subsequentrecoveriesofamountspreviously written off are credited against the allowance account. Changes in the carrying amount of the allowance accountarerecognisedinthesurplusordeficit.


Accounting Policies


101


Accounting Policies

1.16 Financial instruments (continued)

Financial liabilities

Financial liabilitiesareclassifiedaseitherfinancial liabilitiesatFVTPLorotherfinancial liabilities.Accountandotherpayables do not bear interest and are stated at their nominal value.

Financial liabilities at FVTPL

FinancialliabilitiesareclassifiedasatFVTPLwherethefinancialliabilityiseitherheldfortradingoritisdesignatedasatFVTPL.AllfinancialliabilitiesoftheSETAwereclassifiedasotherfinancialliabilities.

Other financial liabilities

Otherfinancialliabilitiesareinitiallymeasuredatfairvalue,netoftransactioncosts.Otherfinancialliabilitiesaresubsequentlymeasuredatamortisedcostsusingtheeffectiveinterestmethod,withinterestexpense recognised on an effective yield basis.

Theeffectiveinterestmethodisamethodofcalculatingtheamortisedcostofafinancialliabilityandofallocatinginterestexpense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash paymentsthroughtheexpectedlifeofthefinancialliability,orwhereappropriateashorterperiod.

1.17 Reserves

NetAssetsareclassifiedbasedontherestrictionsplacedonthedistributionofmoniesreceivedinaccordancewiththeRegulationsissuedintermsoftheSkillsDevelopmentAct,1998(Act97of1998)asfollows:

• Administrationreserve• Employer grant reserve• Discretionaryreserve• Unappropriatedsurplus

EmployerlevypaymentsaresetasideintermsoftheSkillsDevelopmentActandtheregulationsissuedintermsoftheAct,forthepurposeof:

2018 2017

% %

AdministrationcostsoftheSETA 10.50 10.50Employer grant fund levy 49.50 49.50Discretionarygrantsandprojects 20.00 20.00ReceivedbytheSETA 80.00 80.00ContributiontotheNationalSkillsFund 20.00 20.00

100.00 100.00

Inaddition,contributionsreceivedfrompublicserviceemployersinthenationalorprovincialspheresofgovernmentmaybeusedtofundtheSETA’sadministrationcosts.


102

1.17 Reserves (continued)

InterestandpenaltiesreceivedfromSARSaswellasinterestreceivedoninvestmentsisutilisedfordiscretionarygrantprojects.

Surplus funds in the administration and unallocated funds in the employer grant reserves are moved to the discretionary fund reserve. Provision is made in mandatory grant reserve for newly registered companies, participating after thelegislative cut off date.

1.18 Comparative figures

Wherenecessary,comparativefigureshavebeenadjustedtoconformtochangesinpresentationinthecurrentyear.

1.19 Tax

Taxation

Noprovisionhasbeenmadefortaxation,astheSETAisexemptfromincometaxintermsofSection10oftheIncomeTaxAct,1962(Act58of1962).

TheamountreflectedasVATduetoorfromtheSouthAfricanRevenueServicesisinaccordancewiththedispensationprescribedbytheSouthAfricanRevenueService.Inaccordancewiththis,theSETAwasderegisteredforVATwitheffect1April2005.

1.20 Inventories

Consumables are recognised as an asset on the date of acquisition and it is measured at the cost of acquisition. It is subsequentlyrecognisedinsurplusordeficitasitisconsumed.Subsequenttoinitialrecognitioninventoryismeasuredat lower of cost and current replacement cost.


Accounting Policies


103

Tran

spor

t Edu

catio

n Tr

aini

ng A

utho

rity

FinancialS

tatementsfortheperiodendedMarch31,2018

Not

es to

the

Fina

ncia

l Sta

tem

ents

Figu

res

in R

and

thou

sand

2.

Allo

catio

n of

sur

plus

for t

he c

urre

nt y

ear t

o re

serv

es

Tota

l rev

enue

Tota

l per

Stat

emen

t of F

inan

cial

Perf

orm

ance

201

7

Tota

l per

Sta

tem

ent o

f Fin

anci

alPe

rfor

man

ce 2

018

Adm

inis

trat

ion

Res

erve

Empl

oyer

Gra

nts

Res

erve

Man

dato

rySk

ills

Gra

nt

Dis

cret

iona

ryG

rant

s

R‘0

00R

‘000

R‘0

00R

‘000

R‘0

00

Oth

er in

com

e E

xcha

nge

Tran

sact

ions

141

289

289

--

Interestre

ceived-investment

75,867

78,579

--

78,579

OtherIncome-N

onExchange

Tran

sact

ions

2,780

67,372

580

-66,792

LevyTransferA

dministra

tion10.5%

84,974

92,882

92,882

--

LevytransferEmployerGrants

(69.5%

)562,796

614,754

-176,405

438,349

SkillsDevelopmentLevypenalties

and

inte

rest

13,665

16,021

--

16,021

Tota

l rev

enue

740,

223

869,

897

93,7

5117

6,40

559

9,74

1

Tota

l exp

ense

s

Empl

oyee

rela

ted

cost

s(52,779)

(58,397)

(58,397)

--

Grant&ProjectExpenses

(617,084)

(652,103)

-(145,424)

(506,679)

Gen

eral

Exp

ense

s(32,878)

(33,464)

(33,464)

--

Tota

l exp

ense

s(7

02,7

41)

(743

,964

)(9

1,86

1)(1

45,4

24)

(506

,679

)

Surp

lus

per S

tate

men

t of F

inan

cial

Pe

rfor

man

ce a

lloca

ted

37,4

8212

5,93

31,

890

30,9

8193

,062

ThesurplusofR125933000(2017:R3748200

0)form

spartoftheDiscretionaryGrantReserve.IncludedintheR125933000surplusisanam

ountofR

5470900

0whichre

lates

toSARSoverpaymenttoTE

TAinprioryearsthathasbeenreallocatedfro

mliablitiestorevenue.


104


Notes to the Financial Statements2018 2017

R’000 R’0003. Investment income Interest revenue BankDeposits 75,720 73,079 Accrualsonbankdeposits 2,859 2,788

78,579 75,8674. Skills Development Levy transfer from non - exchange transactions

The total levy transfer per the Statement of Financial Performance is asfollows:Levy transfer: AdministrationLeviesreceived 92,882 84,974LeviesreceivedfromDHET 92,882 84,880Inter-setatransfersin - 94Levy transfer: Employer grantsLeviesreceived 176,405 162,201LeviesreceivedfromDHET 176,405 162,014Inter-setatransfersin - 187Levy transfer: Discretionary grantsLeviesreceived 438,349 400,595LeviesreceivedfromDHET 438,349 400,129Inter-setatransfersin - 466

707,636 647,770

SkillsDevelopmentLevy:PenaltiesandInterest 16,021 13,6655. Other income5.1 Other Income - Exchange Transactions Otherincomecomprises: Other income 289 1415.2 Other Income - Non-Exchange Transactions

IncomefromotherGovermentDepartmentsistobeallocatedasfollows:-Other IncomeOther Income Non-Exchange Transactions33.3%ofleviesfromGovermentDepartmentsallocatedtoAdministration

580 695

66.7%ofleviesfromGovermentDepartmentsallocatedtoDiscretionaryGrants

1,161 1,389

OtherincomefromNon-Exchange 65,631 69667,372 2,780

6. Employer grant and project expenses Mandatorygrants 145,424 136,477 Disbursed 144,936 133,936 Movementinprovisionsandaccruals 488 2,541

Discretionary grants 506,679 480,607 Disbursed 507,399 481,057 Movementinprovisionsandaccruals (720) (450)


105



R’000 R’0007. Administration expenses Internal audit fees 334 342 External auditor remuneration 2,186 1,955 Bankcharges 101 92 LossonDisposalofProperty,plantandEquipment 16 - Bad debt 1,446 450 Seminarsandworkshops 469 134 Consultancy and service provider fees 5,165 5,252 Leaserentalsonoperatinglease 1,299 1,148 RepairsandMaintenanceBuilding 249 459 Depreciation/Amortisation 3,025 2,571 Motorvehicleexpenses 42 24 Building Expenses 2,137 3,498 Insurance 253 275 Advertising,marketingandpromotions,communication 1,782 1,573 Postage and courier 190 244 Printing and stationery 722 691 Legalfees 334 954 Staff welfare 126 79 Subscriptions and membership fees 83 91 Staff cellphone costs 60 118 Staff training and development 1,230 1,089 Travel and subsistence 4,400 5,018 Other administration expenses 4,827 3,654 Recruitmentfees 47 83 Committee catering expenses 115 80 Committee travel and subsitence costs 2,728 2,863 AuditCommitteeCosts 98 141

33,464 32,878

8. Employee related costs Basic 46,877 41,934 Bonus 4,232 4,380 UIF 151 147 WCA 68 57 SDL 603 478 Leavepayments 1,771 1,697 AlexanderForbesRetirementFund 3,608 3,116 Travel,motorcar,accommodation,subsistenceand other allowances

1,087 970

58,397 52,779

EmployeeCostforanamountofR17143357(2017:R14833192)hasbeenallocatedtoDiscretionarygrantadministrationand is not included in the amount above.


106


Notes to the Financial Statements (continued)9. Property, plant and equipment

Reconciliation of property, plant and equipment - 2018

Reconciliation of property, plant and equipment - 2017

2018 2017R’000 R’000

Cost /Valuation

Accumulateddepreciation

andaccumulatedimpairment

Carrying value

Cost /Valuation


andaccumulatedimpairment

Carrying value

Land 2,600 - 2,600 2,600 - 2,600Buildings 21,768 (2,346) 19,422 21,768 (1,258) 20,510Furnitureandfixtures 5,495 (2,688) 2,807 6,850 (3,427) 3,423Motorvehicles 450 (341) 109 450 (251) 199IT equipment 3,967 (2,818) 1,149 3,424 (2,417) 1,007Total 34,280 (8,193) 26,087 35,092 (7,353) 27,739

Openingbalance Additions Disposals Depreciation Total

R’000 R’000 R’000 R’000 R’000

Land 2,600 - - - 2,600Buildings 20,510 - - (1,088) 19,422Furnitureandfixtures 3,423 (16) (10) (590) 2,807Motorvehicles 199 - - (90) 109IT equipment 1,007 814 (30) (642) 1,149

27,739 798 (40) (2,410) 26,087

Openingbalance Additions Disposals Depreciation Total

R’000 R’000 R’000 R’000 R’000

Land 2,600 - - - 2,600Buildings 20,434 1,161 - (1,085) 20,510Furnitureandfixtures 4,046 94 (66) (651) 3,423Motorvehicles 289 - - (90) 199IT equipment 801 797 - (591) 1,007

28,170 2,052 (66) (2,417) 27,739


107

Depreciation rates

Item Depreciation method Average useful life

Furnitureandfixtures Straight line 10 years

Motorvehicles Straight line 5 years

Officeequipment Straight line 5 years

IT equipment Straight line 3 yearsComputer software Straight line 2 years


Notes to the Financial Statements (continued)

Property , plant and equipment fully depreciated and still in use (Gross Carrying Amount)

Computer Hardware 1,986 1,406

Furniture and Fittings 551 1,3672,537 2,773

NoneofTETAassetshavebeenpledgedassecurity.TETA’sbuildingislocatedat344PretoriaAvenue,Ferndale,Randburg.

2018 2017R’000 R’000

Cost /Valuation


and accumulatedimpairment

Carrying value

Cost /Valuation


and accumulatedimpairment

Carrying value

Computersoftware,other 2,348 (1,338) 1,010 1,429 (721) 708

10. Intangible assets

Reconciliation of intangible assets - 2018

Reconciliation of intangible assets - 2017

Openingbalance Additions Amortisation Total

R’000 R’000 R’000 R’000Computersoftware,other 708 919 (617) 1,010

Openingbalance Additions Amortisation Total

R’000 R’000 R’000 R’000Computersoftware,other 167 695 (154) 708


108

2018 2017R’000 R’000

11. Receivables from non-exchange transactions

OtherReceivables 20,810 14,186EmployerReceivables 643 1,065

21,453 15,251

Employer ReceivablesOverpayment to Employers 1,833 1,313AllowanceforDoubtfulDebts (1,190) (248)

643 1,065


Notes to the Financial Statements

12. Receivables from exchange transactions

Employee costs in advance 6 5Interest receivables 428 380OtherReceivables 30 394Deposits 540 249

1,004 1,02813. Inventories

Inventory consists of stationery on hand and consumables attheendofthefinancialyear

154 301

14. Cash and cash equivalentsCashandcashequivalentsconsistof:Cash on hand - 16

Bankbalances 63,422 63,139

Short-termdeposits 1,055,130 1,024,410

1,118,552 1,087,565

Employer ReceivablesAnamountofR1833000R(2017:R1313000)wasrecognisedasareceivablerelatingtooverpaymenttotheemployersinearlierperiods,asaresultofinaccurateinformationreceived,andisbasedontheamountofsuchgrantoverpayments.AnamountofR1190000(2017:R248000)wasprovidedforasdoubtfuldebts.AlsorefertoNote15forGrantamountsowed to employers as a result of subsequent changes in levy information.

Other ReceivablesAnamountofR20771000(2017:R13924000)relatestofundingduefromtheUIFasaresultofjointfundingofprojects.

AsrequiredinTreasuryRegulation31.2,NationalTreasuryapprovedthebankswherethebankaccountsareheld.Theweightedaverageinterestrateonshorttermbankdepositswas2018:6.9%(2017:7.1%).

The Skills Development Act Regulations state that a SETA may, if not otherwise specified by the Public FinanceManagementAct,investthemoniesinaccordancewiththeinvestmentpolicyapprovedbytherelevantSETA.

TETAsurplusfundsareinvestedwithCPDinlinewiththeNationalTreasuryRegulation31.3.


109



R’000 R’00015. Payables from non exchange transactions

Skillsdevelopmentgrantspayable-mandatory 11,891 12,379Skillsdevelopmentgrantspayable-discretionary 17,830 49,196Employer Payable 1,911 419LevyCreditors 4,321 8,355SARSOverpayment - 54,709

35,953 125,058

16. Payables from exchange transactions

Trade payables 3,931 4,805Accruedleavepay 1,755 1,884Other accrued 102 96

5,788 6,785

17. Provisions

Reconciliation of provisions - 2017

Reconciliation of provisions - 2018

Openingbalance Additions Utilised during

the year Total

R’000 R’000 R’000 R’000Provision for levies from exempt employers

6,637 952 (1,162) 6,427

ProvisionforLeavePay 535 4,439 (4,630) 344

Provision for Performance Bonus 7,405 7,836 (7,405) 7,836

14,577 13,227 (13,197) 14,607

Openingbalance Additions Utilised during

the year Total

R’000 R’000 R’000 R’000Provision for levies from exempt employers

5,664 2,073 (1,100) 6,637

ProvisionforLeavePay 799 236 (500) 535

Provision for Performance Bonus 4,638 7,405 (4,638) 7,405

11,101 9,714 (6,238) 14,577

Provisions for levies received from exempt employers.

AnamountofR6427000(2017:R6637000)relatestoleviesincorrectlycontributedbyemployers,andpaidoverbySARSandDHET,afterbeingexemptedfromcontributingskillsdevelopmentleviesduetonewlegislationwhichcameintoeffectfrom1August2005.


110


Notes to the Financial Statements17. Provisions (continued)

IntermsofSection190(4)oftheTaxAdministrationAct,apersonisentitledtoarefundundersubsection1(b)onlyiftherefundisclaimedbyapersonwithinthreeyears,inthecaseofassessmentbySouthAfricanRevenueServices(SARS)orfiveyears,inthecaseofanassessmentfromthedateofassessment.

Therefore,wheretheSkillsDevelopmentLeviesActhasexemptedemployersfrompayingtheSkillsDevelopmentLevy(SDL),iftheirremuneration/leviableamountdoesnotexceedR500000perannum,itwillbetreatedintermsofSection190(1)(b)inthatapersonisentitledtoarefundbySARSoftheamounterroneouslypaidinrespectofaselfassessmentin excess of the amount payable in terms of the assessment .

TETAwillthenintermsofSection190(4)beabletoutilisetheprovisionofR1162000R(2017:R1100000)levyincome,whichhasexceededthefiveyearperiod,fordiscretionarygrants

Provision for Leave.

AnamountofR344000(2017:R535000)relatestoannualleaveentitlementsaccruedtoemployees.

Provision for Performance Bonus.

AnamountofR7836000(2017:R7405000)relatestoprovisionforperformancebonuseswhichwillbepaidoutinthenextfinancialyear.

AnamountofR190000hasbeenreallocatedtorevenuenonexchangewhichrepresenthistoricalbalanceunspentfromspecialprojectfundedbyDepartmentofTransport.

18. Conditional grants and receipts

Special projects

Balance unspent at beginning of year 190 190

Reallocationtootherincome (190) -

- 190


111



2018 2017R’000 R’000

19. Cash generated from operations

Surplus/(deficit) 125,933 37,482Adjustments for:Movementsinprovisions 32 3,475Depreciation 2,410 2,417Amortisation 617 154Transfers - 66Changes in working capital:Inventories 147 (13)Receivablesfromexchangetransactions 24 885Otherreceivablesfromnon-exchangetransactions (6,205) 3,196Payables from exchange transactions (1,020) (3,096)Taxesandtransferspayable(nonexchange) (89,082) 26,797ProceedsfromDisposalofAssets 39 -GovermentGrantwriteback (190) -

32,705 71,363

20. Statement of comparison of budget and actual amounts

20.1.Skills Development Levy: income from non-exchange transactions

TheamountbudgetedbyTETAforSkillsdevelopmentLeviesisbasedontheaverageexpectedsalaryincreaseswithintheTransportSector.DeficitsagainstbudgetarearesultoflowerthanbudgetedincreaseswithintheSectoraswellascompanies that have closed and downsized.

20.2. Skills Development Levy: penalties and interest from non-exchange transactions

ThesurplusofR13346000againstbudgetisduetoadditionalpenaltiesandinterestreceivedandSARSoverpaymentwritebackas income.Thebudget isbasedonanestimateofpenaltiesand interest tobe receivedasTETAcannotanticipatewithcertaintythelevypayersthatwillincurinterestandpenaltiesduetolatepaymentoftheSkillsDevelopmentLeviestoSARS.

20.3. Investment income

ThedeficitofR6102000againstbudgetininvestmentincomeislargelyduetoadecreaseintheeffectiveinterestratefrom7.1%to6.9%.

20.4. Other income

Other Incomecomprisesof levies received fromGovernmentdepartments,TETAdoesnot budget for other incomehence the surplus.


112



20. Statement of comparison of budget and actual amounts (continued)

EXPENSES

20.5. Grant and Project Expenses

MandatoryGrantexpenditurehasincreasedby7%fromthepreviousyear.DiscretionaryGrantexpenditurehasincreasedby5%fromthepreviousyear.

20.6. Administration expenses

Administrationexpenditureis limitedto10.5%of leviesreceived.Thelegislationlimithasnotbeenexceededandthesavingswilbeutilisedtofundsectorskillsprioritiesthroughvariousdiscretionarygrantsandspecialprojects.

21. Contingencies

21.1 First Time Employer registrations

TheSkillsDevelopmentlegislationallowsforanemployer,registeringforthefirsttime,6monthstosubmitanapplicationfor mandatory grants.

Atthereportingdateitisestimatedthat,asaresult,additionalmandatorygrantexpenditureofR130000willbepayable.The amount is contingent on the number of submission received and approved.

21.2 Contingent Liability

TETAiscurrentlyinvolvedinlitigationrelatingtothedeaccreditationofoneofTETA’sproviders.TheoutcomemayresultinTETAbeingliableforanamountofR27330959.Asat31March2018thecasehadnotbeenfinalised.

TETAiscurrentlyinvolvedinlitigationrelatingtotherentalofthepremisesinRandburg.TheoutcomemayresultinTETAbeingliableforanamountofR241,779.Asat31March2018thecasehadnotbeenfinalised.

TETAiscurrentlyinvolvedinlitigationwithAfricanCollegeofAviation.TheoutcomemayresultTETAbeingliableforanamountofR5945000.Asat31March2018thecasehadnotbeenfinalised.

TETAiscurrentlyinvolvedinarbitrationwithMashauSalphinaElectricalCC.TheoutcomemayresultTETAbeingliableforanamountR5000000.Asat31March2018thecasehadnotbeenfinalised.

21.3 Request to National Treasury for Roll over of Surplus Funds

Intermsofsection53(3)ofthePFMA,publicentitieslistedinSchedules3Aand3CofthePFMAmaynotretainsurplusesthatwererealisedinthefinancialyearwithoutobtainingpriorapprovaloftheNationalTreasury.

TransportEducationandTrainingAuthorityhasappliedfortheretentionofthesefundsforthe2017/18financialyear,intermsofsection53(3)ofthePFMAandNationalTreasuryInstructionNote6of2017/18.


113

Des

crip

tion

of G

rant

Ope

ning

bala

nce

2016

App

rove

d by

Acc

ount

ing

Aut

hori

ty &

Con

trac

ted

Rea

lloca

tion

of S

urpl

uses

Dec

lare

dU

tilis

edO

peni

ngba

lanc

e20

17

App

rove

d by

Acc

ount

ing

Aut

hori

ty &

Con

trac

ted

Rea

lloca

tion

of S

urpl

uses

Dec

lare

dU

tilis

edTo

tal

Con

trac

ted

Fund

s

7,5%

A

dmin

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

Con

trac

t/Pro

ject

Nam

eRoadPa

ssengerC

hamberY

6-Y10

6-

-(6)

--

--

--

ForwardingandClearingChamberY

6-Y10

810

-(5)

(27)

778

--

-778

-FreightH

andlingChamberY

6-Y

139

-(53)

(86)

--

--

--

MaritimeChamberY

6-Y10

205

--

(205)

--

--

--

RoadFreightY

6-Y10

223

-(116)

(107)

--

--

--

Skillsdevelopmentproject

416

--

-41

6-

(115)

-30

1-

CostedAnnualPerform

ancePlan2010/11

436

-(163)

(175)

98-

--

98-

CostedAnnualPerform

ancePlan2011/12

1,947

-(657)

(957)

333

--

(99)

234

-CostedAnnualPerform

ancePlan2012/13

7,909

-(2,927)

(2,126)

2,856

-(403)

(248)

2,205


ancePlan2013/14

194,208

-(39,490)

(58,093)

96,625

-(18,590)

(23,477)

54,558


ancePlan2014/15

263,500

-(21,353)

(94,04

4)148,103

-(16,745)

(58,106)

73,252


ancePlan2015/16

371,564

-(20,538)

(163,991)

187,035

-(15,898)

(66,960)

104,177


ancePlan2016/17

-578,030

(7,945)

(143,860)

426,225

-(4,024)

(203,538)

218,663


ancePlan2017/18

--

--

-578,014

(20,96

4)(134,726)

422,324

-TO

TAL

841,

363

578,

030

(93,

247)

(463

,677

)86

2,46

957

8,01

4(7

6,73

9)(4

87,1

54)

876,

590

-

7,5%

Adm

inis

trat

ion

avai

labl

e fo

r Pr

ojec

t Man

agem

ent b

y TE

TA78

,439

46,8

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3,60

2)(1

6,93

3)94

,724

46,2

42(2

1,50

7)(1

9,52

5)-

99,9

34

Tran

spor

t Edu

catio

n Tr

aini

ng A

utho

rity

FinancialS

tatementsfortheperiodendedMarch31,2018

Not

es to

the

Fina

ncia

l Sta

tem

ents

Figu

res

in R

and

thou

sand

22.

Com

mitm

ents

OfthebalanceofR

1084685000availableintheDiscretionaryGrantReserveattheendofM

arch2018,R976524000(2017:R957193000)h

asbeenapprovedandallocated

forfutureprojectsandskillsprioritiesassetoutbelow

.

Amountsforexpensesthathavealreadybeencontra

ctedorincurred,andthereforeincludedingrantexpensesintheStatementofFinancialPerform

ance,arealsoindicated.

Notincludedinthetotalamountofcom

mitm

entsisanam

ountofR

26261408whichre

latestothe50%UIF-portionofthe11contractsco-fu

ndedwithUIF.


114



2018 2017R’000 R’000

23. Operating lease liability (accrual)Minimum lease payments dueUpto1year 1,394 1,296Upto2to5years 3,707 -

5,101 1,296

25. Irregular expenditure

Opening balance 190 -

Add:IrregularExpenditure-currentyear 313 261

Less:Amountscondoned - (71)

503 190Details of irregular expenditure - current year

Inthe2017/2018financialyearTETAincurredexpenditureforadditionalspacefortheCapeTownoffices.Theadditionalcostsexceededthe15%variationintermsoftheTreasuryRegiulationsresultingiregularexpendituretoanamountof298,362-(2017:R189,572).AlsoincludeintheR312658isirregularexpenditureofR14296asresultoftheappointmentofforensicfirmonasinglesourcingbasis.

Details of irregular expenditure condoned

Condonedby(condoningauthority)TETAAccountingAuthority

Inthe2016/2017financialyeartrainingwasundertakenbyTETAstaffforanamountofR70,586and three quotations were not obtained. The Supply Chain ManagementUnithasputinplacemeasures to prevent this form recurring.

Theoperating leases relate tobuildingpremisesused forofficeaccommodation.Thenew leaseagreements for thebuildingpremises(CapetownandDurban)wereeffective1April2018and1May2018respectivelyandwillbeoperationaluntil31March2020.Noprovisionwasmadeforanoptiontorenewtheleasesonexpiry.DepositstotalingR540000havebeen paid and will be refunded upon termination of the lease. The deposit amount will be reduced by any outstanding costs

24. Going concern

TheMinisterofHigherEducationextendedthelicensesoftheSETAsto31March2020


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Incaseofliquidityproblems,fundingresourcesmightbeavailableintermsofDHETandNationalTreasuryapprovalforborrowingrequirementsintheopenmarket.

Credit risk

Financialassets,whichpotentiallysubjecttheSETAtotheriskofnonperformancebycounterpartiesconsistmainlyofcash and cash equivalents and accounts receivable.

TheSETAlimitsitstreasurycounter-partyexposurebyonlydealingwithwellestablishedfinancialinstitutionsapprovedbyNationalTreasury.TheSETA’sexposureiscontinuouslymonitoredbytheaccountingauthority.

Credit risk with respect to levy paying employers is limited due to the nature of the income received. The SETA’sconcentrationofcreditrisk is limitedtothetransport industry inwhichtheSETAoperates.Noeventsoccurredinthetransport industry during the financial year thatmay have an impact on the accounts receivable that has not beenadequately provided for accounts receivable are presented net of allowance for doubtful debt.

At 31 March, 2018 CarryingAmount

ContractualCashflows 6 Months Over 5 years

R’000 R’000 R’000 R’000Trade and other payables (56,348) (56,348) (56,348) -

At 31 March, 2017 CarryingAmount

ContractualCashflows 6 Months Over 5 years

R’000 R’000 R’000 R’000Trade and other payables (146,420) (146,420) (146,420) -

2018 2017

R’000 R’000

The ageing of other receivables from exchange transactions Gross Impairment Gross Impairment

Not past due 742 - 939 -

Morethanoneyear 262 - 89 -

1,004 - 1,028 -

2018 2017

R’000 R’000

The ageing of cash and cash equivalents Gross Impairment Gross Impairment

Not past due 1,118,552 - 1,087,566 -

26. Financial instruments

In the course of the SETA operations it is exposed to credit, liquidity andmarket risk. The SETA has developed acomprehensiveriskstrategyintermsofTR28.1inordertomonitorandcontroltheserisks.Theriskmanagementprocessrelatingtoeachoftheserisksisdiscussedundertheheadingsbelow.

Liquidity risk

TheSETAmanages liquidity risk throughpropermanagement ofworking capital, capital expenditure andactual vs.forecastedcashflowsanditscashmanagementpolicy.Adequatereservesandliquidresourcesarealsomaintained.


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Notes to the Financial Statements26. Financial instruments (continued)

Interest rate risk

TheSETAmanagesitsinterestrateriskbyeffectivelyinvestingSETAsurpluscashwithSAReserveBankCPD.

TheSETA’sexposuretointerestrateriskandtheeffectiveinterestratesonfinancialinstrumentsatreportingsheetdateareasfollows:

AmountFloating rate

Effectiveinterest rate

Non-interestbearing Amount Total

R’000 % R’000Year ended 31 March 2018

Cash 1,118,552 6.90% - 1,118,552

1,118,552 6.90 % - 1,118,552

AmountFloating rate

Effectiveinterest rate

Non-interestbearing Amount Total

R’000 % R’000Year ended 31 March 2017Cash 1,087,566 7.10% - 1,087,566

1,087,566 7.10 % - 1,087,566

27. Related parties

Thisstandardprescribethedisclosureof informationrelevanttodrawattentiontothepossibilitythatTETA’sfinancialpositionandsurplus/deficitmayhavebeenaffectedbytheexistenceofrelatedparties.Itisnotexpectedthatthisstandardwillsignificantlyimpactfuturedisclosures.

Related party transactions 2018 2017R’000 R’000

ReceivablesAmountof the

transaction

Amountreceivable/payables

Amount of the

transaction

Amountreceivable/payables

MERSETA - - 752 -

Total - - 752 -

TheSETAwascontrolledbytheDepartmentofHigherEducationandTraining,which iscontrolledbytheMinisterofHigher Education and Training

Transactions with the controlling entity

TheSETA receives amonthly transfer from theDepartment of levies paid in its sector, for detail of the transactionamountsrefernote2.TransactionswiththeDepartmentareconsistentwithnormaloperatingrelationshipsbetweentheentities,andareundertakenontermsandconditionsthatarenormalforsuchtransactions.


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Notes to the Financial StatementsFigures in Rand thousand

27. Related parties (continued)

Transactions with entities under common control

ByvirtueofthefactthatTETAisaNationalPublicEntityrelatedtootherentitiesanddepartmentsintheNationalsphereofgovernmentit isconsideredrelatedtoTelkom,Eskom,SouthAfricanAirways,otherSETAsandtheNationalSkillsFund.Thetransactionsareconsistentwithnormaloperatingrelationshipsbetweentheentities,andareundertakenonterms and conditions that are normal for such transactions. Where there were transactions and balances arising due to themovementoffundsbetweenentitiesunderthecommoncontroloftheDepartment,theseamountsweredisclosedbelow.

Remuneration of Accounting Authority and Executive Management

TETA Board Members 2018

Name Board Fees Sitting Allowance Travel Claims Total

R’000 R’000 R’000JuneDubeChairperson 97 5 102SakiTlou 99 7 106JapieKruger 81 19 100LionelRitson 190 12 202McOliveOldJohn 79 2 81Trudy Sebastian 177 4 181LorraineWentzell 80 5 85ThulaniMbatha 125 11 136VeronicaMesatywa 121 - 121NtebalengSetlako 80 50 130MarynaSusannaDuPlessis - 10 10GeoffreyAlanJacobs 169 5 174LuckyKolobe 99 7 106Wyndham Evans - 45 45

1,397 182 1,579


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TETA Board Members 2017

Name Board Fees SittingAllowance Travel Claims Total

R’000 R’000 R’000JuneDube 174 - 174SakiTlou 132 50 182JapieKruger - 16 16LionelRitson 164 37 201McOliveOldJohn 72 28 100Trudy Sebastian 123 48 171LorraineWentzell 72 22 94VeronicaMesatywa 89 39 128NtebalengSetlako 116 22 138MarynaDuPlessis - 10 10GeoffreyAlanJacobs 116 37 153LuckyKolobe 132 50 182Wyndham Evans 61 - 61ThulaniMbatha 153 - 153

1,404 359 1,763

2018

Name Basic salaryBonuses andperformance

related payments

Other short-termemployee benefits

Other benefitsreceived

Total

R’000 R’000 R’000 R’000 R’000

MaphefoAnnoFrempong 2,025 305 50 140 2,520

KhotsoNdjwiliPotele 1,431 201 113 109 1,854

SimonNdukwana 1,431 216 110 109 1,866

4,887 722 273 358 6,240

2017

Name Basic salaryBonuses andperformance

related payments

Other short-termemployee benefits

Other benefitsreceived

Total

R’000 R’000 R’000 R’000 R’000

MaphefoAnnoFrempong 1,892 257 72 144 2,365

KhotsoNdjwiliPotele 1,337 180 134 102 1,753

SimonNdukwana 1,337 181 81 102 1,701

4,566 618 287 348 5,819

IncludedintheR6240000(2017:R5819000)AggregateRemunerationforExecutiveManagementaretravelclaimsandreimbursementswhichhavenotbeenincludedinthedetailedbreakdownofremunerationreceived.




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28. Transaction with stakeholders represented on the Accounting Authority

TheSETAhas,inthenormalcourseofitsoperations,enteredintocertaintransactionswithentitieswhichhadanominatedrepresentativeservingontheSETAaccountingauthority.

2018 2017

R’000 R’000

Spoornet/Transnet/Transwerk JapieKruger DiscretionaryGrants 34,289 30,284

Unitrans JuneDube DiscretionaryGrants 3,275 4,955

SAAirwaysTechnical SakiTlou DiscretionaryGrants 17,626 5,070

Sheltam LionelRitson DiscretionaryGrants 458 717

Safmarine GeoffJacobs DiscretionaryGrants 3,983 158

SATAWU

VeronicaMesatywa,MacoliveOldjohn,LorraineWentzel

DiscretionaryGrants- 567

The above transactions occurred under terms that were no more favourable than those available in similar arm’s length dealings.




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General InformationPart: A

Notes

Notes


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123

RandburgTETA House, 344 Pretoria Avenue,Randburg, GautengTel: 011 577 7000/7040Email: [email protected] Cape TownNewlands on Main,Mariendahl House Ground Floor,13 Main Road, Newlands, Cape Town, 7700Tel: 021 829 6391

Durban6th Floor, MB House,635-641 Peter Mokaba Road (previously Ridge Road),Overport, Durban, 4001Tel: 031 301 9614

RP NO.: 212/2018ISBN NO.: 987-0-621-46299-9

Transport Education Training Authority

2017/18 · the public entity’s general information registered name: transport education training...

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