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TRANSPORT EDUCATIONTRAINING AUTHORITY
Strategic PlanTransport Education Training Authority
(2019-2020 Review)
2015-2020
Developed by the management of the Transport Education and Training Authority (TETA)under the guidance of the TETA Board and the Department of Higher Education and Training
A highlight of the ‘economic footprint’ of the sectorcan be traced in this year’s land transportation records
(covering road and rail freight) reported byStatistics SA
Ms Nomagcisa Tsipa-SipoyoTETA Board Chairperson
TABLE OF CONTENTS
TETA - Strategic Plan 2015-2020
TABLE OF CONTENTS 3
Chairperson’s Foreword
Chief Executive Officer’s Foreword
Official Sign-off
9
11
13
PART A
1.
1.1
15
15
Strategic Overview
Strategic Intent 2015/16 - 2019/20
2.
2.1
2.2
2.3
16
16
17
18
Legislative and Other Mandates
Constitutional Mandates
Legislative Mandates
Policy Mandates
3.
3.1
3.2
3.2.1
3.2.2
3.3
3.3.1
20
20
22
24
26
29
30
Situational Analysis
Transport Sector Overview
Performance Delivery Environment
Transport Subsectors
Transport SETA Subsector Profiles
Organisational Environment
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
3.3.2
3.3.3
34
35
Boston Consulting Group Matrix
Organisational Success Factors
TABLE OF CONTENTS4
3.3.4
3.4
3.4.1
3.4.2
3.4.3
3.4.4
3.4.5
3.4.6
3.4.7
3.4.8
36
37
39
45
45
48
49
49
50
50
Organisational Strategic Objectives
Sectoral Challenges and Opportunities
Transport SETA Skills Development Priorities
TETA Strategic Goals
Emergent Policies Legislation and other Strategic Initiatives
Programmes Alignment to National Imperatives
Protection of Personal Information (POPI)
Operation Phakisa
Aviation Industry Transformation - Letsema
Corporate Governance of Information and CommunicationTechnology Policy Framework (CGICTPF)
3.5 51Description of the Strategic Plan Process
PART B
4.
4.1
4.2
54
54
54
Strategic Objectives
Overall Strategic Goals
Programmes
5.
5.1
5.1.1
5.1.2
5.1.3
5.2
5.2.1
5.2.2
5.2.3
5.2.4
5.2.5
5.2.6
89
89
89
90
90
90
90
91
91
92
92
94
Resource Considerations
Materially
Any Amount Which Results from Criminal Conduct
Significance
Main Source of Reverence
Budget and Budgeting Process
Budgeting Process
Budget Assumptions
Income
Expenditure
Grand Regulation Promulgation
Medium Term Estimate (Amounts in R’000)
TETA - Strategic Plan 2015-2020
PART C
6.
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
6.11
6.12
6.13
97
98
98
98
98
99
99
99
100
100
100
101
101
101
Links to other Plans
Legislative Framework
Purpose of Annual Strategic Framework
Obligation of the SETA
The SETA Further Undertakes to:
Measuring and Evaluating the SETA’s Performance
The Obligations of the Director General
Provide the SETA with:
General
Proposed NSDS III Framework - SSP Salient Points
Key Strategies Questions to be Addressed by the SSP
Learning Programmes to Facilitate Access andProgression Includes;
PIVOTAL Occupational Programmes
PIVOTAL Programmes are Characterised as Follows;
TABLE OF CONTENTS 5
TETA - Strategic Plan 2015-2020
6.14 102Programmes that Build the Academic Profession and Innovation Include the Following;
6.15 102Programme Delivery Partners
AET:
APP:
ATR:
BRT:
CBO:
CGICTPF:
Adult Education and Training
Annual Performance Plan
Annual Training Report
Bus Rapid Transit
Community-Based Organisations
Corporate Governance of Information and CommunicationTechnology Policy Framework
DG:
DHET:
DoT:
The dti:
EEA:
ETQA:
EXCO:
HEI:
HET:
HRD:
IMC:
IPAP:
ISO:
M&E:
MG:
MoU:
MTSF:
NDP:
NGO:
NGP:
NLPE:
NQF:
NSA:
NSDS:
OHASA:
PFMA:
PIVOTAL:
PM&E:
PRASA:
QCTO:
RPL:
Discretionary Grant
Department of Higher Education and Training
Department of Transport
Department of Trade and Industry
Employment Equity Act (55 of 1998)
Education and Training Quality Assurance
Executive Committee
Higher Education Institution
Higher Education and Training
Human Resources Development
Independent Management Committee
Industrial Policy Action Plan
International Organization for Standardization
Monitoring and Evaluation
Mandatory Grant
Memorandum of Understanding
Medium Term Strategic Framework
National Development Plan
Non-Governmental Organisation
New Growth Path
Non Levy-Paying Enterprise
National Qualifications Framework
National Skills Authority
National Skills Development Strategy
Occupational Health and Safety Act (85 of 1993)
Public Finance Management Act (PFMA) (29 of 1999)
Professional, Vocational, Technical and Academic Learning
Performance Monitoring and Evaluation
Passenger Rail Agency South Africa
Quality Council for Trades and Occupations
Recognition of Prior Learning
TETA - Strategic Plan 2015-2020
6 LIST OF ABBREVIATIONS/ACRONYMS
LIST OF ABBREVIATIONS/ACRONYMS 6
TETA - Strategic Plan 2015-2020
SAMSA:
SAQA:
SARS:
SDA:
SDF:
SDLA:
SETA:
SLA:
SMME:
SSP:
TETA:
TVET:
UIF:
WCO:
WIL:
WMU:
WSP:
BCG:
NAMB:
NSF:
PDI:
POPI:
SETMIS:
SIPS:
SOR:
SWOT:
South African Maritime and Safety Authority
South Africa Qualifications Authority Act (58 of 1995)
South African Revenue Service
Skills Development Act (97 of 1998) as amended
Skills Development Facilitator
Skills Development Levies Act (9 of 1999)
Sector Education and Training Authority
Service Level Agreement
Small, Micro and Medium-sized Enterprise
Sector Skills Plan
Transport Education Training Authority
Technical and Vocational Education and Training
Unemployment Insurance Fund
World Customs Organization
Work Integrated Learning
World Maritime University
Workplace Skills Plan
Boston Consulting Group Matrix
National Artisan Moderation Board
National Skills Fund
Previously Disadvantaged Individuals
Protection of Personal Information
DHET SETA Management Information System
Strategic Integrated Projects
Statement of Results
Strengths, Weaknesses, Opportunities & Threats
PART A
The annual compilation of this strategic
document is evidence of TETA's
commitment to remain relevant and
proactive in addressing the challenges of
the transport sector while exploring its
opportunities. With sobriety, we perceive
the role of TETA in the transport sector,
understanding that the sector is the
integral part of the country's economic
activities.
A highlight of the 'economic footprint'
of the sector can be traced in this year's
land transportation records (covering
road and rail freight) reported by
Statistics SA. The country experienced a
remarkable increase of 6.4% in the
volume of goods transported between
January 2017 and January 2018 – this
translated into a 9.2% increase in
corresponding income.
Transformation in the aviation sector
is still lagging behind though various
sub-sectors therein continue to yield
noteworthy results. Our approach
towards skills development in the
maritime industry is guided by the
strategic outcomes of Operation Phakisa.
On the same note, we acknowledge the
growing participation of the bus and taxi
industry in skills development initiatives.
The TETA Board embraces the
governance principles of the King Code
III in fulfilling its mandate. We intend to
ensure that our governance strategy fully
supports objectives of the NSDS III and
contributes to its realisation.
This strategy is also in tune with the
Public Finance Management Act (PFMA)
and adheres to other National Treasury
regulations. It was compiled on the
backbone of other legislative mandates
including the Skills Development Act,
1998 (Act No. 97 of 1998), Skills
Development Levies Act, 1999 (Act No. 9
of 1999).
BOARDCHAIRPERSON’SFOREWORD
TETA - Strategic Plan 2015-2020
BOARD CHAIRPERSON’S FOREWORD 9
Public Transport Strategy and Strategic
Infrastructure Projects.
Above the lack of critical skills in the
sector is the battle against race and
gender inequalities, road accidents and
barriers to career and business
opportunities, experienced particularly
by previously disadvantaged groups.
Our strategy aims to confront these
issues head on, mainly through support,
programmes and training that brings
sustainable transformation. It goes
without saying that in addition to
strategic partnerships, the successful
implementation of this strategy is in the
hands of the newly elected TETA Board,
which is made up of an enviable team of
visionaries and leaders, the TETA
leadership and management, and
valuable staff members.
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
The TETA board embraces the governance principlesof the King Code III in fulfilling its mandate. We intend to ensure that our governance strategy fully supports
objectives of the NSDS III and contributes to its realisation.
Ms Nomagcisa Tsipa-SipoyoTETA Board Chairperson
Ms Nomagcisa Tsipa-Sipoyo
TETA Board Chairperson
CHAIRPERSON’S FOREWORD10
The economic value of the transport
sector is typically measured by its
contribution to the Gross Domestic
Product (GDP), the employment
opportunities it creates and its
substantial contribution to the public
purse. Principally, the transport sector is
a link between the buyer, the seller and
the market. This link contributes
significantly to South Africa's
infrastructure capital and foreign
investor appetite, spilling over to the
overall performance of varying economic
sectors.
Another unique character of the
transport industry is that it is inherently
dynamic and often survives the toughest
economic conditions. However, the
behooving question industry participants
and experts face today is whether the
local sector will survive the fourth
industrial revolution.
TETA is cognisant of a surge in advanced
technologies confronting the global
transport industry status quo; at the
same time mindful of unique challenges
and opportunities in the domestic
transport sector. We also acknowledge
that the increase in the use of 3D
printing technologies and the infiltration
of artificial intelligence technologies,
Internet of Things and robotics beckons
a different set of skills. On this
backdrop, we continue to seek and make
provisions for fruitful partnerships with
government entities, the private sector
and training institutions to prepare the
sector and ultimately the country for
emerging changes.
In tackling the unique challenges and
opportunities the domestic transport
industry faces, we continue to align our
strategy to national transformational
imperatives, Medium Term Strategic
CHIEF EXECUTIVE OFFICER’SFOREWORD
TETA - Strategic Plan 2015-2020
CHIEF EXECUTIVE OFFICER’S FOREWORD 11
Framework, rural development agenda,
Public Transport Strategy and Strategic
Infrastructure Projects.
Above the lack of critical skills in the
sector is the battle against race and
gender inequalities, road accidents and
barriers to career and business
opportunities, experienced particularly
by previously disadvantaged groups.
Our strategy aims to confront these
issues head on, mainly through support,
programmes and training that brings
sustainable transformation. It goes
without saying that in addition to
strategic partnerships, the successful
implementation of this strategy is in the
hands of the newly elected TETA Board,
which is made up of an enviable team of
visionaries and leaders, the TETA
leadership and management, and
valuable staff members.
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
Principally, the transport sector is a link between the buyer, the seller and the market.
Ms Maphefo Anno-FrempongTETA, Chief Executive Officer
Ms Maphefo Anno-Frempong
TETA Chief Executive Officer
CHIEF EXECUTIVE OFFICER’S FOREWORD12
OFFICIAL SIGN-OFF
Mr. Famanda ShirindzaChief Operations Officer
Mr. Simon NdukwanaChief Financial Officer
Ms. Maphefo Anno-FrempongChief Executive Officer
Ms. Nomagcisa Tsipa-SipoyoTETA Board Chairperson
Signature: ........................................
Signature: ........................................
Date: 29 January 2019
Date: 29 January 2019
Date: 29 January 2019
Date: 29 January 2019
Approved by:
Signature: ........................................
Signature: ........................................
It is hereby certified that this Strategic Plan
Ÿ Was developed by the management of the Transport Education Training
Authority (TETA) under the guidance of the TETA board and the Department
of Higher Education and Training.
Ÿ Takes into account all the relevant policies, legislation and other mandates
for which TETA is responsible;
Ÿ Accurately reects the strategic outcome-oriented goals and objectives
that TETA will endeavour to achieve over the period 2019-2020.
PART A
STRATEGIC PLANOVERVIEW
Our vision, mission and values have been crafted to reflect our intention to drive skills
development innovation through partnerships with local and global HRD players at
both institutional and industry levels.
1
Strategic Intent 2015/16 - 2019/20 1.1
VISION To be “at the heart of skills innovation” in the transport sector
MISSIONTo provide an innovative Quality Assurance and Skills Development (QASD)Framework to the transport sector by exceeding the SLA and stakeholderrequirements in a cost-effective manner by our motivated, competent people
VALUES
Ÿ Trust Ÿ RespectŸ Responsibility Ÿ Accountability
Ÿ Positive AttitudeŸ CommitmentŸ Innovation
KEYSTRATEGYDRIVER
Ÿ Economic DevelopmentŸ Industry Skills NeedsŸ National Priorities
Ÿ TransformationŸ Innovation
TETA - Strategic Plan 2015-2020
STRATEGIC PLAN OVERVIEW 15
LEGISLATIVE AND OTHER MANDATES
The Transport SETA is established in
terms of the Skills Development Act,
1998 (Act No. 97 of 1998). TETA, a public
entity that reports to the Minister of
Higher Education and Training and
operates under the oversight of National
Treasury in terms of performance
management and financial
administration, is a Skills Education and
Training Authority responsible for skills
development in the transport sector.
The primary functions of TETA are to
develop a Sector Skills Plan; facilitate the
development, registration and
implementation of learnerships, skills
programmes and strategic initiatives;
2
The sections within the Constitution of the Republic of South Africa, 1996 (Act No. 108
of 1996), that guide the operations of the Transport SETA include the following:
Constitutional Mandates2.1
approve workplace skills plans; disburse
grants to stakeholders; and assure
quality of education and training that
falls within the scope of the sector.
The transport sector is demarcated into
8 subsectors. Each subsector falls under
relevant Chamber responsibility: Road
Freight Chamber, Freight Handling
Chamber, Aerospace Chamber, Road
Passenger Chamber, Taxi Chamber,
Maritime Chamber, Forwarding and
Clearing Chamber and Rail Chamber.
Moreover, the Transport SETA operates
within the following legislative
mandates:
LEGISLATIVE AND OTHER MANDATES16
TETA - Strategic Plan 2015-2020
Ÿ Promoting and maintaining high standards of ethics
Ÿ Providing service impartially, fairly, equitably and without bias
Ÿ Utilising resources efficiently and effectively
Ÿ Responding to people's needs; the citizens are encouraged to participate in policy-
making
Ÿ Rendering an accountable, transparent and development-oriented administration
CONSTITUTIONAL The Constitution of the Republic of South Africa Act, 1996 (Act No. 108 of 1996) - In terms
of section 29(1) everyone has the right - (a) to a basic education, including adult basic
education; and (b) to further education, which the state, through reasonable measures,
must make progressively available and accessible.
SUBSTANTIVE Skills Development Act, 1998 (Act No. 97 of 1998)
FINANCIAL Ÿ Skills Development Levies Act, 1999 (Act No. 9 of 1999)
Ÿ Public Finance Management Act, 1999 (Act No. 1 of 1999)
Ÿ Income Tax Act, 1962 (Act No. 58 of 1962)
SUPPORTING The list below is not exhaustive:
Ÿ National Qualifications Framework Act, 2008 (Act No. 67 of 2008)
Ÿ South African Qualifications Authority Act, 1995 (Act No. 58 of 1995)
Ÿ Higher Education Act, 1997 (Act No. 101 of 1997)
Ÿ Further Education and Training Act, 2006 (Act No. 98 of 1998)
Ÿ Labour Relations Act, 1995 (Act No. 66 of 1995)
Ÿ Employment Equity Act, 1998 (Act No. 55 of 1998)
Ÿ Broad-Based Black Economic Empowerment Act, 2003 (Act No. 53 of 2003)
Ÿ Promotion of Access to Information Act, 2000 (Act No. 2 of 2000)
Ÿ The Promotion of Administrative Justice Act, 2000 (Act No. 3 of 2000)
Ÿ Protection of Personal Information Act, 2013 (Act No. 4 of 2013)
Legislative Mandates2.2
TETA - Strategic Plan 2015-2020
LEGISLATIVE AND OTHER MANDATES 17
In developing the Transport SETA
Strategic and Annual Performance Plan,
the following frameworks and priorities
were taken into consideration:
Ÿ National Transport Master Plan 2050
Ÿ Human Resources Development
Strategy of South Africa 18 March
2009
Ÿ National Skills Development Strategy
(NSDS III) 2011/12 –2015/16
Ÿ Medium-Term Strategic Framework
(2014/15 – 2019/20)
Ÿ National Development Plan
Ÿ HRD Strategy
Ÿ New Growth Path (NGP)
Ÿ Industrial Policy Action Plan (IPAP)
Ÿ National Skills Accord
Other Frameworks:
Ÿ Strategic Integrated Projects
Ÿ White Paper for Post School Education
and Training
Ÿ Comprehensive Rural Development
Programme
Ÿ Corporate Governance of Information
and Communication Technology
Policy Framework (CGICTPF)
These policy frameworks and
programmes have one objective in
common which is to address the triple
ills of inequality, poverty and
unemployment. These policies provide
good guidelines and frameworks for the
TETA strategy.
The policy mandate of the Transport
SETA is addressed in its Constitution and
covers the following:
Ÿ Implement the Sector Skills Plan
Ÿ Promote learnerships in each of the
subsectors of the SETA
Ÿ Perform the functions of an Education
and Training Quality Assurance Body
Ÿ Liaise with the National Skills
Authority on skills development
matters
Ÿ Conclude a service-level agreement
with the Director-General of the
Policy Mandates2.3
Department of Higher Education and
Training in terms of section 10A of
the Act
Ÿ Promote the national standard
established in terms of section 30B of
the Act
Ÿ Submit budgets, reports and financial
information that are required in terms
of the Public Finance Management Act,
1999 to the Director-General of the
Department of Higher Education and
Training
Ÿ Facilitate the involvement of relevant
government departments in SETA
activities to:
LEGISLATIVE AND OTHER MANDATES18
TETA - Strategic Plan 2015-2020
address the competency
requirements for social delivery
address the learning needs of the
most vulnerable segments of the
sector
Ÿ Promote training in SMMEs to enable
them to qualify for public contracts
Ÿ Perform any duties imposed by the
Act and to actively pursue concrete
measures to achieve the objectives of
the Act
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
Principally, the transport sector is a link between the buyer, the seller and the market.
Ms Maphefo Anno-FrempongCEO, TETA
TETA - Strategic Plan 2015-2020
LEGISLATIVE AND OTHER MANDATES 19
SITUATIONAL ANALYSIS
3
The transport sector contributes
significantly to the economy of South
Africa in terms of the country’s gross
domestic product and employment.
Since 2012, the transport sector has
contributed approximately 9% of the
country's gross domestic product (GDP).
The sector’s revenue contribution
increased from R242 billion in 2012 to
about R256 billion in 2015. At the same
time, this sector is home to 6% of the
labour force of the country. Gauteng
serves as the region with the highest
economic and labour activity for the
transport sector; the coastal
provinces of KZN, Western Cape and
Eastern Cape, which are largely driven by
ocean business, fall behind Gauteng.
As noted in earlier SSPs, the transport
sector continues to be among the least
Transport Sector Overview3.1
gender-transformed sector. Between
2015 and 2016, gender and racial
transformation was estimated to have
increased by less than 1% of total
employment in favour of previously
disadvantaged groups. Of the working
Africans, the transport sector absorbs
only 5.9%. Consequently, it is
recommended that TETA continues to
review interventions aimed at
empowering formerly disadvantaged
groups in order to monitor the
achievement of intended goals.
The transport sector is technology-driven
and, as such, is dynamic and has many
risks associated with obsolescence of
skills and technology. Transport SETA,
therefore, has to ensure a good
understanding of this environment to be
able to facilitate the development of
SITUATIONAL ANALYSIS20
TETA - Strategic Plan 2015-2020
appropriate strategies that will ensure
technology is relevant and enable
cutting-edge HRD programmes that
provide the right skills at the right levels.
Demand and supply of labour in the
sector are highly affected by socio-
economic and policy factors such as
education levels and government
regulations (Broad Based Black Economic
Empowerment). The transport industry
occupies a key role as a support sector
to all other sectors in the country's
development and growth strategy as
outlined in the National Development
Plan. The WSP and ATR surveys dictate
very small samples for skills demand
estimations and lack the ability to
capture emerging sectorial trends.
Participation of transport companies in
the WSP/ATR remains a challenge.
Traditional education institutions are not
adequate suppliers of sector skills
demand. Smaller and privately-owned
training institutions appear better
positioned to accommodate sector
context in their curriculum than
traditional education institutions. Our
labour market study recommends that
the sector should work towards building
the capacity of key training institutions
such as universities and TVET colleges to
develop curriculums that are relevant to
sector needs. Source: Latest TETA SSP
While TETA has a mandate to deliver
services to the transport sector as a
whole, there are still challenges. Some of
these challenges include the increasing
demand for skills and the inability to
fund these skills due to budgetary
constraints as well as the high costs of
training, typified by the aviation
industry. The fact that there exists a
surplus of skills and ‘difficult-to-
fillpositions’ at the same time means
that there is a skills mismatch in the
industry — simply put, there is an
oversupply of unrequired skills.
In general, the levy income from the
transport sector remains low and this
calls for increased advocacy on the part
of all TETA management and
stakeholders.
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 21
The following political, economic, societal, technological, environmental and legislative
factors in South Africa have been identified as having a bearing on the effective delivery
of skills development solutions in the transport sector and, therefore, must be
addressed by the TETA strategy.
Performance Delivery Environment 3.2
POLITICAL ECONOMIC SOCIETICAL
Ÿ Political leadership changes
Ÿ Employers not embracing
transformation imperatives,
demonstrated by resistance to
change
Ÿ Labour policies
Ÿ SETA landscape, changing
political focus areas, changing
SETA goals
Ÿ SETA mandate being stretched
without matching budget
increase
Ÿ Re-configuration of government
departments
Ÿ Lower GDP and junk status have
a negative impact on
employment, resulting in less
revenue collected
Ÿ Retrenchments
Ÿ Mergers & acquisitions
Ÿ Low economic growth
Ÿ Increased taxes
Ÿ International trade agreements
Ÿ Labour disputes
Ÿ Fourth Industrial Revolution
Ÿ HIV/AIDS prevalence
Ÿ Significant societal disparities
between rural and urban areas
Ÿ Protests
Ÿ Taxi industry disputes
Ÿ Vandalizing of transport
infrastructure
Ÿ Road safety carnage
Ÿ Unemployment rates
Ÿ High Youth Unemployment
TECHNOLOGY ENVIRONMENT LEGISLATION
Ÿ Shift to technology increases
group of participants
Ÿ New SETMIS and QCTO quarterly
management reporting
Ÿ Fourth industrial revolution,
shift to technology/automation
Ÿ High cost of data
Ÿ Limited access to technology by
rural areas still a reality
Ÿ Focus on green economy
provides opportunities for
research and awareness
programmes
Ÿ Green economy also places
pressure on transport operators
to comply or face hefty penalties
Ÿ POPI, BBBEE Legislation and
SETA landscape to affect TETA
strategy
Ÿ White paper on school education
required reassessment and
tuning of TETA delivery approach
Ÿ UIF legislative amendments
Ÿ New Treasury Regulations
Our strategy recommits TETA to the support of policies that reposition the objectives
and approaches to skills development. We will continually keep a breast of emerging
SITUATIONAL ANALYSIS22
TETA - Strategic Plan 2015-2020
trends and adjust our programmes and
systems to respond promptly and
adequately to these changes.
TETA will integrate new legislative
requirements into the design of its
control mechanisms and align its
programmes accordingly. Our
information systems will be reviewed
and a compliance process will be
initiated to embrace good governance
and compliance in areas such as POPI,
ICT governance framework, etc.
Despite the unfavourable
macroeconomic outlook with regards to
high unemployment and slow growth, we
will continue, through our training
initiatives, to ensure the country has a
pool of work-ready artisans and
graduates, and encourage self-
employment through entrepreneurship
development.
We will harness technology in the sector
to enhance our delivery methods,
communication with our stakeholders
and regulatory reporting. We will enable
online access for our stakeholders in the
areas of application submission, learner
registration and reporting.
TETA will harness reporting processes
and systems for seamless alignment and
regulatory reporting into the DHET SETA
Management Information System
(SETMIS).
We will also use cellular technology to
facilitate timely communication with our
stakeholders and beneficiaries in the
rural and less accessible parts of the
country.
TETA will sustain advocacy programmes
for clean environment programmes such
as research and funding studies in this
area.
HIV/AIDS is impacting the health of the
South African labour industry, with the
transport sector being one of the most
negatively-affected industries, resulting
in costly inefficiencies. TETA will
continue to support development and
implementation of innovative awareness
and prevention strategies to arrest the
spread of infections in the transport
sector.
The government promotes the formation
of SMMEs as vehicles of growth to
address poverty, unemployment and
inequality, as per the NDP. Hence, in
2014, the Department for Small Business
Development was formed. The
establishment of the department and
support of the establishment of small
businesses will affect the existing players
in the subsectors of the transport
industry.
The transport sector mostly consists of
70% small to medium sized companies.
It is thus imperative that the Transport
SETA leverages on SMMEs in order to
increase the sector’s chance of attaining
the National Development Plan’s (NDP)
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 23
The transport sector consists of at least four broad subdivisions, as illustrated in the
following diagram. Subdivisions are defined by modes of transport, also illustrated in
the diagram:
Transport Subsectors3.2.1
employment targets by 2020. In capital
intensive subsectors such as maritime,
freight handling and clearing, it is very
difficult for small businesses to enter the
market. Therefore, there is very little
competition from SMMEs.
The transport sector accounts for 26% of
global carbon emissions, and emissions
in this sector are still increasing. With
greater concern over climate change, as
expressed through many international
conferences (e.g. the Kyoto Protocol and
the Paris Agreement) in the past two
decades, the transport sector will have to
adapt to new government legislative
frameworks and policies which will likely
lead to technological and behavioural
changes. Therefore, in the long run,
attempts to change individual attitudes
and behaviours will affect choices made
within the sector and consequently the
skills required to sustain it.
INTER &MULTI-MODAL
Passenger, Freight, Forwarding & Clearing
LANDRoad, Rail & Pipelines
SITUATIONAL ANALYSIS24
TETA - Strategic Plan 2015-2020
AIR
SEAMaritime & Coastal
Table 1: Modal Classification of TETA Chambers
AIR SEA LAND
Aerospace Maritime Rail, Road Freight Road Passenger, Taxi
Intermodal/ Multimodal
Forwarding & Clearing, Freight Handling
Logistics
Aerospace, Forwarding & Clearing, Freight Handling, Maritime Rail, Road Freight, Road Passenger, Taxi
Supply Chain Management
Forwarding & Clearing, Freight Handling
Passenger
Aerospace, Maritime, Rail, Road Passenger, Taxi
Freight
Aerospace, Forwarding & ClearingFreight Handling, Maritime, Rail, Road Freight
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 25
The transport sector is demarcated into 8 subsectors. Each subsector falls under
relevant Chamber responsibility: Road Freight Chamber, Freight Handling Chamber,
Aerospace Chamber, Road Passenger Chamber, Taxi Chamber, Maritime Chamber,
Forwarding and Clearing Chamber and Rail Chamber.
Transport SETA Subsector Profiles3.2.2
Road Freight
The Road Freight subsector, which represents a workforce of
approximately 70000 employees, recently experienced an increase in the
volume of goods transported between production sites or ports and
markets. It is estimated that 80% of all freight in South Africa is through
road. The Road Freight market accounts for about 640 million tons of
freight per annum.
Freight Handling
The Freight Handling subsector has approximately 25 000 employees.
There are eight commercial ports serving the industry. Their operational
performance has a bearing not only on the subsector but also on the
national economy as a whole. In their efforts to bolster efciencies, all
eight ports are now using the new web-based Integrated Port
Management System (IPMS). This follows after the rollout of the system
in the Port of Richards Bay towards the end of 2015. The system replaces
manual processes that were previously used to monitor, among other
things, terminal performance. This new system has improved efciencies
by enabling key port operations to be managed online and across the
eight ports. Intermodal/ Multimodal
SITUATIONAL ANALYSIS26
TETA - Strategic Plan 2015-2020
Aerospace
The South African aviation industry is highly concentrated by large
organisations. Despite this, the segment of small medium and micro-
enterprises (SMMEs) is rapidly growing and has recently been estimated
to comprise about 75% of the subsector. The Aerospace subsector
employs approximately 30 000 employees. The biggest employer
companies are state-owned enterprises, such as South African Airways,
South African Airways Technical, Denel, SA Express and SA Airlink. The
subsector is estimated to transport about 70% of passengers and 60% of
goods in the country.
Road Passengers
The Road Passenger subsector has about 25 000 buses in South Africa,
of which approximately 18000 are involved in formal public transport
activities. Approximately 6000 buses are found in the commercial
industry and government institutions. The formal public sector provides
direct employment to about 30 600 people throughout the country, with
about 153 000 people indirectly dependent on the subsector. Public
operators transport approximately 816 million passengers per annum.
Taxi
The Taxi subsector employs between 400 000 and 600 000 people.
Approximately, 95% of workers in the taxi industry are African and less
than 2% are women. An estimate of 69% of households use taxis daily.
There are over 300 000 taxi operators/owners in South Africa, with most
of them operating as sole proprietors who may not necessarily be
business tax-paying entities.
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 27
Maritime
The Maritime subsector represents a workforce of 14 000 employees,
drawn mainly from port authorities, shing and the merchant shipping
subsectors. More than 95% of South African trade (by volume and by
trade) is moved by sea through the country's seven commercial ports,
thus placing South Africa in the top 12 sea-trading nations. It is
estimated that 0.3% of global carrying capacity is currently controlled by
South African companies, which highlights signicant growth
opportunities available in this subsector. The national demand for sea
space exceeds its control of vessel supply by a ratio of about 20/1.
Through the Ocean Economy initiative of Operation Phakisa, this sector
has been prioritised by government for the development of job creation,
social and economic development and improved competitiveness, and
earmarked for speedier and more effective implementation of emergent
policies and programmes in line with the National Development Plan
(NDP) 2030.
Forwarding& Clearing
The Forwarding and Clearing subsector employs approximately 22000
employees, including international couriers and shipping agents. This
subsector makes a major contribution to trade facilitation within South
Africa and manages over 80% of South Africa's international trade within
various supply chains. The subsector is recognised as the industry that
inuences freight management. The estimated cost of logistics in South
Africa, as a percentage of GDP, is 12.8%, compared to 8.2% in the USA.
In facilitating and managing the supply chains within international trade,
the cost of freight management is a major factor contributing to South
Africa's GDP.
SITUATIONAL ANALYSIS28
TETA - Strategic Plan 2015-2020
Rail
Transnet and PRASA are the largest rail way operators in South Africa.
BOC, trading as Gautrain is the third signicant operator in the country.
The other operators comprise rail entities at the ports, cross-border
operations, tourism, rail heritage and surface operators on mines.
In addition are the municipal sidings and service lines which provide
access from the national network to the private sidings.
The Rail Industry employs about 90,000 workers involved in two main
sub sectors of passenger services (PRASA) and goods and freight
(Transnet SOC Limited). The latter has a current capacity of more than
200 million tons annually. A number of medium-sized rail enterprises
plays a major in the sector economically. Currently most of the tonnage
is in coal and mineral ore transportation for local and foreign markets.
Rail industry has signicantly lost its traditional advantage to move
general freight to the more competitive road freight subsector.
The Current TETA led skills development trainings for the sector is
reviewed annually for the continued relevance to strengthen the
sector through the Sector Skills Plans (SSP).
As part of the Strategic Integrated Programmes (SIPs) and to improve
the quality of the railway lines in South Africa, Transnet has invested
R300 billion for infrastructure development and refurbishment; this
investment is meant to invigorate the economy, create jobs and address
poverty. On the other hand, the Prasa-Gibela project is expected to create
around 8 000 indirect and 300 direct sustainable jobs with the R51 billion
train manufacturing project.
This section discusses TETA’s capacity
issues and key determinants of
performance. It also provides analyses of
the Transport SETA as an entity and how
it is impacted by its environment. The
Organisational Environment3.3
SWOT and BCG matrices were used to
identify various factors that may impact
TETA’s performance; these were then
integrated into TETA’s business strategy
development.
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 29
The outputs of these analyses provided
an important guideline in the crafting of
the Transport SETA's critical success
factors, attendant objectives and
strategies that will not only strengthen
organisational capacity and coherent
delivery, but also enhance the way the
organisation views and understands its
mandate.
The Transport SETA is continually faced
with challenges, some of which are
beyond its control. These challenges have
the potential of limiting TETA’s
effectiveness and achievement of
expected performance in the execution
of its mandate, such as achieving SLA
targets.
The SWOT analysis was used to
contextualise TETA’s internal and
external environments, as illustrated in
the following matrix. In essence, the
SWOT analysis identifies areas of
strengths and opportunities that TETA
can leverage in the design and
Strengths, Weaknesses, Opportunities andThreats (SWOT) Analysis
3.3.1
implementation of its strategies.
Weaknesses and threats afford the
organisation opportunity to reflect on
how to turn these into opportunities.
The results of the SWOT analysis are
discussed below, with suggested
mitigations for the challenges identified.
Equally, the opportunities and strengths
can be harnessed and leveraged to
enhance TETA’s organisational
performance in the execution of its
mandate
Ÿ Innovation
Ÿ Stakeholder collaboration
Ÿ International footprint
Ÿ Good governance
Ÿ Staff skills and competence
Strengths
Ÿ Inadequate TETA provincial presence
Ÿ Lack of integrated ICT systems
Ÿ Inadequate document, data and information
management systems
Ÿ Financial and Human Resource constraints
Ÿ Funding of disabled learners
Ÿ Performance management of training providers.
Weaknesses
SITUATIONAL ANALYSIS30
TETA - Strategic Plan 2015-2020
Ÿ The transport sector is a key economic driver
Ÿ Workplace approval presents opportunities for
training facilities
Ÿ Poor policy response to emergent requirements or
environmental changes
Ÿ Strong stakeholder relations
Ÿ HEI bridging programmes
Ÿ Improvement of organisational culture
Ÿ Increase of participation of levy-paying
organisations in skills development
Ÿ Road safety programmes
Ÿ Adopt-a-school program expansion
Ÿ Celebrate achievements
Ÿ Strengthening and integrating Monitoring &
Evaluation
Ÿ More engagements/support of TVET and
community colleges
Ÿ Inter-SETA collaboration
Opportunities
Ÿ Unpredictability of levy income levels per month
Ÿ The effects of the economic meltdown due to
investment grading
Ÿ Inadequate administration fee (10%) and capping
of expenditure
Ÿ Impact of devolution of QCTO functions on current
ETQA staff
Ÿ Interpretation of Grant Regulations
Ÿ New SETA landscape
Ÿ Relevance of current interventions and
qualications in light of the fourth industrial
revolution
Ÿ Changes in reporting requirements
Threats
Ÿ TETA is considered to be at the heart
of skills innovation in the transport
sector to ensure that sector needs are
accommodated with competent
workers
Ÿ Overall staff experience, competence
and delivery are earning TETA
established rapport and mutual
relationship with stakeholders and
produce significant participation,
collaboration and input into
Strengths
innovative qualification development
and implementation;
Ÿ TETA has begun and will continue to
establish an international footprint
through the Leadership programmes it
has been running;
Ÿ Being a key economic driver, the
Transport sector offers TETA ample
benchmarking and innovation
opportunities in both technology and
skills training with.
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 31
Ÿ Albeit a major portion of TETA's
budget is on monitoring travel to
stakeholder sites across the country,
this does not adequately compensate
for lack of local presence of TETA in
all the provinces. To a large extent,
budgetary constraints make
permanent and physical presence in
the provinces difficult to achieve;
Ÿ Inadequate data and information
management systems compromises
information accuracy and integrity of
the organisation;
Weakness
Ÿ TETA is yet to master the funding of
the disabled learners so that they are
fully supported in the interventions
they are enrolled to study
Ÿ TETA has not developed tools to
manage the performance of training
providers functioning in its
environment
Ÿ TETA as an organization has a huge
responsibility towards the sector and
the effectiveness of the organization is
hampered by inadequate financial and
human resources
Ÿ The transport sector is a key economic
driver presents a myriad of
opportunities for skills development
in the country as a whole
Ÿ Workplace approval for organisations
as places for training facilities will
enable workplaces to provide training
for a huge number of young people
Ÿ Strong stakeholder relations both
internally and externally present a
great opportunity for TETA to create
partnerships that will elevate skills
development in the sector
Ÿ TETA’s implementation of HEI
bridging programmes has the
potential of empowering students at
universities with coping with their
studies
Ÿ An increase in participation of levy-
paying organisations in skills
Opportunities
development will assist TETA with the
collection of a higher revenue and
more skills being developed in the
sector
Ÿ The extent of road carnage in the
country presents TETA with more
innovative ways of training citizens on
road safety.
Ÿ Expanding the programme for the
Adopted Schools will present life
changing opportunities for the
learners in rural areas and townships.
Ÿ TETA has an opportunity to celebrate
more of its achievements in the sector
to engrave its footprint.
Ÿ There is a massive opportunity for
TETA to support the TVET colleges as
indicated in the PSET
Ÿ InterSeta collaborations are an
opportunity for TETA to benchmark
SITUATIONAL ANALYSIS32
TETA - Strategic Plan 2015-2020
best practices in the sector and form
partnerships that will improve the
performance of TETA
Ÿ The new SETA landscape will present
opportunities for the advancement of
skills development and unemployment
in the Transport Sector;
Ÿ Sustained demand for free post-school
education presents opportunities for
TETA not only to continue with its
bursary funding programme, but
investigate other creative solutions to
assist learners to study.
Ÿ Unpredictability of levy income levels
per month
Ÿ The effects of the economic meltdown
due to investment grading
Ÿ Inadequate administration fee (10%)
and capping of expenditure
Ÿ Impact of devolution of QCTO
functions on current ETQA staff
Ÿ Interpretation of SETA Grant
Regulations
Ÿ New SETA landscape and the changes
it may bring
Ÿ Relevance of current interventions and
qualifications in light of the Fourth
Industrial Revolution
Ÿ The SETA administration fee of 10%
has a restraining effect on the ability
of TETA to deliver on its mandate in
the following manner
Threats
Lack of control and unpredictability
of levy income flows impairs the
ability of TETA to plan accurately;
Devolution of QCTO functions to
new structures may render SETA-
based ETQA units obsolete, the new
structure may present challenges
may compromise SETA
performance;
SETAs interpret Grant Regulations
differently and that impedes
uniformity in the implementation of
the grants
Ÿ Whilst there is uncertainty of the SETA
landscape post-March 2018, what is
certain is the role of SETAs will be
different and may impact their
structural organization.
Ÿ The economic meltdown in for South
Africa is making industrial investment
increasingly difficult and risky and is
already impacting the labour market
negatively, as evidenced by the
industry scaling down and consequent
retrenchments; this means reduction
in levy-income for TETA.
Ÿ The Fourth Industrial Revolution
continuously presents the threat of
obsolete skills in this highly
technological sector threatened by
automation.
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 33
The BCG Matrix was applied to determine the level of resonance of TETA's skills
development programmes with stakeholders regarding the need, growth potential and
popularity. The resulting plot indicates programmes to prioritise for implementation
based on mileage for the sector and their scope in addressing stakeholder needs.
Boston Consulting Group Matrix3.3.2
Boston Consulting Group Matrix
GROW
TH P
OTEN
TIAL
STARS
Ÿ Leadership Development
Programmes
Ÿ Graduate Internships
Ÿ Small Business Development
QUESTION MARKS
Ÿ Pilot Training
Ÿ Foundational Learning
Ÿ Adult Basic Education
Ÿ Cadetships
?
CASH COWS
Ÿ Learnerships
Ÿ Skills Programmes
Ÿ Bursaries
DOGS
Ÿ HIV/Aids Programmes
Ÿ SIPs
Ÿ Rural Development
Ÿ RPL
Ÿ Road Safety
POPULARITY/ DEMAND WITH STAKEHOLDERS
SITUATIONAL ANALYSIS34
TETA - Strategic Plan 2015-2020
Ÿ Stars: The leadership development programmes, graduate internships and small
business support are popular within the sector. These programmes are also growing
significantly in stature and enrolment.
Ÿ Question Marks: These are the up-and-coming programmes that may be on the path
to becoming Stars if proper advocacy is built around them to stimulate uptake by
industry players. These are the cadetship, foundational learning and adult based
education and pilot training programmes.
Ÿ Cash Cows: These are popular programmes but exhibit no propensity to grow
significantly and require no advocacy for industry uptake – these are skills
programmes, learnerships and bursaries.
Ÿ Dogs: These are characterised by either non-performance, under-subscription, or
newly-introduced programmes with little traction. In the case of TETA, these are SIPs,
Rural Development, RPL, HIV-AIDS and Road safety
The BCG Matrix tells us the following
The outputs of the BGC analysis are important in that they highlight programmes that are likely to achieve higher traction and impact for the transport sector and, consequently, derivethe highest value per rand invested by TETA.
The matrix also tells us which programmes TETA needs to promote aggressively to
increase stakeholder participation and achieve national targets.
Based on the consolidation of inputs from various fora, such as stakeholder
engagements and strategy planning sessions, the following factors have been identified
as critical to TETA’s achievement of its man- date of skills development delivery in the
transport sector.
Organisational Critical Success Factors3.3.3
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 35
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Efficiency of ICT systems;
Efficient contract management and reporting system that interfaces to
DHET SETA Management Information System;
Effective records and document management;
Availability of competent, diligent and professional staff;
Reliable levy income;
Effective institutional and industry collaborations;
Clear and comprehensive programme implementation strategies;
Comprehensive, relevant and up-to-date TETA programme funding models;
Organisational agility and responsiveness to emergent national and
industry priorities;
Proper implementation and achievement of Annual Performance Plan.
The following constitute short-term objectives that will ensure TETA addresses the
critical success factors through capacitating and positioning itself as the rightful skills
development authority in the transport sector.
Organisational Strategic Objectives3.3.4
OBJECTIVES STRATEGIES
Ÿ Reduce paper records by implementing an electronic records
and document management system;
Ÿ Eliminate manual learner Excel spread sheets to ensure
information integrity;
Ÿ Automate and align reporting for seamless reporting interface
to DHET SETA Management Information System(SETMIS).
Implementation of IntegratedICT Systems
SITUATIONAL ANALYSIS36
TETA - Strategic Plan 2015-2020
OBJECTIVES STRATEGIES
Ÿ Improve business process efciencies through business
process re-engineering;
Ÿ Introduce automated processes that ensure reduction of
manual data manipulation.
Efficient Business Processes
Ÿ Match operational roles and responsibilities to strategic
objective roll-down to achieve optimal structure and resource
loading
Aligned operational strategy and organisation structure
Ÿ Implement a broad-based funding framework to cater for
emerging requirements and ensure relevance.
A comprehensive fundingframework
Ÿ Dene programme strategies to increase programme
completions;
Ÿ Align staff culture and values to enhance performance.
Coherent business culture
The transport sector is characterised by
challenges that require innovative
approaches to addressing skills
development, equitable access to training
opportunities and environmental
awareness.
The sector is faced with gender
imbalance, casualisation of work,
recurrent strike actions, HIV/AIDS and
exemption of many companies from
paying levies. TETA, in conjunction with
sector stakeholders, continually works to
Sectoral Challenges and Opportunities3.4
find solutions that mitigate these
challenges.
The transport sector is dominated by a
few large companies, especially in
aerospace, road freight, maritime, rail,
road passenger and freight handling.
Although there are numerous companies
in this sector, most of them are small
and contribute no levies. As a result,
TETA is faced with the challenge of
empowering these companies to
encourage sufficient growth of revenues
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 37
and facilitate registration of these
enterprises as sustainable levy-payers to
TETA. TETA will continue with advocacy
programmes for small, medium and
micro enterprises to engender
professionalism that will lead to
achieving levy-paying status.
Casualisation of employment is a
peculiarity of the transport industry.
This causes low motivation levels due to
lack of benefits such as medical care,
retirement saving and security of tenure.
Casualisation, coupled with the fact that
a significant part of the industry is
informal in
nature, makes
for an unstable
environment
with a
propensity for
labour unrest.
This impacts
negatively on
industry staff
and productivity. Providing access to
training for these employees improves
their employability and morale.
The gender disparity in the transport
sector still presents challenges in the
participation of women. About 80% of
the industry is male-dominated. TETA
has to continually devise strategies to
bridge this gap, such as women-focused
development programmes, designated
participation ratios that favour girls and
women and provision of mentorship
opportunities for them.
The transport sector is experiencing the
highest incidence of HIV/AIDS infections.
If the situation is not arrested soon, it
may have further negative impact on the
industry’s productivity and
competitiveness in the global market. To
meet this challenge, TETA will continue
to incorporate HIV/AIDS awareness
campaigns into its training programmes
and also directly fund related
interventions.
While most HEIs offer transport-related
studies, the same cannot be said of TVET
colleges. This reality poses serious
challenges in the
promotion of and
access to
transport-related
careers. The high
TVET college
accessibility to
learners from all
walks of life
makes them ideal
vehicles for delivery of priority industry
training programmes. There are, atleast,
50 TVET colleges against a meagre 26
universities and, in contrast to
universities, which are mostly situated in
more developed locations (such as cities
or towns), a significant number of TVET
colleges are found in rural areas.
To ensure traction in the uptake of
transport studies, TETA will continue
with its programme of TVET and HEI
capacitation in the areas of curriculum
development, lecturer moderator/assess
TETA will continue with advocacyprogrammers for small, medium andmicro enterprises to engender professionalism that will lead to achieving levy-paying status.
SITUATIONAL ANALYSIS38
TETA - Strategic Plan 2015-2020
or training and bursary provision.
Management development remains a
critical area that seeks to redress skills
disparities that still exist in the transport
sector. TETA will, therefore, continue to
innovate and implement leadership
development programmes in
collaboration with local and international
partners.
In order to stimulate thought leadership
and innovation and build sector
knowledge base, TETA will encourage
doctoral studies in transport-related
themes, such as green economy, logistics
and other related topics. Proper skills
planning necessitates the identification
and characterisation of challenges and
opportunities in the transport sector.
This requires access to up-to-date
statistics and credible information.
Unfortunately, at this point in time, there
are no credible data sources (besides
Statistics South Africa) on critical aspects
of the sector such as labour markets. The
lack of good sources of data poses a risk
to TETA's ability to accurately plan for
skills needs of the sector. In an effort to
build a reliable knowledge repository for
the sector, TETA will continue to foster
research partnerships with HEIs and
research-based institutions, such as
HSRC, CSIR and others.
Our strategy will be driven by the following skills development priority frame work
drawn from the dictates of the NSDSIII, contemporary national priorities,
transformation agendas and transport sector needs.
Transport SETA Skills Development Priorities 3.4.1
Ÿ Facilitate equitable skills development in the transport sector to ensure empowered workers. needs.
Ÿ Ensure access to training, education and workplace for graduates and the unemployed.
Ÿ Align skills development initiatives to emergent needs and national imperatives.
Ÿ Facilitate workplace learning and partnerships between employers and educational institutions.
Ÿ Collaboration with and support for TVET capacitation.
Ÿ Collaboration with Higher Education Institutes
Ÿ Implement training on Road Safety to alleviate road carnage
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 39
SSP PRIORITIESResearch Capacity
Partnershipswith HEIs & TVET
4th IndustrialRevolution
Occupational QualificationDevelopment
Artisans Development
Road SafetyInitiatives
Quality Assurance Training
SMMEs & RuralDevelopment Career Guidance
Leadership Development
Green Economy
PROGRAMMES
1. Administration
4. Quality Assurance
2. Skills Planning
3. Learning Programmes & Projects
SITUATIONAL ANALYSIS40
TETA - Strategic Plan 2015-2020
In addition to these priorities, our strategic plan is underpinned by the following
societal transformation parameters:
GENDER
YOUTH
GEOGRAPHY
RACE
CLASS
PEOPLE WITH DISABILITY
HIV/ AIDS
Provide more access opportunities for women;
Increased opportunities for youth
Shift focus to previously neglected rural areas
Address racial skill disparities
Redress the imbalance brought about by class
Avail more training and workplace opportunities for disabled people;
Embrace awareness and education advocacy in the subject of HIV/AIDS.
The following table provides a high level description of each of the 11 strategic priority areas:
SSP PRIORITIES STRATEGIC OBJECTIVES OBJECTIVE STATEMENT
Establish a credible transport sector
institutional mechanism for skills
planning; create and sustain research
capacity on labour markets within TETA.
Ÿ TETA will produce a Sector Skills
Plan that reects the needs of the
transport sector
Ÿ Operationalizing of the research
strategy to produce at least 4
research pieces related to the
strategy
Ÿ After the nal submission of the
current SSP, TETA through R&K unit
will host a number of workshops to
provide feedback and nd ways to
improve future engagements
Research Capacity
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 41
SSP PRIORITIES STRATEGIC OBJECTIVES OBJECTIVE STATEMENT
Increased road safety through
awareness programmes and impactful
accident prevention projects.
Ÿ TETA through its partnership with
relevant stakeholders will increase
awareness and improve driver
prociency and consequently reduce
number of road accidents
Ÿ TETA will further fund road safety
and awareness campaigns
Road SafetyInitiatives
Building career and vocational guidance,
especially to encourage females to enter
the sector.
Ÿ TETA will improve the readability of
the career booklet.
Career Guidance
Promoting the growth of a public TVET
college system that is responsive to
sector, local, regional and national skills
needs and priorities.
Ÿ These challenges indicate the need
to improve the planning and
operational aspects of the
partnerships in order to achieve the
partnership objectives.
Ÿ TETA will replicate two successful
partnership models (TETA-North
West University and TETA- Setsoto
Local Municipality) to other higher
learning and government institutions
Partnership with HEIs & TVETs
Enhance middle management and
executive leadership capabilities.
Ÿ TETA will continue to make funds
available for:
Transformation (leadership & management)
Candidacy programmes
Executive development program
Master’s degrees in maritime
sub-sector
Leadership development program
SITUATIONAL ANALYSIS42
TETA - Strategic Plan 2015-2020
SSP PRIORITIES STRATEGIC OBJECTIVES OBJECTIVE STATEMENT
Enhance middle management and
executive leadership capabilities.
Transformation (leadership & management)
Women on leadership
development programme
Ÿ TETA will further host a Women in
Transport summit
Ÿ Improve the competitiveness and job
creation propensity of SMMEs by
creating greater access to skills
development.
Ÿ Support rural development, including
NGOs, CBOs and other organisations
in rural areas.
SMMEs and rural development
Ÿ TETA allocated budget specically
for mentoring and coaching of small
businesses
Ÿ TETA will provide necessary support
to the development of small
registered business to encourage
growth, sustainability and exposure
to business opportunities
Ÿ TETA will offer support to rural
development projects that will give
sustainable economic benets to the
participating communities
Increase the pool of artisans in the
sector.
Artisans development
Ÿ TETA will set aside budget for centre
of specialisations as dictated by
national government
Ÿ TETA will robustly engage in
approvals of workplaces that will
host apprentices and learners on
learnerships
Implement research strategy 4th industrial revolution
Ÿ TETA will adapt its programmes to
respond to changing technological
demands
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 43
SSP PRIORITIES STRATEGIC OBJECTIVES OBJECTIVE STATEMENT
Implement research strategy 4th industrial revolution
Ÿ To review and update current
qualications and skills
interventions in technology-intensive
sub-sectors such as maritime,
aerospace and road freight
Develop occupational qualications and
learning material for the transport sector
Occupational Qualification development
Ÿ TETA identies and develops
curriculums for occupational
qualications to meet industry needs
Ÿ TETA will train and develop TVETs
lecturers on Occupationally-Directed
Programmes (assessors and
moderators) and further accredit
TVETs on Recognition of Prior
Learning (RPL)
Conduct external moderation and
evaluation processes
Quality assurance of training
Ÿ Capacitate training providers within
the sector to understand TETA ETQA
processes and systems
Ÿ TETA will ensure that assessments
are conducted by qualied and
registered assessors and
moderators
Skills planning for a green transport
sector.
Green Economy Ÿ The SETA will continue to participate
in various discourses related to
innovations in green economy.
Ÿ TETA will continue its nancial
support to Research chair and
Operation Phakisa Research chair
SITUATIONAL ANALYSIS44
TETA - Strategic Plan 2015-2020
Quantified and time-bound goals, consolidated from our defined strategic objectives,
are captured in the long-range plans that form part of this document. These are
subsequently reduced to quarterly targets in the TETA Annual Performance Plan.
TETA Strategic Goals3.4.2
Strategic Goal 1 Provide administrative support services and enable
TETA to deliver on its mandate and ensure
compliance with all governance imperatives
Strategic Goal 2
Strategic Goal 3
Strategic Goal 4
Establish mechanisms for skills planning and
research capacity
Increase access to occupationally directed
programmes within the transport sector
Strengthening the quality assurance system
Our strategy seeks to be responsive to dictates of the day, emergent policies and
legislation changes. These, and how TETA intends responding and aligning available
resources to achieve compliance, are discussed in this section.
Emergent policies, legislation and other strategic initiatives
3.4.3
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 45
White Paper for Post School Education and Training
POLICY ELEMENTS STRATEGIES
We will align TETA delivery processes and our
collaborations in the sector to focus more on
forging closer workplace relationships with
education and training institutions to ensure
improved access and information ows.
SETAs to have a more narrowly focused role.
We will nurture partnerships with
stakeholders and facilitate links between
education institutions and workplaces.
SETAs to play a bigger coordination role
between employers, institutions and
employees.
We will enhance our research function and
external research partner collaborations to
en- sure access to reliable data and
information.
Role of SETAs will be to supply sector-specific,
reliable quantitative data to a central planning
process.
We will explore ways in which we can work
with NSA to understand their requirements so
that we enable mutual cooperation
mechanisms to ensure successful operation.
National Skills Authority will concentrate on
monitoring and evaluating SETAs.
We will enhance our research capacity and
WSP/ ATR information processing accuracy
through training of stakeholders on WSP/ATR
completion.
Focus on mandatory grants will be on the
gathering of accurate data on Sector skills
needs.
SITUATIONAL ANALYSIS46
TETA - Strategic Plan 2015-2020
POLICY ELEMENTS STRATEGIES
We will ensure there is alignment between
elements of the Strategic Plan and fund
disbursements.
SETAs must show alignment between the
disbursement and objectives in strategic plans.
We will continually monitor nancial viability
of TETA-supported TVET colleges to ensure
early detection of the need for additional
assistance. TETA will assess best ways of
providing such assistance.
Form partnerships to fund the start-up costs of
TVET programmes and subsidise programmes
through periods where learner numbers may
not be viable.
Where we are not represented provincially, we
will establish partnerships with other SETAs
to carry packaged TETA information materials
for distribution to interested parties.
Establishment of offices representing the SETAs
in each college.
TETA will enhance existing collaborative
agreements and create new ones with other
SETAs in areas of mutual interest.
Collaboration through the clustering of SETAs.
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 47
Programme Alignment to National Imperatives3.4.4
STRATEGIC GOALS INTERVENTIONS
Ÿ Contract Support Services
Ÿ Administration Services
Administrative
Support Services
Ÿ Industry Labour Research
Ÿ Impact Studies
Ÿ Sector Skills Planning
Ÿ Research Chair/Collaborations
Skills Planning
& Research
Ÿ Bursaries
Ÿ Apprenticeships
Ÿ Skills Programmes
Ÿ Learnerships
Ÿ Internships / Work Experience
Ÿ Small Business Support
Access to Occupational
Directed Programmes
Ÿ TVET Support
Ÿ Assessor & Moderator Training
Ÿ Accreditation
Strengthening the Quality
Assurance Systems.
National Imperatives Ÿ NSDS III
Ÿ SIPs
Ÿ NDP
Ÿ 9-POINT PLAN
SITUATIONAL ANALYSIS48
TETA - Strategic Plan 2015-2020
TETA acknowledges the importance of protecting its immense information resources,
such as the stakeholder information it has accumulated over the years. We, therefore,
recognise the need for regulation provided by the POPI Act.
Amongst others, POPI requires that organisations such as TETA inform data subjects
(people whose information is being processed) of the purpose of the collection of the
information and to require consent from the data subject for processing such data.
Considering the fact that most of the information TETA process emanates from
stakeholders, TETA will be required to assure them of proper processing of such
information.
Protection of Personal Information (POPI)3.4.5
Operation Phakisa was announced by the President in June 2014 and launched in July
2014 at the Inkosi Albert Luthuli International Convention Centre, in Durban. Operation
Phakisa is the government’s vehicle for speedier and more effective implementation of
emergent policies and programmes in line with the National Development Plan (NDP)
2030.
The first phase of Operation Phakisa seeks to give impetus to the Ocean Economy and
has 4 main pillars:
Ÿ marine transport and manufacturing activities, which comprises of coastal shipping,
transshipment, boat building, repair and refurbishment;
Ÿ offshore oil and gas exploration;
Ÿ aquaculture and marine protection services; and
Ÿ ocean governance.
Operation Phakisa will revitalise South Africa’s Ocean Economy. The President
estimated that this initiative would result in GDP contribution of about R177 billion
(R54 billion in 2010) and direct job opportunities of between 800,000 and 1 million
(316,000 in 2010).
The job creation potential that comes with Operation Phakisa will place immense
Operation Phakisa3.4.6
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 49
demand on TETA and its partners to create pipelines of requisite artisanal and project
management skills, among others.
Letsema is a Department of Transport initiative that “seeks to enhance the equitable
participation of previously disadvantaged individuals (PDIs) in the aviation industry
through the mobilization of resources currently located within the aviation industry.”
(DoT, 2013)
In its most granular form, Letsema seeks to facilitate progressive, sustainable and
transformative partnerships of stakeholders in the Aviation industry in order to
address the challenges faced by black pilots. At the heart of Letsema is the
transformation of the aviation industry in a way that black pilots will get exposure and
experience, and achieve proficiency and employability within a reasonable time. In the
process, Letsema endeavours to remove barriers, racial or otherwise, that have
frustrated previous transformation efforts and impeded progression of black pilots
beyond private pilot license (PPL) to commercial pilot license (CPL) that render them
highly employable in the current aviation dispensation. The role of TETA and its
partners in the transformation of the aviation space cannot be overemphasized. TETA
will have to champion the development of transformative training solutions, cadetship
and mentorship solutions that will ensure a departure from the current pilot training
regimes that lack impact – this can only be achieved through deployment of clear,
authoritative, inclusive and transformative strategies.
Aviation Industry Transformation-Letsema3.4.7
The Department of Public Service and Administration, in cooperation with the
Government Information Technology Officers Council (GITOC), developed a Corporate
Governance of ICT Policy Framework which was approved by the Cabinet of the
Republic of South Africa on 21 November 2012. This framework applies, amongst
others, to all organs of state and public institutions. As such, TETA is bound by the
prescripts of the framework.
Corporate Governance of Information and Communication Technology Policy Framework (CGICTPF)
3.4.8
SITUATIONAL ANALYSIS50
TETA - Strategic Plan 2015-2020
The introduction of CGICTPF follows the growing realisation of the importance of
Corporate Governance of ICT, as emphasised by King IV, which places the responsibility
for Corporate Governance of ICT squarely on the shoulders of the Accounting
Authority.
The frame work emphasises the need for the executive leadership and management of
an organisation to understand the strategic importance of ICT, to assume responsibility
for the corporate governance of ICT, and to place the governance of ICT on the strategic
agenda.
TETA has successfully implemented the first phase of the CGICTPF in the following
manner:
Ÿ A charter has been approved by the Board;
Ÿ ICT stakeholder functions and committees have been defined and appointments
made;
Ÿ The auditing of the CGICTPF implementation and institutionalisation of the POPI
framework within TETA has been complemented and saw revamp and consolidation
of charters, policies and change management exercise across the organisation.
TETA’s strategy was developed in accordance with:
Ÿ The Grant Regulations on monies received by SETAs published in December2012
Ÿ The Skills Development Act Service Level Agreement Regulations
Ÿ The Skills Development Levies Act
Ÿ The Public Finance Management Act (PFMA) and Treasury Regulations
Ÿ Government’s Medium Term Strategic Framework goals
Ÿ TETA Medium Term Expenditure Framework (MTEF) budget for
Ÿ 2017-18, together with 2016-17 Sector Skills Plan
Various sources informed the formulation of this strategy, chief among them:
Ÿ NATMAP2050;
Ÿ NSDSIII;
Ÿ The Skills Accord;
Ÿ HRDSAII;
Description of the Strategic Planning Process3.5
TETA - Strategic Plan 2015-2020
SITUATIONAL ANALYSIS 51
Ÿ SIPS Programmes;
Ÿ Previous strategic plans;
Ÿ 2015/16 and 2016/17 Sector Skills Plans;
Ÿ Research results provided by the University of Witwatersrand, through our research
unit;
Ÿ Various engagements with our stake holders through the medium of roadshows,
focus groups and ad hoc inputs;
Ÿ Management strategy planning sessions;
Ÿ Statistics South Africa (STATSSA) and South Africa Reserve Bank (SARB);
Ÿ Workplace Skills Plans and Annual Training Reports;
Ÿ White Paper on Post School Education and Training.
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
In its most granular form, Letsema seeks to facilitateprogressive, sustainable and transformative partnerships
of stakeholders in the Aviation industry in order toaddress the challenges faced by black pilots
SITUATIONAL ANALYSIS52
PART B
STRATEGICOBJECTIVES
4
Overall Strategic Goals4.1
Strategic Goal 1 Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives
Strategic Goal 2
Strategic Goal 3
Establish mechanisms for skills planning and research capacity
Increase access to occupationally directed programmes within the transport sector
Strategic Goal 4 Strengthening the quality assurance system
Programmes4.2
Programme 1
Programme 3
Administration
Learning Programmes and Projects
Programme 2
Programme 4
Skills Planning & Research
Quality Assurance Systems
STRATEGIC OBJECTIVES54
TETA - Strategic Plan 2015-2020
STRATEGIC GOAL 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives
To provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives.
Mismanagement and administrative malpractices in government pose an obstacle to service delivery improvement. Conversely, well-structured improvement plans and monitoring of management practices can contribute to improving service delivery. Further, more aligned corporate services interventions inculcate a culture of improved performance in organisations.
Outcome 12: Effective and efcient public service.
Ÿ Build sound and sustainable nancial management systems, in line with the provisions of the PFMA.
Ÿ Create an accountable, effective and efcient administration that is responsive to the training needs of TETA.
Ÿ Provide overall corporate service support, enabling TETA to deliver on its skills development training mandate.
Ÿ Improve TETA’s board functioning and strategic outreach to key stakeholders throughout the transport sector to enhance the capacity of TETA.
Ÿ Provide efcient and reliable integrated information system(s) that automate TETA’s core business processes.
Ÿ TETA needs adequate levies to fund Discretionary and Mandatory grants and its administration objectives.
Ÿ Employers reduce their workforce due to unfavourable market conditions and this results in a decrease in potential revenue
Ÿ Stakeholders use Grants funding for other business expenditure leading to an increase in legal and investigation costs
Ÿ The target increases for the nancial year also have an impact considering the resources remained unchanged.
Goal Statement/Rationale
Justification:
Links:
Outcomes:
ResourceConsiderations:
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 55
STRATEGIC GOAL 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives
Mandatory grant expenditure increased by R9million from R136 million in 2016/17to R145 million in 2017/18.Discretionary grants and projects expenditure for the 2017/18 year is R507 million, which is 5% increase from R481 million in 2016/17
Expenditure as a percentage of revenue was 86%, which is a decrease compared to 95% for the previous nancial year.
Administration Budget as per MTEF
Expenditure Trends
Funding Sources:
Budget Amount R106 655 000
Risks: Based on the TETA funding framework, the 10.5% administration budget may not be adequate to fund all administration expenses
Risk Mitigation:Ÿ Theprojectrelatedcoststobelinkedtothespecicprojectsandbefunde
d under 7.5% administration in line with grant regulations;Ÿ Utilise 33% of the levies received from government departments;Ÿ Update our policies and procedures in line with cost containment
instructionsŸ Pressure to achieve an unqualied audit opinion increases the
risk of undetected material nancial statement misstatements
Risk Management
STRATEGIC OBJECTIVES56
TETA - Strategic Plan 2015-2020
Programme 1: Administration
STRA
TEGI
C GO
AL 1
: Pro
vide
adm
inis
trat
ive
supp
ort s
ervi
ces
and
enab
le T
ETA
to d
eliv
er
on it
s m
anda
te a
nd e
nsur
e co
mpl
ianc
e wi
th a
ll go
vern
ance
impe
rativ
es
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
Indi
cato
rsBa
selin
e
2017
-18
Prev
ious
Year
Targ
etCu
rren
t Ye
ar Ta
rget
Med
ium
Term
Targ
ets
2018
-201
920
19-2
020
2020
-202
120
21-2
022
(1.1
) Mai
ntai
n so
und
and
sust
aina
ble
nan
cial
m
anag
emen
t sys
tem
s in
lin
e w
ith th
e pr
ovis
ions
of
the
PFM
A an
d Gr
ant
Regu
latio
ns
(1.1
a) A
chie
ve
unqu
ali
ed a
udit
opin
ion
on th
e an
nual
na
ncia
l st
atem
ents
at t
he e
nd o
f th
e n
anci
al y
ear
n/a
Unqu
ali
ed a
udit
opin
ion
from
the
Audi
tor G
ener
al fo
r 20
17-2
018
nan
cial
yea
r
Unqu
ali
ed a
udit
opin
ion
from
the
Audi
tor G
ener
al fo
r 20
18-2
019
nan
cial
yea
r
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Ge
nera
l for
th
e 20
19-
2020
n
anci
al y
ear
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Ge
nera
l for
th
e 20
20-
2021
n
anci
al y
ear
(1.1
b) P
erce
ntag
e le
vy
inco
me
used
tow
ards
ad
min
istr
atio
n ex
pend
iture
n/a
10.5
%10
.5%
10.5
%10
.5%
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 57
2020
-202
1
STRA
TEGI
C GO
AL 1
: Pro
vide
adm
inis
trat
ive
supp
ort s
ervi
ces
and
enab
le T
ETA
to d
eliv
er
on it
s m
anda
te a
nd e
nsur
e co
mpl
ianc
e wi
th a
ll go
vern
ance
impe
rativ
es
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
Indi
cato
rsBa
selin
e
2017
-18
Prev
ious
Year
Targ
etCu
rren
t Ye
ar Ta
rget
Med
ium
Term
Targ
ets
2018
-201
920
19-2
020
2020
-202
120
21-2
022
(1.1
) Mai
ntai
n so
und
and
sust
aina
ble
nan
cial
m
anag
emen
t sys
tem
s in
lin
e w
ith th
e pr
ovis
ions
of
the
PFM
A an
d Gr
ant
Regu
latio
ns
(1.1
c) P
erce
ntag
e of
di
scre
tiona
ry g
rant
fu
ndin
g al
loca
ted
to
PIVO
TAL
prog
ram
mes
n/a
80%
80%
80%
80%
(1.1
d) P
erce
ntag
e ac
hiev
emen
t of T
ETA
proc
urem
ent p
lan
n/a
90%
90%
90%
90%
Programme 1: Administration
2020
-202
1
STRATEGIC OBJECTIVES58
TETA - Strategic Plan 2015-2020
Stra
tegi
c Go
al 1
: To
prov
ide
adm
inis
trat
ive
supp
ort s
ervi
ces
and
enab
le T
ETA
to d
eliv
er o
n its
man
date
and
en
sure
com
plia
nce
with
all
gove
rnan
ce im
pera
tives
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(1.2
) Pro
vid
e
overa
ll c
orp
ora
te
serv
ices s
up
port
en
ab
lin
g T
ET
A t
o
deli
ver
on
its
skil
ls
develo
pm
en
t
train
ing m
an
date
(1.2
a)
Perc
en
tage
of
an
nu
al
perm
an
en
t sta
ff
rete
nti
on
n/a
85%
85%
85%
85%
(1.2
b)
Su
bm
issio
n
of
TET
A
Work
pla
ce S
kil
ls
Pla
n a
nd
An
nu
al
Tra
inin
g R
ep
ort
to E
TD
P S
ET
A
n/a
(1.2
c)
Nu
mb
er
of
well
ness
acti
vit
ies
con
du
cte
d
n/a
n/a
44
4
(1.2
d)
Nu
mb
er
of
sta
keh
old
er
sati
sfa
cti
on
su
rveys
con
du
cte
d
n/a
22
22
Su
bm
issio
n o
f
TET
A W
ork
pla
ce
Skil
ls P
lan
an
d
An
nu
al
Tra
inin
g
Rep
ort
by 3
0th
Ap
ril
Su
bm
issio
n o
f
TET
A W
ork
pla
ce
Skil
ls P
lan
an
d
An
nu
al
Tra
inin
g
Rep
ort
by 3
0th
Ap
ril
Su
bm
issio
n o
f
TET
A W
ork
pla
ce
Skil
ls P
lan
an
d
An
nu
al
Tra
inin
g
Rep
ort
by 3
0th
Ap
ril
Su
bm
issio
n o
f
TET
A W
ork
pla
ce
Skil
ls P
lan
an
d
An
nu
al
Tra
inin
g
Rep
ort
by 3
0th
Ap
ril
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 59
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(1.3
) Pro
vid
e
eff
icie
nt
an
d
fun
cti
on
al
ICT
syste
m t
o
op
era
tes t
he
majo
r b
usin
ess
pro
cesses o
f
TET
A
(1.3
) Perc
en
tage
avail
ab
ilit
y o
f IC
T
syste
ms a
ch
ieved
n/a
100%
80%
80%
80%
Stra
tegi
c Go
al 1
: To
prov
ide
adm
inis
trat
ive
supp
ort s
ervi
ces
and
enab
le T
ETA
to d
eliv
er o
n its
man
date
and
en
sure
com
plia
nce
with
all
gove
rnan
ce im
pera
tives
Stra
tegi
c Ob
ject
ive
STRATEGIC OBJECTIVES60
TETA - Strategic Plan 2015-2020
STRATEGIC GOAL 2: Establish mechanisms for skills planning and research capacity
To facilitate proper planning and informed investment based on reliable and credible research into the supply and demand trends of the provinces and constituencies in the transport sector.
TETA is tasked with gathering reliable information, credible research and statistics and other relevant information on labour markets skills needs and provision of same to the transport sector to enable planning of funding programmes.
Ÿ NSDSIIIŸ The Skills AccordŸ HRDSAIIŸ NATMAP2050Ÿ SIPS ProgrammesŸ The National Development PlanŸ 9 Point PlanŸ Strategic Priorities:
Ÿ Research strategy implemented.Ÿ Research TETA subsector SSPs and industry consultation through
industry focus groups and SSP workshops.Ÿ Collaborative research partnerships with university faculties and
other research projects/stakeholders to promote research in the transport sector.
Goal Statement/Rationale
Justification
Links
Outcomes
Ÿ ResearchŸ Green EconomyŸ Scarce SkillsŸ Critical Skills
Ÿ Strategic Goal 1 in the Annual Performance Plan
Ÿ Operation PhakisaŸ White Paper on Post School
Education and Training Ÿ Road Safety Initiatives
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 61
STRATEGIC GOAL 2: Establish mechanisms for skills planning and research capacity
Resource Considerations:
Expenditure Trends:
Funding Sources:
Ÿ There search units have been established and resourced. Procurement of additional resources being actioned.
Ÿ Planned funding on Research Chair is less than what the University requires
Ÿ Junior staff or irrelevant audience attend workshops thus inuencing the quality of research
TETA’s previous expenditure on research was limited to analysis of WSPs and ATRs for the purposes of developing and updating the Sector Skills Plan (SSP).Since the 2011/12 nancial year, the external service provider was contracted to analyse and update the SSP.
Discretionary grants fund
Budget Amount R11 117 500
Risks: Ÿ Based on the TETA funding framework, the 10% administration
budget may not be adequate to build staff research capacity.Ÿ Business continuity threat as a result of reliance on Deloitte as
system consultants.
Risk mitigation:Ÿ TETA to nd innovative ways of integrating research initiatives
into all discretionary projects;Ÿ It is necessary for TETA to review the current training,
development and retention policies to facilitate reskilling of internal resources;
Ÿ We are developing a knowledge management strategy that will ensure retention of institutional memory.
Risk Management
STRATEGIC OBJECTIVES62
TETA - Strategic Plan 2015-2020
Programme 2: Skills Planning and Research
STRA
TEGI
C GO
AL 2
: Est
ablis
h M
echa
nism
s Fo
r Ski
lls P
lann
ing
And
Rese
arch
Cap
acity
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(2.1
) Im
ple
men
t
Researc
h s
trate
gy
(2.2
) C
on
du
ct
ind
ustr
y r
esearc
h
an
d
con
su
ltati
on
s
(2.1
) N
um
ber
of
researc
h s
tud
ies
con
du
cte
d
(2.2
a)
Pro
du
ce a
n
ap
pro
ved
TET
A
Secto
r Skil
ls P
lan
(2.2
b)
Nu
mb
er
of
tracer
stu
die
s
con
du
cte
d
0 1 0
22
22
Ap
pro
ved
TET
A S
SP
Ap
pro
ved
TET
A S
SP
Ap
pro
ved
TET
A S
SP
Ap
pro
ved
TET
A S
SP
11
11
(2.3
) Su
pp
ort
researc
h i
n t
he
tran
sp
ort
secto
r
thro
ugh
part
ners
hip
s w
ith
sta
keh
old
ers
(2.3
a)
Nu
mb
er
of
researc
h
part
ners
hip
s
su
pp
ort
ed
(2.3
b)
Researc
h
Ch
air
su
pp
ort
ed
1 n/a
2 1
2 1
2 1
2 1
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 63
STRA
TEGI
C GO
AL 2
: Est
ablis
h M
echa
nism
s Fo
r Ski
lls P
lann
ing
And
Rese
arch
Cap
acity
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(2.4
) In
cre
ase
sta
keh
old
er
part
icip
ati
on
in
the t
ran
sp
ort
secto
r th
rou
gh
su
bm
itte
d
WSP/A
TR
(2.4
a)
Nu
mb
er
of
Man
dato
ry G
ran
t
ap
pli
cati
on
s
receiv
ed
fro
m
Larg
e f
irm
s
236
260
260
260
260
(2.4
b)
Nu
mb
er
of
Man
dato
ry G
ran
t
ap
pli
cati
on
s
receiv
ed
fro
m
Med
ium
fir
ms
276
280
280
280
280
(2.4
c)
Nu
mb
er
of
Man
dato
ry G
ran
t
ap
pli
cati
on
s
receiv
ed
fro
m
Sm
all
fir
ms
441
340
340
340
340
(2.4
d)
Nu
mb
er
of
ap
pro
ved
Man
dato
ry G
ran
t
ap
pli
cati
on
s
899
704
704
704
704
STRATEGIC OBJECTIVES64
TETA - Strategic Plan 2015-2020
STRA
TEGI
C GO
AL 2
: Est
ablis
h M
echa
nism
s Fo
r Ski
lls P
lann
ing
And
Rese
arch
Cap
acity
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(2.4
) In
cre
ase
sta
keh
old
er
part
icip
ati
on
in
the t
ran
sp
ort
secto
r th
rou
gh
su
bm
itte
d
WSP/A
TR
(2.4
e)
Nu
mb
er
of
pro
vin
cia
l
cap
acit
ati
on
work
sh
op
s
con
du
cte
d
817
1717
17
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 65
STRATEGIC GOAL 3: Increase access to occupationally directed programmes within the transport sector
To promote and facilitate learning programmes to middle-level skills and artisan development within the transport sector.
To ensure competitiveness of skills supply and continuous upgrading of relevant skills, including artisan development.
Ÿ Sector Skills Plan 2019-2020 (Occupational research);Ÿ HRD Strategy of SA;Ÿ Implementation of previous transport sector training revealed the
need to improve skills through occupationally directed programmes;
Ÿ 2017-18 Audited Annual Performance Report.
Goal Statement/Rationale
Justification:
Source of Baseline:
Ÿ NSDSIIIŸ Transport Sector Skills Plan Ÿ Strategic Priorities
Links
Access Decent Work Scarce Skills Critical Skills RPL Leadership Development
Ÿ Strategic Goal 3 in the Annual Performance PlanŸ The Skills AccordŸ National Artisan Moderation Body (NAMB) ModelŸ QCTO PoliciesŸ The National Development PlanŸ 9 Point PlanŸ SIPS ProgrammesŸ Operation PhakisaŸ Road Safety InitiativesŸ White Paper on Post School Education and Training
STRATEGIC OBJECTIVES66
TETA - Strategic Plan 2015-2020
STRATEGIC GOAL 3: Increase access to occupationally directed programmes within the transport sector
Ÿ Transport sector companies are supported through mandatory and discretionary grants to address industry skill shortages.
Ÿ TETA stakeholders are capacitated on the mandatory and discretionary grants frameworks and processes.
Ÿ Increased learner access to occupationally directed programmes through TVETs, HEIs and other providers.
Ÿ Sector leadership and managers’ development programmes.Ÿ Sustainable partnerships with stakeholders, and education and
training institutions. Support and develop small to medium enterprises, NGOs, CBOs, cooperatives within the transport sector.
Ÿ Employable youth through workplace-based training.Ÿ Transport sector career guide opportunity guides/booklets with
labour market information distributed.
Ÿ Realisation of synergies within transport sub-sectors and investment in internal RPL.
Ÿ The programme increases for the nancial year also have an impact considering the resources remained unchanged.
Ÿ There is a mismatch between funds committed in March and actual funds received in April.
TETA funded R380 704 386 for occupationally directed programmes in 2017/18 in an effort to facilitate access and progression in the transport sector.
TVET and HEI partnerships have also been supported through the discretionary grant budget.
TETA now offers provincial support through resources based in loco at various TVET colleges or at other lead SETA locations within the provinces.
Outcomes
Resource Considerations
Expenditure Trends
Trends in Number of Key Staff
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 67
STRATEGIC GOAL 3: Increase access to occupationally directed programmes within the transport sector
Ÿ Discretionary grantsŸ National Skills FundŸ Unemployment Insurance Fund Activation Programme Funding
Funding Sources:
Budget Amount R532 747 784
Risks: Ÿ Lack of partnerships and collaboration between key stakeholders
may hamper successful implementation of this strategic goal;Ÿ Lack of fully operational ICT systems;Ÿ Legislative changes and adaptation of process and systems;Ÿ Lack of an integrated bursary strategy;Ÿ Unpredictability of levy income levels per month;Ÿ Financial and human resource constraints;Ÿ Challenges in strategy implementation.
Risk mitigation:Ÿ TETA to sign MoUs/partnerships with TVET and HET institutions
offering transport-relatedprograms;Ÿ TETA to sign MoUs with state-owned entities to facilitate
learnership, apprenticeship and internship opportunities;Ÿ TETA to improve the existing learnership infrastructure;Ÿ TETA to further review and enhance bursary and DG policy to
incorporate the integration of different initiatives related to bursaries;
Ÿ TETA to provide qualication driven opportunities.
Risk Management
STRATEGIC OBJECTIVES68
TETA - Strategic Plan 2015-2020
Programme 3: Learning Programmes and Projects
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.1
) In
cre
ase
learn
er
access t
o
occu
pati
on
all
y
dir
ecte
d
pro
gra
mm
es
thro
ugh
TV
ET
, H
EI
an
d o
ther
pro
vid
ers
275
650
850
275
650
850
100
100
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
(3.1
a)
Nu
mb
er
of
em
plo
yed
learn
ers
on
bu
rsari
es
125
(3.1
b)
Nu
mb
er
of
un
em
plo
yed
learn
ers
on
bu
rsari
es
(3.1
c)
Nu
mb
er
of
em
plo
yed
learn
ers
on
skil
ls
pro
gra
mm
es
(3.1
d)
Nu
mb
er
of
un
em
plo
yed
learn
ers
on
skil
ls
pro
gra
mm
es
273
1111
2017
250
500
850
275
650
850
100
250
400
100
5010
0
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 69
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.1
) In
cre
ase
learn
er
access t
o
occu
pati
on
all
y
dir
ecte
d
pro
gra
mm
es
thro
ugh
TV
ET
, H
EI
an
d o
ther
pro
vid
ers
1600
200
300
1600
200
300
1600
1600
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
(3.1
e)
nu
mb
er
of
em
plo
yed
learn
ers
on
learn
ers
hip
pro
gra
mm
es
1304
(3.1
f) N
um
ber
of
un
em
plo
yed
learn
ers
on
learn
ers
hip
pro
gra
mm
es
(3.1
g)
Nu
mb
er
of
em
plo
yed
learn
ers
on
AET
pro
gra
mm
es
(3.1
h)
Nu
mb
er
of
un
em
plo
yed
learn
ers
on
AET
pro
gra
mm
es
2016
574
1500
200
300
1600
200
300
850
100
100
1600
600
1500
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
STRATEGIC OBJECTIVES70
TETA - Strategic Plan 2015-2020
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.1
) In
cre
ase
learn
er
access t
o
occu
pati
on
all
y
dir
ecte
d
pro
gra
mm
es
thro
ugh
TV
ET
, H
EI
an
d o
ther
pro
vid
ers
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
250
300
50
250
300
50
(3.1
i) N
um
ber
of
em
plo
yed
learn
ers
on
an
ap
pre
nti
cesh
ip
pro
gra
mm
e
(3.1
j) N
um
ber
of
un
em
plo
yed
learn
ers
on
an
ap
pre
nti
cesh
ip
pro
gra
mm
e
(3.1
k)
Nu
mb
er
of
un
em
plo
yed
learn
ers
on
cad
ets
hip
712
300
300
50
250
300
50
150
200
25
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
43
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 71
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.1
) In
cre
ase
learn
er
access t
o
occu
pati
on
all
y
dir
ecte
d
pro
gra
mm
es
thro
ugh
TV
ET
, H
EI
an
d o
ther
pro
vid
ers
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
5050
(3.1
l) N
um
ber
of
learn
ers
on
RPL
pro
gra
mm
es
5050
n/a
160
2020
(3.1
m)
Nu
mb
er
of
learn
ers
on
can
did
acy
pro
gra
mm
es
2020
n/a
45
STRATEGIC OBJECTIVES72
TETA - Strategic Plan 2015-2020
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.2
) Em
pow
er
tran
sp
ort
in
du
str
y
can
did
ate
s t
hro
ugh
lead
ers
hip
an
d
man
agem
en
t
pro
gra
mm
es
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
(3.2
a)
Nu
mb
er
of
can
did
ate
s o
n
lead
ers
hip
develo
pm
en
t
pro
gra
mm
e
1515
1515
1515
(3.2
b)
Nu
mb
er
of
can
did
ate
s o
n
execu
tive l
ead
ers
hip
develo
pm
en
t
pro
gra
mm
e
(3.2
c)
Nu
mb
er
of
wom
en
on
lead
ers
hip
develo
pm
en
t
pro
gra
mm
e
(3.2
d)
Nu
mb
er
of
can
did
ate
s o
n a
Maste
r's
pro
gra
mm
e i
n
Mari
tim
e A
ffair
s
1515
1515
1515
1515
1515
1533
55
55
15
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 73
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.2
) Em
pow
er
tran
sp
ort
in
du
str
y
can
did
ate
s t
hro
ugh
lead
ers
hip
an
d
man
agem
en
t
pro
gra
mm
es
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
(3.2
e)
Nu
mb
er
of
Board
Mem
bers
on
a l
ead
ers
hip
develo
pm
en
t
pro
gra
mm
e
1919
n/a
1919
n/a
STRATEGIC OBJECTIVES74
TETA - Strategic Plan 2015-2020
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.3
) Su
pp
ort
TET
A s
trate
gic
part
ners
hip
s
(3.3
a)
Nu
mb
er
of
part
ners
hip
s
esta
bli
sh
ed
wit
h
em
plo
yer
bod
ies
8
(3.3
b)
Nu
mb
er
of
part
ners
hip
s
esta
bli
sh
ed
wit
h
TV
ET
Coll
eges
(3.3
c)
Nu
mb
er
of
part
ners
hip
s
esta
bli
sh
ed
wit
h
un
ivers
itie
s
(3.3
d)
Nu
mb
er
of
sta
keh
old
ers
assis
ted
in
TET
A's
Lim
pop
o-
based
off
ices
3 1 n/a
3 2 n/a
3 2 100
3 2 100
3 2 100
22
22
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 75
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.3
) Su
pp
ort
TET
A s
trate
gic
part
ners
hip
s
(3.3
e)
Nu
mb
er
of
coord
inati
ng
SET
As s
up
port
ed
0
(3.3
f) N
um
ber
of
TET
A s
takeh
old
er
cap
acit
ati
on
work
sh
op
s o
n
con
tract
man
agem
en
t
178
88
8
88
88
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
STRATEGIC OBJECTIVES76
TETA - Strategic Plan 2015-2020
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.4
) C
on
du
ct
sta
keh
old
er
con
su
ltati
on
s
an
d n
etw
ork
ing
(3.4
a)
Nu
mb
er
of
pro
vin
cia
l
sta
keh
old
er
con
su
ltati
ve
foru
ms
con
du
cte
d
(3.4
b)
Nu
mb
er
of
wom
en
em
pow
erm
en
t
sem
inars
con
du
cte
d
(3.4
c)
Nu
mb
er
of
pro
vin
cia
l
sta
keh
old
er
en
gagem
en
t
sessio
ns
con
du
cte
d
(3.4
d)
Nu
mb
er
of
str
ate
gic
con
fere
nces
att
en
ded
7 n/a
n/a 6
20 3 9 10
24 n/a
n/a
10
20 3 9 10
20 3 9 10
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 77
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.5
) T
rain
you
th
thro
ugh
su
pp
ort
pro
gra
mm
es f
or
access t
o p
ost
sch
ool
ed
ucati
on
(3.6
) T
rain
Learn
ers
an
d g
rad
uate
s
thro
ugh
work
pla
ce-
based
pro
gra
mm
es
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
(3.5
) N
um
ber
of
ou
t-
of-
sch
ool
you
th
train
ed
on
Gra
de 1
2
imp
rovem
en
t
pro
gra
mm
es
(3.6
a)
Nu
mb
er
of
gra
du
ate
s p
laced
on
inte
rnsh
ip
pro
gra
mm
es
(3.6
b)
Nu
mb
er
of
learn
ers
on
work
pla
ce
exp
eri
en
ce
pro
gra
mm
es
100
450
200
100
450
200
100
300
180
100
450
200
55 120
100
100
463
43
STRATEGIC OBJECTIVES78
TETA - Strategic Plan 2015-2020
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
Med
ium
Term
Targ
ets
2020
-202
120
21-2
022
(3.6
) T
rain
Learn
ers
an
d g
rad
uate
s
thro
ugh
work
pla
ce-
based
pro
gra
mm
es
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
t Yea
r Tar
get
2017
-201
820
18-2
019
2019
-202
0
Ente
red
Com
plet
edSt
rate
gic
Obje
ctiv
e
(3.6
c)N
um
ber
of
TV
ET
learn
ers
on
work
pla
ce
exp
eri
en
ce
(3.6
d)
Nu
mb
er
of
gra
du
ate
s o
n w
ork
read
iness
pro
gra
mm
es
200
200
200
200
160
200
200
200
50 0
161
n/a
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 79
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.7
) D
evelo
p
tran
sp
ort
secto
r
care
er
info
rmati
on
mate
rial
wit
h
lab
ou
r m
ark
et
info
rmati
on
for
access b
y y
ou
th
(3.7
a)
Nu
mb
er
of
care
er
item
s
pro
cu
red
(3.7
b)
Nu
mb
er
of
pro
moti
on
al
mate
rial
packs
pro
cu
red
(3.7
c)
Nu
mb
er
of
med
ia
info
rmati
on
sessio
ns
con
du
cte
d
18 0
00
7 05
0
12
36 0
00
10 0
00
9
36 0
00
10 0
00
9
36 0
00
10 0
00
9
36 0
00
10 0
00
9
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
(3.8
) C
on
du
ct
exh
ibit
ion
s t
o
pro
vid
e c
are
er
gu
idan
ce a
nd
vocati
on
al
info
rmati
on
(3.8
a)
Nu
mb
er
of
TET
A c
are
er
exh
ibit
ion
s
con
du
cte
d
(3.8
b)
Nu
mb
er
of
even
ts s
pon
sore
d
to e
nh
an
ce T
ET
A
bra
nd
68 9
27 8
27 8
27 8
27 8
STRATEGIC OBJECTIVES80
TETA - Strategic Plan 2015-2020
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.9
) C
oach
care
er
gu
idan
ce
ad
vis
ors
an
d
secto
r sp
ecia
lists
(3.1
0)
Su
pp
ort
ad
op
ted
sch
ools
(3.9
a)
Nu
mb
er
of
inte
rnal
care
er
gu
idan
ce a
dvis
ors
cap
acit
ate
d
(3.1
0)
Nu
mb
er
of
sch
ools
su
pp
ort
ed
(3.9
b)
Nu
mb
er
of
cap
acit
y-b
uil
din
g
work
sh
op
s c
on
du
cte
d
for
teach
ers
64 5216
20 509
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
2020
20
99
9
5050
50
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 81
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.1
1)
Su
pp
ort
sm
all
an
d
med
ium
en
terp
rises
(3.1
1a)
Nu
mb
er
of
sm
all
an
d m
ed
ium
en
terp
rises
fun
ded
(3.1
1 b
) N
um
ber
of
sm
all
NLPEs
fun
ded
(3.1
1c)
Nu
mb
er
of
coop
era
tives
fun
ded
(3.1
1d
) N
um
ber
of
NG
Os f
un
ded
(3.1
1e)
Nu
mb
er
of
CB
Os f
un
ded
(3.1
1f)
Nu
mb
er
of
trad
e u
nio
ns
fun
ded
246
n/a 8 12 n/a 0
100
200
20 5 5 3
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
100
200
20 5 5 3
100
200
20 5 5 3
100
200
20 5 5 3
STRATEGIC OBJECTIVES82
TETA - Strategic Plan 2015-2020
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(3.1
2)
Su
pp
ort
rura
l
develo
pm
en
t
pro
jects
(3.1
3)
Su
pp
ort
road
safe
ty
aw
are
ness
pro
gra
mm
es
(3.1
2)
Nu
mb
er
of
rura
l d
evelo
pm
en
t
pro
jects
su
pp
ort
ed
(3.1
3a)
Nu
mb
er
of
road
safe
ty
part
ners
hip
s
imp
lem
en
ted
(3.1
3b
) N
um
ber
of
road
safe
ty
aw
are
ness
init
iati
ves
su
pp
ort
ed
0 3 6
6 2 5
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
6 2 5
6 2 5
6 2 5
(3.1
4)
Su
pp
ort
road
accid
en
t
pre
ven
tion
pro
gra
mm
es
(3.1
5)
Su
pp
ort
HIV
/A
IDS
aw
are
ness a
nd
pre
ven
tion
pro
gra
mm
es
(3.1
4)
Nu
mb
er
of
learn
ers
pu
t on
accid
en
t
pre
ven
tion
train
ing
pro
gra
mm
es
(3.1
5)
Nu
mb
er
of
HIV
/ A
IDS
aw
are
ness
pro
gra
mm
es
su
pp
ort
ed
129 4
60 5
60 5
60 5
60 5
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 83
STRATEGIC GOAL 4: Strengthening the quality assurance system
To establish delivery partners who will develop learning programmes.
TETA is tasked with supporting the development of occupationally directed qualications relevant to the transport sector in line with the new dispensation and to respond to changing needs of the market place.
Ÿ NSDS IIIŸ SAQA ActŸ Transport Sector Skills Plan 2019-2020 (chapter 3 of the SSP – Extent of Skills
Mismatches) Ÿ Strategic Priority – ISOEŸ Strategic Goal 3 of the Annual Performance Plan Ÿ Skills Development ActŸ TVET ActŸ HE ActŸ QCTO PoliciesŸ The National Development Plan Ÿ 9 Point PlanŸ Operation PhakisaŸ Road Safety InitiativesŸ White Paper on Post School Education and Training
Ÿ Approved QCTO learning materials and qualications for transport sector.
Ÿ Effective and efcient external moderation and evaluation process.
Ÿ Capacity-building for Public TVET colleges that are responsive to sector skills needs.
Filling available positions in the development of the QCTO system while TETA has an in-house ETQA unit
Goal Statement/Rationale:
Justification:
Links:
Outcomes:
Resource considerations:
STRATEGIC OBJECTIVES85
TETA - Strategic Plan 2015-2020
STRATEGIC GOAL 4: Strengthening the quality assurance system
Quality assurance is a core function within TETA and is funded from the discretionary grants and 10% administration budget;Over the MTEF period, signicant changes will take place within the ETQA function spurred by the introduction of QCTO (Quality Council for Trades and Occupation) in the sector.
QCTO has delegated responsibilities to the ETQA and this is creating instability in the unit.
Administration and discretionary grant budget.
Expenditure trends:
Trends in Number of Key Staff:
Funding sources:
Budget Amount R21 544 541
Risks: Ÿ Fraudulent use of TETA logo by unaccredited providers;Ÿ Unendorsed assessors/moderators training on TETA DG contracts
affect the certication of learners;Ÿ External moderation backlog.
Risk mitigation:Ÿ TETA-accredited providers to adhere to the code of practice and
failure could result in their de-accreditation;Ÿ ETQA to become an integral part of the DG contract management
(i.e.,ETQA to is);Ÿ Enter into partnerships with key stakeholders in the sector to
ensure that enough facilitators are produced;Ÿ Enter into MoUs with transport state-owned entities to ensure
that their training centres (SOEs) and training instructors are properly accredited.
Risk Management
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 86
Programme 4: Quality Assurance SystemsSt
rate
gic
Obje
ctiv
ePe
rfor
man
ce
Indi
cato
rsBa
selin
ePr
evio
usYe
ar Ta
rget
Curr
ent
Year
Targ
etM
ediu
m Te
rm Ta
rget
s
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(4.1
) D
evelo
p
occu
pati
on
al
qu
ali
ficati
on
s
an
d l
earn
ing
mate
rial
for
the
tran
sp
ort
secto
r
(4.1
a )
Nu
mb
er
of
cu
rric
ula
develo
ped
for
occu
pati
on
al
qu
ali
ficati
on
s
(4.1
b)
Nu
mb
er
of
Qu
ali
ficati
on
Assessm
en
t
Sp
ecif
icati
on
s
(QA
S)
develo
ped
(4.1
c)
Nu
mb
er
of
Learn
ing m
ate
rials
develo
ped
for
QC
TO
ap
pro
ved
occu
pati
on
al
qu
ali
ficati
on
s
0 2 2
6 n/a
n/a
STRA
TEGI
C GO
AL 4
: Str
engt
heni
ng th
e qu
ality
ass
uran
ce s
yste
m
2 15 7
2 15 7
2 15 7
STRATEGIC OBJECTIVES87
TETA - Strategic Plan 2015-2020
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(4.2
) C
ap
acit
ate
serv
ice p
rovid
ers
on
TET
A E
TQ
A
syste
ms
(4.2
a)
Nu
mb
er
of
Tra
inin
g p
rovid
ers
cap
acit
ate
d o
n
TET
A E
TQ
A
syste
ms
(4.2
b)
Nu
mb
er
of
ET
D p
racti
tion
ers
su
pp
ort
ed
(4.2
d)
Nu
mb
er
of
TV
ET
lectu
rers
train
ed
on
TET
A
Qu
ali
ty A
ssu
ran
ce
syste
ms
442
n/a
216
200
n/a
STRA
TEGI
C GO
AL 4
: Str
engt
heni
ng th
e qu
ality
ass
uran
ce s
yste
m
200
200
200
200
200
200
5050
70 E
nter
ed50
Ent
ered
70 C
ompl
eted
50 C
ompl
eted
(4.2
c)
Nu
mb
er
of
train
ing p
rovid
ers
mon
itore
d.
n/a
n/a
300
300
300
TETA - Strategic Plan 2015-2020
STRATEGIC OBJECTIVES 88
Stra
tegi
c Ob
ject
ive
Perf
orm
ance
In
dica
tors
Base
line
Prev
ious
Year
Targ
etCu
rren
tYe
ar Ta
rget
Med
ium
Term
Targ
ets
2017
-201
820
18-2
019
2019
-202
020
20-2
021
2021
-202
2
(4.3
) C
on
du
ct
exte
rnal
mod
era
tion
an
d
evalu
ati
on
pro
cesses
(4.4
) Su
pp
ort
ind
ustr
ies t
o
ob
tain
accre
dit
ati
on
to
off
er
work
pla
ce
an
d p
racti
cal
train
ing
(4.3
a)
Nu
mb
er
of
exte
rnal
mod
era
tion
s
con
du
cte
d
(4.4
a)
Nu
mb
er
of
can
did
ate
s o
n
men
tors
hip
an
d
coach
ing
pro
gra
mm
es
(4.4
b)
Nu
mb
er
of
ap
pre
nti
cesh
ip
work
pla
ce
ap
pro
vals
(4.4
c)
Nu
mb
er
of
learn
ers
hip
work
pla
ce
ap
pro
vals
(4.3
b)
Nu
mb
er
of
learn
ing
pro
gra
mm
es
evalu
ate
d
230 0 8 10200
120
100
12 5030
STRA
TEGI
C GO
AL 4
: Str
engt
heni
ng th
e qu
ality
ass
uran
ce s
yste
m
120
100
12 5030
120
100
12 5030
120
100
12 5030
STRATEGIC OBJECTIVES88
TETA - Strategic Plan 2015-2020
RESOURCE CONSIDERATIONS
The Accounting Authority has prepared a materiality and significance framework in
terms of the PFMA and Treasury Regulations.
5
Materiality5.1
TETA is of the view that criminal conduct should not be tolerated within the SETA
environment and hence has not included any amount resulting from criminal conduct
in the materiality and significance framework. In terms of fruitless and wasteful
expenditure caused by gross negligence or any other circumstance, TETA has taken a
very strong view that fruitless and wasteful expenditure of any kind should not be
tolerated within TETA environment and hence TETA has not included any amount
arising from fruitless and wasteful expenditure in the materiality and significance
framework.
Any amount which results from criminal conduct5.1.1
TETA - Strategic Plan 2015-2020
RESOURCE CONSIDERATIONS 89
Based on the materiality and significance framework, TETA has set its materiality and
significance amount to R4 422 725, which is 0.5% of gross revenue for the 2017/18
financial year based on audited financial results for the respective year.
Significance5.1.2
The main source of funding for TETA is the Skills Development Levies (SDL) which TETA
receives in terms of the Skills Development Levies Act No. 9 of 1999, as amended. The
Skills Development Levy is levied on all companies within the Transport Sector at 1% of
each company’s payroll costs.
Main Sources of Revenue5.1.3
Budget and Budgeting Process5.2
In order to arrive at the levy income budget for the MTEF period (2019/20 to 2021/22),
the following process was followed:
Ÿ For the 2019/20 period, a consultative process was followed, where both employee
and employer representatives who sit on the TETA Board were asked to project how
much salary increases were most likely to be for the 2019/20 financial year. This
exercise resulted in an average of 7% salary increase and the same percentage
increase has been applied to the 2018/19 levy income.
Ÿ For the 2016 to 2019 period, the levy income is based on the average levy income
increases for the past 10 years of TETA’s existence. This information is based on the
audited annual financial statements, which are included in the published annual
reports. This exercise resulted in a 7% levy income increase and this is the percentage
that has been applied to the 2018/19 up to 2019/20 levy income increase.
Budgeting Process5.2.1
RESOURCE CONSIDERATIONS90
TETA - Strategic Plan 2015-2020
The following are some of the broad budget assumptions for both income and
expenditure that were made in the determination of the MTEF budget for the period
(2017 to 2019):
Ÿ The MTEF budget is prepared on a going concern basis, as per approved re-
certification license until 31 March 2020;
Ÿ In the 2019/2020 financial year, the pay-out ratios for mandatory grants are
budgeted at 85%. For the remainder of the MTEF period, the pay-out ratios are
budgeted at 90%;
Ÿ Throughout the MTEF period, administration expenses are budgeted at 100% of the
administration income received. The salary increases will be accommodated within
the available 10% administration income;
Ÿ Based on the dynamic environment that TETA operates in, the administration budget
is reprioritized on a quarterly basis to cater for any additional administration levies
that may have been received – this is to ensure that the administration budget is fully
and appropriately utilised.
Budget Assumptions5.2.2
Unlike government departments, SETAs do not receive a budget allocation from the
national government to fund their operations. The main source of income for SETAs is
the Skills Development Levies which SETAs receive from the levy-paying companies. In
terms of the Skills Development Levies Act No. 9 of 1999 as amended, levy-paying
companies pay levies to SARS as the collecting agent on behalf of the Department of
Higher Education and Training. The levy is calculated at 1% of the company's payroll
costs. Of the received levies, 20% is transferred to the National Skills Fund and 80% is
transferred to the SETA (from which 10% is utilised for administration costs; 20% is
utilised for mandatory grants which are disbursed back to the levy paying companies
and 49.5% is utilised for discretionary grants, which are also disbursed back to the levy-
paying companies based on criteria or policy that the Accounting Authority (Board) of a
SETA sets and reviews from time to time). The remaining 0.5% is for QCTO funding.
Income5.2.3
TETA - Strategic Plan 2015-2020
RESOURCE CONSIDERATIONS 91
The expense side of the budget mirrors that of the income side in that:
Ÿ 10% of the levies are utilised for administration expenses, such as employee costs,
office accommodation, etc.
Ÿ 20% is utilised for mandatory grants. These are grants that must be disbursed back
to the levy-paying companies in terms of the Skills Development Levies Act if they
meet certain criteria such as submission of Workplace Skills Plan and Annual
Training Report(ATR);
Ÿ 49.5% is utilised for discretionary grants. These are grants the Accounting Authority
can utilise to fund special projects and skills priorities based on criteria and policy
approved by the Accounting Authority (Board) of a SETA. The SETA can also apply for
NSF (National Skills Fund) catalytic grants to fund additional strategic skills priorities
that may require additional budget;
Ÿ The remaining 0.5% will be used for QCTO funding.
Any additional income or funding that TETA receives over and above the 80% levy
income will be utilised towards discretionary grants. All the interest, penalties and
investment income from surplus funds will be utilised towards funding discretionary
grants. All unspent funds within reserves (administration, employer grant and
discretionary grant) will also be utilised towards discretionary grants.
Expenditure5.2.4
It must be noted that the proposed grant regulations have been promulgated in terms
of section 36 of the Skills Development Act of 1998 (Act No. 97 of 1998) after
consultation with the National Skills Authority. TETA has adjusted its budget based on
the promulgation to ensure compliance with the dictates of the new regulations
premised on the following focus areas:
Ÿ Regulation of proportion funding for administration of the SETA;
Ÿ Contribution of funds toward the QCTO;
Ÿ Regulate surpluses and un spent funds;
Ÿ Encourage the improvement of market labour information;
Ÿ Prioritise PIVOTAL programmes, thus improving the NQF process;
Grant Regulation Promulgation5.2.5
RESOURCE CONSIDERATIONS92
TETA - Strategic Plan 2015-2020
Ÿ Expand the use of Public education and private providers in providing skills
development.
Additional income or funding that TETA receives over and above the 80% levy income
will be utilised towards the discretionary grants. Therefore, all the interest, penalties
and investment income from surplus funds will be utilised towards funding
discretionary grants. All unspent funds within the different reserves (administration,
employer grant and discretionary grant) will also be utilised towards funding
discretionary grants.
The Annual Performance Plan 2019/20 has been prepared on a multi-year funding
model that is based on the principle that skills development interventions are funded
from start to completion in order to achieve the maximum impact. Strategic Goal 3 is
the highest funded at R532,7m and constitutes 94% of the costed Annual Performance
Plan. The total costed plan of R565,4m is therefore justifiable. See table to follow.
Adjusted Appropriation Medium Term Revenue Estimates
Programme
2018/19 2019/20 2020/21 2021/22
Programme 1
Programme 2
Programme 3
Programme 4
Total
12 617 500
498 642 649
15 941 027
527 201 176
11 117 500
532 747 784
21 544 541
565 409 824
11 895 725
570 040 129
23 052 659
604 988 512
12 728 426
609 942 938
24 666 345
647 337 707
- - - -
TETA - Strategic Plan 2015-2020
RESOURCE CONSIDERATIONS 93
2015/16Audited
161 149
398 843
84 603
17 909
1 206
70 033
-
(126 209)
ITEMS
Mandatory Grant Levies(20%)
DiscretionaryGrant Levies(49.5%)
AdministrationLevies(10.5%)
Interest andPenalties
Other Income
InvestmentIncome
Donationsfor Special Projects
Mandatory
2016/17Audited
2017/18Audited
2018/19Estimate
2019/20Estimate
2020/21Estimate
2021/22Estimate
Medium Term Revenue Estimate (amounts in R’000)5.2.6
161 943
400 808
85 019
13 665
2 921
75 867
(136 477)
176 405
438 349
92 882
16 021
67 661
78 579
191 004
472 736
100 277
2 889
-
63 864
212 996
501 859
111 822
3 091
-
37 450
223 203
552 427
117 181
4 050
3 500
54 450
241 059
596 621
126 555
4 374
58 806
(145 424) (199 062) (210 761) (241 058)(223 202)
-
- - - - - -
RESOURCE CONSIDERATIONS94
TETA - Strategic Plan 2015-2020
2015/16Audited
(77 052)
ITEMS
DiscretionaryGrants
AdministrationCosts incl.Capex
AdministrationCost - QCTO
Special Projects Expenditure
Surplus/Deficit
2016/17Audited
2017/18Audited
2018/19Estimate
2019/20Estimate
2020/21Estimate
2021/22Estimate
(85 656) (88 080) (99 732) (106 655) (111 601)
(464 661) (480 607) (506 679) (527 201) (565 410) (604 989) (647 338)
(120 530)
(3 781) (4 775) (5 139) (5 580) (6 026)
- - - - - - -
65 821 37 483 125 933 - (20 775) - -
The table above shows the MTEF budget forecasts in line with the National Treasury Framework.
The decit of R20 775 000 on the MTEF will be funded from investment income, interest and penalties received.
- -
TETA - Strategic Plan 2015-2020
RESOURCE CONSIDERATIONS 95
PART C
LINKS TO OTHER PLANS
Section 10a (1) (a) of the SDA further requires each SETA to conclude a Service Level
Agreement (SLA) with the Director General in terms of the SDA and the NSDS.
Regulation 30 of the Treasury Regulations issued in terms of the Public Finance
Management Act (PFMA) requires each SETA to develop Annual Strategic Plans. In line
with this, section 10 (1) (h) (ii) of the SDA also requires each SETA to submit these plans
as well as reports on the implementation of its SSP and SLA, to the Director General on
an annual basis.
The grant regulations make provision for the submission of Workplace Skills Plans
(WSP) and Annual Training Reports (ATRs) by registered levy-paying employers in order
to claim mandatory grant funding from the SETAs.
6
Legislative Framework6.1
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LINKS TO OTHER PLANS 97
The parties have entered into this SLA in order to determine the levels of service
delivery required of the SETA in: Performing its statutory functions;
Ÿ Meeting the NSDS targets;
Ÿ Implementing its annual strategic plan;
Ÿ The standards, criteria and targets for measuring and evaluating the SETA’s
performance;
Ÿ The plans and reports to be submitted by the SETA to the Director General for
purposes of measuring and evaluating the performance of the SETA against this SLA;
Ÿ The assistance that the Director General will provide to the SETA with the purpose to
enable it to perform its functions; and
Ÿ The SETA PFMA compliance responsibilities.
Purpose of Annual Strategic Framework6.2
The SETA undertakes to comply with standards, criteria and targets contained in the
schedule in respect of:
Ÿ Performing its functions under the SDA;
Ÿ Meeting the NSDS targets; and
Ÿ Implementing the Annual Strategic Plan.
Obligations of the SETA6.3
Ÿ Implement its annual strategic plan;
Ÿ Submit plans and reports to the Director General containing the information in the
format set by the Department:
The SETA further undertakes to:6.4
Quarterly reports should be submitted within ten working days after the end of
each quarter; and
Quarterly reports should be submitted ten working days after the end of
September and March or, in the event that a change in the Board or staff of the
SETA should occur.
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TETA - Strategic Plan 2015-2020
Ÿ Respond to any written inquiry from the Director General within 20 working days or,
if this is not reasonably practicable, to provide the Director General within this
period with a reasonable time-table to deal with the inquiry; and
Ÿ Submit all PFMA documents required to the responsible officer within the stipulated
time frames and in the prescribed formats.
The SETA in collaboration with the Department will undertake a self-assessment of its
performance in accordance with the standards, criteria and targets set out in the SETA
Performance Assessment Score card and such annual self-assessment should be
submitted to the Director General after the end of August 2018.
The Director-General must in respect of each financial year allocate a performance
rating to the SETA in accordance with the provided performance rating scale set.
Measuring and Evaluating the SETA's Performance6.5
The Director General undertakes to:
Ÿ Consult the SETA on all relevant policy and strategic matters that might affect the
functioning of the SETA;
Ÿ Promote the interests of the SETAs collectively to other organs of State as may be
appropriate and necessary;
The obligations of the Director General6.6
Ÿ Guidance on Sector Skills Plan and Strategic Plan requirements;
Ÿ Provide additional assistance as may be described in Schedule 4 in order to enable
the SETA to perform its functions;
Ÿ Respond to any written inquiry from the SETA within 20 working days or, if this is
not reasonably practicable, to provide the SETA within this period with a reasonable
time-table to deal with the inquiry; and
Ÿ Convene regular meetings with the Chief Executive Officers, Chairpersons and other
Provide the SETA with:6.7
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LINKS TO OTHER PLANS 99
SETA officials as and when necessary, to consider strategic matters and to provide
forums for discussing emerging policy issues and exchanging ideas on best practice.
Any amendments to this SLA must be in writing and signed by both parties. No
relaxation, extension or indulgence which either party may grant to the other will
constitute a waiver of any right of that party in terms of this SLA or any applicable law
and does not preclude a party from exercising any rights which may have risen in the
past or which may arise in the future.
General6.8
In April 2010, the Minister of Higher Education & Training, Dr. BE Nzimande, published
the proposed NSDS III Framework 2011-2016. The following have been identified as
salient points for the SSP:
Ÿ NSDS III emphasised as resting firmly on Sector Skills Plan (SSP);
Ÿ SSP regarded as the bedrock of skills planning in each sector;
Ÿ Significance of sign-off by social partners and key strategic partners critical –
partners can be senior leaders in unions, business, government and provincial PGDS
structures);
Ÿ SSPs must not only focus on WSP/ATRs data but also on thorough analysis of the
labour market trends and must have references of other published research.
Proposed NSDS III Framework-SSP salient points6.9
Ÿ How in the context of the Sector, will the SETA contribute towards the achievement
of nationale quity targets (class, race, gender, disability and HIV/AIDS)?
Ÿ How will the SETA ensure that targeted learners are helped to overcome access,
success and progression barriers?
Ÿ Which programmes will the SETA deliver in order to meet the sectoral strategic goals
as well as contribute to national priorities?
Ÿ How can the sector expand the number of PIVOTAL partnerships entered into by
Key strategic questions to be addressed by the SSP6.10
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TETA - Strategic Plan 2015-2020
member firms?
Ÿ Who are the delivery partners and how can the SETA contribute towards the goal of
expanding capacity of partners in general and public providers in particular?
Ÿ Need for wider spectrum of learning programmes;
Ÿ Information and career guidance (each SETA to submit a comprehensive profile of
the sector by March 2013 and update by2016);
Ÿ SETAs must also provide information on steps to expose learners to work in the
sector;
Ÿ Recognition of prior learning;
Ÿ Raising the base: foundational Learning programmes including AET.
Learning programmes to facilitate access, success and progression includes:
6.11
Pivotal programmes are professional, vocational, technical and academic learning
programmes that meet the critical needs of economic growth and social development.
In addition, PIVOTAL programmes combine course work at university and colleges with
structured learning at work. Pivotal programmes are achieved by professional
placements, work-integrated learning, apprenticeships, learnerships and internships.
PIVOTAL Occupational Programmes6.12
Ÿ Tracer studies are emphasised for learners exposed to PIVOTAL programmes. Skills
programmes are emphasised for both the employed and the unemployed;
Ÿ Skills programmes for the employed to be supported for levy payers (80% submission
for large firms, 60% submission for medium firms and 40% submission for small
firms);
Ÿ Skills programmes for the unemployed (Catalytic grants: The NSF shall enter catalytic
grant agreements with SETAs, government departments or other claimants to achieve
targeted national goals). Catalytic grants applications shall be listed under the
national strategic headings (Medium Term Strategic Framework). Special emphasis
will be given to priority 3 (rural development).
PIVOTAL programmes are characterised as follows:6.13
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LINKS TO OTHER PLANS 101
Ÿ Academic research
Ÿ Innovation
(To be funded by the NSF and SETAs collectively)
Programmes that build the academic professionand innovation include the following:
6.14
Partnership with programme delivery partners is emphasised (TVETs/ HETs/ faculties/
private providers/ SOEs/ workplaces). Due to the gap existing between SETAs and
public providers, it is anticipated that there will be empowerment of public providers
through appropriate mechanism to encourage maintenance of partnerships.
Programme Delivery Partners6.15
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PIVOTAL programmes combine work at university and collegeswith structured learning work. PIVOTAL programmes
are achieved by professional placements, work-integratedlearning, apprenticeships, learnerships and internships.
TRANSPORT EDUCATIONTRAINING AUTHORITY
ANNUAL PERFORMANCEPLAN 2019-20
Transport Education Training Authority
TABLE OF CONTENTS
Chairperson’s Foreword
Chief Executive Officer’s Foreword
Official Sign-off
106
108
110
PART A
1.
2.
3.
4.
5.
6.
112
114
117
117
118
118
Strategic Overview
Performance Delivery Environment
Implication of Emergent Changes
Organisation Environment
Revision of Legislative and Other Mandates
Assumptions and Information Used
6.1
6.2
6.2.1
6.2.3
6.3
6.3.1
6.3.2
6.3.3
6.3.4
6.3.5
118
118
119
119
119
119
120
121
123
125
Grant Regulations Promulgation
Materiality
Any Amount Which Results from Criminal Conduct
Main Sources of Revenue
Budget and Budgeting Process
Budgeting Process
Expenditure
Medium Term Revenue Estimates (Amounts in R,000)
Hard to Fill Vacancies
Narrative for Learning Programmes and Projects
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TETA - Annual Performance Plan 2019-20
PART B
1. 128Programmes and Sub Programmes
PART C
1. 167Links to Other Plans
1.3
1.4
1.5
1.6
1.7
1.7.1
1.7.2
1.8
168
169
169
169
170
170
171
172
1.1
1.2
167
168
Legislative Framework
Purpose of the Annual Strategic Framework
Obligations of the SETA
Measuring and Evaluating the SETA Performance
The Obligation of the Director General
Provide the SETA with
General
Proposed NSDS III Framework-SSP Salient Points
PIVOTAL Occupational Programmes
Programme Delivery Partners
173Technical Indicator Descriptions (TIDs)
TABLE OF CONTENTS 105
1.1
1.2
128
128
Strategic Outcomes Oriented Goals
Programmes
TETA - Annual Performance Plan 2019-20
The annual compilation of this strategic
document is evidence of TETA's
commitment to remain relevant and
proactive in addressing the challenges of
the transport sector while exploring its
opportunities. With sobriety, we perceive
the role of TETA in the transport sector,
understanding that the sector is the
integral part of the country's economic
activities.
A highlight of the 'economic footprint'
of the sector can be traced in this year's
land transportation records (covering
road and rail freight) reported by
Statistics SA. The country experienced a
remarkable increase of 6.4% in the
volume of goods transported between
January 2017 and January 2018 – this
translated into a 9.2% increase in
corresponding income.
Transformation in the aviation sector
is still lagging behind though various
sub-sectors therein continue to yield
noteworthy results. Our approach
towards skills development in the
maritime industry is guided by the
strategic outcomes of Operation Phakisa.
On the same note, we acknowledge the
growing participation of the bus and taxi
industry in skills development initiatives.
The TETA Board embraces the
governance principles of the King Code
III in fulfilling its mandate. We intend to
ensure that our governance strategy fully
supports objectives of the NSDS III and
contributes to its realisation.
This strategy is also in tune with the
Public Finance Management Act (PFMA)
and adheres to other National Treasury
regulations. It was compiled on the
backbone of other legislative mandates
including the Skills Development Act,
1998 (Act No. 97 of 1998), Skills
Development Levies Act, 1999 (Act No. 9
of 1999).
BOARDCHAIRPERSON’SFOREWORD
BOARD CHAIRPERSON’S FOREWORD106
TETA - Annual Performance Plan 2019-20
Public Transport Strategy and Strategic
Infrastructure Projects.
Above the lack of critical skills in the
sector is the battle against race and
gender inequalities, road accidents and
barriers to career and business
opportunities, experienced particularly
by previously disadvantaged groups.
Our strategy aims to confront these
issues head on, mainly through support,
programmes and training that brings
sustainable transformation. It goes
without saying that in addition to
strategic partnerships, the successful
implementation of this strategy is in the
hands of the newly elected TETA Board,
which is made up of an enviable team of
visionaries and leaders, the TETA
leadership and management, and
valuable staff members.
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
A highlight of the ‘economic footprint’ of the sectorcan be traced in this year’s land transportation records
(covering road and rail freight) reported byStatistics SA
Ms Nomagcisa Tsipa-SipoyoTETA Board Chairperson
Ms Nomagcisa Tsipa-Sipoyo
TETA Board Chairperson
BOARD CHAIRPERSON’S FOREWORD 107
TETA - Annual Performance Plan 2019-20
The economic value of the transport
sector is typically measured by its
contribution to the Gross Domestic
Product (GDP), the employment
opportunities it creates and its
substantial contribution to the public
purse. Principally, the transport sector is
a link between the buyer, the seller and
the market. This link contributes
significantly to South Africa's
infrastructure capital and foreign
investor appetite, spilling over to the
overall performance of varying economic
sectors.
Another unique character of the
transport industry is that it is inherently
dynamic and often survives the toughest
economic conditions. However, the
behooving question industry participants
and experts face today is whether the
local sector will survive the fourth
industrial revolution.
TETA is cognisant of a surge in advanced
technologies confronting the global
transport industry status quo; at the
same time mindful of unique challenges
and opportunities in the domestic
transport sector. We also acknowledge
that the increase in the use of 3D
printing technologies and the infiltration
of artificial intelligence technologies,
Internet of Things and robotics beckons
a different set of skills. On this
backdrop, we continue to seek and make
provisions for fruitful partnerships with
government entities, the private sector
and training institutions to prepare the
sector and ultimately the country for
emerging changes.
In tackling the unique challenges and
opportunities the domestic transport
industry faces, we continue to align our
strategy to national transformational
imperatives, Medium Term Strategic
CHIEF EXECUTIVE OFFICER’SFOREWORD
CHIEF EXECUTIVE OFFICER’S FOREWORD108
TETA - Annual Performance Plan 2019-20
Framework, rural development agenda,
Public Transport Strategy and Strategic
Infrastructure Projects.
Above the lack of critical skills in the
sector is the battle against race and
gender inequalities, road accidents and
barriers to career and business
opportunities, experienced particularly
by previously disadvantaged groups.
Our strategy aims to confront these
issues head on, mainly through support,
programmes and training that brings
sustainable transformation. It goes
without saying that in addition to
strategic partnerships, the successful
implementation of this strategy is in the
hands of the newly elected TETA Board,
which is made up of an enviable team of
visionaries and leaders, the TETA
leadership and management, and
valuable staff members.
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
Principally, the transport sector is a link between the buyer, the seller and the market.
Ms Maphefo Anno-FrempongTETA, Chief Executive Officer
Ms Maphefo Anno-Frempong
TETA Chief Executive Officer
CHIEF EXECUTIVE OFFICER’S FOREWORD 109
TETA - Annual Performance Plan 2019-20
OFFICIAL SIGN-OFF
Mr. Famanda ShirindzaChief Operations Officer
Mr. Simon NdukwanaChief Financial Officer
Ms. Maphefo Anno-FrempongChief Executive Officer
Ms. Nomagcisa Tsipa-SipoyoTETA Board Chairperson
Signature: ........................................
Signature: ........................................
Date: 29 January 2019
Date: 29 January 2019
Date: 29 January 2019
Date: 29 January 2019
Approved by:
Signature: ........................................
Signature: ........................................
It is hereby certified that this Strategic Plan
Ÿ Was developed by the management of the Transport Education Training
Authority (TETA) under the guidance of the TETA board and the Department
of Higher Education and Training.
Ÿ Takes into account all the relevant policies, legislation and other mandates
for which TETA is responsible;
Ÿ Accurately reects the strategic outcome-oriented goals and objectives
that TETA will endeavour to achieve over the period 2019-2020.
PART A
STRATEGIC OVERVIEW
The transport sector contributes
significantly to the economy of South
Africa in terms of the country's gross
domestic product and employment. Since
2012, the transport sector has
contributed approximately 9% to the
country's gross domestic product (GDP).
The sector revenue contribution
increased from R242 billion in 2012 to
about R256 billion in 2015. This sector is
home to 6% of the labour force of the
country. Gauteng serves as the region
with the highest economic and labour
activity for the transport sector; the
coastal provinces of KZN, Western Cape
and Eastern Cape, which are largely
driven by ocean business, fall behind
Gauteng.
1
UPDATED SITUATIONAL ANALYSIS1.
Transport Sector Overview
As noted in earlier SSPs, the transport
sector continues to be among the least
gender-transformed sector. Between
2015 and 2016, gender and racial
transformation was estimated to have
increased by less than 1% of total
employment in favour of previously
disadvantaged groups. Of the working
Africans, the transport sector absorbs
only 5.9%. Consequently, it is
recommended that TETA continues to
review interventions aimed at
empowering the formerly disadvantaged
groups in order to monitor achievements
of intended goals.
The transport sector is technology-driven
and, as such, is dynamic and has many
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TETA - Annual Performance Plan 2019-20
risks associated with obsolescence of
skills and technology. Transport SETA,
therefore, has to ensure a good
understanding of this environment to be
able to facilitate development of
appropriate strategies that will ensure
technology is relevant and to enable
cutting-edge HRD programmes that
provide the right skills at the right levels.
Demand and supply of labour in the
sector are highly affected by socio-
economic and policy factors such as
education levels and government
regulations (Broad Based Black Economic
Empowerment). TETA has a key role to
play as a support sector to all other
sectors in the country's development and
growth strategy as outlined in the
National Development Plan. The WSP and
ATR surveys dictate very small samples
for skills demand estimations and lack
the ability to capture emerging sectorial
trends. Participation of transport
companies in the WSP/ATR remains a
challenge to TETA.
The traditional education institutions are
not adequate suppliers of sector skills
demand. Smaller and privately-owned
training institutions appear better
positioned to accommodate sector
context in their curriculum than
traditional education institutions. The
study recommends the sector work
towards building the capacity of key
training institutions such as universities
and TVET colleges in developing
curriculums that are relevant to sector
needs.
Whilst TETA has a mandate to deliver
services to the transport sector as a
whole, there are still challenges. Some of
these include the growing demand for
skills and the inability to fund those
skills due to budgetary constraints as
well as the high costs of training, typified
by the aviation industry. The fact that
there exists a surplus of skills and
'difficult-to-fill positions' at the same
time means that there is a skills
mismatch in the industry — simply put,
there is an oversupply of unrequired
skills.
In general, the levy income from the
transport sector remains low and this
calls for increased advocacy on the part
of all TETA management and
The transport sector is
technology-driven, as such,
is dynamic and has many
risks associated with risks
of obsolescence of skills
and technology
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TETA - Annual Performance Plan 2019-20
The following political, economic, societal, technological, environmental and legislative
factors in South Africa have been identified as having a bearing on the effective delivery
of skills development solutions in the transport sector and, therefore, have to be
addressed by the TETA strategy.
PERFORMANCE DELIVERY ENVIRONMENT2.
The South African Environment
Ÿ Political leadership changes
Ÿ Employers not embracing
transformation imperatives,
demonstrated by resistance to
change
Ÿ Labour policies
Ÿ SETA landscape, changing
political focus areas, changing
SETA goals
Ÿ SETA mandate being stretched
without matching budget
increase
Ÿ Re-conguration of government
departments
POLITICAL ECONOMIC SOCIETICAL
Ÿ Lower GDP and junk status
have a negative impact on
employment, resulting in less
revenue collected
Ÿ Retrenchments
Ÿ Mergers & acquisitions
Ÿ Low economic growth
Ÿ Increased taxes
Ÿ International trade agreements
Ÿ Labour disputes
Ÿ Fourth Industrial Revolution
Ÿ HIV/AIDS prevalence
Ÿ Signicant societal disparities
between rural and urban areas
Ÿ Protests
Ÿ Taxi industry disputes
Ÿ Vandalizing of transport
infrastructure
Ÿ Road safety carnage
Ÿ Unemployment rates
Ÿ High Youth Unemployment
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Ÿ Shift to technology increases
group of participants
Ÿ New SETMIS and QCTO
quarterly management reporting
Ÿ Fourth industrial revolution,
shift to technology/automation
Ÿ High cost of data
Ÿ Limited access to technology by
rural areas still a reality
TECHNOLOGY ENVIRONMENT LEGISLATION
Ÿ Focus on green economy
provides opportunities for
research and awareness
programmes
Ÿ Green economy also places
pressure on transport operators
to comply or face hefty
penalties
Ÿ POPI, BBBEE Legislation and
SETA landscape to affect TETA
strategy
Ÿ White paper on school
education required
reassessment and tuning of
TETA delivery approach
Ÿ UIF legislative amendments
Ÿ New Treasury Regulations
Our strategy recommits TETA to the
support of policies that reposition the
objectives and approaches to skills
development. We will continually keep
abreast of emerging trends and adjust
our programmes and systems to respond
promptly and adequately meet these
changes.
TETA will integrate new legislative
requirements into the design of its
control mechanisms and align its
programmes accordingly. Our
information systems will be reviewed
and a compliance process initiated to
embrace good governance and
compliance in areas of OPI, ICT
governance framework, etc.
Despite the unfavourable macroeconomic
outlook with regard to high
unemployment and slow growth, we will
continue with our training initiatives to
ensure the country has a pool of work-
ready artisans and graduates and
encourage self-employment through
entrepreneurship development.
We will harness technology in the sector
to enhance our delivery methods,
communication with our stakeholders
and regulatory reporting. We will enable
online access for our stakeholders in the
areas of application submission, learner
registration and reporting.
TETA will harness reporting processes
and systems for seamless alignment and
regulatory reporting into the DHET SETA
Management Information System
(SETMIS).
We will also use cellular technology to
facilitate timely communication with our
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TETA - Annual Performance Plan 2019-20
stakeholders and beneficiaries in the
rural and less accessible parts of the
country.
TETA will sustain advocacy programmes
for clean environment programmes, such
as research and funding of studies in this
area.
HIV/AIDS is impacting the health of the
South African labour industry, with the
transport sector being one of the most
negatively affected industries resulting in
costly inefficiencies. TETA will continue
to support the development and
implementation of innovative awareness
and prevention strategies to arrest the
spread and increase of infections in the
transport sector.
The government promotes the formation
of SMMEs as vehicles of growth to
address poverty, unemployment and
inequality as per the NDP. Hence, in
2014, the Department for Small Business
Development was formed. The
establishment of the department and
support to establishment of small
businesses will affect the existing players
in the subsectors of the transport
industry. The transport sector mostly
consists of 70% small to medium sized
companies. It is thus imperative that the
Transport SETA leverages SMMEs in
order to increase the sector's chance of
attaining the National Development
Plan's (NDP) employment targets by
2020. In capital intensive subsectors
such as maritime, freight handling and
clearing, it is very difficult for small
businesses to enter the market.
Therefore, there is very little interference
of SMMEs or competition from SMMEs.
The government promotes
the information of SMME’s
as vehicles of growth to
address poverty,
unemployment and inequality
as per the NDP. Hence in 2014,
the Department of Small Business
Development was formed.
The transport sector accounts for 26% of
global carbon emissions and emissions in
this sector are still growing. With greater
concern over climate change as
expressed through many international
conferences (e.g. the Kyoto Protocol and
the Paris Agreement) in the past two
decades, the transport sector will have to
adapt to new government legislative
frameworks and policies, which will
likely lead to technological and
behavioural changes. Therefore, in the
long run, attempts to change individual
attitudes and behaviours will affect
choices made within the sector and
consequently the required skills to
sustain it.
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Our Strategy Plan and Annual Performance Plan are responsive to dictates of the day,
emergent policies and legislation, such as:
Ÿ The White Paper for Post School Education and Training;
Ÿ Emphasis on SETA collaboration with TVETs, HETs and key social partners
Ÿ The mooted clustering of SETAs;
Ÿ Protection of Personal Information Act;
Ÿ Sector initiatives, such as Letsema and Operation Phakisa;
Ÿ Broadening of access to skills development and opportunities to those previously
excluded.
These priorities make demands on TETA to be innovative, stretch and optimise its
resources to meet the expanded mandate and compliance requirements.
IMPLICATION OF EMERGENT CHANGES3.
For optimal performance and sustained change, TETA recognises the need to
continually review and align its structure, processes and systems to new national policy
directives in the following manner:
Ÿ Ongoing organisational development to ensure identification and correction of
deficiencies in the structure and alignment of the same to our strategic objectives;
Ÿ Enhancements and entrenchment of research, monitoring and reporting functions for
proper gathering, interpretation and analysis of credible data that will support
quality decisions;
Ÿ In line with the outputs of TETA strategy planning sessions, stakeholder meetings
and other forums, TETA has made strategic choices that will enhance delivery
mechanisms and resources;
Ÿ All policy formulation, review and planning will align our goals and performance
measures to national socio-economic development objectives;
Ÿ The effects of the economic melt-down or the “junkstatus” of the country is resulting
in less revenue being collected by TETA and has led to some of the targets being
reduced.
ORGANISATION ENVIRONMENT4.
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TETA - Annual Performance Plan 2019-20
There have been no significant changes to SETA’s legislative and other mandates
REVISIONS OF LEGISLATIVE AND OTHER MANDATES5.
ASSUMPTIONS AND INFORMATION USED 6.
Grant Regulations Promulgation 6.1
The proposed grant regulations have been promulgated in terms of section 36 of the
Skills Development Act of 1998 (Act No. 97 of 1998) after consultation with the
National Skills Authority. TETA has, accordingly, reviewed and adjusted budgetary
processes to ensure compliance with the new regulations.
We understand the new regulations to be addressing the following areas:
Ÿ Regulation of proportion of funding for administration of the SETA;
Ÿ Contribution of funds toward the QCTO;
Ÿ Regulation of surpluses and unspent funds
Ÿ Encourage the improvement of market labour information;
Ÿ Prioritise PIVOTAL programmes, thus improving the NQF process;
Ÿ Expand the use of public education and private providers in the provision of skills
development.
Materiality6.2
The Accounting Authority has prepared a materiality and significance framework in
terms of the PFMA and Treasury Regulations.
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TETA - Annual Performance Plan 2019-20
Any Amount Which Results from Criminal Conduct6.2.1
TETA is of the view that criminal conduct should not be tolerated within the SETA
environment and hence has not included any amount resulting from criminal conduct
in the materiality and significance framework.
In terms of fruitless and wasteful expenditure caused by gross negligence or any other
circumstance, TETA has taken a very strong view in that fruitless and wasteful
expenditure of any kind should not be tolerated within TETA environment and hence
TETA has not included any amount arising from fruitless and wasteful expenditure in
the materiality and significance framework.
Significance 6.2.2
Based on the materiality and significance framework, TETA has set its materiality and
significance amount to 4 422 725, which is 0.5% of gross revenue for the 2017/18
financial year based on audited financial results for the respective year.
Main Sources of Revenue6.2.3
The main source of funding for TETA is the Skills Development Levies (SDL), which
TETA receives in terms of the Skills Development Levies Act No. 9 of 1999, as amended.
The Skills Development levy is levied on all companies within the transport sector at 1%
of each company's payroll costs.
Budget and Budgeting Process6.3
Budgeting Process6.3.1
In order to arrive at the levy income budget for the MTEF period (2019/20 to 2021/22),
the following process was followed:
Ÿ For the 2019/20 period, a consultative process was followed, where both employee
and employer representatives who sit on the TETA Board were asked to project how
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TETA - Annual Performance Plan 2019-20
much salary increases were most likely to be for the 2019/20 financial year. This
exercise resulted in an average of 7% salary increase and the same percentage
increase has been applied to the 2018/19 levy income.
Ÿ For the 2016 to 2019 period, the levy income is based on the average levy income
increases for the past 10 years of TETA’s existence. This information is based on the
audited annual financial statements, which are included in the published annual
reports. This exercise resulted in a 7% levy income increase and this is the percentage
that has been applied to the 2018/19 up to 2019/20 levy income increase.
Expenditure6.3.2
The expense side of the budget mirrors that of the income side in that:
Ÿ 10% of the levies are utilised for administration expenses, such as employee costs,
travel, accommodation and others;
Ÿ 20% is utilised for mandatory grants – these are grants that are disbursed back to the
levy-paying companies in terms of the Skills Development Levies Act if they meet
certain criteria, such as the submission of Workplace Skills Plan (WSP) and Annual
Training Report (ATR);
Ÿ 49.5% is utilised for discretionary grants – these grants are utilised to fund special
projects and skills priorities based on the criteria or policy set by the Accounting
Authority (Board) of a SETA. A SETA can also apply for NSF (National Skills Fund)
catalytic grants to fund additional strategic skills priorities that require additional
budget that the SETA cannot afford;
Ÿ 0.5% is transferred to Quality Council for Trades and Occupations (QCTO).
Additional income or funding that TETA receives over and above the 80% levy income
will be utilised towards the discretionary grants. Therefore, all the interest, penalties
and investment income from surplus funds will be utilised towards funding
discretionary grants. All unspent funds within the different reserves (administration,
employer grant and discretionary) will also be utilised towards funding discretionary
grants.
The Annual Performance Plan 2019/20 has been prepared on a multi-year funding
model that is based on the principle that skills development interventions are funded
from start to completion in order to achieve the maximum impact. Strategic Goal 3 is
the highest funded at R532,7m and constitutes 94% of the costed Annual Performance
STRATEGIC OVERVIEW120
TETA - Annual Performance Plan 2019-20
Plan. The total costed plan of R565,4m is therefore justifiable. See table to follow.
PROGRAMME AdjustedAppropriation Medium Term Revenue Estimates
2018/19 2019/20 2020/21 2021/22
Programme 1
Programme 2
Programme 3
Programme 4
Total
-
498 642 649
-
532 747 784
-
570 040 129
-
12 617 500 11 117 500 11 895 725 12 728 426
609 942 938
15 941 027
527 201 176
21 544 541
565 409 824
23 052 659
604 988 512
24 666 345
647 337 707
Medium Term Revenue Estimates (amounts in R'000)6.3.3
2015/16Audited
398 843
ITEMS
MandatoryGrantLevies (20%)
DiscretionaryGrantLevies (49.5%)
AdministrationLevies (10.5%)
2016/17Audited
2017/18Audited
2018/19Estimate
2019/20Estimate
2020/21Estimate
2021/22Estimate
400 808 438 349 472 736 501 859 552 427
161 149 161 943 176 405 191 004 212 996 223 203 241 059
596 621
92 882 100 277 111 822 117 181 126 555
The table below shows the MTEF budget forecasts in line with the National Treasury Framework.
85 01984 603
STRATEGIC OVERVIEW 121
TETA - Annual Performance Plan 2019-20
2015/16Audited
ITEMS
Interest and Penalties
Other Income
InvestmentIncome
Donations forSpecial Projects
Mandatory
DiscretionaryGrants
AdministrationCosts incl. Capex
AdministrationCost - QCTO
Special ProjectsExpenditure
Surplus/Deficit
2016/17Audited
2017/18Audited
2018/19Estimate
2019/20Estimate
2020/21Estimate
2021/22Estimate
1 206 2 921 67 661 - - 3 500
17 909 13 665 16 021 2 889 3 091 4 050 4 374
78 579 63 864 37 450 54 450 58 80675 86770 033
-
(145 424) (199 062) (210 761) (223 202) (241 058)(136 477)(126 209)
(464 661) (480 607) (506 679) (527 201) (565 410) (604 989) (647 338)
(88 080) (99 732) (106 655) (111 601) (120 530)(85 656)(77 052)
(3 781) (4 775) (5 139) (5 580) (6 026)
- - - - ---
65 821 37 483 125 933 - (20 775) -
-
- - - - - -
- -
- -
STRATEGIC OVERVIEW122
TETA - Annual Performance Plan 2019-20
The budget for the 2019/20 financial year onwards is in line with the new Grant
Regulations. The deficit of R20 775 000 on the MTEF will be funded from investment
income, interest and penalties received.
Hard-to-fill vacancies / Scarce and critical skills6.3.4
Researched was performed and the Hard-to-fill vacancies and scarce and critical skill
was identified in the latest SSP.
OCCUPATION CODE OCCUPATION INTERVENTIONPLANNED BY THE SETA NQF LEVEL
2017-733201
2017-732204
Truck Driver (General)
Oversize Load Pilot / Escort
Ÿ Learnership
Ÿ Skills ProgrammeŸ Learnership
Ÿ Level 3
Ÿ Level 4
2017-653306 Diesel Mechanic Ÿ Apprenticeship Ÿ Level 4
2017-733103 Passenger CoachDriver
Ÿ Learnership Ÿ Level 3
2017-821601 Fishing Hand Ÿ Skills Programme Ÿ Level 3
2017-132401 Supply and Distribution Manager
Ÿ BursaryŸ Learnership
Ÿ Level 5Ÿ Level 6
STRATEGIC OVERVIEW 123
TETA - Annual Performance Plan 2019-20
OCCUPATION CODE OCCUPATION
2017-671101
2017-651202
Electrician
Welder
Ÿ Apprenticeship
Ÿ Apprenticeship
Ÿ Level 4Ÿ Level 5
Ÿ Level 4
2017-833301 Freight Handler (Rail or Road)
Ÿ LearnershipŸ Skills Programme
Ÿ Level 3
2017-671202 Millwright Ÿ Apprenticeship Ÿ Level 4
Subsector Skills Priorities
OCCUPATION CODE OCCUPATION
2017-733103
2017-821601
Passenger Coach Driver
Fishing Hand
Ÿ Learnership
Ÿ Skills Programme
Ÿ Level 3
Ÿ Level 3
2017-132401 Supply and Distribution Manager
Ÿ BursaryŸ Learnership
Ÿ Level 5Ÿ Level 6
2017-671101 Electrician Ÿ Apprenticeship Ÿ Level 4Ÿ Level 5
INTERVENTIONPLANNED BY THE SETA NQF LEVEL
INTERVENTIONPLANNED BY THE SETA NQF LEVEL
STRATEGIC OVERVIEW124
TETA - Annual Performance Plan 2019-20
OCCUPATION CODE OCCUPATION
2017-651202
2017-833301
Welder
Freight Handler (Rail or Road)
Ÿ Apprenticeship
Ÿ LearnershipŸ Skills Programme
Ÿ Level 4
Ÿ Level 3
2017-671202 Millwright Ÿ Apprenticeship Ÿ Level 4
Narrative for Learning Programmes and Projects 6.3.5
The purpose of Programme 3 is to ensure
consistency with the aims and objectives
of NSDS III by continuously upgrading
the skills of workers and ensuring that
new entries into the industry are well
trained to add value to the industry
particularly, in artisan training,
occupationally directed qualifications,
bursaries and workplace experiential
learning with a special focus on turning
organisations into spaces for experiential
learning.
TETA is deliberate in availing learning
programmes to employed and
unemployed learners such as AET,
learnerships, skills programmes,
apprenticeships candidacy programmes,
cadet training, RPL internships and work
integrated learning.
In a special effort to address leadership
transformation issues, TETA is
implementing Leadership programmes
through the leadership programmes and
a special emphasis on women through a
leadership development programme for
women only.
TETA has also been deliberate in
supporting out-of-school youth through
a project that assists out of school youth
with improving their grade 12 results. 52
schools have also been adopted and
assisted with career guidance, placement
of an intern in each school and offering
INTERVENTIONPLANNED BY THE SETA NQF LEVEL
STRATEGIC OVERVIEW 125
TETA - Annual Performance Plan 2019-20
bursaries for 2 students who obtained
good marks for their matric certificate.
Although TETA has planned on
supporting SMMEs, Co-operatives, NLPEs,
NGOs and trade unions, more can be
done to achieve these targets.
TETA has identified top 10 scarce and
critical skills and sector priorities
through WSPs, stakeholder consultations
and chamber committees as some skills
needs are specific to particular
chambers, programme 3 through
learning programmes, projects and
partnerships will address a myriad of
PIVOTAL programmes that will address
the industry's skills needs. Through the
PIVOTAL programmes TETA will attempt
to address the transformational
imperatives such as race, gender, class,
affording the disabled and rural areas a
chance of accessing training.
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
STRATEGIC OVERVIEW126
TETA is deliberate in availing learning programmesto employed and unemployed learners such as AET learnerships,
skills programmes, apprenticeships candidacy programmes,cadet training, RPL internships and work integrated
learning
PART B
PROGRAMMESAND SUB PROGRAMMES
1
STRATEGIC OUTCOMES ORIENTED GOALS1.1
Strategic Goal 1 Provide administrative support services and enable TETA to
deliver on its mandate and ensure compliance with all
governance imperatives
Strategic Goal 2 Establish mechanisms for
skills planning and research
capacity
Strategic Goal 3 Increase access to occupationally
directed programmes within the
transport sector
Strategic Goal 4
Strengthening the
quality assurance
system
PROGRAMMES AND SUB PROGRAMMES128
TETA - Annual Performance Plan 2019-20
PROGRAMMES1.2
Programme 1 Programme 2
Programme 3 Programme 4
Administration Skills Planning and Research
Learning Programmes andProjects
Quality Assurance Systems
PROGRAMMES AND SUB PROGRAMMES 129
TETA - Annual Performance Plan 2019-20
STRA
TEGI
C GO
AL 1
: Pro
vide
Adm
inis
trat
ive
Supp
ort S
ervi
ces
and
Enab
le T
ETA
To D
eliv
er o
n its
Man
date
and
Ens
ure
Com
plia
nce
with
all
Gove
rnan
ce Im
pera
tives
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
Mai
ntai
n so
und
and
sust
aina
ble
nan
cial
m
anag
emen
t sy
stem
s, in
lin
e w
ith th
e pr
ovis
ions
of
the
PFM
A an
d Gr
ant
Regu
latio
ns
(1.1
a)Ac
hiev
e un
qual
ied
au
dit o
pini
on
on th
e an
nual
n
anci
al
stat
emen
tsat
the
end
of
the
nan
cial
ye
ar
(1.1
b)Pe
rcen
tage
le
vy in
com
e us
ed to
war
ds
adm
inis
trat
ion
expe
nditu
re
Annu
ally
Annu
ally
n/a
n/a
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Gen
eral
fo
r 201
7-18
10.5
%
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Gen
eral
fo
r 201
8-19
10.5
%
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Gen
eral
fo
r 201
9-20
10.5
%
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Gen
eral
fo
r 202
0-21
10.5
%
n/a
n/a
Unqu
ali
ed
audi
t opi
nion
fro
m th
e Au
dito
r Gen
eral
fo
r 201
8-19
n/a
n/a
n/a
n/a
10.5
%
R0.0
0
R0.0
0
Stra
tegi
cOb
ject
ives
Budg
et
PROG
RAM
ME
1: A
DMIN
ISTR
ATIO
N1.
130
1.1
STRA
TEGI
C GO
AL 1
: Pro
vide
Adm
inis
trat
ive
Supp
ort S
ervi
ces
and
Enab
le T
ETA
To D
eliv
er o
n its
Man
date
and
Ens
ure
Com
plia
nce
with
all
Gove
rnan
ce Im
pera
tives
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
Mai
ntai
n so
und
and
sust
aina
ble
nan
cial
m
anag
emen
t sy
stem
s, in
lin
e w
ith th
e pr
ovis
ions
of
the
PFM
A an
d Gr
ant
Regu
latio
ns
(1.1
c)
Perc
enta
ge o
f di
scre
tiona
ry
gran
t fun
ding
al
loca
ted
to
PIVO
TAL
prog
ram
mes
(1.1
b)Pe
rcen
tage
ac
hiev
emen
t of
TETA
pr
ocur
emen
t pl
an
Annu
ally
Annu
ally
n/a
n/a
80%
n/a
80%
90%
80%
90%
80%
90%
n/a
n/a
n/a
n/a
n/a
n/a
80%
90%
R0.0
0
R0.0
0
Stra
tegi
cOb
ject
ives
Budg
et 131
1.1
STRA
TEGI
C GO
AL 1
: Pro
vide
Adm
inis
trat
ive
Supp
ort S
ervi
ces
and
Enab
le T
ETA
To D
eliv
er o
n its
Man
date
and
Ens
ure
Com
plia
nce
with
all
Gove
rnan
ce Im
pera
tives
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
Prov
ide
over
all
corp
orat
e se
rvic
es
supp
ort
enab
ling
TETA
to
del
iver
on
its
skill
s de
velo
pmen
t tr
aini
ng
man
date
(1.2
a)Pe
rcen
tage
an
nual
pe
rman
ent
staf
f ret
entio
n
(1.2
b)Su
bmis
sion
of
TETA
W
orkp
lace
Sk
ills
Plan
and
An
nual
Tra
inin
g Re
port
to E
TDP
SETA
Annu
ally
Annu
ally
n/a
n/a
85%
Subm
issi
on o
f TE
TA
Wor
kpla
ce
Skill
s Pl
an a
nd
Annu
al T
rain
ing
Repo
rt b
y 30
th
April
85%
Subm
issi
on o
f TE
TA
Wor
kpla
ce
Skill
s Pl
an a
nd
Annu
al T
rain
ing
Repo
rt b
y 30
th
April
85%
Subm
issi
on o
f TE
TA
Wor
kpla
ce
Skill
s Pl
an a
nd
Annu
al T
rain
ing
Repo
rt b
y 30
th
April
85%
Subm
issi
on o
f TE
TA
Wor
kpla
ce
Skill
s Pl
an a
nd
Annu
al T
rain
ing
Repo
rt b
y 30
th
April
n/a
Subm
issi
on o
f TE
TA
Wor
kpla
ce S
kill
Plan
and
An
nual
Tra
inin
g Re
port
by
30th
Ap
ril
n/a
n/a
n/a
n/a
85%
n/a
R0.0
0
R0.0
0
Stra
tegi
cOb
ject
ives
Budg
et 132
1.2
STRA
TEGI
C GO
AL 1
: Pro
vide
Adm
inis
trat
ive
Supp
ort S
ervi
ces
and
Enab
le T
ETA
To D
eliv
er o
n its
Man
date
and
Ens
ure
Com
plia
nce
with
all
Gove
rnan
ce Im
pera
tives
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
Prov
ide
over
all
corp
orat
e se
rvic
es
supp
ort
enab
ling
TETA
to
del
iver
on
its
skill
s de
velo
pmen
t tr
aini
ng
man
date
(1.2
c) N
umbe
r of
wel
lnes
s ac
tiviti
es
cond
ucte
d
(1.2
d)N
umbe
r of
stak
ehol
der
satis
fact
ion
surv
eys
cond
ucte
d
Annu
ally
Annu
ally
n/a
n/a
n/a
2
4 2
4 2
4 2
1 1
1 n/a
1 1
1 n/a
R0.0
0
R0.0
0
Stra
tegi
cOb
ject
ives
Budg
et 133
1.2
STRA
TEGI
C GO
AL 1
: Pro
vide
Adm
inis
trat
ive
Supp
ort S
ervi
ces
and
Enab
le T
ETA
To D
eliv
er o
n its
Man
date
and
Ens
ure
Com
plia
nce
with
all
Gove
rnan
ce Im
pera
tives
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
Prov
ide
efc
ient
and
fu
nctio
nal I
CT
syst
em
oper
ates
the
maj
or b
usin
ess
proc
esse
s of
TE
TA
(1.3
)Pe
rcen
tage
av
aila
bilit
y of
IC
T sy
stem
s ac
hiev
ed
Quar
terly
n/a
100%
80%
80%
80%
80%
80%
80%
80%
R0.0
0
Stra
tegi
cOb
ject
ives
Budg
et 134
1.3
Stra
tegi
c Go
al 2
: Est
ablis
h m
echa
nism
s fo
r ski
lls p
lann
ing
and
rese
arch
cap
acity
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(2.1
)N
umbe
r of
rese
arch
st
udie
s co
nduc
ted
Annu
ally
02
22
20
00
2
(2.2
a)Pr
oduc
e an
ap
prov
ed T
ETA
Sect
or S
kills
Pl
an
Annu
ally
1Pr
oduc
e ap
prov
ed T
ETA
SSP
Prod
uce
appr
oved
TET
A SS
P
Prod
uce
appr
oved
TET
A SS
P
Prod
uce
appr
oved
TET
A SS
P
00
Prod
uce
appr
oved
TET
A SS
P
0R9
00 0
00
(2.2
b)N
umbe
r of
trac
erst
udie
s co
nduc
ted
Annu
ally
01
11
10
00
1R1
500
000
Impl
emen
t re
sear
ch
stra
tegy
R2 2
0000
0
Stra
tegi
cOb
ject
ives
Budg
et
Cond
uct
indu
stry
re
sear
ch a
nd
cons
ulta
tions
PROG
RAM
ME
2: S
KILL
S PL
ANNI
NG A
ND R
ESEA
RCH
2.135
2.1
2.2
Stra
tegi
c Go
al 2
: Est
ablis
h m
echa
nism
s fo
r ski
lls p
lann
ing
and
rese
arch
cap
acity
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(2.3
a)N
umbe
r of
rese
arch
pa
rtne
rshi
ps
supp
orte
d
Annu
ally
12
22
21
00
1
(2.3
b)Re
sear
ch c
hair
supp
orte
d
Annu
ally
n/a
11
11
00
01
R3 0
90 0
00
R1 2
00 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort
rese
arch
in th
e tr
ansp
ort
sect
or th
roug
h pa
rtne
rshi
ps
with
st
akeh
olde
rs
136
2.3
Stra
tegi
c Go
al 2
: Est
ablis
h m
echa
nism
s fo
r ski
lls p
lann
ing
and
rese
arch
cap
acity
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
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8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(2.4
a)N
umbe
r of
man
dato
ry
gran
t ap
plic
atio
ns
rece
ived
from
la
rge
rm
s
Annu
ally
236
260
260
260
260
260
00
0R0
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
st
akeh
olde
r pa
rtic
ipat
ion
in
the
tran
spor
t se
ctor
thro
ugh
subm
itted
W
SP/A
TR(2
.4b)
Num
ber o
f m
anda
tory
gr
ant
appl
icat
ions
re
ceiv
edfro
m m
ediu
m
rm
s
Annu
ally
276
280
280
280
280
280
00
0R0
(2.4
c)N
umbe
r of
man
dato
ry
gran
t ap
plic
atio
ns
rece
ived
from
sm
all
rms
Annu
ally
441
340
340
340
340
340
00
0R0
2.4
Stra
tegi
c Go
al 2
: Est
ablis
h m
echa
nism
s fo
r ski
lls p
lann
ing
and
rese
arch
cap
acity
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(2.4
d)N
umbe
r of
appr
oved
m
anda
tory
gr
ant
appl
icat
ions
(2.4
e)N
umbe
r of
prov
inci
al
capa
cita
tion
wor
ksho
ps
cond
ucte
d
Annu
ally
Annu
ally
899
8
704
17
704
17
704
17
704
17
0 0
0 0
704
8
0 9
R0 R2 2
27 5
00
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
st
akeh
olde
r pa
rtic
ipat
ion
in
the
tran
spor
t se
ctor
thro
ugh
subm
itted
W
SP/A
TR
BUDG
ET: R
11 1
17 5
00 138
2.4
PROG
RAM
ME
3: L
EARN
ING
PROG
RAM
MES
AND
PRO
JECT
S3.
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
a)
Num
ber o
f em
ploy
ed
lear
ners
on
burs
arie
s
Quar
terly
125
(3.1
b)
Num
ber o
f un
empl
oyed
le
arne
rs o
n bu
rsar
ies
Quar
terly
273
Entered
Completed
Entered
Completed
100
5010
050
250
100
275
100
100
100
025
2550
5050
010
1030
250
250
075
100
100
100
100
5025
1015
R21
300
000
R58
575
000
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
le
arne
r ac
cess
to
occu
patio
nally
di
rect
ed
prog
ram
mes
th
roug
h TV
ET,
HEI a
nd o
ther
pr
ovid
ers
139
3.1
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
c)
Num
ber o
f em
ploy
ed
lear
ners
on
Skill
s pr
ogra
mm
es
Quar
terly
1111
(3.1
d)
Num
ber o
f un
empl
oyed
le
arne
rs o
n sk
ills
prog
ram
mes
Quar
terly
2017
Entered
Completed
Entered
Completed
500
250
650
250
850
400
850
400
500
500
020
020
025
0
250
250
050
100
100
850
850
020
020
045
0
400
400
010
015
015
0
R7 2
15 0
00
R11
028
750
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
le
arne
r ac
cess
to
occu
patio
nally
di
rect
ed
prog
ram
mes
th
roug
h TV
ET,
HEI a
nd o
ther
pr
ovid
ers
140
3.1
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
e)N
umbe
r of
empl
oyed
le
arne
rs o
n le
arne
rshi
p pr
ogra
mm
es
Quar
terly
1304
(3.1
f) N
umbe
r of
une
mpl
oyed
le
arne
rs o
n le
arne
rshi
p pr
ogra
mm
es
Quar
terly
2016
Entered
Completed
Entered
Completed
1500
600
1600
600
1500
850
1600
850
1600
1600
050
050
060
0
600
600
015
015
030
0
1600
1600
050
050
060
0
850
850
020
020
045
0
R44
400
000
R82
800
000
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
le
arne
r ac
cess
to
occu
patio
nally
di
rect
ed
prog
ram
mes
th
roug
h TV
ET,
HEI a
nd o
ther
pr
ovid
ers
141
3.1
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
g)N
umbe
r of
empl
oyed
le
arne
rs o
n AE
T pr
ogra
mm
es
Quar
terly
574
(3.1
h)N
umbe
r of
unem
ploy
ed
lear
ners
on
AET
prog
ram
mes
Quar
terly
Entered
Completed
Entered
Completed
200
100
200
100
300
100
300
100
200
200
050
5010
0
100
100
025
2550
300
300
010
010
010
0
100
100
025
2550
R1 2
00 0
00
R2 3
62 5
00
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
le
arne
r ac
cess
to
occu
patio
nally
di
rect
ed
prog
ram
mes
th
roug
h TV
ET,
HEI a
nd o
ther
pr
ovid
ers
142
3.1
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
i)N
umbe
r of
empl
oyed
le
arne
rs o
n ap
pren
tices
hip
prog
ram
me
Quar
terly
712
(3.1
j)N
umbe
r of
unem
ploy
ed
lear
ners
on
appr
entic
eshi
p pr
ogra
mm
e
Quar
terly
Entered
Completed
Entered
Completed
300
150
250
150
300
200
300
200
250
250
060
7511
5
150
150
050
5050
300
300
00
150
150
200
200
5050
5050
R37
500
000
R61
200
000
Budg
et
Incr
ease
le
arne
r ac
cess
to
occu
patio
nally
di
rect
ed
prog
ram
mes
th
roug
h TV
ET,
HEI a
nd o
ther
pr
ovid
ers
Stra
tegi
cOb
ject
ives
143
3.1
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
k)N
umbe
r of
unem
ploy
ed
lear
ners
on
cade
tshi
ps
Quar
terly
43
(3.1
l)N
umbe
r of
lear
ners
on
RPL
prog
ram
mes
(3.1
m)
Num
ber o
f le
arne
rs o
n ca
ndid
acy
prog
ram
mes
Quar
terly
Quar
terly
160
45
Entered
Completed
Entered
Completed
5025
5025
50 20
n/a
n/a
50 20
0 0
5050
010
2020
2525
010
510
50 20
50 20
0 0
0 0
25 10
25 10
R11
250
000
R530
000
R1 2
00 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Incr
ease
le
arne
r ac
cess
to
occu
patio
nally
di
rect
ed
prog
ram
mes
th
roug
h TV
ET,
HEI a
nd o
ther
pr
ovid
ers
ADM
INIS
TRAT
ION:
R27
613
074 144
3.1
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.2
a)N
umbe
r of
cand
idat
es o
n le
ader
ship
de
velo
pmen
t pr
ogra
mm
e
Annu
ally
15
(3.2
b)N
umbe
r of
cand
idat
es o
n ex
ecut
ive
deve
lopm
ent
prog
ram
me
Annu
ally
15
Entered
Completed
Entered
Completed
1515
1515
1515
1515
1515
00
015
1515
00
015
1515
00
015
1515
00
015
R6 5
00 0
00
R5 0
00 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Empo
wer
tr
ansp
ort
indu
stry
ca
ndid
ates
th
roug
h le
ader
ship
and
m
anag
emen
t pr
ogra
mm
es
145
3.2
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.2
c)N
umbe
r of
wom
en o
n le
ader
ship
de
velo
pmen
t pr
ogra
mm
e
Annu
ally
33
(3.2
d)N
umbe
r of
cand
idat
es o
n M
aste
r's
Prog
ram
me
in
Mar
itim
e Af
fairs
Annu
ally
5
Entered
Completed
Entered
Completed
1515
1515
5n/
a5
4
1515
00
015
1515
00
015
55
00
50
55
00
04
R5 0
00 0
00
R5 0
00 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Empo
wer
tr
ansp
ort
indu
stry
ca
ndid
ates
th
roug
h le
ader
ship
and
m
anag
emen
t pr
ogra
mm
es
(3.2
e) N
umbe
r of
Boa
rd
Mem
bers
on
a le
ader
ship
de
velo
pmen
t pr
ogra
mm
e
Annu
ally
n/a
n/a
1919
1919
00
019
1919
00
019
R 6
000
000
ADM
INIS
TRAT
ION:
R2
229
730 146
3.2
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.3
a)N
umbe
r of
part
ners
hips
es
tabl
ishe
d w
ith e
mpl
oyer
bo
dies
Quar
terly
82
22
20
10
1R2
55 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort T
ETA
stra
tegi
c pa
rtne
rshi
ps
(3.3
b)N
umbe
r of
part
ners
hips
es
tabl
ishe
d w
ith T
VET
Colle
ges
Quar
terly
33
33
30
11
1R2
55 0
00
(3.3
c)N
umbe
r of
part
ners
hips
es
tabl
ishe
d w
ith
univ
ersi
ties
Quar
terly
12
22
20
01
1R1
70 0
00
3.3
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.3
d)N
umbe
r of
stak
ehol
ders
as
sist
ed in
TE
TA's
Li
mpo
po-
base
d of
ces
Annu
ally
n/a
n/a
100
100
100
2525
2525
R510
000
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort T
ETA
stra
tegi
c pa
rtne
rshi
ps
(3.3
e) N
umbe
r of
coo
rdin
atin
g SE
TAs
supp
orte
d
Annu
ally
08
88
82
22
2R1
80 0
00
(3.3
f)N
umbe
r of
TETA
stak
ehol
der
capa
cita
tion
wor
ksho
ps o
n co
ntra
ct
man
agem
ent
Quar
terly
178
88
84
40
0R
1 20
0 00
0
3.3
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.4
a)N
umbe
r of
prov
inci
al
stak
ehol
der
cons
ulta
tive
foru
ms
cond
ucte
d
Quar
terly
724
2020
205
55
5R2
12 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Cond
uct
stak
ehol
der
cons
ulta
tions
an
d ne
twor
king
(3.4
b) N
umbe
r of
wom
en
empo
wer
men
t se
min
ars
cond
ucte
d
Annu
ally
n/a
n/a
33
30
00
3R2
250
000
(3.4
c) N
umbe
r of
pro
vinc
ial
stak
ehol
der
enga
gem
ent
sess
ions
co
nduc
ted
Annu
ally
n/a
n/a
99
90
00
9R9
00 0
00
(3.4
d)N
umbe
r of
stra
tegi
c co
nfer
ence
s at
tend
ed
Quar
terly
610
1010
102
22
4R5
00 0
00
3.4
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.5
)N
umbe
r of o
ut-
of-
scho
ol
yout
h tr
aine
d on
Gra
de 1
2 im
prov
emen
t pr
ogra
mm
es
Annu
ally
100
Entered
Completed
Entered
Completed
100
5510
055
100
100
00
010
0
5555
00
055
R1 9
60 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Trai
n yo
uth
thro
ugh
supp
ort
prog
ram
mes
fo
r acc
ess
to
post
sch
ool
educ
atio
n
150
3.5
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.6
a) N
umbe
r of
gra
duat
es
plac
ed o
n in
tern
ship
pr
ogra
mm
es
Quar
terly
463
Entered
Completed
Entered
Completed
300
120
450
120
300
300
015
015
015
0
120
120
040
4040
R26
190
000
Stra
tegi
cOb
ject
ives
Budg
et
Trai
n le
arne
rs
and
grad
uate
s th
roug
h w
orkp
lace
- ba
sed
prog
ram
mes
(3.6
b)N
umbe
r of
lear
ners
on
wor
kpla
ce
expe
rienc
e pr
ogra
mm
es
Quar
terly
4318
010
020
010
020
020
00
5050
100
100
100
2525
2525
R11
640
000 151
3.6
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.6
c)N
umbe
r of T
VET
lear
ners
on
wor
kpla
ce
expe
rienc
e pr
ogra
mm
es
Quar
terly
161
Entered
Completed
Entered
Completed
160
5020
050
200
200
050
5010
0
5050
1010
1020
R17
460
000
Stra
tegi
cOb
ject
ives
Budg
et
Trai
n le
arne
rs
and
grad
uate
s th
roug
h w
orkp
lace
- ba
sed
prog
ram
mes
(3.6
d)N
umbe
r of
grad
uate
s on
w
ork
read
ines
s pr
ogra
mm
es
Quar
terly
n/a
n/a
n/a
200
020
020
00
5050
100
R2 5
95 0
00
ADM
INIS
TRAT
ION:
R4
693
378 152
3.6
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.7
a)N
umbe
r of
care
er it
ems
proc
ured
Annu
ally
1800
036
000
36 0
0036
000
36 0
0036
000
00
0
(3.7
b)N
umbe
r of
prom
otio
nal
mat
eria
l pac
ks
proc
ured
Annu
ally
7 05
010
000
10 0
0010
000
10 0
0010
000
00
0
(3.7
c)N
umbe
r of
med
iain
form
atio
n se
ssio
ns
cond
ucte
d
Annu
ally
129
99
90
33
3
R 3
510
000
Stra
tegi
cOb
ject
ives
Budg
et
Deve
lop
tran
spor
t se
ctor
car
eer
info
rmat
ion
mat
eria
l with
la
bour
mar
ket
info
rmat
ion
for
acce
ss b
y yo
uth
R 90
0 00
0
R2 0
00 0
00 153
3.7
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.8
a)N
umbe
r of
TETA
car
eer
exhi
bitio
ns
cond
ucte
d
Quar
terly
6827
2727
270
99
9
(3.8
b)N
umbe
r of
even
ts
spon
sore
dto
enh
ance
TE
TA b
rand
Quar
terly
98
88
82
22
2
R 2
150
000
Stra
tegi
cOb
ject
ives
Budg
et
Cond
uct
exhi
bitio
ns to
pr
ovid
e ca
reer
gu
idan
ce a
nd
voca
tiona
l in
form
atio
nR
1 20
0 00
0 154
3.8
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.9
a)N
umbe
r of
inte
rnal
car
eer
guid
ance
ad
viso
rsca
paci
tate
d
Annu
ally
6420
2020
200
020
0
(3.9
b)N
umbe
r of
capa
city
bui
ldin
g w
orks
hops
co
nduc
ted
for
teac
hers
Quar
terly
169
99
93
33
0
R 21
2 00
0
Stra
tegi
cOb
ject
ives
Budg
et
Coac
h ca
reer
gu
idan
ce
advi
sors
and
se
ctor
sp
ecia
list
R 85
0 00
0 155
3.9
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
0)N
umbe
r of
scho
ols
supp
orte
d
Annu
ally
5250
5050
500
2010
20R
8 10
0 00
0
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort
adop
ted
scho
ols
156
3.10
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
1a)
Num
ber o
f sm
all a
nd
med
ium
en
terp
rises
fu
nded
(3.1
1b)
Num
ber o
f sm
all N
LPEs
fu
nded
(3.1
1c)
Num
ber o
f co
oper
ativ
es
fund
ed
Quar
terly
Quar
terly
Quar
terly
246
n/a
8
100
200
20
100
200
20
100
200
20
100
200
20
25 50 0
25 50 0
25 50 20
25 50 0
R5 0
00 0
00
R10
000
000
R1 0
00 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort s
mal
l an
d m
ediu
m
ente
rpris
es
157
3.11
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
1d)
Num
ber o
f N
GOs
fund
ed
(3.1
1 e)
Num
ber o
f CB
Os fu
nded
(3.1
1f)
Num
ber o
f tr
ade
unio
ns
fund
ed
Quar
terly
Quar
terly
Quar
terly
12 n/a
0
5 5 3
5 5 3
5 5 3
5 5 3
0 0 0
0 0 1
5 5 1
0 0 1
R250
000
R250
000
R150
000
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort s
mal
l an
d m
ediu
m
ente
rpris
es
158
3.11
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
2)N
umbe
r of
rura
l de
velo
pmen
t pr
ojec
ts
supp
orte
d
Quar
terly
06
66
60
22
2R6
000
000
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort r
ural
de
velo
pmen
t pr
ojec
ts
ADM
INIS
TRAT
ION:
R1
836
486 159
3.12
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
3 a)
Num
ber o
f roa
d sa
fety
pa
rtne
rshi
ps
impl
emen
ted
(3.1
3b)
Num
ber o
f roa
d sa
fety
aw
aren
ess
initi
ativ
es
supp
orte
d
Quar
terly
Quar
terly
3 6
2 5
2 5
2 5
2 5
0 0
0 2
2 2
0 1
R120
000
R10
000
000
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort r
oad
safe
ty
awar
enes
s pr
ogra
mm
es
160
3.13
Stra
tegi
c Go
al 3
: Inc
reas
e ac
cess
to o
ccup
atio
nally
dire
cted
pro
gram
mes
with
in th
e tr
ansp
ort s
ecto
r
MTE
FQu
arte
rly Ta
rget
s
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
(3.1
4)N
umbe
r of
lear
ners
put
on
acci
dent
pr
even
tion
trai
ning
pr
ogra
mm
es
Quar
terly
129
6060
6060
020
2020
R5 0
60 0
00
Stra
tegi
cOb
ject
ives
Budg
et
Supp
ort r
oad
acci
dent
pr
even
tion
prog
ram
mes
3.14
(3.1
5)N
umbe
r of
HIV/
AIDS
aw
aren
ess
prog
ram
mes
su
ppor
ted
Quar
terly
45
55
00
21
2
BUDG
ET:
R532
747
784
ADM
INIS
TRAT
ION:
R1
534
865
R3 7
50 0
00
Supp
ort
HIV/
AIDS
awar
enes
s an
d pr
even
tion
prog
ram
mes
3.15
PROG
RAM
ME
4: Q
UALI
TY A
SSUR
ANCE
SYS
TEM
S4.
Stra
tegi
c Go
al 4
: Str
engt
heni
ng o
f the
qua
lity
assu
ranc
e sy
stem
s
MTE
F
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
(4.1
a)N
umbe
r of
curr
icul
a de
velo
ped
for
occu
patio
nal
qual
ica
tions
(4.1
b) N
umbe
r of
Qua
lica
tion
Asse
ssm
ent
Spec
ica
tions
(Q
AS)
deve
lope
d
(4.1
c) N
umbe
r of
Lea
rnin
g m
ater
ials
de
velo
ped
for
QCTO
app
rove
d oc
cupa
tiona
l qu
ali
catio
n
Annu
ally
Annu
ally
Annu
ally
0 2 2
6 n/a
n/a
2 15 7
2 15 7
2 15 7
0 0 0
Stra
tegi
cOb
ject
ives
Deve
lop
occu
patio
nal
qual
ica
tions
an
d le
arni
ng
mat
eria
l for
the
tran
spor
t se
ctor
Quar
terly
Targ
ets
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
0 0 0
0 0 4
2 15 3
R2 1
07 0
00
R4 2
13 0
00
R3 0
00 0
00
Budg
et
4.1
Stra
tegi
c Go
al 4
: Str
engt
heni
ng o
f the
qua
lity
assu
ranc
e sy
stem
s
MTE
F
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dBa
selin
e20
17-1
8Ac
tual
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
(4.2
a)N
umbe
r of
trai
ning
pr
ovid
ers
capa
cita
ted
on
TETA
ETQ
A
(4.2
b)N
umbe
r of E
TD
Prac
titio
ners
su
ppor
ted
(4.2
c) N
umbe
r of
trai
ning
pr
ovid
ers
mon
itore
d
(4.2
d)N
umbe
r of
TVET
lect
urer
s tr
aine
d on
TET
A qu
ality
as
sura
nce
syst
ems
Annu
ally
Annu
ally
Annu
ally
Quar
terly
442
n/a
n/a
216
200
n/a
n/a
70
200
200
300
50
200
200
300
50
200
200
300
50
0 0 0 0
Stra
tegi
cOb
ject
ives
Capa
cita
te
serv
ice
prov
ider
s on
TE
TA E
TQA
syst
ems
Quar
terly
Targ
ets
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
0 0 0 0
0 0 0 0
200
200
300
50
R1 5
00 0
00
R908
250
R1 5
00 0
00
R1 2
97 5
00
Budg
et
70
50
50
50
00
050
ADM
INIS
TRAT
ION:
R42
2 08
8
4.2
Perf
orm
ance
Indi
cato
r
(4.3
a)N
umbe
r of
exte
rnal
mod
erat
ions
co
nduc
ted
(4.3
b)N
umbe
r of
lear
ning
prog
ram
mes
ev
alua
ted
Stra
tegi
cOb
ject
ives
Cond
uct
exte
rnal
m
oder
atio
n an
d ev
alua
tion
proc
esse
s
4.3
Stra
tegi
c Go
al 4
: Str
engt
heni
ng o
f the
qua
lity
assu
ranc
e sy
stem
s
MTE
F
Repo
rtin
gPe
riod
Prev
ious
Year
Targ
et20
18-1
9
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
Quar
terly
Quar
terly
120
30
120
30
120
30
120
30
30 0
Quar
terly
Targ
ets
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
30 10
30 10
30 10
R2 5
00 0
00
R1 5
00 0
00
Budg
et
ADM
INIS
TRAT
ION:
R32
4 32
4
Base
line
2017
-18
Actu
al
230
200
164
165St
rate
gic
Goal
4: S
tren
gthe
ning
of t
he q
ualit
y as
sura
nce
syst
ems
MTE
F
Perf
orm
ance
Indi
cato
rRe
port
ing
Perio
dPr
evio
usYe
ar Ta
rget
2018
-19
Annu
alTa
rget
2019
-20
2020
-21
2021
-22
Quar
ter 1
Apr -
Jun
(4.4
a)N
umbe
r of
cand
idat
es o
n m
ento
rshi
p an
d co
achi
ng
prog
ram
mes
(4.4
b)N
umbe
r of
appr
entic
eshi
p w
orkp
lace
ap
prov
als
Quar
terly
Quar
terly
100
12
100
12
100
12
100
12
0 0
Quar
terly
Targ
ets
Quar
ter 2
Jul -
Sep
Quar
ter 4
Jan
- Mar
Quar
ter 3
Oct -
Dec
0 0
50 6
50 6
(4.4
c)N
umbe
r of
lear
ners
hip
wor
kpla
ce
appr
oval
s
Quar
terly
5050
5050
00
2525
ADM
INIS
TRAT
ION:
R17
0 42
8
BUDG
ET:
R 21
544
541
Base
line
2017
-18
Actu
al
0 8 10
Stra
tegi
cOb
ject
ives
Supp
ort
indu
strie
s to
ob
tain
ac
cred
itatio
n to
of
fer w
orkp
lace
an
d pr
actic
al
trai
ning
R1 2
97 5
00
R155
700
Budg
et
R648
750
4.4
PART C
LINKS TO OTHER PLANS
1
LEGISLATIVE FRAMEWORK1.1
Section 10a (1) (a) of the SDA requires
each SETA to conclude a Service Level
Agreement (SLA) with the Director
General regarding SETA performance of
its functions in terms of the SDA and the
NSDS.
Regulation 30 of the Treasury
Regulations, issued interms of the Public
Finance Management Act (PFMA),
requires each SETA to develop Annual
Strategic Plans. In line with this, section
10(1)(h)(ii) of the SDA also requires each
SETA to submit plans, as well as reports
on the implementation of the SSP and
SLA, to the Director General on annual
basis.
The grant regulations make provision for
the submission of Workplace Skills Plans
(WSP) and Annual Training Reports
(ATRS) by registered levy paying
employers in order for them to claim
mandatory grant funding from the
SETA’s
The NSDS III (2011-2016), announced in
April 2010, was built on its predecessors,
namely NSDS II and NSDS I. it is aligned
to the National Human Resources
Development Strategy III and the
Industrial Policy Framework.
LINKS TO OTHER PLANS 167
TETA - Annual Performance Plan 2019-20
The parties have entered into this SLA in order to establish and agree on the service
delivery levels expected of TETA as follows:
Ÿ Performing its statutory functions;
Ÿ Meeting the NSDS targets;
Ÿ Proper implementation of its annual strategic plan;
Ÿ Setting the standards, criteria and targets for measuring and evaluating TETA's
performance;
Ÿ Specifying the plans and reports to be submitted by the TETA to the Director General
for purposes of measuring and evaluating performance against this SLA;
Purpose of the Annual Strategic Framework 1.2
TETA undertakes to comply with standards, criteria and targets contained in respect of:
Ÿ Performing its functions under the SDA;
Ÿ Meeting the NSDS targets; and
Ÿ Implementing the Annual Strategic Plan.
TETA further undertakes to:
Ÿ Implement its Annual Strategic Plan;
Ÿ Submit plans and reports to the Director General, containing information in the
format set out by the DHET:
Ÿ Quarterly reports should be submitted within ten working days after the end of each
quarter;
Ÿ Respond to any written inquiry from the Director General within 20 working days or,
if this is not reasonably practicable, to provide the Director General, within this
period, with a reasonable time-table to deal with the inquiry; and
Obligations of the SETA 1.3
LINKS TO OTHER PLANS168
TETA - Annual Performance Plan 2019-20
TETA, in collaboration with the DHET, will undertake a self-assessment in accordance
with the standards, criteria and targets set out in the SETA Performance Assessment
Scorecard and such annual self-assessment shall be submitted to the Director General
ten (10) working days after the end of August 2016.
The Director-General must, in respect of each financial year, allocate a performance
rating to TETA in accordance with the appropriate performance rating scale.
Measuring and Evaluating the SETA’s Performance 1.4
The Director General undertakes to:
Ÿ Consult the SETA on all relevant policy and strategic matters that might affect the
functioning of the SETA;
Ÿ Promote the interests of the SETA and SETAs collectively to other organs of state as
may be appropriate and necessary;
The Obligations of the Director General1.5
Ÿ Guidance on Sector Skills Plan and Strategic Plan requirements; and
Ÿ Provide additional assistance, as may be described in Schedule 4, in order to enable
the SETA to perform its functions;
Ÿ Respond to any written inquiry from the SETA within 20 working days or, if this is
not reasonably practicable, to provide the SETA within this period with a reasonable
time-table to deal with the inquiry; and
Ÿ Convene regular meetings with the Chief Executive Officers, Chairpersons and other
SETA officials as and when necessary, to consider strategic matters and to provide
forums for discussing emerging policy issues and exchanging ideas on best practice.
Provide the SETA with:1.6
LINKS TO OTHER PLANS 169
TETA - Annual Performance Plan 2019-20
Any amendments to this SLA must be in writing and signed by both parties.
No relaxation, extension or indulgence, which either party may grant to the other, will
constitute a waiver of any right of that party in terms of this SLA or any applicable law
and does not preclude a party from exercising any rights which may have risen in the
past or which may arise in the future.
General1.7
In April 2010, the Minister of Higher Education & Training, Dr. BE Nzimande published a
proposed NSDS III framework 2011-2016. The following have been identified as salient
points for the SSP:
Ÿ NSDS III emphasises the centrality of the Sector Skills Plan (SSP);
Ÿ The SSP is regarded as the bedrock of skills planning in each sector;
Ÿ Significance of sign-off by social partners and key strategic partners is emphasized;
partners comprise senior leaders in unions, business, government and provincial
PGDS structures);
Ÿ Sector Skills Plans must not only focus on WSP/ATRs data, but also on the thorough
analysis of the labour market trends and must make reference of other published
research.
Proposed NSDS III Framework-SSP Salient Points 1.7.1
Ÿ How, in the context of the sector, will the SETA contribute towards the achievement
of national equity targets (class, race, gender, disability &HIV/AIDS)?
Ÿ How will the SETA ensure that targeted learners are helped to overcome access,
success and progression barriers?
Ÿ Which programmes will the SETA deliver in order to meet the sectoral strategic goals,
as well as contribute towards achievement of national priorities?
Ÿ How can the sector expand the number of PIVOTAL partnerships entered into by
member firms?
Key Strategic Questions Addressed by the SSP
LINKS TO OTHER PLANS170
TETA - Annual Performance Plan 2019-20
Ÿ Who are the delivery partners and how can the SETA contribute towards the goal of
expanding capacity of partners in general and public providers in particular?
Learning programmes to facilitate access, success and progression include the need for
wider, more encompassing learning programmes:
Ÿ Information and career guidance – each SETA to submit a comprehensive profile of
the sector by March 2015 and update by2016;
Ÿ SETAs must also provide information on steps to be taken to expose learners to work
in the Sector
Ÿ Recognition of Prior Learning – each SETA to include RPL access routes for all
sectoral and national programmes and the number of learners to access further
learning;
Ÿ Raising the base: Foundational Learning programmes including AET – each SETA
assist learners to access further learning.
Learning Programmes
Pivotal programmes are defined as professional, vocational, technical and academic
learning programmes that meet the critical needs for economic growth and social
development. In addition, PIVOTAL Programmes combine course work at university and
college with structured learning at work. Pivotal programmes are achieved through
professional placements, work-integrated learning, apprenticeships, learnerships and
internships.
Pivotal programmes are primarily characterised by workplace experience. Tracer studies
are indicated for learners exposed to PIVOTAL programmes.
Ÿ Skills programmes emphasised for both employed and unemployed;
Ÿ Skills programmes for employed to be supported for levy payers (80% submission for
large firms; 60% submission for medium firms and 40% submission for small firms)
Ÿ Skills programmes for the unemployed (Catalytic Grants: the NSF shall enter into
Catalytic Grant agreements with SETAs, government departments or other claimants
to achieve targeted national goals). Catalytic Grants applications shall be listed under
PIVOTAL Occupational Programmes1.7.2
LINKS TO OTHER PLANS 171
TETA - Annual Performance Plan 2019-20
the national strategic headings (Medium Term Strategic Framework). Special
emphasis will be given to priority 3 (rural development).
Programmes that build the academic profession and academic innovation include
academic research and innovation.
PIVOTAL programmes will be funded jointly by the NSF and SETAs.
Partnership with programme delivery partners is critical. The partners comprise TVETs,
HETs, private providers/SOEs, workplaces, etc. Capacity challenges among the delivery
partners means TETA may have to facilitate training and workplace experience for
programme delivery staff to ensure they are properly equipped and proficient in the
relevant subject areas.
Programme Delivery Partners1.8
LINKS TO OTHER PLANS172
Another unique character of the transport industry is that it is inherently dynamic and oftensurvives the toughest economic conditions
PIVOTAL programmes are primarily characterisedby workplace experience. Tracer studies are indicated
for learners exposed to PIVOTAL programmes
TECHNICAL INDICATOR DESCRIPTIONS 2019-20
EXECUTIVE SUMMARY
Consistent with the PFMA and Treasury regulations, the TETA Board has formulated a
four-year Strategic Plan that specifies how the Board will discharge its legislative
mandates and functions over the 2015/16 to 2021/22 period in line with the Medium
Term Expenditure Framework (MTEF) for the same period.
Annual revisions have been made to the Strategic Plan and the current plan is for
2019/20.
The purpose of this document is to provide technical descriptions for all key
performance indicators as reflected on the draft TETA Annual Performance Plan,
2019/20.
In line with the Annual Performance Plan these indicators are divided in programmes as
well as the following strategic goals.
Strategic Goal 1 Provide administrative support services to enable TETA to
deliver on its mandate and ensure compliance with all
governance imperatives
EXECUTIVE PROGRAMMES174
Technical Indicator Descriptions 2019-20
Strategic Goal 2 Establish mechanisms for
skills planning and research
capacity
Strategic Goal 3 Increase access to occupationally
directed programmes within the
transport sector
Strategic Goal 4
Strengthening the
quality assurance
system
Indicator Title (1.1a) Achieve unqualified audit opinion on the annual financialstatements at the end of the financial year
Strategic Goal 1: Provide Administrative Support Services and Enable TETA to Deliver On its Mandate and Ensure Compliance with all Governance Imperatives
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Type of Indicator
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Unqualied audit opinion at the end of the external audit by the Auditor General
To report on effective and efcient administration of TETA nances
Auditor General Audit Report for 2018-19 nancial year
Qualitative. The audit opinion will be the base of achievement
None
Output
Non-cumulative
Annually
No
Clean audit
Chief Financial Ofcer
STRATEGIC GOAL 1 175
Technical Indicator Descriptions 2019-20
Indicator Title (1.1 b) Percentage levy income used towards administration expenditure
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Administration expenditure to be within the regulated ceiling of 10.5% of the total levy income received for the nancial year
To ensure compliance with the SETA Grant Regulations
Annual nancial statements
(Total administration expenditure for the year/Total levy income for the year) x 100
Data Limitations Levies from the month of March each year received on the 31st of March 2018, which means that the SETA works with anticipated administration income gures until the last day of the nancial year
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Administration expenditure within 10.5% of all levies received
Indicator Responsibility Chief Financial Ofcer
Indicator Title (1.1 c) Percentage of discretionary grant (DG) funding allocated to PIVOTAL programmes
Short Definition
Purpose
In terms of grant regulations, SETAs must allocate and spend 80% of the discretionary grant funding towards PIVOTAL programmes
To ensure compliance to grant regulations and utilisation of funds towardstraining for full qualications
Source/Collection of Data Commitment register
STRATEGIC GOAL 1176
Technical Indicator Descriptions 2019-20
Method of Calculation (Total annual PIVOTAL funding/Total annual DG budget) x 100
Data Limitations None
Type of Indicator
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Outcome
Non-cumulative
Annually
Yes
80% of DGs utilised to fund PIVOTAL programmes
Chief Financial Ofcer
Indicator Title (1.1 d) Percentage achievement ofTETA procurement plan
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Projects planned to be implemented as per the procurement plan are awardedin the current nancial year
To ensure support for the implementation of TETA programmes
Annual Performance Plan and Procurement plan
Quantitative - percentage of projects awarded by TETA boardTotal number of awarded projects/total number of planned projects on the procurement plan x 100
Data Limitations
Type of Indicator
Calculation Type
Reporting Cycle
New Indicator
None
Outcome
Non-cumulative
Annually
Yes
Desired Performance
Indicator Responsibility
90% achievement of the procurement plan
Chief Financial Ofcer
STRATEGIC GOAL 1 177
Technical Indicator Descriptions 2019-20
Indicator Title (1.2 a) Percentage annual permanentstaff retention
Short Definition
Purpose
Retention of 85% of the current permanent staff members at the endof the nancial year
To ensure consistent productivity and sustainability in the deliveryof the TETA mandate
Source/Collection of Data Employee list report
Method of Calculation Quantitative - Count the number of permanent and x-term contract staff atthe beginning of the nancial year (1 April 2019) (A)Count the number of permanent and x-term contract staff at the end of the nancial year(excluding new appointment) (B) Percentage annual permanent staff retention=B/A x 100
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance 85% staff retention and consistent maintenance of knowledgebase and productivity.
Indicator Responsibility Corporate Services Manager
Indicator Title (1.2 b) Submission of TETA WSP andATR to ETDP SETA
Short Definition
Purpose
The submission of the TETA Workplace Skills Plan and Annual Training Report toETDP SETA by the 30th of April each year
To promote the culture of skills development and trainingamongst TETA employees
Source/Collection of Data WSP plan & ATR report; proof of submission to ETDP SETA
STRATEGIC GOAL 1178
Technical Indicator Descriptions 2019-20
Method of Calculation Qualitative - Timeous submission (date of submission: 30 April each year)
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Trained and upskilled workforce
Indicator Responsibility Corporate Services Manager
Indicator Title (1.2 c) Number of wellness activities conducted
Short Definition
Purpose
Number of wellness activities conducted in the nancial year. Activitiesincludes the following: health screenings, wellness days event, wellness seminarsor workshops
To have a healthier and more productive workforce
Source/Collection of Data Invite; attendance registers or program in case of an event
Method of Calculation Quantitative –Count the number of wellness activities conducted
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance Staff retention and healthy workforce
Indicator Responsibility Corporate Services Manager
STRATEGIC GOAL 1 179
Technical Indicator Descriptions 2019-20
Indicator Title (1.2 d) Number of stakeholder satisfactionsurveys conducted
Short Definition
Purpose
The survey measures industry experience and perception of the quality andrelevance of our services and products delivered to them
To establish industry satisfaction levels to ensure corrective measures areundertaken to address perceived deciencies in our services and products
Source/Collection of Data Survey report
Method of Calculation Quantitative - Count the number of surveys conducted
Data Limitations None
Type of Indicator
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Output
Non-cumulative
Annually
No
High satisfaction levels in the industry
Marketing and Communications Ofcer
Indicator Title (1.3) Percentage availability of ICT systems achieved
Short Definition The time that the ICT systems (MIS and ERP) are available and functionalfor the users to perform their daily duties in accordance with the service levelagreement
Purpose
Source/Collection of Data
To enable efcient and effective service delivery
Systems availability report
STRATEGIC GOAL 1180
Technical Indicator Descriptions 2019-20
Method of Calculation An average of 80% availability on all of core systems in terms of the SLA Number of working days that the system was available as per the systems report(A) Number of total working days(B) Availability of the system = A/B x 100Average = Aggregated percentages of all core systems / number of core systems
Data Limitations None
Type of Indicator
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Output
Non-cumulative
Quarterly
Yes
ICT systems are available for users
ICT Manager
Indicator Title (2.1 ) Number of research studies conducted
Strategic Goal 2: Establish Mechanisms For Skills Planning and Research Capacity
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Type of Indicator
Research studies conducted in the transport industry
Ensure execution of accurate and credible transport industry-related research
Research report approved by internal EXCO
Quantitative - Count of research reports
None
Output
STRATEGIC GOAL 2 181
Technical Indicator Descriptions 2019-20
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Non-cumulative
Annually
No
Credible research initiatives that support accurate planning
Research & Knowledge Manager
Indicator Title (2.2a) Produce an approved TETA Sector Skills Plan (SSP)
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Type of Indicator
Transport Sector Skills Plan consisting of updated list of required skills andhard-to-ll vacancies / scares and critical skills
The SSP identies and quanties specic transport industry skills shortage andhard-to-ll positions and directs required skills development interventions
Updated Sector Skills PlanSSP approval letter from DHET
Qualitative – Approval by DHET
Insufcient and inaccurate informationLimited sources of accurate labour market statistics
Output
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Non-cumulative
Annually
No
Accurate transport industry labour market information
Research & Knowledge Manager
STRATEGIC GOAL 2182
Technical Indicator Descriptions 2019-20
Indicator Title (2.2b) Number of tracer studies conducted
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Lack of cooperation fromformer students
Tracer study conducted to gather and document learner feedback and follow up onthe learner post completion of training programme/s
Locate beneciaries of selected TETA funded skills development programmesand/or interventions to ascertain their current employment status and the impactof the TETA funded intervention on career development. It is also aimed atgathering and documenting learner feedback from those who have completedtraining programme/s.
Tracer study report on ndings and recommendations; presentation.Tracer study report approved by internal EXCO
Quantitative – Count the number of reports
Ÿ Difculty in reaching former studentsŸ Lack of cooperation from former students Ÿ Incomplete data collection
Non-cumulative
Incomplete data collection
Type of Indicator
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Annually
Outcome
Numeric
Annually
No
Tracer survey seek to obtain information on the selected indicators of professionalsuccess such as employment status, career path, income as well as the relevanceof the skills development programme on profession- al and personal development.This will contribute to improved planning, relevance, appropriateness andeffectiveness of the training programmes offered by TETA.
Indicator Responsibility Research & Knowledge Manager
STRATEGIC GOAL 2 183
Technical Indicator Descriptions 2019-20
Indicator Title (2.3a) Number of research partnerships supported
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Type of Indicator
Implemented collaborative partnerships that complement TETA's ability to conductcredible research with sufcient reach and expertise.
To ensure adequate and skilled research resources are available to provideaccurate, credible and representative industry information
Service Level Agreements (SLAs)
Quantitative –Count the number of SLAs
None
Output
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Non-cumulative
Annually
No
Activation of all partnerships through implementation of agreed projects
Research & Knowledge Manager
Indicator Title (2.3b) Research Chair supported
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Research Chair activities supported in the nancial year depending on the nature,initiative and the need of the transport sector
To tap on the new and/or readily available information that will add value to thesector as a whole.
SLA describing the deliverables and nancial obligations
Quantitative –Number of SLAs
STRATEGIC GOAL 2184
Technical Indicator Descriptions 2019-20
Data Limitations
Type of Indicator
None
Output
Calculation Type
Reporting Cycle
New Indicator
Desired Performance
Indicator Responsibility
Non-cumulative
Annually
No
Credible knowledge repository for the transport industry
Research & Knowledge Manager
Indicator Title (2.4a) Number of mandatory grant applicationsreceived from large firms
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Workplace Skills Plans capture industry companies' training plans for the relevantnancial year; these (accompanied by Annual Training Reports where applicable)are submitted to TETA to support mandatory grant claims by companies employing150 or more employees
To encourage increased levy-paying stakeholder participation through increasedWSP submissions
WSP List from the SETA Management System (SMS)
Quantitative - Number of all WSP applications received from large rms
Data Limitations Inaccurate data contained in the applications Unrepresentatively small sample ofindustry stakeholder data
Type of Indicator Output
Calculation Type
Reporting Cycle
New Indicator
Non-cumulative
Annually
No
STRATEGIC GOAL 2 185
Technical Indicator Descriptions 2019-20
Desired Performance
Indicator Responsibility
100% levy-paying stakeholder WSP submissions
SD & LP Unit Manager
Indicator Title (2.4b) Number of mandatory grant applications receivedfrom medium firms
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Workplace Skills Plans capture industry companies' training plans for therelevant nancial year; these (accompanied by Annual Training Plans) aresubmitted to TETA to support MG claims by companies employing between50 and 149 employees
To encourage increased levy-paying stakeholder participation through increasedWSP submissions
WSP List from the SETA Management System (SMS)
Quantitative - Number of all WSP applications received from medium rms
Data Limitations Inaccurate data contained in the applications Unrepresentatively small sampleof industry stakeholder data
Type of Indicator Output
Calculation Type
Reporting Cycle
New Indicator
Non-cumulative
Annually
No
Desired Performance
Indicator Responsibility
100% levy-paying stakeholder WSP submissions
SD & LP Unit Manager
STRATEGIC GOAL 2186
Technical Indicator Descriptions 2019-20
Indicator Title (2.4c) Number of mandatory grant applications receivedfrom small firms
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Workplace Skills Plans capture industry companies' training plans for therelevant nancial year; these (accompanied by Annual Training Report) aresubmitted to TETA to support mandatory grant claims by companiesemploying 0-49 employees
To encourage increased Levy-paying stakeholder participation through increasedWSP submissions
WSP List from the SETA Management System (SMS)
Quantitative - Number of all WSP applications received from small rms
Data Limitations Inaccurate data contained in the applications Unrepresentatively small sampleof industry stakeholder data
Type of Indicator Output
Calculation Type
Reporting Cycle
New Indicator
Non-cumulative
Annually
No
Desired Performance
Indicator Responsibility
100% levy-paying stakeholder WSP submissions
SD & LP Unit Manager
Indicator Title (2.4d) Number of approved mandatory grant applications
Short Definition
Purpose
Mandatory grant claim applications approved for payment based on complianceto mandatory grant policy
To provide detail on successful mandatory grant applications and nancialdisbursement spread
STRATEGIC GOAL 2 187
Technical Indicator Descriptions 2019-20
Source/Collection of Data
Method of Calculation
MG decision report; Signed approval schedules
Quantitative - Number of all approved MG applications
Data Limitations None
Type of Indicator Output
Calculation Type
Reporting Cycle
New Indicator
Non-cumulative
Annually
No
Desired Performance
Indicator Responsibility
100% approval of MG applications
SD & LP Unit Manager
Indicator Title (2.4 e) Number of provincial capacitation workshops conducted
Short Definition
Purpose
These workshops are conducted to inform all stakeholders on the MG, DG andother skills development policy requirements and processes
These workshops stimulate participation in the opportunities availed by TETA
Source/Collection of Data
Method of Calculation
Attendance registers; agenda; Presentation(where applicable)
Quantitative - Number of workshops conducted
Data Limitations None
Type of Indicator Output
Calculation Type
Reporting Cycle
New Indicator
Non-cumulative
Annually
No
Desired Performance
Indicator Responsibility
Full understanding of MG and DG requirements and processes
SD & LP Unit Manager
STRATEGIC GOAL 2188
Technical Indicator Descriptions 2019-20
Indicator Title (3.1 a) Number of employed learners on bursaries
Strategic Goal 3: Increase Access to OccupationallyDirected Programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Type of Indicator
Bursaries awarded to employed learners through a contract with their employercompanies to study for qualications
Financial support for qualications that address the skills shortages withinthe transport sector
Entered: DG Contract; bursary contract; certied IDs; proof of registration;proof of employment Completed: academic record/statement of results/Certicate
Quantitative - Entered: Count of enrolled learners funded through bursaries Completed: Count of learners that obtained the qualication
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
New Indicator
Cumulative
Quarterly
No
Desired Performance
Indicator Responsibility
All learners on bursaries to successfully reach certication
Chamber Executive Ofcer
Indicator Title (3.1 b) Number of unemployed learners on bursaries
Short Definition Bursaries awarded to unemployed learners based on a contract to study fortransport-related qualications
STRATEGIC GOAL 3 189
Technical Indicator Descriptions 2019-20
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Type of Indicator
Financial support for qualications that address the skills shortageswithin the transport sector
Entered: Entered: Bursary contract; certied ID's and proof of registration
Quantitative - Entered: Count of enrolled learners funded through bursaries
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
New Indicator
Cumulative
Quarterly
No
Desired Performance
Indicator Responsibility
All learners on bursaries to successfully reach certication
SD & LP Unit Manager
Indicator Title (3.1c) Number of employed learners on skills programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Employed learners granted funding for unit ; non-unit standard skills programmesor part-qualications
Financial support for qualications that address the skills shortages withinthe transport sector
Entered: Contract between TETA & stakeholder; learner information forms;certied IDsCompleted: Statement of results/ Certicates
Quantitative - Entered: Count of learners that were registered to be trained on askills programme or part-qualicationCompleted: Count of learners that completed a skills programme or partqualication issued with statement of results
STRATEGIC GOAL 3190
Technical Indicator Descriptions 2019-20
Data Limitations
Type of Indicator
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
New Indicator
Cumulative
Quarterly
No
Desired Performance
Indicator Responsibility
All learners to successfully complete the programme
Chamber Executive Ofcer
Indicator Title (3.1d) Number of unemployed learners on skills programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Unemployed learners granted funding for unit and non-unit standard skillsprogrammes or part-qualications
Financial support for qualications that address the skills shortages within thetransport sector
Entered: Contract between TETA & stakeholder; learner information forms;certied IDsCompleted: statement of results/ certicates
Quantitative - Entered: Count of learners that were registered to be trained on askills programme or part-qualicationsCompleted: Count of learners that completed a skills programme orpart-qualication issued with statement of results
Data Limitations
Type of Indicator
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
STRATEGIC GOAL 3 191
Technical Indicator Descriptions 2019-20
New Indicator No
Desired Performance
Indicator Responsibility
All learners to successfully complete the programme
Chamber Executive Ofcer
Indicator Title (3.1e) Number of employed learners on learnership programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Employed learners granted funding for learnership programmesthrough TETA stakeholders
Financial support for qualications that address the skills shortages withinthe transport sector
Entered: DG contract; learnership agreements; certied IDs;proof of employmentCompleted: SORs and/or certicates
Quantitative - Entered: Count of learners registered to be trained on alearnership programmeCompleted: Count of learners completed and issued with statement ofresults and/or certicates
Data Limitations
Type of Indicator
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
All learners to successfully complete the programme
Chamber Executive Ofcer
STRATEGIC GOAL 3192
Technical Indicator Descriptions 2019-20
Indicator Title (3.1f) Number of unemployed learners on learnership programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Unemployed learners granted funding for learnership programmesthrough TETA stakeholders
Financial support for qualications that address the skills shortageswithin the transport sector
Entered: DG contracts; learnership agreements; Certied IDsCompleted: SORs and/or Certicates of completion
Quantitative - Entered: Count of learners registered to be trained on a learnership programmeCompleted: Count of learners completed and issued with statement of resultsand or certicate of completion
Data Limitations
Type of Indicator
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
All learners to successfully reach certication
Chamber Executive Ofcer
Indicator Title (3.1g) Number of employed learners on AET programme
Short Definition
Purpose
Employed learners granted funding for AET programmes
Financial support for qualications that address skills shortages within thetransport sector
STRATEGIC GOAL 3 193
Technical Indicator Descriptions 2019-20
Source/Collection of Data
Method of Calculation
Entered: DG contract; certied IDs; learner information forms;proof of employmentCompleted:, SORs for AET Level 1 to 3; certicates for AET Level 4
Quantitative - Entered: Count of learners registered to be trained onAET ProgrammeCompleted: Count of learners completed and issued with statement ofresults and/or certicate
Data Limitations
Type of Indicator
Learner information inaccuracies
Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
All learners to successfully reach certication
Chamber Executive Ofcer
Method of Calculation
Indicator Title (3.1h) Number of unemployed learners on AET programme
Short Definition
Purpose
Source/Collection of Data
Unemployed learners granted funding for AET programmes
Financial support for qualications that address the skills shortages withinthe transport sector
Entered: DG contract; certied ID's; learner information forms; Completed : SORs for AET Level 1 to 3; certicates for AET Level 4
Quantitative – Entered: Count of enrolled employed learners fundedthrough AET ProgramsCompleted: Count of learners completed and issued with SORsand/or certicates of completion
Data Limitations Learner information inaccuracies
STRATEGIC GOAL 3194
Technical Indicator Descriptions 2019-20
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
All learners to successfully reach certication
Chamber Executive Ofcer
Indicator Title (3.1i) Number of employed learners on apprenticeship programme
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Employed learners granted funding for apprenticeships training programmes.
To address the artisan skills shortages through creation of artisan pool in supportof the Decade of the Artisan.
Entered: DG Contract; learnership agreement; proof of employment, Certied IDs Completed: Trade Test Certicate or statement of results
Quantitative - Entered: Count of learners registered to be trainedon Artisan ProgrammeCompleted: Count of learners that completed the apprenticeship programmeand issued with a trade test certicate or statement of results
Data Limitations Learner information inaccuracies
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Certicated and employable artisans
Chamber Executive Ofcer
STRATEGIC GOAL 3 195
Technical Indicator Descriptions 2019-20
Indicator Title (3.1j) Number of Unemployed Learners on apprenticeship programme
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Unemployed Learners granted funding for apprenticeships training programmes
To address the artisan skills shortages through creation of artisan pool insupport of the Decade of the Artisan
Entered: DG contracts; learnership agreement; certied IDs Completions: Trade Test certicate or statement of results
Qualitative - Entered: Count of learners registered to be trained on artisanprogrammeCompleted: Count of learners that completed the apprenticeship programme and issued with a trade test certicate or statement of results
Data Limitations Learner information inaccuracies
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Certicated and employable artisans
Chamber Executive Ofcer
Indicator Title (3.1k) Number of unemployed learners on cadetships
Short Definition
Purpose
Source/Collection of Data
Unemployed learners granted funding for cadetship training programmes.
To create professional competency through placement and certication ofgraduates through certied professional bodies
Entered: DG Contract; cadet contract; Certied IDs;Completed: SAMSA Certicate of Competency in either: Engineering OfcerSTCW A-III/1 or Deck Ofcer STCW II/2
STRATEGIC GOAL 3196
Technical Indicator Descriptions 2019-20
Method of Calculation Quantitative - Entered: Count of learners that are registered to be trained on cadetship programmeCompleted: Count of learners completed the cadetship programme andissued with a SAMSA certicate
Data Limitations Learner information inaccuracies Lack of sea-time
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
All learners registered as cadetship successfully certied as professionals.
Chamber Executive Ofcer
Indicator Title (3.1l) Number of learners on RPL programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Number of learners placed on Recognition of Prior Learning (RPL) programfor qualications
To address the skills shortages of the transport sector through assisting learnerswith previous experience to get formal certication after successful completionof the RPL program
Entered: DG Contract; agreement between learner and stakeholder; certied IDs;
Quantitative - Entered: Count of learners that were registered to be trainedthrough RPL
Data Limitations Learner information inaccuracies
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Quarterly
STRATEGIC GOAL 3 197
Technical Indicator Descriptions 2019-20
New Indicator No
Desired Performance
Indicator Responsibility
All learners registered on RPL successfully certicated and employable
Chamber Executive Ofcer
Indicator Title (3.1m) Number of learners on candidacy programmes
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
A structured work experience component part of an occupational qualication asdetermined by the relevant professional body and may follow the completion of anacademic qualication required for access to the assessment for the issuing of aprofessional designation.
To enable learners to obtain a professional designation and be registered with aprofessional body
Entered: DG contract, registration contract with a professional body, certied ID
Quantitative - Entered: Count of candidates entered on a candidacy programme
Data Limitations Learner information inaccuracies
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Increased number of designated professionals in the transport sector
Chamber Executive Ofcer
STRATEGIC GOAL 3198
Technical Indicator Descriptions 2019-20
Indicator Title (3.2 a) Number of candidates on leadership development programme
Short Definition
Purpose
Source/Collection of Data
Candidates registered onto leadership development programmes
To improve leadership capabilities in the transport industry.
Quantitative: Entered: Contract between TETA and Provider; certied IDs;Candidate CVs; Acceptance letter/MOA between TETA and stakeholder Completed: Certicate(s)
Method of Calculation Quantitative - Entered: Count of candidates that were registered to be trainedthrough leadership development programmesCompleted: Count of candidates certicated
Data Limitations Performance information reporting misstatements
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Annually
New Indicator No
Desired Performance
Indicator Responsibility
Impactful leadership in the industry.
Corporate Service Manager
Indicator Title (3.2b) Number of candidates on executive development programme
Short Definition
Purpose
Source/Collection of Data
Candidate registered onto an executive development programmes
To improve leadership that will drive the transformation agenda in thetransport sector
Quantitative: Entered: Contract between TETA and Provider; certied IDs;Candidate CVs; Acceptance letter/MOA between TETA and stakeholder Completed: Certicate(s)
STRATEGIC GOAL 3 199
Technical Indicator Descriptions 2019-20
Method of Calculation Quantitative - Entered: Count of candidates that were registered to be trainedthrough executive development programmesCompleted: Count of candidates certicated
Data Limitations Performance information reporting misstatements
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Annually
New Indicator No
Desired Performance
Indicator Responsibility
Impactful leadership in the industry.
Corporate Service Manager
Indicator Title (3.2c) Number of women on leadership development programme
Short Definition
Purpose
Source/Collection of Data
Women registered onto leadership or management development programmes
To increase number of women in leadership positions in the transport industry
Quantitative: Entered: Contract between TETA and Provider; certied IDs;Candidate CVs; Acceptance letter/MOA between TETA and stakeholder Completed: Certicate(s)
Method of Calculation Quantitative - Entered: Count of learners (women) that were registered to betrained through leadership development programmesCompleted: Count of candidates certicated
Data Limitations Performance information reporting misstatements
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Quarterly
STRATEGIC GOAL 3200
Technical Indicator Descriptions 2019-20
New Indicator No
Desired Performance
Indicator Responsibility
Increase in the number of women in industry leadership positions
Corporate Service Manager
Indicator Title (3.2d) Number of candidates on Master's Programme inMaritime Affairs
Short Definition
Purpose
Source/Collection of Data
Candidates trained on Master's programmes in Maritime Affairs
To improve leadership that will drive the transformation agenda in thetransport sector
Entered: Contract with the university; proof of acceptance in theprogramme; IDsCompleted: Certicates and progress reports
Method of Calculation Quantitative - Entered: Count of candidates that were registered to be trainedthrough Master's programmes in maritime affairsCompleted: Count of candidates certied
Data Limitations Non suitability of candidates
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Annually
New Indicator No
Desired Performance
Indicator Responsibility
All candidates registered on Master’s programme successfully certicated uponcompletion and the transformational agenda of the industry is addressed atthese levelsCandidates qualied obtain employment within maritime subsector
Maritime Chamber Executive Ofcer
STRATEGIC GOAL 3 201
Technical Indicator Descriptions 2019-20
Indicator Title (3.2e) Number of Board Members on a leadership developmentprogramme
Short Definition
Purpose
Source/Collection of Data
Board members and Executive Management registered onto a leadershipdevelopment programme
To improve leadership that will positively impact TETA administrationand transport sector
Quantitative: Entered: Certied IDs; Candidate CVs; Acceptance letter/MOAbetween TETA and stakeholder Completed: Certicate(s)
Method of Calculation Quantitative - Entered: Count of Board Members and Executive Managementregistered to be trained through a leadership development programmeCompleted: Count of candidates certicated
Data Limitations Performance information reporting misstatements
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Annually
New Indicator Yes
Desired Performance
Indicator Responsibility
Impactful leadership in the industry and transport sector
Corporate Service Manager
Indicator Title (3.3a) Number of partnerships established with employer bodies
Short Definition
Purpose
Implementation of new or existing partnership with employers that facilitatestraining and advocacy interventions in the transport sector
To encourage stakeholder support for skills development and transformationinitiatives in the transport industry
STRATEGIC GOAL 3202
Technical Indicator Descriptions 2019-20
Source/Collection of Data Signed MoU (new or existing), signed SLAs
Method of Calculation Quantitative- Count of employer bodies partnered with
Data Limitations None
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Increased industry stakeholder support for TETA initiatives
Strategic Support Manager
Indicator Title (3.3b) Number of partnerships established with TVET colleges
Short Definition
Purpose
Implementation of new or existing partnership with TVET colleges toprovide support relating to skills development interventions and capacitationof academic staff
To increase footprint and reach to rural learners through TVET-deliveredTETA programmes
Source/Collection of Data Signed MoU (new or existing), signed SLAs
Method of Calculation Quantitative - Count of TVET colleges partnered with
Data Limitations MoU completion turnaround times for approval
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Quarterly
New Indicator No
STRATEGIC GOAL 3 203
Technical Indicator Descriptions 2019-20
Desired Performance
Indicator Responsibility
TETA training programmes delivery by TVET colleges
Strategic Support Manager
Indicator Title (3.3c) Number of partnerships established with universities
Short Definition
Purpose
Implementation of new or existing partnership with TVET colleges toprovide support relating to skills development interventions and capacitationof academic staff
The partnerships facilitate engagement of the institutions in the facilitationof TETA programs such as leadership development and placement of bursarylearners.
Source/Collection of Data Signed MoUs (new or existing); SLAs
Method of Calculation Quantitative - Number of signed MoUs with universities
Data Limitations None
Type of Indicator Output
Calculation Type
Reporting Cycle
Cumulative
Annually
New Indicator No
Desired Performance
Indicator Responsibility
Collaborative training program delivery with universities
Strategic Support Manager
Indicator Title (3.3d) Number of stakeholders assisted in TETA's Limpopo-based offices
Short Definition Measure of the level of service provided to local stakeholders (individual learners,companies or government departments)
STRATEGIC GOAL 3204
Technical Indicator Descriptions 2019-20
Purpose To ensure local stakeholders have access to skills development informationand access to opportunities
Source/Collection of Data Stakeholder register or meeting attendance register and email correspondence
Method of Calculation Quantitative - Count of stakeholders
Data Limitations None
Type of Indicator Output
Calculation Type
Reporting Cycle
Non-cumulative
Annually
New Indicator No
Desired Performance
Indicator Responsibility
High volumes of stakeholders use of the TETA facilities in Limpopo
Chamber Executive Ofcer
Indicator Title (3.3e) Number of coordinating SETAs supported
Short Definition
Purpose
Increased presence of TETA in provinces where other SETAs are leading.Support includes but not limited to supply of learner career guides and otherTETA strategic documents, collaboration on activities by other SETAs, participationin InterSETA forums.
To ensure TETA presence and accessibility to stakeholders across most provinces.
Source/Collection of Data Provincial meetings (attendance registers or minutes of meeting, meeting requestsas and where applicable); proof of receipt of marketing or promotional material
Method of Calculation Quantitative – Count the number of SETA activities supported
Data Limitations None
Type of Indicator Output
Calculation Type Cumulative
STRATEGIC GOAL 3 205
Technical Indicator Descriptions 2019-20
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
TETA stakeholder support facilities in all provinces
Chamber Executive Ofcer
Indicator Title (3.3f) Number of TETA stakeholder capacitation workshops oncontract management
Short Definition
Purpose
Capacitation and support stakeholders on the proper implementation ofawarded contracts
To ensure effective and efcient contract management
Source/Collection of Data Attendance registers
Method of Calculation Quantitative- Count of workshops
Data Limitations None
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Reduction in the number of slow-moving contracts
Chamber Executive Ofcer
Indicator Title (3.4a) Number of provincial stakeholder consultativeforums conducted
Short Definition Forums driven by provincial government departments focusing on skillsdevelopment initiatives and coordination with relevant stakeholders
STRATEGIC GOAL 3206
Technical Indicator Descriptions 2019-20
Purpose Increasing awareness of stakeholders on accessing TETA funding opportunitiesand programmes through SDF and HRD sessions
Source/Collection of Data Attendance registers or agenda
Method of Calculation Quantitative - Count of provincial stakeholders consultative forums attended
Data Limitations Attendance registers
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Effective collaboration with provincial departments and TETA provincial visibility
Strategic Support Manager
Indicator Title (3.4b) Number of women empowerment seminars conducted
Short Definition Seminars driven by TETA focusing on women empowerment in the transport sector
Purpose To increase the knowledge hub of women through information sharing; latesttrends and networking opportunities
Source/Collection of Data Proof of attendance (email or letter or attendance register or travel documents),conference programmes
Method of Calculation Quantitative - Count of seminars conducted
Data Limitations Attendance registers
Type of Indicator Output
Calculation Type Non-cumulative
STRATEGIC GOAL 3 207
Technical Indicator Descriptions 2019-20
Reporting Cycle Annually
New Indicator Yes
Desired Performance
Indicator Responsibility
Empowered women through knowledge sharing and networks created
Corporate Services Manager
Indicator Title (3.4c)Number of provincial stakeholder engagementsessions conducted
Short Definition Stakeholder engagements conductedby TETA nationally to communicate newdevelopments in the industry
Purpose Increasing awareness of stakeholders on the new developmentsaffecting the industry
Source/Collection of Data Invite, Presentation and Attendance registers
Method of Calculation Quantitative - Count of stakeholder engagements conducted
Data Limitations Absence of key deliverables
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annual
New Indicator Yes
Desired Performance
Indicator Responsibility
Knowledgeable and empowered stakeholders on the new landscape
Corporate Services Manager
STRATEGIC GOAL 3208
Technical Indicator Descriptions 2019-20
Indicator Title (3.4d) Number of strategic conferences attended
Short Definition Conferences that support implementation of TETA strategies andperformance plan
Purpose To increase the knowledge hub of staff through information sharing; latest trendsand networking opportunities
Source/Collection of Data Proof of attendance (email or letter or attendance register or travel documents),conference programmes
Method of Calculation Quantitative - Count of conferences attended
Indicator Title (3.5) Number of out-of-school youth trained on Grade 12improvement programmes
Short Definition Foundational Learning Competency on numeracy and communication skillsprogramme for out-of-school youth who still require some foundation knowledgein numeracy and communication
Data Limitations Attendance Registers
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annual
New Indicator Yes
Desired Performance
Indicator Responsibility
Empowered staff through knowledge sharing; networks created
Strategic Support Manager
Purpose To create a learning opportunity and development pathway for youth who stillrequire some foundation knowledge in numeracy and communication skills in orderto enroll for occupational or TVET qualication
STRATEGIC GOAL 3 209
Technical Indicator Descriptions 2019-20
Source/Collection of Data Quantitative - Entered: Contract between TETA and stakeholder; learnerinformation forms; certied IDs, xed-term contract; latest results (schoolreport/matric certicate)Completed: Statement of results
Method of Calculation Entered: Count of number of learners granted funding for Foundational LearningCompetency ProgrammeCompleted: Count of learners that obtained a statement of results
Data Limitations Learner drop-outs
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annual
New Indicator No
Desired Performance
Indicator Responsibility
Learner competency, improved numeracy, communication skills Learnerprogression and access to further learning
Strategic Support Manager
Indicator Title (3.6a) Number of graduates placed on internship programmes
Short Definition HET and TVET graduates placed on internship programmes to receive exposure toa variety of practical work experiences. This indicator is not limited to “Youth” asdened. “HET and TVET” in this context refers to all graduates who were registered with a recognised post school institution.
Purpose To give graduates exposure to a variety of practical training and work experiencesto complement formal studies completed through HET or TVET qualication orprogramme in the National Qualications Framework (NQF) so as to increase theiropportunity of employment
STRATEGIC GOAL 3210
Technical Indicator Descriptions 2019-20
Source/Collection of Data Entered: Contract between TETA and stakeholder (where applicable); certied IDs; copy of highest qualication; xed-term contract with host employerCompleted: Report on completion of the program or resignation letter
Method of Calculation Quantitative - Entered: Count of graduates placed on internship programmes Completed: Count of graduates that completed the program or obtained employment
Data Limitations Late progress reporting by host employers
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Highly employable graduates as a result of work experience gained
Strategic Support Manager
Indicator Title (3.6b) Number of learners on workplace experience programmes
Short Definition HET and TVET learners placed on workplace experience programmes to gainpractical experiences to supplement the studies for a current qualication enrolledfor through a HET or TVET. This indicator is not limited to “Youth” as dened
Purpose To give HET and TVET learners work experience to support the completion of their HET or TVET qualications or programmes in the National Qualications Framework (NQF)
Source/Collection of Data Entered: Contract between TETA and provider (where applicable); IDs; copy of highest qualication; letter from institution indicating the requirement forworkplace for completion of qualication; contract with employer signed by learner
Completed: Report on completion for learners;
STRATEGIC GOAL 3 211
Technical Indicator Descriptions 2019-20
Method of Calculation Quantitative - Entered: Count of learners placed on workplaceexperience programmesCompleted: Count of learners that completed the full durationof the program
Data Limitations Delays in accessing learner information
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Successful completion of qualications due to practical work undertaken
Strategic Support Manager
Indicator Title (3.6c) Number of TVET learners on Work Experience programmes
Short Definition TVET learners placed on workplace experience programmes to gainpractical experience to supplement the studies for a current qualication enrolledfor through a TVET College. This indicator is not limited to “Youth” as dened
Purpose To give TVET learners work experience to support completion of their TVET qualication or programme in the National Qualications Framework (NQF
Source/Collection of Data Entered: Contract between TETA and provider(where applicable); IDs; copy ofhighest qualication; letter from college indicating the requirement for workplacefor completion of qualication; contract with employer signed by learner
Completed: Report on completion for learners;
Method of Calculation Quantitative - Entered: Count of TVET learners placed on workplaceexperience programmesCompleted: Count of TVET learners that completed the full durationof the program
STRATEGIC GOAL 3212
Technical Indicator Descriptions 2019-20
Data Limitations Delays in accessing learner information
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Successful completion of qualications due to practical work undertaken
Strategic Support Manager
Indicator Title (3.6d ) Number of graduates on work readiness programmes
Short Definition Graduates mentored and coached through work readiness programme
Purpose To support graduates through experiential learning as they adapt to a workenvironment. The programme is developed to equip graduates with soft skills thatwill prepare them for work environment.
Source/Collection of Data Entered: Contract between TETA and stakeholder; learner Information form;xed-term contract signed by each learner; certied IDs; copy of highestqualicationCompleted: Proof of completion of programme in the form of report from contractedprovider or letter from host employer. For learners absorbed in employment–letterof conrmation of employment where applicable or areport indicating such
Method of Calculation Quantitative - Entered: Count of graduates placed on work readiness programCompleted: Count of graduates that completed the program orobtained employment
Data Limitations Non-completion of qualications due to practical work undertaken
Type of Indicator Outcome
Calculation Type Non-cumulative
STRATEGIC GOAL 3 213
Technical Indicator Descriptions 2019-20
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Workplace absorption of candidates
Strategic Support Manager
Indicator Title (3.7a) Number of career items procured
Short Definition Customised TETA career materials
Purpose To procure career material aimed at creating awareness of career opportunitieswithin the transport sector
Source/Collection of Data Delivery note and sample of material received
Method of Calculation Quantitative - Count of career items procured
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Industry awareness of TETA
Communications and Marketing Ofcer
STRATEGIC GOAL 3214
Technical Indicator Descriptions 2019-20
Indicator Title (3.7b) Number of promotional material packs procured
Short Definition Promotional items consisting of the following items: lanyard, pencil case, water bottle and string bag procured to enhance TETA messaging
Purpose To increase TETA brand afnity to the universal audience
Source/Collection of Data Delivery note and a sample of the item procured
Method of Calculation Quantitative - Count of promotional packs procured
Data Limitations Timeous delivery or non-delivery of items
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Increase afnity to the TETA brand
Communications and Marketing Ofcer
Indicator Title (3.7c) Number of media information sessions conducted
Short Definition Use of available media platforms not limited to audio, visual, print, digital etc.to advance TETA brand awareness and messaging
Purpose To leverage the TETA brand using media platforms and brand touch points
Source/Collection of Data Audio clip/print advert clip/video clip/digital links
Method of Calculation Quantitative - Number of times on each media platform
Data Limitations Authenticity of the evidenceAccess to evidence from third parties
STRATEGIC GOAL 3 215
Technical Indicator Descriptions 2019-20
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Increase afnity to the TETA brand
Communications and Marketing Ofcer
Indicator Title (3.8a) Number of TETA career exhibitions conducted
Short Definition Career development service activities conducted to enhance awareness
Purpose Afford learners an opportunity to interact with TETA career advisors to enhancetheir awareness on transport sector careers
Source/Collection of Data External Invite received/motivation for the event and attendance registers/ writtenconrmation of attendance
Method of Calculation Quantitative - Count of each career exhibition event
Data Limitations Delays in receiving attendance registers or conrmation of attendance
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Increased awareness of transport related careers
Communications and Marketing Ofcer
STRATEGIC GOAL 3216
Technical Indicator Descriptions 2019-20
Indicator Title (3.8b) Number of events sponsored to enhance TETA brand
Short Definition Events where TETA contributes either nancially or non-nanciallyto leverage TETA brand
Purpose To promote the TETA brand to its broader stakeholder base
Source/Collection of Data Proof of attendance (email/letter/travel documents) and event program
Method of Calculation Quantitative - Count of each event sponsored
Data Limitations Lack of access to proof of attendance
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Enhanced relations with stakeholders and increased knowledge of TETA mandate
Communications and Marketing Ofcer
(3.8b) Number of events sponsored to enhance TETA brand
Events where TETA contributes either nancially or non-nanciallyto leverage TETA brand
Method of Calculation Quantitative - Count of each event sponsored
Indicator Title (3.9a) Number of internal career guidance advisors capacitated
Short Definition TETA career guidance advisors are capacitated on career development serviceprocesses and environment
Purpose To capacitate TETA career guidance advisors in the delivery of standardised careerinformation that is aligned to national strategies
Source/Collection of Data Agenda; presentations; attendance registers
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of TETA career guidance advisors capacitated
Data Limitations Attendance register not being signed or misplaced
STRATEGIC GOAL 3 217
Technical Indicator Descriptions 2019-20
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Information on careers is delivered to the learners in standardised manner
Communications and Marketing Ofcer
Indicator Title (3.9b) Number of capacity building workshops conducted for teachers
Short Definition Capacitation of teachers in career development services
Purpose To provide the teachers with the necessary information relating to careerdevelopment services
Source/Collection of Data Attendance registers
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of workshops conducted
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Capacitated teachers are able to deliver career information to learners
Communications and Marketing Ofcer
STRATEGIC GOAL 3218
Technical Indicator Descriptions 2019-20
Indicator Title (3.10) Number of schools supported
Short Definition Adopted schools supported through customized programmes aimed at capacityimprovement for Maths, Science and English teachers.
Purpose To improve Grade 12 Maths, Science and English marks that will pave learnerpost-school choice of transport-related qualications and career
Source/Collection of Data Reports per school covering the support interventionsAt completion of the yearly programme: a close out report covering theprogress and support provided at each school
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of the number of supported schools
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Improved teacher prociency in the delivery of the target subjects accompaniedby matching high Grade 12 marks and take-up of careers in Trans- port industryby the learners
Strategic Support Manager
Indicator Title (3.11a) Number of small and medium enterprises funded
Short Definition TETA registered levy paying Small and Medium companies are supported toparticipate in skills developmentA medium companies employ between 50 and 149 employeesA small companies employ between 0 and 49 employees
STRATEGIC GOAL 3 219
Technical Indicator Descriptions 2019-20
Purpose To grow the number of small and medium company participation in skillsdevelopment through training and support
Source/Collection of Data TETA SMSContract between TETA & StakeholderProof of training
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of small and medium companies supported
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Support small and medium business to participate in skills development
Strategic Support Manager
Indicator Title (3.11 b) Number of small non-levy paying entities funded
Short Definition TETA registered non levy paying enterprises and non-registered companies fundedto participate in skills development and training
Purpose TETA registered non levy paying enterprises and non-registered companies fundedto participate in skills development and training
Source/Collection of Data Contract between TETA & StakeholderProof of training
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of small non-levy paying entities funded
Data Limitations None
Type of Indicator Output
STRATEGIC GOAL 3220
Technical Indicator Descriptions 2019-20
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility
Support small non-levy paying entities to participate in skills development
Strategic Support Manager
Indicator Title (3.11c) Number of cooperatives funded
Short Definition Cooperatives funded
Purpose To offer funding in support of Cooperatives, will be funded through TETAdiscretionary grants towards the implementation of TETA strategic plans andAnnual performance plan
Source/Collection of Data Contract between TETA and Stakeholder; copy of CIPC (company registration);Certied ID of company director; Contract between provider and enterpriseindicating the support and conditions of funding
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Count of Cooperatives funded
Data Limitations Complete registration documents for some of the cooperatives approved for funding
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility
Growing and sustainable cooperatives
Strategic Support Manager
STRATEGIC GOAL 3 221
Technical Indicator Descriptions 2019-20
Indicator Title (3.11d ) Number of NGOs funded
Short Definition NGOs funded
Purpose To offer support of NGOs through TETA discretionary grants funding to- wards theimplementation of TETA strategic plans and annual performance plan
Source/Collection of Data Contract between TETA and stakeholder; copy of company registration;certied ID of company director; contract between provider and enterpriseindicating the support and conditions of funding
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of NGOs funded
Data Limitations Complete registration documents for some of the NGOs approved for funding
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Strategic Support Manager
Indicator Title (3.11e) Number of CBOs funded
Short Definition CBOs funded
Purpose To offer support of CBOs through TETA discretionary grants funding to- wards theimplementation of TETA strategic plans and annual performance plan
Source/Collection of Data Contract between TETA and stakeholder; copy of company registration; certied ID of company director; contract between provider and enterpriseindicating the support and conditions of funding
Growing and sustainable NGOs
STRATEGIC GOAL 3222
Technical Indicator Descriptions 2019-20
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of CBOs funded
Data Limitations Complete registration documents for some of the CBOs approved for funding
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Strategic Support Manager
Growing and sustainable CBOs
Indicator Title (3.11f) Number of trade unions funded
Short Definition Trade unions funded for various skills interventions
Purpose To up-skill and support trade unions on various interventions
Source/Collection of Data Contract between TETA and trade union, proof of payment
Method of Calculation Quantitative - Count of each event sponsoredMethod of Calculation Quantitative - Count of trade unions funded
Data Limitations Lack of evidence for reporting
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Strategic Support Manager
Skilled trade union members
STRATEGIC GOAL 3 223
Technical Indicator Descriptions 2019-20
Indicator Title (3.12 ) Number of rural development projects supported
Indicator Title (3.13a) Number of road safety partnerships implemented
Short Definition Implemented collaborative partnership formed in support of road safety initiatives
Purpose To ensure broader approach and more capacity in the ght against road accidents
Source/Collection of Data MoU and SLA
Method of CalculationMethod of Calculation Quantitative - Count of SLAs
Data Limitations None
Short Definition
Purpose To offer support to rural development projects that will give sustainable economicbenet to the participating communities
Source/Collection of Data Contract between TETA and stakeholder; monitoring report
Method of CalculationMethod of Calculation Quantitative - Count the number of projects supported
Data Limitations None
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Chamber Executive Ofcer
Sustainable rural projects that economically benet communities
Projects that provide developmental support to rural areas, poverty strickentownships and previously disadvantaged areasSupported is dened as any of the following: Financial support, Advisory support,Training, Capacity building workshops, Awareness drives and career exhibitions
STRATEGIC GOAL 3224
Technical Indicator Descriptions 2019-20
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility Chamber Executive Ofcer
Increased road safety awareness and reduction of road accidents
Indicator Title (3.13b) Number of road safety awareness initiatives supported
Source/Collection of Data Contract between TETA and stakeholder; report; proof of payment
Method of CalculationMethod of Calculation Quantitative - Count of initiatives funded
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Chamber Executive Ofcer
Increased awareness and improved road accident statistics
Short Definition
Purpose To increase awareness and improve driver prociency and consequently reducenumber of road accidents
Road safety awareness initiatives, such as but not limited to road shows andadvocacy campaigns supported in an effort to improve accident statisticsSupported is dened as any of the following: Financial support, Advisory support,Capacity building workshops and Awareness drives
STRATEGIC GOAL 3 225
Technical Indicator Descriptions 2019-20
Indicator Title (3.14 ) Number of learners put on accident preventiontraining programmes
Short Definition Training of learners on accident prevention skills programmes funded to addressroad safety on South African roads
Purpose These programs will provide skills that will reduce road accidents
Source/Collection of Data Entered: Contract with stakeholders; certied IDs; learner information forms
Method of CalculationMethod of Calculation Quantitative - Count of learners put on skills programme
Data Limitations None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Chamber Executive Ofcer
Skilled resources that drive road safety initiatives
Indicator Title (3.15 ) Number of HIV/AIDS awareness programmes supported
Source/Collection of Data Contracts between TETA and stakeholder; reports
Method of CalculationMethod of Calculation Quantitative - Count of awareness initiatives supported
Data Limitations None
Short Definition
Purpose Support for HIV/AIDS awareness and encourage testing for early detectionand treatment
HIV/AIDS awareness initiatives supported Supported is dened as any of the following: Financial support, Advisory support,Training, Capacity building workshops and Awareness drives
STRATEGIC GOAL 3226
Technical Indicator Descriptions 2019-20
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility Chamber Executive Ofcer
Reduced number of infection and early treatment
Indicator Title (4.1 a) Number of curricula developed for occupational qualifications
Strategic Goal 4: Strengthening the Quality Assurance Systems
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Align curricula to occupational qualications in line with industry needs
Development of curricula for occupational qualications to meet industry needs
Copy of curricula
Quantitative - Each curriculum is counted once
Incorrect requirements submitted by stakeholders, lack of accurate informationto address the industry needs
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
Relevant occupational qualications are developed and used by the industry
STRATEGIC GOAL 4 227
Technical Indicator Descriptions 2019-20
Indicator Title (4.1 b) Number of Qualification Assessment Specifications(QAS) developed
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Align curricula to occupational qualications in line with industry needs
Development of QAS for occupational qualications to meet industry needs
Copy of QAS Addenda
Quantitative - Each curriculum is counted once
Incorrect requirements submitted by stakeholders lack of accurate information toaddress the industry needs
Type of Indicator Output
Calculation Type Quantitative - Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
Relevant occupational qualications are developed and used by the industry
Indicator Title (4.1c) Number of Learning materials developed for QCTO approvedoccupational qualifications
Short Definition
Purpose
Learning materials developed for QCTO occupational qualications that werepreviously developed and submitted to the QCTO for registration on the NQF
The QCTO requires learning materials for approved and registered occupationalqualications in order for training providers to be accredited to deliver trainingagainst the qualication, and so that learners can be nationally recognised andcertied against this qualication.
STRATEGIC GOAL 4228
Technical Indicator Descriptions 2019-20
Source/Collection of Data Signed contract between TETA and learning material developer;Attendance registers (scoping sessions with relevant sub-sectors stakeholders); Minutes of consultation meetings; Report on the process of learning material development; Submission of approved learning material.
Method of Calculation
Data Limitations
The number of occupational qualications that be delivered by thelearning material
Incorrect targeted sub-sector stakeholders; lack of accurate information toaddress the industry needs.
Type of Indicator Output
Calculation Type Numeric
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager / Maritime Executive Ofcer
The indicator is for monitoring the development of learning material completion.This will result in training providers being accredited for the delivery of training,training of learners and certication of this qualication. It is expected to impacton increased skills capacity within the Transport Sector.
Indicator Title (4.2a) Number of Training providers capacitated on TETA ETQA systems
Short Definition
Purpose
Training providers capacitated on TETA ETQA systems
The purpose is to capacitate training providers within the transport sector toensure understanding of TETA ETQA processes and systems. It will also enabletracking of capacitated providers and ensure uniform standard of qualitybetween TETA and providers
Source/Collection of Data Attendance registers; agenda; Invite
STRATEGIC GOAL 4 229
Technical Indicator Descriptions 2019-20
Method of Calculation
Data Limitations
Quantitative - Each training provider is counted once
Recording of attending companies
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
Easy access and efcient use of ETQA systems by TETA stakeholders
Indicator Title (4.2 b) Number of ETD Practitioners supported
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
ETD practitioners are capacitated on TETA ETQA systems
The purpose is to capacitate ETD practitioners (Assessors/ Moderators/ Facilitators/ SDFs) to sufciently support implementation of training
Attendance registers; agenda
Each ETD practitioners is counted once
Recording of attending ETD practitioners
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance
Indicator Responsibility ETQA Manager
Easy access and efcient use of ETQA systems by TETA stakeholders
STRATEGIC GOAL 4230
Technical Indicator Descriptions 2019-20
Indicator Title (4.2 c) Number of training providers monitored
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Training providers to be monitored
The purpose is to monitor training providers within the transport sector to ensurecompliance to TETA ETQA processes and systems
Monitoring reports
Quantitative - Each visit to company is counted once
None
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Annually
New Indicator Yes
Desired Performance
Indicator Responsibility ETQA Manager
Training providers are monitored to ensure compliance to TETA ETQAprocesses and systems
Indicator Title (4.2d) Number of TVET lecturers trained on TETA qualityassurance systems
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
TVET lecturers supported to participate within the transport sector.
To support TVET lecturers to enable their participation within the transport sector
Signed attendance registers
Quantitative – each TVET lecturer will be counted once
Data Limitations None
STRATEGIC GOAL 4 231
Technical Indicator Descriptions 2019-20
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
TVET lecturers supported to participate within the transport sector
Indicator Title (4.3.a) Number of external moderations conducted
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
External moderations conducted on programmes under TETA scope
To ensure that assessments conducted by registered assessors meet thespecied outcomes as described in the NQF standards and qualications, and are fair, valid and reliable
External moderation report
Quantitative -. Each moderation conducted will be counted once
Accuracy of information depends on data captured on the unit's QMR andrecords kept in this unit
Type of Indicator Output
Calculation Type Cumulative for the year
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
Timeous certication of learners.
STRATEGIC GOAL 4232
Technical Indicator Descriptions 2019-20
Indicator Title (4.3 b) Number of learning programmes evaluated
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Learning programmes within TETA scope evaluated
Evaluation of learning programmes within TETA scope based on set criteria toensure alignment to qualications.
Learning programme evaluation reports
Quantitative - Each program evaluated will be counted once(program refers to one unit standard)
Accuracy of information depends on data captured on the unit's QMR andrecords kept in this unit
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
Relevant and industry aligned qualications
Indicator Title (4.4a) Number of candidates on mentorship and coaching programmes
Short Definition
Purpose
Source/Collection of Data
Workplace candidates trained on mentorship and coaching program
Candidates trained to ensure increased capacity in the workplace to sup- portexperiential learners
Entered: Contract between TETA and stakeholder; learner informationforms; certied IDs
STRATEGIC GOAL 4 233
Technical Indicator Descriptions 2019-20
Method of Calculation
Data Limitations
Quantitative - Entered: Count of candidates enrolled in the program
None
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance
Indicator Responsibility ETQA Manager
Competent mentors and coaches that support experiential learning inthe workplaces
Indicator Title (4.4 b) Number of apprenticeship workplace approvals
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Approvals of workplaces that will host apprentices
To offer practical skills and experiential learning to learners that will ensurelearners quality learning and competency on practical and experiential learningin the workplace
Approval letter for the Workplace where learners are placed for theOn- the- Job-Training component of the apprenticeship issued by TETA or otherQuality Assurance Bodies
Quantitative: Count of Workplace approval letters
Insufcient application for workplace readiness submitted for approvalInadequate workplaces meeting the approval criteria
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
STRATEGIC GOAL 4234
Technical Indicator Descriptions 2019-20
New Indicator Yes
Desired Performance
Indicator Responsibility ETQA Manager
Approved workplaces that will produce competent and employable artisans
Indicator Title (4.4 c) Number of learnership workplace approvals
Short Definition
Purpose
Source/Collection of Data
Method of Calculation
Data Limitations
Approvals of workplaces that will host learners on learnership programmes
To offer practical skills and experiential learning to learners that will ensurequality learning and competency on practical and experiential learning inthe workplace.
Approval letter for the workplace where learners are placed for the practicalcomponent of the learnerships issued by TETA or other Quality Assurance Bodies
Quantitative : Count of workplace approval letters
Insufcient application for workplace readiness submitted for approvalInadequate workplaces meeting the approval criteria
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator Yes
Desired Performance
Indicator Responsibility ETQA Manager
Approved workplaces
STRATEGIC GOAL 4 235
Technical Indicator Descriptions 2019-20
Developed by the management of the Transport Education and Training Authority (TETA)under the guidance of the TETA Board and the Department of Higher Education and Training
The Transport sector accounts for 26% of global carbon emissions and emissions in this sector
are growing. With greater concerns over climate change as expressed through many international conferences ...
the transport sector will have to adapt tonew government legislative framework
policies...
Developed by the management of the Transport Education and Training Authority (TETA)under the guidance of the TETA Board and the Department of Higher Education and Training
The main source of funding for TETA is the Skills Development Levies (SDL) which TETA receives in terms
of the Skills Development Levies Act No. 9 of 19999, as amended.
344 Pretoria AvenueTETA House, Randburg 2125Phone: +27 11 577 7000Email: coms@teta.org.zaWebsite: www.teta.org.za
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