for 2018-2019 - agriseta.co.za 20171107 - sign off.pdf · education and training, busa won the...

Annual Performance Plan

For

2018-2019

November 2017

4

Contents Part A: Strategic overview ....................................................................................................................... 5

1. Situational analysis .......................................................................................................................... 5

1.1. Performance delivery environment .................................................................................... 5

1.2. Organisational environment ............................................................................................... 6

2. Revisions to legislative and other mandates .............................................................................. 7

3. Overview of 2018 budget and MTEF estimates .......................................................................... 8

3.1. Expenditure estimates ........................................................................................................ 8

3.2 Relating expenditure trends to strategic outcome oriented goals ......................................... 12

Part B: Programme and sub-programme plans .................................................................................... 13

1. Programme 1: Administration ...................................................................................................... 13

2. Programme 2: Skills Planning .................................................................................................... 20

3. Programme 3 Learning programmes and projects ................................................................... 32

4. Programme 4: Quality assurance .............................................................................................. 41

Part C: Links to other plans ................................................................................................................... 44

5. Links to the long-term infrastructure and other capital plans...................................................... 44

6. Conditional grants ......................................................................................................................... 44

7. Public entities ................................................................................................................................ 45

8. Public-private partnerships ........................................................................................................... 50

No partnership exist with a public entity .............................................................................................. 50

Annexure A: Technical Indicator Descriptor ......................................................................................... 51

5

Part A: Strategic overview

1. Situational analysis

Whilst the AgriSETA Sector Skills Plan (SSP) aims to address wide range of issues in the

agricultural sector, in essence it captures the following important realities which have a

direct impact on the process of development of such skills in the sector1;

The global consensus on commitment to agriculture as a key driver for achieving food security, poverty alleviation and economic growth in Sub-Saharan Africa, calls for new strategies and approaches in Agriculture for development. This commitment will directly encourage development of capacity towards smallholder and emerging farming sector.

The sectoral challenges, which include Inter Alia: Equity; Growth and Competitiveness; Environmental Sustainability; and Governance as identified in the Integrated Growth and Development Plan of the Department of Agriculture, Forestry and Fisheries for the period 2011-2031 shape the process of packaging these skills in the sector.

The pressure on AgriSETA to balance the disbursement of discretionary funds to AET, NQF 1 and NQF 2 learning programme, due to the fact that the Agriculture relies heavily on unskilled and semi-skilled workers with higher pitched learning in response to technological advances and the increase in the need for skilled agricultural workers;

The required efforts of the agriculture sector to change the image of agriculture to attract the youth, to advocate prevalent career and business opportunities in the sector.

The continued low success rate of land reform projects need to be factored into discretionary grant funding plans of the AgriSETA.

1.1. Performance delivery environment

The need for discretionary grant funded support to deliver on the required learning

programmes in the sector outstrips the available resources of the AgriSETA. The Strategic

plan has been updated to the National Treasury framework with the following significant

changes:

AgriSETA identified 4 programmes that will be driven to achieve the organisational

goals aligned with the proposed DHET framework for Strategic Plans;

Strategic outcome orientated goals were devised for the organisation

6

1.2. Organisational environment

The AgriSETA structure is well balanced and is entrenched from Accounting Authority level

to the Operational structure. Stability and extensive institutional knowledge however

challenges exist to fill vacancies resulting from resignations. The AgriSETA registration that

was extended up to 2020 makes the management of talent challenging.

AgriSETA Accounting Authority

Programme 3:

Quality Assurance

Programme 2:

Skills Planning

Programme 3:

Learning

programmes and

projects

Youth and career

development

EXCO Standing Comm.

Mandatory Grants

Decent work Quality Assurance

Governance

Strategic

O

P

E

R

A

T

I

O

N

A

L

CEO

Operations

Programme 1:

Administration

Resources

Finance

ICT

Human resources

Rural

Development and

Cooperatives

Reporting

Research

Qualification

Development

Executive Authority (DHET)

National Council of Provinces (NCOP) select committee on education and

recreation & national assembly portfolio committee on Higher Education and

Training

Agricultural

leadership capacity

Public entity

partnership

development

7

2. Revisions to legislative and other mandates

The following legislative mandates are noted:

Proposal for the New National Skills Development Strategy (NSDS) and Sector

education and Training Authorities (SETAs)

The following pending court case should be noted:

The court case between Business Unity South Africa (BUSA) and the Minister of Higher

Education and Training, BUSA won the court case, currently the mandatory grants are still

pitched at 20%. Changes to the Mandatory grants can have a significant impact on the

number of employers participating in the mandatory grant process.

There have been no significant changes to AgriSETA’s mandates.

8

3. Overview of 2018 budget and MTEF estimates

3.1. Expenditure estimates

Table 1: AgriSETA

Programme Audited outcome Adjusted appropriation

Medium term expenditure estimate

R('000) 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1. Administration 31 102 35 958 38 982 44 195 49 103 50232 53 903 56 868

2. Skills Planning 55 196 46 821 54 579 76 083 79 225 75 762 86 122 90 859

3. Learning programmes

and projects

168 979 141 922 180 138 209 520 229 416 252 202 255 670 269 732

4. ETQA - - - - 20 102 20 102 20 102 20 102 21 208

- -

-

-

-

- -

-

-

- -

-

-

-

- -

-

-

- -

-

-

-

- -

-

-

- -

-

-

-

- -

-

-

255 277 224 701 273 699 349 900 377 846 398 298 415 797 438 666

9

Total

Economic classification

Current payments 38 357 40 085 40 591 42 566 49 103 50 232 53 903 56 868

Compensation of employees 17 226 11 856 14 166 22 400 20 127 23 916 26 678 28 145

Salaries and wages 16 268 10 360 12 611 21 186 20 127 22 557 25 232 26 620

Social contributions 958 1 496 1 555 1 214 1 359 1 446 1 526

Goods and services 20 686 27 843 25 963 20 166 28 975 26 316 27 225 28 722

Of which 1

0

Agency and support/outsourced services 7 207 7 864 9 286 8 073 8 557 10 003 9 614 10 143

Communication 1 240 649 667 850 901 951 1 012 1 068

Computer services 23 - - - - - -

Consultants - 854 266 787 2 337 934 937 989

Contractors - - - - - - -

Inventory

319 226 456 700 742 784 834 880

Lease payments 197 62 257 165 - 200 197 208

Repairs and maintenance 167 385 793 416 441 466 494 521

Research and development 261 489 845 700 - - -

Training and staff development 113 577 798 800 848 895 951 1 003

Travel and subsistence 2 584 4 171 3 369 3 815 4 044 4 526 4 535 4 784

Other

8 575 12 566 9 226 3 860 8 910 5 325 5 613 5 922

Depreciation 445 385 462 - - - -

QCTO

-

-

-

-

2 195 2 232 3 038 3 205

Sale of fixed assets -

-

-

-

- -

-

Impairments and Adjustments to Fair Value -

-

-

-

- -

-

Adjustments to Fair value of financial assets -

-

-

-

- -

-

10

Impairments to non-financial assets -

-

-

-

- -

-

Interest, dividends and rent on land -

1 -

-

- -

-

Interest

-

1 -

-

- -

-

Dividends

-

-

-

-

- -

-

Rent on land -

-

-

-

- -

-

Transfers and subsidies 217 092 279 331 243 061 305 705 328 743 348 066 364 100 384 126

Employer Grant (SETAs only) 54 936 137 409 62 923 61 826 66 739 62 505 73 636 77 686

Other government units - 85 016 - - - - -

National government -

-

-

-

- -

-

Departmental agencies and accounts -

-

-

-

- -

-

Provinces

-

-

-

-

- -

-

Municipalities -

-

-

-

- -

-

National Skills Fund - 85 016 - - - - -

Public corporations and private enterprises (subsidies and other transfers)

- 6 061 9 189 - - - -

Public corporations - - - - - - -

Private enterprises - 6 061 9 189 - - - -

Households and non-government units 54 936 46 332 53 734 61 826 66 739 62 505 73 636 77 686

Discretionary Grant (SETAs only) 162 156 141 922 180 138 243 879 262 003 285 561 290 464 306 440

Other government units 137 526 141 922 - - - - -

National government 109 824 141 922 - - - - -

Departmental agencies and accounts - - - - - - -

11

Provinces

27 702 - - - - - -

Municipalities - - - - - - -

National Skills Fund - - - - - - -

Public corporations and private enterprises (subsidies and other transfers)

24 630 - 180 138 243 879 262 004 285 561 290 464 306 440

Public corporations - - - 243 879 - - -

Private enterprises -

-

-

-

- - -

Households and non government units -

-

-

-

- - -

Higher education institutions -

-

-

-

- - -

Foreign governments and international organisations

-

-

-

-

- - -

Non-profit institutions -

-

-

-

- - -

Households -

-

-

-

- - -

Social benefits -

-

-

-

- - -

Other transfers to households -

-

-

-

- - -

Technical reserves (social security funds only) -

-

-

-

- - -

Tax payment - - - - - - -

Outside shareholders Interest - - - - - - -

Total Expenditure 255 277 224 701 273 699 349 900 377 846 398 298 415 797 438 666

12

3.2 Relating expenditure trends to strategic outcome oriented goals

Creditable institutional mechanisms: this goal will be supported through the implementation of the skills planning programme, focus

will be on establishing research capacity and strengthening the sector skills committees. It is expected that the full allocated budget will

be spend ;

Increased professional, vocational, occupational and workplace learning to create decent jobs: This goal will be supported through the

implementation of the skills delivery programme with the focus on addressing the critical skills identified in the updated sector skills

plan. The funding of learnerships, bursary and internship programmes will be prioritised;

Increased skills levels of cooperatives, NGOs, CBOs in support of Land Reform and rural development.: This goal will be supported

through implementation of the skills delivery programme; a renewed focus will be placed on partnership funding and support to rural

structures and youth. Funding will be prioritised for learnership and skills programmes;

Improved Agricultural education and training systems: This goal will be supported through the implementation of the ETQA programme

and a renewed focus of funding will be channelled towards expanding on the RPL programme and towards alignment with the QCTO

processes.

Increased Mandatory grant participation of levy paying employers: This goal will be supported through the implementation of the skills planning programme, a renewed focus will be placed on the induction of new employers and the capacitation of Skills Development Facilitators (SDFs)

Increased participation of Youth in Agriculture: This goal will be supported through the implementation of the skills planning programme focussing on increased participation in career development events

Increased Public sector capacity: This goal will be supported through the implementation of the Administration and Skills Planning programmes, focussing funding on the development of agricultural leaders and strengthening the capacity of board structures.

13

Part B: Programme and sub-programme plans

1. Programme 1: Administration

1.1. Purpose: To provide strategic leadership, management and support services to AgriSETA. The programme include the Accounting Authority, CEOs office, General Managers office , Financial Administration; Internal Audit; Risk; Stakeholder Relations, Communication; Information Technology and the Human Resources Department To improve the service delivery of public institutions in the agricultural sector through the following offices:

Accounting Authority: Provides leadership, decision-making strategic direction.

Office of the CEO: Provides leadership, strategic direction, policy development, decision-making support and financial oversight for AgriSETA.

Financial Administration: Provides the department with sound financial services.

General Managers office: Provides operational management services.

Stakeholder Relations, Communication and marketing: establishes and strengthens intergovernmental and stakeholder relations, manages communication and marketing services.

Internal audit, provides auditing services to ensure compliance with policies and procedures

Information Technology(ICT), provides hardware and software support to AgriSETA

Human Resources department provides Human capital support for AgriSETA to deliver on its mandate

14

Sub programme 1: Finance Strategic objective Strategic

Plan target Audited/Actual performance Estimated

performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.1 To manage AgriSETA finances in alignment with PFMA and National Treasury guidelines

To reduce the internal control deficiencies reported in the previous AG report by 10%.

- - - - 10% reduction

10% reduction

10% reduction

10% reduction

Programme performance indicators Audited/Actual performance Estimated performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.1.1.

Percentage of budget variances and adjustments reduced

- - - - 10% 20% 30% 40%

1.1.2. 100% of invoices processed within PFMA guidelines

- - - - 100% 100% 100% 100%

1.1.3. All service providers procured and managed within National Treasury guidelines

- - - - 100% 100% 100% 100%

1.1.4. Maintain a 90% verification rate with the asset register

- - - - 90% 90% 90% 90%

1.1.5. Collection rate of 90% of provincial levies

- - - - 90% 90% 90%

90%

15

Quarterly targets 2018 Quarterly targets for programme performance indicators:

Programme performance indicators Reporting period Annual target 2018/19

Quarterly targets

1st 2nd 3rd 4th

1.1.1.

Percentage of budget variances and adjustments reduced

Annually 10% reduction - - - 10%

1.1.2. 100% of invoices processed within PFMA

Quarterly 100% invoices processed in compliance with PFMA regulations

100% 100% 100% 100%

1.1.3. All service providers procured and managed within National Treasury guidelines

Quarterly 100% of service providers

100% 100% 100% 100%

1.1.4. Maintain an 90% verification rate with the asset register

Quarterly 90% reduction 90% 90% 90% 90%

1.1.5. Collection rate of 90% of provincial levies

Annually 90% collection rate of provincial levies

0 0 0 90%

Sub programme 2: Governance Strategic objective Strategic


performance Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.2.

To provide strategic direction and oversight to AgriSETA for effective and direct facilitation of interventions in achievement of the organisational goals

To improve the governance function of the board by 15% annually

- - - - 15% improvement of governance function

15% improvement of governance function



16


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.2.1. Number of board meetings - - - - 4 4 4 4

1.2.2 Number of board sub-committee meetings

- - - - 4 4 4 4

1.2.3. 10% increase in the quality of the information that the board receive from board sub-committees

- - - - 10% increase in quality

10% increase in quality





Quarterly targets

1st 2nd 3rd 4th

1.2.1. Number of board meetings Quarterly 4 1 1 1 1

1.2.2 Number of board sub-committee meetings

Annually 4 1 1 1 1

1.2.3. 10% increase in the quality of the information that the board receive from board sub-committees

Annually 10% increase in quality

- - - 10% increase in quality

17

Sub programme 3 : Information Technology(ICT) Strategic objective Strategic


performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.3. Provision of a hard and software solution to AgriSETA

To increase the responsiveness of the ICT solution by 10% annually

- - - - 10% increase 10% increase 10% increase

10% increase


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.3.1. 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report.

- - - - 90% resolved in 24 hours

90% resolved in 24 hours



1.3.2. ICT solution reviewed annually - - - - 1 1 1

1



Quarterly targets

1st 2nd 3rd 4th

1.3.1 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report.

Annually 90% of queries resolved

90% of queries resolved




1.3.2 ICT solution reviewed annually Annually 1 0 0 1 0

18

Sub programme 4: Human Resources Strategic objective Strategic


performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.4. Provision of Human Capital support to AgriSETA

To increase and maintain the level of employee satisfaction to 80% annually

- - - - 80% satisfaction

80% satisfaction

80% satisfaction

80% satisfaction


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1.4.1. 90% of employees participate in further career development

- - - - 90% 90% 90% 90%

1.4.2. 90% of vacant positions filled - - - - 90% 90% 90% 90%

1.4.3. All employees sign performance contracts annually

- 53 100% 100% 100%



Quarterly targets

1st 2nd 3rd 4th

1.4.1. 90% of employees participate in further career development

Annually 90% - - - 90%

1.4.2. 90% of vacant positions filled Quarterly 90% 90% of vacant positions filled

90% of vacant positions filled



19

1.4.3. All employees sign performance contracts annually

Annually 100% 100% - - -

1.3. Reconciling performance targets with the Budget and MTEF

Table 1: Programme name: Administration

Sub Programme: Expenditure outcome Adjusted

appropriation


R’000 R’000

NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1 Finance 14 361 17 894 19 030 19 638 18 638 19 638 19 638 20 718

2 Governance 2 093 2 192 2 620 2 637 3 081 3 635 4 289 4 525

3 *Information Technology(ICT) 3 572 3 512 4 511 183 193 204,6 216,87 229

4 Human Resources 10 403 11 856 12 625 18 621 23 744 26 754 26 678 28 145

5 #Youth and Career Development

673 774 196 3 115 - - - 0

*Outsourced function 31 102 35 958 38 982 44 195 49 103 50232 53 903 56 868

# Moved to Skills Delivery

1.4. Performance and expenditure trends

Finance-During this MTEF this sub-programme will focus on the implementation of the new SCM guidelines

Governance- This sub-programme will focus on the continuous development of board sub committees and structures

*Information Technology-The management and storage of information will be prioritised through the maintenance of infrastructure and the continuous improvement of information systems

Human Resources-The retention of talent and human capital will be prioritised in this MTEF in light of the new SETA landscape. The management and measurement of performance will also be prioritised through the implementation of a new performance management system.

20

2. Programme 2: Skills Planning

2.1. Purpose: To ensure that HRD information is available and to contribute to skills development planning.

This programme aims to address the challenges resulting from the lack of institutional mechanisms, to provide credible information and an

analysis of the supply and demand for skills, thus informing the skills planning and delivery processes. It also looks at the gap in terms of the

capacity to conduct and coordinate professional research, and the dissemination of information.

The management of mandatory grants will be done through the skills planning department who is ultimately responsible for achieving the

objectives within this programme. Currently AgriSETA has approximately 21 408 registered employers, of which 5 233 pay skills development

levies. The SETA has a total of 2 394 registered SDFs (skills development facilitators) throughout the nine provinces, who are either employed

by companies or work as freelance consultants for one or more companies. Generally, the mandatory grant system and the submission of the

WSPs (workplace skills plans) and ATRs (annual training reports) by companies are working well, at a 73% pay-out rate to employers

participating in mandatory grants. However, there are some challenges that need to be addressed in order to maximise the effectiveness of

this process.

Sub-programme 2.1.: Research

Strategic objective Strategic Plan target

Audited/Actual performance Estimated performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.1.

Establish and maintain a credible mechanism for skills planning and delivery in agricultural sector

To establish and enhance a credible institutional mechanism for skill planning and delivery in the agricultural sector by 2019

- - - 1 system 1 system 1 system 1 system 1 system

21


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.1.1.

Sector skills plans, Annual performance plans and Strategic plans updated

1 1 1 1 1 1 SSP 1 APP 1 SP

1 SSP 1 APP 1 SP

1 SSP 1 APP 1 SP

2.1.2. Research agenda developed and approved No target No target 1 1 1 1 1 1

2.1.3. Number of SSC committees established and strengthened through capacity building sessions and plenaries.

0 1 7 11 SSCs 2 Capacity building 1 Plenary

11 SSC’s 2 Meet. 1 Plen.

11SSC’S 2 Meet .

2 plen.

11SSC’s 2 Meet. 2 Plen.

11SSC’s 2 Meet. 2 Plen.



Quarterly targets

1st 2nd 3rd 4th

2.1.1.

Sector skills plans, Annual performance plan and strategic plans updated

Annually 1 SSP 1 APP 1 SP

1 SSP 1 APP 1 SP

0 0

2.1.2. Research agenda developed and approved

Quarterly 1 0 0 1 0

2.1.3. Number of SSC committees established and strengthened through capacity building sessions and plenaries.

Annually 11 SSC’s 2 Meetings 2 Plenary

0 11 SSC’s 1 Meetings 1 Plenary

0 11 SSC’s 1 Meetings 1 Plenary

22

Sub-programme 2. 2: Reporting Strategic objective Strategic

Plan target


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.2.

Improved management of information and knowledge that is generated within and outside the AgriSETA to enhance performance and inform the overall strategic planning processes

To increase the accessibility of Information and knowledge by 30%

- - - - 30% increase 30% increase 30%

increase

30% increase

23


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.2.1. Number of internal knowledge exchange sessions

No Target No Target No Target No Target 4 4 4 4

2.2.2. Number of performance monitoring sessions facilitated with target holders within AgriSETA

No Target No Target No Target No Target 12 12 12 12

2.2.3.

Maintain a 10% Improvement in the validity of reported information

No Target No Target No Target No Target 10% improvement

10% improvement

10% improvement

10% improvement

2.2.4. Improve the quality of performance information by 10% through internal workshops and feedback.

No Target No Target No Target No Target 10% improvement

10% improvement

10% improvement

10% improvement


Programme performance indicators

Reporting period Annual target

2018/19

Quarterly targets

1st 2nd 3rd 4th

2.2.1. Number of internal knowledge exchange sessions

Quarterly 4 meetings 1 1 1 1

2.2.2. Number of performance monitoring sessions facilitated with target holders within AgriSETA

Quarterly 12 meetings 3 3 3 3

24

2.2.3. Maintain a 10% Improvement in the validity of reported information

Quarterly 10% improvement

10% improvement

10% improvement

10% improvement

10% improvement

2.2.4. Improve and maintain the quality of performance information by 10% through internal workshops and feedback.

Quarterly 10% improvement

10% improvement

10% improvement

10% improvement

10% improvement

Sub-programme 2.3: Mandatory Grants Strategic objective Strategic

Plan target Audited/Actual performance

Estimated performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.3

Improved Mandatory Grant Administration

To increase employer access to grant information by 15% to enable the maximum number of enterprises in the sector to participate in the National Skills Development Strategy.

- - - - 15% increase 15% increase

15% increase

15% increase

25


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.3.1.

Annual revision of the mandatory grant system to improve effectiveness;

No target No target

1 system reviewed

1 system reviewed

1 system reviewed

1 system reviewed

1 system reviewed

1 system reviewed

2.3.2. An increase in the participation of employers in mandatory grants;

No target No target

380 large firms 470 medium firms 850 small firms






2.3.3. Increasing the payment of mandatory grants to 76% annually,

76% of grants paid

76% of grants paid

76% of grants paid

78% of grants paid

78% of grants paid

2.3.4. Number of SDF’s trained annually as part of support to employers;

30 40 Not reported

412 SDF’s trained

50 SDFs trained

75 SDFs trained

80 SDFs trained

85 SDFs trained

26



Reporting period Annual target 2018/19 Quarterly targets

1st 2nd 3rd 4th

2.3.1.

Annual revision of the mandatory grant system to improve effectiveness;

Annually 1 system reviewed and improved

0 0 1 0

2.3.2. An increase in the participation of employers in mandatory grants;

Annually L-Large employer-410 M-Medium employer-545 S-Small employer-1011

0 410 L 545 M 1011 S

0

2.3.3. Increasing the payment of mandatory grants to 76% annually,

Annually 76% of mandatory grants paid

- _ _ 76% of mandatory grants paid

2.3.4. Number of SDF’s trained annually as part of support to employers;

Annually 75 SDF’s trained annually 0 0 75 0

27

Sub programme 2.4. Agricultural leadership capacity Strategic objective Strategic


performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.4.

Increase the

internal and

external

leadership

capacity to

effectively

direct and

facilitate the

delivery of

sector-

specific

interventions.

To increase leadership skills by 40% to establish sound social partner governance structures and systems.

- - - - 40%

increase

40% increase 40% increase

40% increase


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.4.1 Number of learners participating in Agricultural leadership development programmes

Not reported

No target

25 40 40 40 40 40

2.4.2. Number of capacity building programmes for board standing committees;

Not reported

Not reported

0 1 1 1 1

1

28




1st 2nd 3rd 4th

2.4.1.

Number of learners participating in Agricultural leadership development programmes

Quarterly 40 0 0 40 0

2.4.2. Number of capacity building programmes for board standing committees;

Annually 1 0 0 1 0

Sub programme 2.5. Public entity partnership development Strategic objective Strategic



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.5.

Increase

public sector

capacity for

improved

service

delivery and

to provide

appropriate

To increase the skills levels of beneficiaries of public sector capacity building programmes

- - - - 30% increase 30% increase 30% increase

30% increase

29

support for

agricultural

and rural

development

by 30%



Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

2.5.1 Number of co-funded projects supported through public entities

- - - - 8 8 8 8

2.5.2.

Number of research projects established

- - - - 10 10 10 10

2.5.3.

Number of partnerships with Public Entities in support of Ministerial Projects

- - - - 7 7 7 7



Reporting period

Annual target 2018/19 Quarterly targets

1st 2nd 3rd 4th

2.5.1 Number of co-

funded projects

supported through

public entities

Annually 8 2 2 2 2

2.5.2. Number of research

projects established

Annually 10

- - 5 5

30

2.5.3. Number of

partnerships with

Public Entities in

support of

Ministerial Projects

Annually 7 2 2 2 1


Table 2: Programme name: Skills Planning

Sub Programme: Expenditure outcome Adjusted

appropriation


R’000 R’000

NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1 Research 241 452 782 1 383 925 1 383 1 383 1 459

2 Reporting - - - - - - -

3 Mandatory Grants 50 815 42 857 49 704 57 656 61 733 57 817 68 562 72 333

4 Agricultural leadership capacity - - - 2 088 1 358 1630 1 630 1 720

5 Public entity partnership development

- - - 9 250 9 267 9 250 8 088 8 533

7.5% Project Management 4 140 3 512 4 093 5 706 5 942 5 682 6 459 6 814

Total programme budget 55 196 46 821 54 579 76 083 79 225 75 762 86 122 90 859

31


Research

The priority for the research sub-programme within the MTEF for 2018 will be to establish and strengthen internal research capacity

through additional human capital and to re-structure and capacitate the Sector Skills Committee’s to inform the AgriSETA planning

process

Reporting

Within this MTEF the reporting sub-programme will focus on strengthening internal monitoring and verification processes to ensure

that credible and reliable information is reported that further enhancing the SETAs capacity to use internal data for planning purposes

Mandatory Grants

During this MTEF this sub-programme will focus on strengthening data collection through the WSP/ATR process and to increase the

current base of employers participating in the mandatory grant process

Agricultural Leadership capacity

The expenditure focus for this period will be on the development of new and emerging farmers and governance capacity of the

AgriSETA accounting Authority

Public entity partnership development

The expenditure for this reporting period will focus on the establishment of research activities within the Agricultural sector and to

support Agricultural structures to improve service delivery.

32

3. Programme 3 Learning programmes and projects

3.1. Purpose: To, through skills development impact on the productivity and profitability of the agricultural sector and to contribute to food security, vibrant entrepreneurship and self-reliance especially for rural economies.

Sub programme 3.1: Professional, Vocational, Occupational and Workplace Learning – Decent Work Strategic objective Strategic



2013/14 2014/15 2015/16 2016/17

2017/18 2018/19 2019/20 2020/21

3.1.

Increase non-academic workplace based vocational learning opportunities in the agricultural sector

To increase the efficiency of beneficiaries/learners in the workplace by 30% annually and increase access to learning opportunities by 10% annually

- - - - 30% increase in efficiency 10% increase in access

30% increase in efficiency 10% increase in access




Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

3.1.1.

Number of learnerships, skills and AET programmes to employed learners;

LS-1371 SP-3616 AET-1477

LS-586 SP-399 AET-931

LS-899 SP-3469 AET-933

LS-1822 SP-2447 AET -1025

LS-2600 SP-2892 AET -850

LS-2405 SP-2919 AET -830

LS-2700 SP-2892 AET -850

LS-2900 SP-3000 AET -875

3.1.2. Number of commodity organisations supported

Com. Orgs - 10

Com. Orgs 20

Com. Orgs 16

Commodity Orgs - 17

Commodity Orgs - 20

Commodity Orgs - 20

Commodity Orgs - 20

Commodity Orgs - 20

3.1.3 Number of employed learners completing learnerships, skills and AET programmes;

LS-962 SP-3455 AET-773

LS-331 SP-413 AET-581

LS-1249 SP-3547 AET-519

LS-No target SP-No Target AET –No Target

LS-1150 SP-1152 AET -425

LS-1200 SP-1350 AET -425

LS-1350 SP-1445 AET -425

LS-1450 SP-1445 AET -435

33

3.1.3. Number of Internship and graduate placement programmes;

INT-418 G.PL 485

INT-285 G.PL 361

INT-268 G.PL 294

INT-613 G.PL 361

INT-365 G.PL 370

INT-400 G.PL 375

INT-410 G.PL 380

INT-420 G.PL 385

3.1.5. Number of Internship and graduate placement programmes completed;

INT- No Target G.PL-No Target

INT-94 G.PL 261

INT-138 G.PL 41

INT-No target G.PL No Target

INT-125 G.PL 138

INT-125 G.PL 138

INT-125 G.PL 138

INT-125 G.PL 138

3.1.6. Number of bursaries to employed and un-employed learners and Artisan Development programmes;

Artisan 131 B(18.1)–87 B(18.2)-187

Artisan 227 B(18.1)–87 B(18.2)-157

Artisan 335 B(18.1)95 B(18.2)- 234

Artisan 201 B(18.1)–100 B(18.2)-372

Artisan 235 B(18.1)–125 B(18.2)-275

Artisan 219 B(18.1)–120 B(18.2)- 250

Artisan 233 B(18.1)–160 B(18.2)- 275

Artisan 233 B(18.1)–200 B(18.2)- 280

3.1.7. Number of employed and un-employed learners completing bursary and Artisan Development programmes;

Artisan 49 B(18.1)–44 B(18.2)-45

Artisan 113 B(18.1)–10 B(18.2)-5

Artisan175 B(18.1)-Not reported B(18.2)- Not reported

Artisan No target B(18.1)– No target B(18.2)-No target

Artisan 130 B(18.1)–50 B(18.2)-82

Artisan 130 B(18.1)–45 B(18.2)-82

Artisan 130 B(18.1)–50 B(18.2)-82

Artisan 130 B(18.1)–50 B(18.2)-82

3.1.8. Number of HIV and Aids DVD’s

distributed to create awareness

Not

reported

570 704 563 850 1000 1000 1000


Programme performance indicators Reporting period

Annual target 2018/19

Quarterly targets

1st 2nd 3rd 4th

3.1.1.

Number of learnerships, skills and AET programmes to employed learners

Quarterly LS-2405 SP-2919 AET -830

LS-600 SP-0 AET-0

LS-600 SP-0 AET -276

LS-600 SP-1460 AET -276

LS-605 SP-1459 AET -278

3.1.2. Number of commodity organisations supported

Quarterly Commodity Orgs - 20 Com. Org- 0 Com. Org - 8 Com. Org - 8 Com. Org – 4

34

3.1.3 Number of employed learners completing learnerships, skills and AET programmes;

Quarterly LS-1200 SP-1350 AET -425

LS-300 SP-0 AET-0

LS-300 SP-0 AET -0

LS-300 SP-675 AET -212

LS-300 SP-675 AET -213

3.1.4. Number of Internship and graduate placement programmes;

Quarterly INT-400 G.PL 365

0 INT-200 GPL-200

INT-100 GPL-120

INT-100 GPL- 45

3.1.5 Number of Internship and graduate placement programmes completed;

Quarterly INT-125 G.PL 138

INT-0 G.PL-0

INT-0 G.PL -0

INT-62 G.PL 69

INT-63 G.PL 69

3.1.6. Number of bursaries to employed and un-employed learners and Artisan Development programmes;

Quarterly Artisan 219 B(18.1)–120 B(18.2)- 250

Artisan- 60 B(18.1)–0 B(18.2)-0

Artisan- 60 B(18.1)–40 B(18.2)-70

Artisan- 60 B(18.1)–40 B(18.2)-100

Artisan- 39 B(18.1)–40 B(18.2)-80

3.1.7. Number of employed and un-employed learners completing bursary and Artisan Development programmes;

Quarterly Artisan 130 B(18.1)–45 B(18.2)-82

Artisan 0 B(18.1)–0 B(18.2)-0

Artisan 43 B(18.1)–0 B(18.2)-0

Artisan 43 B(18.1)–0 B(18.2)-0

Artisan 44 B(18.1)–45 B(18.2)-82

3.1.8. Number of HIV and Aids DVD’s

distributed to create awareness

Quarterly 1000 0 350 600 50

35

Sub programme 3.2. Rural Development

Strategic objective Strategic Plan target


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

3.2.

Increased governance and skills levels of NLPE to create stability and an environment for economic growth.

To increase the governance of NLPE’s by 20% and skills levels of beneficiaries with 30% annually.

- - - - 20% increase

in governance

and 30%

increase in

skills levels of

unemployed

beneficiaries

20% increase in governance and 30% increase in skills levels of unemployed beneficiaries




Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

3.2.1.

Number of Learnership, Skills programmes for unemployed learners and support to Rural structures

LS – 1741 SP – 5189 Mentor’s-Not reported

LS – 797 SP –1821 Mentor’s - 30

LS – 1263 SP –1651 Mentor’s - 24

LS – 1258 SP – 3258 Mentor’s - 48

LS – 1900 SP – 3900 Mentor’s 30

LS – 2000 SP – 2667 Mentor’s – 30

LS – 2150 SP – 3000 Mentor’s - 35

LS – 2300 SP – 3440 Mentor’s - 40

3.2.2.

Number of unemployed learners completing Learnership and Skills programmes

LS – 125 SP – 3104

LS – 22 SP – Not reported

LS – 470 SP –Not reported

LS – No Target SP – No Target

LS – 768 SP – 1750

LS – 800 SP – 2280

LS – 840 SP – 2600

LS – 900 SP – 3000

3.2.3. Number of learners entering new venture creation programmes

Not reported

30 50 27 60 64 70 75

3.2.4. Number of learners completing new venture creation programmes

No target No target 35 No target set

40 45 50 55

36

3.2.5. Number of organisations supported through learnerships and new venture creation programmes in partnership with NGOs, CBOs, Co-ops

550 241 220 321 220 220 220 220

3.2.6. Number of extension officers to be trained

10 No target 233 56 60 70 80 90



Quarterly targets

1st 2nd 3rd 4th

3.2.1.

Number of Learnership, Skills programmes for unemployed learners and support to Rural structures

Quarterly LS – 2000 SP – 2667 SRS- 30

LS – 0 SP – 0 SRS- 0

LS – 670 SP – 0 SRS - 5

LS – 665 SP – 661 SRS - 10

LS – 665 SP – 2006 SRS - 15

3.2.2.

Number of unemployed learners completing Learnership and Skills programmes

Quarterly LS – 760 SP – 2280

LS – 0 SP – 0

LS – 256 SP – 0

LS – 250 SP – 1140

LS – 254 SP – 1140

3.2.3. Number of learners entering new venture creation programmes

Quarterly 64 People trained

0 10 24 30

3.2.4. Number of learners completing new venture creation programmes

Quarterly 45 0 0 0 45

3.2.5. Number of organisations supported through learnership and new venture creation programmes in partnership with NGOs, CBOs, Co-ops.

Quarterly 220 0 100 100 20

3.2.6. Number of extension officers to be trained

Quarterly 70 0 10 30 30

37

Sub programme 3.3: Youth and Career Development

Strategic objective Strategic

Plan target

Audited/Actual performance Estimated

performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

3.3.

The development

of an integrated

career

development

programme

To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development.

- - - - 30% increase in perception

30% increase in perception



Programme performance indicators Audited/Actual performance Estimated

performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

3.3.1. The development of an integrated career

development programme

No target No

target

No target No

target

1 1 1 1

3.3.2.

Number of strategic partnerships

established for enhancing the capacity of

youth in agriculture and career

development

No target No

target

No target No

target

2 2 2 2

38

3.3.3. Number of career exhibitions

attended, schools involved and

learners exposed

Expo’s

not

reported

16 Expo’s 8 Expo's 18 expo’s 15 x

Exhibit.

15 x Exhibit.

15 x Exhibit.

15 x Exhibit.

Schools not reported

Schools not reported

873 x schools

164 x schools

100 Schools

100 Schools

100 Schools

100 Schools

Not reported

Not reported

5 000 x

learners

exposed

28887 x

learners

exposed

5000x

learners

exposed

5000x

learners

exposed

5000x learners exposed

5000x

learners

exposed


Programme performance

indicators

Reporting period Annual target

2018/19

Quarterly targets

1st 2nd 3rd 4th

3.3.1. The development of an

integrated career

development programme

Annually 1 0 0 0 1

3.3.2. Number of strategic

partnerships established

for enhancing the capacity

of youth in agriculture and

career development

Annually 2 0 1 1 0

3.3.3. Number of career

exhibitions attended,

Quarterly 15 x Exhibit. 0 5 5 5

39

schools involved and

learners exposed

100 Schools

5000x learners

exposed

0

0

35

1500

35

1500

30

2000


Table 3 Programme name: Learning programmes and projects

PROGRAMME: SKILLS DELIVERY Expenditure outcome Adjusted

appropriation


R’000 R’000

NO

DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1 Professional, Vocational, Occupational and

Workplace Learning – Decent Work 128 910 96 816 127 823 117 629 124 909 138 122 140 078 147 782

2 Rural Development 27 396 34 462 40 365 80 400 84 419 92 284 93 363 98 498

3 Youth and Career Development - - - - 2 882 2 881 3 054 3 222

7.5% Project Management 12 673 10 644 11 950 11 488 17 206 18 915 19 175 20 230


40


Professional, Vocational, Occupational and Workplace Learning – Decent Work

The Sector Skills Plan for the 2018 period identified the development of higher level skills in the Agricultural sector as critical and

scarce, through Learnerships, Bursaries, internships this programme will provide opportunities for the development of these skills in

the Agricultural sector. This sub programme will ensure that the following Occupations amongst others, are addressed as identified in

the sector skills plan for 2018: Veterinarians, Agricultural scientists, Farm Managers, Agricultural produce inspectors, Agricultural

Engineers, Industrial Machinery Mechanic, Mobile plant operators, operations managers, mixed crop and livestock farm workers,

Research and development Managers and Agricultural consultants, implementation will be through Learnerships, skills, internships and

bursary programmes. The development of numeracy and literacy skills will also be prioritised to improve these basic level skills for

employees.

Rural Development

During this MTEF this sub-programme will continue to focus on the strengthening and support to youth and co-operative structures to

improve food security. Through new venture creation programmes and learnerships mentorship skills capacity will be built to mentor

new and up-coming farmers. The development extension services to farming enterprises are seen as a keen initiative to support

farmers and ensure longer term sustainability. The development of agricultural leadership will focus on providing the new and

emerging farmer with the required competencies to increase the knowledge base increasing competitiveness and improving the overall

sustainability of the emerging farming sector. This programme will again in this MTEF leverage on conditional grants to broaden the

AgriSETA’s impact in support to Rural structures.

This sub programme will ensure that the following Occupations amongst others are addressed as identified in the sector skills plan for

2018: Veterinarians, Agricultural scientists, Agricultural produce inspectors, Agricultural Engineers, Industrial Machinery Mechanic,

Mobile plant operators, mixed crop and livestock farm workers, implementation will be through Learnership and skills programmes.

Youth and career development-The priority within this sub-programme is to further expand on career development activities and to

focus on partnerships to implement an integrated career development strategy

41

4. Programme 4: Quality assurance

4.1. Purpose: To ensure that there are sufficient, high quality skills development institutions serving the agricultural sector Strategic objective Strategic


performance

Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

4.1 Improve agricultural education and training systems to be more responsive to the needs of the sector

To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes .

- - - - 30% 30% 30% 30%


Medium-term targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

4.1.1.

Number of Agricultural Colleges (TVET's) supported with capacity building programmes.

No target 12 15 21 11 11 11 11

4.1.2. Number of occupationally directed qualifications developed;

No target 3 7 0 6 6 6 6

4.1.3. Number of AQP’s supported through alignment to the QCTO

No target 0 0 3 AQPs 5 AQPs 5 AQPs 5 AQPs 5 AQPs

4.1.4. Number of RPL projects implemented

No target 2 6 6 6 6 6 6

42




1st 2nd 3rd 4th

4.1.1.

Number of Agricultural Colleges (TVET's) supported with capacity building programmes.

Annually 11 Colleges supported 0 4 4 3

4.1.2. Number of occupationally directed qualifications developed;

Annually 6 Qualifications fully developed 0 2 2 2

4.1.3. Number of AQP’s supported through Alignment to the QCTO

Annually 5 AQPs currently supported 0 1 2 2

4.1.4. Number of RPL projects implemented

Annually 6 RPL projects implemented 0 2 2 2

43

1.2. Reconciling performance targets with the Budget and MTEF Table 4 : Programme name: Quality assurance

Sub PROGRAMME: QUALITY ASSURANCE

Expenditure outcome

Adjusted appropriation


R’000 R’000

NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

1 Enhancing agricultural education and training systems to be more responsive to the needs of the sector

8 131 8 233 19 148 18 594 18 594 18 594 18 594 19 617

7.5% Project Management 659 667 1 552 1 508 1 508 1 508 1 508 1 591


4.1. Performance and expenditure trends This programme will continue to focus on strengthening the quality assurance function through support to the development of occupational qualifications and the support to assessment quality partners in the implementation of new qualifications. Closer participation and strengthening relations with Sector Skills Committees will be utilised to identify new or emerging occupations. The support to Colleges of Agriculture will continue to ensure that the base for learning programme delivery is broadened. The recognition of prior learning (RPL) programme will be further expanded to respond to the need of the sector.

44

Part C: Links to other plans

5. Links to the long-term infrastructure and other capital plans

No Long term infrastructure or capital plans

6. Conditional grants

The AgriSETA’s levy base is relatively small in relation to the need expressed for funding of learning interventions annually. The cross subsidization of capacity building programmes and the collaborative approach taken by AgriSETA broadens the impact of projects. The table below reflects the conditional grants currently active:

No. Name of Grant Purpose Performance Indicator

Continuation Motivation

1 Department of Labour (UIF)

Provision of skills to cooperatives and UIF beneficiaries and providing Training Lay-off support to distressed employers

4000 Skills Programmes

Yes The current economic conditions in the sector (drought and climate change) severely affected most farmers and the request for relieve through TLS is dire, the number of UIF beneficiaries to be assisted through skills development is still huge.

2 Limpopo IDFC Nguni cattle Development Trust

Provision of mentorship support to the Nguni Cattle farmers in Limpopo.

40 livestock farmers will benefit from the programme

Yes The need to capacitate indigenous livestock owners with the required skills in order to develop a scientific breeding, pasture and vaccination programmes in line with industry norms

3 Department of Rural Development (Eastern Cape)

Provision of mentorship programmes to beneficiaries

50 farmers will benefit directly from the programme

Yes The programme will ensure that the programme remains sustainable in the medium term

45

6.2. Public entities

No. Name of Public Entity Mandate Output Current Annual Budget

Date of Evaluation

1 Department of Rural Development and Land Reform Gauteng

Rural Development

Training, infrastructure support, and linkages.

R400 000 Annually-March 2018

2 Polokwane Local Municipality

Rural Development

Governance, Enterprise Development and Technical training


3 Regional Land Claims Commission (KZN)

Rural Development



4 North-West Department of Rural Development and Land Reform

Rural Development



5 Polokwane Local Municipality

Rural Development



6 Land Claims Commission Limpopo

Rural Development



7 Department of Rural Development (Eastern Cape)

Rural Development



7. Public entities

AgriSETA recognises the importance of partnerships to achieve implementation of the Sector

strategy. Over a number of years the SETA has worked with various sector stakeholders to

implement skills development projects. Some projects are of a short term nature, but many have

developed into medium term collaborations that have organically evolved into more meaningful

longer term partnerships. This section is in two parts: the one dealing with existing partnerships,

setting out their focus and scope; the second setting out a strategy for the development of new

partnerships during the period 2015-2020.

46

7.1. Current partnerships

Department of Rural Development and Land Reform Gauteng

AgriSETA has funded emerging farmers through a budget of R400 000. These farmers were

supported by the DRDLR through inputs for production as well as farm capital infrastructure. In total

8 farmers will benefit from the programme. The project will be reviewed and success factors

evaluated to extend the project into the next financial year.

Polokwane Local Municipality

A funding of R 400 000 was approved by AgriSETA to assist farmers to be settled on the

municipality’s farm. In total 4 farmers will benefit directly from the project. The proposed

intervention covers areas such as Governance Training, Enterprise Development and Technical

Training which focus on AgriSETA’s PIVOTAL programmes. The project will be continued based on an

evaluation of the current year project.

Regional Land Claims Commission (KZN)

Funding of R 400 000 was approved by AgriSETA to land restitution projects as identified by the Land

Claims Commission in KZN. A total of 8(eight) land restitution projects have been identified to be

supported through mentorship programmes and capacity development programmes in governance

and general management to ensure compliance to the Communal Property Association Act. The

project will be continued based on an evaluation of the agreed deliverables.

North-West Department of Rural Development and Land Reform

AgriSETA in partnership with North-West Department of Rural Development and Land Reform

approved a mentorship programme in the North West Province. One farming enterprise will benefit

directly from the partnership. An amount of R400 000 has been approved for this project with the

expectation to extend the project into the next financial year.

Land Claims Commission Limpopo

AgriSETA entered into a partnership with the Land Claims Commission in Limpopo. The project will

focus on mentorship support and a budget to the value of R400 000 was approved. This support

programme will be geared towards the Gagesho farming project. This project was approved for

support by AgriSETA after it received Recapitalisation and Development funding from the Land

Claims Commission to the value of R3 000 000. One owner and six full time employees will benefit

from the project. The project after evaluation is expected to be extended based on the success of

the intervention.

47

7.2. Planned Partnerships

Youth

The National Rural Youth Service Corps (NARYSEC) has as its focus to develop rural youth. In a joint

project some 470 young people have been provided access to agricultural training. This is an

important project as it aims to motivate and incentivise young people to work on the land and

thereby have a stake in their rural communities rather than gravitate to the towns. It is unclear at

this stage how successful the project has been. On the basis of a review the DRDLR and the SETA will

determine whether to take the project forward in the longer term.

Limpopo Department of Agriculture

AgriSETA in partnership with the Limpopo Department of Agriculture will focus on the support to the

Comprehensive Agricultural Support Programme (CASP), Revitalisation of Agriculture and Agro-

processing value Chain (RAAVC). This partnership is conceptualised in line with the NDP nine point

plan given context in the Operation Phakisa programme for Agriculture and Land Reform.

Mining Development Agency and UIF

AgriSETA in partnership with the Mining Development Agency and the UIF will focus on supporting

skills development in mining communities interested in agriculture. The project will further focus of

employees that were laid off in the mining sector. The project will be driven through a co-funded

model in partnership with UIF, AgriSETA and MDA.

Agricultural and TVET colleges

Whilst there is no formal partnership in place, there has been a strategy developed in the sector and

which informs a range of projects that need to be developed into a formal set of partnerships. The

strategy is one of building the capabilities of the 11 Agricultural Colleges to deliver occupational

qualifications to the sector. These colleges are in the process of being transferred from DAFF to

DHET. There are a number of challenges that need to be addressed including funding models for

programmes required in the sector, neglected infrastructure and equipment and the difficulty in

establishing long term plans during a transitional period. The establishment of a formal partnership

requires engagement with both the Departments (DAFF and DHET) and the SETA will initiate these

discussions. It also requires engagement with the CEOs of the colleges and their umbrella body the

Association of Principals for Agricultural Colleges (APAC).

Working with the 11 colleges does not imply a neglect of either TVET colleges or universities but

rather an acceptance that there are specialist colleges that have their own working farms and a long

tradition of developing farm managers, and that this sector resource must be valued and retained.

The SETA will work with universities to provide support to the 11 colleges and with the TVET colleges

to identify learners in agricultural programmes who can be drawn into Agricultural college

48

programmes and work experience opportunities. Certain public TVET colleges that have invested in

farms and trainers will also be partnered, but there are few (such as the Waterberg College).

There are a number of components of the planned partnership with Agricultural colleges, interested

universities and selected TVET colleges. These are:

Developing a model of career-pathing between TVET and university. This is being piloted

between Waterberg TVET College and the University of Limpopo where 30 learners are being

assisted through an articulation and career path programme that takes them from FET level

college programmes to university farm management programmes. If the pilot is effective it could

be the basis of a longer term partnership and could be replicated in other areas of the country.

There is a similar pilot with the University of Mpumalanga to assist the learners who were in the

agricultural colleges to get into university. The focus is farmer development programmes -

develop a person who can do farming. Traditionally the Agricultural colleges were playing that

role but have lost capacity. The aim is to forge partnerships that will re-establish the colleges as

suppliers of farm and agri-business managers and technicians.

Another pilot is for RPL with Glen College of Agriculture (Free State). Ten learners are being put

through an RPL process. The SETA has developed tools, identified advisors and mentors and has

done work with the college on qualification. This is currently for a level 1 plant production

programme but could be expanded to other qualifications and extended to other colleges. The

aim is to support agricultural workers to gain higher level skills by recognising existing skills and

experience and enabling them to access higher level programmes.

Capacity building of lecturers. The SETA supports lecturers to attend University-based educator

programmes - advanced courses, training competence, Masters degrees, etc. There will also be a

need to expand the opportunities for lecturers to include real work experience in established

agri-businesses.

The SETA assists the Colleges with learning material, curriculum and the alignment of

programmes to the needs of local agri-businesses. Local needs can vary from goat farming in

parts of the Eastern Cape to Sugar in KZN and fruit growing in the Western Cape. It is important

to develop the capacity of colleges in line with the industry needs in the locality.

Mentoring and other interventions. In some colleges there is the capacity to provide mentoring

services and colleges can participate if that capacity is in place.

Support to local cooperatives as part of Farm Together. Establishing the colleges to support

cooperative farm managers rather than focusing entirely on lower level technical skills.

Working with industry bodies to identify agri-businesses and commodity associations to sit on

governance structures. Part of rebuilding Agricultural College capacity will be to strengthen their

boards and governance.

Mentoring partnerships

49

One of the key strategic interventions of the AgriSETA is to incentivise mentoring of emergent

agribusinesses and farms by established businesses in the sector. This has been very successful

where it has been put in place. There are a number of companies and institutions that have been

effective in the delivery of mentoring and it may be sensible for the SETA to enter into longer term

partnerships so as to build sustainable networks of support to emergent farmers.

SETA partnerships

The AgriSETA is committed to supporting skills development along value chains. The intention is to

ensure that not only is there capacity built in the sector but that the broader rural economy

(including non-agricultural industries and services are also strengthened. There is a need for various

government programmes to support each other and support local economic development. If skills

development support from the AgriSETA is aligned to other interventions a wider and more

substantial impact could be achieved. During the next five years AgriSETA will aspire to engage a

number of SETAs in areas of common interest such as:

Foodbev: There are a number of secondary agricultural industries that share skills needs with

industries located in the food and beverages sector. There are overlaps in relation to produces in

the citrus fruit and wine industries and a need to develop a set of skills interventions that

recognised the need for a more coordinated approach to beneficiation (i.e. the production of

fruit products from fruit).

FPM SETA: The FPM SETA is engaged with Forestry, a responsibility of DAFF. There are common

skills needs between Agriculture and Forestry, including the need for effective extension

services. The two SETAs need to work together on such services. There are a number of

secondary production processes that fall between the two SETAs, including leather, hemp,

cotton, and new industries such as the Eastern Cape goats hair initiative. A joint approach is

needed to work in these industries, so as to maximise the potential for job creation.

W&R SETA: In working with cooperatives one of the most difficult challenges is access to

markets. The logical market is supermarkets located in the Wholesale and Retail sector. There is

a trend of established farmers supplying supermarkets directly and forming direct relationships

rather than trading through intermediaries. A partnership approach whereby cooperatives

contracted to supply produce to a supermarket is provided with training from AgriSETA needs to

be explored.

H&W SETA: A serious skills shortage in the sector is animal health. Many qualified Vets are

located in towns and equity is a challenge. Veterinary schools are located in the H&W sector.

The needs of animals are most keenly understood in the Agri sector. The SETAs need to focus on

not only vets, but also animal health technicians and nurses. The partnership could include para-

professionals.

Green Industry Partnership

There will be research conducted as part of the revision of the current Sector Skills Plan to identify

new industries that need to be supported with skills development. This is in line with the SETA’s

commitment to not only support established businesses but to help nurture new ones. Some of the

50

industries might be categorised as Green Industries or industries responding to market changes

emanating from the sustainable development policies and strategies being pursued. One possible

set of industries involves organic farms. This type of farming has the potential to expand local

produce for local markets and to expand employment beyond traditional farming businesses.

AgriSETA will explore possible partnerships to provide support on a sustainable basis to viable Green

business initiative that show potential for job creation.

7.3. Partnership-related challenges

There are a number of challenges that have been experienced in establishing and or maintaining the

current partnerships referred to above. The first relates to levels of bureaucracy internally that can

disrupt and hinder project initiation and delivery. A second challenge relates to limited AgriSETA

project management staff that puts strain on existing capacity. Finally, adequate funding to ensure

project sustainability beyond the life cycle of the project is challenging.

The AgriSETA is involved in a number of key partnerships linked to skills development for land

reform beneficiaries, youth skills development in rural areas and the development of agricultural

cooperatives. Key, planned partnerships include increased collaboration and joint initiatives with

other SETAs such as FoodBev as part of a coordinated approach to beneficiation across the value

chain. There are also pilot projects being initiated in Recognition of Prior Learning (RPL) at Glen

College in the Free State and one on articulation between Waterberg TVET College and the

University of Limpopo.

8. Public-private partnerships

No partnership exist with a public entity

51

Annexure A: Technical Indicator Descriptor

52

Programme 1: Administration

Sub-programme 1.1 : Finance

Strategic objective 1.1.

Indicator title 1.1. To reduce the internal control deficiencies reported in the previous AG report by 10%

Short definition To reduce the internal control deficiencies reported in the previous AG report by 10%

Purpose/importance The finance function is a support function that enables the SETA to execute its mandate.

Source/collection of data AG report

Method of Calculation 10% reduction in control deficiencies if compared with the previous AG report. (Numerator-2018/19-2017/18 Control deficiencies , Denominator-control deficiencies 2017/18)

Data limitations Availability of AG report

Type of indicator Outcome

Calculation type Non-Cumulative

Reporting cycle Annually

New Indicator Yes

Desired Performance 10% reduction in control deficiencies

Indicator Responsibility Finance coordinator

Indicator title 1.1.1. Percentage of budget variances and adjustments reduced

Short definition Budget variances and adjustments must be kept to a minimum

Purpose/importance Budgeting must be done accurately to ensure that overall planning for projects can be implemented without a adjustment in targets .

Source/collection of data MTEF budgets and forecasts

Method of Calculation Percentage of budget variances presented to board year on year(Numerator-2018/19-2017/18, Denominator- number of budget variances 2017/18)

Data limitations Data limited to approved budgets

Type of indicator Outcome- with specific focus on completion of program

Calculation type Cumulative for the year


New Indicator Yes

Desired Performance 10% reduction in annual budget adjustments

Indicator Responsibility Finance coordinator

Indicator title 1.1.2. 100% of invoices processed within PFMA

Short definition PFMA guidelines to be followed at all to ensure compliance

Purpose/importance PFMA guidelines forms backbone of financial management system

Source/collection of data Internal audit and midterm audit statements

Method of Calculation Audit findings raised(Numerator-Audit findings previous Quarter, Denominator-audit findings current Quarter)

Data limitations Availability of audit reports



53

Reporting cycle Quarterly

New Indicator Yes

Desired Performance 100% compliance with PFMA regulations

Indicator Responsibility Finance coordinator/CFO

Indicator title 1.1.3. All service providers procured and managed within National Treasury guidelines

Short definition Procurement of service providers must follow guidelines of National Treasury to ensure compliance with legislation

Purpose/importance NT guidelines is an integral part of financial management and can lead to an audit qualification

Source/collection of data Audit statement from internal audit and auditor general

Method of Calculation Number of audit findings(Nominator number of findings in previous Quarter Denominator-Number of Audit findings in current Quarter)

Data limitations Availability of audit reports

Type of indicator Outcome-



New Indicator Yes

Desired Performance 100% compliance


Indicator title 1.1.4. Maintain an 90% verification rate with asset register

Short definition Variances on asset register must be kept to a minimum

Purpose/importance Asset management is an important finance function to assist with budgeting and planning

Source/collection of data Asset register

Method of Calculation Percentage of inconsistencies found in previous quarter compared with the current Quarter

Data limitations Up to date asset registers and audit reports




New Indicator Yes

Desired Performance 90% verification rate with asset register year on year


54

Indicator title 1.1.5. Collection rate of 90% of provincial levies

Short definition AgriSETA must ensure that the collection rate of levies is managed in a sustainable manner

Purpose/importance Levies contribute to AgriSETA’s overall available administrative funds thus ensuring optimal functionality of the SETA

Source/collection of data Financial statements

Method of Calculation Percentage calculation of levies collected and total receivable levies

Data limitations Availability of financial statements




New Indicator Yes

Desired Performance 90% collection rate on levies receiveable

Indicator Responsibility Financial coordinator/CFO

Sub- programme 1.2: Governance


Indicator title 1.2. To improve the governance function of the board by 15% annually

Short definition To improve the governance function of the board by 15% annually thus providing improved strategic direction to the organisation

Purpose/importance The strategic guidance of the board ensure that AgriSETA deliver on its mandate

Source/collection of data Survey to measure the governance function

Method of Calculation Baseline assessment compared with final assessment

Data limitations Availability data




New Indicator Yes

Desired Performance Governance function of the board increase by 15% annually

Indicator Responsibility Board administrator

Indicator title 1.2.1. Number of board meetings

Short definition Number and frequency of board and sub-committee meetings

Purpose/importance Provide strategic guidance to the organisation

Source/collection of data Minutes of meetings

Method of Calculation Number of meetings

Data limitations Availability of meetings




New Indicator Yes

Desired Performance 4 board meetings


55

Indicator title 1.2.2. Number of board subcommittee meetings

Short definition Number and frequency of board and sub-committee meetings

Purpose/importance Provide strategic guidance to the organisation

Source/collection of data Minutes of meetings

Method of Calculation Number of meetings

Data limitations Availability of meetings




New Indicator Yes

Desired Performance 4 sub-committee meetings


Indicator title 1.2.3. 10% increase in the quality of the information that the board receive from board sub-committees

Short definition 10% increase in the quality of the information that the board is given to make decisions

Purpose/importance The governance and oversight function is determined by the quality of information that is presented to the board

Source/collection of data Current year survey completed by board members

Method of Calculation Board members indicate through a survey that the quality of information that receive has improved by 10% (Nominator Pre survey % outcome, Denominator- Post survey % outcome)

Data limitations Accurate completed surveys




New Indicator Yes

Desired Performance 10% increase in the quality of the information that is submitted to board


Sub programme 1.3: Information Technology(ICT)


Indicator title 1.3. To increase the responsiveness of the ICT solution by 10% annually

Short definition ICT solution is improved with 10% to respond to the needs of AgriSETA

Purpose/importance It is important that the ICT system is dynamic and can respond to the needs and growth of the AgriSETA

Source/collection of data Surveys completed by AgriSETA employees

Method of Calculation Respondents indicate an increase in the responsiveness of the ICT solution compared with the baseline assessment(Nominator Pre survey % outcome Denominator- Post survey % outcome)

56

Data limitations Accurate completion of surveys




New Indicator Yes

Desired Performance 10% increase in responsiveness of the ICT solution

Indicator Responsibility General Manager

Indicator title 1.3.1. 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report.

Short definition ICT related incidents resolved within 24 hours

Purpose/importance The availability of ICT directly impacts on the performance of the SETA

Source/collection of data Data from ICT manager

Method of Calculation Numerator-number of reported incidents resolved in 24 h Denominator-total number of reported incidents.

Data limitations Availability of data




New Indicator Yes

Desired Performance 90% of all incidents resolved within 24 hours

Indicator Responsibility General Manager

Indicator title 1.3.2. ICT solution reviewed annually

Short definition ICT solution must be evaluated for enhancements and improvements annually

Purpose/importance The purpose of the review is to ensure that the current hardware and software is compliant with the needs of the SETA

Source/collection of data ICT steering committee’s annual review report

Method of Calculation Number of reports

Data limitations Availability of evaluation report


Calculation type Non-cumulative


New Indicator Yes

Desired Performance 1 ICT review report

Indicator Responsibility General Manager operations

57

Sub programme 1.4: Human Resources


Indicator title 1.4. To increase and maintain the level of employee satisfaction to 80% annually

Short definition To increase and maintain the level of employee satisfaction to 80% annually

Purpose/importance Employee satisfaction will be indicative the efficiency of the Human Resource function

Source/collection of data Survey completed by AgriSETA employees

Method of Calculation Baseline assessment compared with final assessment(Nominator positive response on Pre survey % outcome Denominator- Positive response on post survey % outcome)

Data limitations Objectivity and accuracy of the survey

Type of indicator Impact



New Indicator Yes

Desired Performance 80% of employees are satisfied with the workplace

Indicator Responsibility HR Manager

Indicator title 1.4.1. 90% of employees participate in further career development

Short definition Employees are given the opportunity to develop professionally as employees of AgriSETA

Purpose/importance Employee development will impact positively on performance in the workplace

Source/collection of data HR training/ATR report

Method of Calculation Numerator-Number of employees participating in career development Denominator-total number of employees in AgriSETA

Data limitations Availability of data and actual start dates of training might run over financial years




New Indicator Yes

Desired Performance 90% of all employees participate in career development


Indicator title 1.4.2. 90% of vacant positions filled

Short definition Critical vacant positions must be filled

Purpose/importance Vacant positions in the organisation must be filled to ensure operations are not impacted

Source/collection of data HR Quarterly report to Board

Method of Calculation Numerator- Number of positions filled Denominator- Number of approved positions

58

Data limitations Availability of HR data.




New Indicator Yes

Desired Performance 90% of all vacant positions filled

Indicator Responsibility HR manager

Indicator title 1.4.3. All employees sign performance contracts annually

Short definition Employees sign performance agreements to measure actual performance

Purpose/importance Employee performance must be measured to quantify performance bonuses and actual performance against set targets

Source/collection of data List of employees, signed performance contracts

Method of Calculation Number of employees with signed contracts by 31 March annually

Data limitations Availability of performance agreements




New Indicator Yes

Desired Performance All employees must have performance agreements


Programme 2 Skills Planning Sub-programme 2.1: Research

Indicator title 2.1. To establish and enhance a credible institutional mechanism for skill planning and delivery in the agricultural sector by 2019

Short definition The institutional mechanism that will be used to generate credible information for skills planning

Purpose/importance The use of a credible mechanism will ensure that data used can be verified and is a true reflection of the sector

Source/collection of data AgriSETA information system

Method of Calculation Count the information systems

Data limitations Availability of mechanism

Type of indicator Output



New Indicator Yes

Desired Performance 1 updated mechanism available annually

Indicator Responsibility Skills Planning Manager

59

Indicator title 2.1.1. Sector skills plans, Annual performance plan and strategic plans updated

Short definition SSP, APP developed SP updated

Purpose/importance Commissioned intelligence gathering and research projects conducted effectively

Source/collection of data Sector Skills plan, Annual Performance plan and Strategic Plan updated

Method of Calculation Submitted document count

Data limitations Validity of research information

Type of indicator Input



New Indicator No

Desired Performance 1 SSP 1 APP 1 SP


Indicator title 2.1.2. Research agenda developed and approved

Short definition Research agenda


Source/collection of data Research agenda

Method of Calculation Document count

Data limitations Document approval




New Indicator No

Desired Performance 1 Research agenda


Indicator title 2.1.3. Number of SSC committees established and strengthened through capacity building sessions and plenaries.

Short definition Number of meetings and discussions gatherings towards strengthening SSC

Purpose/importance SSC mobilisation in preparation of the re-launch and establishment

Source/collection of data Meeting minutes, attendance registers

Method of Calculation Number of SSC’s established counted, number of SSC meetings and number of plenary meetings counted

Data limitations Availability of members to attend


Calculation type Cumulative


New Indicator No

Desired Performance 11 SSCs established, 2 Capacity building, 2 Plenary

Indicator Responsibility Skill Planning Manager

60

Sub-programme: 2.2 Reporting

Strategic objective 2.2

Indicator title 2.2. To increase the accessibility of Information and knowledge by 30%

Short definition Increase accessibility of Information and knowledge by sharing information internally with employees.

Purpose/importance The sharing of information is critical to ensure that all departments in AgriSETA understand the underlying dynamics of the sector

Source/collection of data Survey distributed to employees of AgriSETA

Method of Calculation The outcome of the survey will be used to determine the baseline and compared with the outcome of the final assessment.

Data limitations The accurate completion of surveys




New Indicator Yes

Desired Performance 30% increase in the accessibility of information

Indicator Responsibility Skills Planning - Manager

Indicator title 2.2.1. Number of internal knowledge exchange sessions

Short definition Information that is generated will be shared with all staff

Purpose/importance To ensure that all target owners are made aware of skills drivers and dynamics of the sector

Source/collection of data Minutes/attendance registers of meetings

Method of Calculation Number of information sharing sessions

Data limitations The availability of staff


Calculation type Cumulative quarterly


New Indicator Yes

Desired Performance 4 meetings annually


Indicator title 2.2.2. Number of performance monitoring sessions facilitated with target holders within AgriSETA

Short definition Feedback on overall performance against APP targets

Purpose/importance To make target owners aware of performance levels

Source/collection of data Signed off monthly performance

Method of Calculation Number of performance monitoring sessions held





61

New Indicator Yes

Desired Performance 12 Performance monitoring interventions

Indicator Responsibility Reporting coordinator

Indicator title 2.2.3. Maintain a 10% improvement in the validity of reported information

Short definition The verification of reported data to ensure that it’s relevant and accurate

Purpose/importance The accuracy of data reflected in reported performance can influence an audit opinion

Source/collection of data Quarterly verification reports by DHET

Method of Calculation Numerator-Number of findings in the previous Quarter validation, Denominator- Number of findings in the current Quarter validation

Data limitations Availability of reports




New Indicator Yes

Desired Performance 10% improvement in validity


Indicator title 2.2.4. Improve and maintain the quality of performance information by 10% through internal workshops and feedback.

Short definition The quality of evidence presented is improved

Purpose/importance The availability of evidence that is aligned to the DHET standards is critical to ensure that performance claims are backed up by evidence of the correct standard

Source/collection of data Internal audit reports

Method of Calculation Numerator-Number of findings in the previous Quarter audit, Denominator- Number of findings in the current Quarter audit

Data limitations Availability of reports




New Indicator Yes

Desired Performance 10% improvement in Quality


Sub programme 2.3: Mandatory grant management

Indicator title 2.3. To increase employer access to grant information by 15% to enable the maximum number of enterprises in the sector to participate in the National Skills Development Strategy

Short definition Employer access to grant information by 15% must be increased to allow for a maximum number of enterprises in the sector to participate in the Mandatory Grant process.

Purpose/importance The increase in employer access to mandatory grants will mean an increase in the training and development of employees.

Source/collection of data Surveys completed by employers

62

Method of Calculation Completed surveys will indicate that employers find information more accessible if compared with the corresponding period last year.

Data limitations Availability and number of completed surveys


Calculation type Non- Cumulative


New Indicator Yes

Desired Performance Employers indicate a 15% increase in access to information annually


Indicator title 2.3.1. Annual revision of the mandatory grant system to improve effectiveness;

Short definition Revision of mandatory grant system

Purpose/importance To increase the effectiveness of mandatory grant submissions and quality of data

Source/collection of data System upgrade report

Method of Calculation The availability of upgrade report

Data limitations Availability of report

Type of indicator Output – completing accredited relevant training



New Indicator Yes

Desired Performance Updated mandatory grant system


Indicator title 2.3.2. An increase in the participation of employers in mandatory grants;

Short definition Annual increase in participation into Mandatory grants

Purpose/importance Continuous increase in employer participation will ensure an increase in beneficiation of training

Source/collection of data WSP submissions

Method of Calculation Increase in the number of new WSPs submitted





New Indicator No

Desired Performance Large employers 410 M-Medium employer 545 S-Small employer 1011


Indicator title 2.3.3. Increasing the payment of mandatory grants to 73% annually,

Short definition The payment of at least 76% of mandatory grants back to employers

Purpose/importance Payment of mandatory grants in fulfilment of skills levies act and to increase participation in training activities

Source/collection of data Mandatory grant payment schedule

Method of Calculation Numerator- 20% of Levies paid to employers participating in WSP/ATR

63

Denominator- 20% of Levies paid by employers participating in WSP/ATR

Data limitations Submissions of correct supporting evidence from SDFs




New Indicator No

Desired Performance 76% payment rate of mandatory grants paid


Indicator title 2.3.4. Number of SDF’s trained annually as part of support to employers

Short definition The total number of SDF’s trained to assist in the process of Mandatory Grants

Purpose/importance Properly trained SDF’s will improve the quality of WSP/ATR submissions

Source/collection of data Attendance registers

Method of Calculation Number of learners counted of attendance registers participating in training and development

Data limitations Registers will need to be verified for 100% attendance and completion proof.




New Indicator No

Desired Performance 75 SDF’s trained


Sub programme 2.4: Agricultural leadership capacity Strategic objective 2.4.

Indicator title 2.4. To increase leadership skills by 40% to establish sound social partner governance structures and systems

Short definition Leadership skills of beneficiaries must be improved by at least 40% to establish sound social partner governance structures and systems

Purpose/importance The leadership capacity of structures within AgriSETA and within the Agricultural sector is important for the successful implementation of initiatives.

Source/collection of data Survey completed by beneficiaries of interventions

Method of Calculation Surveys completed indicate an increase of 40% in the leadership skills of beneficiaries if compared with the baseline assessment.





New Indicator Yes

Desired Performance 40% increase in leadership skills levels


64

Indicator title 2.4.1. Number of learners participating in Agricultural leadership development programmes

Short definition The total number of staff in leadership position actually attending training.

Purpose/importance Improvement in Agricultural leadership development will ensure that the whole Agricultural value chain is strengthened

Source/collection of data Invitations or enrolments to such programs or attendance registers and/or certificates of completion or attendance , agenda & minutes where applicable

Method of Calculation Each program will be counted once with its total number of participants from the leadership team.

Data limitations Registers will need to be verified for 100% attendance




New Indicator No

Desired Performance 40 Agri leaders will be trained across the value chain


Indicator title 2.4.2. Number of capacity building programmes for board standing committees

Short definition Number and frequency of programs to be conducted for the Board including the sub-committees of the Board on governance issues

Purpose/importance Programs conducted and attended by the Board and/or its sub-committees will further improve the ability of the board to deliver on their fiduciary duties and general responsibilities.

Source/collection of data Invitations or enrolments to such programs or attendance registers and/or certificates of completion or attendance , agenda & minutes where applicable

Method of Calculation Number of programmes counted

Data limitations Availability of board members to attend




New Indicator No

Desired Performance 1 programme

Indicator Responsibility Board secretary

65

Sub programme 2.5: Public entity partnership development Strategic objective 2.5.

Indicator title 2.5. To increase the skills levels of beneficiaries of public sector capacity building programmes by 30%

Short definition To increase the skills levels of beneficiaries of public sector capacity building programmes by 30%

Purpose/importance The cross sectorial nature of Agriculture makes the collaboration with other public sector partners critical

Source/collection of data Survey completed by beneficiaries

Method of Calculation Respondents indicate an increase in their skills levels of 30% if compared with their skills levels before the intervention

Data limitations Accurate completed surveys




New Indicator Yes

Desired Performance 30% increase in skills levels

Indicator Responsibility Skills Delivery Manager

Indicator title 2.5.1. Number of co-funded projects supported through public entities

Short definition Number of projects with public entities

Purpose/importance Support to public entities through the implementation of learning programmes will strengthen their ability to deliver services

Source/collection of data Skills delivery

Method of Calculation SLA count

Data limitations Signed contracts




New Indicator No

Desired Performance 8 projects

Indicator Responsibility Skills Delivery Manager

Indicator title 2.5.2. Number of research projects established

Short definition Research projects


Source/collection of data Research agreement

Method of Calculation Research projects(SLAs) in SSC’s counted

Data limitations Contract availability




New Indicator No

Desired Performance 10 research projects


66

Indicator title 2.5.3. Number of partnerships with Public Entities in support of Ministerial Projects

Short definition Projects with public entities

Purpose/importance Co-funded projects broadens the impact of funding and strengthens the mandate of the SETA in support of ministerial projects

Source/collection of data Agreements signed

Method of Calculation SLA count

Data limitations Contract availability




New Indicator No

Desired Performance 7 projects supported

Indicator Responsibility Office of the CEO (fully assisted by the Operations Department)

Programme 3: Learning programmes and projects

Sub programme 3.1: Professional, Vocational, Occupational and Workplace Learning – Decent

Work


Indicator title 3.1. To increase the efficiency of beneficiaries/learners in the workplace by 30% annually and increase access to learning opportunities by 10% annually

Short definition The efficiency of beneficiaries/learners in the workplace must increase by 30% annually to proof impact and the access to learning opportunities of beneficiaries must increase by 10% annually

Purpose/importance The impact of learning interventions is important in terms of ROI and the continuous increase of access to PIVOTAL initiatives to address the skills shortage in the sector.

Source/collection of data Surveys completed by employers and data from MIS system

Method of Calculation efficiency of 40% baseline assessment compared with final assessment 10% in learners registering for PIVOTAL initiatives (Numerator 2016 learners entering Denominator 2017 learners entering)

Data limitations Accurate completion of surveys and accuracy of data


Calculation type Non- Cumulative


New Indicator Yes

Desired Performance 30% increase in worker efficiency and 10% increase in learner access annually

Indicator Responsibility Skills Delivery - Manager

67

Indicator title 3.1.1. Number of learnerships, skills and AET programmes to employed learners and support to commodity organisations

Short definition Intensify work-based vocational learning

Purpose/importance Learnerships are a means to improve productivity in the workplace

Source/collection of data Learner entered data on the MIS, required documents as per signed agreements

Method of Calculation Number of learners entered counted

Data limitations Completeness of feedback forms/learner data forms provided by provider and/or employer




New Indicator No

Desired Performance Learnerships 2405 Skills Programmes 2919, AET -830,


Indicator title 3.1.2. Number of commodity organisations supported

Short definition Commodity organisations in the Agricultural sector supported

Purpose/importance The development and capacity building of commodity organisations is vital to ensure that growth takes place in the sector

Source/collection of data Contracts concluded with commodity organisations

Method of Calculation Number of contracts signed counted

Data limitations Availability of contracts




New Indicator No

Desired Performance Target is 20


Indicator title 3.1.3. Number of employed learners completing learnerships, skills and AET programmes;

Short definition Intensify work-based vocational learning

Purpose/importance Learning programmes to employed learners are a means to improve productivity in the workplace

Source/collection of data Learner completed data on the MIS, required documents as per signed agreements

Method of Calculation Number of learners completed counted

Data limitations Completeness of evidence of completions




New Indicator No

Desired Performance The completion target is Learnerships 1200

68

Skills Programmes 1350, AET -425


Indicator title 3.1.4. Number of Internship and graduate placement programmes

Short definition Internships and graduate placement of TVET and Agricultural Colleges

Purpose/importance To provide necessary workplace experience to the graduates preparing them for workplace.

Source/collection of data Number of learners entered on the MIS counted

Method of Calculation Number of learners entered counted





New Indicator No

Desired Performance Internship (400) and Graduate Placement (365)


Indicator title 3.1.5. Number of Internship and graduate placement programmes completed

Short definition Internships and graduate placement of University, TVET and Agricultural College graduates

Purpose/importance To provide necessary workplace experience to the graduates preparing them for workplace.

Source/collection of data Number of learners entered on the MIS counted as completed


Data limitations Completeness of evidence provided by provider and/or employer




New Indicator No

Desired Performance Internship (125) and Graduate Placement (138)


Indicator title 3.1.6. Number of bursaries to employed and un-employed learners and Artisan Development programmes

Short definition Promoting furthering of education by making funding available

Purpose/importance Lack of funding in most cases prevents one from furthering education, this is to assist youth to access further education, South Africa's artisans are aging and there is a general shortage - the development of artisans via the apprenticeship route is prioritised by NSDS III.

Source/collection of data Bursaries and apprenticeship contracts entered into

Method of Calculation Number of learners entered on the MIS counted

Data limitations Completeness of feedback forms/learner data forms and agreements and transcripts




69

New Indicator No

Desired Performance Bursaries target Employed 18.1 (120) and Unemployed 18.2 (250), Artisan Development (219)


Indicator title 3.1.7. Number of employed and un-employed learners completing bursary and Artisan Development programmes;

Short definition Promoting furthering of education by making funding available

Purpose/importance Lack of funding in most cases prevents one from furthering education, this is to assist youth to access further education, South Africa's artisans are aging and there is a general shortage - the development of artisans via the apprenticeship route is prioritised by NSDS III.

Source/collection of data Number of employed and un-employed learners completing bursary and Artisan Development programmes, required documents as per signed agreements


Data limitations Completeness of evidence from employers/training providers




New Indicator No

Desired Performance Bursaries Employed 18.1 (45) and Unemployed 18.2 (82), Artisan Development (130)


Indicator title 3.1.8. Number of HIV and Aids DVD’s distributed to create awareness

Short definition To further awareness on HIV/AIDS prevalence & Infection by producing HIV DVD educational material

Purpose/importance To further awareness on HIV/AIDS prevalence &Infection by producing HIV DVD educational material

Source/collection of data Attendance registers

Method of Calculation Number of DVDs distributed

Data limitations Effectiveness and quality of the DVDs




New Indicator No

Desired Performance Distribute 1000 DVDs

Indicator Responsibility Marketing coordinator

70

Sub-programme 3.2. Rural Development


Indicator title 3.2. To increase the governance of NLPE’s by 20% and skills levels of beneficiaries with 30% annually

Short definition To increase the governance of NLPE’s by 20% and skills levels of beneficiaries with 30% annually

Purpose/importance The governance and skills levels of NLPE is crucial to address Land Reform and food security

Source/collection of data Surveys completed by beneficiaries of training interventions

Method of Calculation Respondents indicate an improvement of 20% in terms of governance of NLPE compared with the baseline assessment and an improvement of 30% in their skills levels if pre and post assessment are compared





New Indicator Yes

Desired Performance Improvement of 20% in terms of governance and 30% in terms of skills levels of beneficiaries


Indicator title 3.2.1. Number of Learnership, Skills programmes for unemployed learners and support to Rural structures

Short definition Intensify occupational learning

Purpose/importance Occupational learning as a means to improve productivity in the workplace

Source/collection of data Learner entered and completed data recorded on the MIS

Method of Calculation LS and SP (Number of learners entered counted. RD(Number of learners counted on non-credit bearing programmes and mentorships)





New Indicator No

Desired Performance LS (2000); SP (2667) and SRS (30)


Indicator title 3.2.2. Number of unemployed learners completing Learnership and Skills programmes

Short definition Intensify occupational learning

Purpose/importance Occupational learning as a means to improve productivity in the workplace

Source/collection of data Learner completed data on the MIS


Data limitations Completeness of evidence submitted by provider and/or employer


71



New Indicator No

Desired Performance LS (768); SP (1750)


Indicator title 3.2.3. Number of learners entering NVC programmes

Short definition Provision of training on new venture creation programs

Purpose/importance Support and provision of training to NVC in the form of training learners

Source/collection of data Learner entered and completed data recorded on the MIS

Method of Calculation Number of learners entered on MIS counted





New Indicator No

Desired Performance Target 64 people


Indicator title 3.2.4. Number of learners completing new venture creation programmes

Short definition Completion of training on new venture creation programs

Purpose/importance Support and provision of training to NVC in the form of training learners will assist in developing entrepreneurial training

Source/collection of data Learner completed data recorded on the MIS and DG Contracts

Method of Calculation Number of learners completed counted from NVC





New Indicator No

Desired Performance Target 45 people


Indicator title 3.2.5. Number of organisations supported through learnerships and new venture creation programmes in partnership with NGOs, CBOs, Co-ops

Short definition Provision of support to NGO and CBO

Purpose/importance Provision of support to NGO and CBO

Source/collection of data DG contracts entered to support such organisations

Method of Calculation Verifying the DG contracts stipulating support to such organisation





72

New Indicator No

Desired Performance 220 NLPE (Cooperatives, Small Business, NGOs and CBOs)supported through learnerships


Indicator title 3.2.6. Number of extension officers to be trained

Short definition The total number of Extension Officers enrolled on accredited training and completing.

Purpose/importance The indicators shows how many accredited training programs the Extension Officers are enrolled and completing.

Source/collection of data Attendance registers and/or certificates of completion or attendance

Method of Calculation Participants counted from attendance registers and/or certificates of completion or attendance

Data limitations Registers will need to be verified for 100% attendance




New Indicator No

Desired Performance 70 extension officers to be trained

Indicator Responsibility Office of the CEO (fully assisted by the Operations Department)

Sub programme 3.3: Youth and Career Development


Indicator title 3.3. To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development

Short definition To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development

Purpose/importance The introduction of Agriculture as a career will increase the participation of youth to the sector

Source/collection of data Surveys completed

Method of Calculation 30% more respondents indicate that they will consider Agriculture as a career if compared with their perception before the intervention.





New Indicator Yes

Desired Performance 30% more respondents will consider Agriculture as career

Indicator Responsibility Marketing Co-ordinator

73

Indicator title 3.3.1. The development of an integrated career development programme

Short definition Career development programme integrating all sectors within AgriSETA

Purpose/importance The cross-sectoral nature of Agriculture necessitates the development of an integrated career development plan.

Source/collection of data Integrated career development plan

Method of Calculation Career development plan count

Data limitations Availability of plan




New Indicator Yes

Desired Performance 1 career development plan available


Indicator title 3.3.2. Number of strategic partnerships established for enhancing the capacity of youth in agriculture and career development

Short definition Career guidance partnerships

Purpose/importance Career opportunities communicated through schools & youth development initiatives.

Source/collection of data Partnerships agreements with strategic partners

Method of Calculation Partnerships counted

Data limitations Availability of signed contracts




New Indicator No

Desired Performance 2 partnerships established


Indicator title 3.3.3. Number of career exhibitions attended, schools involved and learners exposed

Short definition Careers expos organised by the SETA

Purpose/importance Career opportunities communicated through schools & youth development initiatives.

Source/collection of data Attendance registers proof of occurrence invite

Method of Calculation Number of invitations, number of schools and number of learners counted

Data limitations Well designed and fit for purpose score carding instruments




New Indicator No

74

Desired Performance 15 x career expo’s participated, Actual of 100 schools exposed, 5000 learners exposed to career guidance

Indicator Responsibility Marketing - Co-ordinator

Programme 4: Quality assurance


Indicator title 4.1. To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes

Short definition To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes

Purpose/importance The ability of TVET and ATVET to meet the demand for skills is important for AgriSETA to address critical and scarce skills

Source/collection of data Survey completed

Method of Calculation Respondents on survey indicate an increase of 30% to respond to the occupational qualifications and the needs of the sector if compared to the baseline assessment before the intervention

Data limitations Accuracy of completed surveys




New Indicator Yes

Desired Performance 30% increase in capacity to be responsive to the sector

Indicator Responsibility ETQA - Manager

Indicator title 4.1.1. Number of Agricultural Colleges(TVETs) supported with capacity building programmes

Short definition Provision of support to Agriculture colleges

Purpose/importance Provision of support to Agriculture colleges

Source/collection of data DG contracts entered to support such organisations

Method of Calculation Number of DG contracts stipulating support to Agricultural Colleges(TVETs)

Data limitations Specifying the type of support




New Indicator No

Desired Performance 11 Colleges of Agriculture supported


Indicator title 4.1.2. Number of occupationally directed qualifications developed

Short definition Supporting the sector through developing relevant qualifications

Purpose/importance Provision of support to Agriculture sector

Source/collection of data Verifying the MOA/MOU stipulating support , qualifications developed

75

Method of Calculation Number of submitted qualifications to QCTO





New Indicator No

Desired Performance 6 Qualifications developed and submitted to QCTO

Indicator Responsibility ETQA – Manager

Indicator title 4.1.3. Number of AQP’s supported through Alignment to the QCTO

Short definition Supporting the sector through establishment of AQP’s


Source/collection of data Signed MOA/MOU stipulating support

Method of Calculation Number of signed MOA/MOU stipulating support counted





New Indicator No

Desired Performance 5 AQP’s supported


Indicator title 4.1.4. Number of RPL projects implemented

Short definition Supporting the sector through conducting the RPL feasibility study


Source/collection of data Signed MOA/MOU

Method of Calculation Number of implemented RPL projects





New Indicator No

Desired Performance 6 projects implemented


for 2018-2019 - agriseta.co.za 20171107 - sign off.pdf · education and training, busa won the...

Documents