Strategic Plan 2014/ /17

Transcription

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2 Strategic Plan 2014/ /17

3 TABLE OF CONTENTS Chairperson s Foreword 3 Chief Executive Officer s Foreword 4 PART A: STRATEGIC OVERVIEW 1. Situational Analysis and Overview 5 Vision 5 Mission 5 Values 5 Strategic intent 5 2. Performance Delivery Environment Sectoral Challenges and Opportunities Implications of the New Dispensation Organisational Environment PART B: Strategic Objectives, Goals and Programmes Resource Considerations Materiality Significance Main Sources of Revenue Budgeting Budget Processes Budget Assumptions Income Expenditure Medium Term Revenue Estimates PART C: LINKS TO OTHER PLANS Annual Performance Plan 2014/ TETA Strategic Plan 2014/ /17

4 CHAIRPERSON S FOREWORD Consistent with the PFMA and Treasury regulations, TETA Board has formulated a three-year Strategic Plan that specifies how it will discharge its legislative mandates and functions over the 2014/15 to 2015/16 period in line with the Medium Term Expenditure Framework (MTEF) for the same period. The plan remains valid until 2016 (in line with TETA license). Minister of Higher Education and Training Dr Blade Nzimande has consistently emphasised the critical role of SETA s in the Human Resource Development of South Africa Strategy (HRDSA), especially in the development and building of capabilities for sustainable economic development. The Minister also reiterates the need for fostering partnership and collaboration between SETA s, TVET s and HET s. In response to this call, TETA has optimised and aligned its strategy and delivery mechanisms accordingly; this ensures the organisation remains relevant to contemporary and emergent national priorities and compliant to the legislation and NSDFS 3 dictates. Our plan prioritises empowerment of and access to education for designated groups and seeks to redress imbalances brought about by class, race, gender, disability, Youth and HIV/Aids. The plan focuses on the development of a skilled and capable workforce that will support significant increase in the number of artisans trained and placed; the goals also prioritise TVET and university learner workplace experience that leads to permanence in the target jobs. TETA is not oblivious to the diverse nature of skills development challenges that lie ahead in the Transport Sector in particular and society in general. As we begin to grapple with the challenges introduced by NSDS 3, we recommit ourselves to meaningfully contribute to the achievement of the socio-economic transformation of South Africa through development of that are cognisant of the socioeconomic realities of our country. Mr June Dube TETA Board Chairperson TETA Strategic Plan 2014/ /17 3

5 CHIEF EXECUTIVE OFFICER S FOREWORD The 2014/ /17 Strategic Plan is the driving force behind the Annual Performance Plan and the entire organisation for this period. The key strategic objectives to be achieved are based on a balancedscorecard approach that will assist in the measurement of TETA performance and stakeholders contribution towards achievement of the objectives contained in this Annual Performance Plan. We recognise that TETA has to continuously improve its service delivery model and customer satisfaction levels, hence our chosen strategic direction. To actualise part of our objectives, we have engaged the services of the Treasury Technical Assistance Unit to review the current organogram and align it to our strategy, streamline and align internal business processes, improve corporate governance through capacity building and facilitate adoption a robust Risk Management culture within the organization. Key transformational imperatives, Medium Term Strategic Framework, Rural Development agenda and Strategic Infrastructure Programmes have all been integrated into our Plan. Our plan also demands that our IT infrastructure be fully supportive of mandatory legislative reporting, internal and external stakeholder online access, customer delight and green economy through responsible use and disposal of paper and other computer related materials. Mrs Maphefo Anno-Frempong TETA Chief Executive Officer 4 TETA Strategic Plan 2014/ /17

6 PART A: STRATEGIC PLAN OVERVIEW 1. Situational Analysis and Overview A country s ability to transport its people and goods efficiently, safely, timeously and cost effectively is critical to its growth and development. The Transport Sector is, therefore, at the centre of economic and social development. Driving a taxi, controlling air traffic and installing railway signals all contribute to ensuring that the Transport Sector is able to deliver on its mandate. The Transport Sector is a dynamic environment characterized by cutting edge technology and, therefore, needs skilled, capable people and a learning environment that keep abreast of new developments in the competitive global market to ensure continuous development and skill upgrades. The vision, mission and values that TETA has identified are underpinning drivers geared to fulfilment of the mandate entrusted to the organisation: Vision The Heart of Skills Innovation Mission To provide an innovative Quality Assurance and Skills Development (QASD) Framework to the Transport Sector by exceeding the Government SLA and requirements in a cost effective manner by our motivated competent people. Values Trust Respect Responsibility Accountability Positive Attitude Commitment Innovation Strategic Intent Create a Credible and Competent Institution in order to Facilitate Skills Development in the Transport Sector TETA Strategic Plan 2014/ /17 5

7 Over the past 12 years, TETA has laid a solid foundation for the development of skills through several qualifications, learnerships and workplace initiatives that cut across various occupations in the Transport Sector. To ensure continued facilitation of requisite skills development in the Sector and meet the broader social development needs, we have developed an overarching and comprehensive plan that defines our strategic direction and decision-making process on the allocation of available financial and human resources. Our strategy formulation sought to answer the following set of key questions: 1. What do we do? 2. For whom do we do it? 3. How do we excel and improve what we do? 4. How do we allocate and use resources efficiently? 5. Where do we currently stand? 6. Where are we going? 7. How are we going to get there? These questions were answered by the outputs of our strategic planning process that comprised a review of our business priorities, processes, forecast of resources for the next period and revision of our strategic intent, vision and mission. TETA Board, Management and staff reviewed organisational performance over the past 5 years and infused this into the development of a strategic framework and plan aligned to the Medium Term Strategic Framework outcomes. This Strategic Plan is an articulation of its vision, mission and strategic objectives that will guide the organization through to TETA s APP and Medium Term Expenditure Framework (MTEF) are drivers of our annual plan and further detail the activities that will be executed across TETA business units. In conclusion, we believe that the successful and expeditious implementation of this strategic plan will be instrumental in the fulfilment of our mandate in the Transport Sector. 2. Performance Delivery Environment The Transport Sector plays a central role in the South African economy. The Sector contributes about 8.2% to National Gross Domestic Product (Business Monitor International Freight Transport Report, 2010). It also generates employment for approximately 767,000 people in the formal and informal sectors. This represents 5.8% of the national workforce (STATS SA, Quarterly Labour Force Survey, 2010). The government has prioritised the development and implementation of appropriate policies and strategies to facilitate Sector contribution to the country s socio-economic transformation and exploitation of emerging opportunities for macro-economic growth and development. It is in this manner that the government supports the goals of this Sector. The Department of Transport sees the goal of the Transport Sector as the provision of safe, reliable, effective, efficient and fully integrated transport services to all business, communities and individuals in the country. This strategy requires that the Sector ensure that people and goods are transported as efficiently as possible by air, sea, road or rail and that merchant crews provide effective, efficient and safe services. The goal of the Transport Sector should also be to promote an intermodal transport strategy that enhances the quality of service and productivity in an increasingly competitive global market environment. 6 TETA Strategic Plan 2014/ /17

8 The Transport Sector needs workers who have the skills to create value through their work. In order to succeed in a highly competitive global market, high levels of training and skills are required. Consequently, employees need to continuously enhance their skills to stay in demand to ensure long-term employability. To this end, qualifications and learning, such as apprenticeships and learnerships, remain the backbone of skills development and are key to enhancing productivity and employment growth in the Sector. Recent years have seen an increased demand for a skilled and technologically advanced labour force in both private and public sectors. Success in skills development initiatives in the Sector depends, to a large extent, on the involvement of the stakeholders who are aware of the importance of human capital development in an increasingly competitive regional and global economic environment. TETA supports the key Strategic Infrastructure Programmes (SIPs) through collaboration with the main players in the Transport Sector and focuses on SIP 2, 5 and Sectoral Challenges and Opportunities Challenge The quality of labour market data for the Transport Sector is poor. With the exception of Statistics SA, there are no authoritative data sources for the Sector. Without proper data sources, the quality of labour market information is problematic. This exposes TETA to the inevitable risk of over and under investment in skills development. At least a quarter of employees in the Sector are in informal employment. These employees are employed as casual, temporary and fixed-term employment without social benefits or the full protection of the law. There is a growing trend towards informalisation of work in the Sector with negative consequences for labour peace, worker morale and productivity, and investments in skills development. HIV/AIDS has impacted heavily on the Sector. The level of infections in the road sub-sector is well above the national norm. A large number of transport companies are either exempted from paying skills levies or operate informally. Mitigation Measures The establishment of: An internal research capacity, and external relationships and collaborations with Universities (both local & international) and allied research agencies such as HSRC, NRF,NDOT, DHET, DBE,DPE,SOEs, Employer Associations, Trade Unions, and DTI The active support of the concept of Decent Work including: The implementation of the research findings into the status of Decent Work within each subsector The development of qualifications that lead toward more formal employment. The funding of learning that lead toward more formal employment The professional driver qualification has an HIV/ AIDS unit standard TETA will explore opportunities for funding and implementation of awareness campaigns in collaboration with relevant employers, stakeholders, NGO s and government organs. TETA will embark on a campaign to: Formalise informal sub sectors, and encourage non-levy paying companies to start participation in the levy paying process TETA Strategic Plan 2014/ /17 7

9 Challenge Women are under-represented in the Transport Sector. The Transport Sector is prone to labour unrest given the profile and nature of employment The Sector contributes 8.2% of GDP and 5.8% of national employment. In recent years government has also made significant infrastructural investments to improve the road, rail, air and sea networks. This investment, together with the international partnerships, necessitates high skill levels resulting in a high percentage of scarce and critical skills. There is a need to increase awareness of environmental sustainability and encourage green economy in the Sector to reduce carbon emissions in the Sector. Consumer patterns are expected to shift with consumers depending on eco-friendly products and sustainable supply chains. Supply chains in the Sector will continue to become more efficient through the development of continuous real-time control of the flow of goods. This has direct implications for improving skills development in the Sector. Mitigation Measures TETA will embark on a campaign, in conjunction with DoT, to encourage a girl child to choose transport as a career. The Adopt-a-School project which, in partnership with DoE, Provincial DoTs and the Premier s Offices, provides capacity building of teachers and principals and bursaries for learners, ensures that 3 out of every 5 bursaries are provided to female learners. The TETA will endeavour to influence, through its qualification content, the development of conflict resolution, communication and negotiation skills. TETA is participating in international leadership development for middle level employees Collaborations and partnerships are created with international institutions as well as local institutions of higher or further learning. TETA must support infrastructural investments through the provisioning of qualifications and learning The TETA will form partnerships with other institutions that carry out construction related and artisan training. TETA has embarked on a campaign, in partnership with the Department of Environmental Affairs, to capacitate stakeholders and providers on environmental sustainability 2.2. Transformation Imperatives of the new dispensation The reconfiguration of government and the resultant establishment of the DHET brought about several new challenges and opportunities to TETA, as follows: DHET emphasises forging closer working relationships with TVETs, HETs and other key social partners. The amalgamation of the new Grant Regulations, with focus on Grant Levies and PIVOTAL. Broadening of access to skills development and creation of opportunities for those previously excluded. 8 TETA Strategic Plan 2014/ /17

10 The following table highlights NSD3 transformation imperatives: Gender Ours is still a society that reflects huge disparities between men and women in the access to skills for effective participation in the labour market and society. This calls for particular attention to be paid to women, especially black women, so that they can participate meaningfully in the economy, as pronounced in our Constitution. Moreover, our skills development initiatives must contain specific and strategies that promote gender equality in skills development, employment and career development in the economy. Race Despite the progress made in education and training, reduction of racial inequalities and exclusion in our economy since 1994, much still remains to be done to redress racial inequalities in the country. NSDS III prioritises removal racial inequalities, with a focus on giving more opportunities to previously and currently disadvantaged South Africans. Disabled people Despite commitments from NSDS I and II to increase training and skills development opportunities for persons with disabilities, we are still far from achieving our goals in this regard. Consequently, TETA s strategic plan aims to significantly open up skills training opportunities for people experiencing barriers to employment due to their physical and intellectual disability. Youth Whilst all South Africans must be given fair access to skills development, our young people are the most disadvantaged when it comes to access to education and training. For instance, the single largest category of the unemployed is the young people aged 35 and under. Therefore, TETA s strategic plan pays particular attention to the training youth for employment. Class The racial inequalities in South Africa have created the most unequal societies in the world today. These social inequalities are also being reinforced by a lack of access to skills by the overwhelming majority of our population, especially the workers and the poor. The Strategic Plan recognises this fact and seeks to provide skills in a manner that significantly reduces these gaping social and economic inequalities. HIV/Aids Given the threat of the HIV and AIDS pandemic on the future growth and development of our country and its impact on the youth, our skills development initiatives incorporate strategies for the reduction and management of this pandemic in the workplace and elsewhere. We need to ensure that we do not train our youth and adults for the grave, but rather for effective participation in the economic activity of the country and society in general. Geography Given the urban bias of our economic development, our country has not paid adequate attention to rural skills and economic development. The Government now prioritises rural development and in line with this, our skills development approach now focuses on the rural areas. However, we must make a distinction between training of rural people and skills for rural development. The former has tended to train rural people only for them to migrate to the urban areas; the latter aims to train rural people for development of the rural areas themselves. To ensure equitable geographic spread in all Provinces, TETA will prioritise and fund pro-poor skills development that focus on the rural areas. TETA Strategic Plan 2014/ /17 9

11 2.3. Organisational Environment TETA will endeavour to create an organisational capability and an environment that will facilitate effective execution of NSDS 3 dictates, legislative compliance and agility to respond to emergent imperatives and priorities. The following bullets indicate how TETA will achieve same: TETA will ensure proper execution of its new mandate by restructuring and optimisation of its functions and resources so that they remain aligned to NSDS 3 and other national transformational priorities. TETA has established an internal Research and Development function; this will ensure the proper gathering, interpretation and analysis of credible data that will support quality decisions. TETA will then be empowered to plan and resource skills development initiatives more accurately than before. Our policy formulation, review and planning will be aligned to the requirements of the DHET. TETA s current staff complement is as follows: Permanent Number of Contract Number of Total % Positions Positions Positions Positions Capacitated 60 Capacitated % Vacant 35 Vacant % Total 95 Total % 10 TETA Strategic Plan 2014/ /17

12 3. PART B: STRATEGIC OBJECTIVES Strategic Goals and Programmes A. Overall Strategic Goals Strategic Goal 1: Establish a credible institutional mechanism for skills planning, build and sustain research capacity on labour markets within TETA Strategic Goal 2: Increase access to occupationally directed Strategic Goal 3: Strengthening the quality assurance system Strategic Goal 4: A post-school strategy for youth for further access and work experience to improve employability Strategic Goal 5: Promoting career and vocational guidance in the transport related fields Strategic Goal 6: Small enterprise, Cooperatives, NGOs, CBOs and SMME Initiatives Support Strategic Goal 7: Improve organizational administration and management capability B. Programmes Programme 1: Programme 2: Programme 3: Programme 4: Programme 5: Programme 6: Programme 7: Skills Planning and Research Occupationally Directed Programmes and Workplace Training Quality Assurance Systems Youth development, progression and workplace training and Experience Career and Vocational Guidance Small Enterprise, Cooperatives, NGOs, CBOs and SMME Initiatives Support Organizational Administration and Management TETA Strategic Plan 2014/ /17 11

13 STRATEGIC GOAL 1: Establish a credible institutional mechanism for skills planning, build and sustain research capacity on labour markets within TETA Goal Statement/ Rationale: Justification: Baseline: Links: Outputs: (See Annual Performance Plan for SMART) Resource considerations: Expenditure trends: Funding sources: To facilitate proper planning and informed investment based on reliable and credible research into the supply and demand trends of the provinces and constituencies in the Transport Sector TETA is tasked with gathering reliable information, credible research and statistics and other relevant information on labour markets skills needs and provision of same to the Transport Sector to enable planning of funding The need to meet the skills needs arising from the SIP Strategy and the National Transport Master Plan 2050 NSDS III The Skills Accord HRDSA II NATMAP 2050 SIPS Programmes Budget amount: R 4,869, Risks Management: WSPs and ATRs data analysis of Sector scarce and critical skills needs and development SSP. TETA Subsector SSPs researched and Industry consulted through industry focus groups and SSP workshops Consolidated Transport Sector Skills Plan developed Stakeholder participation increased in skills development within the Transport Sector A collaborative research partnership is established with various stakeholders to promote research within the Transport Sector and is implemented TETA research strategy is implemented TETA is undergoing a restructuring process to address, amongst others, the need for a properly capacitated research unit TETA s previous expenditure on research was limited to analysing the WSPs and ATRs for the purposes of developing and updating the Sector Skills Plan (SSP). Since the 2011/12 Financial Year, the University of Western Cape was contracted to analyse and update the SSP. Future TETA expenditure on research will be increased to cater for in-depth labour market-based research Administration budget and Discretionary grants. Based on the TETA funding framework, the 10% administration budget may not be adequate to build staff research capacity. To mitigate the risk: TETA to find innovative ways of integrating research initiatives into all discretionary projects. It is necessary for TETA to review the current training, development, retention policies to facilitate reskilling of internal resources. TETA needs to develop a knowledge management strategy that will ensure retention of institutional memory. 12 TETA Strategic Plan 2014/ /17

14 PROGRAMME 1: Skills planning and research Strategic Goal 1 Establish a credible institutional mechanism for skills planning, build and sustain research capacity on labour markets within TETA Output Performance Indicator Previous Year Target Current Year Target Medium Term Targets 2013/ / MG,DG and ETQA data analysis of sector scarce and crtical needs and develop SSP Sector scarce and critical skills list developed n/a WSPs and ATRs sector scares and l skills list. 9 Stakeholder engagement 5 MG Submission provincial support workshops 9 Stakeholder engagement 5 MG Submission provincial support workshops 9 Stakeholder engagement 5 MG Submission provincial support workshops 1.2 TETA Subsector SSPs researched and Industry consulted through industry focus groups and SSP workshops Subsectors SSP workshops / consultation conducted Scares and Critical skills report 8 Subsector Scares Skills Reports 8 Subsector Scares and critical Skills Reports 9 Stakeholder engagement 5 MG Submission provincial support workshops 9 Stakeholder engagement 5 MG Submission provincial support workshops 9 Stakeholder engagement 5 MG Submission provincial support workshops 1.3 Consolidated Transport Sector Skills Plan developed TETA consolidated SSP developed with subsector Scarce and critical skills list and approved by DHET and DOT 1 Annual SSP Developed and approved by DHET and DOT 1 Annual SSP Developed and approved by DHET and DOT 1 Annual SSP Developed and approved by DHET and DOT 1 Annual SSP Developed and approved by DHET and DOT 1 Annual SSP Developed and approved by DHET and DOT TETA Strategic Plan 2014/ /17 13

15 Establish a credible institutional mechanism for skills planning, build and sustain research capacity on labour markets within TETA Output Performance Indicator Previous Year Target Current Year Target Medium Term Targets 2013/ A collaborative research partnership is established with various stakeholders to promote research within the Transport Sector Research Partnerships established both nationally & internationally with: Universities Colleges Other allied research agencies and stakeholders Signed MOU with HET institution for research capacity building 1 National and 1 International Research Partnership MoUs signed Identify institutions with research capacity aligned with transport sector and meet them. 1 National and 1 International Research Partnership MoUs signed 1 National and 1 International Research Partnership MoUs signed 1.5 Review the current suggested research Tracer study conducted 3 conduct and complete tracer study Develop a revised research strategy and supporting framework 1 Tracer study conducted annually BUDGET R 4, 869, TETA Strategic Plan 2014/ /17

16 STRATEGIC GOAL 2: Increase access to occupationally directed Goal Statement/ To promote and facilitate learning to middle level skills and Rationale: artisan development within the Transport Sector Justification: Baseline: Links: Outputs: To ensure competitiveness of skills supply and continuous upgrading of relevant skills including artisan development. Sector Skills Plan (Occupational research) HRD Strategy of SA. Implementation of previous Transport Sector training revealed the need to improve skills through occupationally directed.. NSDS III Transport Sector Skills Plan (chapter 3 of the SSP Supply of skills) The Skills Accord NAMB QCTO TETA Firms are supported through Mandatory & Discretionary Grants to address industry shortage of skills. TETA Stakeholders are capacitated on the Mandatory & Discretionary Grants processes to address Transport Sector Scarce and Critical Skills needs and shortages Increased learners having access to TVET, HET institutions and private providers in the Transport Sector and training that addresses TETA APP targets RPL is implemented within TETA Middle and high level skills needs are addressed in the Sector through Public Private Partnerships Sector Middle managers developed through executive leadership Sector Middle managers developed through Executive Leadership Training Layoff Scheme programme implemented with the aim of reskilling employees that are facing retrenchment TVET College partnerships established. HET/TVET, Private/Public providers Partnerships and collaborations are maintained with employers and other stakeholders Resource considerations: Realisation of synergies within Transport sub-sectors and investment in internal RPL. TETA Strategic Plan 2014/ /17 15

17 Expenditure trends: TETA funded occupationally directed in 2013/14 for R381 million in an effort to facilitate access and progression in the Transport Sector. TVET and HET partnerships have also been supported through the Discretionary Grant budget. Trends in number of key staff Funding sources: TETA now offers Provincial support through resources based in loco at various TVET colleges or at other lead SETA locations within the provinces. Discretionary grants Budget amount: R 333, 789, Risks Management: Lack of partnerships and collaboration between key stakeholders may hamper successful implementation of this strategic goal TETA to sign MoU s/partnerships with TVET and HET institutions offering Transport related programs TETA to sign MoU s with State Owned Entities to facilitate earnerships, apprenticeships and internship opportunities. TETA to improve the existing learnerships infrastructure 16 TETA Strategic Plan 2014/ /17

18 PROGRAMME 2: Occupationally directed and workplace training Strategic Goal 2 Increase access to occupationally directed Output Performance Indicator Previous Year Target Current Year Target Medium Term Targets / Supported TETA Firms through provision of Mandatory & Discretionary Grants to address industry shortage of skills. MG Policy and DG Policy distributed to stakeholders Levy paying institutions submit their WSP, ATR, PTP, and PTR by 30 April. DG Window advertised 230 Large firms 230 Medium firms 240 Small firms WSP/ ATRs submitted Large firms 230 Medium firms 240 Small firms WSP/ATRs submitted 230 Large firms 230 Medium firms 240 Small firms WSP/ATRs submitted 230 Large firms 230 Medium firms 240 Small firms WSP/ATRs submitted Capacitated TETA Stakeholders are on the Mandatory & Discretionary Grants processes to address Transport Sector Scarce and Critical Skills needs and shortages Stakeholder Capacitation Workshops conducted on DGs and MG Funding Framework 9 SDF Workshops conducted nationally 9 SDF Workshops conducted nationally and MG & DG Policy & funding framework 9 SDF Workshops conducted nationally and MG & DG Policy & funding framework 9 SDF Workshops conducted nationally and MG & DG Policy & funding framework 9 SDF Workshops conducted nationally and MG & DG Policy & funding framework TETA Strategic Plan 2014/ /17 17

19 2.2 Increased learners having access to TVET, HET institutions and private providers in the transport sector on training that addresses TETA APP TARGETS Learners trained on occupationally directed programme and allocation includes the 80/20grant regulation split 150 Bursaries are allocated to Employed learners on occupationally directed programme 250 Bursaries are allocated to Unemployed learners on occupationally directed programme 4000 Employed learners are placed on skills 1000 Unemployed learners are placed on skills and 50 Bursaries are allocated to Employed learners on occupationally directed programme 100 Bursaries are allocated to Unemployed learners on occupationally directed programme 1000 Employed learners are placed on skills 500 Unemployed learners are placed on skills and 100 Bursaries are allocated to Employed learners on occupationally directed programme 100 Bursaries are allocated to Unemployed learners on occupationally directed programme 1000 Employed learners are placed on skills 1000 Unemployed learners are placed on skills 100 Bursaries are allocated to Employed learners on occupationally directed programme 100 Bursaries are allocated to Unemployed learners on occupationally directed programme 1000 Employed learners are placed on skills 1000 Unemployed learners are placed on skills 100 Bursaries are allocated to Employed learners on occupationally directed programme 100 Bursaries are allocated to Unemployed learners on occupationally directed programme 1000 Employed learners are placed on skills 1000 Unemployed learners are placed on skills 18 TETA Strategic Plan 2014/ /17

20 2.2 Continued Increased learners having access to TVET, HET institutions and private providers in the Transport Sector on training that addresses TETA APP TARGETS Learners trained on occupationally directed programme and allocation includes the 80/20grant regulation split Addressing the low level of adult language and numeracy skills to enable additional training Artisans trained and developed in the Sector Implemented RPL within TETA Learners trained and certificated through Recognition of Prior Learning (RPL) on occupationally directed 1500 learners on learnerships are trained 1500 Employed learners on learnerships are trained 1500 learners on learnerships are trained 1500 learners on learnerships are trained 1500 learners on learnerships are trained 2500 Unemployed learners on learnerships are trained 2500 Unemployed learners on learnerships are trained n/a 500 unemployed Learners trained on ABET/AET 2500 Unemployed learners on learnerships are trained 500 unemployed Learners trained on ABET/AET 2500 Unemployed learners on learnerships are trained 500 unemployed Learners trained on ABET/AET 2500 Unemployed learners on learnerships are trained 500 unemployed Learners trained on ABET/AET 1300 artisans are developed 600 artisans are developed 600 artisans are developed 600 artisans are developed 600 artisans are developed 200 learners RPL d per annum in the Sector RPL is implemented within TETA TETA Strategic Plan 2014/ /17 19

21 2.3 Addressed Middle and high level skills needs in the Sector through Public Private Partnerships Developed Middle managers in the Sector through executive leadership Programmer Developed Middle managers in the Sector through executive leadership Programmer Public Private partnerships are established for the implementation of the Executive leadership programme for middle managers in the Sector 1 International Executive leadership Programme for middle managers is identified 25 Middle managers trained on executive leadership At least one Public Private partnership is established for the implementation of the executive leadership programme for middle managers in the Sector 1 Executive leadership Programme for middle managers is identified Middle managers in the Sector developed through executive leadership Programmer At least one Public Private partnership is established for the implementation of the executive leadership programme for middle managers in the Sector 1 Executive leadership Programme for middle managers is identified 25 Middle managers trained on executive leadership At least one Public Private partnership is established for the implementation of the executive leadership programme for middle managers in the Sector 1 Executive leadership Programme for middle managers is identified Middle managers in the Sector developed through executive leadership Programmer A tleast one Public Private partnership is established for the implementation of the executive leadership programme for middle managers in the Sector 1 Executive leadership Programme for middle managers is identified 25 Middle managers trained on executive leadership At least one Public Private partnership is established for the implementation of the executive leadership programme for middle managers in the Sector 1 Executive leadership Programme for middle managers is identified Middle managers in the Sector developed through executive leadership Programmer 20 TETA Strategic Plan 2014/ /17

22 2.4 Implemented Training Layoff Scheme programme with the aim of reskilling employees that are facing retrenchment Funding provided to employees seeking assistance in the Transport Sector facing retrenchment for reskilling Chamber facilitates MOU signing with DOL & DHET/ contracting with stakeholder Career guidance awareness on Transport related careers to retrenched workers and those who wish to change careers Ensure access to funding workers facing possible retrenchment due to the economic crisis Chamber facilitates MOU signing with DoL & DHET/ contracting with stakeholder Career guidance workshops conducted for retrenched workers / employees who wish to change careers, to follow Transport related fields through participation in exhibitions Papers presented at Conferences Funding provided to employees seeking assistance in the Transport Sector facing retrenchment for reskilling Chamber facilitates MOU signing with DoL & DHET/ contracting with stakeholder Career guidance workshops conducted for retrenched workers / employees who wish to change careers, to follow Transport related fields through participation in exhibitions Papers presented at Conferences Funding provided to employees seeking assistance in the Transport Sector facing retrenchment for reskilling Chamber facilitates MOU signing with DoL & DHET/ contracting with stakeholder Ad hoc Career guidance workshops exhibitions/ conducted for retrenched workers Funding provided to employees seeking assistance in the Transport Sector facing retrenchment for reskilling Chamber facilitates MOU signing with DoL & DHET/ contracting with stakeholder Ad hoc Career guidance workshops exhibitions/ conducted for retrenched workers Funding provided to employees seeking assistance in the Transport Sector facing retrenchment for reskilling Chamber facilitates MOU signing with DoL & DHET/ contracting with stakeholder Career guidance awareness on Transport related careers to retrenched workers and those who wish to change careers TETA Strategic Plan 2014/ /17 21

23 2.5 Established TVET College partnerships HET/TVET/ Private/Public providers, partnerships and collaborations are maintained with employers and other stakeholders TETA to enter into partnerships with TVET Colleges to deliver training in the Transport Sector. BUDGET R 333, 789, TVET and HET working in cooperation with employers to address skills needs 3 TVET Colleges partnerships established to deliver training in the Transport 5 TVET Colleges partnerships monitored and managed. Partnerships maintained 5 TVET Colleges partnerships monitored and managed. Partnerships maintained 5 TVET Colleges partnerships monitored and managed. Partnerships maintained 22 TETA Strategic Plan 2014/ /17

24 STRATEGIC GOAL 3: Strengthening the quality assurance system Goal Statement / To establish delivery partners who will develop learning. Rationale: Justification: Baseline: Links: Outputs: TETA is tasked to support the development of occupationally directed qualifications relevant to the Transport Sector, in line with the new dispensation and to respond to changing needs of the market place Lack of availability of credible and fit-for-purpose and well sought after qualifications in the Transport Sector. NSDS III SAQA Act Skills Development Act TVET Act HE Act QCTO ETQA Quality Assurance Systems aligned to QCTO requirements QCTO Learning Materials for the Sector are developed and approved by QCTO QCTO Qualifications for the Sector are developed and approved by TETA Build capacity within public and private providers & stakeholders to ensure delivery within the TETA scope. Effective and efficient External Moderation process is implemented Effective and Efficient process for Learning Programme Evaluation is implemented Recognition of Prior Learning (RPL) Structures established Integrated Quality Assurance IT system established A reliable database of providers, assessors, moderators and learners established and maintained. Articulation and progression bridging for matriculants to ensure access to TVET and HET institutions Public TVET college systems supported to ensure responsiveness to Sector skills needs and priorities. FLC training programme that addresses low level of youth and adult language and numeracy skills to enable additional training is developed TETA Strategic Plan 2014/ /17 23

25 Resource considerations: Expenditure trends: Trends in number of key staff Funding sources: Capacity building resources need to be considered. Filling available positions in the development of the QCTO system. Quality assurance is a core function within TETA and is funded from both the administration 10% budget for operational expenditure and the discretionary grant budget for special projects. In 2013/14 the ETQA operations budget was R 15 million. Over the MTEF period, significant changes will take place within the ETQA function spurred by the introduction of QCTO (Quality Council for Trades and Occupation) in the Sector. QCTO has delegated responsibilities to the SETA ETQA which is creating stability and assurance to the unit. Administration and Discretionary Grant budget, including NSF funding Budget amount: R 19, 083, Risks Management: Artisan Development consolidated moderation body (NAMB) Fraudulent activities by some of TETA accredited providers by using TETA logo for what they are not accredited for. Undesired assessors/moderators training on TETA DG contracts affects the certification of learners. Risk mitigation: TETA accredited providers to adhere to the code of practise and failure could result in their de-accreditation. ETQA to become an integral part of the DG contract management (i.e ETQA to confirm accreditation, assessments and moderation on a need basis) enter into partnerships with key stakeholders in the Sector to ensure that enough facilitators are produced enter into MoU s with Transport State Owned Entities to ensure that their training centres (SOE s) and training instructors are properly accredited. 24 TETA Strategic Plan 2014/ /17

26 PROGRAMME 3: Quality assurance system Strategic Goal 3 Strenghtening the quality assurance system Output Performance Indicator Previous Year Target Current Year Medium Term Targets Target / Approved QCTO Learning Material for the sector Subsector Learning material for QCTO Qualifications are developed 5 Subsector Learning Material for Qualifications are developed Develop learning material for approved QCTO qualifications in 2012/ Subsector Learning Material for approved Qualifications are developed 8 Subsector Learning Material for approved Qualifications are developed 8 Subsector Learning Material for approved Qualifications are developed 3.2 TETA approved QCTO Qualifications for the Sector Mapped Qualifications to OFO codes 5 Subsector Learning Material Curriculums / Qualifications are developed 8 Subsector Qualifications are developed (1 per subsector) 8 Subsector Qualifications are developed (1 per subsector) 8 Subsector Qualifications are developed (1 per subsector) 8 Subsector Qualifications are developed (1 per subsector) 3.3 Capacity of the public and private providers & stakeholders to deliver within the scope of TETA Conduct capacity building workshops on TETA ETQA System to accredited and prospective providers Capacitate ETD Specialists and training providers through workshop interventions and Road Shows advocacy conducted nationally 100 Accredited and Prospective providers 100 Accredited and Prospective providers 100 Accredited and Prospective providers 100 Accredited and Prospective providers TETA Strategic Plan 2014/ /17 25

27 PROGRAMME 3: Quality assurance systems Continued Strategic Goal 3 Build a strong Quality Assurance mechanism Output Performance Indicator Previous Year Target Current Year Target Medium Term Targets / Effective and efficient External Moderation process Providers moderator requests attended and moderation conducted within three months n/a Moderation request conducted within three months Moderation request conducted within three months Moderation request conducted within three months Moderation request conducted within three months 3.5 Effective and Efficient process for Learning Programme Evaluation Provider Learning are evaluated and registered within three months n/a Provider Learning are evaluated and registered within three months Provider Learning are evaluated and registered within three months Provider Learning are evaluated and registered within three months Provider Learning are evaluated and registered within three months 3.6 Articulation and progression bridging for matriculants to access TVET and HET institutions Expanding or foundation / bridging developed for Youth who have not attained the qualifications necessary for college or university entrance Developed n/a n/a n/a n/a n/a 26 TETA Strategic Plan 2014/ /17

28 3.7 Supported and responsive Public TVET college systems The academic staff at colleges trained to offer Transport related programme TVET College quality assurance systems s aligned to TETA ETQA Systems 3.8 Foundational Learning Competency (FLC) training programme addressing low level of youth and adult language and numeracy skills to enable additional training FLC training programme established through partnership BUDGET R 19,083, Assesors, Moderators and facilitators trained n/a n/a n/a n/a n/a n/a 100 TVET lecturers trained n/a n/a n/a TETA Strategic Plan 2014/ /17 27

29 STRATEGIC GOAL 4: A post-school strategy for youth for further access and work experience to improve employability Goal Statement/ Improve and raise the skills base of young people and enable them to Rationale: take further learning and gain both skills through workplace experience and employment. Justification: Baseline: Links: Outputs: A high percentage (53.3%) of people in the Transport Sector are in the lower skills categorythere is an opportunity to move people with low levels into the intermediate category. Likewise, there are opportunities for young people with poor educational foundation to be given opportunities that can develop them and give them access to TVET and progression, which will enhance their employability. The Transport Seta assists youth through the implementation of relevant in partnerships with Constituent employers and training institutions. NSDS III SAQA Act Skills Development Act TVET Act HET Act The Skills Accord Education opportunities created for out of school and youth that require education. Youth developed and supported to access TVET and HET institutions through articulation and progression /bridging Workplace quality learning mentorship and coaching programme for internship workplace experience and apprentice learners to produce work ready graduates The low level skills of youth addressed through workplace-based training or skills development that enhance employability Work ready graduates placed into employment Resource considerations: Expenditure trends: Trends in number of key staff Funding sources: Relevant TVET s, HET s and strategic partners will be identified to address identified for Transport Sector constituencies. TETA has previously funded through Mandatory Grants, Discretionary Grants and Special projects funding. TETA s current structure allows for the management and support for this goal. Administration and Discretionary grant budgets, including NSF funding Budget amount: R 51,382, Risks Management: Identified interventions may not necessarily be that will successfully address the skills required in the Sector. To mitigate these risks, TETA will: Focus on research within specific subsectors will assist in identifying relevant that will address Sector specific needs. 28 TETA Strategic Plan 2014/ /17

30 PROGRAMME 4: Youth development and progression for further access and workplace training and experience Strategic Goal 4 A post-school strategy for youth for further access and work experience to improve employability Output Performance Indicator Previous Year Target Current Year Medium Term Targets Target / Education opportunities for out of school and needy youth Low level of youth and adult language and numeracy skills is addressed through FLC training n/a 100 youth trained through FLC programme 100 youth trained through FLC programme 100 youth trained through FLC programme 100 youth trained through FLC programme Matric completion for youth out of school for further access to TVET and HET institutions n/a Matric completion programme established 100 youth trained per annum 4.2 Developed and supported Youth for access to TVET and HET institutions through articulation and progression or bridging Access to TVET and HET institutions provided to youth who have not attained the qualifications necessary for college or university entrance are established n/a Work with University to identify learners articulating towards Transport related Programmes 100 youth developed through expanding bridging or foundation 100 youth developed through expanding bridging or foundation 100 youth developed through expanding bridging or foundation (4.5PL TETA Strategic Plan 2014/ /17 29

31 4.3 Workplace quality learning mentorship and coaching programme for internship workplace experience and apprentice learners to produce work ready graduates Quality workplace learning increased through Mentorship n coaching programme in the sector 4.4 Workplace-based training or skills that enhance employability of Youth with low level of skills Provide Internship opportunities to youth leaving school Provide workplace experience opportunities to youth leaving school BUDGET R 51, 382, n/a Mentorship and Coaching training n/a 400 learners placed on Internship programme learners placed on Workplace Experience programme 200 TVET graduates placed Internship, workplace experience and apprentice learners mentored and coached 175 learners placed on Internship programme 1000 learners placed on Workplace Experience programme Internship, workplace experience and apprentice learners mentored and coached 175 learners placed on Internship programme 1000 learners placed on Workplace Experience programme Internship, workplace experience and apprentice learners mentored and coached 175 learners placed on Internship programme 1000 learners placed on Workplace Experience programme 30 TETA Strategic Plan 2014/ /17

32 STRATEGIC GOAL 5: Promoting career and vocational guidance in the transport related fields Goal Statement / To increase youth participation in the Transport Sector by developing Rationale: sustainable to support the school curriculum and build capacity of youth. Justification: Baseline: Links: Outputs: Lack of career planning and information to direct young people to which they have an aptitude for and which will provide training at Basic School level in areas needed in the economy hampers the potential of entrance into the Transport Sector. TETA s career guidance project conducted in 2013/14 Financial Year. TETA SSP (Labour Market context employment analysis by age) TETA SSP Scarce and Critical skills priority list. The Career Guidance Document for NSDS III Transport SSP Department of Basic Education policy NATMAP (National Department of Transport 2050 strategy) Career guide booklets developed with Labour market information that addresses subsectors within the Transport Sector Career guidance exhibitions are conducted in (9) nine provinces targeting rural awareness on transport related careers Career guidance experts empowered in the Transport Sector Support and monitoring of adopted schools Resource considerations: Expenditure trends: Trends and key staff and inputs Funding sources: TETA is undergoing a restructuring process to address the current staff constraints in delivering its Mandate. TETA funded rural development and career exhibition project 2013/14 to facilitate both access and progression to the Transport Sector. Over the MTEF period, TETA strives to capacitate provincial support representatives so that they attend to day-to-day enquiries and guidance. Learners introduced to career exhibitions will also be assisted to progress into TVET and HET institutions though bursaries, learnerships and apprenticeship. This will help to address the challenge of access, progression and scarce and critical skills shortages. Discretionary grants Budget amount: R 5, 512, Risks Management: TETA s scope has increased dramatically during the current dispensation. However, it must be noted that the grants have not necessarily increased to meet the expanded mandate. TETA will have to look at innovative ways of addressing this mandate through the following areas: National skills fund grant, priority skills funding based on the top scarce and critical skills list and youth development. TETA Strategic Plan 2014/ /17 31