STRATEGIC PLAN OF THE CONSTRUCTION EDUCATION AND TRAINING AUTHORITY 2011-2016

STRATEGIC PLAN OF THE CONSTRUCTION EDUCATION AND TRAINING AUTHORITY 2011-2016 JANUARY 2014

FOREWORD The CETA strategic plan represents its programme of action in line with its vision to ensure quality education and training to enhance the construction sector s contribution to national economic growth and development. It is compiled in line with National Treasury Regulations. This plan takes into account the Medium Term Strategic Framework (MTSF) and it reflects the outcomes of government. In terms of strategic goals, it responds specifically to the goals of NSDS III which is informed by MTSF2009-14 and articulates a strong focus on quality education and sets high goals to address skills needs for designated groups and the provinces that are economically challenged. The corporate governance, corporate management and project management goals that are unique to the circumstances of the Construction SETA, are addressed. Included in the strategic plan are strategies contributing to the achievement of the country s new economic growth and social development goals. The CETA s strategic plan is aligned to the following goals of the NSDS III: Establishing a credible mechanism for skills planning: 4.1 Increasing access to occupationally-directed programmes: 4.2 Promoting the growth of a public FET college system that is responsive to sector s skills needs and priorities: 4.3 Addressing the low level of youth and adult language and numeracy skills to enable additional training: 4.4 Encouraging better use of construction workplaces for skills development: 4.5 Encourage and support small enterprises (including non-profit organisations) cooperatives and worker-initiated training initiatives in the construction sector:4.6 Increasing, through construction-related skills, public sector capacity for improved service delivery and supporting the building of a developmental state:4.7 Building career and vocational guidance for construction: 4:8 Dr Bonginkosi Emmanuel Nzimande Signature: Minister of Higher Education and Training Page 2

OFFICIAL SIGN OFF Page 3

CONTENTS FOREWORD 2 OFFICIAL SIGN OFF 3 GLOSSARY OF TERMS 5 PART A: STRATEGIC OVERVIEW 6 1. Vision... 6 2. Mission... 6 3. Values... 6 4. Legislative and other mandates... 6 4.1. Constitutional mandates... 6 4.2. Legislative mandates... 6 4.3. Policy mandates... 7 4.4. Relevant court rulings... 9 4.5. Planned policy initiatives... 9 5. Situational analysis...10 5.1. Performance Environment...10 5.2. Organisational Environment...10 6. STRATEGIC OUTCOME ORIENTED GOALS OF THE CETA...15 PART B : STRATEGIC GOALS AND OBJECTIVES 18 PART B: STRATEGIC OBJECTIVES 35 RESOURCE CONSIDERATION...35 RISK MANAGEMENT...35 PART C: LINKS TO OTHER PLANS 36 ANNEXURE A: OVERVIEW OF THE BUDGET AND MTEF ESTIMATES 40 ADMINISTRATION BUDGET BY PROGRAMME...41 BUDGET PER STRATEGIC GOAL...44 TECHNICAL INDICATORS AND DESCRIPTIONS 45 Page 4

GLOSSARY OF TERMS AET - Adult Education and Training; Apprenticeship - A trade qualification registered with an Industry Training Board in terms of the Manpower Training Act of 1981; Assessment - A structured process for gathering evidence and making judgments about an individual s performance in relation to registered, national standards; Board - The governing body / Accounting Authority of the CETA; Discretionary Grant - Grants paid out in terms of Regulation 6(3) (a) and (b) of the Skills Development Levies Act 9 of 1999; DQP Development Quality Partner Employer - Employer as defined in the Fourth Schedule to the Income Tax Act; Funding Priorities - Skills Development priorities approved by the Board; Further Education and Training (FET) - Education and training at Levels 2 to 4 of the National Qualifications Framework (NQF); Learnership - A vocational based learning qualification that includes a practical work-based component. A learnership has to be aligned with a registered NQF qualification; Learning Programme - A set of unit standards based learning activities intended to give a learner particular knowledge and skills; MTSF - Medium Term Strategic -Planning Framework NQF - National Qualifications Framework; NSDS - National Skills Development Strategy; OFO - Organising Framework of Occupations codes PFMA - Public Finance Management Act, 1999; PIVOTAL - professional, vocational, technical and academic learning programmes that result in occupational qualifications and may include a knowledge component that is normally delivered at a further education and training college or a university as well as structured learning in an accredited training centre or an approved workplace; QCTO - Quality Council for Trades and Occupations QMS - Quality Management System as defined by the CETA; RPL - Recognition of Prior Learning by assessing competence against the outcomes of a set of unit standards; SAQA - South African Qualifications Authority established in terms of the South African Qualifications Authority Act,. 58 of 1995; SDL - Skills Development Levy; Skills Programme - Occupationally based unit standard training programme, delivered by accredited education and training providers. SLA - Service Level Agreement; SSP - Sector Skills Plan. Page 5

1. Vision PART A: STRATEGIC OVERVIEW To be a firm pillar for skills for all in construction and nation-building 2. Mission To create a solid skills base as a foundation for infrastructural development and economic empowerment 3. Values Responsiveness Respect Integrity Professionalism 4. Legislative and other mandates 4.1. Constitutional mandates Chapter II of Section 29(1) of the Bill of Rights as enshrined in the Constitution of the Republic of South Africa (1996) outlines that everyone has the right to:- o Basic education, including adult education and o To further education which the State, through reasonable measures, must make progressively available and accessible The Construction Education and Training Authority as a public entity under the auspices of the Department of Higher Education and Training is thus mandated by law through the Constitution to fund and facilitate skills development in construction 4.2. Legislative mandates Section 10(1) of the Skills Development Act (Act 97 of 1998) provides that a SETA must o develop a sector skills plan within the framework of the national skills; o development strategy; o implement its sector skills plan by establishing learnerships; approving workplace skills plans; allocating grants in the prescribed manner to employers; education and training providers and workers; and monitoring education and training in the sector; Page 6

promote Iearnerships by identifying workplaces for practical work experience; supporting the development of learning materials; improving the facilitation of learning; and assisting in the conclusion of Iearnership agreements register Iearnership agreements; within a week from its establishment, apply to the South African Qualifications Authority for accreditation as a body contemplated in section and must, within 18 months from the date of that application, be so accredited; collect and disburse the skills development levies in its sector requires SETAs to provides a framework to develop and improve the skills of South African workforce The Skills Development Levies Act (Act 9 of 1999) provides for imposition of skills development levy; and for matters connected therewith. The CETA is thus mandated to fund skills development interventions in construction The Public Finance Management Act (Act 1 of 1999, as amended by Act 29 of 1999) - regulates financial management in the national government and provincial governments to ensure that all revenue, expenditure, assets and liabilities of those governments are managed efficiently and effectively; to provide for the responsibilities of persons entrusted with financial management in those governments; and to provide for matters connected therewith The National Qualifications Framework Act (Act 67 of 2008) provides for qualification development framework and development of standards within quality assurance processes. This has led to the establishment of the Quality Council for Trades and Occupations (QCTO) Other laws impacting on the CETA s performance include but are not limited to: Broad Based Black Economic Empowerment Act (Act 53 of 2003) The Preferential Procurement Policy Framework Act (Act 5 of 2000) The Employment Equity Act (Act 55 of 1998) 4.3. Policy mandates New Growth Path (NGP) The NGP sets a goal of five million new jobs by 2020 and points to specific sectors and to markets as job drivers. It focuses on sectors that generate employment on a large scale. The Page 7

NGP requires a radical review of the training system to address shortfalls in artisanal and technical skills. It envisages improving the quality of education, training and innovation. The Strategic Integrated Projects (SIPs) are in line with the NGP. The CETA foresees even more improvement in the industry in the light of the SIPs. The NGP identifies the following levers for achieving job creation: Investment in infrastructure that will create jobs in four phases construction of fixed assets, operation, maintenance and the manufacture of components required for construction; The selection of specific areas to promote employment, such as agriculture, agroprocessing, tourism; The use of technology to generate jobs such as renewable energy projects in the quest for a green economy; Investment in social capital and public services, such as cooperatives, non-governmental organisations and stokvel; Promotion of regional development to boost the rural areas through roads, ports, linkages to other countries on the continent. The emphasis is on infrastructural investment and the manufacture of components which will affect both contractors and material suppliers positively. An opportunity exists for the CETA to assist in the development of local people for employability where sector players are involved in large infrastructure projects, or where there are plans to deploy such programmes. The National Development Plan The National Development Plan (NDP) was introduced at the end of 2011 by the National Planning Commission. It focuses on the reduction of poverty and inequality and reiterates the objectives of the New Growth Path. It lays out the vision to be achieved by 2030. The most important aspect of the plan from the point of view of the construction industry is the massive infrastructure investment. In the 2013 budget, the nation was assured that R827 billion would be drawn from the fiscus and state-owned enterprises to finance this. The implementation of the plan will follow the processes below: The NDP and its proposals will need to be implemented in the right order over the next 17 years. Three phases have been identified. Government has already started a process to align the long term plans of departments with the NDP and to identify areas where policy change is required to ensure consistency and coherence. Page 8

The NDP is a plan for the whole country. Government will engage with all sectors to understand how they are contributing to implementation, and particularly to identify any obstacles to them fulfilling their role effectively. The Plan will shape budget allocation over the next 17 years. The Plan identifies the task of improving the quality of public services as critical to achieving transformation. This will require provinces to focus on identifying and overcoming the obstacles to achieving improved outcomes, including the need to strengthen the ability of local government to fulfil its developmental role. Planning and implementation should be informed by evidence-based monitoring and evaluation. The Expanded Public Works Programmes (EPWP) The Expanded Public Works Programme (EPWP) is a Government initiated programme aimed at creating 4.5 million work opportunities by 2014. The programme is implemented by all spheres of government, across four (4) defined sectors, namely the Infrastructure, Social, n-state and Environment and Culture sectors. The programme is coordinated by the National Department of Public Works (DPW), as mandated by Cabinet. The programme is not implemented in isolation of other Government strategic initiatives, but rather in collaboration with the New Growth Path (NGP) which outlines Key Job Drivers, such as targeting more labour-absorbing activities across the main economic sectors; and substantial public investment in infrastructure both to create employment directly in construction, operation and maintenance environments, and lastly by indirectly improving efficiency across the economy. EPWP work opportunities are all linked to the NGP job drivers and expected to contribute to the NGP targets through its Full-Time Equivalent (FTE) targets. 4.4. Relevant court rulings There are no specific court rulings that have a significant, ongoing impact on operations or service delivery obligations. 4.5. Planned policy initiatives The CETA is a Schedule 3A entity and this section applies to national public entites only. Page 9

5. Situational analysis 5.1. Performance Environment The revised CETA Strategic Plan and the annual performance plans represent the new strategic direction of the CETA under the authority of a new Accounting Authority following administration. The strategy is therefore a reinforcement of work started under extraordinary circumstances, including contradictions both internally and externally, in the CETA s relationship with its stakeholders. 5.2. Organisational Environment The CETA is in the process of strengthening its infrastructural, operational policy framework and human resources capacity in order to deliver on its objectives. The improvement is envisaged to enable the CETA to efficiently meet stakeholders expectations. The CETA is also reviewing its structural set up in order to be more result oriented and strive to be in the top performing SETA group. 5.2.1 Baseline The CETA was placed under Administration in March 2011 by the Minister of Higher Education and Training due to non-performance and irregularities perpetrated by previous CETA personnel amongst other reasons. The erstwhile Administrator of the CETA took a principled decision not to allocate projects for the 2011/12 financial year in order to accord the organisation time to eradicate irregularities relating to previously implemented projects. This resulted in the CETA having a backlog on projects to be implemented to attain NSDSIII targets. The CETA came out of Administration on the 31 st of March 2013 when the operating environment was on the recovery path and it was time for a new Accounting Authority to take over. In view of the previous years suspension of new projects, a significant number of projects were allocated in 2012/13 as a catch up for the preceding two years (2011/12 and 2012/13). Strides have been made in implementing a new Project Management approach and strengthening the project management capacity within the organisation as well as harnessing additional external capacity to address failures of the past. 5.2.2 Envisaged Impact Whilst the mandate of SETAs is to facilitate and fund skills development, SETAs are well posed and have a significant role to play in terms of meeting the country s developmental needs and contributing to the goals of a developmental state. As part of its contribution to the national transformation objectives, the CETA identified the following designated groups: Page 10

women; youth; people with disabilities; and military veterans for whom it has developed dedicated skills interventions. The CETA will therefore undertake an impact analysis to measure its contribution in achieving the aforementioned. The CETA will undertake an initial dip stick assessment of about 10% of its discretionary funded projects to establish the envisaged change in the lives of the designated groups. 5.2.3 Sector overview According to the Construction Industry Development Board (CIDB), the construction sector has over 112 800 employers consisting of 100 000 Grade 1 contractors and the balance being registered as Grade 2 to 9 contractors. The Grade indicates the level of skill and capacity of the company. Tables 1, 2 and 3 below illustrates the size and shape of the sector Table 1: Grade 1 contractor registrations by province and class of works Class of Works Region GB CE ME EP EB SW Total Eastern Cape 7042 2945 208 254 113 1938 12500 Free State 2733 1147 234 149 68 648 4979 Gauteng 12989 4661 1275 1278 358 4463 25024 KwaZulu-Natal 13165 6984 741 432 306 3371 24999 Limpopo 5495 3063 397 527 128 1294 10904 Mpumalanga 4707 2174 423 510 98 800 8712 rth West 3380 1112 201 213 48 739 5693 rthern Cape 837 201 81 48 28 159 1354 Western Cape 3209 1012 165 151 143 1204 5884 Total 53557 23299 3725 3562 1290 14616 100049 Source: CIDB Annual Report2011/2012.p.37 Table 2: National distribution of registered Grade 2 9 contractors Grade Region 2 3 4 5 6 7 8 9 Total Eastern Cape 452 169 279 186 113 43 14 1 1257 Free State 289 64 77 73 82 22 9 5 621 Gauteng 899 266 548 681 489 233 99 90 3305 1 Foreign 4 0 0 1 1 5 1 8 20 KwaZulu-Natal 1136 528 581 427 301 103 31 9 3116 Limpopo 330 135 238 267 204 52 9 1 1236 Mpumalanga 417 160 202 223 179 31 10 1 1223 rth West 262 85 119 87 62 19 5 0 639 rthern Cape 77 19 30 26 21 3 0 0 176 Western Cape 386 156 216 180 131 65 27 13 1174 Total 4252 1582 2290 2151 1583 576 205 128 12767 2 Source: CIDB Annual Report2011/2012 1 CIDB reports that most companies may use Johannesburg as their base but they may have other operations across the country and across borders. 2 The CIDB 2011/2012 annual report from which this data is sourced does not account for the missing 3 contractors. Page 11

Table 3: Contractor Grading by class of works; 2012 Grade Class of Works GB CE ME EP EB SW Total 2 1955 1414 208 121 113 443 4254 3 579 613 90 81 82 138 1583 4 867 802 141 186 145 149 2290 5 635 681 206 253 135 241 2151 6 603 702 88 76 40 74 1583 7 209 225 48 43 26 25 576 8 78 86 16 12 4 9 205 9 29 44 17 21 3 14 128 Total 4955 4567 814 793 548 1093 12770 Source: CIDB Annual Report2011/2012 The contractors for grade 1 and grades 2-9 are mostly based in Gauteng and KwaZulu Natal. This suggests that the size and shape of the Grade 2-9 contractors to a great extent also influences the distribution of the smaller Grade 1 contractors who usually benefit from work supplied by the larger companies. Larger firms handle road works, bulk power services and mining (surface earthworks). Medium-sized firms focus on roads, bulk water infrastructure and water and sanitation projects. The small firms manage water bulk infrastructure and water and sanitation. Small companies mostly get their work from local government. This suggests that their survival is threatened as this is the level characterized by most government under spending. The sector broadly consists of general building, civil engineering, mechanical engineering, electrical engineering (infrastructure), electrical engineering (building) and special works subsectors. There are six key economic infrastructure sectors that provide work to the construction sector - rail, ports, roads, electricity, water and the fibre optic element of telecommunications. These constitute a substantial proportion (80%) of estimated future infrastructure spend. The majority of public infrastructure expenditure (48%) comes from non-financial public enterprises, and Eskom and Transnet account for the largest share. The key construction stakeholders include both the national government and industry stakeholders, who must play their part in ensuring the growth and success of the construction industry. The main stakeholders in the sector are: Table 4: Key CETA Stakeholders Department / Stakeholder Department of Higher Education and Training (DHET) Department of Human Settlements (DHS) Department of Labour (DoL) Department of Public Works (DPW) Department of Trade and Industry (DTI) National Treasury Department of Monitoring and Evaluation (DPME) NEPAD Building and Coordinating Agency South African Revenue Service (SARS) Role FET, HET, Skills development National Housing Labour policy Public Infrastructure Industrial Strategy Macroeconomic policy Monitoring and evaluation Plan for growth of Africa Taxation Page 12

Department / Stakeholder Council for Built Environment (CBE) Construction Industry Development Board (CIDB) Master Builders SA National Home Builders Registration Council (NHBRC) SA National Roads Agency LTD (SANRAL) SA Council for Project & Construction Management Professions Development Bank of Southern Africa (DBSA) Role Sustainable built environment growth Contractor development Represent contractors and employers Regulate homebuilding Road network in South Africa Regulate construction management & construction project management professionals Financing The CETA had 9 154 levy paying members in the 2012/13 financial year. The table below shows the distribution of the CETA s constituent entities. Table 5: Levy payers Analysis by Province and Entity Size Entity Size 0-49 50-149 150+ Total Eastern Cape 517 84 31 632 Free State 280 34 16 330 Gauteng 3100 286 171 3557 KwaZulu-Natal 1236 121 77 1434 Limpopo 167 14 13 194 Mpumalanga 644 50 15 709 rth West 158 24 15 197 rthern Cape 110 15 6 131 Western Cape 1735 180 55 1970 Total 7947 808 399 9154 Source: CIDB Annual Report In the 2012/13 financial year, the CETA received a total of 2 174 WSP and ATR submissions. The table below shows the provincial distribution of submitted WSPs for the 2013/14 financial year. Table 6: WSP Submission Analysis by Province and Entity Size Province 0 49 50 149 150+ Total Eastern Cape 183 52 33 268 Free State 32 19 11 62 Gauteng 425 200 164 789 KwaZulu Natal 224 87 63 374 Limpopo 11 8 9 28 Mpumalanga 46 27 12 85 rth West 31 16 14 61 rthern Cape 15 10 6 31 Western Cape 294 129 53 476 Total 1261 548 365 2174 Source: CETA database The CETA will strive to increase the number of entities submitting WSPs in order to close the skills gap currently bedevilling the sector. Data from StatsSA shows a broad overview of employment in the sector, and is among the six top employing sectors of the economy. In June 2012, the construction sector employed 1.08 Page 13

million employees. As indicated in the table below. Data for second quarter of 2013 shows that the construction sector is one of five sectors where employment increased. Table 7: Employment by industry, 2012-2013 3 Apr- Jun 2012 Jun-Mar 2013 Apr-Jun 2013 Qtr to Qtr change Yr on Yr change Qtr to Qtr change Yr on Yr change Industry 000 000 000 000 000 % % Total* 13 447 13 621 13 721 100 274 0,7 2,0 Agriculture 638 739 712-26 74-3,6 11,6 Mining 357 365 374 9 16 2,4 4,5 Manufacturing 1 678 1 753 1 735-18 57-1,0 3,4 Utilities 98 117 115-2 16-1,7 16,6 Construction 1 012 1 020 1 083 62 71 6,1 7,0 Trade 2 966 2 855 2 906 52-59 1,8-2,0 Transport 791 813 832 19 41 2,3 5,1 Finance and other business services 1 737 1 781 1 818 37 81 2,1 4,7 Community and social services 3 012 3 072 3 050-22 38-0,7 1,3 Private households 1 153 1 105 1 093-12 -60-1,1-5,2 Sector employment increased the most between the first and second quarters of 2013, increasing by 62 000 employees. Year on year increase from June 2012 to June 2013 for the sector was also among the top five, with 71 000 new jobs created by June 2013. Description of Strategic Plan Process Structurally the strategic plan begins with Strategic Goals founded on NSDSIII goals, and out of which Goal Statements are developed. CETA-specific Strategic Objectives are then developed, and they in turn lead to specific Outcomes, which are then followed by relevant activities. Targets and Timeframes are then set for each activity, with relevant projected financial allocations indicated and special projects. 3 StatsSA Quarterly Labour Force Survey, Q2, 2013, P0211 Page 14

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE CETA Strategic Outcome Oriented Goal 1 Goal Statement Establishing a credible mechanism for skills planning in the construction sector By March 2016, construction sector skills development requirements are researched, documented and communicated to stakeholders annually through the update of an SSP to enable effective planning for training Strategic Outcome Oriented Goal 2 Goal Statement Increasing access to occupationally-directed programmes in the construction sector List of middle level skills are identified and addressed through skills development initiatives with all 50 FET Colleges in order to enrol 8000 artisans annually until 31 March 2016 Strategic Outcome Oriented Goal 3 Goal Statement Promoting the growth of a public FET system that is responsive to construction sector skills needs and priorities To provide accreditation for 50 FET Colleges by 31 March 2014 to enable them to offer CETA training to equip their graduates with qualifications recognised by employers Strategic Outcome Oriented Goal 4 Goal Statement Addressing the low level of youth and adult language and numeracy skills to enable additional training in construction By March 2016, to equip both the youth and older people with relevant basics skills accorded for practical training opportunities or workplace experience, and improve their employability Strategic Outcome Oriented Goal 5 Goal Statement Encouraging better use of construction workplaces for skills development By 31 March 2016, through the review of grant policy, evaluation of WSP/ATR, training of 1000 SDF, to ensure that training for employed workers respond to critical skills which will lead to improved productivity and economic growth; and enables the workforce to adapt to changes in the labour market Page 15

Strategic Outcome Oriented Goal 6 Goal Statement Encourage and support small enterprises (including non-profit organisations), cooperatives and worker-initiated training initiatives in the construction sector By March 2016, to help empower 300 small enterprises (including nonprofit organisations), cooperatives and worker-initiated training initiatives through institutional development support; capacity building; skills development; and service provision opportunities Strategic Outcome Oriented Goal 7 Goal Statement Increasing, through construction-related skills, public sector capacity for improved service delivery and supporting the building of a developmental state By March 2016, to support skills development in and by constructionrelated with at least 30 public sector entities through signing of MoUs and conceptualising of strategic projects. Strategic Outcome Oriented Goal 8 Goal Statement Building career and vocational guidance for construction By March 2016, to empower young people with information and to develop their interest in trades and occupations in the construction sector through dissemination of career guides and participation in at least 24 career exhibitions in all nine provinces. Strategic Outcome Oriented Goal 9 Goal Statement Running and managing core business projects efficiently and effectively By March 2016, to ensure that projects are managed in a manner which leads to the achievement of targets and objectives through the development of project strategy, review of applications forms and guidelines, conceptualisation of special projects. Strategic Outcome Oriented Goal 10 Goal Statement Ensuring sound corporate management By March 2016, to ensure that CETA is managed effectively and efficiently through annual revision of organisational strategic plan and annual performance plan and relevant policies and strategies Page 16

Strategic Outcome Oriented Goal 11 Goal Statement Observing good corporate governance By March 2016, to ensure an organisation compliant in all legislative and policy respects. Page 17

PART B : STRATEGIC GOALS AND OBJECTIVES STRATEGIC GOAL 1 Establishing a credible mechanism for skills planning in the construction sector Goal Statement By March 2016, construction sector skills development requirements are researched, documented and communicated to stakeholders annually through the update of an SSP to enable effective planning for training CETA Strategic Objective 1 Outcomes Indicators Projected 2014/15 Budget Risks / Assumptions 1. To plan reliably and accurately so as to 1.1 Capacity strengthened within the CETA to coordinate Capacity building of 2 staff members in the planning and reporting unit on the following areas: provide relevant education and training for employment, entrepreneurship and economic development research and skills planning 1.2 Development of the CETA s Sector Skills Plan 1. Development of an Sector Skills Plan 2. Evaluation of Workplace Skills Plan and Annual Training Reports Compilation of Quarterly Monitoring Reports Sector Skills Plan to be updated annually in line with latest skills development and any changes in legislation as well as sector needs. R1 020 000 Sector Skills Plan to be approved by the Executive Authority by 15 January signed off 1.3 Integrated and segmented database of critical and Develop a database of scares and critical skills from the Sector Skills Plan and publish on CETA website by 31 March 2014 R0 Internal capacity assumed scarce skills accessible to stakeholders Update career guide and SDF guide in line with the SSP annually 1.4 Revised quality assurance mechanism to enhance the reliability of WSPs and ATRs Review the monitoring and evaluation tool to enhance the reliability of WSP and ATRs Select a sample of 200 companies and conduct monitoring and evaluation visits by 31 March 2015 Internal capacity assumed Review Mandatory Grant policies. Development of Mandatory evaluation and monitoring Guidelines Page 18

1.5 Revised mechanism to monitor, evaluate and review sector performance Convene a colloquium for each of the following sub sectors by 30 June 2014: Building Construction Built Environment Professionals Internal capacity assumed Building and Civil Construction; and Materials manufacturing Conduct surveys on each sector s performance on scarce and critical skills 1.6 Developed communication mechanism to engage the sector on developments and challenges relating to skills planning within it Review communications strategy which incorporate specific skills development messages in interaction with the relevant and interested sub-sectors by 31 March 2015 Internal capacity assumed Strategic goal budget R8 258 908 Including R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives STRATEGIC GOAL 2 Increasing access to occupationally-directed programmes in the construction sector Goal Statement List of middle level skills are identified and addressed through skills development initiatives with all 50 FET Colleges in order to enrol 8000 artisans annually until 31 March 2016 CETA Strategic Objective 2 Outcomes Indicator Projected 2014/15 Budget Risks / Assumptions Page 19

2. To accurately determine requisite middle level 2.1 Empirical and SSP-based identification of middle level Annual update of SSP to be finalised and submitted to DHET by 31 August 2014 in compliance with the Skills Development Act skill needs and evolve skills needs in the sector strategies to ensure increased access to occupationally-directed training related to them 2.2 Developed strategy inclusive of the use of public FET colleges and universities of Conduct annual FET engagement sessions to inform the development of engagement strategies R748 000 technology and partnerships with employers providing work-site based training, to address middle level skill needs 2.3 Developed Public FET Review MOUs with the following rural- based FET Colleges by 31 March 2015: R3 400 000 colleges and universities of King Hintsa technology providing work-site Mthashana based training, to address middle level skill needs Mfolozi Umgungundlovu West Coast (Vredendal Campus) Esayidi Gert Sibande Mnambithi Boland Sekhukhune Majuba rthern Cape Rural Maluti Ngquza Hill Teletso Page 20

Capricorn Use the FET colleges and universities refurbishment initiatives as part of workplaces for training to enrol 8000 artisans by 31 March 2016 R316 800 000 2.4 Developed project implementation plan to address middle level skills, including artisanal training Review the project implementation plan 2.5 Strengthened Learning Pathways and Quality Development unit to plan, manage and report on artisanal training development Review Capacity building of staff in the Learning Pathways and Quality Development unit on the following areas: 1. QCTO and NAMB processes 2. Assessor and Moderator courses R748 000 2.6 Agreements to promote student access to priority programmes; increased work experience; experiential learning and post-graduate work Review the MoU with the National Business Initiative (NBI) to focus on Work Integrated Learning (WIL) by 31 March 2015 2.7 Graduate development and placement programmes Candidacy Programme entered 500 FET graduate placement entered 3500 Internships entered 1500 R33 000 000 R138 600 000 R59 400 000 Bursaries entered R33 660 000 Page 21

Employed 250 Unemployed 600 2.8 PIVOTAL programmes with FET Colleges and universities Learnerships entered Employed 2000 Unemployed 6000 R316 800 000 2.9 Dedicated skills development programmes and interventions for rural communities and townships Assess the skills development centres with the following FET colleges: Mthashana Ingwavuma; Mthashana Babanango; Umgungundlovu Mueden; Esayedi Ixopo; Mnambithi Bergville; Umfolozi FET Eskhaleni; West Coast Vredendal; Boland Bredersdorp; Gert Sibande Bethal; rthern Cape FET Namaqua campus Springbok; rthern Cape rural FET De Aar; and University of Venda The CETA will provide funding for construction of skills development centres and the centres will be handed over to the FET to administer them The CETA will enrol a minimum of 100 learners annually into the skills development centres and the allocation will include 10% (7.5% from 1 April 2013) for administrative related expenses At least 5 employment opportunities will be created per skills centre R12 000 000 Page 22

2.10 Dedicated skills development programmes and interventions for the youth; women; military veterans and people with disabilities As part of its DG minimum requirements for all allocations at least: - 40% of learners to be female - 2% of learners to be PwD To meet the dedicated skills for the designated groups the CETA will train 737 Women entered 737 Military Veterans entered 737 Youth entered 737 PwD entered 2.11 Industry supported to attain status of Development Quality Partners CETA delegated staff to facilitate sessions between SAFCEC, MBSA, FIT, CBE and the QCTO to host the attainment of the DQP status by 31 March 2016 Strategic goal budget R922 394 908 Including R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives STRATEGIC GOAL 3 Promoting the growth of a public FET system that is responsive to construction sector skills needs and priorities Goal Statement To provide accreditation for 50 FET Colleges by 31 March 2014 to enable them to offer CETA training to equip their graduates with qualifications recognised by employers CETA Strategic Objective 3 Outcomes Indicator Projected 2014/15 Budget Risks / Assumptions Page 23

3. To build greater and project-based partnerships with FET Colleges 3.1 Assistance for FET Colleges requiring accreditation for CETA-related qualifications The Learning Pathways Quality Development Unit to accredit 50 FET Colleges with CETA qualifications by 31 March 2016 3.2 Support for FET Colleges review of construction-related curricula and the development of new ones 3.3 Support FET Colleges in the review and enhancement of their human resource and infrastructural capacity to provide quality vocational training Assist the following public FET Colleges with quality assurance and monitoring and evaluation in the implementation of recommended curricula changes in line with Ministerial task team: Gert Sibande Umfolozi FET Umgungundlovu West Coast Ekurhuleni West Financially support the academic development of 7 lecturers per public FET College by in the following FET colleges: Gert Sibande Umfolozi FET Umgungundlovu West Coast Ekurhuleni West R500 000 Strategic goal budget R7 738 908 Including R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives STRATEGIC GOAL 4 Addressing the low level of youth and adult language and numeracy skills to enable additional training in construction Page 24

Goal Statement By March 2016, to equip both the youth and older people with relevant basics skills accorded for practical training opportunities or workplace experience, and improve their employability CETA Strategic Objective 4 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 4. To ensure that younger and older people with 4.1 Revised strategy, including RPL and Adult Education and Develop RPL and AET strategy by 31 March 2014 Skills programmes : lower level language and numeracy skills are Training, to respond to low levels of language and Unemployed 1000 entered and certified Employed 4000 entered and certified R48 125 000 capacitated to undertake higher level theoretical and practical training in construction numeracy skills among young people and adults in the construction sector RPL: Employed -2500 entered and certified Unemployed 2500 entered and certified R19 250 000 and to become employable 4.2 Partnerships with stakeholders in the youth sector to put in place training Implement, monitor and update MOUs with the following institutions representing designated groups NYDA and SAYC for Youth for training and work SAWIC for Women experience for young people NID and DPSA for People with disabilities Strategic goal budget R74 613 908 Including R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives STRATEGIC GOAL 5 Encouraging better use of construction workplaces for skills development Page 25

Goal Statement By 31 March 2016, through the review of grant policy, evaluation of WSP/ATR, training of 1000 SDF, to ensure that training for employed workers respond to critical skills which will lead to improved productivity and economic growth; and enables the workforce to adapt to changes in the labour market CETA Strategic Objective 5 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 5. To ensure full concordance between 5.1 Revised mandatory grants policy, criteria and guidelines Review guidelines in terms of the new grant regulations and criteria for the development of Workplace Skills Plan by 31 st October 2014 R0 Internal capacity assumed WSPs and workplace- for workplace skills based skills development development 5.2 Capacity-building for Skills Development Facilitators (SDFs); shop stewards and trade union officials Train 1000 community SDFs Enter in MoUs with key trade unions within the construction sector in order to train 240 trade union officials and members (these skills programme targets included under objective 4.1) R0 5.3 Monitoring and evaluation of the implementation of WSPs review the monitoring and evaluation tool to enhance the reliability of WSP and ATRs R0 Internal capacity assumed Development and reviewing of Mandatory evaluation and monitoring Guidelines by 31 January 2014 Select a sample of 200 companies and conduct monitoring and evaluation visits by 31 March 2015 5.4 Special projects to address specific sector skills gaps The CETA Project Management Unit to conceptualise the development and implementation of special projects based on sector skills gaps WIL enter 500 learners by 31 March 2015 R19 800 000 As per above Dependent on projects 10% for administration Strategic goal budget R27 038 908 Including R7 238 907.50 for Page 26

Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives STRATEGIC GOAL 6 Encourage and support small enterprises (including non-profit organisations), cooperatives and worker-initiated training initiatives in the construction sector Goal Statement By March 2016, to help empower 300 small enterprises (including non-profit organisations), cooperatives and worker-initiated training initiatives through institutional development support; capacity building; skills development; and service provision opportunities CETA Strategic Objective 6 Outcomes Activities Projected 2014/15 Budget Risks/ Assumptions 6. To increase the pool of SMMEs, NPOs, cooperatives and worker initiatives in the construction sector 6.1 An updated database of small enterprises (including non-profit organisations), cooperatives and worker-initiated training initiatives in the construction sector Review the SMME strategy R0 Sector cooperation assumed 6.2 Founding and development of Financially support the development of at least 10 cooperatives and/or small enterprises in the construction sector per province R10 200 000 CETA s own discretion cooperatives and small enterprises in the construction sector 10% for administration Page 27

6.3 Special programmes to address the unique Quarterly conduct monitoring and evaluation of 2 implemented programmes per province Included above See above needs of SMMEs, NPOs, cooperatives and worker initiatives in the construction sector Strategic goal budget R17 438 908 Including STRATEGIC GOAL 7 Increasing, through construction-related skills, public sector capacity for improved service delivery and supporting the building of a developmental state Goal Statement R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives By March 2016, to support skills development in and by construction-related with at least 30 public sector entities through signing of MoUs and conceptualising of strategic projects. CETA Strategic Objective 7 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 7. To cooperate and collaborate with relevant government departments and other public 7.1 Revised MOUs with relevant government departments and other Enter into MoUs with the following government departments and other public institutions: Coega R0 Internal capacity Page 28

institutions to improve service deliverythrough skills development public institutions NSFAS National Department of Public Works Limpopo DPW Western Cape DPWRT rth West DPW National Department of Human Settlement rth West Department of Human Settlement Eastern Cape Department of Rural Development and Agrarian Reform Nkomazi Local Municipality Mantsopa Local Municipality Govan Mbeki Municipality Cape Agulhus Belfort West Municipality Ukhahlamba Municipality 7.2 Special skills development projects to Project Management Unit to conceptualise applications for funding to National Skills Fund and implement identified skills development projects by March 2015 R0 Internal Capacity respond to service delivery challenges faced by government departments and other public institutions 7.3 Special projects for government departments and other public institutions to provide The CETA Project Management Unit to conceptualise the development and implementation of special projects based on sector skills gaps Internal Capacity Funding from mandatory grants skills development for communities Page 29

Strategic Goal Budget R7 238 908 Including STRATEGIC GOAL 8 Building career and vocational guidance for construction Goal Statement R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees spread evenly on the 8 NSDSIII objectives By March 2016, to empower young people with information and to develop their interest in trades and occupations in the construction sector through dissemination of career guides and participation in at least 24 career exhibitions in all nine provinces. CETA Strategic Objective 8 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 8. To ensure a greater uptake of 8.1 Revised career guide Develop a career guide based on five year SSP by March 2015. R1 122 000 Credible SSP in place training and employment in construction by young people based on the SSP Organize or participate in at least two exhibition per quarter per province in partnership with schools, public FET Colleges and HEI Strategic Goal Budget R8 360 908 Including R7 238 907.50 for Cost of employment, Travelling and subsistence and consultation fees Page 30

spread evenly on the 8 NSDSIII objectives STRATEGIC GOAL 9 Running and managing core business projects efficiently and effectively Goal Statement By March 2016, to ensure that projects are managed in a manner which leads to the achievement of targets and objectives through the development of project strategy, review of applications forms and guidelines, conceptualisation of special projects. CETA Strategic Objective 9 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 9. Manage projects cost effectively, timely and productively 9.1 A strengthened projects office Project Management Unit (PMU) to develop Project Strategy and activate project management module in the MIS by 31 March 2014. Implementation of Project Strategy to be monitored by the or Manager monthly. Authority approval Internal Capacity The Project Strategy to incorporate process to review project application forms, funding guidelines, project implementation plans and management templates assumed Special projects to achieve special deliverables (at least 27) to be conceptualised by March 2016 9.2 SLA signed between Review the AQP status Internal Capacity CETA and QCTO to assumed attain status of Assessment Quality Partner of Assessment Quality Partner (AQP) STRATEGIC GOAL 10 Ensuring sound corporate management Goal Statement By March 2016, to ensure that CETA is managed effectively and efficiently through annual revision of organisational strategic plan and annual performance plan and relevant Page 31

policies and strategies CETA Strategic Objective 10 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 10. Ensure exemplary corporate management and operational excellence 10.1 Revised organisational strategic plan and an organogram responding thereto In line with Statutory requirements, strategic plan and annual performance plan is reviewed by the CEO and Management for approval by the Accounting Authority. An organogram is reviewed as and when need arises by the Accounting Authority as per the recommendations of the CEO. R0 Internal capacity assumed 10.2 Skills audit and placement plan HR department to review and monitor skills needs annually or as and when necessary to do so in line with approved HR policy. Internal capacity assumed 10.3 Revised Employee Wellness Plan Corporate Service department to develop, review and monitor employee wellness plan. Employee Wellness Programme to be established under the auspices of Corporate Services Department and reports produced monthly for review by the Internal cooperation assumed CEO. 10.4 Revised Staff Retention Strategy HR unit to develop and/or review and monitor a staff retention strategy in line with approved HR policy annually. Internal capacity assumed 10.5 Revised Performance Management System Performance management system to be implemented by signing of performance agreement at the beginning of the year between the supervisor and subordinate; and performance assessment performed quarterly and performance bonuses paid Internal cooperation assumed by December every year in line with Approved Performance Management Policy. HR department to give regular guidance in relation to implementation of Performance Management System. 10.6 Revised Communication and Stakeholder Relationship Management Strategy Review and monitor communication and stakeholder relationship management strategy The Management to implement monitor and review of marketing and communication tools traditional and technological, including social media - in place in line with approved strategy annually. R3 740 000 Develop and continuously update the stakeholder database in the sector by Core Business Manager Page 32

10.7 Website CETA website continuously updated with latest information. Internal cooperation assumed 10.8 IT Plan The IT plan developed under the instruction of the CEO taking into account latest IT developments and technologies. R1 584 000 10.9 Efficient and effective SCM 10.10 Sound Financial Management Review and monitor SCM processes and standard operating procedures Review and monitor consistent use SCM templates Review, update and monitor consistent implementation Procurement Module and Supplier Database Monitor compliance with tender process Review and monitor compliance to internal financial controls Monitor consistent use of financial accounting and MIS Monitor and regularly update the CETA budget Manage physical and financial asset efficiently Efficiently manage revenue, expenditure, debtors and liabilities Monitor and review reporting in line with reporting policy framework and statutory requirements Internal cooperation assumed Internal capacity assumed Strategic goal budget R5 324 000 STRATEGIC GOAL 11 Observing good corporate governance Goal Statement By March 2016, to ensure an organisation compliant in all legislative and policy respects CETA Strategic Objective 11 Outcomes Indicators Projected 2014/15 Budget Risks/ Assumptions 11. Ensure exemplary corporate 11.1 Revised Delegation of The CEO to monitor and ensure implementation and compliance with Delegation Internal cooperation governance, oversight and compliance Authority and Approvals Framework of Authority and approvals framework daily by implementing and maintain daily controls. assumed Page 33

11.2 Revised policies and procedures Policies and procedures reviewed annually by Management in line with best practices, latest skills development and identified weakness. Management to monitor compliance to policies and procedures daily by putting standard and daily controls to ensure compliance. New policies and updated ones to be continuously workshoped to all staff members to ensure compliance. Board members to be inducted on policies and procedures within 2 months of assuming their duties to ensure compliance. Internal capacity and cooperation assumed 11.3 Updated compliance register Risk Monitoring Committee, with assistance from Internal Auditors, to conduct regular risk assessment workshops in compliance with regulations to updated risk register and to identify new risks with mitigating controls. Internal cooperation assumed 11.4 Declaration of interests register Declaration of interest signed by the members of Accounting Authority and Board committee members in every meeting Declaration of interest and update signed by all staff members annually and put in their employment files 11.5 Review CETA constitution The CETA constitution reviewed on annual basis or as and when need arises in line with any skills development legislative developments and directives by the DHET to ensure its relevance and compliance. The Accounting Authority members and the CEO to review and observe the provisions of the Constitution of the CETA to align policies and procedures with it annually. Internal capacity assumed Page 34

PART B: STRATEGIC OBJECTIVES RESOURCE CONSIDERATION The CETA receives levies from its constituent employers within built environment via SARS in compliance with Skills Development Levies Act at 80% of total levies contributed. The levy income remains the primary source of revenue for the CETA. In terms of Skills Development Act, the income levy shall be utilised as follows: 10.5% - Administration; 20% - Discretionary grants; 49.5% - Mandatory grants. The strategy of the CETA anticipates that the funding will remain constant for the NSDS III period and that built environment performance will improve which will increase the number of levy contributing companies. Trends in the number of key staff: The CETA was placed under administration in March 2011 due to non-performance as amongst other reasons. The administration process has resulted in high staff turnover due to resignations and contract terminations as resu lt nonperformance by most staff members. Skills audit was conducted to assess and determine the capacity of skills within the organisation to deliver on this strategy. This skills audit identified gaps and mismatch of skills with positions within the organisation hence Administrator revised the organogram of the CETA along with the salary structure. Additional experienced additional employees were hired and existing staff members were placed in the relevant positions. Key positions - including COO, CFO and provincial coordinators - have since been filled by experienced personnel. Trends in the supply of key input: Key inputs in delivering on this strategy are financial and human resource (see above for discussion on human resources). The analysis of levy income from 2010/11 and 2011/12 financial years reflects increasing trend; and so is monthly receipts to date as compared to previous year. In addition, the CETA has sufficient financial reserves to deliver on its strategy. RISK MANAGEMENT The CETA has a Risk Management Policy and Strategy in place to mitigate risks identified to an acceptable level in line with National Treasury Risk Management Framework. The CETA conducts risk management workshops on regular intervals to update risks register and to identify new and emerging risks. Page 35

The following top 5 (FIVE) Strategic Risks in relation to strategy were identified and are being managed: Risk Description Mitigation 1.CETA existence The CETA like all other SETA - has been re-licensed for 5 t in control of the CETA. Actively part take in the year until 31 March 2016 which poses uncertainty of existence political discussions in relation to skills beyond 2016. development agenda. 2.SAQA Accreditation and/or QCTO transition The CETA is accredited until September 2012 as Education and Training Authority subject to fulfilment of certain SAQA requirements for it to maintain its accreditation status. The CETA will put in place system and controls to ensure that SAQA requirements are met to retain accreditation status. 3.Qualifications and/or programmes development Relevance of qualification and/or programmes in the public sector; and advent of the QCTO the CETA to register new qualifications. Comprehensive skills research will be conducted to determine relevance and impact of current qualifications in the built environment. Strategy to align CETA: ETQA and QCTO will be developed which will culminate in signing of a Memorandum of Understanding. 4. Staff capacity Most of staff members are fairly new in the organisation which poses a risk of delivering as planned. Staff members will be inducted on the Strategic Plan and Annual Performance Plans with clear deliverables. Clear and simplified processes and procedures has been developed and inducted to new staff members. 5.Stakeholder liaison and relationship Poor relationship and communications with stakeholders. Communication strategy will be put in place and implemented. The CETA is actively participating in stakeholder forums and/or any other stakeholder engagements. Links to the long-term infrastructure and other plans PART C: LINKS TO OTHER PLANS Page 36

The CETA plans to build 36 Skills Development Centres spread across all 9 provinces (4 per province)targeting rural areas and townships. The CETA will fund infrastructure developments and administration and/or running costs of the centres as follows:. Province Project Name 1. KwaZulu-Natal - 2 Ngwavuma Skills Development Centre Project Description Estimated Cost R2 000 000 + R 2 000 000 Expenditure to Date Project Duration Start Finish R0 Oct 2012 March 2014 2. Eastern Cape - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 3. Western Cape - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 4. Free State - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 5. rthern Cape - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 6. rth-west - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 7. Gauteng - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 8. Limpopo - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 9. Mpumalanga - 2 Yet to be identified Yet to be identified R4 000 000 R0 Oct 2012 March 2014 Total R36 000 000 Other plans In the development of this Strategic Plan, the CETA has therefore taken into account not only the needs of its own sector but also the financial needs of the rest of the economy. The fact that NSDS III is linked to the Medium Term Strategic Framework (MTSF), the Human Resources Development Strategy for South Africa (HRDS-SA, the Industrial Policy Action Plan (IPAP), the New Growth Path (NGP) and the National Skills Accord, sector development plans, Government s goals for rural development and the new environment strategy will enable the CETA to deliver against national initiatives on a far broader scale going forward. The CETA has taken interest in participating in the following government initiatives by providing relevant skills interventions: Infrastructure Development Projects (SIPs) Page 37

Training Lay-off Scheme Rural Youth Development NARYSEC/Department of Rural Development The CETA is participating in the NARYSEC programme which is under the custodianship of the Department of Rural Development and is aimed at skills development and job creation for the youth from rural areas. This programme entails inviting youths between the ages of 18 and 35 from rural wards to be enrolled for training in various skills that will equip them, both with theoretical and practical knowledge to create employment for them. In relation to this project the CETA plays a broad advisory role to the Department and NARYSEC. It also ensures that Training providers have programme approval/extension of scope. Monitoring for both theory and workplace experience is conducted Internal moderation and assessments are externally moderated Learners certificates are issued The CETA is working with 34 FETs. To date the CETA has assisted 23 FETs with programme approval. Learning Programmes Approved by the CETA for NARYSEC Project The NARYSEC programme rolled out training on 4 learnership programmes namely: National Certificate: Community House Building Level 2 National Certificate: Building and Civil Construction - Level 3 National Certificate: Construction Contracting Level 2 Further Education Training Certificate: Plumbing Level 4 The CETA sees this project as critical in assisting it to contribute meaningfully towards Outcome no 7 which addresses the area of equitable and sustainable rural communities Page 38

Conditional grants The CETA does on a need basis request conditional grants or donor funding from other institutions to run discretionary related projects in line with its strategic plan. Public-private partnerships The CETA does not have any plans to enter into Public-Private Partnerships (PPP) over the NSDS III period. Page 39

ANNEXURE A: OVERVIEW OF THE BUDGET AND MTEF ESTIMATES INTERVENTION MTEF 2013/2014 2014/2015 2015/2016 2016/17 Discretionary Grants levy income 331 000 000 364 100 000 400 510 000 440 561 000 Unclaimed Mandatory Grants 87 557 987 77 415 853 65 710 576 52 289 191 Reserves/brought forward 1 000 000 000 326 021 387 - - NSF/Donor Funding 310 871 020 391 229 485 446 775 096 Total available 1 418 557 987 1 078 408 260 857 450 061 939 625 287 Learnerships Employed 2 000 2 000 750 750 (R36 000 per learner with inflationary adjustment of 10% per annum) Unemployed 6 000 6 000 2 200 2 200 Budget -288 000 000-316 800 000-128 502 000-141 352 200 Bursaries Employed 100 250 100 100 (R36 000 per learner with inflationary adjustment of 10% per annum) Unemployed 500 600 500 500 Budget -21 600 000-33 660 000-26 136 000-28 749 600 Skills Programmes Employed 4 000 4 000 1 000 1 000 (R8 750 per learner with inflationary adjustment of 10% per annum) Unemployed 1 000 1 000 370 370 Budget -43 750 000-48 125 000-14 504 875-15 955 363 Artisans Employed 4 000 4 000 4 000 4 000 (R36 000 per learner with inflationary adjustment of 10% per annum) Graduate Placements (R60 000 per learner for candidacy and 36000 for FET Graduate Placement with inflationary adjustment of 10% per annum) Unemployed 4 000 4 000 4 000 4 000 Budget -288 000 000-316 800 000-348 480 000-383 328 000 Candidacy (Unemployed) FET Graduate Placement 500 500 500 500 3 500 3 500 3 500 3 500 Budget -150 600 000-171 600 000-188 760 000-207 636 000 Graduate Placements WIL (R36 000 per learner with inflationary adjustment of 10% per annum) Workplace (Unemployed) Internships (Unemployed) 950 500 500 500 550 1 500 200 200 Budget -54 000 000-79 200 000-30 492 000-33 541 200 RPL Employed 10 000 2 500 2 500 2 500 (R3 500 per learner with inflationary adjustment of 10% per annum) Unemployed 10 000 2 500 2 500 2 500 Budget -70 000 000-19 250 000-21 175 000-23 292 500 Support to FETs -500 000-500 000-500 000-500 000 Refurbishment of FETs -50 000 000 Establishment/ support to SMMEs, Cooperatives and NGOs SSP Development and update including career guides -30 000 000-10 200 000-10 200 000-10 200 000-3 000 000-1 020 000-1 020 000-1 020 000 Development of Qualifications -10 000 000-3 400 000-3 400 000-3 400 000 Skills Development Centres -12 000 000-12 000 000-12 000 000-12 000 000 Total direct cost budget -1 021 450 000-1 012 555 000-785 169 875-860 974 863 Page 40

Administration expenses -71 086 600-65 853 260-72 280 186-78 650 425 Development of strategies Quality Management Systems (QMS) -2 000 000-748 000-822 800-822 800-2 000 000-748 000-822 800-822 800 Career exhibitions -3 000 000-1 122 000-1 234 200-1 234 200 Management Information System (MIS) Stakeholder engagements Cost of employment Travelling and subsistence -1 440 000-1 584 000-1 584 000-1 584 000-10 000 000-3 740 000-4 114 000-4 114 000-28 147 900-30 962 690-34 058 959-37 464 855-1 998 700-2 198 570-2 418 427-2 660 270 Consulting fees -22 500 000-24 750 000-27 225 000-29 947 500 Total DG Expenditure Budget -1 092 536 600-1 078 408 260-857 450 061-939 625 287 Surplus / (Deficit) c/fwd 326 021 387 - - - ADMINISTRATION BUDGET BY PROGRAMME The CETA established provincial offices in all 9 provinces to implement and monitor projects in line with the strategic plan. The operational activities in those provinces will be funded from the administration budget which is adequate to cover relevant operational activities. Operational activities necessary to deliver on the strategy can be summarized as follows: Classification Per Programme Percentage 2013/2014 2014/2015 2015/2016 2016/2017 Entity Management 1,10% 880 657 934 377 991 374 1 090 511 Corporate Services 48,37% 37 266 900 40 993 590 45 092 949 49 602 244 Cost of employment 28 147 900 30 962 690 34 058 959 37 464 855 Communication, PR and Marketing 2 295 700 2 525 270 2 777 797 3 055 577 Travel, Subsistence and Accomm 1 998 700 2 198 570 2 418 427 2 660 270 Legal and Related 4 824 600 5 307 060 5 837 766 6 421 543 Finance Administration 37,69% 29 039 000 31 942 900 35 137 190 38 650 909 Audit Related Costs 2 766 000 3 042 600 3 346 860 3 681 546 Consulting and Outsourcing 22 500 000 24 750 000 27 225 000 29 947 500 Other Operational Expenses 3 773 000 4 150 300 4 565 330 5 021 863 Office Accommodation 3,58% 2 696 100 3 032 022 3 216 975 3 538 673 Capex 9,25% 7 389 077 7 839 811 1 500 000 1 650 000 Total 77 271 734 84 742 700 85 938 488 94 532 337 Narratives: Entity management comprises of board member and other committee fees. Page 41

Executives and management salaries are paid within the corporate services cost of employment. Marketing costs have increased as a result of the decision taken by management to market the entity aggressively. Legal cost has decreased due to the fact that we previously had a lot of law suits during the administration period and we are not anticipating a lot of them in the current period. Consulting and outsourcing has decreased significantly because the financial function of the entity was outsourced previously and the contract was not renewed. GRAPHICAL PRESENTATION OF ADMINISTRATION EXPENDITURE BY PROGRAMME Classification as per Administration Programme 1,10% 3,58% 9,25% 37,69% 48,37% Entity Management Corporate Services Finance Administration Office Accommodation Capex Narratives: The graph above represents expenditure per economic classification. Major cost drivers are cost of employment which constitutes 36.5% of the total budget in the above category. Cost of Occupancy is office space of the offices of the entity in all provinces major one being the head office as most of the staff complement is in it. Communication, PR and Marketing includes inter alia, costs to market the entity aggressively to the public out and also the rebranding of the entity. Rebranding was a once off fee and will only recur on a need basis. Audit related costs constitutes of both internal and external audit fees. These are incurred continuously as it is statutory requirement to be audited. Page 42

Consulting services includes contracts for financial systems, financial management, implementation of performance management system, review of policies, etc. These expenses are not recurring and are incurred on a need basis. Legal fees are incurred on a need basis though this has decreased significantly as a result of the forensic audit that was done on projects. Travel and subsistence expenses increases due to a change in operational model from reliance on Regional recommendations to multi-provincial teams so as to enhance quality and reduce fraudulent and corrupt tendencies. This model involves mostly travel in teams. Board and board committees include audit committee fees. MANDATORY GRANTS BUDGET Mandatory grants are disbursed at 20% of levies contributed to qualifying companies, i.e. companies that submitted WSP and/or ATR by 30 April each year. The CETA anticipates to disburse R232 247 560 as mandatory grants in 2014/15 financial year which represents 75% pay-out ratio. This projection also represents 13.7% increase from the projection for the current financial year (2013/14). 2013/2014 2014/2015 2015/2016 2016/2017 R R R R Employer Grant Received / Receivable 291 859 956 309 663 413 328 552 882 348 594 608 Grants Paid / Payable 204 301 969 232 247 560 262 842 306 296 305 417 Projected Transfer of Unallocated Mandatory Grant to Discretionary Grants Reserves 87 557 987 77 415 853 65 710 576 52 289 191 Pay-out Ratio 70% 75% 80% 85% NARRATIVES The CETA has experienced an average of 64% pay-out ratio over the years which is be attributable poor participation of construction companies (employers) in workplace training through submission of credible Workplace Skills Plan and Annual Training Reports. The industry is dynamic and characterized by cyclical activities which have seen most companies exiting the industry which impacts negatively to the CETA levy base. However, the CETA anticipates improvement in industry performance during 2013/2014 financial year after taking into account government infrastructure programmes. One of the CETA s strategic goals is to intensify awareness of the importance of the participation by the employers through implementation of credible Workplace Skills Plan Page 43

and Annual Training Reports including those employers who are exempted to pay levies by law hence an anticipation of 70% mandatory grants pay-out ratio for 2013/2014 financial year and 5% increase for the outer years.. BUDGET PER STRATEGIC GOAL Goal. Strategic Goal Definition Amount 1. To plan reliably and accurately so as to provide relevant education and training for employment, entrepreneurship and economic development 2. To accurately determine requisite middle level skill needs and evolve strategies to ensure increased access to occupationally-directed training related to them 3. To build greater and project-based partnerships with FET Colleges 4. To ensure that younger and older people with lower level language and numeracy skills are capacitated to undertake higher level theoretical and practical training in construction and to become employable 5. To ensure full concordance between WSPs and workplace-based skills development 6. To increase the pool of SMMEs, NPOs, cooperatives and worker initiatives in the construction sector 7. To cooperate and collaborate with relevant government departments and other public institutions to improve service delivery through skills development 8. To ensure a greater uptake of training and employment in construction by young people 9. Manage projects cost effectively, timely and productively 10. Ensure exemplary corporate management and operational excellence 11. Ensure exemplary corporate governance, oversight and compliance 8 258 908 922 394 908 7 738 908 74 613 908 27 038 908 17 438 908 7 238 908 8 360 908 0 5 324 000 0 Page 44

TECHNICAL INDICATORS AND DESCRIPTIONS Strategic Goal 1 Objective 1.1 Objective 1.2 To plan reliably and accurately so as to provide relevant education and training for employment, entrepreneurship and economic development Capacity strengthened within the CETA to coordinate research and skills planning This indicator is about reinforcement of the skills planning unit under Core Business department For Skills Planning and Reporting unit to have capacity to conduct research and planning Skills Audit N/A The CETA management inherited staff members who had been appointed by the previous management. A skills audit was conducted in 2011 and it revealed that the majority of employees had a level of education below what was required for their roles and therefore there is a need to ensure that capacity is strengthened Efficiency N/A Quarterly and The aim of this is to ensure CETA performs as per the Service Level Agreement (SLA) Development of the CETA s Sector Skills Plan The CETA is expected to submit a 5 year sector skills plan to DHET that is updated annually. The SSP is a research document with the following details: Sector profile Sector skills supply issues Sector skills demand issues Scarce and critical skills SMME development To provide an update on the size and shape of the construction sector and analyse current trends impacting the sector so as to inform skills development interventions that can lead to sector growth and development WSPs / ATRs Desktop Research which involved a review of reports and data from Statistics South Africa (StatsSA), the South African Revenue Service (SARS), the South African Reserve Bank (SARB), and the Bureau for Page 45

Economic Research (BER). Research reports and annual reports by industry councils, associations and boards Conducted electronic sampling and interviews Objective 1.3 N/A There is limited information on companies that do not participate in the mandatory grants Impact Equity Cumulative Have a comprehensive list of scarce and critical skills for the sector Integrated and segmented database of critical and scarce skills accessible to stakeholders A central repository of scarce and critical skills accessible to stakeholders To advise stakeholders and training providers on the skills that should be the target for skills development WSPs / ATRs Desktop Research which involved a review of reports and data from Statistics South Africa (StatsSA), the South African Revenue Service (SARS), the South African Reserve Bank (SARB), and the Bureau for Economic Research (BER). Research reports and annual reports by industry councils, associations and boards Conducted electronic sampling and interviews N/A There is limited information on companies that do not participate in the mandatory grants Impact Equity Cumulative Monthly Indicator has been refined to give actual shortages To have access to the quantity of scarce and critical skills in the sector as well as the shortages to be addressed Revised quality assurance mechanism to enhance the reliability of Page 46

Objective 1.4 WSPs and ATRs A mechanism to ensure that WSPs and ATRs meet minimum acceptable standards To ensure that the WSPs and ATRs provide useful information for skills planning Gaps that were identified in the previous WSPs and ATRs submissions Ensuring that all the mandatory fields of the WSPs and ATRs are completed limitations Efficiency Output Objective 1.5 N/A To have reliable WSPs and ATRs that informs on skills gaps in the sector Revised mechanism to monitor, evaluate and review sector performance Reliably measuring the performance of the construction sector Ensuring that the sector performance can be reliably measured WSPs / ATRs Desktop Research which involved a review of reports and data from Statistics South Africa (StatsSA), the South African Revenue Service (SARS), the South African Reserve Bank (SARB), and the Bureau for Economic Research (BER). Research reports and annual reports by industry councils, associations and boards Conducted electronic sampling and interviews N/A There is limited information on companies that do not participate in the mandatory grants Efficiency Cumulative Quarterly Reliable performance indicators for the sector Developed communication mechanism to engage the sector on Page 47

Objective 1.6 Strategic Goal 2 Objective 2.1 developments and challenges relating to skills planning within it A communication strategy to keep in touch with the sector A strategy to reach out and update the sector on development within it Feedback that the CETA receives from stakeholders as well as level of participation by stakeholders in workshops any other engagements N/A limitations Activities Outcomes n-cumulative To timeously advise the sector on developments within it To accurately determine requisite middle level skill needs and evolve strategies to ensure increased access to occupationallydirected training related to them Empirical and SSP- based identification of middle level skills needs in the sector To promote the development of middle level skills in the sector To identify middle level skills gap in the sector WSPs / ATRs Desktop Research which involved a review of reports and data from Statistics South Africa (StatsSA), the South African Revenue Service (SARS), the South African Reserve Bank (SARB), and the Bureau for Economic Research (BER). Research reports and annual reports by industry councils, associations and boards Conducted electronic sampling and interviews N/A There is limited information on companies that do not participate in the mandatory grants Outcomes Equity Cumulative Quarterly To identify middle level skills needs in the sector for planning purposes Page 48

Objective 2.2 Objective 2.3 Objective 2.4 Developed strategy inclusive of the use of public FET colleges and universities of technology and partnerships with employers providing work-site based training, to address middle level skill needs Harnessing FETs as a source of addressing middle level skills To ensure that skills needs for the sector are addressed WSPs Public FETS and universities N/A There is limited information on companies that do not participate in the mandatory grants Outcomes N/A To ensure that public FETs and universities are actively involved in the skills development Developed Public FET colleges and Universities of technology providing work-site based training, to address middle level skill needs Harnessing FETs as a source of addressing middle level skills To ensure that skills needs for the sector are addressed Public FETs and universities identified requiring refurbishment N/A limitation Outcomes N/A To ensure that public FETs and universities are actively involved in the skills development Developed project implementation plan to address middle level skills, including artisanal training Ensure that there is comprehensive address of middle level skills including artisanal training To foster standardisation of project implementation and ensure their timeous implementation The CETA Project Management unit Page 49

Objective 2.5 Objective 2.6 N/A limitation Efficiency N/A To ensure that all projects to address middle level skills are timeously implemented Strengthened Learning Pathways and Quality Development unit to plan, manage and report on artisanal training development Improving the CETA s quality assurance unit To ensure that artisanal training meets the desired standards Skills audit N/A limitation Efficiency N/A A vibrant LPQD unit able to efficiently execute artisanal training and development Agreements to promote student access to priority programmes; increased work experience; experiential learning and post-graduate work Entering MoUs to ensure students have access to relevant work experience To ensure that students have access to priority programmes and work experience CETA interactions with DG funded entities N/A There is limited information on companies that do not participate in the mandatory grants Equity Outcomes N/A Page 50

Objective 2.7 Objective 2.8 To formalise the participation of students in priority programmes Graduate development and placement programmes Programmes to develop graduates To ensure that graduates develop in their desired fields FETs Universities Sector employers The proportion of graduates placed relative to those available The placement will be limited to graduates who would have reached out to the CETA Input Equity Proportion of graduates placed relative to those available Timeous placement of graduates into workplaces PIVOTAL programmes with FET Colleges and universities Programmes to promote professional, vocational, tertiary and Academic learning To promote the uptake of the pivotal programmes WSPs / ATRs Desktop Research which involved a review of reports and data from Statistics South Africa (StatsSA), the South African Revenue Service (SARS), the South African Reserve Bank (SARB), and the Bureau for Economic Research (BER). Research reports and annual reports by industry councils, associations and boards Conducted electronic sampling and interviews The number of programmes registered Few PIVOTAL programmes currently do not have accredited training providers Outcomes N/A Page 51

Objective 2.9 Objective 2.10 Development of quality PIVOTAL programmes Dedicated skills development programmes and interventions for rural communities and townships Foster the participation of rural communities and townships in skills development To ensure that skills development also caters for disadvantaged communities Conducting research on programmes that may be suitable Number of skills development programmes developed It will be a challenge to define the skills programmes that may be suitable without comprehensively assessing the potential learners Impact Input Outcomes N/A Ensure that there are programmes that cater for the skills needs of the rural communities and townships Dedicated skills development programmes and interventions for youth; women; military veteran; and People with Disabilities (PwD) Catering for the skills development need of the historically disadvantaged individuals (HDIs) To promote the participation of HDI in skills development Research on the skills needs of the HDIs N/A It will be a challenge to define the skills development programmes that may be suitable without comprehensively assessing the HDIs Equity Outcomes Impact Cumulative Ensure that there are programmes that cater for the skills needs of the rural communities and townships Page 52

Objective 2.11 Strategic Goal 3 Objective 3.1 Industry supported to attain status of Development Quality Partners To foster quality assurance for the development partners Ensuring that development partners meets the acceptable standards Gathering information from entities wishing to be development partners The number of DQP accepted relative to applications limitation Outcomes Efficiency N/A Yes Quality assurance for DQPs To build greater and project-based partnerships with FET Colleges Assistance for FET Colleges requiring accreditation for CETA related qualifications Promote the participation of public FETS in construction skills development To ensure that FET colleges are a hub for skills development Liaison with FETs Number of FET colleges assisted data limitation Input Objective 3.2 Cumulative Ensure that FETs participate in skills development Support for FET Colleges review of construction-related curricula and the development of new ones Improving the construction related curricula of FET colleges To quality assure construction related training in FET colleges FET colleges Number of construction related curricula developed / reviewed Page 53

Objective 3.3 Strategic Goal 4 Objective 4.1 Need to engage external subject matter experts for curriculum development Input Outcome Cumulative Improved constructed related curriculum for FET colleges Support FET Colleges in the review and enhancement of their human resource and infrastructural capacity to provide quality vocational training Improving the human resource and infrastructural capacity to provide quality vocational training To review and enhance FET colleges human resource and infrastructural capacity FET colleges Number of FET colleges supported To rely on FETs skills audit Outcome Efficiency Cumulative Improving the human resource and infrastructural capacity to provide quality vocational training To ensure that younger and older people with lower level language and numeracy skills are capacitated to undertake higher level theoretical and practical training in construction and to become employable Developed strategy, including RPL and Adult Education and Training, to respond to low levels of language and numeracy skills among young people and adults in the construction sector To capacitate people with low level skills Promoting the participation of people with lower levels of language and numeracy skills WSPs Research reports and annual reports by industry councils, associations and boards Page 54

Objective 4.2 Strategic Goal 5 Objective 5.1 N/A Need for research on skills needs for the lowly skilled human resources Outcome N/A Capacitation of people with low level skills to make there more marketable Partnerships with stakeholders in the youth, People with Disability, women and veteran groups to put in place training and work experience Fostering relationships for the skills development needs of the historically disadvantaged individuals (HDIs) To promote the participation of HDIs in skills development Liaise with potential partners for HDIs Number of partnerships entered into limitation Equity Outcomes Impact Cumulative Ensure that there are programmes that cater for the skills needs of the rural communities and townships To ensure full concordance between WSPs and workplace-based skills development Revised guidelines and criteria for Workplace Skills Plan (WSP) Criteria for the completion of WSP To ensure that WSPs are accurately completed The revised Grant Regulations N/A limitation Output Efficiency N/A Page 55

Objective 5.2 Objective 5.3 Objective 5.4 The ensure that accurate WSPs are submitted Capacity-building for Skills Development Facilitators (SDFs); trade union officials and members Building the capacity of SDFs To increase the pool of skills development facilitators Engagement with potential SDFs The number of SDFs capacitated limitation Outcomes Efficiency Cumulative Increase the pool of SDFs in the sector Monitoring and evaluation of the implementation of WSPs and verification of ATRs Ensuring that mandatory grants are used for skills development To ensure WSPs and ATRs advise on the skills that employers are focussing on WSPs The number of employers visited for the monitoring limitation Impact Outcomes Cumulative To ensure that mandatory grants are utilised on skills development Special projects to address specific sector skills gaps Special projects to address skills gaps identified To cover skills gaps on areas where the CETA feels the project cannot Page 56

Strategic Goal 6 Objective 6.1 go through the DG request for propoosals processes CETA s engagement with the sector Total funds allocated for special projects Need to broaden the scope for special projects identification Impact Equity Cumulative Annual Ensuring that special skills gaps are adequately addressed To increase the pool of SMMEs, NPOs, cooperatives and worker initiatives in the construction sector An updated database of small enterprises (including non-profit organisations), cooperatives and worker-initiated training initiatives in the construction sector A repository of small players in the construction sector To ensure that small payers make a meaningful contribution in the sector To grow the number of the small players in the sector Desktop Research which involved a review of reports and data from Statistics South Africa (StatsSA), the South African Revenue Service (SARS), the South African Reserve Bank (SARB), and the Bureau for Economic Research (BER). Research reports and annual reports by industry councils, associations and boards Conducted electronic sampling and interviews The number of SMMEs, NPOs, cooperatives and worker initiatives in the construction sector Some of the small players to not participate in trade associations The bureaucracy processes for their formal recognition Output Economy Equity Cumulative A repository of small players in the construction sector Funding and development of cooperatives and small enterprises in the Page 57

Objective 6.2 Objective 6.3 construction sector Capacitating cooperatives and small enterprises Support the development of cooperatives and/or small enterprises in the construction sector Research reports and annual reports by industry councils, associations and boards Number of cooperatives and small enterprises supported Funds allocated Some of the small players to not participate in trade associations Outcome Equity Cumulative Empower established NPO on management and technical skills for sustainability and growth. Special programmes to address the unique needs of SMMEs, NPOs, NGO, Cooperatives and worker initiatives in the construction sector Programmes to address the following: Company registration Training and development on new venture creation Train them as assessors and moderators Start-up capital Develop and implement programmes based on gaps identified among the SMMEs, NPOs, cooperatives and worker initiatives in the construction sector Liaise with organisations such as DTI advancing the interests of SMMEs, NPOs, NGO, Cooperatives and worker initiatives in the construction sector to understand their needs The number of programmes developed Lack of participation by the small players in the sector Outcome Cumulative Develop and implement programmes based on gaps identified among the SMMEs, NPOs, cooperatives and worker initiatives in the Page 58

Strategic Goal 7 Objective 7.1 Objective 7.2 construction sector To cooperate and collaborate with relevant government departments and other public institutions to improve service delivery through skills development Revised and developed MOUs with relevant government departments and other public institutions Formalise the CETA s engagement with government departments and public institutions To create binding obligations on the CETA and its counterparts to improve service delivery through skills development Government entities and public institutions what the CETA is / wishes to engage with Number of MoUs entered into limitation Efficiency Cumulative Formal engagements with target government departments and public institutions Special skills development projects to respond to service delivery challenges faced by government departments and other public institutions Conduct capacity building for relevant government and public institution department To enable government departments and other public institutions to efficiently fulfil their mandates Liaison with the government departments and public institutions Number of projects identified Funding to the projects data limitations Efficiency Cumulative Capacitated government departments and other public institutions Special projects for government departments and other public Page 59

Objective 7.3 Strategic Goal 8 Objective 8.1 Strategic Goal 9 Objective 9.1 institutions to provide skills development for communities Fund skills development for communities To foster the participation of communities in skills development Liaison with the government departments and public institutions and communities Number of projects identified Funding to the projects data limitations Equity Efficiency Cumulative Capacitated government departments and other public institutions To ensure a greater uptake of training and employment in construction by young people Revised career guide based on the SSP Informing young people on the opportunities in the construction sector To guide the young people on opportunities in the construction sector so that they can make a meaningful contribution to economic development SSP Number of career exhibitions conducted data limitations Input Impact Economy Cumulative Updated career guide based on the SSP Manage projects cost effectively, timely and productively A strengthened Projects Management Unit Capacitate the Project Management unit to efficiently undertake its mandate and conceptualise special projects Page 60

Objective 9.2 Strategic Goal 10 Objective 10.1 To review project application forms, funding guidelines, project implementation plans and management templates Scope of the unit s responsibilities Number of special projects conceptualised limitations Efficiency Equity Outcomes Cumulative A strengthened Project Management Unit able to conceptualise special projects SLA signed between CETA and QCTO to attain status of Assessment Quality Partner Formalise the Assessment Quality Partner status of the CETA with QCTO through an SLA To ensure that the CETA can act as an Assessment Quality Partner for construction related qualifications and occupations CETA s engagements with the QCTO n calculative data limitations Outcome Efficiency n-cumulative Formalised Assessment Quality Partner status of the CETA with QCTO through an SLA Ensure exemplary corporate management and operational excellence Revised organizational strategic plan and an organogram responding thereto Aligning the organogram with the CETA s revised strategic thrust To ensure that the CETA is able to deliver on its objectives Strategic Plan n calculative Page 61

Objective 10.2 Objective 10.3 data limitation Activities Efficiency N/A Alignment of the organogram to the strategic plan in order to deliver on objectives Accounting Authority Skills audit and placement plan Matching the human skills of staff with the job requirements To review and monitor skills needs annually or as and when necessary to do so in line with approved HR policy Skills audit Analysis of the available skills relative to various job requirements data limitations Efficiency n-cumulative Ensure that each job is matched with the requisite skills Chief Executive Officer Revised Employee Wellness Plan Support the health status of employees To ensure a healthy workforce Engaged staff wellness resources The number of consultations on staff members limitations Impact Efficiency Cumulative Support the health status of employees Corporate Services Manager Page 62

Objective 10.4 Objective 10.5 Objective 10.6 Revised Staff Retention Strategy A strategy to recruit and retain staff members To retain the intellectual capital of the CETA Human Resources research on retention factors n calculative data limitations Impact Efficiency n calculative Recruitment and retention of staff members Corporate Services Manager Revised Performance Management System A system to measure the performance of the employees To motivate staff members to operate efficiently Analysis of the current operations on the CETA Comparison of current performance to expectations data limitations Efficiency Impact n-cumulative To foster efficiency in the execution of responsibilities Corporate Services Manager Revised Communication and Stakeholder Relationship Management Strategy Reviewing the ways in which the CETA reaches out to its stakeholders To improve engagements with the stakeholders Feedback received from the stakeholders on engagements with the CETA Analysis of positive and negative feedback received Some stakeholders may not have expressly given feedback to the CETA Page 63

Efficiency Activities Cumulative Improve on the CETA s engagement with its stakeholders 8 Objective 10.7 Objective 10.8 Corporate Services Manager Website Improve the website to make it user friendly To improve the CETA s engagement with its stakeholder Feedback from the stakeholders on the website The positive and negative feedback received from the stakeholders data limitations Efficiency Input Outcomes Impact n cumulative To have a user friendly website useful to stakeholders Corporate Service Manager IT Plan Improve the integrity of the information system To improve the information system Feedback from employees on the system Concerns on the system raised by the employees data limitations Efficiency Input Outcomes Impact n-cumulative Page 64

Objective 10.9 Objective 10.10 Strategic Goal 11 Objective 11.1 Improve the integrity of the information system To improve the CETA s engagement with its stakeholder Efficient and effective SCM Review and assess SCM processes and procedures To improve the SCM processes Weaknesses noted on the current SCM process n calculative data limitations Efficiency n calculative Improve the effectiveness and efficiency of the SCM policies and processes Corporate Services Manager / Chief Finance officer Sound Financial Management Review the financial management system with a view to strengthen it To promote the efficient utilisation of resources Reports on the use of financial and other resources Utilisation of funds data limitations Efficiency Cumulative Improve the financial management system Chief Finance Officer Ensure exemplary corporate governance, oversight and compliance Revised Delegation of Authority and Approvals Framework Assign responsibility and authority to various staff members To improve the operations of the CETA and make sure staff are accountable Skills audit and assignment of the right authority to various levels Page 65

Objective 11.2 Objective 11.3 n calculative data limitations Efficiency n calculative To ensure staff members are delegated authority commensurate with their responsibilities Accounting Authority Revised policies procedures Strengthening the guiding framework for operations Improve the standard of operations Gaps identified in the policies and procedures Number of policies and procedures revised data limitation Efficiency Impact Cumulative Up to date policies and procedures Chief Executive Officer Updated compliance register A register where Accounting Authority and staff members disclose their interest in operations To ensure that the CETA operates in compliance with the governing framework Corporate Services compliance issues n calculative data limitations Efficiency Outcomes n calculative To ensure that all activities are conducted within the guiding Page 66

Objective 11.4 Objective 11.5 frameworks Corporate Services Manager Declaration of interests Register A register where Accounting Authority and staff members disclose their interest in operations To ensure that tendering and evaluations are done efficiently SCM research n calculative data limitations Efficiency Outcomes n calculative To ensure that Accounting Authority members and staff disclose their interest in any business activities Corporate Services Manager Constitution The governing authoritative document for the CETA s operations To guide the operations of the CETA Good corporate governance practices n calculative data limitations Efficiency Impact n calculative Appointment and review of the Accounting Authority Accounting Authority Page 67