Presentation to Portfolio Committee

1. Presentation to Portfolio Committee Strategic Plan and 2015/16 – 2019/20 Annual Performance Plan 2018/19 19 April 2018

2. Contents • Quality Council of Trades and Occupations • Mandate • Historical Background • Response to National Priorities – National Development Plan • Highlights • Challenges 2. Key Impact Indicators • Strategic Outcomes • Programme 2 : Occupational Qualification • Programme 3 : Quality Assurance Indicators 3. Programme one and Financials • Programme 1: Administration • Strategic Plan and Annual Performance Plan

3. Strategic Plan VISION To qualify a skilled and capable workforce STRATEGIC OUTCOMES 1. Competent people in priority trades and occupations • Contribute to the creation of a skilled and capable workforce in priority trades and occupations for employment opportunities that are available in the labour market. 2. Create a sustainable organisation • Management Systems developed, implemented and maintained by March 2020

4. Strategic Plan Programme 1: Administration • To enable QCTO performance through strategic leadership and reliable delivery of management support services. Programme 2: Occupational Qualifications • To ensure that occupational qualifications registered on the Occupational Qualifications Sub-Framework (OQSF) are available and Skills Development Providers (SDPs) that offer occupational qualifications are accredited within a reasonable period and ensure credibility of providers. Programme 3: Quality Assurance • To establish and maintain standards for the Quality Assurance of Assessments and Certification for Occupational Qualifications on the OQSF.

5. Mandate QCTO Mandate derived from the Skills Development Act and the National Qualifications Act. In summary, the functions of the QCTO are as follows: • Manage the Occupational Qualifications Sub-Framework (OQSF) • Design and develop and review standards and occupational qualifications • Quality Assurance of occupational qualifications • Assessment and moderation of occupational qualification • Certification of successful learners

6. Response to National Priorities Imperatives • National Development Plan • Ministerial Guidelines • White Paper on Post School Education and Training • National Skills Development Strategy

7. Response to National Priorities To achieve this QCTO is: Developing industry based qualifications (Including Trades) • Development process led by Industry and Social partners Strengthening the TVET College system • Reconstruction of NATED qualifications. • Capacity for colleges to deliver occupational qualifications Contributing to Education/Industry Partnerships • DSPP, SIPS, Waste Technology, Electric Motor Vehicles Simplification of the National Qualifications Framework • Reducing the number of qualifications on the OQSF • Revoking QA functions delegated to SETA’s

8. Performance Environment Simplification of the NQF • Review of the OQSF to give effect to national policy imperatives. • Development of prioritised qualifications and part qualifications • Reduce the number of historically registered qualifications • Deactivation of dormant unit standard based qualifications. • Replacement of unit standard based qualifications with Occupational Qualifications. • Realignment of Unit standard based qualification to Occupational Qualifications. • Realignment of Skills Development Programmes • All Skills Development Providers to be accredited by a single quality assurance body.

9. Performance Environment Towards a National Quality Assurance System National Quality Assurance System for OQSF

10. Quality Assurance of Two Systems • QA System under SAQA Act. • Unit Standard based qualifications • Assessment through PoE • SAQA accreditation of ETQAs (SETA’s and Professional Bodies) • Decentralised QA system • QCTO System under the NQF Act. • Occupational Qualifications and Part Qualifications (Knowledge and Application components) • QCTO approval of Assessment Quality Partners • Single External Integrated Assessment System • Centralised QA system

11. Performance Environment Vision 2020 Vision 2020 – Strategy for the Revoking of QA functions delegated to SETAs. Revoke all functions at selected SETAs. Extent of implementation dependent on level of Funding (QCTO Business Case)

12. Performance Environment Business Case for Funding Current Funding Provisions • SETA Levy Grant (legislated at 0.5%) • Allocation from Fiscus • Charges for Services rendered. QCTO Business Case • Developed as direct input into the NSDP process. • Business Case indicates funding requirements for QCTO to execute full QA mandate. • Proposed an increase of SETA Levy Grant to 1% as an interim measure and that A detailed functional transfer expenditure analysis to be conducted. • Proposed that income from services are increased incrementally to at least 5% of overall income, and the government grant is increased by 8% pa. • QCTO Business Case not approved pending finalisation of the NSDP.

13. Organisational Environment Human Resources • Implementation of new organogram based on the cluster model. • Provides vehicle to build internal capacity by providing for appointment of subject matter specialists and functional experts (qualification developers, assessment specialists etc.) • Facilitate shift of Quality Assurance Functions from QAPs to (SETAs and Professional Bodies) • Reduce third party dependency. Management Information System • Development of MIS progressing well. Currently testing Phase 1 (Core operations) for implementation. • Phase 2 will include bringing the Support functions onto the MIS.

14. Programme One: Administration

15. Programme one : Administration

16. Programme Two: Occupational Qualifications

17. Programme Two : Key Functions Develop prioritised occupational qualifications • Simplification of NQF Re-align historically registered qualifications • Re- configuration (Reconstruction NATED report 191) Accreditation • Accredit Skills development providers (Newly registered occupational qualifications, NATED and Old Trades) Train Learner Qualifications Development Facilitators

18. Key Performance Indicators (Occupational Qualifications)

19. Key Performance Indicators (Occupational Qualifications)

20. Programme Three: Quality Assurance

21. Programme Three : Functions Quality Assurance Key Functions • Approval of Assessment Quality Partners • Accreditation of Assessment Centers • Quality Assurance of Assessment ( External Integrated Summative Assessment) • Approval of learner Achievement • Certification of Learners • Upload of learner achievement to National Learner Records Database

22. Key Performance Indicators (Quality Assurance )

23. Key Performance Indicators (Quality Assurance )

24. Key Performance Indicators (Quality Assurance )

25. Other Underpinning Work • Certification • Elimination of backlogs • Relocation of learner records • Digitization of learner records (NSF funding R19 million ) • Investigating Badging • Research to inform work of QCTO • FLC Research • Open Learning • e Assessment • Streamlining of processes to improve efficiencies.

26. Programme one : Administration Key Functions • The implementation Plan of the MSP Business Architecture Initiatives: • QCTO Business Process Modelling • Implementation of the QCTO National Qualifications and Certification systems

27. Strategic Plan and Annual Performance Programmes REVENUE AND EXPENDITURE 2018/19 - 2020/21

28. MTEF BUDGET 2018/19 – 2020/21

31. Compensation • Expected Year by Year Average growth of 15% -17% • R10,457 (2018/19) – Increase • R11,234 (2019/20) – Increase • R13,457 (2020/21) – increase • Reasons For Increase • Yearly Salary Inflation Adjustments • Vision 2020 Implementation of the Revised QCTO Structure • Ratio of Compensation to Total Expenditure • 55% - In check!!!!!

32. Goods and Services • Expected Year by Year average growth of 10% • R6,303 (2018/19) – Increase • R7,243 (2019/20) – Increase • R8,775 (2020/21) – Increase • Reasons For Increase • Normal Increases - Inflation (CPI) • Growth in the QCTO establishment – increases consumption expenditure • Ratio of Goods and Services to Total Expenditure • 39% - In check!!!!!

33. Capital Expenses • Expected Year by Year average growth of 1% • R2,000 (2018/19) – Increase • R1,237 (2019/20) – Increase • R1,156 (2020/21) – Increase • Reasons For Increase • Growth in the QCTO establishment - Tools of Trade for New Staff • Major Capital Projects completed in 2017/18 • Ratio of Capital to Total Expenditure • 6% - In check!!!!!

34. Thank you