ANNUAL PERFORMANCE PLAN 2017/18 - QCTO
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ANNUAL
PERFORMANCE
PLAN
2017/18ANNUAL PERFORMANCE PLAN: 2017/18 i
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ii ANNUAL PERFORMANCE PLAN: 2017/18PART A: STRATEGIC OVERVIEW The QCTO diligently pursues the increase of access to occupationally directed
programmes in needed areas with specific focus on artisan skills, where there is
emphasis on TVET College expansion. In its work the QCTO has prioritised the
1. Updated situational analysis development of trade qualifications, in particular those related to the Strategic
Integrated Projects (SIPs), as well as the priority list of the National Artisan Moderating
1.1. Performance environment: The QCTO Mandate and its Body (NAMB). Support for the Decade of the Artisan is evidenced by the organisation s
relationship to national imperatives work on the War on Leaks projects and support for expanded public works projects.
The basic mandate of the QCTO is to develop and quality assure occupational (which White Paper for Post-School Education and Training:
includes trades) qualifications and part qualifications as well as manage the Occupational The White Paper s focus on expansion of TVET Colleges has been a significant driver of
Qualification Sub-Famework (OQSF). This latter aspect of the organisation s mandate the QCTO s operations where significant work has been performed on converting the
encompasses: NATED qualifications into occupational qualifications that have significant relevance
to industry. For the 2017/2018 period this work will continue to be a major focus of the
• Overseeing the NATED Report 190/1 Part 2 qualifications (N4 to N6 and National QCTO. Improved quality assurance regimes are being implemented and will continue
N Diploma) along with the total revision of these qualifications to be enhanced. External assessments, a cornerstone of occupational qualification, will
• Overseeing the historically registered (unit standard based and private provider continue as an important mechanism to valid learner competence.
based) qualifications and deregistration or redesign thereof as the case may be
• Developing and submitting new occupational qualifications to SAQA for registration Ministerial Guidelines on Implementation of the National Qualifications
Framework (NQF):
In managing the OQSF issues such as accreditation of Skills Development Providers and Simplification of the NQF, qualification development and registration, and
Assessment Centres, Recognition of Prior Learning (RPL), articulation, and certification are enhancement of quality assurance functions are central focus areas of the Guidelines.
taking centre stage. The quality assurance system ensures system integrity resulting in the In these three instances the QCTO excelled with significant reduction of historically
issuance of authentic certificates. Our RPL regime promotes lifelong learning as indicated registered qualifications, the registration of over 100 occupational qualifications and
in the various policies of the country. the eradication of certification backlogs. We expect this upward trajectory to continue.
In performing these functions the organisation embraces various national policy initiatives, Strategic Plan 2015/16 to 2019/20 of the Department of Higher Education
including: and Training:
The Strategic Plan of the Department calls for the effective management of artisan
• Medium-Term Strategic Framework (2014-2019) development assessment services inclusive of RPL. The QCTO s mandate directly aligns
• White Paper for Post-School Education and Training with this objective of the Department, as the QCTO will continue to develop and realign
• National Development Plan trade qualifications that form the basis of artisan development. The QCTO works very
• Ministerial Guidelines on Implementation of the National Qualifications Framework closely with the National Artisan Moderating Body (NAMB) who is the Assessment
(NQF) Quality Partner (AQP) of the QCTO for trade qualifications. In this context the QCTO
• Strategic Plan 2015/16 to 2019/20 of the Department of Higher Education and ensures timely accreditation of assessment centres and verification of assessments,
Training including RPL, against QCTO standards.
Medium-Term Strategic Framework (2014-2019) and the National Strategic goals
Development Plan: The mandate of the QCTO comes from both the Skills Development Act and the National
These initiatives call for access to education and training of the highest quality. Qualifications Framework Act as summarised on the following page:
ANNUAL PERFORMANCE PLAN: 2017/18 1Skills Development Act was followed by No. 36803. Together the two Gazettes propose that the focus of the OQSF
should be on levels 1 to 6 of the NQF albeit the OQSF extends to level 8. Based on the
• To oversee the development and maintenance of the Occupational Qualifications content of the two Gazettes the QCTO finalised the Occupational Qualifications Sub-
Sub-Framework on the National Qualifications Framework Framework policy document which was published via gazette July 2014.
• To advise the Minister of Higher Education and Training on all matters of policy
concerning occupational standards and qualifications Furthermore, a decision has been made that the QCTO should take on responsibility for the
• To establish and maintain occupational standards and qualifications quality assurance and reconstruction of the NATED Report 190/1 Part Qualifications offered
• To quality assure occupational standards and qualifications and learning in and for generally by TVET Colleges. The QCTO continues to manage the historically registered (Unit
the workplace standards, NATED Programmes and Provider Based) qualifications, for which the delegation
• To design and develop occupational standards and qualifications and submit them of quality assurance functions is being incrementally recalled by the QCTO from the SETAs
to the SAQA for registration on the National Qualifications Framework and relevant Professional Bodies.
• To ensure the quality of occupational standards and qualifications and learning in
and for the workplace The registration of qualifications and the significant reduction of historically registered
qualifications remain areas of high importance to the QCTO. Rigorous mechanisms used to
National Qualifications Framework Act examine the data and conduct validity testing have and will continue to enable the QCTO
to expire historically registered qualifications that have not had learner uptake for a period
• Develop and manage its sub-framework, make recommendations and advise the of time, and to realign or reconstruct those that have learner uptake into occupational
Minister on matters relating to its sub-framework qualifications.
• Consider and agree level descriptors ensuring that they remain current and
appropriate The QCTO has taken over the issue of the backlog of certifications and has made very good
• Develop and recommend qualifications and part qualifications for registration on progress. The QCTO began issuing trade certificates in October 2013 and no backlogs have
the NQF existed since the end of the 2014/15 cycle. The average turnaround time for the QCTO to
• Develop and implement quality assurance policies for registered qualifications generate a trade certificate continues to improve.
• Maintain a database of learner achievements and submit learners achievement data
to SAQA for recording on the National Learners Record Database With respect to accomplishing its mandate, the work of the QCTO over the period of the
• Conduct or commission and publish research 2015/2016 to 2019/2020 Strategic Plan can be encapsulated into 2 main strategic goals:
• Inform the public about its sub-framework
• Establishing an organisation that has a sound foundation enabling its sustainability
In summary the functions of the QCTO are: for years to come
• Ensuring that South African citizens have access to credible skills training that
a. Management of the Occupational Qualifications Sub-Framework (OQSF) supports both industrial and social development
b. Design, develop and review standards and Occupational Qualifications
c. Quality assurance of Occupational Qualifications To achieve sustainability of the organisation the QCTO must have a well-developed
d. Assessment and moderation of Occupational Qualifications corporate structure for Human Resources, Information Technology and Finance in
e. Certification of Occupational Qualifications particular. Hence the inclusion in the strategic document of objectives that track
developments in these three areas.
The overall policy mandate of the QCTO has been further clarified through the publication
of the Minister s Government Gazette 36003 on the determination of the three To create credible skills training opportunities there is need for qualifications that
Sub-frameworks that make the National Qualifications Framework (NQF). This Gazette employers find acceptable. These qualifications must be seen as credible. Thus the strong
2 ANNUAL PERFORMANCE PLAN: 2017/18focus on implementing a stringent quality assurance system that fosters strict oversight The greatest of these is funding.
and monitoring of learning provision in particular.
Annually the QCTO must apply to receive the SETA Grant Levy Funding the implications
The QCTO has made a commitment to creating a vibrant TVET College system by ensuring of which are discussed in the following section. Due to the growing depth of the QCTO s
that exciting and relevant qualifications are developed for use in this system. mandate, the woefully inadequate funding base is glaringly apparent and hinders the
organisation s ability to fulfil its legislative requirements.
1.2 Organisational environment
In view of the financial shortcomings the QCTO has great difficulty in funding the required
The QCTO began as a project within the Department of Labour in 2007. When the organisational structure that would allow it to operate effectively.
Department of Higher Education and Training (DHET) came into existence in 2009, many of
the functions related to skills were moved to the DHET. These functions were encapsulated Finally, attention must be drawn to a critical environmental factor that impedes the
into what is now called the Skills Branch of the DHET and the QCTO was established in achievement of the National Development Plan, this being the provision of a sufficient
the process. Although as a project the QCTO started in 2007, it was only officially made a number of workplaces to complete occupational qualifications.
public entity on the 31 December 2010 via Gazette No. 33900. In the Gazette, the QCTO was
classified as a public entity retrospectively from 01 April 2010. Although the organisation
was declared a public entity, it could not run officially until the DHET and QCTO entered 2. Revisions to legislative and other mandates
into a Memorandum of Agreement (MoA) in July 2011. The MoA allowed the QCTO to The Skills Development Act requires review. The QCTO needs to be intimately involved in
use various DHET policies so that the QCTO could, as per regulation, operate officially as a the process as the Act is the founding legislation for the organisation.
public entity.
The MoA, however, was not a panacea as: 3. Overview of 2016 budget and MTEF estimates
The QCTO has been allocated R91, 768 million (including approved accumulated surpluses)
• The process model for qualification development which drives one of the core
for 2016/17 and R95, 320 million for 2017/18. The projected allocation for 2018/19 and
business elements was still being revised, debated and tested
2019/20 (yet to be approved) are R160, 269 million and R205, 005 million respectively. The
• The process model for quality assurance was still in its very early stages;
amounts include approved allocated SETA Grant funds.
• A Council had not been fully established with all the necessary committees
• A permanent staff establishment did not exist
Beginning 2013/14, the SETA Grant Regulations enabled the QCTO to access funds that
can, as per the regulations, be used for quality assurance functions. For the year 2013/2014
Thus for all practical purposes the organisation was only established in 2012 when two
the QCTO received an amount of R15, 428 million,and for 2014/15 an amount of R28, 500
significant actions took place. First, Council became fully functional as at this point two
million was allocated to the QCTO. Approval was granted by the Minister for R40, 000
key committees, Occupational Quality Assurance and Occupational Qualifications, became
million for the year 2015/16; R60, 670 million for the 2016/17 financial year and R68, 400
operational. Second, the engagement (hiring) of permanent staff at various levels of the
million for 2017/18. Projections for the 2018/19 and outer MTEF period for 2019/20 are
organisation.
R131, 788 million and R174, 505 million respectively. However as these funds are allocated
annually, based on a submission made to the DHET, the amount received (if any) can vary
An area of the organisation that is progressing well is Marketing and Communication,
considerably. The uncertainty this creates could have negative consequences for the QCTO,
which is making stakeholder engagement more effective and announcing widely the
since many employees can only be employed on contract basis, as opposed to being on
occupational qualifications that are available.
permanent contracts.
While many accomplishments have been made over the life of the organisation, it is still
The Department had a meeting with QCTO to discuss the budget cut of R2,5 million on
severely hampered in its growth and development due to several monumental challenges.
QCTO s budget, to be effected over the MTEF period from 2015/16 onwards. The funds will
ANNUAL PERFORMANCE PLAN: 2017/18 3assist the Department to overcome budget constraints and will be channelled towards The expenditure estimates in 3.1 and 3.2 on the next page were projected with the
improving the monitoring and evaluation of public entities, TVET Colleges and Universities. assumption that all the income revenue will be realised in full.
A formal letter confirming the R2,5 million budget cut was subsequently issued by the
Department. The DHET also expressly indicated that the SETA Grant should cover all the Projected expenditure on Compensation is expected to increase over the MTEF period as a
QCTO s requirements and the amount of the Grant could be increased to ensure that the result of the filling of posts in the structure. A review of the QCTO organogram for the core
funds are sufficient for all of QCTO s operations. The DHET indicated that they are looking at business has been completed during 2015/16. This resulted to additional posts in the QCTO
a long term permanent arrangement for the SETA Grant allocation for the QCTO to avert the establishment to be implemented on a phase in approach within the limits of the available
issue of applying yearly. The DHET also presented a legal expert who interpreted the SETA funds, hence a sharp increase is projected onwards. The support function structure review is
Grant Regulation for the QCTO. The interpretation was that the quality assurance functions planned to take place during 2016/17 financial year.
as contemplated by the Skills Development Act encompass all functions of the QCTO
including support functions. Projected expenditure on both goods and services and capital expenditure is also
expected to increase as the QCTO becomes fully operational. Previously administrative
The Council recently approved the charging of verification and certification fees with effect related functions such as IT, HR, Finance Marketing and Communications, Governance
from mid 2015/16 financial year onwards. Projected estimated receipts, which are very etc. were handled by the DHET on behalf of the QCTO in terms of the Memorandum of
minimal, have not been factored into the revenue budgets as this will be the second year Agreement (MoA), but as from December 2013, the QCTO has moved to its own premises
that this is implemented by the QCTO and thereby bringing uncertainties with regards to and subsequently implemented own functions. Due to increase in staff, new office premises
the receipts of funds. were sourced. This will also result to an increase in capital expenditure.
Projected Revenue for 2017/18 and projections for the MTEF outer years (with the R2,5
million budget cut already factored in) are depicted in Figure 1 below:
Figure 1
QCTO Revised 2016/17 - 2019/20 (REVENUE)
2016/17 2017/18 2018/19 2019/20
Details R 000 R 000 R 000 R 000
DHET Grant 23 138 26 920 28 481 30 076
Allocation
SETA Grant 60 670 68 400 106 098 141 789
Allocation
Approved Roll 7 960 - - -
Over
SUB- TOTAL 91 768 95 320 134 579 171 865
4 ANNUAL PERFORMANCE PLAN: 2017/183.1. Expenditure estimates per programme
Audited Outcomes Adjusted Appropriations Medium-Term Expenditure Estimates
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
R 000 R 000 R 000
Original Adjusted
Adjustment
Programmes R 000 R 000 R 000 Budget Budget R 000 R 000 R 000
1. OQM 13 124 13 250 13 665 17 608 (3 470) 14 138 19 461 25 494 32 887
2. OQA 15 427 25 500 28 699 35 136 (1 351) 33 785 41 987 55 003 70 954
3. Administration 22 442 18 270 19 484 31 064 12 781 43 845 33 872 54 082 68 024
TOTAL 50 993 57 020 61 848 83 808 7 960 91 768 95 320 134 579 171 865
3.2. Expenditure estimates per classification
Audited Outcomes Adjusted Appropriations Medium-Term Expenditure Estimates
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
R 000 R 000 R 000
Original Adjusted
Adjustment
Classification R 000 R 000 R 000 Budget Budget R 000 R 000 R 000
Compensation 27 181 32 695 34 805 44 640 1 108 45 748 52 691 75 050 96 814
Goods and 15 149 20 700 24 644 35 546 6 852 42 398 37 883 53 312 68 773
Services
Capital 8 663 3 625 2 399 3 622 - 3 622 4 746 6 217 6 278
Expenditure
TOTAL 50 993 57 020 61 848 83 808 7 960 91 768 95 320 134 579 171 865
ANNUAL PERFORMANCE PLAN: 2017/18 5PART B: PROGRAMME PLANS
4. Particulars per programme
4.1. Programme 1: Administration
Programme 1: Administration
Programme Purpose: To enable QCTO performance through strategic leadership and reliable delivery of management support services
4.1.1 Programme performance indicators, annual and quarterly targets for 2017/18
Annual Targets
Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Strategic objective 1.1: Institutional capability in place to enable QCTO to deliver its products and services
1.1.1 QCTO ICT policies Achieved Achieved An implementation An implementation An implementation An implementation
agreed to by Council plan for 2016/17 plan for 2017/18 plan for 2018/19 plan for 2019/20
ICT MSP
developed and ICT Policy already Multiyear MSP approved by the approved by the approved by the approved by the
implementation
approved by 30 Sept developed and implementation Steering Committed ICT Committee and ICT Committee and ICT Committee and
plan implemented
2013 approved plan developed and implemented implemented implemented
annually
approved by the ICT
Number of QCTO MSP was approved Steering Committee
ICT procedures and by EXCO in
systems agreed to October 2014. Yearly milestones
by the QCTO Implementation has and deliverables
Management begun of the plan are
Committee monitored through
developed by 31 Dec The following the implementation
2013 elements of MSP matrix
were implemented:
Establishment of
the ICT Steering
Committee
Disaster Recovery
Plan (DRP)
HR payroll system
Update and optimise
bandwidth
6 ANNUAL PERFORMANCE PLAN: 2017/181.1.2 N/A N/A N/A New indicator Annual Marketing Annual Marketing Annual Marketing
and Communication and Communication and Communication
Annual Marketing
Annual Marketing Plan approved and Plan approved and Plan approved and
and Communication
and Communication implemented implemented implemented
Plan implemented
Plan implemented
Quarterly Targets
Quarterly Targets
Reporting Period
Indicators Annual Target
(Quarterly/Annually/Bi-annually) 1st 2nd 3rd 4th
Strategic objective 1.1: Institutional capability in place to enable QCTO to deliver its products and services
1.1.1 Annual Implementation plan for Implementation Annual ICT Plan
2017/18 approved by plan for 2017/18 implemented
ICT MSP implementation
the ICT Committee and approved by the
plan implemented
implemented ICT Committee
annually
1.1.2 Bi-annual Annual Marketing Annual Annual
and Communication Marketing and Marketing and
Annual Marketing and
Plan approved and Communication Communication
Communication Plan
implemented plan approved by plan implemented
implemented
MANCOM
4.1.2 Reconciling performance targets with the budget and MTEF: Programme 1
Audited Outcomes Adjusted Appropriations Medium-Term Expenditure Estimates
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
R 000 R 000 R 000
Original Adjusted
Adjustment
Classification R 000 R 000 R 000 Budget Budget R 000 R 000 R 000
Compensation 7 993 8 395 13 068 16 193 - 16 193 16 476 27 608 35 614
Goods and 9 435 7 817 15 817 11 249 12 781 24 030 12 650 20 257 26 132
services
Capital 5 013 675 2 399 3 622 - 3 622 4 746 6 217 6 278
expenditure
TOTAL 22 441 16 887 31 284 31 064 12 781 43 845 33 872 54 082 68 024
ANNUAL PERFORMANCE PLAN: 2017/18 74.2. Programme 2: Occupational Qualifications
Programme 2: Occupational Qualifications
Programme Purpose: To ensure that occupational qualifications registered on the Occupational Qualifications Sub-Framework are available and Skills
Development Providers (SDPs) that offer occupational qualifications are accredited within a reasonable period and ensure credibility of providers
4.2.1 Programme performance indicators, annual and quarterly targets for 2017/18
Annual Targets
Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Strategic objective 2.1: Ensure prioritised occupational qualifications recommended to SAQA for registration on the Occupational Qualification
Sub-Framework which are utilised and effectively managed
2.1.1 Not achieved Not achieved Achieved 30 prioritised 30 prioritised 30 prioritised 50 prioritised
occupational occupational occupational occupational
Number of prioritised The QCTO received an 22 of 60 prioritised 47 prioritised
qualifications qualifications qualifications qualifications
occupational overall total of 82 occupational occupational
recommended (full and part) (full and part) (full and part)
qualifications qualifications for qualifications qualifications
recommended recommended recommended
(full and part) evaluation. Of this recommended to recommended
recommended to overall total 59 SAQA
SAQA for registration qualifications were
on the OQSF recommended for
registration (52 being the
qualifications and 7 being
the N4-N6
re-curriculated subjects)
Two (2) qualifications
could not be processed
further because there
were no Assessment
Quality Partners in
place. Twenty one (21)
qualifications were sent
back to Development
Quality Partners for
amendments to cover
gaps that were identified
during the evaluation
8 ANNUAL PERFORMANCE PLAN: 2017/182.1.2 N/A N/A N/A N/A New indicator 100 Historically 200 Historically
Registered Registered
Number of Establish baseline
Qualifications Qualifications
Historically
realigned realigned
Registered
Qualifications
realigned to
occupational
qualifications
recommended to
SAQA for registration
on the OQSF
2.1.3 N/A New indicator Not achieved 4 reports 4 reports 4 reports 4 reports
Quarterly 3 out of 4 reports
performance reports submitted
on reconstruction
of NATED Report
190 (N4 ñ N6)
part qualifications
submitted for
consideration to
the Occupational
Qualifications
Committee
2.1.4 N/A N/A N/A N/A Revised indicator 90% 90%
90%
% of Skills
Development
Providers accredited
within the
turnaround time (90
working days)
2.1.5 N/A N/A N/A N/A New indicator 80% 80%
80%
% of accredited
Skills Development
Providers with
learner uptake
in occupational
qualifications that are
monitored against
QCTO compliance
standards
ANNUAL PERFORMANCE PLAN: 2017/18 92.1.6 N/A N/A Achieved 100% 100% of accredited 100% of accredited 100% of accredited
100% Skills Development Skills Development Skills Development
% of accredited
Providers for Providers for Providers for
Skills Development Seven (7) prioritised
occupational occupational occupational
Providers contacted registered
qualifications qualifications qualifications
to identify the occupational
contacted to contacted to contacted to
number of qualifications had
ascertain learner ascertain learner ascertain learner
occupational learner uptake. All
uptake uptake uptake
qualifications with 7 qualifications
learner uptake were monitored via
Number of Number of Number of
the monitoring of
occupational occupational occupational
all (85) accredited
qualifications with qualifications with qualifications with
Skills Development
learner uptake learner uptake learner uptake
Providers
reported reported reported
Quarterly Targets
Quarterly Targets
Reporting period
Indicators (Quarterly/Annually/ Annual target
Bi-annually) 1st 2nd 3rd 4th
Strategic objective 2.1: Ensure prioritised occupational qualifications recommended to SAQA for registration on the Occupational Qualification
Sub-Framework which are utilised and effectively managed
2.1.1 Quarterly 30 prioritised 5 10 10 5
occupational
Number of prioritised
qualifications (full and
occupational
part) recommended
qualifications (full and
part) recommended to
SAQA for registration on
the OQSF
2.1.2 Annually Establish baseline Establish baseline
Number of
Historically Registered
Qualifications realigned
to occupational
oualifications
recommended to SAQA
for registration on the
OQSF
10 ANNUAL PERFORMANCE PLAN: 2017/182.1.3 Quarterly 4 reports 1 report 1 report 1 report 1 report
Quarterly
performance reports
on reconstruction
of NATED Report
190 (N4 ñ N6) part
qualifications submitted
for consideration to
the Occupational
Qualifications
Committee
2.1.4 Bi--annually 90% 90% 90%
% of Skills Development
Providers accredited
within the turnaround
time (90 working days)
2.1.5 Annually 80% 20% 20% 20% 20%
% of accredited
Skills Development
Providers with learner
uptake in occupational
qualifications that are
monitored against QCTO
compliance standards
2.1.6 Quarterly 100% of accredited Skills 100% of accredited Skills 100% of accredited Skills 100% of accredited Skills 100% of accredited Skills
Development Providers Development Providers Development Providers Development Providers Development Providers
% of accredited Skills
for occupational for occupational for occupational for occupational for occupational
Development Providers
qualifications contacted qualifications contacted qualifications contacted qualifications contacted qualifications contacted
contacted to identify the
to ascertain learner to ascertain learner to ascertain learner to ascertain learner to ascertain learner
number of occupational
uptake uptake uptake uptake uptake
qualifications with
learner uptake
Number of occupational Number of occupational Number of occupational Number of occupational Number of occupational
qualifications with qualifications with qualifications with qualifications with qualifications with
learner uptake reported learner uptake reported learner uptake reported learner uptake reported learner uptake reported
ANNUAL PERFORMANCE PLAN: 2017/18 114.2.2 Reconciling performance targets with the budget and MTEF: Programme 2
Audited Outcomes Adjusted Appropriations Medium-Term Expenditure Estimates
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
R 000 R 000 R 000
Original Adjusted
Adjustment
Classification R 000 R 000 R 000 Budget Budget R 000 R 000 R 000
Compensation 9 573 8 800 7 801 9 667 (2 570) 7 097 11 023 14 440 18 628
Goods and 3 301 4 000 5 627 7 941 (900) 7 041 8 438 11 054 14 259
services
Capital 250 450 - - - - -
expenditure
TOTAL 13 124 13 250 13 428 17 608 (3 470) 14 138 19 461 25 494 32 887
4.3. Programme 3: Quality assurance
Programme 3: Quality Assurance
Programme Purpose: To establish and maintain standards for the quality assurance of assessments and certification for occupational qualifications
on the OQSF
4.3.1 Programme performance indicators, annual and quarterly targets for 2016/17
Annual Targets
Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Strategic objective 3.1: To ensure that the Quality Assurance System for the implementation of registered occupational qualifications is functional,
effective and efficient
3.1.1 N/A Achieved Achieved 100% 90% 90% 90%
100%
% of assessment Average turnaround
centre accreditations time of 14 days. This 74 of 74 accreditation
processed within the confirms the 21 days applications
turnaround time (30 turnaround as processed within
working days) prescribed in the turnaround time of
Accreditation Policy 30 days
is achievable.
12 ANNUAL PERFORMANCE PLAN: 2017/183.1.2 N/A N/A Achieved 100% 90% 90% 90%
100%
% of Assessment
Quality Partner (AQP) 10 of 10 applications
delegation approvals processed
processed
3.1.3 N/A N/A N/A N/A New indicator 100% 100%
100%
% of Assessments
quality assured
against QCTO
standards
3.1.4 (a) N/A N/A Not achieved A further three of All (eight) functions Completed / Completed /
the eight functions delegated to QAPs Discontinued Discontinued
The number of The QCTO could not
delegated to QAPs taken up by the
quality assurance fully take back the
taken up by the QCTO
functions delegated three functions
QCTO
to QAPs (SETAs and identified in the
SAQA accredited approved plan due to
Professional Bodies) the slow consultation
taken up by the process with SETAs
QCTO impacted on by the
release of the SETA
landscape document
as well as the QCTO s
limited resources and
capacity. The upload
of the NLRD data
remains with the
SETAs as the QCTO
does not have the IT
system to facilitate
the transfer of data
3.1.4 (b) N/A Achieved Achieved 100% 100% 100% 100%
95% 100%
% of Quality
Assurance Partners 20 QAPs monitored 22 of 22 QAPs
(QAPs) that have against remediation monitored
been monitored and plans
found compliant with
QCTO compliance
standards
ANNUAL PERFORMANCE PLAN: 2017/18 13Strategic objective: 3.2: Learner achievements for qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies
3.2.1 N/A Achieved Not achieved 100% 90% 90% 90%
84%
% of certificates Average turnaround
issued within the time of 16 days for
15414 of 18392
turnaround time trade certificates.
certificate
(21 working days) This confirms the 21
applications
days turnaround as
processed within 21
prescribed in the
day turnaround time
Certification Policy
is achievable and
will be applicable to
all certificates to be
issued by the QCTO
as and when the
occupational
qualifications are
implemented
3.2.2 N/A N/A N/A New Indicator 90% 90% 90%
100%
% of verification
requests received
and verified within
turnaround time
(5 working days)
14 ANNUAL PERFORMANCE PLAN: 2017/18Quarterly Targets
Quarterly Targets
Reporting period
Indicators Annual Target
(Quarterly/Annually/ 1st 2nd 3rd 4th
Bi-annually)
Strategic objective 3.1: To ensure that the Quality Assurance System for the implementation of registered occupational qualifications is functional,
effective and efficient
3.1.1 Quarterly 90% 90% 90% 90% 90%
% of assessment centre
accreditations processed
within the turnaround
time (30 working days)
3.1.2 Quarterly 90% 90% 90% 90% 90%
% of Quality Assessment
Partners (QAPs)
delegation approvals
processed
3.1.3 Quarterly 100% 100% 100% 100% 100%
% of Assessments
quality assured against
QCTO standards
3.1.4 (a) Annually All (eight) functions All (eight) functions
delegated to QAPs taken delegated to QAPs taken
The number of quality
up by the QCTO up by the QCTO
assurance functions
delegated to QAPs
(SETAs and SAQA
accredited Professional
Bodies) taken up by the
QCTO
ANNUAL PERFORMANCE PLAN: 2017/18 153.1.4 (b) Annually 100% 100%
% of Quality Assurance
Partners (QAPs) that
have been monitored
and found compliant
with QCTO compliance
standards
Strategic objective: 3.2: Learner achievements for qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies
3.2.1 Quarterly 90% 90% 90% 90% 90%
% of certificates issued
within the turnaround
time (21 working days)
3.2.2 Quarterly 90% 90% 90% 90% 90%
% of verification
requests received
and verified within
turnaround time
(5 working days)
4.3.2 Reconciling performance targets with the budget and MTEF: Programme 3
Audited Outcomes Adjusted Appropriations Medium-Term Expenditure Estimates
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
R 000 R 000 R 000
Original Adjusted
Adjustment
Classification R 000 R 000 R 000 Budget Budget R 000 R 000 R 000
Compensation 9 615 15 500 16 350 18 780 3 678 22 458 25 192 33 002 42 572
Goods and 2 413 7 500 11 200 16 356 (5 029) 11 327 16 795 22 001 28 382
services
Capital 3 400 2 500 - - - -
expenditure
TOTAL 15 428 25 500 27 550 35 136 (1 351) 33 785 41 987 55 003 70 954
16 ANNUAL PERFORMANCE PLAN: 2017/18PART C: LINKS TO OTHER PLANS 5. Links to the longterm infrastructure and other capital plans The QCTO does not have any major infrastructure projects. ANNUAL PERFORMANCE PLAN: 2017/18 17
ANNEXURE A: TECHNICAL INDICATOR DESCRIPTIONS
PROGRAMME 1: Administration
Indicator title 1.1.1 ICT MSP implementation plan implemented annually
Short definition ICT MSP system which encompasses the approval and implementation of the annual implementation plan
Purpose/importance To show progress towards achieving institutional sustainability
Source/collection of data • Approved implementation plan for the financial year
• Minutes of the ICT Steering Committee
• ICT progress reports
Method of calculation • Approval to be demonstrated through minutes
• Implementation to be evidenced through ICT progress reports
Data limitations None
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Annually
New indicator No
Desired performance Annual implementation plan approved by the ICT committee
Approved plan implemented
Indicator responsibility Chief Director: Corporate Services
Key Risk Inadequate capacity (resources / staff / skills)
Risk treatment measure Adequate allocation of resources to the project
Indicator title 1.1.2 Annual Marketing and Communication Plan implemented
Short definition A Marketing and Communications Strategy which encompasses the approval and implementation of the annual plan for the
financial year
Purpose/importance To intensify the QCTO s marketing drive
Source/collection of data Approved Marketing and Communications Annual Plan
Method of calculation Approval to be demonstrated through MANCOM minutes
Data limitations None
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Bi-annually
18 ANNUAL PERFORMANCE PLAN: 2017/18New indicator Yes
Desired performance The Annual Marketing and Communications Plan is approved by MANCOM and implemented
Indicator responsibility Chief Director: Corporate Services
Key Risk Inadequate capacity (resources / staff )
Risk treatment measure Adequate allocation of resources for the annual implementation to take place upon approval by MANCOM
PROGRAMME 2: Occupational Qualifications
Indicator title 2.1.1 Number of prioritised occupational qualifications (full and part) recommended to SAQA for registration on the OQSF
Short definition For a qualification to be a prioritised occupational qualification (full and part) for development it will be identified from one of
the following groupings:
• Strategic Integrated Projects (SIPs)
• Trades (based on the NAMB priority list)
• Reconfiguration of the NATED qualifications
• DHET Published List of occupations in high demand
• Historically Registered Qualifications
Purpose/importance To ensure that prioritised occupational qualifications (full and part) that are in demand and in need are available for the public to
be trained against for employment purposes and career path development
Source/collection of data • QCTO Council minutes approving qualifications to be recommended to SAQA for registration
• QCTO letter to SAQA recommending qualifications for registration
• SAQA s response acknowledging receipt of qualifications submitted by QCTO
Method of calculation Counting the number of prioritised occupational qualifications (full and part) that has been approved by Council for
recommendation to SAQA
Data limitations Inappropriate identification of prioritised occupational qualifications (full and part)
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance The targeted prioritised occupational qualifications (full and part) recommended to SAQA for registration is achieved
Indicator responsibility Director: Occupational Qualifications Development
Key Risk Lack of response in verification process from different stakeholders
Risk treatment measure Develop clear procedures for DQPs and industry stakeholders
ANNUAL PERFORMANCE PLAN: 2017/18 19Indicator title 2.1.2 Number of Historically Registered Qualifications realigned to occupational qualifications recommended to SAQA for
registration on the Occupational Qualifications Sub-Framework (OQSF)
Short definition Historically Registered Qualifications that have learner uptake, value and legal status and have not been converted to the QCTO
qualification model are realigned into occupational qualifications
Purpose/importance To ensure that the Occupational Qualifications Sub-Framework (OQSF) is populated with occupational qualifications
Source/collection of data • Applications forms received to realign Historically Registered Qualifications
• Signed Service Level Agreement to realign
• QCTO letter to SAQA recommending realigned qualifications for registration as occupational qualifications
• SAQA s response acknowledging receipt of realigned qualifications submitted by QCTO
Method of calculation Calculate the number of historically registered qualifications that have been realigned
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Annually
New Indicator Yes
Desired performance To simplify the OQSF
Indicator responsibility Director: Occupational Qualifications Development
Key Risk SETAs and Professional Bodies not forthcoming to realign historically registered qualifications
Risk treatment measure Hold Quarterly meetings with SETAs and Professional Bodies to encourage them to realign historically registered qualifications
Indicator title 2.1.3 Quarterly performance reports on reconstruction of NATED Report 190 (N4 ñ N6) part qualifications submitted for
consideration to the Occupational Qualifications
Short definition Reconstructing N4-N6 programmes into occupational qualifications
Purpose/importance To simplify the OQSF so that it only reflects occupational qualifications
Source/collection of data A detailed report on reconstruction of NATED Report 191 (N4-N6) part qualifications is produced and approved quarterly by the
Chairperson of the Occupational Qualifications Committee
Method of calculation Counting the number of reports submitted to the Occupational Qualifications Committee
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
20 ANNUAL PERFORMANCE PLAN: 2017/18Desired performance The report gives an update on the status of the reconstruction of the NATED Report 191 (N4 ñ N6) part qualifications into
occupational qualifications
Indicator responsibility Director: Occupational Qualifications Development
Key Risk None
Risk treatment measure None
Indicator title 2.1.4 % of skills development providers accredited within turnaround time (90 working days)
Short definition % of Skills Development Provider applications received and processed within the established turnaround time
Purpose/importance To accredit SDPs within the turnaround time and also assess the efficiency of the QCTO accreditation process
Source/collection of data • Applications received from SDP applicants to establish date of receipt at QCTO
• Register of SDP applications
• Accreditation certificates / letters issued to SDPs
• List of accredited SDPs
• List of declined SDP applications
• Letters declining accreditation
Method of calculation The number of Skills Development Provider applications processed within the turnaround time divided by the number of Skills
Development Provider applications received multiplied by 100
Data limitations • Inadequate and or incorrect information provided by the SDP
• Applicability of the determined baseline turnaround time
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Bi-annually
New Indicator Yes (revised)
Desired performance To process skills development provider accreditation applications within the specified turnaround time
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk Failure to process SDP applications within the turnaround time
Risk treatment measure Proper training and guidance of staff
Indicator title 2.1.5 % of accredited Skills Development Providers with learner uptake in occupational qualifications that are monitored against
QCTO compliance standards
Short definition The % of Skills Development Providers (SDPs) (with learner uptake) whose systems and processes are monitored against QCTO
standards
Purpose/importance To ensure that Skills Development Providers achieve and maintain QCTO set standards
ANNUAL PERFORMANCE PLAN: 2017/18 21Source/collection of data • Database of accredited SDPs
• Accredited SDPs learner enrolment information
• Evaluation reports
Method of calculation Number of Skills Development Providers (SDPs) monitored against QCTO compliance standards divided by the total number of
SDPs (with learner uptake) multiplied by 100
Data limitations Reliability of information submitted to QCTO by accredited Skills Development Providers
Type of indicator Impact
Calculation type Cumulative
Reporting cycle Annually
New indicator New
Desired performance Ensure that all Skills Development Providers are compliant to the QCTO set standards
Indicator responsibility Chief Director : Occupational Quality Assurance
Key Risk Skills Development Providers not compliant to QCTO set standards
Risk treatment measure Adequate monitoring of Skills Development Providers
Indicator title 2.1.6 % of accredited Skills Development Providers contacted to identify the number of occupational qualifications with learner
uptake
Short definition Identification of the number of occupational qualifications registered on the OQSF that have learners enrolled
Purpose/importance To track whether the occupational qualifications are being utilised
Source/collection of data • QCTO requests data from accredited SDPs
• Accredited SDPs provide learner enrolment information
• SDPs that do not respond are sent reminders
• Utilise received information to report on occupational qualifications with learner enrolment
Method of calculation Send a fill in spreadsheet to all accredited SDPs to provide enrolment of learners. Because the spreadsheet is forwarded to all
accredited SDPs, 100% of accredited SDPs are contacted
From the analysis of the data on the spreadsheets, the number of occupational qualifications with learner uptake is identified
Data limitations Reliability of information submitted to QCTO by accredited Skills Development Providers
Type of indicator Impact
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No (Revised)
Desired performance The aim is to ensure that a high number of occupational qualifications registered on the OQSF have learner uptake
22 ANNUAL PERFORMANCE PLAN: 2017/18Indicator responsibility Director: Occupational Qualifications Development
Key Risk Delayed implementation of occupational qualifications to learners
Risk treatment measure Timely accreditation of providers and advocacy of occupational qualifications
PROGRAMME 3: Quality Assurance
Indicator title 3.1.1 % of assessment centre accreditations processed within the turnaround time (30 working days)
Short definition The % of assessment centre recommendations received and processed within the established turnaround time
Purpose/importance To monitor the efficiency of the QCTO accreditation process
Source/collection of data • Recommendation letter from AQP to establish date of receipt at QCTO
• Register of recommendations
• Evaluation reports
• Accreditation letters/certificates
Method of calculation The number of assessment centre recommendations processed within the turnaround time divided by the number of
assessment centre recommendations received, multiplied by 100
Data limitations • Inadequate and or incorrect information provided by the AQP
• Applicability of the determined baseline
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance To process assessment centre recommendations within the turnaround time
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk AQP processes
Risk treatment measure QCTO to verify a sample of recommended assessment centres
Indicator title 3.1.2 % of Assessment Quality Partner (AQP) delegation approvals processed
Short definition The % of Assessment Quality Partners applications (including extension of scope applications) that are evaluated and approved
by the Occupational Quality Assurance (OQA) Committee to QCTO set standards
Purpose/importance To approve Assessment Quality Partners for registered occupational qualifications
Source/collection of data • Register of applications
• Evaluation reports
ANNUAL PERFORMANCE PLAN: 2017/18 23Method of calculation Number of Assessment Quality Partners applications (including extension of scope applications) approved divided by the total
number of Assessment Quality Partners applications received multiplied by 100
Data limitations Insufficient or inaccurate data provided
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New Indicator No
Desired performance All approved AQPs are compliant to QCTO set standards
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk Lack of resources
Risk treatment measure Increase Evaluation capacity
Indicator title 3.1.3 % of assessments quality assured against QCTO standards
Short definition The % of assessments conducted by assessment Quality Partners (AQPs) which are quality assured through moderation and
monitoring processes
Purpose / importance To ensure the standard and credibility of the assessments
Source/ collection of data • EISA moderation reports
• EISA monitoring reports
• Learner achievement approval reports
Method of calculation Number of assessments quality assured against QCTO standards divided by number of assessments conducted by AQPs
Data limitations Insufficient or inaccurate data provided
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator Yes
Desired performance Ensure that all assessments are of the appropriate standard and quality
Indicator responsibility Chief Director: Occupational Quality Assurance
Key risk Lack of resources
Risk treatment measure Increase monitoring and evaluation capacity
24 ANNUAL PERFORMANCE PLAN: 2017/18Indicator title 3.1.4 (a) The number of quality assurance functions delegated to QAPs (SETAs and SAQA accredited Professional Bodies) taken
up by the QCTO
Short definition QCTO taking over prioritised aspects of the Quality Assurance functions for the Historically Registered Qualifications delegated
to QAPs as per Council approved plan.
Purpose/importance To ensure the quality of the Historically Registered Qualifications until they are phased out or replaced by new occupational
qualifications, whichever comes first.
Source/collection of data • Council approved plan
• Minutes of Council meetings
• Letter of withdrawal of delegated functions
Method of calculation The number of delegated functions taken back by the QCTO as per Council decision (approved plan and Council minutes)
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Annually
New indicator Yes
Desired performance Achieving the milestones as per Council approved plan
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk • Lack of resources
• Third party dependency
Risk treatment measure Increase monitoring and evaluation capacity
Collaboration with SETA Support and SETA Performance at DHET
Indicator title 3.1.4 (b) % of Quality Assurance Partners (QAPs) that have been monitored and found compliant with QCTO compliance
standards
Short definition The % of Quality Assurance Partners (QAPs) whose systems and processes are monitored and found compliant with QCTO set
standards
Purpose/importance To ensure that Quality Assurance Partners achieve and maintain QCTO set standards
Source/collection of data • Quarterly Monitoring Reports submitted by QAPs
• QCTO evaluation reports
Method of calculation Number of Quality Assurance Partners monitored against QCTO compliance standards (template) divided by the total number of
QAPs approved multiplied by 100
Data limitations Insufficient or inaccurate data provided
Type of indicator Output
Calculation type Cumulative
ANNUAL PERFORMANCE PLAN: 2017/18 25Reporting cycle Annually
New indicator No
Desired performance Ensure that all Quality Assurance Partners are compliant to the QCTO set standards
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk Lack of resources
Risk treatment measure Increase monitoring and evaluation capacity
Indicator title 3.2.1 % of certificates issued within the turnaround time (21 working days)
Short definition The percentage of recommendations for certification received from AQPs/QAPs processed within the established turnaround
time
Purpose/importance It is a measure to track the efficiency of the QCTO certification processes
Source/collection of data • Certification request/recommendations from AQPs/QAPs
• Management Information System
• Number of certificates processed
Method of calculation The number of certificates processed within the turnaround time divided by the number of recommendations for certification
received from AQPs/QAPs multiplied by 100
Data limitations • Inaccurate and or incomplete data from AQPs
• System failure
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance To issue certificates within the turnaround time
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk Fraudulent certificates
Risk treatment measure Secure certification system and certificate security features
Indicator title 3.2.2 % of verification requests received and verified within turnaround time (5 working days)
Short definition The percentage of verification requests processed within the turnaround time of 5 working days as per the SLA between QCTO
and verification client
Purpose/importance It is a measure to track the efficiency of the QCTO verification processes
Source/collection of data • Request for verification from registered client
• Certification Management Information System
• Verification Report
26 ANNUAL PERFORMANCE PLAN: 2017/18Method of calculation The number of verification requests processed within the turnaround time divided by the number of requests received from
clients multiplied by 100
Data limitations • Inaccurate or unclear certificate information received from verification clients
• System failure
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
Desired performance To respond to a request for verification of a qualification within the turnaround time
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk Fraudulent certificates ñ MIS system not operational
Risk treatment measure Secure certification system and certificate security features
ANNUAL PERFORMANCE PLAN: 2017/18 27ANNEXURE B
Acronyms and abbreviations LQDF Learner Qualifications Development Facilitator
MANCOM Management Committee of QCTO
AGSA Auditor-General South Africa
MHET Minister of Higher Education and Training
APP Annual Performance Plan
MOA Memorandum of Agreement
AQP Assessment Quality Partner
MoL Minister of Labour
CEO Chief Executive Officer
MSP Master Systems Plan
CD Chief Directorate
MTEF Medium Term Expenditure Framework
CFO Chief Financial Officer
NAMB National Artisan Moderating Body
CHE Council on Higher Education
NCPF National Career Path Framework
DG Director General
NATED National Education Report 191 (part 2) N4 to N6
DHET Department of Higher Education and Training
NCV National Certificate Vocational
DoL Department of Labour
NLRD National Learner Records Database
DPSA Department of Public Services and Administration
NOPF National Occupational Pathways Framework
DQP Development Quality Partner
NQF Act National Qualifications Framework Act (No. 67 of 2008)
EAP Employee Assistance Program
NSA National Skills Authority
EISA External Integrated Summative Assessment
NSDS National Skills Development Strategy
ETQA Education and Training Quality Assurance body
NSF National Skills Fund
FET Further Education and Training
OFO Organising Framework for Occupations
FLC Foundational Learning Competence
OQSF Qualifications Sub-Framework for Trades and Occupations
GEN- General and Further Education and Training Quality Assurance Act (No. 58 of
FETQA 2001) PFMA Public Finance Management Act
AGSA Auditor-General South Africa PPPFA Preferential Procurement Policy Framework Act
GFETQF General and Further Education and Training Qualifications Framework QA Quality Assurance
IT Information Technology QAP Quality Assurance Partner
ITC Information Technology and Communication QC Quality Council
HELA Act Higher Education Laws Amendments Act (No. 26 of 2010) QCTO Quality Council for Trades and Occupations
HEQC Higher Education Quality Committee QDF Qualification Development Facilitator
HEQF Higher Education Qualifications Framework OQA Occupational Quality Assurance
HR Human Resources OQD Occupational Qualifications Development
OQM Occupational Qualification Management
28 ANNUAL PERFORMANCE PLAN: 2017/18RPL Recognition of Prior Learning SAIVCET South African Institute for Vocational and Continuing Education and Training SAQA South African Qualifications Authority SCM Supply Chain Management SDA Skills Development Act (No 97 of 1998) SETA Sector Education and Training Authority SIPs Strategic Infrastructure Projects SLA Service Level Agreement TVET Technical and Vocational Education and Training Umalusi Council for Quality Assurance in General and Further Education and Training ANNUAL PERFORMANCE PLAN: 2017/18 29
NOTES 30 ANNUAL PERFORMANCE PLAN: 2017/18
NOTES ANNUAL PERFORMANCE PLAN: 2017/18 31
NOTES 32 ANNUAL PERFORMANCE PLAN: 2017/18
QCTO
Fraud and Ethics Hotline
www.tip-offs.com
Toll-free: 0800 322 322
256 Glyn Street, Hatfield, Pretoria, 0083
Private Bag X278, Pretoria, 0001
+27 12 003 1800
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