ANNUAL PERFORMANCE PLAN 2018/19 - QCTO
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ANNUAL
PERFORMANCE
PLAN
2018/19ANNUAL PERFORMANCE PLAN 2018/19
COPYRIGHT 2018 QCTO QUALITY COUNCIL
FOR TRADES AND OCCUPATIONS.
ALL RIGHTS RESERVEDFOREWORD
This 2018/19 Annual Performance Plan APP marks the eighth year of operation of the It is hereby certified that this Annual Performance Plan:
QCTO and the penultimate year of the 2015/16 - 2019/20 Strategic Plan. As such the Was developed by the management of the Quality Council for Trades and Occupations
2018/19 APP represents a critical period for the QCTO during which time the QCTO needs under the guidance of its Council
to consolidate on its activities towards achieving its five year strategic plan. In this regard Was prepared in line with the Strategic Plan 2015/16 to 2019/20 of the Quality Council
the QCTO launched Vision 2020 in 2017. Vision 2020 provides the roadmap for the QCTO to for Trades and Occupations
achieve its mandate as provided for in the National Qualifications Framework NQF Accurately reflects the performance targets which the Quality Council for Trades and
Act, Skills Development Act SDA and the White Paper for Post School Education and Occupations will endeavor to achieve given the resources made available in the budget
Training. The QCTO is positioning itself to strengthen its human and financial resources in for the 2018/19 budget year.
order to achieve its 2020 Vision - that of fulfilling its mandate with only limited delegations
and reliance on other key partners. Vision 2020 creates the mechanisms for the QCTO
to take responsibility for the intellectual functions associated with the development
and maintenance of the Occupational Qualifications Sub-Framework of the National Ms Ndivhudzannyi Madilonga
Qualifications Framework. Chief Financial Officer
The QCTO 2015/16 - 2019/20 Strategic Plan remains unchanged, but the APP has been
moderately adjusted to align with Vision 2020.
Ms Adri Solomon
The QCTO will continue in its efforts to promote occupational qualifications both in the Head Official responsible for Planning
public Technical Vocational and Training Colleges and Community Education and Training
Colleges as well as to private training providers. It is expected that the number of skills
development providers offering occupational qualifications will substantially increase
during this year which will place an even greater demand on the QCTO to expand its Mr Vijayen Naidoo
quality assurance capacity. Chief Executive Officer
The Council will continue to support the efforts of the Chief Executive Officer and staff
to serve the public and make a difference in the lives of not only learners in the Formal Approved by:
Economy but also learners in the Informal Economy.
I express my sincere gratitude to all who are associated with the QCTO through its Prof Peliwe Lolwana
mandate. Accounting Authority
Prof. Peliwe Lolwana
Chairperson of the QCTO
ANNUAL PERFORMANCE PLAN: 2018/19 iCONTENTS1. Updated situational analysis
PART A: Strategic overview
1. Updated situational analysis 1
1.1 Performance environment: The QCTO Mandate and its relationship to national imperatives 1
1.2 Organisational environment 2
2. Revisions to legislative and other mandates 2
3. Overview of 2018 budget and MTEF estimates 2
3.1 Expenditure estimates per programme 4
3.2 Expenditure estimates per classification 4
PART B: Programme plans
4. Particulars per Programme 5
4.1 Programme 1: Administration 5
4.1.1 Programme performance indicators, annual and quarterly targets for 2018/19 5
4.1.2 Reconciling performance targets with the budget and MTEF 6
4.2 Programme 2: Occupational Qualifications 7
4.2.1 Programme performance indicators, annual and quarterly targets for 2018/19 7
4.2.2 Reconciling performance targets with the budget and MTEF 12
4.3 Programme 3: Quality Assurance 13
4.3.1 Programme performance indicators, annual and quarterly targets for 2018/19 13
4.3.2 Reconciling performance targets with the budget and MTEF 19
PART C: Links to other plans
5. Links to the long-term infrastructure and other capital plans 20
Annexure A Technical indicator descriptions 21
Annexure B Acronyms and abbreviations 35
ii ANNUAL PERFORMANCE PLAN: 2018/19PART A: STRATEGIC OVERVIEW foundation thus enabling its sustainability for years to come and secondly, ensuring that
South African citizens have access to credible skills training that supports both industrial
and social development. These goals find expression in the following QCTO core operation
1. Updated situational analysis functions:
The overall responsibility of the QCTO is the management of the Occupational Management of the Occupational Qualifications Sub-Framework OQSF
Qualifications Sub-Framework OQSF . The mandate of the QCTO emanates from two Design, develop and review standards and Occupational Qualifications
key pieces of legislation viz. the National Qualifications Framework Act and the Skills Quality assurance of Occupational Qualifications
Development Act. Assessment and moderation of Occupational Qualifications
Certification of Occupational Qualifications
In terms of Section 27 i of the NQF Act, the QCTO with regard to quality assurance within
its sub-framework is required to: 1.1 Performance environment: The QCTO Mandate and its
Relationship to national imperatives
i develop and implement policy for quality assurance;
ii ensure the integrity and credibility of quality assurance; In performing the functions indicated above, the organisationís strategic plan and Annual
iii ensure that such quality assurance as is necessary for the sub-framework is undertaken. Performance Plan embraces various national policy imperatives, including amongst others
In terms of Section 26 H 3 of the Skills Development Act, the QCTO is responsible for: National Development Plan
White Paper for Post-School Education and Training
establishing and maintaining occupational standards and qualifications; Ministerial Guidelines on Implementation of the National Qualifications Framework
the quality assurance of occupational standards and qualifications and learning in NQF
and for the workplace; Strategic Plan 2015/16 to 2019/20 of the Department of Higher Education and
ensuring the quality of occupational standards and qualifications and learning in Training
and for the workplace. Medium-Term Strategic Framework 2014-2019
National Plan for Post School Education and Training.
In establishing and maintaining occupational standards and qualifications, the QCTO:
develops qualifications and part qualifications for registration on the NQF; Simplification of the NQF
oversees the quality assurance of the NATED Report 190/1 Part 2 qualifications N4 Key imperatives contained in the White Paper for Post School Education and Training
to N6 and National N Diploma along with the total revision of these qualifications; as well as the Ministerial Guidelines on Implementation of the NQF is the simplification
oversees the quality assurance of the historically registered unit standard based and of the NQF with respect to qualification development and registration, and quality
private provider based qualifications and deregistration or redesign thereof as the assurance. In these instances the QCTO has succeeded to significantly reduce the number
case may be. of historically registered qualifications, either through the de-registration of dormant unit
standard based qualifications, the replacement of unit standard based qualifications with
With respect to quality assurance of the Sub-framework the QCTO is responsible for the occupational qualifications and where possible the realignment of historically registered
accreditation of Skills Development Providers and Assessment Centres, the approval of qualifications. The QCTO has for some time managed two quality assurance systems - the
external assessments, approval of learner achievements and certification. In addition the one for the historically registered qualifications delegated to Sector Education and Training
QCTO ensures that Recognition of Prior Learning RPL and Articulation are implemented Authorities SETAs and Professional Bodies and the other for the new QCTO occupational
for qualifications on the Occupational Qualifications Sub-framework OQSF . qualifications. This situation is not sustainable nor desirable and the QCTO has developed
and is implementing a plan towards a single quality assurance system for qualifications
The areas addressed in this Annual Performance Plan are linked to the two strategic and part qualifications registered on the OQSF. This means that historically registered
goals of the organisation. Firstly, the establishment of an organisation that has a sound
ANNUAL PERFORMANCE PLAN: 2018/19 1qualifications and the new occupational qualifications will over time be subjected to a of the organisation by providing for the appointment of subject matter experts as well as
common quality assurance regime. Further to this the QCTO has also approved Vision functional experts qualification developers, assessment specialists etc. . This organogram
2020 - a plan to revoke the quality assurance functions delegated to the SETAís. The will also help the organisation to realise Vision 2020 by locating expertise within the
achievement of many of the QCTO activities will be measured by the extent to which the organisation thus reducing dependencies on third parties and the delegation of core
implementation of these plans contributes to a simplification of the NQF. functions to external agencies. The QCTOís plan for introducing the new system involves
a shift from the delegated Quality Assurance Partner QAP approach to the QCTO cluster
Assessment and Quality Assurance based approach with a transition year in-between. The aim is to identify specific SETAs
and to facilitate the incremental conversion from the QAP approach to the QCTO-cluster
The White Paper on Post School Education and Training advocates the use of external approach to reduce the risk of destabilising the system. In terms of this approach it is
assessments to reveal poor performance. The use of nationally standardised external envisaged that by 2020 or soonest thereafter that all quality assurance responsibilities will
assessments is a radical departure from the Portfolio of Evidence PoEs which is eventually be centralised within the QCTO.
characteristic of the historically registered unit standard based qualifications. The QCTO
has successfully implemented the External Integrated Summative Assessment EISA While many accomplishments have been made over the life of the organisation, the QCTO
for occupational qualifications. The QCTO will implement mechanisms to use learner is still severely hampered in its growth and development due to several monumental
performance in the EISAís as a monitoring tool to determine the level of provisioning. challenges. The greatest of these is funding. The current funding model consists of an
annual grant and a fixed percentage of the SETA Levy Grant. Challenges with this model
TVET College Expansion include the fact that the annual grant is based on a very limited baseline and the QCTO has
The National Development Plan and the White Paper for Post School and Education and to apply each year for the SETA Levy Grant. The fact that the SETA Levy Grant fluctuates
Training both call for access to education and training of the highest quality. The QCTO from year to year, makes it extremely difficult for the QCTO to plan ahead. To address these
diligently pursues the increase of access to occupationally directed programmes in issues, the QCTO in 2017 developed and presented to the DHET the QCTO Business Case.
needed areas with specific focus on artisan skills, where there is emphasis on TVET College The Business Case sets out the funding requirements of the QCTO if it is to fulfil its entire
expansion. In its work the QCTO has prioritised the development of trade qualifications, in quality mandate without the delegation of quality assurance functions to the SETAs. Much
particular those related to the Strategic Integrated Projects SIPs , and other Governmental of the work covered in the Annual Performance Plan is dependent on adequate funding for
priorities. Support for the Decade of the Artisan is evidenced by the organisationís work the QCTO.
on the War on Leaks projects and support for Expanded Public Works Projects EPWP . The
QCTO has made a commitment to creating a vibrant TVET College system by ensuring that In view of the financial limitations the QCTO has great difficulty in funding the required
exciting and relevant occupational qualifications are developed for use in this system. organisational structure that would allow it to operate effectively.
1.2 Organisational environment 2. Revisions to legislative and other mandates
A key concern for the QCTO is the establishment of a sustainable organisation. To execute The Skills Development Act requires review. The QCTO needs to be intimately involved in
its mandate and achieve sustainability of the organisation the QCTO must have a well- the process as the Act is the founding legislation for the organisation.
developed corporate structure for Human Resources, Information Technology and Finance
in particular. Hence the inclusion in the strategic document of objectives that track
developments in these three areas.
3. Overview of 2018 budget and MTEF estimates
The QCTO has been allocated R91, 768 million including approved accumulated surpluses
The QCTO developed a new organogram in 2016 and implemented phase one in 2017. It for 2016/17 and R95, 320 million for 2017/18. The projected allocation for 2018/19,
is envisaged that the organogram will be implemented in three phases subject to funding 2019/20, 2020/21 yet to be approved are R114,080 million and R133,884 million, R157,472
availability. The organogram is designed such that it could be expanded as the QCTO grows respectively. These amounts include approved allocated SETA Levy Grant funds for 2018/19
without the need for a new organogram to be developed each time. The new cluster and projected SETA Levy Grant funds for the two outer financial years. The DHET funds
family of qualifications based model also provides a vehicle to build the internal capacity from fiscus are projections.
2 ANNUAL PERFORMANCE PLAN: 2018/19The original funding base for the QCTO was arbitrarily determined and was intended for The expenditure estimates in 3.1 and 3.2 over page were projected with the assumption
the initial establishment of the QCTO. The allocation in no way covers the work the QCTO that all the income revenue will be realised in full.
needs to do. Therefore, in addition to the 6% annual inflation factored, the baseline grant
allocation as from 2018/19 was initially expected to grow by approximately R30, 000 Projected expenditure on Compensation is expected to increase over the MTEF period as a
million per annum over the MTEF period and the years beyond on the basis of the QCTOís result of the filling of posts in the structure. A review of the QCTO Organogram for the core
recent 2018/19 MTEF budget submission to the DHET. The letter received by QCTO with business was completed during 2015/16 financial year. This resulted in additional posts
Indicative Medium Term Allocations for 2018/19 to 2020/21, did not include the R30,000 in the QCTO establishment to be implemented on a phase in approach within the limits
million additional base line increase over the MTEF period as per the submission by QCTO of the available funds, hence a sharp increase is projected onwards. The support function
as expected. On the contrary, QCTOís base line was reduced by R1 million across the structure review is currently being undertaken during the 2017/18 financial year. This
MTEF period. This necessitated that the QCTOís projected revenue and expenditure MTEF process is expected to result in additional posts to support the growth in the core business.
budgets be revised accordingly to be in line with the reduced amounts.
Projected expenditure on both goods and services and capital expenditure is also
On the other hand, the SETA Levy Grant is projected to grow at a rate of 21% each year. The expected to increase in proportion to the growth of the organization. Due to increase in
percentage trend, although inadequate, was based on the SETA Levy Grant funds approved staff, additional office premises were sourced. This will also result to an increase in capital
and received in the past financial years. In order to fulfil the mandate assigned to it in expenditure.
legislation and to respond to recent changes in the education and training environment,
QCTO developed and submitted a Business Case to the DHET that advocates for an increase
of the SETA Levy Grant funding from the current 0.5% to 1% and to also do away with
having to file an application annually.
The Council recently approved the charging of verification and certification fees with effect
from mid 2015/16 financial year onwards. Projected estimated receipts, which are very
minimal, have not been factored into the revenue budgets as this will be the second year
that this is implemented by the QCTO and thereby bringing uncertainties with regards to
the receipts of funds.
Projected Revenue for 2018/19 and projections for the MTEF outer years are depicted in
Figure 1 below:
Figure 1
QCTO 2017/18 - 2019/20 REVENUE
2017/18 2018/19 2019/20 2020/21
Details R 000 R 000 R 000 R 000
DHET Grant Allocation 26 920 27 380 28 977 30 535
SETA Grant Allocation 68 400 86 700 104 907 126 937
Approved Roll Over - - - -
SUB - TOTAL 95 320 134 579 133 884 157 472
ANNUAL PERFORMANCE PLAN: 2018/19 33.1 Expenditure Estimates per Programme
Audited Outcomes Adjusted Appropriation Medium-Term Expinditure Estimates
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
R 000 R 000 R 000
Programmes R 000 R 000 R 000 Original Budget Adjustment Adjusted Budget R 000 R 000 R 000
OQM 13 250 13 665 14 138 19 461 - 19 461 27 649 32 827 38 741
OQA 25 500 28 699 33 785 41 987 - 41 987 33 082 38 992 46 351
Adminsitration 18 270 19 484 43 845 33 872 - 33 872 53 349 62 065 72 380
TOTAL 57 020 61 848 91 768 95 320 - 95 320 114 080 133 884 157 472
3.2 Expenditure Estimates per Classification
Audited Outcomes Adjusted Appropriation Medium-Term Expinditure Estimates
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
R 000 R 000 R 000
Classification R 000 R 000 R 000 Original Budget Adjustment Adjusted Budget R 000 R 000 R 000
Compensation 32 695 34 805 45 748 52 691 - 52 691 63 148 74 472 87 929
Goods & 20 700 24 644 42 398 37 883 - 37 883 44 186 51 429 60 404
Services
Capital 3 625 2 399 3 622 4 746 - 4 746 6 746 7 983 9 139
Expenditure
TOTAL 57 020 61 848 91 768 95 320 - 95 320 114 080 133 884 157 472
4 ANNUAL PERFORMANCE PLAN: 2018/19PART B: PROGRAMME PLANS
4. Particulars per Programme
4.1. 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 2018/19
Annual Targets
Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Strategic objective 1.1: Institutional capability in place to enable QCTO to deliver its products and services
1.1.1 Achieved Achieved Achieved Implementation Implementation Implementation Implementation
plan for 2017/18 plan for 2018/19 plan for 2019/20 plan for 2020/21
ICT MSP ICT Policy already Multiyear MSP The implementation
approved by the approved by the ICT approved by the ICT approved by the ICT
implementation developed and implementation plan matrix was
ICT Committee and Steering Committee Steering Committee Steering Committee
plan implemented approved plan developed and updated with
implemented and implemented and implemented and implemented
annually approved by the ICT reached milestones
MSP was approved Steering Committee
by EXCO in
October 2014. Yearly milestones
Implementation has and deliverables
begun of the plan are
monitored through
The following the implementation
elements of MSP matrix
were implemented:
Establishment of
the ICT Steering
Committee
Disaster Recovery
Plan DRP
HR Payroll system
Update and optimise
bandwidth
ANNUAL PERFORMANCE PLAN: 2018/19 5Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Strategic objective 1.1: Institutional capability in place to enable QCTO to deliver its products and services Cont
1.1.2 N/A N/A New indicator Annual Marketing Annual Marketing Annual Marketing Annual Marketing
Annual Marketing and Communication and Communication and Communication and Communication
Achieved
and Communication Plan approved and Plan approved Plan approved Plan approved
Plan implemented Planned Marketing implemented by MANCOM and by MANCOM and by MANCOM and
and Communications implemented implemented implemented
activities for the year
executed
Quarterly Targets
Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1st 2nd 3rd 4th
Bi-annually
Strategic objective 1.1: Institutional capability in place to enable QCTO to deliver its products and services
1.1.1 Annually Implementation plan for 2018/19 Implementation Annual ICT Plan
approved by the ICT Steering plan for 2018/19 fully implemented
ICT MSP
Committee and implemented approved by the ICT
implementation
Committee
plan implemented
annually
1.1.2 Bi-annually Annual Marketing and Annual Annual
Annual Marketing Communication Plan approved Marketing and Marketing and
and Communication and implemented Communication Communication
Plan implemented plan approved by plan fully
MANCOM implemented
4.1.2. Reconciling performance targets with the Budget and MTEF: Programme 1
Audited Outcomes Adjusted Appropriation Medium-Term Expinditure Estimates
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
R 000 R 000 R 000
Classification R 000 R 000 R 000 Original Budget Adjustment Adjusted Budget R 000 R 000 R 000
Compensation 8 395 13 068 16 193 16 476 - 16 476 20 064 23 304 27 250
Goods & Services 7 817 15 817 24 030 12 650 - 12 650 26 539 30 778 35 991
Capital Expenditure 675 2 399 3 622 4 746 - 4 746 6 746 7 983 9 139
TOTAL 16 887 31 284 43 845 33 872 - 33 872 53 349 62 065 72 380
6 ANNUAL PERFORMANCE PLAN: 2018/194.2 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 2018/19
Annual Targets
Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
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 Achieved Achieved 30 prioritised 50 prioritised 50 prioritised 80 prioritised
occupational occupational occupational occupational
Number of prioritised 22 of 60 prioritised 47 prioritised 80 prioritised
qualifications qualifications qualifications qualifications
occupational occupational occupational occupational
full and part full and part full and part full and part
qualifications qualifications qualifications qualifications
recommended recommended recommended recommended
full and part recommended to recommended recommended
recommended to SAQA
SAQA for registration
on the OQSF
2.1.2 N/A N/A N/A New indicator 50 Historically 50 Historically 50 Historically
Number of Registered Registered Registered
Establish baseline
Historically Qualifications Qualifications Qualifications
Registered realigned realigned realigned
Qualifications
realigned to
Occupational
Qualifications
recommended to
SAQA for registration
on the OQSF
ANNUAL PERFORMANCE PLAN: 2018/19 7Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
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 Cont
2.1.3 New indicator Not achieved Achieved 4 reports 4 reports Discontinued Discontinued
Quarterly 3 out of 4 reports 4 reports considered
performance reports submitted by the Committee
on reconstruction and signed by the
of NATED Report chairperson of the
190 N4 ñ N6 part Committee
qualifications
approved by the
Occupational
Qualifications
Committee
2.1.4 a N/A N/A N/A Revised indicator 90% 90% 80%
% of Skills 90%
Development
Providers offering
Occupational
Qualifications
accredited within the
turnaround time 90
working days
2.1.4 b N/A N/A N/A N/A New indicator 80% 80%
% of Skills Establish baseline
Development of the number
Providers offering of working days
historically registered to accredit Skills
qualifications Development
accredited within Providers offering
the established historically registered
turnaround time qualifications
8 ANNUAL PERFORMANCE PLAN: 2018/19Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
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 Cont
2.1.5 a N/A N/A N/A New indicator 80% 80% 80%
% of accredited 80%
Skills Development
Providers that
reported on
learner uptake
for occupational
qualifications are
monitored against
QCTO compliance
standards
2.1.5 b N/A N/A N/A N/A New indicator 50% 50%
% of accredited 25%
Skills Development
Providers that
reported on
learner uptake for
historically registered
qualifications that are
monitored against
QCTO compliance
standards
2.1.6 N/A N/A N/A N/A New indicator 100% of occupational 100% of occupational
qualifications with qualifications with
Occupational 100% of occupational
learner uptake learner uptake
qualifications with qualifications with
reported to Council reported to Council
learner uptake learner uptake
monitored reported to Council
ANNUAL PERFORMANCE PLAN: 2018/19 9Quarterly Targets
Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annal Target 1 st
2 nd
3rd 4th
Bi-annually
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 Annually 50 prioritised occupational 50
qualifications full and part prioritised
Number of prioritised
recommended occupational
occupational
qualifications
qualifications
full and part
full and part
recommended
recommended to
SAQA for registration
on the OQSF
2.1.2 Annually 50 Historically Registered 50 Historically
Qualifications realigned Registered
Number of
Qualifications
Historically
realigned
Registered
Qualifications
realigned to
Occupational
Qualifications
recommended to
SAQA for registration
on the OQSF
2.1.3 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
approved by
Occupational
Qualifications
Committee
10 ANNUAL PERFORMANCE PLAN: 2018/19Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1 st
2nd
3rd 4th
Bi-annually
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 Cont
2.1.4 a Bi-annually 90% 90% 90%
% of skills
development
providers offering
Occupational
Qualifications
accredited within the
turnaround time 90
working days
2.1.4 b Annually New indicator New indicator
% of Skills Establish baseline of the number Establish baseline
Development of working days to accredit Skills of the number
Providers offering Development Providers offering of working days
historically registered historically registered qualifications to accredit Skills
qualifications Development
accredited within Providers offering
the established historically
turnaround time registered
qualifications
2.1.5 a Quarterly 80% 20% 20% 20% 20%
% of accredited
Skills Development
Providers that
reported learner
uptake for
occupational
qualifications are
monitored against
QCTO compliance
standards
ANNUAL PERFORMANCE PLAN: 2018/19 11Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1 st
2 nd
3rd 4th
Bi-annually
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 Cont
2.1.5 b Quarterly 25% 25% 25% 25% 25%
% of accredited
Skills Development
Providers that
reported learner
uptake for
historically registered
qualifications are
monitored against
QCTO compliance
standards
2.1.6 Quarterly 100% of occupational qualifications 100% of 100% of 100% of 100% of
with learner uptake reported to occupational occupational occupational occupational
Occupational
Council qualifications with qualifications with qualifications with qualifications with
qualifications with
learner uptake learner uptake learner uptake learner uptake
learner uptake
reported to Council reported to Council reported to Council reported to Council
monitored
4.2.2 Reconciling performance targets with the Budget and MTEF: Programme 2
Audited Outcomes Adjusted Appropriation Medium-Term Expinditure Estimates
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
R 000 R 000 R 000
Classification R 000 R 000 R 000 Original Budget Adjustment Adjusted Budget R 000 R 000 R 000
Compensation 8 800 7 801 7 097 11 023 - 11 023 19 530 23 655 28 293
Goods & Services 4 000 5 627 7 041 8 438 - 8 438 8 119 9 172 10 448
TOTAL 12 800 13 428 14 138 19 461 - 19 461 27 649 32 827 38 741
12 ANNUAL PERFORMANCE PLAN: 2018/194.3 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 2018/19
Annual Targets
Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
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 a Achieved Achieved Achieved 90% Revised indicator 90% 90%
100% 100%
% of assessment Average turnaround 90%
centre accreditation time of 14 days. This 74 of 74 accreditation 137 of 137
applications confirms the 21 days applications accreditation
processed within the turnaround as processed within applications
turnaround time 30 prescribed in the turnaround time of processed within
working days Accreditation Policy 30 days turnaround time of
is achievable 30 days
3.1.1 b N/A N/A N/A N/A New indicator 50% 90%
% of assessment 20%
centre accreditation
applications verified
within the 30 day
turnaround time
of processing
accreditation
applications
3.1.2 N/A Achieved Achieved 90% 90% Discontinued Discontinued
100% 100%
% of Assessment
Quality Partner AQP 10 of 10 applications 3 new AQPs and 10
delegation approvals processed extensions approved
processed
ANNUAL PERFORMANCE PLAN: 2018/19 13Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Strategic objective 3.1: To ensure that the Quality Assurance System for the implementation of registered occupational qualifications is functional,
effective and efficient Cont
3.1.3 a N/A N/A N/A New indicator 100% 100% 100%
% of assessments 100%
for occupational
qualifications quality
assured against
QCTO standards
3.1.3 b N/A N/A N/A N/A New indicator 100% 100%
% of assessments for 20%
historically registered
qualifications quality
assured against
QCTO standards
excluding skills
programmes
3.1.4 a N/A N/A N/A N/A New indicator 7 Discontinued
14
The number of SETA
QAP delegations
revoked
3.1.4 b N/A N/A N/A N/A New indicator 100% 100%
% of Quality 100%
Assurance Partners
QAPs whose
delegations have
not been revoked
monitored and found
compliant with
QCTO compliance
standards
14 ANNUAL PERFORMANCE PLAN: 2018/19Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Strategic objective 3.1: To ensure that the Quality Assurance System for the implementation of registered occupational qualifications is functional,
effective and efficient Cont
3.1.4 c N/A N/A N/A N/A New indicator 75% 100%
% of NAMB quality 50%
assurance functions
incorporated into
the QCTO as per
approved Council
Plan
Strategic objective 3.2: Learner achievements for qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies
3.2.1 a Achieved Not Achieved Achieved 90% 90% 90% 90%
84% 100%
% of certificates Average turnaround
occupational and time of 16 days for 15414 of 18392 19 625 of 19
legacy trades trade certificates. certificate 625 certificate
issued within the This confirms the 21 applications applications
turnaround time 21 days turnaround as processed within 21 processed within
working days prescribed in the day turnaround time the 21 working day
Certification Policy turnaround time
is achievable and
will be applicable to
all certificates to be
issued by the QCTO
as and when the
Occupational
Qualifications are
implemented
3.2.1 b N/A N/A N/A N/A New indicator 80% 80%
% of certificates for 80%
historical registered
qualifications
issued within the
turnaround time 21
working days
ANNUAL PERFORMANCE PLAN: 2018/19 15Estimated
Audited/Actual Performance Medium-Term Targets
Indicators Performance
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Strategic objective 3.2: Learner achievements for qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies Cont
3.2.2 N/A N/A New Indicator 90% 90% 90% 90%
Achieved
% of verification
100%
of authenticity of
certificates requests 8 710 of 8 710
received and verified requests verified
within turnaround within turnaround
time 5 working days time of 5 working
days
3.2.3 N/A N/A N/A N/A New indicator 75% 100%
% of learner records 40 %
digitized against
number agreed on
the project plan
Quarterly Targets
Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1 st
2 nd
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 a Quarterly 90% 90% 90% 90% 90%
% of assessment
centre accreditation
applications
processed within the
turnaround time 30
working days
16 ANNUAL PERFORMANCE PLAN: 2018/19Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1 st
2 nd
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 Cont
3.1.1 b Quarterly New indicator 20% 20% 20% 20%
% of assessment
centre accreditation
applications verified
within the 30 day
turnaround time
of processing
accreditation
applications
3.1.2 Annually 100% 100%
% of Assessment
Quality Partner AQP
delegation approvals
processed
3.1.3 a Quarterly 100% 100% 100% 100% 100%
% of assessments
for occupational
qualifications quality
assured against
QCTO standards
3.1.3 b Quarterly 20% 20% 20% 20% 20%
% of assessments for
historically registered
qualifications quality
assured against
QCTO standards
excluding skills
programmes
ANNUAL PERFORMANCE PLAN: 2018/19 17Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1 st
2 nd
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 Cont
3.1.4 a Annually 14 14
The number of SETA
QAP delegations
revoked
3.1.4 b Quarterly 100% 100% 100% 100% 100%
% of Quality
Assurance Partners
QAPs
whose delegations
have not been
revoked monitored
and found
compliant with
QCTO compliance
standards
3.1.4 c Annually 50% 50%
% of NAMB quality
assurance functions
incorporated into
the QCTO as per
approved Council
Plan
Strategic Objective 3.2: Learner achievements for qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies
3.2.1 a Quarterly 90% 90% 90% 90% 90%
% of certificates
occupational and
legacy trades
issued within the
turnaround time 21
working days
18 ANNUAL PERFORMANCE PLAN: 2018/19Reporting period Quarterly Targets
Indicators Quarterly/Annually/ Annual Target 1 st
2nd
3rd 4th
Bi-annually
Strategic Objective 3.2: Learner achievements for qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies Cont
3.2.1 b Quarterly 80% 80% 80% 80% 80%
% of certificates for
historical registered
qualifications
issued within the
turnaround time 21
working days
3.2.2 Quarterly 90% 90% 90% 90% 90%
% of verification
of authenticity of
certificates requests
received and verified
within turnaround
time 5 working days
3.2.3 Annually 45% 45%
% of historical learner
records digitized
against number
agreed on the project
plan
4.3.2 Reconciling performance targets with the Budget and MTEF: Programme 3
Audited Outcomes Adjusted Appropriation Medium-Term Expinditure Estimates
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
R 000 R 000 R 000
Classification R 000 R 000 R 000 Original Budget Adjustment Adjusted Budget R 000 R 000 R 000
Compensation 15 500 16 350 22 458 25 192 - 25 192 23 554 27 513 32 386
Goods & Services 7 500 11 200 11 326 16 795 - 16 795 9 528 11 479 13 965
TOTAL 23 000 27 550 33 784 41 987 - 41 987 33 082 38 992 46 351
ANNUAL PERFORMANCE PLAN: 2018/19 19PART C: LINKS TO OTHER PLANS 5. Links to the long-term infrastructure and other capital plans The QCTO does not have any major infrastructure projects. 20 ANNUAL PERFORMANCE PLAN: 2018/19
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 Bi-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
Delays in the approval caused by the timing of ICT steering Committee meetings
Risk treatment measure Adequate allocation of resources to the project
Yearly schedule of meetings to be determined and confirmed at the beginning of the financial year 2018/2019
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 QCTOís marketing drive
Source/collection of data 1 Approved Marketing and Communications Annual Plan
2 Approved Marketing and Communications Plan updated with progress
Method of calculation Approval to be demonstrated through signed Marketing and Communications Plan
Implementation to be validated through the Marketing and Communications Plan that is updated with progress
Data limitations None
Type of indicator Output
Calculation type Non-cumulative
ANNUAL PERFORMANCE PLAN: 2018/19 21Reporting cycle Bi-annually
New indicator No
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
Delays in the approval caused by the timing of MANCO meetings
Risk treatment measure Adequate allocation of resources for the annual implementation to take place upon approval by MANCOM
Yearly schedule of meetings to be determined and confirmed at the beginning of the financial year 2018/19
PROGRAMME 2: Occupational Management 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
SAQAís 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 Annually
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
22 ANNUAL PERFORMANCE PLAN: 2018/19Indicator 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 A list of re-aligned qualifications with replaced historically registered qualifications recommended to SAQA for registration
QCTO letter to SAQA recommending realigned qualifications for registration as occupational qualifications
SAQAís response acknowledging receipt of realigned qualifications submitted by QCTO
Method of calculation Calculate the number of historically registered qualifications that have been realigned to Occupational Qualifications
recommended to SAQA for registration
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Annually
New Indicator No
Desired performance To simplify the OQSF
Indicator responsibility Chief Director : Occupational Qualifications Management
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 approved by the
Occupational Qualifications Committee
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 A detailed report on reconstruction of NATED Report 191 N4 ñ N6 part qualifications approved by the Chairperson of the
Occupational Qualifications Committee, which is produced quarterly
Data limitations None
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator No
ANNUAL PERFORMANCE PLAN: 2018/19 23Desired 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 Chief Director : Occupational Qualifications Management
Key Risk None
Risk treatment measure None
Indicator title 2.1.4 a % of skills development providers offering Occupational Qualifications 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
Method of calculation The number of Skills Development Provider applications processed within the turnaround time of 90 working days divided by
the number of Skills Development Provider applications processed within and outside the turnaround time and multiplied the
answer by hundred to get a percentage
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 Qualifications Management
Key Risk Failure to process SDP applications within the turnaround time
Risk treatment measure Proper training and guidance of staff
Indicator title 2.1.4 b % of Skills Development Providers offering historically registered qualifications accredited within the established
turnaround time
Short definition % of Skills Development Provider applications received and processed within the established turnaround time
Purpose/importance To accredit Skills Development Providers offering historically registered qualifications within the turnaround time and also assess
the efficiency of the QCTO accreditation process
24 ANNUAL PERFORMANCE PLAN: 2018/19Source/collection of data Applications received from Skills Development Providers offering historically registered qualifications applicants to establish
date of receipt at QCTO
Register of Skills Development Providers offering historically registered qualifications applications
Accreditation certificates / letters issued to SDPs
List of accredited Skills Development Providers offering historically registered qualifications
Method of calculation The sum of number add number of days taken to accredit each Skills Development Provider of days to accredit Skills
Development Providers and divide by the number of accredited Skills Development Providers
This number of days will serve as a guideline to establish the turnaround time to be approved by Council as per policy
Data limitations Inadequate and or incorrect information provided by the Skills Development Providers offering historically registered
qualifications
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Annually
New Indicator New Indicator
Desired performance To establish a reasonable turnaround time to accredit Skills Development Providers offering historically registered qualifications
Indicator responsibility Chief Director: Occupational Qualifications Management
Key Risk Failure to determine reasonable turnaround time to accredit Skills Development Providers offering historically registered
qualifications
Risk treatment measure Proper training and guidance of staff
Indicator title 2.1.5 a % of accredited Skills Development Providers that reported on learner uptake for occupational qualifications are
monitored against QCTO compliance standards
Short definition % of accredited Skills Development Providers SDPs that reported learner uptake are monitored against QCTO standards.
Systems and processes of these SDPs are monitored against QCTO standards
Purpose/importance To ensure that Skills Development Providers achieve and maintain QCTO set standards
Source/collection of data Database of accredited SDPs
Accredited SDPs learner enrolment information
Monitoring reports
Method of calculation Take a number of those accredited Skills Development Providers SDPs that reported on learner uptake against occupational
qualifications that were monitored for compliance against QCTO compliance standards, divided this number by the total
number of accredited SDPs that reported on 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 Quarterly
ANNUAL PERFORMANCE PLAN: 2018/19 25New indicator No
Desired performance Ensure that all Skills Development Providers are compliant to the QCTO set standards
Indicator responsibility Chief Director : Occupational Qualifications Management
Key Risk Skills Development Providers not compliant to QCTO set standards
Risk treatment measure Adequate monitoring of Skills Development Providers
Indicator title 2.1.5 b % of accredited Skills Development Providers that reported on learner uptake for historically registered qualifications are
monitored against QCTO compliance standards
Short definition % of accredited Skills Development Providers that reported learner uptake are monitored against QCTO standards. Systems and
processes of these SDPs are monitored against QCTO standards
Purpose/importance To ensure that Skills Development Providers achieve and maintain QCTO set standards
Source/collection of data Database of accredited SDPs
Accredited SDPs learner enrolment information
Monitoring reports
Method of calculation Take a number of those accredited Skills Development Providers SDPs that reported on learner uptake against historically
registered qualifications that were monitored for compliance against QCTO compliance standards, divided this number with a
total number of all accredited SDPs that reported on learner uptake against historically registered qualifications multiplied by
100
Data limitations Reliability of information submitted to QCTO by accredited Skills Development Providers offering with learner uptake in
historically registered qualifications
Type of indicator Impact
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator New
Desired performance Ensure that all Skills Development Providers are compliant to the QCTO set standards
Indicator responsibility Chief Director : Occupational Qualifications Management
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 Occupational qualifications with learner uptake monitored
Short definition Learner information uploaded by accredited Skills Development Providers against the number of occupational qualifications
registered on the OQSF
Purpose/importance To track whether the occupational qualifications are being utilised and learners registered against the qualifications reported on
26 ANNUAL PERFORMANCE PLAN: 2018/19Source/collection of data Data on learner uptake per qualification submitted by accredited SDPs
Learner enrolment information form QCTO MIS
Method of calculation Number 100% of occupational qualifications registered on the OQSF with learner uptake reported in a quarterly monitoring
report presented to Council for noting
Data limitations Reliability of information submitted by accredited Skills Development Providers
Quality of monitoring reports
Type of indicator Impact
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator New indicator
Desired performance The aim is to ensure that a high number of occupational qualifications registered on the OQSF have learner uptake uploaded
Indicator responsibility Chief Director : Occupational Qualifications Management
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 a % of assessment centre accreditation applications processed within the turnaround time 30 working days
Short definition % of assessment centre accreditation applications received and processed within the established turnaround time
Purpose/importance To monitor the efficiency of the QCTO accreditation process
Source/collection of data Acknowledgement letter to establish date of receipt at QCTO
Register of applications
Evaluation reports
Accreditation letters/certificates
Method of calculation The number of assessment centre accreditation applications processed within the turnaround time of 30 working days from the
date of receipt divided by the number of assessment centre accreditation applications received, multiplied by a hundred
Data limitations Inadequate and or incorrect information provided by the Applicant
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
ANNUAL PERFORMANCE PLAN: 2018/19 27Key Risk Inadequate information supplied
Risk treatment measure QCTO accreditation policy and processes
Indicator title 3.1.1 b % of assessment centre accreditation applications verified within the 30 day turnaround time of processing
accreditation applications
Short definition % of assessment centre accreditation applications received, processed and verified site visits within the established turnaround
time
Purpose/importance To monitor the efficiency of the QCTO accreditation process
Source/collection of data Site Verification Report
Method of calculation The number of assessment centre accreditation applications verified within the turnaround time divided by the number of
assessment centre accreditation applications received, multiplied by a hundred
Data limitations Inadequate and or incorrect information provided by the applicant.
Applicability of the determined baseline
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator Yes
Desired performance To process assessment centre accreditation applications within the turnaround time
Indicator responsibility Chief Director: Occupational Quality Assurance
Key Risk Ability to arrange travel logistics to ensure a site-visit within the 30 day turnaround time
Risk treatment measure Proper planning to ensure QCTO supply chain processes are adhered to
Indicator title 3.1.2 % of Assessment Quality Partner AQP delegation approvals processed
Short definition % 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
Method 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 a hundred
Data limitations Insufficient or inaccurate data provided
Type of indicator Output
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