ANNUAL PERFORMANCE PLAN - FOR 2018-2019 NOVEMBER 2017 - AGRISETA

 
ANNUAL PERFORMANCE PLAN - FOR 2018-2019 NOVEMBER 2017 - AGRISETA
Annual Performance Plan

          For

        2018-2019

                    November 2017
ANNUAL PERFORMANCE PLAN - FOR 2018-2019 NOVEMBER 2017 - AGRISETA
2
ANNUAL PERFORMANCE PLAN - FOR 2018-2019 NOVEMBER 2017 - AGRISETA
3
Contents
Part A: Strategic overview....................................................................................................................... 5
   1. Situational analysis.......................................................................................................................... 5
        1.1.     Performance delivery environment .................................................................................... 5
        1.2.     Organisational environment ............................................................................................... 6
   2.     Revisions to legislative and other mandates .............................................................................. 7
   3.     Overview of 2018 budget and MTEF estimates .......................................................................... 8
        3.1.     Expenditure estimates ........................................................................................................ 8
        3.2 Relating expenditure trends to strategic outcome oriented goals ......................................... 12
Part B: Programme and sub-programme plans .................................................................................... 13
   1. Programme 1: Administration ...................................................................................................... 13
   2.     Programme 2: Skills Planning .................................................................................................... 20
   3.     Programme 3 Learning programmes and projects ................................................................... 32
   4.     Programme 4: Quality assurance .............................................................................................. 41
Part C: Links to other plans ................................................................................................................... 44
   5. Links to the long-term infrastructure and other capital plans...................................................... 44
   6. Conditional grants ......................................................................................................................... 44
   7. Public entities ................................................................................................................................ 45
   8. Public-private partnerships ........................................................................................................... 50
No partnership exist with a public entity.............................................................................................. 50
Annexure A: Technical Indicator Descriptor ......................................................................................... 51

                                                                                                                                                      4
Part A: Strategic overview
1. Situational analysis
Whilst the AgriSETA Sector Skills Plan (SSP) aims to address wide range of issues in the
agricultural sector, in essence it captures the following important realities which have a
direct impact on the process of development of such skills in the sector1;

   The global consensus on commitment to agriculture as a key driver for achieving food
    security, poverty alleviation and economic growth in Sub-Saharan Africa, calls for new
    strategies and approaches in Agriculture for development. This commitment will directly
    encourage development of capacity towards smallholder and emerging farming sector.
   The sectoral challenges, which include Inter Alia: Equity; Growth and Competitiveness;
    Environmental Sustainability; and Governance as identified in the Integrated Growth
    and Development Plan of the Department of Agriculture, Forestry and Fisheries for the
    period 2011-2031 shape the process of packaging these skills in the sector.
   The pressure on AgriSETA to balance the disbursement of discretionary funds to AET,
    NQF 1 and NQF 2 learning programme, due to the fact that the Agriculture relies heavily
    on unskilled and semi-skilled workers with higher pitched learning in response to
    technological advances and the increase in the need for skilled agricultural workers;
   The required efforts of the agriculture sector to change the image of agriculture to
    attract the youth, to advocate prevalent career and business opportunities in the sector.
   The continued low success rate of land reform projects need to be factored into
    discretionary grant funding plans of the AgriSETA.

1.1.    Performance delivery environment
The need for discretionary grant funded support to deliver on the required learning
programmes in the sector outstrips the available resources of the AgriSETA. The Strategic
plan has been updated to the National Treasury framework with the following significant
changes:

       AgriSETA identified 4 programmes that will be driven to achieve the organisational
        goals aligned with the proposed DHET framework for Strategic Plans;
       Strategic outcome orientated goals were devised for the organisation

                                                                                             5
1.2.       Organisational environment
The AgriSETA structure is well balanced and is entrenched from Accounting Authority level
to the Operational structure. Stability and extensive institutional knowledge however
challenges exist to fill vacancies resulting from resignations. The AgriSETA registration that
was extended up to 2020 makes the management of talent challenging.

          National Council of Provinces (NCOP) select committee on education and
          recreation & national assembly portfolio committee on Higher Education and
          Training
                              Executive Authority (DHET)

                                  AgriSETA Accounting Authority

               EXCO                             CEO                  Standing Comm.      Strategic

                                                                                                 O
                                             Operations
                                                                                                 P

                                                                                                 E

                                                                                                 R

 Programme 1:             Programme 2:          Programme 3:         Programme 3:                A
 Administration           Skills Planning          Learning         Quality Assurance
   Resources                                   programmes and                                    T
                                                   projects
                                                                                                 I

                                                                                                 O

                                                Decent work          Quality Assurance           N
    Finance                 Research

                                                                                                 A

 Governance               Reporting             Rural                Qualification               L
                                                Development and      Development
                                                Cooperatives
    ICT                Mandatory Grants

Human resources        Agricultural              Youth and career
                       leadership capacity         development

                          Public entity
                          partnership
                          development

                                                                                             6
2. Revisions to legislative and other mandates
The following legislative mandates are noted:

      Proposal for the New National Skills Development Strategy (NSDS) and Sector
       education and Training Authorities (SETAs)

The following pending court case should be noted:

The court case between Business Unity South Africa (BUSA) and the Minister of Higher
Education and Training, BUSA won the court case, currently the mandatory grants are still
pitched at 20%. Changes to the Mandatory grants can have a significant impact on the
number of employers participating in the mandatory grant process.

There have been no significant changes to AgriSETA’s mandates.

                                                                                            7
3. Overview of 2018 budget and MTEF estimates
3.1.      Expenditure estimates
          Table 1: AgriSETA

                                                                                                     Adjusted            Medium term expenditure estimate
Programme                                                        Audited outcome
                                                                                                     appropriation
R('000)                                     2013/14       2014/15        2015/16           2016/17   2017/18             2018/19       2019/20       2020/21

                  1. Administration             31 102        35 958         38 982        44 195        49 103               50232        53 903        56 868
                  2. Skills Planning            55 196        46 821         54 579        76 083        79 225              75 762        86 122        90 859

               3. Learning programmes           168 979       141 922        180 138       209 520       229 416             252 202       255 670       269 732
              and projects

                  4. ETQA               -          -             -              -          20 102        20 102              20 102        20 102        21 208

              -                                                                                                      -
                                            -             -              -             -                                 -             -             -
              -                                                                                                      -
                                            -             -              -             -                                 -             -             -
              -                                                                                                      -
                                            -             -              -             -                                 -             -             -
              -                                                                                                      -
                                            -             -              -             -                                 -             -             -
                                                255 277       224 701        273 699       349 900      377 846              398 298    415 797          438 666

                                                                                                                                                                  8
Total
Economic classification
Current payments                                    38 357       40 085       40 591       42 566   49 103             50 232         53 903   56 868
Compensation of employees                           17 226       11 856       14 166       22 400   20 127             23 916         26 678   28 145
Salaries and wages                                  16 268       10 360       12 611       21 186   20 127             22 557         25 232   26 620
Social contributions                                 958         1 496        1 555        1 214                       1 359          1 446    1 526
Goods and services                                  20 686       27 843       25 963       20 166   28 975             26 316         27 225   28 722
Of which 1                                                                                                                                       0
Agency and support/outsourced services              7 207        7 864        9 286        8 073    8 557              10 003         9 614    10 143
Communication                                       1 240         649          667          850      901                951           1 012    1 068
Computer services                                    23            -            -            -        -                  -              -
Consultants                                           -           854          266          787     2 337               934            937      989
Contractors                                           -            -            -            -        -                  -              -
Inventory                                            319          226          456          700      742                784            834      880
Lease payments                                       197          62           257          165       -                 200            197      208
Repairs and maintenance                              167          385          793          416      441                466            494      521
Research and development                             261          489          845          700       -                  -              -
Training and staff development                       113          577          798          800      848                895            951     1 003
Travel and subsistence                              2 584        4 171        3 369        3 815    4 044              4 526          4 535    4 784
Other                                               8 575        12 566       9 226        3 860    8 910              5 325          5 613    5 922
Depreciation                                         445          385          462           -        -                  -              -

QCTO                                                                                                       2 195          2 232       3 038    3 205
                                                -            -            -            -
Sale of fixed assets                                                                                          -
                                                -            -            -            -                           -              -
Impairments and Adjustments to Fair Value                                                                     -
                                                -            -            -            -                           -              -
Adjustments to Fair value of financial assets                                                                 -
                                                -            -            -            -                           -              -

                                                                                                                                                       9
Impairments to non-financial assets                                                                                 -
                                              -             -                 -             -                           -             -

Interest, dividends and rent on land                                      1                                         -
                                              -                               -             -                           -             -
Interest                                                                  1                                         -
                                              -                               -             -                           -             -
Dividends                                                                                                           -
                                              -             -                 -             -                           -             -
Rent on land                                                                                                        -
                                              -             -                 -             -                           -             -
Transfers and subsidies                           217 092       279 331           243 061       305 705   328 743           348 066   364 100      384 126
Employer Grant (SETAs only)                       54 936        137 409           62 923        61 826    66 739            62 505        73 636   77 686
Other government units                               -          85 016               -             -         -                 -            -

National government                                                                                                 -
                                              -             -                 -             -                           -             -
Departmental agencies and accounts                                                                                  -
                                              -             -                 -             -                           -             -
Provinces                                                                                                           -
                                              -             -                 -             -                           -             -
Municipalities                                                                                                      -
                                              -             -                 -             -                           -             -
National Skills Fund                                 -          85 016               -             -         -                 -            -
Public corporations and private enterprises
                                                     -           6 061             9 189           -         -                 -            -
(subsidies and other transfers)
Public corporations                                  -             -                 -             -         -                 -            -
Private enterprises                                  -           6 061             9 189           -         -                 -            -
Households and non-government units               54 936        46 332            53 734        61 826    66 739            62 505        73 636   77 686
Discretionary Grant (SETAs only)                  162 156       141 922           180 138       243 879   262 003           285 561   290 464      306 440
Other government units                            137 526       141 922              -             -         -                 -            -
National government                               109 824       141 922              -             -         -                 -            -
Departmental agencies and accounts                   -             -                 -             -         -                 -            -

                                                                                                                                                       10
Provinces                                             27 702           -             -             -         -             -          -
Municipalities                                           -             -             -             -         -             -          -
National Skills Fund                                     -             -             -             -         -             -          -

Public corporations and private enterprises
                                                      24 630           -          180 138       243 879   262 004       285 561   290 464   306 440
(subsidies and other transfers)
Public corporations                                      -             -             -          243 879      -             -          -

Private enterprises                                                                                                 -      -
                                                  -             -             -             -                                     -
Households and non government units                                                                                 -      -
                                                  -             -             -             -                                     -
Higher education institutions                                                                                       -      -
                                                  -             -             -             -                                     -
Foreign governments and international
                                                                                                                    -      -
organisations                                     -             -             -             -                                     -
Non-profit institutions                                                                                             -      -
                                                  -             -             -             -                                     -
Households                                                                                                          -      -
                                                  -             -             -             -                                     -
Social benefits                                                                                                     -      -
                                                  -             -             -             -                                     -
Other transfers to households                                                                                       -      -
                                                  -             -             -             -                                     -
Technical reserves (social security funds only)                                                                     -      -
                                                  -             -             -             -                                     -
Tax payment                                              -             -             -             -         -             -          -
Outside shareholders Interest                            -             -             -             -         -             -          -
Total Expenditure                                     255 277       224 701       273 699       349 900   377 846       398 298   415 797   438 666

                                                                                                                                                11
3.2 Relating expenditure trends to strategic outcome oriented goals
     Creditable institutional mechanisms: this goal will be supported through the implementation of the skills planning programme, focus
       will be on establishing research capacity and strengthening the sector skills committees. It is expected that the full allocated budget will
       be spend ;
     Increased professional, vocational, occupational and workplace learning to create decent jobs: This goal will be supported through the
       implementation of the skills delivery programme with the focus on addressing the critical skills identified in the updated sector skills
       plan. The funding of learnerships, bursary and internship programmes will be prioritised;
     Increased skills levels of cooperatives, NGOs, CBOs in support of Land Reform and rural development.: This goal will be supported
       through implementation of the skills delivery programme; a renewed focus will be placed on partnership funding and support to rural
       structures and youth. Funding will be prioritised for learnership and skills programmes;
     Improved Agricultural education and training systems: This goal will be supported through the implementation of the ETQA programme
       and a renewed focus of funding will be channelled towards expanding on the RPL programme and towards alignment with the QCTO
       processes.
     Increased Mandatory grant participation of levy paying employers: This goal will be supported through the implementation of the skills
       planning programme, a renewed focus will be placed on the induction of new employers and the capacitation of Skills Development
       Facilitators (SDFs)
     Increased participation of Youth in Agriculture: This goal will be supported through the implementation of the skills planning
       programme focussing on increased participation in career development events
     Increased Public sector capacity: This goal will be supported through the implementation of the Administration and Skills Planning
       programmes, focussing funding on the development of agricultural leaders and strengthening the capacity of board structures.

                                                                                                                                                12
Part B: Programme and sub-programme plans

1. Programme 1: Administration
1.1. Purpose:
To provide strategic leadership, management and support services to AgriSETA.
The programme include the Accounting Authority, CEOs office, General Managers office , Financial Administration; Internal Audit; Risk;
Stakeholder Relations, Communication; Information Technology and the Human Resources Department
To improve the service delivery of public institutions in the agricultural sector through the following offices:
     Accounting Authority: Provides leadership, decision-making strategic direction.
     Office of the CEO: Provides leadership, strategic direction, policy development, decision-making support and financial oversight for
       AgriSETA.
     Financial Administration: Provides the department with sound financial services.
     General Managers office: Provides operational management services.
     Stakeholder Relations, Communication and marketing: establishes and
       strengthens intergovernmental and stakeholder relations, manages communication and marketing services.
     Internal audit, provides auditing services to ensure compliance with policies and procedures
     Information Technology(ICT), provides hardware and software support to AgriSETA
     Human Resources department provides Human capital support for AgriSETA to deliver on its mandate

                                                                                                                                             13
Sub programme 1: Finance
Strategic objective     Strategic                  Audited/Actual performance              Estimated     Medium-term targets
                        Plan target                                                        performance

                                                   2013/14   2014/15   2015/16   2016/17   2017/18       2018/19     2019/20     2020/21
1.1      To manage      To reduce the internal     -         -         -         -         10%           10%         10%         10%
         AgriSETA       control deficiencies                                               reduction     reduction   reduction   reduction
         finances in    reported in the previous
         alignment      AG report by 10%.
         with PFMA
         and National
         Treasury
         guidelines

Programme performance indicators                   Audited/Actual performance              Estimated     Medium-term targets
                                                                                           performance
                                                   2013/14   2014/15   2015/16   2016/17   2017/18       2018/19     2019/20     2020/21
1.1.1.    Percentage of budget variances and          -         -         -         -      10%           20%         30%         40%
          adjustments reduced

1.1.2.    100% of invoices processed within            -         -         -         -     100%          100%        100%        100%
          PFMA guidelines
1.1.3.    All service providers procured and           -         -         -         -     100%          100%        100%        100%
          managed within National Treasury
          guidelines
1.1.4.    Maintain a 90% verification rate with        -         -         -         -     90%           90%         90%         90%
          the asset register
1.1.5.    Collection rate of 90% of provincial         -         -         -         -     90%           90%         90%         90%
          levies

                                                                                                                                           14
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators            Reporting period                         Annual target          Quarterly targets
                                                                                     2018/19                1st         2nd           3rd       4th
1.1.1.   Percentage of budget variances         Annually                             10% reduction          -           -             -         10%
         and adjustments reduced
1.1.2.   100% of invoices processed within      Quarterly                            100% invoices          100%         100%         100%      100%
         PFMA                                                                        processed in
                                                                                     compliance with
                                                                                     PFMA regulations
1.1.3.   All service providers procured and     Quarterly                            100% of service        100%         100%         100%      100%
         managed within National Treasury                                            providers
         guidelines
1.1.4.   Maintain an 90% verification rate      Quarterly                            90% reduction          90%          90%          90%       90%
         with the asset register
1.1.5.   Collection rate of 90% of provincial   Annually                             90% collection rate    0            0            0         90%
         levies                                                                      of provincial levies

Sub programme 2: Governance
Strategic objective              Strategic          Audited/Actual performance               Estimated          Medium-term targets
                                 Plan target                                                 performance
                                                    2013/14   2014/15   2015/16   2016/17    2017/18            2018/19      2019/20         2020/21
1.2 To provide strategic         To improve         -         -         -             -      15%                15%          15%             15%
.   direction and                the                                                         improvemen         improveme    improveme       improvemen
    oversight to AgriSETA        governance                                                  t of               nt of        nt of           t of
    for effective and            function of the                                             governance         governance   governance      governance
                                                                                             function           function     function        function
    direct facilitation of       board by 15%
    interventions in             annually
    achievement of the
    organisational goals

                                                                                                                                                       15
Programme performance indicators                  Audited/Actual performance              Estimated          Medium-term targets
                                                                                          performance
                                                  2013/14   2014/15   2015/16   2016/17   2017/18            2018/19           2019/20       2020/21
1.2.1.   Number of board meetings                    -         -         -          -     4                  4                 4             4

1.2.2    Number of board sub-committee               -         -         -         -      4                  4                 4             4
         meetings
1.2.3.   10% increase in the quality of the          -         -         -         -      10% increase       10%               10%           10% increase
         information that the board receive                                               in quality         increase in       increase in   in quality
         from board sub-committees                                                                           quality           quality

Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators            Reporting period                       Annual target         Quarterly targets
                                                                                   2018/19               1st         2nd               3rd       4th
1.2.1.   Number of board meetings             Quarterly                            4                     1                 1           1         1
1.2.2    Number of board sub-                 Annually                             4                     1                 1           1         1
         committee meetings
1.2.3.   10% increase in the quality of       Annually                             10% increase in       -                 -           -         10%
         the information that the board                                            quality                                                       increase in
         receive from board sub-                                                                                                                 quality
         committees

                                                                                                                                                         16
Sub programme 3 : Information Technology(ICT)
Strategic objective       Strategic                Audited/Actual performance                Estimated      Medium-term targets
                          Plan target                                                        performance

                                                   2013/14   2014/15   2015/16   2016/17         2017/18        2018/19           2019/20         2020/21

1.3.     Provision of a   To increase the             -         -         -         -        10% increase   10% increase      10%           10% increase
         hard and         responsiveness of the                                                                               increase
         software         ICT solution by 10%
         solution to      annually
         AgriSETA

Programme performance indicators                   Audited/Actual performance                Estimated      Medium-term targets
                                                                                             performance

                                                   2013/14   2014/15   2015/16   2016/17     2017/18        2018/19           2019/20       2020/21
1.3.1.    90% of all ICT (hard and software)          -         -         -         -        90% resolved   90% resolved      90%           90% resolved
          related incidents resolved within 24                                               in 24 hours    in 24 hours       resolved in   in 24 hours
          hours of first report.                                                                                              24 hours
1.3.2.    ICT solution reviewed annually              -         -         -         -        1              1                 1             1

Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators               Reporting period                         Annual target       Quarterly targets
                                                                                        2018/19             1st         2nd            3rd         4th
1.3.1     90% of all ICT (hard and software)      Annually                              90% of queries      90% of      90% of         90% of      90% of
          related incidents resolved within                                             resolved            queries     queries        queries     queries
          24 hours of first report.                                                                         resolved    resolved       resolved    resolved
1.3.2     ICT solution reviewed annually          Annually                              1                   0             0            1           0

                                                                                                                                                        17
Sub programme 4: Human Resources
Strategic objective      Strategic             Audited/Actual performance                       Estimated       Medium-term targets
                         Plan target                                                            performance

                                               2013/14       2014/15     2015/16   2016/17        2017/18          2018/19          2019/20         2020/21

1.4.     Provision of    To increase and            -              -         -        -         80%             80%             80%               80%
         Human Capital   maintain the level                                                     satisfaction    satisfaction    satisfaction      satisfaction
         support to      of employee
         AgriSETA        satisfaction to 80%
                         annually

Programme performance indicators               Audited/Actual performance                       Estimated       Medium-term targets
                                                                                                performance

                                               2013/14       2014/15     2015/16   2016/17      2017/18         2018/19         2019/20           2020/21
1.4.1.    90% of employees participate in      -             -           -            -         90%             90%             90%               90%
          further career development
1.4.2.    90% of vacant positions filled       -             -           -            -         90%             90%             90%               90%
1.4.3.    All employees sign performance                                              -         53              100%            100%              100%
          contracts annually
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators                      Reporting period                    Annual target     Quarterly targets
                                                                                          2018/19           1st         2nd           3rd            4th
1.4.1.    90% of employees participate in further       Annually                          90%               -           -             -              90%
          career development
1.4.2.    90% of vacant positions filled                Quarterly                         90%               90% of      90% of        90% of         90% of
                                                                                                            vacant      vacant        vacant         vacant
                                                                                                            positions   positions     positions      positions
                                                                                                            filled      filled        filled         filled

                                                                                                                                                             18
1.4.3.    All employees sign performance            Annually                     100%          100%        -            -           -
          contracts annually

1.3. Reconciling performance targets with the Budget and MTEF
Table 1: Programme name: Administration

                                        Expenditure outcome               Adjusted       Medium term expenditure estimate
 Sub Programme:
                                        R’000                           appropriation                 R’000
 NO DESCRIPTION                         2013/14 2014/15 2015/16 2016/17 2017/18       2018/19 2019/20 2020/21
   1     Finance                           14 361   17 894     19 030   19 638      18 638       19 638        19 638        20 718
   2     Governance                        2 093    2 192      2 620    2 637       3 081         3 635        4 289         4 525
   3     *Information Technology(ICT)      3 572    3 512      4 511     183            193       204,6        216,87         229
   4     Human Resources                   10 403   11 856     12 625   18 621      23 744       26 754        26 678        28 145
     #Youth and Career
   5                                        673      774        196     3 115            -          -            -             0
     Development
 *Outsourced function                      31 102   35 958     38 982   44 195      49 103       50232         53 903        56 868
# Moved to Skills Delivery

1.4. Performance and expenditure trends
     Finance-During this MTEF this sub-programme will focus on the implementation of the new SCM guidelines
     Governance- This sub-programme will focus on the continuous development of board sub committees and structures
     *Information Technology-The management and storage of information will be prioritised through the maintenance of infrastructure
        and the continuous improvement of information systems
     Human Resources-The retention of talent and human capital will be prioritised in this MTEF in light of the new SETA landscape. The
        management and measurement of performance will also be prioritised through the implementation of a new performance
        management system.

                                                                                                                                           19
2. Programme 2: Skills Planning
        2.1.    Purpose: To ensure that HRD information is available and to contribute to skills development planning.

 This programme aims to address the challenges resulting from the lack of institutional mechanisms, to provide credible information and an
analysis of the supply and demand for skills, thus informing the skills planning and delivery processes. It also looks at the gap in terms of the
capacity to conduct and coordinate professional research, and the dissemination of information.

The management of mandatory grants will be done through the skills planning department who is ultimately responsible for achieving the
objectives within this programme. Currently AgriSETA has approximately 21 408 registered employers, of which 5 233 pay skills development
levies. The SETA has a total of 2 394 registered SDFs (skills development facilitators) throughout the nine provinces, who are either employed
by companies or work as freelance consultants for one or more companies. Generally, the mandatory grant system and the submission of the
WSPs (workplace skills plans) and ATRs (annual training reports) by companies are working well, at a 73% pay-out rate to employers
participating in mandatory grants. However, there are some challenges that need to be addressed in order to maximise the effectiveness of
this process.

Sub-programme 2.1.: Research
Strategic objective       Strategic                               Audited/Actual performance                Estimated     Medium-term targets
                          Plan target                                                                       performance
                                                                                                               2017/18    2018/19    2019/20     2020/21
                                                                  2013/14    2014/15   2015/16   2016/17
2.1.      Establish and            To establish and enhance a     -         -          -         1 system   1 system      1 system   1 system   1 system
          maintain a credible      credible institutional
          mechanism for skills     mechanism for skill planning
          planning and delivery    and delivery in the
          in agricultural sector   agricultural sector by 2019

                                                                                                                                                       20
Programme performance indicators                               Audited/Actual performance                       Estimated      Medium-term targets
                                                                                                                performance
                                                               2013/14     2014/15     2015/16      2016/17     2017/18        2018/19     2019/20   2020/21
2.1.1.   Sector skills plans, Annual performance plans and     1           1           1            1           1              1 SSP       1 SSP     1 SSP
         Strategic plans updated                                                                                               1 APP       1 APP     1 APP
                                                                                                                               1 SP        1 SP      1 SP
2.1.2.   Research agenda developed and approved                No target   No target   1            1           1              1           1         1
2.1.3.   Number of SSC committees established and              0           1           7            11 SSCs     11 SSC’s       11SSC’S     11SSC’s   11SSC’s
         strengthened through capacity building sessions                                            2           2 Meet.        2 Meet .    2 Meet.   2 Meet.
         and plenaries.                                                                             Capacity
                                                                                                    building    1 Plen.        2 plen.     2 Plen.   2 Plen.
                                                                                                    1 Plenary
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators                 Reporting period                           Annual target            Quarterly targets
                                                                                            2018/19                  1st       2nd          3rd      4th
2.1.1.   Sector skills plans, Annual               Annually                                 1 SSP                    1 SSP     1 APP        0        0
         performance plan and strategic                                                     1 APP                              1 SP
                                                                                            1 SP
         plans updated

2.1.2.   Research agenda developed and             Quarterly                                1                        0         0            1        0
         approved

2.1.3.   Number of SSC committees                  Annually                                 11 SSC’s                 0         11 SSC’s     0        11 SSC’s
         established and strengthened                                                       2 Meetings                         1                     1
         through capacity building sessions                                                 2 Plenary                          Meetings              Meetings
         and plenaries.                                                                                                        1 Plenary             1 Plenary

                                                                                                                                                               21
Sub-programme 2. 2: Reporting
Strategic objective          Strategic        Audited/Actual performance               Estimated      Medium-term targets
                                                                                       performance
                             Plan target
                                              2013/14   2014/15    2015/16   2016/17   2017/18        2018/19        2019/20    2020/21

2.2.    Improved             To increase the  -         -          -         -         30% increase   30% increase   30%        30%
        management of        accessibility of                                                                        increase   increase
        information and      Information and
        knowledge that is    knowledge by 30%
        generated within
        and outside the
        AgriSETA to
        enhance
        performance and
        inform the overall
        strategic planning
        processes

                                                                                                                                       22
Programme performance indicators                    Audited/Actual performance                        Estimated     Medium-term targets
                                                                                                      performance

                                                    2013/14     2014/15     2015/16     2016/17       2017/18       2018/19    2019/20    2020/21

2.2.1.   Number of internal knowledge               No Target   No Target   No Target   No Target     4             4          4          4
         exchange sessions

2.2.2.   Number of performance monitoring           No Target   No Target   No Target   No Target     12            12         12         12
         sessions facilitated with target holders
         within AgriSETA
2.2.3.   Maintain a 10% Improvement in the          No Target   No Target   No Target   No Target     10%           10%        10%        10%
         validity of reported information                                                             improveme     improve    improve    improveme
                                                                                                      nt            ment       ment       nt

2.2.4.   Improve the quality of performance         No Target   No Target   No Target   No Target     10%           10%        10%        10%
         information by 10% through internal                                                          improveme     improve    improve    improveme
         workshops and feedback.                                                                      nt            ment       ment       nt

Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance            Reporting period                                     Annual target        Quarterly targets
indicators                                                                            2018/19              1st           2nd        3rd        4th

2.2.1.   Number of internal      Quarterly                                            4 meetings           1             1          1          1
         knowledge exchange
         sessions
2.2.2.   Number of               Quarterly                                            12 meetings          3             3          3          3
         performance
         monitoring sessions
         facilitated with target
         holders within AgriSETA

                                                                                                                                                     23
2.2.3.    Maintain a 10%         Quarterly                                          10%               10%           10%        10%       10%
          Improvement in the                                                        improvement       improveme     improve    improve   improv
          validity of reported                                                                        nt            ment       ment      ement
          information
2.2.4.    Improve and            Quarterly                                          10%               10%           10%        10%       10%
          maintain the quality                                                      improvement       improveme     improve    improve   improv
          of performance                                                                              nt            ment       ment      ement
          information by 10%
          through internal
          workshops and
          feedback.

Sub-programme 2.3: Mandatory Grants
Strategic objective     Strategic                      Audited/Actual performance                   Estimated      Medium-term targets
                        Plan target                                                                 performance

                                                       2013/14        2014/15   2015/16   2016/17   2017/18        2018/19    2019/20    2020/21

2.3 Improved            To increase employer           -              -         -            -      15% increase   15%        15%        15%
    Mandatory           access to grant                                                                            increase   increase   increase
    Grant               information by 15% to
    Administration      enable the maximum
                        number of enterprises in
                        the sector to participate in
                        the National Skills
                        Development Strategy.

                                                                                                                                             24
Programme performance indicators                    Audited/Actual performance                      Estimated     Medium-term targets
                                                                                                    performance
                                                    2013/14     2014/15   2015/16     2016/17       2017/18       2018/19     2019/20     2020/21
2.3.1.   Annual revision of the mandatory grant     No target   No        1 system    1 system      1 system      1 system    1 system    1
         system to improve effectiveness;                       target    reviewed    reviewed      reviewed      reviewed    reviewed    system
                                                                                                                                          reviewe
                                                                                                                                          d
2.3.2.   An increase in the participation of        No target   No        380 large   361 large     410 large     410 large   410 large   410
         employers in mandatory grants;                         target    firms       firms         firms         firms       firms       large
                                                                          470         545           500 medium    545         545         firms
                                                                          medium      medium        firms         medium      medium      545
                                                                          firms       firms                       firms       firms       medium
                                                                          850 small   1011 small    900 small     1011        1011        firms
                                                                          firms       firms         firms         small       small       1011
                                                                                                                  firms       firms       small
                                                                                                                                          firms

2.3.3.   Increasing the payment of mandatory                                          76% of        76% of        76% of      78% of      78% of
         grants to 76% annually,                                                      grants paid   grants paid   grants      grants      grants
                                                                                                                  paid        paid        paid
2.3.4.   Number of SDF’s trained annually as part   30          40        Not         412 SDF’s     50 SDFs       75 SDFs     80 SDFs     85 SDFs
         of support to employers;                                         reported    trained       trained       trained     trained     trained

                                                                                                                                              25
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance          Reporting period           Annual target 2018/19       Quarterly targets
indicators                                                                            1st       2nd       3rd   4th
2.3.1.   Annual revision of    Annually                   1 system reviewed and       0         0         1     0
         the mandatory grant                              improved
         system to improve
         effectiveness;
2.3.2.   An increase in the    Annually                   L-Large employer-410        0         410 L     0
         participation of                                 M-Medium employer-545                 545 M
         employers in                                     S-Small employer-1011                 1011 S
         mandatory grants;
2.3.3.   Increasing the        Annually                   76% of mandatory grants     -         _         _     76% of
         payment of                                       paid                                                  mandat
         mandatory grants                                                                                       ory
         to 76% annually,                                                                                       grants
                                                                                                                paid
2.3.4.   Number of SDF’s       Annually                   75 SDF’s trained annually   0         0         75    0
         trained annually as
         part of support to
         employers;

                                                                                                                      26
Sub programme 2.4. Agricultural leadership capacity
Strategic objective       Strategic        Audited/Actual performance                   Estimated   Medium-term targets
                          Plan target                                                   performance

                                           2013/14 2014/15 2015/16            2016/17   2017/18     2018/19         2019/20        2020/21

2.4.     Increase the     To increase      -         -         -              -         40%         40% increase    40% increase   40%
         internal and     leadership                                                    increase                                   increase
         external         skills by 40%
                          to establish
         leadership
                          sound social
         capacity to      partner
         effectively      governance
         direct and       structures and
         facilitate the   systems.
         delivery of
         sector-
         specific
         interventions.

Programme performance indicators                Audited/Actual performance              Estimated   Medium-term targets
                                                                                        performance

                                                2013/14    2014/15    2015/16 2016/17   2017/18     2018/19         2019/20        2020/21
2.4.1     Number of learners participating in   Not        No         25      40        40          40              40             40
          Agricultural leadership development   reported   target
          programmes
2.4.2.    Number of capacity building           Not        Not        0       1         1           1               1              1
          programmes for board standing         reported   reported
          committees;

                                                                                                                                              27
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance         Reporting period                    Annual target 2018/19   Quarterly targets
indicators                                                                                1st            2nd                  3rd              4th
2.4.1. Number of learners         Quarterly                       40                      0              0                    40               0
        participating in
        Agricultural
        leadership
        development
        programmes
2.4.2. Number of                  Annually                        1                       0             0                     1                0
       capacity building
       programmes for
       board standing
       committees;

Sub programme 2.5. Public entity partnership development
Strategic objective        Strategic      Audited/Actual performance                    Estimated            Medium-term targets
                           Plan target                                                  performance
                                          2013/14 2014/15 2015/16                  2016/17 2017/18             2018/19              2019/20        2020/21

2.5.   Increase            To increase -           -         -                     -          30% increase     30% increase         30%            30%
       public sector       the skills                                                                                               increase       increase
       capacity for        levels of
                           beneficiaries
       improved
                           of public
       service             sector
       delivery and        capacity
       to provide          building
       appropriate         programmes

                                                                                                                                                         28
support for  by 30%
        agricultural
        and rural
        development

Programme performance            Audited/Actual performance                               Estimated     Medium-term targets
indicators                                                                                performance
                                     2013/14 2014/15    2015/16                2016/17    2017/18       2018/19      2019/20    2020/21
         Number of co-funded         -       -          -                      -          8             8            8          8
 2.5.1 projects supported
         through public entities
         Number of research          -       -          -                      -          10            10           10         10
2.5.2. projects established
         Number of partnerships      -       -          -                      -          7             7            7          7
         with Public Entities in
2.5.3.
         support of Ministerial
         Projects
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting Annual target 2018/19           Quarterly targets
indicators                    period                            1st                 2nd                 3rd               4th
2.5.1    Number of co-         Annually   8                     2                  2                    2                 2
         funded projects
         supported through
         public entities

2.5.2. Number of research      Annually   10                    -                  -                    5                 5
       projects established

                                                                                                                                      29
2.5.3. Number of                 Annually   7                    2                   2                      2            1
       partnerships with
       Public Entities in
       support of
       Ministerial Projects

      2.2.    Reconciling performance targets with the Budget and MTEF

Table 2: Programme name: Skills Planning

                                                                                                      Medium term expenditure
                                                      Expenditure outcome              Adjusted
Sub Programme:                                                                                               estimate
                                                                                     appropriation
                                                          R’000                                               R’000
NO              DESCRIPTION                 2013/14 2014/15 2015/16 2016/17 2017/18                  2018/19 2019/20 2020/21
 1      Research                                241      452         782    1 383         925         1 383     1 383        1 459
 2      Reporting                                -        -           -       -            -            -         -
 3      Mandatory Grants                     50 815     42 857   49 704     57 656       61 733       57 817    68 562   72 333
  4  Agricultural leadership capacity            -        -           -     2 088        1 358        1630      1 630        1 720
     Public entity partnership
 5                                               -        -           -     9 250        9 267        9 250     8 088        8 533
     development
7.5% Project Management                      4 140      3 512     4 093     5 706        5 942        5 682     6 459        6 814
 Total programme budget                      55 196     46 821   54 579     76 083       79 225       75 762    86 122   90 859

                                                                                                                                     30
2.3.       Performance and expenditure trends
 Research
    The priority for the research sub-programme within the MTEF for 2018 will be to establish and strengthen internal research capacity
    through additional human capital and to re-structure and capacitate the Sector Skills Committee’s to inform the AgriSETA planning
    process
 Reporting
    Within this MTEF the reporting sub-programme will focus on strengthening internal monitoring and verification processes to ensure
    that credible and reliable information is reported that further enhancing the SETAs capacity to use internal data for planning purposes

   Mandatory Grants
    During this MTEF this sub-programme will focus on strengthening data collection through the WSP/ATR process and to increase the
    current base of employers participating in the mandatory grant process
   Agricultural Leadership capacity
    The expenditure focus for this period will be on the development of new and emerging farmers and governance capacity of the
    AgriSETA accounting Authority
   Public entity partnership development
    The expenditure for this reporting period will focus on the establishment of research activities within the Agricultural sector and to
    support Agricultural structures to improve service delivery.

                                                                                                                                             31
3. Programme 3 Learning programmes and projects
    3.1.       Purpose: To, through skills development impact on the productivity and profitability of the agricultural sector and to contribute
        to food security, vibrant entrepreneurship and self-reliance especially for rural economies.
Sub programme 3.1: Professional, Vocational, Occupational and Workplace Learning – Decent Work
Strategic objective     Strategic                    Audited/Actual performance                              Estimated       Medium-term targets
                        Plan target                                                                          performance
                                                                                               2016/17                                                    2020/21
                                                     2013/14     2014/15         2015/16                     2017/18         2018/19       2019/20
3.1  Increase non-    To increase the efficiency     -           -               -             -             30% increase    30%           30%            30% increase
.    academic         of beneficiaries/learners in                                                           in efficiency   increase      increase in    in efficiency
     workplace        the workplace by 30%                                                                   10% increase    in            efficiency     10% increase
     based            annually and increase                                                                  in access       efficiency    10%            in access
     vocational       access to learning                                                                                     10%           increase in
     learning         opportunities by 10%                                                                                   increase      access
     opportunities in annually                                                                                               in access
     the agricultural
     sector
Programme performance indicators                     Audited/Actual performance                                  Estimated      Medium-term targets
                                                                                                                 performance
                                                     2013/14         2014/15         2015/16       2016/17       2017/18        2018/19        2019/20        2020/21
3.1.1.   Number of learnerships, skills and AET      LS-1371         LS-586          LS-899        LS-1822       LS-2600        LS-2405        LS-2700        LS-2900
         programmes to employed learners;            SP-3616         SP-399          SP-3469       SP-2447       SP-2892        SP-2919        SP-2892        SP-3000
                                                     AET-1477        AET-931         AET-933       AET -1025     AET -850       AET -830       AET -850       AET -875

3.1.2.   Number of commodity organisations           Com. Orgs       Com. Orgs       Com.          Commodit      Commodity      Commodity      Commodity      Commod
         supported                                   - 10            20              Orgs 16       y Orgs - 17   Orgs - 20      Orgs - 20      Orgs - 20      ity Orgs -
                                                                                                                                                              20
3.1.3    Number of employed learners completing      LS-962          LS-331          LS-1249       LS-No         LS-1150        LS-1200        LS-1350       LS-1450
         learnerships, skills and AET programmes;    SP-3455         SP-413          SP-3547       target        SP-1152        SP-1350        SP-1445       SP-1445
                                                     AET-773         AET-581         AET-519       SP-No         AET -425       AET -425       AET -425      AET -435
                                                                                                   Target
                                                                                                   AET –No
                                                                                                   Target

                                                                                                                                                                    32
3.1.3.   Number of Internship and graduate             INT-418       INT-285        INT-268    INT-613       INT-365           INT-400        INT-410          INT-420
         placement programmes;                         G.PL 485      G.PL 361       G.PL 294   G.PL 361      G.PL 370          G.PL 375       G.PL 380         G.PL 385
3.1.5.   Number of Internship and graduate             INT- No       INT-94         INT-138    INT-No        INT-125           INT-125        INT-125          INT-125
         placement programmes completed;               Target        G.PL 261       G.PL 41    target        G.PL 138          G.PL 138       G.PL 138         G.PL 138
                                                       G.PL-No                                 G.PL No
                                                       Target                                  Target
3.1.6.   Number of bursaries to employed and un-       Artisan       Artisan        Artisan    Artisan       Artisan 235       Artisan 219    Artisan          Artisan
         employed learners and Artisan                 131           227            335        201           B(18.1)–125       B(18.1)–120    233              233
         Development programmes;                       B(18.1)–87    B(18.1)–87     B(18.1)9   B(18.1)–      B(18.2)-275       B(18.2)- 250   B(18.1)–         B(18.1)–
                                                       B(18.2)-      B(18.2)-       5          100                                            160              200
                                                       187           157            B(18.2)-   B(18.2)-                                       B(18.2)-         B(18.2)-
                                                                                    234        372                                            275              280
3.1.7.   Number of employed and un-employed            Artisan 49    Artisan        Artisan1   Artisan No    Artisan 130       Artisan 130    Artisan          Artisan
         learners completing bursary and Artisan       B(18.1)–44    113            75         target        B(18.1)–50        B(18.1)–45     130              130
         Development programmes;                       B(18.2)-45    B(18.1)–10     B(18.1)-   B(18.1)–      B(18.2)-82        B(18.2)-82     B(18.1)–50       B(18.1)–50
                                                                     B(18.2)-5      Not        No target                                      B(18.2)-82       B(18.2)-82
                                                                                    reported   B(18.2)-No
                                                                                    B(18.2)-   target
                                                                                    Not
                                                                                    reported
3.1.8.   Number of HIV and Aids DVD’s                  Not           570            704        563           850               1000           1000             1000
         distributed to create awareness               reported

Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators               Reporting            Annual target              Quarterly targets
                                               period               2018/19                    1st            2nd                 3rd                    4th
3.1.1.   Number of learnerships, skills and        Quarterly        LS-2405                    LS-600           LS-600            LS-600                 LS-605
         AET programmes to employed                                 SP-2919                    SP-0             SP-0              SP-1460                SP-1459
                                                                    AET -830                   AET-0            AET -276          AET -276               AET -278
         learners
3.1.2.   Number of commodity organisations         Quarterly        Commodity Orgs - 20        Com. Org- 0      Com. Org - 8      Com. Org - 8           Com. Org – 4
         supported

                                                                                                                                                                      33
3.1.3    Number of employed learners               Quarterly   LS-1200        LS-300        LS-300        LS-300        LS-300
         completing learnerships, skills and AET               SP-1350        SP-0          SP-0          SP-675        SP-675
         programmes;                                           AET -425       AET-0         AET -0        AET -212      AET -213
3.1.4.   Number of Internship and graduate Quarterly           INT-400        0             INT-200       INT-100       INT-100
         placement programmes;                                 G.PL 365                     GPL-200       GPL-120       GPL- 45
3.1.5    Number of Internship and graduate         Quarterly   INT-125        INT-0         INT-0         INT-62        INT-63
         placement programmes completed;                       G.PL 138       G.PL-0        G.PL -0       G.PL 69       G.PL 69
3.1.6.   Number of bursaries to employed           Quarterly   Artisan 219    Artisan- 60   Artisan- 60   Artisan- 60   Artisan- 39
         and un-employed learners and                          B(18.1)–120    B(18.1)–0     B(18.1)–40    B(18.1)–40    B(18.1)–40
                                                               B(18.2)- 250   B(18.2)-0     B(18.2)-70    B(18.2)-100   B(18.2)-80
         Artisan Development programmes;
3.1.7.   Number of employed and un-                Quarterly   Artisan 130    Artisan 0     Artisan 43    Artisan 43    Artisan 44
         employed learners completing                          B(18.1)–45     B(18.1)–0     B(18.1)–0     B(18.1)–0     B(18.1)–45
                                                               B(18.2)-82     B(18.2)-0     B(18.2)-0     B(18.2)-0     B(18.2)-82
         bursary and Artisan Development
         programmes;
3.1.8.   Number of HIV and Aids DVD’s              Quarterly   1000           0             350           600           50
         distributed to create awareness

                                                                                                                                      34
Sub programme 3.2. Rural Development
Strategic objective  Strategic                       Audited/Actual performance                      Estimated          Medium-term targets
                            Plan target                                                              performance

                                                     2013/14     2014/15     2015/16     2016/17     2017/18            2018/19            2019/20         2020/21

3.2.     Increased          To increase the          -           -           -           -           20% increase       20% increase       20%             20%
         governance and     governance of NLPE’s by                                                  in governance      in governance      increase in     increase in
         skills levels of   20% and skills levels of                                                 and 30%            and 30%            governance      governance
         NLPE to create     beneficiaries with 30%                                                                      increase in        and 30%         and 30%
                                                                                                     increase in
                                                                                                                        skills levels of   increase in     increase in
         stability and an   annually.                                                                skills levels of   unemployed         skills levels   skills levels
         environment for                                                                             unemployed         beneficiaries      of              of
         economic                                                                                    beneficiaries                         unemployed      unemployed
         growth.                                                                                                                           beneficiaries   beneficiaries

Programme performance indicators                     Audited/Actual performance                      Estimated          Medium-term targets
                                                                                                     performance

                                                     2013/14     2014/15     2015/16     2016/17     2017/18            2018/19            2019/20         2020/21
3.2.1.    Number of Learnership, Skills              LS – 1741   LS – 797    LS – 1263   LS – 1258   LS – 1900          LS – 2000          LS – 2150       LS – 2300
          programmes for unemployed learners         SP – 5189   SP –1821    SP –1651    SP – 3258   SP – 3900          SP – 2667          SP – 3000       SP – 3440
          and support to Rural structures            Mentor’s-   Mentor’s    Mentor’s    Mentor’s    Mentor’s 30        Mentor’s –         Mentor’s -      Mentor’s -
                                                     Not         - 30        - 24        - 48                            30                35              40
                                                     reported
3.2.2.    Number of unemployed learners              LS – 125    LS – 22     LS – 470    LS – No     LS – 768           LS – 800           LS – 840        LS – 900
          completing Learnership and Skills          SP – 3104   SP – Not    SP –Not     Target      SP – 1750          SP – 2280          SP – 2600       SP – 3000
          programmes                                             reported    reported    SP – No
                                                                                         Target
3.2.3.    Number of learners entering new venture    Not         30          50          27          60                 64                 70              75
          creation programmes                        reported
3.2.4.    Number of learners completing new          No target   No target   35          No target   40                 45                 50              55
          venture creation programmes                                                    set

                                                                                                                                                                   35
3.2.5.   Number of organisations supported         550       241         220        321   220             220               220         220
         through learnerships and new venture
         creation programmes in partnership with
         NGOs, CBOs,

        Co-ops
3.2.6.  Number of extension officers to be         10        No target   233        56    60              70                80          90
        trained
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators          Reporting period      Annual target              Quarterly targets
                                                                2018/19         1st         2nd              3rd                  4th
3.2.1.   Number of Learnership, Skills     Quarterly            LS – 2000       LS – 0         LS – 670         LS – 665          LS – 665
         programmes for unemployed                              SP – 2667       SP – 0         SP – 0           SP – 661          SP – 2006
         learners and support to Rural                          SRS- 30         SRS- 0         SRS - 5          SRS - 10          SRS - 15
         structures
3.2.2.   Number of unemployed              Quarterly            LS – 760        LS – 0         LS – 256         LS – 250          LS – 254
         learners completing Learnership                        SP – 2280       SP – 0         SP – 0           SP – 1140         SP – 1140
         and Skills programmes
3.2.3.   Number of learners entering       Quarterly            64 People       0              10               24                30
         new venture creation                                   trained
         programmes
3.2.4.   Number of learners completing     Quarterly            45              0              0                0                 45
         new venture creation
         programmes
3.2.5.   Number of organisations           Quarterly            220             0              100              100               20
         supported through learnership
         and new venture creation
         programmes in partnership
         with NGOs, CBOs, Co-ops.
3.2.6.   Number of extension officers to   Quarterly            70              0              10               30                30
         be trained

                                                                                                                                              36
Sub programme 3.3: Youth and Career Development

Strategic objective           Strategic                  Audited/Actual performance                 Estimated       Medium-term targets

                              Plan target                                                           performance

                                                         2013/14    2014/15    2015/16    2016/17   2017/18         2018/19           2019/20       2020/21

3.3.     The development      To change the perception -            -          -          -         30% increase    30%               30%           30%
         of an integrated     of agriculture as a career                                            in perception   increase in       increase in   increase
                              by 30% by exposing                                                                    perception        perception    in
         career               youth to opportunities in                                                                                             perceptio
         development          agriculture and rural                                                                                                 n
         programme            development.

Programme performance indicators                      Audited/Actual performance                    Estimated       Medium-term targets

                                                                                                    performance

                                                      2013/14      2014/15    2015/16     2016/17   2017/18         2018/19       2019/20       2020/21

3.3.1.    The development of an integrated career No target        No         No target   No        1               1             1             1
          development programme                                    target                 target

3.3.2.    Number of strategic partnerships            No target    No         No target   No        2               2             2             2
          established for enhancing the capacity of                target                 target
          youth in agriculture and career
          development

                                                                                                                                                          37
3.3.3.   Number of career exhibitions               Expo’s      16 Expo’s   8 Expo's   18 expo’s       15 x       15 x       15 x             15 x
         attended, schools involved and             not                                                Exhibit.   Exhibit.   Exhibit.         Exhibit.
         learners exposed                           reported

                                                    Schools     Schools     873 x      164 x           100        100        100              100
                                                    not         not         schools    schools         Schools    Schools    Schools          Schools
                                                    reported    reported
                                                    Not         Not         5 000 x    28887 x         5000x      5000x      5000x            5000x
                                                    reported    reported    learners   learners        learners   learners   learners         learners
                                                                            exposed    exposed         exposed    exposed    exposed          exposed

Quarterly targets 2018
Quarterly targets for programme performance indicators:

Programme performance                 Reporting period Annual target         Quarterly targets
indicators                                             2018/19
                                                                             1st                   2nd                 3rd              4th

3.3.1.   The development of an        Annually            1                  0                     0                   0                1
         integrated career
         development programme

3.3.2.   Number of strategic         Annually             2                  0                     1                   1                0
         partnerships established
         for enhancing the capacity
         of youth in agriculture and
         career development

3.3.3.   Number of career             Quarterly           15 x Exhibit.      0                     5                   5                5
         exhibitions attended,

                                                                                                                                                    38
schools involved and                              100 Schools           0                   35                    35               30
        learners exposed
                                                          5000x learners        0                   1500                  1500             2000
                                                          exposed

     3.2.     Reconciling performance targets with the Budget and MTEF

Table 3 Programme name: Learning programmes and projects

                                                              Expenditure outcome                Adjusted      Medium term expenditure estimate
PROGRAMME: SKILLS DELIVERY                                                                      appropriatio
                                                                                                     n
                                                                        R’000                                                     R’000
N
     DESCRIPTION                                   2013/14     2014/15     2015/16    2016/17   2017/18        2018/19         2019/20    2020/21
O
      Professional, Vocational, Occupational and
 1                                                 128 910      96 816      127 823   117 629     124 909       138 122         140 078     147 782
         Workplace Learning – Decent Work
 2 Rural Development                                27 396      34 462      40 365     80 400      84 419       92 284          93 363       98 498
 3 Youth and Career Development                       -            -            -        -         2 882         2 881           3 054          3 222
7.5% Project Management                             12 673      10 644      11 950     11 488      17 206       18 915          19 175       20 230
Total programme budget                             168 979      141 922     180 138   209 517     229 416       252 202         255 670     269 732

                                                                                                                                                        39
3.3. Performance and expenditure trends

   Professional, Vocational, Occupational and Workplace Learning – Decent Work
       The Sector Skills Plan for the 2018 period identified the development of higher level skills in the Agricultural sector as critical and
       scarce, through Learnerships, Bursaries, internships this programme will provide opportunities for the development of these skills in
       the Agricultural sector. This sub programme will ensure that the following Occupations amongst others, are addressed as identified in
       the sector skills plan for 2018: Veterinarians, Agricultural scientists, Farm Managers, Agricultural produce inspectors, Agricultural
       Engineers, Industrial Machinery Mechanic, Mobile plant operators, operations managers, mixed crop and livestock farm workers,
       Research and development Managers and Agricultural consultants, implementation will be through Learnerships, skills, internships and
       bursary programmes. The development of numeracy and literacy skills will also be prioritised to improve these basic level skills for
       employees.

   Rural Development
       During this MTEF this sub-programme will continue to focus on the strengthening and support to youth and co-operative structures to
       improve food security. Through new venture creation programmes and learnerships mentorship skills capacity will be built to mentor
       new and up-coming farmers. The development extension services to farming enterprises are seen as a keen initiative to support
       farmers and ensure longer term sustainability. The development of agricultural leadership will focus on providing the new and
       emerging farmer with the required competencies to increase the knowledge base increasing competitiveness and improving the overall
       sustainability of the emerging farming sector. This programme will again in this MTEF leverage on conditional grants to broaden the
       AgriSETA’s impact in support to Rural structures.
       This sub programme will ensure that the following Occupations amongst others are addressed as identified in the sector skills plan for
       2018: Veterinarians, Agricultural scientists, Agricultural produce inspectors, Agricultural Engineers, Industrial Machinery Mechanic,
       Mobile plant operators, mixed crop and livestock farm workers, implementation will be through Learnership and skills programmes.

       Youth and career development-The priority within this sub-programme is to further expand on career development activities and to
        focus on partnerships to implement an integrated career development strategy

                                                                                                                                           40
4. Programme 4: Quality assurance
4.1. Purpose: To ensure that there are sufficient, high quality skills development institutions serving the agricultural sector
Strategic objective      Strategic              Audited/Actual performance                                      Estimated     Medium-term targets
                         Plan target                                                                            performance

                                                                                                      2016/17       2017/18   2018/19   2019/20         2020/21
                                                    2013/14           2014/15           2015/16
4.1      Improve         To increase the        -                 -                 -                 -         30%           30%       30%         30%
         agricultural    responsiveness of
         education and   service providers to
         training        the sector, that
         systems to be   benefit annually
         more            from capacity
         responsive to   building initiatives
         the needs of    by 30% and to
         the sector      enhance the
                         quality of learning
                         programmes .
Programme performance indicators                Audited/Actual performance                                      Estimated     Medium-term targets
                                                                                                                performance

                                                2013/14       2014/15           2015/16           2016/17       2017/18       2018/19   2019/20     2020/21
4.1.1.    Number of Agricultural Colleges       No target     12                15                21            11            11        11          11
          (TVET's) supported with
          capacity building programmes.
4.1.2.    Number of occupationally              No target     3                 7                 0             6             6         6           6
          directed qualifications
          developed;
4.1.3.    Number of AQP’s supported             No target     0                 0                 3 AQPs        5 AQPs        5 AQPs    5 AQPs      5 AQPs
          through alignment to the QCTO
4.1.4.    Number of RPL projects                No target     2                 6                 6             6             6         6           6
          implemented

                                                                                                                                                                  41
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance               Reporting period      Annual target 2018/19              Quarterly targets
indicators                                                                                   1st       2nd     3rd   4th
4.1.1. Number of Agricultural       Annually              11 Colleges supported              0         4       4     3
         Colleges (TVET's)
         supported with capacity
         building programmes.
4.1.2. Number of occupationally Annually                  6 Qualifications fully developed   0         2       2     2
         directed qualifications
         developed;
4.1.3. Number of AQP’s              Annually              5 AQPs currently supported         0         1       2     2
         supported through
         Alignment to the QCTO
4.1.4. Number of RPL projects       Annually              6 RPL projects implemented         0         2       2     2
         implemented

                                                                                                                           42
1.2. Reconciling performance targets with the Budget and MTEF
Table 4 : Programme name: Quality assurance

                                                                                                        Medium term expenditure
                                               Expenditure outcome
                                                                                                               estimate
                                                                                         Adjusted
Sub PROGRAMME: QUALITY ASSURANCE
                                                                                       appropriation
                                               R’000                                                              R’000

NO DESCRIPTION                                 2013/14 2014/15 2015/16 2016/17 2017/18                 2018/19   2019/20   2020/21

    Enhancing agricultural education and
  1 training systems to be more                 8 131     8 233      19 148   18 594      18 594       18 594    18 594    19 617
    responsive to the needs of the sector

7.5% Project Management
                                                 659       667       1 552    1 508       1 508         1 508     1 508     1 591
Total programme budget
                                                8 790     8 900      20 700   20 102      20 102       20 102    20 102    21 208

    4.1.      Performance and expenditure trends

This programme will continue to focus on strengthening the quality assurance function through support to the development of occupational
qualifications and the support to assessment quality partners in the implementation of new qualifications. Closer participation and
strengthening relations with Sector Skills Committees will be utilised to identify new or emerging occupations. The support to Colleges of
Agriculture will continue to ensure that the base for learning programme delivery is broadened. The recognition of prior learning (RPL)
programme will be further expanded to respond to the need of the sector.

                                                                                                                                             43
Part C: Links to other plans

5. Links to the long-term infrastructure and other capital plans
No Long term infrastructure or capital plans

6. Conditional grants
The AgriSETA’s levy base is relatively small in relation to the need expressed for funding of
learning interventions annually. The cross subsidization of capacity building programmes
and the collaborative approach taken by AgriSETA broadens the impact of projects. The
table below reflects the conditional grants currently active:

No. Name of Grant      Purpose           Performance      Continuation Motivation
                                         Indicator
1    Department of     Provision of      4000 Skills      Yes            The current
     Labour (UIF)      skills to         Programmes                      economic conditions
                       cooperatives                                      in the sector
                       and UIF                                           (drought and
                       beneficiaries                                     climate change)
                       and providing                                     severely affected
                       Training Lay-                                     most farmers and
                       off support to                                    the request for
                       distressed                                        relieve through TLS
                       employers                                         is dire, the number
                                                                         of UIF beneficiaries
                                                                         to be assisted
                                                                         through skills
                                                                         development is still
                                                                         huge.
2    Limpopo IDFC      Provision of      40 livestock     Yes            The need to
     Nguni cattle      mentorship        farmers will                    capacitate
     Development       support to the    benefit from                    indigenous livestock
     Trust             Nguni Cattle      the                             owners with the
                       farmers in        programme                       required skills in
                       Limpopo.                                          order to develop a
                                                                         scientific breeding,
                                                                         pasture and
                                                                         vaccination
                                                                         programmes in line
                                                                         with industry norms
3    Department of     Provision of      50 farmers       Yes            The programme will
     Rural             mentorship        will benefit                    ensure that the
     Development       programmes        directly from                   programme remains
     (Eastern Cape)    to                the                             sustainable in the
                       beneficiaries     programme                       medium term

                                                                                            44
6.2.    Public entities

No. Name of Public Entity Mandate                      Output              Current        Date of
                                                                           Annual         Evaluation
                                                                           Budget
1      Department of Rural      Rural                  Training,           R400 000       Annually-
       Development and          Development            infrastructure                     March
       Land Reform                                     support, and                       2018
       Gauteng                                         linkages.

2      Polokwane Local          Rural                  Governance,         R400 000       Annually-
       Municipality             Development            Enterprise                         March
                                                       Development                        2018
                                                       and Technical
                                                       training
3      Regional Land Claims     Rural                  Training,           R400 000       Annually-
       Commission (KZN)         Development            infrastructure                     March
                                                       support, and                       2018
                                                       linkages.
4      North-West               Rural                  Training,           R400 000       Annually-
       Department of Rural      Development            infrastructure                     March 2018
       Development and                                 support, and
       Land Reform                                     linkages.

5      Polokwane Local          Rural                  Training,           R400 000       Annually-
       Municipality             Development            infrastructure                     March 2018
                                                       support, and
                                                       linkages.
6      Land Claims        Rural                        Training,           R400 000       Annually-
       Commission Limpopo Development                  infrastructure                     March 2018
                                                       support, and
                                                       linkages.
7      Department of Rural      Rural                  Training,           R314 005       Annually-
       Development              Development            infrastructure                     March 2018
       (Eastern Cape)                                  support, and
                                                       linkages.

7. Public entities
AgriSETA recognises the importance of partnerships to achieve implementation of the Sector
strategy. Over a number of years the SETA has worked with various sector stakeholders to
implement skills development projects. Some projects are of a short term nature, but many have
developed into medium term collaborations that have organically evolved into more meaningful
longer term partnerships. This section is in two parts: the one dealing with existing partnerships,
setting out their focus and scope; the second setting out a strategy for the development of new
partnerships during the period 2015-2020.

                                                                                                      45
7.1. Current partnerships

       Department of Rural Development and Land Reform Gauteng

AgriSETA has funded emerging farmers through a budget of R400 000. These farmers were
supported by the DRDLR through inputs for production as well as farm capital infrastructure. In total
8 farmers will benefit from the programme. The project will be reviewed and success factors
evaluated to extend the project into the next financial year.

       Polokwane Local Municipality

A funding of R 400 000 was approved by AgriSETA to assist farmers to be settled on the
municipality’s farm. In total 4 farmers will benefit directly from the project. The proposed
intervention covers areas such as Governance Training, Enterprise Development and Technical
Training which focus on AgriSETA’s PIVOTAL programmes. The project will be continued based on an
evaluation of the current year project.

       Regional Land Claims Commission (KZN)

Funding of R 400 000 was approved by AgriSETA to land restitution projects as identified by the Land
Claims Commission in KZN. A total of 8(eight) land restitution projects have been identified to be
supported through mentorship programmes and capacity development programmes in governance
and general management to ensure compliance to the Communal Property Association Act. The
project will be continued based on an evaluation of the agreed deliverables.

       North-West Department of Rural Development and Land Reform

AgriSETA in partnership with North-West Department of Rural Development and Land Reform
approved a mentorship programme in the North West Province. One farming enterprise will benefit
directly from the partnership. An amount of R400 000 has been approved for this project with the
expectation to extend the project into the next financial year.

       Land Claims Commission Limpopo

AgriSETA entered into a partnership with the Land Claims Commission in Limpopo. The project will
focus on mentorship support and a budget to the value of R400 000 was approved. This support
programme will be geared towards the Gagesho farming project. This project was approved for
support by AgriSETA after it received Recapitalisation and Development funding from the Land
Claims Commission to the value of R3 000 000. One owner and six full time employees will benefit
from the project. The project after evaluation is expected to be extended based on the success of
the intervention.

                                                                                                  46
7.2. Planned Partnerships

       Youth

The National Rural Youth Service Corps (NARYSEC) has as its focus to develop rural youth. In a joint
project some 470 young people have been provided access to agricultural training. This is an
important project as it aims to motivate and incentivise young people to work on the land and
thereby have a stake in their rural communities rather than gravitate to the towns. It is unclear at
this stage how successful the project has been. On the basis of a review the DRDLR and the SETA will
determine whether to take the project forward in the longer term.

       Limpopo Department of Agriculture

AgriSETA in partnership with the Limpopo Department of Agriculture will focus on the support to the
Comprehensive Agricultural Support Programme (CASP), Revitalisation of Agriculture and Agro-
processing value Chain (RAAVC). This partnership is conceptualised in line with the NDP nine point
plan given context in the Operation Phakisa programme for Agriculture and Land Reform.

       Mining Development Agency and UIF

AgriSETA in partnership with the Mining Development Agency and the UIF will focus on supporting
skills development in mining communities interested in agriculture. The project will further focus of
employees that were laid off in the mining sector. The project will be driven through a co-funded
model in partnership with UIF, AgriSETA and MDA.

       Agricultural and TVET colleges

Whilst there is no formal partnership in place, there has been a strategy developed in the sector and
which informs a range of projects that need to be developed into a formal set of partnerships. The
strategy is one of building the capabilities of the 11 Agricultural Colleges to deliver occupational
qualifications to the sector. These colleges are in the process of being transferred from DAFF to
DHET. There are a number of challenges that need to be addressed including funding models for
programmes required in the sector, neglected infrastructure and equipment and the difficulty in
establishing long term plans during a transitional period. The establishment of a formal partnership
requires engagement with both the Departments (DAFF and DHET) and the SETA will initiate these
discussions. It also requires engagement with the CEOs of the colleges and their umbrella body the
Association of Principals for Agricultural Colleges (APAC).

Working with the 11 colleges does not imply a neglect of either TVET colleges or universities but
rather an acceptance that there are specialist colleges that have their own working farms and a long
tradition of developing farm managers, and that this sector resource must be valued and retained.
The SETA will work with universities to provide support to the 11 colleges and with the TVET colleges
to identify learners in agricultural programmes who can be drawn into Agricultural college

                                                                                                   47
You can also read
NEXT SLIDES ... Cancel