VIRTUAL 2021 STAKEHOLDER ENGAGEMENT FORUM - Friday, 12 March 2021 10:00 to 13:00 THE MQA IS COMMITTED TO TRANSPARENCY BY
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VIRTUAL
2021 STAKEHOLDER
ENGAGEMENT FORUM
THE MQA IS COMMITTED TO TRANSPARENCY BY
FACILITATING INFORMATION SHARING AND
FEEBDACK!
Friday, 12 March 2021
10:00 to 13:00
2
PRESENTATION FRAMEWORK
Legislative Mandate
Organisational Overview
Accounting Authority Appointment
2019-2020 Organisational and Operational Performance
2019-2020 Auditor-General of South Africa (AGSA) Audit
Outcome
Operational Performance and Plans
Financial Performance and Projection
Covid-19 Disaster Management Implementation
Challenges and Interventions
Way forward
3
THE MQA’S LEGISLATIVE MANDATE
MINISTRY OF MINISTRY OF MINISTRY
MINERAL RESOURCES HIGHER EDUCATION, OF FINANCE
AND ENERGY SCIENCE AND INNOVATION
• Mine Health and Safety Act • Skills Development Act (SDA) 97 of 1998 • Skills Development Levies Act 9
(MHSA) 29 of 1996 • South African Qualifications Authority Act of 1999
• Minerals and Petroleum Resources (SAQA) 58 of 1995 • Income Tax Act 58 of 1962,
Development Act (MPRDA) 8 of • Higher Education Act (HEA) 101 of 1997, Section 12H Learnership
2002, as amended as amended Allowances
• Social and Labour Plan • National Financial Aid Scheme Act • Public Finance Management Act
(NSFAS) 57 of 1999 (PFMA) 1 of 1999
• Adult Education and Training Act of 2000
• Adult Education and Training (AET)
• Colleges Act of 2006
• Further Education and Training Colleges
Act 16 of 2006
• National Qualifications Framework Act 67
of 2008
RELEVANT REGULATIONS RELEVANT REGULATIONS RELEVANT REGULATIONS
In addition, National Policy Documents and other good corporate governance documents guide the development of skills
in the sector; namely the:
• National Skills Development Plan (NSDP) 2020-2030,
• New Growth Path, National Skills Accord,
• Mining and Minerals Sector Skills Plan (SSP),
• King IV Report and the Code on Corporate Governance,
• Protocol on Corporate Governance in the Public Sector (2002),
• Companies Act 71 of 2008 and all the MQA policies and procedures
4
VISION, MISSION, VALUES
OUR VISION OUR MISSION
A competent,
health and safety Ensure that the mining OUR VALUES
oriented mining and minerals sector has
and minerals sufficient competent ☻Continuous Learning
workforce people who will improve ☻ Honesty and Mutual
health and safety, Respect
entrench employment ☻ Empowerment
equity and increase ☻ Service Excellence
productivity standards ☻ Professionalism
Pictures with compliments from Murray and Roberts
5
GOVERNANCE STRUCTURE
Board Composition
MQA Board Chairperson
State Representatives Four (4)
Organised Employer Five (5)
Representatives
Organised Labour Five (5)
Representatives
6
GOVERNANCE STRUCTURE
Board Committees
Audit and
Risk
Committee
Human
Quality Resources
Assurance and
Committee Remuneration
Committee
Skills
Research Board IT Steering
and Committee
Planning Committees
Committee
Learning
Executive
Programmes
Committee
Committee
Finance
Committee
7
STRATEGIC OBJECTIVES
Promote efficient and effective Facilitate access to occupationally
governance and administration 01 04 directed learning programmes for the
(Programme 1) unemployed (Programme 3)
Support training
Improve skills development STRATEGIC initiatives in mine
planning and decision-making 02 OBJECTIVES 05 Communities
through research (Programme 3)
(Programme 2) .
.
Ensure the delivery of quality
Promote work-based skills development learning programmes in the
to support transformation in the 06 mining and minerals sector
mining and minerals sector 03
(Programme 4)
(Programme 3) .
. Facilitate access to occupationally
directed learning programmes for the
unemployed
6
8
STRATEGIC OBJECTIVES
ADMINISTRATIVE LEADERSHIP
MQA Top Leadership and Roles
Facilitate access to occupationally
Promote efficient and effective
governance and administration 01 04 directed learning programmes for the
(Programme 1) unemployed (Programme 3)
Support training
Improve skills development STRATEGIC initiatives in mine
planning and decision-making 02 OBJECTIVES 05 Communities
through research (Programme 3)
Ms Lebogang (ProgrammeMs Zodwa 2)Mashinini, Ms Bridgette Mr Bethuel Mr Tshepo . Ms Sonwabile Xaba,
Matlala, Acting Acting Executive
. Mathebula, Acting Nemagovhani, Tsotetsi, Acting Acting Chief Risk
Chief Financial Manager Stakeholder Chief Operating Acting Chief Executive Executive Manager Monitoring and
Officer Relations Officer Officer Corporate Services Evaluation Officer
(Back row left) (Back row centre) (Front row left) (Front row centre) (Front row right) (Back row right)
Ensure the delivery of quality
Promote work-based skills development FUNCTIONS RESPONSIBLE FOR
learning programmes in the
to support transformation in the 06 mining and minerals sector
• Finance REGIONAL OFFICES:
mining and minerals sector
• 03
Strategic Planning • Organisation-wide • Corporate • Monitoring and
• Supply Chain • Eastern Cape • Skills Development accountability (Programme 4)
Governance Evaluation
Management (Programme
• Free State 3) and Research • CS
. & Comm • Risk
• Information • Kwa-Zulu Natal . • Strategic Facilitate
Learning access to occupationally • HR
Technology • Limpopo Programmes
directed learning programmes for the • Legal
• Mpumalanga • Operational Learningunemployed • Facilities
• Northern Cape Programmes
• North West • Quality Assurance
• Western Cape
9
NATIONAL FOOTPRINT
MPUMALANGA
Regional Office
Nkangala
TVET College, LP
Mpondozankomo Campus Praktiseer
FREE STATE LIMPOPO MP
Regional Office Regional Office
Witbank
Goldfields Sekhukhune
TVET College, GP, College,
TVET
Tosa Campus NW CN Phathudi Campus
Mooinooi Johannesburg
Executive Manager: Stakeholder
PROVINCES LOCATION Relations Office
EASTERN CAPE King Sabatha MQA
AND KWAZULU Dalindyebo Head Office
NATAL TVET College NC:Kathu
FREE STATE Goldfields FS
EASTERN CAPE AND
TVET College,
NORTH WEST
Welkom
KWAZULU-NATAL
Tosa Campus Regional Office
Regional Office Old Shopping Complex
LIMPOPO Sekhukhune
King Sabatha Dalindyebo Mooinooi
TVET College,
TVET College
CN Phathudi Campus EC: Mthatha
NORTHERN AND WESTERN
MPUMALANGA Nkangala CAPE
TVET College,
Mpondozankomo Regional Office
There are no MQACampus
offices in Kwa-Zulu Northern Cape
Natal and Western Cape. The Eastern Rural TVET College,
NORTHERN AND Northern Cape Kathu Campus
Cape office
WESTERN is also
CAPE responsible
Rural TVET College, for Kwa-
Kathu Campus
Zulu Natal while the Northern Cape office HEAD OFFICE
isNORTH
also responsible
WEST Oldfor the Western
Shopping Complex Cape 7 Anerley Road, Parktown, Johannesburg
Mooinooi Replace slide with map
10
RE-ESTABLISHMENT OF THE MQA
In line with the NSDP,
• The Department of Higher Education and Training (DHET) has
revised the re-established of the MQA within the new SETA
Landscape.
• The new SETA Landscape started from 01 April 2020 – 31 March
2030.
• The MQA has been re-established by the DHET as a SETA up to
2030 in line with the National Skills Development Plan 2030.11
NATIONAL SKILLS DEVELOPMENT PLAN (NSDP)
The Minister of Higher Education and Training, after consultation with the National
Skills Authority (NSA), promulgated the National Skills Development Plan (NSDP) in
March 2019 to improve skills development in terms of Section 9(4) of the Skills
Development Act, No 97 of 1998 as amended.
The Eight (8) NSDP Priority areas they refer to are the following:
Outcome 1: Identifying and increasing production of occupations in high demand.
Outcome 2: Linking education and the workplace.
Outcome 3: Improving the level of skills in the South African workforce.
Outcome 4: Increasing access to occupationally directed programmes.
Outcome 5: Supporting the growth of the public college system.
Outcome 6: Skills development support for entrepreneurship and cooperative
development.
Outcome 7: Encouraging and supporting worker initiated training.
Outcome 8: Supporting career development services.12 APPOINTMENT OF THE NEW ACCOUNTING AUTHORITY Appointment process of the new Board and Committees • Advertisements for the call of nominations were published on 24 February 2021 and 28 February 2021 respectively. • Letters were also distributed to key stakeholders. • The closing date for submissions was 05 March 2021. • Applications submitted to the MQA to conduct the selection process. • The recommended shortlist will be submitted to the Executive Authority (DHET). • Once the DHET has finalised the process, stakeholders will be notified. • The new Board is expected to assume duties from 1 April 2021.
13
APPOINTMENT OF THE NEW ACCOUNTING AUTHORITY
APPOINTMENT OF ACCOUNTING AUTHORITY CHAIRPERSON [Section 11 (1) (a)]
• DHET Minister will appoint the Chairperson after consultation with the NSA
COMPOSITION OF THE ACCOUNTING AUTHORITY [Section 11 (2) (b)]
• 6 Organised Labour and 6 Organised Employer plus 2 (Any relevant Government
Department/ Professional Body/ Bargaining Council/ Sector- Specific Community
Organisation
DIVERSE REPRESENTATION [Section 11 (4) (b) & (c)]
• Gender + Demographic + HDIs + A blend of Knowledge / Skills and Experience
• Membership of the Accounting Authority is drawn from Senior Officials
RETENTION OF THE CURRENT ACCOUNTING AUTHORITY MEMBERS
• Up to a third (1/3) of the current AA members can be retained
VETTING AND PROCESS FOLLOWED
• MIE Services commissioned to vet candidates (Criminal checks/ Citizenship/ etc.).
• Advertisement / Letters/ Form s/ MIE Verifications / Recommendations to DHET.14
COMPARATIVE ANALYSIS OF ORGANSATIONAL PERFORMANCE
Three Year Organisational Performance
90%
88%
88%
86% 85%
84% 83%
82%
82% 81%
80%
80% 79% 79%
78% 77%
76%
74%
72%
70%
APP SLA Overall Performance
2017-2018 2018-2019 2019-202015
KEY HIGHLIGHTS/ACHIEVEMENTS OF THE YEAR
ACHIEVEMENT OF UNQUALIFIED AUDIT
The MQA maintained an unqualified audit report from the Auditor General of South Africa
(AGSA).
MANDATORY GRANTS EXPENDITURE
The MQA recorded a total spent of R 247,881 million on mandatory grants paid back to
employers for training initiatives, out of the budget of 258,825 million (96%).
TRANSFORMATION THROUGH THE HDSA LECTURER SUPPORT PROGRAMME
The MQA’ s HDSA Lecturer support programme has led to the creation of employment for HDSA
lecturers within Higher Education Institutions focusing on MMS related qualifications.
OCUPATIONAL HEALTH AND SAFETY
Employees completing OHS representatives’ skills programme- 3334 against the target of 2900.
Employees completing Health and Safety programme- 164 against the target of 10016
KEY HIGHLIGHTS/ACHIEVEMENTS OF THE YEAR
MINE COMMUNITY DEVELOPMENT
Training of beneficiaries in the mining community programmes- 1426 against the target of 1050
ARTISANS
Learners that completed an artisan programme- 950 against the target of 750
SUPPLY CHAIN MANAGEMENT
Controls in the supply chain management environment have been enhanced as we have
managed to addressed deficiencies identified in previous audits
RISK MANAGEMENT
Risk Management processes have been improved. Risk management maturity rating of 4.1 out
of 5 on the National Treasury model
Strategic Risk Register and Operational Risk Registers are kept alive throughout the year.
Emerging risks are timely identified and managed17
MQA’S CONTROL DRIVERS
AG Control Drivers Rating Summary
2015 - 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019-2020
NO. OF FINDINGS 53 Findings 15 Findings 28 Findings 15 Findings 18 Findings
INTERNAL AUDIT Concerning Concerning Good Good Good
RISK Concerning Concerning Good Good Good
MANAGEMENT
AG ACTION PLANS Intervention Concerning Concerning Good Good
Required
PERFORMANCE 2- Unqualified Unqualified Unqualified Unqualified Unqualified
INFORMATION 4- Usefulness-
AUDIT Unqualified
Reliability-
CONCLUSION Qualified
FINANCIAL Qualified Unqualified Unqualified Unqualified Unqualified
STATEMENTS
AUDIT OPINION18
OPERATIONAL PERFORMANCE
“The strength of a team is each individual.
The strength of each member is the team.”
Phil Jackson19
OPERATIONAL PERFORMANCE
PROGRAMME 1 ADMINISTRATION
PURPOSE
1. Ensure the delivery of quality and impactful learning programmes in the mining and minerals sector
2. Facilitate training for stakeholders, communities and entrepreneurs.
AUDITED ACTUAL PERFORMANCE 2020/2021 2021/2022
REF. NO. OUTPUT INDICATOR
TARGETS TARGETS
2017/18 2018/19 2019/2020
1.1 Achievement and maintenance
Unqualified Unqualified Audit Unqualified Audit Unqualified audit Unqualified audit
of a clean audit outcome
Audit Outcome Outcome Outcome outcome with no outcome with no
findings. findings.
1.2 Achievement of a 90% 95% 96% 95% 90% 90%
utilisation of BBBEE Level 1-4
suppliers
1 Survey report and 1 Survey report and
1.3 One customer satisfaction N/A 1 Survey 68% of customer N/A 75% of customer
survey conducted annually Report satisfaction satisfaction
Source: 2021-2022 Annual Performance Plan20
FUTURE AMENDMENTS IN THEPERFORMANCE
OPERATIONAL GOVERNANCE STRUCTURES
Amendments to the Structure and Delivery Model
EFFICIENCY (RE-ORGANISATION) STUDY
• Efficient utilisation of organisation resources.
APPROVAL BY MQA ACCOUNTING AUTHORITY
• Efficiency study was approved in November 2020.
• Decentralisation of the operations from Head Office to Regions.
CHANGE MANAGEMENT SERVICE PROVIDER
• Procurement process for the appointment of a service provider is underway.
IMPLEMENTATION OF QUICK WINS
• Management is implementing the quick wins.21 OPERATIONAL PERFORMANCE (Programme 1 - 1.3) Biennial Stakeholder Satisfaction Survey The sector stakeholders are encouraged to participate in the 2021 Stakeholder Satisfaction Survey to be conducted.
22
OPERATIONAL PERFORMANCE
PROGRAMME 1 ADMINISTRATION
PURPOSE
1. Ensure the delivery of quality and impactful learning programmes in the mining and minerals sector
2. Facilitate training for stakeholders, communities and entrepreneurs.
REF. AUDITED ACTUAL PERFORMANCE
2020/2021 2021/2022
NO. OUTPUT INDICATOR 2019/2020
2017/18 2018/19 TARGETS TARGETS
Percentage of MQA projects 100% 100% 100% 90% 100%
1.4 monitored
Projects Projects
1.5 Number of MQA projects N/A 4 2 3 3
evaluated per annum (Value for
Money analysis) conducted
Change Management Strategy N/A N/A N/A Change Management 10% of Change
1.6 developed and implemented Strategy developed Management
priorities
implemented
Source: 2021-2022 Annual Performance Plan23
OPERATIONAL PERFORMANCE (Programme 1 - 1.4)
Tracer Studies / Impact Studies
MEASURING OF IMPACT
The MQA continues measuring the impact through tracer studies of the programmes
it delivers. During the year under review, a total of two (2) programmes were
evaluated.
The MQA’s Track & Tracer studies help to:
• Investigate and explore the MQA’s contribution to the skills development within the
mining and minerals sector.
• Determine the transformation made by the MQA grants in supporting the former
beneficiaries.
• Trace the whereabouts of the MQA former beneficiaries.
• Source information on what has transpired in the careers and lives of former
beneficiaries.
• Establish the challenges encountered and achievements accomplished.
• Establish what the MQA must consider in future developments.24
OPERATIONAL PERFORMANCE
PROGRAMME 2 RESEARCH
PURPOSE
1. Improve skills development planning and decision-making through research
REF. AUDITED ACTUAL PERFORMANCE 2020/2021 2021/2022
OUTPUT INDICATOR
NO. 2017/18 2018/19 2019/20 TARGETS TARGETS
Number of workplace skills plans
(WSP’s) and annual training reports
2.1 719 759 807 650 700
(ATRs) evaluated to access mandatory
grants per annum.
Number of sector research outputs
2.2 12 6 6 6 6
completed per annum.
Number of MoAs signed with targeted
2.3 public and private sector organisations. 0 3 3 3 3
Number of skills development facilitator 21 0 5 10
2.4 capacity building workshops per 28
workshops workshops workshops workshops
annum.
2.5 Number of skills development 18 13 15 20
committee members capacity building
111 workshops workshops workshops workshops
workshops per annum.
Source: 2021-2022 Annual Performance Plan25
PROFILE OF THE SECTOR
Labour Market Profile - Trends
CAGR (Compound average growth rate). This reflects that total employment
within the MMS has on average a -1% decline over the 5 year analysis from 2015
to 2019.
-1% denotes an average annual
decrease of 3 837 employees.26
PROFILE OF THE SECTOR
Total Employment by Equity -Trends
Equity Distribution 2015 2016 2017 2018 2019 CAGR
441699 435100 474189 424537 427415
African -0,7%
84,1% 83,7% 86,1% 86,0% 85,7%
15352 19582 17349 13070 16052
Coloured 0,9%
2,9% 3,8% 3,1% 2,6% 3,2%
2832 3907 2701 2629
2538
Indian -2,2%
0,5% 0,8% 0,5% 0,5% 0,5%
65365 61414 56666 53235
52546
White -4,3%
12,4% 11,8% 10,3% 10,8% 10,5%
Totals 525 248 520 003 550 905 493471 498551 -1,0%
Source: MQA SSP 201927
PROFILE OF THE SECTOR
Total Employment by Gender and Disability
• The MMS remains a
Gender 2015 2016 2017 2018 2019 CAGR male dominated sector.
454663 444553 474217 418449 418218 • However, the proportion
Male -1,7% of females has been
86,6% 85,5% 86,1% 84,8% 83,9% increasing gradually
70585 75450 76688 75023 80333 from 2015 to 2019 with
Female 2,6% a compounded annual
13,4% 14,5% 13,9% 15,2% 16,1%
average of 2,6%
Totals 525 248 520 003 550 905 493 471 498 551 -1,0% • The disability figures in
the sector remain a
concern, there has
been minimal change in
percentages employed
Disability 2015 2016 2017 2018 2019 CAGR over the 5 year period
however there has
3815 4864 4575 4639 3948 been a compounded
average annual
0,7%
increase of 0,7% in
0,7% 0,9% 0,8% 0,9% 0,8% disabled employees
Below 2018
Mining Charter’s
Source: MQA SSP 2019 requirement of
1.5%28
PROFILE OF THE SECTOR
Employment by Occupation Categories, Race and Gender
Source: MQA SSP 201929
SUBMISSION TRENDS
WSP-ATR Submissions
YEARS WSP SUBMISSIONS
2013 585
2014 573
2015 609
2016 634
2017 719
2018 759
2019 807
Source: MQA SSP 201930
SKILLS DEVELOPMENT AND RESEARCH
• Virtual SDF Capacity Building Workshops were hosted in
October 2020. These were aimed at providing feedback on the
status of the 2020 WSP-ATR submissions, legislation and the
evaluation criteria.
• The submission platform for 2020 encountered challenges.
• In preparation for upcoming submissions, the WSP-ATR system
for 2021 was tested.
• Due to covid-19 lockdown restrictions, virtual workshops for the
WSP-ATR submission platform were held from 25 March 2020.31
WSP-ATR SUBMISSION CHALLENGES 2020
• Consultation with labour and employee representatives was
impossible. As a result, organisations opted for the use of
electronic signatures.
• Some submissions received were not audit savvy (electronic
signatures not clear/ inadequate minutes)
• Leniency was exercised and an opportunity granted for
companies to fix some of the information that might have been
omitted such as the verification documents, signature on the
final pdf WSP-ATR report, etc.
Notwithstanding the challenges brought about by
covid-19, the MQA received a total of 824 submissions
from a target of 600.32
WSP-ATR SUBMISSION FOR 2021
• Registered employers are encouraged to submit a Workplace
Skills Plan and Annual Training Report that are timely and
compliant to the SDA and SDLA.
• The submission of the WSP and ATR must include:
1. The training programmes that an organisation plans to
implement for the year ahead.
2. An implementation report for the actual skills development that
took place in the prior year.
DEADLINE FOR THE WSP-ATR SUBMISSION
FRIDAY, 30 APRIL 202133
OPERATIONAL PERFORMANCE
Funding Policy
• Support for SMME in the mining and minerals sector to be enhanced.
• The MQA will table the matter at operational committees for deliberation.
• The Funding Policy for 2021 was approved.
• The policy will be reviewed in September 2021.34
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.1a Number of learners that enter an
artisan programme per annum. 1535 320 911 750 1280
3.1b Number of learners that complete an
artisan programme per annum. 1478 1306 950 650 400
3.1c Number of learner that complete
artisan recognition of prior learning. N/A N/A N/A 25 100
3.1d Number of learners that complete an
artisan aides programme per 406 N/A 143 100 200
annum.
3.2a Number of employees entering a
learnerships per annum. 1513 102 431 400 800
Source: 2021-2022 Annual Performance Plan35
2019-2020 ACHIEVEMENTS
Artisan Development (Programme 3 - 3.1a-b)
The Artisan Programme seeks to address the core and critical artisan skills
…………..needs in the mining and minerals sector.
Zama Kubheka, feels privileged to be a part of the Centre of
Specialisation project. As an artisan of the 21st Century, she
promises that she will put in all the effort required to become one
of the best artisans in the country’s workforce.
Source: www.majuba.edu.za36
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.2b Number of employees completing a
899 783 340 350 350
learnerships per annum.
3.2c Number of unemployed entering a 400
learnerships per annum. 2880 380 696 900
3.2d Number of unemployed completing a
1421 1152 450 200 350
learnerships per annum.
3.2a Number of employees completing
RPL for learnerships. 201 25 26 15 25
3.3a Number of employees that
successfully complete the
Occupational Health and Safety
Representatives’ skills programme 6239 901 3334 2800 3000
per annum.
Source: 2021-2022 Annual Performance Plan37
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.3b Number of employees supported to
complete other Health and Safety N/A 100 164 200 875
Programmes per annum.
3.4 Number of learners that successfully 2507
complete AET and Nated courses. 831 1240 1140 1350
3.5 Number of learners that successfully
complete FLC. 318 N/A N/A 100 200
3.6 Number of graduates that enter an
internship programme per annum. 510 114 557 350 900
3.7a Number of undergraduates that enter a
350
work place experience programme per 605 279 485 550
annum.
Source: 2021-2022 Annual Performance Plan38
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.7b Number of undergraduates that
complete a work place experience 360 139 416 350 370
programme per annum.
3.8a Number of HDSA MMS employees
that enter a management 251 N/A 128 120 160
development programme per annum.
3.8b Number of HDSA MMS employees
that complete a management 166 76 80 50
development programme per annum.
3.9 Number of HDSA HET lecturers that N/A 30
enter into a lecturer development 31 30 26
programme per annum.
3.10 Number of HDSA MMS learners that
enter candidacy programme per 55 N/A N/A N/A 50
annum.
Source: 2021-2022 Annual Performance Plan39
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.11 Number of coaches placed within
workplaces to support employers with N/A 100
53 N/A N/A
on-the job mentoring and coaching
activities per annum
3.12a Number of unemployed learners
awarded a bursary per annum. 1421 260 756 780 1000
3.12b Number of unemployed learners 606
awarded a bursary completing per 788 519 500 700
annum.
3.13 Number of employed learners
awarded a bursary per annum. N/A 43 52 50 50
3.14a Number of mine community
beneficiaries enter a training 860 2350
0 151 1426
programme per annum.
Source: 2021-2022 Annual Performance Plan40
2019-2020 ACHIEVEMENTS
Bursary Scheme
Bursaries,
……creating opportunities
for our youth!
“One of the most valuable and
important benefits I have gained
as an MQA beneficiary is the
privilege of having been able to
sustain and complete my
undergraduate qualification
without resource constraints
and financial challenges”.
MQA Bursary Scheme Beneficiary: Mr Patuxolo Qwane
surrounded and supported by his family at his
graduation41
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.14b Number of mine community beneficiaries
complete a training programme per annum 0 312 916 950 1455
3.15a Number of unemployed youth in mining
communities and labour sending areas that 4405 201 692 1700 2100
enter training programme per annum.
3.15b Number of unemployed youth in mining
communities and labour sending areas that 4235 161 27 1000 2510
complete training programme per annum
3.16 Number of beneficiaries trained in small-scale
mining per annum. 60 60 150 150
50
3.17 Career guidance materials distributed at
events / institutions / schools per annum. 90 90
68 events 67 events 91 events
Source: 2021-2022 Annual Performance Plan42
2019-2020 ACHIEVEMENTS
Career Guidance Achievements (Programme 3 - 3.17)
Career guidance
…….provides learners with wide information on mining-related
careers
Learners listening attentively on possible The MQA participating at the 4IR Career Exhibition
careers in the mining and minerals sector (My Future 4.0) hosted by J.B. Marks43
2019-2020 ACHIEVEMENTS
Mine Community Programmes (Programme 3 – 3.14 to 3.16)
Mine Community Programmes
……..contributing to the eradication of unemployment,
…….inequality and job creation!
Mine Community Support for rural community
The mine community development programme is a strategic programme that aims to respond to skills needs within rural
communities nationwide. This is achieved through Mine Community Portable skills training, as well as small scale mining
programmes.
During the 2019-2020 financial year, 1 426 beneficiaries were trained in various provinces. Upon completion
of the training, the programmes have indicated a clear exit strategy to place beneficiaries in jobs as
well as skill them in enterprise development.44 SUPPORT PROJECTS TO DEAL WITH THE EFFECTS OF COVID-19 Below are additional projects approved by Board, to support mine communities to deal with the effects of Covid-19 and to curb the unemployment rate: RETRENCHED SMMES SUPPORT YOUTH SUPPORT WORKERS / WORKERS DEVELOPMENT FOR SMALL WHO ARE ABOUT TO PROJECTS BUSINESS BE RETRENCHED START UPS • A project was approved for • The MQA approved a • An additional target of • The MQA also training of ex mine workers, project to assist SMMEs 2000 young people approved retrenched workers or workers operating in the mining was approved. funding of start- who are about to be retrenched and minerals sector. • They will be trained up kits for to offer them alternative portable • Mining Communities will on portable skills that beneficiaries of skills that will result in them be assisted with Skills could result in them MQA funded becoming economically active. Development accessing training • Five thousand (5000) interventions that will employment interventions beneficiaries were targeted for assist them in growing or opportunities or who wish to this intervention. sustaining their becoming start their own • Allocations were made to businesses. entrepreneurs. businesses. qualifying companies for 3064 • At least 500 SMMEs are beneficiaries. targeted to benefit from • Implementation of the project is this intervention. underway.
45
OPERATIONAL PERFORMANCE
PROGRAMME 3 LEARNING PROGRAMMES
PURPOSE
1. Facilitate opening of workplace based learning opportunities and access to occupationally directed programmes
2. Facilitate training for stakeholders, communities and entrepreneurs
3. Support industry collaboration with public college system
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
3.18a Number of TVET NCV graduates that
enter a work placement programme 250 100 151 185 400
per annum.
3.18b Number of TVET NCV graduates that
complete a work placement 60 174
132 126 192
programme per annum.
3.19 Number of TVET Lecturers supported
per annum. 25 30
30 31 32
3.20 Annual International Literacy Day
hosted. 1 Event 1 Event 1 Event 0 Event 1 Event
Source: 2021-2022 Annual Performance Plan46
2019-2020 ACHIEVEMENTS
International Literacy Day (Programme 3 – 3.20)
Adult Education and Training
……..contributes to improving literacy levels in the sector
The Honourable Minister, Dr Blade Nzimande, MQA Board Members, staff and delegates at the 2019
annual International Literacy Day in Welkom47
OPERATIONAL PERFORMANCE
PROGRAMME 4 QUALITY ASSURANCE, MONITORING AND EVALUATION
PURPOSE
1. Ensure the delivery of quality and impactful learning programmes in the mining and minerals sector
REF AUDITED ACTUAL PERFORMANCE TARGET TARGET
NO. OUTPUT INDICATOR 2017/2018 2018/2019 201920/20 2020/2021 2021/2022
4.1 Number of training providers’ quality
assured or approved workplace per
annum. 123 229 259 120 180
4.2 Number of reviewed or developed 88 53 231 70 100
learning programmes, assessment
tools or learning packs.
4.3 Number of HDSA SMMEs supported 5 6 N/A
that entered as training providers in 5 5
the mining and minerals sector per
annum.
Source: 2021-2022 Annual Performance Plan48
FINANCIAL PERFORMANCE AND PROJECTION
Reconciling Performance Targets with the Budget
APPROVED
AUDITED OUTCOME ESTMATED BUDGET
BUDGET
PROGRAMME 2017/18 2018/19 2019/20 2020/21 2021/22
R’000 R’000 R’000 R’000 R’000
Administration
137 840 141 063 136 000 131 606 137 039
Mandatory Grant
183 338 242 597 247881 238 145 269 494
Discretionary Grant
988 434 492 684 503 779 684 678 750 087
Other Government Funding
16 322 8 274 2300 - -
Total Expenditure
1 325 934 884 889 918 1 054 429 1 156 619
Source: 2021-2022 Annual Performance Plan49
LEARNING PROGRAMMES
OPERATIONS AND STRATEGIC PROJECTS
MQA financial year end:
• 31 March 2021, marks the end of 2020-2021 financial year.
• For all the grants allocated for the 2020-2021 financial year companies are
required to ensure that learners are registered or reported as completed (for
completion programmes) by 31 March 2021.
• All unused grants or allocation will be forfeited.
Annual Learning Programme Implementation Workshops:
• Virtual workshops to be held on the 18 and 19 March 2021 as follows:
• 18 March 2021 to be dedicated for:
1. Northern Cape;
2. Eastern Cape;
3. Western Cape; and
4. Kwa-Zulu Natal.
• 19 March 2021 to be dedicated for:
5. Gauteng;
6. Mpumalanga;
7. Limpopo;
8. Free State; and
9. North West.50
LEARNING PROGRAMMES
The focus of the workshops is as follows:
• Implementation of the new Workplace Based Learning Programme Agreement from
01 April 2021.
• The Agreement is going to be applicable to Learners in Learnerships, Apprenticeships,
Work Experience, Internships and Candidacy projects.
• Employers/Providers to capture learner information for all projects on the MQA MIS
(I-Share) going forward.
2021 - 2022 Discretionary Grants applications:
• The advert closed on 28 February 2021.
• Reconcile lists for all applicants in March 2021.
• Evaluation to commence in April 2021.
• Envisage to communicate the allocations to companies in May 2021.51
COVID-19 DISASTER MANAGEMENT IMPLEMENTATION
The MQA Internal Business Disruption
The majority of MQA employees were working from home and this has resulted in staff not operating at
optimal levels.
Timely submission of documents by the service providers was a challenge.
Delays in the disbursement of grants and the achievement of targets.
Inadequate review of Annual Financial Statements prior to submitting to AG.
Extension of the accreditation status for all affected training providers whose status was about to lapse
during the lockdown.
There was a need to suspend some business activities (Onsite/learner verification audits).
In order to ensure business continuity, meetings and workshops were held virtually.
Delays in the allocation of discretionary grants.
• Employees with comorbidities were provided with tools of trade to work from home in line with the MQA
guidelines.53
COVID- 19 DISASTER MANAGEMENT IMPLEMENTATION
2020/21 MQA Events Participation Disruption
MQA SPECIFIC ACTIVITIES SECTOR PARTNERSHIP ACTIVITIES
• Annual Consultative Conference • Mining Indaba
• Career Guidance events • DHET Mandela Day
• International Literacy Day • DHET Artisan Development Competition event
• DMRE Learners Focus Week53
CHALLENGES AND INTERVENTIONS
CHALLENGES INTERVENTIONS
DUAL REPORTING
Reporting to both the DMRE (MHSA) and DHET This issue is receiving sufficient attention, hence the new
(SDA) poses a challenge. landscape until 2030 in line with other SETAs and the
appointment process of the AA in line with the SDA.
SKILLS PRIORITISATION
Some skills implemented in the sector might not In line with the WSP and ATR’s submitted, the MQA conducts
be not fit for purpose. ongoing research to ensure that appropriate skills are
WSP & A
implemented are in line with the sectors skills requirements.
REPUTATIONAL DAMAGE
Potential damage to MQA reputation. It is imperative that the MQA safe guards its reputation. The
Board has investigated issues and taken action where necessary.
Board has also involved external service providers and SAPS
where it deemed necessary, for example on the hoax emails
matter.
SECTOR RETRENCHMENTS
The retrenchments announced by a number of The MQA will pursue various available avenues with role players
mining companies have a negative impact on the in the sector to devise methods that will support ongoing skills
MQA business. development training in the sector.54
CHALLENGES AND INTERVENTIONS
CHALLENGES INTERVENTIONS
ABILITY OF THE MQA TO MEET TARGET DELIVERABLES
Some employers are returning allocations, citing various The MQA is constantly monitoring the uptake against
reasons which result in their inability to implement the allocations and reallocating the returned allocations to
allocated learning programmes. other employers who are willing to take on more learners.
COVID-19 PANDEMIC
The announcement of the coronavirus (Covid-19) The MQA established a Covid-19 Task Team to ensure
pandemic and subsequent level 5 national lockdown the MQA adopts a co-ordinated approach to ensure the
imposed on 26 March 2020 was felt throughout the WSP & Asafety of MQA staff and continued efforts to meet the
sector. sectors skills development needs.
The MQA also approved a project of training of frontline
workers on Covid-19 to assist employers and employees
in the Sector in managing the effects of the pandemic.
AVAILABILITY OF WORKPLACES TO PROVIDE WORK SPACES
Unavailability of workplaces in the MMS to accommodate The MQA is constantly engaging with employers in the
the number of learners on MQA learning interventions. MMS who have the capacity to open up their workplaces
and take on more learners. For certain projects MQA is
allowing placement of learners to approved workplaces
outside of the mining and minerals sector.55
CHALLENGES AND INTERVENTIONS
CHALLENGES INTERVENTIONS
WSP-ATR SUBMISSION
2020 WSP/ATR submission platform was not Task team was established to test the 2021 submission platform,
customised to the MMS, the submission platform workshops were held virtually to capacitate SDFs and the
was opened on the 9 May 2020 submission Platform was made available to the Sector in February
2021.
BUSA JUDGEMENT
The Business Unity South Africa (BUSA) labour The DHET is in engagement with BUSA with the view to finalise
court judgement that took place on 16 October
WSP &A
the matter for the benefit of all Sector Education and Training
2019 where certain aspects of the 2021 SETA Authorities (SETAs).
Grant Regulations were set aside, declaring them
invalid.56
MQA COVID-19 TASK TEAM
As per the SETA Covid-19 Guidelines
Directive No.4/2020 the MQA
established a Covid-19 Task Team
responsible for the implementation of
the guidelines set out by the
Government and the relevant Ministers.
The Task Team assists by identifying
potential risk exposure, implement
control measures for the health and
safety of both employees and
stakeholders, as it provides
recommendations to the ACEO.
The MQA Covid-19 ready Head Office Reception area
The MQA duly reported on the
management and incidents of Covid-19
to both the DHET and DMRE.
MQA has so far had 17 Covid-19
cases with a 100% recovery rate.57
WAY FORWARD
As we approach 2021-2022
• The sector is requested to ensure timely uploading of information and
assessments in order for the MQA to process learning programmes and
payments thereof.
• Within the first quarter of the financial year, MQA would have made allocations
to ensure timely and proactive implementation of projects.
• The MQA is on track to meet deliverables of 2020-2021 financial year, despite
the Covid-19 restrictions.
• The 2021-2022 budgets have been approved for the various projects.
• Our key challenge is still the timely expenditure of skills development funds.
• We urge the sector to ensure that they meet the deadline of the WSP-ATR
submission of 30 April annually.58
WAY FORWARD
Some of the key skills development related discussions at the SONA were:
• Economic reforms to create sustainable jobs and drive inclusive growth
• Alleviating poverty, hunger, jobless ness and inequality in view of the
unemployment rate which is at 30.8%
• Supporting small business development
• Improving financial management and governance by, amongst others, ensuring
honesty, ethics, and integrity in the public service
• Economic empowerment for women
• BBBEE policy application
• Post school education and training
• The Economic Reconstruction and Recovery Plan
The MQA is committed to responding to the SONA skills development
related issues going forward, in order to support the sector.59
WAY FORWARD
The Economic Reconstruction and Recovery Plan (ERRP)
PURPOSE
• The ERRP discussions are being held by the DHET to ensure a well-coordinated strategy
of skills development to support both the management of Covid-19 and the economic and
social recovery.
• The critical role that SETAs can play to ensure the success of ERRP is on the table.
The following 6 interventions focus on the immediate provision of required skills:
1. Access to targeted skills.
2. Existing Technical and Vocational Education Programmes to be updated or amended to
meet the demand in key sectors.
3. Access to workplace experience (WIL and internships).
4. Retraining/up-skilling to preserve jobs.
5. Increased access to programmes and enrolments to
ensure qualifications in priority sectors.
6. Meeting demand in list of critical occupations
identified.60
WAY FORWARD
The Economic Reconstruction and Recovery Plan (ERRP)
Four (4) enabling interventions to support education to work transitions:
1. Supporting entrepreneurship and innovation.
2. Embedding skills planning into sectoral processes.
3. National Pathway Management Network (supporting widespread adoption).
4. Strengthening the post-school education and training (PSET) system
MQA’s Response to ERRP
It must be noted that the MQA’s strategic plans
already cater for most of the identified interventions
of the ERRP, however, there will be further
engagements with smaller groups to chart a way
forward in this regard.61
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