1. Presentation to Select Committee on Education and Recreation
Strategic Plan and 2015/16 – 2019/20
Annual Performance Plan 2018/19
06 June 2018

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

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

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

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

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

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

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

9. Performance Environment Towards a National Quality Assurance System
Monitoring and reporting of QAPs performance on delegated functions.
Resolution of accreditation and certification issues including backlogs.
QA of Historically Registered Qualifications currently delegated to QAPs (SETAs and Professional Bodies)
Qualification Development Model
Accreditation of Providers and Assessment Centers
Approval of Assessment Partners
QA of assessments
Certification
QA of Occupational Qualifications.
National Quality Assurance System for OQSF

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

11. Performance Environment Vision 2020
Vision 2020 – Strategy for the Revoking of QA functions delegated to SETAs.
Revoke all functions at selected SETAs.
Extent of implementation dependent on level of Funding (QCTO Business Case)
NLRD
Development of MIS to support QCTO upload of learner achievement to NLRD
SDPs
QCTO to accredit all Skills Development Providers
Develop and maintain single database to promote public confidence
Manage the monitoring an reporting on SDP performance.
Assessments
QCTO responsible for QA of assessments.
QCTO responsible for approval of learner results.
Certification
QCTO issue all certificates.

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

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

14. Programme One: Administration
QCTO STRATEGIC GOALS
Goal 2 : Create a sustainable organisation
PROGRAMME ONE : ADMINISTRATION
Purpose
To enable QCTO performance through strategic leadership and reliable delivery of management support services.
Strategic Objective
Institutional capability in place to enable QCTO to deliver its products and services

15. Programme one : Administration
Key Performance Indicator
2017/18
Target
Actual
2018/19
Information and Communication Technology Master System Plan implementation plan approved annually
Implementation plan for 2017/18 approved and implemented.
Plan implemented
Implementation plan for 2018/19 approved and implemented
Annual Marketing and Communication Plan implemented.
Annual Marketing and Communication Plan approved and implemented

16. Programme Two: Occupational Qualifications
QCTO STRATEGIC GOALS
Goal 1 : Competent people in priority trades and occupations
PROGRAMME TWO : OCCUPATIONAL QUALIFICATIONS
Purpose
To ensure that occupational qualifications registered on the Occupational Qualifications Sub-Framework are available and Skills Development Providers (SDPs) that offer occupational qualifications are accredited within a reasonable period and ensure that providers in the system are credible.
Strategic Objective
Ensure prioritised occupational qualifications recommended to SAQA for registration on the OQSF, which are utilised and effectively managed.

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

18. Key Performance Indicators (Occupational Qualifications)
2017/18
Target
Actual
2018/19
2.1.1 Number of prioritised occupational qualifications recommended to SAQA for registration on the OQSF 30
111 50
2.1.2 Number of Historically Registered Qualifications realigned to Occupational Qualifications recommended to SAQA for registration on the OQSF
New
38 MoUs signed.
8 in progress
2.1.3 Quarterly performance reports on reconstruction of NATED Report 190 (N4 – N6) part qualifications approved by the Occupational Qualifications Committee 4
2.1.4(a) % of Skills Development Providers offering Occupational Qualifications accredited within the turnaround time (90 working days)
Revised Indictor
90%
88%
NEW
2.1.4(b) % of Skills Development Providers offering historically registered qualifications accredited within the established turnaround time
Establish baseline turnaround time.

19. Key Performance Indicators (Occupational Qualifications)
2017/18
Target
Actual
2018/19
2.1.5 (a)% of accredited Skills Development Providers that reported on learner uptake for occupational qualifications are monitored against QCTO compliance standards
New
80%
(20%per quarter)
Average 31%
NEW
2.1.5 (b)% of accredited Skills Development Providers that reported on learner uptake for historically registered qualifications that are monitored against QCTO compliance standards
25%
2.1.6 Occupational qualifications with learner uptake monitored
100%

20. Programme Three: Quality Assurance
QCTO STRATEGIC GOALS
Goal 1 : Competent people in priority trades and occupations
Programme Three : Quality Assurance
Purpose
To establish and maintain standards for the Quality Assurance of Assessments and Certification for Occupational Qualifications on the OQSF
Strategic Objectives
To ensure that the Quality Assurance System for the implementation of registered occupational qualifications is functional, effective and efficient
Learner achievement of qualifications on the OQSF quality assured and certificated as prescribed in QCTO policies

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

22. Key Performance Indicators (Quality Assurance )
2017/18
Target
Actual
(Unaudited)
2018/19
3.1.1 (a) % of assessment centre accreditations processed within the turnaround time (30 working days)
90%
100%
NEW
3.1.1 (b) % of assessment centre accreditation applications verified within the 30 day turnaround time of processing accreditation applications
20%
3.1.2 % of Assessment Quality Partner (AQP) delegation approvals processed
3.1.3 (a) % of assessments for occupational qualifications quality assured against QCTO standards
New
3.1.3 (b) % of assessments for historically registered qualifications quality assured against QCTO standards (excluding skills programmes)

23. Key Performance Indicators (Quality Assurance )
2017/18
Target
Actual
(Unaudited)
2018/19
New
3.1.4 (a) The number of SETA QAP delegations revoked 14
3.1.4 (b) % of Quality Assurance Partners (QAPs) whose delegations have not been revoked monitored and found compliant with QCTO compliance standards
100%
3.1.4 (c) % of NAMB quality assurance functions incorporated into the QCTO as per approved Council Plan
50%

24. Key Performance Indicators (Quality Assurance )
2017/18
Target
Actual
(Unaudited)
2018/19
(a) % of certificates (occupational and legacy trades) issued within the turnaround time (21 working days)
90%
New
3.2.1 (b) % of certificates for historical registered qualifications issued within the turnaround time (21 working days)
80%
% of verification of authenticity of certificates requests received and verified within turnaround time (5 working days)
3.2.3 % of learner records digitized against number agreed on the project plan
40%

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

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

27. MTEF BUDGET 2018/19 – 2020/21 REVENUE DETAILS 2017/18 2018/19 2019/20
Audited
Approved
Projections
R'000
DHET Grant Allocation
26 920
27 380
28 977
30 535
SETA Grant Allocation
68 400
86 700
Approved Roll Overs -
TOTAL
95 320
Revenue Growth/Projections
18 760
19 804
23 588

28. EXPENDITURE PER PROGRAMME Medium - Term Expenditure Estimates
PROGRAMMES
Audited
Medium - Term Expenditure Estimates
2017/18
2018/19
2019/20
2020/21
R'000
OQM
19 461
27 649
32 827
38 741
OQA
41 987
33 082
38 992
46 351
ADMINISTRATION
33 872
53 349
62 065
72 380
TOTAL
95 320

29. EXPENDITURE PER CLASSIFICATION
Adjusted Appropriation
Medium - Term Expenditure Estimates
2017/18
2018/19
2019/20
2020/21
R'000
Compensation
52 691
63 148
74 472
87 929
Goods and services
37 883
44 186
51 429
60 404
Capital expenditure
4 746
6 746
7 983
9 139
TOTAL
95 320

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

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

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

33. Thank you