1. QCTO Annual Report Presentation (2017/18) Portfolio Committee on Higher Education and Training

3. Senior Management Structure
Prof : P. Lolwana
Chairperson of Council
Mr Vijayen Naidoo
Chief Executive Officer
Mr Thomas Lata
Chief Director :
Occupational Qualifications
Vacant
Chief Director :
Quality Assurance
Ms Ndivhudzannyi Madilonga-Khondowe
Chief Director: Corporate Services and CFO

4. Council Governance Occupational Quality Assurance Committee
Audit &Risk Committee
Occupational Qualifications Committee
Internal Audit

5. Vision, Mission and Values
The QCTO’s vision is to qualify a skilled and capable workforce.
Mission
The QCTO’s mission is to effectively and efficiently manage the occupational qualifications sub-framework in order to set standards, develop and quality assure national occupational qualifications for all who want a trade or occupation and, where appropriate, professions
Values
Innovation and Excellence
Ownership and Accountability
Ethics and Integrity
Respect and Dignity
Empowerment and Recognition
Authenticity

6. Strategic Plan 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

7. Quality Assurance Standards
The QCTO’s key components for quality assurance are:
Effective management of processes, information, resources and systems
Development of Occupational and Part Qualifications
Valid accreditation (SDPs and ACs) and monitoring compliance
Use of effective internal verification systems
Effective quality assurance of the External Integrated Summative Assessment by the QCTO
Successful validation of QCTO qualifications

8. What does this mean for industry?
Employing learners that have passed the EISA have the following benefits:
They will be competent workers - Competencies have been displayed in the relevant work tasks in the EISA
Employers can be confident in their ready-for-work skills (no further training or mentoring required), as they have proven their competency to do the job in the EISA
Whether learners qualify for the EISA via the apprenticeship, learner ship or RPL route, they are all required to take the same standardised EISA – testimony to the credibility of the QCTO certificate
The calibre of those with a QCTO certificate can be trusted by employers as all learners have to meet the same set of standards nationally
Learners are able to apply their knowledge and skills

9. 2017-18 Performance Environment
Response to National Priorities
National Development Plan
Industrial Policy Action Plan
Ministerial Guidelines on the Implementation of the NQF
White Paper on Post School Education and Training
National Skills Development Strategy III

10. 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

11. 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.

12. Performance Environment
Vision 2020
Vision 2020 strategy approved by QCTO Council
Vision 2020 submitted to Minister HET
Progress reported to Council
QCTO required to report quarterly to DHET

13. Performance Environment
The crux of the Vision is for the QCTO to perform ALL functions associated with qualifications management and quality assurance.
The ideal situation would be to achieve the above by 2020
The process is a phased-in approach where the QCTO works in conjunction with the SETAs to enable the QCTO to assume the functions previously delegated to Development Quality Partners (DQPs) and Assessment Quality Partners (AQPs)
The close relationship would require SETAS to support the efforts with funding and/or provision of resources
The above would provide an enabling environment to SETAs to manage relinquishing their former ETQA functions and structures

14. 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 (SETAs and Professional Bodies) to QCTO
Reduce third party dependency.
Management Information System
Development of MIS progressing well. Currently implementing Phase 1 (Core operations).
Phase 2 will include bringing the Support functions onto the MIS.

15. Projects DHET Center of Specialisation (CoS) Project
Project fully supported by QCTO
13 new Trade Occupational Qualifications being to be offered across selected TVET Colleges.
QCTO to quality assure all aspects of implementation.
Dual System Pilot Project
Plumbing and Electrician Occupational Qualifications being offered as apprenticeship training (TVET College and Workplace)
Roll out of project subjected to full QCTO quality
assurance processes.
Digitisation
Digitisation of historical learner records

16. Highlights Clean Audit 73% of KPIs achieved
218 Occupational Qualifications registered as at end of reporting period.
13 EISAs Quality Assured
19333 trade certificates issued
331 SDPs accredited for Occupational Qualifications
73% of KPIs achieved
Clean Audit
QCTO achieved 89% of its Key Performance Indicators (KPIs).
Over 150 new occupational qualifications are registered on the Occupational Qualifications Sub-Framework (OQSF)
More than 30 qualifications External Integrated Summative Assessments (EISAs) have been developed.
Certification of all occupational qualification types are processed within record time by the QCTO or its affiliates
Clean Audit.
Favorable NQF implementation impact report.

17. Achievements
111 qualifications recommendation to SAQA for registration.
(370%)
30 prioritised occupational qualifications with learner uptake.
(33) QAPs monitored
(100%)
(13) assessments quality assured against QCTO standards
183 Assessment Centers accredited within turnaround time
1 new AQP and 5 extension of scope approved. (100%)
applications for certification processed
verification requests processed

18. Indicators not Achieved
Number of Historically Registered Qualifications realigned to occupational qualifications recommended to SAQA for registration on the OQSF
The target of setting a baseline was not established due to external dependencies. Qualifications for re-alignment are identified by SETAs and Professional Bodies.
% of Skills Development Providers accredited within the turnaround time (90 working days)
The target of 90% was not achieved but 87% was achieved. 313 of 358 providers were accredited within the turnaround time.

19. Indicators not Achieved
% of accredited Skills Development Providers with learner uptake in occupational qualifications that are monitored against QCTO compliance standards
60% achieved instead of 80%. 63 of 105 providers with learner uptake were monitored. New indicator which proved to be unachievable as the increase in the number of Skills Development Providers accredited and therefore the number of providers with learner uptake was not anticipated
Quality Assurance functions delegated to SETAs and professional taken back by QCTO
No functions taken over completely by the QCTO. QCTO still acquire necessary resources to take over. QCTO continued to monitor the QAPs performance against delegated functions. The QCTO Business Case requesting increased funding to enable the QCTO to revoke the QA functions delegated to SETAs not approved by the MHET pending finalization of the NSDP

20. Strategy to overcome areas of under performance
The revoking of functions delegated to SETA’s will be prioritised by quality assuring the historically registered qualifications under the same quality assurance regime applied to occupational qualifications and part qualifications.
QCTO to accredit all SDP’s
PoE replaced by Summative Assessments quality assured by the QCTO.
QCTO manage the upload of learner achievements to the NLRD.

21. Skills Programmes to be offered at CET Colleges
QCTO through the NQF Forum developed a document to advise the
Minister (HET) on skills programmes that could be offered at CET Colleges.
CET expected to introduce new programmes for the different needs of learners
Minister urged that the suite of programmes must promote livelihood and employment.
Need to link skills development and training at CETCs with Skills training offered by SETAs ( for industry relevance and funding)
QCTO conducted an investigation into current Skills programmes being offered across CET Colleges and Skills Development Providers.
QCTO analysis revealed over 950 skill programmes accredited and non-accredited.
Key skills programmes have been identified and the QCTO is packaging these into credit bearing skills packages to promote livelihood, employability and career opportunities.

22. FINANCIAL RESULTS Statement of Financial Performance
2017/2018 Annual Report
FINANCIAL RESULTS
Statement of Financial Performance
2017/18
R’000
2016/17
REVENUE
100,165
87,677
Grant allocation: DHET
26,920
23,138
Grant Allocation: SETA
68,432
60,598
Finance Income
2,565
1,862
NSF Funding -
Other Income
2,238
2,079
TOTAL EXPENDITURE
74,340
76,527
Compensation
42,142
43,019
Other Expenses
32,198
33,508
NET SURPLUS FOR THE YEAR
25,826
11,150
RATIO OF COMPENSATION EXPENDITURE
56.6%
56%

23. FINANCIAL RESULTS Statement of Financial Position
2017/2018 Annual Report
FINANCIAL RESULTS
Statement of Financial Position
2017/18
R’000
2016/17
ASSETS
52,199
21,875
Current Assets
44,791
14,046
Non Current Assets
7,408
7,829
LIABILITIES
10,106
5,610
Current Liabilities
Non Current Liabilities -
NET ASSETS
42,092
16,265
LIQUIDITY RATIO
5:1
3.8:1

24. FINANCIAL RESULTS Reasons for under expenditure
2017/2018 Annual Report
FINANCIAL RESULTS
Reasons for under expenditure
QCTO Business case towards Vision 2020 was not approved by DHET which resulted in planned expenditure not being spent(e.g. Recruitment of staff, tools of trades, general expenses)
Some projects could not be completed during the year but were commissioned(purchase of pool vehicles, video conference facility)

25. FINANCIAL RESULTS Projects being financed by surplus funds
2017/2018 Annual Report
FINANCIAL RESULTS
Projects being financed by surplus funds
Office remodelling to accommodate new employees-R 7.5million
Development of QCTO assessment database-R 8million
Development of assessment tools for registered qualifications-R 4million
Reserve fund towards purchase of own office premises- R3.4million

26. CLEAN Audit Outcome for 2017/18
AUDIT OUTCOMES
CLEAN Audit Outcome for 2017/18
Annual Financial Statements - No Material Findings
Predetermined Objectives - No Material Findings
Compliance with Legislation - No Findings
Internal Controls - No significant deficiencies identified

27. Thank you