2. Presentation to Labour & Transport Portfolio Committee Maphefo Matlala, CEO 17 November 2009, Cape Town Maphefo Matlala, CEO 17 November 2009, Cape Town Labour

3. Presentation Outline 1. TETA Overview - Vision & Mission - Vision & Mission - Organizational Structure - Organizational Structure - Mandate - Mandate 2. Update on issues raised previously 3. Performance against SLA 2008/09 3.1 Non-financial performance 3.2 Financial performance 3.3 Two year comparison dashboard 4. Gaps/Constraints & remedial measures impacting on delivery of key mandate 6. Training Lay-off Scheme 1. TETA Overview - Vision & Mission - Vision & Mission - Organizational Structure - Organizational Structure - Mandate - Mandate 2. Update on issues raised previously 3. Performance against SLA 2008/09 3.1 Non-financial performance 3.2 Financial performance 3.3 Two year comparison dashboard 4. Gaps/Constraints & remedial measures impacting on delivery of key mandate 6. Training Lay-off Scheme Labour

4. TETA Overview TETA Overview Skills for sustainable growth, development and equity in the transport sector Facilitate a framework of learning through a delivery system that enhances the level of skills in the Transport Sector To provide the best quality service and maximise value for all stakeholders Vision Vision: Mission:Mission: Driving Force : Labour

5. TETA Overview TETA Overview Established by the Skills Development Act Promotes education, training and development in the transport sector Eight chambers: - Maritime - Road Passenger - Road Freight - Taxi - Rail - Aerospace - Freight Handling - Forwarding & Clearing Established by the Skills Development Act Promotes education, training and development in the transport sector Eight chambers: - Maritime - Road Passenger - Road Freight - Taxi - Rail - Aerospace - Freight Handling - Forwarding & Clearing Labour

6. Representation in Provinces Representation in Provinces Direct Representation: Direct Representation: - Gauteng- Head Office - Gauteng- Head Office - Durban – Provincial Office - Durban – Provincial Office - Cape Town - Provincial Office - Cape Town - Provincial Office Indirect Representation: Remaining six provinces Indirect Representation: Remaining six provinces - Participation in DoL Provincial SDF Fora - Participation in DoL Provincial SDF Fora - Participation in PGDS/DGDS (Premier offices) - Participation in PGDS/DGDS (Premier offices) - All Skills Development Structures - All Skills Development Structures Direct Representation: Direct Representation: - Gauteng- Head Office - Gauteng- Head Office - Durban – Provincial Office - Durban – Provincial Office - Cape Town - Provincial Office - Cape Town - Provincial Office Indirect Representation: Remaining six provinces Indirect Representation: Remaining six provinces - Participation in DoL Provincial SDF Fora - Participation in DoL Provincial SDF Fora - Participation in PGDS/DGDS (Premier offices) - Participation in PGDS/DGDS (Premier offices) - All Skills Development Structures - All Skills Development Structures Labour

7. TETA ‘s Mandate: NSDS 2 TETA ‘s Mandate: NSDS 2 Develop and implement the sector skills plan (Critical and Scarce Skills) Develop and implement the sector skills plan (Critical and Scarce Skills) Facilitate high Quality Education and Training Delivery in the Workplace Facilitate high Quality Education and Training Delivery in the Workplace Approve Workplace Skills Plans (WSP) and Annual Training Plans (ATR) annually Approve Workplace Skills Plans (WSP) and Annual Training Plans (ATR) annually Disburse levies (mandatory and discretionary grants) in the Transport Sector Disburse levies (mandatory and discretionary grants) in the Transport Sector Monitor Education, Training and Development (ETD) activities Monitor Education, Training and Development (ETD) activities Assure quality of education and training programmes Assure quality of education and training programmes Inform standards generation and qualifications registration Inform standards generation and qualifications registration Benchmark against International Standards Benchmark against International Standards Develop and implement the sector skills plan (Critical and Scarce Skills) Develop and implement the sector skills plan (Critical and Scarce Skills) Facilitate high Quality Education and Training Delivery in the Workplace Facilitate high Quality Education and Training Delivery in the Workplace Approve Workplace Skills Plans (WSP) and Annual Training Plans (ATR) annually Approve Workplace Skills Plans (WSP) and Annual Training Plans (ATR) annually Disburse levies (mandatory and discretionary grants) in the Transport Sector Disburse levies (mandatory and discretionary grants) in the Transport Sector Monitor Education, Training and Development (ETD) activities Monitor Education, Training and Development (ETD) activities Assure quality of education and training programmes Assure quality of education and training programmes Inform standards generation and qualifications registration Inform standards generation and qualifications registration Benchmark against International Standards Benchmark against International Standards Labour

8. TETA ‘s Mandate:NSDS 2 TETA ‘s Mandate:NSDS 2 Prioritise and Communicate critical & scarce skills for sustainable growth, development and equity Promote and Accelerate quality training for all in the Workplace Promote employability and sustainable livelihoods through Skills Development Assist designated groups, including new entrants to participate in Accredited Work, Integrated Learning and Work-Based programmes to acquire Skills to enter the Labour Market and Self- Employment Improve the Quality and Relevance of Provision Prioritise and Communicate critical & scarce skills for sustainable growth, development and equity Promote and Accelerate quality training for all in the Workplace Promote employability and sustainable livelihoods through Skills Development Assist designated groups, including new entrants to participate in Accredited Work, Integrated Learning and Work-Based programmes to acquire Skills to enter the Labour Market and Self- Employment Improve the Quality and Relevance of Provision Labour

9. Update on issues raised previously: 2006/2007 Update on issues raised previously: 2006/2007 Organisation went through turbulent times during the 2006/07 financial year Organisation went through turbulent times during the 2006/07 financial year Challenges had impact on corporate governance and performance Challenges had impact on corporate governance and performance –Investment of R200m –Disciplinary action against CEO & CFO –Under performance on SLA targets average 2.5 There were negative perceptions about the viability of organization: going concern There were negative perceptions about the viability of organization: going concern However all financial obligations were met that year and thereafter However all financial obligations were met that year and thereafter Organisation went through turbulent times during the 2006/07 financial year Organisation went through turbulent times during the 2006/07 financial year Challenges had impact on corporate governance and performance Challenges had impact on corporate governance and performance –Investment of R200m –Disciplinary action against CEO & CFO –Under performance on SLA targets average 2.5 There were negative perceptions about the viability of organization: going concern There were negative perceptions about the viability of organization: going concern However all financial obligations were met that year and thereafter However all financial obligations were met that year and thereafter Labour

10. Update on issues raised previously: Status quo Organization reflected, reviewed strategy and policies Organization reflected, reviewed strategy and policies - Aligned TETA investment Policy with PFMA and Treasury regulations - Aligned TETA investment Policy with PFMA and Treasury regulations - Improved internal controls - Improved internal controls - Focus on corporate governance (staff & Board) - Focus on corporate governance (staff & Board) - Streamlined business processes - Streamlined business processes Outcome & Impact : Outcome & Impact : - Stakeholder & Relationship Management - Stakeholder & Relationship Management - Website improvement & update - Website improvement & update - Realigned business strategy - Realigned business strategy - Improved performance (2008/09) - Improved performance (2008/09) - Stakeholder confidence - Stakeholder confidence Organization reflected, reviewed strategy and policies Organization reflected, reviewed strategy and policies - Aligned TETA investment Policy with PFMA and Treasury regulations - Aligned TETA investment Policy with PFMA and Treasury regulations - Improved internal controls - Improved internal controls - Focus on corporate governance (staff & Board) - Focus on corporate governance (staff & Board) - Streamlined business processes - Streamlined business processes Outcome & Impact : Outcome & Impact : - Stakeholder & Relationship Management - Stakeholder & Relationship Management - Website improvement & update - Website improvement & update - Realigned business strategy - Realigned business strategy - Improved performance (2008/09) - Improved performance (2008/09) - Stakeholder confidence - Stakeholder confidence Labour

11. NSDS 2 Performance Indicators NSDS 2 Performance Indicators Indicator 1.1 SSP, scarce & critical skills information dissemination 2008/2009 - 390 SDFs capacitated 2008/2009 - 390 SDFs capacitated 1360 SDFs to date Information on scarce and critical skills widely disseminated to all relevant stakeholders Indicator 1.1 SSP, scarce & critical skills information dissemination 2008/2009 - 390 SDFs capacitated 2008/2009 - 390 SDFs capacitated 1360 SDFs to date Information on scarce and critical skills widely disseminated to all relevant stakeholders Labour

12. NSDS 2 Performance Indicators (2) Indicator 2.1 (a) Mandatory grants support to Large firms: 2008/2009- 216 large firms supported 2008/2009- 216 large firms supported Indicator 2.1 (b) Mandatory grants support to Medium firms: 2008/2009- 153 medium firms 2008/2009- 153 medium firms Indicator 2.1 (a) Mandatory grants support to Large firms: 2008/2009- 216 large firms supported 2008/2009- 216 large firms supported Indicator 2.1 (b) Mandatory grants support to Medium firms: 2008/2009- 153 medium firms 2008/2009- 153 medium firms Labour

13. NSDS 2 Performance Indicators (4) NSDS 2 Performance Indicators (4) Indicator 2.2 SMME’s 2008/09 – 89 Levy Paying SMMEs supported 2008/09 – 89 Levy Paying SMMEs supported Since 2005 1432 SMMEs supported through Mandatory and Discretionary Grants. Since 2005 1432 SMMEs supported through Mandatory and Discretionary Grants. Indicator 2.5 BEEs 2008/09- 195 and 5 BEEs Co-operatives supported 2008/09- 195 and 5 BEEs Co-operatives supported Since 2005, 442 BEEs supported Since 2005, 442 BEEs supported Indicator 2.2 SMME’s 2008/09 – 89 Levy Paying SMMEs supported 2008/09 – 89 Levy Paying SMMEs supported Since 2005 1432 SMMEs supported through Mandatory and Discretionary Grants. Since 2005 1432 SMMEs supported through Mandatory and Discretionary Grants. Indicator 2.5 BEEs 2008/09- 195 and 5 BEEs Co-operatives supported 2008/09- 195 and 5 BEEs Co-operatives supported Since 2005, 442 BEEs supported Since 2005, 442 BEEs supported Labour

14. NSDS 2 Performance Indicators (5) NSDS 2 Performance Indicators (5) Labour

15. NSDS 2 Performance Indicators (6) Indicator 2.8 Support for employed learners 2008/2009 - 10538 workers participated in various learning programmes including learnerships, skills programmes and apprenticeships, bursaries & internships 2008/2009 - 10538 workers participated in various learning programmes including learnerships, skills programmes and apprenticeships, bursaries & internships Since 2005, 63 740 workers participated in various learning programmes (figure only on entered, it excludes completion) Indicator 2.8 Support for employed learners 2008/2009 - 10538 workers participated in various learning programmes including learnerships, skills programmes and apprenticeships, bursaries & internships 2008/2009 - 10538 workers participated in various learning programmes including learnerships, skills programmes and apprenticeships, bursaries & internships Since 2005, 63 740 workers participated in various learning programmes (figure only on entered, it excludes completion) Labour

16. NSDS 2 Performance Indicators (7) NSDS 2 Performance Indicators (7) Indicator 3.2 NLPE/NGOs/CBOs/CBCs 2008/2009 - 152 supported 2008/2009 - 152 supported - 128 NLPE - 128 NLPE - 21 NGOs - 21 NGOs - 2 CBOs - 2 CBOs - 1 CBC - 1 CBC Since 2005, 349 supported Since 2005, 349 supported Indicator 3.2 NLPE/NGOs/CBOs/CBCs 2008/2009 - 152 supported 2008/2009 - 152 supported - 128 NLPE - 128 NLPE - 21 NGOs - 21 NGOs - 2 CBOs - 2 CBOs - 1 CBC - 1 CBC Since 2005, 349 supported Since 2005, 349 supported Labour

17. NSDS 2 performance Indicators (8) NSDS 2 performance Indicators (8) Indicator 4.1 Support for unemployed learners 2008/2009 - 1402 participated and completed 2008/2009 - 1402 participated and completed Indicator 4.2 Workplace Experience 2008/2009 - 760 learners exposed to workplace experience 2008/2009 - 760 learners exposed to workplace experience Indicator 4.3 New Venture Creation (NVC) 2008/2009 - 183 2008/2009 - 183 Indicator 4.1 Support for unemployed learners 2008/2009 - 1402 participated and completed 2008/2009 - 1402 participated and completed Indicator 4.2 Workplace Experience 2008/2009 - 760 learners exposed to workplace experience 2008/2009 - 760 learners exposed to workplace experience Indicator 4.3 New Venture Creation (NVC) 2008/2009 - 183 2008/2009 - 183 Labour

18. Performance Highlights (2008/09) Performance Highlights (2008/09) Observed an increase in WSP submission from large firms 25% and medium firms with 30%. Observed an increase in WSP submission from large firms 25% and medium firms with 30%. Supported 4 Institute of Sectoral & Occupational Excellence. Supported 4 Institute of Sectoral & Occupational Excellence. Registered increase of 114% in New Venture Creation. Registered increase of 114% in New Venture Creation. Had 640% increase in Non-levy Paying Enterprises. Had 640% increase in Non-levy Paying Enterprises. Improved Performance score in Provincial support from 3 to 4 Improved Performance score in Provincial support from 3 to 4 Improved Funds management performance from 3 to 4 Improved Funds management performance from 3 to 4 Unqualified audit opinion for two consecutive years (2007/08 – 2008/2009) Unqualified audit opinion for two consecutive years (2007/08 – 2008/2009) Consistent highest score (5) in corporate governance Consistent highest score (5) in corporate governance Observed an increase in WSP submission from large firms 25% and medium firms with 30%. Observed an increase in WSP submission from large firms 25% and medium firms with 30%. Supported 4 Institute of Sectoral & Occupational Excellence. Supported 4 Institute of Sectoral & Occupational Excellence. Registered increase of 114% in New Venture Creation. Registered increase of 114% in New Venture Creation. Had 640% increase in Non-levy Paying Enterprises. Had 640% increase in Non-levy Paying Enterprises. Improved Performance score in Provincial support from 3 to 4 Improved Performance score in Provincial support from 3 to 4 Improved Funds management performance from 3 to 4 Improved Funds management performance from 3 to 4 Unqualified audit opinion for two consecutive years (2007/08 – 2008/2009) Unqualified audit opinion for two consecutive years (2007/08 – 2008/2009) Consistent highest score (5) in corporate governance Consistent highest score (5) in corporate governance Labour

19. Financial Performance LabourRevenue2008/09R’0002007/08R’000DifferenceR’000%IncreaseAdministration 41,829 41,829 35,008 35,008 6,821 6,82119% Mandatory grants 207,135 207,135 173,291 173,291 33,844 33,84419% Discretionary grants 109,576 109,576 83,100 83,100 26,476 26,47632% 358,540 358,540 291,399 291,399 67,141 67,14123% Expenses Administration 39,375 39,375 36,389 36,389 2,986 2,9868% Mandatory grants 144,925 144,925 105,966 105,966 38,959 38,95937% Discretionary grants 78,324 78,324 58,367 58,367 19,957 19,95734% 262,624 262,624 200,722 200,722 61,902 61,90231% Net Surplus 95,916 95,916 90,677 90,677 5,239 5,2396%

20. Financial Performance Financial Performance Labour Total income Admin reserve Mandatory grant reserve Discretiona ry grant reserve Total revenue 358,540 358,54041,829 207,135 207,135109,576 Expenditure 262,624 262,624 39,375 144,925 144,92578,324 Surplus 95,916 95,9162,454 62,210 62,21031,252 Expenditure as % of revenue 2008/09 73%94%70%71% 2007/08 comparison 69%104%61%70%

21. Financial Performance Financial Performance 2008/09R’0002007/08R’000DifferenceR’000 Total Assets 310,595 310,595 205,929 205,929 104,666 Total liabilities 59,108 59,108 50,358 50,358 8,750 8,750 Total Funds and reserves 251,487 251,487 155,571 155,571 95,916 95,916 Total commitments 245,973 245,973 Labour

22. Financial Management Achievements Unqualified audit opinion in 2007/08 and 2008/09 Unqualified audit opinion in 2007/08 and 2008/09 Admin budget within 10% Admin budget within 10% Mandatory grants paid increased by R38.8m = 37% increase Mandatory grants paid increased by R38.8m = 37% increase Discretionary grants paid increased by R19.9m = 34% increase Discretionary grants paid increased by R19.9m = 34% increase Improvement on DOL Score card 4 2007/8: 3 Improvement on DOL Score card 4 2007/8: 3 Unqualified audit opinion in 2007/08 and 2008/09 Unqualified audit opinion in 2007/08 and 2008/09 Admin budget within 10% Admin budget within 10% Mandatory grants paid increased by R38.8m = 37% increase Mandatory grants paid increased by R38.8m = 37% increase Discretionary grants paid increased by R19.9m = 34% increase Discretionary grants paid increased by R19.9m = 34% increase Improvement on DOL Score card 4 2007/8: 3 Improvement on DOL Score card 4 2007/8: 3 Labour

23. Two Year Comparison Dashboard Labour Success Indicators Average score 2007/08 Average score current year Average score current year Indicator 1.1 Skills development supports national and sectoral growth, development and equity priorities.5 5 Indicator 1.2 Information on critical skills widely available to learners. 4 5 Indicator 2.1 80% of large firms’ employment equity targets are supported by skills development. 2 3 Indicator 2.1 60% of medium firms’ employment equity targets are supported by skills development. 1 3

24. Two Year Comparison Dashboard Labour Success Indicators Average score 2007/08 Average score current year Indicator 2.2 By March 2010 skills development in at least 405 of small levy paying firms supported and the impact measured11 Indicator 2.5 Annually increasing number of small BEE firms and BEE co-operatives supported by skills development. 34 Indicator 2.7 -700 000 workers have entered/achieved at least ABET Levels 1-4. 13 Indicator 2.8 125 000 workers assisted to enter and at least 50% successfully complete programmes, 55

25. Two Year Comparison Dashboard Labour Success Indicators Average score 2007/08 Average score current year Indicator 2.8 125 000 workers assisted to enter and at least 50% successfully complete programmes, 55 Indicator 3.2 - 2000 non-levy paying enterprises, NGOs, CBOs, and Community -based co-operatives supported by skills development. 23 Indicator 4.1 -125 000 unemployed people assisted to enter and at least 50% enter and at least 50% successfully complete programmes, 45

26. Two Year Comparison Dashboard Labour Success Indicator Average score 2007/08 Average score current year Indicator 4.2 100% of learners in critical skills programmes covered by sector agreements from FET and HET institutions 22 Indicator 4.3 - 10,000 young people trained and mentored to form sustainable new Ventures 13 Indicator 5.1 each SETA recognizes and supports at least five Institutes of Sectoral or Occupational Excellence (ISOEs)11

27. Two Year Comparison Dashboard Labour Success Indicators Average score 2007/2008 Average score current year Indicator 4.2 100% of learners in critical skills programmes covered by sector agreements from FET and HET institutions 22 Indicator 4.3 -10,000 young people trained and mentored to form sustainable new ventures13 Indicator 5.1 Each SETA recognises and supports at least five Institutes Of Sectoral or Occupational Excellence (ISOEs) 11 Indicator 5.2 Each province has at least two provider institutions accredited to manage the delivery of the new venture creation qualification. 11

28. Two Year Comparison Dashboard Labour Success IndicatorsAverage score 2007/2008 Average score current year Indicator 5.3 By March 2010 measurable improvements in the quality of the Services delivered by skills development institutions 44 NSDS 2005 – 2010 Equity Principle (2.7, 2.8, 4.1, 4.2, 4.3 & 4.3) 2.8, 4.1, 4.2, 4.3 & 4.3)14 NSDS 2005 – 2010 Governance 55 NSDS 2005-2010 Provincial linkage 34

29. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Challenge 1: Communication;TETA does not communicate well with stakeholders. Remedial Measures to date: - Communications and Marketing Strategy developed and approved by TETA Board - Communications and Marketing Policy developed and approved by TETA Board - In the process of sourcing Service Provider to audit TETA’s Communication and Marketing current practices and benchmark against good practice models - Marketing Strategy Implemented in line with budget Challenge 1: Communication;TETA does not communicate well with stakeholders. Remedial Measures to date: - Communications and Marketing Strategy developed and approved by TETA Board - Communications and Marketing Policy developed and approved by TETA Board - In the process of sourcing Service Provider to audit TETA’s Communication and Marketing current practices and benchmark against good practice models - Marketing Strategy Implemented in line with budget Labour

30. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures - Conducted 1 national & 9 provincial road shows - Conducted 1 national & 9 provincial road shows - Conducted emerging provider capacity workshops in all the - Conducted emerging provider capacity workshops in all the provinces provinces - Conducted capacity building sessions for SMME/ NLE/ NGO’s CBO /CBCs in all the provinces, using both print and electronic media - Conducted capacity building sessions for SMME/ NLE/ NGO’s CBO /CBCs in all the provinces, using both print and electronic media - Chambers in constant support & communication through site - Chambers in constant support & communication through site visits. visits. - Launched an interactive website in November 2008 - Launched an interactive website in November 2008 - Continuously updating & upgrading web-site - Continuously updating & upgrading web-site - Developed 2 newsletters - Developed 2 newsletters - Presentation to NSA to confirm the Fidentia saga is over - Presentation to NSA to confirm the Fidentia saga is over - Presentation to Labour Parliamentary Committee - Presentation to Labour Parliamentary Committee - Conducted 1 national & 9 provincial road shows - Conducted 1 national & 9 provincial road shows - Conducted emerging provider capacity workshops in all the - Conducted emerging provider capacity workshops in all the provinces provinces - Conducted capacity building sessions for SMME/ NLE/ NGO’s CBO /CBCs in all the provinces, using both print and electronic media - Conducted capacity building sessions for SMME/ NLE/ NGO’s CBO /CBCs in all the provinces, using both print and electronic media - Chambers in constant support & communication through site - Chambers in constant support & communication through site visits. visits. - Launched an interactive website in November 2008 - Launched an interactive website in November 2008 - Continuously updating & upgrading web-site - Continuously updating & upgrading web-site - Developed 2 newsletters - Developed 2 newsletters - Presentation to NSA to confirm the Fidentia saga is over - Presentation to NSA to confirm the Fidentia saga is over - Presentation to Labour Parliamentary Committee - Presentation to Labour Parliamentary Committee Labour

31. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Challenge 2: Human Capital Development – Accelerating Customer Orientation Remedial Measures: Key capacity building interventions undertaken for staff and governance structures: - All TETA staff capacitated on the Supply Chain Management and PFMA regulations - All senior management trained in Risk Management - Relevant staff capacitated on contract management - Relevant TETA staff capacitated on curriculum and qualifications development - Relevant TETA staff exposed to Service Level Agreement capacity building session (Schedule 2B) - ETQA & Skills Development & Learning Programmes Committee/ all Chamber Management Committees exposed to capacity building sessions Challenge 2: Human Capital Development – Accelerating Customer Orientation Remedial Measures: Key capacity building interventions undertaken for staff and governance structures: - All TETA staff capacitated on the Supply Chain Management and PFMA regulations - All senior management trained in Risk Management - Relevant staff capacitated on contract management - Relevant TETA staff capacitated on curriculum and qualifications development - Relevant TETA staff exposed to Service Level Agreement capacity building session (Schedule 2B) - ETQA & Skills Development & Learning Programmes Committee/ all Chamber Management Committees exposed to capacity building sessions Labour

32. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Human Capital Development – Accelerating Customer Orientation: - Office Bearers of Technical Admin Committees attended Artisan Development workshop on the implementation of Section 13 & 28 apprenticeships. - Office Bearers of Technical Admin Committees attended Artisan Development workshop on the implementation of Section 13 & 28 apprenticeships. - ETQA conducted capacity building sessions to emerging - ETQA conducted capacity building sessions to emerging providers in all the provinces. providers in all the provinces. - SMME capacity building sessions were conducted in all the nine provinces (Mainly NLPE/NGOs/BEE and few CBC’s & Coops) nine provinces (Mainly NLPE/NGOs/BEE and few CBC’s & Coops) - Strategic session held with key stakeholders in transport to align critical and scarce skills. - Established Strategic partnerships and signed MOU’s with : - NW Dept of Transport, - National DoT, - SEDA - SAMSA; - Other SETA’s. Human Capital Development – Accelerating Customer Orientation: - Office Bearers of Technical Admin Committees attended Artisan Development workshop on the implementation of Section 13 & 28 apprenticeships. - Office Bearers of Technical Admin Committees attended Artisan Development workshop on the implementation of Section 13 & 28 apprenticeships. - ETQA conducted capacity building sessions to emerging - ETQA conducted capacity building sessions to emerging providers in all the provinces. providers in all the provinces. - SMME capacity building sessions were conducted in all the nine provinces (Mainly NLPE/NGOs/BEE and few CBC’s & Coops) nine provinces (Mainly NLPE/NGOs/BEE and few CBC’s & Coops) - Strategic session held with key stakeholders in transport to align critical and scarce skills. - Established Strategic partnerships and signed MOU’s with : - NW Dept of Transport, - National DoT, - SEDA - SAMSA; - Other SETA’s. Labour

33. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Challenge 3: Cumbersome Business Processes Remedial Measures: -IT infrastructure assessment and analysis conducted; -TETA IT requirements established and recommendations made. - Initiated bid process to procure prospective IT provider for integrated IT solutions -Once the TETA MIS is developed-TETA will be in a better position to develop programme of action to support companies wanting to realign Challenge 3: Cumbersome Business Processes Remedial Measures: -IT infrastructure assessment and analysis conducted; -TETA IT requirements established and recommendations made. - Initiated bid process to procure prospective IT provider for integrated IT solutions -Once the TETA MIS is developed-TETA will be in a better position to develop programme of action to support companies wanting to realign Labour

34. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Challenge 4: Cumbersome Business Processes - Tight timelines a challenge to stakeholders Remedial Measure: Remedial Measure: - Time lines are regulated by DoL policy and regulations - Time lines are regulated by DoL policy and regulations - TETA standardized internal contract management guidelines - TETA standardized internal contract management guidelines - Streamlined Mandatory Grant policy - in line with regulations - Streamlined Mandatory Grant policy - in line with regulations - Streamlined performance information management policy & guidelines - Streamlined performance information management policy & guidelines Challenge 4: Cumbersome Business Processes - Tight timelines a challenge to stakeholders Remedial Measure: Remedial Measure: - Time lines are regulated by DoL policy and regulations - Time lines are regulated by DoL policy and regulations - TETA standardized internal contract management guidelines - TETA standardized internal contract management guidelines - Streamlined Mandatory Grant policy - in line with regulations - Streamlined Mandatory Grant policy - in line with regulations - Streamlined performance information management policy & guidelines - Streamlined performance information management policy & guidelines Labour

35. Gaps/Constraints Impacting – Delivery of Key Mandate & Remedial Measures Challenge 5: Non-Participating companies Non-participation SMME- Newspaper adverts for SMME (Levy & NLPE); BEEs/BEE Co-ops/NGOs/CBOs/CBCs, mainly attracted NLPE & BEEs Non-participation Mandatory Grants- Increased number of WSP submissions received this year especially the highest increase in Road Freight & Forwarding & Clearing Stringent Grant criteria- Mandatory Grant Policy has been reviewed Discretionary Grants disbursement- DG Task Team established to address challenges regarding DG projects/contracts and staff capacitated on Contract Management Challenge 5: Non-Participating companies Non-participation SMME- Newspaper adverts for SMME (Levy & NLPE); BEEs/BEE Co-ops/NGOs/CBOs/CBCs, mainly attracted NLPE & BEEs Non-participation Mandatory Grants- Increased number of WSP submissions received this year especially the highest increase in Road Freight & Forwarding & Clearing Stringent Grant criteria- Mandatory Grant Policy has been reviewed Discretionary Grants disbursement- DG Task Team established to address challenges regarding DG projects/contracts and staff capacitated on Contract Management Labour

36. Training Lay-off Scheme (1) Training Lay-off Scheme (1) Purpose and Objectives Purpose and Objectives –To contribute to government efforts to mitigate economic downturn impact on both employers and employees. –Assist and support companies in financial distress –Minimize job losses in transport sector –Re-skill and/or up-skill potential retrenchees Resources Resources –TETA committed budget of about R12m to support the scheme –More funding will be sought from NSF depending on uptake –Redeploy dedicated Project Manager to this project Purpose and Objectives Purpose and Objectives –To contribute to government efforts to mitigate economic downturn impact on both employers and employees. –Assist and support companies in financial distress –Minimize job losses in transport sector –Re-skill and/or up-skill potential retrenchees Resources Resources –TETA committed budget of about R12m to support the scheme –More funding will be sought from NSF depending on uptake –Redeploy dedicated Project Manager to this project Labour

37. Training Lay-off Scheme (2) Training Lay-off Scheme (2) Implementation Strategy & Approach Implementation Strategy & Approach –Company Requirements File a Section 189A with the CCMAFile a Section 189A with the CCMA TETA levy paying member for at least one year;TETA levy paying member for at least one year; Minimum retrenches' more than 10 staff membersMinimum retrenches' more than 10 staff members Must have a retrenchment policy in placeMust have a retrenchment policy in place Must have a negotiated retrenchment agreement in place.Must have a negotiated retrenchment agreement in place. Must have submitted a Workplace Skills Plan and Annual Training Report (where applicable) for the relevant financial year.Must have submitted a Workplace Skills Plan and Annual Training Report (where applicable) for the relevant financial year. Hinges on the collaboration and cooperation of all parties (employers, employees and facilitators)Hinges on the collaboration and cooperation of all parties (employers, employees and facilitators) Employees must be willing to participate in retraining progamEmployees must be willing to participate in retraining progam Duration of Re-training program is 6 monthsDuration of Re-training program is 6 months Stipends of R1200.00 paid to learnersStipends of R1200.00 paid to learners Implementation Strategy & Approach Implementation Strategy & Approach –Company Requirements File a Section 189A with the CCMAFile a Section 189A with the CCMA TETA levy paying member for at least one year;TETA levy paying member for at least one year; Minimum retrenches' more than 10 staff membersMinimum retrenches' more than 10 staff members Must have a retrenchment policy in placeMust have a retrenchment policy in place Must have a negotiated retrenchment agreement in place.Must have a negotiated retrenchment agreement in place. Must have submitted a Workplace Skills Plan and Annual Training Report (where applicable) for the relevant financial year.Must have submitted a Workplace Skills Plan and Annual Training Report (where applicable) for the relevant financial year. Hinges on the collaboration and cooperation of all parties (employers, employees and facilitators)Hinges on the collaboration and cooperation of all parties (employers, employees and facilitators) Employees must be willing to participate in retraining progamEmployees must be willing to participate in retraining progam Duration of Re-training program is 6 monthsDuration of Re-training program is 6 months Stipends of R1200.00 paid to learnersStipends of R1200.00 paid to learners Labour

38. Questions Labour