CHIETA ANNUAL PERFORMANCE PLAN...

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CHIETA ANNUAL PERFORMANCE PLAN 2019/20

15 NOVEMBER 2018

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Annual Performance Plan For

2019/20

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GAUTENG HEAD OFFICE – GOVERNANCE & RISK

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FOREWORD The CHIETA Annual Performance Plan is guided by the Strategic Plan which reflects government’s long term plans and the MTSF.The Annual Performance Plan provides detail to the outcome oriented goals, the strategic objectives, the 4 programmes and the performance indicators that are key activities to effectively achieve outcomes of the CHIETA. The CHIETA also makes considerations to other critical factors impacting on the outcomes, such as the legislative and regulatory regime, the institutional environment and decision making processes and the re-allocation of resources where appropriate.CHIETA continues to focus on identified fundamental skills focus areas including artisan training, learnerships, work integrated learning, coherent skills program training (also known as part qualifications) that allow for immediate job mobility while leaving the door open for candidates to further enhance their learning to obtain the remaining parts of the qualification incrementally using the lifelong learning principle. CHIETA has over the years ensured full linkages between the SSP, the 5-year Strategic Plan aligned to Treasury prescripts, the annual roll-down of the APP, and the integration of all of this with the funding framework and available funds in a fully compliant manner. To this end, CHIETA’s Strategic Plan is packaged in line with the eight (8) goals of NSDS III, by outcome and outputs and the core/priority and scarce skills needs as articulated and confirmed by way of research and stakeholder engagements that culminate in the Sector Skills Plan. The APP aligns to the Strategic Plan to use innovative approaches that are in line with the CHIETA vision, mission and values to inculcate a performance driven culture endorsed by the Auditor General ’Clean Award’ Status presented to CHIETA in 2015 and 2016 respectively. HOWEVER THE CHIETA STRATEGIC PLAN 2015/16 TO 2019/20 AND ANNUAL PERFORMANCE PLAN (APP) 2019/20: IS BASED ON THE FOLLOWING ASSUMPTIONS: 1. It is important to highlight that CHIETA is submitting this Strategic Plan and APP 2019/20 based on our current

projected 2019/20 budget estimate of R 583 784 573 on which the pre-determined organisational targets is based. Should the CHIETA budget be adjusted in any manner by way of a Treasury/DHET instruction or intervention it will directly affect the stated organisational performance targets within the 2019/20 APP. This will then require a re-negotiation and adjustment of CHIETA performance targets with DHET and subsequent approval by the Executive Authority.

2. The same currently applies to the CHIETA 2019/20 APP within the current context of the Treasury/DHET

communication of an anticipated reduction in the CHIETA skills levy for the 2019/20 financial year. All indications are that it will negatively affect target achievement in the 2019/20 APP and SLA as agreed with DHET and approved by the Executive Authority. Pending clarity unfolding around the exact rand value reduction of the CHIETA Skills levy we are also communicating our intention to re-negotiate the 2019/20 organisational performance targets with DHET.

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Official sign-off It is hereby certified that this Annual Performance Plan:

Was developed by the management of the Chemical Education Training Authority (CHIETA) under the

guidance of the CHIETA Accounting Authority and accurately reflects the performance targets which

CHIETA will endeavour to achieve given the resources made available in the budget for 2019/20. Kedibone Moroane Chief Executive Officer (Acting) Signature: __________________________

Farhad Motala

Chief Financial Officer Signature: _________________________

Trevor Channing

Governance & Risk Executive – Trevor Channing Signature: __________________________

Khabonina Rosemary Ramoupi

Signature: __________________________

Chairperson: Governance & Strategy Committee (On behalf of and as mandated by Governing Board)

Approved

Naledi Pandor Signature: _______________________ Minister of Higher Education and Training

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ANNUAL PERFORMANCE PLAN 2019/20 2

TABLE OF CONTENTS

PART A: STRATEGIC OVERVIEW 7

1. Updated Situational Analysis _________________________________________________________________ 7

1.1 Performance Delivery Environment ___________________________________________________________8

1.2 Organisational Environment _________________________________ _ ______________________________8

2. Revisions to legislative and other mandates_____________________________________________________ 9

3. Overview of 2019/20 budget and MTEF estimates________________________________________________ 10

3.1 Expenditure estimates_____________________________________________________________________ 19

3.2 Relating expenditure trends to strategic outcome oriented goals___________________________________ 19

PART B: PROGRAMME / SUB PROGRAMMES 21

4. Programme Name _________________________________________________________________________ 21

4.1 Strategic Objective Annual Targets for 2019/20_________________________________________________ 22

4.2 Programme Performance Indicators and Annual Targets for 2019/20________________________________24

4.3 Quarterly Targets for 2019/20_______________________________________________________________25

4.4 Reconciling Performance Targets with Budget and MTEF _________________________________________ 42

PART C: LINKS TO OTHER PLANS 44

5. Links to Long Term Infrastructure and other Plans ________________________________________________ 44

6. Conditional Grants__________________________________________________________________________44

7. Public Entities______________________________________________________________________________44

8. Public –Private Partnerships__________________________________________________________________ 44

PART D: ANNEXURES

ANNEXURE D: 45

Vision ______________________________________________________________________________________46

Mission ___________________________________________________________________________________ _ 46

Values ____________________________________________________________________________________ _ 46

Strategic Outcome Oriented Goals ______________________________________________________________ 46

Budget Programmes __________________________________________________________________________ 47

ANNEXURE E: TECHNICAL INDICATOR DESCRIPTIONS AND EXAMPLES __________________________48

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PART A: STRATEGIC OVERVIEW 1. Updated Situational Analysis

Major Shifts within the Industry

The skills requirements of the Chemical Industry have changed gradually over the last few decades. While the demand for semi- and unskilled workers declined, the need for skilled and highly skilled workers increased.

During the last year the largest employer in the Sector, SASOL, has embarked on a restructuring process in order to increase its efficiency and to deal with the adverse effects of the lower oil price. This includes voluntary retrenchments which will release high-level skills in-to the sectoral labour market. However, given the overall demand for highly skilled workers, it is expected that these skills will be absorbed within a relatively short period of time.

Skills needs in the sector are identified through the annual mandatory grant applications submitted by employers (and which are analysed systematically every year) as well as through various stakeholder interactions in the CHIETA chambers and regional skills forums. In the preparation of this SSP a few industry experts were also interviewed to gauge specific insights into the developments in the sector. Various policies and national strategies that are relevant to the Chemical Industry and their possible impact on skills needs were also considered. In 2016 CHIETA identified 758 occupations relevant to the Chemical Industry. Through applying a detailed set of qualitative and quantitative criteria CHIETA has ranked them in terms of priority and also led to the compilation of the top 10 pivotal skills list:

Chemical Engineering technologist

Electrical Engineering technician

Truck driver (general)

Fitter and turner

Electrician

Boiler maker

Welder

Chemical Engineer

Chemical Plant Controller

Safety ,health ,environment and quality practitioner(SHE & O)

Despite these lists, the overall impression is that the Chemical Industry is not experiencing major skills shortages, but that scarcity is being experienced more at the specialisation level within key occupations.

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1.1 Performance Delivery Environment Fundamental to addressing this priority is a thorough understanding of the sectoral labour market. For this reason the CHIETA will continue with the further development and maintenance of a labour market intelligence system including the updating and improvement of the CHIETA Occupations Handbook. Upskilling of the existing workforce will be done by providing increased access to occupational learning programmes at the entry, intermediate and high level. Programmes include ABET, bridging programmes or foundational learning for workers requiring it, apprenticeships, trade and non-trade learnerships, skills programmes, and various professional programmes. The CHIETA will also continue to strengthen the role of skills development committees in skills planning and reporting and it will continue to ensure that organised labour participation in these processes is increased. The CHIETA will support the implementation of the National Senior Certificate for Adults (NASCA) primarily for employed learners. The number of school leavers who meet the requirements for further or higher education and training in engineering and other technical disciplines is limited. As a result CHIETA supports programmes to increase the pool of school leavers with maths and science as most of the learning pathways that lead to the core occupations in the Chemical Industry require maths and science. The programmes include educator development for maths and science.

CHIETA performance footprint since commencement of NSDS III (1 April 2013 to 31 March 2017)

• A total of 127 092 learners were supported with occupationally directed training

• A total of 49 062 employed learners and 76 442 unemployed learners were supported

• 43 399 learners were certificated

• CHIETA certificated 3 085 artisans

• 555 small businesses were supported

• 475 co-operatives and NGOs were supported • Number of learners supported in NSDS III has grown exponentially due to lessons learned in NSDS I and II,

after ten years of building credible relationships in that period and winning the trust of Industry due to timely disbursements of funds, good performance, listening carefully and providing real skills planning support to industry

• The unit level of funding per learner in many programmes was often below the national recommended SETA funding levels due to successful Industry partnerships and co-funding models implemented.

1.2 ORGANISATIONAL ENVIRONMENT

The second draft of the CHIETA Strategic Plan and Annual Performance Plan was submitted to DHET on the 13 November 2015. Subsequent to this submission the Annual Performance Plan Targets for 2016/17 a meeting was held on 26 August 2015 with DHET, convened by DHET. The purpose of the meeting was for the CHIETA to respond to the SETA’s proposed targets and obtain clarity on certain issues.Therfore the CHIETA submitted an updated Annual Performance Plan where CHIETA applied its thinking and resources to favourably address DHET’s priority targets. This obviously affects the organisational environment CHIETA prides itself on its achievements and impact as a Sector Education and Training Authority (SETA) and as a value adding business partner to the Chemical Industry in South Africa. Through strong and sustained partnerships with our stakeholders, our agreed skills development interventions contributed to continuously capacitating the various occupational groups within the sector and ensured the supply or “pipeline” of adequately trained human resources to contribute to sustainability and competitiveness of the sector, nationally and on a global platform. The credibility and reliability of CHIETA’s performance information was subjected to various levels of independent assurance through annual verification audits from DHET, Internal Audit reports and the External Audit Reports by the Auditor General. Continuous unqualified audit reports is the proud CHIETA legacy that confirms the accuracy and assurance of our skills development impact across the various sub-sectors of the Chemical Industry.

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2. Revisions to legislative and other mandates

The Legislative framework in which the CHIETA functions is influenced by the programme spending articulated in the Annual Performance Plan as is indicated in the budget per programme.

Introduction Corporate governance embodies the processes and systems by which CHIETA is directed and held accountable as a public institution. The corporate governance system of CHIETA is strongly informed by the organisation’s legislative environment and best practice governance frameworks as articulated in the King Codes on corporate governance. CHIETA’s mandate is derived from the Skills Development Act, 1998 (Act No. 97 of 1998) There are two (2) revisions to the legislative mandates that the CHIETA has incorporated into its Annual Performance Plan for 2019/20:

1. Cost Containment Measures (National Treasury instruction no.02 of 2016/17 2. Cost Containment Measures Related to Travel and Subsistence (National Treasury Instruction No.3 of 2016/17)

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3. OVERVIEW OF 2019/20 BUDGET AND MTEF ESTIMATES (Detail)

Table .Financial detail for the Chemical Industries Education and Training Authority

Medium-term estimate

Audited

R Thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Revenue Tax revenue

Non-tax revenue 41 200 42 981 29 333 33 729 35 415 37 186 39 046

Sale of goods and services other than capital assets

Of which:

Admin fees Sales by market

establishments

Non-market est. sales

Other non-tax revenue 41 200 42 981 29 333 33 729 35 415 37 186 39 046

Fines penalties and forfeits

Interest 21 960 23 873 21 214 20 943 21 990 23 090 24 244

Dividends Rent on land


Transfers received 443 535 471 294 501 736 522 256 548 369 575 787 604 577

Other government units -

Departmental transfer Other transfers Department of HET (SETAS

only) 443 535 471 294 501 736 522 256 548 369 575 787 604 577

Skills Development Levies 443 535 471 294 501 736 522 256 548 369 575 787 604 577

Admin - 10% / 10.5% 58 165 61 890 65 857 68 546 71 973 75 572 79 351

Employer Grant Fund Levy- 50% / 20% 113 627 115 861 125 153 130 564 137 092 143 947 151 144

Discretionary Grants - 20% / 49.5% 271 743 293 543 310 726 323 146 339 303 356 268 374 082

National Skills Fund (SETAS only) - -

Other SETAs (SETAS only) Universities and technikons

Local Donors Foreign governments International donor

organisations Total revenue 484 735 514 275 531 069 555 985 583 784 612 974

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643 622

Expenses

Current expense 23 033 24 440 25 989 24 983 27 333 29 361 31 417

Compensation of employees 34 436 33 028 35 254 43 563 44 640 46 211 47 935

Salary & Wages 30 642 28 522 30 184 38 404 39 224 40 524 41 963

Basic salary 21 523 23 576 24 974 32 480 34 673 35 746 36 946

Performance rewards 8 032 3 359 3 406 4 334 4 551 4 778 5 017

Service based 1 087 1 587 1 804 1 590 Compensative/

circumstantial - Periodic payments - Other non-pensionable

allowances - Social Contributions

(employer contributions only) 3 794 4 506 5 070 5 159 5 417 5 687 5 972

Pension 1 906 2 497 2 630 2 814 2 955 3 103 3 258

Medical 1 620 1 705 2 107 2 201 2 311 2 427 2 548

UIF 268 304 333 144 151 158 166

Bargaining council Unions Insurance 251 144 Post retirement benefits

(Medical)

Use of goods and services 23 033 24 440 25 989 24 983 27 333 29 361 31 417

Advertising 227 383 1 321 861 1 512 2 153 2 324

Advertising of posts 227 383 1 321 861 1 512 2 153 2 324

Advertising (marketing)

Audit Fees 3 945 3 509 3 728 3 474 3 821 4 172 4 555

Internal 1 273 898 1 397 957 1 053 1 126 1 205

Forensic - - External 2 672 2 611 2 331 2 517 2 769 3 046 3 350

Bank charges -

Board Costs 1 900 2 339 2 050 1 689 1 808 1 936 2 073

Board - Remuneration 1 760 1 163 1 521 1 641 1 755 1 878 2 009

Board - Air Tickets 128 378 0 0 0

Board - Accommodation 12 142 151 48 53 58 64

Board - Subsistence 1 034 - Bursaries (employees) 181 264 901 964 1 031 1 104 1 181

Catering services - - Communication 1 417 764 1 210 1 220 1 305 1 396 1 494

Telephone 867 421 575 621 664 711 761

Cellphones - - Postage & Courier 550 343 635 599 641 686 734

Satellite signals - Other -

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Computer services 1 365 1 473 872 933 998 1 068 1 143

SITA services - External service

providers 1 365 872 933 998 1 068 1 143 Other services excluding

salaries 13 998 15 708 15 907 15 842 16 857 17 532 18 646

Consultants 2 255 1 781 1 645 1 760 1 883 1 320 1 412

Contractors and special services 609 0 0 0

Cleaning services

Catering services

Security services

Item 1

Item 2

Entertainment

Equipment less than R5000

Inventory 1 100 1 125 1 266 1 240 1 326.80 1 419.68 1 519.05

Consumables

Food and food supplies

Fuel, oil and gas

Parts and other maintenance material

Stationery and printing 1 100 1 125 1 266 1 240 1 327 1 765 1 888

Restoration and fittings

Other

Legal fees 125 89 686 350 375 318 249

Loss or (Gains) 31 34 36 39 42

Losses due to Fraud

On Sale of Assets - 31 34 36 39 42

Forex

Adjustments to Fair Value

Other

Maintenance and repairs 947 1 120 272 294 315 337 360

Buildings 247 259 272 294 315 337 360

Infrastructure assets

Vehicles

Equipment 700 861

Operating leases 3 103 3 217 3 224 3 450 3 692 3 950 4 226

Rent-buildings 3 103 3 217 3 224 3 450 3 692 3 950 4 226

Rent-equipment

Other

Owned/ leasehold and property exp. (Establisment Costs) - -

Transport - Motor Fleet

Transport - Private Vehicles

Other

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Printing and publication 280 290 315 325 348 372 398

Professional bodies and membership fees

Travel and Substinance 2 535 749 2 909 3 302 3 533 3 780 4 045

Air Travel - Air Tickets ( Domestic) 1 755 2 153 2 402 2 570 2 750 2 943

Air Travel - Air Tickets ( International)

Accommodation - Domestic 780 749 756 900 963 1 030 1 103

Accommodation - International

Entertainment

Other

Training and staff development 434 450 901 965 1 033 1 105 1 182

Utilities 348 772 890 952 1 019 1 090 1 166

Water and electricity 348 772 890 952 1 019 1 090 1 166

Item 1

Item 2

Venues and facilities 391 685 552 590 631 675 773

Project expenditure 2 455

Nationa;s Skills fund expenses

Item 2

Depreciation 433 479 925 1 046 1 025 1 025 1 025

Land

Dwellings

Non- Residential Buildings

Investment Property

Other Structures (Infrastructure Assets)

Mineral & Similar Non - Regenerative Resources

Capital Work in Progress

Heritage Assets

Biological Assets

Computer equipment 280 226 434 430 432 432 432

Furniture and Office equipment 8 81 227 252 250 250 250

Other Machinery and equipment 108 156 215 288 268 268 268

Specialised military assets

Transport Assets

Computer Software 37 16 49 76 75 75 75

Valuables (e.g. works of art)

Mastheads and Publishing titles

Patents, Licences, Copyrights, Brand names &

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Trademarks

Recipes, Formulae, Prototypes, Designs & Models

Service and Operating Rights

Other Intangibles

Interest, dividends and rent on land - - - - - -

-

Interest

Dividends

Rent on land

Transfers and subsidies 442 621 482 744 474 865 487 440 511 811 537 402 564 271

Employer Grant 98 785 105 426 111 523 113 327 118 993 124 943 131 190

Provincial government

Municipalities

Departmental agencies and accounts

Universities and technikons

Foreign governments and international organisations

Public and private corporations 98 785 105 426 111 523 113 327 118 993.35 124 943.02

131 190.17

Nonprofit institutions

Households

Descretionary Grant 343 836 377 318 363 341 374 113 392 818 412 459 433 081


Municipalities




Public and private corporations 326 740 357 718 345 722 347 020 365 199 382 805 401 183

7.5% Project Adnministration 17 096 19 600 17 619 27 093 27 619 29 654 31 898

Nonprofit institutions

Households

Transfers other than for skills development - - -


Municipalities – – -

Rates and taxes

RSC levie

Other




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Public and private corporations -

Non life insurance

Other (Artisans)

Non-profit institutions

Households

Total expenses 500 090 540 212 536 108 555 986 583 784 612 974 643 623

Surplus / (Deficit) -15 355 -25 937 -5 039 -0 0 -0 -0

Tax payment

Outside shareholders Interest

Cash flow summary

Adjust surplus / (deficit) for accrual transactions 666 609 646 691 740 791 847

Adjustments for:

Depreciation 611 609 646 691 740 791 847

Interest - - -

Impairments - - -

Net (profit ) / loss on disposal of fixed assets -55 - -

Other – -

Operating surplus / (deficit) before changes in working 666 609 646 692 740 792 847

capital

Changes in working capital -24 276 44 547 41 266 44 154 47 245 50 552 54 091

(Decrease) / increase in accounts payable -16 646 38 190 34 371 36 777 39 351 42 106 45 054

Decrease / (increase) in accounts receivable 91 1 469 1 616 1 730 1 851 1 980 2 119

Decrease / (increase) in inventory 26

(Decrease) / increase in provisions -7 747 4 887 5 278 5 648 6 043 6 466 6 919

Cash flow from operating activities 1 974 609 646 691 740 791 847

Transfers from government - - -

Of which: Capital

: Current

Cash flow from investing activities -482 -861 -991 -1 060 -1 135 -1 214 -1 299

Acquisition of Assets -482 -861 -991 -1 060 -1 135 -1 214 -1 299

Land

Dwellings


Investment Property




Heritage Assets

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Biological Assets

Computer equipment -410 -325 -477 -510 -536 -563 -591

Furniture and Office equipment -26 -408 -392 -420 -441 -463 -486

Other Machinery and equipment -46 -75 -64 -68 -71 -75 -79

Specialised military assets – – -

Transport Assets – -

Computer Software -53 -58 -62 -65 -68 -72



Patents, Licences, Copyrights, Brand names & Trademarks



Other Intangibles

Other flows from Investing Activities

long term investments

Proceeds from sale of assets

Incease in lterm receivables

Cash flow from financing activities - - -

Deferred Income

Borrowing Activities

Grants received - - -

Net increase / (decrease) in cash and cash equivalents 1 560 -79 -345 -369 -395 -423 -452

Balance Sheet Data

Carrying Value of Assets 927 2 537 2 254 2 412 2 532 2 659 2 792

Land

Dwellings


Investment Property




Heritage Assets

Biological Assets

Computer equipment 527 987 857 917 963 1 011 1 062

Furniture and Office equipment 157 235 215 230 242 254 266

Other Machinery and equipment 142 365 325 348 365 383 403

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Specialised military assets –

Transport Assets –

Computer Software 101 950 857 917 963 1 011 1 062



Patents, Licences, Copyrights, Brand names & Trademarks



Other Intangibles

Long Term Investments - - - -

Floating

Current

1<5 Years

5<10 Years

>10 Years

Cash and Cash Equivalents 358 283 357 415 368 137 379 181 390 557 390 558 390 559

Bank 358 283 357 415 259 788 277 973 297 431 318 251 340 529

Cash on Hand

Other

Other

Receivables and Prepayments 1 032 15 670 18 044 19 307 20 658 22 104

23 652

Trade Receivables 798 15 283 17 773 19 017 20 348 21 773 23 297

Staff Debtors 10 48 48 52 55 59 63

Accrued Income - - -

Skills Development Levy receivables 82 94 100 107 115 123

Prepaid Expenses – – –

Other 224 256 129 138 148 158 169

Inventory 52 62 61 66 70 75 80

Trade 52 62 61 66 70 75 80

Other

Other

Capital & Reserves 277 447 367 625 381 033 393 028 405 401 405 403 405 405

Admin Reserve 6 094 6 094 6 094 6 094 6 094 6 095 6 096

Accumulated Reserves Surplus / (Deficit) Prior Year Adjustments Other Employer Grant - - - Discretionary reserve 271 353 361 531 374 939 386 934 399 307 399 308 399 309

Borrowings - - - -

Floating Current

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1<5 Years 5<10 Years >10 Years Post Retirement Benefits - - - -

Present value of Funded obligations

Unrecognised transitional liabiliities

Other

Trade and Other Payables 82 797 2 300 2 415 2 536 2 637 2 638 2 639

Trade Payables 17 975 2 300 2 415 2 536 2 637 2 638 2 639

Accrued Interest Deferred income Skills Development Levy

payables 64 822 - - - - Other payables

Provisions 9 466 5 759 5 048 5 401 5 780 6 184 6 617

Leave pay provision 1 434 1 075 1 021 1 092 1 169 1 251 1 338

Bonus provision 8 032 4 684 4 027 4 309 4 611 4 933 5 279

Advance Billing Other 1 Other 2

Managed Funds (eg Poverty Alleviation Fund) - - - -

Povertity Alleviation Fund

Regional Development Fund

Third Party Funds

Other 4

Contingent Liabilities - - - -

Retirement Fund

Housing Guarantee

Other 1

Other 2

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3.1 Expenditure Estimates:

The total projected expenditure budget of R583 784 573 (R’000) is made up of R407 745 252 in Discretionary Grant and Strategic Project allocations, R 104 065 891 (R’000) in approved Mandatory Grants and R71 973 430 in Administration expenditure resulting in a zero net surplus/deficit. Discretionary Grant and Strategic project expenditure are focused on key scarce and critical skills interventions as identified in the CHIETA Sector Skills Plan and by the member companies in the chemical industry and are based on applications for funding from stakeholders that include, inter alia;

Programs supporting learners on registered learnerships and workplace experience

Supporting scarce and critical skills

Prioritising apprenticeship and artisan training programmes

Supporting partnerships and training initiatives in Further Education and Training (FET), Higher Education and Training (HET) and the Chemical Industry

Providing incentives for workplace experience and employment creation

Assisting graduates in entering the workplace and enhancing employability through further graduate development programs

Promoting Recognition of prior learning (RPL) and facilitation of strategic sector research programs

As per the Discretionary Grant Regulations, a maximum of 7.5% of discretionary grants spent can be utilized for the purposes of project management. The CHIETA has budgeted an amount of R27 619 (R’000) for the 2019-20 financial year, for project management of discretionary grant and project commitments and related expenditure and project management. The Mandatory Grant expenditure budget is based on a rebate of 20% of the SDL levy received for qualifying member companies participating in mandatory grants. Mandatory grants are based on the submission of a Workplace Skills Plan and Education and Training report in a manner and quality that is acceptable to the CHIETA as per the grant regulations.

3.2 RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOMES AND ORIENTED GOALS

Programmes and Sub-Programmes:

The strategic outcomes oriented goals of the CHIETA Strategic Plan is clearly defined into four strategic outcome oriented goals. Administration is contexualised in the Annual Performance Plan as Programme One (1). The programmes in the Annual Performance Plan sets performance targets of the CHIETA for the upcoming budget year (2019/20) over the MTEF for each of our strategic objectives identified in part B of the CHIETA Strategic Plan. The budget allocations for the four programmes enable the CHIETA to achieve the performance indicators as is set out in the Annual Performance Plan. The budget per programme is provided in the APP under each programme description.

Skills development levy income increased by 4% in 2015/16. Total revenue earned also increased by 4% in comparison with the prior financial year. The trends in the skills development levy income over the NSDS 111 period show an increase of over 54% in skills development levy income in 2015/16 in comparison with SDL income received in the 2010-11 financial year. The CHIETA has sustained its level of operations within the 10.5% legislated administration provision in each year since inception without compromising the achievement of its service level agreement and performance targets. Savings in administration funds during the NSDS 111 period from 2011 to 2016 of over R27.8 million was reallocated to discretionary reserves and utilised in discretionary grants and projects for Chemical Industry skills priorities. These savings were attributed to continuous development of expenditure control and procurement practices, as well as numerous cost containment initiatives implemented within the CHIETA as well as streamlined, effective and efficient human resource capacity. The income and expenditure trends indicate how the budget and the MTEF allocations contribute to the CHIETA strategic outcome oriented goals. The CHIETA has outlined its performance indicators in the Annual Performance Plan together with the CHIETA MTEF budget in Annexure D.

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Revenue: The key source of CHIETA revenue is Skills Development Levy (SDL) income contributed by levy paying member companies. As per the requirements of the skills development legislation, CHIETA member companies contribute 1% of their payroll to the South African Revenue Services (SARS) as a Skills Development Levy. SDL income received by SARS is transferred to the Department of Higher Education and Training (DHET), who then transfer 80% of the levies received to the relevant SETA and the balance of 20% to the National Skills Fund. The total projected revenue for the 2019-20 financial year is R 583 784 573. SDL income for the 2019-20 financial year is projected to contribute R 583 784 (R’000) to the total revenue budget. It is projected that interest from invested funds will amount to R 21 990 (R’000). Penalties and interest imposed on SDL by SARS will is projected at R 12 786 (R’000) of the total projected revenue receivable by the CHIETA during the financial period. The anticipated reduction in investment return from prior years is due to the lower than expected cash holdings based on accelerated discretionary grant disbursements. The total income projection of 583 784 573 (R’000) is made up as follows in terms of the Discretionary Grant Regulations:

R 407 745 252 (R’000) in Discretionary Grant funds.

R 104 065 891 (R’000) in Mandatory Grant funds.

R 71 973 430 (R’000) in Administration funds.

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PART B: PROGRAMME AND SUB-PROGRAMME PLANS

4. CHIETA Programmes

CHIETA defined four (4) cross cutting matrix based organisational programmes illustrated in under mentioned table:

CHIETA PROGRAMME

PURPOSE OF THE PROGRAMME

PROGRAMME 1: ADMINISTRATION

Instil and maintain a culture of good governance within CHIETA

PROGRAMME 2: RESEARCH AND SKILLS PLANNING

A professional and credible skills development planning tool for the Chemical Industry articulating sector realities and needs and agreed sector strategies to address skills need.

PROGRAMME 3: OCCUPATIONALLY DIRECTED PROGRAMME

To ensure continuous training of the Chemical Industry workforce through mid- level skills need and apprenticeship training and addressing of high level national scarce skills through work ready graduates from Higher Education Institutions.

PROGRAMME 4 :ETQA

To ensure the sustainability of Chemical accreditation of service providers, the curriculum development of qualifications and the acceleration of certification

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4.1 STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2019/20

The ten (10) CHIETA Strategic Objectives with the consolidated Annual Performance and Medium Targets is indicated in the under mentioned table:

Strategic objective

Audited/Actual performance Estimated

performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

1 CHIETA aligned to the key principles of KING IV

30 30 31 31 31 31 31

2 Manage and sustain a continuously improving credible research and planning framework

1158 1316 589 584 584 584 584

3 Impact studies on the effectiveness of CHIETA and industry skills development interventions

- - 1 1 1 1 1

4 Optimal access and delivery on occupationally directed programmes

17514 18231 18154 17326 16798 16798 16798

5 Strategic public and private partnerships to support TVET graduates for WIL

1158 1316 1323 1348 1360 1360 1360

6 Addressing low level language and numeracy skills to provide access to additional training and pathways

635 640 375 375 225 375 375

7 Supporting Coops,SMMEs,worker initiated ,NGOs and community training initiatives

152 166 180 200 210 210 210

8 Building career and vocational guidance 8 9 7 8 11 8 8

9 Addressing medium term strategic priorities of Government

20 20 15 11 10 10 10

10 Accreditation and management of CHIETA providers, moderators and assessors

- - 545 565 565 565 565

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ESTIMATED BUDGET PER STRATEGIC PROGRAMME FOR FIVE YEARS 2016/17 TO 2020/21

PROGRAMME NUMBER

STRATEGIC PROGRAMME 5 YEAR BUDGET 2016/17 T0 2020/21

1 ADMINISTRATION R 342 755 188

2

RESEARCH AND SKILLS PLANNING R 51 319 577

3

LEARNING PROGRAMME AND PROJECTS R 2 307 195 429

4

ETQA R 85 278 238

TOTAL R 2 786 548 432

ESTIMATED BUDGET FOR STRATEGIC PROGRAMMES FOR 2019/2020

PROGRAM NUMBER/SUB-PROGRAMMES

PROGRAMME NAME

BUDGET ALLOCATION 2019/20

1

Administration

R 71 973 430

2

Research and Skills Planning

R 10 751 500

3

Learning Programmes and Projects

R 483 169 104

4

ETQA

R 17 890 539

TOTAL

R 583 784 573

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4.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2019/20

4.3 PROGRAMME PERFORMANCE INDICATORS, MEDIUM TERM AND 2019/20 ANNUAL AND QUARTERLY PERFORMANCE TARGETS

PROGRAMME 1: ADMINISTRATION

PURPOSE: Instil and maintain a culture of good governance within CHIETA

BUDGET: R 71 973 430

Strategic Objective 1

CHIETA aligned to the key principles of KING IV

Objective Statement This objective will contribute to the effective control and compliance to ensure long term sustainability

of the CHIETA. Baseline Strong corporate governance is a cornerstone of the CHIETA business with 31 interventions

Justification

This objective will provide a disciplined and transparent functioning of CHIETA funds management, business processes and governance frameworks

Links

This objective support on a cross cutting level all the other four(4) programmes of CHIETA and is also linked to 5.1 of the NSDS III

Risks

ineffective organisational planning; monitoring and evaluation

ineffective functioning of CHIETA governance structures

ineffective legal compliance framework

Strategic objective Strategic

Plan target 2017/18 - 2021/22


Performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

1.1 CHIETA aligned to the key principles of KING IV

155 - 30 31 31 31 31 31

Performance indicator Audited/Actual performance

Estimated

performance

2018/19

Medium-term targets

2015/16

2016/17 2017/18 2019/20 2020/21 2021/22

1.1 Maintaining an Unqualified Audit Report at the end of the financial year 2019/20

1 1 1 1 1 1 1

1.2 Ensuring the Effective functioning of the CHIETA 5 Governance and Constitutional structures

24 24 24 24 24 24 24

1.3 Ensuring the planned CHIETA annual admin budget to be a 10% reduction

1 1 1 1 1 1 1

1.4 Ensuring the Effective functioning of CHIETA Risk Management Framework: One Framework

- - 1 1 1 1 1

1.5 Providing 4 Governance Charter Reports

- - 4 4 4 4 4

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4.3 QUARTERLY PERFORMANCE TARGETS 2019/20

Programme performance

indicators

Reporting period Annual target

2019/20

2019/20

Quarterly targets 1st 2

nd 3

rd 4

th

1.1.1 Maintaining an Unqualified Audit Report at the end of the financial year 2019/20 Annually 1 1

1.1.2 Ensuring the Effective functioning of the CHIETA 5 Governance and Constitutional structures

Quarterly 24 6 6 6 6

1.1.3 Ensuring the planned CHIETA annual admin budget to be a 10% reduction

Annually 1 1

1.1.4 Ensuring the effective functioning of CHIETA Risk Management Framework: One Framework

Annually 1 1

1.1.5 Providing 4 Governance Charter Reports

Quarterly 4 1 1 1 1

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PROGRAMME 2: RESEARCH AND SKILLS PLANNING

Purpose: A professional and credible skills development planning tool for the Chemical Industry articulating sector realities and needs and agreed sector strategies to address skills need.

BUDGET: R 10 751 500


Manage and sustain a continuously improving credible research and skills planning framework

Objective Statement

This objective will contribute to sustainability and increase in the value proposition and impact of the SSP

for the Chemical Sector and economic growth of the country - 584

Baseline Number of quality intervention within the SSP update addressing sector and national priorities and needs : 53

Justification This objective will contribute to the improvement of skills development linkages with the workplace in addressing sustainable employment and economic growth.

Links

This objective is linked to the NSDS III 4.1: Establishing a credible institutional mechanism for skills planning

Risks

Ineffective MIS functionality

Not being responsive to the training needs and priorities of the Chemical industry and National Imperatives

Inadequate compliance to relevant legislation, regulations and best practice standards

Ineffective response to audit findings and matters raised


Plan target 2017/18 - 2021/22


Performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

2.1 Implementing a total number of 584 interventions in support of a quality SSP

2925 48 53 589 584 584 584 584

PERFORMANCE INDICATORS WITH 2019/20 AND MEDIUM TERM TARGETS WITH BASELINE

Performance indicator Audited/Actual performance Estimated

Performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

2.1

Providing annual WSP and ATR data analysis and reporting

1 1 1 1 1 1 1

2.2 A total number of 5 Research Reports inclusive of Research Partnerships are formed

10 10 10 5 5 5 5

2.3 Updating and maintaining of the nine Sub Sector Chamber Skills Plans

9 9 9 9 9 9 9

2.4 Maintaining the Track and Trace System for graduates

(including all learning programmes) in the sector

1 1 1 1 1 1 1

2.5 The SSP is well researched for providing a credible institutional mechanisms for skills Planning

1 1 1 1 1 1 1

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2.6 Funding support to 3 Industry and University partnerships

3 3 3 3 3 3 3

2.7 The number of WSPs from large firms

114 114 114 114 114 114 114

2.8 The number of WSPs from medium firms

150 150 150 150 150 150 150

2.9 The number of WSPs from small firms

300 300 300 300 300 300 300

QUARTERLY PERFORMANCE TARGETS 2019/20

Programme performance indicators Reporting period Annual target

2019/20

Quarterly

targets 1st

2nd

3r

d

4th

2.1 Providing annual WSP and

ATR data analysis and reporting

Annual

1 1

2.2 A total number of 5 Research Reports inclusive of Research Partnerships are formed

Annual

5 5

2.3 Updating and maintaining of the nine Sub Sector Chamber Skills Plans Annual

9 9

2.4 Maintaining the Track and Trace System for graduates

(including all learning programmes) in the sector

Annual

1 1

2.5

The SSP is well researched for providing a credible institutional mechanisms for skills Planning

1 1 1 1 1 1

2.6 Funding support to 3 Industry and University partnerships

Annual 3 3

2.7 The number of WSPs from large firms

Annual 114 114

2.8 The number of WSPs from medium firms

Annual 150 150

2.9 The number of WSPs from small firms

Annual

300

300

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Impact studies on the effectiveness of CHIETA and industry skills development interventions Strategic Objective 4 Manage and sustain a continuously improving credible research and skills planning framework Objective Statement This objective will contribute to sustainability and increase in the in the value proposition and impact of the SSP for the Chemical Sector and economic growth of the country - 617 Baseline Number of quality intervention within the SSP update addressing sector and national priorities and needs : 53 Justification This objective will contribute to the improvement of skills development linkages with the workplace in addressing sustainable employment and economic growth. Links This objective is linked to the NSDS III 4.1: Establishing a credible institutional mechanism for skills planning Strategic objective Strategic Plan target 2015/16 - 2019/20 Audited/Actual performance Estimated Performance 2016/17 Medium-term targets 2013/14 2014/15 2015/16 2019/20 2019/20 2019/20 2.1 Implementing a total number of 617 interventions in support of a quality SSP 1952 1324 57 48 53 617 617 617 PERFORMANCE INDICATORS WITH 2019/20 AND MEDIUM TERM TARGETS WITH BASELINE Performance indicator Audited/Actual performance 2016/17 Medium-term targets 2013/14 2014/15 2015/16 2019/20 2019/20 2019/20 2.1.1 Providing annual WSP and ATR data analysis and reporting 730 1 1 1 1 1 1 2.1.2 Ensuring a total of 10 Research Reports inclusive of Research Partnerships are formed 17 10 10 10 10 10 10 2.1.3 Updating and maintaining of the nine Sub Sector Chamber Skills Plans 9 9 9 9 9 9 9 2.1.4 Maintaining the Track and Trace System for graduates (including all learning programmes) in sector 1 1 1 1 1 1 1 2.1.5 Ensuring the SSP is well researched providing a credible institutional mechanisms for skills Planning 1 1 1 1 1 1 1 2.1.6 Providing funding support to 22 Master Graduates in support of the Minister’s target 13 22 17 20 22 22 22 2.1.7 Providing funding support to 3 Doctorate Graduates in support to the Minister’s target 9 8 3 3 3 3 3 2.1.8 Providing funding support to 3 Post Doctorates in support to the Minister’s target 6 2 3 3 3 3 3 2.1.9 Proving funding support to 3 Industry and University partnerships 4 3 3 3 3 3 3 2.1.10 Providing Mandatory Grants support to: 114 –Large companies 137 129 114 114 114 114 114 2.1.11 Providing Mandatory Grants support to: 150 –Medium companies 160 175 150 150 150 150 150 2.1.12 Providing Mandatory Grants support to 300 –Small companies 350 356 300 300 300 300 300 QUARTERLY PERFORMANCE TARGETS 2019/20 Programme performance indicators Reporting period Annual target

Objective Statement

This objective will contribute towards overall impact of all training initiatives within the Chemical

Industries Sector

Baseline New Strategic Objective

Justification

This objective will contribute to the overal l impact of CHIETAs Skil ls Development init iatives

Links

This objective is linked to the NSDS III 4.1: Establishing a credible institutional mechanism for skills planning


Plan target 2017/18 - 2021/22


Performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3 Impact studies on the effectiveness of CHIETA and industry skills development interventions

5 - - 1 1 1 1 1



Performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.1

One impact study to measure CHIETA’s effectiveness

1 1 1

1

1 1 1



2019/20

Quarterly

targets 1st

2nd

3r

d

4th

3.1

One impact study to measure CHIETA’s effectiveness

Annually 1 - - - 1

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PROGRAMME 3: OCCUPATIONALLY DIRECTED PROGRAMME

Purpose: To ensure continuous training of the Chemical Industry workforce through mid- level skills need and apprenticeship training and addressing of high level national scarce skills through work ready graduates from Higher Education Institutions. This programme will also address the low level language and numeracy, supporting Co-ops, NGOs and small enterprises, increasing public capacity for improved service delivery, building career and vocational guidance and addressing the medium term strategic priorities of government

BUDGET: R 483 169 104


Plan target 2017/18 - 2021/22

Audited/Actual performance Estimated performance

2018/19 Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21

2021/22

3.1 Ensuring 16 798

learners are participating in

occupationally directed programmes

80 426 17514 18231 18154 17326 14 982 14 982 14 982



performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.1 Enrolling 1000 Employed learners to enter Learnership programmes(non-artisan)

1700 1800 1900 1500 1000 1000 1000

3.2 Enrolling 97 Employed bursary holders

260 270 80 88 97 97 97

3.3 Enrolling 2000 Employed learners on Skills Programmes

3300 3400 3500 3000 2000 2000 2000

Strategic Objective 3.1 Optimal access and delivery on occupationally directed programmes

Objective Statement

This objective will contribute to the training of all learning programmes

Baseline Number of Learning Programmes for employed and unemployed : 16 798 Beneficiaries

Justification

This objective will contribute to the production of high level priority skills in high level occupationally directed programmes in support of the Chemical Industry and in the entire skills development pipeline from universities and colleges to the workplace

Links This objective will contribute to the improvement of skills development linkages with the workplace in

addressing sustainable employment and economic growth.

Linked to NSDS III 4.2 Risks

DG allocations not aligned to strategic objectives

Ineffective maintenance of the commitment schedule

Inadequate or ineffective support to the stakeholders

inadequate MIS system functionality

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performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.4 500 Employed learners are certificated (non-artisan)on Learnership Programmes

825 900 875 750 500 500 500

3.5 45 Employed bursary holders are certificated on completion of their qualifications

130 135 40 60 45 45 45

3.6 1000 Employed learners are certificated on Skills Programmes

1650 1700 1750 1500 1000 1000 1000

3.7 Enrolling 3000 Unemployed learners to enter Learnership programmes (non-artisan)

2200 2300 2400 2500 3000 3000 3000

3.8 Enrolling 60 Unemployed bursary holders

310 450 50 55 60 60 60

3.9 Enrolling 684 Unemployed learners to enter internships/workplace experience programmes

684 550 530 550 684 684 684

NB: The CHIETA has provided a breakdown of the learners participating on bursary programmes that are continuing to complete their qualifications. It is important to note that the CHIETA has committed funding towards these learners and will report them accordingly.


performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.10 Enrolling 1000 Unemployed learners on skills programme

1250 1500 1350 1450 1000 1000 1000

3.11 1500 Unemployed learners are certificated (Non-Artisan) on Learnership Programmes

1100 1150 1200 1250 1500 1500 1500

3.12 30 Unemployed bursary holders are certificated on completion of their qualifications

155 225 25 28 30 30 30

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performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.13 342 Unemployed learners are certificated on completion of internships/workplace experience programmes

255 275 265 275 342 342 342

3.14 500 Unemployed learners are certificated on skills programmes

625 750 675 700 500 500 500

3.15

Enrolling 1730 learners on Artisan programmes

Enrolling 120 learners on Artisan programmes for Centres of Specialisation

1720 1800 1830 1730 1730 1730 1730

120 120 120 120

3.16 479 learners are certificated on completion of their Artisan qualifications

444 461 479 500 479 479 479

3.17 Enrolling 80 learners on Work Integrated Learning (HET) programmes

110 150 130 140 80 80 80

3.18 40 learners are certificated on completion of their Work Integrated Learning (HET) programmes

50 75 65 70 40 40 40

3.19 Enrolling 30 learners on Candidacy programmes entered

20 25 30 30 30 30 30

3.20 15 learners are certificated on Candidacy Programmes for completions after 3 years

0 0 - - 15 15 15

3.21 Enrolling 600 learners on Recognition of Prior Learning programmes

750 800 850 900 600 600 600

3.22 The number of employers in

partnership with CHIETA

125 130 130 130 130 130 130

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Programme performance indicators Reporting

period

Annual target 2019/20

Sector Funded Target

Quarterly targets

1st

2nd

3rd

4th

3.1

Enrolling 1000 Employed learners to enter Learnership programmes(non-artisan)

Quarterly 1000 100 - 250 250 500

3.2 Enrolling 97 Employed bursary holders

Annually 97 N/A - - - 97

3.3

Enrolling 2000 Employed learners on Skills Programmes

Quarterly 2000 N/A 400 500 500 600

3.4

500 Employed learners are certificated (non-artisan)on Learnership Programmes

Quarterly 500 50 100 100 150 150

3.5

45 Employed bursary holders are certificated on completion of their qualifications


3.6

1000 Employed learners are certificated on Skills Programmes

Quarterly 1000 N/A 200 200 300 300

3.7

Enrolling 3000 Unemployed learners to enter Learnership programmes (non-artisan)

Quarterly 3000 400 400 800 900 900

3.8 Enrolling 60 Unemployed bursary holders


3.9

Enrolling 684 Unemployed learners to enter internships/workplace experience programmes

Quarterly 684 N/A - - 342 342

3.10

Enrolling 1000 Unemployed learners on skills programme

Quarterly 1000 N/A 200 300 250 250

3.11

1500 Unemployed learners are certificated (Non-Artisan) on Learnership Programmes

Quarterly 1500 200 200 350 450 500

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Programme performance indicators Reporting

period

Annual target 2019/20

Sector Funded Target

Quarterly targets

1st

2nd

3rd

4th

3.12

30 Unemployed bursary holders are certificated on completion of their qualifications


3.13

342 Unemployed learners are certificated on completion of internships/workplace experience programmes

Quarterly 342 N/A - - 147 195

3.14

500 Unemployed learners are certificated on skills programmes

Quarterly 500 N/A 100 150 125 125

3.15

Enrolling 1730 learners on Artisan programmes

Enrolling 120 learners on Artisan programmes for Centres of Specialisation

Quarterly 1730 84 350 500 440 440

Quarterly 120 - - - - 120

3.16

479 learners are certificated on completion of their Artisan qualifications

Quarterly 479 100 89 110 145 135

3.17 Enrolling 80 learners on Work Integrated Learning (HET) programmes

Quarterly 80 N/A - - 40 40

3.18

40 learners are certificated on completion of their Work Integrated Learning (HET) programmes


3.19 Enrolling 30 learners on Candidacy programmes


3.20

15 learners are certificated on Candidacy Programmes for completions after 3 years

- 15 N/A - - - 15

3.21

Enrolling 600 learners on Recognition of Prior Learning programmes

Quarterly 600 N/A - 200 200 200

3.22 The number of employers in

partnership with CHIETA

Annually 130 N/A - - - 130

NOTE: Sector funded targets are funded from industry through the ETQA Business Unit and applies to Learnerships entered & Completed (Employed & Unemployed) and Artisan entered and completed

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Plan target 2017/18 – 2021/22



2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.2 Ensuring 1360 learners are participating in Workplace Experience /Lecture Development and securing 18 TVET partnerships

6752 1158 1316 1324 1348 1360 1360 1360


performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.23 820 TVET Graduate learners to enter workplace experience programmes

700 750 800 810 820 820 820

3.24 410 TVET Graduate learners are certificated on completion of their workplace experience programmes

350 375 400 405 410 410 410

3.25 18 TVET College campus partnerships are concluded

18 18

18 18 18 18 18

3.26 70 TVET lecturers are entered on capacity building programmes

60 65 70 75 70 70 70

3.27 40 TVET lecturers are certificated on completion of their capacity building programmes

30 33 35 38 40 40 40

3.28 2 SETA Offices are opened in TVET Colleges

- - 1 2 2 2 2

Strategic Objective 3.2

Strategic public and private partnerships to support TVET graduates for work integrated learning

Objective Statement

This will contribute to the strategic partnerships that would address employment and workplace

experience for graduates and lecture development

Baseline Number of Learning Programmes for employed and unemployed : 1360

Justification

This objective will contribute to the capacity building within TVET & HET institutions

Links Linked to NSDS III 4.3

Risks

ineffective workplace approval

ineffective accreditation process

ineffective certification process

ineffective management of SST

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2019/20

Quarterly targets

1st

2nd

3rd

4th

3.23 820 TVET Graduate learners to enter workplace experience programmes

Annually 820

820

3.24 410 TVET Graduate learners are certificated on completion of their workplace experience programmes

Annually 410

410

3.25 18 TVET College campus partnerships are concluded Annually 18 18

3.26 70 TVET lecturers are entered on capacity building programmes

Annually 70 70

3.27 40 TVET lecturers are certificated on completion of their capacity building programmes

Annually 40 20 20

3.28 2 SETA Offices are opened in TVET Colleges

Annually 2 2


Plan target 2017/18 - 2021/22



2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.4 Enrolling 225 Learners

in language and numeracy skills

1725 635 640 375 375 225 375 375


Addressing the low level language and numeracy skills to provide access to additional training and pathways

Objective Statement

To expand access to youth and adults towards language and numeracy training as a foundational

educative base in preparation for structured learning


Justification

This objective will assist young people who exit school before completing senior secondary qualifications to have a chance of participating productively in the economy


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performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.29 150 learners in AET entered

& bridging programmes

250 250 250 250 150 250 250


and bridging programmes are

certificated

125 125 125 125 75 125 125



2019/20

Quarterly targets

1st

2nd

3rd

4th

3.29

150 learners in AET entered

& bridging programmes

Annually 150 75 75


and bridging programmes are

certificated

Annually 75 75

200 learners in Science and /

or Maths bridging

programmes (Second chance –

NEET)

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Plan target 2017/18 - 2021/22



2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.5 Enrolling 210

NGOs,CBOs, small businesses and worker initiated training programmes

1010 48 53 180 200 210 210 210


performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.31 40 Co-ops participating on learning programmes

30 30 30 35 40 40 40

3.32 115 small business participating on learning programmes

90 95 100 110 115 115 115

3.33 50 NGO /CBO / CBC enrolled on learning programmes

27 36 45 50 50 50 50

3.34 5 worker initiated training interventions are entered

5 5 5 5 5 5 5



2019/20

Quarterly targets

1st

2nd

3rd

4th

3.31 40 Co-ops participating on learning programmes

Quarterly 40 20 20

3.32 115 small business participating on learning programmes

Quarterly 115 56 59

3.33 50 NGO /CBO / CBC enrolled on learning programmes

Annually 50 25 25

3.34 5 worker initiated training interventions are entered

Annually 5 5

Strategic Objective 3.5 Supporting co-operatives ,small enterprises, worker initiated NGOs and community training initiatives

Objective Statement

To provide funding support to NGOs,CBOs, small businesses and worker initiated training

Baseline Number of NGOs,CBOs, small businesses and worker initiated training : 210

Justification

This objective will assist the sustainability of these organisations in prioritised training areas identified


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Plan target 2017/18 - 2021/22



2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.6 11 programmes for career and vocational guidance are conducted

54 8 10 10 11 11 11 11


performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.35 Develop 1 CHIETA career guide inclusive of maths and science guide

1 1 1 1 1 1 1

3.36 A total of 10 career guidance events are planned and implemented

4 6 6 7 10 7 7



2019/20

Quarterly targets

1st

2nd

3rd

4th

3.35 Develop 1 CHIETA career guide inclusive of maths and science guide

Annually 1 1

3.36 A total of 10 career guidance events are planned and implemented

Quarterly 10 2 3 3 2

Strategic Objective 3.6 Building career and vocational guidance

Objective Statement

To support and encourage career development within the Chemical Industries Sector with an emphasis

on the scarce and critical priority skills for the industry

Baseline Development of a career guidance framework and career events are 11

Justification

This objective will map out career paths to qualifications and promote comprehensive career development


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Plan target 2017/18 - 2021/22



2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.7 Addressing 10 strategic priorities of government

82 20 20 15 11 10 10 10


performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

3.37 10 Rural Development Projects planned and implemented

10 10 10 11 10 10 10



2019/20

Quarterly targets

1st

2nd

3rd

4th

3.37 10 Rural Development Projects planned and implemented

Annually 10 10

Strategic Objective 3.7 Addressing the medium term strategic priorities of government

Objective Statement To support cross cutting government priorities


Justification

This objective will contribute to accurate commitment schedules and proper project management of Grants and projects

Links Linked to NSDS III 5.2.1

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PROGRAMME 4: ETQA

Purpose: To ensure the sustainability of the Chemical accreditation of service providers, the curriculum development of qualifications and the acceleration of certification

BUDGET: R 17 890 539



performance

2018/19

Medium-term targets

2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

4.1 A total number of 75 workplaces to be approved

- - 70 75 75 75 75

4.2 310 Skills Development Provider Programmes performed for the Chemical Industry

- - 300 310 310 310 310

4.3 180 assessors and moderators registered

- - 175 180 180 180 180



2019/20 Quarterly targets

1st

2nd

3rd

4th

4.1.1

A total number of 75 workplaces to be approved

Annually 75 20 20 20 15

4.1.2

310 Skills Development Provider Programmes performed for the Chemical Industry

Annually 310 75 75 80 80

4.1.3 180 assessors and moderators registered Annually 180 50 55 40 35


Accreditation and management of CHIETA training providers ,moderators and assessors

Objective Statement Ensure that the qualifications developed are relevant to the Chemical Industries Sector

Baseline Continuous support to emerging and existing training providers

(New Strategic Objective)

Justification

This objective will contribute to the sustainability of accredited CHIETA providers and the development of future qualifications for the Chemical Industries Sector



Plan target 2017/18 - 2021/22



2015/16 2016/17 2017/18 2019/20 2020/21 2021/22

4.1 Accreditation and management of CHIETA Training providers, Moderators and Assessors

2805 - 545 545 565 565 565 565

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PROGRAMME NAME


1

Administration 10%

R 71 973 430

2


7.5% Project administration

R 10 751 500

R 806 362

3



R 483 169 104

R 36 237 682

4

LPDI (Quality Assurance)


R 17 890 539

R 1 341 790

TOTAL

R 583 784 573

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4.4 RECONCILING PERFORMANCE TARGETS WITH BUDGET AND MTEF (Summary)

Table .Financial summary for the Chemical Industries Education and Training Authority

Medium-term estimate

Audited Estimated

outcome

R Thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Revenue

Tax revenue – – – – – – –

Non-tax revenue 41 200 42 981 29 333 33 729 35 415 37 186 39 046

Sale of goods and services other than capital assets – – – – – – –

Of which:

Admin fees – – – – – – –

Market establishments – – – – – – –

Incidental Sales – – – – – – –


Transfers received 443 535 471 294 501 736 522 256 548 369 575 787 604 577

Skills development transfers 443 535 471 294 501 736 522 256 548 369 575 787 604 577

Other transfers

Total revenue 484 735 514 275 531 069 555 985 583 784 612 974 643 622

Expenses

Current expense 57 469 57 468 61 243 68 546 71 973 75 572 79 352

Compensation of employees 34 436 33 028 35 254 43 563 44 640 46 211 47 935

Goods and services 22 600 23 961 25 064 23 937 26 308 28 336 30 392

Depreciation 433 479 925 1 046 1 025 1 025 1 025

Interest, dividends and rent on land – – – – – – –

Interest – – – – – – –

Dividends – – – – – – –

Rent on land – – – – – – –

Transfers and subsidies 442 621 482 744 474 865 487 440 511 811 537 402 564 271

Employer grant 98 785 105 426 111 523 113 327 118 993 124 943 131 190

Descretionary grant 343 836 377 318 363 341 374 113 392 818 412 459 433 081

Transfers other than for skills development

Total expenses 500 090 540 212 536 108 555 986 583 784 612 974 643 623

Surplus / (Deficit) (15 355) (25 937) (5 039) (0) 0 (0) (0)

Tax payment – – – – – – –

Outside shareholders Interest – – – – – – –

Cash flow summary

Adjust surplus / (deficit) for accrual transactions (15 355) (25 937) (5 039) (0) 0 (0) (0)

Adjustments for:

Depreciation 433 479 925 1 046 1 025 1 025 1 025

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Interest – – – – – – –

Impairments – – – – – – –

Net (profit ) / loss on disposal of fixed assets

Other – – – – –

Operating surplus / (deficit) before changes in working (14 922) (25 458) (4 114) 1 045 1 025 1 025 1 025

capital

Changes in working capital (23 320) 20 674 20 052 18 379 19 715 21 165 22 739

(Decrease) / increase in accounts payable (924) 38 190 34 371 32 185 34 438 36 849 39 428

Decrease / (increase) in accounts receivable (633) 1 469 1 616 1 858.82 1 989 2 128 2 277

Decrease / (increase) in inventory (21 960) (23 873) (21 214) (20 943) (21 990) (23 090) (24 244)

(Decrease) / increase in provisions 197 4 887 5 278 5 278 5 278 5 278 5 278

Cash flow from operating activities (38 242) (4 785) 15 938 19 424 20 740 22 190 23 764

Transfers from government – – – – – – –

Of which: Capital – – – – – – –

: Current – – – – – – –

Cash flow from investing activities (325) (689) (991) 877 677 655 685

Acquisition of Assets (325) (689) (991) 877 677 655 685

Other flows from Investing Activities – – – – – –

Cash flow from financing activities – – – – – – –

Net increase / (decrease) in cash and cash equivalents 14 391 44 468 40 275 42 789 21 417 22 845 24 449

Balance Sheet Data Carrying Value of Assets 927 2 537 2 254 2 412 2 532 2 659 2 792

Long Term Investments

Cash and Cash Equivalents 358 283 357 415 368 137 379 181 390 557 390 558 390 559

Receivables and Prepayments 1 032 15 670 18 044 19 307 20 658 22 104 23 652

Inventory 52 62 61 66 70 75 80

TOTAL ASSETS 360 294 375 684 388 496 400 965 413 818 415 396 417 083

Capital & Reserves 277 447 367 625 381 033 393 028 405 401 405 403 405 405

Borrowings – – – – –

Post Retirement Benefits – – – – –

Trade and Other Payables 82 797 2 300 2 415 2 536 2 637 2 638 2 639

Provisions 9 466 5 759 5 048 5 401 5 780 7 355 9 039

Managed Funds

TOTAL EQUITY & LIABILITIES 369 710 375 684 388 496 400 965 413 818 415 396 417 083

Contingent Liabilities – – – – – – –

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PART C: LINKS TO OTHER PLANS

REFER TO PAGE 28 0F THE STRATEGIC PLAN

Government macro strategic and policy framework linkages

CHIETA contribution to The Presidential outcomes for the Minister of Higher Education and Training

CHIETA alignment to Governments National priorities

CHIETA Sector Skills Plan linkage to Strategic Plan and Annual Performance Plan

The National Infrastructure and Strategic Integrated Projects (SIPS)

Current partnerships with Government

CHIETA Strategic integration to National Development Plan

Strategic Outcome Oriented Goals Aligned to Strategic Objectives / Programmes and Indicators Matrix

5. Links to the long term infrastructure and other capital plans

None

6. Conditional Grants

None

7. Public Entities

None

8. Public – Private Partnerships

None

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ANNEXURE D: VISION & MISSION

Annexure D

CHEMICAL INDUSTRIES EDUCATION AND TRAINING AUTHORITY

(CHIETA)

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ANNEXURE D

1. VISION

World class education and training for the Chemical Industries sector.

2. MISSION

CHIETA contributes to sustainable development through facilitating the provision of skills for the growth of the Chemical Industry

3. CHIETA VALUE STATEMENT

The CHIETA values are:

Stakeholder Orientation We seek to meet stakeholder expectations in everything we do

Accountability We are committed to CHIETA delivery imperatives

Integrity We do the right thing even when we are not watched

People We are committed to our employees

Performance We achieve our desired results all the time

Service Excellence Meet and exceed client expectations in all CHIETA functional areas

STRATEGIC OUTCOME ORIENTED GOALS

CHIETA defined four (4) Strategic Outcome Oriented Goals namely:-

Strategic Outcome Oriented Goal 1

Sustained and improved culture of good governance within CHIETA

Goal Statement

Effective governance framework where CHIETA disburse its mandate within an environment of accountability, transparency and sound ethical leadership

Strategic Outcome Oriented Goal 2

Providing the Chemical Industry and its nine(9) economic sectors with accurately identified skills needs

Goal Statement

Credible and stakeholder driven Skills Panning and Research Framework identifying critical and scarce skills for industry contributing to the national and international competitiveness, sustainability and growth of the Chemical and related sectors

Strategic Outcome Oriented Goal 3 Reducing the scarce and critical skills needs of the Chemical industry

Goal Statement

Implementation of a diverse range of workplace based skills development interventions and providing better skilled workers and employment ready learners to industry

Strategic Outcome Oriented Goal 4 Producing a highly competent cohort of learners through quality learning programmes

Goal Statement

Skills Development interventions are structured and managed within a framework of quality curriculum and occupational development and accredited training providers ,assessors and moderators thereby ensuring a high quality product and service to industry and related sectors

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PROGRAMME NAME


1

Administration 10%

R 71 973 430

2



R 10 751 500

R 806 362

3



R 483 169 104

R 36 237 682

4

LPDI (Quality Assurance)


R 17 890 539

R 1 341 790

TOTAL

R 583 784 573

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CHEMICAL INDUSTRIES EDUCATION

AND TRAINING AUTHORITY (CHIETA)

Annexure E

Technical Indicator Descriptions

2019/20

CHIETA ANNUAL PERFORMANCE PLAN...

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