Agricultural Sector Education and Training Authority Annual Performance Plan For 2017-2018 vember 2016 1
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Contents Part A: Strategic overview... 5 1. Situational analysis... 5 1.1. Performance delivery environment... 5 1.2. Organisational environment... 6 2. Revisions to legislative and other mandates... 7 3. Overview of 2017 budget and MTEF estimates... 8 3.1. Expenditure estimates... 8 3.2 Relating expenditure trends to strategic outcome oriented goals... 12 Part B: Programme and sub-programme plans... 13 1. Programme 1: Skills Planning... 13 2. Programme 2 Skills Delivery... 23 3. Programme 3: Quality assurance... 32 4. Programme 4: Administration... 34 4.3. Reconciling performance targets with the Budget and MTEF... 40 4.4. Performance and expenditure trends... 40 Part C: Links to other plans... 41 5. Links to the long-term infrastructure and other capital plans... 41 6. Conditional grants... 41 7. Public entities... 43 8. Public-private partnerships... 47 partnership exist with a public entity... 47 Annexure A: Technical Indicator Descriptor... 48 4
Part A: Strategic overview 1. Situational analysis Present updated information on the performance delivery and institutional environment, based on the information gathered during the annual performance-planning process. The information presented should broadly correlate with what was presented in the Strategic Plan, but it should not be as detailed. The focus should be on noting any changes in the external and/or internal environments that might affect performance. Whilst the AgriSETA Sector Skills Plan (SSP) aims to address wide range of issues in the agricultural sector, in essence it captures the following important realities which have a direct impact on the process of development of such skills in the sector 1 ; The global consensus on commitment to agriculture as a key driver for achieving food security, poverty alleviation and economic growth in Sub-Saharan Africa, calls for new strategies and approaches in Agriculture for development. This commitment will directly encourage development of capacity towards smallholder and emerging farming sector. The sectoral challenges, which include Inter Alia: Equity; Growth and Competitiveness; Environmental Sustainability; and Governance as identified in the Integrated Growth and Development Plan of the Department of Agriculture, Forestry and Fisheries for the period 2011-2031 shape the process of packaging these skills in the sector. The pressure on AgriSETA to balance the disbursement of discretionary funds to AET, NQF 1 and NQF 2 learning programme, due to the fact that the Agriculture relies heavily on unskilled and semi-skilled workers with higher pitched learning in response to technological advances and the increase in the need for skilled agricultural workers; The required efforts of the agriculture sector to change the image of agriculture to attract the youth, to advocate prevalent career and business opportunities in the sector. The continued low success rate of land reform projects need to be factored into discretionary grant funding plans of the AgriSETA. 1.1. Performance delivery environment The need for discretionary grant funded support to deliver on the required learning programmes in the sector outstrips the available resources of the AgriSETA. The Strategic plan has been updated to the National Treasury framework with the following significant changes: AgriSETA identified 4 programmes that will be driven to achieve the organisational goals aligned with the proposed DHET framework for Strategic Plans; Strategic outcome orientated goals were devised for the organisation 5
1.2. Organisational environment The AgriSETA structure is well balanced and is entrenched from Accounting Authority level to the Operational structure. Stability and extensive institutional knowledge exist due to the low labour turnover rate and the fact that appropriately qualified staff members are employed. The AgriSETA registration that was extended up to 2018 makes the management of talent challenging. National Council of Provinces (NCOP) select committee on education and recreation & national assembly portfolio committee on Higher Education and Training Executive Authority (DHET) AgriSETA Accounting Authority EXCO CEO Standing Comm. Strategic Operations O P E R Programme 1: Skills Planning Programme 2: Skills Delivery Programme 3: Quality Assurance Programme 4: Administration A T Mandatory Grants Decent work Quality Assurance Finance I Reporting Research Rural Development and Cooperatives Qualification Development Governance O N A Agricultural leadership capacity Public entity partnership development Youth and career development ICT Human resources L 6
2. Revisions to legislative and other mandates The following legislative mandates are noted: Proposal for the New National Skills Development Strategy (NSDS) and Sector education and Training Authorities (SETAs) The following pending court case should be noted: The court case between Business Unity South Africa (BUSA) and the Minister of Higher Education and Training, BUSA won the court case, currently the mandatory grants are still pitched at 20%. Changes to the Mandatory grants can have a significant impact on the number of employers participating in the mandatory grant process. There have been no significant changes to AgriSETA s mandates. 7
3. Overview of 2017 budget and MTEF estimates 3.1. Expenditure estimates Table 1: AgriSETA Programme Audited outcome Adjusted appropriation Medium term expenditure estimate R('000) 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 1. Skills Planning 55 196 46 821 54 579 76 083 79 225 83 315 86 122 2. Skills Delivery 168 979 141 922 180 138 209 520 229 416 R232 115 R255 670 - - - - 3. ETQA 20 102 20 102 20 102 20 102 4. Administration 31 102 35 958 38 982 44 195 49 103 51 609 53 903 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Total 255 277 224 701 273 699 349 900 377 846 387 141 415 797 8
Economic classification Current payments 38 357 40 085 40 591 42 566 49 103 47 647 51 697 Compensation of employees 17 226 11 856 14 166 22 400 20 127 25 038 26 678 Salaries and wages 16 268 10 360 12 611 21 186 20 127 23 679 25 232 Social contributions 958 1 496 1 555 1 214 1 359 1 446 Goods and services 20 686 27 843 25 963 20 166 28 975 22 609 25 019 Of which 1 Agency and support/outsourced services 7 207 7 864 9 286 8 073 8 557 9 037 9 614 Communication 1 240 649 667 850 901 951 1 012 Computer services 23 - - - - - - Consultants - 854 266 787 2 337 881 937 Contractors - - - - - - - Inventory 319 226 456 700 742 784 834 Lease payments 197 62 257 165-185 197 Repairs and maintenance 167 385 793 416 441 466 494 Research and development 261 489 845 700 - - - Training and staff development 113 577 798 800 848 895 951 Travel and subsistence 2 584 4 171 3 369 3 815 4 044 4 270 4 535 Other 8 575 12 566 9 226 3 860 8 910 4 356 5 613 Depreciation 445 385 462 - - - - 2 QCTO - - - - 195 - - Sale of fixed assets - - - - - - - Impairments and Adjustments to Fair Value - - - - - - - Adjustments to Fair value of financial assets - - - - - - - Impairments to non-financial assets - - - - - - - 9
Interest, dividends and rent on land - 1 - - - - - Interest - 1 - - - - - Dividends - - - - - - - Rent on land - - - - - - - Transfers and subsidies 217 092 279 331 243 061 305 705 328 743 339 494 364 100 Employer Grant (SETAs only) 54 936 137 409 62 923 61 826 66 739 65 472 73 636 Other government units - 85 016 - - - - - National government - - - - - - - Departmental agencies and accounts - - - - - - - Provinces - - - - - - - Municipalities - - - - - - - National Skills Fund - 85 016 - - - - - Public corporations and private enterprises (subsidies and other transfers) - 6 061 9 189 - - - - Public corporations - - - - - - - Private enterprises - 6 061 9 189 - - - - Households and non-government units 54 936 46 332 53 734 61 826 66 739 65 472 73 636 Discretionary Grant (SETAs only) 162 156 141 922 180 138 243 879 262 003 274 022 290 464 Other government units 137 526 141 922 - - - - - National government 109 824 141 922 - - - - - Departmental agencies and accounts - - - - - - - Provinces 27 702 - - - - - - Municipalities - - - - - - - National Skills Fund - - - - - - - 10
Public corporations and private enterprises (subsidies and other transfers) 24 630-180 138 243 879 262 004 274 022 290 464 Public corporations - - - 243 879 - - - Private enterprises - - - - - - - Households and non government units - - - - - - - Higher education institutions - - - - - - - Foreign governments and international organisations - - - - - - - n-profit institutions - - - - - - - Households - - - - - - - Social benefits - - - - - - - Other transfers to households - - - - - - - Technical reserves (social security funds only) - - - - - - - Tax payment - - - - - - - Outside shareholders Interest - - - - - - - Total Expenditure 255 277 224 701 273 699 349 900 377 846 387 141 415 797 11
3.2 Relating expenditure trends to strategic outcome oriented goals Creditable institutional mechanisms: this goal will be supported through the implementation of the skills planning programme, focus will be on establishing research capacity and strengthening the sector skills committees. It is expected that the full allocated budget will be spend ; Increased professional, vocational, occupational and workplace learning to create decent jobs: This goal will be supported through the implementation of the skills delivery programme with the focus on addressing the critical skills identified in the updated sector skills plan. The funding of learnerships, bursary and internship programmes will be prioritised; Increased skills levels of cooperatives, NGOs, CBOs in support of Land Reform and rural development.: This goal will be supported through implementation of the skills delivery programme; a renewed focus will be placed on partnership funding and support to rural structures and youth. Funding will be prioritised for learnership and skills programmes; Improved Agricultural education and training systems: This goal will be supported through the implementation of the ETQA programme and a renewed focus of funding will be channelled towards expanding on the RPL programme and towards alignment with the QCTO processes. Increased Mandatory grant participation of levy paying employers: This goal will be supported through the implementation of the skills planning programme, a renewed focus will be placed on the induction of new employers and the capacitation of Skills Development Facilitators (SDFs) Increased participation of Youth in Agriculture: This goal will be supported through the implementation of the skills planning programme focussing on increased participation in career development events Increased Public sector capacity: This goal will be supported through the implementation of the Administration and Skills Planning programmes, focussing funding on the development of agricultural leaders and strengthening the capacity of board structures. 12
Part B: Programme and sub-programme plans 1. Programme 1: Skills Planning 1.1. Purpose: To ensure that HRD information is available and contribute to skills development planning. This programme aims to address the challenges of lack of institutional mechanisms that provide credible information and analysis of the supply and demand for skills, thus informing the skills planning and delivery processes. It also looks at the gap in terms of the capacity to conduct and coordinate professional research, and the dissemination of information. The management of mandatory grants will be done through the skills planning department who is ultimately responsible for achieving the objectives within this programme. Currently AgriSETA has approximately 21 408 registered employers, of which 5 233 pay skills development levies. The SETA has a total of 2 394 registered SDFs (skills development facilitators) throughout the nine provinces, who are either employed by companies or work as freelance consultants for one or more companies. Generally, the mandatory grant system and the submission of the WSPs (workplace skills plans) and ATRs (annual training reports) by companies are working well, at a 73% pay-out rate of mandatory grants. However, there are some challenges that need to be addressed in order to maximise the effectiveness of this process. Sub-programme 1.1.: Research Strategic objective Strategic Plan target 1.1. Establish and maintain a credible mechanism for skills planning and delivery in agricultural sector To establish and enhance a credible institutional mechanism for skill planning and delivery in the agricultural sector by 2019 Audited/Actual performance Estimated Medium-term targets performance 2017/18 2018/19 2019/20 2013/14 2014/15 2015/16 2016 - - - 1 system 1 system 1 system 1 system 13
Programme performance indicators Audited/Actual performance Estimated 1.1.1. Sector skills plans, Annual performance plan and strategic plans updated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 1 1 1 1 1 1 1 1.1.2. Research agenda developed and approved target target 1 1 1 1 1 1.1.3. Number of SSC committees established and strengthened 11 SSC s 11SSC S through capacity building sessions and plenaries. 2 Meet. 2 Meet. 0 1 7 11 SSCs 2 Capacity building 1 Plenary targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 targets 1.1.1. Sector skills plans, Annual performance plan and strategic plans updated 1 Plen. 1 plen. 1 st 2 nd 3 rd 4 th 1 1 0 0 0 11SSC s 2 Meet. 1 Plen. 1.1.2. Research agendas developed and approved 1 0 0 1 0 1.1.3. Number of SSC committees established and strengthened through capacity building sessions and plenaries. 11 SSC s 2 Meetings 1 Plenary 0 0 0 11 2 1 14
Sub-programme 1. 2: Reporting Strategic objective Strategic Plan target Audited/Actual performance Estimated performance Medium-term targets 2013/14 2014/15 2015/16 2016 2017/18 2018/19 2019/20 1.2. Improved management of information and knowledge that is generated within and outside the AgriSETA to enhance performance and inform the overall strategic planning processes To increase the accessibility of Information and knowledge by 30% - - - - 30% increase Programme performance indicators Audited/Actual performance Estimated 30% increase 30% increase Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 1.2.1. Number of internal knowledge exchange sessions Target Target Target Target 4 4 4 1.2.2. Number of performance monitoring sessions facilitated with target holders within AgriSETA 1.2.3. Maintain a 10% Improvement in the validity of reported information Target Target Target Target Target Target Target 12 reports Target 10% improve ment 12 reports 10% improve ment 12 reports 10% improve ment 15
1.2.4. Improve the quality of performance information by 10% through internal workshops and feedback. Target Target Target Target 10% improve ment 10% improve ment 10% improve ment targets 2017 targets for programme performance indicators: Programme performance Reporting period Annual target 2017 targets indicators 1 st 2 nd 3 rd 4 th 1.2.1. Number of internal 4 meetings 1 1 1 1 knowledge exchange sessions 1.2.2. Number of 12 meetings 3 3 3 3 performance monitoring sessions facilitated with target holders within AgriSETA 1.2.3. Maintain a 10% Improvement in the validity of reported information 10% improvement 10% improve ment 10% improve ment 10% improve ment 1.2.4. Improve and maintain the quality of performance information by 10% through internal workshops and feedback. 10% improvement 10% improve ment 10% improve ment 10% improve ment 10% improv ement 10% improv ement 16
Sub-programme 1.3: Mandatory Grants Strategic objective Strategic Plan target 1.3 Improved Mandatory Grant Administration To increase employer access to grant information by 15% to enable the maximum number of enterprises in the sector to participate in the National Skills Development Strategy. Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016/17 2017/18 2018/19 2019/20 - - - - 15% 15% 15% increase increase increase Programme performance indicators Audited/Actual performance Estimated performance Medium-term targets 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 1.3.1. Annual revision of the mandatory grant system to improve effectiveness; target target 1 system reviewed 1 system reviewed 1 system reviewed 1 system reviewed 1 system reviewed 1.3.2. An increase in the participation of employers in mandatory grants from 1790 to 1810; target target 380 large firms 470 medium firms 850 small firms 380 large firms 470 medium firms 850 small firms 410 large firms 500 medium firms 900 small firms 410 large firms 500 medium firms 900 small firms 410 large firms 500 medium firms 900 small firms 1.3.3. Increasing the payment of mandatory grants to 76% annually, 1.3.4. Number of SDF s trained annually as part of support to employers; 30 40 t reported 76% of grants paid 50 SDF s trained 76% of grants paid 50 SDFs trained 76% of grants paid 75 SDFs trained 76% of grants paid 75 SDFs trained 17
targets 2017 targets for programme performance indicators: Programme performance Reporting period Annual target 2017 targets indicators 1 st 2 nd 3 rd 4 th 1.3.1. Annual revision of the mandatory grant system to improve effectiveness; 1.3.2. An increase in the participation of employers in mandatory grants from 1790 to 1810; 1.3.3. Increasing the payment of mandatory grants to 76% annually, 1.3.4. Number of SDF s trained annually as part of support to employers; 1 system reviewed and improved Increase in participation from 1790 to 1810 L-Large employer M-Medium employer S-Small employer 76% of mandatory grants paid 50 SDF s trained annually 0 0 1 0 0 410 L 500 M 900 S - 76% of mandatory grants paid 0 0 50 0 0 18
Sub programme 1.4. Agricultural leadership capacity Strategic objective 1.4. Increase the internal and external leadership capacity to effectively direct and facilitate the delivery of sectorspecific interventions. Strategic Plan target To increase leadership skills by 40% to establish sound social partner governance structures and systems. Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 40% increase 40% increase 40% increase Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 1.4.1 Number of learners participating in Agricultural leadership development programmes t reported target 25 40 40 50 70 1.4.2. Number of capacity building programmes for board standing committees; t reported t reported targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 1.4.1. Number of learners participating in Agricultural leadership development programmes 0 1 1 1 1 targets 1st 2nd 3rd 4th 40 0 0 40 0 19
1.4.2. Number of capacity building programmes for board standing committees; 1 0 0 1 0 Sub programme 1.5. Public entity partnership development Strategic objective Strategic Plan target 1.5. Increase public sector capacity for improved service delivery and to provide appropriate support for agricultural and rural development To increase the skills levels of beneficiaries of public sector capacity building programmes by 30% Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 30% increase 30% increase 30% increase Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 1.5.1 Number of co-funded projects supported through public entities - - - 8 8 8 8 1.5.2. Number of research projects established - - - 10 10 10 10 1.5.3. Number of partnerships with Public Entities in support of Ministerial Projects - - - 7 7 7 7 20
targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 1.5.1 Number of co-funded projects supported through public entities targets 1st 2nd 3rd 4th 8 2 2 2 2 1.5.2. Number of research projects established 1.5.3. Number of partnerships with Public Entities in support of Ministerial Projects 10 - - 5 5 7 2 2 2 1 1.2. Reconciling performance targets with the Budget and MTEF Table 1: Programme name: Skills Planning Sub Programme: Medium term expenditure Expenditure outcome R 000 Adjusted appropriation estimate R 000 NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 1 Research 261 489 845 1 495 1 000 1 495 1495 2 Reporting - - - - - - - 3 Mandatory Grants 54 935 46 332 53 734 62 331 66 739 70 058 74121 4 Agricultural leadership capacity - - - 2 257 1 468 1762 1762 5 Public entity partnership development - - - 10 000 10 018 10 000 8 744 55 196 46 821 54 579 76 083 79 225 83 315 86 122 21
1.3. Performance and expenditure trends Research The priority for the research sub-programme within the MTEF for 2017 will be to establish and strengthen internal research capacity through additional human capital and to re-structure and capacitate the Sector Skills Committee s to inform the AgriSETA planning process Reporting Within this MTEF the reporting sub-programme will focus on strengthening internal monitoring and verification processes to ensure that credible and reliable information is reported that further enhancing the SETAs capacity to use internal data for planning purposes Mandatory Grants During this MTEF this sub-programme will focus on strengthening data collection through the WSP/ATR process and to increase the current base of employers participating in the mandatory grant process Agricultural Leadership capacity The expenditure focus for this period will be on the development of new and emerging farmers Public entity partnership development The expenditure for this reporting period will focus on the establishment of research activities within sub sector committees and to support Agricultural structures to improve service delivery. 22
2. Programme 2 Skills Delivery 2.1. Purpose: To, through skills development impact on the productivity and profitability of the agricultural sector and to contribute to food security, vibrant entrepreneurship and self-reliance especially for rural economies. Sub programme 2.1: Professional, Vocational, Occupational and Workplace Learning Decent Work Strategic objective Strategic Plan target Audited/Actual performance Estimated performanc Medium-term targets 2013/14 2014/15 2015/16 e 2016 2017/18 2018/19 2019/20 2.1. Increase nonacademic workplace based vocational learning opportunities in the agricultural sector To increase the efficiency of beneficiaries/learners in the workplace by 30% annually and increase access to learning opportunities by 10% annually - - - - 30% increase in efficiency 10% increase in access 30% increase in efficiency 10% increase in access 30% increase in efficiency 10% increase in access Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performanc 2017/18 2018/19 2019/20 e 2016 2.1.1. Number of learnerships, skills and AET programmes to employed learners and support to commodity organisations; LS-1371 SP-3616 AET-1477 Com. Orgs LS-586 SP-399 AET-931 Com. LS-899 SP-3469 AET-933 Com. Orgs LS-2300 SP-2304 AET -827 Commodity LS-2600 SP-2892 AET -850 Commodity LS-2600 SP-2892 AET -827 Commodity LS-2700 SP-2892 AET -827 Commodit 2.1.2 Number of employed learners completing learnerships, skills and AET programmes; - 10 LS-962 SP-3455 AET-773 Orgs 20 LS-331 SP-413 AET-581 16 LS-1249 SP-3547 AET-519 Orgs - 16 LS- target SP- Target AET Target Orgs - 20 LS-1150 SP-1152 AET -425 Orgs - 20 LS-870 SP-964 AET -425 y Orgs - 20 LS-900 SP-964 AET -425 23
2.1.3. Number of Internship and graduate placement programmes; 2.1.4. Number of Internship and graduate placement programmes completed; 2.1.5. Number of bursaries to employed and un-employed learners and Artisan Development programmes; 2.1.6. Number of employed and un-employed learners completing bursary and Artisan Development programmes; 2.1.7. Number of HIV and Aids DVD s distributed to create awareness INT-418 G.PL 485 INT- Target G.PL- Target Artisan 131 B(18.1) 87 B(18.2)- 187 Artisan 49 B(18.1) 44 B(18.2)-45 t reported INT-285 G.PL 361 INT-94 G.PL 261 Artisan 227 B(18.1) 87 B(18.2)- 157 Artisan 113 B(18.1) 10 B(18.2)-5 INT-268 G.PL 294 INT-138 G.PL 41 Artisan 335 B(18.1)95 B(18.2)- 234 Artisan175 B(18.1)- t reported B(18.2)- t reported INT-300 G.PL 350 INT- target G.PL Target Artisan 210 B(18.1) 100 B(18.2)-200 Artisan target B(18.1) target B(18.2)- target INT-365 G.PL 370 INT-125 G.PL 138 Artisan 235 B(18.1) 125 B(18.2)-275 Artisan 130 B(18.1) 50 B(18.2)-82 INT-350 G.PL 350 INT-125 G.PL 138 Artisan 233 B(18.1) 140 B(18.2)- 250 Artisan 130 B(18.1) 45 B(18.2)-82 INT-350 G.PL 350 INT-125 G.PL 138 570 704 1000 850 1000 1000 Artisan 233 B(18.1) 160 B(18.2)- 250 Artisan 130 B(18.1) 50 B(18.2)-82 targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 2.1.1. Number of learnerships, skills and AET programmes to employed learners and support to commodity organisations; 2.1.2 Number of employed learners completing learnerships, skills and AET programmes; LS-2600 SP-2892 AET -850 Com. Org - 20 LS-1150 SP-1152 AET -425 targets 1 st 2 nd 3 rd 4 th LS-650 SP-0 AET-0 Com. Org- 0 LS-287 SP-0 AET-0 LS-650 SP-0 AET -283 Com. Org - 8 LS-287 SP-0 AET -0 LS-650 SP-1446 AET -283 Com. Org - 8 LS-288 SP-576 AET -212 LS-650 SP-1446 AET -284 Com. Org 4 LS-288 SP-576 AET -213 24
2.1.3. Number of Internship and graduate placement programmes; 2.1.4 Number of Internship and graduate placement programmes completed; 2.1.5. Number of bursaries to employed and un-employed learners and Artisan Development programmes; 2.1.6. Number of employed and unemployed learners completing bursary and Artisan Development programmes; 2.1.7. Number of HIV and Aids DVD s distributed to create awareness INT-365 G.PL 370 INT-125 G.PL 138 B(18.1) 125 B(18.2)-275 Artisan 235 B(18.1) 50 B(18.2)-82 Artisan 130 0 INT-121 GPL 110 INT-0 G.PL-0 B(18.1) 0 B(18.2)-0 Artisan- 58 B(18.1) 0 B(18.2)-0 Artisan 0 INT-0 G.PL -0 B(18.1) 40 B(18.2)-80 Artisan- 59 B(18.1) 0 B(18.2)-0 Artisan 43 INT-122 GPL 150 INT-62 G.PL 69 B(18.1) 40 B(18.2)-115 Artisan- 59 B(18.1) 0 B(18.2)-0 Artisan 43 850 0 250 550 50 INT-122 GPL- 110 INT-63 G.PL 69 B(18.1) 45 B(18.2)-80 Artisan- 59 B(18.1) 50 B(18.2)-82 Artisan 44 25
Sub programme 2.2. Rural Development Strategic objective Strategic Plan target 2.2. Increased governance and skills levels of NLPE to create stability and an environment for economic growth. To increase the governance of NLPE s by 20% and skills levels of beneficiaries with 30% annually. Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 20% increase in governance and 30% increase in skills levels of unemployed beneficiaries 20% increase in governance and 30% increase in skills levels of unemployed beneficiaries 20% increase in governance and 30% increase in skills levels of unemployed beneficiaries Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 2.2.1. Number of Learnership, Skills and mentorship programmes for unemployed learners 2.2.2. Number of unemployed learners completing Learnership and Skills programmes 2.2.3. Number of learners entering new venture creation programmes 2.2.4. Number of learners completing new venture creation programmes 2.2.5. Number of organisations supported through learnerships and new venture creation programmes in partnership with NGOs, CBOs, LS 1741 SP 5189 Mentor s- t reported LS 125 SP 3104 t reported LS 797 SP 1821 Mentor s - 30 LS 22 SP t reported LS 1263 SP 1651 Mentor s - 24 LS 470 SP t reported LS 1536 SP 3500 Mentor s - 25 LS Target SP Target LS 1900 SP 3900 Mentor s 30 LS 768 SP 1750 LS 1536 SP 3800 Mentor s- 25 LS 760 SP 2280 30 50 50 60 70 80 target target 35 35 40 45 50 550 241 220 220 220 220 220 LS 1536 SP 3800 Mentor s - 25 LS 760 SP 2280 26
Co-ops 2.2.6. Number of extension officers to be trained 10 target 233 50 60 70 80 targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 2.2.1. Number of Learnership, Skills and mentorship programmes for unemployed learners 2.2.2. Number of unemployed learners completing Learnership and Skills programmes 2.2.3. Number of learners entering new venture creation programmes 2.2.4. Number of learners completing new venture creation programmes 2.2.5. Number of organisations supported through learnership and new venture creation programmes in partnership with NGOs, CBOs, Co-ops. 2.2.6. Number of extension officers to be trained LS 1900 SP 3900 Mentor s - 30 LS 768 SP 1750 60 People trained targets 1st 2nd 3rd 4th LS 0 SP 0 Mentor s- 0 LS 760 SP 0 LS 633 SP 0 Mentor s - 5 LS 257 SP 0 LS 633 SP 1302 Mentor s - 10 LS 257 SP 875 0 10 20 30 40 0 0 0 40 220 0 100 100 20 60 0 10 20 30 LS 634 SP 2598 Mentor s - 15 LS 254 SP 875 27
Sub programme 2.3: Youth and Career Development Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets Plan target 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 2.3. The development of an integrated career development programme To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development. - - - - 30% increase in perception 30% increase in perception 30% increase in perception Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 2.3.1. The development of an integrated career development programme 2.3.2. Number of strategic partnerships established for enhancing the capacity of youth in agriculture and career development target target target target target target target 1 1 1 target 2 2 2 2.3.3. Number of career exhibitions attended, schools involved and learners exposed Expo s not reported 16 Expo s 8 Expo's 15 expo s 15 x Exhibit. 15 x Exhibit. 15 x Exhibit. Schools not reported Schools not 873 x schools 120 x schools 100 Schools 100 Schools 100 Schools 28
reported t reported t reported 5 000 x learners exposed 7000 x learners exposed 5000x learners exposed 5000x learners exposed 5000x learners exposed targets 2017 targets for programme performance indicators: Programme performance indicators 2.3.1. The development of an integrated career development programme 2.3.2. Number of strategic partnerships established for enhancing the capacity of youth in agriculture and career development Reporting period Annual target 2017 targets 1 st 2 nd 3 rd 4 th 1 0 0 0 1 2 0 1 1 0 2.3.3. Number of career exhibitions attended, schools involved and learners exposed 15 x Exhibit. 100 Schools 5000x learners exposed 0 0 0 5 35 1500 5 35 1500 5 30 2000 29
2.2. Reconciling performance targets with the Budget and MTEF Table 2 Programme name: Skills Delivery PROGRAMME: SKILLS DELIVERY Expenditure outcome R 000 Adjusted appropriation Medium term expenditure estimate R 000 NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 1 Professional, Vocational, Occupational and Workplace Learning Decent Work 139 362 104 666 137 046 124 363 135 033 137 243 151 435 2 Rural Development 29 617 37 256 43 092 85 154 91 263 91 757 100 933 Youth and Career 3 115 3 115 3 302 - - - - 3 Development 168 979 141 922 180 138 209 517 R229 416 R232 115 R255 670 2.3. Performance and expenditure trends Professional, Vocational, Occupational and Workplace Learning Decent Work The Sector Skills Plan for the 2017 period identified the development of higher level skills in the Agricultural sector as critical and scarce, through Learnerships, Bursaries, internships this programme will provide opportunities for the development of these skills in the Agricultural sector. This sub programme will ensure that the following Occupations amongst others, are addressed as identified in the sector skills plan for 2017: Veterinarians, Agricultural scientists, Farm Managers, Agricultural produce inspectors, Agricultural Engineers, Industrial Machinery Mechanic, Mobile plant operators, operations managers, mixed crop and livestock farm workers, Research and development Managers and Agricultural consultants, implementation will be through Learnerships, skills, internships and bursary programmes. The development of numeracy and literacy skills will also be prioritised to improve these basic level skills for employees. 30
Rural Development During this MTEF this sub-programme will continue to focus on the strengthening and support to youth and co-operative structures to improve food security. Through new venture creation programmes and learnerships mentorship skills capacity will be built to mentor new and up-coming farmers. The development extension services to farming enterprises are seen as a keen initiative to support farmers and ensure longer term sustainability. The development of agricultural leadership will focus on providing the new and emerging farmer with the required competencies to increase the knowledge base increasing competitiveness and improving the overall sustainability of the emerging farming sector. This programme will again in this MTEF leverage on conditional grants to broaden the AgriSETA s impact in support to Rural structures. This sub programme will ensure that the following Occupations amongst others are addressed as identified in the sector skills plan for 2017: Veterinarians, Agricultural scientists, Agricultural produce inspectors, Agricultural Engineers, Industrial Machinery Mechanic, Mobile plant operators, mixed crop and livestock farm workers, implementation will be through Learnership and skills programmes. Youth and career development-the priority within this sub-programme is to further expand on career development activities and to focus on partnerships to implement a integrated career development strategy 31
3. Programme 3: Quality assurance 3.1. Purpose: To ensure that there are sufficient, high quality skills development institutions serving the agricultural sector Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets Plan target performance 2017/18 2018/19 2019/20 2013/14 2014/15 2015/16 2016 3.1 Improve agricultural education and training systems to be more responsive to the needs of the sector To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes. - - - - 30% 30% 30% Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 3.1.1. Number of AFETs and TVET's supported with capacity building programmes. target 12 15 11 11 11 11 3.1.2. Number of occupationally directed qualifications target 3 7 6 6 6 6 developed; 3.1.3. Number of AQP s supported through Alignment to target 0 0 5 AQPs 5 AQPs 5 AQPs 5 AQPs the QCTO 3.1.4. Number of RPL projects implemented target 2 6 6 6 6 6 32
targets 2017 targets for programme performance indicators: Programme performance Reporting period Annual target 2017 targets indicators 1 st 2 nd 3 rd 4 th 3.1.1. Number of AFETs and TVET's supported with capacity building programmes. 11 Colleges supported 0 4 4 3 3.1.2. Number of occupationally directed qualifications developed; 3.1.3. Number of AQP s supported through Alignment to the QCTO 3.1.4. Number of RPL projects implemented 3.2. Reconciling performance targets with the Budget and MTEF Table 3 : Programme name: Quality assurance Sub PROGRAMME: QUALITY ASSURANCE Expenditure outcome R 000 6 Qualifications fully developed 5 AQPs currently supported 6 RPL projects implemented Adjusted appropriation 0 2 2 2 0 1 2 2 0 2 2 2 Medium term expenditure estimate R 000 NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Enhancing agricultural 8790 8900 20700 20102 20102 20102 20102 education and training systems to be more responsive to the needs of the sector 1 8790 8900 20700 20102 20102 20102 20102 33
3.3. Performance and expenditure trends This programme will continue to focus on strengthening the quality assurance function through support to the development of occupational qualifications and the support to assessment quality partners in the implementation of new qualifications, closer participation in the Sector Skills Committees to identify new or emerging occupations will be strengthened. The support to TVET Colleges and Colleges of Agriculture will continue to ensure that the base for learning programme delivery is broadened The recognition of prior learning (RPL) programme will be further expanded to respond to the need of the sector. 4. Programme 4: Administration 4.1. Purpose: To provide strategic leadership, management and support services to AgriSETA. The programme include the Accounting Authority, CEOs office, Corporate Services, Financial Administration; Internal Audit; Risk; Stakeholder Relations, Communication; Information Technology and the Human Resources Department To improve the service delivery of public institutions in the agricultural sector through the following offices: Accounting Authority: Provides leadership, decision-making strategic direction. Office of the CEO: Provides leadership, strategic direction, policy development, decision-making support and financial oversight for AgriSETA. Financial Administration: Provides the department with sound financial services. Corporate Services: Renders sound human resource management and development, security and information management services. Stakeholder Relations, Communication and marketing: establishes and strengthens intergovernmental and stakeholder relations, manages communication and marketing services. Internal audit, provides auditing services to ensure compliance with policies and procedures Information Technology, provides hardware and software support to AgriSETA Human Resources department provides Human capital support for AgriSETA to deliver on its mandate 34
Sub programme 1: Finance Strategic objective Strategic Plan target 4.1 To manage AgriSETA finances in alignment with PMFA and National Treasury guidelines To reduce the internal control deficiencies reported in the previous AG report by 10%. Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 10% 10% 10% reduction reduction reduction Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 4.1.1. Percentage of budget variances and adjustments reduced target target target target 10% 20% 30% 4.1.2. 100% of invoices processed within PMFA target target target target 100% 100% 100% guidelines 4.1.3. All service providers procured and managed target target target target 100% 100% 100% within National Treasury guidelines 4.1.4. 30% Reduction in asset register variances target target target target 30% 50% 70% 4.1.5. Collection rate of 90% of provincial levies target target target target 90% 90% 90% targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 targets 1 st 2 nd 3 rd 4 th 4.1.1. Percentage of budget variances and adjustments reduced 10% reduction - - - 10% 35
4.1.2. 100% of invoices processed within PMFA guidelines 4.1.3. All service providers procured within National Treasury guidelines 4.1.4. 30% Reduction in asset register variances 4.1.5. Collection rate of 90% of provincial levies Monthly Monthly 100% invoices processed in compliance with PMFA regulations 100% of service providers 100% 100% 100% 100% 100% 100% 100% 100% 30% reduction 30% 30% 30% 30% 90% collection rate of provincial levies 0 0 0 90% Sub programme 2: Governance Strategic objective Strategic Plan target 4.2. To provide strategic direction and oversight to AgriSETA for effective and direct facilitation of interventions in achievement of the organisational goals To improve the governance function of the board by 15% annually Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 15% 15% 15% improvement improvement improveme of governance of governance nt of function function governance function 36
Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 4.2.1. Number of board meetings t reported t reported 4 4 4 4 4 4.2.2 Number of board sub-committee meetings 4 4 4 4 4 4.2.3. 10% increase in the quality of the information that the board receive from board sub-committees t reported t reported t reported - 10% increase in quality 10% increase in quality 10% increase in quality targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 targets 1 st 2 nd 3 rd 4 th 4.2.1. Number of board meetings 4 1 1 1 1 4.2.2 Number of board sub- 4 1 1 1 1 committee meetings 4.2.3. 10% increase in the quality of the information that the board receive from board sub-committees 10% increase in quality - - - 10% increase in quality 37
Sub programme 3 : Information Technology Strategic objective Strategic Plan target 4.3. Provision of a hard and software solution to AgriSETA To increase the responsiveness of the ICT solution by 10% annually Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 10% 10% 10% increase increase increase Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 4.3.1. 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report. - - - - 90% resolved in 24 hours 90% resolved in 24 hours 4.3.2. ICT solution reviewed annually - - - - 1 1 1 90% resolved in 24 hours targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target 2017 targets 4.3.1 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report. 90% of queries resolved 1 st 2 nd 3 rd 4 th 90% of 90% of 90% of queries queries queries resolved resolved resolved 4.3.2 ICT solution reviewed annually 1 0 0 1 0 90% of queries resolved 38
Sub programme 4: Human Resources Strategic objective Strategic Plan target 4.4. Provision of Human Capital support to AgriSETA To increase and maintain the level of employee satisfaction to 80% annually Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2016 2017/18 2018/19 2019/20 - - - - 80% 80% 80% satisfaction satisfaction satisfaction Programme performance indicators Audited/Actual performance Estimated Medium-term targets 2013/14 2014/15 2015/16 performance 2017/18 2018/19 2019/20 2016 4.4.1. 90% of employees participate in further career - - - 90% 90% 90% 90% development 4.4.2. 90% of vacant positions filled - - - 90% 90% 90% 90% 4.4.3. All employees sign performance contracts annually 53 53 53 53 targets 2017 targets for programme performance indicators: Programme performance indicators Reporting period Annual target targets 2017 1 st 2 nd 3 rd 4 th 4.4.1. 90% of employees participate in further 90% - - - 90% career development 4.4.2. 90% of vacant positions filled 90% 90% of vacant positions filled 90% of vacant positions filled 90% of vacant positions filled 90% of vacant positions filled 4.4.3. All employees sign performance contracts annually 53 53 - - - 39
4.3. Reconciling performance targets with the Budget and MTEF Table 4: Programme name: Administration Sub Programme: Expenditure outcome Adjusted Medium term expenditure estimate R 000 appropriation R 000 NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 1 Finance 14 361 17 894 19 030 19 638 18 638 19 638 19 638 2 Governance 2 093 2 192 2 620 2 637 3 081 3 635 4 289 *Information 3 572 3 512 4 511 183 193 204.6 216.87 3 Technology 4 Human Resources 10 403 11 856 12 625 18 621 23 744 25 038 26 678 5. #Youth and Career Development 673 774 196 3 115 - - - *Outsourced function 31 102 35 958 38 982 44 195 49 103 51 609 53 903 # Moved to Skills Delivery 4.4. Performance and expenditure trends Finance-During this MTEF this sub-programme will focus on the implementation of the new SCM guidelines Governance- This sub-programme will focus on the continuous development of board sub committees and structures *Information Technology-The management and storage of information will be prioritised through the maintenance of infrastructure and the continuous improvement of information systems Human Resources-The retention of talent and human capital will be prioritised in this MTEF in light of the new SETA landscape. The management and measurement of performance will also be prioritised through the implementation of a new performance management system. 40
Part C: Links to other plans 5. Links to the long-term infrastructure and other capital plans Long term infrastructure or capital plans 6. Conditional grants The AgriSETA s levy base is relatively small in relation to the need expressed for funding of learning interventions annually. The cross subsidization of capacity building programmes and the collaborative approach taken by AgriSETA broadens the impact of projects. The table below reflects the conditional grants currently active:. Name of Grant Purpose Performance Indicator 1 National Skills Funds Provide skills to land reform beneficiaries and cooperatives -2000 governance skills programmes -750 learnerships -2000 technical skills programmes Continuation Yes Motivation Rural development remain a government imperative and provision of skills is key towards attainment of this goal. 2 Extended Public Works Programme 3 Department of Labour (UIF) Provide skills to participants of the EPWP programme Provision of skills to cooperatives and UIF beneficiaries and providing Training Layoff support to distressed employers -2700 skills programmes -120 learnerships 4000 Skills Programmes Yes Project was responsive to a need identified such was addressed through this intervention. The current economic conditions in the sector (drought and climate change) severely affected most farmers and the request for relieve through TLS is dire, the number of UIF 41
beneficiaries to be assisted through skills development is still huge. 6.2. Public entities. Name of Public Entity Mandate Output Current Annual Budget 1 EC Department of Agriculture 2 EC Provincial Shared Service Centre 3 Chris Hani Cooperative Development Centre 4 National Department of Rural Development and Land Reform 5 National Department of Small Businesses 6 EC Entrepreneurship Incubation Centre 7 KZN Department of Agriculture 8 KZN Shared Service Centre Agriculture Development Rural Development Cooperative Development Rural Development Small Business Development Entrepreneurship Development Agriculture Development Rural Development Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. Training, infrastructure support, and linkages. R1 080 000 R1 000 000 R1 000 000 R5 000 000 R 1 200 000 R 900 000 R 1000 000 R 500 000 Date of Evaluation - March 2017 - March 2017 - March 2017 - March 2017 - March 2017 - March 2017 - March 2017 - March 2017 42
7. Public entities AgriSETA recognises the importance of partnerships to achieve implementation of the Sector strategy. Over a number of years the SETA has worked with various sector stakeholders to implement skills development projects. Some projects are of a short term nature, but many have developed into medium term collaborations that have organically evolved into more meaningful longer term partnerships. This section is in two parts: the one dealing with existing partnerships, setting out their focus and scope; the second setting out a strategy for the development of new partnerships during the period 2015-2020. 7.1. Current partnerships Department of Rural Development and Land Reform (DRDLR) The partnership with DRDLR has two components, land reform and youth. The DRDLR and the AgriSETA partnered in 2010 to identify the beneficiaries of land reform who might be supported to establish viable agri-businesses on their newly acquired land. The NSF was approached and provided R44m. The SETA allocated R20 million. Training has been provided and continues to be provided to Communal Property Associations (CPAs). Training was provided on governance as well as plant and animal production. Mentoring has also been arranged. Funding is in place to 2016. It is the intention of the SETA to apply for more funds. However such an application is not guaranteed and so discussions will be held with DRDLR to discuss how such training to land reform beneficiaries can be sustained in future. Youth The National Rural Youth Service Corps (NARYSEC) has as its focus to develop rural youth. In a joint project some 470 young people have been provided access to agricultural training. This is an important project as it aims to motivate and incentivise young people to work on the land and thereby have a stake in their rural communities rather than gravitate to the towns. It is unclear at this stage how successful the project has been. On the basis of a review the DRDLR and the SETA will determine whether to take the project forward in the longer term. Department of Agriculture, Forestry and Fisheries (DAFF) The DAFF and AgriSETA have a partnership that is centred around the project Farm Together which supports agricultural cooperative development. The focus of the training is on governance, which means that the DRDLR also supports the project as it expands the number of land reform beneficiaries receiving such training via the NSF project. DAFF and DRDLR have provided the farms and projects, whist the SETA provides and quality assures the training. 456 groups (coops and CPAs) and 2280 individual cooperative members were trained in the year 2012-2013. In addition to this work there is another long term project with DAFF that focuses on the development and training of extension officers. This is funded from ring-fenced skills development funds within DAFF. KZN Department of Agriculture The Department of Agriculture in KZN and the SETA have partnered in the delivery of skills development to a number of agricultural cooperatives. The focus has been on some of the larger cooperatives. One has 27 workers, others have less. There are 84 workers and members being 43