ANNUAL PERFORMANCE PLAN - FOR 2018-2019 NOVEMBER 2017 - AGRISETA
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Annual Performance Plan
For
2018-2019
November 2017
2
3
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 2018 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: Administration ...................................................................................................... 13
2. Programme 2: Skills Planning .................................................................................................... 20
3. Programme 3 Learning programmes and projects ................................................................... 32
4. Programme 4: Quality assurance .............................................................................................. 41
Part C: Links to other plans ................................................................................................................... 44
5. Links to the long-term infrastructure and other capital plans...................................................... 44
6. Conditional grants ......................................................................................................................... 44
7. Public entities ................................................................................................................................ 45
8. Public-private partnerships ........................................................................................................... 50
No partnership exist with a public entity.............................................................................................. 50
Annexure A: Technical Indicator Descriptor ......................................................................................... 51
4Part A: Strategic overview
1. Situational analysis
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 sector1;
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
51.2. Organisational environment
The AgriSETA structure is well balanced and is entrenched from Accounting Authority level
to the Operational structure. Stability and extensive institutional knowledge however
challenges exist to fill vacancies resulting from resignations. The AgriSETA registration that
was extended up to 2020 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
O
Operations
P
E
R
Programme 1: Programme 2: Programme 3: Programme 3: A
Administration Skills Planning Learning Quality Assurance
Resources programmes and T
projects
I
O
Decent work Quality Assurance N
Finance Research
A
Governance Reporting Rural Qualification L
Development and Development
Cooperatives
ICT Mandatory Grants
Human resources Agricultural Youth and career
leadership capacity development
Public entity
partnership
development
62. 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.
73. Overview of 2018 budget and MTEF estimates
3.1. Expenditure estimates
Table 1: AgriSETA
Adjusted Medium term expenditure estimate
Programme Audited outcome
appropriation
R('000) 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1. Administration 31 102 35 958 38 982 44 195 49 103 50232 53 903 56 868
2. Skills Planning 55 196 46 821 54 579 76 083 79 225 75 762 86 122 90 859
3. Learning programmes 168 979 141 922 180 138 209 520 229 416 252 202 255 670 269 732
and projects
4. ETQA - - - - 20 102 20 102 20 102 20 102 21 208
- -
- - - - - - -
- -
- - - - - - -
- -
- - - - - - -
- -
- - - - - - -
255 277 224 701 273 699 349 900 377 846 398 298 415 797 438 666
8Total
Economic classification
Current payments 38 357 40 085 40 591 42 566 49 103 50 232 53 903 56 868
Compensation of employees 17 226 11 856 14 166 22 400 20 127 23 916 26 678 28 145
Salaries and wages 16 268 10 360 12 611 21 186 20 127 22 557 25 232 26 620
Social contributions 958 1 496 1 555 1 214 1 359 1 446 1 526
Goods and services 20 686 27 843 25 963 20 166 28 975 26 316 27 225 28 722
Of which 1 0
Agency and support/outsourced services 7 207 7 864 9 286 8 073 8 557 10 003 9 614 10 143
Communication 1 240 649 667 850 901 951 1 012 1 068
Computer services 23 - - - - - -
Consultants - 854 266 787 2 337 934 937 989
Contractors - - - - - - -
Inventory 319 226 456 700 742 784 834 880
Lease payments 197 62 257 165 - 200 197 208
Repairs and maintenance 167 385 793 416 441 466 494 521
Research and development 261 489 845 700 - - -
Training and staff development 113 577 798 800 848 895 951 1 003
Travel and subsistence 2 584 4 171 3 369 3 815 4 044 4 526 4 535 4 784
Other 8 575 12 566 9 226 3 860 8 910 5 325 5 613 5 922
Depreciation 445 385 462 - - - -
QCTO 2 195 2 232 3 038 3 205
- - - -
Sale of fixed assets -
- - - - - -
Impairments and Adjustments to Fair Value -
- - - - - -
Adjustments to Fair value of financial assets -
- - - - - -
9Impairments to non-financial assets -
- - - - - -
Interest, dividends and rent on land 1 -
- - - - -
Interest 1 -
- - - - -
Dividends -
- - - - - -
Rent on land -
- - - - - -
Transfers and subsidies 217 092 279 331 243 061 305 705 328 743 348 066 364 100 384 126
Employer Grant (SETAs only) 54 936 137 409 62 923 61 826 66 739 62 505 73 636 77 686
Other government units - 85 016 - - - - -
National government -
- - - - - -
Departmental agencies and accounts -
- - - - - -
Provinces -
- - - - - -
Municipalities -
- - - - - -
National Skills Fund - 85 016 - - - - -
Public corporations and private enterprises
- 6 061 9 189 - - - -
(subsidies and other transfers)
Public corporations - - - - - - -
Private enterprises - 6 061 9 189 - - - -
Households and non-government units 54 936 46 332 53 734 61 826 66 739 62 505 73 636 77 686
Discretionary Grant (SETAs only) 162 156 141 922 180 138 243 879 262 003 285 561 290 464 306 440
Other government units 137 526 141 922 - - - - -
National government 109 824 141 922 - - - - -
Departmental agencies and accounts - - - - - - -
10Provinces 27 702 - - - - - -
Municipalities - - - - - - -
National Skills Fund - - - - - - -
Public corporations and private enterprises
24 630 - 180 138 243 879 262 004 285 561 290 464 306 440
(subsidies and other transfers)
Public corporations - - - 243 879 - - -
Private enterprises - -
- - - - -
Households and non government units - -
- - - - -
Higher education institutions - -
- - - - -
Foreign governments and international
- -
organisations - - - - -
Non-profit institutions - -
- - - - -
Households - -
- - - - -
Social benefits - -
- - - - -
Other transfers to households - -
- - - - -
Technical reserves (social security funds only) - -
- - - - -
Tax payment - - - - - - -
Outside shareholders Interest - - - - - - -
Total Expenditure 255 277 224 701 273 699 349 900 377 846 398 298 415 797 438 666
113.2 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.
12Part B: Programme and sub-programme plans
1. Programme 1: Administration
1.1. Purpose:
To provide strategic leadership, management and support services to AgriSETA.
The programme include the Accounting Authority, CEOs office, General Managers office , 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.
General Managers office: Provides operational 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(ICT), provides hardware and software support to AgriSETA
Human Resources department provides Human capital support for AgriSETA to deliver on its mandate
13Sub programme 1: Finance
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.1 To manage To reduce the internal - - - - 10% 10% 10% 10%
AgriSETA control deficiencies reduction reduction reduction reduction
finances in reported in the previous
alignment AG report by 10%.
with PFMA
and National
Treasury
guidelines
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.1.1. Percentage of budget variances and - - - - 10% 20% 30% 40%
adjustments reduced
1.1.2. 100% of invoices processed within - - - - 100% 100% 100% 100%
PFMA guidelines
1.1.3. All service providers procured and - - - - 100% 100% 100% 100%
managed within National Treasury
guidelines
1.1.4. Maintain a 90% verification rate with - - - - 90% 90% 90% 90%
the asset register
1.1.5. Collection rate of 90% of provincial - - - - 90% 90% 90% 90%
levies
14Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting period Annual target Quarterly targets
2018/19 1st 2nd 3rd 4th
1.1.1. Percentage of budget variances Annually 10% reduction - - - 10%
and adjustments reduced
1.1.2. 100% of invoices processed within Quarterly 100% invoices 100% 100% 100% 100%
PFMA processed in
compliance with
PFMA regulations
1.1.3. All service providers procured and Quarterly 100% of service 100% 100% 100% 100%
managed within National Treasury providers
guidelines
1.1.4. Maintain an 90% verification rate Quarterly 90% reduction 90% 90% 90% 90%
with the asset register
1.1.5. Collection rate of 90% of provincial Annually 90% collection rate 0 0 0 90%
levies of provincial levies
Sub programme 2: Governance
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.2 To provide strategic To improve - - - - 15% 15% 15% 15%
. direction and the improvemen improveme improveme improvemen
oversight to AgriSETA governance t of nt of nt of t of
for effective and function of the governance governance governance governance
function function function function
direct facilitation of board by 15%
interventions in annually
achievement of the
organisational goals
15Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.2.1. Number of board meetings - - - - 4 4 4 4
1.2.2 Number of board sub-committee - - - - 4 4 4 4
meetings
1.2.3. 10% increase in the quality of the - - - - 10% increase 10% 10% 10% increase
information that the board receive in quality increase in increase in in quality
from board sub-committees quality quality
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting period Annual target Quarterly targets
2018/19 1st 2nd 3rd 4th
1.2.1. Number of board meetings Quarterly 4 1 1 1 1
1.2.2 Number of board sub- Annually 4 1 1 1 1
committee meetings
1.2.3. 10% increase in the quality of Annually 10% increase in - - - 10%
the information that the board quality increase in
receive from board sub- quality
committees
16Sub programme 3 : Information Technology(ICT)
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.3. Provision of a To increase the - - - - 10% increase 10% increase 10% 10% increase
hard and responsiveness of the increase
software ICT solution by 10%
solution to annually
AgriSETA
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.3.1. 90% of all ICT (hard and software) - - - - 90% resolved 90% resolved 90% 90% resolved
related incidents resolved within 24 in 24 hours in 24 hours resolved in in 24 hours
hours of first report. 24 hours
1.3.2. ICT solution reviewed annually - - - - 1 1 1 1
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting period Annual target Quarterly targets
2018/19 1st 2nd 3rd 4th
1.3.1 90% of all ICT (hard and software) Annually 90% of queries 90% of 90% of 90% of 90% of
related incidents resolved within resolved queries queries queries queries
24 hours of first report. resolved resolved resolved resolved
1.3.2 ICT solution reviewed annually Annually 1 0 0 1 0
17Sub programme 4: Human Resources
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.4. Provision of To increase and - - - - 80% 80% 80% 80%
Human Capital maintain the level satisfaction satisfaction satisfaction satisfaction
support to of employee
AgriSETA satisfaction to 80%
annually
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1.4.1. 90% of employees participate in - - - - 90% 90% 90% 90%
further career development
1.4.2. 90% of vacant positions filled - - - - 90% 90% 90% 90%
1.4.3. All employees sign performance - 53 100% 100% 100%
contracts annually
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting period Annual target Quarterly targets
2018/19 1st 2nd 3rd 4th
1.4.1. 90% of employees participate in further Annually 90% - - - 90%
career development
1.4.2. 90% of vacant positions filled Quarterly 90% 90% of 90% of 90% of 90% of
vacant vacant vacant vacant
positions positions positions positions
filled filled filled filled
181.4.3. All employees sign performance Annually 100% 100% - - -
contracts annually
1.3. Reconciling performance targets with the Budget and MTEF
Table 1: Programme name: Administration
Expenditure outcome Adjusted Medium term expenditure estimate
Sub Programme:
R’000 appropriation R’000
NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1 Finance 14 361 17 894 19 030 19 638 18 638 19 638 19 638 20 718
2 Governance 2 093 2 192 2 620 2 637 3 081 3 635 4 289 4 525
3 *Information Technology(ICT) 3 572 3 512 4 511 183 193 204,6 216,87 229
4 Human Resources 10 403 11 856 12 625 18 621 23 744 26 754 26 678 28 145
#Youth and Career
5 673 774 196 3 115 - - - 0
Development
*Outsourced function 31 102 35 958 38 982 44 195 49 103 50232 53 903 56 868
# Moved to Skills Delivery
1.4. 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.
192. Programme 2: Skills Planning
2.1. Purpose: To ensure that HRD information is available and to contribute to skills development planning.
This programme aims to address the challenges resulting from the lack of institutional mechanisms, to provide credible information and an
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 to employers
participating in mandatory grants. However, there are some challenges that need to be addressed in order to maximise the effectiveness of
this process.
Sub-programme 2.1.: Research
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2017/18 2018/19 2019/20 2020/21
2013/14 2014/15 2015/16 2016/17
2.1. Establish and To establish and enhance a - - - 1 system 1 system 1 system 1 system 1 system
maintain a credible credible institutional
mechanism for skills mechanism for skill planning
planning and delivery and delivery in the
in agricultural sector agricultural sector by 2019
20Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.1.1. Sector skills plans, Annual performance plans and 1 1 1 1 1 1 SSP 1 SSP 1 SSP
Strategic plans updated 1 APP 1 APP 1 APP
1 SP 1 SP 1 SP
2.1.2. Research agenda developed and approved No target No target 1 1 1 1 1 1
2.1.3. Number of SSC committees established and 0 1 7 11 SSCs 11 SSC’s 11SSC’S 11SSC’s 11SSC’s
strengthened through capacity building sessions 2 2 Meet. 2 Meet . 2 Meet. 2 Meet.
and plenaries. Capacity
building 1 Plen. 2 plen. 2 Plen. 2 Plen.
1 Plenary
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting period Annual target Quarterly targets
2018/19 1st 2nd 3rd 4th
2.1.1. Sector skills plans, Annual Annually 1 SSP 1 SSP 1 APP 0 0
performance plan and strategic 1 APP 1 SP
1 SP
plans updated
2.1.2. Research agenda developed and Quarterly 1 0 0 1 0
approved
2.1.3. Number of SSC committees Annually 11 SSC’s 0 11 SSC’s 0 11 SSC’s
established and strengthened 2 Meetings 1 1
through capacity building sessions 2 Plenary Meetings Meetings
and plenaries. 1 Plenary 1 Plenary
21Sub-programme 2. 2: Reporting
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
performance
Plan target
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.2. Improved To increase the - - - - 30% increase 30% increase 30% 30%
management of accessibility of increase increase
information and Information and
knowledge that is knowledge by 30%
generated within
and outside the
AgriSETA to
enhance
performance and
inform the overall
strategic planning
processes
22Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.2.1. Number of internal knowledge No Target No Target No Target No Target 4 4 4 4
exchange sessions
2.2.2. Number of performance monitoring No Target No Target No Target No Target 12 12 12 12
sessions facilitated with target holders
within AgriSETA
2.2.3. Maintain a 10% Improvement in the No Target No Target No Target No Target 10% 10% 10% 10%
validity of reported information improveme improve improve improveme
nt ment ment nt
2.2.4. Improve the quality of performance No Target No Target No Target No Target 10% 10% 10% 10%
information by 10% through internal improveme improve improve improveme
workshops and feedback. nt ment ment nt
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting period Annual target Quarterly targets
indicators 2018/19 1st 2nd 3rd 4th
2.2.1. Number of internal Quarterly 4 meetings 1 1 1 1
knowledge exchange
sessions
2.2.2. Number of Quarterly 12 meetings 3 3 3 3
performance
monitoring sessions
facilitated with target
holders within AgriSETA
232.2.3. Maintain a 10% Quarterly 10% 10% 10% 10% 10%
Improvement in the improvement improveme improve improve improv
validity of reported nt ment ment ement
information
2.2.4. Improve and Quarterly 10% 10% 10% 10% 10%
maintain the quality improvement improveme improve improve improv
of performance nt ment ment ement
information by 10%
through internal
workshops and
feedback.
Sub-programme 2.3: Mandatory Grants
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.3 Improved To increase employer - - - - 15% increase 15% 15% 15%
Mandatory access to grant increase increase increase
Grant information by 15% to
Administration enable the maximum
number of enterprises in
the sector to participate in
the National Skills
Development Strategy.
24Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.3.1. Annual revision of the mandatory grant No target No 1 system 1 system 1 system 1 system 1 system 1
system to improve effectiveness; target reviewed reviewed reviewed reviewed reviewed system
reviewe
d
2.3.2. An increase in the participation of No target No 380 large 361 large 410 large 410 large 410 large 410
employers in mandatory grants; target firms firms firms firms firms large
470 545 500 medium 545 545 firms
medium medium firms medium medium 545
firms firms firms firms medium
850 small 1011 small 900 small 1011 1011 firms
firms firms firms small small 1011
firms firms small
firms
2.3.3. Increasing the payment of mandatory 76% of 76% of 76% of 78% of 78% of
grants to 76% annually, grants paid grants paid grants grants grants
paid paid paid
2.3.4. Number of SDF’s trained annually as part 30 40 Not 412 SDF’s 50 SDFs 75 SDFs 80 SDFs 85 SDFs
of support to employers; reported trained trained trained trained trained
25Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting period Annual target 2018/19 Quarterly targets
indicators 1st 2nd 3rd 4th
2.3.1. Annual revision of Annually 1 system reviewed and 0 0 1 0
the mandatory grant improved
system to improve
effectiveness;
2.3.2. An increase in the Annually L-Large employer-410 0 410 L 0
participation of M-Medium employer-545 545 M
employers in S-Small employer-1011 1011 S
mandatory grants;
2.3.3. Increasing the Annually 76% of mandatory grants - _ _ 76% of
payment of paid mandat
mandatory grants ory
to 76% annually, grants
paid
2.3.4. Number of SDF’s Annually 75 SDF’s trained annually 0 0 75 0
trained annually as
part of support to
employers;
26Sub programme 2.4. Agricultural leadership capacity
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.4. Increase the To increase - - - - 40% 40% increase 40% increase 40%
internal and leadership increase increase
external skills by 40%
to establish
leadership
sound social
capacity to partner
effectively governance
direct and structures and
facilitate the systems.
delivery of
sector-
specific
interventions.
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.4.1 Number of learners participating in Not No 25 40 40 40 40 40
Agricultural leadership development reported target
programmes
2.4.2. Number of capacity building Not Not 0 1 1 1 1 1
programmes for board standing reported reported
committees;
27Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting period Annual target 2018/19 Quarterly targets
indicators 1st 2nd 3rd 4th
2.4.1. Number of learners Quarterly 40 0 0 40 0
participating in
Agricultural
leadership
development
programmes
2.4.2. Number of Annually 1 0 0 1 0
capacity building
programmes for
board standing
committees;
Sub programme 2.5. Public entity partnership development
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
2.5. Increase To increase - - - - 30% increase 30% increase 30% 30%
public sector the skills increase increase
capacity for levels of
beneficiaries
improved
of public
service sector
delivery and capacity
to provide building
appropriate programmes
28support for by 30%
agricultural
and rural
development
Programme performance Audited/Actual performance Estimated Medium-term targets
indicators performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Number of co-funded - - - - 8 8 8 8
2.5.1 projects supported
through public entities
Number of research - - - - 10 10 10 10
2.5.2. projects established
Number of partnerships - - - - 7 7 7 7
with Public Entities in
2.5.3.
support of Ministerial
Projects
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting Annual target 2018/19 Quarterly targets
indicators period 1st 2nd 3rd 4th
2.5.1 Number of co- Annually 8 2 2 2 2
funded projects
supported through
public entities
2.5.2. Number of research Annually 10 - - 5 5
projects established
292.5.3. Number of Annually 7 2 2 2 1
partnerships with
Public Entities in
support of
Ministerial Projects
2.2. Reconciling performance targets with the Budget and MTEF
Table 2: Programme name: Skills Planning
Medium term expenditure
Expenditure outcome Adjusted
Sub Programme: estimate
appropriation
R’000 R’000
NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
1 Research 241 452 782 1 383 925 1 383 1 383 1 459
2 Reporting - - - - - - -
3 Mandatory Grants 50 815 42 857 49 704 57 656 61 733 57 817 68 562 72 333
4 Agricultural leadership capacity - - - 2 088 1 358 1630 1 630 1 720
Public entity partnership
5 - - - 9 250 9 267 9 250 8 088 8 533
development
7.5% Project Management 4 140 3 512 4 093 5 706 5 942 5 682 6 459 6 814
Total programme budget 55 196 46 821 54 579 76 083 79 225 75 762 86 122 90 859
302.3. Performance and expenditure trends
Research
The priority for the research sub-programme within the MTEF for 2018 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 and governance capacity of the
AgriSETA accounting Authority
Public entity partnership development
The expenditure for this reporting period will focus on the establishment of research activities within the Agricultural sector and to
support Agricultural structures to improve service delivery.
313. Programme 3 Learning programmes and projects
3.1. 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 3.1: Professional, Vocational, Occupational and Workplace Learning – Decent Work
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2016/17 2020/21
2013/14 2014/15 2015/16 2017/18 2018/19 2019/20
3.1 Increase non- To increase the efficiency - - - - 30% increase 30% 30% 30% increase
. academic of beneficiaries/learners in in efficiency increase increase in in efficiency
workplace the workplace by 30% 10% increase in efficiency 10% increase
based annually and increase in access efficiency 10% in access
vocational access to learning 10% increase in
learning opportunities by 10% increase access
opportunities in annually in access
the agricultural
sector
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
3.1.1. Number of learnerships, skills and AET LS-1371 LS-586 LS-899 LS-1822 LS-2600 LS-2405 LS-2700 LS-2900
programmes to employed learners; SP-3616 SP-399 SP-3469 SP-2447 SP-2892 SP-2919 SP-2892 SP-3000
AET-1477 AET-931 AET-933 AET -1025 AET -850 AET -830 AET -850 AET -875
3.1.2. Number of commodity organisations Com. Orgs Com. Orgs Com. Commodit Commodity Commodity Commodity Commod
supported - 10 20 Orgs 16 y Orgs - 17 Orgs - 20 Orgs - 20 Orgs - 20 ity Orgs -
20
3.1.3 Number of employed learners completing LS-962 LS-331 LS-1249 LS-No LS-1150 LS-1200 LS-1350 LS-1450
learnerships, skills and AET programmes; SP-3455 SP-413 SP-3547 target SP-1152 SP-1350 SP-1445 SP-1445
AET-773 AET-581 AET-519 SP-No AET -425 AET -425 AET -425 AET -435
Target
AET –No
Target
323.1.3. Number of Internship and graduate INT-418 INT-285 INT-268 INT-613 INT-365 INT-400 INT-410 INT-420
placement programmes; G.PL 485 G.PL 361 G.PL 294 G.PL 361 G.PL 370 G.PL 375 G.PL 380 G.PL 385
3.1.5. Number of Internship and graduate INT- No INT-94 INT-138 INT-No INT-125 INT-125 INT-125 INT-125
placement programmes completed; Target G.PL 261 G.PL 41 target G.PL 138 G.PL 138 G.PL 138 G.PL 138
G.PL-No G.PL No
Target Target
3.1.6. Number of bursaries to employed and un- Artisan Artisan Artisan Artisan Artisan 235 Artisan 219 Artisan Artisan
employed learners and Artisan 131 227 335 201 B(18.1)–125 B(18.1)–120 233 233
Development programmes; B(18.1)–87 B(18.1)–87 B(18.1)9 B(18.1)– B(18.2)-275 B(18.2)- 250 B(18.1)– B(18.1)–
B(18.2)- B(18.2)- 5 100 160 200
187 157 B(18.2)- B(18.2)- B(18.2)- B(18.2)-
234 372 275 280
3.1.7. Number of employed and un-employed Artisan 49 Artisan Artisan1 Artisan No Artisan 130 Artisan 130 Artisan Artisan
learners completing bursary and Artisan B(18.1)–44 113 75 target B(18.1)–50 B(18.1)–45 130 130
Development programmes; B(18.2)-45 B(18.1)–10 B(18.1)- B(18.1)– B(18.2)-82 B(18.2)-82 B(18.1)–50 B(18.1)–50
B(18.2)-5 Not No target B(18.2)-82 B(18.2)-82
reported B(18.2)-No
B(18.2)- target
Not
reported
3.1.8. Number of HIV and Aids DVD’s Not 570 704 563 850 1000 1000 1000
distributed to create awareness reported
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting Annual target Quarterly targets
period 2018/19 1st 2nd 3rd 4th
3.1.1. Number of learnerships, skills and Quarterly LS-2405 LS-600 LS-600 LS-600 LS-605
AET programmes to employed SP-2919 SP-0 SP-0 SP-1460 SP-1459
AET -830 AET-0 AET -276 AET -276 AET -278
learners
3.1.2. Number of commodity organisations Quarterly Commodity Orgs - 20 Com. Org- 0 Com. Org - 8 Com. Org - 8 Com. Org – 4
supported
333.1.3 Number of employed learners Quarterly LS-1200 LS-300 LS-300 LS-300 LS-300
completing learnerships, skills and AET SP-1350 SP-0 SP-0 SP-675 SP-675
programmes; AET -425 AET-0 AET -0 AET -212 AET -213
3.1.4. Number of Internship and graduate Quarterly INT-400 0 INT-200 INT-100 INT-100
placement programmes; G.PL 365 GPL-200 GPL-120 GPL- 45
3.1.5 Number of Internship and graduate Quarterly INT-125 INT-0 INT-0 INT-62 INT-63
placement programmes completed; G.PL 138 G.PL-0 G.PL -0 G.PL 69 G.PL 69
3.1.6. Number of bursaries to employed Quarterly Artisan 219 Artisan- 60 Artisan- 60 Artisan- 60 Artisan- 39
and un-employed learners and B(18.1)–120 B(18.1)–0 B(18.1)–40 B(18.1)–40 B(18.1)–40
B(18.2)- 250 B(18.2)-0 B(18.2)-70 B(18.2)-100 B(18.2)-80
Artisan Development programmes;
3.1.7. Number of employed and un- Quarterly Artisan 130 Artisan 0 Artisan 43 Artisan 43 Artisan 44
employed learners completing B(18.1)–45 B(18.1)–0 B(18.1)–0 B(18.1)–0 B(18.1)–45
B(18.2)-82 B(18.2)-0 B(18.2)-0 B(18.2)-0 B(18.2)-82
bursary and Artisan Development
programmes;
3.1.8. Number of HIV and Aids DVD’s Quarterly 1000 0 350 600 50
distributed to create awareness
34Sub programme 3.2. Rural Development
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
3.2. Increased To increase the - - - - 20% increase 20% increase 20% 20%
governance and governance of NLPE’s by in governance in governance increase in increase in
skills levels of 20% and skills levels of and 30% and 30% governance governance
NLPE to create beneficiaries with 30% increase in and 30% and 30%
increase in
skills levels of increase in increase in
stability and an annually. skills levels of unemployed skills levels skills levels
environment for unemployed beneficiaries of of
economic beneficiaries unemployed unemployed
growth. beneficiaries beneficiaries
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
3.2.1. Number of Learnership, Skills LS – 1741 LS – 797 LS – 1263 LS – 1258 LS – 1900 LS – 2000 LS – 2150 LS – 2300
programmes for unemployed learners SP – 5189 SP –1821 SP –1651 SP – 3258 SP – 3900 SP – 2667 SP – 3000 SP – 3440
and support to Rural structures Mentor’s- Mentor’s Mentor’s Mentor’s Mentor’s 30 Mentor’s – Mentor’s - Mentor’s -
Not - 30 - 24 - 48 30 35 40
reported
3.2.2. Number of unemployed learners LS – 125 LS – 22 LS – 470 LS – No LS – 768 LS – 800 LS – 840 LS – 900
completing Learnership and Skills SP – 3104 SP – Not SP –Not Target SP – 1750 SP – 2280 SP – 2600 SP – 3000
programmes reported reported SP – No
Target
3.2.3. Number of learners entering new venture Not 30 50 27 60 64 70 75
creation programmes reported
3.2.4. Number of learners completing new No target No target 35 No target 40 45 50 55
venture creation programmes set
353.2.5. Number of organisations supported 550 241 220 321 220 220 220 220
through learnerships and new venture
creation programmes in partnership with
NGOs, CBOs,
Co-ops
3.2.6. Number of extension officers to be 10 No target 233 56 60 70 80 90
trained
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance indicators Reporting period Annual target Quarterly targets
2018/19 1st 2nd 3rd 4th
3.2.1. Number of Learnership, Skills Quarterly LS – 2000 LS – 0 LS – 670 LS – 665 LS – 665
programmes for unemployed SP – 2667 SP – 0 SP – 0 SP – 661 SP – 2006
learners and support to Rural SRS- 30 SRS- 0 SRS - 5 SRS - 10 SRS - 15
structures
3.2.2. Number of unemployed Quarterly LS – 760 LS – 0 LS – 256 LS – 250 LS – 254
learners completing Learnership SP – 2280 SP – 0 SP – 0 SP – 1140 SP – 1140
and Skills programmes
3.2.3. Number of learners entering Quarterly 64 People 0 10 24 30
new venture creation trained
programmes
3.2.4. Number of learners completing Quarterly 45 0 0 0 45
new venture creation
programmes
3.2.5. Number of organisations Quarterly 220 0 100 100 20
supported through learnership
and new venture creation
programmes in partnership
with NGOs, CBOs, Co-ops.
3.2.6. Number of extension officers to Quarterly 70 0 10 30 30
be trained
36Sub programme 3.3: Youth and Career Development
Strategic objective Strategic Audited/Actual performance Estimated Medium-term targets
Plan target performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
3.3. The development To change the perception - - - - 30% increase 30% 30% 30%
of an integrated of agriculture as a career in perception increase in increase in increase
by 30% by exposing perception perception in
career youth to opportunities in perceptio
development agriculture and rural n
programme development.
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
3.3.1. The development of an integrated career No target No No target No 1 1 1 1
development programme target target
3.3.2. Number of strategic partnerships No target No No target No 2 2 2 2
established for enhancing the capacity of target target
youth in agriculture and career
development
373.3.3. Number of career exhibitions Expo’s 16 Expo’s 8 Expo's 18 expo’s 15 x 15 x 15 x 15 x
attended, schools involved and not Exhibit. Exhibit. Exhibit. Exhibit.
learners exposed reported
Schools Schools 873 x 164 x 100 100 100 100
not not schools schools Schools Schools Schools Schools
reported reported
Not Not 5 000 x 28887 x 5000x 5000x 5000x 5000x
reported reported learners learners learners learners learners learners
exposed exposed exposed exposed exposed exposed
Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting period Annual target Quarterly targets
indicators 2018/19
1st 2nd 3rd 4th
3.3.1. The development of an Annually 1 0 0 0 1
integrated career
development programme
3.3.2. Number of strategic Annually 2 0 1 1 0
partnerships established
for enhancing the capacity
of youth in agriculture and
career development
3.3.3. Number of career Quarterly 15 x Exhibit. 0 5 5 5
exhibitions attended,
38schools involved and 100 Schools 0 35 35 30
learners exposed
5000x learners 0 1500 1500 2000
exposed
3.2. Reconciling performance targets with the Budget and MTEF
Table 3 Programme name: Learning programmes and projects
Expenditure outcome Adjusted Medium term expenditure estimate
PROGRAMME: SKILLS DELIVERY appropriatio
n
R’000 R’000
N
DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
O
Professional, Vocational, Occupational and
1 128 910 96 816 127 823 117 629 124 909 138 122 140 078 147 782
Workplace Learning – Decent Work
2 Rural Development 27 396 34 462 40 365 80 400 84 419 92 284 93 363 98 498
3 Youth and Career Development - - - - 2 882 2 881 3 054 3 222
7.5% Project Management 12 673 10 644 11 950 11 488 17 206 18 915 19 175 20 230
Total programme budget 168 979 141 922 180 138 209 517 229 416 252 202 255 670 269 732
393.3. Performance and expenditure trends
Professional, Vocational, Occupational and Workplace Learning – Decent Work
The Sector Skills Plan for the 2018 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 2018: 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.
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
2018: 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 an integrated career development strategy
404. Programme 4: Quality assurance
4.1. 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
2016/17 2017/18 2018/19 2019/20 2020/21
2013/14 2014/15 2015/16
4.1 Improve To increase the - - - - 30% 30% 30% 30%
agricultural responsiveness of
education and service providers to
training the sector, that
systems to be benefit annually
more from capacity
responsive to building initiatives
the needs of by 30% and to
the sector enhance the
quality of learning
programmes .
Programme performance indicators Audited/Actual performance Estimated Medium-term targets
performance
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
4.1.1. Number of Agricultural Colleges No target 12 15 21 11 11 11 11
(TVET's) supported with
capacity building programmes.
4.1.2. Number of occupationally No target 3 7 0 6 6 6 6
directed qualifications
developed;
4.1.3. Number of AQP’s supported No target 0 0 3 AQPs 5 AQPs 5 AQPs 5 AQPs 5 AQPs
through alignment to the QCTO
4.1.4. Number of RPL projects No target 2 6 6 6 6 6 6
implemented
41Quarterly targets 2018
Quarterly targets for programme performance indicators:
Programme performance Reporting period Annual target 2018/19 Quarterly targets
indicators 1st 2nd 3rd 4th
4.1.1. Number of Agricultural Annually 11 Colleges supported 0 4 4 3
Colleges (TVET's)
supported with capacity
building programmes.
4.1.2. Number of occupationally Annually 6 Qualifications fully developed 0 2 2 2
directed qualifications
developed;
4.1.3. Number of AQP’s Annually 5 AQPs currently supported 0 1 2 2
supported through
Alignment to the QCTO
4.1.4. Number of RPL projects Annually 6 RPL projects implemented 0 2 2 2
implemented
421.2. Reconciling performance targets with the Budget and MTEF
Table 4 : Programme name: Quality assurance
Medium term expenditure
Expenditure outcome
estimate
Adjusted
Sub PROGRAMME: QUALITY ASSURANCE
appropriation
R’000 R’000
NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Enhancing agricultural education and
1 training systems to be more 8 131 8 233 19 148 18 594 18 594 18 594 18 594 19 617
responsive to the needs of the sector
7.5% Project Management
659 667 1 552 1 508 1 508 1 508 1 508 1 591
Total programme budget
8 790 8 900 20 700 20 102 20 102 20 102 20 102 21 208
4.1. 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 and
strengthening relations with Sector Skills Committees will be utilised to identify new or emerging occupations. The support to 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.
43Part C: Links to other plans
5. Links to the long-term infrastructure and other capital plans
No 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:
No. Name of Grant Purpose Performance Continuation Motivation
Indicator
1 Department of Provision of 4000 Skills Yes The current
Labour (UIF) skills to Programmes economic conditions
cooperatives in the sector
and UIF (drought and
beneficiaries climate change)
and providing severely affected
Training Lay- most farmers and
off support to the request for
distressed relieve through TLS
employers is dire, the number
of UIF beneficiaries
to be assisted
through skills
development is still
huge.
2 Limpopo IDFC Provision of 40 livestock Yes The need to
Nguni cattle mentorship farmers will capacitate
Development support to the benefit from indigenous livestock
Trust Nguni Cattle the owners with the
farmers in programme required skills in
Limpopo. order to develop a
scientific breeding,
pasture and
vaccination
programmes in line
with industry norms
3 Department of Provision of 50 farmers Yes The programme will
Rural mentorship will benefit ensure that the
Development programmes directly from programme remains
(Eastern Cape) to the sustainable in the
beneficiaries programme medium term
446.2. Public entities
No. Name of Public Entity Mandate Output Current Date of
Annual Evaluation
Budget
1 Department of Rural Rural Training, R400 000 Annually-
Development and Development infrastructure March
Land Reform support, and 2018
Gauteng linkages.
2 Polokwane Local Rural Governance, R400 000 Annually-
Municipality Development Enterprise March
Development 2018
and Technical
training
3 Regional Land Claims Rural Training, R400 000 Annually-
Commission (KZN) Development infrastructure March
support, and 2018
linkages.
4 North-West Rural Training, R400 000 Annually-
Department of Rural Development infrastructure March 2018
Development and support, and
Land Reform linkages.
5 Polokwane Local Rural Training, R400 000 Annually-
Municipality Development infrastructure March 2018
support, and
linkages.
6 Land Claims Rural Training, R400 000 Annually-
Commission Limpopo Development infrastructure March 2018
support, and
linkages.
7 Department of Rural Rural Training, R314 005 Annually-
Development Development infrastructure March 2018
(Eastern Cape) support, and
linkages.
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.
457.1. Current partnerships
Department of Rural Development and Land Reform Gauteng
AgriSETA has funded emerging farmers through a budget of R400 000. These farmers were
supported by the DRDLR through inputs for production as well as farm capital infrastructure. In total
8 farmers will benefit from the programme. The project will be reviewed and success factors
evaluated to extend the project into the next financial year.
Polokwane Local Municipality
A funding of R 400 000 was approved by AgriSETA to assist farmers to be settled on the
municipality’s farm. In total 4 farmers will benefit directly from the project. The proposed
intervention covers areas such as Governance Training, Enterprise Development and Technical
Training which focus on AgriSETA’s PIVOTAL programmes. The project will be continued based on an
evaluation of the current year project.
Regional Land Claims Commission (KZN)
Funding of R 400 000 was approved by AgriSETA to land restitution projects as identified by the Land
Claims Commission in KZN. A total of 8(eight) land restitution projects have been identified to be
supported through mentorship programmes and capacity development programmes in governance
and general management to ensure compliance to the Communal Property Association Act. The
project will be continued based on an evaluation of the agreed deliverables.
North-West Department of Rural Development and Land Reform
AgriSETA in partnership with North-West Department of Rural Development and Land Reform
approved a mentorship programme in the North West Province. One farming enterprise will benefit
directly from the partnership. An amount of R400 000 has been approved for this project with the
expectation to extend the project into the next financial year.
Land Claims Commission Limpopo
AgriSETA entered into a partnership with the Land Claims Commission in Limpopo. The project will
focus on mentorship support and a budget to the value of R400 000 was approved. This support
programme will be geared towards the Gagesho farming project. This project was approved for
support by AgriSETA after it received Recapitalisation and Development funding from the Land
Claims Commission to the value of R3 000 000. One owner and six full time employees will benefit
from the project. The project after evaluation is expected to be extended based on the success of
the intervention.
467.2. Planned Partnerships
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.
Limpopo Department of Agriculture
AgriSETA in partnership with the Limpopo Department of Agriculture will focus on the support to the
Comprehensive Agricultural Support Programme (CASP), Revitalisation of Agriculture and Agro-
processing value Chain (RAAVC). This partnership is conceptualised in line with the NDP nine point
plan given context in the Operation Phakisa programme for Agriculture and Land Reform.
Mining Development Agency and UIF
AgriSETA in partnership with the Mining Development Agency and the UIF will focus on supporting
skills development in mining communities interested in agriculture. The project will further focus of
employees that were laid off in the mining sector. The project will be driven through a co-funded
model in partnership with UIF, AgriSETA and MDA.
Agricultural and TVET colleges
Whilst there is no formal partnership in place, there has been a strategy developed in the sector and
which informs a range of projects that need to be developed into a formal set of partnerships. The
strategy is one of building the capabilities of the 11 Agricultural Colleges to deliver occupational
qualifications to the sector. These colleges are in the process of being transferred from DAFF to
DHET. There are a number of challenges that need to be addressed including funding models for
programmes required in the sector, neglected infrastructure and equipment and the difficulty in
establishing long term plans during a transitional period. The establishment of a formal partnership
requires engagement with both the Departments (DAFF and DHET) and the SETA will initiate these
discussions. It also requires engagement with the CEOs of the colleges and their umbrella body the
Association of Principals for Agricultural Colleges (APAC).
Working with the 11 colleges does not imply a neglect of either TVET colleges or universities but
rather an acceptance that there are specialist colleges that have their own working farms and a long
tradition of developing farm managers, and that this sector resource must be valued and retained.
The SETA will work with universities to provide support to the 11 colleges and with the TVET colleges
to identify learners in agricultural programmes who can be drawn into Agricultural college
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