At the heart of South Africa’s transport education and training ecosystem sits Ms. Maphefo Anno-Frempong, CEO of the Transport Education Training Authority (TETA), whose steady hands are guiding this pivotal institution into a bold, future-ready trajectory, writes Prof JJ Tabane.
In an era of insane economic shifts, rapid technological change, and growing youth unemployment, leadership in the public sector demands not only vision—but also courage, resilience, and a relentless commitment to impact.
In every generation, there are those who don’t wait for permission to make a difference they create it. They don’t ask if change is possible, they insist on it. One such changemaker is Maphefo Anno-Frempong, a woman whose journey from quiet determination to national influence is defined by one core belief: empowered women empower societies. Whether she is addressing a boardroom, mentoring a young entrepreneur, or working with rural communities, Maphefo Anno-Frempong is driven by a singular purpose—to open doors that have long been closed to women. And if those doors can’t be opened, she’ll build new ones.
Sitting down with Ms. Anno-Frempong, it quickly became evident that she is more than just a public official—she is a dynamic change agent, deeply passionate about the transformative role that Sector Education and Training Authorities (SETAs) play in shaping the country’s workforce. Woman empowerment is her drive. Despite her high-profile role and policy influence, Maphefo remains deeply connected to community, service, and mentorship. She frequently hosts roundtables, dialogues, and summits that create space for honest engagement across generations and sectors.
Maphefo Anno-Frempong is a woman who leads with vision, empowers with humility, and transforms with conviction. Her story reminds us that the real power of leadership lies not in titles or accolades—but in the lives you change, the barriers you dismantle, and the futures you help rebuild.
“SETAs were not established for fun,” she affirms. “They exist to ensure a skilled and capable workforce across sectors, responding to the real-time needs of our economy. If we dismantle them, what do we replace them with?”
In recent years, some critics have questioned the continued relevance of SETAs. Ms. Anno-Frempong counters that this view stems from a fundamental misunderstanding of their mandate. Unlike universities or TVET colleges, SETAs are deeply embedded in industry, producing occupation-specific, accredited training aligned with global standards and local realities. Citing examples from aviation to logistics, she argues that SETAs fill the vital gap between academic theory and hands-on industry readiness. What sets Maphefo apart is not just her visionary thinking—it’s her bias for action. In her world, talk alone is not enough. Change must be implemented, tracked, and felt.
“I believe in making things happen,” she says. “You can’t sit in a boardroom and debate change—you must get out there and execute it.”
Whether it’s launching a pilot programme for last-mile delivery entrepreneurs or coordinating international exchanges for South African TVET students, she ensures that good ideas don’t remain in reports—they become real programmes, with real people, making real impact. Her ability to mobilise teams, align partners, and push through red tape reflects a rare combination of policy knowledge and operational drive. For Maphefo, leadership means delivering results, not just designing strategy. From training air traffic controllers to supporting e-commerce couriers, SETAs are the backbone of South Africa’s practical skills base—especially in sectors where academic institutions fall short.
“A pilot is not trained at a university. They are trained through certified industry programmes designed and quality-assured by SETAs,” she explains.
Ms. Maphefo speaks on TETA’s Five-Year Strategy: Bold, Inclusive, Future-Facing
Under Ms. Anno-Frempong’s leadership, TETA has crafted a strategy that is both visionary and grounded. The five priorities set for the 2024–2029 period include Driving Innovation and Future Skills, TETA is investing in digital transformation within the transport sector—focusing on automation, AI, robotics, and green energy. By preparing young people for emerging jobs such as drone operators, hydrogen engineers, and data analysts, TETA is future-proofing the workforce. Empowering SMMEs and Inclusive Growth With over 90% of the sector made up of small and micro enterprises, TETA is ramping up support to ensure these businesses don’t remain stagnant.
Programs like last-mile delivery training for unemployed youth have already transformed lives, creating economic opportunity in the heart of communities. Strategic Partnerships, Local and Global, from partnering with Angolan and Mozambican institutions under the African Continental Free Trade Agreement to collaborating with Chinese TVETs, TETA is strengthening its global footprint. Locally, the focus remains on building strong, cross-sectoral partnerships—with SETAs, universities, unions, and industry players alike. Sustainable Revenue and Funding Models, in a world of tightening budgets, TETA aims to diversify its funding by forming public-private collaborations, co-funding projects, and acting as a project manager or implementation partner to other entities. Organisational Excellence internally, the emphasis is on efficient service delivery, accountability, and modernisation of ICT systems—ensuring the organisation is agile, responsive, and aligned with industry demands.
Ms. Anno-Frempong envisions a country where passengers can move seamlessly between taxis, buses, trains, and planes—but she warns that achieving this will require significant investment, especially in rail infrastructure.
“Convergence will come at a cost,” she says. “We need to invest in integrated networks, standard gauge rail systems, and ensure equity across all transport modes—including taxis, which currently carry the majority of commuters.”
She advocates for inclusive infrastructure planning, recognising the socio-economic implications of neglecting sectors like the taxi or road freight industry. Her perspective is pragmatic yet visionary—seeking growth without leaving anyone behind. Despite major strides, Ms. Anno-Frempong acknowledges that transformation in the transport sector remains incomplete. While TETA has made notable gains in skills development, procurement equity, and executive training—especially through initiatives like sending South African students to the World Maritime University—she believes that the sector is still marked by exclusion.
“Some subsectors still largely exclude young people, women, and African professionals,” she notes.
To address this, TETA hosts Women in Transport Empowerment Sessions and Youth Empowerment Roadshows, taking opportunity directly to communities. By working with funders, corporate partners, and TVETs, these events aim to link marginalised individuals with tangible pathways into the economy.
When asked about the personal philosophy behind her leadership, Ms. Anno-Frempong doesn’t hesitate:
“I’ve challenged the idea that compliance is enough. I believe in moving beyond tick-box exercises—to co-create solutions, especially with young people. We must trust the youth.”
Her leadership style is collaborative, experimental, and deeply invested in breaking silos across sectors and generations. She champions cross-sector partnerships, stakeholder inclusion, and evidence-based planning—always pushing to turn transformation rhetoric into real results. As South Africa braces for economic challenges and global shifts, leaders like Ms. Maphefo Anno-Frempong are a beacon of hope. With clarity of purpose, and a fierce commitment to systemic impact, she is not only reshaping TETA but reimagining how public entities can serve the people—with excellence, inclusivity, and innovation.
At a time when South Africa’s future hinges on skills, innovation, and infrastructure, Ms. Maphefo Anno-Frempong stands as a torchbearer for what is possible when leadership is visionary, inclusive, and grounded in impact. Her work at TETA isn’t just about building a capable transport workforce—it’s about charting a new path for how public institutions engage with their people, their industries, and their future. For the many women who’ve been told to wait their turn, she is a reminder that the time is now. For the girls growing up in forgotten corners of the country, she is a mirror of their own untapped potential.
We honour her for being a catalyst for change, a champion of inclusion, and a role model for generations of leaders to come. Through her tireless commitment to skills development, stakeholder collaboration, and purpose-driven transformation, she has reminded us of all that real leadership is not about position—it’s about people, progress, and purpose.
In her own words:
We’re focusing on digital transformation, automation, AI, and emerging technologies. We want a transport sector that is ready for future demands, including electric vehicles, hydrogen energy, and digital logistics.
Supporting SMMEs and Inclusive Growth
Over 90% of the transport sector is made up of small and micro enterprises. We aim to equip them with the skills to grow beyond their current scale. For instance, our last-mile delivery initiative trains unemployed youth to run logistics businesses and become part of the e-commerce value chain.
Strengthening Strategic Partnerships
We’re collaborating with institutions locally and abroad—from Angola to China. Our partnerships help us extend the reach of our programs and align with trade agreements like the African Continental Free Trade Area (AfCFTA).
Ensuring Financial Sustainability
SETAs rely on 1% of the payroll from levied companies, but this is often not enough for the scope of work required. We are diversifying our revenue sources through co-funding and project-based partnerships to sustain training and research.
Operational Excellence
We’re streamlining internal systems, improving ICT platforms, and enhancing service delivery to better serve our stakeholders.
At the same time, we cannot ignore the impact on sectors like taxis and trucking. Any shift must be inclusive, considering existing livelihoods and creating transition opportunities through re-skilling and stakeholder consultation.
And what role does TETA play in shaping these skills transitions?
We’re heavily involved in forecasting and preparing for emerging occupations. Digital transformation has introduced roles like drone operators, remote truck drivers, AI specialists, and cybersecurity analysts. We’re also looking at green economy skills—hydrogen engineers, renewable energy technicians, and environmental compliance professionals.
In partnership with Chinese TVET colleges, we send South African learners for 12 months of electric vehicle training, aligning with the rise in Chinese-manufactured EVs locally. Our goal is to build artisan pipelines equipped for tomorrow’s challenges.
Is transformation in the sector progressing, particularly around youth, women, and enterprise development?
Transformation remains unfinished business. While we’ve made progress in skills development and employment equity at the institutional level, many sub-sectors are still exclusionary. Women, youth, and people with disabilities continue to face barriers.
We’ve responded with two core programmes:
Youth Empowerment Roadshows in rural and township communities that connect young people to training, funding, and jobs. Women in Transport Empowerment Sessions, which match emerging women-owned enterprises with established companies for mentorship and business support. These programmes are not yet at the scale we’d like, but they’re making a tangible impact where they’re implemented.
What are some of the challenges SETAs face overall?
There are several, but the most pressing include fragmented ICT systems across SETAs, which makes it difficult for stakeholders to interact consistently with different bodies. Bureaucracy in the application process for grants or training partnerships. Low levels of stakeholder ownership of sector plans and priorities. Limited funding in the face of rising expectations and demands. We’re advocating for integrated platforms, streamlined processes, and more coordinated planning between SETAs and industry.
You speak often about paradigm shifts. What does that mean in your context?
One major shift I’ve led is moving from a compliance mindset to a purpose-driven one. Box-ticking doesn’t create transformation. We need evidence-based action and bold decisions about where and how to invest. I also believe in youth inclusion—not as a token, but as a force. We co-create solutions with young people, trust them, and give them space to lead. I’ve also pushed for cross-sectoral partnerships beyond what’s typical. Innovation happens when unlikely collaborators come together.
Finally, what drives you personally as a leader?
I see public service as an opportunity to create real impact—not just policy. Every decision we make at TETA affects someone’s future. That’s not a responsibility I take lightly. I’m inspired by South Africa’s potential and believe that with the right skills, partnerships, and commitment, we can build an inclusive and competitive economy.
Interview by Prof JJ Tabane, BBQ editor. Story by Nasipi Ndevu, Head of Research, Sgwili Media Group.
Who is Maphefo Anno-Frempong
Chief Executive Officer – Transport Education Training Authority (TETA)
Maphefo Anno-Frempong is not just a CEO—she is a strategist, a nation-builder, and a catalyst for transformation in one of South Africa’s most critical sectors. As the Chief Executive Officer of the Transport Education Training Authority (TETA), she leads with purpose, determination, and a future-focused vision that is reshaping the country’s transport education and skills development landscape. With a career that spans more than two decades in the public and development sectors, Ms. Anno-Frempong has established herself as a formidable voice in the discourse around skills, equity, and innovation. Her deep understanding of policy, combined with a grassroots sensibility, makes her leadership uniquely effective in a country grappling with unemployment, inequality, and digital disruption.
Appointed to the helm of TETA at a time of economic uncertainty and global transformation, she has responded not with caution—but with boldness. Under her guidance, TETA has launched a five-year strategy built on five key pillars: innovation, inclusive SMME development, strategic partnerships, financial sustainability, and operational excellence. Each of these reflects her commitment to not just maintaining the status quo but reimagining it.
“We must go beyond tick-box compliance,” she insists. “Transformation is not a policy document; it’s a lived reality that demands courage and collaboration.”
Ms. Anno-Frempong is a firm believer in the power of cross-sector collaboration. She has built bridges with industry bodies, universities, TVET colleges, trade unions, government departments, and international partners—from China to Mozambique—proving that progress in skills development is impossible in isolation. At the heart of her leadership is a deep respect for the power of youth. “We must trust young people to co-create solutions,” she says.
“They are not passive recipients of policy. They are the architects of the future.” Maphefo doesn’t view empowerment as an act of charity—it’s an economic, social, and national necessity. Through skills development, she aims to address structural inequality, close gender gaps in the workforce, and prepare women for the future of work. Her approach has been transformative for many. Under her leadership, TETA has rolled out targeted programmes to train and empower youth in last-mile logistics, drone operations, and green economy readiness—including sending South African students to China to specialise in electric vehicle technologies.
She also takes a bold stance on challenging outdated assumptions. For instance, when asked to fund training for airline flight attendants—a shrinking occupation in a post-COVID industry—she declined, redirecting resources to emerging, high-demand careers like robotics, AI, and renewable energy. Her decisions reflect a rare blend of empathy, data-driven insight, and long-term thinking.
Mrs Morongoe Nkabinde – Senior Manager: Skills Development and Learning Programmes
Could you briefly share your professional background and journey leading to your current role at the SETA?
Morongoe Nkabinde is a Senior Manager for Skills Development & Learning Programmes at the Transport Education and Training Authority. Nkabinde, an educator at heart, has served in various credible institutions in South Africa and comes with commendable experience. She has worked as an educator at Bokamoso High School, later moving to Lethamaga Secondary School to serve as the Head of Department. Upon leaving the schools fraternity, Nkabinde went on to serve various government departments and entities. Siyaya Skills Institute (Training Provider for Services SETA) as Training and Development Manager, AgriSETA (Surplus Project Manager), DHET – ESDA Deputy Director, PSETA (Learning Programmes Manager) and PSETA (Corporate Services Executive). Nkabinde is an expert in her field and has great Knowledge and understanding of the legislations that governs the PSET sector. Her capabilities include but not limited to strategic planning and evidence-based policy development.
In your view, what are the most critical outcomes your department is driving to bridge the skills gap in the country?
Over the years, TETA has provided funding for unemployed learners, primarily supporting those pursuing transport-related qualifications, including hard-to-fill vacancy programs as outlined in TETA SSP as well as Sector Priority Occupations Interventions. This funding extends to learners at public and private higher education institutions, as well as specialized institutions such as Flying and Diving Schools, contributing to South African education system. TETA helps to bridge the gap between education and labour market by funding learners across various qualification. TETA has made a significant impact to the South Africa youth through Skills Development initiatives, improving their lives and their future prospects. Most of these learners have successfully obtained their qualifications. The following presents the five (5)-year statistics for unemployed funded learners:
Ms Sandy Ndlovu – Head of Education and Training Quality Assurance (ETQA)
Ms Sandy Ndlovu, is the head of Education and Training Quality Assurance (ETQA) unit at TETA. Ms Ndlovu is an Education and Training specialist; her passion lies in education and training. She has 17 years of expertise in the education and training within the SETA environment, which includes 7 years in senior management role.
She brings a wealth of experience to her field. Her comprehensive background encompasses the entire spectrum of quality assurance. This includes qualification development, assessment design, establishment of quality management systems, accreditation of skills development providers, programme implementation and monitoring.
Recognised for her leadership in driving initiates related to learner management systems, stakeholder capacity building and realignment of qualification for the different subsectors within the transport sector.
ETQA Department
TETA’s mandate focus on facilitating skills development in different subsectors, the ETQA department focuses on the below primary functions:
Quality assurance of education and training that fall within the scope of the sector
Facilitation of the development, registration and implementation of qualifications, learnership and skills.
Key roles and responsibilities
The ETQA department directly supports the TETA’s objectives of addressing skills gaps, enhancing productivity and employability. In essence, ETQA serves as the quality assurance backbone that enables TETA to drive skills development.
ETQA is responsible for the following:
- Develop guidelines for the accreditation and approval of skills development providers (SDPs).
- Evaluate and accredit SDPs in line with national standards.
- Evaluate and recommend accreditation of SDPs and assessment centres to QCTO
- Evaluate and register constituent assessors and moderators
- Monitor provider compliance through audits, programme implementation and site visits
- Facilitate and oversee assessment and moderation processes to ensure consistency and fairness.
Ms Mantlwane Kgobe – Manager: Performance Monitoring and Evaluation (PM&E)
Can you give us a brief overview of your professional background and what drew you into the field of performance monitoring and evaluation?
With 18 years of professional experience—six of which were spent auditing the public sector—I have built a career rooted in accountability, service delivery, and continuous improvement. My early work focused on auditing government departments, municipalities, and Schedule 3A public entities, especially within the Sector Education and Training Authorities (SETAs). A particularly meaningful part of this work involved auditing performance information, now known as the Audit of Pre-Determined Objectives (AoPO). This aspect of auditing became a personal passion, as it linked financial reporting directly to the entity’s mandate and, more importantly, to the services rendered to the people of South Africa. At the time, our work was guided by the tagline “Building Public Confidence”—a mission that underscored our role in assuring the public that both financial statements and reported performance information were accurate, useful, and reliable.
Through this experience, I began to appreciate the tangible impact of service delivery—even in cases where financial accounting wasn’t fully compliant with standards. There was always a human story behind the numbers, and it became evident to me that translating budgets into services often made a real difference in people’s lives. This realization made my transition from auditing into the broader domain of service delivery both natural and meaningful. Over the past 12 years, I’ve worked in skills development compliance and, ultimately, in monitoring and evaluation (M&E)—three roles that, while distinct, are fundamentally aligned in their goal of improving public service performance. My deep-rooted appreciation for AoPO and my belief in the importance of public mandates laid the foundation for my passion in M&E. Today, I remain committed to promoting evidence-based decision-making through constant monitoring and periodic evaluations that inform planning and drive institutional learning.
I am “Driven by Vision”—to continue delivering strategic insights that position TETA as the Global leader in transport skills innovation.”
What are the primary responsibilities your department undertakes to track and measure performance effectively?
Effective performance tracking begins with the allocation of annual performance targets across fourteen operational and support business units. Our department plays a central role in ensuring that these targets are not only met but contribute meaningfully to the organisation’s long-term strategy. Key responsibilities include:
- Monitoring performance against set targets and initiating corrective actions when underperformance is detected.
- Providing strategic advice on critical or lagging indicators.
- Assessing alignment between current interventions and strategic priorities.
- Reporting on the organisation’s progress in supporting national transformation imperatives, particularly in programmes that empower youth, women, and persons with disabilities.
Ms Mashabane Ledwaba – Manager: Research and Knowledge (R&K)
Ms Mashabane Ledwaba holds a Master’s in Applied Data Science (UJ), a Postgraduate Diploma in Survey Data Analysis for Development (UCT), and a BCom in Statistics (UP). Since 2006, she has built a career in research and knowledge management, starting at Statistics South Africa and advancing to lead major surveys and national projects, including Census 2021. Since 2020, she serves as Research and Knowledge Manager at TETA, guiding evidence-based skills planning for the transport sector. She is passionate about transforming data into actionable insights to improve planning, policy, and programme effectiveness.
How do you ensure that the research conducted translates into practical and impactful policy or programme recommendations?
To ensure that research findings lead to practical and impactful policy and programme recommendations, the Research and Knowledge Unit adopts a strategic, collaborative, and outcomes-driven approach. From the outset, we actively engage key stakeholders—including industry representatives, training providers, government departments, and internal SETA units—throughout the research process. This inclusive engagement ensures that our work is grounded in real-world needs and aligned with sector priorities.
Our studies are purposefully designed to support TETA’s strategic objectives and align with the organisation’s research agenda. By focusing on generating actionable insights, we contribute to evidence-based sector skills planning, informed funding decisions, and responsive programme design. To maximise impact, research findings are presented in clear, concise, and accessible formats. We make use of executive summaries, key findings and recommendations, and data visualisations to ensure insights are easy to interpret and apply.
Importantly, our research outputs are integrated into TETA’s core planning instruments, including the Sector Skills Plan, Strategic Plan, and Annual Performance Plan. This ensures that evidence informs both strategic and operational decision-making. We also maintain ongoing engagement with internal stakeholders to track the uptake of recommendations and refine or expand research where necessary.
Additionally, we promote knowledge sharing through strategic planning sessions and other platforms that build the capacity of decision-makers and implementers to translate research into effective interventions. This comprehensive approach bridges the gap between research and implementation, ensuring that our work contributes meaningfully to a responsive and impactful skills development system.
