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The Africa Cosmos Education Trust: Empowering Potential, Enabling Change

The Africa Cosmos Education Trust: Empowering Potential, Enabling Change

Founded in 2018, the Africa Cosmos Education Trust was established to be a beacon of hope for young South Africans who are unable to pursue their dreams of tertiary education due to financial and social barriers.
We are driven by a fundamental belief in the power of education to transform lives. In the words of the late President Nelson Mandela:

“Education is the most powerful weapon which you can use to change the world.”

Yet, in South Africa today, too many bright and capable young people are still denied access to higher education—not because they lack ambition or talent, but simply because they lack the means.

The Africa Cosmos Education Trust is committed to changing this reality. As a black-led, purpose-driven organisation, we are deeply invested in dismantling the structural inequalities that persist in our education system. Our goal is to empower the next generation of leaders with the tools, opportunities, and support they need to thrive.

What We Do?

Since 2021, we have:

  • Funded 21 tertiary students
  • Invested over R2.8 million in education support
  • Ensured full compliance and impact through robust project planning, selection, monitoring, and reporting processes

But we do more than fund education — we walk the journey with our students.

Our holistic support programme includes:

  • Financial assistance for tuition and study materials
  • Mentoring by experienced professionals
  • Life skills development to prepare learners for academic and professional success

Why It Matters?

South Africa’s greatest challenge — and its greatest opportunity — lies in unlocking the potential of its youth. Education is not a privilege for the few; it is a right for all. And when we invest in our young people, we invest in the future of our communities, our economy, and our nation.

SAPS Detail Progress and Partnerships in New Firearms Management System

SAPS Detail Progress and Partnerships in New Firearms Management System

The South African Police Service (SAPS) has provided updated information on the development of its new Firearms Control Management System (FCMS), including its collaboration with firearms associations, causes of project delays, and its commitments to transparency and stakeholder engagement.

As part of its mandate under the Firearms Control Act, the Central Firearms Registry (CFR) maintains working relationships with organisations across the firearms community. These include sporting, hunting and collector associations, which are responsible for verifying applicants’ credentials when applying for firearm licences under Sections 16 and 17 of the Act. Applicants must provide a certificate from a recognised association confirming their membership and active participation, and in the case of collectors, a categorised list of their collected firearms. The associations also endorse the suitability of a specific firearm for the intended purpose.

Additionally, CFR collaborates with the Professional Firearm Training Council (PFTC), an entity authorised by the Quality Council for Trades and Occupations (QCTO). This partnership allows SAPS access to training records, ensuring that firearm applicants have completed the legally required instruction.

The development of the FCMS has, however, experienced technical delays primarily linked to scope changes during the design phase. According to SAPS, business processes originally planned for future phases were prioritised and brought forward into Release 01 of the system. This adjustment required extensive realignment and additional documentation, including more than 100 work sessions across six major process modules. The complexity and scale of these adjustments extended the timeline beyond initial estimates.

In terms of progress reporting and communication, SAPS is subject to a standing court order issued in August 2019, which compels the Police Ministry to submit bi-annual updates to the Deputy Judge President on the system’s development. These reports are shared with the South African Arms and Ammunition Dealers Association (SAAADA), a key industry body representing dealers, manufacturers, gunsmiths, and import/export licence holders.

Beyond the courtroom reporting requirement, SAPS has established a Project Steering Committee that includes representatives from SAPS Technology Management Systems (TMS), the State Information Technology Agency (SITA), and other relevant internal stakeholders. The FCMS Project Manager provides monthly progress updates to this committee, and any adjustments to the project timeline are communicated through formal Change Request Reports.

To enhance stakeholder involvement, SAPS established a Technical Work Team in September 2023, comprising industry representatives from dealers, manufacturers, and gunsmith associations. This team participates in user requirements workshops and will be involved in the testing of the system before each rollout phase is implemented.

The FCMS rollout will begin with a pilot phase in Gauteng, where the system will be trialled at three police stations. A dedicated learning and training programme is being developed to support the system’s implementation. This will include “train-the-trainer” sessions for SAPS staff in designated firearms offices across provinces, coordinated by the Firearms, Liquor and Second-Hand Goods unit, along with Human Resource Development and TMS divisions.

The broader public and other external stakeholders will be informed of implementation progress through official SAPS communication channels, including its website and other media platforms. The firearms licence application process will also be made available online as part of the new system’s public interface.

SAPS has reiterated its commitment to transparency and consistent engagement with all stakeholders throughout the development and implementation of the FCMS. The police service maintains that the system will not only modernise firearms licensing processes but also strengthen regulatory oversight across the country.

The Bumpy Road to Compliance: Challenges Skills Development Providers Face in the QCTO Transition

The Bumpy Road to Compliance: Challenges Skills Development Providers Face in the QCTO Transition

South Africa’s education and training landscape is undergoing a major transformation with the full transition to the Quality Council for Trades and Occupations (QCTO) framework.

This move aims to standardize occupational qualifications, strengthen industry alignment, and ensure skills training leads to real employability. However, for Skills Development Providers (SDPs)—the very institutions tasked with preparing the workforce—this transition has proven far from seamless.

Let’s explore the key challenges SDPs are grappling with in 2025 as they shift from legacy SETA qualifications to QCTO-aligned offerings.

1. Qualification Discontinuation & Uncertainty

The biggest shake-up came with the phasing out of historically registered (legacy) qualifications. These were largely developed and managed under Sector Education and Training Authorities (SETAs) and have now reached or are approaching their expiry dates. This has left many providers with:

  • No clear alternative QCTO qualifications to implement
  • Delays in registration or approval of new occupational qualifications
  • Ambiguity around learner articulation and recognition of prior learning (RPL)

This uncertainty hampers planning, disrupts enrolment, and places pressure on training businesses already operating on tight margins.

2. Accreditation Bottlenecks

Transitioning to QCTO compliance involves an entirely new accreditation process—even for previously accredited providers. Unfortunately, SDPs report:

  • Long waiting times for site verification visits
  • Delays in feedback and approval from QCTO or associated DQPs (Development Quality Partners)
  • Lack of clarity around the full list of required documentation and standards

This red tape creates a “compliance limbo” where providers are eager to offer QCTO-aligned programs but cannot do so legally until accredited, impacting income and operations.

3. Curriculum Overhaul & Capacity Gaps

QCTO qualifications are structured differently from legacy programs. They include three integrated components:

  • Knowledge Modules
  • Practical Skills Modules
  • Workplace Experience Modules

This model, while comprehensive, requires providers to:

  • Redesign training material
  • Hire new facilitators with dual-sector (academic and industry) competencies
  • Secure workplaces for experiential learning, often without existing industry partnerships

This red tape creates a “compliance limbo” where providers are eager to offer QCTO-aligned programs but cannot do so legally until accredited, impacting income and operations.

4. Assessment Reforms & Confusion

The QCTO introduces a centralized External Integrated Summative Assessment (EISA) at the end of each occupational qualification. Providers must prepare learners for this final exam, but face several hurdles:

  • Limited access to mock assessments or practice material
  • Uncertainty around the roles of Assessment Quality Partners (AQPs)
  • Insufficient guidance on tracking learner progress toward EISA readiness

This shift from internal moderation to external assessment has caught many off guard, with some unsure how to best prepare students.

5. Technological & Administrative Demands

QCTO compliance requires strict learner data management, evidence collection, and reporting—all increasingly digitized. SDPs are expected to:

  • Upload data to the National Learners’ Records Database (NLRD)
  • Maintain comprehensive learner portfolios
  • Align with emerging e-assessment and online moderation standards

Yet many providers—especially in underserved or rural areas—lack the technical infrastructure, skills, or software to meet these demands effectively.

6. Financial Strain on Providers

With many SDPs needing to:

  • Apply for fresh accreditation
  • Develop new materials
  • Train staff
  • Establish workplace learning partnerships

…there’s a mounting cost burden that isn’t always supported by grants or subsidies. The delays in rolling out full qualifications also mean reduced enrolments, threatening staff retention and business viability.

7. Poor Communication & Stakeholder Support

Many providers feel left in the dark. There’s a consistent theme of:

  • Inconsistent messaging between QCTO, SETAs, and professional bodies
  • A lack of accessible training on the QCTO model itself
  • Minimal consultation with SDPs when qualifications are revised or have expired

Providers have called for a more coordinated, transparent, and responsive engagement model to support their transition, especially those outside major urban centres.

Recommendations: Charting a Smoother Path Forward

To support the success of the QCTO transition, stakeholders must act collectively:

SDPs must consider collaboration and consortium models to share costs, materials, and assessment resources.

QCTO should ramp up its capacity, regional outreach, and digital platforms, and streamline accreditation and assessment timelines.

SETAs need to play a clearer supporting role in transition planning and funding.

Industry partners should open their doors for workplace experience placements, especially in high-demand sectors.

The vision behind the QCTO is sound: a better-skilled, more employable workforce trained through high-quality, industry-aligned qualifications. But for SDPs on the front lines, the road to that vision has been paved with administrative hurdles, cost pressures, and a lack of clear support.

If we are to realise the potential of this transition, a collaborative, transparent, and adequately resourced approach is essential. The stakes are high—not just for training institutions, but for the millions of South Africans seeking the skills to thrive in a challenging economy.