. The role of Indlela was to provide trade test and assessment to people that had necessary skills and had been in the trades industry for many years. It was not a role of Indlela to produce artisans. . The NAMB and QCTO would consolidate trades and occupations into a single integrated framework. The NAMB was an autonomous body that would audit and monitor exams and trade test at Indlela. . The bureaucratic process delayed the implementation of the QCTO. There were overlapping areas with the other two quality councils (South African Qualifications Authority and Umalusi) and the Department had to address those challenges before the QCTO could be implemented. The post for the CEO of the QCTO had been advertised and the board was appointed. The Department would second 21staff members to assist in the operations of the QCTO. . The Department would run the QCTO corporate services as an agency and the organogram of the QCTO had been submitted to the Minister for approval. . Indlela would collaborate with labour centres in all the provinces to have provincial presence in throughout the country. . The Department would setup an Artisans Information Management System (AIMS) which would include all details of artisans in the country and track their progress. . The Department aimed to conclude the disciplinary hearings process before the 30 September 2011. The people that were implicated in the alleged corrupt activities remained as employees at Indlela until the disciplinary hearings process is finalised. . The Department had suspended the services of the service providers that were involved in the corrupt practises. The risk management system had been improved at Indlela and linked with the Department to prevent any further corrupt activities.