MERSETA STRATEGY FORMULATION - THE CENTRAL ROLE OF THE SECTOR SKILLS PLAN (SSP)

1. MERSETA STRATEGY FORMULATION - THE CENTRAL ROLE OF THE SECTOR SKILLS PLAN (SSP) LEADERS IN CLOSING THE SKILLS GAP

2. Legislation underpinning SSP • Section 10 (1) (a) and (b) of the Skills Development Act No 97 of 1998 (as amended): • SETA must develop a SSP • Implement its SSP by: • establishing learning programmes • approving workplace skills plans and annual training reports • allocate grants • monitor education and skills development provision in the sector This legal stipulation clearly shows that any activity related to implementing education and skills development interventions and incentives must be based on the sector skills plan

3. Other regulatory stipulations • Alignment with national strategic, human resource and skills development priorities: NSDS III (2011-2016),the National Development Plan (2030), New Growth Path (NGP), Industrial Policy Action Plan (IPAP) and the National Human Resources Development Strategy South Africa (2010 – 2030) • Alignment with the skills development performance requirements: Skills Development Act Section 10A(1)(a) requires each SETA to conclude a Service Level Agreement (SLA) with the Director General concerning the SETA’s performance of its functions in terms of the SDA and the NSDS • Alignment with planning and reporting requirements: Treasury Regulations 30 issued in terms of the Public Finance Management Act (PFMA) requires each SETA to develop Annual Strategic Plans and submit these Annual Strategic Plans as well as reports on the implementation of its plans to the Director General on an annual basis • Grant Regulation 3, 03 December 2012, states that there is a need for SETAs to align their SSPs, Strategic Plans (SP) and Annual Performance Plans (APP) with policies, systems and processes to enable these plans to be implemented. Of course, within the SP and APP it will be necessary to allocate human and financial resources in a manner that is also aligned to the impact set out in the SSP

4. What is a SSP • Developed mainly by social partners (stakeholders) i.e. employer, labour and government • A “report” developed by a SETA in consultation with stakeholders – contains economic & labour market information such as workplace data, critical economic labour market and social drivers, signals and indicators of merSETA manufacturing economic & government policy environment, stakeholders perspectives & views, scenarios for education and skills development • Indicates skills needs in terms of supply and value chains & changing economic environments – current needs (company WSP/ATR analysis) & emerging or future needs (analysis of emerging economic and labour market drivers for skills as well as analysis of change drivers for skills development contained in national key strategies, strategies such as the Industrial Policy Action Plan (IPAP), National Growth Path (NGP and Strategic Infrastructure Projects • Must cover employer, worker and government priority needs • Used to determine the skills needs of both existing employees & those entering the labour market for planning skills in demand, priority skills needs, relevant high quality programmes, fund/incentives regime, SETA’s response to government’s priorities and the objectives of the NDP, NGP, NSDS lll, IPAP and HRD-SA

5. Uses of a SSP • A practical, user-friendly report that provides vital information to understanding skills development issues in a economic sector without going into an academic treatise • Provides strategic direction for education, training and skills development priority actions • Should provide direction to education and training institutions, skills development providers and other interested parties with regard to developing relevant education, training and skills development responses for the merSETA manufacturing environment • Support regional and employer plans • Inform allocation of resources/funding priorities • Enable individuals to make informed career choices. • Monitorskills development provision in the sector.

6. What is a SSP • Chapter 1: sector profile covering scope of coverage, key role players, economic performance, employer and employee profile; issues influencing sector skills needs and skills development requirements • Chapter 2: Identifies change drivers for skills demand and supply e.g technologicalinnovation, global and local economic environment factors, government policies &strategies • Chapter 3: Key skills supply and demand issues, scarce skills (occupations in demand), skills gaps (critical skills), skills supply (e.g. TVET, HEI, SETA) • Chapter 4: Identifies and assesses partnerships - TVET, HEI, Public sector, International, Chamber Research, Social (civil/NPO/NLPE), Innovation and Applied Research Partnerships • Chapter 5: Summary of skills issues & drivers of previous chapters, recommendations for priority actions

7. Alignment of Planning and Documents • All planning, from SSP to performance agreements, underpinned by the principles of consultation, stakeholder input & consensus, & by the results based management approach of the National Treasury Framework of legislation and guidelines for planning, budgeting and performance management • Sector skills plan – as described above • 5 year Strategic Plan: 5 year achievable & realistic targets aligned to SETA mandate and SSP – i.e. 5 year strategic outcomes oriented goals; budget programme structure aligned to SETA service delivery responsibility; strategic objectives that clearly state what the merSETA intends to do or produce to achieve its strategic outcomes oriented goals • The Annual Performance Plan (APP_: SETA intends doing in the upcoming financial year and provides a 3 year Medium Term Expenditure Framework (MTEF) horizon for implementing its Strategic Plan - performance indicators & targets for achieving its strategic goals & objectives for its budget programmes; basis upon which the SETA, annually, reports to Parliament through the Minister of Higher Education and Training (MHET) • The Service Level Agreement (SLA), based on Strategic Plan & APP, signed agreement (contract) between the DG and the merSETA (AA) that sets out the SETA’s specific annual obligations and responsibilities, and is the instrument that the Minister and Department of Higher Education and Training (DHET) utilises to monitor the activities of the merSETA and the outputs and outcomes thereof. • The annual operational plan of the merSETA for all its operational core functions determined mainly on the basis of the obligations and responsibilities of the SLA and the APP, with a line of sight to the 5 year Strategic Plan and SSP priorities

8. Alignment of Planning and Documents

9. Key themes emerging from 2017 and 2018 AA strategy sessions, SSP update – implications for planning LEADERS IN CLOSING THE SKILLS GAP

10. AA July 2017 • Transformation: meeting economic demand whilst addressing targets for race, gender, people with disability, youth and rural communities • Accountability: ensuring appropriate accountability of all role players and stakeholders in the merSETA skills eco-system for the implementation of merSETA strategy • Social media strategy: leveraging best practice social media approaches and trends to better extend the reach of the merSETA to a larger range of stakeholders • Data: developing labour forecasting methodology/methodologies to acquire credible data that can adequately inform skills planning which results in the merSETA making an impact in its industries • Behavioural insights approach: drawing on the behavioural insights approach to implement programmes and projects – i.e. skill development as critical for both economic and psycho-social empowerment • In-depth understanding of growth areas and changing nature of work and production: developing training interventions to support new areas of growth as well as for changes taking place in the manufacturing industries of the “mer” sector

11. AA July 2017 • National growth and development strategies: identifying those areas of growth into which black emerging industrialists could develop and provide skills development support (e.g. components manufacturing, SME, cooperatives) • Diversify types of training programmes: introducing training programmes that are geared towards non artisan and non technical qualifications, but can lead to employment in available jobs • Review chambers: review the structure and membership of chambers in line with current and emerging demands rather than historical constraints (e.g. Tyre Chamber using the existence of a bargaining council as a criteria, whereas the new demand may be for a components manufacture chamber which would include the tyre industry) • Career interest: fostering career interest aligned to global future skills requirements as well as addressing adult career development for those in employment / in the labour market • International relationships: building international mentoring and exchange programmes and partnerships to advance and modernise the merSETA skills development eco-system • New collaborations/partnerships: exploring and developing new collaborations and partnerships for innovation solutions to skills development

12. Updated SSP – principles for planning • Evidence based decision making: Skills development should be based on credible research evidence. • Consultation and good governance: merSETA should maintain trust and confidence through consulting and providing opportunities for external and internal stakeholder inputs/intelligence and ensure clear role delineation between the AA, its Committees and the executive management for the execution of the AA strategy. • Partnership: merSETA should continue to use partnerships as important vehicles for: exploring, developing and implementing innovation solutions and large scale programmes/projects; building its knowledge base; and, advancing and modernising its skills development system. • Centrality of work integrated learning (WIL): WIL is core to learning within and for merSETA occupations and skills. • Utilisation of education, training skills development infrastructure of PSET provisioning system: merSETA should support and develop the PSET provisioning infrastructure (workplace, community colleges, TVET colleges, HEIs, skills development providers) so that it can expand the reach of its services. • Differentiated response: There must be recognition of regional and enterprise differentiation.

13. Updated SSP – strategic priority actions • Automation of production processes impacting on current employees especially operators and elementary workers calls for a survey of workers’ skills needs so as to inform the reskilling and upskilling interventions to be implemented to minimise job losses. • Transformation remains a key imperative for skills development of managerial, professional, technician and artisanal occupations with regard to race and gender, and for all occupational groups with regard to people with disability. • Informal businesses need to be supported to become formal registered business, such as small enterprises or cooperatives. The merSETA should work together with other state agencies to develop an ecosystem approach whereby support includes not only training, but also access to: finance, operational efficiency support, markets and value chains of merSETA industries.

14. Updated SSP – strategic priority actions • Future skills for circular, advanced manufacturing and Industry 4.0 should be researched to inform the development of new career pathways and skills development responses that will: prepare current employees for changing careers; attract and skill youth for new occupations and careers; and, skill business owners especially small and medium sized enterprise so that they are enabled to take up opportunities in growth areas such as plastics, motor, new tyre, metal renewable energy and chemical; which are also supported by incentives and schemes of different government strategies for re-industrialisation and localisation IPAP and SIPs being examples of such strategies. • Government strategies skills needs must be unpacked. The merSETA must engage the responsible departments with the view to implementing mega skills development projects for the strategies, inclusive of those for rural development and the urban economically marginalised. • Curriculum research and development based on deep understanding of changing production processes must be implemented to steer the delivery of education, training and skills development for merSETA industries. • Career development, advice and support for the flexible labour market implied by the advent of advanced manufacturing and Industry 4.0 must be put in place to empower current and new entrants manage their career aspirations and development.

15. AA July 2018 - innovation • Exploring innovative ways of delivering skills in response to changing trends driven by industry 4.0 and other developments such as the green and circular economy • Promoting an ecosystematic approach that is responsive and promotes the development of innovative curriculum • Cross chamber integration of curriculum research and development, cross chamber use of curriculum/qualifications, review of curriculum & qualifications policy for Industry 4.0 and other developments • Identifying local innovations and ways in which the merSETA can support the development of local innovation capability • Tapping into thought leadership forums (locally and internationally) to build our Innovation, Research and Development capability • Leveraging local research that has been produced to identify emerging and future trends in manufacturing, skills, training, education etc. • Incubation models drawing on local, multinational and international capability

16. AA July 2018 - structural transformation • Strengthening the support of key priority sectors (automotive, plastics, metals etc) and national imperatives such as the black industrialists scheme as identified in the IPAP and other key strategies • Supporting entrepreneurship to speed up structural transformation of the economy and sector (ownership, management, composition and control) • Ecosystematic approach to transformation (ensuring that different role players work together to support entrepreneurship e.g. funding partners such as SEDA, IDC and SETAs working together to build the capacity of entrepreneurs to respond to market demands • Developing a skills framework that can support the structural transformation of the economy – integrated planning in collaboration with partners government/agencies driving transformation of the economy/national growth and development strategies • Influencing policy to unblock barriers of access for SMEs, cooperatives • Identifying opportunities for localisation within the sector and providing the necessary support to build capability and support incubators • Ecosystematic approach to uplifting SMEs, cooperatives and informal sector (e.g. funding/business support agencies + SETA + government department + private sector) within the sector, and the green and circular economy • Leveraging BBBEEE scorecard for skills development within the sector • Promote careers that find expression in township and rural economies

17. AA July 2018 - skills 4.0 / future skills • Unpacking the skills requirements for each of the government priorities that speak to our sector. • Identifying innovative ways of delivering skills that are responsive to industry needs and changing trends • Support to post school delivery system – E&T institutions, training centres, workplace training, skills development providers etc – teachers/trainers/mentors/assessors; curriculum and materials • Creation of new career trajectories for retrenched skilled workers by exploring opportunities for them in E&T institutional framework e.g. TVET lecturer development programmes • Developing skills not just for current demand but for the business of tomorrow (future skills) • Developing high level skills not just for local demand but for exporting to other countries • Acquiring skills and knowledge from other countries • Promoting an ecosystematic approach to the development of curriculum that responds to the changing notion of training and education • Career development that is focused on the needs of the individual and more self guided (life design)

18. AA July 2018 - partnerships • Ensuring that partnerships are pragmatically conceptualised to support innovation, transformation, skills 4.0 and other priorities . • Strengthening the role of the merSETA in creating linkages between industry and HEIs and TVETs so as to promote the responsiveness of education and training to industry needs and changing trends • merSETA and employers partnering to raise quality of E&T institutions • Creating opportunities for partnerships between SMEs and large firms in training and other opportunities • Facilitation of PPPs • Forming strategic partnerships with other SETAs, government departments and agencies to respond to cross cutting national imperatives such a sustainability, the green economy, digital skills etc. • Some key partners identified: DTI & its agencies; DST and its agencies; DBE; Provincial and Local Government and agencies;

19. AA July 2018 - governance and resourcing • Building robust systems, processes, procedures and other mechanisms to promote operational efficiency, better planning and evidence based decision making • Review of organisation – functions, organisational structure etc – to support emerging and future strategic imperatives • Building internal capability (skills and capacity) of the merSETA to promote effective internal functioning and governance • Ensuring that our grant system and funding model is robust and responsive to the need to support structural transformation, innovation, skills 4.0 and other priorities • Building capability to ensure that key strategic data is readily available and accessible for planning and evidence based decision • Review of the role of merSETA governance structures (regional committees and chambers) in supporting the board and leadership (structures driving solutions and issues for regions/chambers) • Delineation of roles and responsibilities between governance structures and operations (complementary roles of strategic oversight and operational management) • Strengthening communications and stakeholder engagement to better understand our stakeholders, sector, increase our reach and impact, and showcase success stories

20. Highlights of what we are already doing: Budget Programme 1Administration • Review of corporative governance policies and structures e.g. adapting King IV Code & incorporating the most recent legislative amendments to legislation that govern the merSETA • Internal controls & risk management - capacity building and support for dev & review of policies and procedures in line with best practice quality systems; internal audits & assessment of compliance incl. monitoring of evidence based risk assessments • Strengthening reporting - capacity building & supporting the reduction of internal control deficiencies with respect to performance information monitoring & reporting; improving quality of planning & reporting in accordance with technical regulatory requirements & aligned development with budgeting process; establishment of effective chamber committees; utilisation of chambers as vehicle/forum for engagement between merSETA management & industry; chamber participation in strategy development, execution and monitoring • Implementing enterprise content management/digitisation – improving data, information, records and knowledge assets governance & management to provide business intelligence and analytics to guide planning, decision making and strengthening operations; digitisation of the organisation; NSDMS; establishment of integrated digital ecosystem for PSET system to strengthen integration, coordination, collaboration to improve efficiencies, governance and management of the PSET data and knowledge & responsiveness of system to labour market needs

21. Highlights of what we are already doing: Budget Programme 2Skills Planning • Evidence based decision making – SSP shaped for employer, worker, and government priorities; enterprise type needs; regional/provincial/subsector/industry; primary and desk top research projects – supply and demand, skills for youth income generation/work experience models, industry 4.0 emerging and future skills; analysis of merSETA internal data; conducting evaluation studies to determine the efficiencies of merSETA processes & systems as well impact of skills development interventions • Chamber research and innovation projects - dissemination and utilisation • Applied research and piloting innovations in new knowledge domains - TVET quality improvement through lecturer development (up to NQF level 10) and TVET research studies; trade test improvement; ICT supported learning; HEI – industry technology innovation collaboration; technology innovation for SME and community based enterprises

22. Highlights of what we are already doing: Budget Programme 3Learning Programmes and Projects • Transformation – Black female management training; PWD projects; DSBD partnership for SME & cooperatives; bursaries focus on transformation & empowerment of previously disadvantaged individuals; black industrialist research and support; green economy skills development; Eastern Cape project to improve the existing skills base and supply of Operators for component manufacturers within the Eastern Cape Automotive Industry; youth livelihoods • Partnerships – TVET Centres of Specialisation; HEI (qualification development, I4.0 research, post graduate and doctoral candidates research on topics related to the mer sectors; British Council TVET leadership development; China WIL and exposure to high tech and structured work environments • Supporting Industry 4.0- Central University of Technology for the establishment of the Chair in Innovation and Commercialisation of Additive Manufacturing; East Cape Midlands College to set up training facilities linked to the 4th Industrial Revolution; quality of TVET delivery aligned to emerging and long term education and skills development requirements for Industry 4.0 occupations to include curriculum R&D, lecturer development; NMMU project Chair in Engineering focused on remotely piloted or autonomous systems for underwater, surface and air vehicles to conduct joint autonomous operations

23. Highlights of what we are already doing: Budget Programme 4Quality Assurance • Centres of Specialisation – curriculum development, lecturer development, industry/company-college partnerships incl. rural areas • Integrated BRICS Future Skills Project within the MER-Sector – integrating skills challenges, TVET lecturer development, curriculum development and the establishment and support of a future skills development manufacturing centre of excellence; • An expanded & modernised (digital based) career guidance, advice, development framework for employed and unemployed We are implementing the strategy that has been and is evolving We can do more ......

24. Manufacturing, Engineering andRelated Services SETA merSETA Organisational Structure and Functions LEADERS IN CLOSING THE SKILLS GAP

25. merSETA ORGANISATIONAL STRUCTURE 15 member Accounting Authority including Independent Chairperson AA Committees incl. Chambers CEO Vacant Company Secretary and Legal Compliance Officer Vacant • Strategy & Research Executive Ms S Nomvete • Corporate Services Executive Ms E van der Linde Chief Operations Officer Mr Wayne Adams Chief Financial Officer Ms Disa Mjikeliso

27. THE ROLE OF THE CEO • Provide strategic direction and leadership; • Build and maintain Stakeholder Relationships; • Develop and manage Service Level Agreement (SLA) with the Department of Higher Education and Training; • Serve as the Spokesperson; • Develop and Implement Strategy; • Manage Operations and Improve Performance; • Functional Operational Matrix; • Planning Processes for implementation; • Oversee the management of Research and Development projects ; • Serve on Boards and Committees; • Statutory reporting; • Strategic disbursement of funds; • Finance and governance compliance; • Monitor the financial health of the organisation; • Build sound employee relations and team unit; • People management; and • Team work.

28. GOVERNANCE UNIT Total Number of Employees = 6 Interns = 2 AA Chairperson , AA members & AA Committees CEO Company Secretary and Compliance Officer Vacant PA/Secretary Vatiswa Qokela Coordinator Governance and Secretariat Pinki Moloto Legal and Compliance Manager Stacey James X1 Administrative Officer X1 Administrator X 2 Interns

29. FUNCTIONS OF THE GOVERNANCE UNIT Governance Unit(Company Secretary) is responsible to ensure: • Provision of Legal services and compliance services. • Provision of Corporate Governance Services as follows: • Provision of information to AA and AA Committee members. • Support the office of the AA Chairperson. • Provision of Secretariat service to AA and AA Committees. • Support the CEO and MANCO with regard to governance and compliance processes.

30. THE ROLE OF ACCOUNTING AUTHORITY • The role of the Accounting Authority (AA) is to provide leadership and strategic direction to ensure that the mandate of the organisation is achieved. The AA may- • Exercise all powers necessary in order to perform its functions. • Exercise power conferred by SDA,PFMA,SDLA any relevant legislation. • Take any decision on any matter related to the performance of its functions in terms of the Act.

31. DUTIES OF THE ACCOUNTING AUTHORITY The duties are provided in Item 8(1) of the Constitution • Govern and manage the SETA in accordance with the PFMA, the Act and any other applicable legislation. • Ensures that the SETA achieves the objectives contemplated in item 5 and performs the functions contemplated in item 6. • Provide effective leadership and ensures that the SETA implements the goals of NSDS and the Performance Agreements with the Minister. • Ensure that the SETA complies with the relevant statutory requirements and the requirements of this constitution. • Manage institutional risk.

32. ACCOUNTING AUTHORITY COMMITTEES Item 8(2)(d) and (e) of the Standard SETA Constitution dealing with the Powers of the Accounting Authority Provides that the Accounting Authority has the power to establish committees of the SETA to assist it in performing its functions and establish chambers of the SETA contemplated in section 12 of the Act. Item 8(3)(a) of the Standard SETA Constitution provides that the Accounting Authority may delegate any of its functions to the any of the committees or Chambers and to the CEO.

33. ACCOUNTING AUTHORITY COMMITTEES Current AA Committees • Executive Committee • Audit and Risk Committee • Human Resources and Remuneration Committee • Governance and Strategy Committee • Finance and Grants Committee • Five Chambers • ETQA Committee • Regional Committees All Committees are regulated by approved Tors and Charters which are reviewed annually or as prescribed in the relevant Tors.

34. RELEVANT LAWS AND STATUTES merSETA is a Schedule 3a Public Entity governed by amongst others, the following legislations and Statutes: • Skills Development Act 97 of 1998. • Skills Development Levies Act 9 of 1999. • Public Finance Management Act 1 of 1999(as amended). • National Skills Development Strategy(NSDSIII). • Standard SETA Constitution.

35. MATTERS TO NOTE • Item 8(8)(a) deals with the issue of alternates and provides that organisations contemplated in sub item (5)(6) may nominate an alternate for each member in the same manner as nominations for members. • The number of alternates at any meeting may be no more than one third of the number of members contemplated in Annexure 4. • Item 8(13)(b) On recommendation of the AA, the Minister may remove a member upon the written request of the organisation represented by that member. • Item 8(15) any organisation that meets the criteria stated in sub item(5)(a) and that are not listed in Annexure 4, may apply to the AA to be so listed. • The AA must list the organisation if the Minister determines.

36. MATTERS TO NOTE Appointment of the Chief Executive Officer -Item 16(a)(i)(ii) The Accounting Authority must- • Within six months of taking office, after following a transparent process, recommend to the Minister the names of three suitable qualified candidates for appointment to the position of Chief Executive Officer; and • Consider the suitable qualified candidates in accordance with fair and reasonable criteria acknowledge in labour law before making the recommendation in terms of subparagraph (i).

37. STRATEGY AND RESEARCH DIVISION LEADERS IN CLOSING THE SKILLS GAP

38. FUNCTIONS OF THE DIVISION merSETA Organization-wide Strategy -Mission, Vision, Values -Sector Skills Plan -Strategic Plan -Annual Performance Plan Monitoring & Evaluation Align the merSETA strategic plans in support of government-wide planning, monitoring, reporting and evaluation Labour Market Research & Sector Skills Planning Establish an effective mechanism for sector skills planning that encompass credible research. Knowledge Management Foster an open and enabling forum for the communication of ideas, concepts, and information throughout the organisation • Quality Management Systems • Strategically formalize a quality systems system that support to achieve the merSETA strategic objectives through: • Alignments of merSETA-wide strategic policies to legal and regulatory requirements in which the merSETA operates • Development, maintenance and assessment of documented processes, procedures in line with ISO 9001:2015 international quality standard requirements. Applied Research & Innovation Projects Designing and testing innovative and scalable solutions towards solving skills related problems identified through applied research. • Chambers • Aligning the activities of stakeholder committees to industry specific priorities to result in supporting the merSETA strategic goals and objectives as well as national development and transformation imperatives.

39. FUNCTIONS OF THE DIVISION • Establishing credible research approaches, methodologies and research evidence data (mainly scarce and critical skills) that will inform merSETA strategy incl. priority PIVOTAL programmes • Establishing research capacity primarily through research partnerships priority PIVOTAL programmes. • Managing the production of the Sector Skills Plan, Strategic Plan and Annual Performance Plan • Building organisation capability to use strategic performance information in executing, monitoring and reporting on strategy • Managing the compilation of quarterly monitoring performance reports; and the management of internal and external performance information audits • Conducting research based evaluation studies including impact studies

40. FUNCTIONS OF THE DIVISION • Coordinating and directing the organisation’s activities to meet best practice quality management and regulatory requirements • Auditing and maintaining the merSETA quality systems to ensure that policy, process, procedure are compliant, readily available, relevant and up to date at the point of use. • Coordination of third party audits assessments for assessing the organisation-wide compliance to ISO 9001:2015 international quality standard requirements • Improving the innovation research and development capacity of the merSETA enterprises through partnership projects with HEIs and research institutions. • Managing effective, efficient and capable industry (employer and labour) driven governance structures to ensure industry level influence of merSETA strategy • Testing/piloting new knowledge domains related to skills development that will serve the objective of supporting greater efficiency (systems) and effectiveness (quality of skills produced) • Building best practice content and knowledge management systems so as to improve access, sharing, integration and preservation of merSETA knowledge assets and thus turn merSETA into an innovative, learning and knowledge based organisation

41. Strategy & Research Executive Sebolelo Mokhobo-Nomvete Personal Assistant Zethu Pompi Senior Manager: Strategic Planning Vacant • Senior Manager: Applied Research and Innovation Projects • Helen Brown Assistant Coordinator: Evaluation/Impact Zanele Sibanyoni Manager: Research Labour Market, Sector Skills Planning & Evaluation Laura Crosby Manager: Monitoring & Evaluation Tebogo Mmonwa Manager: Projects Tsholo Mungoni Manager: Chambers Hosea Morapedi Coordinator: Project Management Pride Chuene Coordinator: Chamber Nyameka Sonjica Manager: Quality Systems Kgomotso Ntsoko Coordinator: Research Franca Pavarelle Administrator Thato Mahlatsi Manager: Knowledge Management More Manda Administrator Sindiswa Msomi Administrator Support Mpumelelo Nyathi Administrator Sandile Buthelezi STRATEGY & RESEARCH DIVISIONAL ORGANOGRAM

42. SUMMARY The division plays a key role with regard to informing/steering/influencing the organisation’s decisions for: • Strategy • Budgeting • Implementation focus • Planning for people resources • Monitoring, reporting and evaluation

43. OPERATIONSDIVISION LEADERS IN CLOSING THE SKILLS GAP

44. ORGANOGRAM

45. FUNCTIONS OF THE OPERATIONS DIVISION

46. CORPORATE SERVICES DIVISION LEADERS IN CLOSING THE SKILLS GAP

47. DIVISIONAL FUNCTIONALITY & STRATEGIC OBJECTIVE • Corporate Services provide an enabling support foundation through Human Resource, Marketing & Communications and Facilities Management Units. • Divisional Structure and Annual Operational Plan are aligned to the merSETA Annual Performance Plan, Strategic Objective Programme 1: Administration - aimed at “Improved financial & corporate management” through: • Effective resource planning and management • Implementation of internal controls that support financial sustainability • Operational efficiency • Adherence to policies, legislative frameworks and statutory requirements • Objective: Unqualified Audit Report

48. Corporate Services Executive Ester Van Der Linde Personal Assistant Senior Manager: Marketing & Communications Neil Lewis Senior Manager: Human Resources Nolwazi Simelane Total number of staff = 24 (excluding Interns) Management: 6 Coordination: 8 Administrative: 4 General workers: 6 Interns: 3 DIVISIONAL ORGANOGRAM Manager: Facilities, H&S, Travel, Assets Olive Netsianda

49. FINANCE DIVISION

50. FINANCE DIVISION Chief Financial Officer Disa Mjikeliso Total Number of Employees =4 PA MosaMalia Senior Manager: ICT Fabian Brown Senior Manager: Supply Chain & Contracts Management Thobeka Moraka Senior Manager: Financial Management & Reporting Andrew Venter