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Sector Skills Plan (SSP). 2013-2014 ANNUAL UPDATE. SSP 2013-2014 Annual Update. 2013-2014 Annual Update have been evaluated by the DHET. DHET recommended the submission for approval SSP en route to the Minister for sign-off. Critical areas of focus for 2014-2015 Annual Update.
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Sector Skills Plan (SSP) 2013-2014 ANNUAL UPDATE
SSP 2013-2014 Annual Update • 2013-2014 Annual Update have been evaluated by the DHET. • DHET recommended the submission for approval • SSP en route to the Minister for sign-off. • Critical areas of focus for 2014-2015 Annual Update.
Key Challenges of the SSP • To facilitate the delivery of sector-specific skills interventions: • to meet the goals of the NSDS III • to address employer skills demand that deliver return on investment. • To grow labour market intelligence; and • To ensure industry skills needs and strategies address the requirements of all employers within the FP&M sector. • levy-paying and non-levy paying, formal and informal
Sector Skills Analysis • Purpose • Determine sector specific objectives and goals to meet sector needs, • Develop economic or industrial sector growth strategies, • Identify activities that will support these strategies, • Develop scenarios pertaining to skills demands per sub-sector, • Address scarce and critical skills in the sector, • Propose a high level strategic approach to meet the sectors’ skills development needs in the short, medium and long term
Sector Skills Analysis • Informed by: • the industry profile; • growth demand and replacement demand forecasts; • analysis of WSP / ATR submissions; and • stakeholder consultation sessions conducted by the • SETA during the development of the SSP.
Critical Factors across FP&M Sector • Main replacement demand factor: aging workforce. • Critical skills driver: new equipment. • Critical skills: Management and Leadership; Multi-skilled workers. • Scarce skills: Technical artisan skills ( especially; mechanical engineers; technicians; mechanics; quality controllers); • Challenges with existing provision: none or limited external training capacity due to specialisation. • Bridging programmes: from AET to higher levels, to enable progression toward supervisory level; RPL
SSP Strategies • “Re-tooling” of unemployed graduates. • Placement of unemployed learners and graduates. • Addressing scarce and critical skills incl - • Provision of middle level skills; • Training of Artisans and Artisan Aides • Transformation of public service facilities into training space. • Recognition of Prior Learning (RPL). • Expansion of SETA presence into ruralareas. • Assistance to the informal sector. • Partnerships with Universities and FET colleges.
Priority Interventions arising from the SSP • Support strategies to prevent job loss, to maintain employment and assist towards growth – • Training Lay-off Scheme • Local Procurement Strategy • Management and Leadership Development (to prevent industry “brain drain”).
Priority Interventions arising from the SSP • New forms of partnerships to achieve “collaborative clustering” that underpins turnaround strategies and ensure economies of scale. This includes partnerships: • between public and private providers; • along the skills pipeline (schools, FET colleges and HEIs); • between providers and workplaces; • between SETAs; and • between local and international providers (where SA lacks the relevant expertise).
Priority Interventions arising from the SSP • Improving supply-side efficiency and effectiveness (RoI) • Current throughput rates cannot be justified; • Innovation in skills development • the turn-around in industry cannot be achieved through “training as usual”; • Innovative and informal strategies • succession planning, internships, coaching/mentoring and work integrated learning; • targeted HIV/AIDS education, treatment and prevention strategies; and • coordination of skills development efforts with other policy instruments
Priority Interventions arising from the SSP • Mitigation of replacement demand, and • Promotion of categories of critical skills development – • lecturer capacity building to align curricular content to industries need; • lecturer exposure to industry.
Growth Prospects • The growth prospects for the FP&M sector remain unchanged for the future unless: • the sector fundamentally restructures itself, • improves programme offering and funding. • Invest in research and development across all 13 sub sectors • Over the next 5 years - growth vs. retention of market share. • If the DTI strategy is successful, growth may be an option post 2015. • Value Chain investigation may lead to new opportunities.
Mechanisms to Strengthen SSP • Strategic Plan and Sector Skills Plan Framework. • SETA Constitution (SETA SSP Forum, provincially). • Partnerships with HEIs and FETs • for research and capacity building. • to grow supply side • Geographical SETA presence. • Repository of SETA research. • SETA research surveys. • Credible mechanism for planning.
Mechanisms to Strengthen SSP • SETA support engagements with DHET and other SETAs (SETA Forum, Provincial Clusters, PSDF) • Development of Continuous Improvement Plans. • Career Advise Framework (feeder from GETs, FETs, HETs). • Organising Framework for Occupations (OFO).
