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 subsector,
• 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 rural areas.
• 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
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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).
Thank you!
Comments/Questions?