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 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

• 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.

Priority Interventions arising from the SSP

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).

Thank you!

Comments/Questions?