merSETA Strategic Plan

Derrick PeoGeneral Manager : Innovation, Research & Development

1. Background2. Skills Development Priorities3. Challenges in Current Environment4. Cross-cutting Strategies5. Programmes and Sub-Programmes

• Programme 1: Administration• Programme 2: Skills Planning• Programme 3: Occupationally Directed Programmes• Programme 4: FETCs• Programme 5: Language and Numeracy Skills• Programme 6: Workplace Skills Development• Programme 7: Co-operatives, Small enterprises, Worker

initiated, NGO and community training initiatives• Programme 8: Career Development

6. Budget allocation7. Targets

Structure of Presentation

1. Background

Sector Skills Plan (WSPs, ATRs, Discretionary Grants, Re-

gional Skills Plans)

Strategic Plan 2013/14 - 2017/18

Annual Perfomance Plan 2013/14

Operational Plans

SLA

NSDS III & National Development Plan

The merSETA has five skills development priorities:• Priority 1 is to develop a sector labour market intelligence (LMI) system. • Priority 2 is the continued and even increased focus on artisan development. • Priority 3 is to establish and facilitate strategic partnerships that will impact on

both the funding available for skills development and the improved quality of skills development.

• Priority 4 is to increase the flow of newly skilled workers into the sector, through increasing the skills available to the sector to meet its short-term needs and improving the base level of learning.

• Priority 5 is to develop the skills of the existing workforce as this is of primary importance for the development of the sector and for achieving outcomes that are consistent with decent work, equity,

and sector economic growth and employment.

2. Sector Skills Development Priorities

3.1. Aligning industry needs with national development imperatives, policy directives, and DHET priorities.

3.2. Financial and Budgetary Constraints.3.3. Improving the efficiency and effectiveness of skills

development in the sector.3.4. Co-funding training, with employers, provinces, the UIF and

various state departments, including ‘cluster’ SETAs.3.5. Improving employer buy-in through engaging industry

associations on the challenges facing the industry.

3. Challenges in the Current Environment

4.1. Rural Development4.2. Sustainable Green Skills Development4.3. People with Disabilities4.4. FET Strategy4.5. Recognition of Prior Learning (RPL)

4. Cross-cutting Strategies

• Nominated Governing Board/Audit/Remco structure in place• Management structure in place – no vacant key positions• Unqualified external audit reports• Full compliance within the legislative framework that merSETA operates

– PFMA/SDL/SDLA/National Treasury/AG/ SAQA• Good internal audit reports – A tool to strengthen management• Documented and implemented systems in place• Clearly defined business processes• Effective and documented monitoring and evaluation policies and

processes• Internal and External Customer Satisfaction Survey conducted. • Credible data and reliable MIS system • Accountability and transparency in all facets of business

Programme 1: Administration (Effective & Efficient Governance)

• Established research inventory hub.• Capacitated merSETA internal/ external

stakeholders• Grants aligned to the SSP• Strategic partnerships implemented for skills

planning.• merSETA sector awareness created with

reference to the SSP.

Programme 2: Skills Planning

• Skills development initiatives.• List of identified intermediate skills needs specific to

merSETA sub-sectors.• Plan to support artisan development. • List of identified high level national scarce skills.• Established research, development and innovation

capacity.

Programme 3: Increased access to occupationally directed programmes

• FET participation in Development Quality Partnership (DQP) processes

• Input provided into the FET Curriculum Review• Mechanisms established to address possible

gaps between industry and academic provision

Programme 4: Promoting the responsiveness of FETCs to the intermediate skills needs of the sector

• Established partnerships with schools and relevant institutions.

• Increased entrance to higher education in merSETA sector.

• Increased entrance into additional training programmes.

Programme 5: Addressing the low level of youth and adult language and numeracy skills to enable additional training

• Grants allocation aligned to equity targets.• Sector projects supported to address skills

gaps and imbalances towards improved productivity.

• Cross-sectoral partnership projects supported to address skills gaps towards Local Economic Development (LED).

Programme 6: To promote workplace skills development within the sector

• List of identified intermediate skills needs• Participation of SMEs in relevant learning programmes• Business support implementation• Established partnerships, programmes, grants and

incentives• List of functional and established sector NGOs, CBOs

and Cooperatives• Mechanisms and models for skills development

support• Meaningful linkages between cooperatives, NGOs,

CBOs and business

Programme 7: Encouraging and supporting Cooperatives, Small Enterprises, Worker-initiated, NGO and Community Training Initiatives

• Integrated career and learner development strategy• Alternative mechanisms including national and

international partnerships to enable career-pathing and personal development.

• Established learning pathways to support career development.

• Enhanced awareness of workplace and post-school institutions for career development opportunities of workers.

• Enhanced profile of merSETA careers nationally• Support initiatives of complementary entities including

government, NGOs and institutions through regional partnerships.

Programme 8: Career Development

• Programme Performance Indicators, linked to annual targets, are negotiated with the Department of Higher Education and Training. This forms the basis of the SLA with DHET.

• Based on the promulgation of the new grant regulations, as well as the DHET’s own scorecard, this year significant increases have been negotiated on certain categories.

• Achievement of these sector targets depends on fully leveraging the PIVOTAL programmes, reducing budgets on non-essential projects, and negotiating partnership funding.

• The targets are broken down per region. • See targets matrix (handout).

7. Targets

Thank You

Derrick PeoGeneral Manager : IRD