MANDATE BEYOND THE INITIAL FIVE YEAR PERIOD

1. MANDATE BEYOND THE INITIAL FIVE YEAR PERIOD Presented by: Mike Tsotetsi

2. INTRODUCTION • First cycle ended March 2005 • Re-establishment meant re-apply to The Department of Labour • Past performance of the SETA’s were a key determining factor for re-establishment • THETA was re-established on 1 April 2005

3. OUR LEARNING CURVE • THETA has been exposed to interesting times from its early days in 2000 • Inherited legacy of inefficiencies had impacted negatively on THETA • This resulted in • negative press coverage and • qualified audit reports

4. NSDS • SETA’s operate within NSDS • National priorities outlined: • Prioritise critical skills • Stimulate quality training in the workplace • Promote employability and sustainable livelihoods through skills development • Assist new entrants into the labour market and self employment • Improve quality and relevance of provision

5. ACHIEVEMENTS • Effective learning environment • Comprehensive corporate governance structure and systems • Effective monitoring of achievement of obligations and plans • Organisational culture that is conducive to service delivery

6. THE FIRST 5 YEAR CYCLE • Embarked on transformation programme for employees and other stake holders • Established good corporate governance systems • Expanded operations and administration activities to fast track training intervention • Laid & provided solid foundation for Skills Revolution to thrive & soar to new heights

7. THE FIRST 5 YEAR CYCLE • Partnered with industry to deliver projects e.g. TLP, SATI, INTAC • In excess of R36m on discretionary grants • Disbursed R80m on mandatory grants and projects • Scoped projects to the value of R 114m

8. DOES THETA ADD VALUE? • Independent sector hence a collaborated approach to address growth requirements • Training interventions implemented to the fullest extent • Governments’ aims of creating jobs and eradicating poverty requires THETA’s involvement

9. DOES THETA ADD VALUE? • Future of education, training and skills development cannot be over emphasised • Higher occupancy rates – increase in training, education and skills development • Leverage required by private sector to attain goal of education, training and developing skills of the workforce • THETA well positioned to provide support

10. A LOOK AT OUR SECTOR TOURISM • Fastest growing industry in the world • Accounts for 10.75 % of the world’s GDP • Employs 260 million people • Generates revenues of $500 billion per year • Current growth estimated at 7% • South Africa on par with this world trend

11. A LOOK AT OUR SECTOR TOURISM • The global tourism industry suffered a 1.2% decline last year • SA recorded a 5.3% increase in foreign tourists • 71% of tourists would like their travel plans to benefit people at destination (World Tourism Organisation Figures August 2005)

12. A LOOK AT OUR SECTOR GAMING • Relative newcomer to the industry • Previous conservative legislation restricted operation of casinos • Substantial change in legislation • Legal casinos have become accepted part of tourism industry • Licenses for different levels granted within provinces

13. A LOOK AT OUR SECTOR GAMING • Has opened new avenue for employment, wealth creation and education • Sector is hungry for knowledge via THETA’s interventions • No longer perceived as leisure but also as business opportunity that ensures a meaningful economic participation

14. A LOOK AT OUR SECTOR HOSPITALITY • SA had the best hotel occupancy rate • Improvement on our hospitality services necessary through education and training that THETA facilitates • Also opened new avenue for employment, wealth creation and education

15. A LOOK AT OUR SECTOR SPORTS • South Africa has hosted and taken part in a variety of major international sporting events • Presents opportunity to grow other sectors especially tourism and hospitality both of which fall within the ambit of THETA purpose.

16. A LOOK AT OUR SECTOR SPORTS • South Africans no longer perceive sporting as a school activity • A vehicle to support social development • Youth encouraged to see Sport as a career

17. THETA ACHIEVEMENTS • 97 000 workers on NQF 1 • 54% of target • 75 000 Black, • 31 000 Women, • 82 with disabilities • 140 000 completed structured learning • 161% of target • 89 000 Black • 24 000 Women • 109 with disabilities

18. THETA ACHIEVEMENTS • 24 Enterprises in IIP - achieved 120% • 2403 SMME’s supported in skills development Initiatives - achieved 173% • 6919 in un-employed learnerships registered - achieved 46% • 3890 Black • 398 Women • Rating 61% to 80%

19. THETA TARGETS 2005-2009 • Mandatory grants payments to 60 large, 92 medium and 468 small firms • 20 Firms on National Standard of Goods Practice • BEE – not yet established • 28000 learners on ABET level 4 • 5112 unemployed and 5112 employed learners on Learnerships

20. THETA TARGETS 2005-2009 • 82 non paying levy firms assisted in skills development • 7500 learners in critical skills (FET/HET) • 409 young persons to form new ventures • 10 institutions supported to develop people in critical skills • 1 institute supported to manage new venture creation qualification

21. SECTORS LEVIES

22. DEMAND FOR SKILLS • Management and leadership development in sector • Target groups – unemployed graduates, teacher training to produce against industry needs • Assessor and moderator training • HIV/Aids training

23. DEMAND FOR SKILLS • ABET • IT – computer literacy • Financial management skills • Link between training instructions and industry regarding qualifications needed

24. SUPPLY OF SKILLS • Standard Setting and Qualifications Generating • Review and development 2005 - 2007

25. QUALIFICATIONS REGISTERED • HOSPITALITY - 10 • GAMING - 04 • GUIDING - 02 • NATURE CONSERVATION - 09 • SPORT, RECREATION AND FITNESS - 05 • TRAVEL, TOURISM AND EVENTS - 12 • TOTAL - 42 • UNIT STANDARDS REGISTERED • 510 UNIT STANDARDS

26. EDUCATION DOES NOT MEET CHILDREN’S NEEDS “ A response to an education experienced as too distant from the needs of adolescence and youth, which secondly , is far from guaranteeing employment in the fastest growing sectors of both the global economy and local economies” UNESCO CONFERENCE

27. THE REALITY EDUCATION A discipline-based system - How much of a subject is relevant? - How does it articulate with other subjects? - Why in year chunks? REAL LIFE A trans-disciplinary, interactive environment - Highly changeable - New areas

28. THE SOLUTION A National Qualifications Framework that integrates all elements of the education and training system to enable learner progress from any starting point NQF

29. IF IT’S SO OBVIOUS, WHAT’S WRONG? • There is no parity of esteem • Trans-disciplinary environment has not sought supporting theories • We do not believe in the intellectual equivalence

30. THETA’S RESPONSE • Operationalizing the South African HRDS & NSDS • Ensuring implementation of the NQF by: • Creating Occupationally-Directed Qualification Frameworks • Developing Providers to deliver it

31. THE DILEMMA • Skills shortage and a crisis of scarce skills • Association of Unemployed Graduates • What is at the root of the problem?

32. THETA’s PROVIDER DEVELOPMENT PROGRAMME To Develop the Capacity to: • Deliver on all THETA Qualifications & Learnerships • Across all 7 sub-sectors • Across all Provinces

33. THETA’s CHALLENGE TO ALL COMPANIES • Enter the Programme to become an Accredited Provider • Develop your entire workforce with NQF-aligned qualifications • Take on unemployed learners • Demonstrate how the workplace can become a site of learning

34. STRATEGY GOING FORWARD • In- House training – mandatory grants, NQF aligned training, learnerships, skills programs • HIV training – discretionary grants, HIV/AIDS toolkit • Specialised IT training – bursaries NSF and THETA, learnerships, mandatory grants, skills programs

35. STRATEGY GOING FORWARD • Management training for new entrants – Learnerships, Tour Guides, Hospitality, Sport • ABET – discretionary grants – NSF / Donor funding for ABET initiatives • Management skills upgrading - Learnerships, mandatory grants • SMME development initiatives and projects • Black management development initiatives

36. STRATEGY GOING FORWARD CONSTRAINTS • Provider capacity – assist with accreditation processes, develop and upgrade capacity of assessors. • Funding – lack of funds is a huge constraint - assistance needed from DoL and DEAT ( including donor funding from private institutions and other countries)

37. STRATEGY GOING FORWARD CONSTRAINTS • Qualifications framework – current to be reviewed, new ones developed • Collaboration between stakeholders – one driver, analyse over-lapping • SMME – lack of finance, lack of Tourism, marketing and business knowledge

38. CONCLUSION THETA IS NOW IN A POSITION TO DELIVER MEANINGFUL WORK-RELATED AND EMPLOYMENT – CREATING LEARNING ON A LARGE SCALE IN THE TOURISM SECTOR “We must act now to develop the skills of our people before its too late” Mr. Mdladlana , Sunday Times 2003/07/11

39. THANK YOU!ANY QUESTIONS BEFORE STASTICS PRESENTATION?

40. Provincial Profile THETA Provincial branch profile for the year 1 April 2004 – 31 March 2005

41. THETA Employment profile summary for the year 1 April 2004 – 31 March 2005 Employment Profile

42. Summary for the year 1 April 2004 -31 March 2005 L= Level : S = Skills Priority Employment Equity Profile

43. Summary for the year 1 April 2004 -31 March 2005 Total = 19785 Employers

44. Summary for the year 1 April 2004 -31 March 2005 Employees

45. Theta Registered SDFs

46. Theta Female SDFs

47. Theta SDF Race and Sex distribution

48. Theta SDF Demographics

49. ACCREDITATION STATUS AND GEOGRAPHICAL AREA THETA PROVIDERS

50. BENEFIT DETAILS – DESCRIPTION AND REGION THETA PROVIDERS