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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

Sector Skills Plan (SSP)


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
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
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 analysis1
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
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
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
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 ssp1
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 ssp2
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
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
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 ssp1
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).