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CATHSSETA Presentation Portfolio Committee for the Arts & Culture 08 September 2015

CATHSSETA Presentation Portfolio Committee for the Arts & Culture 08 September 2015. Overview Introduction to CATHSSETA Legal Mandate Vision, Mission & Values CATHSSETA Scope Profile of CATHSSETA CATHSSETA Service offerings for the Arts and Culture Challenges.

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CATHSSETA Presentation Portfolio Committee for the Arts & Culture 08 September 2015

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  1. CATHSSETA Presentation • Portfolio Committee for the • Arts & Culture 08 September 2015

  2. Overview • Introduction to CATHSSETA • Legal Mandate • Vision, Mission & Values • CATHSSETA Scope • Profile of CATHSSETA • CATHSSETA Service offerings for the Arts and Culture • Challenges

  3. The Profile of CATHSSETA and Mandate

  4. Knowing CATHSSETA • CATHSSETA is established in terms of the Skills Development Act of 1998. • The Executive Authority is the Department of Higher Education and Training (DHET) • It is one of the 21 SETAS nation-wide • CATHSSETA reports to the Department of Higher Education and Training • It is the second smallest SETA in the country • Its average levy income approximate R260 million per annum • Like all Seta's, its primary purpose is to contribute to the South African Economy through facilitation of skills development in the relevant Sub-Sectors.

  5. CATHSSETA draws its Legal Mandate from the following: • South African Constitution • Skills Development Act of 1998; • South African Qualifications Authority Act of 1995; • Education and Training Quality Assurance Bodies Regulation of 1998; • Skills Development Levies Act of 1999; • Learnership Regulations of 2006; • National Qualifications Framework Act of 2008; • Public Finance Management Act • SETA Grant Regulations effective from 1 April 2013 as amended.

  6. Mission, Vision & Values VISION A leader in skills development within our diverse sector MISSION To facilitate skills development through strategic partnerships for CATHSSETA to contribute to economic growth CATHSSETA VALUES Service Excellence Fairness & Transparency Respect Accessibility Integrity Stakeholder Orientation

  7. Scope and Composition CATHSSETA’s Main Function To research and establish a nationally recognised Sector Skills Plan and support this SSP through implementation of skills development programmes serving the interest of the following sub-sectors within our economy and society:- • Arts, Culture and Heritage; • Conservation; • Gaming and Lotteries; • Hospitality; • Sport, Recreation and Fitness; and • Tourism and Travel Services

  8. The Size of CATHSSETA: Registered Enterprises

  9. Geographical Spread of Registered Entities

  10. Levies Received in 2013/14 & 2014/15(Cathsseta Annual Financial Statements 2014/15)

  11. Arts, Culture & Heritage Levy contributions2014/15

  12. Employee Composition per Subsector Distribution of Employees Per Sub-Sector

  13. Comparing the Arts, Culture & Heritage to the RestThe CATHSSETA Arts, Culture & Heritage sub-sector compared with other CATHSSETA sub-sectors, employs less people and therefore requires significant improvement proportional to it’s national significanceOf the 1123 Arts, Culture & Heritage registered entities with CATHSSETA, there are currently 2292 reported employees compared to the 2013/14 numbers that indicated 838 registered entities with 1975 employees.

  14. CATHSSETA ProgrammesThe following learning programmes/ Interventions are funded by CATHSSETA through Discretionary Grants funding windows:-1. Learnerships2. Artisans3. Bursaries4. Skills Programmes5. WIL/ Internships

  15. Learning Interventions Stats2014/15 & 2015/16 (Q1)

  16. Breakdown of Learnerships

  17. Breakdown of Bursaries2014/15 & 2015/16

  18. Breakdown of Bursaries Cont….

  19. Breakdown of Bursaries Cont…

  20. Breakdown of Bursaries Cont….2015/16 (Q1)2015/16 Bursaries

  21. Breakdown of Skills Programmes2014/15

  22. Breakdown of Internships2014/15 and 2015/16

  23. Arts, Culture & Heritage Sub-sector Challenges • Significant number of (training) providers in the sector are urban based compared to rural areas where the greater needs are • Depletion of funding resources for the sector across the board • Sector fragmentation

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