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Presentation ON STRATEGIC AND ANNUAL PERFORMANCE PLAN 2013/14- JUNE 2013. Content of the presentation. Background and context. 1. Key elements of the SSP & Strategic Plan up to 2016. 2. Overview of 12/13 APP and key achievements. 3. 13/14 APP and the new SSETA delivery model. 4.
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Presentation ON STRATEGIC AND ANNUAL PERFORMANCE PLAN 2013/14- JUNE 2013
Content of the presentation Background and context 1 Key elements of the SSP & Strategic Plan up to 2016 2 Overview of 12/13 APP and key achievements 3 13/14 APP and the new SSETA delivery model 4 Summary of targets in the 2013/14 APP 5 • Expression of Interest numbers for 12/13 and 13/14 6 Conclusion 7
Background – 2011 and Administration The Administrator had to build interim capacity within SSETA to attend to financial and administrative matters The SSETA put in place a strategic plan which was aligned to NSDS III and which set out the work required to reposition the SSETA to deliver on its mandate
Some context 2011/12 A partnership was entered into with an external research organisation to assist the SSETA research team to develop an SSP that would take the sector forward An application was made to DHET to have this submitted in February 2012, which was approved and duly submitted. It is work in progress but is a big improvement Strategic plan, annual performance plan and budget were submitted in August 2011 based purely on alignment to NSDSIII and the key organisational priorities • The SSETA strategic plan was approved only in January 2012 – with two months left to the end of the financial year. All these developments led to huge delays in rolling out programmes for 2011/12, which inevitably had a knock-on effect to the roll out of 2012/13 programmes as well
sector Skills Plan AND Strategic plan to 2016
KEY ELEMENTS OF SSETA SSP Sector redefined • Services SETA sector: 16 sub-sectors, including: business services (consulting etc.); property services (estate agents etc.); household and personal services. • Broader services sector: SSETA is part of the wider services sector that includes transport, financial, ICT and other services such as Education and Health Care which together make up 65% of GDP Environment analysed and growth areas identified Potential growth and employment creation opportunities have been identified in sub-sectors, including consulting, marketing, hair and beauty and funeral services SETA role in developing the sector redefined. The SSETA is working with stakeholders to identify priority scarce and critical skills and then develop projects to develop and deliver programmes to address these needs. The focus is on targeting the funded interventions and on monitoring outcomes and measuring impact
SSETA STRATEGIC PLAN Key strategic themes • Restructuring the SETA into 6 Chambers serving the needs of 16 sub-sectors or industries – clustering the 70 SIC coded industries allocated to the SSETA • In each sub-sector identify the needs of large, medium and small enterprises and develop agreed interventions to enable growth and job creation • Prioritise scarce skills (occupations where posts cannot be filled by qualified and competent people) and critical skills (gaps in capacity of employed staff)
STRATEGIC PLAN Steering resources to meet needs • Increasing sector and sub-sector knowledge: • Increase in quantity and quality of WSPs and ATRs • Better quality research, through recruiting skilled people, contracting specialist researchers and partnerships • Structuring sub-sector consultation into an annual programme of Chamber work • Reviewing policies, processes and systems to ensure: greater transparency; consistency in targeting resources to sector needs, including scarce and critical skills • Delivery of education and training through focussed projects to enable greater efficiency, effectiveness and accountability
KEY ELEMENTS OF SSETA STRATEGIC PLAN Levers to achieve impact • Focussing on the SSETA sector, whilst at the same time acknowledging and championing the need for a wider Services Sector Development Strategy and skills plan • Continuously reviewing past interventions and subjecting them to careful scrutiny to learn lessons. Mistakes will be made, and these will be evaluated to improve in future • Making greater use of data, though improved capturing, management, analysis and reporting of data • A greater focus on throughput, completion and future employment and assessing impact
Strategic Goals • Effective governance, management, and financial management • Sound sector knowledge informing strategy and plans • Effective strategies to support sector and sub-sector development, including small businesses • Raising skills levels to support growth and employment • Working with government and other SETAs to build a Services Sector that supports inclusive growth including in rural areas • Quality provision of education and training that meets sector needs • Outcomes and impact of SETA strategy measured
Programmes to achieve strategic goals • Governance • 2Administration • 3Mandatory Grants • 4SETA funded skills development • 5Sector skills planning and research • 6Sector development interventions • 7Programme monitoring and evaluation
OVERVIEW OF SSETA 12/13 APP AND KEY ACHIEVEMENTS against pre-determined objectives
Progress towards objectives for 31 March 2013 Progress towards objectives for 31 March 2013
Background – Repositioning the SSETA The need to effect restructuring of the SETA and putting in place required institutional mechanism led to the administration to be subsequently extended in April 2013 for another 3 months until the 30 June 2013 SETA now has the task of delivering on the backlog of targets dating back to 11/12 and 12/13 parallel to the targets set for the 13/14 financial year During this period, an intensive review of the operations, structures, policies of the SETA was undertaken, resulting in huge changes. These included the appointment of a team of Executive Managers and a CEO as well as: • Designing a new structure and model able to deliver on the mandate of the SETA as required by NSDSIII Putting in place the institutional arrangements to enable the new model of delivery Building internal capacity to deliver on functions that were outsourced to intermediaries in the old model • Development of new policies and procedures that are aligned to the new delivery model
Changed Delivery Model Previous model New model • The SETA put out calls for proposals • Lead providers/ employers/ labour brokers put in tenders • Successful bidders were awarded contracts for a certain number of learners • The contractor “placed” learners in “host” employers, recruited learners and sub-contracted training providers • The contractor reported on learner numbers enrolled and completing • The SSETA develops project plans to address sub-sector and cross-cutting sectoral needs • Targets are agreed for each project and set out in the APP, with budgets • An Expression of Interest (EoI) process is advertised and services sector employers apply for grants and/or access to SSETA programmes • The SSETA approves grants and enters into agreements with employers and providers to deliver programmes
The change has not been easy • Internally • A paradigm shift was needed to enable managers to adapt and plan for the new way of working. Some left the SSETA at the start of 2013 as result • Capacity that was outsourced for many years needed to be established. There is no experience of programme implementation • There was a skills gap which required new people to be brought in • Externally • Those who build their business model on the SSETA outsourced model have fought to keep the old ways of doing things • In tenders and EoIs labour brokers and training providers continue to see the SSETA as an ATM or business opportunity • Employers welcome the changes but are waiting to see the changes. Many still write of their levies as a tax and do not want to work with the SETA There has been resistance to the changes both internally in the SSETA and externally amongst stakeholders
Time lines April 2012 – March 2013 Quick win projects started: FET colleges; Universities; rural areas; planning policy review January – March 2013: Finalisation of project plans; Expression of Interest and applications; putting in place systems and processes for new model April to June 2013 Evaluation of R2.8 billion in grant applications received through the EoI process; appointment of project staff July – Dec 2013 Roll-out of 2012/13 funded programmes; New EoI process for PIVOTAL 2013/14 funded programmes Jan – March 2014 Roll-out of learnerships and other programmes; EoI process for 2014/15 funded programmes April - June 2014 Aim to roll out programmes funded from the 2014/15 budget;
Concluding Remarks… The EoI process made it possible to determine over-supply and under-supply, well before any commitments were made.
