STRATEGIC PLAN MEDIA, INFORMATION AND COMMUNICATION TECHNOLOGIES SECTOR EDUCATION AND TRAINING AUTHORITY [ MICT SETA ]

Transcription

1 MEDIA, INFORMATION AND COMMUNICATION TECHNOLOGIES SECTOR EDUCATION AND TRAINING AUTHORITY [ MICT SETA ] STRATEGIC PLAN FOR THE FISCAL YEARS (5 YEARS BEGINNING WITH 2011)

2 FOREWORD The Media, Information and Communication Technologies Sector Education and Training Authority, known as the MICT SETA, was established in terms of the Skills Development Act of 1998 and is responsible for skills development within the Advertising, Film and Electronic Media, Electronics, Information Technology and Telecommunications sub-sectors. These sub-sectors are varied but interconnected and at the forefront of technology. The products and services provided in the sub-sectors are complementary to one another. There are almost 20,000 employers in the sector of which about half are in the information technology sub-sector. About 95% of the employers are small and almost 40% are located in Gauteng. Levy-paying employers within the sector constitute only 21% of all employers in the sector. The MICT sector is spread across the manufacturing and services sectors of the economy. ICT is part of the services sector in that it provides ICT services to all sectors of the economy. It is also part of the manufacturing sector, particularly the manufacture of electronic appliances used for communication purposes. Given the technological intensity of the MICT sector, there is an increasing need for middle to high level skills in the sector. This means that the SETA has to maintain a balance between providing middle and high level learning opportunities and its transformative mandate of improving computer literacy in the country through provision of basic computer skills. This will have a long-term effect of making the South African population ICT literate, providing them with better access to employment opportunities. Working with institutions in rural areas will enable for better access to opportunities for those people who are located in areas that do not currently offer opportunities. The MICT sector has a high percentage of SMMEs that have been identified as the bedrock of development and future creators of employment. Incubation is an integral part of supporting small businesses and enabling them to grow, to be sustainable and to create employment. The MICT SETA endeavours to provide support to these SMMEs, NGOs and trade unions that operate within its sector through targeted programmes that take into account their unique needs.

3 OFFICIAL SIGN-OFF It is hereby certified that this Strategic Plan: Was developed by the management of the Media Information and Communication Technologies Sector Education and Training Authority (MICT SETA) under the guidance of the MICT Board and the Department of Higher Education and Training Takes into account all the relevant policies, legislation and other mandates for which the MICT SETA is responsible Accurately reflects the strategic outcome oriented goals and objectives which the MICT SETA will endeavour to achieve over the period Tumelo Mokoena Signature: Chief Financial Officer Oupa Mopaki Signature: Chief Executive Officer Approved by: Johannes Sipho Mjwara Signature: Chairperson: Accounting Authority

4 CONTENTS Part A: Strategic overview 1 1. VISION 1 2. MISSION 1 3. VALUES 1 4. LEGISLATIVE AND OTHER MANDATES Constitutional Mandates Legislative Mandates 2 The Other Legislative Frameworks Include: Policy Mandates Relevant Court Rulings Planned Policy Initiatives 3 5. SITUATIONAL ANALYSIS PERFORMANCE DELIVERY ENVIRONMENT 6 Demand for services... 6 Nature of challenges to be addressed ORGANISATIONAL ENVIRONMENT 8 Implementation of the Corporate Governance of ICT DESCRIPTION OF THE STRATEGIC PLANNING PROCESS STRATEGIC OUTCOME ORIENTED GOALS OF THE MICT SETA 14 Part B: Strategic Objectives MICT SETA Programmes Resource considerations (Tumelo to complete) Financial Resources Overview of 2014 to 2016 budget for the MTEF estimates (please see next page) SUMMARY-"other" admin expenditure budget The information used and assumptions made in the preparation of the budget: Risk Management Part C 29 Links to other policies and plans Links to the long-term infrastructure and other capital plans 29 Annexures: 29

5 Annexure A: Sector Skills Plan 29 Annexure B: Annual Performance Plan 29 Annexure C: Human Resources 29 Annexure D: Employment Equity 29 Annexure E: Risk Strategy 29

6 PART A: STRATEGIC OVERVIEW 1. VISION To be recognised as the leader in the development of a highly skilled knowledge-based information society. 2. MISSION The MICT SETA generates, facilitates and accelerates the processes of quality skills development at all levels in the MICT sector. 3. VALUES - As an organisation and individuals within the organisation we value honesty and integrity. - We are eager to take on challenges and see them through. - We have a passion for developing people. - We hold ourselves accountable to our customers and partners by honouring commitment and striving to ensure quality service delivery in line with Batho-Pele principles. 4. LEGISLATIVE AND OTHER MANDATES The MICT SETA is established in terms of the Skills Development Act, 1998 (Act No. 97 of 1998). Moreover, the MICT SETA operates within the following legislative mandates: 4.1. CONSTITUTIONAL MAND ATES The sections within the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) that guide the operations of the MICT SETA include the following: - Promoting and maintaining high standards of ethics - Providing service impartially, fairly, equitably and without bias - Utilising resources efficiently and effectively - Responding to people s needs; the citizens are encouraged to participate in policy-making - Rendering an accountable, transparent, and development-oriented administration. Page 1

7 4.2. LEGISLATIVE MANDATES - Skills Development Act 1998 (Act No 97 of 1998) as amended - Skills Development Levies Act, 1999 (Act No 09 of 1999) - Regulations published in the Government Gazette, No , 03 December 2012 regarding Monies Received by a SETA and Related Matters - South African Qualifications Authority Act, 1995 (Act No 58 of 1995) - The National Qualifications Framework Act, (Act No. 67 of 2008) - Public Finance Management Act (Act No 29 of 1999) - Employment Equity Act, 1998 (Act No 55, 1998). THE OTHER LEGISLATIVE FRAM EWORKS INCLUDE: - Human Resources Development Strategy of South Africa 18 March National Skills Development Strategy (NSDS III) 2011/ /16 - Medium Term Strategic Framework ( ). In developing the MICT SETA Annual Performance Plan, the following government priorities were taken into consideration: National Development Plan The Medium-Term Strategic Framework (MTSF) HRD Strategy New Growth Path (NGP) Industrial Policy Action Plan (IPAP) National Skills Accord Strategic Integrated Projects Comprehensive Rural Development Programme Corporate Governance of Information and Communication Technology Policy Framework (CGICTPF) These Government policy frameworks and programmes have one objective in common, addressing the triple ills of inequality, poverty and unemployment. These policies provide good guidelines and frameworks for the MICT SETA to work within, therefore the MICT SETA considered these frameworks and used them as the basis when developing its Annual Performance Plan. Page 2

8 4.3. POLICY MAND ATE S The policy mandate of the MICT SETA is addressed in the MICT SETA Constitution, Government Gazette no of 11 May2012 and related policies to: - implement the sector skills plan - promote learnerships in each of the sub-sectors of the SETA - perform the functions of an Education and Training Quality Assurance Body - liaise with the National Skills Authority on skills development matters - conclude a service level agreement with the Director-General of the Department of Higher Education and Training in terms of section 10A of the Act - promote the national standard established in terms of section 30B of the Act - submit budgets, reports and financial information that are required in terms of the Public Finance Management Act, 1999 to the Director-General of the Department of Higher Education and Training - Facilitate the involvement of relevant government departments in the activities of the SETA to:. address the competency requirements for social delivery. address the learning needs of the most vulnerable segments of the Sector. promote training in SMMEs to enable them to qualify for public contracts. perform any duties imposed by the Act and to actively pursue concrete measures to achieve the objectives of the Act RELEVANT COURT RULINGS Name of court case: Not applicable PLANNED POLICY INITIATIVES Not applicable. 5. SITUATIONAL ANALYSIS The MICT sector is made up of five sub-sectors that are varied but interconnected and at the forefront of technology. The products and services provided in the sub-sectors are complementary to one another. The five sub-sectors are Advertising, Film and Electronic Media, Electronics, Information Technology and Telecommunications. The forecast is that (provided there is no general downturn in the economy) the sector is set to enjoy growth across all the five sub-sectors over the next few years. There are a number of drivers of change that will have an impact on the sector. Government programmes are likely to impact the sector s telecommunications, film and electronic media, electronics and Information Technology sub- Page 3

9 sectors. The Strategic Infrastructure Project (SIP-15) relating to the television digital migration programme will have to be supported increasingly from a skills development point of view, especially as there will be skills required for operating the back end platforms (electronic media) as well as for the manufacturing of set top boxes (electronics). There are almost 20,000 employers in the sector of which about half are in the information technology subsector. About 95% of the employers are small and almost 40% are located in Gauteng. Levy-paying employers within the sector constitute only 21% of all employers in the sector. The MICT SETA Standard Industry Classification Codes (SIC) SIC Description Code Manufacture of Alarm Systems Telecommunication Wired Telecommunication Carriers Telegraph Television Broadcasting, Television and Radio Signal Distribution Television and Radio Signal Distribution Cable Networks and Programme Distribution Cable TV Services Telephone Wireless Telecommunication Carriers except Satellite Radiotelephone Television Broadcasting Telecommunications and Wired Telecommunication Carriers Paging Cellular and Other Wireless Telecommunications Satellite Telecommunications Other Telecommunications Security Systems Services except Locksmiths Office Automation, Office Machinery and Equipment Rental Leasing including Installation and Maintenance Software Publishers Prepacked Software Computer Systems Design and Related Services Computer Integrated Design Computer Facilities Management Services Electronic and Precision Equipment Repair and Maintenance Computer Maintenance and Repairs Computer Rental and Leasing Computer Programming Services Other Computer Related Activities Page 4

10 SIC Description Code Call Center Systems Development and Installations Activities Call Centre and Customer Relationship Management System Development Computer System Design Services and Integrated Solutions Consumer Electronics Repair and Maintenance Computer and Office Machine Repair, Maintenance and Support Services Communication Equipment Repair and Maintenance Other Electronic and Precision Equipment Repair and Maintenance Repair and Maintenance of Electronic Marine Equipment Research and Development of Electronic Equipment and Systems Import and Product Integration of Pre-Manufactured Electronic It and Telecommunications Equipment Research and Development In The Physical and Engineering Sciences Electronics Importation and Product Integration of Pre-Manufactured Electronics It and Telecommunications Equipment Telecommunications Importation and Product Integration of Pre-Manufactured Electronics It and Telecommunications Equipment Providing Radio and Television Transmission Signals Installation, Maintenance and Repair of Tracking Devices For Cars Motion Picture and Video Production and Distribution Related Activities - Film and Tape Renting To Other Industries, Booking, Delivery and Storage Film and Video Reproduction Bioscope Cafes Production and Broadcast of Radio and Television Broadcast Content News Agency Activities Advertising Activities of Advertising Agents Commercial Design Photographic Activities Source: Government Notice, No , Government Gazette, 11 th November 2010 Page 5

11 5.1. PERFORMANCE DELIVERY ENVIRONMENT DEM AND FOR SERVICES The demand for skills in the sector is varied. The workforce profile in the sector reflects an inverted pyramid, with more people employed in professional and technician occupational groups as compared to elementary occupations. The implication is that there is a need for more middle and high level skills within the sector. Critical skills are mainly required in technical areas to ensure continued relevance of practitioners abilities. All universities in South Africa produce skills that are relevant in the five sub-sectors of MICT SETA. The public TVET colleges tend to offer end-user type of computing skills and some generic business management and marketing programmes. There are 43 MICT SETA qualifications registered on the National Qualifications Framework of which 40% are at NQF level 4 and 37% at NQF level 5. Given the rapid technological advances being experienced in the sector, employers have to constantly train their workforce on the latest technologies, techniques and methods. The sub-sectors mainly utilise bespoke learning programmes developed by the organisations at the forefront of the particular technology. Thus there is a prevalence of vendor specific training programmes, especially in the IT and Telecommunications sub-sectors. Film & Electronic Media uses short courses to some extent. Some of the vendor programmes are highly credible amongst employers and are internationally recognised. They equip the learners with marketable skills. The scarce skills that have been identified in the sector are mainly in three occupational groups: managers, professionals and technicians/associate professionals. The employers in the sector have identified weaknesses with graduates from the public higher education institutions. These graduates still have to be exposed to the workplace upon completion and have been found to still require a lot of capacitation. The top 10 Pivotal skills identified in the sector are: Multimedia Designer Advertising Specialist Multimedia Specialist Director (Film, Television, Radio or Stage) Computer Network Technician Computer Network and Systems Engineer Developer Programmer Software Developer Telecommunications Line Mechanic ICT Systems Analyst ` Page 6

12 As pressure mounts with the advent of the National Development Plan, there will be more expectations from the skills development system to work more efficiently in delivering skills that are required by the economy. In order to achieve the requisite 5.4% economic growth being cited in the NDP, pressure would be on SETAs, including MICT SETA to facilitate sound skills development. The White Paper on Post School Education and Training together with the country s Integrated Human Resource Development Plan and the Labour Market Intelligence Programme (both under development) would require the SETAs to conduct their business differently. As it stands, there is an expectation that SETAs should work closely with public TVET colleges and HET institutions, providing accreditation for qualifications that have the potential to improve the employment capability of learners. NATURE OF CHALLENGES TO BE ADDRESSED The MICT sector has a number of sub-sectors, each with unique needs. In addition the MICT SETA is difficult to define separately from other sectors. There are strategic challenges across the economy that fall within the sphere of the MICT SETA that need to be addressed. There are also tensions between the aspirations of different stakeholders within the sector that need to be managed for the benefit of the sector. There are strategic challenges to address in the sector, such as achieving more South African based production, ensuring that growth is inclusive, deepening transformation in the sector, aligning the skills agenda to the needs of the economy, supporting innovation and paying greater attention to the needs of small businesses that have the potential for expanding employment. Priority sector development initiatives include: broadband roll-out for purposes of connectivity; developing the role of the MICT sector in the global market; new media; addressing new/emerging technology and supporting innovation; the Green Economy and protecting the environment; use of technology to support inclusion. These are the areas of sector development that the MICT stakeholders will work together to achieve agreed outcomes and impact in the sector. The following sets out the proposed broad skills development objectives for the sector. Reliable labour market information. This includes improved and more consistent research, deepening of research partnerships, better management and use of data and information, a focus on knowledge creation and incrementally improving the sector skills plan by addressing weaknesses and deepening understanding of sector dynamics and needs. Improved flow of skilled people entering the sector. The scarce skills list will be the key focus of the sector. The focus will be on implementation of programmes to develop suitably qualified and competent people to be employed in these scarce skills occupations. Page 7

13 Supporting the growth of small, medium and micro enterprises. This involves: linking skills development to other support, enabling an SMME to obtain funding for skills development whether or not it is a levy paying company, flexible and accessible programmes, assisting with workplace learning, supporting mentoring and incubator programmes and tailoring programmes to the needs of different sub-sectors and industries. There is a need to refine the strategy for small business development and tailor interventions to the needs of small entities in the different sub-sectors. Improved access to training. This involves working with sub-sector stakeholders to set realistic targets, monitoring engagement across provinces, regions, industries, occupations and different size companies, and where necessary put in place projects to plan and implementing accessible programmes. There will be a particular focus on the design of effective internships and the training of mentors to make such internships effective bridges into employment. Expansion of quality work integrated learning. This involves the identification of workplaces and supporting employers to achieve more effective use of workplaces for training and experience. There will also be discussions and co-planning with other relevant SETAs, so that frameworks can be put in place that enable access in all sectors of the economy to MICT programmes. There are a number of implications arising from the above strategy that will need to be addressed in the MICT SETA Strategic Plan and Annual Performance Plans. The SETA will: implement a comprehensive research, information and knowledge management strategy; map occupations to learning pathways; develop relevant learning interventions; review grants policies and procedures; develop project management capacity; focus attention on workplace capacity for workplace learning and experience; establish partnerships with stakeholders, TVET colleges and universities for the implementation of the SSP; develop cross-sectoral partnerships and projects; develop RPL processes relevant to the sector; and review and formalise vendor programmes ORGANISATIONAL ENVIRONMENT The SETA is governed by a representative Board and its sub-committees which provide strategic direction to the organisation. The SETA has a staff complement of 71 employees to deliver on its mandate. The SETA signed a Service Level Agreement (SLA) with the Department of Higher Education to deliver on this Strategy. The substantial increase in the number of employees is attributable to new operational requirements, which amongst others was the increase in discretionary grants which were brought about in relation to its additional administrative establishment. The operations of the MICT SETA are centralised at the Midrand head office and there are Regional Page 8

14 Offices in Cape Town, East London and Durban and a satellite office in Klerksdorp. The detailed organogram is included in the Human Resources Plan: ANNEXURE C. The SETA comprises three core divisions, namely: Sector Skills Planning (SSP), Learning Programmes Division (LPD) and Education and Training Quality Assurance (ETQA). The support divisions are Corporate Services (including Human Resources, Supply Chain Management and Marketing and Communications Business Units), Quality Management Systems and IT Business Unit. The SETA recruited and retained competent staff and implemented an effective performance management system to ensure delivery on its strategy and will continue doing so. Regular customer satisfaction surveys will be conducted to evaluate and to ensure continuous improvement and to strengthen customer relations. The SETA obtains its revenue from levies collected from its constituent employers as legislated through the Skills Development Levies (SDL) Act. Levies received are allocated in accordance with Mandatory Grants, Discretionary Grants and Administration costs as per the requirements of the SDL Act and the new SETA Grant Regulations that were published in December 2012, with the intention to regulate the proportion of funds available for skills development and to encourage training on National Qualifications Framework (NQF) registered qualifications. Page 9

15 IMPLEMENTATION OF THE CORPORATE GOVERNANCE OF ICT To enable the implementation of the CGICTPF, the following three-phase approach has been adopted by the SETA: Phase 1: Corporate Governance of the ICT environment in the SETA will be established (by end 2013 and is the Baseline to Phase 2). Phase 2: The SETA will plan and implement business and ICT strategic Alignment (by end 2014 and is the baseline to Phase 3). Phase 3: The SETA will continue with an iterative process to achieve continuous improvement of the Corporate Governance of ICT (2015 onwards). Corporate Governance of ICT is implemented and continuously improved as depicted in figure 2. The baseline to Corporate Governance of ICT remained the same from and is the alignment of the MICT SETA s Business Functions and ICT Support Services as reflected with the Mind Map. See the legend / key below and the Mind Map in Figure 1. NB: The SETA embarked on a number of procurement Tenders during 2014, with ICT functionality components, which are not finalised yet. This will change the alignment of the MICT SETA s Business Functions and ICT Support Services as reflected with the Mind Map in Figure 1. The new Business Functions and ICT Support Services baseline will be updated and reflected (pending the outcomes of the Tenders) in the next submission of this strategic plan document. Page 10

16 Mind Map - Figure 1. Page 11

17 ICT Governance Processes to be reviewed continually- Figure 2. Implement and maintain ICT governance framework Monitor, evaluate and assess performance and conformance Manage ICT framework Manage continuity Manage budget and costs Manage programmes and projects Manage risk Manage security Manage strategy Manage service agreements Page 12

18 5.3. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS The MICT SETA strategy was developed in accordance with: The Grant Regulations on monies received by SETAs published in December 2012 The Skills Development Act Service Level Agreement Regulations The Skills Development Levies Act The Public Finance Management Act (PFMA) and Treasury Regulations Government s Medium Term Strategic Framework goals The MICT SETA Medium Term Expenditure Framework (MTEF) budget The MICT 2011/12 together with 2012/13 Draft Sector Skills Plan. The MICT SETA s previous Strategic Plans, together with the 2015/20 Sector Skills Plan, informed this particular Strategy. It was further informed in part by the National ICT Skills survey conducted by Jo burg Centre for Software Engineering (JCSE) and CEPD. Additional information sources that assisted with the strategy compilation included both national and industry specific baseline studies obtained from Statistics South Africa (STATSSA), South Africa Reserve Bank (SARB), World Information Technology and Services Alliance (WITSA), past MICT SETA Annual Reports and other sources. The SETA further consulted with its sector through individual employers and Sector Skills Facilitators (SDFs). An analysis of submitted Annual Training Reports (ATRs) and Workplace Skills Plans (WSPs) data of stakeholder companies was made. Annual workshops were conducted in February, March and April 2012 wherein industry were taken through the WSP/ATR submission processes, thereby dramatically reducing the possibility of incorrect data entry to inform the SETA strategy. The average attendance was 80%. Overall, the stakeholder consultation process proved to be very effective because a large number of constituent employers provided critical input that informed this strategic plan. Page 13

19 6. STRATEGIC OUTCOME ORIENTED GOALS OF THE MICT SETA Strategic Outcome Establish a credible mechanism for skills planning within the MICT sector. Oriented Goal 1 Goal Statement Conduct research and develop a Sector Skills Plan that records industry scarce and critical skills requirements on annual basis. TECHNICAL INDIC ATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Establish a mechanism for skills planning Conduct research on skills requirements within the MICT sector and develop the Sector Skills Plan. To determine the scarce and critical skills requirements of the sector and strategies to address those. Monitor and evaluate mandatory grants usage and overall skills development within respective workplaces. Workplace skills plans (WSPs) and Annual Training Reports (ATRs) Research Stakeholder consultation Produce the Sector Skills Plan annually. Monitoring and Evaluation: targeted and random sampling. Inaccurate and incomplete data from WSPs/ATRs. Conclusive research that covers the entire sector. Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator Output Cumulative for the year Annually No Research and report on the scarce and critical skills requirements of the sector, and provision of recommended strategies to address those skills requirements. Senior Manager: Sector Skills Planning Page 14

20 responsibility Strategic Outcome Oriented Goal 2 Goal Statement Ensure accessible career and vocational guidance within the MICT sector. The SETA will compile a comprehensive career opportunities guide for the sector using labour market information to promote career development on an annual basis. TECHNICAL INDIC ATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Ensure accessible career and vocational guidance within the MICT sector. The SETA will develop and distribute the career opportunities to communicate and market careers within the sector. To showcase and communicate career opportunities within the MICT sector.. Workplace skills plans (WSPs) and Annual Training Reports (ATRs) Research Stakeholder consultation Produce the Career Opportunities Guide annually. Inaccurate and incomplete data from WSPs/ATRs. Conclusive research that covers the entire sector. Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Output Cumulative for the year Annually No To communicate career opportunities within the MICT sector. Senior Manager: Sector Skills Planning Page 15

21 Strategic Outcome Oriented Goal 3 Goal Statement Increase access to occupationally directed learning programmes within the MICT sector. The SETA will form partnerships with public Further Education and Training (FET) colleges, Universities of Technology and industry to rollout occupationally-directed learning programmes. Capacity building sessions for both public and private FET colleges will be conducted to enable them to rollout SETA programmes. Both will be linked to employers with the aim of increasing access to occupationally directed learning programmes within the sector through bursaries, workplace experience and internships. TECHNICAL INDIC ATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Increase access to occupationally directed learning programmes Partner with employers to implement occupationally directed learning programmes such as learnerships, skills programmes, internships, work integrated learning, short courses and vendor specific programmes. To address scarce and critical skills gap within workplaces and to increase the opportunities of gainful employment. Sector Skills Plan, Employers, Training Provider and Department of Higher Education and Training. Each learner is reported in accordance with programme attended against baseline. Not all learner achievements are recorded on the National Learners Records Database (NLRD). Type of indicator Calculation type Reporting cycle Output Cumulative for the year Quarterly SETA funded New indicator Desired performance No Increased number of learners in occupationally directed programmes by 14%. Page 16

22 Indicator responsibility Senior Manager: Learning Programmes Division Strategic Outcome Oriented Goal 4 Goal Statement Increased and improved workplace capacity to meet workplace skills development needs. The SETA will support qualitative learning programmes that address industry skills needs with the aim of producing competent and work-ready graduates through provision of workplace experience and internship programmes. TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility To increase programmes for improving workplace needs To develop programmes that address workplace skills development needs To ensure that delivery at the workplace is relevant and up to date Sector Skills Plan, National Learners Records Database, Employers, SETA management system Each programme is recorded separately and each programme reviewed is recorded separately. Limitations on SSP, Research and qualifications reveiew Output Cumulative for 3 years Annually Yes Higher learner uptake on qualifications ETQA Manager Page 17

23 Strategic Outcome Oriented Goal 5 Goal Statement Support and develop SMMEs, Unions and NGOs within the MICT sector. Identify the SMMEs skills development needs and support them in addressing those needs through learnerships and internships. TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle Support and develop SMMEs, Unions and NGOs within the MICT sector. To partner with SMMEs, Trade Unions, NGOs to implement learning programmes To address scarce and critical skills of SMMEs, Trade Unions and NGOs. Sector Skills Plan, Employers, Training Provider and Department of Higher Education and Training. Each SMME, Trade Union, NGO is reported in accordance with programme attended against baseline. Not all SMMEs, Trade Unions and NGOs data is recorded on the Sector Skills Plan Output Cumulative for the year Quarterly SETA funded New indicator Desired performance Indicator responsibility No Increased SMME, Trade Union, NGO participation in skills development Senior Manager: Learning Programmes Division Page 18

24 PART B: STRATEGIC OBJECTIVES 7. MICT SETA PROGRAMMES PROGRAMME 1: EDUCATION AND TRAINING QUALITY ASSURANCE PURPOSE To create access to quality programmes and to quality assure training provision in the Media, Advertising and ICT sub-sectors. BRIEF DESCRIPTION The ETQA is a SETA division responsible for quality assurance under the auspices of the Quality Council for Trades and Occupations. The QCTO conferred on to the MICT SETA the authority to undertake the following quality assurance functions from 1 October 2012, subject to the terms and conditions: a) Accredit training providers for the qualification and skills programmes in terms of criteria determined by the QCTO; b) Monitor the provision by training providers of learning programmes leading to qualifications or part qualifications in order to ensure that the criteria for accreditation are being complied with; c) Evaluate learner assessment and the facilitation of moderation of learner assessment by providers in terms of criteria determined by the QCTO; d) Register assessors and moderators to undertake assessment for specified qualifications and part qualifications in terms of criteria determined by the QCTO; e) Certify qualified learners accordance with the policy determined by the QCTO; f) Maintain a comprehensive learner information management system; g) Upload learner data to the NLRD according to the NLRD load specifications; h) Perform such other functions consistent with the NQF Act and the SDA as the QCTO may from time to time allocate to the SETAs and Professional Bodies in writing. Page 19

25 STRUCTURE The institutions responsible for the performance delivery include the South African Qualifications Authority (SAQA), the Quality Council for Trades and Occupations (QCTO), Training Providers, Learners and employers. The key personnel for the MICT SETA are the CEO, the Senior Manager QA and the specialists and advisors. MICT SETA: CEO Senior Manager: QA Specialists South African Qualifications Authority (SAQA) Institutions responsible for the performance delivery Training Providers, Learners, Employers Quality Council for Trades and Occupations (QCTO) STRATEGIC OBJECTIVES Strategic Objective 1 Increase access to quality programmes Objective statement The SETA will quality assure learning provision by accrediting training 100% of qualifying training providers, 100% of qualifying assessors and moderators, verifying 100% of learner achievements before issuing certificates within the MICT SETA scope and review and update registered qualifications annually Baseline A performance measuring tool will be developed and implemented before March 2015 to measure 2014/15 performance as baseline in 2015/16 Page 20

26 TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Increase access to quality programmes Number of available quality programmes, training providers, assessors and moderators. Monitor the training provision to ensure that training providers deliver quality training to learners and to also review and update qualifications to meet the industry standards. Sector Skills Plan, National Learners Records Database, Employers, SETA management system Each site visit is recorded separately and each programme reviewed is recorded separately. Training providers not always informing the SETA on the uptake. Output Cumulative for 3 years Quarterly SETA funded Annually non SETA funded Yes Higher learner uptake on qualifications ETQA Manager Strategic Objective 2 Objective statement Baseline Increased and improved workplace capacity to meet workplace skills development needs. The SETA will form partnerships with 245 employers in the Media, Advertising and ICT subsectors and will conduct capacity building sessions to improve the capacity of employers to meet skills development needs on an annual basis through discretionary funding partnership will be maintained with employers through mandatory funding. 215 workplaces supported through discretionary supported through Mandatory grants Page 21

27 TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Increased and improved workplace capacity to meet workplace skills development needs. The SETA will support qualitative learning programmes that address industry skills needs with the aim of producing competent and workready graduates through provision of workplace experience and internship programmes. To produce competent and work-ready graduates through provision of workplace experience and internship programmes. Sector Skills Plan, National Learners Records Database, Employers, SETA management system Each entry is recorded separately Describes clearly and specifically how the indicator is calculated Lack of participation from stakeholders Incorrect capturing on the National Learners Records Database Output Cumulative for 3 years Annually No Increased registered qualifications and increased stakeholder participation in the process of updating qualifications. Identifies whether actual performance that is higher or lower than targeted performance is desirable ETQA Manager Page 22

28 PROGRAMME 2: LEARNING PROGRAMMES PURPOSE To implement and monitor learning programmes in the Media, Advertising and ICT sub-sectors. BRIEF DESCRIPTION The Learning Programmes enable the SETA to: a) Provide easy access to learning b) Increase access to employment opportunities c) Assist in Career Pathing and Self-development of beneficiaries d) Fast track the development of current employees e) Serve as an entrance conduit into the MICT industries for unemployed learners. STRUCTURE The institutions responsible for the performance delivery include the constituent Employers, Training Providers and Learners. The key personnel for the function are the CEO, Senior Manager Learning Programmes Division (LPD) and Advisors. Training Providers Public FETs Learners CEO Senior Manager LPD Advisors institutions responsible for the performance delivery Employers Page 23

29 STRATEGIC OBJECTIVES Strategic Objective 3 Objective statement Baseline Increase access to occupationally directed learning programmes To increase access through discretionary funding - to occupationally directed learning programmes by 909 learners by 31 March 2016 as per budget forecast learners supported in the 2013/14 financial year TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Increase occupationally directed learning programmes Occupationally directed learning programmes include learnerships, skills programmes, internships, work integrated learning, short courses and vendor specific programmes. To provide relevant skills to learners so as to increase the opportunities of being gainfully employed. Sector Skills Plan, Employers, Department of Higher Education and Training Each learner is reported in accordance with programme attended against baseline. The record should be 3.1% increase in learner uptake per quarter in line with the allocated budget. Employers and training providers not always informing the SETA on the uptake. Not all learners achievements are recorded on the National Learners Records Database (NLRD). Output Cumulative annually Quarterly SETA funded No Increased number of learners in occupationally directed programmes by 909 learners. Senior Manager: Learning Programmes Division Page 24

30 STRATEGIC OBJECTIVE Strategic Objective 4 Objective statement Baseline Increase support to SMMEs, NGOs, NLPEs, CBOs To increase support by 3 for SMMEs, NGOs, NLPEs, CBOs to implement learning programmes that respond to their skills needs within the MICT sector by 31 March institutions supported in the 2013/14 financial year TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Support for SMMEs, NGOs, NLPEs, CBOs within the MICT sector Support includes financial and non-financial support to SMMEs, NGOs, NLPEs, CBOs. To provide relevant skills to learners so as to increase the opportunities of being gainfully employed. Sector Skills Plan, Employers, Department of Higher Education and Training and SARS levy reports, Number of SLAs with beneficiaries Database of qualified learners provided to beneficiaries Number of attendees at SMME forums attained from the attendance registers. SARS data inaccuracy. Output Cumulative annually Quarterly SETA funded No Increased support to beneficiaries by 3 Senior Manager: Learning Programmes Division Page 25

31 PROGRAMME 3: SECTOR SKILLS PLANNING PURPOSE To conduct research and ensure a professionally developed sector skills plan that reflects an accurate list of scarce and critical skills, serving as the basis for the SETA s Strategic Plan. DESCRIPTION The Sector Skills Planning Division is responsible for: Research Development, updating and dissemination of the Sector Skills Plan Evaluation and approval of Workplace Skills Plans and Annual Training Reports Administration of Mandatory Grants Capacity building for SDFs through skills development workshops Promotion of participation by Small, Medium and Micro Enterprises (SMMEs) Overall monitoring and evaluation of Sector Skills Plan implementation STRUCTURE The institutions responsible for the performance delivery include the employers and Skills Development Facilitators (SDFs). The key personnel for the function are the CEO, Senior Manager Sector Skills Planning SSP and advisors. CEO Senior Manager: SSP Advisors Employers institutions responsible for the performance delivery SKills Develeopment Facilitators Page 26

32 STRATEGIC OBJECTIVES Strategic Objective 5 Objective statement Baseline Establish a credible mechanism for skills planning Capacity is established within the SETA through formal partnerships with research houses and internal resources and systems to conduct and coordinate research and develop a Sector Skills Plan (SSP) that accurately captures scarce and critical skills within the sector on an annual basis. Internal capacity to conduct research built on an on-going basis, research partnership established with the Center for Education Policy Development (CEPD) and credible SSP developed annually. TECHNICAL INDICATOR DESCRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Establish a credible mechanism for skills planning Establish systems and processes to identify a variety of data sources that can be used to craft a quality Sector Skills Plan. To develop a Sector Skills Plan by conducting research that determines scarce and critical skills within the sector, outline strategies to address those and measure the impact WSPs, ATRs, Sector Skills Plan, Employers, Training Providers, SETA Management System Number of stakeholder consultation meetings, formal research partnerships, and the internal Seta Management System. Inaccurate and/or incomplete data (WSP/ATR, research respondents and participants) Output Non - Cumulative Annually No Increased stakeholder participation including research partners, reliable Seta system information to ensure credibility of the skills planning mechanism. Sector Skills Planning Manager Page 27

33 STRATEGIC OBJECTIVES Strategic Objective 6 Objective statement Baseline Increase access to career and vocational guidance within the MICT sector Increase number of learners who access career guidance within the sector through the distribution of a career guide (including websites) and participation in exhibitions on an annual basis career guides distributed TECHNICAL INDICATOR DECRIPTORS Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Data limitations Increase access to career and vocational guidance within the MICT sector. The SETA will develop and distribute the career opportunities to communicate and market careers within the sector. To showcase and communicate career opportunities within the MICT sector.. Workplace skills plans (WSPs) and Annual Training Reports (ATRs) Research Stakeholder consultation Produce the Career Opportunities Guide annually. Inaccurate and incomplete data from WSPs/ATRs. Conclusive research that covers the entire sector. Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Output Cumulative for the year Annually No To communicate career opportunities within the MICT sector. Senior Manager: Sector Skills Planning Page 28

34 PROGRAMME 4: CORPORATE SERVICES Purpose: The purpose of the Corporate Services Division is to play the supportive and facilitative role to the core functions or operational divisions ensuring effective implementation of the SETA mandate. DESCRIPTION The primary goal for MICT SETA s Corporate Services division is to ensure that a fully functional and operational MICT SETA realizes its strategic objectives through provision of a well-established and functional Corporate Services Division which is inclusive of the Supply Chain Management and Human Resources Management. The Corporate Services Division continuously plays the supportive and facilitative role to the other core functions or operational divisions within MICT SETA. This division comprise of the following business units: Marketing and Communications, Supply Chain Management, Human Resources Management, Governance and outsourced functions such as Finance, Internal Audit and Travel Management. STRUCTURE The institutions responsible for the performance delivery include suppliers; stakeholders The key personnel for the MICT SETA are the CEO, the Senior Manager Corporate Services and the managers. Strategic Objective 7 Objective statement Baseline Supply chain management To ensure maintenance of efficient internal controls by ensuring compliance with the applicable legislation, policies and procedures within the supply chain management system in the MICT SETA on a daily basis. No material findings in internal controls as per audit reports 2013/14 Indicator title Short definition Purpose/importance Source/collection of data Supply Chain Management Maintenance of effective and efficient internal controls through compliance with the applicable legislation, policies and procedures within the supply chain management. To ensure full compliance with the relevant legislation and stringent internal controls to achieve clean audit reports - National Treasury Frameworks / guidelines - Treasury regulations - Public Finance Management Act - Policies and procedures Page 29

35 - Preferential Procurement Policy Framework Act - All legislation applicable to Supply Chain Management - Invoices - Quotations - Mandatory requirements Method of calculation Auditor General annual Audit Reports Data limitations - Inaccurate information provided - Bureaucracy Type of indicator Output Calculation type Reporting cycle New indicator Desired performance Indicator responsibility Cumulative annually Annually Yes.Maintained effective and efficient internal controls and full compliance with applicable legislations, policies and procedures. Senior Manager Corporate Services Strategic Objective 8 Objective statement Baseline Marketing and Communication Management The SETA will heighten brand awareness at key events such as annual stakeholder 6 roadshows, 30 exhibitions, one advertorial annually in a national newspaper to improve knowledge of products and services in the MICT sector. 5 roadshows, 27 exhibitions attended Indicator title Short definition Purpose/importance Source/collection of data Marketing and Communication Management The SETA will heighten brand awareness within the MICT sector. To create awareness and communicate the products and services of the MICT SETA. - MICT SETA brochures - Career Opportunities guides - Exhibitions and Career Expos - Graduations - Stakeholder engagement events - Annual Report - Strategic Plan - NSDS III - Website Method of calculation - Website hits - Number of : exhibitions, graduations, career expos, road Page 30

36 Data limitations Type of indicator Calculation type Reporting cycle New indicator Desired performance Indicator responsibility shows, annual general meetings, None Output Cumulative annually Annually Yes To market and communicate the products and services of the MICT SETA within the MICT sector. Senior Manager Corporate Services Strategic Objective 9 Objective statement Human Resources Management The SETA will on an annual basis maintain sound recruitment and selection practices, performance management, remuneration practices, training and development, and succession planning to ensure delivery on the MICT SETA mandate and career advancement opportunities in line with MICT SETA policies and procedures. This will be measured through formal audit processes. Baseline No material findings on internal controls as per 2013/14 Indicator title Short definition Purpose/importance Source/collection of data Method of calculation Human Resources Management The SETA will recruit and attract suitably qualified employees to the Organisation who will positively contribute towards achieving a high performing culture. To build an environment for high performers to assist MICT SETA to achieve its mandate as envisaged in the Strategy document. Employment Equity Reports, HR Operational Plan, HR monthly reports, skills audit reports and organogram. Monthly headcount reports. Data limitations - Legislation amendments Page 31