Author Topic: FPMSETA Sector Skills: Update 2015 to 2020  (Read 920 times)

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FPMSETA Sector Skills: Update 2015 to 2020
« on: September 15, 2015, 06:15:18 PM »
The FP&M SETA has been through a lengthy period of change and transition. After amalgamation of three SETAs, there were operational challenges that had to be addressed, whilst at the same time maintaining a focus on implementation of strategy. It was a hard balance to strike but with the support of a very proactive and engaged Board, an innovative and strategic CEO and a hard working management team the work has been done.

One of the concerns with the previous versions of the SSP was that it seemed like a “piecing together” of three separate plans of the three ex-SETAs. The management and board were concerned to rectify this and to produce a plan for the sector as a whole. The discussions related to the FP&M “value chain” have been particularly helpful in this respect. There is a sense that all of the 13 sub-sectors are now working together to achieve economic growth and development, and there are opportunities within the value chain to address further growth and sustainability of the FP&M sector. Another concern was that industry provides the SETA with an enormous amount of valuable information, but the SPP was not reflecting that.

It was important to analyse the data and make meaning of it and to interpret the results of research in a manner that informs strategy. Whilst there will always be improvements that can be made, we have now found a way of analysing the sector and presenting the results in a manner that enables strategic discussions, not just within the SETA board, but more broadly in the sector.

In August 2015 the senior management and board will engage over a period of two days on the sector strategy contained in this SSP, on the strategic five year plan to implement the strategy, on some of the strengths, weaknesses and risks involved in taking them forward and on the challenges of allocating both financial and human resources to achieve effective service delivery. There is strong buy in at board and management level for the plans that are now in place. It is important to emphasise that this is a “sector” plan not just a SETA plan. The challenge now will be for the SETA to engage with each of the sub-sector stakeholders and to develop partnerships, joint projects and delivery mechanisms and processes to implement the plan. There is a strongly held view in the sector that development and expansion can be achieved, and that jobs can be safeguarded and even expanded. This will require that the sector has the human capacity to achieve growth and improve competitiveness. Skills development has an important role to play in that.

The SSP aims to identify employment and growth trends, the skills requirements of the relevant sectors and to prioritise these in terms of skills development. The process takes account of the environment, the nature of the sector and the demand and supply of skills. We trust that the capacity we have built in our sector will drive the plans toward achieving the results envisaged.

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