ICT Seta
Draft
Strategic Plan
2011-2016
TABLE OF CONTENTS
1
Introduction ........................................................................................................................................... 2
1.1
Our Vision ............................................................................................................................................. 2
1.2
Our Mission ........................................................................................................................................... 2
1.3
Purpose of this Strategic Plan ............................................................................................................... 2
2
Legal Imperatives .................................................................................................................................. 4
2.1
NSDS III Frameworks ........................................................................................................................... 4
2.2
Legislation ............................................................................................................................................. 4
3
Environmental, Technical and Socio Economic Imperatives ................................................................ 5
3.1
Strategic considerations ........................................................................................................................ 5
3.1.1
ICT Seta Sector SWOT ......................................................................................................................... 6
3.1.2
Risk Management ................................................................................................................................. 6
3.2
Tactical approach to be employed by the ICT Seta in Executing its 5-Year Strategy .......................... 8
Draft ICT Seta Strategic Plan, 2011 – 2016, Version 4.0, September 2010
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1
Introduction
1.1
Our Vision
The ICT Seta seeks to develop South Africa into an ICT knowledge-based society by
encouraging more people to develop skills in this sector as a means of contributing to
economic growth.
1.2
Our Mission
The ICT Seta will generate, facilitate and accelerate the processes of skills development for
workers at all levels in the ICT Sector by linking future technology trends with new skills
development programs.
1.3
Purpose of this Strategic Plan
The purpose of this strategic plan is to provide direction to the achievement, by the ICT
Seta, of certain medium term skills development goals and targets in the ICT Sector. This
document therefore presents:

The skills development priorities that will be targeted within the ICT Seta Sector.

A set of sector specific objectives and goals that will meet sector needs, economic or
industrial sector growth strategies, and meet scarce and critical skills in the sector.

The strategies to address these objectives and goals, which will be measurable.
Sectoral skills development needs presented in this document take account of national
skills development imperatives. National skill development imperatives are informed by:

Key government plans relevant to the ICT Seta Sector including the National
Industrial Policy Framework and Industrial Policy Action Plan; the Land Restitution
and Rural Development Strategies; the Anti-Poverty Strategy; the Technology and
Innovations Strategy; new sector-specific plans that emerge; and the HRD Strategy
for the Public Sector.

Medium Term Strategic Framework’s strategic priorities. The ICT Seta has identified
which of the Government MTSF Strategic Priorities are relevant to this sector (in
addition to strengthening the skills and human resource base). The MTSF Strategic
Priorities are:
o Speeding up growth and transforming the economy to create decent work and
sustainable livelihoods
o Massive programme to build economic and social infrastructure
Draft ICT Seta Strategic Plan, 2011 – 2016, Version 4.0, September 2010
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o Comprehensive rural development strategy linked to land and agrarian reform
and food security1
o Strengthen the skills and human resource base3
o Improve the health profile of all South Africans
o Intensify the fight against crime and corruption
o Build cohesive, caring and sustainable communities
o Pursuing African advancement and enhanced international cooperation
o Sustainable resource management and use2
o Building a developmental state, including improvement of public services and
strengthening democratic institutions
Furthermore, the ICT Seta’s medium term skills development goals and targets have also
been identified through
o Analysis of Annual Training Report (ATR) and Workplace Skills Plan (WSP) data
received from ICT Seta stakeholder companies since 1st April 2005.
o Questionnaires to obtain insights into the ICT Seta Sector, sent to the ICT Seta’s
Board Members who represent the following organisations:
 Black Information Technology Forum (BITF)
 Computer Society South Africa (CSSA)
 Communication Workers Union (CWU)
 Electronics Industry Federation (EIF)
 The Information Technology Association (ITA)
 South African Communications Forum (SACF)
 Telecommunications Skills Development Forum (TSDF)
o Questionnaires to obtain insights into the ICT Seta Sector, sent to the top thirty ICT
Seta company stakeholders, who together employ almost half of the employees
within the ICT Sector.
o Analysis of the Department of Higher Education and Training (DHET), HEMIS
Division for national qualification supply data – data still to be included post-June
2010.
1 The DHET and the Department of Rural Development & Land Reform have contracted the HSRC to develop a Rural Development Skills Development Strategy. This
strategy will be made available to SETAs for their skills planning purposes when available.
2 Environmental sustainability is a key cross-cutting concern and all sectors will be required to address report on skills needs for sustainable resource management and
use
3 The ICT Seta will focus on this priority
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This strategic plan has been prepared in accordance with the requirements as stated in
Chapter 5 of the Treasury Regulations for departments, trading entities, constitutional
institutions and public entities, issued in terms of the Public Finance Management Act, 1999
by National Treasury, Republic of South Africa, [March 2005] February 2007.
This strategic plan will form the basis for the forthcoming annual reports of the ICT Seta, as
required by sections 40(1)(d) and (e) of the Treasury Act.
2
Legal Imperatives
2.1
NSDS III Frameworks

Framework for the National Skills Development Strategy 2011/12 – 2015/16

Medium Term Strategic Framework (2009 – 2014)

ICT Seta Draft Constitution

National Human Resources Development Strategy
2.2
Legislation

PUBLIC FINANCE MANAGEMENT ACT. OF 1999

SKILLS DEVELOPMENT AMENDEMENT ACT 2008

SKILLS DEVELOPMENT LEVIES ACT, 1999

TREASURY REGULATIONS issued in terms of the PFMA
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3
Environmental, Technical and Socio Economic Imperatives
3.1
Strategic considerations
A
High Level
Skills
Co-operation with
Universities, R&D Units
such as CSIR’s Meraka
Institute. Offer bursaries
etc
Technical Imperatives
B
Intermediate
Level Skills
Co-operation with
Universities of
Technology. Increased
Internships with ICT
companies
Economic Imperatives
C
Entry Level
Skills
Co-operation
with FETs
Socio Economic Imperatives
Notes:
A: Technical imperatives can be achieved through the cooperation or partnerships with
Universities to address High Level Skills. This approach allows for high level skills
development in Research and Development etc.
B: Economic imperatives can be achieved through cooperation or partnerships with both
Universities of Technology and participation in internships. These are by far operational
skills.
C: Socio Economic imperatives can be achieved through cooperation or partnerships
with FET institutions for the delivery of ICT entry level skills.
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3.1.1 Environmental Imperatives - ICT Seta Sector SWOT analysis
Strengths





Strong and sustainable levy
base
Efficient institutional
capabilities
Stakeholder support and
participation
The ability of the ICT Seta to
address high level skills (e.g.
ICT production skills)
The existence of the ICT
Qualifications Framework
allowing for speedy generation
of qualifications for the sector
Weaknesses
 Internal Seta Management System not utilised
optimally
 The lack of impact assessments
 Staff may not have suitable skills to address specific
sector needs
 The Seta may grant accreditation to non compliant
training providers
 The Seta may approve WSP’s and ATR’s due to
lack of validation
 Inability to map vendor specific programmes to
existing qualifications/unit standards
 Management do not fully appreciate the ICT sector
needs
Opportunities
Threats


The demand for competent
ICT staff will outstrip the
supply resulting in the ICT
Seta having to increase its
participation.
 We have a sufficient pool of
graduates in the ICT sector
that could be used as a base
for skills development
 Strong partnerships with
stakeholder organisations
 Given a global economic
recovery, the demand for ICT
staff will far outstrip the supply.
 Improved connectivity from
Africa to the rest of the world.
 The growing Public Sector ICT
roll out will result in
opportunities for the ICT Seta










Lack of Technical infrastructure - large areas of the
country still have minimal ICT infrastructure.
High cost of telecommunications.
Not enough Maths & Science learners produced by
the Education system.
Lack of ICT Training Providers (rural areas).
Government policies on funding do not encourage
business to support Seta programs.
Inadequate incentives for international investors.
Dependency on international markets - pressure on
spend on ICT in SA.
Global recession. Economic recovery taking longer
than expected.
ICT Companies not taking full advantage of the
Skills Development landscape
ICT stakeholders having conflicting expectations
from the SETA
The ICT sector does not create enough job
opportunities for skilled/graduating learners
3.1.2 Risk Management
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The ICT Seta recently undertook a risk assessment exercise. The scope of the risk
assessment process included strategic and operational risk areas.
The risk assessment has enabled the ICT Seta to:

Establish the risk appetite, including the need for qualitative and quantitative
guidance at a strategic and operational level;
 Implement a risk management strategy;

Define the criteria to be used for assessment throughout the risk management
process including timelines; measurability and responsibility.
This has allowed the Seta to implement processes which are conducive to establishing a
sound risk management and governance environment within the organization.
The risk management framework is intended to be an ongoing governance process within
ICT Seta.
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3.2
Tactical approach to be employed by the ICT Seta in Executing its 5-Year
Strategy
With a view on equity requirements, the ICT Seta will utilise the following tactics in the
execution of its 5-year strategy and the delivery of skills to the ICT Seta Sector.
Further Education and Training (FETs), Higher Education and Training (HETs)

Inform FET and HET institutions and learners of skills needs via a Career Guide.

Encourage FETs to conduct the new venture creation programme

ICT Seta to forge partnerships with FETs and HETs, including partnering with
Internships and learnerships.

Learning Programmes, influenced by the top scarce skills list, with College,
University and University of Technology drop-outs, and encourage at least 70%
employment in the ICT Sector.

Partner FETs with Institutions of Sectoral or Occupational Excellence (ISOEs).

Partner with Department of Basic Education and the Department of Higher Education
and Training (DHE&T) for train-the-trainer learning programmes.

Partner with and support HETs and employers to sponsor Masters and Doctorate
learners through bursaries.

The ICT Seta will encourage larger numbers of graduates with tertiary ICT skills
through partnering with industry and the awarding of bursaries.

The ICT Seta will partner with DHE&T’s Foundation Programme in the way of Pivotal
programmes to assist potential tertiary institution entrants who require additional
assistance with maths and science.

The ICT Seta will promote learning programmes (including New Venture Creation) to
FETs and rural educational institutions, which will have the long-term effect of
making our population more ICT literate, providing them with better access to the
world of the Internet and to job and new venture opportunities.

Through Pivotal programmes, ICT Seta will assist in forging closer links between
tertiary educational institutions and industry.

Train installers and maintainers.
Industry

Address the top scarce skills as indicated by the ICT Sector.

Encourage stakeholders
discretionary funds.

Identify ICT stakeholders that are involved in developments against ICT related
crime and sponsor ICT security learning programmes.

ICT Seta will insist on AIDS awareness being included in its Learnerships and
Internships.

Learning Programmes for the employed and unemployed as indicated by Scarce and
Critical Skills inputs from company stakeholders.

Identify Learning Programmes in the Electronics Sector. Pivotal and non-Pivotal.
to
continue
with
Draft ICT Seta Strategic Plan, 2011 – 2016, Version 4.0, September 2010
skills
development
utilising
the
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
Obtain the top Telecommunications’ companies rural telecommunications
development plan and sponsor telecommunications Learnerships and Internships.

Sponsor learning programmes including End-User Certificate/Call Centre
Learnership

Support SMEs through learning programmes and new venture creation.

The ICT Seta will identify companies with R&D capability within the ICT Sector and
assist with skills development in those companies to boost this capability.

The ICT Seta will identify export companies within the ICT Sector and assist with
skills development in those companies to boost exports.
Rural

Support rural FET and HET institutional learners via sponsorship of EUC learning
programmes.

Communicate with provincial governments and skills development fora.

Conduct learning programmes in rural communities.

Sponsor learners on the End User Computing/Call Centre Learnership.

The ICT Seta will promote learning programmes (including New Venture Creation)
on a national basis to FETs and rural educational institutions, which will have the
long-term effect of making our population more ICT literate, providing them with
better access to the world of the Internet and to job and new venture opportunities.

Work with local community, NGOs, skills development fora and training institutions,
provincial government and municipalities.
ICT Seta

The ICT Seta will partner with the National Youth Development Agency.

Maintain a strong Seta Management System.
Cross-Sectoral

Cross - sectoral initiatives will be pursued with the Bank, Insurance and other Sector
Education and Training Authorities (Setas).
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ISOEs

Encourage development of more ISOEs.

ICT Seta will partner with the CSIR, universities and ISOEs.

Partner FETs with ISOEs.

Work with Innovation Hubs / Incubators such as the CSIR Innovation Hub,
Bandwidth Barn, SmartXchange and JCSE.
New Ventures

Sponsor 3- to 5-year new ventures and incubators/ISOEs.

The ICT Seta will look at the possibility of encouraging people to enter new ventures
with a view on lower-energy technologies and green jobs, for example training of
installers of solar powered equipment.
QCTO

Participate in all QCTO activities with regards to quality assurance

Develop high end level skills as required by the sector.
Government
4

Communicate with provincial governments and skills development fora.

Partner with government institutions and PSETA to sponsor End-User Computing
and ICT learning programmes.
Budget
This strategic plan was compiled taking into consideration the steady revenue income
over the last five years, currently at R400M.
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