Transcript Document

THE 2025 HR VISION: TOWARDS A 20
YEAR HUMAN RESOURCE PLAN FOR
CAPACITY BUILDING IN THE WATER
SECTOR
Contact:
[email protected] (012) 336 6585
[email protected] (012) 336 6563
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PROBLEM STATEMENT
The current skills shortage within the water
sector poses a threat to the achievement of
the water and sanitation delivery targets as
well as the implementation of sustainable
water resources management.
There is growing concern that current
approaches to skills development are not
producing the numbers of skilled people
that are needed to improve the
performance of water institutions.
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WHAT IS THE 2025 VISION?
• DWAF coordinated multi-stakeholder
initiative aimed at the development and
implementation of a funded, co-ordinated,
resourced 20 year skills development and
training programme for the Water Sector.
• Aligned with (i) ASGI-SA and its associated
skills development drive, the Joint Initiative
for Priority Skills Acquisition (JIPSA); (ii) the
DPLG & SALGA National Capacity Building
Framework for Local Government; and (iii)
National and Sectoral Skills Planning.
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In pursuit of the 2025 HR Vision
objectives, all available
resources should be aligned to
address the shortage of skills
across the whole spectrum of
education and training, now and
for the future.
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Institutional Focus: 2025 Vision
 WATER
SERVICES
INSTITUTIONS
(water and
sanitation)
 WATER
MANAGEMENT
INSTITUTIONS
(water
resources
management)
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IMPERATIVE 1
IMPERATIVE 2
PROVIDING EMPLOYMENT,
SOCIAL & ECONOMIC
DEVELOPMENT AND
SERVICES DELIVERY TO
THE UNEMPLOYED AND
UNDERSERVED
ENSURING STRONG, WELL
GOVERNED & CAPACITATED
INSTITUTIONS AND
INDIVIDUALS AT ALL
SPHERES OF GOVERNMENT
AS WELL AS WITHIN CIVIL
SOCIETY
VISION 2025
MEETING TWIN IMPERATIVES
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CHALLENGES AS A COUNTRY
Within South Africa we have:
•A low literacy base
•A low skills base
•High unemployment
•High levels of poverty
•High levels of under-served
•Poorly managed and under-performing
institutions
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CHALLENGES AS A COUNTRY
Within South Africa we have:
•A low literacy base
•A low skills base
•High unemployment
•High levels of poverty
•High levels of under-served
•Poorly managed and under-performing
institutions
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CONTEXTUAL CHALLENGES FACING
THE SECTOR
•Complex, rapidly changing environment
•Development of new institutions (e.g. CMAs and
the NWRIA
•Limited existing skills base
•Rapid outflow of skills
•Ageing skills base (majority of skilled personnel will
retire in 5 to 10 yrs)
•MDGs emphasize quantitative delivery (toilets &
taps) whereas sustainable service is required
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INADEQUACIES FACING THE SECTOR
•Inadequate institutional resources (Personnel, skilled
resource base, finances, infrastructure, etc.) and poor
utilisation of existing resource base.
•Unacceptable levels of poor planning & management
coupled with inadequate understanding of how to
practically translate required functions into service
delivery (e.g. ensuring that constituents can “climb the
water ladder”).
•Inadequate political support and understanding at local
level.
•Inadequate ability to perform functions
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POOR PERFORMANCE WITHIN THE
SECTOR
Poor performance identified in respect of:
•Planning;
•Financial management;
•Regulating and meeting regulatory obligations;
•Ensuring access and sustainable services
delivery;
•Grassroots involvement;
•O & M;
•M & E.
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KEY FOCUS AREAS FOR
ADDRESSING CHALLENGES
 Co-operative governance enhanced &
inter-institutional capacity to provide
macro strategic direction & support
strengthened.
 Existing
intra-institutional
capacity
significantly enhanced & optimised.
 An extended,
developed.
sufficient
skills
base
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SUPPORTING INSTITUTIONS
DWAF
DPLG
LGSETA & ESETA
SALGA
Department of Labour
Department of Education
District and Local Municipalities
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ROLES AND FUNCTIONS OF DWAF
•
With SETAs, provide leadership and coordination for SD&T
in water sector
•
With National Treasury, DPLG & SALGA, provide guidelines
& tools for WSAs
•
Strategic support initiatives to WSAs and WSPs
•
Custodian and manager of national water resources
(including national information system)
•
Ensure that SD&T programmes are aligned with critical
priorities defined by policy
•
Together with DPLG and provincial government, co-ordinate
support to local municipalities
•
Ensure that support is demand-led
•
With Department of Health, implement and promote health
and hygiene education programmes
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ROLES AND FUNCTIONS OF SETA’s
•
Increase levels of investment in LG and water sector SD&T
•
Collect & evaluate Workplace Skills Plans
•
Prepare a Sector Skills Plan
•
Collect Skills Development Levies and disburse
•
Allocate grants to employers, education and training
providers and workers
•
Establish and promote Learnerships, and registering
Learnership agreements
•
Regulate access to Learnerships or SD&T programmes
•
Regulate and monitor SD&T in water sector
•
Co-ordinate training provision
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INITIATIVES IN PLACE (1)

DWAF is implementing a support strategy that
comprises four key components:
1. Programmatic support to Water Services
Authorities.
2. Direct operational support to Water Services
Providers.
3. Skills development
4. Sector collaboration and cross-cutting initiatives
–
–
–
–
–
Project consolidate
Donor funded projects
DBSA programme of support
SAICE programme
etc
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INITIATIVES IN PLACE (2)
• WSSLG Training and Skills Development SubCommittee commissioned the Project “ Strategic
Options to address Constraints and Challenges to
Skills Development in the Water Services Sector”
• Project focus was to
– assess skills gaps and shortcomings w.r.t Water Services
Authority and Water Service Provider functioning, and
– formulate a strategy to address these gaps and
shortcomings.
• business plan to address constraints to skills
development in the water services sector in the early
stages of implementation.
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INITIATIVES IN PLACE (3)
WRC Project on assessment of Training Programmes
and Capacity needs for the Water Sector Phase 1
completed and focused on:
• Comprehensive inventory of Further Education and
Higher Education training courses in support of
water services and water resources
• Assessment of capacity needs and skills gaps of
Water Services Authorities and Water Services
Providers.
Phase 2 has started and will focus on Water Boards,
Catchment Management Agencies, NWRIA, DWAF
and the South African Water Research Community
Significant Recommendations being incorporated
into Business Planning on the road ahead
.
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INITIATIVES IN PLACE (4)
•
•
•
Process of developing an appropriate
leadership programme initiated within DWAF;
Water sector ‘marketing’ is being undertaken in
schools, including in the early education sector.
Process of enhancing competence within
schools in Mathematics and Science (Dinaledi
Schools Initiative)– also making it part of
scholars’ lives by demystifying it. DoE (the
Department of Education) is lead agent with
support from DST (the Department of Science
and Technology).
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INITIATIVES IN PLACE (5)
•
•
•
•
Promoting the integration of water
messages into curriculum;
Developing of appropriate resource
materials.
Addressing the issue of infrastructure at
schools (for example, sanitation facilities)
with other government departments
Implementing a Sanitation Job Creation
Programme (with associated SMME
skills development)
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INITIATIVES IN PLACE (6)
•
•
Engaging with Universities and
Universities of Technology on the
content and relevancy of their
curriculum to the needs of the sector.
Expanding mentorship and internship
programmes (e.g. the SAICE initiative) to
ensure engineering as well as a wider
range of skills (e.g. management,
finance, etc.) being mentored.
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INITIATIVES IN PLACE (7)
•
•
•
Implementation of an intervention programme
for ESETA to ensure effective roll-out of
services
Engagement with universities and universities
of technology on the content of their curriculum
and how relevant it is to the needs of the
sector.
Expanding mentorship and internship
programmes (e.g. the SAICE programme),
both in terms of more engineers being
mentored and in terms of a wider range of
skills being mentored.
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IN CONCLUSION (2)
• Enabling policies exist but implementation
problematic and previous recommendations largely
ignored;
• Municipalities with the lowest income base and
highest backlogs are most affected;
• A mismatch exists between courses offered at
tertiary level and actual skills requirements
• Water
Learnership
compromised.
• Need to plan
stakeholders
implementation
collaboratively
with
severely
sector
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PROPOSED 2025 VISION
STAKEHOLDER WORKSHOP
•
•
•
•
•
National 2025 Vision Stakeholder Workshop
(January/February 2008) being proposed in order to:
Develop systematic Strategies and Plans of Action that
address High, Intermediate and Low Skills Requirements
within the Sector
Build on Lessons Learned & harnessing the considerable
work that has been done already.
‘Marrying’ EPWP infrastructure delivery with the achievement
of water & sanitation targets and promoting entrepreneurial
development.
Creating employment esp. for women, youth & disabled at
community level and ensuring associated skills development
Ensuring coordination of training and skills development
programmes
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KEY OBJECTIVES FOR THIS SESSION
Obtain stakeholder input in respect of the following:
• The identification of challenges and specific issues of concern
• The identification of best practices regarding past and current skills
development initiatives
• The identification of any specific lessons that have been learnt in the
field
• The identification of specific focus areas, activities and tasks that are
deemed necessary to ensure a sufficient skills base for the water sector
• The formulation of recommendations for implementation based on
stakeholder feedback
• Agreement between role-players on the development of an
implementation plan (business plan) for all role-players and the
proposed stakeholder workshop
• Identifying, as part of the planning process, initiatives that must be fasttracked in order to ensure that a more coherent approach to skills
development will take place
• Identifying tactical objectives that can be successfully fast tracked to
promote commitment and buy-in.
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