employees. Closer engagement between Labour and Employers will also be beneficial in the clarification of priorities for both parties as well in an improved relationship. Labour is concerned that some companies do not have training committees and would like to encourage employees to attend training. In addition, Labour is currently experiencing difficulty in interacting with various stakeholders – e.g. CCMA, business, and PSIRA. The Skills Development Act currently has N dispute mechanism and the labour organisations would like to see this reviewed. 2.4.6.4 Social Influences The Private Security subsector is plagued by several social factors that have an effect on the industry, the families and the communities. Labour believes strongly that employers need to play a big role in the empowerment security officers and instilling a of pride and value in them. Security officers are generally demoralized and lack motivation in performing their roles. As a result, they are not committed to what they do and are merely interested in receiving their salaries at the end of each month. The most common social influences are listed below: Table 2.9 Social influences affecting the Security subsector Barriers to The cost of training is too high for potential security officers High poverty levels continue as individuals can’t afford to train and get certified in order to be employable Cultural diversity This to stifle movement up the hierarchy / organisational structure to higher levels with the organisation There is a great need for the employers to start to respect their employees Tuberculosis (TB) Remaining the radar as HIV continues to be more publicly addressed The industry is noticing a steady increase of TB Reduced productivity as a result of absenteeism HIV & Aids Brain drain Exhausting of sick leave Increased poverty - N work, N pay/wages Reduced productivity as a result of absenteeism Lack of awareness of the HIV status of employees makes it difficult to manage the situation more effectively Disability claims are increasing Provident Fund claims are increasing Employee education initiative required to reduce effect – Employee Assistance Programmes Drug and alcohol abuse Affects mainly the male employees Worst effect generally takes place after pay day There is also a “Monday problem” Reduced productivity as a result of absenteeism – “which can be as severe as 50%”
CHAPTER 5 MEDIUM TERM STRATEGY The five year strategy of the Safety and Security SETA will be guided by the foregoing analysis with respect to the specific areas of focus for each The needs of the sector vary widely across subsectors, as illustrated in the analysis that preceded this plan. The tables below identify targets across each of the programme areas identified in the NSDS framework document. The application of those targets and the content of each will be tailored to the peculiar needs of each subsector. Equity The equity targets are cross-cutting and will be applied to all objectives where relevant. In addition to the existing targets on race, sex, and disability, 3 new categories have been added equity. They are age (focusing on those between 18 and 24), class, and HIV/AIDS. The sector has not had sufficient opportunity to consider how to integrate these new variables meaningfully in target setting. Therefore, the SETA Board committed to develop a comprehensive policy on the equity targets by September 2011, after consultation with sector stakeholders, which will be applied across all objectives thereafter. 6. NSDS Strategic Objective 1: To develop and implement a shared code of conduct for the sector. Key Performance Area Success Indicator Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Code of decent conduct The adoption of a proposal which enjoys demonstrated support in the sector. Develop sector commitment code of conduct. Consult stakeholders on the Code and conduct situational analysis. Launch the Code. Define criteria, objectives, impact assessment criteria. Awareness campaigns. Compliance monitoring. Evaluate and review Code. Mid-term impact assessment Incorporate assessment results emanating from review process. Communicate changes. Continuous implementation and monitoring Impact assessment study. .
Strategic Objective 2: Programmes to facilitate access, success and progression Key Performance Area Performance Indicator Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Information and career guidance SETA submits a comprehensive occupational profile of the sector and guide to employment opportunities in the sector in the format prepared by DHET b y March 2013. Such a profile and guide to be updated by March 2016. Develop the career guidance guide for the sector. Collect baseline data registration in safety and security qualifications. Partner with Department of Basic Education and NGOs to reach out to schools, priorities rural areas. Distribute 20 000 copies of the guide to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc. Identify suitable exposure programmes for scholars and out of school youth. Assumption: Department of Higher Education and Training has supplied the format. Update and distribute the by 31 March 2013. Distribute 20 000 copies of the guide to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc. Distribution via electronic media. Hold career event. Update and distribute the by 31 March 2014. Distribute 20 000 copies of the to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc. Distribution via electronic media. Hold career event. Update and distribute the guide by 31 March 2015. Distribute 20 000 copies of the to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc. Distribution via electronic media. Hold career event. Conduct Impact Study. Update and distribute the by 31 March 2016. Distribute 20 000 copies of the guide to DoL Labour Centers, Community Care Centers, Department of Basic Education, Colleges, Universities, etc. Distribution via electronic media. Hold career event. Recognition of prior learning All principal sect oral and national programmes to include Conduct sectoral RPL assessment study. Implementation to other learning programmes. Implementation to other learning programmes. Align to national RPL Policy imperatives. All SASSETA learning programmes have RPL access routes.
No of non-levy paying firms assisted through discretionary grant programmes. 200 firms assisted. 250 assisted. 300 firms assisted. 350 assisted. 400 firms assisted. No of new venture creation initiatives assisted through discretionary grant programmes. 10 new venture initiatives assisted. 10 new venture initiatives assisted. 10 new venture initiatives assisted. 10 new venture initiatives assisted. 10 new venture initiatives assisted. No of Co-operatives, NGOs or NPOs assisted through discretionary grant programmes. 10 Co-operatives 10 NGOs 10 NPOs assisted. 15 Co-operatives 15 NGOs 15 NPOs assisted. 15 Co-operatives 15 NGOs 15 NPOs assisted. 15 Co-operatives 15 NGOs 15 NPOs assisted. 15 Co-operatives 15 NGOs 15 NPOs assisted. Strategic Objective 4: (Skills programmes and non-accredited short courses for the unemployed) Key Performance Area Performance Indicator Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Catalytic Grants No of learners to be trained broken down by equity criteria. 3000 learners (youths and veterans) assisted. 3000 learners (youths and veterans) assisted. 3000 learners (youths and veterans) assisted. 3000 learners (youths and veterans) assisted. 3000 learners (youths and veterans) assisted. Strategic Objective 5: (Programmes that build the academic profession and engender innovation) Key Performance Area Performance Indicator Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Increase in the number of people filling the academic and innovation Conduct a baseline to determine the number of people filling academic and innovation ranks. Identification of fields for research and innovation. Formulate and Research and Innovation Strategy. 5% of baseline determined in Year 1. Year 2 target + 5%. Mid-term review of the strategy. Year 3 target + 5% Year 4 target + 5% Conduct impact assessment study.