Reach Technologies // News
Nov 2006 » SA BUSINESSES PAY TWICE FOR TRAINING
South African businesses could be paying twice for their training if they cannot navigate the bureaucracy of their respective Sector Education and Training Authority (SETA).
Businesses pay a monthly levy into the Skills Development Fund every month; the amount of this levy is 1% of the wage bill, so can be substantial for labour-intensive companies.
The idea is that this fund will then contribute to the costs of employee training, but the planning and paperwork required often puts businesses off. The result is that they pay their monthly levy, and then pay for their training as well, without getting any benefit from the fund.
Perhaps the most common reason for this is lack of knowledge about how the system works, or more to the point, how to work the system correctly.
“It is not difficult for the average-sized business to comply with SETA requirements and to claim back training costs from the Skills Development Fund,” says Dale Ingram, training and project manager for leading Gauteng training group Reach Technologies. “But it can be intimidating for the uninitiated. People often just avoid the issue in order to save themselves time.”
But this does cost the business money in the end. And needlessly so, says Ingram. He says that accredited training agencies such as Reach Technologies are able both to provide the required business skills training and to advise customers on how to get some reimbursement for what they have spent.
Among the requirements to qualify for getting some of your levy back is a Workplace Skills Plan, the appointment of a Workplace Skills Facilitator, and an Annual Training Report.
“It can sound onerous,” says Ingram, “but can be a relatively painless exercise if done with a little guidance and good organization. When we come in to talk to a client about their training needs, we also share knowledge on how to deal with the SETA's – an added‑value service, if you like.”
Training is an important motivator for staff, and once a business understands how to access training subsidies, there is more incentive to give staff the training they need. A virtuous circle is created in which more training is planned and carried out, leading to better morale, commitment and productivity.
Nov 2006 » REACH TRAINING OFFERINGS
Reach strives in helping people grow and is always looking for exciting ways in achieving this. One of the benefits of improving your skills through Reach is that we offer the learner the opportunity to get a discount on the courses they have enrolled for. Let us explain:
For every person you refer, if they enroll for a course, Reach will give you a R50 discount on your course fee. That means if you have enrolled for a course that costs R650.00, and you referred 3 people that also enroll, then the course that originally cost you R650 will now cost you R500. If you keep referring people after you have completed your course we will negotiate a pay out. There is no limit.
Where else can you attend a course and get the company you are attending pay you and not you pay them?
Reach also offers the learners that successfully complete the courses free advice on creating a CV and where to post it. We will assist you in getting in contact with the right employment agencies that will assist in finding a job for you.
Career information is freely available and we will gladly share our knowledge.
For more information you can attend the open day once a month and you are welcome to bring the people you refer on that day as well.
For more information on the next open day or course dates, please feel free to contact us!
Nov 2006 » CORPORATE SOCIAL INVESTMENT
Reach recently received acknowledgement from Chrissie Coetzee at the Emdeni Children's home for their efforts in promoting and developing IT skills.
"Once again i want to thank you for fixing our out -dated computers. For the first time in 4years we can now use it properly!"
"Thank you for the training you are doing with the children. We really appreciate that. They benefit a lot."
"Please know that we, staff and children appreciate all you did for us."Best wishes
Sept 2006 » SCMS/PEPFAR » SUPPLY CHAIN MANAGEMENT SYSTEM
Among the greatest threats today in the developing world is HIV/AIDS, a disease that has ravaged communities across the globe. The U.S. President’s Emergency Plan is committed to addressing these issues. Nearly 40 million people are infected in sub-Sharan Africa alone. In 2004, over three million people died of the disease worldwide and almost five million people globally were newly infected. To combat this devastating pandemic, the developing world urgently needs a sustainable and affordable health care infrastructure to ensure that quality medicines are available to fight infectious diseases and extend lives.
The products to be supplied through this initiative include a wide variety of medicines, medical and laboratory supplies, and medical equipment for adult and pediatric care and treatment. WHAT CAN SCMS DO?
One of the greatest challenges facing HIV/AIDS programs in resource-limited settings is the lack of adequate medicines, HIV tests, and other essential health supplies for preventing and treating HIV and AIDS. Ministries of health, nongovernmental organizations, and faith-based organizations all face shortages of life saving medicines and insufficient laboratory supplies, compromising their ability to provide effective services. The reasons for these shortages are many, not simply a lack of money. They include inadequate experience in estimating commodity needs, inefficient procurement systems, and weak infrastructures for the shortage and distribution of commodities. As part of the United States’ $15 billion President’s Emergency Plan for AIDS Relief (the Emergency Plan), the Supply Chain Management System (SCMS) project was established in September 2005 to provide global procurement and distribution for essential HIV/AIDS medicines and supplies. SCMS is designed to provide one-stop shopping for HIV/AIDS programs funded by the Emergency Plan. Other donor-funded or developing country programs that require these supplies and services may be invited to make use of the SCMS procurement mechanism by the third year of its operation.
The SCMS project supplements and strengthens existing supply chain capacity for sustainable access to quality, affordable medicines and supplies to fight HIV/AIDS. Committed to collaboration, we work closely with governments, nongovernmental organizations, and faith-based organizations to build upon the public health systems and processes that work well today, while also helping to foster new capacity and new capabilities.
Available services include:FIELDING IN-COUNTRY SUPPORT TEAMS
To assist country programs in selecting appropriate products, estimating commodity requirements, establishing local quality assurance standards, assessing needs for strengthening in-country supply chains, submitting procurement requests, tracking shipment deliveries, reducing risks of theft and diversion, lowering regulatory barriers, and monitoring supply chain performance.PREPARING GLOBAL FORECASTS
Of needs for anti-retroviral (ARV) drugs; test kits and laboratory supplies; other HIV/AIDS and related infections; and related medical supplies and equipment needed by programs that provide comprehensive HIV/AIDS prevention, care, and treatment services.PROCUREMENT OF THESE PRODUCTS
Initially for Emergency Plan-supported programs, and subsequently for other HIV/AIDS programs.QUALITY ASSURANCE
For all SCMS-purchased products, including ensuring adherence to U.S. government procurement standards, post-procurement testing, and assistance in establishing in-country storage and handling procedures that help ensure product quality.WAREHOUSING AND FREIGHT FORWARDING
For both international and in-country distribution, including regional storage of SCMS-procured commodities; frequent, secure door-to-door or door-to-port freight forwarding; assistance in product registration and customs clearance; and assistance in strengthening or establishing secure, robust in-country distribution systems.STRENGTHENING IN-COUNTRY LOGISTICS MANAGEMENT INFORMATION SYSTEMS
For example through biometric smart card and mobile telephone data entry techniques, enabling local organizations’ supply chains to be more secure and responsive.
In addition, SCMS will establish a global information system to manage information about the procurement and distribution activities of the Emergency Plan, and to inform the related activities of other donors and funders. We will link this system to national information systems in order to minimize over-and-under supply of individual program requirements.
Aug 2006 » PEPFAR » GUYANA
The Minister of Health of GUYANA is signing the MOU (memorandum of understanding) for SCMS to provide WM technical assistance.
Back L-R: Zobida Sakoor, Sabieta, Dr. San San Min, David Hardy, Sandra Manikchand and Omar Shariff
Front L-R: Alan Pringle, PS Sonia Roopnauth and Dr. L. Ramsammy
June 2006 » LEARNERSHIP UPDATE
A Learnership is a work based route for attaining a National Qualification. It includes formal training (theory) as well as structured work experience (practice). A Learnership leads to a National Qualification registered on the NQF (National Qualification Framework). A Learnership consists of a minimum of 120 credits. Learners are expected to complete a Portfolio of Evidence, which demonstrate the application of theory into practice before they can attain their National Qualifications credits.
In an endeavor to address the challenges pertaining to Management Development and to craft a culture of a Learning Organization, the Fuel Group embarked on an Internal Learnership route. Managers were asked to nominate individuals who were ear marked for further development and who were also showing potential in terms of their performance in the workplace. These individuals were put through a battery of psychometric test to determine their potential and eventually the National Qualification Level that they were suitable for. In total 76 candidates were selected throughout the Fuel Group.
In 2005, the Company decided on two levels of Learnerships leading towards a Certificate in Management. The first one is a Team Leader Learnership Level 3 which is aimed at Shop floor Team Leaders or Potential Leaders. The minimum qualifications criteria are a Grade 8 – 10 and reasonable level of numeracy and literacy.
There are Four Study Schools, consisting of five days training per study school. Learners go through four Modules consisting of:
- Basic Leadership Skills
- Communication Skills
- Business Operations and Customer Service
- Finance and Legal Operations
The second one is the Supervisory Learnership, Level 4, which is targeted at Supervisors and Potential Leaders. The minimum qualifications criteria are a Grade 10 – 12, Basic IT Skills and Excellent Numeracy and Literacy skills.
It also consists of Four Study Schools, of five days training per study school. Learners go through four Modules consisting of:
- Basic Leadership Skills
- Communication Skills including basic IT Skills
- Business Operations
- Financial Management Skills
The first Group, which started in May 2005, is due to complete their Learnerships at the end of May 2006 as per the Services SETA requirements, which stipulates the completion of Learnerships, within a period of one year. The company has planned a graduation of all the successful Learners for July 2006, whereby all the candidates will be presented with their Certificates in Management and awards for best performing students.
Building on the foundation that has already been laid by the first group, the Company decided to continue with the second group of Learners, who went through the same selection process. A total of 123 Learners were selected in 2006 to be developed in managerial skills.
Besides the Level 3 and 4 Learnerships, the Fuel Group decided on further Levels of Management Development. This culminated in the introduction from April 2006 of the First Line Management Level 5 Certificate in Management. This Learnership is aimed largely at accelerating the development of PDI’s, Lower Management and Departmental Strategic Management. The minimum qualifications are Matric, with 2 – 3 years Management experience and Excellent Numeracy / Numeracy / IT Skills.
The Level 5 First Line Management Certificate in Management consists of five study schools. The five modules consist of the following:
- Strategic Leadership Skills
- Business Communication Skills
- Managing Customer Service
- Financial Management
- Human Resources
The Company has also participated in the first pilot collaboration between the Services SETA and the University of Cape Town in 2006. This is the first time in the history of this country that Learnerships are offered at University Level. There are two types of programmes that are being offered, namely the Middle and Senior Management Development Programmes.
The Middle Management Development Programme, which is spread over 58 weeks, leads to a qualification as a Graduate with an Associate in Management Practice (NQF 6). It is aimed at individuals with a Matric qualification or Recognition of Prior Learning, 3 years management experience and passing the Learning Diagnostic Test. It consists of 4 modules, which are as follows:
- Leadership through Personal Mastery
- Building Business Acumen
- Leadership through Creating Customer and Financial Value
- Integration and Synthesis of Learning
On the other hand, the Senior Management Development Programme, which is also spread over 58 weeks, leads to a Graduate with a Post Graduate Diploma in Management Practice (NQF 7). It is aimed at individuals with a 3 year degree or equivalent (Recognition of Prior Learning Opportunities exist), 5 years management experience and passing the Learning Diagnostic Test. It consists of 4 modules, which are as follows:
- Developing Systemic Management Practice
- Developing Business Acumen
- Managing Strategic Change
- Management Practice Project
According to the Group HR Director, Mbulelo Qodashe, the various levels of Management Development are available to any employee of The Fuel Group who meets the necessary criteria. Ultimately, the strategy is to develop a strong and competent managerial cadre that will continue to grow the company, whilst ensuring that employees continually experience career growth and job satisfaction.
The information in this article was current at 08 Nov 2011