I
Ehlanzeni TVET College
Strategic Plan 2014 – 2017
Department of Higher Education and Training
Publication Version
2014/10/17
Version Control
Version number
Date Submitted
Comments
1Draft.01
24 October 2013
Submitted to Council for comment and approval
2
Submitted to DHET
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 2
TABLE OF CONTENTS
1. FOREWORD BY CHAIRPERSON OF COLLEGE COUNCIL
2. MESSAGE FROM THE PRINCIPAL/ADMINISTRATOR
3. VISION, MISSION AND VALUES
4. COLLEGE SITUATIONAL ANALYSIS
5. LEGISLATIVE MANDATE
6. RISK MANAGEMENT
7. COLLEGE STRATEGIC PLAN
7.1 STRATEGIC GOAL 1
7.2 STRATEGIC GOAL 2
7.3 STRATEGIC GOAL 3
7.4 STRATEGIC GOAL 5
8. SUMMARY OF STRATEGIC TARGETS
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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1
Foreword by Council Chairperson
The Minister of Higher Education and Training, Dr Blade Nzimande regards the White Paper
on post school education as a manuscript to guide the address of the skills shortages in the
country. South African Statistics indicate that a number of youth between 18 and 24 years of
age is not employed, nor in education and neither in training. This scourge can only be
eradicated by well-resourced and equipped TVET College sector. All colleges will have to
plan around the skills which are essential to address the disadvantaged youth in our different
communities by providing access to college programmes, where need be accommodation
and transport for all academically and socially deserving students.
This strategic plan for Ehlanzeni TVET College is submitted to the DHET as required by the
FETC Act, Act No 16 of 2006 as amended and takes into account not only the post-school
youth but also the out-of-school, HE drop-outs, and socially destitute youth in our different
communities. The college has a mandate to engage aggressively in the skills revolution as
outlined in the NSDS 111, the Provincial Human Resource Strategy coupled with outcome 5
as outlined in the National Development Plan. Outcome 5 is operationalized as a joint effort
by all colleges to produce a skilled and a capable workforce to support an inclusive growth
path in the country.
College Council and management have to play their respective roles in terms of the
Strategic goals set out in the strategic plan i.e.

To increase enrolment and expand access for the youth;

To increase the academic achievement of students;

To have adequate infrastructure and systems in place to provide effective
teaching and learning services to its students;

To increase the number of students who are adequately prepared to enter the
labour market, HE and Entrepreneurship; and

To be responsive to the needs of its market space.
In view of the National Strategic Plan directives and targets, and in the process of drafting
this strategic plan, it was important to align Outcome 5 to our situational analysis and the
available resources in the college at large as well as the regional socio-economic factors that
affect our Domestic Growth Index. College Senior Executive Team and Council Members
played significant roles in terms of inputs in the development of this strategic plan and
making sure that local economic drivers are factored in with an aim of creating awareness to
the need to forge linkages and strategic partnerships with relevant stakeholders like SETA’s,
Government, Municipalities, industry and business and relevant NGO’s, both regionally and
internationally. This document is the roadmap towards Ehlanzeni TVET College’s success
story.
_______________________
_____________
Mbuyane L (Mr)
Date
College Council Chairperson
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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2
Message from the Principal
The White Paper on Technical and Vocational Education and Training as promulgated by the
Minister of Higher Education and Training in January 2014 clearly advocates for the need to
holistically participate in the education, training and development of unemployed,
unemployable community members by TVET Colleges. In revising the Strategic Plan, Ehlanzeni
TVET College premised its horizon on NC(V); Report 191 and Artisan Development related
programmes. These are driven by Outcome 5 of the National Development Plan. Ehlanzeni
TVET Colleges’ strategic plan takes into account Departmental Strategic priority areas
by providing access to education and training and ensuring that effective quality
teaching and learning takes place.
In collaboration with ETDPSETA, HWSETA, CHIETA as a Lead SETA and other
professional bodies, the Ehlanzeni TVET College will be enabled not only to expand in terms
of enrolment and infrastructure development, but will also be in a better position to contribute
to the skills development, especially with regards to scarce skills and other priorities related
to the skills development revolution in the country.
In terms of hard skills, partnerships with SETAs and accredited NGOs will focus not only on
artisan development of the students in question, but will also invest in developing Lecturers
in terms of subject knowledge and teaching practice. In collaboration with CHIETA, the
college is in the process of identifying growth points in the rural towns like Lydenburg, in the
Bohlabela District, which is in the mining area and townships like Matsulu in the Ehlanzeni
District for skills development.
A number of projects aimed at addressing the out- of- school- youth in collaboration with the
Local Municipality will be tapping on the IDP’s while addressing unemployment, poverty and
inequalities amongst the communities. In line with this activity, the programme will start in
January 2014 with the training of 550 out of school youth of which 50 will predominantly be
recruited from the deep rural Kanyamazane and Mlumati areas. We have already committed
CHIETA by putting up offices at the 6 college learning sites.
The college in collaboration with the Mpumalanga University, will be in a position to venture
into the articulation of the qualifications at Level 4 into Level 5 especially in terms of offering
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 5
Higher Certificates while the college will be making skills workshop facilities available for
practical subjects in Level 5.
Occupational Health and Safety (OHS) legislation and standards have become critical at the
college as a result campus Managers and other college staff members have been trained
and accredited in OHS. All college sites will be in a position to be compliant in terms of OHS
requirements. In collaboration with DoL, the college will be able to monitor and evaluate
capacity in OHS and maintain the ISO 9001:2008 Certificate which was awarded to the
college for best practice in administration of the college. In addition, the college has a
mandate to design and implement Employee Health and wellness strategies which aim at
developing a culture of excellence amongst the college employees at large.
There is a growing need for academic support for students especially in Level 2. This is
informed by the high failure and dropout rates in L2. In collaboration with NGO’s the college
will further engage students in Special Needs Education (SNE). Student Support Services in
terms of student counselling or (SNE) will need further expansion on the organogram with an
aim of strengthening student support services in the college. As there is improvement in
terms of access, the number of students who need accommodation is increasing
dramatically. All L2 students will in 2014 be subjected to PLATO programme for their
academic improvement. Good Governance and effective management will be central for the
college as a public institution. In line, performance management has become not only a
matter of compliance but a matter of commitment in terms of IQMS and PMDS.
As an Accounting Officer of Ehlanzeni FET College, I commit to the maximum utilization of
all available resources of the college to achieving the targets outlined in this plan.
_____________________
__________________
Dhlamini J.T. (Dr.)
Date
Principal/ CEO
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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1.
Vision, Mission and Values
Vision
Our vision is to be an excelling college of quality vocational education and training
Mission
Our commitment is to provide responsive vocational education and training in collaboration with
stakeholders to address the socio-economic needs of our communities
Values
Our values are underpinned by the following principles:

Professionalism: Restore College Ethos and maintain Discipline

Integrity: Adherence to moral and ethical principles, honesty, respect, trust, fairness,
confidentiality, punctuality

Transparency: Openness and sharing information

Accountability: Responsibility and reliability

Creativity: Enthusiasm, innovation and empathy

Ubuntu: Upholding dignity and compassion

Commitment: Providing quality services
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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2.
College Situational Analysis
The college is situated in Mpumalanga in the Ehlanzeni Region in the Mbombela Local
Municipality. The college as of now has 6 sites of delivery, namely Nelspruit,
Kanyamazane, Mlumati, Barberton, Mthimba and Mapulaneng campuses. While all
sites have the same vision, each site differs in terms of programme offerings. The
infrastructure, equipment and other resources are often inadequate to meet the needs
of certain programmes. Efforts will therefore be placed on improving the facilities at all
sites.
4.1.
Economic and Skills Drivers
The Ehlanzeni District Municipality LED Strategy highlights development in
Agriculture, manufacturing, construction, trade and community services, is linked to
but not limited to some development in:
4.1.1
Corridor development opportunities
The N4 Maputo Corridor, N12 Corridor, and the Moloto Corridor hold significant
opportunities for the Ehlanzeni District, both in terms of economic spin-offs from the
corridor, and tourism potential. Activities capitalizing on the economic opportunities
associated with these corridors should be encouraged to locate adjacent to the
corridors. This could include intensive agriculture, agro-processing and hospitality
uses.
4.1.2
Conservation, tourism and culture
Nature conservation, tourism and culture are critical success areas of the Ehlanzeni
District. The College acknowledges major companies like SANParks, Resorts Private
Game Lodges, Forever, Tsogo sun and Protea Hotels. It is aspired that these
companies will be of assistance in paving the way into the future, including the new
plans to put up an International Conference Centre (ICC) in Mbombela.
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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4.1.3
Agriculture
The agriculture sector is an important economic activity in the Ehlanzeni District, and
should be protected and promoted through the development of supplementary
activities, including agri-processing. The college has to play its role in agriculture and
agri-processing especially in collaboration with major companies like Westfalia,
Umbhaba Estates, Hadeco Tulips, HL Hall & Sons, Schoeman Estates, Kanhym,
Laeveld Agrochem and Karan Beef.
4.1.4
Business and industrial activities
Business and industrial activities in Mpumalanga and in the Ehlanzeni District as a
whole is increasingly demanding partnerships. Our College is well placed and needs
to strengthen partnerships with business and industry. There is a growing need of
skills in industries dealing with oil and gas, mining and quarrying, mineral
beneficiation, steel, energy and manufacturing sectors, construction and property,
banking and financial services. Sappi is one major company that the college will
benefit from especially in Pulp & Paper technology, and the new chemical cellulose
plant to produce fabrics.
4.2
Rural development
Ehlanzeni TVET College must be seen participating fully in the Local Economic
Development (LED) programmes and as per the IDP's in place. The Comprehensive
Rural Development Programmes are very critical for the college especially in Primary
Agricultural projects such as poultry farming, piggery, dairy products and cattle
farming.
In response to the Programmes and Qualification Mix (PQM), Ehlanzeni TVET
College is positioned to serve the entire region of Ehlanzeni in Mpumalanga with a
focus on Agricultural Activities, industrial activities and white collar functions. The
potential employers for the college graduate range from farmers, electrical industry,
mechanical work, banking institutions, soft business activities and mining industry.
The college programmes are structured such that they are responsive to the needs of
the employers. The programmes offered are Primary Agriculture, Electrical
Infrastructure and Construction, Office Administration, Generic Management and
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 9
Finance, Economic and Accounting as NC(V). There are also Report 191
programmes ranging from N1-N6 in Engineering and Business Divisions.
The college will continue in maintaining strategic partnerships with SETA’s, industry for
experiential learning, job placement, the Department of Higher Education and Training
(DHET) especially in terms of the National Skills Fund (NSF), bursaries for the
deserving students (NSFAS), and other grants which aim at developing our youth in
this rural part of our country.
3.
Legislative Mandates
The Constitution of the Republic of South Africa (Section 29(1)-(4)) provides for the
right of basic and further education to everyone in the official language of their choice
provided equity, redress and practicability are taken into account. In addition, the
Further Education and Training (FET) Colleges Act (Act 16 of 2006) and the FET
Colleges Amendment Act (Act 3 of 2012) provide for the regulation of further education
and training through the establishment, governance and funding of public further
education and training colleges and the promotion of quality in further education and
training.
Further sets of legislation that impact on the TVET colleges sector and its strategic and
national imperatives are listed below:
 The National Qualifications Framework (NQF) Act 67/2008;
 The Higher Education (HE) Act 101/1997;
 The Skills Development Act 97/1998 and Amendments;
 The Higher Education Laws Amendment Act 21/2011;
 The Higher Education and Training Laws Amendment Act 23/2012;
 The National Student Financial Aid Scheme (NSFAS) Act 56/1999;
 South African Council of Educators (SACE) Act 31/2000;
 Labour Relations Act 66/1995 and Amendments;
 Employment of Educators Act 76/1998;
 General Further Education and Training Quality Assurance Act 58/2001.
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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4.
Risk Management
The college strategic thrust is not without risks and challenges. The following risk
areas have been identified.
No
Strategic
Goal
Risk Statement
1
Increase the Lack
number
of Accredited
skilled youth workshops
by
expanding
access
to
education
and training
for
the
youth.
2
Adequately
capacitated
individual
institutions
for effective
provision or
facilitation of
learning
Poor
connectivity
Campuses
Impact
Probabilit
y
Severity
Low
/
Moderate
/ High /
Extreme
Unlikely/
Moderate
/Almost
Certain
Low/
Moderate/
High/
Extreme
of Extreme
Moderate
High
Use SETA’s for
accreditation.
Also
engage
accredited
Service providers
to
speed
up
accreditation
processes
through
collaborations
Extreme
Moderate
Moderate
Contracted
Telkom
Moderate
Moderate
at
Lack of Lectures Moderate
subject content
knowledge
in
scarce skills
Moderate
Moderate
Moderate
Moderate
Moderate
Lack of Skills in
Classroom
practice
3
Increase the
number
of
students
successfully
entering the
Insufficient
workplace
partnership
Insufficient
Moderate
Risk
Management
Control
Increase in HRD
budget
Effective use of
IQMS,
Conceptualization
of the Blooms
Taxonomy.
Increase
partnerships with
MOU
Review
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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the
labour
market upon
completion
of training.
marketing
of Moderate
college
programmes to
industry,
business
and
government
Moderate
Moderate
college marketing
Strategy
A
college
curriculum
that
is
responsive
to
the
demands of
the market
place
and
can
transform
and
adapt
quickly and
effectively to
changing
skills needs,
with
a
special
emphasis on
artisan
training.
Poor Workshop Moderate
infrastructure
Moderate
Low
Workshops
upgrading/refurbis
hment budgeted
for all campuses.
4
5
Lack
accredited
workshops
of
Extreme
Severe
High
Use CHIETA
Lack
accredited
Lecturers
of Extreme
Severe
High
Train Lecturers in
Assessor/Moderat
or programmes
Moderate
High
New 2 satellite in
Lydenburg
&
Matsulu
for
approval
Severe
High
Insufficient
Learning sites
Moderate
Lack
of
Occupational &
Learnerships
Extreme
programmes
Improve
extended
Learning Unit
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 12
on
7
College Strategic Plan
Taking into account the situational analysis as described above, the college has
developed the following strategic plan in consultation with DHET, SETA’s, Gijima,
Clein’s, Lira, Buscor and Local Municipalities.
7.1.
Strategic Goal 1:
Increase the number of skilled youth by expanding access to education and
training for youth.
The college is committed to increasing numbers of skilled youth in the Ehlanzeni
region to respond to its mandate and the college PQM. The college will increase
enrolment in NCVL2, Report 191 and enrol AET students in partnerships with the
community centres in the region by 20% by 2017. Although there is a high dropout
rate regarding new NCV L2 students, the college will continuously improve in terms
of induction and orientation programmes specifically for NCVL2. In order to increase
the AET enrolment, the college will review its marketing and recruitment strategy
whilst ensuring sustainable merger between the existing AET systems in the province
and the college per se. Increasing enrolment poses a challenge in terms of access to
college facilities, transport and tuition fees.
The college is in the process of acquiring 2 new premises to carry the envisaged
class sizes. In the interest of growth in numbers, the college will improve the NCV
throughput rate from 40% to 60% and Report 191 18% to 38% with special
emphases on Maths and Maths literacy. The college is engaging in reviewing the
organogram with an aim of improving student registration and administration of
students’ affairs especially in terms of academic support and Special Need Education
(SNE). Partnering with some stakeholders where there are limited resources will no
more be an option, but a demand/need.
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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7.2
Strategic Goal 2
Adequately capacitated individual institutions for effective provision or
facilitation of learning
There will be a growing need to review the capacity of the college in terms of
improving performance and efficiency whilst increasing enrolment towards 2017.
Improving the capacity of the college for improving performance and efficiency will
need training lecturers in subject content knowledge and classroom practice (e.g. the
use of the Booms Taxonomy) as most of the lecturers had no professional training at
all. It becomes important for the college to partner not only with SSETA, ETDPSETA
and CHIETA but also with industry especially for artisans’ skills programmes. This
will help lecturers to engage in the new technology like e-learning and improve on
their curriculum delivery thereby improve pass and certification rates at the college.
The college will monitor and evaluate support staff through PMDS and capacitate
them where need be like in data management, planning and Supply Chain
Management. The role of student support becomes critical as enrolment increases
therefore they will continuously need to be capacitated on how to support students
academically and provide counselling.
7.3
Strategic Goal 3
Increase the number of students successfully entering the labour market upon
completion of training.
In order to increase the number of students successfully entering the labour market
upon completion by 2017, the college will ensure that Lecturers and Student Support
Services personnel are trained to support work-based learning to improve on
employability rate. More focus will be place on workplace exposure, apprenticeships,
learnerships, and in particular experiential learning. The college, in its review of the
college organogram has provided for a job placement personnel in order to assist
with placement of students and graduates and where need be support students who
want to be self-employed/ entrepreneurs through the introduction of the incubator
system.
Ehlanzeni TVET College Strategic Plan 2014 - 2017
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7.4
Strategic Goal 5
A college curriculum that is responsive to the demands of the market place and can
transform and adapt quickly and effectively to changing skills needs, with a special
emphasis on artisan training
In order to realize this goal, the college has to set up clear targets in terms of new
occupational programmes. As these new programmes will need partnerships with other
Learning Institutions, Communities, Donors, Local Municipality, Industry, Government and
SETA’s. This will help drive the implementation of an expanded PQM to meet the
expectations of the local economy. The college believes that the more the new programmes
increase, the higher is the need to partner in those new programmes. Council and Senior
management supports the establishment of a Stakeholder Forum to serve as a consultative
in order to transform and quickly but effectively adapt to the changing skills needs in the
market place.
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 15
8.
Summary of Strategic Targets
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
Strategic Goal 1:
Increase the number of skilled
1.1. Improve
recruitment, Target
2014
placement and selection (Number) of learners enrolled in AET 70
processes.
Level 1 -4
youth by expanding access to 1.2. Effectively
education and training for the
bursary
youth.
system.
(Number)
working
currently
towards
building relations with the
Mpumalanga
University to achieve the
25 in 2015.
2017
Total
75
75
75
300
3000
3500
10663
952
1452
1952
5334
617
1117
1617
3841
3925
4425
4925
16602
1853
2353
2853
9412
75
76
77
303
1745
2245
2745
6971
Level 2
***HE-nothing
upcoming
2016
manage Headcount enrolment in FET College programmes:
administration (Number) of headcounts enrolled in NC(V) 1704 2459
1.3. Improve throughput rates (Number) of headcounts enrolled in NC(V) 978
in NC(V) and Report 191
Level 3
programmes
(Number) of headcounts enrolled in NC(V) 490
1.4. Improve
certification
Level 4
rates in NC(V) and
(Number) of headcounts enrolled in 3327
Report 191 programmes.
Report 191 Trimester programmes
but
2015
of
headcounts
enrolled
in 2353
Report 191 Semester programmes
(Number) of headcounts enrolled in HE or 75
Level 5 programmes
(Number)
of
students
enrolled
Occupational and other programmes
Bursaries awarded
in 236
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
1.5. To increase the number (Number) of College students awarded 3284
of learning sites.
1.6. To
partner
existing
partner
with
40
40
40
40
40
NC(V) Level 2 (%)
72
61
66
71
53
the NC(V) Level 3 (%)
Higher NC(V) Level 4 (%)
79
70
75
80
76
79
68
73
78
75
N1-N6 Trimester (%)
50
55
60
65
58
N4-N6 Semester(%)
35
55
60
65
54
(HE)
institutions.
1.8. To
recruit
and
enrol
students for occupational
programmes.
12884
( GETC or NASCA (%)
with
Education
3300
the Throughput rates in TVET qualifications increasing to:
AET
relevant
3200
bursaries
Community Centres)
1.7. To
3100
Certification rates in TVT qualifications increasing to:
GETC or NASCA (%)
40
60
65
70
59
NC(V) Level 2 (%)
55
60
65
70
63
NC(V) Level 3 (%)
61
60
65
70
64
NC(V) Level 4 (%)
63
60
65
70
65
N1-N6 Trimester (%)
35
55
60
65
54
N4-N6 Semester (%)
27
55
60
65
52
Pass rates in Maths and Maths Literacy increasing to
Maths NC(V) Level 2 (%)
51
54
59
64
57
Maths NC(V) Level 3 (%)
56
50
55
60
55
Maths NC(V) Level 4 (%)
44
60
65
70
60
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 17
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
Maths Lit NC(V) Level 2 (%)
60
94
95
96
86
Maths Lit NC(V) Level 3 (%)
73
80
82
84
80
Maths Lit NC(V) Level 4 (%)
93
91
92
93
92
Certification rates of bursary recipients increasing to:
Strategic Goal
Strategic Objective
NC(V) Level 2 (%)
38
50
55
60
51
NC(V) Level 3 (%)
47
50
55
60
53
NC(V) Level 4 (%)
46
62
67
72
62
N1-N6 Trimester (%)
48
57
62
67
59
N4-N6 Semester (%)
44
57
62
67
58
Strategic Target
(by 2017)
Strategic Goal 2:
Adequately
2.1. To
capacitated
individual
institutions
for
effective
provision
or
facilitation of learning
improve
capacity
to
deliver
lecturer Target
2014
effectively Lecturing and other staff trained to support curriculum delivery:
college (Number) of lecturers trained towards improved 55
curriculum.
60
65
70
250
60
65
70
250
workplace 37
40
45
50
172
and (Number) of lecturers with teaching and/or 37
40
43
46
166
subject knowledge
2.2. To improve capacity of (Number) of lecturers trained towards improved 55
management
and classroom practice
administrative
management,
performance
2015 2016 2017 Total
staff
in (Number)
planning, exposure
of
lecturers
gaining
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 18
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
financial systems.
professional qualifications
2.3. To improved capacity of (Number) of lecturers and SSS practitioners 37
lecturers
and
40
43
46
166
student trained to implement on-programme academic
support practitioners to support
provide
on-programme Management and administrative staff trained to support curriculum delivery:
academic support.
(Number) of personnel trained in planning
25
25
25
25
100
2.4. To ensure that College
Council is effective in its
governance
and
performance
(Number) of personnel trained in performance 25
25
25
25
100
25
25
25
100
management
(Number) of personnel trained in financial 25
management
management of college
management and staff.
College Council constituted and effective
(Number) of Council fully constituted
1
1
1
1
4
(Number) of Council members inducted
16
16
16
16
64
tracking (Number) of Council members trained in 16
corporate governance
and reporting system.
16
16
16
64
30
30
30
120
10
10
10
58
2.5. To
implement
an
effective integrated data
management,
2.6. To
provide
systems
infrastructure
adequate Effective and integrated MIS
and (Number) of personnel trained in data and 30
for information management
improved teaching and Improved College Infrastructure& Systems
learning.
(Number) of classrooms and other (e.g. 28
Ehlanzeni TVET College Strategic Plan 2014 - 2017
Page 19
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
workshops and training centres) built
(Number) of classrooms and other (e.g. 30
30
30
30
120
23
60
60
166
25
25
25
100
workshops and training centres) upgraded or
refurbished
(Number) of structures installed with modern 23
equipment (fit for purpose)
(%) of staff with direct access to personal 25
college e-mail
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
Strategic Goal 3:
Increase
students
the
3.1.
number
of
To improve the capacity Target
2014 2015 2016 2017 Total
of student support service Lecturing & SSS staff trained to support work-based learning:
successfully
practitioners and lecturers (Number) of Lecturers and SSS practitioners 13
entering the labour market
to implement work-based trained to implement work-based learning
upon completion of training.
learning.
3.2
8
8
37
140
146
152
572
26
32
38
116
Placement of students and graduates
To improve learner
(Number) of students placed in workplaces for 134
employability by providing
workplace exposure in programme
increased
(Number) of students placed in workplaces for 20
based
8
workplacelearning
apprenticeship training
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Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
opportunities.
3.3
(Number of students) placed in workplaces for 374
To improve certification
rates
on
380
386
492
1632
45
51
57
192
48
52
58
200
32
38
44
140
learnerships (L2 – L5)
offered
programmes in relation to
the demands of the labour
Number of post NC(V)Level 4 students placed 39
in work places for experiential learning
Number of post N6 students placed in work 42
market.
places to complete diploma studies
Number
of
student
supported
for
self- 26
employment
Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
Strategic Goal 5:
5.1 To develop and implement Target
A college curriculum that is
in consultation with SETAs (Number)
responsive to the demands of
and
the market place and can
expanded
transform and adapt quickly
reflects
and effectively to changing
demands.
skills needs, with a special
emphasis on artisan training.
local
industry,
PQM
local
new
occupational
programmes 1
1
1
1
4
7
7
7
28
50
55
60
210
an introduced per college following consultation
that with industry
economic (Number) of lecturers trained to support new 7
occupational programmes
5.2 To facilitate partnerships (Number)
with industry, government government
departments
2014 2015 2016 2017 Total
of
partnerships
with
departments,
industry, 45
community
and organisations and donors
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Strategic Goal
Strategic Objective
Strategic Target
(by 2017)
institutions,
municipalities,
community
organisations
and donors.
5.3 To market the values and
integrity
of
programmes
College
to
local
industries and communities.
5.4 To establish a full time
skills centre in the rural
Matsulu area.
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