TVET Colleges
Strategic, Annual Performance &
Operational Planning Process
KZN TVET Colleges
25 & 26 June 2015
Presentation Outline
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Purpose
DHET Strategic Priorities
2014/15 APP Challenges
TVET Colleges’ Priorities
Enrolments
Planning process
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Purpose
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Ensure that the strategic objectives of government,
DHET, TVET colleges are aligned – achievement of set
goals.
Planning process aimed at ensuring that an integrated
planning process is conducted across TVET colleges.
Ensure the establishment of a structure &
interrelationships amongst planning, monitoring and
reporting processes.
Planning process aims to assist colleges to complete
their Strategic, Annual Performance and Operational
Plans.
Planning process of colleges mirrored against that of
DHET – taking into consideration relevant legislation and
policies.
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DHET
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Vision: Leading Post-School Education and Training for
growth.
Mission: To provide national strategic leadership in
support of an integrated Post-School Education and
Training system towards improved quality of life of South
African Citizenry.
Values: Integrity, Accountable, Committed, Responsive,
Proactive, Continuous learning, Rational, Team work,
Emotional intelligence.
DHET responsible for Outcome 5 of the Medium Term
Strategic Framework’s 14 priority Outcomes as identified
in the National Development Plan: “A skilled and
capable workforce to support an inclusive growth
path”
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Focus Areas in the Next Five Years
• To substantially expand access (& improve success) to
education and training for youth and adults, regardless of
whether they have completed school or not
• To improve the alignment between universities, TVET
colleges, Sector Education and Training Authorities (SETAs),
South African Qualifications Authority (SAQA) and quality
councils in an effort to improve student and learner mobility
across institutions and qualifications
• To expand the availability of opportunities for workplace
training for students in colleges and universities and to
expand other forms of workplace training such as
learnerships and apprenticeships
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Focus Areas in the Next Five Years
• To ensure that our Post-School Education and Training system
prioritises funding of the marginalised, enabling them to
access post-school institutions and fulfill dreams of careers
thought to be unrealisable.
• To diversify provision based on open learning principles to
improve learning opportunities across the Post-School
Education and Training sector by expanding and
strengthening the post-school distance education landscape.
• To integrate disability into the broader policy arena by
introducing a nation policy to guide education and training
institutions in the post-school domain.
• To integrate Recognition of Prior Learning (RPL) into the
post-school education and training system.
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TVET Colleges’ Strategic &
Priority Areas
Challenges … related to 2014/15 APP
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DHET reports to Parliament on APP targets.
All 2014 Annual Performance Targets not
met
o Headcount enrolments – target was
800,000
o Certification rates at exit levels (NCV &
Report 191).
o NC(V) Maths & Maths Literacy pass rates.
o Certification rates for bursary recipients.
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Challenges … related to 2014/15 APP
Target
Achieved
NC(V) Level 4
57%
34,4%
N1-N3
50%
59,5%
N6
50%
42,7%
Mathematics L2
52%
47,2%
Mathematics L3
46%
46,4%
Mathematics L4
56%
35%
Maths Literacy L2
72%
70,5%
Maths Literacy L3
82%
82,4%
Maths Literacy L4
87%
78,7%
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Colleges’ Strategic Goals
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Provision of PSET by increasing quality and success
in terms of academic achievements of students.
Provision of PSET capacity, by having adequate
infrastructure & systems in place to increase access &
provide effective services to students.
To develop partnerships & maintain stakeholder
relations in support of increasing number of students
who are adequately prepared for the labour market
and/or further & higher education.
To ensure continuous business excellence, good
corporate governance, resource management (human
resource, infrastructure, facilities etc) and information
management and credible data reporting.
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TVET Colleges’ Priorities
• Improved governance and strengthened management.
• Improved quality of teaching & learning.
• Sound financial management systems, including
standardised policies across colleges.
• Guidelines for standardised implementation of
Occupational Programmes
• Implementation of policy directives for TVET College
Information Management and reporting.
• Credible, accurate and reliable student data information
management.
o Unit record system to be implemented from 2016.
• Implementation of the process of verification of student
enrolments.
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TVET Colleges’ Priorities
• Secondment of sector specialists to work in TVET
Colleges and lecturers exposed to the work place.
• Artisan development.
• Annual teaching and learning plans developed,
implemented, supported & monitored.
• Annual student support services plans developed,
implemented, supported & monitored.
• Monitoring and Evaluation Framework implemented and
reported on.
• Colleges to identify “flagship programmes”. Differentiation.
• Student academic support programmes.
• SRC leadership development programmes – college
responsibility.
• Student wellness programmes.
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Expected Outcomes – Sub-outcome 2 of
Outcome 5
Outcome Indicator
Target (2019/20)
Headcount enrolments in TVET Colleges
1,238,000
Certification rates
NC(V) = 65%
N3 = 65%
N6 = 65%
Certificates issued to qualifying candidates
Within 3 months
Colleges examination centres complying with national policy
100%
Colleges throughput rate
Baseline benchmark
Students accommodated in colleges
Baseline benchmark
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Expected Outcomes – Sub-outcome 2 of
Outcome 5
Outcome Indicator
Target (2019/20)
Students obtaining financial assistance
1,000,000
(Cumulative
2015/16 -2019/20)
NC(V) Level 4 students qualifying within stipulated time-frame
60%
Colleges compliant to governance standards
100%
College lecturers undergoing specified hours of work in their
industry for specified periods every two years
30%
College students enrolled in foundation programmes
5000 (annually)
Success rate in foundation programmes
50%
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TVET Colleges, Headcount Enrolments - National
Headcount Enrolments
1,400,000
1,238,000
1,200,000
1,084,000
1,000,000
948,000
829,000
800,000
709,556 725,000
639,618
600,000
Enrolments
456,686
400,000
326,889
369,339
200,000
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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2014 TVET Colleges, Headcount Enrolments - National
2014 Actual Headcount Enrolments
600,000
500,000
488,203
400,000
300,000
Enrolments
200,000
157,241
100,000
64,089
0
Report 191
NC(V)
(Other) Skills & Occup.
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2014 TVET Colleges, Headcount Enrolments - National
2014 Actual Headcount Enrolments (Percentage)
80.00%
70.00%
68.81%
60.00%
50.00%
Percentage of total
enrolment
40.00%
30.00%
22.16%
20.00%
9.03%
10.00%
0.00%
Report 191
NC(V)
(Other) Skills & Occup.
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2014 TVET Colleges, Headcount Enrolments Provincial
Headcount Enrolments
180,000
165,192
160,000
142,936
140,000
120,000
100,000
91,443
80,000
2014 Enrolments
71,723 71,210
63,737
60,000
46,490
38,596
40,000
18,229
20,000
0
GP
KZN
LP
WC
EC
FS
NW
MP
NC
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2014 TVET Colleges, Headcount Enrolments
Headcount Enrolments
30,000
26,671
25,000
20,966
20,000
15,000
10,000
14,934
12,384
9,748
12,627
12,897
2014 Enrolments
5,000
0
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TVET Colleges’ Planning Process
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Clear & relevant objectives, targets, outputs.
APP linked to budget process (to ensure that plans
and budgets are properly linked).
APP should reflect the outer two years, including
approved budget structure & approved core
programme performance indicators.
Meeting of timeframes & clear areas of
accountability.
Transparent business processes – supporting core
business of the college.
Timely approval of the Strategic & Annual
Performance Plans – Minster approves.
NB: Recording of first time entrants in TVET
Colleges
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College Planning Committee
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Consists of college council, principal, deputy
principals, CFO, campus managers and where
possible HoDs.
Coordination lead by the principal.
Coordinate, lead and drive the planning process.
Ensure that the planning milestones and timelines
are met.
Inform & influence the constituent engagement
process.
Make key decisions regarding activities (e.g.
meetings with constituents, communication etc.)
Drive planning process communication and
transparency.
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College’s Strategic Plan links to the
following plans:
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National Development Plan Vision 2030
DHET Strategic Plan (2015/16 – 2019/20)
DHET Annual Performance Plans
HRDCSA Plan
Colleges' Annual Performance Plan
College’s Operational Plan
College’s HRD Plan
College’s Teaching & Learning Plan
College’s SSS Plan
ALL RELATED LEGISLATIVE AND POLICY
DOCUMENTS
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Time-Frames
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Colleges Strategic Plans: 2016 – 2019 academic
years. Strategic plans can be revised within the
permissible time-frames.
Strategic Planning process aligned to the Medium
Term Strategic Framework Cycle. (New Strategic
Plans during the first budget cycle following a national
general election)
Planning Information Sessions June 2015.
Capturing on the ASSET system, available from 1 July
2015. Subject to approval of the ASSET system.
First draft of Plans due (to DHET) by 31 August 2015.
Final draft of College Plans due to (DHET) by 31
September 2015.
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Support
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DHET Officials – National and Regional.
Source documents.
Planning templates will be provided
o Strategic Plan
o Annual Performance Plan
o Operational Plan
ASSET system.
TVET Colleges.
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Thank You