Ingwe FET College Strategic Plan 2014 - 2017

Ingwe FET College Strategic Plan 2014 - 2017 Department of Higher Education and Training Publication Version

10/16/2013 1. Version Control Version number Date Submitted Comments 8 01/11/2013 Submitted to Council for comment and approval 2 Submitted to DHET

Ingwe FET 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

8. SUMMARY OF STRATEGIC TARGETS

Ingwe FET College Strategic Plan 2014 - 2017 Page 3 1. Foreword This strategic plan for Ingwe FET College is submitted to the DHET as required by legislation and takes into account that colleges must: . increase enrolment and expand access for the youth; . increase the academic achievement of students; . have adequate infrastructure and systems in place to provide effective services to its students; . increase the number of students who are adequately prepared to enter the labour market; and . be responsive to the needs of its market place. The government of the day has put FET Colleges at the centre of its skills development agenda. FET Colleges have become the beacon of hope for skills development for a developmental state to grow its economy. The beneficiaries of this noble idea are young people of this country. Together with SETAs the colleges stand to benefit the out of school youth, not in training and unemployed youth through short skills courses that improve the employability of the young people.

This strategic plan seeks to address the above priorities through providing a plan for infrastructure, human resource, tools, equipment and other facilities. This will improve access to our colleges. Through partnerships and collaboration with the private providers, municipalities and industry the colleges improve and expand their mandate.

Chairperson of College Council

Ingwe FET College Strategic Plan 2014 - 2017 Page 4 2. Message from the Principal/ Administrator This college strategic plan takes into account the following priority areas to ensure more effective teaching and learning in the FET Colleges sector. These priority areas are: . Collaboration with SETAs and/or other professional bodies to enable and expand the contribution of the college to skills development, especially with regards to scarce skills and other priorities for skills development; . Collaboration with institutions of Higher Education, especially in terms of offering Higher Certificates and for articulation purposes; . Compliance with occupational health and safety legislation and standards; . Provision of effective student support services; . Accommodation of and provision of effective support for special needs education (SNE) students; . Any other pertinent strategic focus for the college.

This plan will help the college council to be able to monitor the college performance during the year and do oversight. It will enable management to focus on achieving specific targets that are on the plan. Service delivery will be clear and systematic.

Principal / Administrator

Ingwe FET College Strategic Plan 2014 - 2017 Page 5 3. Vision, Mission and Values

Vision

To allow learners to access and succeed in relevant Post School Education and Training in order to fulfill the economic and social goals of participation in an inclusive economy and society.

Mission Strive diligently to offer accredited, responsive and quality assured programmes that meet the socio-economic needs of our region whilst endeavor to provide training of good quality to our learners, who will be able to compete in the global market.

Values

The college embraces the principles of;

 Integrity in all assessment, supply chain and finance related processes  Excellence in teaching and learning using appropriate technology and skills  Team work amongst all staff at all levels and ranks  Respect for oneself, students, staff, public and all stakeholders alike

Ingwe FET College Strategic Plan 2014 - 2017 Page 6 4. College Situational Analysis . Geographic location: Ingwe College is located on the eastern part of the Eastern Cape and share boarders with Kwazulu Natal and Lesotho on the northern part. It is spread over three District Municipalities namely, OR Tambo, Alfred Nzo and Joe Gqabi. We also serve communities in four Labour Centres namely Umtata, Lusikisiki and Maclear and Mount Ayliff. There are no industries in the area and local communities depend on Agriculture and small farming. More than 70% of our population are unemployed and are living on high poverty levels. The area is highly affected by HIV AIDS pandemic.

Campuses

Our college has five campuses which are approximately 200km apart with a geographic spread as tabulated below;

CAMPUS DISTRICT DISTRICT CONTACT MUNICIPALITY NUMBERS

1. Maluti Campus Maluti Alfred Nzo 039-2560670

2. Mount Fletcher Mount Fletcher Joe Gqabi 039-2570991 Campus

3. Mount Frere Campus Mount Frere Alfred Nzo 039-2550532/66

4. Ngqungqushe Lusikisiki OR Tambo 039-2537269 Campus 039-2537270

5. Siteto Campus Bizana Alfred Nzo 039-2513068

Ingwe FET College Strategic Plan 2014 - 2017 Page 7 Ingwe FET College Strategic Plan 2014 - 2017 Page 8 . Economic and skills drivers and college responsiveness in terms of its programmes and qualifications mix (PQM);

Ingwe FET College programmes are predominantly National Certificate Vocational (NCV) and report 191. The following are the eight NCV programmes offered by the college.

 Civil Engineering  Electrical Infrastructure Construction  Engineering and related Design  Finance Economics and Accounting  Generic Management  Information Technology and Computer Science  Marketing  Office Administration Report 191 Programmes Engineering  Electrical N1-N3 and N4-N6  Mechanical N1-N3  Carpentry N1-N3  Bricklaying and Plastering N1-N3  Plumbing N1-N3 Business  Business Management  Management Assistant  Human Resource Management  Public Management  Financial management

. Coordination and linkages with other stakeholders. The college has partners with all the critical stakeholders such as Government Departments which include Municipalities, Department of Public Works and SETAs.

Ingwe FET College Strategic Plan 2014 - 2017 Page 9 o Department of Higher Education & Training Projects like NSF, NSFAS, NARYSEC impose linkages to the college encouraging us to stretch our resources by having extra classes like part-time classes, weekend classes, holiday and evening classes.

To alleviate strain on resources, more funds are allocated to the college for expansion purposes and accessibility. o Industry . The college is situated in a rural area with limited industrial organizations. However we have a huge potential for informal industries like buying of clothes, making bricks, etc.

. These industries are also going to be utilized for student placement. o Local Government . Local government is the main driver of economic activities in our region. Close collaboration with local and district municipalities in our area assists us in identifying and closing the skills gap for the socio- economic activities.

. Some government departments send their staff to the college for training in short skills programmes like computer practice and in this way linkages are forged. o Universities . Training for educators has been conducted jointly with neighbouring universities like Walter Sisulu and Nelson Mandela Metropolitan University.

. The college has an understanding with the NMMU for the articulation on Information Technology students. o SETAs . The college is working with a number of SETAs in its programme delivery. To name the few Services SETA, MICT SETA, ETDP SETA are working with the college for both internships and learnerships.

. In addition they also offer bursaries for formal programmes, thus assisting the college expansion.

Ingwe FET College Strategic Plan 2014 - 2017 Page 10 5. Legislative Mandate 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 FET colleges sector and its strategic and national imperatives are listed below: . The National Qualifications Framework (NQF) Act67/2008; . 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.

Ingwe FET College Strategic Plan 2014 - 2017 Page 11 Ingwe FET College Strategic Plan 2014 - 2017 Page 12 6. Risk Management

Ingwe FET College Strategic Plan 2014 - 2017 Page 13 No Strategic Risk Statement Impact Probability Severity Risk Management Control Goal Low/ Unlikely/ Low/ Moderate Moderate/ Moderate/ / High/ Likely/ High/ Extreme Almost Extreme) Certain 1 Lack of the permanently Extreme Almost Extreme There is a SAICA appointed Chief Financial Certain contractually appointed Officer (CFO) at the CFO who performs all the College. functions that a permanent CFO would perform. 2 Inadequate technical Extreme Almost Extreme Staff developmental needs accounting knowledge by Certain are identified and the the finance personnel, necessary training is including management. provided. Finance staff is encouraged to further their studies to improve their qualifications. 3 Lack of Risk Management Extreme Almost Extreme The process of establishing Functions e.g. Audit & Certain an Audit & Risk Committee Risk Committee and also has commenced and the Internal Audit potential candidates have Function. been identified, thus the formation of the Committee is imminent. For reporting purposes, the Internal Audit Function will be appointed thereafter. 4 Inaccurate and/or Extreme Likely Extreme Information obtained from incomplete student fees DB 2000 is closely reviewed obtained from the DB by the CFO and 2000 system. discrepancies identified are corrected There is also a regular system support that is sought from the DB 2000 service provider. DB 2000 users are also provided with the relevant training where necessary. 5 Poor internal control Extreme Likely Extreme There has been a series of environment, which internal control measures subsequently affects that have been introduced reliability of financial in the Finance Department reporting. since the introduction of the Support CFO and the Administrator. Signatories were assigned to Senior Managers. All finance activities are approved by the CFO and, in some cases, the Administrator. All the financial reports are reviewed and approved by the CFO.

Ingwe FET College Strategic Plan 2014 - 2017 Page 14 Ingwe FET College Strategic Plan 2014 - 2017 Page 15 7. College Strategic Plan Taking into account the situational analysis as described above, the college has developed the following strategic plan in consultation with JET, SRC, Union Representatives, Senior Managers and Portfolio Managers. Please note that as these strategic goals are in alignment with the national strategic goals of the Department, therefore there is no Strategic Goal 4.

Ingwe FET College Strategic Plan 2014 - 2017 Page 16 2. 7.1 Strategic Goal 1 Increase the number of skilled youth by expanding access to education and training for the youth. 7.1.1 The College plans to Improve recruitment strategies, placement and selection processes by doing the following;

 All recruited students will be screened through a placement test.

 Selection will be based on the student performance and those with learning gaps will be redirected to programmes suitable for them.

 We are going to reduce intake on programmes which do not address the needs of the community and introduce those which are in great demand.

1.1. Effectively manage bursary administration.

A bursary system will be identified and procured through proper procedures and be implemented. All recruited personnel will be trained to effectively administer bursary at all sites.

A new financial system will have to be sourced for bursary.

1.2. Improve certification rates in NCV and Report 191 programmes

 The college 80% attendance policy will be communicated, implemented and monitored starting from the first day the student is admitted to the college.

 All LTSM will be procured on time for each registration period.

 Academic support in the form of extra classes, week end classes, winter, spring, peer tutoring and monitored revision classes will be enforced.

2. Cost implications will impact negatively on the College budget.

The College envisages a backlog in admissions due to staff shortage.

There’s no system available to manage the bursary.

The certification rate can be negatively affected by poor attendance by students and under qualified educators.

3. The budget for recruitment will be increased.

Internship students will be placed during the registration period.

Ingwe FET College Strategic Plan 2014 - 2017 Page 17 A system to administer bursaries will be budgeted for

An attendance policy will be developed and implemented.

Capacitating educators will be a priority.

3. Strategic Goal 2 Adequately capacitated individual institutions for effective provision or facilitation of learning

The college will capacitate staff through relevant trainings, workshops and information sharing for qualitative and competent deliverables. Lecturers also need to be trained on facilitation, assessment and moderation and teaching methodology. Support staff is to be capacitated on financial and administrative skills. We will also strive for staff retention through provision of incentives.

The challenges the college will face in capacitating personnel are:  Budgetary constraints  Poor Monitoring of training plan  Poor Supply Chain processes  Lack of screening system for accredited service providers  Lack of compliance on training policy

The Human Resource Development Department will have to monitor training plans. A Proper training needs analysis (WSP) will be conducted in order to ensure that personnel are trained in field that are relevant to their fields of work. Training plans will be properly costed in order to avoid under/over expenditure. We will ensure that all our

Ingwe FET College Strategic Plan 2014 - 2017 Page 18 trainings are conducted by accredited training providers. A training committee will be established and functional by 2014.

The college will forge partnerships with SETA’s, accredited colleges and universities. The college will also enter into partnerships with industries for artisan development.

Ingwe FET College Strategic Plan 2014 - 2017 Page 19 4. 7.3 Strategic Goal 3 Increase the number of students successfully entering the labour market upon completion of training.

The College plans to increase student employability by getting involved with Municipality IDP’s. The college will also collaborate with SETA’s, FET SETA forums and business forums.

Challenges the college will face are:  Lack of communication  No integrated planning.  Initiation of partnerships are always one sided.

Collaboration with SETAs and/or other professional bodies will enable and expand the contribution of the college to skills development, especially with regards to scarce skills and other priorities for skills development. The college will collaborate with institutions of Higher Education, especially in terms of offering Higher Certificates and for articulation purposes. We will forge partnership with industry with a special focus on Work Intergrated Learning (WIL) and Work Based Exposure (WBE). The college will strive to promote the provisioning of internship programmes.

4 The college lacks feed- back mechanisms from the industry about the training its conducting on its students, 5 The college is not aware about the technological changes because of the distance with industries 6 Currently the college conduct induction and learners are encouraged to work through their SRC, class reps etc. Promotion of culture and religious engagements is envisaged.

Ingwe FET College Strategic Plan 2014 - 2017 Page 20 5. 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.

The college will offer programmes that are responsive to the needs of the community. Occupational programmes that will address short term social challenges will be offered by the college. The college envisages producing well trained learners that will meet the needs of the community and business thus addressing the skills shortage in our country.

Workshops at our college do not meet the required standards for accreditation. There is a shortage of artisans and some material used is outdated i.e. models and training material. Budgetary constraints to equip workshops and employ personnel. We have an inadequate procurement system thereby causing delays in the delivery of material and equipment. Contractual employment of artisans and insufficient suitable skilled personnel such as facilitators, assessors, moderators and learning material developers for accreditation purposes. The college has few links with professional bodies.

The college seeks to improve the screening and sifting process for the learners on the programmes leading to artisanship. The college will increase the number of accredited workshops for skills directed training. Training will be afforded to our lecturers to become qualified artisans. The college will ensure that lecturers are exposed to industry and modern technology. Procurement processes will be reviewed and overhauled. Lecturers will be capacitated as facilitators, assessors, moderators and on learning material development. We will engage more with SETAs for all learnership and skills programmes. A dedicated person will be identified to link the college with professional bodies and industry (Placement unit and placement officer).Links will be forged with more professional bodies.

Capacitation of lecturers and workplace exposure will be ensured. The Supply Chain Management Department will ensure the delivery of LTSM on time. We will also partner with other colleges in order to share best practices. The college will open doors for improved participation with SETAs for relevance and employability.

Ingwe FET College Strategic Plan 2014 - 2017 Page 21 8. Summary of Strategic Targets

Strategic Goal Strategic Objective Strategic Target (by 2017) Strategic Goal 1: 3.1. Improve recruitment, placement and selection Target 2014 2015 2017 Total Increase the processes. (Number) of learners enrolled in AET Level 1 -4 number of skilled 3.2. Effectively manage bursary administration Headcount enrolment in FET College programmes: youth by expanding system. access to education 3.3. Improve throughput rates in NC(V) and Report (Number) of headcounts enrolled in NC(V) Level 2 1910 2900 8844 and training for the 191 programmes (Number) of headcounts enrolled in NC(V) Level 3 765 748 2280 youth. 3.4. Improve certification rates in NC(V) and Report 191 programmes. (Number) of headcounts enrolled in NC(V) Level 4 288 271 819 (Number) of headcounts enrolled in Report 191 Trimester 1732 1873 5711 programmes (Number) of headcounts enrolled in Report 191 Semester 3515 4426 13498 programmes (Number) of headcounts enrolled in HE or Level 5 programmes (Number) of students enrolled in Occupational and other 255 280 843 programmes Bursaries awarded (Number) of College students awarded bursaries 6004 8512 15538 Throughput rates in TVET qualifications increasing to: GETC or NASCA (%) NC(V) Level 2 (%) 45 51 NC(V) Level 3 (%) 47 53 NC(V) Level 4 (%) 48 51 N1-N6 Trimester (%) 38 45 N4-N6 Semester(%) 43 48 Certification rates in TVET qualifications increasing to: GETC or NASCA (%) NC(V) Level 2 (%) 38 43 NC(V) Level 3 (%) 39 44 NC(V) Level 4 (%) 41 46 N1-N6 Trimester (%) 40 55 N4-N6 Semester (%) 50 65 Strategic Goal Strategic Objective Strategic Target (by 2017) Pass rates in Maths and Maths Literacy increasing to: Maths NC(V) Level 2 (%) 47 51 Maths NC(V) Level 3 (%) 37 45 Maths NC(V) Level 4 (%) 47 56 Maths Lit NC(V) Level 2 (%) 37 52 Maths Lit NC(V) Level 3 (%) 72 75 Maths Lit NC(V) Level 4 (%) 75 79 Certification rates of bursary recipients increasing to: NC(V) Level 2 (%) 35 43 NC(V) Level 3 (%) 41 45 NC(V) Level 4 (%) 43 45 N1-N6 Trimester (%) 32 38 N4-N6 Semester (%) 43 45

Strategic Goal S Strategic Target tr (by 2017) a t e gi c O bj e ct iv e Strategic Goal 2: 2 Target 2014 2016 2017 Total Adequately capacitated individual . Lecturing and other staff trained to support curriculum delivery: institutions for effective provision or 1 (Number) of lecturers trained towards improved subject knowledge 14 19 39 facilitation of learning . I (Number) of lecturers trained towards improved classroom practice 11 52 76 (Number) of lecturers gaining workplace exposure 10 20 45 Strategic Goal S Strategic Target tr (by 2017) a t e gi c O bj e ct iv e 2 (Number) of lecturers with teaching and/or professional qualifications 32 43 112 . (Number) of lecturers and SSS practitioners trained to implement on-programme academic 57 76 199 2 support . Management and administrative staff trained to support curriculum delivery: I (Number) of personnel trained in planning 28 37 97 2 (Number) of personnel trained in performance management 98 130 341 . (Number) of personnel trained in financial management 28 37 97 3 College Council constituted and effective . (Number) of Council fully constituted 16 16 48 I (Number) of Council members inducted 16 16 48 (Number) of Council members trained in corporate governance 16 16 48 2 Effective and integrated MIS . (Number) of personnel trained in data and information management 39 52 136 4 Improved College Infrastructure& Systems . (Number) of classrooms and other (e.g. workshops and training centres) built 15 19 60 E (Number) of classrooms and other (e.g. workshops and training centres) upgraded or 8 5 18 refurbished 2 (Number) of structures installed with modern equipment (fit for purpose) 15 19 60 . (%) of staff with direct access to personal college e-mail 80 100 100 5 . I

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Strategic Goal Strategic Objective Strategic Target (by 2017) Strategic Goal 3: 3.1. Improve the capacity of student support service Target 2014 2015 2017 Total Increase the practitioners and lecturers to implement work- Lecturing & SSS staff trained to support work-based learning: number of students based learning. (Number) of Lecturers and SSS practitioners trained to 57 66 199 successfully 3.2 Improve learner employability by providing implement work-based learning entering the labour increased workplace- based learning Placement of students and graduates market upon opportunities. completion of (Number) of students placed in workplaces for workplace 144 216 684 training. exposure in programme (Number) of students placed in workplaces for 4 6 19 apprenticeship training (Number of students) placed in workplaces for 42 48 145 learnerships (L2 – L5) Number of post NC(V)Level 4 students placed in work 10 15 48 places for experiential learning Number of post N6 students placed in work places to 54 81 257 complete diploma studies Number of student supported for self-employment 3 4 12 Strategic Goal S Strategic Target tr (by 2017) a t e gi c O bj e ct iv e Strategic Goal 5: 4.1. In Target 2014 2016 2017 Total A college curriculum that is responsive c (Number) new occupational programmes introduced per college following consultation with 3 2 11 to the demands of the market place o industry and can transform and adapt quickly n (Number) of lecturers trained to support new occupational programmes 6 2 15 and effectively to changing skills s (Number) of partnerships with industry, government departments, community organisations 5 8 19 needs, with a special emphasis on ul and donors artisan training. t a ti o n w it h S E T A s a n d lo c al in Strategic Goal S Strategic Target tr (by 2017) a t e gi c O bj e ct iv e d u st ry d e v el o p a n d i m pl e m e n t a n e x p Strategic Goal S Strategic Target tr (by 2017) a t e gi c O bj e ct iv e a n d e d P Q M

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