table of contents - sedcol.co.za · 1 table of contents. 2 table of contents ... (pset) system,...

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TABLE OF CONTENTS

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TABLE OF CONTENTS

PART A: GENERAL OVERVIEW 3

1. General Information Regarding the College 4

2. Abbreviations and Acronyms 5

3. Message from the Council Chairperson 6

4. Overview by the accounting officer 8

5. Statement of the accounting officer 11

6. Strategic view 12

7. TVET strategic objectives 13

8. Legislative Framework 19

9. High level organisational structure 21

10. PART B: PERFOMANCE INFORMATION 25

11. College Performance and organisational 26

12. Performance 29

13. PART C: GORVERNANCE 35

14. Constitution of the college council and governance structure 36

15. College performance in terms of strategic objectives 40

16. Academic board report 44

17. College performance for 2015 48

18. NC(V) Engineering result 51

19. NC(V)Business Studies result 52

20. Student Representative Council 55

21. PART D: FINANCIAL INFORMATION 56

22. Annual financial Statement 57

23. Notes to the Annual Financial Statement 100

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PART A: GENERAL OVERVIEW

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Campuses

Heidelberg CampusTel: 016 349 9600

Fax: 016 349 1024

1 Frazer Avenue, Heidelberg

Private Bag X606, Heidelberg, 1430

Sebokeng CampusTel: 016 930 2800

Fax: 086 605 3788

4 Samuel Street, Sebokeng

Private Bag X085, Vereeniging, 1930

Vanderbijlpark CampusTel: 016 933 5644/5

Fax: 016 931 9406

6 Frikkie Boulevard

Private Bag X05, Vanderbijlpark, 1900

Vereeniging CampusTel: 016 421 1150/1

Fax: 016 422 0746

33 Voortrekker Street

Private Bag X085, Vereeniging, 1930

Website: www.sedcol.co.za

Info@sedcol.co.za

Tel: 0861SEDCOL (733265)

1. General Information Regarding Sedibeng TVET College

Central OfficePostal Address: Private Bag X020, Vereeniging, 1930

Physical Address: 37 Voortrekker Street, Vereeniging

Tel: 016 422 6645 or 016 420 2520

Fax: 016 422 6646

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2. ABBREVIATIONS AND ACRONYMS

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3. MESSAGE FROM THE COUNCIL CHAIRPERSON

FOREWORD AND MESSAGE BY THE COUNCIL CHAIRPERSON

This strategic plan for Sedibeng TVET College is submitted for approval by the Minister of the

Department of Higher Education and Training as required by legislation. It takes into account

that technical and vocational education and Training(TVET) colleges, as part of a dynamic post-

school education and training(PSET)system, should position themselves strategically in terms of

the strategically in terms of the strategic vision and mission of the Department.

Sedibeng TVET College is well situated in the Vaal with its four campuses and is able to provide

a good mix of programmes to over 1500 students in line with requirements of outcome 5 of the

national strategic targets. The College is well equipped to be able to provide high quality educa-

tion and the College boasts a high calibre of qualified and well trained educators force. As such

the College is well suited to be able to deliver effectively in the following areas:

• Toprovidetechnicalandvocationaleducationandtrainingservicesbyincreasing quality and success in terms of the academic achievement of students

• Toprovidetechnicalandvocationaleducationandtrainingcapacitybyadequate infrastructure and systems in place to increase access and provide effective

services to students

• Todeveloppartnershipsandmaintaingoodstakeholderrelationsinsupportof increasing the number of students who are prepared to enter the labour market or

further and higher learning opportunity

• Toensurecontinuousbusinessexcellenceintermsofgoodcorporategovernance, inclusive of effectual management of resources (human resource, finance and

funding and infrastructure and/or facilities) as well as information and data reporting

As Council of Sedibeng TVET College we are aware of our governance responsibilities as indi-

cated in the Further Education and Training Act, Act No 16 of 2016. Primary to our task to govern

the College is the study of development, coordination of strategic plans and overseeing manage-

ment implementation of College strategy through operational plans. We therefore believe that

through commitment to good governance the funding received by the college is largely used to

implement college plans.

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Council`s key challenge is to ensure that the college has the strategic capacity to ensure the ef-

fective and successful teaching and learning with the intention to create a reliable and employable

pool of skilled youth and artisans for the Sedibeng area and beyond.

Council commits itself with the support of its management staff to the leadership of creating

amongst others, key educational, student support, human resources, governance, operational,

financial policies and organisational structure that is effective and meeting the college core busi-

ness demands and the college`s capacity to deliver its mandate of Further Education and

Training.

The College Council commits to structural and infrastructural, programme and learner output

readiness through successful employment of funds allocated for such purposes.

One of the College Council`s key challenges for the 2016 financial year will be to ensure the in-

creased intake and certification rate for all our students in all categories. In particular we acknowl-

edge that the success of NC(V), learning is a national and provincial challenge, as such College

Council also commits and looks forward to working with the Department of Higher Education and

Training to create critical skills for the alleviation of poverty and contribution to development in

our region and country in general.

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4. OVERVIEW BY THE ACCOUNTING OFFICER

INTRODUCTION AND STRATEGIC OVERVIEW BY THE PRINCIPAL

1. The College Strategic Plan: 2015/2016 – 2019/2020 is informed by the Department of

Higher Education and Training Strategic Plan of 2015/16 – 2019/20.

2. In the period covered by this Strategic Plan, Sedibeng TVET College will:

• Strivetoexpandandimprovethequalityeducationtothestudents • Improveaccessthroughinfrastructure • Offeringprogrammeswhichwilladdresstheshortageofskillsandresponsivetothe local Industries and commerce

• ImprovecollaborationwithSETAs,LocalGovernmentandHigherEducation Institutions

• ContinuetodistributeDHET,bursariestodeservingstudentsandperbursary guidelines of 2016

• ContinuewiththetrainingopportunitiesforconstructionofLakesideCampusinthe Orange Farm area of Johannesburg Metro

• ContinuetousetheCollegeresourcesforteachingandlearning • DevelopinginfrastructuremaintenanceplanfortheCollege • IncreasingthenumberofqualifiedArtisansandtheworkplaceopportunities experience

• ImprovingtheimplementationofDHETpolicies • Improvingthecertificationandthroughputrates

As the Accounting Officer (Principal) of Sedibeng TVET College, I commit myself and the resourc-

es of the college to achieving the targets outlined in the strategic plan of the college.

We believe that the College will play a vital and major role in boldly facing and defeating the

challenges of unemployment, poverty, crime and other scourges of society facing the Sedibeng

Region. We hope to reach even further, to widen access to our services to all deserving commu-

nities, to influence more achievement and excellence, and to encourage participation by a more

diverse clientele.

Dr A.E Mashele

Principal

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5. STATEMENT of responsibility and CONFIRMATION of

ACCURACY

To the best of my knowledge and belief, I confirm the following:

1. All information and amounts disclosed throughout the annual report are consistent.

2. The annual report has been prepared in accordance with the guidelines issued by the

Department of Higher Education and Training.

3. The annual financial statements have been prepared in accordance with the relevant

standards, frameworks and guidelines issued by National Treasury.

4. The accounting officer, i.e. the principal, is responsible for the preparation of the annual

financial statements and for the judgements made in this document.

5. The accounting officer, i.e. the principal, is responsible for establishing and implementing

a system of internal control that has been designed to provide reasonable assurance as to

the integrity and reliability of the performance information, the human resources

information and the annual financial statements.

6. The Auditor-General and/or external auditors express an independent opinion on the

annual financial statements.

In my opinion, the annual report fairly reflects the operations, the performance information, the

human resources information and the financial affairs of Sedibeng TVET College for the financial

year ended March 2016.

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6. STRATEGIC OVERVIEW

6.1 Vision, Mission and Value Statements

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7. TVET STRATEGIC OBJECTIVES

7.1 Strategic Objectives Description

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7.2 Expected Outcomes

7.2.1 Sub-Outcome 2 Targets

The following systemic targets relating to sub-outcome 2 of Outcome 5 of the 2014-2019 MTSF

will be monitored and reported by the college.

Sub-outcome 2: Increase access and success in programmes leading to intermediate

and high level learning.

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7.2.2 Sub-Outcome 4 Targets

The following systemic target relating to sub-outcome 4 of Outcome 5 of the 2014-2019 MTSF will

be monitored and reported by the college.

Sub-outcome 4: Increase access to occupationally-directed programmes in needed

areas and thereby expand the availability of intermediate level skills

with a special focus on artisan skills.

7.3 Resource Considerations

In order to achieve the objectives mentioned above it is very important that the College be equipped

with the necessary resources that will ensure a seamless provision and attainment of goals.

Curriculum delivery and provision of student support services;

The college will continue offering the ministerial approved programmes in NC (V) and Report

191. The college will engage industry to ensure that our PQM is aligned with local industry needs.

Skills and artisan training will continue taking place in fully accredited workshops to address the

shortage of artisans in South Africa.

Students will continue to receive support to achieve their goals. The college will test student to

determine the support needed to improve academic performance. Students will be exposed to

industry and commerce through WBE. Student bursaries will be distributed to needy and aca-

demically deserving students.

The college will continue partnering with NGO’s and government departments to ensure that the

wellbeing of students are taken care of.

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Finances and funding;

The college will receive funding from the Department’s program funding. Funding received from

SETA’s, sponsorship, commerce and industry was strategically used for college staff and students

development.

Conducting examinations and assessment;

Assessments are common throughout all four campuses. Regular subjects meetings are con-

ducted at campuses let by subject’s heads. Examinations are conducted in line with DHET exami-

nation regulations and guidelines to maintain desired standards. Training takes place before each

national examination to ensure that procedures and process are understood and adhered to.

Governance, management and leadership of the college;

The college council, is fully constituted and governance related matters are well addressed.

Council committees meet on regular basis to take decisions that are recommended to council.

The Academic board of the college is also in place were majority of members are lecturers in ac-

cordance with the Act. SRC is established and is represented in all council committees including

the Academic board. The college is under the management and leadership of the executive.

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8 Legislative Framework

8.1 Legislative AND POLICY 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 Continuing Education and Training

(CET) Colleges Act (No 16 of 2006) provides for the regulation of continuing and further educa-

tion and training through the establishment, governance and funding of public TVET colleges and

the promotion of quality in continuing and further education and training. Further sets of legisla-

tion that impact on the TVET colleges sector and its strategic and national imperatives are listed

below:

• NationalQualificationsFramework(NQF)Act(No67of2008);• HigherEducation(HE)Act(No101of1997);• SkillsDevelopmentAct(No97of1998);• SkillsDevelopmentLeviesAct(no9of1999);and• GeneralandFurtherEducationandTrainingQualityAssuranceAct(No58of2001).

In addition, the White Paper for Post-School Education and Training mandates delivery and stra-

tegic priorities in the TVET colleges sector. Other policy mandates include:

• NationalTradeTestingRegulations;• SETAGrantRegulations;• NationalSkillsDevelopmentStrategy;• PublicTVETCollegeAttendanceandPunctualityPolicy;andstrategicprioritiesinthe TVET colleges sector. Other policy mandates include:

• NationalTradeTestingRegulations;• SETAGrantRegulations;• NationalSkillsDevelopmentStrategy;• PublicTVETCollegeAttendanceandPunctualityPolicy;and• PolicyontheConductofNationalExaminationsandAssessment.

In terms of Sections 25(3) and 25(4) of the Continuing Education and Training (CET) Colleges

Act, No 16 of 2006 (as amended), public technical and vocational education and training (TVET)

colleges are required to produce annual financial reports and to comply with any reasonable addi-

tional reporting requirement established by the Minister. Moreover, Section 44 of the Act requires

colleges to annually report to the Minister in respect of its performance and its use of available

resources.

In addition, these pieces of legislation govern and steer the college in terms of achievement of its

strategic and performance objectives.

Note: List the legislative and policy mandates as captured in the 2015/16 - 2019/20

strategic plan of the college.

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8.2 Annual Cycle of Reporting

The final annual reports of the TVET colleges must be submitted to the Department on the last

day of September the following year. These reports, referred to in Sections 25 and 44 of the

CET Colleges Act, must include:

• areportontheoverallmanagementandgovernanceofthecollege;• areportonitsoverallperformanceanduseofavailableresources;• dulyauditedannualfinancialstatements;and• AnyadditionalinformationrequiredbytheMinisterintermsoftheAct.

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9. HIGH-LEVEL ORGANISATIONAL STRUCTURE

SEDIBENG TVET COLLEGE ORGANISATIONAL STRUCTURE

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PART B: PERFORMANCE INFORMATION

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11. COLLEGE PERFORMANCE AND ORGANISATIONAL

ENVIRONMENT

College Situational Analysis

11.1 Performance Environment

Sectorial analysis

The socio-economic profile of the Sedibeng District, presents a mix of urban and rural economic

activities, with rural dominating large land uses. Urban development in the last decade has been

intense in the western part of the District around Vanderbijlpark and Vereeniging. The most con-

centrated agricultural activities appear to be in the western half of Emfuleni Local Municipality and

the eastern part of the Lesedi Local Municipality (which encompasses the areas of Heidelberg

and Ratanda).

According to the District’s density distribution, the majority of the District’s population lives in Em-

fuleni - the prime location of the College campuses - whilst the lowest density may be found in the

southern half of the Midvaal Local Municipality. Within the Emfuleni Local Municipality the highest

densities are in the western half, in the vicinity of Vanderbijlpark and Acerlor Mittal Steel SA.

The regional economy of Sedibeng has always been driven by manufacturing sector for which

over years it has assumed that the status quo has remained to the biggest employer in the region

until a change in the structure of the regional economy and global exposure of the manufacturing

sector especially still to international competitiveness. It is envisaged that the manufacturing sec-

tor will remain the dominant economic sector in the district for the foreseeable future.

Trade, Finance, Transport and Travel & Tourism sectors appear to have potential for development

in the future.

The agriculture, trade and construction have remained relatively stable. However in terms of

manufacturing as whole, the remaining sub-sectors provide potential opportunities to be focused

on and to drive future economic development (SDM, 2003).

These are:

• Furnitureandrecycling• Non-metallicmineralproducts• Electricalequipmentandappliances• Foodandbeverageproducts• Fuel,petroleumandchemicals• Textiles,clothingandleathergoods• Brick-makingandConstruction

Recent research has shown that people also desire to be involved in welding and metal-work as

well as retail activities.

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Organisational analysis

While our implementation plans focus on our goal for establishing niche areas, they also talk to

the strategic objectives contained in the College Strategic Plan. These objectives have been

formulated in alignment with the national vision for the TVET colleges sector, as spelled out in

the relevant TVET legislative guidelines. Subsequently, we have synchronised activities for es-

tablishing niche areas based on programme funding norms and those for systematic institutional

development, as outlined in our current Strategic Plan, into a cohesive implementation plan for

2012/2015 and beyond. We then re-organised the implementation plans around key areas of

management and operational functions. These include, among others, administrative systems,

finance, supply chain management (SCM), governance, student support, programmes and qual-

ity control. This approach allows us to home and monitor activities related to development in the

appropriate college units/divisions.

As a College in transformation, we have adopted an approach guided by the following widely used

principles: creation of urgency, importance of a strong leading management team, importance of

a clear vision and the consistent communication thereof, empowerment of working teams, cele-

bration of short term wins, and consolidation of working solutions into the culture of the institution.

High on the priority list is the delivery of the NC(V) and Report 191 programmes as well as the

design, development and delivery of intermediate to high skills that lead to employability and/

or entrepreneurial ventures by our graduates. This priority should be supported by a number of

activities including the ongoing revamp and expansion of our infrastructure, significant increase

in staffing and specialised human resources, and the strengthening of our internal governance

and management structures and systems. This ideal is, however, attainable only if the institution

avails a reliable and sustainable source of financial and material assistance.

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11.2 Organisational Environment

SWOT ANALYSIS

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12. Performance Reporting

12.1 Significant Achievements during the 2015 Academic Year

Narrative section on significant performance in terms of the strategic objectives and annual

performance targets.

12.2 Annual Performance Achievements

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PART C: GOVERNANCE

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14. CONSTITUTION OF THE COLLEGE COUNCIL AND

GOVERNANCE STRUCTURES Names of council chairperson and members as well as their designated functions

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Chairperson invited Campus Managers to Council meeting as observers starting from

2015 Academic year.

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Number of meetings held and for what reason;

The Council of the College had four Scheduled meetings for the year 2015. Various reasons for

the particular meetings are mentioned below:

• ToimproveperformanceintermsofitsstatutoryfunctionsandcompliancetotheCETAct; the College Council encouraged all members to attend the Council Cooperate Governance

Training which was conducted on the 26 November 2015. Council members should also

attend the Ministers meetings and forums were Council were called to interact, share best

practices and put strategies in place to minimise dropout rate to empower the students.

• Establishedthecouncilcommitteesanddeterminedthecompositionofeachcommittee.

• 2015Annualbudgetapproval.

• Approvalof2015TuitionFees.

• EnsurethatInternalandExternalAuditareconducted.

• ApprovalofStudentAdmissionandPromotionRequirementsinconsultationwiththe Academic Board.

• TheCollegeCouncilapprovedappointmentsofstaffmembers.

The College has placed advert in recruitment for staff members as follows:

1. 2 x Post Level 5: Campus Managers

2. Post Level 5: Curriculum Development and Support Manager

3. Post Level 5: Labour and Industrial Relations

4. 10 x Post Level 2: Senior Lecturers

5. 6 x Post Level 3: HoD’s

6. 2 x Post Level 1: Lecturers

7. 5 x Assistant Directors

These posts had to be re-advertised in 2016 because the panel could not recommend suitable

candidates.

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• PoliciesandChartersApproved

A special council meeting was convened for approval of the following Policies:

1. Debt Management Policy

2. Creditors Management Policy

3. Risk Management Policy

4. Supply Chain Management Policy

5. Investment Policy

6. Garage Card Policy

7. Audit and Risk Management Charter

8. Internal Audit Charter

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15. COLLEGE PERFORMANCE IN TERMS OF STRATEGIC

OBJECTIVES

• Communitiesservedbythecollegeanditscontributionwithinthesecommunitiesthe operational year.

The College embarked on a number of projects to give back to the community and to

ensure that Sedibeng TVET College is accessible to the communities in which it operates

in. To ensure that this aspect takes place, the College has taken part in a number of indus

try related activities, namely:

JOINING OF CAREER EXHIBITION AND INFORMATION ASSOCIATION

Sedibeng TVET College joined CEIA, the organisation organises exhibitions across the country

and around the neighbouring countries. Each member institution has the freedom to select which

exhibition they want to participate in, if it is in line with their strategy or their catchment areas.

Joining this organisation enabled the college to reach markets that are otherwise not accessible

because of their geographical location, thus giving much needed information to learners in high

schools, even outside our catchment areas.

OPEN WEEK

The college embarked on a project to host learners from District 7 and District 8 high schools dur-

ing July 2015, with the intention of acquainting them with our workshops and our state of the art

Hospitality kitchens. There were a number of secondary schools that were invited and each day

we accommodated 60 learners who were able to communicate with our experts (lecturers) and

ask them questions regarding their disciplines. We managed to accommodate 480 learners for

a week. This project proved to be fruitful as it revived our relationship with both our districts and

secondary schools which are currently feeding us with students.

EXHIBITIONS

• DHETExhibitioninThabazimbi-8TVETCollegeswereinvitedtotheofficialopeningofthe Waterberg campus in Thabazimbi.

• DHETExhibitioninSoshanguveinPretoria.• Communitybasedexhibitions-DepartmentofSocialDevelopmentinvitedvariousstake holders to make presentations to community members and provide them with

prospectuses and give them more information.

• SasolTechnoX-thecollegeparticipatedintheSasolTechnoXexhibitionthattakesplace annually, and all Secondary schools in the country are invited. The exhibition took place in

Secunda, for 1 week. There were approximately 22 000 visitors that came to the exhibition,

TVET colleges, FET colleges (private), Universities and University of technology. Sedibeng

TVET College managed to scoop 3rd place for the best exhibition stand TVET category.

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CORPORATE SOCIAL INVESTMENT PROJECTS.

The college embarked on Corporate Social Investment projects in various areas were the college

has a campuses. Staff members from all campuses were encouraged to donate clothes and food

parcels which will then be distributed to identified Non-Profit Organisations.

There were 4 organisations that were identified from all arrears were the college has campuses.

The names of the organisations were Nyakallong Home for mentally and physically disabled in

Zone 3 Sebokeng, 4 Steps home for HIV and Aids children in zone 7,Catherine children’s home

in Vereeniging and Children`s ward in Heidelberg. In each home visited staff members from all

campuses took part in these activities.

• Briefsummaryofachievementofthecollegeintermsofthestrategicsub-outcometargets.

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RISK MANAGEMENT

Report on how risks to college performance and governance are managed.

This section may include reference to fraud and corruption. Risk Management.

Management has performed a detailed risk analysis taking into account the strategic objectives

and are in the process of rolling out the plan to ensure that the College’s operational environment

is safe.

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Various sub-committees of the council were established.

The composition of the Council sub-Committee is as follows:

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16. ACADEMIC BOARD REPORT

Strategy to deal with underperformance

1. Common Assessment Tasks cannot be set and exchanged for standalone programmes

2. Lack of industry experience for NATED Lecturers

3. Outdated NATED syllabi which makes it difficult to expose lecturers and students to more

practical

4. Classroom management

5. Lecturers relied on prescribed text book only

6. Lack of proper and various study methods

7. Late release of results and the students enrol on higher level while lower level results are

outstanding

8. Implementation of ICASS sub-minimum for entry to write examination (Retention Rate)

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The Academic Board had four scheduled meetings. The various meetings were held to ensure

compliance, effective and quality curriculum delivery.

The Academic Board had to ensure proper implementation of the Teaching and Learning Plan

for the academic year, and come up with strategies to address shortcomings and Monitoring of

internal assessments

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17. College Performance for 2015

REPORT 191 NATED ENGINEERING RESULTS

4949

5050

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18. NC(V) ENGINEERING RESULTS

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19. NC(V) BUSINESS STUDIES RESULTS

5353

5454

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20. STUDENT REPRESENTATIVE COUNCIL(SRC)

It is the legal obligation of Sedibeng TVET College to ensure that there is a proper Constitution

for the SRC to assist the members of this Council to perform their duties efficiently and effectively

to the benefit of all involved. As such the constitution aims at setting guidelines and parameters

within which the SRC should function. This constitution establishes a set of principles allowing the

members to forge a unity of purpose and scope.

The vision of this statutory body is to be a vibrant force that masters the interests of the students

academically, socially as well as inculcate cultural and religious values without any discrimination

thereof.

The SRC further aims at unifying students of the College in order to contribute to the advance-

ment of the students’ interest in the social, cultural, sport and academic spheres. They undertake

to create a climate in which the students’ potential can be developed to the advantage of the

community and of the students. This will be done in a transparent and organised manner and

in full cooperation with the College Council, College management, students, staff and all other

stakeholders of the College. The motto of the SRC is: enter to learn, be enhanced, participate, be

developed an exit to serve. Services that are offered to student`s are Academic Support, Career

guidance, exit support, Sport, recreation and culture.

ACTIVITIES THAT THE SRC IS INVOLVED IN.

Thesportingcodesthatareavailableatthecollegeare;Menandladiessoccer,ladiesnetball,volleyball(mix),basketball(mix),men and ladies athletics, chess(mix)

Culturalactivities include;choralcompetitions,cultural festival, traditionaldance/songs.Poetryperformance and comedians

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PART D: FINANCIAL

INFORMATION

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ANNUAL FINANCIAL STATEMENTS

for the year ended 31 December 2015

Sedibeng Technical VocationalEducation and Training College.

58

59

60

6161

62

63

64

65

6666

67

68

69

70

71

72

73

74

7575

76

7777

78

79

80

81

8282

83

84

85

Sedibeng TVET College.

86

87

88

89

90

9191

92

93

94

95

96

Chief Financial officer

97

Central Johannesburg TVET College

Ekurhuleni East TVET College

Flavius Mareka TVET College

South West Gauteng TVET College

Westcol TVET College

9898

99

100

23. Notes to the Annual Financial Statement