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Strategic Growth and Investment Report for Higher Education

Presentation to Portfolio Committee on headcount growth projections, undergraduate and postgraduate sizes, major fields of study, and national student financial scheme funding.

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Strategic Growth and Investment Report for Higher Education

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  1. Presentation to Portfolio committeeDate: 25 January 2011

  2. Headcount growth • NOTE: Projections and expectations are on institutional perspectives • Actual growth (national) 2000 - 2008 = 4.6%

  3. Participation rate • NOTE: GER definition according to UNESCO • Required number in higher education for 2013 is 1,036,373 if 20% is the target • Possible is 914,314 at a 2.7% growth rate • Expansion and strategic position of the FET college sector provides for additional opportunities. • Current enrolments in college sector = 300,000, planned growth to 1,000,000 is revisited.

  4. Undergraduate size and shape • NOTE: 2010 targets for undergraduate diploma was 277,000 and undergraduate degrees 400,000. • Targeted growth (2005-2010) was 2.0% for diplomas/certificates and only 1.2% for degrees. • Institutions are proposing a higher growth for degree enrolments (3.0%) in relation to diplomas • (1.9%),

  5. Postgraduate size and shape • NOTE: The targeted postgraduate shape of 2010 is 17% whereas the projected postgraduate shape for 2013 is 16%. • Priority is to increase output in PG programmes (Hons, Research Masters, Doctorates) to • possibly 25,850. Current output = 21,686 (2008). What is needed? • A constant growth of 4.8% per annum for M and D programmes (current and projected) but • the graduate output needs to increase.

  6. Major field of study - SET • NOTE: No graduate targets were developed for 2005-2010 period. • For the period to 2013/14 a possible graduate target of 38,000 in Engineering, Life • and Physical Sciences and Animal and Human Health is being considered. • Government investment of R1 852m for 2006 -2012 which was 56.7% of the total government funding allocation was made to achieve a targeted growth of 2.7% in HC.

  7. Major field of study – Teacher Education • NOTE: Reflects ALL enrolments in Education • National priority is to increase enrolments in initial teacher education programmes such as • PGCE and B Ed • Growth in graduates (2.2%) is projected LOWER than growth in enrolments (2.8%) • Need to have 12,000 graduates in initial teacher education by 2014. • Current government investment through the infrastructure and efficiency funding was 14,5% • for the 2006 – 2012 period.

  8. NATIONAL STUDENT FINANCIAL SCHEME: Detail of earmarked allocations/transfers (R’000)Higher Education Institutions

  9. NATIONAL STUDENT FINANCIAL SCHEME: Detail of earmarked allocations/transfers (R’000) • Additional funding of R1, 6 billion, R2 billion and R2,1 billion received from National Treasury for NSFAS bursaries and loans for students at HEIs and bursaries for FET Colleges over the MTEF period 2011/12 to 2013/14 • Department identified additional category of funding for final year students at public HEIs who qualify for NSFAS funding – R751 million in 2011/12; R733 million in 2012/13 and R736 million in 2013/14. • Final year students will be offered the additional incentive of the award for the final year being converted to a full bursary (100 %) if they complete all the requirements for graduation in the same year. • Administered by NSFAS as a centrally-administered conduit fund and will be ring-fenced. • This model will be phased in over the next few years to include students in earlier years of study.

  10. Implementation of NSFAS Ministerial Committee • Final Year programme: realisation of Polokwane resolution (academic success results in 100% loan to bursary conversion for final year loan) • Extension of loans to N1 and N2 as well as 100% bursaries for FET students who qualify for NSFAS • Minister requested review of the NSFAS Loan Book • Alignment to National Credit Act • Restructuring processing of loan applications • Legislative changes

  11. Restructuring of NSFAS Board to ensure relevant and appropriate expertise; • Turnaround task team to oversee rapid implementation of organisational strengthening; • Review of all existing debt management policies and practices; • Close monitoring of unspent funds to ensure that all funds allocated are utilised; • Review of the institutional allocation model to ensure that funds follow need; • Addressing historical debt issues

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