MBABANE – BSA Training Centre Board Chairperson Lutfo Dlamini has unveiled an ambitious three-year strategic plan aimed at transforming the institution into one of Eswatini’s leading Technical and Vocational Education and Training (TVET) providers.
The strategic roadmap seeks to position the training centre as a world-class institution focused on practical and market-driven education while supporting national development goals. The plan also seeks to strengthen the centre’s role in addressing unemployment, poverty and inequality through skills development.
Speaking during a briefing on the strategy, Dlamini said the institution was committed to equipping young people with practical skills that respond to labour market demands and improve employability.
The plan comes at a time when Eswatini continues to grapple with high youth unemployment, poverty, food insecurity and widening inequality. According to the strategy document, these challenges have reinforced the importance of vocational education as many young people struggle to access opportunities through traditional academic pathways.
The strategy also acknowledges the difficult operating environment facing the institution, including economic uncertainty, infrastructure limitations, climate-related challenges and increasing competition within the TVET sector.
Despite the challenges, the institution believes it has strong foundations on which to build. The situational analysis conducted during the development of the strategy identified several strengths within the BSA Training Centre, including its practical “learn by doing” training approach, qualified instructors, growing visibility and accredited programmes.
The analysis further showed that students generally held positive views regarding the quality of teaching staff and the institution’s academic offerings.
However, the assessment also highlighted several weaknesses that management intends to address over the next three years. These include inadequate infrastructure, inconsistent service delivery across campuses, weak internal communication, limited financial assistance for students and poor awareness of institutional policies.
To guide implementation, the institution adopted the Balanced Scorecard model, which groups the strategy into four key focus areas.
Under the Learning and Growth pillar, the institution plans to strengthen staff development, improve staff retention, modernise training tools and ensure graduates are industry-ready.
The Internal Business Processes component focuses on improving operational efficiency, upgrading infrastructure and securing accreditation for campuses and programmes.
In the area of Customer and Stakeholder Engagement, the institution plans to improve student satisfaction, expand enrolment, strengthen partnerships and improve communication and institutional visibility.
The final pillar focuses on Financial Sustainability, with the institution seeking to diversify income streams, improve budgeting systems, cut unnecessary costs and secure support through partnerships and government assistance.
Among the targets set out in the plan is achieving and maintaining a student enrolment capacity of 600 learners annually. The institution also aims to increase student satisfaction levels to 90 percent, secure accreditation for 10 programmes and three branches, and improve compliance levels to 95 percent.
The strategy further targets increasing staff participation in development programmes to more than 90 percent while also introducing curriculum updates, technology adoption and stronger marketing initiatives.
Dlamini said successful implementation of the strategy would require commitment from both management and the board to ensure that the institution remains accountable and focused on delivery.
He said the board’s role would include overseeing implementation, monitoring progress through key performance indicators and ensuring effective risk management in areas such as funding, infrastructure, compliance and human resource capacity.
The chairperson noted that the strategic plan provides a clear framework for growth and sustainability while positioning the institution to make a meaningful contribution to Eswatini’s economic development through skills training.
He added that the institution remained committed to empowering young people and supporting poverty alleviation by providing accessible and quality vocational education across the country.
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