Timeline
  • 2019Implementation
  • 2020Implementation
  • 2021Implementation
  • 2022Implementation
  • 2023Implementation
  • 2024Implementation
ID number
37593

Background

A brief overview of the context and rationale of the policy development, explaining why it is implemented or why it is important.

Malta College of Arts, Science and Technology (MCAST) is Malta's leading provider of vocational education and training at further and higher education. It is the VET institution responsible for governing and managing the apprenticeship system at national level in Malta.

Objectives

Goals and objectives of the policy development.

The rationale underlying the MCAST strategic plan 2019-21 is the determination to adapt and grow as a well-functioning VET institution in a rapidly evolving modern world. MCAST considers itself fundamental to a strong and prosperous Maltese economy that delivers jobs industry needs. In the provision of its academic and training programmes, MCAST aims to be always relevant and responsive to industry's needs, particularly with the advent of Industry 4.0, driven by cyber-physical systems. MCAST is committed to equipping its learners, through industry-based qualifications, with all the necessary skills, knowledge and competences to make them professional and employable contributors to the economy. This retains the significance of preparing learners to be flexible, specialists in vocational industry areas as required, but also in possession of transversal skills, behavioural skills and appropriate attitudes.

The MCAST Strategic plan 2022-27 builds on the previous strategy of 2019-21, taking into account the disruption brought on by the Covid-19 pandemic. Outlining a set of 20 SMART targets, to be achieved by 2027, its vision is to foster a working and learning community in which any individual or group can feel welcome, respected, supported and valued. Based on the values of inclusion, equity and excellence, its mission is to provide a universally accessible vocational and professional education and training with an international dimension, responsive to the needs of the individual and the economy. Its strategic goals are: 

  1. to provide an outstanding educational experience for every student, leading to MCAST graduates being innovators who are fully prepared for their future vocational and professional careers;  
  2. to provide students and staff with a high-quality landscaped setting while maximizing the use of investment made in the past years and ensuring financial sustainability;  
  3. to position MCAST as leaders in VET provision through internationally recognised qualifications valued by industry, while working in partnership with employers and other stakeholders to continuously improve the relevance of its curriculum;  
  4. to ensure that all qualifications are industry-driven and based on community-oriented curricula and impact research;  
  5. to establish an Eco Charter and become an ecologically sustainable college and a hub for education for sustainable development.

Description

What/How/Who/For whom/When of the policy development in detail, explaining its activities and annual progress, main actors and target groups.

The MCAST Strategic blueprint 2030 underpins its strategic direction. This is informed by the college's contextual challenges that include: meeting the ever- changing economic and industry needs, a drive towards boosting the esteem of vocational and professional education and training (VPET) in Malta and abroad, its physical infrastructure, and enhancing its autonomy and self-regulation. The college's strategic horizon for the forthcoming years is informed, aligned and directed by relevant Maltese and European policy documents.

MCAST's Strategic blueprint 2030 is focused on initiatives that achieve the desired infrastructure investment, initiatives aimed at making MCAST a more outward-looking college, and initiatives aimed at moving away from a silo mentality and working closer with industry, stakeholders and social partners.

The Strategic blueprint 2030 is built around seven strategic directions:

  1. strategic direction 1: invest in modern infrastructure that is fit for current and future staff and students;
  2. strategic direction 2: strengthen quality and relevance to enhance the students' learning experience;
  3. strategic direction 3: position quality work-based learning at the heart of all professional and vocational training programmes offered by MCAST;
  4. strategic direction 4: reinforce the image and build the esteem of vocational and professional education and training;
  5. strategic direction 5: broaden the local and international...

The MCAST Strategic blueprint 2030 underpins its strategic direction. This is informed by the college's contextual challenges that include: meeting the ever- changing economic and industry needs, a drive towards boosting the esteem of vocational and professional education and training (VPET) in Malta and abroad, its physical infrastructure, and enhancing its autonomy and self-regulation. The college's strategic horizon for the forthcoming years is informed, aligned and directed by relevant Maltese and European policy documents.

MCAST's Strategic blueprint 2030 is focused on initiatives that achieve the desired infrastructure investment, initiatives aimed at making MCAST a more outward-looking college, and initiatives aimed at moving away from a silo mentality and working closer with industry, stakeholders and social partners.

The Strategic blueprint 2030 is built around seven strategic directions:

  1. strategic direction 1: invest in modern infrastructure that is fit for current and future staff and students;
  2. strategic direction 2: strengthen quality and relevance to enhance the students' learning experience;
  3. strategic direction 3: position quality work-based learning at the heart of all professional and vocational training programmes offered by MCAST;
  4. strategic direction 4: reinforce the image and build the esteem of vocational and professional education and training;
  5. strategic direction 5: broaden the local and international MCAST partner network;
  6. strategic direction 6: provide support and reinforce the management and governance structures;
  7. strategic direction 7: incentivise the development of applied research and sustainable innovation across the college.

In order to underpin all seven strategic objectives, set for the College, which will inform its decision directions for the next six years, MCAST is keen to intertwine three transversal themes. These thematic priorities will direct the priorities which the College will set for each strategic objective: 

  1. student engagement, retention, development and involvement; 
  2. community college and a college for the community; 
  3. greener sustainability and digitalisation. 
2019
Implementation

Against the backdrop of its Strategic blueprint 2030, MCAST launched the strategic plan 2019-21 in May 2019. This plan is a means of incentivising more inclusiveness, equity and excellence in vocational provision in Malta. The strategy for the college sees vocational education as a driving force behind a quality labour force in Malta by preparing learners to be flexible and specialists in vocational industry areas as required, but also in possession of transversal skills, behavioural skills and appropriate attitudes.

The 2019-21 strategic plan indicates a number of initiatives for each of the seven strategic directions, 18 in all. Similarly, for each initiative, the strategy includes a number of measures for its implementation. This three-year strategic plan includes 86 such measures.

2020
Implementation

During the year MCAST, continued with the implementation of this strategic plan, while monitoring the achievement of the planned targets. The College has already started preparing for a post-2021 strategy. It is expected that this upcoming strategic plan will cover the period 2022-27 and will be informed by the overarching principles of the Strategic blueprint 2030.

2021
Implementation

The MCAST Strategic plan 2019-21 process was wrapped up at the end of 2021. In parallel to the wrapping up process, MCAST kicked off another consultation process to draft a subsequent Strategic Plan. In Nov 2021, the College launched a new document covering 2022-27.

2022
Implementation

In the first half of 2022, MCAST straddled the two strategic plans, concluding some outstanding initiatives and kicking off additional initiative.

2023
Implementation

At the beginning of each year, the college adopts individualised action plans with key performance indicators (KPIs) cascading the organisational structure. Each action and KPI is linked back to the various measures in the strategic plan document. Monitoring and reporting happens twice a year. 

A milestone achievement for the college, in terms of its strategic direction, was the launch of a new legislative framework to govern the college. In 2023, the Maltese parliament approved the new MCAST Act. This was a significant step in ensuring more autonomy for the college as a centre of excellence in VET.

2024
Implementation

During 2024, monitoring intensified and was changed to quarterly reporting to the Board of Governors. 

Bodies responsible

This section lists main bodies that are responsible for the implementation of the policy development or for its specific parts or activities, as indicated in the regulatory acts. The responsibilities are usually explained in its description.
  • Malta College of Arts, Science and Technology (MCAST)

Target groups

Those who are positively and directly affected by the measures of the policy development; those on the list are specifically defined in the EU VET policy documents. A policy development can be addressed to one or several target groups.

Learners

  • Learners in upper secondary, including apprentices
  • Young people (15-29 years old)
  • Adult learners

Thematic categories

Thematic categories capture main aspects of the decision-making and operation of national VET and LLL systems. These broad areas represent key elements that all VET and LLL systems have to different extents and in different combinations, and which come into focus depending on the EU and national priorities. Thematic categories are further divided into thematic sub-categories. Based on their description, policy developments can be assigned to one or several thematic categories.

Governance of VET and lifelong learning

This thematic category looks at existing legal frameworks providing for strategic, operational – including quality assurance – and financing arrangements for VET and lifelong learning (LLL). It examines how VET and LLL-related policies are placed in broad national socioeconomic contexts and coordinate with other strategies and policies, such as economic, social and employment, growth and innovation, recovery and resilience.

This thematic category covers partnerships and collaboration networks of VET stakeholders – especially the social partners – to shape and implement VET in a country, including looking at how their roles and responsibilities for VET at national, regional and local levels are shared and distributed, ensuring an appropriate degree of autonomy for VET providers to adapt their offer.

The thematic category also includes efforts to create national, regional and sectoral skills intelligence systems (skills anticipation and graduate tracking) and using skills intelligence for making decisions about VET and LLL on quality, inclusiveness and flexibility.

Coordinating VET and other policies

This thematic sub-category refers to the integration of VET into economic, industrial, innovation, social and employment strategies, including those linked to recovery, green and digital transitions, and where VET is seen as a driver for innovation and growth. It includes national, regional, sectoral strategic documents or initiatives that make VET an integral part of broader policies, or applying a mix of policies to address an issue VET is part of, e.g. in addressing youth unemployment measures through VET, social and active labour market policies that are implemented in combination. National skill strategies aiming at quality and inclusive lifelong learning also fall into this sub-category.

Modernising VET offer and delivery

This thematic category looks at what and how individuals learn, how learning content and learning outcomes in initial and continuing VET are defined, adapted and updated. First and foremost, it examines how VET standards, curricula, programmes and training courses are updated and modernised or new ones created. Updated and renewed VET content ensures that learners acquire a balanced mix of competences that address modern demands, and are more closely aligned with the realities of the labour market, including key competences, digital competences and skills for green transition and sustainability, both sector-specific and across sectors. Using learning outcomes as a basis is important to facilitate this modernisation, including modularisation of VET programmes. Updating and developing teaching and learning materials to support the above is also part of the category.

The thematic category continues to focus on strengthening high-quality and inclusive apprenticeships and work-based learning in real-life work environments and in line with the European framework for quality and effective apprenticeships. It looks at expanding apprenticeship to continuing vocational training and at developing VET programmes at EQF levels 5-8 for better permeability and lifelong learning and to support the need for higher vocational skills.

This thematic category also focuses on VET delivery through a mix of open, digital and participative learning environments, including workplaces conducive to learning, which are flexible, more adaptable to the ways individuals learn, and provide more access and outreach to various groups of learners, diversifying modes of learning and exploiting the potential of digital learning solutions and blended learning to complement face-to-face learning.

Centres of vocational excellence that connect VET to innovation and skill ecosystems and facilitate stronger cooperation with business and research also fall into this category.

Reinforcing work-based learning, including apprenticeships

This thematic sub-category covers all developments related to work-based learning (WBL) elements in VET programmes and apprenticeships which continue to be important in the policy agenda. It includes measures to stabilise the offer of apprenticeships, the implementation of the European framework for quality and effective apprenticeships, and using the EU on-demand support services and policy learning initiatives among the Member States. It also covers further expansion of apprenticeships and WBL to continuing VET (CVET), for transition to work and inclusion of vulnerable groups, and for improving citizens’ qualification levels.

Supporting lifelong learning culture and increasing participation

Lifelong learning refers to all learning (formal, non-formal or informal) taking place at all stages in life and resulting in an improvement or update in knowledge, skills, competences and attitudes or in participation in society from a personal, civic, cultural, social or employment-related perspective (Erasmus+, Glossary of terms, https://erasmus-plus.ec.europa.eu/programme-guide/part-d/glossary-common-terms). A systemic approach to CVET is crucial to ensure adaptability to evolving demands.

This broad thematic category looks at ways of creating opportunities and ensuring access to re-skilling and upskilling pathways, allowing individuals to progress smoothly in their learning throughout their lives with better permeability between general and vocational education and training, and better integration and compatibility between initial and continuing VET and with higher education. Individuals should be supported in acquiring and updating their skills and competences and navigating easily through education and training systems. Strategies and campaigns that promote VET and LLL as an attractive and high-quality pathway, providing quality lifelong guidance and tailored support to design learning and career paths, and various incentives (financial and non-financial) to attract and support participation in VET and LLL fall into this thematic category as well.

This thematic category also includes many initiatives on making VET inclusive and ensuring equal education and training opportunities for various groups of learners, regardless of their personal and economic background and place of residence – especially those at risk of disadvantage or exclusion, such as persons with disabilities, the low-skilled and low-qualified, minorities, migrants, refugees and others.

Ensuring equal opportunities and inclusiveness in education and training

This thematic sub-category refers to making VET pathways and programmes inclusive and accessible for all. It concerns measures and targeted actions to increase access and participation in VET and lifelong learning for learners from all vulnerable groups, and to support their school/training-to-work transitions. It includes measures to prevent early leaving from education and training. The thematic sub-category covers measures promoting gender balance in traditionally ‘male’ and ‘female’ professions and addressing gender-related and other stereotypes. The vulnerable groups are, but not limited to: persons with disabilities; the low-qualified/-skilled; minorities; persons of migrant background, including refugees; people with fewer opportunities due to their geographical location and/or their socioeconomically disadvantaged circumstances.

Subsystem

Part of the vocational education and training and lifelong learning systems the policy development applies to.
IVET
CVET

Country

Type of development

Policy developments are divided into three types: strategy/action plan; regulation/legislation; and practical measure/initiative.
Strategy/Action plan
Cite as

Cedefop, & ReferNet. (2025). Modernising vocational education and training: MCAST's strategic plan 2019-21: Malta. In Cedefop, & ReferNet. (2025). Timeline of VET policies in Europe (2024 update) [Online tool].

https://www.cedefop.europa.eu/en/tools/timeline-vet-policies-europe/search/37593