Ethiopian Renaissance TVET Reform at a Glance · Ethiopian TVET Reform in Retrospect : 1....

transcript

Ethiopian Renaissance

and TVET Reform at a Glance

September 2014

Outline

1. Background 2. TVET Strategy

Aims, Principles & Key Issues

Outcome Based Approach

GTP Priority Sectors

3. Industry, Research Institute & University Linkage 4. Achievements so far and 2014 TVET Data 5. International Cooperation Modalities

Ethiopian TVET Reform in Retrospect

Our goal is implemented at the era where Globalization laws are prevailing at international level,

This implies, to continue as a country in a globalized world, competitiveness is required; if not Failed State position is inevitable,

High performing human resource development and being technology innovator are pivotal factors,

Growth will be realized under the influence of Globalization

Risk falling to the Low-Income Trap

Challenge to imitate a wide range of different Products & Technologies

Challenge to expand Productive Capacities into new Products, Technologies and manage the Transformation Process

Risk falling to the Middle-Income Trap

Lower Middle Income

Upper Middle Income

Low Income

High Income

Per Capita Income (‘000 US$)

02/03 07/08 12/13 17/18 22/23 27/28 32/33 37/38 42/43 47/48 52/53 57/58

Lower Middle Income

Upper Middle Income

Low Income

High Income

Per Capita Income (‘000 US$)

02/03 07/08 12/13 17/18 22/23 27/28 32/33 37/38 42/43 47/48 52/53 57/58

TVET Led by Education &

Training Sector

TVET Led by Industry & Education & Training Sector

TVET Fully led by Industry (Chambers)

Though TVET development growth continued in 2002/ 03, Core Problems persisted (e.g.) Training: Not focused towards Industry’s &

Development Program’s Demand , Training provisions: Only Formal Training & center

based, All Training areas: Time Bound, Quality Assurance: Centralized Curriculum, Trained graduates: Couldn’t get employment, Industries: Not competitive (locally, internationally), Stakeholders participation: Non-existent,

Background (up to 2005/ 2006)

Centers of Technology Transfer, Life – Long – Learning, Flexible Training Provision, Co-operative & In-Company Training Delivery, Stakeholders’ Participation, Decentralization, Integration of all sectors to the TVET system,

1 Policy & System Development 2 Occupational Standards, Assessment & Certification 3 Human Resource Development 4 Institutional Capacity Development 5 Cooperative & In - Company Training 6 Industry Extension & Technology Transfer

Creating

One Coherent Outcome - Based TVET System

which includes Formal, Non-Formal, Informal,

Initial & Further Training for

All Sectors

Aim Principles

Key Issues

National TVET Strategy 2007/8

Occupational Standard

Setting

Assessment & Certification

Cooperative & In-Company Training Provision (70/30) in

Industry & TVET

Industry

Demand (Industry &

Development Programs )

Supply (Competent Workforce & Technology)

Industry led

Outcome-Based TVET System

TVET led

Priority Sector 1. Agriculture 1.1 Crop Production 1.2 Animal Production 1.3 Natural Resources Development &

Conservation

2. Industry Development 2.1 Leather 2.2 Textile and Garments 2.3 Metals 2.4 Cement 2.5 Sugar 2.6 Chemical Manufacturing 2.7 Agro-Processing 2.8 Wood & Bamboo Processing

3. Economic Infrastructure 3.1 Road Construction 3.2 Railway Construction & Transport 3.3 Road Transport 3.4 Maritime Transport & Operation

Priority Sector 3.5 Air Transport 3.6 Energy 3.7 Water and Irrigation Construction 3.8 Water Resource/Utility and Irrigation 3.9 Information & Communication

Technology 3.10 Urban Development & Construction 4. Education & Training 5. Health 6. Culture, Sport & Tourism 7. Trade 8. Mining and Extractive 9. Labor Affairs & Social

Service

Priority Sectors of the Growth & Transformation Plan

A Concerted Effort Towa rds Demand Driven Technology Transfer and

Highly labor-intensive construction projects: The “Cobblestone Project”, (now fully private), The 85 thousand km universal rural road access program,

inter-regional road initiatives, (becoming private), The Grand Renaissance Dam, (Government), 3 expansion and 9 new Sugar Manufacturing Plants with

expected demand for competent workforce around 500 thousand in the area of house construction, sugar plantation and sugar manufacturing plant erection, (60/ 40: Gov./ Pvt.)

The Growth & Transformation Plan (GTP)

Industry Extension

Cooperative Training

Education, Training, Research

Industry Micro, Small,

Medium & Large Enterprises

Agriculture Industry Economic Infrastructure Trade Health Culture/

Tourism Mine

Market

Direct Supply

Sub-Contracting

Competent Workforce & Competitive

GTP Priority Sectors Competitive Product

& Services

Demand of Competent

Workforce & Technology

Assure and sustatin International Competitiveness

Investigate Industry’s demand and its problems, analyze existing world best practices & approaches and revise and improve present education and training system, Associate directly with development and

produce competent workforce which can suitably contribute to growth, Facilitate requirements for teachers and

students to participate in technology adaptation and transfer inside industry, Accumulate technological capability which can

determine fast and continuous growth,

Education &Training and Research Institutions’ Linkage

o UNI & Sector Bureaus in collaboration with TVET analyze Value Chain for identified Industry based on GTP

Identifying process constrains

Technology demand

Identification

Best Technology

Identification & Analysis

Impact Assessment

Technology Transfer

o TVET selects competent MSEs, capacitate them and transfer best technology accordingly

o Competent multipliers through industry extension support supervision enter to manufacturing

Prototype Development

o UNI / Research & Sector Bureaus conduct impact assessment & identify new demands

UNI / Research Select best demanded Technology, formulate design & develop blue print

o TVET produce prototype based on formulated design & blue print

o UNI Research, TVET & the development sector from the economic corridor conduct series of tests on the prototype

Education, Training and Research Institutes Coordination

No Key Issues Planned Achieved % 1 Industry Lead Assessors’ Develp’t (L3 & 4) 2,708 2,410 89 2 Accredited Industry Competency

Assessment Centers (medium & big) 178 258 145

3 Industry Workers’ Competency Assessm’t Medium & Big Industries MSE Operators Farmers

145,176 309,580

1,621,908

81,262 44,404 44,022

14.4 2.7

4 TVET Trainees’ Competency Assessment Formal Training Short Term Training

174,821

66.272

121,990

51,842

5 Cooperative Training Coverage 300,132 247,289 82 6 Short Term Demand Oriented Training 2,488,339 1,950,677 78 7 Industry Extension Service to MSE

Operators 608,952 559,674 91.9

9 Technology Transferred to MSEs 1,417 1,432 101 10 Wealth Generated by MSEs (Eth. Birr) 126.0 Mil. 138Mil. 109

General TVET Data (status: April / May 2013) Public TVET Institutions

Oromia 126 Amhara 67 Tigray 27 SNNPR 23 Addis Ababa

Dire Dawa

Afar 4 Beni-S Gumuz

Gambela 2 Somali 6 Harari 2

Nationwide 13,533 Trainers in 9 Regions

C Level = 9,596 B Level = 3,533 A Level = 404

Current trainees Enrollment 404,041 Male: 50.2% Female: 49.8%

TVET Institutions Public 365 Private 538 NGO 31

Total 934

No Partner Country

Key Intervention Areas

Remark Policy & System

Development

TVET Trainer’s/ Leader’s

Development Institutional

Development

Technology Transfer & Ind.

Ext. Service MSE Development

(Top Priority)

1 Germany Dual Training Study Tours Financial Co.

2 China FTI Study Tours

3 Korea Polytechnic Study Tours

4 Italy Polytechnic 5 Australia Study Tours 6 Japan KAIZEN 7 Cuba Trainers

Partner Countries & Intervention Areas

Mechanisms

TVET Institutions Twinning, Institutional Capacity Building:

provision of specialized machines & equipments for selected priority areas,

Deployment of Expat Trainers (short & long term) & Technology Capacity Developers [Fabricators] in priority areas: Focus on distinctive GTP industrial sub sector areas (Textile,

Leather, Metal etc..)

Co- management of selected TVET Institutions,

Feasible Cooperation

Emphasis

Partnership matters need: to reflect on demand, be focused and

prioritized, to consider sense of urgency of the needs of

the specific prioritized sector, to comprehend that human resource

development predominantly TVET Trainers’ capacity development is a critical intervention area,

Feasible Partnership

Thank you!

Ethiopian Renaissance TVET Reform at a Glance · Ethiopian TVET Reform in Retrospect : 1....

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