Acronyms - Vanuatu TVETvanuatutvet.org.vu/.../06/ANNUAL-PLAN-2014-2015.docx · Web viewTL, PCCO,...

Skills for Economic Growth

[Vanuatu Technical and Vocational Education and

Training Sector Strengthening Program]

Phase 3

ANNUAL PLAN 2014 2015Skills for Economic Growth Phase 3

Annual Plan

2014 – 2015APRIL 2014

ContentsAcronyms

1.0 Introduction 1

2.0 Executive Summary 2

3.0 Activity Description 7

4.0 Work Progress 10

4.1 KRA 1: National TVET System 104.2 KRA 2: Provincial Skills Development Coordination 124.3 KRA 3: Training, Business Development and Employment 144.4 Program Management 15

5.0 Work Program 16

5.1 National TVET Systems 165.2 Provincial Coordination 185.3 Training, Business Development and Employment 195.4 Program Management 20

6.0 Monitoring and Evaluation 22

7.0 Resource Schedule 23

8.0 Sustainability 24

9.0 Risk Analysis and Monitoring 26

10.0 Confirmation of partner government inputs 27

Annex 1 Workplan

Annex 2 Resources Schedule

Annex 3 Organisational Structure

Annex 4 Annual Evaluation Report

Annex 5 Risk Management Matrix


Annex 6 Position Description – Implementation Adviser

Annex 7 National Disability Inclusion Strategy for the TVET Sector

Annex 8 Improving the quality of teachers and managers in the TVET sector

Annex 9 Department of Tourism/TVET Program Partnership

Annex 10 Monitoring & Evaluation Plan (V2)


Acronyms

ACOM

AHC

APTC

AT

AVID

BDS

BHI

COM

DFAT

Anglican Church of Melanesia

Australian High Commission

Australia Pacific Technical College

Accredited Training

Australian Volunteers for International Development

Business Development Services

Box Hill Institute

Council of Ministers

Department of Foreign Affairs and Trade

DG

DoT

Director General

Department of Tourism

DoYDST

DPO

DTL

ECCE

EEWPR

Department of Youth Development Sports and Training

Disabled People’s Organisation

Deputy Team Leader

Early Childhood Care and Education

Economic Empowerment of Women in the Pacific Region

ES Employment Services

ETF Employment and Training Fund

GoA Government of Australia

GoV

HRD

IA

ITC

KRA

LLN

Government of Vanuatu

Human Resource Development

Implementation Adviser

International Trade Centre

Key Result Area

Language, Literacy and Numeracy

M&E Monitoring and Evaluation

MEF Monitoring and Evaluation Framework

MoE

MoET

MoU

Ministry of Education

Ministry of Education and Training

Memorandum of Understanding

MYDST Ministry of Youth Development Sports and Training

NGO Non Government Organisation

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NSO National Statistics Office

PAA

PMO

PSC

PWSPD

Priorities and Action Agenda

Prime Minister’s Office

Public Service Commission

Pacific Women Shaping Pacific Development

PDD Program Design Document

PSC Public Service Commission

PTB

QMS

Provincial Training Board

Quality Management System

RTC Rural Training Centre

SAG

SDP

TA

TL

Strategic Advisory Group

Skills Development Plan

Technical Assistance

Team Leader

TPSS Training Provider Support Services

TVET Technical and Vocational Education and Training

VIT Vanuatu Institute of Technology

VNTC

VSA

VTO

Vanuatu National Training Council

Volunteer Service Abroad

Vanuatu Tourism Office

VTSSP Vanuatu TVET Sector Strengthening Program

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1.0 IntroductionAustralia’s support for the Technical and Vocational Education and Training (TVET) sector in Vanuatu began 1997 with a nine year institutional strengthening project which supported the development of the Vanuatu Institute of Technology (VIT) and the establishment of the Vanuatu National Training Council (VNTC). The first phase of the Vanuatu TVET Sector Strengthening Program (VTSSP) commenced in November 2005 with a focus on rural training through the establishment of provincial VIT coordination centres in Sanma and Tafea provinces.

Following a comprehensive redesign, Phase 2 began in June 2008 as an experimental program intended to facilitate decentralised TVET service delivery linked directly to provincial economic outcomes. TVET Centres were established in Malampa and Sanma provinces to coordinate the delivery of a range of accredited training and business development support services directly linked to provincial productive sector planning and priorities. The Centres have worked closely with Provincial Training Boards (PTB) to strengthen provincial training coordination, skills development planning and advocacy.

In addition, the Program has contributed to National TVET Policy development and its associated Implementation Plan and continues to support the strengthening of the Government of Vanuatu (GoV) agencies responsible for the management of the TVET sector, including the Vanuatu National Training Council (VNTC).

Based on the success of the model developed and implemented in Sanma and Malampa provinces, the National TVET Policy recommends further decentralised TVET provision through the establishment of TVET Centres in each of the other four provinces.

Phase 3 of the VTSSP commenced in March 2013 and is planned to continue until June 2016. Its design is based on the Phase 2 design with three clear objectives:

1. To consolidate gains made to date at both the provincial and national levels.

2. To continue to strengthen national TVET systems development within the GoV TVET Division, VNTC and productive sector agencies and to ensure continuing convergence between Program and GoV policy, practices and processes.

3. To expand the reach of Program support through the establishment of at least one other provincial TVET Centre. In addition to these design elements the Program will also develop two national strategies - a Disability Inclusion Strategy for the Vanuatu TVET Sector and a National TVET Workplace Literacy and Numeracy Strategy.

Furthermore, the Program title has been changed to ‘Skills for Economic Growth’1 to better reflect its overall approach which explicitly supports the four objectives of the DFAT Economic Diplomacy Strategy for the Australian Aid Program: Growth, Business, Trade and Investment.

The planned approach for Phase 3 is based on rolling Annual Plans of which this document is the second.

1 Contract Amendment March, 2014

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2.0 Executive Summary2.1 Activity Description

The Program’s stated purpose is to support economic growth, particularly at the provincial level, through the facilitation of quality skill development services. It supports explicitly the 4 objectives of DFAT’s Economic Diplomacy Strategy for the Aid Program – Growth, Business, Trade, and Investment.

In line with the GoV’s skill development objectives as set out in Vanuatu Priorities and Action Agenda 2006-2015, and building on the successful models established in Phase 2, assistance is provided to the GoV for the implementation of the TVET Policy to contribute to improved employment, small business and productivity outcomes. Activity is organised around three key result areas of a) National TVET System; b) Provincial Skills Coordination; c) Training, Business Development and Employment.

Linked to the last focus area, the Program in late 2013 was requested to implement Activity Cluster #5 of the ‘Pacific Women Shaping Pacific Development (PWSPD)’ regional initiative and was provided with additional funding to continue to support women’s economic development with a particular emphasis on increasing their participation in the Tourism industry.

At the provincial, service-delivery level, the Program focuses on facilitating the conduct of nationally accredited skills training and business development services (BDS) through the TVET Centres financed through the ETF. The Program also aims to ensure that the economic potential of improved skills levels and product quality of TVET Centre clients is maximised through market access assistance.

Following a second competitive selection process, coordinated by the Program, the GoV selected Torba as the third province to host a TVET Centre. The overall vision of the Program is to support a network of TVET Centres with national coverage, financed through joint GoA and GoV contribution.

Program Approach

There are three key strategies that continue to underpin the implementation of the Phase 3 Program during this Annual Plan period:

1. Convergence - Implementation continues to be programmatic in approach, working within the policies and procedures of the GoV, particularly in light of the identical end goal of the Program and the Vanuatu National TVET Policy.

2. Consolidation - Significant gains were achieved in Phase 2, particularly at the provincial level where economic development and coordination across the productive sector were strengthened by the operations of the TVET Centres. The Program continues to build on these achievements in its support for a quality-assured, demand-driven, flexible and accessible TVET system.

3. Expansion - The vision of the TVET Program is to support the development of a national TVET system that benefits the whole country and maximises efficiencies of Program/TVET Centre operations to achieve optimal impact within a resource constrained environment.

2.2 Work Progress

Program progress and key activities are outlined below in narrative form across the three Key Result Areas (KRA) of the M&E framework. Further detail of progress against each of these focus areas can be found in the 2013 Annual Evaluation Report found in Annex 4.

2.2.1 KRA 1: National TVET System

The Program has undertaken work in the last Annual Plan period to further develop key elements of an effective national TVET system, with progress made to a) increase TVET Centre geographic

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coverage; b) improve TVET system structures and processes at central and provincial levels; c) build sectoral human resource/technical capacity; and d) increase GoV and GoA support for, and investment in, the TVET Centre model.

2.2.2 KRA 2: Provincial Skills Development Coordination

Improving coordination in the planning and delivery of skill development services has focused around three key areas: a) strengthening coordination structures and processes at the provincial level; b) improving coordination between national and provincial sectoral stakeholders; and c) building multi-sectoral partnerships at the provincial level to maximise skill development impact.

2.2.3 KRA 3: Training, Business Development and Employment

Activity and output-level progress against this KRA is detailed in the Annual Evaluation Report in Annex 4. In April 2014, the M&E team commenced the process of data collection for the Outcome Survey relevant to this KRA which will be presented at the SAG in December and in the 2014 Annual Evaluation Report. Implementation of TVET Centre Accredited Training (AT) and BDS activity has focused on the areas of more targeted participant selection, post-training follow-up and integrated sectoral training plans, and implementation of strategies for women’s economic empowerment.

2.2.4 Program Management

The management of the Program intensified throughout this Annual Plan period with an emphasis on ensuring that all TVET Centre strategic planning, coordination, logistics, finance and administration processes, stakeholder relationship-building, activity-level reporting, and junior staff performance management are competently managed by local staff in line with their ToRs. On-going capacity building across the four Program office sites has resulted in management staff in general now functioning with significant levels of autonomy consistent with the Phase 3 Program’s stated objective to achieve full in-country localisation by 2015.

In addition, the in-country Team Leader and local Program Coordinator and Finance and Administration Manager, in partnership with the Technical Director and the Australia-based contractor, BHI, have managed the completion of a number of discrete tasks program management tasks related to recruitment, IT support, construction and operational and financial processes.

2.3 Work Program

The Work Program for this Annual Plan period will continue to be organised around the three KRAs of the Monitoring and Evaluation Framework: a) National TVET Systems; b) Provincial Skills Development Coordination; c) Training, Business Development & Employment.

2.3.1 National TVET Systems

With the restructure process currently underway in the new Ministry of Education and Training (MoET )and the establishment of the TVET Division, effort will be directed towards building an understanding of, and strengthening, the key national governance structures of the TVET sector, as well as the human resource management capacity of the system.

Key activities will include:

Support for the restructure of the TVET Division of the MoET to enable progressive local management of the sector at both national and provincial levels.

Establishment of a TVET Centre in Tafea province should GoV stated financial commitments to the TVET Centre model materialise.

Support for the finalisation and implementation of the VQA Act. Continued support to training providers to enable them to meet the VQA quality standards

for registration and course accreditation.

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Support for implementation of the national trainer qualifications review. Potential support for the strategic review of VIT. Support for implementation of a National Workplace Literacy and Numeracy Strategy. Support for implementation of the National Disability Inclusion Strategy for the TVET Sector. Continued national media/communications campaign as tool for system advocacy. Continued facilitation of 6-monthly meetings of the Strategic Advisory Group (SAG) as the key

governance/national coordination mechanism of the Program and also the TVET system.

2.3.2 Provincial Coordination

The Program will continue to strengthen the TVET Centres in Malampa, Sanma, Torba and potentially Tafea, as the primary coordination mechanism for demand-driven skill development in the provinces. Activity will continue to focus on building intra-provincial coordination and coordination between national and provincial levels.


Completion of Skills Development Plans (SDP) for all provinces and concomitant capacity building for all PTBs.

Development of coordination MoUs with productive sector departments based on the ‘TVET for Tourism’ model.

Continued capacity development of tourism Call Centres. Enhancement of national capacity building program for provincial DoT/VTO officers. Collaboration in the implementation of the International Trade Centre (ITC), ‘Economic

Empowerment of Women in the Pacific Region (EEWPR)’ project. Coordination with pilot ECCE program in Torba Province. Facilitation of access to APTC courses by provincial candidates through better coordination. Continued coordination with private sector/volunteer programs/other donor & other DFAT

programs/NGOs.

2.3.3 Training, Business Development and Employment

TVET Centre activity and services will consolidate established strengths as well as lessons learned from the 2013 Annual Evaluation.


Increased emphasis on integrated sectoral AT/BDS models and implementation of collaboratively developed training plans.

Implementation of training and BDS services in line with the ‘TVET for Tourism’ 2014 workplan developed with the DoT at national and provincial level.

Continuation of structured follow-up 2-3 months post-service delivery. Conduct of accredited training with industry input. Consolidation of inclusive TVET delivery, focused on women and people with disabilities. Build linkages with the Regional Seasonal Employment Scheme.

2.3.4 Program Management

Building on the progress achieved during the Phase 2 and the first half of the Phase 3 Program, the primary focus of program management in this next Annual Plan period will be to ensure the successful transition to an effective fully localised in-country program management team as of January 2015. After an extended period as BDS Manager, the completion of an Australian Masters Degree and a year as DTL, it is proposed that the current national DTL will be promoted to the Team Leader position with management responsibility for all in-country operations as of January 2015. The current international Team Leader will be appointed to a short term adviser role entitled

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Implementation Adviser. The draft TOR for the Implementation Adviser position are provided in Annex 6. Other key Program management activities will also be completed during this period related to staff training, IT e-Gov transition, and recruitment.

2.4 Monitoring and Evaluation

Implementation of the M&E Plan to date has proven the value and quality of the M&E system in Phase 3, sustaining and extending the Phase 2 system while also refining some aspects. The highest priority activity for monitoring and evaluation in 2014 is the launching of the biannual Participant Outcomes Survey. This will play a central role in providing information about post-participation outcomes for participants in training and BDS activities. It has been designed, pre-tested, refined and pre-tested again, and is ready for launching in April 2014. This important survey will be conducted twice in 2014, providing outcomes data for reporting at the December 2014 SAG meeting.

The other major activities for the M&E team in 2014 will be the preparation of a gender-focused Case Study and DVD as the centre-piece of this year’s evaluative work under the PWSPD initiative, and the preparation of an updated Monitoring and Evaluation Plan to reflect developments in the Program. The Program will also focus efforts and resources on designing and commissioning a high quality program evaluation in late 2015 based on a comparative analysis between the 2010 and 2014 Household Income and Expenditure Surveys.

As the Program continues to expand with a range of new initiatives so too does the demand on the M&E process. Adjustments have already been made through the recent contract amendment process to the level of inputs from local M&E staff and commensurate with this, this Annual Plan Plan is recommending an increase in M&E Adviser inputs.

The additional M&E Adviser inputs will not impact the overall Program budget as it will be funded through savings in other personnel budget lines.

2.5 Resource Schedule

A number of personnel initiatives have been recommended in this Annual Plan including Increase in inputs for the M&E Adviser, Inclusion of a new position entitled Implementation Adviser, and further or continuing inputs funded through the Discretionary TA Budget to support key planned priority Program activity. The full Resource Schedule is provided in Annex 2.

2.6 Sustainability

At the SAG meeting conducted in December 2013, national and provincial sector stakeholders assessed progress against the established sector sustainability matrix. As evidenced by this assessment, as well as additional evaluation data, stakeholders are confident that strong progress is being made towards a sustainable TVET sector in terms of regulatory procedures, capacity of TVET Centres, sense of local ownership, appropriate cost structures and skill transfer to stakeholders. A significant shift has been achieved in terms of Criterion 3 – Government Funding with the stated commitment by the Government to fund at least 3 provincial training coordinator positions and implement a new structure within the Ministry of Education including a new TVET Division. Criterion 2 - Training providers human resource capacity remains an ongoing perceived risk to the sustainability of the sector, which the Program is addressing through a number of targeted activities as detailed above. The only downward move in the index was in Criterion 1 – Policy. The current National TVET Policy and Implementation Plan dates to 2011 and given the emergence of new Ministry structures and the Vanuatu Qualifications Authority it was thought that it is now timely to review and redraft the policy accordingly.

2.7 Risk Analysis and Monitoring

Given the complexity of the operating environment there are inherent risks in all development

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programs. While risks such as political instability and changing macroeconomic conditions are beyond the scope of a single development program to control, it is possible to mitigate negative impacts through a flexible and responsive approach to risk identification and management.

Risk management is an integral element of the “process” approach to Program implementation. A strong partnership approach between the Program, DFAT, GoV and provincial and national stakeholders has proved to be the essential ingredient for the identification and analysis of risks as they emerge and the collaborative development of mitigating strategies.

A range of risks associated with TVET sector development and Program implementation have been identified along with respective mitigation strategies. Annex 5 includes the PDD Risk Management Matrix, which has been revised in line with the evolving context within which the Program operates. Risks are categorised under six broad headings - Political, Financial, Technical, Organisational, System and Monitoring and Evaluation.

2.8 Confirmation of partner government inputs

The Subsidiary Arrangement relating to the Phase 3 Program was signed by the Government of Vanuatu and the Government of Australia on 1st February 2013. This document details the materials, services and equipment which the Government of Vanuatu is committed to providing.

At the December 2013 SAG Meeting the Director General of Education outlined the proposed new TVET structure in the Ministry of Education and confirmed GoV support to transfer the TVET Centre Provincial Training Coordinator positions to the Public Service and to be funded through GoV appropriation. This together with additional support was confirmed in an email on 28th March, 2014.

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3.0 Activity DescriptionBackground

Phase 1 of The Vanuatu TVET Sector Strengthening Program, which commenced in November 2005 and finished in December 2007, focused on the establishment of a non-formal TVET curriculum, training of trainers and assistance to TVET providers to increase their efficiency.

Phase 2 started in June 2008 with a new approach focused on the decentralisation of TVET service delivery. During this phase, the Program was successful in establishing TVET Centres in Malampa and Sanma provinces. The Government of Vanuatu (GoV) selected these two provinces after a competitive provincial selection process. The Centres themselves effectively began operations in June 2009 and are now delivering a range of services to facilitate better targeted training, business development, and employment growth through an Employment and Training Fund (ETF) which finances accredited training (AT) and business development support services (BDS). The Centres have worked closely with the Provincial Training Boards (PTB) in order to improve provincial training coordination, skills development planning and system advocacy.

In addition, the Program has contributed to national TVET policy development and is currently supporting the development of an implementation plan for the approved Vanuatu TVET Policy. Within the Policy, there is a strong direction to expand TVET service delivery, through establishing TVET Centres in the other provinces.

Phase 3 of the Vanuatu TVET Sector Strengthening Program has been designed to operate over a forty month year period – commencing March 2013 and concluding in June 2016.

Activity Description

The Program’s stated purpose is to support economic growth, particularly at the provincial level, through the provision of quality skill development services, and it supports explicitly the four objectives of DFAT’s Economic Diplomacy Strategy for the Australian Aid Program – Growth, Business, Trade, and Investment.

In line with the GoV’s skill development objectives as set out in Vanuatu Priorities and Action Agenda 2006-2015, and building on the successful models established in Phase 2, assistance is provided to the GoV for the implementation of the TVET Policy to contribute to improved employment, small business and productivity outcomes. Activity is organised around three key result areas of a) National TVET System; b) Provincial Skills Coordination; c) Training, Business Development and Employment.

Specifically, the Program is supporting the Ministry of Education and Training (MoET)2 and the Vanuatu National Training Council (VNTC) by:

improving the quality and relevance of TVET provision in line with productive/private sector demand, with a focus on economic outcomes, and quality assurance compliance;

strengthening linkages between national and provincial stakeholders and improving skill development coordination;

2 According to the PDD, the Program has the mandate to support the GoV ministry/department responsible for TVET. At the time of writing of the PDD, this was the Department of Youth Development, Sport and Training (DoYDST). However, during the Program’s Strategic Advisory Group meeting in December 2013, the Minister of Education (MoE) and the Director General MoE/MoYDST, formally advised that the TVET sector is now to be managed through a dedicated Tertiary Education Division within the MoE, which itself will be renamed Ministry of Education and Training. This change will henceforth be reflected in all Program documentation.

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increasing awareness and support for investment in skills development, and GoV contribution to the TVET Centre model as a key mechanism for decentralised service delivery for the sector;

providing technical assistance for the MoET and the VNTC for improved management of the TVET sector, including capacity building in strategic planning and policy development, implementation and evaluation; and

developing a more inclusive TVET system which supports disadvantaged groups, particularly women and people with disabilities.

Linked to the last focus area, the Program in late 2013 was requested to implement Activity Cluster #5 of the ‘Pacific Women Shaping Pacific Development (PWSPD)’ regional initiative and was provided with additional funding to continue to support women’s economic development with a particular emphasis on increasing their participation in the Tourism industry.

At the provincial, service-delivery level, the Program focuses on facilitating the conduct of nationally accredited skills training and business development services (BDS) through the TVET Centres financed through the ETF. Follow-up support for trainees and BDS clients is a key feature of the Phase 3 Program as is the continued strengthening of provincial level coordination mechanisms to identify evolving priority skills demand in the productive sector and the most appropriate training service response. The Program also aims to ensure that the economic potential of improved skills levels and product quality of TVET Centre clients is maximised through market access assistance.

Following a second competitive selection process, coordinated by the Program, the GoV selected Torba as the third province to host a TVET Centre. The overall vision of the Program is to support a network of TVET Centres with national coverage, financed through joint GoA and GoV contribution.

Program Approach

There are three key strategies that continue to underpin the implementation of the Phase 3 Program during this Annual Plan period:

1. Convergence

Implementation continues to be programmatic in approach, working within the policies and procedures of the GoV, particularly in light of the identical end goal of the Program and the Vanuatu National TVET Policy. Specifically, the Program:

a) has a strong emphasis on national TVET systems development;

b) advocates, and provides technical support, for the strengthening of governance structures for the TVET sector within the GoV and the institutionalisation of the TVET Centre network within those structures;

c) advocates for, and influences where possible, increased GoV financial contribution to the TVET sector and the TVET Centre network specifically; and

d) promotes fully localised management of TVET Program/TVET Centre operations.

2. Consolidation

Significant gains were achieved in Phase 2, particularly at the provincial level where economic development and coordination across the productive sector were strengthened by the operations of the TVET Centres. The Program continues to build on these achievements through:

focus on improving the quality and relevance of TVET provision and compliance with national quality standards;

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strengthening of a demand-driven system with increased formal participation by the productive sector and industry;

the ongoing review and refinement of existing TVET Centre systems and processes – AT, BDS, IT, M&E, financial management, and administration; and

brokering collaboration and coordination between diverse stakeholders within the TVET system to maximise outcomes (public sector, private sector, other donor-funded programs, volunteers).

3. Expansion

The vision of the TVET Program is to support the development of a national TVET system that benefits the whole country and maximises efficiencies of Program/TVET Centre operations to achieve optimal impact within a resource constrained environment. Specifically, the Program aims to:

a) increase coverage of TVET Centre service delivery through establishment of additional TVET Centres/Coordination Units, dependent on GoV co-contribution;

b) support activity implementation that has nation-wide impact (eg: National Disability Inclusion Strategy for the TVET Sector, National Workplace Literacy & Numeracy Strategy, Skills Development Plans for each province, national training provider capacity development);

c) enable other programs/donors to build on and integrate with the proven efficiencies and effectiveness of the TVET Centres’ coordination and disbursement processes; and

d) increase reach of the Program regionally and internationally through dissemination of lessons learned mechanisms.

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4.0 Work ProgressProgram progress and key activities are outlined below in narrative form across the three Key Result Areas (KRA) of the M&E framework. Further detail of progress against each of these focus areas that has been systematically collected in line with the M&E Plan can be found in the 2013 Annual Evaluation Report found at Annex 4.

4.1 KRA 1: National TVET SystemThe Program has undertaken work in the last Annual Plan period to further develop key elements of an effective national TVET system, with progress made to a) increase TVET Centre geographic coverage; b) improve TVET system structures and processes at central and provincial levels; c) build sectoral human resource/technical capacity; and d) increase GoV and GoA support for, and investment in, the TVET Centre model. Key activities are summarised below:

a) Increasing TVET Centre geographic coverage

In line with the PDD, the first priority activity of the Phase 3 Program was to manage the process for the selection of the third province to host a new TVET Centre. Given the high levels of political sensitivity around this decision and the stakes involved, Program staff were required to manage every stage of the process with extreme care to ensure complete transparency, accountability and stakeholder consensus. This included judicious selection of GoV panel members, collaborative development of selection criteria, provincial awareness/information dissemination, and proposal evaluations. At the end of the selection process, Torba province was selected as the new host province, and due to the effective management of the selection process, this decision was resoundingly acknowledged as fair and appropriate.

Following the decision, Program staff conducted the recruitment of all Torba TVET Centre positions, engaged in preparatory information-sharing/planning meetings with provincial stakeholders, and commenced a tender process for selection of a building firm to undertake Centre refurbishment and subsequent ongoing management of the refurbishment process.

An initial environmental scan/training needs analysis for the Tourism industry in Torba was developed and implemented by TVET Program personnel in collaboration with the Department of Tourism resulting in a work program for 2014 to be integrated within the Program’s overall ‘TVET for Tourism’ 2014 work plan.

Sanma TVET Centre staff, working in collaboration with the new Torba Centre staff, developed and implemented a whole-of-province awareness-raising/information dissemination activity to ensure communities, provincial leaders (Area Secretaries, Chiefs, MPs, etc), and productive sector representatives understand, and are ready to engage with, the objectives, processes and available resources of the new TVET Centre.

b) improving system structures and processes at the central and provincial levels

The Program worked closely with the MYDST, MoE and VNTC to re-design and institutionalise TVET sector governance structures with the final decision to establish a TVET Division within the Directorate of Tertiary Education within the MoET. Within this re-structure, the TVET Centres have been clearly established as the decentralised service delivery and coordination arms of the TVET Division.

With the dual objective of assisting provinces to prepare proposals as part of the provincial selection process, and strengthening TVET system coordination mechanisms, the Program

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supported the VNTC to restructure Provincial Training Boards (PTBs) in each of the six provinces in line with national TVET Policy.

Further to the direction embodied in the National TVET Policy and Implementation Plan, the Program has promoted and provided technical advice from both a technical and legal perspective to the development of the new Vanuatu Qualifications Authority Act to be passed by Parliament in April 2014.

In anticipation of the new Act, the Program is supporting the development of draft Strategic and Corporate plans for the new VQA to enable rapid transition from VNTC to VQA operations including the establishment of the VQA Board.

The Program engaged technical assistance to work with the VNTC to review the existing trainer regulatory framework and it associated qualifications (Community Trainer Certificate (CTC) I & II, Certificate of Vocational Training and Assessment (CVTA)) and to re-develop policies, strategies and qualifications to bring them in line with new VNTC quality standards. The objective of the new trainer qualification standards is to at least match regional quality standards and add further to the credibility of the Vanuatu quality system within a regional context. A final draft concept paper has been prepared and stakeholder consultations/validation workshops are currently underway before final submission to the Council of Ministers (COM). The final draft concept paper is included at Annex 8.

The Program engaged technical assistance to work with the VNTC to develop, and pilot implementation of, a National Workplace Language Literacy and Numeracy (LLN) Strategy to support improved workplace LLN levels of participants undertaking skills development training in institutional and workplace settings and ensure consistency, coordination and quality standards in the delivery of workplace LLN by training providers across Vanuatu. Importantly, the Program is ensuring that preparation of new national LLN units dovetails with the LLN requirements of the new TVET trainer qualifications.

The Program engaged technical assistance to develop a National Disability Inclusion Strategy for the TVET Sector to contribute to a more inclusive and accessible national TVET system. The current draft of the strategy is included at Annex 7.

c) building sectoral human resource/technical capacity

The Program has continued to support the professional development of TVET Centre staff as leaders of the developing TVET system in Vanuatu. During this Annual Plan period, two whole-of-Program staff capacity building/strategic planning retreats have been conducted.

The Program has coordinated and supported the acquisition of TVET qualifications for technical staff across the Program. This has comprised participation in the APTC Certificate IV TAE for staff without international TVET qualifications, and APTC Certificate IV TAE upgrading for those technical staff with outdated qualifications.

The Program has coordinated and financially supported the participation of ACOM RTC managers and trainers in the APTC Certificate IV TAE, as well as trainers for the Lelema Tourism Training School currently under development with AVID support. The Program is also financially supporting the participation of the Torgil RTC training manager in the APTC Diploma of Management. Training providers such as Vanuatu Chamber of Commerce and Industry and the Vanuatu Nursing College have been supported to improve the relevance of their courses for productive sector/industry demand through the provision of industry inputs to assist them in the customisation process.

In partnership with the VNTC, the Program has supported throughout this Annual Plan period

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the delivery of eight capacity building workshops for training providers across Vanuatu to meet VNTC’s national quality standard requirements. However, due to the failure of the majority of training providers to meet compliance requirements as identified by the recent VNTC audit and their subsequent de-registration in December 2013, the Program has changed approach and has now engaged a ‘TVET Training Provider Quality Coach’ to work as a ‘bridge’ between the VNTC and key training providers, to assist providers to both understand and meet the quality compliance requirements of the VNTC, and thereby achieve VNTC re-registration. The Program has collaborated intensively with the NZ Aid Programme in this regard, in light of their core funding support to VRDTCA, to ensure that quality coaching provided to RTCs as part of this activity supports improved inter-donor coordination.

d) increasing GoV and GoA support for, and investment in, the TVET Centre model

Through its advocacy work, and briefing assistance in support of GoV/GoA high level negotiations, as well as personal representations with key GoV decision-makers, the Program has played a pivotal role in generating increased signs of tangible GoV contribution to the TVET sector generally, and the TVET Centre model specifically. Key stated commitments made by the GoV at the ministerial level include the establishment of the TVET Division within the renamed Ministry of Education and Training, agreement to fund through the Public Service Commission all existing TVET Centre Provincial Training Coordinators and co-financing staff of a new TVET Centre in Tafea province, should TVET Program budget allocations allow.

The Program has continued to direct efforts to its national/international media and communications campaign to build understanding of, and advocacy for, GoV and GoA commitment to the TVET sector and the TVET Centre model in Vanuatu. In 2013, TVET Program activities and achievements were reported in 31 newspaper articles, as well as coverage on television, radio and in several significant public speeches in Vanuatu. Most notably, the Program was highlighted in the Prime Minister’s speech on Independence Day in 2013, as well as his speech at the launching of the Phase 3 Program in late December during the visit of the Australian Foreign Minister. In preparation for this latter event, the Program provided significant input into ministerial briefings and speeches, which increased appreciation of both governments of Program impact. The Program also updated its website to reflect the Phase 3 changes and it has been anecdotally reported by Ni-Vanuatu, expatriate and international stakeholders to be a key source of information about the Program.

The Program, through its Team Leader, worked with the DFAT Senior Program Manager at Post to prepare and present an academic paper on the Program and the success of its models and approaches for the 12th UKFIET Conference on Education and Development, Oxford University, resulting in significant international exposure. The Program also provided briefing and Program case-study input into DFAT’s 2013 ‘Increasing Economic Outcomes for Women’ departmental-wide publication.

4.2 KRA 2: Provincial Skills Development CoordinationImproving coordination in the planning and delivery of skill development services has focused around three key areas: a) strengthening coordination structures and processes at the provincial level; b) improving coordination between national and provincial sectoral stakeholders; and c) building multi-sectoral partnerships at the provincial level to maximise skill development impact. Key activities are summarised below:

a) strengthening coordination structures and processes at the provincial level

As part of the restructuring process of the six provincial PTBs, the Program conducted, in partnership with the VNTC, capacity building and awareness raising support for each PTB to

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increase members’ understanding of their Terms of Reference. Capacity building with PTB members in Sanma and Malampa provinces has been ongoing to increase PTB involvement in training planning, and monitoring and evaluation.

Based on the recognised value of the Sanma and Malampa Skills Development Plans (SDPs), prepared under the Phase 2 Program, the Program, in consultation with the VNTC and the MoET has designed Terms of Reference for the engagement of technical assistance to review the existing SDPs and to prepare first-time SDPs for the remaining four provinces, with the objective to aggregate these into a national HRD Plan. The Program has finalised the recruitment process for this role which will be mobilised in May.

Since the beginning of the Phase 3 Program, the Program has increased engagement with Area Secretaries who are now playing a greater role in training needs identification, participant selection and logistical coordination arrangements.

b) Improving coordination between national and provincial sectoral stakeholders

In May 2013, the Program initiated the establishment of a formal MoU between the TVET Program and the Department of Tourism (DoT) which, as reported by the Director DoT, has been an important factor in improved coordination between DoT officers at the national and provincial levels, and has provided a collaboratively agreed roadmap to guide delivery of skill development services to support this sector. The suite of TVET Program/Centre activity designed under this MoU is called the ‘TVET for Tourism Work Program’, and is now providing a coordination model for other sectors. The year-long national coaching activity for DoT and VTO staff from all six provinces, including head office staff, which is part of this ‘TVET for Tourism Work Program’ has been particularly useful in building coordination within the governance of this sector at provincial and national levels (the evaluation of this discrete activity is attached as part of the M&E Annual Evaluation Report at Annex 4).

While engagement at the national level from some key productive sectors, namely Agriculture, Fisheries and Forestry has been disappointing, a breakthrough was achieved through the productive sector skills planning workshop for these three areas (and Livestock) held in March 2014 in Luganville. The workshop which was a culmination of relationship-building efforts by the Sanma TVET Centre staff comprised two key elements: a) report-back from the technical follow-up/skill identification activity commissioned by the TVET Centre and conducted collaboratively between the Vanuatu Agriculture College (VAC), the Vanuatu Maritime College (VMC) and the Sanma Department of Fisheries, and b) informed by this evidence base, development of 2014 sectoral training plans for Sanma province. For many officers, this was the first time that they had the opportunity to sit down with their provincial/national departmental counterpart and discuss and identify skills for economic growth priorities for their respective sectors.

c) building multi-sectoral partnerships at the provincial level to maximise skill development impact

The Program has continued to build linkages across sectors and with other donor partners to maximise skill development impact. This has been most successful in the Tourism sector in both provinces where the program has developed formal partnerships and coordination mechanisms with the private sector and other donor agencies. This has been particularly the case with the NZ Aid Programme, with which the Program has worked closely to ensure improved coordination within the sector and optimal resource efficiency. A key example is the strong professional relationships that have been established with a significant number of Volunteer Service Abroad (VSA) personnel in both Sanma and Malampa provinces. An important outcome that has been achieved through these coordination efforts is the development of the Sanma Information Centre (SIC), an internet-based marketing/booking

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call centre, which will enable local tourism operators, for the first time ever, to access an international market. A formal MoU for this initiative was brokered by the TVET Program, with the support of VSA personnel, between the SIC, the DoT, the Vanuatu Tourism Office and Telecom Vanuatu Limited (TVL). Similarly, collaborative work programs have been established with VSA volunteers working in other sectors, such as Waste Management and Women’s Business Development, to link their activities and expertise with the burgeoning local tourism industries in both Sanma and Malampa provinces.

In other sectors, progress is continuing in the strengthening of formal relationships with other private sector groups and trade-related agencies to further increase the potential of TVET Centre clients having improved access to domestic and international markets. For example, the Program is collaborating with Carnival Australia3 in the roll-out of the Wala cruise ship port of call development in Malekula, and also with the Geneva-based International Trade Centre4 to improve linkages between local agricultural and handicraft production and the tourism market at the provincial level.

4.3 KRA 3: Training, Business Development and EmploymentActivity and output-level progress against this KRA is detailed in the Annual Evaluation Report at Annex 4. In April 2014, the M&E team commenced the process of data collection for the Outcome Survey relevant to this KRA which will be presented at the SAG in December and in the 2014 Annual Evaluation Report.

Implementation of TVET Centre Accredited Training (AT) and BDS activity through the TVET Centres has focused on the following areas during this Annual Plan period:

More targeted selection of TVET Centre clients, prioritising existing ‘active’ clients who have demonstrated concrete commitment to achieving economic outcomes.

Increased emphasis on training follow-up and coaching and progressive needs identification, in partnership with trainers and productive sector representatives.

Increased coordination between AT and BDS coaching together with workshops and greater collaboration between formal trainers and BDS industry consultants.

Implementation of the ‘TVET for Tourism’ training plan, integrating AT and BDS services which has resulted in significant business growth of the local tourism industry throughout 2013. The summarised report of this coordinated sectoral support initiative for 2013 (presented by the Director DoT at the December SAG), as well as key comparative performance measures, can been found at Annex 9.

Capacity building and engagement of an increased number of ni-Vanuatu industry consultants and coaches.

Development of annual sectoral training plans based on the established ‘TVET for Tourism’ model.

Implementation of women’s economic empowerment strategies within TVET Centre services to both a) increase women’s successful participation in TVET Centre services and b) reduce women’s potential for increased vulnerability due to increased economic status. The Program has been working particularly closely with Provincial Councils of Women and Area Secretaries to conduct awareness-raising activities/workshops across the provinces to promote gender equality in access to skills training. The Program also formally collaborated with the Vanuatu

3 http://www.carnivalaustralia.com

4 http://www.intracen.org

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http://www.intracen.org/

http://www.carnivalaustralia.com/


National Council of Women to support the production of a “local kakae” recipe book, promoting healthy eating, which will be distributed among all the TVET Centres’ hospitality clients.

4.4 Program ManagementThe management of the Program intensified throughout this Annual Plan period with a key focus on ensuring that all TVET Centre strategic planning, coordination, logistics, finance and administration processes, stakeholder relationship-building, activity-level reporting, and junior staff performance management are competently managed by local staff in line with their ToRs.

Total local staff number is now 22 (see Organisational Chart at Annex 3) located across widely dispersed sites in four Vanuatu provinces – Shefa, Sanma, Malampa and Torba. The priority of the international Team Leader has been to ensure that staff at head office and at the TVET Centre sites have increasing levels of confidence and skills to independently manage the complexity of TVET Centre operations. While this has required intensive on-going mentoring across the four provinces including targeted performance management in some cases, management staff in general are functioning with significant levels of autonomy consistent with the Phase 3 Program’s stated objective to achieve full in-country localisation by 2015. Senior staff, specifically the DTL, Sanma Centre Manager and Sanma BDS Coordinator, have assumed considerable responsibility for the induction of, and support for, newly recruited Torba TVET Centre staff.

In addition, the in-country Team Leader and local Program Coordinator and Finance and Administration Manager, in partnership with the Technical Director and the Australia-based contractor, BHI, have managed the completion of the following discrete tasks:

Recruitment, mobilisation and induction of new staff (DTL, Malampa PTC, Field Communications Officer, Torba TVET Centre Manager, Torba PTC/BDS Officer, Torba Finance/Administration Officer, IT Officer, M&E Manager) and all international Technical Advisers.

Revision of and staff training in all TVET Centre finance and administration forms and processes, including zero-tolerance fraud training.

Ongoing collaboration with the MoET to transition the Program’s IT network to the e-Gov system.

Management of the refurbishment process for the new Torba TVET Centre including design, contracting of a construction manager and overseeing the preparation and conduct of a tender that is compliant with Commonwealth Procurement Guidelines.

Management of construction of permanent residence for Malampa TVET Centre Manager.

Design of and support for DTL’s internship program at BHI following award of the ‘Prime Minister’s Pacific Award’.

Revision of the Program Operations Manual and Security Plan. Inclusion of ‘Gender-Based Violence’ code of conduct form in overarching staff code of conduct agreement.

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5.0 Work ProgramThe Work Program for this Annual Plan period will continue to be organised around the three KRAs of the Monitoring and Evaluation Framework: a) National TVET Systems; b) Provincial Skills Development Coordination; c) Training, Business Development & Employment.

5.1 National TVET SystemsWith the restructure process currently underway in the new MoET and the establishment of the TVET Division, effort will be directed towards building understanding of, and strengthening, the key national governance structures of the TVET sector, as well as the human resource management capacity of the system.


Support for the restructure of the TVET Division of the MoET to enable progressive local management of the sector at both national and provincial levels. Once the current Government and the PSC have finalised the restructure arrangements, the Program will facilitate capacity building activities with government staff to build understanding of how positions inter-relate and coordinate in sectoral management, with particular focus on improving understanding of the inter-relationship between the central departmental division, the VNTC, PTBs, and the TVET Centres. The Program is also aiming, in partnership with the APTC, to support GoV TVET sector staff undertake a customised Diploma of Management course.

Establishment of TVET Centre in Tafea province. In line with the high-level agreement between the GoA and the GoV, potential TVET Program support for a TVET Centre presence in Tafea province. This is conditional on GoV stated financial commitments to the TVET Centre model materialising. If this occurs, it is proposed that a TVET Centre focused initially on the Tourism sector be established with Program support. Key activities would include: awareness-raising with provincial stakeholders, conduct of a media campaign focused on TVET system advocacy, recruitment and training of a TVET Centre Manager, collaborative development of an annual training plan in collaboration with the DoT, provincial government, and local training providers and BDS experts.

Support for the finalisation and implementation of the VQA Act. It is currently anticipated that the revised VNTC Act (VQA Act) will be passed into legislation in April 2014. Once this occurs, a key activity of the Program’s TVET Systems Adviser will be to work closely with the CEO, VQA to facilitate implementation of the Act, including capacity building of the newly formed VQA Board, as well as provision of support for the implementation of the VQA’s strategic and corporate plans.

Continued support to training providers to enable them to meet the VQA quality standards for registration and course accreditation. Through its contracted ‘TVET Provider Quality Coach’ the Program will continue to provide a program of QMS coaching support to local training providers. Importantly, the Program will work to ensure that relevant units from the newly developed Diploma of TVET Management and Leadership are part of this coaching program. In this way, two complementary objectives will be achieved: a) the new Diploma developed as part of the review of the TVET trainer qualifications, with Program support, will be critically piloted, and b) trainees in the coaching program will receive national certification for their successful participation and will be able to build towards a full TVET trainer qualification. The Program will also continue to support the up-skilling of local trainers

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through its partnership with the APTC in the delivery of Certificate IV TAE. Participants from the recently conducted Certificate IV TAE will also receive on-going support through the coordination of ‘communities of practice’, led by TVET Centre staff. These regular forums will bring together TVET Centre staff and trainers and provide an opportunity for them to reflect on progress in their application of the new skills acquired through the course, as well as collaboration in the development of strategies to overcome specific obstacles and challenges.

Support implementation of national trainer qualifications review. Following Council of Ministers (COM) approval of the Concept Paper and GoV decision on implementation arrangements for the governance and delivery of TVET trainer qualifications, the Program will continue to support the implementation of the agreed recommendations, including finalisation of units of competency, teaching/learning materials development, and master trainer training.

Potential support for the strategic review of VIT. Should demonstrated commitment to reform on the part of VIT management be forthcoming following the support provided by the ‘TVET Provider Quality Coach’ and through participation in the QMS coaching program, the Program will consider providing technical support for the strategic review of VIT, particularly in relation to the school of Hospitality and Tourism, given the extremely high demand for quality Tourism-related training.

Support the implementation of a National Workplace Literacy and Numeracy Strategy. Following finalisation of the national strategy and LLN framework, the Program will support the pilot implementation of the strategy through the TVET Centres and through the piloting of the new TVET trainer qualifications which will include LLN units. Activities will focus on development of teaching/learning materials development, building on existing materials, and LLN trainer identification and capacity building.

Support the implementation of the National Disability Inclusion Strategy for the TVET Sector. Through the Program’s Disability Inclusion Adviser and the Disability Officer (Peace Corps volunteer) working with TVET Centre staff in the three provinces, the Program will undertake the Implementation Plan (see Annex 7) as part of the roll-out of the National Disability Inclusion Strategy for the TVET Sector.

Continue national media/communications campaign. Building on the success of the 2013 communications strategy and through the work of the newly-recruited Field Communications Officer in partnership with the AHC Communications Officer, the Program will continue to develop and distribute promotional advocacy materials (including web-based coverage, press coverage, TV and radio footage, etc.) to strengthen understanding of the tangible benefits of the TVET Centres and thereby garner greater political support for the national TVET system. The Program will also produce a DVD focused on the issue of women’s economic empowerment as a key system advocacy (and monitoring and evaluation) tool.

Continue to facilitate 6-monthly meetings of the Strategic Advisory Group (SAG) as the key governance/national coordination mechanism of the Program and also the TVET system. The Program will continue to advocate for the SAG to be the primary forum for GoV-led TVET stakeholder communication and coordination with regard to the development of the national TVET system and TVET Centre model. Based on the success of the DoT’s intervention at the December 2013 SAG, the Program will encourage greater productive sector engagement and reporting accountability at the SAG meetings to ensure a continued demand-driven focus. Collaborative analysis of the “TVET Sector Sustainability Index” will continue to be used to identify high risk areas as well as the work needed to be undertaken by national and provincial stakeholders, with the Program’s assistance, to address those risks.

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5.2 Provincial CoordinationThe Program will continue to strengthen the TVET Centres in Malampa, Sanma, Torba and potentially Tafea, as the primary coordination mechanism for demand-driven skill development in the provinces. Activity will continue to focus on building intra-provincial coordination and coordination between national and provincial levels.


Completion of Skills Development Plans (SDP) for all provinces. Following the revision of SDPs for Sanma and Malampa provinces, the Program’s Skills Planning Consultant, in collaboration with the VNTC’s competency standard development officers, will undertake SDPs for Torba, Tafea, Penama and Shefa provinces. The Consultant will then work with senior officers in the MoET , VNTC, and PMO to aggregate these plans into an overarching National HRD Plan (NHRDP). Once the aggregated Plan is finalised, it is anticipated that the Consultant will support the VNTC to ensure that training packages and resource materials are developed in line with the NHRDP.

Capacity building for all PTBs. Throughout the development, and following the completion, of the provincial SDPs, Program will work with PTB members from all six PTBs to develop understanding of their role in line with national TVET Policy as the key coordination and skills advisory mechanism at the provincial level.

Development of coordination MoUs with productive sector departments. Based on the success of the MoU approach implemented with the Department of Tourism, and building on the outcomes of the productive sector training plan workshop held in Santo in March 2014, MoUs will be collaboratively developed and signed between the Program and other productive sector agencies as a key mechanism for provincial skills development coordination to realise economic results with shared resources and complementary strategies.

Continued capacity development of Call Centres. The Program will continue to work with the DoT and other Tourism-related stakeholders to support the Sanma and Malampa Call Centres to be the marketing coordination mechanism for Ni-Vanuatu Tourism businesses at the provincial level, including incorporating of Torba products into the Sanma operation. Should a Tafea TVET Centre be established, the Program will work with the DoT, VTO and TVL to establish a Call Centre to service Tafea province. The Program will also continue to lobby with VTO and Air Vanuatu for an increased marketing, infrastructure and transport focus on outer island tourism business development.

Enhancement of national capacity building program for provincial DoT/VTO officers. Based on the success of the pilot of this program in 2013 and the need, as identified by its formal evaluation, to consolidate participants’ skill acquisition through a practical ‘on-the-job’ modality, the Program and the DoT are proposing to continue this program in this Annual Plan period in partnership with Shefa-based tourism products to function as ‘case-studies’ for the DoT/VTO participants. This approach would have two distinct advantages: a) to contribute to the Program’s sustainability strategy and support improved provincial coordination by assisting DoT/VTO staff become the BDS coaches for the Tourism sector through building their coaching skills, with industry expert and supervision, in a ‘real-life’ context; b) expand the benefits of the TVET Program to selected local business in Shefa province, without comprising the integrity of the PDD, and enabling greater central advocacy for GoV support to the TVET Centre model.

Collaboration in the implementation of the International Trade Centre (ITC), ‘Economic Empowerment of Women in the Pacific Region (EEWPR)’ project . Following formal signing

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of the MoU, the Program will work in partnership with the ITC team to mobilise, and plan initial activity for, the roll-out of the project.

Coordination with pilot ECCE program in Torba Province. The Program will commence feasibility discussions with the ECCE Unit at the MoET in relation to potential coordination/partnership arrangements in the roll-out of the new ECCE pilot in Torba province, with a specific focus on linking ECCE with parental literacy and access to skill development services.

Facilitation of access to APTC courses by provincial candidates through improved coordination. The TVET Centres will continue to work closely with relevant sectoral experts to identify appropriate candidates for APTC courses as well as facilitate information distribution and application process through the TVET Centres.

Continued coordination with private sector/volunteer programs/other donor & other DFAT programs/NGOs. The Program will continue to play a lead role in strengthening coordination between multi donor funded activity operating at the provincial level, including Carnival Australia, VSA, Peace Corps, World Vision, Save the Children, Actif and Oxfam, with the preparation of formal MoUs as appropriate. The Program will also consolidate its collaboration with other Australian Aid programs, including the Transport Sector Strengthening Program and the Stretem Rod blong Jastis Program. Particular focus will be directed to strengthening the partnership with the NZ Aid Programme, specifically in relation to the latter’s support to RTCs and VRDTCA and to the Tourism sector.

5.3 Training, Business Development and EmploymentTVET Centre activity and services will consolidate established strengths as well as lessons learned from the 2013 Annual Evaluation.


Increased emphasis on integrated sectoral AT/BDS models and implementation of collaboratively developed training plans. As outlined above, based on the success of the model established in partnership with the DoT, the TVET Centres will maximise the improved engagement levels of other productive sector departments and deliver AT and BDS services that have been collaboratively identified, and formalised through MoUs.

Implementation of training and BDS services in line with the ‘TVET for Tourism’ 2014 workplan developed with the DoT at national and provincial level. The 2014 program roll-out of AT and BDS services will focus on supporting long-standing clients, particularly in Malekula, sustain their business effectively. AT and BDS services in other islands (Santo, Ambrym, Banks) will focus on building product quality and enable transition from operations in the informal economy to the formal economy. Attention will also be directed to linking AT and BDS services in other sectors (Agriculture, Handicraft production, local furniture) to market access opportunities created by TVET Centre support to the Tourism sector. The full ‘TVET for Tourism 2014 Workplan’ is available upon request. The Program will also renew its formal MoU partnership with the DoT, with increased emphasis on co-contribution and alignment with the new ‘Vanuatu Strategic Tourism Action Plan 2014-2018’.

Continuation of structured follow-up 2-3 months post-service delivery. In partnership with training providers and relevant provincial (and sometimes national) sectoral representatives, TVET Centre staff will continue to conduct follow-up of training outcomes and provide further technical coaching support as well as identify further training/BDS needs.

Conduct of accredited training with industry input. In order to assist training providers

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ensure their courses are customised to context and meet the specific needs of local business at the provincial level, the Program will facilitate the participation of industry experts in the planning – and at times delivery – of accredited training.

Consolidation of inclusive TVET delivery. TVET Centre AT and BDS services will be directed to support the implementation of the PWSPD objectives. Specifically in Santo, this will be in partnership with the UN Women’s ‘Markets for Change’ initiative and the ITC’s ‘Economic Empowerment of Women in the Pacific Region’ initiative, primarily focused on business management training and coaching support. The Program has also advertised for an AVID volunteer in the position of ‘Women’s Inclusion Officer’ to be based at the Malampa TVET Centre to support Centre staff across the three provinces implement PWSPD and other gender equity related activity. AT and BDS support will also be directed in line with the Implementation Plan for the National Disability Inclusion Strategy for the TVET Sector.

Build linkages with the Regional Seasonal Employment Scheme. The Program will continue to liaise with the Department of Labour’s Regional Seasonal Employment Scheme and offer support through TVET Centre services to assist returning workers in target provinces.

5.4 Program ManagementBuilding on the progress achieved during the Phase 2 and the first half of the Phase 3 Program, the primary focus of program management in this next Annual Plan period will be to ensure the successful transition to an effective fully localised in-country program management team as of January 2015.

The concept of a fully localised Program was first proposed in the Phase 2 design which envisaged the appointment of a national Deputy Team Leader (DTL) after 2 years and a National Team (TL) leader after 3 years. While the succession to a national DTL proceeded as planned, a decision was taken at the three year point that more management capacity building would be required before the TL position could be filled by a suitably qualified and experienced national. Since that time, based on a clear succession plan, strategies have been put in place to ensure that as of January 2015 the Team Leader role could be filled by a national.

After an extended period as BDS Manager, the completion of an Australian Masters Degree and a year as DTL, it is proposed that the current national DTL will be promoted to the Team Leader position with management responsibility for all in-country operations as of January 2015.

However, in recognition that this is a substantial step with concomitant risks, it is planned to support this transition in a number of ways. Firstly during the remainder of 2014, the TL and the Technical Director will work extensively and intensively with the DTL to build his understanding of the role and responsibility associated with a TL position in an Australian Government development program. Included in this strategy will be specifically designed workshop sessions with the DFAT Senior Activity Manager to identify and fully explain Australian Government systems, processes and expectations.

Secondly, it is proposed that the current international Team Leader be appointed to a short term adviser role entitled Implementation Adviser. It is envisaged that this will primarily be an Australia based role averaging around 2.5 days a week over 18 months with regular short inputs in Vanuatu at critical times such as annual planning periods and SAG preparation periods. The objective of this role will be to ensure that the strong program management capacity generated to date is maintained, particularly in terms of team cohesion and integrated implementation operations across the four (possibly five) Program sites. The DFAT Post has also confirmed that DFAT officers will provide ongoing support to the new TL as he assumes his responsibilities. A priority focus will be on ensuring that the support provided by both the Implementation Adviser and the Post in no way undermines or compromises the authority of the TL position.

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The draft Terms of Reference for the Implementation Adviser position are provided in Annex 6 and these will be finalised with the DFAT Post in the second half of 2014. In brief this implementation support role will include:

Strategic management advice related to TVET Centre staff performance management and professional development, as well as management of international/expatriate TA.

Assistance with strategic planning for Program implementation, particularly in relation to the integration of PWSPD and EEWPR activity and related stakeholder liaison.

Modeling and capacity building in relation to TL reporting requirements to both the GoA and the GoV and the drafting of external communications materials;

Assistance with liaison with DFAT and BHI to ensure all contractual and operational requirements are met in-country.

Funding for the Implementation Adviser position will be cost neutral derived from savings in the personnel budget. While the shift to a fully localised program importantly supports the value for money priorities of the Program, perhaps more critically, the transition to a national TL sends a clear message to key stakeholders in both Vanuatu and Australia regarding the Program’s commitment to sustainability and its driving objective to support the development of a TVET system that is deeply embedded in local systems and context. Given the progress that has been achieved in the integration of the TVET Centre model throughout the Phase 2 and Phase 3 Programs to date, it is timely that 18 months out of Phase 3 completion, through this strategy, operations are taken to the next level of national integration and ownership.

Other key Program management activities for the period include:

Regular staff training in administration, financial and reporting processes.

Monitoring of transition to e-Gov network system and trouble-shooting as required.

Performance management of all staff.

Recruitment, mobilisation, induction of new local staff (e.g.: for new Tafea TVET Centre) based on evolving needs and international TA in line with the planned Resource Schedule.

Mobilisation and familiarization support for proposed “Women’s Inclusion Officer” AVID at the Malampa TVET Centre.

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6.0 Monitoring and EvaluationImplementation of the M&E Plan5 to date has proven the value and quality of the M&E system in Phase 3, sustaining and extending the Phase 2 system while also upgrading and refining some aspects. The presentation of data to the SAG meetings, and the first Annual Program M&E Report, have provided the basis for substantive discussion within the Program and with stakeholders about key aspects of implementation. For example, utilising M&E findings, the Program is working to increase the participation of women in TVET Centre activities. Also, the team preparing the Disability Inclusion Strategy is drawing on evidence collected through the M&E system regarding participation by people with a disability. Key stakeholders, such as the members of the Provincial Training Boards and the Strategic Advisory Group, have continued to be positive about the quality, coverage and relevance of M&E data. Further, the M&E system enabled the Program to provide extensive, detailed and highly tailored information to meet the briefing and communication needs associated with the visit of the Minister for Foreign Affairs and Trade in December 2013.

The highest priority activity for monitoring and evaluation in 2014 is the launching of the biannual Participant Outcomes Survey. This will play a central role in providing information about post-participation outcomes for participants in training and BDS activities. It has been designed, pre-tested, refined and pre-tested again, and is ready for launching in April 2014. Data collection will be undertaken via structured face-to-face interviews, necessitating extensive travel across Program provinces to reach past participants. Data will be primarily quantitative, but the interviews will also provide the opportunity to collect qualitative data (including photographs and video footage) from selected participants. The first round of data collection will act as a full pilot of the survey, and will reach a sample of participants who participated in TVET Centre activities during August – October 2013. This important survey will be conducted twice in 2014, providing outcomes data for reporting at the end of the year. The December 2014 SAG meeting will have the opportunity for the first time to see evidence of outcomes for participants in TVET Centre activities in Phase 3.

The other major activity for the M&E team in 2014, in collaboration with the communications team, will be the preparation of a gender-focused Case Study and DVD. It will be designed to focus on the experiences and outcomes of activities to support women’s economic empowerment, and it will be the centrepiece of this year’s evaluative work under the PWSPD initiative. The Case Study and DVD will be completed by the end of 2014.

The M&E team will also prepare an updated Monitoring and Evaluation Plan in 2014. The revised Plan (Version 2) will reflect developments in the Program, such as the addition of responsibility for a component of the PWSPD initiative, changes in the Program context (such as the creation of MoET), and will refine some indicators and processes in response to experience in 2013. In particular, a number of output indicators would benefit from refinement or removal, as they do not assist with monitoring or reporting, and the description of the Participant Outcomes Survey requires updating following pre-testing and the finalisation of survey processes.

The proposed Longitudinal Research Study has been discontinued due to difficulties associated with study definition and possible methodologies. Instead, the Program will focus efforts and resources on designing and commissioning a high quality program evaluation in late 2015 based on a comparative analysis between the 2010 and 2014 Household Income and Expenditure Surveys. In addition a participatory evaluation, implemented in partnership with the M&E team and the Government of Vanuatu, would be an invaluable opportunity to deepen the evidence base on the outcomes of the

5 Minor revisions have been made to the M&E Plan based on lessons learned over the past year and a recent review by the M&E Adviser. A copy of the revised M&E Plan is attached at Annex 10.

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Program through some in-depth evaluative work.

Continuing on from Phase 2, the Phase 3 approach to M&E remains a pivotal element in the assessment of lessons learned and the application of learning to Program policy, planning and implementation. As the Program continues to expand with a range of new initiatives so too does the demand on the M&E process. Adjustments have already been made through the recent contract amendment process to the level of inputs from local M&E staff with the conversion of a part-time data entry position to create a second full time M&E officer role.

Commensurate with the increase in local staffing, this Annual Plan is recommending an increase in M&E Adviser inputs based on assessment that:

The approved M&E system is proving to require additional technical contributions from the M&E Adviser beyond the original estimate of inputs.

The continuing expansion of the TVET Program, and the opportunities this provides to deepen the M&E system including the addition of the PWSPD initiative and the increasing number of TVET Centres.

The discontinuation of the previously proposed investment in a longitudinal research study has necessitated a modest increase in M&E Adviser input.

The additional M&E Adviser inputs will not impact the overall Program budget as it will be funded through savings in other personnel budget lines.

7.0 Resource ScheduleA number of personnel initiatives have been recommended in this Annual Plan as follows:

Increase in inputs for the M&E Adviser

Inclusion of a new position entitled Implementation Adviser

Further or continuing inputs funded through the Discretionary TA Budget for the :

o National Disability Inclusion Strategy for the TVET Sector – initial support for the roll-out of strategy implementation

o Trainer Qualifications System Adviser – implementation of key national trainer qualifications review recommendations

o TVET Systems Adviser – VQA planning and implementation, new MoET Tertiary Education Division planning, implementation capacity building,

o Quality Coach – QMS coaching to ensure compliance with VNTC/VQA registration requirements

o Skills Planning Adviser – review of Malampa and Sanma Skill Development Plans, development of Skill Development Plans for Torba, Tafea, Penama, Shefa and development of national HRD Plan

The full Resource Schedule is provided in Annex 2.

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8.0 SustainabilityIn June 2010, the Phase 2 Strategic Advisory Group (SAG) discussed the concept of sustainability in relation to the continuing development of the Vanuatu TVET sector and developed a set of criteria against which progress in the TVET sector could be assessed. Progress against these criteria has been discussed at each of the subsequent SAG meetings. At the SAG meeting conducted in December 2013, stakeholders assessed progress as per the table below.

As evidenced by this assessment as well as additional data collected as part of the Phase 2 Final evaluation6, stakeholders are confident that strong progress is being made towards a sustainable TVET sector in terms of policy, regulatory procedures, capacity of TVET Centres, sense of local ownership, appropriate cost structures and skill transfer to stakeholders.

Prior to the most recent SAG meeting in December the major threats to sustainability were perceived to be government commitment to system funding, linked to a lack of political appreciation of TVET system benefits. Achieving the intended holistic ‘whole-of-government’ approach to sector development and improving training provider capacity were also identified as significant risks.

However, according to stakeholders there has been significant progress in two key areas. Based on the content of recent speeches by the Prime Minister on Independence Day and during the launch of the Phase 3 Program in the presence of the Australian Foreign Affairs Minister, together with the strong interest shown by the current Minister for Education, the SAG members elevated Criterion Number 8 - Politicians Aware of Success from red to amber. The continuing success of Criterion 11 – Communications, information/ monitoring & evaluation systems is also no doubt playing a part in improved political awareness.

Another significant move occurred with Criterion 3 – Government Funding. While still red, it was moved up two points based on the stated commitment by the Government to fund at least 3 provincial training coordinator positions and implement a new structure within the Ministry of Education including a new TVET Division. This commitment was further demonstrated by the MoE Director General’s presentation at the SAG meeting in the presence of the Minister. It is expected that once this commitment is formalised that Criterion 3 will progress significantly to green.

The only downward move in the index was in Criterion 1 – Policy. The current National TVET Policy and Implementation Plan dates to 2011 and given the emergence of new Ministry structures and the VQA it was thought that it is now timely to review and redraft the policy accordingly.

Criterion 2 - Training providers human resource capacity remains stubbornly at amber, highlighted by the recent suspension of all training providers by the VNTC due to lack of compliance with quality management system (QMS) requirements. The Program is responding to this in a number of ways:

A quality coach has been deployed to work directly with training providers to assist in the development of their respective QMS

A new trainer qualifications structure and implementation plan has been developed for roll-out in the next financial year

Training provider and TVET Centre staff have been sponsored to complete the Australian Certificate IV in Teaching and Assessment and in one case the Diploma of Management

As a consequence there is hope that this criterion will move into the green after the next SAG assessment.

6 Phase 2 Final Evaluation Report, p.30

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Criterion 10 - Holistic (whole of Government) approach to economic development – e.g. policy/ infrastructure/ finance/ skill development remains an area of concern. However, based on high levels of interest generated by the Director of Tourism’s presentation at the SAG, other productive sector departments have begun to be far more active participants in TVET Program initiatives to improve coordination and promote a more holistic approach to economic development and the identification of skill needs. With a concerted effort in this area there should be positive movement against this criterion after the next SAG meeting assessment.

Sustainability Index developed by SAG – Latest Assessment December 2012

Criteria for Sustainability 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

1 Policy – have the Policy framework in place

2 Training providers human resource capacity

3 Government funding

4 Coordination systems to maximise use of resources

5 TVET Centres human resource capacity

6 Local ownership/empowerment

7 Realistic cost structures

8 Politicians aware of success

9 Technology transfer – skills pass to counterparts

10 Holistic (whole of Government) approach to economic development – e.g. policy/ infrastructure/ finance/ skill development

11 Communications/ information/ monitoring & evaluation systems

At an internal level, the Program’s work to achieve full localisation of all Program/TVET Centre staff by January 2015 is a key indicator of the sustainability of TVET Centre model and Program operations. The Program has also adopted explicit strategies to shift increasing level of responsibility to local consultants and staff, as well as GoV officers, in the implementation of its BDS support. This has been particularly evident in the implementation of the ‘TVET for Tourism’ program, where through the

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national capacity building initiative, DoT and VTO staff are being trained and mentored to be effective business development coaches for the local tourism industry nationwide.

9.0 Risk Analysis and MonitoringGiven the complexity of the operating environment there are inherent risks in all development programs. While risks such as political instability and changing macroeconomic conditions are beyond the scope of a single development program to control, it is possible to mitigate negative impacts through a flexible and responsive approach to risk identification and management.

Risk management is an integral element of the “process” approach to Program implementation. A strong partnership approach between the Program, DFAT and the GoV has proved to be the essential ingredient for the identification and analysis of risks as they emerge and the collaborative development of mitigating strategies. While focusing on delivering tangible service delivery outcomes, the Program has continuously sought to integrate its activity into local processes, systems and structures and to have the building of stakeholder relationships, at the provincial and national level, at the heart of its approach. In this way, “Program” risks are not perceived solely as risks to be borne and managed by the Program. Rather, given the investment which has now been made by local stakeholders and the local ownership of “Program” success, responsibility for risk management is widely shared and accepted.

Linked to this, a sector-wide approach has been critical to insulating Program activity from the political risks associated with vagaries of the political process. Key advisory bodies including the Strategic Advisory Group (SAG) and Provincial Training Boards are comprised predominantly of senior Government representatives from productive sector departments at both the national and provincial levels. This participation from beneficiary departments, in combination with an active evidence-based communication strategy, has resulted in a broad base for advocacy of the TVET sector as an integral element of economic and social development strategies. The presentation by the Director, DoT, on the ‘TVET for Tourism’ program at the December 2013 SAG meeting was a clear example of this.

There are of course a range of other risks directly associated with TVET sector development and Program implementation. Annex 5 includes the PDD Risk Management Matrix, which has been revised in line with the evolving context within which the Program operates.

Risks are categorised under six broad headings - Political, Financial, Technical, Organisational, System and Monitoring and Evaluation. The following is a brief summary of the key risks and mitigation strategies that are proposed for this Annual Plan period.

Financial risks (often linked to the political risks referred to above) continue to be significant. However, as detailed in the previous section on sustainability, considerable progress has been made towards achieving GoV contribution to the TVET sector and the TVET Centre model. To ensure that this financial co-contribution materialises, the Program will continue to adopt its “carrot” strategy of making all significant new investment to the TVET sector contingent upon demonstrated commitment and increased funding levels by the GoV. Secondly, the Program will maintain its strong focus on measuring Program outcomes and meaningfully communicate these through various advocacy channels such as the SAG, PTBs, provincial councils and public media outlets.

The primary technical risk area relates to the quantity and quality of training providers that are capable of meeting the skill demand being generated in the provinces. This is particularly acute, given the real possibility that a fourth TVET Centre will be established in Tafea province. The Program has, and will continue to, put in place a number of strategies to address this issues including: a) mobilisation of a Training Provider Quality Coach; b) support for the upgrading of the National Trainer Qualification System; c) increased rounds of trainer training through the APTC and support for

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affiliation of part-time trainers with local providers; d) strategic identification of an increased number of industry experts to support training delivery through complementary BDS; and e) positioning the TPSS Manager within the VNTC to promote a more cooperative relationship between training providers and the central quality agency. The Program will also look to support the strategic review of VIT, particularly in relation to the school of Hospitality and Tourism should demonstrated commitment on the part of VIT management be forthcoming.

From an organisational risk perspective, the principal risk area relates to the adequacy of staffing in key GoV agencies and the availability of quality staff to undertake the operational management of the Program and the expanding number of TVET Centres, particularly in light of the Program’s objective to achieve full localisation of Program staff.

With the restructure of the MoET and the identification of required resources for the TVET Division under the Directorate of Tertiary Education, it is hoped that GoV staffing allocation through the PSC will enable progressive population of these key roles in terms of GoV’s management of the TVET sector. The Program will continue to advocate for this reform through its strengthened relationship with the MoET and the VNTC, and will also use the incentive mechanism of the provision of internationally- recognised management training for newly appointed staff.

The risk associated with attracting quality staff to new provincial positions has already been somewhat mitigated by the high profile generated by the Program success, however, there is a need for Program senior management to closely monitor staff performance and job satisfaction levels in the provinces to ensure that morale remains high at all Centres and current staff are able to perform in line with TVET Centre operations requirements, particularly with regard to competent relationship-management skills. A key focus of the DTL during the first half of this Annual Plan period will be to function as a “Coach” for the existing Centre Managers and monitor and manage as appropriate any issues in TVET Centre staff performance.

The risks associated with the transfer of the local DTL to the TL position as of January 2015 will also be managed through close monitoring and mentoring. As indicated in the Resource Schedule chapter above, the current TL will shift to a “Implementation Adviser” position, with considerable in-Australia and in-Vanuatu inputs loaded into the second half of this Annual Plan period.

At the systemic risk level the repeal of the VNTC Act and its replacement with a new Act to create the Vanuatu Qualifications Authority (VQA) will present a range of new challenges particularly with respect to new governance arrangements and the roll out of a new VQA regulatory environment for the post-school (not just TVET) sector. Offsetting these challenges will be the Program’s focus on the implementation of National TVET Policy within which the new VQA is embedded.

The Program will continue to support improvements in VQA operations, through inputs provided by the TVET Systems Adviser for the quality assurance of training provision and to strengthen its ability to manage data pertinent to improved management of the TVET sector generally. With respect to new governance structures, the Program has played a role in the development of the new Act and the determination of a governance structure that is aligned closely to the structure of the Program’s SAG, i.e. comprised predominantly of productive sector representatives. It is anticipated that a number of the SAG members will find a position on the VQA Board further cementing the convergence between Program activity and GoV systems, and the Program will provide dedicated capacity building support to this Board throughout this Annual Plan period.

10.0 Confirmation of partner government inputsThe Subsidiary Arrangement relating to the Technical and Vocational Education and Training Sector Strengthening Program (Vanuatu) Phase 3 was signed by the Government of Vanuatu and the

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Government of Australia on 1st February 2013.

Under this arrangement the Government of Vanuatu committed to:

Clause 9.2 - The GOV will provide the following materials, services and equipment for the Activity:

Appropriate office space and maintenance for the continuation of TVET Centre activities in Sanma and Malampa, as well as the establishment of office space and maintenance for additional TVET Centre(s);

Appropriate office space and maintenance for the DYDST and its expanding TVET Division;

Demonstrated commitment through the national budget for support to the TVET sector, specifically through progressively increased budgetary allocations to the TVET Division of the DYDST and the VNTC;

Demonstrated commitment to supporting a National Training Fund, should the feasibility study support this approach;

Incidental costs and facilitation of processes related to passport/visa formalities for Program personnel; and

Facilitation of VAT exemption status for all Program-related procurement.

Clause 10.2 - The GOV will nominate the Chairperson of the Strategic Advisory Group (SAG) as well as ensure appropriate GOV representation at the SAG from relevant line agencies and the Prime Minister's Office (PMO). The GOV will also ensure regular participation of senior DYDST and VNTC staff at strategic planning and monitoring meetings with the Program's Senior Management Team.

Clause 11.3 - While the GOV will not be making a direct financial contribution to the Program, as outlined in Clause 9.2, ongoing GOA contribution to the TVET sector in Vanuatu will be conditional upon demonstrated GOV support the sector through national budgetary allocations. The GOV will also ensure sufficient resources to enable participation of key TVET sector counterparts in Program-related activity.

At the December 2013 SAG Meeting the Director General of Education outlined the proposed new TVET structure in the Ministry of Education and confirmed GoV support to transfer the TVET Centre Provincial Training Coordinator positions to the Public Service and to be funded through GoV appropriation. This together with additional support was confirmed in an email on 28th March, 2014 as follows:

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Annex 1 Workplan

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ANNUAL PLAN 2014 2015

Skills for Economic Growth Phase 3

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Annex 2 Resources Schedule

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Annex 3 Organisational Structure

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Team Leader

M&EAdviser

Deputy Team Leader

Monitoring &Evaluation

Officer Malam paTVET Centre

ManagerMonitoring &Evaluation

Officer

Finance & Administration

Manager

Program Coordinator &

CommunicationsOfficer

Field Communications

Officer

Training Provider Support Manager

Provincia lTra ining

Coordinator

BDSCoordinator

OfficeAdministrator


Assistant

Provincia lTra ining

Coordinator

BDSCoordinator/

Coach

OfficeAdministrator


Assistant

Sanm aTVET Centre

Manager

TorbaTVET Centre

Manager

Provincia lTra ining/BDSCoordinator


Assistant

TechnicalDirector

OfficeSupportOfficer

TechnicalAdvisers

National S taff

International S taff

Inform ation &Technology

Officer



Annex 3: Organisational Structure

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Annex 4 Annual Evaluation Report

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The Annual Evaluation Report is provided separately as a *.pdf document.

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Annex 5 Risk Management Matrix

Table 5.1 Risk Assessment Criteria

CONSEQUENCES (C)

LIKELIHOOD (L) Insignificant (1) Minor (2) Moderate (3) Major (4) Severe (5)

A (Almost Certain) M H H VH VH

B (Likely) M M H H VH

C (Possible) L M H H H

D (Unlikely) L L M M H

E (Rare) L L M M H

RISK (R)

VH: Very high risk; immediate action required

H: High risk; senior management attention needed

M: Moderate risk; management responsibility must be specified

L: Low risk; manage by routine procedure

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Risk Effect on Program L C R Risk Treatment ResponsibilityPOLITICAL RISKS

Political instability causing changes in GoV policy direction and staff means loss of leadership and support for the concepts and vision for sustainable decentralised TVET system.

Insufficient political will and direction to integrate Program’s reform strategies and successes into national and local GoV structures and processes. Long-term sustainability and impact of the Program undermined.

D 4 M The likelihood of this risk has been downgraded to ‘D – Unlikely’ given the broad-based recognition within all sides of Government of the value of the TVET system and the TVET Centre model. The Program will continue its active national advocacy/communications strategy, as well as support for the legislation of new MoET and TVET Division and implementation of the new VQA.

TL, DTL, TSA in conjunction with MoET, VNTC and DFAT

Provincial government misunderstands governance arrangements of the Program and seeks to take control of its operations and funding disbursement.

Program unable to operate according to the PDD and credibility of the ETF compromised.

D 4 M The likelihood of this risk has also been downgraded to ‘D – unlikely’ as the Program has worked closely with the MoET, VNTC, PTBs and SGs, to build understanding of, and agreement with, the governance structures of the TVET Centres and the funding disbursement processes of the ETF.

TL, DTL, TD, MoET, DFAT

Program and DFAT perceived to be favouring provinces with a TVET Centre over others and political pressure to expand training delivery to other provinces beyond a sustainable pace.

Reputation of the Program and DFAT damaged among key stakeholders.

C 2 M Communications/advocacy strategy in place making clear that TVET Centre model expansion is contingent upon GoV financial contribution.

Preparation of SDPs for all provinces. Through TPSS continue to support and use registered

training providers from all provinces and well as national TVET system support.

Support to Shefa businesses through DoT national capacity building program.

TL, TD, DTL, TPSSM, DFAT

FINANCIAL & ECONOMIC RISKSGoV departmental budgets unable or unavailable to provide counterpart contribution to proposed

Program sustainability compromised.

C 5 H Hold back significant new support to the sector/TVET Centre expansion until GoV commitment fulfilled.

Continue to engage the SAG in review of sustainability index and outcome/impact analysis to leverage SAG

TL, TD, DFAT

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Risk Effect on Program L C R Risk Treatment ResponsibilityTVET governance structures as per agreed MoET/VQA restructure and Ministerial commitment to staff TVET Centre positions through the PSC.

member influence to encourage GoV financial commitment.

Continue to demonstrate through clear evidence based reporting processes, the benefits of a coordinated decentralised TVET system.

Assist MoET and VNTC develop submissions to seek additional budget allocations.

Cost of training delivery not able to be reduced

Insufficient funds for ETF to be expanded to all other provinces

C 3 H Removal of participant allowances except in places of special need (eg: people with disability).

Leveraging of productive sector co-contribution to meet training costs

More targeted selection of trainees to focus on training outcomes and not trainee numbers.

TL, DTL, CMs

TECHNICAL RISKSTraining does not reflect economic development priorities of productive sector

Reduced employment and economic outcomes

D 4 M Use of technical assistance to update SDPs in Sanma and Malampa and develop new SDPs for the other four provinces to guide training delivery.

Continued focus on training plans collaboratively developed with productive sector representatives.

TL, DTL, CMs, TA

Insufficient number of registered training providers to meet provincial demand

ETF not fully utilised.Productive sector expectations not met.Reduced impact on economic development.

B 4 H This risk level has been upgraded due to increase in training demand, particularly in the Tourism sector and the possibility of TVET Centre expansion – strategies include:

Mobilise TA to assist training providers meet VNTC quality requirements and achieve registration.

Continue to coordinate TTTs to increase pool of qualified trainers and assist with their affiliation.

Expansion of BDS industry expert pool to support training provider delivery.

Support implementation of the review of the national

TL, DTL, TPSSM, TA

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Risk Effect on Program L C R Risk Treatment Responsibilitytrainer qualification system

Insufficient accredited courses

Training does not lead to a full TVET qualification, andis therefore not a pathway to higher level training and qualifications

B 3 H Mobilise TA to support training providers develop courses for accreditation in line with new VNTC accreditation policy and new training packages.

TSA, TL, TPSSM, TA

Skill standards of training courses do not meet productive sector requirements

Minimal employment and economic outcomes

C 4 H Mobilise TA to assist training providers improve training quality.

Facilitate increased industry expert input into courses delivered by training providers.

TTT training to improve quality of training delivery

TL, TA, TPSSM

Limited number of training providers recognised to deliver full Train the Trainer course

Insufficient number of TTTs conducted to provide increase in available trainers at provincial level.

C 4 H Support implementation of the review of the new trainer qualifications system.

Continue collaboration with APTC to develop pool of TTT trainers.

TL, DTL, TPSSM, TA

Lack of trainee access to micro-finance to follow-up with business development initiatives

Training does not lead to increased productivity, incomes and employment rates.

C 3 H Continue to cooperate with VANWODS, and Dept Coops Savings and Loan Scheme as well as support other income generation activity/grants e.g. NZ Aid Programme small grants scheme.

TL, DTL, BDSOs

ORGANISATIONAL RISKSMoET and VQA insufficiently staffed to manage the TVET sector.

Sustainability of Program support compromised.

C 4 H Continue advocacy work with MoET and the VNTC and SAG members

Use incentive mechanism of internationally-recognised management training for GoV staff

Support development of MoET and VNTC budget submissions

TD, TL, DTL, TSA

TVET system reforms supported through the Program constrained

Strategic reforms at the national level are not implemented, comprising the

B 4 H Continue to engage culturally sensitive TA with strong negotiation and relationship management skills.

Continue to advocate for small scale modelling in line

TSA, TL, DTL, TPSSM, TA

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Risk Effect on Program L C R Risk Treatment Responsibilitythrough unrealistic plans of partner agencies and lack of receptivity to pragmatic advice.

quality and quantity of TVET service delivery.

with resource availability consistent with partners’ over-arching long-term vision.

Inadequate performance of fully localized team to meet ToR requirements.

Program outcomes limited.Unsustainable reliance on international TA inputs.

C 4 H DTL to focus on Centre staff mentoring and performance management.

Engage current TL as a “Management Adviser” to support the DTL manage the Program strategically and operationally.

Recruit strategically – accepting candidates with key attributes and qualities with potential to learn skills on-the job.

TL, DTL, MA

Poor communication between national and provincial productive sector agencies’ staff working with the Program

Reduced national support for work of the TVET Centres.

D 3 M Continued efforts to engage national level stakeholders through communication strategy demonstrating partnership benefits.

MOUs to be signed with partner agencies to formalise collaboration strategies.

TL, PCCO, SPM

SYSTEM RISKSVNTC capacity not able to meet requirements of the new VQA legislation

Sector development constrained if VNTC (VQA) unable to keep up with demand for registration and accreditation applications in timely manner, with capacity to fulfil new ToRs.

B 3 H Program to provide technical support for implementation of VQA Act once legislated

Provide assistance to VNTC (VQA) for registration, accreditation and teaching/learning resources development and data management

TSA, TL

M&E RISKSHeavy reliance of local staff on M&E TA

Lack of local capacity to roll out and institutionalise M&E system

C 2 M Conversion of local M&E Officer role to M&E Manager Continued capacity building in this area to

progressively assume management of the Program’s M&E system

TL, TD, M&EA

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Annex 6 Position Description – Implementation Adviser

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POSITION DESCRIPTION (DRAFT)

Implementation Adviser

Vanuatu TVET Sector Strengthening Program

ROLE TITLE: Implementation Adviser

ORGANISATIONAL RELATIONSHIPS:

Working relationships with the TVET Program Team Leader, other TVET Program staff, Department of Foreign Affairs and Trade (DFAT) staff, Box Hill International (BHI) international projects staff.

REPORTS TO: Technical Director, TVET Program

DURATION: Average 2.5 days a week over 18 months

LOCATION: Melbourne, Australia, with significant travel to Program offices in Vanuatu.

DATE: January 2015

BACKGROUND

The Vanuatu Technical and Vocational Education and Training (TVET) Sector Strengthening Program is an Australian Government aid program which aims to support provincial economic development through targeted training and business development support services.

The Program supports activities which encourage a more responsive and better quality training system that is able to meet the skill demands of the productive sectors in provincial communities. The Program operates within existing structures and works with local training providers to deliver courses focused on employment and income-generation outcomes within a nationally recognised framework.

TVET Centres have been established in Sanma, Malampa and Torba provinces which offer a range of integrated training services. In the interests of sustainability and local ownership of its operations, the TVET Program has had, since the outset, a focus on capacity building of local staff with the ultimate objective of full localisation of in-country management. In line with this objective, as of January 2015, the local Deputy Team Leader will assume the position of Program Team Leader.

POSITION SUMMARY

Drawing from previous Team Leader experience, the Implementation Adviser (IA), will be responsible for supporting and mentoring the new local Team Leader (TL) to effectively manage the in-country operations of the TVET Program across all TVET Centre provinces and the Head Office in Port Vila, and to fulfil the in-country scope of services requirements of the contract between BHI and DFAT.

MAJOR OBJECTIVES

1. Provide mentoring and coaching support to enable the local TL to progressively assume effective independent management of in-country TVET Program/TVET Centre operations.

2. Build understanding of the local TL of the contractual and reporting requirements inherent in

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the management of an Australian Aid development program and build his capacity to meet those requirements.

3. Build capacity of the local TL to manage independently local TVET Program staff and international/local technical advisers, as well as effectively manage relationships with local stakeholders and DFAT staff.

MAIN RESPONSIBILTIES

1. Ongoing oversight of in-country Program operations and provision of strategic and operational advice to the TL to ensure successful implementation of Program/TVET Centre activity.

2. Provision of strategic management advice to the TL related to TVET Program/Centre staff performance management and professional development, as well as management of international/expatriate TA. Mentoring support to the TL in the design and delivery of the regular six-monthly whole-of-staff strategic planning/capacity building workshops.

3. Provision of assistance to the TL in strategic planning for Program implementation, particularly in relation to the collaborative roll-out of the ‘Pacific Women’ and ‘Economic Empowerment for Women in the Pacific Region’ initiatives and related stakeholder liaison, as well as implementation of the expanding ‘TVET for Tourism’ program and other integrated sectoral training plans.

4. Provision of capacity building support to the TL , and quality assurance responsibility, in relation to TL reporting requirements to both the Government of Australia and the Government of Vanuatu, and the drafting of external communications materials. Significant drafting inputs in relation to the preparation of the 2015/2016 Annual Plan and Program’s Activity Completion Report.

5. Provision of assistance to the TL in liaison with DFAT and BHI to ensure all contractual and operational requirements are met in-country, including design of, and participation in, workshop sessions with DFAT Senior Activity Manager and Technical Director to build the TL’s understanding of Australian Government systems, processes and expectations.

6. Identification of formal and non-formal professional development opportunities for the TL, both in Vanuatu and internationally.

Note: The incumbent can expect to be allocated duties, not specifically mentioned in this document, but within the capacity, qualifications and experience normally expected from persons occupying positions at this classification level.

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KEY SELECTION CRITERIA

ESSENTIAL REQUIREMENTS – POSITION CRITERIA

(INCLUDING QUALIFICATION REQUIREMENTS)

1. Significant Australian Aid Team Leader and project management experience.

2. Significant experience working in Vanuatu, with familiarity with networks and structures at both provincial and national levels.

3. Current understanding of the TVET system in Vanuatu and established working relationships with TVET sector stakeholders.

4. Significant capacity building and mentoring skills and experience.

5. Recognised relevant tertiary qualifications.

6. Experience in preparing strategic planning documentation and reporting for Government of Australia and Government of Vanuatu agencies.

7. Excellent communication skills, both written and oral.

8. Excellent stakeholder relationship and negotiation skills.

9. Demonstrated professional commitment to gender equity.

10. Competency in the use of MS Word, MS Excel, email and the Internet.

DESIRABLE ATTRIBUTES

1. Working level Bislama.

2. Working level French.

GENERIC – PACCT CRITERIA

1. Compliance

Comply with Institute’s Code of Conduct Comply with Institute’s policies and regulations, including equal opportunity, anti-

discrimination and harassment

Work safely and ensure others, including students work safely

2. Team Membership

Respects the needs and contribution of team members Accepts team decisions Takes responsibility for their own performance Provides support to other team members Demonstrates initiative within the team

Demonstrates a pro-active and enthusiastic demeanour within the Centre

3. Building Relationships

Contributes to achieving shared goals Actively supports the Institute’s Vision, Mission and demonstrates the Institute’s values

through behaviour

Provides high quality service to external and internal customers

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4. Fostering Change

Responds positively to change

Continuously improves their work processes

5. Problem Solving and Decision Making

Makes practical decisions which are directed towards achievement of the Institute’s strategic plan

Makes fair, consistent and equitable decisions Work is accurate and there is evidence of attention to detail Demonstrates initiative in considering alternative ideas

6. Communication

Effectively presents information – both orally and in writing Accepts and acts on constructive feedback Attend and actively participate in scheduled Centre meetings

OTHER IMPORTANT INFORMATION

Employment at the Institute is subject to a successful Police Records Check

No first aid qualification required.

Accountable Manager:

Name: Peter Morris

Signature: Date:

Incumbent:

Name:

Signature: Date:

Workplace Relations:

Position Description reviewed by: Deborah Stapleton Date:

Classification:

Classification established by:

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INHERENT PHYSICAL REQUIREMENTS

Physical Requirements Frequency

Posture Sitting at Workstation Standing Walking

Frequent – Constant

Occasional

Occasional

Upper Limb/Body Computer Operation Handwriting Reaching above shoulder and bending

below the knee to access files and books Sustained neck flexion when reading

documents Lifting and carrying equipment

Constant

Occasional-Frequent

Occasional

Occasional

Occasional

Trunk Twisting in a seated position to access drawers at the desk

Bending below the knee

Occasional

Occasional

Other Simultaneous talking on the telephone and writing down of notes

Climbing of stairs

Occasional-Frequent

Occasional

Work Environment

Indoor offices

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Annex 7 National Disability Inclusion Strategy for the TVET Sector

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The Disability Inclusion Strategy and Workplan are provided separately as a *.pdf documents.

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Annex 8 Improving the quality of teachers and managers in the TVET sector

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The trainer qualifications report is provided separately as a *.pdf document.

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Annex 9 Department of Tourism/TVET Program Partnership

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The Department of Tourism report is provided separately as a Powerpoint presentation.

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‘TVET FOR TOURISM’ – KEY INDICATORS – 2013 COMPARATIVE DATA

Benchmark 2011

2013Total

Activity Indicators

# accommodation business clients 10 27

# tours & activities business clients 3 30

Total TVET Centre clients 13 57

DoT + Call Centre officers involved 1 18

# workshops 5 33

# coaching meetings 50 192

Performance indicators

# accommodation business approved by DoT as reaching national minimum standards 0 25 out of 27

# TVET Centre Tourism clients able to market their product through a Call Centre 0 50

Average Key Performance Indicators (KPIs) for TVET Centre Tourism clients (max 100) 22 47

# TVET Centre clients listed in Trip Advisor 0 17

# new accommodations commercialised with TVET Centre assistance 1 9

# new tours or activities commercialised with TVET Centre assistance 0 11

# TVET Centre clients in Luganville approved by Carnival Australia 3 10

# TVET clients graduating in Hospitality or Tourism at APTC 0 5

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Annex 10 Monitoring & Evaluation Plan (V2)

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