Imperatives Strat Obj Balancescorecard
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Transcript of Imperatives Strat Obj Balancescorecard
DEVELOPING THE
MINDANAO TVET
ROADMAP, 2010-2015Mindanao TVET
Stakeholders ForumOctober 30, 2009
Davao City
IMPERATIVES FOR MINDANAO
TVET
Shape Up & Move Up
Imperative
E = MC2 Imperative
Small is Big Imperative
Green TVET Imperative
MinTVET FUND
Imperative
Information Imperative
IMPERATIVES FOR TVET
Shape Up & Move Up Imperative
The need to develop TVET Institutions to become “Quality-
Assured” and to gear up for specialized fields and higher
qualification levels
E = MC2 Imperative
The need to ensure employment success of TVET graduates
(The E = MC2 Imperative, where E is employment success, M is marketability/
acceptability & C2 is Competence & Character)
Small is Big Imperative
The need to address skills requirements of the
MSME sector
Green TVET Imperative
The need to address skills requirements for increased
productivity in the agricultural sector
MinTVET FUND Imperative
The need to diversify sources of funds to supplement revenues from
training fees, to finance developmental TVET
Information Imperative
The need to build up knowledge systems and connectivity about
TVET in Mindanao and the global marketplace
CUSTOMER
FINANCIAL
INTERNAL PROCESSES
LEARNING & GROWTH
BALANCED SCORECARDSTRATEGIC OBJECTIVES
Customer Perspective• Transformed and quality-assured TVIs with a
significant number providing specialized, higher end qualifications;
• Enhanced employment success of TVET graduates due to competence, marketability and Industry-TVI linkages
• A significant number of technopreneurs and skilled workers in the SME and Agriculture sectors, from among private TVET graduates
Financial Perspective
• Sufficient resources for use by private TVIs in developmental TVET and for transformational capability-building
Internal Processes
• Efficient on-line sharing of information and service provision among member-Institutions, partners, student/worker beneficiaries, employers, funders and other stakeholders
• Democratic and accountable governance, strong membership, and sound management practices are institutionalized
Learning and Growth
• MinTVET is a wellspring of TVET sector leaders and advocates, planners and advisers, and mobilizers of resources.
Transformed and quality-assured TVIs
Enhanced employment rate of TVET
graduates
Technopreneurs and skilled
workers in the SME and
Agriculture sectorsSufficient
resources for developmental
TVET and for transformation of
TVIs
Democratic governance,
strong membership,
and sound management
TVET leaders and advocates, planners
and advisers, and resource mobilizers.
Efficient on-line sharing of
information and service provision
CUSTOMER PERSPECTIVE
FINANCIALPERSPECTIVE
INTERNAL PROCESSES
PERSPECTIVE
LEARNING & GROWTHPERSPECTIVE
STRATEGICOBJECTIVES
MAP
MinTVETBALANCED
SCORECARD
CUSTOMER PERSPECTIVE
CUSTOMER PERSPECTIVEOBJECTIVES MEASURES TARGETS INITIATIVES
Transformed and quality-assured TVIs with a significant number providing specialized, higher end qualifications
TVET Quality Centers in specialized fields
One TQC per region on specialized field (eg. designer jewelry, designer fashion, metal fabrication, product designing, computer animation, wellness and spa, landscaping etc.
TVET Quality Center Development Program:
• Advocate for Quality Centers• Conduct needs assessment/
benchmarking• Access training for school heads• link schools with donors• Monitor and evaluate• Launch Quality Centers
TVET Quality Centers for higher-end qualifications
One TQC per region for higher-end qualifications in any of the 10 priority sectors
Number of TVIs implementing Quality Mngt Systems
60% of MinTVET direct members are implementing QMS
Quality Management Systems Development Program• Advocate for QMS establishment• Conduct CBNA / benchmarking• Access training for school officials• Access technical assistance for schools• Monitor and evaluate• Award QMS
20% of private TVI’s are implementing QMS
Number of APACC or ISO Certified TVET Institutions
One (1) APACC or ISO-certified per region
• Advocate for Voluntary Accreditation• Select TVIs for ISO accreditation or
APACC accreditation• Access technical assistance for schools• Monitor compliance with ISO process
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CUSTOMER PERSPECTIVE
OBJECTIVES MEASURES TARGETS INITIATIVES
Enhanced employment rate of TVET graduates due to competence and marketability and Industry-TVI linkages(E=MC2)
Number of Graduates with enhanced MC2
At least 50% with enhanced MC2
• Secure MC2 criteria from Industry• Review existing curricula• Develop MC2 enhanced-curricula
with Industry sectors;• Advocate for MC2 enhanced-
curricula• Secure technical assistance as
necessary
Acceptance rate of TVET graduates in big firms
Increasing preference of TVET graduates in job hiring by big firms, by 50% of current
• Establish data on acceptance rates of TVET graduates in big firms;
• Strengthen linkages and information sharing with big firms
• Disseminate MC2 requirements of Industry during enrolment
• Conduct assessment for acceptability with Industry after graduation
• Seek funding for research and database development
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CUSTOMER PERSPECTIVEOBJECTIVES MEASURES TARGETS INITIATIVES
A significant number of techno-preneurs and skilled workers in the SME and Agriculture sectors, from among private TVET graduates
Number of SME workers with upgraded skills in selected Industries
20,000 SME workers in different sectors
SME SKILLS UPGRADING PROGRAM• Conduct exposure trips and training on
SMEs• Design skills upgrading courses for SME
workers• Design training modalities for reaching
SMEs• Advocate for skills upgrading for SME
workers• Link with SME associations• Mobilize funds from donors, LGUs,
politicians, NGAs
Number of Technopreneurs from TVI graduates
1,000 Technopreneurs in 5-yrs
• Establish SME Incubation Centers• Link with MEDCO, DTI, DOST, DA for
technical assistance• Develop curricula for
technopreneurship• Mobilize funds from donors, LGUs,
politicians, NGAs• Publish success stories in
technopreneurship
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CUSTOMER PERSPECTIVEOBJECTIVES MEASURES TARGETS INITIATIVES
A significant number of techno-preneurs and skilled workers in the SME and Agriculture sectors, from among private TVET graduates
Number of skilled workers in agriculture qualifications
30,000 trained for Agriculture
• Conduct exposure trips and training on Agriculture
• Design skills upgrading courses for Agri workers
• Design training modalities for reaching Agri cultural workers
• Advocate for skills upgrading for Agri workers
• Link with SUCs in Agriculture, DA, DAR, LGUs, DENR
• Mobilize funds from donors, LGUs, politicians, NGAs
• Set-up Private Demo Farms / schools
CUSTOMER PERSPECTIVE
OBJECTIVES MEASURES TARGETS INITIATIVES
A significant number of techno-preneurs and skilled workers in the SME and Agriculture sectors, from among private TVET graduates
No. of SME workers with upgraded of skills in selected Industries
20,000 SME workers in different sectors
SME Skills Upgrading Program
• Conduct exposure trips and training on SMEs• Design skills upgrading courses for SME workers• Design training modalities for reaching SMEs• Advocate for skills upgrading for SME workers• Link with SME associations• Mobilize funds from donors, LGUs, politicians, NGAs
Number of technopreneurs from TVI graduates
1,000 Technopreneurs in 5-yrs
• Establish SME Incubation Centers• Link with MEDCO, DTI, DOST, DA for technical
assistance• Develop curricula for technopreneurship• Mobilize funds from donors, LGUs, politicians, NGAs• Publish success stories in technopreneurship
Number of skilled workers in agriculture qualifications
30,000 trained for Agriculture
• Conduct exposure trips and training on Agriculture• Design skills upgrading courses for Agri workers• Design training modalities for reaching Agri cultural
workers• Advocate for skills upgrading for Agri workers• Link with SUCs in Agriculture, DA, DAR, LGUs, DENR• Mobilize funds from donors, LGUs, politicians, NGAs• Set-up Private Demo Farms / schools
FINANCIAL PERSPECTIVE
FINANCIAL PERSPECTIVE
OBJECTIVES MEASURES TARGETS INITIATIVES
Sufficient resources for use by private TVIs in developmental TVET and for transformational capability-building
Amount/Value of funding packages for transformational capability-building accessed from Funding Institutions & government
• Average of P15M of technical assistance for MinTVET and TVIs per year FUND GENERATION
FOR DEVELOPMENTAL & TRANSFOR-MATIONAL TVET
• Conduct development Needs Analysis of TVIs;• Set guidelines and
selection criteria• Submit proposals to
Funding Inst and government agencies• Provide technical
assistance to TVIs• Track progress
• 15 – 20 scholarship grants per year, for short and long-term training
• Average of P20M of grants and assistance for equipment and other infrastructure
• Average of P5M from Government Agencies & LGUs for developmental TVET (Agri & SMEs), per year
Number of TVIs granted financial assistance for development
• 3 Institution-beneficiaries per year, starting Year 2
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FINANCIAL PERSPECTIVEOBJECTIVES MEASURES TARGETS INITIATIVES
Sufficient resources for use by private TVIs in developmental TVET and for transformational capability-building
Percent of government scholarship shares accessed through voucher system
• P10M Student Scholarship packages per year, starting Year 2
• 20% of middle managers and faculty of MinTVET TVIs are recipients of scholarships
STUDENT SCHOLARSHIPS & ASSISTANCE
• Seek out government funding for student scholarships
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INTERNAL PROCESSES
INTERNAL PROCESSES
OBJECTIVES MEASURES TARGETS INITIATIVES
Efficient on-line sharing of information and service provision among member-Institutions, partners, student/worker beneficiaries, employers, funders and other stakeholders
Number of Institutional websites of members
100% of member-Institutions have Institutional websites, by Year 2
• Advocate for website development of member-Institutions• Form e-group of
MinTVET members and with others• Provide technical
assistance in updating data
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INTERNAL PROCESSESOBJECTIVES MEASURES TARGETS INITIATIVES
Efficient on-line sharing of information and service provision among member-Institutions, partners, student/worker beneficiaries, employers, funders and other stakeholders
Number of provincial and regional hubs created
At least 20 provincial hubs and 5 regional hubs
MinTVET Interactive Portal
• Create data base and other portal services• Design and upload
Mintvet website• Create provincial
and regional hubs• Design e-learning
modules• Gear up TVIs for
offering e-learning• Promote / Market
the use of Mintvet portal• Continuously solicit
advertisements• Link Mintvet website
to other global sites
Number of member institutions, students, parents and other stakeholders accessing information through MinTVET interactive portal
20,000 access and hits, by Year 5
Number of links of TVET Institutions’ website
100% of member-Institutions linked to website, by Yr 3
Growth Rate of advertisements posted on Mintvet web
20% growth rate in web advertisements annually
Subscription growth rate of users
5% subscription growth rate annually
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INTERNAL PROCESSESandOBJECTIVES MEASURES TARGETS INITIATIVES
Democratic and accountable governance, strong membership, and sound management practices are institutionalized
Consultative, rational, participatory policy decision-making process is observed by the Board of Trustees
• Fully achieved by year 1• Succession is
systematic, effective and consistent with policies and by-laws, starting Year 1 (2010)
ORGANIZATIONAL DEVELOPMENT PROGRAM
• Train Officers on Organizational Development
• Organize Mintvet Secretariat as implementing arm of the Board
• Re-align organizational structures
• Develop and implement Policy & Operations Manual
• Monitor and evaluate
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INTERNAL PROCESSES
OBJECTIVES MEASURES TARGETS INITIATIVES
Democratic and accountable governance, strong membership, and sound management practices are institutionalized
Strong and active membership
• At least 51% of private TVIs are individual-Institution members, by Year 5• At least 80% are
active members• 50% of Industry
partners are Associate Members, by Year 5
MEMBERSHIP GROWTH & DEVELOPMENT
• Conduct information, education and campaign
• Recruit and orient new Individual –members Institutions and Associate Members
• Produce and publish IEC materials
• Conduct membership fora , capability-building, social marketing activities to strengthen active membership
• Install feedback mechanisms to address complaints and concerns
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INTERNAL PROCESSESand
OBJECTIVES MEASURES TARGETS INITIATIVES
Democratic and accountable governance, strong membership, and sound management practices are institutionalized
Sound financial systems are in place and observe
• 80% of members updated in paying annual dues• All financial
management systems are compliant with sound practices by Year 1
• 100% of financial transactions are compliant with procedures and transparent, by Yr 2
FINANCIAL MANAGEMENT
• Install accounting systems and procedures
• Strengthen internal controls and audit
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LEARNING & GROWTH
LEARNING AND GROWTH
OBJECTIVES MEASURES TARGETS INITIATIVES
MinTVET is a wellspring of TVET sector leaders and advocates, planners and advisers, and mobilizers of resources.
MinTVET is widely recognized as the leader in the Mindanao TVET sector
• All NGA partners regard Mintvet as the leading voice of the sector
• Industries regard Mintvet as a reliable and valuable partner
• Conduct continuing capability-building on leadership and management for officials of Mintvet TVI members
• Establish strong linkages with local and international partners
• Conduct monitoring on the policies and implementation of MinTVET advocacies
• Mobilize funds from donors, LGUs, politicians, NGAs, funding institutions.
Number of local and international partnerships
• MinTVET has partnerships with local and international funders involving at least 30% of member TVIs
Participation of MinTVET member TVIs in Provincial, regional and national policy-making bodies in TVET-related concerns
• Mintvet member-TVIs participate in ALL provincial, regional and national TVET policy-making bodies
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