Institutional Development & Accreditation

Institutional Capacity Development & Accreditation (ICDA)

Tarekegn Bulcha

D.Director

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Institutional Capacity Development (ICD) is a crucial determinant of all development measures, because without adequate Capacity it is impossible to achieve the predetermined development objective. Capacity development is the means by which individuals and organizations obtain, strengthen and maintain the capabilities to set and achieve their own goals. Institutional Capacity Development focuses on buildings on existing capacity than building new capacity. Therefore, institutional capacity development is a crucial determinant of all development measures, because without adequate Capacity it is impossible to achieve the predetermined development objective.

Institutional capacity development includes the regular and continuous monitoring, evaluation and support of the TVET institutions to enhance their capacity to deliver quality training. Logistic support is one of the most important requirements to conduct regular monitoring and support to address all the TVET institutions and Zonal and District TVET offices. In addition to continuous monitoring and support program institutional capacity building can includes the support program of full filling Sarver based Information Communication Technology (ICT) infrastructure to network and strengthen information sharing channels of the colleges in and across the Region. It also includes the support program of supplying Machineries, Equipment and Tools for Colleges to deliver quality training and produce competent workforces for the market. In many colleges machines and equipment are not functional because of the lack of regular maintenances schedule and follow up. The knowledge and skill gap is another problem to maintain the machines. It is not easy to give capacity development training for each instructor on each machine, because it requires high amount of budget. Therefore, we deliver cluster based Trainers of Trainees (TOT) training on how to maintain and conduct regular maintenances schedules of the machines.

Accrediation of TVET Institution

The system of accreditation of TVET institutions will be reorganized in order to establish a supportive and encouraging accreditation structure geared towards maintaining quality TVET institutions. Accreditation serves for two purposes. These are:

  1. To set quality benchmarks for TVET institutions, to identify and offer support to institutions so that they meet the required quality standards and to assess the level of achievement;
  2. To attain transparent working systems in the TVET market, thereby protecting trainees from low quality TVET provision.

Currently, accreditation is based on quality indicators defining physical and human resource assets (such as availability of classrooms, workshops, number and qualification of teachers, etc) derived from national curricula. Reflecting the new curricular flexibility in the TVET system, these quality indicators will be redefined. The new indicators for accreditation will be on internal quality management processes in the TVET institutions, such as capacities for labour market analysis and curriculum development, personnel management and human resource development strategies and financial management. Considering good practices in other countries, the development of a graded accreditation system comprising different levels of accreditation representing different quality management achievement levels is envisaged, i.e. different capabilities of TVET institutions to responsibly develop and implement TVET programmes in accordance with the defined national occupational standards.

Descriptions

The Strategic priority focus areas of Institutional Capacity Development and Accreditation Directorate are: Expansion of public and Private TVET institutions; Ensure the accessibility and equity of public TVET expansions; Purchase and supply of machines, equipment and tools for public TVET institutions through national and international bids; Conduct machine maintenances using regional and national experts; Implementation of Institutional Standards and conduct regular monitoring and evaluation to maintain the standards; Conduct program accreditation to all public and private TVET institutions and program accreditation canceling in case of unlawfulness; Ensuring quality of TVET Training; Formulating Institutional Development and Accreditation related rules and guidelines; and open new and close new and obsolete programs respectively based on the labor market demands.

The major tasks which are undertaken by the directorate are:

  • ¬†Assess Public and Private TVET Institutions expansion needs based on labor market needs;
  • Encourage the expansion and accessibilities of both Public and Private TVET Institutions. based on available resources and their Distinctive Area of Competences (DAC);
  • Ensure the preparation Institutional Development Plan (IDP) of all TVET Institutions once in five years;
  • Encourage Community Participation on TVET financing;
  • Facilitate Income Generation of the TVET Institutions;
  • Ensure KAIZEN Implementation in TVET Institutions;
  • Implementing accreditation of non-public TVET institutions in a predictable and timely manner following the relevant rules and regulations;
  • Facilitating access to appropriate land and buildings for TVET Institutions;
  • Supply machines, equipment, tools and reference books to TVET Institutions which are obtained through government purchase or donated by other organizations.
  • Maintaining continuous consultation processes with representatives of non-public TVET providers in order to identify region specific development schemes for non-public training provision;
  • Harmonizing the planning of public TVET provision with the non-public TVET sector in order to avoid duplication of supply and overlapping effects;
  • Making labour market information, occupational standards, TVET specific regulations and other relevant information and research outputs available to the non-public TVET sector;
  • Promoting the responsible and efficient use of scarce resources of TVET institutions;
  • Oversees and ensure the implementation of funds for NGO supported TVET institutions;
  • Developing entering and exit strategy of TVET program based on labor market information.