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 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

1


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

2


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

3



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




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


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

4

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

4

INTERNAL PROCESSES

INTERNAL PROCESSES


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

5

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

5

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

6

INTERNAL PROCESSES



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

6

INTERNAL PROCESSESand



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

6

LEARNING & GROWTH

LEARNING AND GROWTH


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

7

imperatives strat obj balancescorecard

Economy & Finance