DMTVET

Deputy Ministry of Technical and Vocational Education and Training (DMTVET)

 

The DMTVET is implementing the following component:

Component 2: Improve Relevance, Quality and Efficiency of TVET (Total $18.5 million, IDA $12.5 million and Norway $6.0 million’)

The objective of this component is to improve the relevance, quality and efficiency of TVET programs, and to increase the number of graduates from these programs, through the establishment of a new institute, and by undertaking rehabilitation and reforms of a select number of other institutions. Initially, training programs will be contracted out to experienced, national and international training institutions through partnership arrangements. The partners will develop and implement comprehensive training packages, using competency-based approaches in selected sectors, and simultaneously develop indigenous capacity so that over a medium-term, the institutions involved may become academically self sufficient. These training packages will be designed in such a way as to allow them to be fitted onto the NQF once it is established. There is sufficient information regarding the priority sectors to allow for the Component 2 to be implemented simultaneously with Component 1. Programmed activities will focus on both direct teaching of students and on the critical area of training of TVET teachers. This component is envisaged as a broad-based one which will allow multi-trade, multi-center as well as specialized vocational training and education centers to be established under its various sub-components.

 

Sub-component 2.1: Establish the National Institute of Management and Administration INIMA) (Total$1 1 million, IDA $5.0 million and Government o f Norway $6.0 million)

This sub-component i s aimed at establishing a new National Institute o f Management and

Administration which will offer programs in three key areas: (i) Management and Administration, (ii) Accounting, and (iii) In formation Technology. The Institute will cater to student at Grades 13 and 14. Management and activities within the Institute will be contracted out to international training providers. A new, fully equipped, campus will be developed. This sub-component will be executed in a partnership with USAID (parallel financing) and the Government of Norway (co-financed with IDA through the

Afghanistan Reconstruction Trust Fund, ARTF). A Memorandum of Understanding (MOU) signed between the MOE, USAID and the Government of Norway, identifies the specific roles of the various parties, with Norway committing to financing the establishment of new, physical infrastructure and goods needed for the school and to finance the rehabilitation o f existing facilities to serve as temporary accommodation, with USAID committing to supporting the ‘software’ needs of the new Institute, such as, technical assistance and some of the operating costs for the first three years. It is anticipated that the contribution from USAID, particularly in terms of direct technical assistance will decrease over time and the Institute will be run more and more by Afghans. The MOE/GOA has also committed to take on an increasing share of the operating budget and cover all local costs by the end of Year 3. IDA proposes to also finance the establishment o f the new institute and the rehabilitation o f temporary facilities. In addition, IDA will finance scholarship support to the students and goods and equipment, such as, computers, dormitory and classroom furniture, books, and a few vehicles.

Sub-component 2.2: Institution-Based Reform Package (Total $7.0 million IDA $7.0 million”)

This sub-component aims to support reforms and rehabilitation in the remaining institutions within the DTVET mandate. These include the 42 institutions currently operating in Afghanistan and which have not received support from other donors. Institutes under the DTVET, seeking financial and technical assistance, will self-select into the program by expressing a willingness to undertake the reforms needed to improve their relevance, quality and efficiency. Reform measures would include inter alia: (i) administrative and management process reforms, specifically by expanding stakeholder participation in institute management, (ii) focusing on priority training sectors (administration and management, accounting, ICT, basic engineering and agriculture), and (iii) committing to a decentralized TVET management framework in which at the end o f five years the institute i s operationally and financially autonomous.

The MOE will develop a detailed guidance document on what the reforms and rehabilitation package will include and state the initial conditions and undertakings that have to be met by institutions intending to participate in the program. The MOE will then review the responses of the individual institutions and decide upon institution specific strategies and action programs within the institute. The project will finance such support, including process consulting and technical assistance, physical upgradation, appropriate purchase of new equipment, and faculty training and support as may be identified.

Sub-component 2.3: Management Reforms in DTVET (Total $0.5 million, IDA $0.5 million)

This sub-component aims to support reforms within the DTVET which will ensure that: (i) the various departments and personnel within DTVET develop a better understanding o f the structure and functioning of modem TVET systems and become more responsive to market needs and accountable for effective vocational training delivery for institutions under their control, (ii) concerned staff and officer understand and implement the imperatives of the whole project and address internal capacity building issues as necessary, (iii) the administrative procedures within DTVET are re-oriented in terms of the wider responsibilities that the implementation of the project will entail. In as much as the DTVET is a major driver of the whole project, it is the responsibility of this directorate to ensure that there is a seamless integration between internal DTVET reforms and external structural changes brought about through the creation of the ANQA, the Qualifications Framework and the NVETB. Therefore, internal reforms shall be designed and implemented in such a manner that the overall project objectives are always fully supported. Simultaneously with these visualized changes, capacity will also be built within the DMTVET to frame administrative and other policies based on the information that is received from the monitoring and evaluation units and agencies. Lastly, this sub-component will also focus on the Management Information System (MIS) needs of the DTVET and the IT infrastructure needed to support it.