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Technical Vocational Education and Training Strengthening
COMPONENT 1: TVET NETWORK DEVELOPMENT .................................................................................................. 4
COMPONENT 2: CAPACITY BUILDING OF PRIVATE TVET CENTERS .......................................................................... 5
COMPONENT 3: PUBLIC PERCEPTION OF TVETS ..................................................................................................... 8
COMPONENT 4: SCHOLARSHIP AND EMPLOYMENT SUPPORT IN THE CARIBBEAN COAST ..................................... 9
MONITORING AND EVALUATION ........................................................................................................................... 9
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Acronyms
APRODESE Association for Sustainable Economic Development
AMCHAM American Chamber of Commerce in Nicaragua
ARY At-risk youth
ASOMIF Nicaraguan Association of Microfinance Institutions
BICU Bluefields Indian and Caribbean University
CADIN Nicaraguan Chamber of Industry
CARS USAID Community Action for Reading and Security
CC Caribbean Coast
CEDEHCA Center of Human Rights for Autonomous Citizens
CEFODI Center of Integral Development and Training
COPRAJ Occupational and Prevention Center for Youth and Adolescents
FADCANIC Foundation for the Autonomy and Development of the Atlantic Coast of
Nicaragua
FODI Integral Training and Development
FUNIDES Nicaraguan Foundation for Economic and Social Development
FY Fiscal Year
IMS Information Management System
INDE Nicaraguan Development Institute
LGBT Lesbian, Gay, Bisexual and Transgender
M&E Monitoring and Evaluation
MOU Memorandum of Understanding
MCJ Caribbean Coast Youth Roundtable
NGO Non-governmental organization
OCAT Organizational Capacity Assessment Tool
OQQIA Spanish Knowledge Code
RACCN Northern Caribbean Cost Autonomous Region
RACCS Southern Caribbean Cost Autonomous Region
TVET SAY Technical Vocational Education and Training Strengthening for At-Risk
Youth project
UNIRSE Nicaraguan Union for Corporate Social Responsibility
UPANIC Union of Agriculture Producers in Nicaragua
URACCAN University of the Autonomous Regions of the Nicaraguan Caribbean
Coast
USAID United States Agency for International Development
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Creative Associates International (“Creative”) is pleased to present the following report
highlighting project progress during the third quarter of Fiscal Year (FY) 2016 for
USAID/Nicaragua’s Technical Vocational Education and Training Strengthening At-Risk Youth
(TVET SAY) project.
Executive Summary
The TVET SAY project is a four-year effort (2015 – 2019) focused on strengthening institutions
that offer technical and vocational education to benefit at-risk youth from the Caribbean Coast
(CC) in Nicaragua. The TVET SAY project goal is to improve security in the CC by providing
youth with educational opportunities linked to jobs and livelihoods through strengthened
educational centers that can educate youth in areas where there is a market demand.
The TVET SAY project has four components with the following objectives:
1. Improve collaboration and information sharing among centers by establishing or
strengthening a network of training centers;
2. Strengthen private TVET centers to be “model” institutions, providing organizational
capacity building and creating private sector alliances;
3. Increase interest and perceived value of TVET programs through public awareness
campaigns, especially along the CC; and
4. Increase socio-economic gains for at-risk youth from the CC while enabling safer
environments.
During FY16 Q3, the team saw significant progress in foundational activities related to all four
components. With respect to Component 1, the team launched the National TVET Network with
48 participants, which included leadership from 27 institutions: 14 TVET centers, 9 firms/business
associations, and 4 civil society organizations. Participants discussed the core focus of the Network
and priorities for the upcoming quarter.
In line with Component 2, the team developed and signed Memoranda of Understanding (MOU)
with seven selected TVET centers and facilitated an introductory workshop on the Organizational
Capacity Assessment Tool (OCAT) and process. The team piloted, adapted and improved the tool,
and then applied it to the seven TVET centers. TVET SAY also made significant inroads with the
private sector this quarter, meeting with numerous firms that have expressed interest in partnering
with the program. The team received written confirmation that these companies want to collaborate
by providing internship opportunities and scholarships for at-risk youth (ARY); interested partners
include Fundación Victoria, Pricesmart, and OQQIA.
For activities related to Component 3, TVET SAY started the quarter with a youth-led project
launch attended by more than 200 stakeholders which garnered significant media attention, leading
to the publication of 20 articles about the program and TVET. The program continued to conduct
youth outreach through social media, and had over 700 Facebook fans at the end of the period. The
team continues to work through the youth perception survey and messaging and design of an
outreach campaign.
To kick off scholarships for Component 4, Fundación Victoria offered TVET SAY 15 full
scholarships in late June (13 of which were awarded during the quarter) for youth from the
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Caribbean Coast to study to obtain a certification as mid-level industrial electricity technicians in
Managua. The TVET SAY project identified 20 youth who were interested in pursuing this career
to apply for the scholarships through local non-governmental organizations (NGOs) working with
at-risk youth in the Southern Caribbean Cost Autonomous Region (RACCS) and the Northern
Caribbean Cost Autonomous Region (RACCN).
In addition, this quarter the team finalized the TVET SAY Monitoring and Evaluation (M&E)
Plan, completed the baseline assessment that will provide initial values for the M&E system, and
made progress toward developing an Information Management System for monitoring and
evaluation.
Component 1: TVET Network Development
Activity 1.1. Create National TVET Network
At a facilitated workshop on April 5, 2016, the team introduced the idea of the National TVET
Network and explained its purpose, which is to expand collaboration and information sharing
among TVET centers. 17 participants attended the workshop from the project’s eight core TVET
centers. On June 9, 2016, the project launched the National TVET Network in collaboration with
48 participants which included leadership from 27 institutions: 14 TVET centers, 9 firms/business
associations, and 4 civil society organizations. Roundtable discussions were held during the event
to develop the core focus of the Network, develop short-term goals, and set a date for the next
meeting. Participants showed a strong interest in a dialogue to discuss private sector needs and
modernization of TVET offerings.
A meeting was also held with the Caribbean Coast Youth Roundtable (in Spanish, the Mesa de
Concertación Juvenil or MCJ) in Bluefields, with the goal of expanding access to the National
TVET Network to the Caribbean Coast. The Roundtable is composed of universities, TVET
centers, NGOs and other training institutions: Bluefields Indian and Caribbean University (BICU),
the University of the Autonomous Regions of the Nicaraguan Caribbean Coast (URACCAN),
Young Entrepreneurs Network, the Center of Human Rights for Autonomous Citizens
(CEDEHCA), the Occupational and Prevention Center for Youth and Adolescents (COPRAJ),
Christian/AMC Medical Action, the Foundation for the Autonomy and Development of the
Atlantic Coast of Nicaragua (FADCANIC), and the Vicariate RACCS Catholic Church.
Roundtable members are interested in integrating and consolidating the network.
Based on the discussions at the launch of the National TVET Network and with Caribbean Coast
Youth Roundtable, the Network’s priorities for Q4 are to:
• Formalize the National TVET Network by defining the organization’s structure,
operational procedures, and name; developing a work plan; and establishing a list of public
policies related to TVET
• Develop a National TVET Network Newsletter, and identify contributors
• Continue to provide opportunities/tools/mechanisms for collaborating with the private
sector
• Integrate and consolidate the regional RACCS network, in partnership with the Youth
Roundtable
• Analyze and assess the need for sectoral networks
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Participants expressed concern about the lack of public sector participation in the Network which
may lead to limited information on governmental efforts related to technical vocational education
and missed opportunities for collaboration. However, participants recognize that public sector
participation is not always feasible during election years due to competing priorities. TVET SAY
continues to seek USAID guidance related to public sector concerns.
Component 2: Capacity Building of Private TVET Centers
Activity 2.1. Assess capacity of 8 target TVET centers
During Q3, the team developed and signed Memoranda of Understanding (MOUs) with seven
selected TVET centers, and facilitated an introductory workshop on the Organizational Capacity
Assessment (OCA) Tool and process. The team piloted, adapted and improved the tool, and then
applied it to the seven TVET centers.
TVET SAY led the development of MOUs in collaboration with the leadership from each selected
TVET centers. The team is planning to sign an MOU with BICU, the eighth core TVET, in July.
The table below provides a summary of signed MOUs.
Date Location TVET Center
05/11/2016 Managua Fundación para la Formación y Desarrollo
Integral (FODI) Escuela Roberto Clemente
05/11/2016 Managua Fe y Alegría, Nicaragua
5/12/2016 Managua Fundación Hedwig y Robert Samuel
05/16/2016 Managua Centro Juvenil Don Bosco
05/17/2016 Cinco Pinos,
Chinandega
Centro de Capacitación Técnica El Espino,
APRODESE
05/17/2016 Chinandega Fundación Chinandega 2001 (Rey Juan
Carlos)
06/13/2016 Managua URACCAN
The OCAT unit led the charge to develop and improve the OCAT in work sessions with the TVET
SAY team. The team selected BICU to pilot the tool, and through the process identified
improvements to the tool and the assessment process to be implemented prior to its use with other
institutions. The TVET SAY team coordinated with the USAID Community Action for Reading
and Security (CARS) project to avoid duplication of efforts. The CARS project is also working to
build capacity at BICU and URACCAN through the use of an OCA process, but are applying a
different approach.
The OCAT is a process of guided self-assessment. Organizations that are fully involved in the
process and identify their own strengths and weaknesses are better able to identify areas for
improvement and commit to implementing solutions. Ms. Largaespada held an introductory
workshop on the OCA process on May 12th. In the workshop, TVET center staff learned about
the goals of the assessment, developed an understanding of evaluation categories, and discussed
how to measure and document their capacity across all of the categories. Six TVET centers from
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the Pacific region were well represented, with 19 staff members in attendance (14 women and 5
men).
In coordination with the TVET Specialist and M&E Specialist, Ms. Largaespada held OCA work
sessions with each of the TVET centers. Directors from each TVET center organized a
multidisciplinary team composed of at least five staff members representing different areas of the
organization to participate in the assessment. The OCAT consists of several categories and sub-
categories, and the tool is a user-friendly Excel spreadsheet that includes rating levels for each
category. The categories (and sub-categories) include:
• Governance (mission/vision and organizational structure);
• Managing (operational policies, processes and systems);
• Human Resource Management (adequate human resources and managing staff
performance);
• Financial Management (financial systems, audits and management financial
sustainability);
• Organizational Management (strategic planning and stakeholder participation and decision
making, work plan development, change management, knowledge management and
internal communication);
• Technical Management (facility equipment, working with at-risk youth, career centers,
curricula, internships and real work experience, soft skills training and theory, practice and
research);
• Program Management (technical reports, networking, community involvement, platform
services and gender);
• Managing Project Performance (monitoring & evaluation and data quality control);
• Workforce Development (partnerships with the private sector, tracking graduates, quality
feedback, certification, workforce development and entrepreneurship); and
• Communication (brand promotion, external relations and relationship with partners and
stakeholders).
Each subcategory is defined and scored at the following capacity levels: low = 1, basic = 2,
intermediate = 3, and strong = 4. The tool provides a description with examples for each capacity
rating level in each sub-category. There is also a section for documentation, which is where the
organization lists documentation available that provides evidence for the capacity level rating. The
group discussed each category and sub-category to determine ratings, and the tool calculated
consolidated scores. The TVET SAY team completed baseline OCAs with Fundación Samuel,
Centro Juvenil Don Bosco, APRODESE, CEFODI, Instituto Rey Juan Carlos, and BICU. Fe y
Alegría/Roberto Clemente is still in process and URACCAN has been scheduled for July 21-22.
The TVET SAY team supported each TVET in developing an improvement plan for 2016-2017
as part of the 3-day work sessions conducted with each TVET center.
Preliminary results show that TVET centers commonly demonstrate a need for technical assistance
in a) governance, b) financial sustainability, c) equipment, and d) communication. Technical
assistance will be designed across categories to achieve the ultimate goal of better serving ARY,
and improving the quality of instruction and materials in TVET courses. The final OCA baseline
report will be complete at the end of July 2016.
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Activity 2.2. Facilitate partnerships with the private sector
During Q3, the TVET SAY team worked to build support among private sector actors and form
strategic alliances with leading businesses and associations. The TVET SAY team is seeking out
businesses that are interested in collaborating with the program and are also open to employing
youth from the Caribbean Coast, open to co-financing scholarships, willing to collaborate with the
core TVET centers, and willing to provide relevant information for monitoring and evaluation
purposes. All partners must also meet USAID criteria for alignment with USAID goals, positive
public image, social and environmental responsibility, social inclusion, and financial stability. The
team held meetings led by Mr. Blandon, a Private Sector Specialist, with numerous firms to
identify shared areas of interest and potential for collaboration. The four types of partners the
TVET SAY team is cultivating are listed below:
1. Caribbean Coast Alliances: Through these partnerships, TVET SAY seeks to create youth
employment opportunities, integrate youth entrepreneurs into value chains on the
Caribbean Coast, and co-finance scholarships. Initial firms identified and contacted this
quarter include: Central American Fisheries, Vargas Packing Plant, COOPEMET R.L.
(Tropifruta), Coproleche, and Grupo Monge (Gallo mas Gallo).
2. Enterprise–Center Alliances: The objective of these partnerships is to create sustainable
relationships between businesses and TVET centers to strengthen technical education and
employment opportunities for program graduates. Initial firms identified and contacted this
quarter include: Serlisa, Claro, Aceitera El Real, Grupo Coen, Draxelmaier, and
Pricesmart.
3. Mission-wide Alliances: These partnerships are broader than simply participating in the
TVET SAY program, and encompass strategic USAID allies with regional or global
presence. They have strong corporate social responsibility (CSR) programs and may
collaborate with TVET SAY by providing technical assistance, equipment, internships, and
financing for scholarships among other forms of suport. Initial firms identified and
contacted this quarter include: Fundación Victoria, Improdesa, CARGILL, Nicaragua,