•quality and responsiveness institute approach

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7/23/2019 • Quality and Responsiveness Institute Approach http://slidepdf.com/reader/full/-quality-and-responsiveness-institute-approach 1/16 Raising the Bar – Quality and Responsiveness Institute Approach, Nepal Dr. Ram Hari Lamichhane Member-Secretary, Council for Technical Education and Vocational Training (CTEVT), Nepal  A!, Manila, "-# ec #$"%

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Page 1: •Quality and Responsiveness Institute Approach

7/23/2019 • Quality and Responsiveness Institute Approach

http://slidepdf.com/reader/full/-quality-and-responsiveness-institute-approach 1/16

Raising the Bar –

Quality and Responsiveness

Institute Approach, Nepal

Dr. Ram Hari LamichhaneMember-Secretary, Council for Technical

Education and Vocational Training (CTEVT), Nepal A!, Manila, "-# ec #$"%

Page 2: •Quality and Responsiveness Institute Approach

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Raising the bar

Nepal does not havenational qualitystandards but wants toraise the bar of qualityin its technical schools

  CTEVT Strategic Goal 2. Ensure

a quality, relevant and efectiveTVET System

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What can be done?

& se an !nstitute approach to quality i"prove"ent& #dopt quality standards for TVET at selected institutes

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The QIP Standards

& Governance and $anage"ent&  Teaching and %earning

& Support to Students

&  Teachers and &aculty& &acilities and Equip"ent

& 'udget and (esources

& $anage"ent !nfor"ationSyste"s )$!S*

& %in+ages to !ndustry andEnterprise

& (esearch and ,evelop"ent

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How to Start?

& !nstitutional Self-#ssess"ent- institutesassess their own

perfor"ance in relationto quality standards.rincipals leadinstitutional self-assess"ent. /or+shops

are held regularly.

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Leadership Matters!

& !nstitute %eaders who ta+e on a self-assess"entof their school0s perfor"ance1 who loo+ at thegaps they need to address and lead change forbetter quality1 will achieve better results thanthose who carry on with business as usual.

Leaders are people who do the right thing;managers are people who do things right.(Professor Warren Bennis)

Leadership is the art of getting someoneelse to do what you want done because he(she) wants to do it. (Dwight D.Eisenhower)

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Self-ssessent b"ilds sharedownership for change

anageent

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#e$t Step- Q"alit% Ipro&eent

Progra 'QIP( Plans

&  The 3 pilot institutes each

developed 4! plans to addressgaps between perfor"ance andstandards. lans included

ob5ectives1 activities1 ti"elines1person)s* responsible andresources required.

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S"pport )or QIP PlanIpleentation

&  The Training !nstitute for Technical !nstruction )T!T!* is

contracted to deliver training forinstitute sta6 and "anage"ent tosupport the 4! rogra". Supportand advisory services wereprovided by sta6 and consultantsfro" the S+ills ,evelop"entro5ect funded by the #,'.

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QIP Perforance "dit& The 7rst 4! erfor"ance #udit was conducted in 8uly 239

Nu"

ber

#ctivity :es No Co""ents

*o&ernance and Manageent # 7ve year strategic plan is for"ulated and lin+ed to the

CTEVT strategic plan

2 The annual operational plan is developed and lin+ed to thestrategic plan

Teaching and Learning; %esson lans are prepared for all classes

Teachers and )ac"lt%< #nnual perfor"ance Evaluation of teachers was conducted in 8une 239

S"pport to St"dents9 GES! sensitive Career Services and lace"ent nit

operational

+"dget and )inancial Reso"rces= (evenue Generation lan for 239>23= for"ulated

)acilities and ,"ipent

? &acilities $aintenance lan for 239>23= developed

Manageent Inforation S%stes 'MIS(@ articipated in wor+shop with ,atabase Consultant1 S,1 to

develop $!S plan for schools

Lin.ages to Ind"str%A Enterprise #dvisory and artnership Co""ittee noti7ed and

7rst "eeting held

Research and /e&elopent3 Tracer Study lan developed for one progra" or course

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nn"al Self ssessent 0%cle )%inas idhori $ilitaru GheBa ele"en1 ,an !onel %aBar1

&undatia (o"ano Ger"ana1 ... Ti"isora*

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QIP Instit"te pproach1 Iss"es and Sol"tions

Iss"e&  !nstitutes were candid in their self

assess"ents but overly a"bitious

in their 4! lanningSol"tion

& Negotiate with the institutes

#nnual 4! $ini"u" rogress(equire"ents and audit todeter"ine if "ini"u" require"entsare "et

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QIP Instit"te pproach1Iss"es and Sol"tions

Iss"e

& #dvisory and Support Servicesprovided not suDcient to advance

4! in the institutesSol"tion

& (ecruit 4! $anage"ent

Volunteers to wor+ with eachinstitution to provide guidancesupport and training

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2bser&ations

& !n the absence of a National 4ualityrogra"1 an !nstitute #pproach can beused to initiate quality i"prove"ent inthe TVET syste"

& %essons learned fro" the !nstitute#pproach can infor" the develop"ent ofa National 4uality rogra"

& !nstitutions tended to be overly a"bitious

& Signi7cant support and training arerequired to enable institutes to i"ple"entquality i"prove"ent.

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Than. 3o"

/r4 Ra Hari Laichhane$e"ber-Secretary1 CTEVT1 Nepal