Annex : Analysis of the changes in the functional dimensions of the Vanuatu TVET context between 2005 and 2015 2005 2015 Setting a Strategic Direction TVET Masterplan 2003-2010 provides a detailed plan for development of Government leadership on TVET emerging from both the political and the sector on directions set in Ministry corporate plans but there is no bureaucratic levels and both levels are increasingly responsive to clear vision for the sector and implementation plan not clear. sectoral and community demand and expectations. Uncertainty and confusion many local stakeholders as to what the A national TVET Policy adopted in March 2011, led by VNTC and purpose of TVET is. MYDST, and supported by the VTSSP. Explicit support for the TVET Policy in Cabinet and amongst Ministers, many Departmental heads and Limited recognition in government policies and budget allocations of the Provincial Administrators, although funding of it is not specified, economic or social value of an effective TVET system. implementation of its objectives is variable and there are no baseline measures or performance targets for many of the indicators. The TVET policy is well-integrated with other GoV plans such as the PAA. Fostering a Demand-Driven Approach GoV including for TVET recognise that a lack of skills is a major Links between TVET and economic development are better understood, constraint to development in the provinces and in priority economic most particularly at provincial level and in the Tourism & Hospitality sectors. sector and, to a lesser extent, the Agriculture sector. Government policies generally encourage a more demand-led approach Provincial Skills offer a useful model for how skills development can to training but strategies to achieve this are not developed. be prioritised based on economic assessments and are guiding provincial training delivery. Limited or no formal assessment of Vanuatu’s economic prospects and their implications for skills.
Annex : Analysis of the changes in the functional dimensions of the Vanuatu TVET context between 2005 and 2015 2005 2015 Setting a Strategic Direction TVET Masterplan 2003-2010 provides a detailed plan for development of the sector on directions set in Ministry corporate plans but there is no clear vision for the sector and implementation plan not clear. Uncertainty and confusion many local stakeholders as to what the purpose of TVET is. Limited recognition in government policies and budget allocations of the economic or social value of an effective TVET system. Government leadership on TVET emerging from both the political and bureaucratic levels and both levels are increasingly responsive to sectoral and community demand and expectations. A national TVET Policy adopted in March 2011, led by VNTC and MYDST, and supported by the VTSSP. Explicit support for the TVET Policy in Cabinet and amongst Ministers, many Departmental heads and Provincial Administrators, although funding of it is not specified, implementation of its objectives is variable and there are no baseline measures or performance targets for many of the indicators. The TVET policy is well-integrated with other GoV plans such as the PAA. Fostering a Demand-Driven Approach GoV including for TVET recognise that a lack of skills is a major constraint to development in the provinces and in priority economic sectors. Government policies generally encourage a more demand-led approach to training but strategies to achieve this are not developed. Limited or no formal assessment of Vanuatu’s economic prospects and their implications for skills. Links between TVET and economic development are better understood, most particularly at provincial level and in the Tourism & Hospitality sector and, to a lesser extent, the Agriculture sector. Provincial Skills offer a useful model for how skills development can be prioritised based on economic assessments and are guiding provincial training delivery.
vanuatu-tvet-independent-evaluation.DOCX