Strengthening Technical and Vocational Education and Training ...

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36 Supplementary Appendix G LMIS staff should send drafts of labour market data and information to their counterparts at NIS, MoEYS and to other stakeholders before their publication. They should regularly meet with all stakeholders to collect feedback. To facilitate this, a meeting room for 30 persons will be required (activity 1.2.1.b – page Error! Bookmark not defined.). This room can not only be used for consultations with stakeholders but can also be used for regular training of VETMIS and LMIS staff and for regular briefings of MoLVT staff about hot topics in LMIS. Deployment of VETMIS and Data Load The deployment of VETMIS in 38 training institutions, in 24 provincial offices of MoLVT and in MoLVT itself is not just an issue of distributing CDs for the installation of software. Training has to be planned for a time when training institutions and VET managers are not too busy and are not involved in other training activities. There is also the need to adapt organizational procedures (activity 1.2.7.a – page Error! Bookmark not defined.) and legal provisions (activity 1.2.7.b – page Error! Bookmark not defined.) to the arrival of VETMIS. One task will be to load the initial set of data into VETMIS so it can become operational for day-to-day management. The strategy of a modular implementation of VETMIS (see page 32) will spread this task over a longer period of time thus causing less disruptions. The regional support persons (see activity 1.2.5.f – page Error! Bookmark not defined.), who will also be responsible for general management training, will have to focus on VETMIS during the period of time when VETMIS modules are deployed. Training and Change Management Given the current low level of familiarity with computerized procedures in VET management, emphasis will be given to thorough training of VETMIS users and of LMIS officers. The proposed modular approach paces the deployment of VETMIS and LMIS over a longer period of time and allows a slower absorption of the systems. This is one element of the implementation strategy. The most important element of the strategy is the development of human resources, the training of staff involved in the systems and a change management strategy that changes the mindset of VET managers. Not only the use of VETMIS will be very new but also to the concept of Monitoring and Evaluation of the quality of VET provision, which is one function of VETMIS. Regional VETMIS support centres will be established in the locations shown in annex 11 (see also activity 1.2.5.f – page Error! Bookmark not defined.) to ensure that help and support is not only available in Phnom Penh but ‘next door’ in provinces for easy access and communication. Another element of the implementation strategy is to make internal and external stakeholders aware of the purposes and objectives of VETMIS and LMIS. With this goal, a kick-off workshop will be organized, followed by a mid-term workshop (activity 1.2.7.d – page Error! Bookmark not defined.) to trigger cooperation and buy-in by the stakeholders. This strategy will be supported by the production and wide distribution of various types of promotional material (activity 1.2.7.d – page Error! Bookmark not defined.). Sustainability As shown in the diagram of the section “Implementation Logic and Strategy” (page 31) the project has to be planned and implemented in a way that its outputs will continue to be operational after the lifetime of the project. The modular approach (page 32) is one component of the strategy for sustainability. Another element of the strategy is to use to a maximum possible extent existing staff for the operation of the systems during the project’s
Supplementary Appendix G 37 life time. Project staff like the IT Coordinator at central level (see page 48) and the local support persons in 7 provincial support centres (see activity 1.2.5.d – page Error! Bookmark not defined.) will not be involved in the operation of VETMIS and of LMIS but only in the training and coaching of existing government staff who, at the end of the project, will be able to continue VETMIS and LMIS operations without external assistance. Visibility and Advocacy The purposes of VETMIS and of LMIS and their importance for the quality of the VET sector and the efficiency of its management have to be publicized internally within the VET administration and externally to the stakeholders. Activity 1.2.7.d (page Error! Bookmark not defined.) provides for the following measures of advocacy: o A kick-off workshop with participants from MoLVT, its provincial offices, TVET providers and stakeholders will explain the objectives of the systems and their importance for the improvement of the VET sector. The goal of the workshop will be to generate a willingness to cooperate in the development of the systems. o The kick-off workshop will be followed by a mid-term workshop, in which the results of the projects and the plans for the remaining work will be presented to the same participants as in the kick-off workshop. o Promotional material such as information flyers, conference folders, pens and CDs or flash drives with main documents in digital format will be produced and distributed widely to make VETMIS and LMIS more visible. Organizational Structure Current Structure The diagram below shows the current organizational structure of MoLVT. The departments that can be considered as direct data providers and/or as users of VETMIS and LMIS information are surrounded by grey boxes with red frames. The arrows in the diagram below indicate the departments and offices that will have to play an active role in managing and updating VETMIS and LMIS. Activity 1.2.7.a (page Error! Bookmark not defined.) will assess whether this is the optimal organizational arrangement for managing VETMIS and LMIS efficiently.
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