HAWASA TEGIBARED

TVET COLLEGE
STRATEGIC PLAN.

Prepared by:-Abraham Tesfaye

Dead line Nov2015-Nov2019 Ec

 Vision and mission
• Vision
To build competent and competitive man power that will
contribute to Ethiopian's overall prosperity

MISSION

Contribute to the overall prospertiy of the country by

producing low and medium level competent and skilled man
power.Identifying and transferring problem solving technology ,
and providing full package extension service to the industry.
 CHAPTER ONE
Introduction
1. BACKGROUND INFORMATION

Hawasa Tegibare TVETcollege is located in sidama regional state,Hawasa

city southern part of Ethiopia. The college is located within the Hawasa
sub city of mobile Sefer at main road on 150,000 hectare piece of land
and additional 50,000hectare prepared .It was founded by the Ethiopian
government of educational strategic policy,who appreciated the value of
vocational oriented education with specific emphasis on construction
department , manufacturing and Economic sector Training. The institution
is now focusing its training programmes towards meeting the challenges
arising from rapid technological advancement, education policy and
labour market changes. As a training institute of TVET ,has prioritized
Institutional Capacity Building; ICT Capacity Building, Collaborations and
Partnerships; Corporate Governance, Research and Development and
Corporate Image in line with Ethiopian they goals and other Government
policies.
 1.1 mandate

The mandate of Hawasa Tegibared Tvet college

is to facilitate the acquisition of high quality
technical skills and knowledge in line with the
government policy so as to ensure that its
graduates are of world class standards. Its
mandate is derived from TVET objectives
(check government policy).
 Objectives
Objectives of the HawasaTegibared TVET Strategy
1.2.1 The overall objective of this Institute is to create
a competent, motivated, adaptable and innovative
workforce in Ethiopia contributing to poverty
reduction and social and economic development .
 1.2.2 Specifically, this Strategy aims :

- Strengthen Tegibared Hawasa T VET institutions in view of making them Centres for Technology Capability,
Accumulation & Transfer

- Create a coherent framework for all actors and stakeholders in the college system

- Establish and capacitate the necessary institutional set-up to manage and implement Tegibared colleges in
ensuring quality management system (QMS)

-
Improve the quality of Tegbared college (formal and non-formal) at all levels and make it responsive to the needs of
the labour market

-
Facilitate the expansion of relevant Tegbared college offers which are crucial to national development

-Strengthen the private training provision and encourage enterprises to participate in the Tegibared T VET

-
Empower women and rural people through skills development

- Ensure equal access of women and people with special needs in college.

-
Strengthen the culture of self-employment and support job creation in the economy.

-Develop a sustainable financing system for college with efficient and cost-effective delivery systems and
management structures

_ Build the necessary human capacities to effectively manage and implement college
 1.5 core valves
• i) Prof essionalism – We are committed to the highest levels of achievement obtainable
through competence and pertinent skills.

(ii) Teamwork – We encourage positive teamwork and positive contribution f rom its
motivated and innovative workf orce.

(iii) Honesty – We conduct our business with employees, parents/sponsors, customers and
other interested parties in an honest, f air and caring manner.

(iv) Evidence based decision making – We observe good corporate governance at all times.

(v) Competitiveness – We practice f air competition.

(vi) Health and saf ety – We embrace internationally accepted health and saf ety practices
in our operations.

(vii) Innovation and creativity – We promote innovation and creativity in our training
programs, service delivery and governance.

(viii) Courtesy –We will handle all customers and other interested parties with respect and
kindness.
 CHAPTER TWO
2.0 Guiding and conceptual principles .
• 1 Demand-orientation
• 2 Quality and Relevance
• 3 Equal access and equal oppurtunity
• 4 life-long learning
• 5 Gender -sensitivity
• 6 Contributing to the fight against HIV/AIDS
• 7 Contributing to Environmental protection.
2.1 Conceptual principle.
1 .Making Hawasa Tegibared TVET Institution centre
of Technology Capablity Accumulation and transfer.
2.Public Private Partinership.
• 3 Out-come based approach.
• 4 stakeholders lnvolvement.
• 5 Efficiency
• 6 Introducing ICT to the Hawasa Tegibared TVET
System.
 CHAPTER THREE
• 3.0 STRATEGIC PLAN IMPLEMENTATION AND ANALYSIS.
• 3.1 STRATEGIC THEMES
• Strategic themes are the key performance areas in which an
organization must excel to achieve its mission and vision, and
deliver value to customers. They are the organization's pillars
of excellence. The strategic themes of Tegibared tvet for the
planning period are:

1. Quality and competent graduates

2. Infrastructure Development

3.Technology transfer and research

4. Trainees Welfare
 • Functional Department's of Tegibared T VET

.1 ICT

2. Automotive technology

3.Administrative of f ice.

4. IEMD

5. BEI

6.Sanitary Installation

7. Surveying
8 .Hair dressing

9. Agro-processing

10. Garment

11. GMFA

12 .Constructio
• Enrolment and graduates about feature 5 Years done
on Table 1
• Assessed and certified feature 5 Years done on Table
2
• Employment and skills utilization of trainees feature 5
Years also done on Table 3
• Physical Resources done on
Table4 .Building and other facilities.
 CHAPTER FOUR
4.0 Human Resource Development for Hawasa
Tegibared TVET Staff.
4.1. Initial and Further Training of Tegibared TVET
Teachers and Instructors.
4.2. Creating Conducive Work Environment for Hawasa
Tegibared TVET Staff
 CHAPTER FIVE
INSTITUTIONAL STRUCTURE
• 5.1 THE COUNCIL
• 5.2 MANAGEMENT STRUCTURE
• 5.2.1 Dean office
• 5.2.2. Technology Transfer and Industry
Extension Core Process.
• 5.2.5 Procurement Unit
• 5.2.6 Development Unit
• 5.2.7 Internal Audit Unit
 CHAPTER SIX
• Financing of Tegibared TVET
6.0.1 To sustainably increase the quality of
Tegibared TVET and to upgrade the intake
capacity of the sector, new funding mechanisms
for Tegibared TVET will be developed. In the
future, the resource constraints of the
Tegibared TVET will be addressed by a
combination of cost saving mechanisms without
compromising quality, generation of external
resources into the Tegibared TVET and
diversification of funding sources for TVET
programmes.
 CHAPTER SEVEN
Awareness Creation about TVET

7.0.1 In Ethiopia, as in many African countries,

TVET suffers from a relatively poor public image. TVET
is usually associated with low status job, low salary and
lack of personal development opportunities, partly due
to the low quality of previous TVET programmes that
did not allow TVET graduates to successfully compete in
the labour market. TVET is generally perceived as a
place of last resort for those students who failed to get
into higher education. This misconception needs to be
rectified.
Thank you

Thank you all

about Our
presentation.