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Component 1: Developing Decentralised & Demand-Driven TVET Institutions

Designed to support the establishment of Enterprise-TVET-Partnerships (ETPs) in selected economic sectors and localities/regions, activities related to Component 1 involve the implementation of reforms at the micro/operational level. These activities centre on linking the services of private and public TVET institutions to the human resource needs of private sector enterprises.

Establishing Sector Training Councils

In order to ensure the sustainability of the sectoral reform activities underway by ETPs, the PMU and sectoral ETPs, together with
their respective stakeholders and ministries have established two additional sectoral training councils to complement the Industrial Training Council (ITC). Similar to the ITC, the Construction Training Council (CTC) and the Tourism Training Council (TTC), attached to the Ministry of Housing, Utilities and Urban Development and the Ministry of Tourism respectively, fulfil a fundamental role as the coordinating authority for all activities related to training in their particular sector.

Establishing Centres of Competence

The innovative pilot measures of the TVET Reform Programme extend at the micro/ operational level to the transformation of existing public or private TVET institutions into Centres of Competence (CoCs). The upgrading of institutions into CoCs is not merely cosmetic – CoCs are designed to turn fragmented, centralised TVET institutions into sector-specific, semi-autonomous TVET service providers that are strategically located near geographical concentrations of relevant industries. Each sectoral ETP has adapted the original CoC model proposed by the TVET Reform Programme to the needs of its respective sector. To this end, plans have been developed for the establishment of at least one CoC per sector in the upcoming fiscal year. Depending on local circumstances, CoCs will be located in the following regional/industrial zones: 10th of Ramadan, Alexandria, Cairo, Damietta, Giza, and Mahalla Kobra. A more detailed look at how CoCs embody the TVET reform process is found below:

- Achieving relevancy through participation
Private sector enterprises will be represented on the managerial board of each CoC in order to bridge the historical divide between the demand and supply of human resources.

- Demonstrating alternative approaches to TVET
Conventional training approaches will be revised to incorporate demand-led training elements that include flexible short, medium and long term training via a modular curricula and training packages. Alternative forms of training, including cooperative education, apprenticeships, integrated coaching and tutoring, complement these approaches.
Further integration of theoretical education with practical and competencebased learning is encouraged with the piloting of various methods to recognise prior learning and/or work experience, assist job-seekers with career and vocational guidance and counselling, and promote lifelong learning initiatives in private sector enterprises.

- Putting standardisation and the provision of quality services first
In order to encourage widespread development of harmonised TVET standards, CoCs will apply nationally and internationally recognised standards for professional examinations of short, medium and long term training. Quality management, in the form of regular monitoring and evaluation and a centre-based management information system, will also complement integrated training management, staff development planning, and performance-related staff promotion. Further management reforms include the introduction of decentralised, semi-autonomous management and a ‘training enterprise’ organisational culture.

- Sharing knowledge of TVET
CoCs will raise public awareness of TVET through marketing and public relations measures. Furthermore, CoCs will introduce centre-based knowledge management systems to encourage the sharing of information and lessons learnt.

Establishing Sectoral ETPs

While the TVET Reform Programme’s PMU and its TAT will coordinate and facilitate the activities of the TVET Reform Programme for a relatively short period of time, the 12 sectoral ETPs and eight local (cross-sectoral) ETPs created by the TVET Reform Programme to date serve as permanent institutions for the TVET environment. Analyses of the needs of Egyptian industry, TVET institutions, and the country’s modernisation agenda led the TVET Reform Programme to develop ETPs in 12 sectors,
namely: Ready-Made Garments; Industrial Engineering; Building and Construction Materials; Food Processing Industries; Woodworking and Furniture Industries; Printing and Mass Media; Leather and Leather Tanning Industries; Chemical Industries; Building and Housing Construction; Civil Engineering;Tourism (Travel Agents, Diving and Commodities); and Hotels and Restaurants.

Establishing Local ETPs

Sectoral ETPs, like many elements of the TVET Reform Programme, are considered to be pilot institutions due to their xperimental
legal status and organisational structure, as well as their flexibility with respect to sectoral needs and realities.
ETPs have been able to successfully apply the lessons learnt by other ETPs as a result of a progressive and phased implementation
process. The initial pilot ETP in the manufacturing sector was closely followed by a further four ETPs in various manufacturing
industries. Seven ETPs in the manufacturing, tourism, and building and construction sectors were also established in a later cycle. The experiences in the implementation of these ETPs demonstrate the potential for the models to be replicated, adapted and rolled out to other sectors.