2 Results and Indicators

Result 1 The PMU is established and functioning
Indicators:
• PMU is established and working satisfactorily by the end of inception phase
• All the deliverables are available and approved by the BOT and indorsed by the EC according to the reporting requirements.
• MIS is established and in use: Data management and knowledge base (KB), the E-Mail base and the internet side (Intranet-Extranet) are ready by end of April 2006.
• The PMU has organised at least 2 rounds with donors a year with decisions relevant to the programme.

Means of verification
• Inventory, staff contracts, bank transfers, MoP
• PMU studies, reports and planning.
• MoU and agreements with potential partner institutions/organisations etc.
• Relevant reports of the M&E system.
• Mid-Term Evaluation.

Assumption and Risks
• The EU approve the amendments in programme planning.
• The EU and the Egyptian government provides finances and sufficient office space, staff position etc. right in time.

Result 2 Pilot ETP (Ready Made Garment Sub-Sector) is established and functioning.
Indicators
• After 10 month 1 ETP in the RMG sub-sector is functioning and assist the private sector enterprises in initial training, further training and up grading training.
• A concept for ETP incorporation into TVET PPP-structures at micro-, meso- and macro-level is outlined and agreed.
• The number of enterprises participating in the ETP increases.
• Curricula, Media and Teaching Staff are improved.
• The number of participants in ETP-training is expanding.
• Other donors are encouraged to participate in national TVET reform.

Means of verification
• Participants- (Company-, Provider- ) and Tracer-Studies
• PMU studies, reports and plans.
• Statements of BoT, TMC and CA and of association, chamber, FEI and other donors etc.
• M&E reports, data and information.
• Mid-Term Evaluation.

Assumption and Risks
• The sector strategy is defined by chamber/IMC
• Private sector RMG companies are willing to invest in training and staff development.
• The textile/garment sector is ready to accept the new role in de-central TVET implementation.
• Association, chambers and federations are willing to commit themselves to the implementation of the ETP concept and TVET reform.
• Select and support partner enterprises and providers.
• Training personnel is being liberated for training and their salary will be paid by the respective employers.
• Training providers are available in the required training fields and levels of training (short and long term training).

Result 3: 11 other ETPs (sectorial, national) are established and functioning.
Indicators
• After 10 month 1 ETP in the RMG sub-sector is functioning and assist the private sector enterprises in initial training, further training and up grading training.
• After 6 years in total 12 ETPs are established and working
• Institutions and firms to design and implement an ongoing TVET reform, have been analysed, the key ones have been selected, and programmes for their strengthening have been designed by the end of year 2.
• A concept for ETP incorporation into TVET PPP-structures at micro-, meso- and macro-level is outlined and agreed.
• Draft handbook on organisational, legal and institutional framework to operate partnerships between enterprises and TVET providers is available by the end of year 2.

Means of verification
Participants- (Company-, Provider- ) and Tracer-Studies
• PMU studies, reports and plans.
• Statements of BoT, TMC and CA and of association, chamber, FEI, other donors etc.
• M&E reports, data and information .
• Mid-Term Evaluation.

Assumption and Risks
• Private sector companies are willing to invest in training and staff development.
• The participating sectors are ready to accept the new role in de-central TVET implementation.
• Association, chambers and federations are willing to commit themselves to the implementation of the ETP concept and TVET reform.
• Training personnel is being liberated for training and their salary will be paid by the respective employers.
• Training providers are available in the required training fields and levels of training (short and long term training).

Result 4: Quality of TVET delivery is improved.
Indicators
• Adapted curricula available and training courses delivered to selected firms.
• Selected firms declare their satisfaction with the new training outcomes.
• Enterprises engage actively in in-plant training.
• Both gender are benefiting appropriately.
• Master Plan on training of trainers in every sectors is ready for implementation according to the progress of ETPs establishment
• The ETPs have undertaken TVET audits and the results are transferred to quality improvement and innovations in TVET organisation and delivery incl. staff training.

Means of verification
• Participants- (Company-, Provider- ) and Tracer-Studies
• PMU studies, reports and plans.
• Statements of BoT, TMC and CA and of association, chamber, FEI, other donors etc.
• M&E reports, data and information .
• Mid-Term Evaluation.
• TVET audits.

Assumption and Risks
• Companies are willing and able to co-finance the agreed training activities.
• TVET institutions are allowed to generate income and utilize it for TVET purpose.
• The sectors are ready to accept their role in TVET and assists to create ETPs.
• The government and the concerned stakeholders accept the participatory approach of the ETPs and they implant timely the proposed NTVET reform.
• A national system support network is in place and functioning.
• The financial and organisational autonomy of the public training providers is improved and government agencies are willing to delegate implementation power to training supply institutions and PPPs/ETPs.
• Training supply institution are capable of delivering the required training in time, quality and quantity.
• Donors´ coordination can be assured by PMU and BOT.

Result 5 The national platform (legal frame/institutions) of TVET system reform policy is agreed and established.
Indicators
• Appropriate organisational structures of PPP in TVET organisation are in place.
• New regulatory framework and procedures are available.
• The TVET-stakeholders are represented appropriately and the SCRHD is integrated in the reform process.
• A TVET reform policy platform incl. a Council for Industrial Training is operational by the end of year 4.
• A TVET reform strategy and master plan for a demand-driven and decentralised TVET system is agreed by the end of year 5.
• Users, above all ETPs, the Implementing Agency and other stakeholders, especially enterprises, declare their satisfaction with the services of the Management Information System (end of year 4).
• At least 100 reform supporters, actively serving as high-level multipliers, have been exposed to relevant experiences in other EU and MEDA countries, through study tours etc. by the end of year 5.

Means of verification
• MoU, conference protocols, agreements etc.
• PMU outline of concepts and strategies, studies, reports and plans.
• Statements of BoT, TMC and CA, SCHRD and of association, chamber, FEI and of other donors etc.
• M&E reports, data and information.
• Mid-Term Evaluation.

Assumption and Risks
• The sectors are ready to accept their new role in TVET determination, organisation and implementation.
• Companies are ready to contribute financially to the services of the ETPs.
• The government and the concerned stakeholders accept the participatory approach of the ETPs and they implant timely the proposed NTVET reform.
• A proper functioning national system support institute and network is in place.
• The donor community is prepared to collaterally join the reform process.
• An appropriate political will and courage can integrate and compromise the Stakeholders and Ministries involved in formulating and implementing the national TVET reform policy.
• The external financing of the overall TVET reform with the participation of private enterprises is ensured.
• The financial and operational autonomy of the chambers and TVET institutions is ensured (RISK).
• FEI as the roof organisation of the chambers is capable to mainstream via the chambers the bottom-up process to policy formulation.

Result 6 A national institutional “Network” is established and functioning to ensure the functionality and sustainability of the TVET reform.
Indicators
• Selected institutions and firms to design and implement TVET reform are, by the time of the mid-term evaluation, confident that they can continue sustainable
• A national institute for industrial TVET is established at the end of year 5 and is acting as the executive agency for the national Council for Industrial training.

Means of verification
• MoU, conference protocols, agreements etc.
• PMU outline of concepts and strategies, studies, reports and plans.
• M&E reports and Mid-Term Evaluation.
• Reports generated from the knowledge base system.

Assumption and Risks
• National centres for accreditation and standardisation are established.
• National and International relevant representatives from society, science sector, media, politics and economy are ready to participate in a national dialogue on TVET.
• The sectors are ready to accept their new role in TVET determination, organisation and implementation.
• The government is ready to establish the national institute and forum for TVET and PPP.

General Assumptions
1. The application of a participatory and PPP approach in TVET is accepted and ensured and the basic structures are implemented by the stakeholders.
2. Project funds are released in proper time as planned.
3. National Skills Standard are properly implemented.
4. The concept and master plan for implementation of the national TVET reform is agreed.
5. The political, financial and organisational/institutional foundations are existing and ready to implement the national TVET reform.