Saturday, March 12, 2011

Secretary Villanueva’s REAL DEAL

googling... i finally found the REAL DEAL of our DG. What is it?


Secretary Villanueva’s REAL DEAL

Upon his assumption as Director General of TESDA, July of last year, Secretary Joel Villanueva initiated a comprehensive study and research of TESDA.s platform of governance which will truly answer the what, where, when, who and how the Agency place itself to benefit the greater part of the community it serves.

Finally he was able to come-up with a program which focuses on Post-Secondary Technical Vocational Education and Training (TVET) and he called this “REAL DEAL TESD” .He presented this program during the 27th TESDA Board meeting last November 26, 2010 and was adopted by the TESDA Secretariat Core Executive Committee last December 7, 2010.

In the first General Directorate Conference held for this year last January 13-14, 2011 in Manila, Secretary Joel Villanueva laid out the REAL DEAL TESD Program to the whole directorate and this will now become the platform of governance for all of TESDA.

DEFINITION

For the purpose of this policy, "REAL DEAL TESD" is defined as the new TESDA's governance platform for managing technical and vocational education and training (TVET) in the Philippines with stewardship and inclusiveness as its twin underpinning principles. 

REAL DEAL. is both an acronym and symbolic definition of the new TESDA management’s desire to marshal the entire resources of TESDA towards proactive response to the Aquino administration’s call for “Landas na Matuwid” and do away with a government that is insensitive to the plight of the ordinary citizen (“Dito magtatapos ang gobyernong manhid sa daing ng taong bayan.”)

As an acronym, "REAL DEAL" stands for the instruction of TESDA top manangement to: "Reach the grassroots, Empower the reached. Assure quality training and Lifelong education Development. Enable, and Actively-engage Labor force members in job opportunities thru employability and livelihood skills".

As a symbolic definition “REAL DEAL” is the conviction to deliver quality TESD services that are outcome-based and performed in accordance with the ISO 9001:2008-anchored Government Quality Management System Standards (GQMSS).

The Pilipino translation of the REAL DEAL TESD Stewardship Platform is “Bukas at matapat na ugnayan
para sa makatotohanan at makabuluhang pagsasanay ng manggagawang Pilipino”

INTENT

Stewardship connotes fealty to the TESDA Law goals and objectives and fiduciary responsibility over public and private investments in TVET. Inclusiveness on the other hand, ensures the provision accessible and motivating learning experiences for a diverse range of TVET learners. This means varying circumstances and attributes of individuals, and it means developing infrastructures, at all levels of the organization, that make it t respond to individual needs in a straightforward manner.

The "REAL DEAL" TESD stewardship platform does not replace the National Technical Education and Skills Development Plan (NTESDP) which is the legally mandated national blue print for middle- level skill development in the Philippines. Rather, "REAL DEAL" was conceived to ensure a disciplined approach to implementing TESDA plans and programs to realize middle-level education and training outcomes that are relevant, efficient and effective as felt and perceived by TESDA clients and beneficiaries. 


The inclusiveness requirement of the REAL DEAL TESD Platform seeks to address issues of quality, access, equity and adequacy I TVET system management and necessarily calls for genuine and effective community engagement especially in remote areas and island-provinces of the country.

The Authority understands the adequacy aspect of „REALDEAL. TESD TVET interventions to contain seven (7) good training features, as follows:

1. Training Component, that is relevant to labor market needs, with a focus on participants. needs, has good coordination, high practical content and personal development
2. Needs Assessment, which is based on labor market surveys, target group consultation, research, training needs assessment (TNA), tracer studies, and systematic data collection
3. Physical infrastructure, e;g., training venues, equipment, transportation
4. Coordination/cooperation between provincial TESD offices, local community, and other stakeholders, between TESD committees, TESA and TVET providers, with commitment from TESDA
COROPOTI, civil society an funding agencies.
5. Labor market/social support, which includes, but not limited to vocational guidance and counseling, job placement, self-employment training, technical assistance, market information and TVET delivery sub-contracts.
6. Financial support, e.g, micro-credit, training vouchers, scholarship grants
7. Awareness creation and information sharing for: community, employers and stakeholders

The Authority also recognizes and supports, the Aquino administration’s preference for engaging public-private partnerships as well the members of the grassroots community. Community engagement for the purpose, is understood to require.

 
  • Information: To provide key stakeholders and members of the grassroots community with objective and balanced information on TESDA policies, plans and strategies;

  • Consulation: To obtain feedback from the community and key stakeholders to enable a broader understanding by TESDA management and implementing staff of the local needs, concerns and priorities prior to decision-making.

  • Participation: to enhance community ownership of decisions and resultant outcomes and commitment of the decisions made, through involvement in discussion of issues and options.


OBJECTIVES

1. To provide a framework that encourages a relationship with the whole operation of TESDA as TVET Authority. It should be read in conjunction with the National TESD Plan and the TESDA Corporate Plan. 
2. To encourage subsector stakeholder engagement practices that draw on the skills and wisdom of citizens in order to add value to decision-making processes. It should be emphasized however that the ultimate responsibility for decision-making rests with Authority. 
3. To ensure that TESD engagement is clearly linked to the goals, and objectives of the NTESD, and Corporate Plans.
4. To ensure that TESD activities within the community are inclusive of all members of the community.
5. To foster collaboration and cooperation between the Authority and the TVET subsector, including other spheres of government in the planning and implementation of programs and services for the targeted client-beneficiary base.
6. To increase the TVET subsector stakeholder’s understanding of TESDA and TVET through improved relationships and communication.

POLICY PRINCIPLES

1. That TESDA will provide genuine opportunities for informed community and stakeholder engagement in decision-making in a framework of local democracy
2. That community engagement and public-private partnership form an integral part of the development, implementation and evaluation of TESDA policies, programs and services
3. That Authority will adopt open, accountable processes through which individuals and groups can exchange views and influence policy or decision-making.
4. That there is transparency and accountability in the TESD planning, organizing and delivery process which is open, two-way and ongoing
5. That opportunities will be provided to encourage increased access by people living in grassroots communities in the remote areas and island-provinces, people from culturally and linguistically diverse backgrounds to discussions about TESDA initiatives which are likely to impact upon them.
6. That day-to-day operations and administration and administration of the Authority shall reflect the philosophical objectives of this policy.
7. That all TVET programs authorized for delivery to the public shall be subjected to rigorous cycle of outcome-based evaluation applying the assessment criteria of economic relevance, effectiveness and efficiency (EREE).

This policy confirms the commitment of the TESDA top management to ensure that the following goals and objectives of the TESDA Act are consistently addressed in every TESD undertaking.

1. Promote and strengthen the quality of technical education and skills development programs to attain international competitiveness;
2. Focus technical education and skills development on meeting the changing emands for quality middle-level manpower
3. Encourage critical and creative thinking by disseminating the scientific and technical knowledge base of middle-level manpower development programs;
4. Recognize and encourage the complimentary roles of public and private institutions in technical education and skills development and training systems; and
5. Inculcate desirable values through the development of moral character with emphasis on work ethic, self-discipline, self-reliance and nationalism.

The “REAL DEAL” TESD Stewardship Platform takes off from the National Training Policy enunciated in Sec.2 of the TESDA Act of 1994, which states:

“Provide relevant, accessible, high quality and efficient technical education and skills development in support of the development of high quality Filipino middle level manpower responsive to and in accordance with Philippine development goals and priorities.”

 “Encourage active participation of various sectors, particularly private enterprises, being direct participants in, and immediate beneficiaries of, a trained and skilled workforce, in providing technical education and skills development opportunities”



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