Mo Mode derniza nization tion of of Ba Barda da Vo Vocationa - - PowerPoint PPT Presentation

Mo Mode derniza nization tion of

• f Ba

Barda da Vo Vocationa ational l Ly Lyceu eum m (BVL) L)

EXECU CUTIVE TIVE ORG RGAN ANIZATI IZATION ON: “Support to local government” PU PARTNER ERS:

• 1. Järvamaa Kutsehariduskesku, Vocational Education Centre

(Estonia) 2. Education Institute of the Republic of Azerbaijan

• 3. National Confederation of Entrepreneurs (Employers) Organizations
• f the Republic of Azerbaijan

Proj

• ject

ect de descri cription ption

 Loca

cation: tion: Bard Barda, a, Azerbaijan erbaijan

 Area:

ea: Region gion

 Target

rget audience: ience:

• 1. BVL

L mana nage gemen ent t and d teac ache her staf aff f (116 16 peop

• ple

le)

• 2. Curr

rren ent and perspective rspective stud uden ents ts (800 00 peop

• ple

le) ) 3. . In Inte teres rested ted private ivate sector ctor activis tivists ts fr from m BVL grad adua uates tes (100 000 0 peop

• ple

le)

 Projec

• ject

t type: e: Vocatio cational al educat ucatio ion n and d traini ining ng

 Period

riod: : 36 36 months nths

Long Long-te term rm ob

• bje

jective: tive:

 Modernization of education and training in

Barda Vocational Lyceum according to the European standards and practices

Execu cution tion compone nents: ts:

1. 1.

Institu titutional tional and organi niza zational tional capac acity ty build lding ng of BVL

2. 2.

Implem ement entati ation

• n of the demand

nd and result ult-ori

• rient

ented ed educat cation ion program ram

3. 3.

Identi ntificati fication

• n and mobil

ilizati ization

• n of finan

nanci cial al resourc urces es for contin tinuous

• us actio

tion

4. 4.

Establis ablishm hment ent of the Quali lity ty Assura uranc nce e Syst stem em at BVL

5. 5.

Contr trib ibute ute to the moderni niza zation tion of exis isting ting infr fras astruc tructure ture and ma material ial-tec technical hnical base

6. 6.

Formatio tion n and promotio tion n of the BVL L as a leadi ding ng pract ctic ice e center ter

AC ACTI TIVI VITIES TIES ON EX EXEC ECUTI TIVE VE COMPO PONEN ENTS TS

• 1. Institution

tutional al and d orga ganiz nizat ation ional al capaci apacity ty building lding of BVL



Improvement of operational procedures at BVL



Development of Strategic Plan of BVL



Training of management and teachers on management of modern vocational education



Organization of Mentoring Program on Management with JKHK

Key ey fi find ndin ings gs an and i d ind ndic icators ators fo for th this is com

• mpo

pone nent nt

Findings Indicators

Updated organizational structure and operational procedures of BVL adjust with its modernization agenda The number of recommendations made by the State Agency on Vocational Education regarding improvement of the operational procedures The strategic development plan has been developed and approved and now it is implemented Process monitoring list in connection with the preparation of the strategic plan BVL management and administrative staff have improved their knowledge and skills on management The number of managers and members of the administrative staff who passed relevant training courses

• 2. Implem

plement ntati ation

• n of the demand

d and resul ult-ori

• riente

ented d educati ation

• n program

ram in BVL

 Assessment of the labor market needs  Implementation of the new curriculum developed within

EU Twinning Program for plant-growing, livestock and agro-service specialties

 Transmission of modern teaching methods and skills on

new curriculum to teachers and trainers

Key ey fi find ndin ings gs an and i d ind ndic icators ators fo for th this is com

• mpo

pone nent nt

Findings Indicators

Demand and result-oriented new curriculum on 3 specialties is integrated into the BVL program Increase in application rate for plant- growing, livestock and agro-service in the 2nd year of enrollment (in per cent) Teachers and trainers received the necessary methodological knowledge and skills for curriculum teaching The number of teachers and trainers who improved their knowledge and methodological skills after TUT on curriculum The level of involvement of the stakeholders from business sector to the development process of BVL programs increased The number of specialists from local business sector teaching in BVL

• 3. Fi

Financ ncial al resour urce ces s for sust stai aina nable le activ tivity ity of BVL BVL

 Improvement of BPL management and

administrative staff's financial planning skills

 Determination of revenue flow and revenue

generating activities from local and regional sources

 Investigation of funding opportunities by donor

• rganizations and sponsors

Key ey fi find ndin ings gs an and i d ind ndic icators ators fo for th this is com

• mpo

pone nent nt

Findings Indicators BPL management and administrative staff's financial planning skills improved The number of the assessed management and administrative staff at the end of the relevant trainings Financial position and sustainability of BPL improved at the expense of revenue streams from local and regional sources Increase in the number of revenues and annual non-state budget (in per cent)

• 4. Te

Techni nica cal l capac acity ity build ldin ing g of BV BVL managem emen ent, t, teac acher ers and train iner ers

 Training of BVL teachers and trainers on

innovative agricultural practices, agrarian technology and other technical areas

 Study tours to VET schools in Gabala and

Estonia, as well as organization of “from colleague to colleague” learning programs with JKHK

 Support to establishment of quality assurance

system in BVL

Key ey fi find ndin ings gs an and i d ind ndic icators ators fo for th this is com

• mpo

pone nent nt

Findings Indicators BVL teachers and trainers improved their technical knowledge and skills Increase in knowledge level of teachers and trainers after relevant trainings (in per cent) Established and functioning quality assurance systems Conducted self-assessments and implemented quality control tools

5. . Contrib ribut utio ion to the moderni niza zatio tion n of existin sting g infra rastr structur ucture and materia rial-tec echn hnica ical l base of BVL BVL

 Renewal of existing BVL classrooms and

workshops

 Organization of the "Student Innovations" project

competition

 Renewal of the innovative cooperation models, as

well as infrastructure with the private sector, research

• f donors for purchasing new equipment/tools .

Key ey fi find ndin ings gs an and i d ind ndic icators ators fo for th this is com

• mpo

pone nent nt

Findings Indicators Modern and high quality learning infrastructure has been put into use by students Number of renovated classrooms and workshops Students learning the Agrarian Curriculum have gained innovative experiences The number of student who has gained such practices through implementation of relevant projects BVL's learning infrastructure is updated with the support of partners from private and public sectors Number of updated tools based

• n partnership with private sector

6. . Pr Promotion ion of BV BVL as a local al advanc nced ed practice ctice center ter

 Establishment of Career Development and Agrarian

Entrepreneurship Center under BVL

 Establishment of BVL Advisory Board  Development of Marketing and Visibility Plan

Key ey fi find ndin ings gs an and i d ind ndic icators ators fo for th this is com

• mpo

pone nent nt

Findings Indicators

Relevant services are provided through the Career Development and Agrarian Entrepreneurship Center

The number of applications to the

Center for Services

 Number of students who have

received recommendations and benefited from career opportunities Community and private sector participation opportunities have been expanded in BVL planning and management processes Number of private and public

• rganizations represented at BVL

Advisory Board The visibility of BVL in the community has been expanded and growth in enrollment registration is

• bserved

Increase in student enrollment applications (in per cent)

General objective: Improvement of VET system Financial resources for continuous action Financial planning skills; Revenue generating activities; Access to sponsor and donor organizations Demand and result-oriented curriculum Modern infrastructure and equipment Labor market needs Private sector Public sector Trained teachers and trainers; updated teaching materials BVL As “Advanced practice center” BVL Advisory Board; Marketing Plan; Career Development and Agrarian Entrepreneurship Center

THANK YOU FOR ATTENTION!