Initiative on Technical, Vocational Education and Training (TVET) in Support CAADP Implementation
1. 1
CAADP Agricultural And Vocational
Education Training (ATVET)
Initiative on Technical, Vocational
Education and Training (TVET) in Support
CAADP Implementation
Abraham Sarfo
ATVET Advisor-NEPAD Planning and Coordinating Agency
Abraham.sarfo@nepad.org
+27 82869 5060
Twitter @A_Sarfo
2. 2
ATVET-Context
A glimpse on key challenges and opportunities for
ATVET
Markets and
competitiveness
Climate
change
Employment
and incomes
Food
security
Skills
Development and
professional Education
in Agriculture
Adapted from A. Matthess, A. Akinola, Sustainable Cocoa Business Project GIZ
3. 3
ATVET-Context
Key challenges and opportunities for ATVET
What is our response to these challenges and opportunities?
Effective today Tomorrow in the making
under OUR mandate
Next generation
Higher temperatures
Changes in precipitation patterns and extreme weather
Lower yields for crops and livestock
Food independency decreases in Africa:
Approx. 20% Cereals must be imported
Demand grows rapidly:
In 2035, 700 million Africans (50%) will live in cities
In 2015, 20 million young Africans will enter the
labour market
Today, 47% of Africans live below 1.25USD poverty line
Rising prices of agric. commodities provide incentives
Markets and
competitiveness
Rural employment
and incomes
Food security
Climate change
4. 4
ATVET- Background
• In addressing some of these critical challenges
in Africa agriculture, ATVET was launched in
2012 with the support of GIZ with focus on:
– Knowledge management and survey of approaches,
information and best practices sharing of ATVET in Africa
– Anchoring of ATVET in the AU structures and in the CAADP-
country process promotion programs
– Development and assessment of qualification measures
for farmers, the youth, employed persons and service
providers at national level.
5. 5
How ATVET Responds To Key
Challenges
• Farming systems and value chains that are
attractive for African youth and that create
jobs (added value)
• Prioritize human capital development
through training and access to technology
• Ownership-ATVET that responds to the needs
the continent and specific needs of specific
of countries
6. 6
How ATVET Responds To Key
Challenges
Renewing Agriculture Education
that is part of an integrated
approach to rural transformation
by building the knowledge base
and broad consensus around a
rural transformation agenda
7. 7
Sustaining the CAADP Momentum
Impact
Outcome
Strategic
Thrust
CAADP Pillars
Job Opportunity
and Food
Security
Wealth
Creation
Economic
Growth
Resilience
Productivity Competitiveness
Regional and
Global
Integration
Land and
Water
Markets
and Private
Sector
Food and
Nutrition
Security
Research, K
nowledge
Strengthening
and Aligning
Institutions
Knowledge
and
Knowledge
Support
Financing
and
Investment
In Agric7/17/2013 7
8. 8
Sustaining CAADP Momentum- Strategic
Thrusts-2
• An education focused on
science, technology and
vocational training
• An R & D and technology
transfer system; innovative
firms and entrepreneurs
• Networks and communities
of practice to co-create
knowledge and learning
Knowledge and learning Support
CAADP should stimulate increased
investment in knowledge
infrastructure
AUC and NPCA have
over the last year led
KIS support within
the country and
regional CAADP
implementation
processes and ICT
and Information
support to farmers
and practitioners
7/17/2013 8
9. 9
The Demand for ATVET in Africa
Specialization, Diversification and Commercialization of
Agricultural Production according to the regional
agricultural corridors
Enhancement of skills and knowledge is needed to
participate actively in agricultural value chains
Mechanized Farming is emerging
Training of Agricultural Extension Agents(AEA), who
play a significant role in Agricultural Development
Demand of Rural Youth Population for training-the
forgotten majority!
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Core Problems of ATVET
Formal ATVET systems normally do not exist
ATVET is very fragmented and not integrated into an
overall national TVET system
Low importance is given by the governments and lack
of sufficient financing
Limited enrollment capacity of the training institutions
Very few linkages between public and private efforts
Poor training quality, inefficient delivery and insufficient
training in practical skills
Poor infrastructure and machinery
Teachers /trainers lack of technology knowledge and
practical skills; pedagogy/didactics
CAADP/GIZ Workshop Kenya, June 2013
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Systemic Components Of ATVET Systems
ATVET
Funding
System
Provision &
Quality
of ATVET
System
Private Sector
Partnership
ATVET
Training
Models
ATVET
Governance
Structure
Self
employment
in Informal
Sector
Labor Market
Information
System
Labor Market
Oriented
Qualification &
Curricula
Labor Market and Industrial Research
National Qualification
Framework
Attachments for practical
training
Vocational Training Centers
Private Sector associations
Participation of
Private Sector
Multiple Funding
Government/ Private sector/
Participants
Infrastructure
Teachers
Management Staff
Income
Generating
Activities
Vouchers
Tax incentives Tuition Fees
Ministries
Employment
in private
Sector
Graduates
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Target Groups: Rural Youth
School drop outs
Farmers, Farmer workers, AEA
Short term
Upgrading
programs
Entrepreneurial
Skill training
Business
Advisory
Services
Income Generating
Services, e.g.
Production
Technology
Transfer
Certification & Diploma Programs
(10+1+2+3)
Modularized Non Formal Programs
Services provided upon
demand of private & public
sector
Modern ATVET
COLLEGE
Labor Market Formal and
Non Formal
Programs
Business
Services
Links to
Universities
LONG TERM VISION
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Core Principles For ATVET (BEEE Or B3Es)
ATVET
Entrepreneurs Employers Employable
B3Es underscores curricula development, technology, knowledge transfer
methodologies and value chain targets.
An interventions of ATVET resulting in all or at least one of the following outputs
where beneficiaries (trainees) Become Entrepreneurs, Employers and or
Employable (B3Es )
YOUTH & WOMEN would be interested in ATVET only if one of the above outputs
would be met
BECOMING
14. 14
Value Chains TNA
Existing Training
Experiences
Curriculum and Program
Development for VC
TOT
Training provision
Curriculum and Program
Dep't. in Training Institutes/
ATC
Formal/ non formal
Formal
in Training Institutes/ATC
YOUTH, Farme
rs, Farm
workers,
Demand
oriented
Organizational
Development/
Institutional
Capacity Building
Business/ Farmer
Associations
Public and private
Training Institutes /
ATCs
Training provision
HCD- Human Capacity Development
Piloting Qualification Measures at Country
Level(Ghana & Kenya)
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Mid Term Initiatives
Review and Modernize existing training systems
Linkages between public and private initiatives
Experiences in linking primary and secondary education
(e.g.: Kenya Youth program) with agricultural skill training
in rural/urban areas and among farm communities
Awareness creation to motivate National decision-makers
Conduct regional surveys and baseline studies on the
situation of ATVET
Up scaling of good practices
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Long-Term Initiatives
• As we seek to improve agricultural education
within CAADP we wish to lead by developing a
system of Agricultural vocational and technical
education:
– That is part of an integrated approach to rural
transformation building on the knowledge base
and broad consensus around a rural
transformation agenda
– That is linked to other Initiatives on Agricultural
Education on the Continent including TEAM-Africa
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Long-Term Initiatives-Expected
Outcomes
1. Existence of national policies which
stimulate and support increased capacity
and performance of agriculture education
2. A knowledge platform concerning
models/good practice for Agricultural
Education Systems (AES)-reform, including
basic, secondary, tertiary education and
R&D in place
18. 18
Long-Term Initiatives
3. The private sector is participating in the
development of national AESs to assure labour-
market conformity
4. Mechanisms to organize a regular communication
between theory and practice and vise-versa over
the four levels (continental – regional – national –
micro) are put in place, to assure e.g. that research
results reach the farmer or that farmer’s practical
needs are up-taken by R&D.