The policy objectives will provide a framework for development of VTC training which will achieve two main paradigm shifts;
- The shift from time-bound, standard curriculum-based training to flexible, competency-based education and training (CBET) and;
- The shift from supply–led training to demand-driven enrollment.
The proposed two paradigm shifts are required to achieve the following five main objectives:
Objective 1: Providing relevant skills for industrial and economic development
It should be the policy of County Government of Bomet to promote relevant programmes and courses in VTCs. To realize this, the County Government of Bomet, in partnership with Examination Bodies, National Government, private sector and professional bodies, should ensure that all courses in VTCs are market driven and address the needs of the workplace as well as promote self-employment. This requirement will form the basis for the following reforms:
- Introduction of competence-based training to enable VTCs graduates acquire skills, knowledge and right attitudes to perform jobs to the required standard.
- Establishment of VTCs centres of excellence that are fully equipped with state-of-the-art training facilities and well-trained staff to offer training programmes that are of national importance
- Encouraging entrepreneurship in all VTCs programmes to promote self-reliance and self-employment
Objective 2: Improving access, equity and employability
In accordance with the Constitution of Kenya 2010, the County Government should ensure access and equity in VTC Training. Specifically, the county government should pursue a policy of attaining and sustaining a Gross Enrolment Ratio (GER) of 20% in VTCs. These GER will be the yard stick for equity with respect to gender, persons with disability, minority and marginalized groups. The private sector and households will be expected to play the leading role in expanding access to VTCs training. This requirement will form the basis for the following reforms:
- Making training delivery flexible through competency-based evaluation and training process and, incorporating not only traditional face-to- face and print-based delivery, but also the use of a variety of electronic technologies and others such as distance education or e-learning online to enhance student and teacher access to learning and skill-drilling resources.
- Training for persons with disability
- Integrating informal economy workers in order to provide them with skills, innovation and knowledge to improve their enterprise performance
- Enhancing the mobility of skilled workers
- Career guidance and placement services to support students in career planning and selection as well as entrenching industrial attachment.
- Enhancing the social status of VTCs skills training
Objective 3: Assuring quality
In Bomet County, the quality of training differs greatly from VTC to VTC. The reasons for this are many, but one fundamental cause is the absence of uniform quality assurance measures. Quality must be assured in all aspects of the new skills development system from design to delivery. This will be achieved through:
- Streamlining policy making process in order to provide much needed strategies.
- Establishing the Minimum entry requirements for VTCs programmes
- Review, develop recruitment guideline and enforce minimum qualifications of VTCs workshop technicians, instructors and principals in conjunction with the County Public Service Board.
- Reorganize VTC Staff management in order to improved service delivery and improve public image of VTCs.
Objective 4: Organizing VTCs Institutional Framework
The performance and responsiveness of VTCs in Bomet County is hampered by the lack of clear organizational structures. Decision making on key issues will be entrenched through the following reforms:
- Development of Quality Management System (QMS) and subsequent procedure manuals for VTCs to guide among other things; administration, curriculum implementation, financial management, procurement, guidance and counselling and industrial attachment.
- Reforming Management of VTCs to promote accountability, and provide proper VTCs leadership and management is key in the decision making and transformation process of the sector. This framework shall accord BOGs powers to manage VTCs in accordance with the new constitutional provisions of being servants of the people and rulers. It is therefore expected that the appointment of the BOGs shall follow due process in order to uphold high standards of accountability, integrity and leadership.
Objective 5: Sustaining the Financing of VTC training
To achieve the required reforms, considerable financial resources will have to be mobilized. It is essential to examine creative, unconventional ways and means of mobilizing resources and generating revenues for VTCs, other than county government and national government budgetary allocations. This will be achieved through:
- Strengthening partnerships in VTCs for improved access, enhanced quality in delivery of programmes, improved examination and assessment system.
- Substantially increasing budgetary allocations to the VTC sector by the county government to fund infrastructure development and expansion
Establishing VTCs student’s financial aid under the county bursary and other support schemes
Objective 6: Re-branding VTCs
Currently VTCs has negative perception which has accumulated over time unattended. It is common knowledge that this negative perception is due caused by lack of clear admission procedures of VTCs, inappropriate infrastructure and equipment, weak staff management, weak curriculum, examination and competence assessment procedures and inadequate funding. The rebranding process will be achieved through developing and implementing re-branding strategy within a five years’ plan. The outcome of the rebranding process will be but not limited to the following:
- Increased student enrollment
- Increased employability of VTCs graduates
- Expanded scope on innovation within VTCs
- Improved partnership between VTCs and industry
