UGANDA BUSINESS AND TECHNICAL EXAMINATIONS BOARD Strategic Plan... · 2018-09-06 · FOREWORD Uganda Business and Technical Examinations Board (UBTEB) Strategic Plan 2018-2020 has

1UBTEB Strategic Plan 2018/19-2019/20

UGANDA BUSINESS AND TECHNICAL

EXAMINATIONS BOARD THE REPUBLIC OF UGANDA

STRATEGIC PLAN 2018/19-2019/20

JULY 2018

i UBTEB Strategic Plan 2018/19-2019/20

TABLE OF CONTENTS

PREFACE ........................................................................................................... iii

STATEMENT OF THE BOARD CHAIRPERSON ............. ............................................ iv

STATEMENT OF THE EXECUTIVE SECRETARY ........................................................ v

FOREWARD ...........................................................................................................ii

BOARD MEMBERS ............................................................................................... vi

STRATEGIC DIRECTION ....................................................................................... vii

ACRONYMS ....................................................................................................... viii

1.0 BACKGROUND ............................................................................................. 11.1 INTRODUCTION ........................................................................................ 11.2 CONTEXT ................................................................................................. 2

2.0 SITUATION ANALYSIS ................................................................................ 42.1 Review of Strategic Plan 2013/14-2017/18 ............................................. 42.2 Environmental Scan ................................................................................... 52.3 SWOT analysis of UBTEB ............................................................................ 8

3.0 STRATEGIC FRAMEWORK ............................................................................ 93.1 Vision Statement .................................................................................... 93.2 Mission Statement .................................................................................. 93.3 Values ................................................................................................... 93.4 Priority Areas ......................................................................................... 93.5 Goal ...................................................................................................... 93.6 Strategic Objectives: ............................................................................... 93.7 Key Assumptions .................................................................................... 9

4.0 STRATEGIC PLAN IMPLEMENTATION ........................................................... 11

5.0 MONITORING AND EVALUATION FRAMEWORK ............................................. 17ANNEX 1: GLOSSARY ...................................................................................... 18ANNEX 2: IMPLEMENTATION PLAN .................................................................. 20ANNEX 4: UBTEB ORGANOGRAM ..................................................................... 28ANNEX 5: MONITORING AND EVALUATION FRAMEWORK ................................... 29

FOREWORD

Uganda Business and Technical Examinations Board (UBTEB) Strategic Plan 2018-2020 has been prepared to provide the policy framework that will guide the Board as it monitors mandate to; streamline, regulate, coordinate and conduct credible national examinations and award certificates and diplomas in the Business, Technical and Vocational/specialized education or training in Uganda.

The Strategic Plan captures key interventions to support skilling of Ugandans which is in a way contributing towards the fulfillment of achieving the Sustainable Development Goal Number 4, “To ensure equitable and inclusive quality education and promote lifelong learning opportunities for all

”. The Plan is also anchored on Education Sector Strategic Plan 2017/18-2019/20 under the objectives; Ensure delivery of relevant and quality education and training; and Enhance efficiency and effectiveness of education and sports service delivery at all levels.

The Second National Development Plan (NDPII) emphasizes that great strides have to be made towards skilling the Ugandan labour force, mainly in the areas of Business, Technical, Vocational Education and Training (BTVET). UBTEB was put in place to create enabling environment through provision of uniform assessment and other manuals necessary for enhancement of skills development. Efforts have been made to standardize qualifications in the various fields of vocational education and training following the principles of Competence Based Education and Training (CBET).

This Plan before us therefore, serves to motivate the Uganda Business and Technical Examinations Board and its stakeholders, to be confident that we have a guide to enable us achieve the aspirations of the Board during the years 2018-2020. With the blessing of the Almighty God, I am confident that together, we will be steadfast on this journey.

Hon. Janet K. Museveni

FIRST LADY AND MINISTER OF EDUCATION AND SPORTS

UBTEB Strategic Plan 2018/19-2019/20

PREFACE

As UBTEB implement its strategic plan 2018-2020, it is critical to accept in mind the important role the Board has to play in the realization of the national development agenda, articulated in NDP II and Vision 2040. Interventions put forward by the Board in the strategic plan is geared towards contributing to the MoES key objectives of; improving access to quality education, training and sports for the people of Uganda in order to create a critical mass of adequately skilled labor force to actual-ize the demographic dividend. It is through human capital development therefore, that Uganda’s development objectives will be realized. Whilst, the skilling Uganda strategy is gaining ground on skills development, UBTEB is among MoES agencies at the centre of skilling Uganda Strategy ensuring that the objectives of the strategy are realized.

In line with the Board’s mandate the MoES, last November 2017 issued a circular to streamline assessment and accreditation of Post O’ Level Certificate programmes. The key policy guideline in the circular is that all Post Ordinary level Certificate pro-grammes will take a teaching duration of two years and shall be assessed by UBTEB regardless of where the training is taking place and accreditation shall be by BTVET Department in collaboration with UBTEB. And am glad to note that the position of the MoES on this matter is catered well by the strategic plan which is done at a time when a there are a number of reforms in the sector regarding skills development and that are being accentuated. The one acre land provided to the Board by the Ministry should be able to enhance the operations of the Board so that security of examinations and other assessments is not compromised.

On behalf of the management of the MoES express sincere gratitude to UBTEB Board, the entire public, well-wishers and call upon all stakeholders to support the Board to successfully implement its Strategic Plan.

Alex Kakooza.

PERMANENT SECRETARY MINISTRY OF EDUCATION AND SPORTS

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STATEMENT OF THE BOARD CHAIRPERSON

.............................................Prof.

Venansius Baryamureeba, (PhD)CHAIRMAN OF THE BOARD

UBTEB as a government entity and with her mandate, developed a strategy to contribute towards the aspirations of SDG.4, Vision 2040 “under the provision of highly skilled and relevant human resource through ensuring quality applied knowledge”, and in accondance with NDP II.in efforts to contribute,towards the archievementof the BTVET/ MOES objective, “ Increase the quality of skills provisions

I present to you the second UBTEB Strategic plan which the board has endeavored over time to discuss. Since inception 2010, the Board has so-far executed its first 5 year Strategic Plan 2014-2018 and as such a new Strategicplan has been developed to precede the old one. With hindsight to the first plan, UBTEB reviewed and updated her old strategic intent, focusing on the context of emerging policy changes and other environmental aspects. In this respect therefore, the Board affirm with the steps taken by the management to develop a new Strategic plan (2018-2020).

The Board recognizes that it is directly responsible to the Minister, parliament, central Government agencies and the public; and is confident that the goal, objectives, and strategies contained herein are achievable. This plan was developed under a participatory approach, thus the Board commit to effectively and efficiently streamline, regulate and coordinate examinations and awards in BTVET at all times by; attracting and retaining competent personnel, instituting processes and systems that enhance quality assessment, complying with the statutory requirements and, continually improving the credibility of awards.

The Board acknowledges with appreciation the contribution of the Ministry of Education of one acre land to enable UBTEB acquire its own home. This will on one hand reduce our operational costs in the long run and on the other strengthen the security of the examinations processes.

This strategic plan is timely in our endeavours to make regional contributions with other assessment bodies from partners in the East African community states. We hope that it will give UBTEB an edge in marketing the country’s skills and contributing to the bloc’s labour market.

Finally, I would like to thank all those who participated in various forums, whose output enriched the content of the UBTEB strategic plan 2018/19-2019/20. It is therefore my pleasure to invite you to interest yourself in the vision and strategic objectives of UBTEB: aswell as contribute your wisdom and resources towards the accomplishment of our aspirations.

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“Setting pace for quality assessment”

STATEMENT OF THE EXECUTIVE SECRETARY

.............................................Onesmus Oyesigye (CPA)

EXECUTIVE SECRETARY

UBTEB assessments embrace the UVQF which follows the principles of CBET. Under the CBET

training with production are mandatory and are part of overall Assessment processes of candidates.

This is the Uganda Business and Technical ExaminationsBoard Strategic Plan 2018/19-2019/20 as updated inFebruary 2018. The document was originally developed as a Strategic Plan 2013/14-2017/18 for the Board in 2014 to give direction to how best UBTEB would utilize its available resources at the time in accomplishing the task of managing Competence Based Assessment. Due to changes in operating environment up to 2017, the Strategic Plan Implementation Working Group and Board spent many hours evaluating and reviewing the Plan to expand it into one with distinguishable actions, assigned responsibilities, M&E frameworks and Budgets.

Priority areas are in line with NDPII, The Revised ESSP,t h e BTVET Act 2008, t h e Statutory Instrument no.9 of 2009 and t h e Skilling Uganda Strategy, among others. This July 2018 edition of the document has been updated by t h e b o a r d to correct changes, and to extend the planning timeline to 2020 in order re-align its efforts along the Education Sector reforms. To help review/ formulation of strategic directions and goals for UBTEB, the Strategic Planning Working Group compiled data from a variety of sources. These sources included staff members, government/policy makers, training institutions, sister examinations Boards, trainers and students among others.

With the continuous adherence to our values of intergity: confidetialty: proffesionalism: team work: transparency and accountabilty,the goals and initiatives of this document will provide guidance to the Board over the next two (2) years as UBTEB reviews the existing policies or develop new ones. This Strategic Plan is intended to be a dynamic document which will be reviewed regularly to monitor progress and updated as needed to reflect changes in education sector and job market.

While this is an effort that the Board hopes the entire staff embraces, we recognize that some decision making during the implementation need to be made at management level. The strategic plan implementation working group will work with the management team to design a system for tracking the progress being made in each strategic goal of the plan and will give regular updated reports on the level of accomplishment of different actions of this Plan to the relevant Board committees to corrective action and guidance.

BOARD MEMBERS

VENANSIUS BARYAMUREEBA, PROF.

ABALO GETRUDE, MRS.

SAMUEL BAKER KUCEL, DR.

Chairman of the Board, Chairperson Finance and Administration Committee; and Chairperson Examinations Security Committee of the Board.

Member of the Board, and Chairperson of the Examinations Research Committee of the Board.

JOSEPH KIBERU MUTEBI, MR.Member of the Board, and Chairperson of the Audit Committee.

ALEX NATHAN SSERWANGA, MR.

Member of the Board

RICHARD ENYOMU, MR. Member of the Board

GRACE NALUMU, MS. Member of the Board

DISAN SSOZI, ENG. Member of the Board

SUUDI KIZITO, MR Member of the Board

HONEY MALINGA, MR. Member of the Board

MICHAEL OKUMU, MR. Member of the Board

PATRICK BYAKATONDA, MR. Member of the Board

WILSON EBUNYU OGARO, MR. Member of the Board

SILAS NGABIRANO, MR. Member of the Board

Member of the Board, and Chairperson of the Biological Education Examinations Committee.

GRACE BAGUMA, MRS.Member of the Board, and Chairperson of the Appointments and Disciplinary Committee.

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vii UBTEB Strategic Plan 2018/19-2019/20

STRATEGIC DIRECTION

VisionA Center of Excellence for Competence Based Assessment, Examinations and Awards.

MissionTo conduct Competence Based Assessment (CBA) and examinations and issue awards for business, technical, vocational & other specialized training.

Core Values

IntegrityThe Board embraces honesty in everything it does and is determined to adhere to ethical business principles and good corporate governance at all times.

ConfidentialityThe Board shall be a custodian of examination information and qualifications. Consequently, the Board shall:• Take all the necessary steps to protect the confidentiality of our clients,

employees, and other stakeholders.• Never disclose any confidential information except where the Board is

required to do so by law.

ProfessionalismProfessionalism demands, inter alia; a thorough knowledge of one’s field of endeavour as well as demonstration of skill, high ethical standards, and respect for the Board’s clients and other stakeholders.

Teamwork UBTEB consists of people with diverse and multi skills, knowledge and experience; value each individual’s contribution to collective effort as the Board strive to work together for the good of UBTEB and the Country at large

Transparency and Accountability UBTEB welcomes public scrutiny of all its actions and subscribes to accountability. Consequently, and shall:• Open the operations to internal and external scrutiny.• Create a working environment where honesty, dialogue and debate are

encouraged.• Accept responsibility for our actions.• Provide accurate, timely and relevant information to our stakeholders.

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ACRONYMS

Association for Career and Technical Education

Association for Educational Assessment in Africa

Business, Technical, Vocational Education and Training

Competence Based Education and Training

Directorate of Education Standards

Directorate of Industrial Training

Education Sector Strategic Plan

International Association for Educational Assessment

Information and Communication Technology

International Vocational Education and Training Association

Ministry of Education and Sports

National Curriculum Development Centre

National Council for Higher Education

Technical and Vocational Education and Training

Uganda Allied Health Examinations Board

Uganda Business and Technical Examinations Board

Uganda Association of Private Institutions

Uganda National Examinations Board

Uganda Nurses and Midwives Examinations

Uganda Vocational Qualifications Framework

ACTE/USA -

AEAA -

BTVET -

CBET -

DES -

DIT -

ESSP -

IAEA -

ICT -

IVETA -

MoES -

NCDC -

NCHE -

TVET -

UAHEB -

UBTEB -

UGAPRIVI -

UNEB -

UNMEB -

UVQF -


1.0 BACKGROUND

Uganda Business and Technical Examinations Board (UBTEB) is one of the national examination boards established by the BTVET Act,

2008 and operationalised by Statutory Instrument 2009 No.9 (Establishment of the Uganda Business and Technical Examinations Board). The Regulations mandate UBTEB to streamline, regulate, coordinate and conduct credible national examinations and award Certificates and Diplomas in the Business, Technical and Vocational/ specialized education or training in Uganda.

Before establishment of UBTEB, the management and administration of Business, Technical and Vocational/specialized education or training examinations was fragmented. Some examinations were being conducted by Makerere University Business School (MUBS) – Nakawa, others by Uganda National Examinations Board – (UNEB), while others were conducted by individual institutions dotted in different parts of the country. As a consequence, there was lack of uniformity in the Awards of Certificates and Diplomas from these different institutions. This made it very difficult to standardize qualifications offered by the different institutions offering courses in the Business, Technical and other specialized fields like Agriculture, Fisheries, Meteorology, Lands and Survey among others. Hence, the UBTEB was established to streamline, regulate and coordinate examinations and awards in BTVET in Uganda. The UBTEB Secretariat and Board were set up in January 2011. The core functions of UBTEB include;

i. Conducting business and technicalexaminations for specialized training

1.1 INTRODUCTION

institutions in Uganda; ii. Accrediting theory and practical

examination centres used for theconduct of the examinations;

iii. Establishing and overseeing practicaland theoretical question banks;publishing past examination papers;

iv. Establishing and maintaining asecured database of examinationresults;

v. Collaborating with international andinter-governmental organizationsand agencies of other states and theprivate sector on issues relevant toits functions;

vi. Providing feedback to traininginstitutions on examinations; and

vii. Awarding diplomas (and certificates)to successful candidates in suchexaminations.

The UBTEB Examinations embrace the Uganda Vocational Qualifications Framework (UVQF) which follows the principles of Competence Based Education and Training (CBET). Under the CBET approach, training with production is mandatory, and is part of the examinations.

UBTEB is governed by an appointed Board that serves a period of 3 years. It has a Secretariat headed by the Executive Secretary. UBTEB is committed to conduct quality applied knowledge and skills Examinations with an ultimate goal of enabling the students to access further upward academic progression and be self-employed or get employment in the world of work. Examinations under UBTEB follow the curriculum or programme developed or accredited by a body recognized by the Uganda Government.

2 UBTEB Strategic Plan 2018/19-2019/20

This Strategic Plan is guided by the following national frameworks and process:-

1.2.1 Vision 2040 The Vision 2040 encompasses Ugandans living in peace and harmony, prosperity for all, improved infrastructure with multi- lane paved roads, rail network, and airports, and world-class schools and hospitals. The oil and gas sector is expected to lead to higher demand for quality skills and this underlines the investments in education and training planned under Vision 2040. Vision 2040 acknowledges low competitiveness of goods and services and inadequate human resource among some of Uganda’s key challenges, and thus the need for quality in skills training. The percentage of the population below the poverty line will decrease from 24.5 per cent in 2010 to 5 per cent in 2040. A more prosperous Uganda is envisaged with the per capita income going from $506 in 2010 to $9,500 in 2040. UBTEB, as an agency of Government will contribute to these aspirations by facilitating provision of highly skilled and relevant human resource through ensuring quality applied knowledge and skills examinations for business, technical and vocational institutions.

1.2.2 National Development Plan II: 2015/16 to 2019/20.

The National Development Plan II for the period (2015/16-2019/20) prioritises Human Capital Development as one of the 5 investment areas with the greatest multiplier effect on the economy. In the Education and Sports Sector, the NDP II proposes objectives that include; (i) Achieving equitable access to relevantand quality education and training.(ii) Ensuring delivery of relevant and qualityeducation and; and(iii) Enhancing efficiency and effectiveness

of education and sports service delivery at all levels.In the development of SP (2018/19-22/23), the alignment to the aforementioned objectives of NDPII has been fully ensured as well as the interventions stipulated therein.

1.2.3 Revised Education Sector Strategic Plan: 2016-2020.

The Revised Plan calls for a coherent system of standards and performance monitoring throughout the sector, which should be implemented within actual logistical and resource constraints. The long-term aim of quality-assurance activities is to develop a working relationship among the various agencies that have some responsibility for this function so that it is effective and efficient. In particular, ESSP (2016-2020) mentions UBTEB, UNMEB, UAHEB and DIT as key players in ensuring training contents under the Uganda Vocational Qualifications Framework (UVQF) are aligned with the skills through the emphasis of examinations for candidates who wish to acquire knowledge, skills and values to continue in academic ladders or join world of work.

In the development of UBTEB SP (2018/19-19/20), the alignment to the ESSP’s BTVET objectives and strategies has been fully ensured as well as the interventions stipulated therein.

1.2.4 BTVET Act, 2008

In 2008, the BTVET Act was passed by Parliament; establishing the institutional framework needed for a modularised and praxis-oriented vocational training system. The Act provides for the formulation of Statutory Instrument No.9 of 2009 (Establishment of the Uganda Business and Technical Examinations Board Regulations) operationalizes the BTVET Act, 2008.

1.2 CONTEXT


1.2.5 Statutory Instrument 2009 no.9

The regulation mandates UBTEB to streamline, regulate, coordinate and conduct credible national examinations and award certificates and diplomas in the business, technical and vocational/specialized education and training in Uganda.

1.2.6 BTVET Strategic Plan 2012/13-2021/22A key strategy in the BTVET Strategic Plan to achieve the objective of “Increase the quality of skills provisions” is the introduction of better quality assurance systems for public and private BTVET providers through establishment of an accreditation system for BTVET providers. The BTVET Plan seeks to introduce modern Quality Assurance systems in line with regional standards and practices. This Plan is therefore benchmarked on international best practices, and similar examination boards within and outside Uganda.

1.2.7 Strategic Planning ProcessThe Strategic Plan formulation exercise was a consultative and participatory undertaking facilitated by a consultant working with the UBTEB Task Force. The exercise was undertaken for a period of four months between September 2016 and October 2017 it entailed the following activities:-

Regular task force working meetings with the consultant to identify key respondents and set direction for the strategic planning process;Evaluation of SP 2013/14-2017/18;Review of relevant documents. The key documents that were reviewed included: Vision 2040, National Development Plan 2015/16-2019/20; Revised Education Sector Strategic Plan 2016-2020; BTVET Strategic Plan 2012/13-2022/23; BTVET Act 2008, and BTVET Regulations 2009; UBTEB Annual Reports for 2014, 2015 and 2016;

Key informant interviews with key stakeholders of UBTEB including the UBTEB Board members, Ministry of Education and Sports, its departments and agencies; training institutions and other examining bodies, selected Principals and Instructors from BTVET institutions;Three(3) planning retreat with UBTEB senior management;

Presentation of the draft plan to the UBTEB Board for review at a half-day workshop that validated the Strategic Plan.

The Strategic Plan covers a period of 2 years from 2018/19 to 2019/20.


2.0 SITUATION ANALYSIS

2.1 Review of Strategic Plan 2013/14-2017/18

In 2013, UBTEB developed a strategic plan to guide its operations for the period 2013/14 to 2017/18. The overall objective of the strategic plan was to streamline, regulate and coordinate conduct of examinations and award of certificates and diplomas in business, technical and other specialized professions. The Plan had six (6) strategic objectives that included; (1) To manage a reliable, transparent andefficient competence based examinationsand assessment process for (BTVET) inUganda,(2) To improve HR, F & A in order to achievegreater organizational and managementeffectiveness and efficiency of the Board,(3) To integrate ICT in the operations ofthe Board,(4) To increase public awareness of theBoard and its activities, and(5) To establish and operationaliseknowledge management and qualityassurance systems, and(6) To increase capacity to mobilizeresources for the Board.

Towards the end of 2016 after completing the third year of implementation of its strategic plan, UBTEB contracted a consultant to review its plan to document the achievements so far realized, identify gaps and challenges as well as focus areas for the remaining period of the plan and beyond.

Overall performance of the Strategic plan was based on the number of activities planned and actually implemented. Under each strategic objective, there were strategies which were the basis for development of activities. Each activity had a specific target for the plan period. In order to ensure a fairly rational assessment of performance of the Strategic Plan as

at 30th June 2016, milestones for each activity were used to establish the extent to which they were achieved at the time of this review.

From the Strategic Plan Implementation Plan, a set of 112 activities were identified. This number formed the denominator for assessing non compliance (activities not implemented); complied (Activities fully implemented or target achieved as at 30th June 2016 in the Strategic Plan); work in progress (activities that had not achieved their targets by 30th June 2016 of the Strategic Plan and their implementation was ongoing with some milestones already realized); and no longer applicable/dropped (activity not implemented) because they had been overtaken by events). The overall plan performance was assessed based on compliant and work in progress activities which averaged at 65% above the planned 60% mark at third year of implementation (See Fig.1 below).

The key challenges that were noted during SP 2013/14-2017/18 implementation included:

There is still a mismatch in the training calendars of Technical and Business Education with the examination time table resulting in the delayed submission of Industrial Training marks from institutions; The Board lacks state of the art printing facilities for printing of examinations; Lack of adequate Computers in Institutions which has continued to affect the administration of CBET computer modules/examinations. Lack of a permanent office space, storage and printing facility has made processing of examinations very costly. Budgetary deficits still faced by the Board to efficiently and effectively manage CBET examinations.


2.2 Environmental ScanThere are a number of Institutions that train candidates for both formal and non formal assessments. Most of the students that join these institutions are not aiming at upward academic progression which UBTEB assessment emphasizes. There are also other institutions that offer BTVET programs and are doing their self-assessment. Other institutions train BTVET programs but are affiliated to Universities which carry out their assessment. This creates a continued fragmentation of the awards. However, the recent pronouncement by the Ministry of Education and Sports on business certificate programs gives UBTEB the authority to assess such programs at tertiary level

There are programs with limited number of trainers/assessors who participate in the entire cycle of examination process leading to a self review threat as well as compromising the quality of the final results.

2.2.2 Regional Perspective

a) Rwanda

The Rwandan Work Force Development Authority (WDA) is a mandated national assessment body for TVET programs in Rwanda. It was established by the Law No 03/2009 of 27/03/2009 and revised by the Law No 39/2011 of 13/09/2011 with a Mission “To become a leading driving force in Skills development in Rwanda through Vocational and Technical training /competitiveness and employability”. WDA regulates the Vocational & Technical Skills Development in Polytechnics and it has developed a range of best practices as noted below: • Establishment, publication andoperationalisation of National VocationalQualifications Framework (UVQF) which

Figure 1: Performance of SP 2013/14-2017/18

The new strategic plan has taken into consideration the long term activities that were not implemented due to inadequate funding.

Lack of adequate motor vehicles to facilitate the day to day operations of the Board remains a hindrance to the smooth operations of the Board especially during delivery and collection of exams from examination centres/police stations. Future implications of the Ministry of Education and Sports MoU with City and Guilds to conduct assessment on Oil and Gas Sector Training. Examinations Information Management System (EIMS) has to a certain extent not performed as expected.


will integrate the entry and exit points into both Academic and TVET systems from Primary to Universities;• Development of policies to recognizeprior learning(RPL) and award andcertify RPL;• Modular and continuous assessment ofICT and trade specific practical at examcentres;• Equipping of examination centreswith ICT infrastructures;• Strong collaboration with theprivate sector to promote Industrialtraining, projects and RPL assessment;• Identification and enforcement ofkey economic national priority trainingareas in TVET training;• Application of rapid responsetraining (RRT) in filling skills gap inindustry demanded (But not locallyavailable) skills for, eg in the Leatherand fabric making industries introducedin Rwanda when Government bannedimportation of such used products.

b) Tanzania

Tanzania has two national TVET assessment bodies; the Vocational Education and Training Authority (VETA) and the National Council for Technical Education (NACTE). VETA was established by the Vocational Education and Training Act No.1 of 1994 for the purpose of coordinating, regulating, financing and providing vocational education and training. VETA operates in 9 geographical zones with each zone having an office which coordinates all assessment centres.

On the other hand, NACTE is a body corporate established by the National Council for Technical Education Act, 1997. Its scope covers all tertiary education institutions, other than Universities and its affiliated colleges, delivering courses at Technician, Semi-professional and Professional levels leading to awards of Certificates, Diplomas, Degree and other related

awards. Graduates of VETA with National Vocational Award (NVA) level 3 joins the relevant basic technician’s certificate programs at Level 4 to be assessed and awarded a National Technical Award (NTA) of level 4 by NACTE. Primary 6 and 7 leavers can also join direct to some TVET programs assessed by NACTE. NACTE controls and regulates the admissions which are done by the institutions. One can then progress through the ladder of national qualification systems to Level 5, 6 and 7 before joining Universities.

A number of best practices in TVET assessment in Tanzania are noted below:• Establishment, publication andoperationalisation of National Vocational Qualifications Framework (UVQF) whichwill integrate the entry and exit pointsinto both Academic and TVET systemsfrom Primary to Universities;• Enacting regulation and guidelines for identification, recognition, testing and certifying prior learning in BTVET;• Establishing Examinations andAssessment regional coordinationoffices;• Issuing of transcripts of records(Statement of Results) to candidateswho exit midway before completing allmodules of a level to enable them jointhe world of work and resume studieslater;• Enforcing passing of modularcontinuous assessment before sittingfor final national assessment, throughreallocation of marks allocation fromthe present 40% to 60 or 70% and 40% to30% for final examinations.

c) Kenya

Kenya National Examinations Council (KNEC) was established in 1980 by an act of Parliament and mandated national Examinations body for all Primary & Secondary Schools and TVET colleges including Teacher Training colleges in


the Country. The council has been in existence since 1980 when East African Examinations Council was dissolved. Since inception, a number of best practices in TVET assessment in Kenya are noted below:

• Examination centres registercandidates online;• Examination centres with fewcandidates are allowed to register forexaminations and pay to meet the costof the deficient required minimum number of candidates;• Results “Pass slips” are issued to Students who pass practical and projects modules of the program to join World Of Work (WOW) but not for academic progression;• Modular examinations for single

and group subjects, (Eg. Shorthand, Typing, Communication skills, etc. for Secretarial Studies) are still administered;• Practical marking schemes arecoordinated before practical assessorsare sent to mark practical examinations;• Subject teacher at the examcentres do parallel assessment of thepractical modules and compare and

harmonise the marks with that of the KNEC’s assigned assessor to ensure fairness in assessment;• Head of centres and subjectteacher signs the final copy of practicalassessment marks sheet before thepractical assessor submits to KNEC;• Practical assessment markingschemes/ sheets is designed percandidate;• Food preparation practical material planning is conducted by candidates not registered to sit for the same examinations (but students of different levels of the same program);• Examination marks are captured directly onto the Examination Information management System (EMIS) while at the marking centres when missing scripts can still be easily traced.

In summary, where possible; a number of best practices from the three (3) countries above have been integrated in this 2 year strategic plan.


2.3 SWOT analysis of Uganda Business and Technical Examinations Board.

An analysis of the internal and external environment of the Board in respect to strength, weaknesses, opportunities and threats revealed the following;

Table 1: Showing the UBTEB SWOT analysis matrix.

Strengths Weaknesses

Legal mandate derived from BTVET Act of 2008, Sec.26 and Statutory Instrument No. 9 of 2009.

Limited ICT application (unable to handle records management and issuing of results by SMS among others).

Issuance of credible awards. Inadequate assessment standards.

Well constituted and appointed Board. Limited stakeholder consultations and involvement.

A professional team of UBTEB staff. Inadequate communication with stakeholders.

Ability to accredit assessment centres. Limited budget resource constraints.

Approved key policy documents. Lack of office space and state of the art printery.

Membership to international assessment bodies.

Inadequate retooled UBTEB assessors/examiners in Competence Based Assessment.

Inadequate attention to candidates with special needs.

Opportunities Threats

Local and international networks. Inability to equate foreign TVET qualifications.

Supportive political environment – vision 2040, Skilling Uganda Strategic Plan.

Duplicated curricula for some business programs.

Increasing enrolment of candidates. Inadequate sensitization and awareness of BTVET training BTVET of stakeholders on CBA.

Willingness and capacity of NCDC to deliver CBET curricula.

High cost of CBA (equipment and facilities).

Harmonization of TVET curricula in the East African Region.

Lack of assessors in certain areas.

Capacity gaps in assessment: (examinations setting, moderation, conduct, processing of results).

Un-streamlined Legal and Policy framework.

Potential of widening the range of occupations to address the skills needs in modern production sector.

The on-going efforts to streamline TVET through dialogue on TVET policy & TVET Council proposals.


3.0 STRATEGIC FRAMEWORK

UBTEB’s strategic identity defines the boundaries within which it does its work to streamline, regulate and coordinate examinations and awards in business, technical or vocational/specialized education or training in Uganda. The

strategic framework is elaborated by a vision and mission statements and a set of values. The three elements articulate why UBTEB exists, what it intends to achieve and how it does its work.

The Goal of the Board was developed to capture the key focus areas (KFA) for the next two years and what UBTEB intends to achieve under the Strategic Plan 2018/19-2019/20. It imprints the mandate as indicated in the statutory instrument no.9 2009. “Streamline, regulate and coordinate conduct of examinations and award certificates and diplomas in business, technical and other specialized professions”.

3.1 Vision Statement

3.2 Mission Statement

A centre of Excellence for Competence Based Assessment, Examinations and Awards

To conduct competence based assessment and examinations, and issue awards for business, technical, vocational & other specialized training.

3.3 Core Values

i. Integrityii. Confidentialityiii. Professionalismiv. Teamworkv. Transparency and

Accountability

3.4 Goal

3.5 Strategic Objectives:

UBTEB’s strategic direction defines more specifically the priority areas of focus, strategic objectives, strategies and the results it intends to achieve in the 2 years of strategic plan implementation. Each of the three priority areas is buttressed by Strategic Objectives which are further defined by key undertakings and milestones enumerated in Annex 2.


3.7 Key AssumptionsIn order to achieve the main goal and targets, the following key assumptions are made;• Government and other funding is secured in time to finance the planned

activities/ projects;• There shall be a stable macro-economic environment;• The business and technical education related policies shall be

supportive.• A well streamlined CBET curricular in all fields are in place.• All stakeholders have embraced CBET and CBA principles.• No role and mandate duplication with other Ministry Departments and

Agencies.

9 | P a g e

(EMIS) while at the marking centres when missing scripts can still be easily traced.

In summary, where possible; a number of best practices from the three (3)countries above have been integrated inthis 2 year strategic plan

2.3 SWOT analysis of Uganda Business and Technical Examinations Board.

An analysis of the internal and external environment of the Board in respect to strength,weaknesses, opportunities and threats revealed the following;

Table 1: Showing the UBTEB SWOT analysis matrix.

Strengths Weaknesses Legal mandate derived from BTVET Act

of 2008, Sec.26 and Statutory Instrument No. 9 of 2009.

Limited ICT application (unable to handle records management and issuing of results by SMS among others).

Issuance of credible awards. Inadequate assessment standards. Well constituted and appointed Board. Limited stakeholder consultations and

involvement. A professional team of UBTEB staff. Inadequate communication with

stakeholders. Ability to accredit assessment centres. Limited budget resource constraints. Approved key policy documents. Lack of office space and state of the art

printery. Membership to international assessment

bodies. Inadequate retooled UBTEB

assessors/examiners in Competence Based Assessment.

Inadequate attention to candidates withspecial needs.

Opportunities Threats Local and international networks. Inability to equate foreign TVET

qualifications. Supportive political environment – vision

2040, Skilling Uganda Strategic Plan. Duplicated curricula for some business

programs.

Increasing enrolment of candidates. Inadequate sensitization and awareness of BTVET training BTVET of stakeholders on CBA.

Willingness and capacity of NCDC todeliver CBET curricula.

High cost of CBA (equipment and facilities).

Harmonization of TVET curricula in the East African Region.

Lack of assessors in certain areas.

Capacity gaps in assessment: (examinations setting, moderation, conduct, processing of results).

Un-streamlined Legal and Policyframework.

Narrow range of existing occupations that do not address skills needs in modernproductive sectors.

Strategic Objectives aligned to the Priority Areas of the strategy


4.1.3 Partnerships and Collaborations

4.2. Strategic Objectives:

4.2.1 Strategic objective 1:

UBTEB will strengthen partnerships and collaborations for improved stakeholder engagement and service delivery. In this respect, UBTEB will continuously strengthen industrial training monitoring and assessment, build synergies with other assessment/examination bodies/universities and other stakeholders. The Board will continuously identify partners whose strategic intents are aligned to its strategic plan in order to complement one another.

The implementation of the respective actions and deliverables shall be carried out by different teams of the secretariat led by the Executive Secretary through the annual work plans and budgets, and oversee by the Board.

UBTEB’s strategic direction defines Strategic objectives, strategies and the results it intends to achieve in the 3 years of strategic plan implementation. Each of the three Strategic Objectives which are further defined by key undertakings and milestones, define the three priority areas interventions.

To enhance the conduct, regulation and coordination of competence based Assessment (CBA) for credible awards.

The Board will undertake specific strategies that will enable it enhance and deliver CBA for credible awards. The following strategies will be utilized;

4.0 STRATEGIC PLAN IMPLEMENTATION

This section outlines the key activities/ actions and deliverables that the Board intends to implement in the next two years cognizant of the SWOT analysis, Vision and Mission as well as the goal and targets presented in the above sections. The planned key actions and deliverables are presented under the three (3) Key Priority Areas.

Regulate and conduct of Assessment/Examinations is the core business of UBTEB. Given the dynamic changes in the operating environment, UBTEB will strengthen its service delivery strategies to address issues of assessment standards, skills of assessors, integration of cross cutting issues in assessments, attraction of more candidates, credibility of examinations and awards, recognition of TVET qualifications and awards, feedback mechanisms on CBA to our stakeholders and research and quality assurance. These interventions are expected to strengthen UBTEB’s ability to regulate and coordinate assessment as well as enhance the quality and credibility of TVET qualifications and awards

In order for UBTEB to continuously improve on its operation efficiency, efforts will be directed towards institutional capacity strengthening. In this regard, UBTEB will strengthen its communication and feedback mechanisms with stakeholders, ICT application, HR, governance, risk management, accountability, infrastructure and financial management systems. The legal framework will also be streamlined in order to continuously align itself to changes in the operating environment. In order to widen its resource base, UBTEB will develop and operationalise a resource mobilization strategy as well as an investment plan.

4.1.1 Regulation, conduct and coordination of Assessment/Examinations

4.1.2 Institutional Strengthening


Strategies:

1. Strengthen assessment standards.2. Build capacity of UBTEB assessors in CBA.3. Mainstream cross-cutting issues in assessments.4. Strengthen credibility of examinations and awards.5. Expand the recognition of TVET qualifications.6. Build-up international recognition of UBTEB qualifications awards.7. Improve feedback mechanisms on CBA to our stakeholders.8. Fortify research and quality assurance.

Table 2. Presenting Strategic Actions put forward to address the Regulation, conduct and coordination of Assessment/Examinations.

14 | P a g e

UBTEB will strengthen partnerships and collaborations for improved stakeholder engagement and service delivery. In this respect, UBTEB will continuously strengthen industrial training monitoring and assessment, build synergies with otherassessment/examination bodies/universities and other stakeholders. The Board will continuously identify partners whose strategic intents are aligned to its strategic plan in order to complement one another. The implementation of the respective actions and deliverables shall be carried out by different teams of the secretariat led by the Executive Secretary through the annual work plans and budgets, and oversee by the Board. 4.2. Strategic Objectives: UBTEB’s strategic direction defines Strategic objectives, strategies and the results it intends to achieve in the 3 years of strategic plan implementation. Each of the three Strategic Objectives which are further defined by key undertakings and milestones, define the three priority areas interventions. 4.2.1 Strategic objective 1: To enhance the conduct, regulation and coordination of competence based Assessment (CBA) for credible awards. The Board will undertake specific strategies that will enable it enhance and deliver CBA for credible awards. The following strategies will be utilized; Strategies:

Strengthen assessment standards. 1. Build capacity of UBTEB assessors in CBA. 2. Mainstream cross-cutting issues in assessments. 3. Strengthen credibility of examinations and awards. 4. Expand the recognition of TVET qualifications. 5. Build-up international recognition of UBTEB qualifications awards. 6. Improve feedback mechanisms on CBA to our stakeholders. 7. Fortify research and quality assuranceTable 2. Presenting Strategic Actions put

forward to address the Regulation, conduct and coordination of Assessment/Examinations.

No Strategic Actions under the Regulation, conduct and coordination of Assessment/Examinations.

Time Frame

1.1 Establish and operationalise a CBA Framework 2018/19

1.2 Develop and operationalise assessment tools/manuals Annually

1.3 Review existing guidelines incorporating HSE in assessment 2018/19

1.4 Benchmark best practices in assessment Annually

1.5 Review and update examination standards procedures and guidelines

2019/20

15 | P a g e

2.1 Develop training packages in CBA Annually

2.2 Retool/train assessors in CBA Annually

3.1 Integrate special needs issues in UBTEB assessment procedures/processes

Annually

3.2 Develop guidelines to integrate gender/HIV issues in UBTEB assessment procedures/processes

Annually

3.3 Acquire facilities for special needs in assessment 2019/2020

3.4 Introduce environmental friendly projects in assessment Annually

3.5 Recruit a qualified special needs officer 2018/19

4.1 Increase frequency of inspection centres Annually

4.2 Accredit more assessment centres Annually

5.1 Conduct tracer studies on UBTEB graduates Annually

5.2 Recruit and deploy examination managers Annually

5.3 Establish regional coordination centres for effective management of assessment processes

Annually

6.1 Secure legal authority, operationalise guidelines to recognise and equate foreign qualifications

2018/19

7.1 Register membership with international bodies Annually

7.2 Participate in workshops/conferences organised by international assessment bodies

Annually

7.3 Organise staff exchange programs Annually

8.1 Develop and operationalise a stakeholder mapping strategy 2018/19

8.2 Conduct feedback workshops Annually

9.1 Undertake research on specific aspects of CBA Annually

9.2 Disseminate research findings to stakeholders. Annually

9.3 Stock the resource centre (Library). Annually Strategic objective:2 To strengthen UBTEB institutional capacity for efficient and effective service delivery Strategies:

1. Strengthen communication and feedback mechanisms with stakeholders 2. Strengthen ICT application 3. Make recommendations towards streamlining of the legal framework 4. Strengthen HR 5. Strengthen governance, risk management and accountability 6. Strengthen infrastructure


Table 3: Strategic Actions to address the institutional Strengthening.

Strategic objective:2 To strengthen UBTEB institutional capacity for efficient and effective service delivery

Strategies:1. Strengthen communication and feedback mechanisms with stakeholders2. Strengthen ICT application3. Make recommendations towards streamlining of the legal framework4. Strengthen HR5. Strengthen governance, risk management and accountability6. Strengthen infrastructure

16 | P a g e

Table 3: Strategic Actions to address the institutional Strengthening.

No Strategic Actions under Institutional Strengthening Time Frame

1.1 Develop and operationalise a client charter 2018/19

1.2 Review and operationalise the UBTEB communication strategy 2018/19

1.3 Engage alumni and employees Annually

1.4 Celebrate UBTEB milestone 2018/19

1.5 Conduct CSR activities Annually

2.1 Review Examination Information Management System Annually

2.2 Develop and operationalise ICT manual 2018/19

2.3 Automate systems(Huris, complaints management, registry, internal/external communication, clock in/out)

Annually

3.1 Review UBTEB statutory instruments and make recommendations Annually

4.1 Recruit, re-skill and retain members of staff and other personnel contracted to do UBTEB activities

Annually

4.2 Conduct internal HR Audit Annually

4.3 Review functional structure 2018/19

4.4 Review HR manual 2018/19

4.5 Establish a performance management system 2019/20

5.1 Develop and operationalise the Board Charter 2018/19

5.2 Train Board members Annually

5.3 Undertake periodic Board performance assessments Annually

5.4 Develop and operationalise a Risk Management Framework 2018/19

5.5 Review audit processes, policies and procedures Annually

5.5 Develop and operationalise the UBTEB M&E Framework Annually

5.6 Evaluation and review of the strategic plan. 2019/20.

6.1 Acquire a permanent home 18/19-22/23

6.2 Acquire state of the art printer 18/19-22/23

6.3 Acquire office equipment and facilities 18/19-22/23

6.4 Establish warehouses and regional storage facilities for examination materials

18/19-22/23

7.1 Develop and operationalise the financial management framework and systems

2018/19

7.2 Provide periodic financial reports Annually

7.3 Develop and operationalise the UBTEB resource mobilisation strategy

2018/19

19/20

19/20

19/20

19/20

15 | P a g e

2.1 Develop training packages in CBA Annually

2.2 Retool/train assessors in CBA Annually

3.1 Integrate special needs issues in UBTEB assessment procedures/processes

Annually

3.2 Develop guidelines to integrate gender/HIV issues in UBTEB assessment procedures/processes

Annually

3.3 Acquire facilities for special needs in assessment 2019/2020

3.4 Introduce environmental friendly projects in assessment Annually

3.5 Recruit a qualified special needs officer 2018/19

4.1 Increase frequency of inspection centres Annually

4.2 Accredit more assessment centres Annually

5.1 Conduct tracer studies on UBTEB graduates Annually

5.2 Recruit and deploy examination managers Annually

5.3 Establish regional coordination centres for effective management of assessment processes

Annually

6.1 Secure legal authority, operationalise guidelines to recognise and equate foreign qualifications

2018/19

7.1 Register membership with international bodies Annually

7.2 Participate in workshops/conferences organised by international assessment bodies

Annually

7.3 Organise staff exchange programs Annually

8.1 Develop and operationalise a stakeholder mapping strategy 2018/19

8.2 Conduct feedback workshops Annually

9.1 Undertake research on specific aspects of CBA Annually

9.2 Disseminate research findings to stakeholders. Annually

9.3 Stock the resource centre (Library). Annually Strategic objective:2 To strengthen UBTEB institutional capacity for efficient and effective service delivery Strategies:

1. Strengthen communication and feedback mechanisms with stakeholders 2. Strengthen ICT application 3. Make recommendations towards streamlining of the legal framework 4. Strengthen HR 5. Strengthen governance, risk management and accountability 6. Strengthen infrastructure


Strategic objective 3: To strengthen partnerships and collaborations for the achievement of UBTEB mandate

Strategies:1. Strengthen industrial training monitoring and assessment2. Build synergies with other assessment/examination bodies and other stakeholders

Table 4: Strategic Actions put forward to achieve Partnerships and Collaborations.

19/20

19/20

19/20

19/20

17 | P a g e

No Strategic Actions under Institutional Strengthening Time Frame

7.4 Review and operationalise the investment plan 2018/19 Strategic objective 3: To strengthen partnerships and collaborations for the achievement of UBTEB mandate Strategies:

1. Strengthen industrial training monitoring and assessment 2. Build synergies with other assessment/examination bodies and other stakeholders

Table 4: Strategic Actions put forward achieve Partnerships and Collaborations.

No Strategic Actions under Partnerships and Collaborations Time Frame

1.1 Establish collaborations with world of work and institutions Annually

1.3 Develop guidelines for employers on industrial training for continuous assessments

Annually

2.1 Engage NCDC, NCHE, Universities and other tertiary institutions during curricula development, review and assessment aspects

Annually

2.2 Engage Professional bodies on promotion of TVET Annually

2.3 Engage other stakeholders(DEOs, DISs, ULGA) on promotion of TVET Annually


4.5 UBTEB Structure

The current UBTEB structure was designed to improve effectiveness in implementing this strategic plan. Whereas UBTEB will aim to fill all the vacant positions, the immediate priority will be to strengthen the Directorate of Examinations Management and Administration, creation and equipping the ICT. UBTEB organization structure is attached under Annex 4.The roles of the different key actors who will be responsible for the plan implementation are detailed below:

UBTEB is currently governed by a Board of 15 members and 7 co-opted members, headed by a Chairperson. The role of the Board to provide effective policy formulation and guidance, strategic decision making, as well as supervision of the plan implementation. The Board executes its core business through Board Committees.

The key responsibilities of the members of the management team are indicated below:

The Executive Secretary is the Secretary to Board, head of the Secretariat and reports to the Board through its Chairperson. He/she ensures effective coordination of UBTEB’s activities through the management team. The ES is responsible for working with the Board and staff to ensure that appropriate liaison is maintained with outside stakeholders. He/she has authority over finances to run the daily affairs of the Board amounts agreed to by the Board.

The Deputy ES Finance, HR and Administration develops and maintain management systems that support effective and efficient finance, human-resources and administrative, planning budgeting, investments, monitoring and evaluation of the corporate strategy.

The Deputy ES Examinations Management develops and maintain examinations management processes, research quality assurance and awards.

The top management heads listed above superintend the other contract staff as described in the Organogram under Annex 4. In addition, these Officers will play critical roles in the realisation of the corporate strategic objectives shown in Annex 2.Other members of management include:i. Manager - Technical Education.ii. Manager- Vocational Education.iii. Manager - Business Education.iv. Manager - Research and Quality Assurance.

Management Team

The Executive Secretary (ES)

Deputy ExecutiveSecretary, Finance, HR and Administration

Deputy Executive Secretary, Examinations Management


4.6 Risk Management

4.7Financing the plan

There are a number of risks likely to affect the implementation of the corporate strategy as indicated below;

This section describes the financial requirements and sources of funds for the implementation of the Strategic Plan.

The total cost of the strategic plan over the 2 year period is UGX 42.911 Billion (Includes development expenditure of 4.385 Billion and recurrent expenditure - Examinations of UGX 21.946 Billion, and Recurrent expenditure – Administration UGX 16.580 Billion. Projected income

to fund this strategic plan is estimated at UGX 42.911 Billion; mainly expected to come from; Government of Uganda appropriations (UGX 23.900 Billion), NTR of (UGX 18.061 Billion) and Development Partners (UGX 950 Million. The investment plan and subsequent annual work plans will highlight the actual resources required to implement this strategic plan. The summarized budget for 2 years is shown in the Table below:

Table: 5 Risks likely to affect the implementation of the corporate strategy

Table 6: UBTEB Strategic Plan Budget (in 000,000) for the period 2018/19 to 2019/2019 | P a g e

described in the Organogram under Annex 4. In addition, these Officers will play critical roles in the realisation of the corporate strategic objectives shown in Annex 2. Other members of management include:

i. Manager - Technical Examinations. ii. Manager - Vocational Examinations. iii. Manager - Business Examinations. iv. Manager – Specialised Examinations. v. Manager - Quality Assurance. vi. Manager – Human Resource & Administration vii. Manager – Finance 4.3 Risk Management There are a number of risks likely to affect the implementation of the corporate strategy as indicated below; Table: 5 Risks likely to affect the implementation of the corporate strategy S/N Likely Risk Risk

Assessment Mitigation Measure

1 Delays by NCDC to develop CBET curricula in all fields.

High Form a curriculum development support team.

2 Role duplication by DIT. Low Seek the intervention of MoES to streamline roles.

3 Delayed revision of legal and policy framework (BTVET Act, UBTEB Regulations, Universities and Other Tertiary Institutions Act). High framework (BTVET Act, UBTEB Regulations, Universities and Other

High Engage key stakeholders in the review of the frameworks.

4 Inadequate funds to implement strategic plan.

High Develop and implement a resource mobilization strategy.

5 Slow adoption of CBET and CBA principles by stakeholders.

High Capacity building of and networking with stakeholders.

4.4 Financing the plan This section describes the financial requirements and sources of funds for the implementation of the Strategic Plan. The total cost of the strategic plan over the 2 year period is UGX 42.911 Billion (Includes development expenditure of 4.385 Billion and recurrent expenditure - Examinations of UGX 21.946 Billion, and Recurrent expenditure – Administration UGX 16.580 Billion. Projected income to fund this strategic plan is estimated at UGX 42.911 Billion; mainly expected to come from; Government of Uganda appropriations (UGX 23.900 Billion), NTR of (UGX 18.061 Billion) and Development Partners (UGX 950 Million. The investment plan and subsequent annual work plans will highlight the actual resources required to

20 | P a g e

implement this strategic plan. The summarized budget for 2 years is shown in the Table below: Table 6: UBTEB Strategic Plan Budget (in 000,000) for the period 2018/19 to 2019/20 Recurrent and Development budget 2018/19 2019/20 TOTAL

Cost Categories (Ugx) (Ugx) (Ugx)

Development Expenditure 2,185 2,200 4,385

Recurrent: Examination and related expenditure 10,031 11,915 21,946

Recurrent: Administration Expenditure 7,723 8,857 16,580

Total Cost 19,939 22,972 42,911

Projected Funding

Non Tax Revenues 8,439 9,622 18,061

GoU funding 11,000 12,900 23,900

Development Partners 500 450 950

Total Expected Funding 19,939 22,972 42,911

Surplus/(funding gap) 0 0 0

UBTEB detailed budget is attached under Annex 3.


5.0 MONITORING AND EVALUATION FRAMEWORK

The monitoring and evaluation framework for UBTEB Strategic plan is anticipated to achieve the following;• To track the implementation of scheduled activities;• To ascertain whether resources earmarked for the implementation of the scheduled activities suffice and are delivering what they were planned to deliver;• To establish whether there are any un-anticipated challenges that might have arisen and seek ways of how best to solve them;• To evaluate whether planned outputs/outcomes were actually realised; and,• To ascertain whether the institutional capacity in terms of logistics, human resources and financial resources are adequate to enable UBTEB realize its vision and goal

The routine monitoring and evaluation tools to be used shall entail the following:(i) Regular Board and Management Meetings;(ii) Annual Retreats of Board and Management;(iii) Annual Audits;(iv) Annual reports with specific focus on the achievement of targets for each strategic objective;(v) A mid-term evaluation of the plan will be conducted to establish progress on implementation of this strategic plan.

The M&E framework for this strategic plan is presented in Annex 5.


Accreditation: The formal process of recognition of a training organization, national qualification, clusters of performance (competency) standards or course by a National Training Agency/Authority accrediting body.

Assessment: The process of collecting evidence and making judgments on whether competency has been achieved to confirm that an individual can perform to the standard expected in the workplace, as expressed in the relevant endorsed industry/enterprise competency standards or the learning outcomes of an accredited course.

Assessment Guidelines: Assessment guidelines means an endorsed component which underpins assessment and which sets out the industry approach to valid, reliable, flexible and fair assessment. Assessment guidelines include the assessment system overview, assessor requirements, designing assessment resources, conducting assessment and sources of information on assessment.

ANNEXTURE

ANNEX 1: GLOSSARY

Assessment tool: A collection of documents (instruments) which provide the means for gathering evidence to prove a candidate’s competency. The tool may contain such instruments as a knowledge test, witness testimony, or a checklist of required practical performance or demonstration.

Competence: The specification of knowledge and skill and the application of that knowledge and skill to the standard of performance expected in the workplace and to industry standards. ALSO: The ability to perform tasks and duties to the standard expected in the workplace/industry.

Competence Based Assessment (CBA): The gathering and judging of evidence in order to decide whether a person has achieved a required standard of competence.

Competence Based Education and Training (CBET): Education and training that develops the skills, knowledge and attitudes required to achieve competency standards

Qualification: In the Technical Vocational Education and Training (TVET) sector, qualification is a formal certification, issued by a Accredited Training Organisation (ATO) under the National Qualifications Framework (NQF), that a person has achieved all the requirements for a qualification as specified in a nationally accredited qualification or in an accredited course.

Summative assessment: Assessment that is done at the conclusion of a session, course or larger training period (e.g, at the end of the program). The purpose is to determine success or to what extent the program/project/course met its goals, the primary goal being competency for the learners.


Validation: Involves reviewing, comparing and evaluating assessment processes, tools and evidence contributing to judgments made by a range of assessors against the same standards. Validation strategies may be internal processes with stakeholder involvement or external validations with other providers and/or stakeholders.

TVET: The education and training sector responsible for developing the skills and knowledge of individuals for work. It includes vocational education and training undertaken in industries, enterprises, government agencies, and community and school settings. The vocational education and training sector encompasses both recognized training leading to a qualification/Statement of Attainment under a National Qualifications Framework (NQF), and non recognized training, such as in-house, product-based training. Recognized training is delivered by organizations registered by a National Training Agency (NTA), in accordance with the National TVET Accreditation Framework


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al n

eeds

in

ass

essm

ent

% o

f spe

cial

nee

ds e

quip

men

t fo

r diff

eren

t cat

egor

ies

proc

ured

50%

of s

peci

al n

eeds

eq

uipm

ent f

or d

iffer

ent

cate

gorie

s pr

ocur

ed.

X

1.1.

4 In

trodu

ce e

nviro

nmen

tal f

riend

ly

proj

ects

in a

sses

smen

t.G

uide

lines

on

the

cond

uct o

f en

viro

nmen

tal f

riend

ly p

roje

cts

Gui

delin

es in

pla

cePr

inci

pal P

lann

ing

and

Dev

el-

opm

ent.

XX

1.1.

5 1

Prin

cipa

l HR

& A

dmin

.X

AN

NE

X 2

: IM

PLE

ME

NT

AT

ION

PL

AN


1.4

Cre

dibi

lity

of e

x-am

inat

ions

and

aw

ards

stre

ngth

-en

ed.

1.1.

1 C

ondu

ct tr

acer

stud

ies o

n U

BTE

B

grad

uate

sN

o of

stud

ies c

ondu

cted

2 St

udie

s afte

r eve

ry

2 ye

ars

DES

EM

X

1.1.

2 C

reat

e a

data

base

for

ex

amin

atio

n m

anag

ers

No.

of E

xam

man

ager

s in

the

data

base

2000

XX

1.1.

3 Es

tabl

ish

regi

onal

coo

rdin

atio

n ce

ntre

s for

effe

ctiv

e m

anag

emen

t of

ass

essm

ent p

roce

sses

No.

of r

egio

nal c

o-or

dina

tion

cent

res e

stab

lishe

d3

Dev

elop

men

tX

X

1.5

Rec

ogni

tion

of -

tions

enh

ance

d.

1.1.

1 O

pera

tiona

lise

guid

elin

es to

re

cogn

ize

and

equa

te fo

reig

n A

ppro

ved

guid

elin

es in

pla

ceA

ll &

Aw

ards

XX

1.1.

2 Se

cure

lega

l aut

horit

y to

equ

ate

A G

azet

ted

Stat

utor

y In

stru

men

t1

X

18/1

919

/20

1.6

Inte

rnat

iona

l re

cogn

ition

of

-ca

tions

aw

ards

st

reng

then

ed.

1.1.

1 R

egis

ter m

embe

rshi

p w

ith

inte

rnat

iona

l ass

essm

ent b

odie

s-

cate

s sec

ured

5SI

CO

XX

1.1.

2 Pa

rtici

pate

in w

orks

hops

/co

nfer

ence

s org

aniz

ed b

y in

tern

atio

nal a

sses

smen

t bod

ies.

• N

o. o

f pap

ers p

rese

nted

in

conf

eren

ces.

• N

o. o

f sta

ff at

tend

ing

the

wor

ksho

ps/c

onfe

renc

es

• 20

pap

ers

pres

ente

d in

co

nfer

ence

s

• 15

Qua

lity

Ass

uran

ceX

X

1.1.

3 O

rgan

ize

staf

f exc

hang

e pr

ogra

ms

No.

of s

taff

exch

ange

pro

gram

s or

gani

zed

6 Ex

chan

ge P

rogr

ams

XX

1.7

Feed

back

mec

h-an

ism

s on

CB

A

to o

ur st

akeh

old-

ers s

treng

then

ed.

1.1.

1 D

evel

op a

nd o

pera

tiona

lise

a st

akeh

olde

r map

ping

stra

tegy

App

rove

d st

akeh

olde

r map

ping

st

rate

gy1

X

1.1.

2 C

ondu

ct fe

edba

cks

Feed

back

repo

rts4

Res

earc

h &

Qua

lity

Ass

uran

ceX

X1.

1.3

Con

duct

pos

t exa

min

atio

n re

view

.Po

st e

xam

inat

ion

revi

ew re

ports

2 an

nual

lyR

esea

rch

& Q

ualit

y A

ssur

ance

xx

1.8

Res

earc

h an

d qu

ality

ass

uran

ce

stre

ngth

ened

.

1.1.

1 as

pect

s of C

BA

No.

of s

tudi

es u

nder

take

n4

stud

ies

Qua

lity

Ass

uran

ceX

X

1.1.

2 N

o. o

f res

earc

h pu

blic

atio

ns 1

0 pu

blic

atio

ns

annu

ally

XX

1.1.

3 Im

plem

ent t

he q

ualit

y as

sura

nce

fram

ewor

k%

com

plia

nce

to q

ualit

y as

sur-

ance

fram

ewor

k80

% c

ompl

ianc

e to

QA

fr

amew

ork

XX

SNO

UT

PUT

AC

TIO

NPE

RFO

RM

AN

CE

IN

DIC

AT

OR

2 Y

EA

R T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

NT

IME

FR

AM

E

18/1

919

/20


Stra

tegi

c O

bjec

tive

2:

2.1

Com

mun

icat

ion

and

feed

back

m

echa

nism

s with

st

akeh

olde

rs

stre

ngth

ened

1.1.

1 D

evel

op a

nd o

pera

tiona

lise

a cl

ient

cha

rter.

D

evel

oped

and

app

rove

d cl

ient

ch

arte

r1

SIC

OX

1.1.

2 R

evie

w a

nd o

pera

tiona

lise

the

UB

TEB

com

mun

icat

ion

stra

tegy

.R

evie

wed

and

app

rove

d co

mm

u-ni

catio

ns st

rate

gy1

SIC

OX

1.1.

3 En

gage

alu

mni

and

em

ploy

ers.

No

of m

eetin

gs h

eld

2 M

eetin

gs

SIC

OX

X1.

1.4

Cel

ebra

te U

BTE

B m

ilest

one

Mile

ston

e ce

rebr

ated

1ES

X

1.1.

5 C

ondu

ct C

SR a

ctiv

ities

No.

of C

SR a

ctiv

ities

con

duct

ed2

DES

FH

RA

XX

2.2

ICT

appl

icat

ion

stre

ngth

ened

1.1.

1 R

evie

w E

xam

inat

ion

Info

rmat

ion

Man

agem

ent S

yste

m.

Perio

dic

revi

ew re

ports

.B

i-ann

ually

DES

FH

RA

XX

1.1.

2 D

evel

op a

nd o

pera

tiona

lise

ICT

man

ual.

ICT

Man

ual

deve

lope

d an

d ap

-pr

oved

1D

ES F

HR

AX

1.1.

3 A

utom

ate

syst

ems (

Hur

is, C

om-

plai

nts M

anag

emen

t Sys

tem

, R

egis

try, I

nter

nal/E

xter

nal C

om-

mun

icat

ion,

clo

ck in

/out

).

Enha

nced

aut

omat

ed sy

stem

sA

nnua

lly P

HR

/AO

XX

SNO

UT

PUT

AC

TIO

NPE

RFO

RM

AN

CE

IN

DIC

AT

OR

2 Y

EA

R T

AR

GE

TR

ESP

ON

SIB

LE

PE

RSO

NT

IME

FR

AM

E

18/1

919

/20

2.3

Lega

l fra

mew

ork

stre

amlin

ed1.

1.1

Rec

omm

end

for r

evie

w U

BTE

B

stat

utor

y in

stru

men

ts a

nd m

ake

reco

mm

enda

tions

for r

evie

w.

App

rove

d re

com

men

datio

ns o

n U

BTE

B S

tatu

tory

Inst

rum

ents

, B

TVET

Act

200

8, N

CH

E A

ct,

UO

TIA

UB

TEB

Sta

tuto

ry

Inst

rum

ents

, BTV

ET

Act

200

8, N

CH

E A

ct,

UO

TIA

(UB

TEB

Sta

tuto

ry

Inst

rum

ent,

BTV

ET

Act

)

ESX

X

2.4

HR

Stre

ngth

ened

1.1.

1 R

ecru

it, re

-ski

ll an

d re

tain

mem

-be

rs o

f sta

ff an

d ot

her p

erso

nnel

co

ntra

cted

to d

o U

BTE

B a

ctiv

ities

No.

of s

taff

recr

uite

d an

d re

-sk

illed

90 st

aff r

ecru

ited

and

re-s

kille

dES

, DES

/FH

RA

and

PH

RA

OX

X

1.1.

2 C

ondu

ct in

tern

al H

R A

udit

HR

Aud

it co

nduc

ted

1ES

, DES

/FH

RA

and

PH

RA

OX

1.1.

3 R

evie

w fu

nctio

nal s

truct

ure

Rev

iew

ed fu

nctio

nal s

truct

ure

1ES

, DES

/FH

RA

and

PH

RA

OX

1.1.

4 R

evie

w H

R M

anua

lR

evie

wed

HR

Man

ual

1ES

, DES

/FH

RA

O, P

HR

AO

X

1.1.

5 D

evel

op a

nd im

plem

ent t

he g

en-

der a

nd e

quity

pol

icy

App

rove

d po

licy

docu

men

t1

PHR

AO

X

1.1.

6 D

evel

op a

nd im

plem

ent t

he H

IV

polic

yA

ppro

ved

polic

y do

cum

ent

1PH

RA

OX

1.1.

7 Es

tabl

ish

a pe

rfor

man

ce m

anag

e-m

ent s

yste

mPe

rfor

man

ce m

anag

emen

t sy

stem

1ES

, DES

/FH

RA

O, P

HR

AO

XX


SNO

UT

PU

TA

CT

ION

PE

RF

OR

MA

NC

E

IND

ICA

TO

R2

YE

AR

TA

RG

ET

RE

SPO

NSI

BL

E P

ER

SON

TIM

E F

RA

ME

18/1

919

/20

2.5

Gov

erna

nce,

risk

m

anag

emen

t and

ac

coun

tabi

lity

stre

ngth

ened

1.1.

1 D

evel

op a

nd o

pera

tiona

lise

th

e B

oard

Cha

rter

Dev

elop

ed, a

ppro

ved

and

oper

a-tio

nalis

ed B

oard

Cha

rter

1ES

X

1.1.

2 B

uild

cap

acity

of t

he B

oard

m

embe

rsN

o of

Cor

pora

te G

over

nanc

e Tr

aini

ngs

and

Boa

rd

Indu

ctio

ns c

ondu

cted

1 B

oard

Cor

pora

te

Gov

erna

nce

Trai

ning

&

1 B

oard

Indu

ctio

n

ESX

X

1.1.

3 U

nder

take

per

iodi

c B

oard

per

for-

man

ce a

sses

smen

ts.

No.

of B

oard

per

form

ance

as

sess

men

ts c

ondu

cted

Ann

ual B

oard

per

-fo

rman

ce e

valu

atio

n re

ports

ESX

X

1.1.

4 D

evel

op a

nd o

pera

tiona

lise

a R

isk

Man

agem

ent F

ram

ewor

kD

evel

oped

, app

rove

d an

d op

er-

atio

nalis

ed R

isk

Man

agem

ent

Fram

ewor

k

1ES

X

1.1.

5 A

udit

revi

ew o

f pro

cess

es, p

olic

ies

and

proc

edur

esN

umbe

r of P

olic

y D

ocum

ents

re

view

edA

llIn

tern

al A

udit

XX

1.1.

6 D

evel

op a

nd o

pera

tiona

lise

the

UB

TEB

Mon

itorin

g &

Eva

luat

ion

Fram

ewor

k

Dev

elop

ed a

nd a

ppro

ved

UB

TEB

M&

E Fr

amew

ork

1Pl

anni

ng &

Bud

getin

g X

X

1.1.

7 Ev

alua

tion

and

revi

ew o

f the

st

rate

gic

plan

.N

o. o

f rev

iew

s of

the

stra

tegi

c pl

an1

Plan

ning

& B

udge

ting

X

2.6

Infr

astru

ctur

e St

reng

then

ed1.

1.1

Acq

uire

a p

erm

anen

t hom

eLa

nd a

cqui

red

+ A

ppro

ved

ar-

chite

ctur

al p

lans

and

des

igns

Land

acq

uire

d A

p-pr

oved

arc

hite

ctur

al

plan

s an

d de

sign

s

ES, D

ES/F

HR

A a

nd P

DU

XX

1.1.

2 A

cqui

re s

tate

of t

he a

rt pr

inte

rPr

inte

ry m

achi

nePr

inte

ry m

achi

ne

ES, D

ES/F

HR

A a

nd P

DU

XX

1.1.

3 A

cqui

re te

st w

orks

hops

and

la

bora

torie

sTe

st w

orks

hops

and

labo

rato

ries

1ES

, DES

/FH

RA

and

PD

UX

X

1.1.

4 fa

cilit

ies

2 M

otor

veh

icle

s

15 C

ompu

ters

and

acc

esso

ries

2 M

otor

veh

icle

s

15 C

ompu

ters

and

ac

cess

orie

s

-ni

ture

DES

/FH

RA

, SPB

O, P

DU

XX

1.1.

5 Es

tabl

ish

war

ehou

ses

and

regi

onal

st

orag

e fa

cilit

ies

for e

xam

inat

ion

mat

eria

ls

3 St

orag

e co

ntai

ners

at r

egio

n-al

exa

min

atio

n co

ordi

natio

n ce

ntre

s

3 St

orag

e co

ntai

ners

at

regi

onal

exa

min

atio

n co

ordi

natio

n ce

ntre

s

DES

/FH

RA

, SPB

OX

X

2.7

man

agem

ent

stre

ngth

ened

1.1.

1 -

cial

man

agem

ent f

ram

ewor

k an

d sy

stem

s

Rev

iew

ed a

nd a

ppro

ved

Fina

n-ci

al M

anag

emen

t Man

uals

and

sy

stem

s

Fina

ncia

l Man

agem

ent

man

ual,

Nat

iona

l Acc

ount

ing

Inst

ruct

ions

Publ

ic F

inan

ce a

nd

man

agem

ent A

ct a

nd

its re

gula

tions

Acc

ount

ant

X

1.1.

2 Fi

nanc

ial r

epor

ts p

rodu

ced

Qua

rterly

Seni

or A

ccou

ntan

tX

X


SNO

UT

PU

TA

CT

ION

PE

RF

OR

MA

NC

E

IND

ICA

TO

R2

YE

AR

TA

RG

ET

RE

SPO

NSI

BL

E P

ER

SON

TIM

E F

RA

ME

18/1

919

/20

2.8

Res

ourc

e m

obili

-za

tion

initi

ativ

es

stre

ngth

ened

1.1.

1 D

evel

op a

nd o

pera

tiona

lise

the

U

BTE

B re

sour

ce m

obili

zatio

n st

rate

gy

App

rove

d an

d op

erat

iona

lised

re

sour

ce m

obili

zatio

n st

rate

gy.

1ES

XX

1.1.

2 R

evie

w a

nd o

pera

tiona

lise

the

inve

stm

ent p

lan

Rev

iew

ed a

nd a

ppro

ved

inve

st-

men

t pla

n1

SPB

OX

X

Stra

tegi

c O

bjec

tive

3: T

o de

velo

p an

d st

reng

then

par

tner

ship

s and

col

labo

ratio

ns fo

r ac

hiev

emen

t of U

BT

EB

man

date

3.

1In

dust

rial t

rain

-in

g m

onito

ring

and

asse

ssm

ent

stre

ngth

ened

1.1.

1 Es

tabl

ish

colla

bora

tions

w

ith w

orld

of w

ork

and

inst

itutio

ns(r

emov

e)

MO

Us s

igne

d3

sign

ed M

OU

sES

,SIC

OX

X

1.1.

2 D

evel

op g

uide

lines

for e

mpl

oyer

s on

indu

stria

l tra

inin

g fo

r co

ntin

uous

ass

essm

ents

Gui

delin

es fo

r em

ploy

ers o

n In

dust

rial t

rain

ing

deve

lope

d an

d ap

prov

ed.

Dev

elop

ed fo

r the

di

ffere

nt p

rogr

ams

DES

-EM

XX

3.2

Syne

rgie

s with

ot

her a

sses

s-m

ent/e

xam

-in

atio

n bo

dies

, un

iver

sitie

s an

d ot

her s

take

hold

-er

s bui

lt

1.1.

1 En

gage

NC

DC

, NC

HE,

Uni

vers

i-tie

s and

oth

er te

rtiar

y in

stitu

tions

du

ring

curr

icul

a de

velo

pmen

t, re

view

and

ass

essm

ent a

spec

ts

No.

of m

eetin

gs a

nd st

akeh

olde

r w

orks

hops

2 m

eetin

gs a

nd st

ake-

hold

er w

orks

hops

DES

-EM

,PO

-EP&

DX

X

1.1.

2 En

gage

Pro

fess

iona

l bod

ies o

n pr

omot

ion

of T

VET

No

of e

ngag

emen

tsA

nnua

llyD

ES-E

M,P

O-E

P&D

XX

1.1.

3 En

gage

oth

er st

akeh

olde

rs(D

EOs,

DIS

s,ULG

A) o

n pr

omot

ion

of

TVET

pro

gram

s ass

esse

d by

the

Boa

rd

No.

of m

eetin

gs h

eld

Ever

y af

ter 2

yea

rs(B

i-en

nial

)D

ES-E

M,P

O-E

P&D

X

3.3

Awar

enes

s of

UB

TEB

ex

amin

atio

ns

incr

ease

d

1.1.

1 A

dvoc

ate

for v

ocat

iona

l tra

inin

g fo

r hol

iday

mak

ers(

rem

ove)

No.

of s

ensi

tizat

ion

enga

gem

ents

w

ith h

olid

ay m

aker

s 25

sens

itiza

tion

en

gage

men

ts w

ith

holid

ay m

aker

s

SIC

OX

X

1.1.

2 D

esig

n an

d di

ssem

inat

e TV

ET

skill

s mag

azin

eN

o. o

f iss

ues p

ublis

hed

5 Is

sues

pub

lishe

dQ

ualit

y A

ssur

ance

XX

1.1.

3 In

crea

se fr

eque

ncy

of in

spec

tion

of c

entre

sFr

eque

ncy

of v

isits

to a

ccre

dite

d ce

ntre

s ann

ually

Vis

iting

acc

redi

ted

cent

res t

wic

e a

year

as

per t

he st

anda

rds

XX

1.1.

4 A

ccre

dit m

ore

asse

ssm

ent c

entre

sN

o. o

f ass

essm

ent c

ante

rs

accr

edite

d30

0X

X


Stra

tegi

c O

bjec

tive

No.

Stra

tegi

c Act

ion

Bud

geta

ry A

lloca

tion(

‘000

,000

Ugx

)R

espo

nsib

le P

erso

n 2

018/

19

201

9/20

T

otal

Stra

tegi

c O

bjec

tive

1: T

o en

hanc

e th

e co

nduc

t, re

gula

tion

and

coor

dina

tion

of C

ompe

tenc

e B

ased

Ass

essm

ent (

CB

A) f

or c

redi

ble

awar

ds

AN

NEX

3: B

UD

GET

1C

ompe

tenc

e B

ased

A

sses

smen

t (C

BA

) for

cr

edib

le

awar

ds

enha

nced

1.1

Dev

elop

and

ope

ratio

nalis

e as

sess

men

t too

ls/m

anua

ls.

40.

0

41

.0

81.0

P

OEP

D

1.2

Rev

iew

exi

stin

g gu

idel

ines

on

asse

ssm

ent &

inte

grat

e H

SE in

ass

esst

pro

cess

es.

90.

0 -

90.0

R

PDQ

A

1.3

Ben

chm

ark

best

pra

ctic

es in

ass

essm

ent.

116.

0

121

.8

237.

8 R

PDQ

A

1.4

Dev

elop

trai

ning

pac

kage

s in

CB

A.

25.

0

26.

0

51

.0

PO

EPD

1.5

Ret

ool/t

rain

ass

esso

rs in

CB

A.

1

68.0

169

.7

337.

7 R

PDQ

A

1.6

Inte

grat

e sp

ecia

l nee

ds is

sues

in U

BTE

B a

sses

smen

t pro

cedu

res/

proc

esse

s.

1

0.0

-

10

.0

PO

EPD

1.7

Dev

elop

gui

delin

es to

inte

grat

e ge

nder

/HIV

issu

es in

UB

TEB

ass

essm

ent p

roce

dure

s/pr

oces

ses.

18.

0 -

18.0

P

HR

AO

1.8

Acq

uire

faci

litie

s for

spec

ial n

eeds

in a

sses

smen

t.

-

2

0.0

20.0

D

ESFH

RA

/PD

U.

1.9

Intro

duce

env

ironm

enta

l frie

ndly

pro

ject

s in

asse

ssm

ent.

25.

0

26.

0

51

.0

PO

EPD

1.10

36.

0 -

36.0

P

HR

AO

1.11

Adv

ocat

e fo

r voc

atio

nal t

rain

ing

for h

olid

ay m

aker

s.

2

4.0

-

24

.0

SIC

O

1.12

Des

ign

and

diss

emin

ate

TVET

skill

s mag

azin

e.

6.0

6.1

12.1

P

OR

QA

1.13

Incr

ease

freq

uenc

y of

insp

ectio

n of

cen

tres.

1

62.0

170

.1

332.

1 P

OR

QA

1.14

Acc

redi

t mor

e as

sess

men

t cen

tres.

50.

0

52.

5

10

2.5

PO

RQ

A

1.15

Incr

ease

eng

agem

ent w

ith th

e pu

blic

.

2.0

2.1

4.1

SIC

O

1.16

Con

duct

trac

er st

udie

s on

UB

TEB

gra

duat

es.

50.

0 -

50.0

P

OR

QA

1.17

Rec

ruit

and

depl

oy e

xam

inat

ion

man

ager

s/sc

outs

reco

nnoi

ters

/ass

esso

rs/in

vigi

lato

rs.

2,8

27.0

2

,891

.0

5,

718.

0 PH

RA

O/P

OEP

D

1.18

Esta

blis

h re

gion

al c

oord

inat

ion

cent

res f

or e

ffect

ive

man

agem

ent o

f ass

essm

ent p

roce

sses

7

02.0

736.

0

1,43

8.0

POEP

D

1.2

5.

0 -

5.

0 P

OM

DA

1.21

25.

0

25.0

P

OM

DA

1.22

Reg

iste

r mem

bers

hip

with

inte

rnat

iona

l ass

essm

ent b

odie

s.

1

0.0

10.5

20

.5

SIC

O

1.23

Parti

cipa

te in

wor

ksho

ps/c

onfe

renc

es o

rgan

ized

by

Inte

rnat

iona

l Ass

essm

ent B

odie

s.

135

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1

41.8

27

6.8

PO

RQ

A

1.24

Org

aniz

e st

aff e

xcha

nge

prog

ram

s.

5

0.0

5

0.0

100.

0 P

HR

AO

1.25

Con

duct

feed

back

/con

sulta

tive

mee

tings

/

300

.0

30

0.0

600.

0 S

ICO

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are

and

diss

emin

ate

post

exa

min

atio

n re

view

repo

rts to

key

stak

ehol

ders

.

1

0.0

10.5

20

.5

PO

MD

A

1.27

20.

0

21

.0

41.0

P

OR

QA

1.28

4.

0

4

.2

8.

2 P

OR

QA

1.29

Impl

emen

t the

qua

lity

assu

ranc

e fr

amew

ork.

5.

0

5

.5

10.5

P

OR

QA

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Con

duct

of t

he T

wo

exam

inat

ion

serie

s oth

er re

late

d co

sts

3,9

00.0

3,

978.

0

7,

878.

0 D

ES E

M


Stra

tegi

c O

bjec

tive

No.

Stra

tegi

c Act

ion

Bud

geta

ry A

lloca

tion(

‘000

,000

Ugx

)R

espo

nsib

le P

erso

n 2

018/

19

201

9/20

T

otal

Stra

tegi

c O

bjec

tive

2: T

o st

reng

then

UB

TE

B in

stitu

tiona

l cap

acity

for

effic

ient

and

eff

ectiv

e se

rvic

e de

liver

y

2U

BTE

B

inst

itutio

nal

capa

city

for

effe

ctiv

e se

rvic

e de

liver

y st

reng

then

ed.

2.1

Dev

elop

and

ope

ratio

nalis

e a

clie

nt c

harte

r

1

0.0

-

10

.0

SIC

O

2.2

Rev

iew

and

ope

ratio

nalis

e th

e U

BTE

B c

omm

unic

atio

n st

rate

gy

7.0

-

7.0

SIC

O

2.3

Enga

ge a

lum

ni a

nd e

mpl

oyer

s( c

ombi

ned

annu

al m

eetin

g)

1

5.0

15.2

30

.2

SIC

O

2.4

Cel

ebra

te U

BTE

B m

ilest

one

1

00.0

-

100.

0 E

S

2.5

Und

erta

ke C

SR a

ctiv

ities

15.

0

15

.0

30.0

D

ES F

HR

A

2.6

Rev

iew

Exa

min

atio

n In

form

atio

n M

anag

emen

t Sys

tem

60.

0

60.

0

12

0.0

DES

FH

RA

2.7

Dev

elop

and

ope

ratio

nalis

e IC

T m

anua

l

6.0

-

6.0

DES

FH

RA

2.8

Aut

omat

e sy

stem

s (H

uris

, C

ompl

aint

s M

anag

emen

t Sy

stem

, R

egis

try,

Inte

rnal

/Ext

erna

l C

omm

unic

atio

n, C

lock

in/o

ut)

54.

0

54.

0

10

8.0

SIC

O/P

HR

AO

2.9

Rev

iew

UB

TEB

stat

utor

y in

stru

men

ts a

nd m

ake

reco

mm

enda

tions

for r

evie

w

5

0.0

5

0.0

100.

0 E

S

2.1

Rec

ruit,

re-s

kill

and

reta

in m

embe

rs o

f sta

ff an

d ot

her p

erso

nnel

con

tract

ed to

do

UB

TEB

act

iviti

es

5

0.0

1

68.0

21

8.0

PH

RA

O

2.11

Con

duct

inte

rnal

HR

Aud

it

5

5.0

5

5.0

110.

0 P

HR

AO

2.12

Rev

iew

func

tiona

l stru

ctur

e

4

5.0

-

45

.0

PH

RA

O

2.13

Rev

iew

HR

man

ual

50.

0 -

50.0

P

HR

AO

2.14

Dev

elop

and

ope

ratio

nalis

e H

IV P

olic

y

1

0.0

-

10

.0

2.15

Esta

blis

h a

perf

orm

ance

man

agem

ent s

yste

m -

2

5.0

25.0

P

HR

AO

2.16

Esta

blis

h a

succ

essi

on p

lan

for c

ritic

al m

anag

emen

t pos

ition

s tha

t pos

e ris

k

1

5.0

-

15

.0

DES

FH

RA

2.17

Con

duct

pro

cure

men

t in

acco

rdan

ce w

ith th

e PP

DA

Act

, reg

ulat

ions

, gui

delin

es a

nd c

ircul

ars i

ssue

d

1

0.0

2.0

12

.0

ES/

PDU

2.18

Dev

elop

and

ope

ratio

nalis

e th

e B

oard

Cha

rter

15.

0 -

15.0

E

S

2.19

Bui

ld c

apac

ity o

f the

Boa

rd m

embe

rs

108

.0

1

08.0

21

6.0

ES

2.2

Und

erta

ke p

erio

dic

Boa

rd p

erfo

rman

ce a

sses

smen

ts

8

8.0

-

88

.0

ES

2.21

Dev

elop

and

ope

ratio

nalis

e a

Ris

k M

anag

emen

t Fra

mew

ork

45.

0 -

45.0

E

S

2.22

Rev

iew

of a

udit

proc

esse

s, po

licie

s and

pro

cedu

res

15.

0

15

.0

30.0

2.23

Dev

elop

and

ope

ratio

nalis

e th

e U

BTE

B M

onito

ring

& E

valu

atio

n Fr

amew

ork

50.

0

18

.0

68.0

S

PBO

2.24

Dev

elop

new

5 y

ear s

trate

gic

plan

-

350.

0

35

0.0

SPB

O

2.25

Acq

uire

a p

erm

anen

t hom

e

800

.0

1,5

00.0

2,

300.

0 E

S/D

ES F

HR

A

2.26

Acq

uire

stat

e of

the

art p

rinte

ry

150

.0

95

0.0

1,

100.

0 E

S/D

ES F

HR

A

2.27

7

00.0

700.

0

1,40

0.0

DES

FH

RA

/SPB

O

2.28

Esta

blis

h w

areh

ouse

s and

regi

onal

stor

age

faci

litie

s for

exa

min

atio

n m

ater

ials

35.

0

50.

0

85

.0

DES

FH

RA

/SPB

O


Stra

tegi

c O

bjec

tive

No.

Stra

tegi

c Act

ion

Bud

geta

ry A

lloca

tion(

‘000

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Ugx

)R

espo

nsib

le P

erso

n 2

018/

19

201

9/20

T

otal

3U

BTE

B

Fina

ncia

l m

anag

emen

t an

d re

sour

ce

mob

iliza

tion

enha

nced

3.1

1

00.0

-

100.

0 S

A

3.2

50.

0

50.

0

10

0.0

SA

3.3

Dev

elop

and

ope

ratio

nalis

e U

BTE

B re

sour

ce m

obili

zatio

n st

rate

gy

3

5.0

2

5.0

60.0

S

PBO

3.4

Rev

iew

and

ope

ratio

nalis

e th

e in

vest

men

t pla

n

1

5.0

10.0

25

.0

SPB

O

Su

b To

tal

2

,758

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4

,220

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6,97

8.2

Stra

tegi

c O

bjec

tive

3: T

o de

velo

p an

d st

reng

then

par

tner

ship

s and

col

labo

ratio

ns fo

r ac

hiev

emen

t of U

BT

EB

man

date

4Pa

rtner

ship

s an

d co

llabo

ratio

ns

for

achi

evem

ent

of U

BTE

B

man

date

de

velo

ped

and

stre

ngth

ened

4.1

Esta

blis

h co

llabo

ratio

ns w

ith w

orld

of w

ork

and

inst

itutio

ns.

10.

0

4

.0

14.0

E

S/SI

CO

4.2

Dev

elop

gui

delin

es fo

r em

ploy

ers o

n in

dust

rial t

rain

ing

for c

ontin

uous

ass

essm

ents

.

8.0

-

8.0

DES

EM

4.3

Enga

ge N

CD

C, N

CH

E, U

nive

rsiti

es a

nd o

ther

terti

ary

inst

itutio

ns d

urin

g cu

rric

ula

deve

lopm

ent,

revi

ew a

nd a

sses

smen

t asp

ects

.

1

5.0

15.8

30

.8

DES

EM

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EPD

4.4

Enga

ge P

rofe

ssio

nal b

odie

s on

prom

otio

n of

TV

ET.

50.

0

45.

0

95

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ES

4.5

Enga

ge o

ther

stak

ehol

ders

(DEO

s, D

ISs,U

LGA

) on

prom

otio

n of

TV

ET.

60.

0

46.

0

10

6.0

SIC

O

Su

b To

tal

14

3.0

11

0.8

25

3.8

Tota

l

B. R

ecur

rent

Exp

endi

ture

1

GEN

ERA

L A

DM

INIS

TRAT

IVE

EXPE

NSE

S

539

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55

0.0

1

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DES

FH

RA

2

UTI

LITY

AN

D P

RO

PERT

Y E

XPE

NSE

S

404

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4

12.0

8

16.0

3

MA

INTE

NA

NC

E

10

1.0

1

03.0

20

4.0

4

STA

FF S

ALA

RIE

S

5

,750

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5,97

8.0

11,7

28

5

GO

VER

NA

NC

E (B

OA

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896

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9

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1

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Exam

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tegi

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tives

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stra

tegi

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ctio

ns

Met

rics

D

ata

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ctio

n an

d D

ata

anal

ysis

Rep

ortin

g an

d In

form

atio

n us

e

Bas

elin

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year

targ

et

Prim

ary

sour

ce

of d

ata

Freq

uenc

y of

dat

a co

llect

ion

and

anal

ysis

Who

is

resp

onsi

ble

Wha

t rep

ort i

s pr

oduc

edU

sed

by w

ho

Stra

tegi

c O

bjec

tive

1: T

o en

hanc

e th

e co

nduc

t, re

gula

tion

and

coor

dina

tion

of C

ompe

tenc

e B

ased

Ass

essm

ent (

CB

A) f

or c

redi

ble

awar

ds

Stra

tegy

1: S

tren

gthe

n as

sess

men

t st

anda

rds

Stra

tegi

c ac

tions

In

dica

tors

Esta

blis

h an

d op

erat

iona

lise

a C

BA

fr

amew

ork

App

rove

d C

BA

Fra

mew

ork

0 1

Inst

itutio

ns,

Indu

stry

, Sec

tor

Skill

s Cou

ncils

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ther

ass

essm

ent

bodi

es.

Ever

y af

ter 2

ye

ars

Res

earc

h &

Q

ualit

y A

ssur

ance

Exam

inat

ions

C

ompl

ianc

e R

epor

t to

CB

A F

ram

ewor

k

Boa

rd,

Trai

ning

In

stitu

tions

, M

oES

Perc

enta

ge o

f pro

gram

s co

mpl

iant

to C

BA

0

30%

C

urric

ulum

, A

sses

smen

t to

ols/

man

uals

, fe

edba

ck re

ports

, su

rvey

s.

Sem

i-ann

ual

Res

earc

h &

Q

ualit

y A

ssur

ance

CB

A C

ompl

ianc

e R

epor

ts

Boa

rd

Dev

elop

and

op

erat

iona

lize

asse

ssm

ent

tool

s/m

anua

ls

%. o

f pro

gram

s with

as

sess

men

t too

ls/m

anua

ls

deve

lope

d an

d ap

prov

ed

0 20

% o

f pro

gram

w

ith re

view

ed

curr

icul

a

Cur

ricul

a,

text

book

s, re

sour

cefu

l pe

rson

als.

Ever

y af

ter 2

ye

ars

Plan

ning

and

D

evel

opm

ent

Rep

orts

on

appr

oved

tool

s

Boa

rd a

nd

train

ing

inst

itutio

ns

Rev

iew

exi

stin

g gu

idel

ines

inco

rpor

atin

g H

SE in

ass

essm

ent

% o

f rev

ised

ass

essm

ent

guid

elin

es

50%

80

%

UB

TEB

re

gula

tion

on

asse

ssm

ent,

Stat

utor

y in

stru

men

ts.

Ever

y af

ter 2

ye

ars

Plan

ning

and

D

evel

opm

ent

Rep

orts

on

appr

oved

gu

idel

ines

Boa

rd a

nd

train

ing

inst

itutio

ns

Ben

chm

ark

best

pr

actic

es in

ass

essm

ent

� N

o. o

f ben

chm

arke

d O

rgan

isat

ions

2

6 C

onfe

renc

e pr

ocee

ding

s, A

sses

smen

t or

gani

satio

ns.

Qua

rterly

R

PDQ

A

Ben

chm

arki

ng

Rep

orts

B

oard

Rev

iew

and

upd

ate

exam

inat

ion

stan

dard

s pr

oced

ures

and

gu

idel

ines

.

� R

evie

wed

repo

rt.

� N

umbe

r cla

uses

revi

ewed

an

d ap

prov

ed.

1 B

y 20

19/2

0 R

ules

on

the

asse

ssm

ent B

TVET

ex

ams i

n U

gand

a,

2014

. BTV

ET la

ws,

UB

TEB

inst

rum

ent,

Ben

ch m

arks

and

Ex

amin

atio

n fe

edba

ck re

ports

.

Sem

i ann

ual

Res

earc

h &

Q

ualit

y A

ssur

ance

.

Rev

iew

ed R

ules

on

the

asse

ssm

ent

BTV

ET e

xam

s in

Uga

nda,

UB

TEB

and

st

akeh

olde

rs

Stra

tegy

2: B

uild

cap

acity

of U

BTE

B a

sses

sors

in C

ompe

tenc

e B

ased

Ass

essm

ent (

CB

A)

D

evel

op tr

aini

ng

Man

uals

in C

BA

%

. of A

ppro

ved

Trai

ning

M

anua

ls

0 A

ll C

urric

ula,

U

BTE

B R

ules

on

Ever

y af

ter

2 ye

ars

Plan

ning

and

D

evel

opm

ent

CB

A T

rain

ing

repo

rts

Boa

rd

AN

NE

X 5

: M

ON

ITO

RIN

G A

ND

EV

AL

UA

TIO

N F

RA

ME

WO

RK


Ass

essm

ent,

Rel

ated

man

uals

, B

TVET

Act

, CB

A

Fram

ewor

k.

Ret

ool/t

rain

ass

esso

rs in

C

BA

�

No.

of A

sses

sors

Tra

ined

on

CB

A

� N

o. o

f cer

tifie

d as

sess

ors

0 50

0

Cur

ricul

a, R

ules

on

Ass

essm

ent,

Rel

ated

man

uals

, B

TVET

Act

, CB

A

Fram

ewor

k.

Yea

rly

Plan

ning

and

D

evel

opm

ent

Trai

ning

Rep

orts

B

oard

Stra

tegy

3:

Mai

nstre

am c

ross

-cut

ting

issu

es in

Ass

essm

ents

(Spe

cial

nee

ds, G

ende

r, H

IV/A

IDS

& C

limat

e ch

ange

)

Inte

grat

e sp

ecia

l nee

ds

issu

es in

UB

TEB

as

sess

men

t pr

oced

ures

/pro

cess

es

� N

o. o

f ass

essm

ent

cent

res p

er re

gion

co

mpl

iant

with

Spe

cial

ne

eds

� N

o. o

f Spe

cial

nee

ds

Staf

f Rec

ruite

d.

� G

uide

lines

on

Spec

ial

need

s dev

elop

ed

0 18

1

Staf

f 1

Set

Cur

ricul

a,

Rul

es

on

Ass

essm

ent,

Rel

ated

m

anua

ls,

BTV

ET A

ct, C

BA

Fr

amew

ork.

Afte

r ev

ery

2 ye

ars

Plan

ning

and

D

evel

opm

ent

Cen

tre

Insp

ectio

n R

epor

ts

Boa

rd,

Trai

ning

In

stitu

tions

Acq

uire

faci

litie

s for

sp

ecia

l nee

ds in

as

sess

men

t

� %

of s

peci

al n

eeds

eq

uipm

ent f

or d

iffer

ent

cate

gorie

s pro

cure

d

0 50

%

Cen

tre

Insp

ectio

n R

epor

ts,

Proc

urem

ent

repo

rts, c

andi

date

s re

gist

ratio

n re

ports

Yea

rly

FHR

A

Proc

urem

ent

repo

rts

Boa

rd,

Trai

ning

In

stitu

tions

Intro

duce

env

ironm

enta

l fr

iend

ly p

roje

cts i

n as

sess

men

t

Gui

delin

es o

n th

e co

nduc

t of

envi

ronm

enta

l frie

ndly

pr

ojec

ts

0 G

uide

lines

in

plac

e C

urric

ulum

, Pr

ojec

t Rep

orts

. Q

uarte

rly

Plan

ning

and

D

evel

opm

ent

Mon

itorin

g an

d as

sess

men

t re

ports

on

proj

ects

Boa

rd,

Trai

ning

In

stitu

tions

Stra

tegy

4: S

treng

then

cre

dibi

lity

of e

xam

inat

ions

and

aw

ards

C

ondu

ct

trace

r st

udie

s on

UB

TEB

gra

duat

es.

No

of st

udie

s con

duct

ed

No.

of g

radu

ates

abs

orbe

d in

In

dust

ries

0 2

Stud

ies

Indu

strie

s (W

OW

) Tr

aini

ng

Inst

itutio

ns.

Afte

r ev

ery

Two

Yea

rs

Prin

cipa

l O

ffic

er-

Res

earc

h &

Q

ualit

y A

ssur

ance

Stud

y R

epor

ts

Boa

rd

Cre

ate

a da

taba

se

for

exam

inat

ion

man

ager

s. N

o. o

f Exa

m m

anag

ers i

n th

e da

taba

se,

1000

20

00 m

anag

ers

Indu

strie

s (W

OW

) Tr

aini

ng

Inst

itutio

ns.

Yea

rly

Prin

cipa

l O

ffic

er-

Res

earc

h &

Q

ualit

y A

ssur

ance

B

oard

Esta

blis

h re

gion

al

coor

dina

tion

cent

ers f

or

effe

ctiv

e m

anag

emen

t of

No.

of r

egio

nal c

o-or

dina

tion

cent

ers e

stab

lishe

d 5

3 Ex

amin

atio

ns

repo

rts a

nd o

ther

re

sear

ch re

ports

.

Afte

r ev

ery

two

Yea

rs

Prin

cipa

l O

ffic

er-

Plan

ning

&

Cen

tre

coor

dina

tion

repo

rts

Boa

rd


asse

ssm

ent p

roce

sses

. D

evel

opm

ent

Stra

tegy

5: E

nhan

ce re

cogn

ition

of T

VET

qua

lific

atio

ns

Ope

ratio

nalis

e gu

idel

ines

to

re

cogn

ize

and

equa

te

fore

ign

qual

ifica

tions

App

rove

d gu

idel

ines

in p

lace

0

All

Ben

chm

arki

ng

repo

rts,

Stat

utor

y in

stru

men

ts.

Con

tinuo

us

Prin

cipa

l O

ffic

er-

Man

uscr

ipts

&

Aw

ards

Rec

ogni

tion

and

Eq

uatio

n of

qu

alifi

catio

n re

ports

Boa

rd

Secu

re le

gal a

utho

rity

to

equa

te fo

reig

n qu

alifi

catio

ns

A G

azet

ted

Stat

utor

y In

stru

men

t 0

1 N

atio

nal G

azet

te.

Afte

r ev

ery

two

Yea

rs

Prin

cipa

l O

ffic

er-

Man

uscr

ipts

&

Aw

ards

Gaz

ette

d St

atut

ory

Inst

rum

ent

Boa

rd

Stra

tegy

6: S

treng

then

inte

rnat

iona

l rec

ogni

tion

of U

BTE

B q

ualif

icat

ions

aw

ards

R

egis

ter

mem

bers

hip

with

in

tern

atio

nal

asse

ssm

ent b

odie

s

Mem

bers

hip

regi

stra

tion

certi

ficat

es se

cure

d

3 5

Publ

ishe

d lis

t of

ce

rtifie

d m

embe

rs

Afte

r ev

ery

two

Yea

rs

SIC

O

Mem

bers

hip

com

plia

nce

repo

rts

Boa

rd

Parti

cipa

te in

w

orks

hops

/con

fere

nces

or

gani

zed

by

inte

rnat

iona

l ass

essm

ent

bodi

es

No.

of p

aper

s pre

sent

ed in

co

nfer

ence

s. N

o. o

f sta

ff a

ttend

ing

wor

ksho

ps

8 20

pap

ers

15

Con

fere

nce

them

es

and

A

dver

tisem

ents

Yea

rly

Prin

cipa

l O

ffic

er-

Res

earc

h &

Q

ualit

y A

ssur

ance

Org

aniz

e st

aff

exch

ange

pr

ogra

ms

2

6

Yea

rly

Prin

cipa

l O

ffic

er- H

R

&A

dmin

Exch

ange

vis

it re

ports

B

oard

Stra

tegy

7: S

treng

then

feed

back

mec

hani

sms o

n C

BA

to o

ur st

akeh

olde

rs

Dev

elop

and

op

erat

iona

lise

a st

akeh

olde

r map

ping

st

rate

gy

App

rove

d st

akeh

olde

r m

appi

ng st

rate

gy

0 1

Stra

tegy

D

ocum

ent

Afte

r ev

ery

two

Yea

rs

Prin

cipa

l O

ffic

er

Res

earc

h &

Q

ualit

y A

ssur

ance

stak

ehol

der

map

ping

stra

tegy

B

oard

Con

duct

feed

back

w

orks

hops

N

o. o

f wor

ksho

ps c

ondu

cted

1

4 W

orks

hop

repo

rts

Ann

ually

Fe

edba

ck re

ports

B

oard

Stra

tegy

8: S

treng

then

rese

arch

and

qua

lity

assu

ranc

e

Und

erta

ke

rese

arch

on

sp

ecifi

c as

pect

s of C

BA

�

No.

of s

tudi

es

unde

rtake

n 0

4

Yea

rly

Prin

cipa

l O

ffic

er-

Res

earc

h &

Q

ualit

y A

ssur

ance

B

oard

Dis

sem

inat

e re

sear

ch

findi

ngs

No.

of p

olic

y br

iefs

, N

o. o

f pub

licat

ions

4 6

4 10

Y

early

Boa

rd

Stre

ngth

en

UB

TEB

re

sour

ce c

entre

N

umbe

r of r

efer

ence

mat

eria

l ac

quire

d.

5 35

Ref

eren

ce

book

s ann

ually

. B

ook

shop

s;

inte

rnet

, web

site

s. 20

19/2

0

B

oard

Con

duct

po

st

exam

inat

ion

revi

ew/e

valu

atio

n.

Impr

oved

end

of e

xam

inat

ion

resu

lts.

0 2

annu

ally

Ex

amin

atio

n re

sults

. A

nnua

l

Stra

tegi

c O

bjec

tive

2: T

o st

reng

then UB

TE

B in

stitu

tiona

l cap

acity

for

effic

ient

and

effe

ctiv

e se

rvic

e de

liver

y St

rate

gy 1

: Stre

ngth

en c

omm

unic

atio

n an

d fe

edba

ck m

echa

nism

s with

stak

ehol

ders


Stra

tegi

c ac

tions

In

dica

tors

Dev

elop

and

op

erat

iona

lise

a cl

ient

ch

arte

r

Dev

elop

ed

and

appr

oved

cl

ient

cha

rter

0 2r

d Y

ear

Feed

back

w

orks

hops

Fi

eld

cam

paig

n re

ports

, m

edia

Con

tinuo

us

SIC

O

Clie

nt c

harte

r A

nnua

l rep

ort

New

mag

azin

es.

UB

TEB

, M

oES

and

othe

r in

tern

al

and

exte

rnal

st

akeh

olde

rs.

Rev

iew

and

op

erat

iona

lise

the

UB

TEB

com

mun

icat

ion

stra

tegy

.

Rev

iew

ed

and

appr

oved

co

mm

unic

atio

ns st

rate

gy.

1 1

year

C

omm

unic

atio

n st

rate

gy,

Feed

back

w

orks

hop,

Ta

lk sh

ows,

Con

tinuo

us

SIC

O

Com

mun

icat

ion

stra

tegy

, A

nnua

l rep

orts

.

UB

TEB

.

Cel

ebra

te U

BTE

B

mile

ston

e M

ilest

one

Cel

ebra

ted

1 O

ne in

2 y

ears

. M

ilest

one

Rep

orts

1

in 2

Yea

rs

ES

Doc

umen

tary

, St

rate

gic

plan

la

unch

repo

rt.

UB

TEB

an

d ot

her

stak

ehol

ders

. U

nder

take

C

SR

activ

ities

1

per a

nnum

CSR

hel

d.

0 2

Com

mun

ity

Ann

ually

D

ES F

HR

A.

Ann

ual C

SR

repo

rt.

UB

TEB

an

d co

mm

unity

. St

rate

gy 2

: Stre

ngth

en IC

T ap

plic

atio

n R

evie

w

Exam

inat

ion

Info

rmat

ion

Man

agem

ent S

yste

m.

Perio

dic

revi

ew re

ports

1

Qua

rterly

IM

S (S

tore

s, EI

MS,

H

RIS

, Pa

stel

, E-

proc

urem

ent)

Qua

rterly

D

ES F

HR

A

Func

tiona

l IM

S.

UB

TEB

an

d ot

her

stak

ehol

ders

Dev

elop

an

d op

erat

iona

lise

ICT

man

ual

ICT

Man

ual

deve

lope

d an

d ap

prov

ed

ICT

Man

ual

perio

dica

lly

revi

ewed

0 1st

Yea

r IC

T Po

licy,

N

ITA

, U

CC

, B

ench

mar

king

Con

tinuo

us

DES

EM

IC

T M

anua

l U

BTE

B

and

Inst

itutio

ns

exam

ined

by

U

BTE

B

Aut

omat

e sy

stem

s(H

uris

, C

ompl

aint

s M

anag

emen

t Sy

stem

, R

egis

try,

Inte

rnal

/Ext

erna

l C

omm

unic

atio

n,

Clo

ck

in/o

ut)

Enha

nced

aut

omat

ed sy

stem

s 1

Ann

ually

U

BTE

B

exam

inat

ion

rule

s IC

T po

licy

Con

tinuo

us

SIC

O,

PHR

/AO

N

eeds

as

sess

men

t an

d co

mpl

aint

s re

ports

UB

TEB

an

d ot

her

stak

ehol

ders

Stra

tegy

3: S

trea

mlin

e th

e le

gal f

ram

ewor

k R

ecom

men

d fo

r re

view

s of

Law

s and

Reg

ulat

ions

1.

R

ecom

men

d fo

r re

view

of

the

UB

TEB

Sta

tuto

ry

Inst

rum

ents

an

d m

ake

reco

mm

enda

tions

fo

r re

view

of

the

BTV

ET

Act

200

8, N

CH

E A

ct,

UO

TIA

App

rove

d re

com

men

datio

ns

on

UB

TEB

St

atut

ory

Inst

rum

ents

, B

TVET

Act

200

8,

UO

TIA

2 Y

ears

U

BTE

B S

tatu

tory

In

stru

men

ts,

BTV

ET A

ct 2

008,

U

OTI

A

Con

tinuo

us

ES

Rep

orts

on

revi

ewed

law

s an

d re

gula

tion

UB

TEB

an

d ot

her

stak

ehol

ders

Stra

tegy

4: S

treng

then

HR


Rec

ruit,

re-s

kill

and

reta

in m

embe

rs o

f sta

ff

and

othe

r per

sonn

el

cont

ract

ed to

do

UB

TEB

ac

tiviti

es

No.

of s

taff

recr

uite

d an

d re

-sk

illed

90

HR

Man

ual,

Stra

tegi

c Pl

an,

Stat

utor

y In

stru

men

t, Tr

aini

ng P

lan,

O

rgan

isat

iona

l St

ruct

ure,

B

ench

mar

king

, W

orks

hops

, Se

min

ar

Con

tinuo

us

ES,

DES

/FH

RA

an

d PH

RA

O

Trai

ning

Pla

n,

Rec

ruitm

ent

Plan

, Pe

rfor

man

ce

App

rais

al

repo

rts, T

rain

ing

Rep

ort,

Rec

ruitm

ent

repo

rt

Rev

iew

func

tiona

l st

ruct

ure

Rev

iew

ed a

nd a

ppro

ved

Org

aniz

atio

nal a

nd

Func

tiona

l Stru

ctur

e

1 Y

ear 1

O

rgan

izat

iona

l an

d Fu

nctio

nal

Stru

ctur

e,

Stra

tegi

c Pl

an,

Publ

ic S

ervi

ce

Com

mis

sion

, B

ench

mar

king

Con

tinuo

us

ES,

DES

/FH

RA

O,

PHR

AO

Rev

iew

ed

Org

aniz

atio

nal

and

Func

tiona

l St

ruct

ure,

R

evie

w re

port

Rev

iew

HR

man

ual

Rev

iew

ed a

nd a

ppro

ved

Hum

an R

esou

rce

Man

ual

1 Y

ear 1

H

uman

Res

ourc

e M

anua

l, St

rate

gic

Plan

, Pub

lic

Serv

ice

Com

mis

sion

, B

ench

mar

king

Con

tinuo

us

ES,

DES

/FH

RA

O,

PHR

AO

Rev

iew

ed

Stra

tegy

5: S

treng

then

gov

erna

nce,

risk

man

agem

ent a

nd a

ccou

ntab

ility

D

evel

op a

nd

oper

atio

nalis

e th

e B

oard

C

harte

r.

Dev

elop

ed,

appr

oved

an

d op

erat

iona

lised

B

oard

C

harte

r

0 B

y ye

ar 2

019

B

oard

stat

utor

y In

stru

men

t C

orpo

rate

go

vern

ance

re

quire

men

ts

Ben

chm

arki

ng.

1 ye

ar

ES

Boa

rd C

harte

r U

BTE

B

Bui

ld c

apac

ity o

f the

B

oard

mem

bers

. N

o.

of

Cor

pora

te

Gov

erna

nce

Trai

ning

s an

d B

oard

Indu

ctio

ns c

ondu

cted

1 B

oard

Cor

pora

te

Gov

erna

nce

Trai

ning

1

Boa

rd In

duct

ion

1 Tr

aini

ng

per

annu

m.

1 fo

r ev

ery

2 ye

ars.

Cor

pora

te

gove

rnan

ce

requ

irem

ents

Con

tinuo

us

ES

Boa

rd re

ports

U

BTE

B

Und

erta

ke p

erio

dic

Boa

rd p

erfo

rman

ce

asse

ssm

ents

.

No.

of

B

oard

as

sess

men

ts

cond

ucte

d 1

1 in

2 y

ears

. 1.

U

BTE

B

Ann

ual

repo

rt 2.

C

orpo

rate

go

vern

ance

re

quire

men

ts

3.

Boa

rd

mee

ting

Qua

rterly

ES

B

oard

eva

luat

ion

repo

rts

UB

TEB


min

utes

4.

B

oard

C

harte

r 5.

N

umbe

r of

Boa

rd

mee

tings

D

evel

op

and

oper

atio

nalis

e a

Ris

k M

anag

emen

t Fra

mew

ork

Dev

elop

ed,

appr

oved

an

d op

erat

iona

lised

Ris

k M

anag

emen

t Fra

mew

ork

0 B

y ye

ar 2

021.

B

ench

mar

king

C

ontin

uous

ES

R

isk

Man

agem

ent

repo

rts

UB

TEB

Rev

iew

pr

oces

ses,

polic

ies a

nd p

roce

dure

s N

umbe

r of

Po

licy

Doc

umen

ts re

view

ed

All

2 Y

ears

B

oard

Pol

icy

Doc

umen

ts

Nat

iona

l Pol

icy

docu

men

ts

Con

tinuo

us

Inte

rnal

Aud

it Pe

riodi

c A

udit

revi

ew re

ports

U

BTE

B,

and

othe

r st

akeh

olde

rs

Dev

elop

and

op

erat

iona

lise

the

UB

TEB

Mon

itorin

g &

Ev

alua

tion

Fram

ewor

k

Dev

elop

ed

and

appr

oved

U

BTE

B M

&E

Fram

ewor

k 0

1 St

rate

gic

Plan

, U

BTE

B P

olic

y do

cum

ents

Con

tinuo

us

SPB

O

M&

E Fr

amew

ork

UB

TEB

Stra

tegy

6: S

treng

then

infr

astru

ctur

e A

cqui

re

a pe

rman

ent

hom

e 1.

La

nd

acqu

ired

+app

rove

d ar

chite

ctur

al

plan

s an

d de

sign

s

0 2

Yea

rs

Stra

tegi

c Pl

an

UB

TEB

AW

P an

d B

udge

ts

Inve

stm

ent P

lan

Ann

ual

ES,

DES

/FH

RA

, an

d PD

U

Proc

urem

ent

repo

rt U

BTE

B

Acq

uire

sta

te o

f th

e ar

t pr

inte

ry

1.

Prin

tery

m

achi

nes

acqu

ired

2.

Te

st

wor

ksho

ps

and

labo

rato

ries

Min

i prin

tery

2

Yea

rs

Stra

tegi

c Pl

an

UB

TEB

AW

P an

d B

udge

ts

Inve

stm

ent P

lan

Ann

ual

ES,

DES

/FH

RA

, an

d PD

U

Proc

urem

ent

repo

rt U

BTE

B

Acq

uire

of

fice

equi

pmen

t and

faci

litie

s 2

Mot

or v

ehic

les

15

Com

pute

rs

and

acce

ssor

ies

15 se

ts o

f off

ice

furn

iture

2 M

otor

veh

icle

s 15

Com

pute

rs a

nd

acce

ssor

ies

15 se

ts o

f off

ice

furn

iture

Ann

ually

St

rate

gic

Plan

U

BTE

B A

WP

and

Bud

gets

In

vest

men

t Pla

n

Ann

ual

DES

/FH

RA

, SP

BO

, PD

U

Proc

urem

ent

repo

rts

UB

TEB

Esta

blis

h w

areh

ouse

s an

d re

gion

al

stor

age

faci

litie

s fo

r exa

min

atio

n m

ater

ials

3 St

orag

e co

ntai

ners

at

re

gion

al

exam

inat

ion

coor

dina

tion

cent

res

0 2

Yea

rs

Stra

tegi

c Pl

an

UB

TEB

AW

P an

d B

udge

ts

Inve

stm

ent P

lan

Ann

ual

DES

/FH

RA

, SP

BO

Pr

ocur

emen

t re

ports

U

BTE

B

Stra

tegy

7: S

treng

then

fina

ncia

l man

agem

ent

Dev

elop

and

op

erat

iona

lise

finan

cial

m

anag

emen

t fra

mew

ork

and

syst

ems.

Rev

iew

ed

and

appr

oved

Fi

nanc

ial

Man

agem

ent

Man

uals

and

syst

ems.

1 2

Yea

rs

Stra

tegi

c pl

an

Fina

ncia

l M

anag

emen

t m

anua

l N

atio

nal

Acc

ount

ing

Inst

ruct

ions

Con

tinuo

us

DES

/FH

RA

/S

enio

r A

ccou

ntan

t

Ope

ratio

nal

Fina

ncia

l M

anag

emen

t Fr

amew

ork.

UB

TEB

, an

d ot

her

stak

ehol

ders


Publ

ic

Fina

nce

and

man

agem

ent

Act

an

d its

re

gula

tions

Pr

ovid

e pe

riodi

c fin

anci

al re

ports

. Fi

nanc

ial r

epor

ts p

rodu

ced

Exis

ting

Fina

ncia

l re

ports

2

Yea

rs

Stra

tegi

c pl

an

Fina

ncia

l M

anag

emen

t m

anua

l. U

BTE

B A

WP

and

Bud

gets

. N

atio

nal

Acc

ount

ing

Inst

ruct

ions

. Pu

blic

Fi

nanc

e an

d m

anag

emen

t A

ct

and

its

regu

latio

ns.

Qua

rterly

Se

nior

A

ccou

ntan

t Fi

nanc

ial r

epor

ts

UB

TEB

an

d ot

her

stak

ehol

ders

Stra

tegy

8: S

treng

then

reso

urce

mob

ilisa

tion

initi

ativ

es

Dev

elop

and

op

erat

iona

lise

UB

TEB

re

sour

ce m

obili

zatio

n st

rate

gy.

Dev

elop

, app

rove

and

op

erat

iona

lize

the

reso

urce

m

obili

satio

n st

rate

gy.

0 2

year

s St

rate

gic

plan

, St

akeh

olde

rs

map

ping

repo

rt,

Nat

iona

l D

evel

opm

ent P

lan

II a

nd b

udge

ts.

Con

tinuo

us

SPB

O

Rep

ort o

n m

obili

satio

n st

rate

gy.

UB

TEB

Rev

iew

an

d op

erat

iona

lise

the

inve

stm

ent p

lan

Rev

iew

ed, a

ppro

ved

inve

stm

ent p

lan

1

2 ye

ars

Inve

stm

ent

plan

, U

BTE

B

budg

et

and

UB

TEB

pr

ocur

emen

t pla

n.

Con

tinuo

us

SPB

O

Rep

ort o

n th

e re

view

ed

inve

stm

ent p

lan,

re

view

ed

inve

stm

ent p

lan

UB

TEB

an

d de

velo

pmen

t pa

rtner

s

Stra

tegi

c O

bjec

tive

3: P

artn

ersh

ips a

nd c

olla

bora

tions

for

achi

evem

ent o

f UB

TE

B m

anda

te d

evel

oped

and

stre

ngth

ened

St

rate

gy 1

: Stre

ngth

en in

dust

rial t

rain

ing

mon

itorin

g an

d su

perv

isio

n Es

tabl

ish

colla

bora

tions

w

ith w

orld

of

wor

k an

d in

stitu

tions

.

MO

Us s

igne

d

3 2

year

s St

rate

gic

plan

, C

omm

unic

atio

n St

rate

gy,

BTV

ET

stra

tegi

c pl

an

Con

tinuo

us

ES,S

ICO

M

OU

im

plem

enta

tion

plan

UB

TEB

an

d ot

her

stak

ehol

ders

Dev

elop

gu

idel

ines

fo

r em

ploy

ers

on i

ndus

trial

tra

inin

g fo

r co

ntin

uous

as

sess

men

ts.

Gui

delin

es f

or e

mpl

oyer

s on

In

dust

rial

deve

lope

d an

d ap

prov

ed.

0 2

year

s St

rate

gic

plan

, St

akeh

olde

r m

appi

ng re

port.

Con

tinuo

us

DES

-EM

R

epor

t on

appr

oved

gu

idel

ines

.

UB

TEB

an

d ot

her

stak

ehol

ders

.

Stra

tegy

2: B

uild

syne

rgie

s with

oth

er a

sses

smen

t/exa

min

atio

n bo

dies

, uni

vers

ities

and

oth

er st

akeh

olde

rs

Org

aniz

e ex

chan

ge

prog

ram

mes

with

oth

er

asse

ssm

ent b

odie

s

Exch

ange

pr

ogra

mm

es

for

staf

f im

plem

ente

d

0 2

year

s R

epor

ts

on

best

pr

actic

es

Con

tinuo

us

PHR

/AO

R

epor

t of s

taff

on

exc

hang

e pr

ogra

mm

e

UB

TEB

Per

cent

age

of c

ompl

etio

n pe

r an

num

St

aff

capa

city

bu

ildin

g pl

an

Enga

ge N

CD

C,

NC

HE,

U

nive

rsiti

es

and

othe

r te

rtiar

y in

stitu

tions

du

ring

curr

icul

a de

velo

pmen

t, re

view

and

as

sess

men

t asp

ects

Mee

tings

an

d st

akeh

olde

r w

orks

hops

2

2 ye

ars

Stra

tegi

c pl

an a

nd

Com

mun

icat

ion

Stra

tegy

Con

tinuo

us

DES

-EM

,PO

-EP

&D

R

epor

ts o

n th

e m

eetin

gs h

eld

UB

TEB

an

d ot

her

stak

ehol

ders

Enga

ge

othe

r st

akeh

olde

rs(D

EOs,

DIS

s,ULG

A)

on

prom

otio

n of

TV

ET

No.

of m

eetin

gs h

eld

2 Ev

ery

afte

r 2 y

ears

C

omm

unic

atio

n st

rate

gy

Stak

ehol

der

map

ping

repo

rt

Con

tinuo

us

ES,S

ICO

R

epor

t on

mee

tings

hel

d U

BTE

B



UGANDA BUSINESS AND TECHNICAL EXAMINATIONS BOARD

Plot 7, Valley Drive, Ntinda P.O. Box 1499,Kampala, Uganda

Tel: 0392 002 468Website: www.ubteb.go.ug

Documents

UGANDA BUSINESS AND TECHNICAL EXAMINATIONS BOARD Strategic Plan... · 2018-09-06 · FOREWORD Uganda Business and Technical Examinations Board (UBTEB) Strategic Plan 2018-2020 has