Ex-post Evaluation

1-1. Background of the Project

Due to the unemployment situation in Jordan, Vocational Training Corporation (VTC) was urged by the government of Jordan to play amore important role in Vocational training. Based on this, In February 1994 the government of Jordan made a request to Japan for implementation of a project-type technical cooperation for the establishment and operation of a new vocational training centre in the field of metal works and machinery. In response to this request, the Japanese government conducted three studies in 1995 and 1996, Using the results of these studies, Japan dispatched an implementation consultation study team to Jordan in April 1997, and in October of the same year it commenced a five-year project. This project initiated with the purpose of enabling VTC to provide improved training at STIMI for local skilled labour in the fields of metal works and machinery.

1-2. Project Overview

The project has bee implemented based on a project Design Matrix (PDM) which has been revised since the Project started. The original (PDM) was reviewed by the Japanese Consultation Team sent by JICA and Jordanian authorities concerned of the Project and revised slightly in August 2000.

(1) Overall Goal

To satisfy the demands of local metal-working and machinery industries for local skilled labour in Jordan

(2) Project Purpose

To enable the Vocational Training Corporation (VTC) to bring up higher quality of skilled labour in the fields of metal-working and machinery at the specialized Training Institute for Metal Industries (STIMI).

(3) Outputs

a) To establish the organization of management and administration in the Institute.
b) To provide the necessary machinery and equipment for training in the fields of metal working and machinery.
c) To improve capability of the instructors at the Institute.
d) To implement adequate training courses in the fields of metal working and machinery.

(4) Inputs (at the time of Project Termination)

Japanese side:

Jordan's Side:

3-1. Summary of Evaluation Results

(1) Impact

The overall goal of the project is to satisfy demands of local-working and machinery industries for local skilled labour in Jordan.

Through the analysis of the data received from STIMI, it was revealed that the total number of students enrolled in Craftsman level training programs declined down from 71 students in 1999 to 58 students in 2000 at a rate of -18%. Following the year of 1999, this figure continually decreased to reach 53 and 45 in 2001 and 2002, respectively.

However, in 2003 the number of STIMI’s students got a hold of the highest growth rate over the time period from 1999 to 2005, where it remarkably jumped to 89 students representing a positive rate of 97%.

By the year 2004 and 2005, decline rates of 25% and 14%, respectively, were recorded in the number of students that are enrolled in STIMI where they came down to 66 and 57 students. From the instructors’ point of view, the main reasons underlying these trends are as follows:

• Absence of Japanese experts.
• Local community culture towards metal industry graduates.
• SITMI's location "Lack of transportation".
• Lack of marketing resources required to promote STIMI among potential students.

Higher education programs in the field of metal industries are not provided either by any vocational centers nor public universities or private universities in Jordan. Consequently, this fact has a direct impact on the future career path of students, who are planning to join STIMI, as they will not be able to continue their higher education, upon graduation from STIMI. This will have adverse effect on promoting them for higher jobs in the future. Therefore, many of the potential students may decide not to enrol in STIMI due to the said fact.

The average number of the total trainees enrolled in Craftsman Level training program at STIMI was 63 students over the time period from 1999 to 2005.

Amongst the training programs studied at STIMI, Pipe Welding and Machinery occupied the highest numbers of attracting students with an average number of about 23 students for each specialization per an academic year, followed by Sheet Metal Processing and then Metal Casting and Forging with an average of 13 and 4 students, respectively.

It is worth mentioning that STIMI provides scholarships for three students from the local community who cannot afford the study expenses at STIMI.

Over the same period, a total of 278 students graduated from STIMI. Graduates from machinery workshop maintained the highest share (36%) followed by Pipe Welding workshop (31%). The remaining (24% and 9%) was maintained by Sheet Metal Processing workshop and Casting and Forging workshop, respectively, over the same period.

To develop the skills of trainees, STIMI provides On-The-Job-Training (OJT) for its students through a program of internship with the local industrial firms for a period span of six months. The rate of employment for trainees graduated from Craftsman level training programs is estimated at 90%. where 63% of the graduate students stated that their graduation from STIMI helped them to find a job; on the other hand, 37% of them didn’t recognize such a thing.

Out of the graduates’ survey the following main results were revealed:

• 67% of the graduates recognized that there has been a noticeable improvement in their technical knowledge after graduation from STIMI.
• 76% of the graduates have gained considerable improvement in their working skills.
• 88% of the graduates believe that STIMI has qualified and capable instructors.
• 93% of the graduate students believed that STIMI’s available facilities and equipment satisfy their training needs.
• 73% of the graduates believe that STIMI training courses satisfy the industry needs.
• 76% of the graduates’ general rate of STIMI was very good and above.
• Regarding the tuition fees charged by STIMI, 54% of the graduated students believed that they are inexpensive, 41% moderate, and just 5% of the graduates rated them as expensive.
• 58% of the graduates are still staying in touch with STIMI after graduation, while the remaining 42% have not unfortunately established any type of contact upon leaving STIMI.

A list of all trainees graduated from STIMI is documented and updated continually. In addition to this, the instructors, from time to time, are contacting the employers to follow up and get feedback on the performance of STIMI’s students.

In its aim to utilize the available capacity, STIMI has got the approval from JICA to conduct specialized training courses for trainees from neighbouring Arab Countries in the field of Metal works and machinery. Over the last four years, an average of 15 trainees attended this course each year.

On the other hand, Local labours currently operating in the field of Metal Industries is another promising targeted group for STIMI. To this end, STIMI is delivering upgraded training programs that are customized according to the requirements and needs of this group. Over the years from 1999 to 2005, the fluctuation of the number of trainees who completed Upgraded training courses occurred at a stable trend. Approximately, 55 trainees attended, per year, on average.

With respect to training materials, the top management of STIMI and instructors of each workshops are fully aware of the importance of working continuously on reviewing, editing, and developing the contents of teaching materials and textbooks according to the rapidly changing requirements of Jordanian Metal Industry, as well as the received feedback from the industrial firms on the level of performance of STIMI’s graduates.

Many developments have occurred in STIMI throughout the last few years, but the most important ones are the following:

• Upgrading CAD/CAM training program,
• Using AutoCAD instead of hand drawing,
Delivering several upgraded training programs in the field of metal industry for trainers from Arab neighbouring countries, and
• Providing technical advice for local private industrial firms in the field of material testing and machinery.

A simple comparison between STIMI and two of its main competitors, namely: Wadi Al-Seer College and Abd-Al-Hameed Sharaf School was carried out, the main revealed results were as follow:

• Employees’ evaluation: Abd AL Hameed Sharaf School implement the best practice by continuously evaluates its employees on monthly basis, while the case for STIMI is to carry out yearly evaluation following the instructions of C.S.B.
• Promotional Media: STIMI uses several promotional tools such as Newspapers, brochures and Public Relations, study tours is another useful tool that is used by Wadi Al Seer College and could be used by STIMI as well. Abd Al Hamid Sharaf School doesn’t use any promotional media tools.
• Market research: Non of the three institutions carry out any systematic and scientific market research to identify market needs and trends and they depend only on personal experience and knowledge of instructors.
• Costing System: Both Abd Al Hameed Sharaf School and Wadi Al Seer College has costing system in place while STIMI doesn’t have.
• Maintenance plans: In Both Abd Al Hameed Sharaf School and Wadi Al Seer College, preventive and corrective maintenance activities conducted by instructors themselves, while STIMI doesn’t have any preventive maintenance plans implemented yet.

Furthermore, STIMI has successfully built and maintained excellent relationships with its stakeholders, mainly, local industrial firms and the concerned governmental bodies such as Ministry of Planning and International Cooperation, Ministry of Education, and Ministry of Labor.

There is an increasing demand from industrial firms operating in the local metal industry that have approached STIMI seeking for technical advice, on one hand, and to benefit from its technology and state-of-the-art machinery, on the other hand.

Out of the employers’ survey the following main results were revealed:

• 63% of the employers were satisfied with the technical knowledge acquired by STIMI’s graduates.
• 54% of the employers believed that the graduates have the required skills to be successfully enrolled in the labor market.
• 54% of the employers believed that STIMI satisfy the industry needs. On the other side, 45% of surveyed employers declared that STIMI is good and could further improve its capabilities to satisfy the industry needs and requirements.
• 91% of the employers in general rated STIMI as very good and above.
• The technical knowledge of STIMI’s graduates is higher than that of other students graduated from similar institutes. However, they are still in a mass need of gaining skills that are more practical.
• STIMI has not satisfactorily fulfilled the market needs in the area of Pipe Fabrication and Tag Welding.
• There is a pressing need to deliver training programs for technician level.
• English language skills for most of STIMI’s graduated students are not up to standard.

(2) Sustainability

Organizational Aspects

To guarantee highly smooth and effective operations of STIMI, an advisory committee was formed that aims at moving STIMI on the right track.

A dynamic organization structure for STIMI has been set reflecting the actual core and support business functions and sections. And detailed job description were developed for all positions.

Currently, STIMI employed 31 person out of which 16 are instructors. This give a ratio of students to instructors to be 4:1, Which is much lower than STIMI’s standard of 12:1.

STIMI attracts highly qualified and experienced instructors through following competitive recruitment procedures in compliance with CSB standards and VTC by-laws. New instructors are receiving systematic orientation training program consisting of 12 training sessions to introduce them to the internal management systems and to be familiar with the nature of activities that will be assigned to them later on.

The level of instructors’ performance is evaluated at end of each year of service by the top management according to CSB rules and regulations. Moreover, it is important to mention that the staff’s turn over was very low over the last years (only 10 employees left STIMI).

To enhance working conditions, STIMI management follow the open door policy and they signed an agreement with a local insurance firm to provide its employees with medical insurance against working injuries.

Based on the results of the diagnostic visits and the analyses of data received, it could be said STIMI has organizational sustainability that will enable it to continue, prosper and move towards achieving its strategic direction.

Financial Aspects

The main financial sources of STIMI come from the allocated budget from Vocational Training Corporation (VTC), training tuition fees, and revenues generated from production activities. Where the average total annual revenues of production activities were JD 7,690 over the past five years.

However, STIMI’s budget can’t be clarified as it is incorporated with the VTC yearly financial budget.

Based on the results of the diagnostic visits and the analyses of data received, it could be said STIMI has financial sustainability that will enable it to continue , prosper and move towards achieving its strategic direction.

Technical Aspects

Installation of all the required machinery and equipment has been carried out according to the project’s plan of action. All machinery and equipment available in the three workshops were installed in an appropriate manner where enough space is provided to ease up the process of handling and movements. Furthermore, filters are installed at each workshop to reduce any potential pollutants emissions in the neighbourhood.

Most of, if not all, the installed equipment and machinery are in a healthy operational conditions as each instructor is held accountable for continuously performing the necessary corrective maintenance activities for the machinery and equipment they are using during the training program period. However, until the date of preparing this report, preventive maintenance schedules are not set yet by STIMI.

Unfortunately, a list of approved suppliers for spare parts dealing with STIMI is not documented until now. This, to a certain extent, might result in purchasing some needed materials that are not up to the internal quality standards adopted by STIMI.

STIMI has a clear mechanism to improve the skills and quality of its instructors by providing them with proper and required training programs, starting from providing orientation training for the new instructors. Annual training needs analysis is a useful tool used by STIMI’s top management in order to identify the arising training needs of its instructors. According to these analyses, a comprehensive training plan is prepared annually. Training of the Trainers (TOT) programs are delivered to the instructors on continuous basis by well-experienced experts either from STIMI or neighbouring countries.

Due to the fact that the necessary technical experience in the field of metal works was completely transferred by Japanese experts to STIMI’s instructors, it could be said that the current instructors have acquired the technical knowledge and skills essential for delivering craftsman level training programs.

Out of the instructors’ survey the following main results were revealed:

• 64% of the instructors indicated that a very good improvement has happened in their training skills after joining STIMI.
• 93% of the instructors declared that STIMI facilities and equipment have satisfied the market needs.
• 79% of the instructors rated STIMI in general as very good and above.

Based on the results of the diagnostic visits and the analyses of data received, it could be said STIMI has technical sustainability that will enable it to continue , prosper and move towards achieving its strategic direction.

3-2. Factors that have promoted project

The entire involvement of Japanese experts has been instrumental in establishing and developing STIMI. Besides, due to the close relationship with VTC, STIMI has a direct access to the resources and capabilities of VTC which help it to render distinguished level of training services to the market. The tuition fees of STIMI is highly inexpensive compared to other similar institutes.

STIMI has a team of high-profile instructors who had a valuable chance to get systematic and wealthy technical training from the Japanese experts throughout the different stages of the project.

3-3. Factor that have inhibited project

Jordan lacks experienced trainers who are specialized in delivering training in the area of machinery and equipment maintenance. This, to a certain degree, might limit the ability of STIMI instructors to carry out the necessary maintenance activities for some types of machinery and equipment particularly those equipment that the instructors are not familiar with.

Despite the high importance of marketing campaigns, STIMI Lacks marketing capabilities and efforts needed to promote it among targeted groups. This directly affected the STIMI training capacity, which is not fully utilized.

STIMI graduates cannot continue their higher education as neither STIMI nor any other vocational institute in Jordan offer higher education programs in the field of metal works and machinery, and they did not hold High General Secondary Certificate, which approved that they succeed on Ministry of Education special exam for these students.

Salaries paid for STIMI’s instructors are lower than that salaries provided to other instructors particularly in the GCC.

There is only one CNC machine installed at STIMI which is considered not sufficient to meet the market demand, so this dose not gave the chance to every single student to train and gain enough experience.

3-4. Conclusions

STIMI’s graduates are equipped with first class theoretical knowledge and distinguished practical experience which definitely assist them to find a good job opportunity in a short time after graduation. The rate of employment for graduated of craftsman level who is around 90%.

The instructors have outstanding technical skills and knowledge required to deliver the craftsman level training programs. Also, the curricula, teaching material, and textbooks are subject to a continuous process of improvement taking into consideration the requirements and needs of the local market.

However, insufficient consideration is given to marketing related issues and activities within STIMI. This could be a direct reason underlying the decline in STIMI’s share of market and the noticeable decline of 36% of the number of students joined STIMI.

3-5. Recommandations

STIMI should intensify its marketing efforts among current and potential served market segments. Promotional campaigns and public relations are useful tools that could be used by STIMI in this regard. Therefore, STIMI is required to conduct periodical market research on the industry needs and requirements in the field of metal works and machinery to improve the craftsman level training courses.

Also, STIMI’s instructors are required to pay more systematic field visits to the employers with the purpose of checking up on the quality of OJT trainees’ performance.

Furthermore, it is strongly advisable that STIMI allocates enough budget for maintenance activities and spare parts of equipment. Lastly, it is highly recommended that STIMI conduct a business plan for delivering training programs in the area of Pipe Fabrication and Tag Welding.

3-6. Lessons Learned

STIMI becomes as a regional centre for neighbour Arab countries for example, Third -country's training program (TCTP) from 2001 to 2005, which conducted in it. Improve management skills because JICA keeping co-operate with SIMI's even the project is end.