Many TVET improvements fail not because the idea is bad, but because the institution is not ready to deliver it consistently. Strategic and institutional capacity is what helps a centre move from “good intentions” to reliable results: clear priorities, the right people and systems in place, realistic planning, and a way to measure progress.
This module helps TVET leaders and staff translate ambition into structured action—without making the process complicated.
What participants learn in Module 2
By the end of the module, participants should be able to:
- Clarify what “strategic capacity” means for a TVET institution in real terms (people, processes, partnerships, resources).
- Map their institution’s current situation and identify what is working well vs. what needs strengthening.
- Set priorities and turn them into a simple, actionable capacity development plan.
- Understand how change happens inside organisations and how to lead it more effectively.
- Monitor progress using practical self-assessment and follow-up routines.
Module 2: Materials for trainers
The tools introduced in this module (and how to use them)
Here is a simple overview of the key tools, with a practical “what it’s for” explanation.
1) Institutional mapping
Purpose: understand what you have today (and what you don’t).
Use it to list the essentials: services offered, staff roles, infrastructure, decision-making routines, partnerships, and current challenges.
2) SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
Purpose: make choices based on reality, not assumptions.
Use it to quickly capture internal strengths/weaknesses and external opportunities/risks—and to decide where to focus first.
3) Capacity development planning
Purpose: move from diagnosis to action. Use it to define:
- what needs improvement
- who is responsible
- what resources are needed
- what “success” looks like
- when progress will be reviewed
Keep it short and usable. A plan that nobody reads does not build capacity.
4) Leading change (step-by-step)
Purpose: avoid “change fatigue” and make improvement stick.
This module introduces a simple change process that helps teams create urgency, align people, remove barriers, and keep momentum—so change becomes practical, not just a slogan.
5) Self-assessment and monitoring
Purpose: track progress without heavy reporting.
Use short check-ins and a simple self-assessment routine to review what improved, what is stuck, and what needs adjustment.
A practical way to apply Module 2 in your institution (quick start)
If you want to put this module into practice immediately, try this:
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Run a 60-minute team session to do an institutional map (one page).
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Do a basic SWOT (30 minutes) and identify your top 2 priorities.
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Turn those priorities into a mini capacity plan (who/what/when/how you’ll measure).
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Schedule a monthly 20-minute check-in to monitor progress and unblock issues.
This is often enough to move from “we should improve” to “we are improving.”
What’s next
Module 2 is about building the foundation: direction, capacity, and a workable plan. In the next modules, the focus shifts toward delivering better services through innovation and strengthening stakeholder engagement—so TVET institutions can create lasting impact beyond their own walls. Stay tuned for the next post.
Co-funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.
