Myanmar – Swiss Centre of ExcellenceforVocationalEducationandTraining

SDCProjectno.7F-08670.01.01SDCContractno.81017372

TracerStudyAfollowupontheBaselineStudy2014

Insightfulassessmenton:• CVTGraduatedApprentices• PartnerCompanies• YoungEntrepreneursforMyanmar• In-CompanyTrainer• CVTCertifiedInstructor

Preparedfor

Preparedby

March2016

CVTMyanmar–CenterforVocationalTrainingMRCSBuilding,No.42,StrandRoad11181YangonUnionofMyanmarwww.cvt-myanmar.cominfo@cvt-myanmar.com+95(0)1383676StefanVogler(Switzerland)DirectorDevelopment/VicePresidentstefan.vogler@cvt-myanmar.orgJeremiasPellaton(Myanmar)ChiefDevelopmentOfficerjeremias.pellaton@cvt-myanmar.org

Forfurtherinformation,pleasedonothesitatetocontactus.

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Acknowledgements

MyanmarMarketingResearchandDevelopmentCo.,Ltd.(MMRD)wouldliketoexpressitsgratitudeto individuals and officials from companies who participated as respondents in face-to-face andtelephoneinterviewsinthe2015TracerStudyfortheCVTCapacityBuildingProject.MMRDwouldalso like to thankCVTstaffandpartnercompanies,CVTGraduateApprentices,participantsof theYoung Entrepreneurs for Myanmar programme, In-Company Trainers and Certified Instructors inYangonregionfortheirtime,supportandperspectivesduringthefieldworkconductedinNovember2015.Theiractiveandvoluntarysupportwasinvaluableinthepreparationofthisreport.

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ListofAbbreviations

ASEAN AssociationofSouthEastAsianNationsCA CommercialAssistantCEBSD CentreofExcellenceforBusinessSkillsDevelopmentCESR ComprehensiveEducationSectorReviewCI CertifiedInstructors(CVT)CM CabinetMakerCVT CenterforVocationalTrainingEE CVTEmployeesER CVTEmployersE4Y EducationforYouthProgram(CVT)EL ElectricianTrainingGDP GrossDomesticProductH&G HotelandGastronomyICT In-CompanyTrainerICTC PartneroftheIn-companytrainercourseILO InternationalLabourOrganizationKII KeyInformantInterviewMMRD MyanmarMarketingResearchandDevelopmentCo.,Ltd.MMK MyanmarKyatMOLES MinistryofLabour,EmploymentandSocialSecurityMoST MinistryofScienceandTechnologyMPT MyanmaPostsandTelecommunicationsMW Metalworker(CVT)NGO Non-GovernmentalOrganizationNSSA NationalSkillStandardsAuthorityPTC PracticalTrainingCentreSDC SwissAgencyforDevelopmentandCooperationSEZ SpecialEconomicZoneSHL SwissHotelManagementAcademyLucerneSMVTI SingaporeMyanmarVocationalTrainingInstitutionSPSS StatisticalPackagefortheSocialSciencesTTWG TVETTechnicalWorkingGroupTVET TechnicalVocationalEducationandTrainingUNESCO UnitedNationsEducational,ScientificandCulturalOrganizationUSD USDollarVET VocationalEducationTrainingYE4M Post-GraduateYoungEntrepreneurshipProgramme(CVT)YSX YangonStockExchange

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TableofContents

ExecutiveSummary.................................................................................................................................1

1 ManagementSummary.....................................................................................................................4

1.1 Background................................................................................................................................4

1.2 Methodology.............................................................................................................................5

2 HighlightsoftheCurrentEconomicandEducationalContextinYangon..........................................8

2.1 EconomicSector........................................................................................................................8

2.2 EducationSector......................................................................................................................10

3 TrainingCompany............................................................................................................................11

3.1 SatisfactionoftheEmployer....................................................................................................11

3.2 ImpactoftheCVTTraining......................................................................................................12

3.3 OpiniononFinancialContributiontoCVT...............................................................................13

4 CVTGraduateApprentice................................................................................................................14

4.1 SatisfactionamongApprentices..............................................................................................14

4.2 ImpactoftheCVTTraining......................................................................................................16

5 YoungEntrepreneursforMyanmar(YE4M).....................................................................................19

5.1 5.1SatisfactionoftheStudents..............................................................................................19

5.2 ImpactoftheCVTTraining......................................................................................................20

6 In-companyTrainer..........................................................................................................................24

6.1 TrainingFeedback....................................................................................................................24

6.2 ImpactoftheCVTtraining.......................................................................................................25

7 CVTCertifiedInstructor...................................................................................................................27

7.1 TrainingFeedback....................................................................................................................27

7.2 ImpactoftheCVTtraining.......................................................................................................28

8 MultiplicationAbilityofCVT’sDualEducationPrograms................................................................30

9 Recommendations...........................................................................................................................33

9.1 CVTGraduatesandApprentices..............................................................................................33

9.2 YoungEntrepreneursforMyanmar.........................................................................................33

9.3 In-companyTrainer..................................................................................................................33

9.4 CVTCertifiedInstructor...........................................................................................................33

10Index................................................................................................................................................34

11Appendice........................................................................................................................................35

1

ExecutiveSummary

The Center for Vocational Training (CVT) was established in Yangon, Myanmar, in 2002. Theorganization’s main objective is to introduce and practice a Myanmar-adapted form of the dualapprenticeship model from Switzerland and has over the years developed five professionssuccessfullydependingheavilyonthedonationsfromSwissdonatorsandspenders.SupportedbytheSwissAgencyforDevelopmentandCooperation(SDC),CVTinitiatedin2013aCapacityBuildingProject with the overarching goal of raising protracted employment, earning and trainingopportunities to disadvantaged youth inMyanmar through extending the dual vocational trainingsystem.Theimplementationperiodoftheprojectisfromtheyear2014to2018.

MyanmarMarketingResearchandDevelopmentCo.,Ltd.(MMRD)conductedthebaselinestudyfortheprojectfromFebruarytoMay2014.In2015,CVTrepeatedtheassessmentwiththeobjectiveofupdating the baseline data, assessing new trainings, equipping CVT with relevant information totackle the challenge of fundraising, improving its programs, and thereby contributing to thesustainabledevelopmentoftheVocationalEducationsectorinMyanmar.CVTextendedthestudytoincludeparticipantsoftheYoungEntrepreneursforMyanmarprogramme,In-CompanyTrainers,andCertifiedInstructors.

Thefieldworkwasconductedfrom5to20November2015foratotalof16daysinYangonregion.Thetotalnumberofsamplerespondentswas349.MMRDselectedtheavailablesamplerespondentsfromthelistofcontactsamongthecategoriesofrespondentsprovidedbyCVT.Thesamplesizeofrespondents in each category in the 2014 and 2015 studies was determined by CVT and it iscompared in Table 1. The study uses both qualitative and quantitative data collection methods,mainly Key Informant Interviews (KIIs) and structured questionnaires. Most of the respondents(89%)wereinterviewedface-to-face,andtheremaining11%wereinterviewedbyphone.

No. CategoryofSampleRespondents 2014 20151 PartnerCompany 93 1002 CVTGraduatedApprentice(male/female) 140

(83/57)150

(66/84)3 YoungEntrepreneursforMyanmar(male/female) - 24

(15/9)4 CompanyofIn-companytrainercourse - 155 In-companytrainer(male/female) - 25

(18/7)6 CVTCertifiedInstructor(male/female) - 35

(29/4)17 Association 6 - TOTAL 239 349

Table1:ComparisonofcategoriesandsamplerespondentsfromCVTstudiesin2014and2015

1Questionnaires=35,Respondents=33

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Thekeyfindings fromthe2015TracerStudy, includingcomparisonswithresultsobtainedin2014,aresummarizedbelow:

CVTPartnerCompany

Thesatisfactionof thepartner companieson theefficiencyandproductivityofCVTgraduateshasincreased up to 98% (95% in 2014) (Outcome 2, Indicator >85%). The percentage of companies,which believe that the capacity of CVT graduates has increased after graduation, has slightlydeclined(93%in2015and99%in2014).

Regardingfinancialcontributions,morethan70%ofthecompanies,whichresponded,arewillingtopaythedefinedregistrationandannualmembershipfee. Itwasfoundthat66%ofthecompanies,which responded,would like todonate toCVT; 86%of themprefer todonateon an annualbasis.Nearlyhalfofthepartnercompanies(40%)finditreasonabletocontributeupto100,000MyanmarKyats(MMK)(76.98USD2)annually.

CVTGraduatedApprentice

OverhalfofCVTgraduatesreceivedariseinpayorapromotionafterCVTtraining(58%in2015and70% in2014) (OverallGoal, target>45%).Only2%ofCVTgraduatesearn less than100,000MMKper month after training (Overall Goal, target 2%). While the percentage of CVT graduates whoexpressed that CVT training increases their employability is still high at 96%, the figure is slightlylowerthanitwasin2014at98.6%.TheunemploymentrateamongCVTgraduatesis3%in2015.

The level of satisfaction with teachers is ‘high’ among 93% of CVT graduates - almost all of therespondentsprovidedpositive feedbackon teachingmethods.Majorityof the respondents favourthe curricula because it is based on Association of South East Asian Nations (ASEAN) andinternationalstandardsandusesagoodmixtureoftheoryandpracticalcomponentswhichareverysupportive and useful for their workplace; 94% of the respondents stated that CVT’s training isrelevant to their current line of work. The percentage of CVT graduates who expressed that thecontentofthetraining‘exceededtheirexpectations’islowerthanitwasin2014(53%in2015and61% in2014);however,94%ofCVTgraduates think that thecoursesare relevant to their currentlineofwork.

Interestingly,many of the respondents are still in the same professional or expert subject of thetraininginthecurrentworkplace,buttheyarenotnecessarilywiththesamecompanyoremployerthattheywerewithduringthetrainingperiod.

2 USD= 1299 MMK (Reference Foreign Exchange Rates of Central Bank of Myanmar as of 11th December 2015,)http://forex.cbm.gov.mm/index.php/fxrate

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YoungEntrepreneursforMyanmar

Oneoutof12graduatesstartedanewbusinessaftergraduation.Theremaininggraduateshadtheirownbusinessesbeforesigningupforthecourse.Amongthosewhoalreadyhaveabusiness,halfofthemearn revenue of 1millionMMKpermonth.Most of the graduateswith running businessesmakeaprofitofatleast300,000MMKpermonth.

Byoverallgrade,onefourthofCVT’sgraduatesmarkedtheentrepreneurshipcourseas ‘excellent’and ‘very good’. More than 90% of the students ‘agree’ with the teaching methods or teachingmaterials. They also think that the teachers arewell prepared and that the training topicsmatchtheir expectations.More than 95% of the respondentswill recommend the Young Entrepreneurscoursetoothers.

In-CompanyTrainer

Asperthefindingsofthequalitativeassessment,alloftherespondentsbelievethattheteachersareskilled and the hand-outs are impressive. Almost all of them think that the training provided isefficient. Suggestions for the course include selecting more motivated trainees who are able tobecometrainerslater.

CVTCertifiedInstructor

ThefieldofemploymentismostlyinHotelandGastronomy(H&G).Theincomeofgraduatesrangesfrom100,000to500,000MMKpermonthdependingonthepositionofemployment.Approximatelyone in twograduated instructorsarenowteaching inYangonandotherplaces. Suggestions fromsome respondents include recruiting more skilful teachers, updating the curriculum, using moreteachingaids,alibrary,andInternetaccess.

MultiplicationAbilityofCVTProgrammes

Asperthe2015TracerStudy,itisclearthatCVT’sdualVocationalEducationTraining(VET)methodis still effective - partner companies and trainees are both satisfied. It is also highly relevant tocurrent graduateswith the exception of a fewminor issues such as the limited capacity of sometrainers at CVT, which affected the level of satisfaction among some of the trainees. A thoroughreviewoftheskillsandcapacitiesofthetrainers/teachersinvariouscoursesisrecommended.Whilethe curriculum corresponds to international standards, the graduates would like it to be morecompatiblewith the changingneeds in the country.Additionally, the teaching aids and classroomfacilitiesfordifferentcoursesneedtobecompletelyequipped.

Currently, CVT’s activities and courses are knownmostly through personal contacts. To bemorewidely recognized,MMRD recommends that CVT needs to actively seek wide recognition amongpotential partners and apprentice candidates through the media, including webpage and socialmedia. Increasing the number of partner companies and potential apprentices could financiallysupportandstrengthentheproject inthelongrun. Inordertosustainitsposition,andtostayontopofdemandandsupplytrendsinthevocationaltrainingmarket,CVTshouldconsidersustainingits existing recognized courses, while also launching new courses on topics which are in highdemand. For instance, diploma courseswhich are shorter indurationwoulddowell in YangonaswellaslocationslikeMandalay,Ayeyarwady,MonandKayinStates.

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1 ManagementSummary

1.1.1 BackgroundIn2002,MaxO.Wey3,aSwissnationalformerlyemployedbyRedCrossInternational,launchedtheCenterforVocationalTraining4(CVT)inYangon,Myanmar.Sincethen,CVThaslaunchedanumberof Graduate Apprentices courses such as Cabinet Maker (2002), Commercial Assistant andMetalworker(2003),HotelandGastronomy(2007),andElectrician(2005).OthercoursesincludetheEducation for Youth Program (E4Y) (2008), Young Entrepreneurs forMyanmar (YE4M) (2014), In-CompanyTrainer(2014)andCertifiedInstructor(2014).

Inorder toexpand itsrecognizedservicesbyenlargingandoptimizing its facilities,knowledgeandexpertise,theCVTCapacityBuildingProjectstartedin2013withsupportfromSDC.Theprojecthasfourphases:

• InceptionPhase:January2013–April2014(finished)• DevelopmentPhase:July2014–April2016(ongoing)• HandoverPhase:June2016–April2017• ImprovementPhase:May2017–April2018

TheCVTBoardinSwitzerlandisleadingtheimplementationphaseandsigningrespectivecontractswith SDC. For information exchange, training of instructors and sharing of facilities, CVT has astrategicpartnershipwithSwisscontact,600Kids.organdSwissHotelManagementAcademyLucerne(SHL).

To optimize the multiplication capability of CVT’s vocational training programs and increase theemployabilityofgraduatedapprentices,fiveprofessionaltrainingcoursesareexpectedtogetofficialrecognitionfromtheNationalSkillStandardsAuthority5(NSSA)withinafewyears6.

CVT has commissioned an objective third party to evaluate the project programs, validate thebaseline studies and report accordingly. MMRD conducted the baseline study for the project inFebruary 2014. The Tracer Study commissioned in 2015 is a follow up to the baseline studyconductedbyMMRDin2014–themainobjectiveistoupdatetheinformationonthebaselinestudyand to obtain tracer data from the new trainings which include YE4M, In-company Trainer andCertifiedInstructor.

3MaxOWeypassedawayin2008.4 CVT signedwithMinistryof Labour, Employment and social Security (MOLES) andofficially registered as internationalNGOwithcertificateNo.0057inAugust2013.5Launchedin2007,theNationalSkillStandardsAuthority(NSSA)headedbydeputyministerforlabourandcomprisedofvarious stakeholders (governmentministries and private organizations) to facilitate the free flow of skill labour withinASEANregionandtoestablishtheNationalOccupationalSkillFramework.(OfficialwebsiteofNationalEmployment&SkillDevelopment)(http://www.nesdmyanmar.org/)accessedat14December20156Firstthecompetencylevelswillbedevelopedandthenthecourseswillberecognizedtroughthem(NSSA)

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Output/OutcomesandIndicatorsFromthelogicalframeworkoftheproject,someoftheimportantoutcomes/outputsandindicatorsrelatedtothisstudyarelistedbelowinTable2.

Objective/outcome/Output IndicatorandTargets MeansofverificationOverallGoal(impact)

AveragestartingsalaryCVTalumnimainfield(31%)increasedfrom100,000-200,000Kyatspermonth.Shareoflowsalaries(<100,000Kyatspermonth)oftheCVTalumnidecreasedfrom7.2%to2%.Employability:Averagepercentageofalumnireceivingapromotionaftergraduation,keepsstableon>45%

TracerStudyonCVTalumniTracerstudy/SurveyonCVTtrainingcompanies

Outcome2 Qualityapproach:Thegradeof“highsatisfaction”ofthetrainingcompanieswithgraduatesafterCVTtrainingkeepsstableon>85%.(Accordingtothecurrentbaselinestudy)

Tracerstudy/surveyonCVTtrainingcompanies

Outcome3 Youngentrepreneurs&instructortraining:AverageincomeofCVTPGDincreasesminimum15%-20%withinthefirstyearaftergraduation.

Tracerstudy/surveyonCVTPGD

Table2:Keyoutput/outcomesandindicators

1.2 Methodology

StudyDesignMMRDconductedacross-sectionalcomparative(follow-up)studyusingqualitativeandquantitativedatacollectionmethods.

StudyLocationThestudywasconductedaroundYangonarea,wheretheintervieweesarelocated.

StudyPopulationThestudypopulationwasfromamongthesixcategoriesofrespondentsselectedbyCVT:

1) PartnerCompany(ER)2) CVT‘sGraduateApprentice(EE)3) YoungEntrepreneursforMyanmar(YE4M)4) CompanyforIn-companyTrainer(ICTC)5) ParticipantofIn-companyTrainerCourse(ICTP)6) CVTCertifiedInstructor(CI)

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StudyToolsThestudytoolsusedforfielddatacollectionarelistedbelow:

1) Qualitative tool: An interview guideline was developed for Key Informant Interviews (KII)withthefollowingcategoriesofrespondents:• CompanyforIn-companyTrainer(ICTC)• ParticipantofIn-companyTrainerCourse(ICT)• CVTCertifiedInstructor(CI)

2) Quantitative tool: A structured questionnaire was developed for collecting data from thefollowingcategoriesofrespondents:• Partnercompany(ER)• CVT‘sGraduateApprentice(EE)• YoungEntrepreneursforMyanmar(YE4M)

Interviewswereconductedface-to-faceorbyphone.

SamplePopulationThetotal samplepopulation for thestudywas349respondents.MMRDselected thesample fromeach category based on the availability (ability to contact) and voluntary participation of therespondentsfromthelistofcontactsprovidedbyCVT.ThenumberofsamplerespondentsineachcategoryaswellasthedatacollectionmethodwasdecidedbyCVT(Table3).

No QuantitativeSurvey NumberofSamples

QualitativeSurvey NumberofSamples

1 Partnercompany(ER) 100 CompanyforIn-companyTrainer(ICTC)

15

2 CVTGraduatedApprentice(EE)

150 ParticipantofIn-companytrainerCourse(ICT)

25

3 YoungEntrepreneursforMyanmar(YE4M)

24 CVTCertifiedInstructor(CI) 35

Table3:Thesamplesizeanddatacollectionmethod

SummaryoftheStudyProcedurePrior to field data collection, MMRD received the sample size to study and potential list ofrespondents from CVT which included their names, courses attended or company name, contactaddressand/orphonenumber.CVTandMMRDjointlydevelopedthestudytools–questionnairesandinterviewguidelinesfortheKIIs.MMRDtranslatedthequestionnaires/guidelinesintoMyanmarlanguage.MMRDthenrecruitedthefielddatateamof15staff,andconducteda3-daytrainingtoexplain the tools and how theywere to be implemented; the training included pre-testing of thequestionnaires.

After screening the list of respondents, the field staff contacted them to inquire about theirwillingnesstoparticipateinthestudy.Interviewswerethenscheduledwithrespondentswhoweresuccessfullycontactedandvolunteeredtoparticipateinthestudy.Ontheappointeddate,timeandplace, the assigned field staff obtained verbal informed consent and interviewed the respondentsusingthequestionnaire.Fielddatacollectionwascompletedin16days(from5-20November2015).Thedatacollectedthroughtheinterviewswascleaned,codedandtranslated.

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Fieldstaffanddataentrystaffconducteddataqualitycheckstoensurethatthedatawascompleteandconsistent.Aqualitycontrolteamconductedchecksforphoneinterviews,andverifiedwhetherrespondentscompletedtheirinterviewsasscheduled.

ThedatawasthenenteredusingStatisticalPackagefortheSocialSciences(SPSS)andanalysedforthefinalreport.

LimitationsoftheStudyLimitation DescriptionandmitigationInaccessibilityofafewrespondentsduringdatacollection

FromthelistofcontactsprovidedbyCVT,MMRDwasunabletoreachgraduatesandcompanieswhosecontactdetailswereeitherout-datedor incomplete. MMRD was unable to contact7 53% (422/790) of therespondentswithinthescheduledtimeframeforthestudy.(Annex1)

Phoneinterviewswithafewrespondents

A few respondents from different categories requested that theinterviewsbeconductedonphoneinsteadofin-personduetovariouspersonalandprofessionalconstraints–11%(39/349)oftherespondentshad tobe interviewedbyphone (Table 5). Thehighest percentageofphoneinterviewswasamongrespondentsoftheYE4Mcategory(21%).Inphone interviews,althoughthefieldteamusedthesamestructuralquestionnaire as in face-to-face interviews, some of the respondentshadtobecontactedmorethanoncetocompletetheinterview,astheywerereluctanttoanswer indetail.Toovercomethesechallenges, theinterviewerhadtoexplainthepurposeofthequestionnaireindetailtothe interviewee, ensure that the questions were clearly understood,andcallmorethanonetime.DespitethemeasurestakenbyMMRDtotackle this challenge, it is likely that data collected through phoneinterviews is limited in its reliability and completeness, compared toface-to-faceinterviews.

Unmetdataforsometargetsandindicators

The questionnaire and KII guideline for the tracer study does notcapture all the information required for all the indicators and targetsforrespectiveoutcomes.Forinstance,Outcome3inCVT’slogicalframestatesthatgraduatesfromYE4MandIn-companyTrainingaretargetedto increase theiraverage incomebyaminimumof15-20%within thefirst year after graduation – this information could not be obtainedfrom this study. This limitation could perhaps be traced back to thedevelopment of the questionnaire, before the study began. It ispossible that CVT and MMRD had missed sharing some informationwhiledevelopingthetools.

Table4:Limitationsofthestudy

7Reasonsincludedmissingorincorrectphonenumbersorfailuretoreachtherespondents

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No. CategoryofSampleRespondents Facetoface Phonecontact

Phonecontact%

TOTAL

1 PartnerCompany 88 12 12% 1002 CVTGraduateApprentice 136 14 9% 1503 YoungEntrepreneursforMyanmar 19 5 21% 244 CompanyofIn-companyTrainer 14 1 6% 155 ParticipantofIn-CompanyTrainerCourse 22 3 12% 256 CertifiedInstructor 31 4 11% 35 TOTAL 310 39 11% 349

Table5:Listofsampleofrespondentsinterviewedface-to-faceorbyphone

2 HighlightsoftheCurrentEconomicandEducationalContextinYangon

FormerlythecapitalofMyanmar,Yangonisnowthecommercialcapitalofthecountrycontributingto 23%8 of its national Gross Domestic Product (GDP). Yangon region has not only a sizeablepopulation of 7.3million9 people, but also a sizeable economy at 8.93 trillionMMK in fiscal year2010-11. It has at least 14 industrial zones and various industries including exports in agriculturalproducts.Yangonhasatotalof2,71710basiceducationschools,33universities/colleges11and60112vocational training schools for subjects ranging from engineering design to media andcommunicationandfashiondesign.Inadditiontorecentpoliticaldevelopments,Myanmarhasalsoexperiencedgrowthandchangeinitseconomyandeducationenvironmentoverthepastfewyears.Recentkeydevelopmentsintheseareasarehighlightedbelow:

2.1 EconomicSectorNewEconomicLaws:TheForeignInvestmentLaw(November2012),NationalInvestmentLaw(July2013),MyanmarCentralBankLaw(July2013)andtheLawonminimumdailywageof3600MMK(2.77USD)forworkers(August2015)havebeenrecentlyenactedinMyanmar.TheseneweconomiclawsformthebackboneforallbusinesssectorsinMyanmar.

ForeignBanksOpening: Since1October2014,theGovernmentofMyanmarhasreleasedlicencesfornineforeignbankstooperateinthecountry.Thesebanksareallowedtodowholesalebankingbut not retail banking like domestic banks. Among them, the Bank of Tokyo Mitsubishi UFJ Ltd,SumitomoMitsuiBankingCorporationandOverseas-ChineseBankingCorporationLtdare the firstforeignbankstoopentheirbranchesinYangon13on23April2015.

8TheMyanmarTime(7November2011)9 ‘Census Report’. The 2014 Myanmar Population and Housing Census 2. Nay Pyi Taw: Ministry of Immigration andPopulation.(May2015)10DepartmentofEducationPlanning,MinistryofEducation(March2014)11DepartmentofPlanning12EducationDirectoryandGuideforEveryoneYangon(2014-15),MMRD13TheIrrawaddyNews,9April2015onlinenews(http://www.irrawaddy.org/business/foreign-banks-opening-branches-in-burma-for-first-time-in-decades.html)accessedat8December2015

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SpecialEconomicZone:UnderthelawforMyanmarSpecialEconomicZone,whichwasenactedinJanuary 2014, the newly opened Thilawa Special Economic Zone (SEZ)14 is located 23 kilometressoutheastofYangon.TheSEZ,a1.5billionUSDmanufacturingcomplex,ispromotedbyMyanmar-JapanThilawaDevelopmentLtd., inwhichMitsubishiCorp.,MarubeniCorp.,SumitomoCorp.,andthe government-affiliated Japan International Cooperation Agency hold a 49% stake. MyanmarFederationofChambersofCommerceandIndustryhasprovidedtherestofthecapitalfortheSEZ.Atotalof24Japanesebusinessesareincludedamongthe47foreigncompaniesthatwillbesetupintheThilawaSEZ.

Opening ofMyanmar’s StockMarket: The Yangon Stock Exchange (YSX),Myanmar’s first officialstock market, is a joint venture between the state-owned Myanmar Economic Bank, DaiwaSecuritiesGroupandtheJapanExchangeGroup15.Itwaslaunchedon9December2015inYangon.ForeigninvestorswillnowbeabletotradeMyanmarstocks“inafewmonths”,accordingtoMaungMaung Thein, Deputy Finance Minister and Chair of the Securities Exchange Commission ofMyanmar. However, a few entities inMyanmar, including theMyanmar Economic Bank, are stillundersanctionsbytheUSgovernment16. It isnotablethattheUSrecentlytemporarily liftedtraderestrictionsonshippinghubsinYangonforaperiodofsixmonths17.

Mobile and Internet Usage: In addition to the existing national telecommunications operatorMyanma Posts and Telecommunications (MPT), two international telecommunication operators,TelenorandOoredoo,launchedtheirservicesinMyanmarin2014.Mobileandinternetpenetrationskyrocketedfrom4%atthebeginningof2012to65%inOctober2015.Therearenow27million18internetusers(53%ofthetotalpopulation)alloverthecountry.

HotelandTourism:SinceMyanmaropenedupin2011,thenumberoftouristsvisitingfromaroundthe world has soared. Myanmar’s Ministry of Hotels and Tourism forecasted 4.7 million visits in201519;majorityofthetouristsenteredthroughYangonInternationalAirport.WhileYangonhas317licencedhotelsasofOctober2015,morehotelsareunderconstructionandscheduledtolaunch.

Infrastructure: Newly built hotels and high-rise buildings have flourished around Yangon. Theconstruction of affordable housing in Yangon’s suburban areas, initiated by the government, is inprogress. The upgradation and extension of Mingaladon International Airport by local andinternationalcompaniesisalsounderway.

14OfficiallylaunchedinSeptember2015(TheJapanTimesNews,24September2015)15TheWallStreetJournalonline,issueof13October2013(http://www.wsj.com/articles/myanmar-to-open-yangon-stock-exchange-in-early-december-1444775353)accessedon2November201516MyanmarTimes,12October2015(http://www.mmtimes.com/index.php/business/16932-yangon-stock-exchange-risks-opening-under-us-sanctions.html)accesseson2November201517ReuterNewsonline, 7December2015 (http://www.reuters.com/article/us-usa-myanmar-sanctions-trade) accessedat11December201518Thedaily‘Mirror’NewspaperinMyanmarlanguage,16October2015issue19MyanmarTimes,7December2015(http://www.mmtimes.com/index.php/national-news/18015-better-transport-more-open-travel-puts-myanmar-on-track-for-2015-16-tourism-arrival-goal.html)accessedon31December2015

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2.2 EducationSectorMyanmar’sgovernmenthasmadesomesignificantchangesintheeducationsector,someofwhicharedescribedbelow.

MyanmarNationalEducationLaw:TheenactmentofthenewMyanmarNationalEducationLawinSeptember2014aims to reshapethecountry’s several-decades-old failingeducational foundation.Thisnewlawcameundercriticismfromsomestudentgroupsinthecountry,whoprotestedagainstit. It was later amended – the newly developed law has sub-sector laws, including a section forTechnicalVocationalEducationandTraining(TVET)20.

TechnicalVocationalEducationandTraining(TVET):Sufficientskilledlabourisoneofthesixfocusareas forMyanmar’s Comprehensive Education Sector Review (CESR). TVET is among them. CESRrequiresanincreasein,andstrengtheningof,allaspectsofvocationaltrainingwiththeassistanceoftheprivatesector.

Veryrecently,someinternationalnon-governmentalorganizations(INGOs)assistedinthedeliveryofshortvocationaltrainingcoursesthroughlocalgovernmenttechnicalhighschools instatessuchasKayah, with the support of the Department of Technical and Vocational Education under theMinistryofScienceandTechnology.TheLoikawGovernmentTechnicalHighSchoolwillbeequippedwith teaching materials and aids to start the short vocational training courses, aided by theEuropeanUnionandtheSwissAgencyforDevelopmentandCooperation.Similarly,UnitedNationsEducational, Scientific and Cultural Organization (UNESCO), which provides policy advice to thegovernment ofMyanmar, also supports TVET reform through the CESR21 TVET TechnicalWorkingGroup(TTWG).UNESCOalsomanagesapublic-privatepartnershipprojectbetweentheMinistryofEducation,PepsiCoandUNESCOonstrengtheningbusinessskillsforyouthemploymentinMyanmar,which includes the establishment of the Centre of Excellence for Business Skills Development(CEBSD) at the Hlaing Campus of Yangon University of Economics.Currently,themainchallengesforTVETinMyanmarinclude:

• Access to training: Students have difficulties in accessing training especially in rural areaswhereonlyagriculturalextensionservicesareavailable; tuition feesanda rigidenrolmentsystemmaybebarriersforyouth

• Relevantandqualitytraining:Thequalityofthetrainingsofferedispoor,andthereisalackof trust in the qualifications on offer, there are no recognized/regulated nationalqualifications,andTVETandskilldevelopmentissupplydrivenandnotnecessarilyrelevanttotheneedsofthecommunityortheregion

• Management:Thereisanocoordinatedresponsefor,andregulationof,skillsdevelopmentinthecountry

20 The TVET sub-sector comprises multiple stakeholders, whichmakes the situation particularly complex. 21ministriesundertakesomeformofTVETthoughthebulkoccurswithintheMinistryofScienceandTechnology(MinistryofScienceandTechnology,MoST)whichisalsotheleadministryonTVETreform.TheMinisterofMoSTchairstheTVETTaskforce,establishedbythePresident’sofficein2014.AnotherimportantplayeristheMinistryofLabour,EmploymentandSocialSecurity(MOLES)whichisinchargeoftheEmploymentandSkillsDevelopment(ESD)law,enactedinAugust2013.(http://www.unescobkk.org/education/news/article/myanmar-tvet-as-key-to-educational-opportunities-for-all) accessedat20November201521 Myanmar Comprehensive Education Sector Review (CESR) Phase 1: Rapid Assessment Technical Annex on TVETSubsectorAnalysis-Policy,Legislation,Management&ServiceDelivery(8March2013)(ADB)

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100Employers(22femaleand78male)participatedinthesurveyforCVTTrainingCompanies.

3 TrainingCompany

3.1 SatisfactionoftheEmployer

EmployabilityofCVT’sGraduateApprenticeIn comparing the opportunities for CVT graduates and non-CVTgraduates,48%ofthecompaniesrespondedthatCVTgraduatesaremore likely tobeemployed,33%are likely tobepromoted,and31%arebeinggrantedmorepermissiontodosomething.Nosignificant changes were reported for 14% of the companiesinterviewed(Figure1).

Know-How,WorkExperienceandReliabilityAfterbeingtrainedfor3yearsatCVT,companiesexpectCVT’sgraduatestobemoreefficientintheworkplace (76%), to have improved capacity (61%), to have theoretical and practical knowledgerelevanttotheirjob(48%),toobtainmoretechnicalskills(42%),tohaveimprovedcommunicationskills (29%), confidence (19%), critical thinking (14%), English language skills (12%), and to beknowledgeableaboutteamwork(9%).

CVTasaTrainingPartnerAll of the companies involved in the studywere satisfiedwith theCVT trainingprogramme - 80%havea‘high’levelofsatisfactionand20%havea‘medium’levelofsatisfaction.

SourceofInformationaboutCVTAmong partner companies, 78% know about CVT from their friends. Other sources include fromothercompanies(12%), leaflets(8%),staff(6%), introductionsbyCVT(5%),email,newspapersandjournals, and other CVT stakeholders (1% each). None of the respondents knew about CVT fromFacebook,webpagesorNGOs.

48

33 31

14

20

102030405060708090100

Morechancestoemployability

Chancestobepromoted

Beinggrantedauthorizaton

Nochange Don'tKnow

ComparetheopportunityofCVTgraduatedwithnon-CVTgraduatedinpercent

AreasindifferencebetweenCVTgraduatedandnon-CVTgaduated

Figure1:OpportunitiesforCVTgraduatesversusnon-graduates

12

CompanysatisfactiononefficacyandproductivityofCVTgraduates

2014 201595% 98%

ThecapacityofCVTgraduatesatworkincreased

2014 201599% 93%

3.2 ImpactoftheCVTTraining

PerformanceRegardingtheefficiencyandproductivityofCVTapprentices,98%of

the employers interviewed were satisfied (95% in 2014)–67% were

‘highly satisfied’, and 31%were ‘satisfied’ with CVT graduates. The

remaining2%22hadnocommentonit.

QualityasPerceivedbyCompaniesRegarding the fulfilmentof companies’expectations fromCVT’s trainings,69%of the respondents

statedthatitmeetstheirexpectations,25%statedthatthetrainingexceedstheirexpectations,and

94%agreethatthetrainingfulfilstheirexpectations;4%respondedthatthetrainingdoesnotmeet

theirexpectationsand2%didnotknow.

Indicatorsandtargets(CVTLogicalframework)

• Qualityapproach:Thegradeof“highsatisfaction”ofthetrainingcompanieswithgraduatesafterCVTtrainingkeepsstableon>85%.(Outcome2)

EfficiencyofCVTgraduatesInrelationtothecapacityofCVTapprentices,93%ofthecompaniesreportedthatithasincreased

aftertheCVTtraining,5%ofthemdonotthinkithasincreased,while2%couldnottell.

AlthoughCVT’straining isbeneficial fortheemployeeaswellasthe

employer,someCVTgraduatesdonotcontinueworkinginthesame

company or firm after the CVT training is complete. CVT graduates

who left their companies after the training caused some

dissatisfaction among employers who invested time and capital in

their training. A few of them had no agreement or bond with the

company, which enabled them to leave the company without any

hesitationduringoraftertheCVTtraining.

22 Among the interviewees (respondents) from companies, some do not knowwell about the CVT trained staffwho is

completedtheCVTgraduateapprenticecourse.SomeoftheirstaffisstillattendingintheCVTcourse,notgraduatedyet.

Sotheycannotprovidethefeedbackonthem.

13

Dualtrainingsystemisapplicableandadvantageoustothem

2014 201595% 99%

Morethan70%oftheCVTtrainingpartnercompaniesarewillingtopaytheregistrationandannualmembershipfee.

ApplicabilityofaDualTrainingSystemAlmost all of CVT’s apprentices (99%) responded that the dual

trainingsystemprovidedbyCVTisapplicabletotheirwork.Graduate

respondents from courses such as Cabinet Maker (CM), Electrician

Training (EL), Hotel andGastronomy (H&G) andMetalworker (MW)

wereamongthoserespondingthatCVTcoursesarefullyapplicableto

theirrespectivework.

From the employer side, over 90% understand the benefits of the dual training system and its

applicabilitytothecompany.Theremaining6%oftheemployersfailtorecognizethevalue.

3.3 OpiniononFinancialContributiontoCVT

RegistrationFeeOver two thirds (73%) of CVT’s training partner companies which participated in the survey are

willing to contribute a registration fee23 of USD 100 over five years (2015-2020). 23% of the

respondents were unwilling to contribute that much. The key reasons for their unwillingness to

contribute include: financial difficulties (61%); no right to decide on this contribution (13%); on

completionof the training the graduates leave the company (9%); still thinking that CVTprovides

freetraining(4%);andcouldnotinvestintheapprentices(4%),amongotherreasons.

AnnualFeeRegarding the annual membership fee of USD 20, 77% of the

companies would like to support CVT because they think it is

beneficial for all employers/employees, the training fee is low-cost,

CVT requires sustaining for long, and it is a collaborative action

between CVT and the partner company. However, 18% of the

companiesarenotwillingtopayanannual fee, forwhichthereasons includefinancialdifficulties,

lack of decision-making power, no plan to send any more apprentices to CVT, resignation of

graduates on completing CVT’s training and inability to invest in the apprenticeship among other

reasons.5%oftherespondentshadnocommentontheannualfee.

DonationItwasfoundthat66%ofthepartnercompanieswerewillingtoprovideadonation24toCVT.More

thanhalfofthem(59%)arefromcompanieswith19employeesorless.

AmongthosewhowouldliketocontributetoCVT,86%prefertodosoonanannualbasisand13%

wouldprefertodonateonamonthlybasis.Amongthosewhoareinfavourofanannualdonation,

53%suggesteddonatinglessthan50,000MMKperyear. Another40%canaffordbetween50,000

to 100,000MMK annually. Only 3% stated that they would donate between 100,001 to 200,000

everyyear.Theremaining1.5%candonatenomorethan300,000MMKonceayear.

23Apaymentforaparticularright,workorserviceofCVT24MoneygiventosupportCVTinlongrun

14

150CVTgraduates(84femaleand66male)respondedtotheassessmentofCVTGraduatedApprentices.

Mandalay(74%)andAyeyawady(17%)arethemostcommonlyproposedregionstoopenbranchesofCVT.

EmployabilityofCVTgraduates

2014 201595% 96%

OpiniononOpeningBranchesinMyanmarOver74%oftheinterviewedcompaniessuggestedMandalayRegionand17%suggestedAyeyawadyRegioninwhichtoextendCVT’sbranches(previously66%forMandalayRegionand17%forNayPyiTawCouncilRegionin2014).OtherregionscommonlyproposedwereShanState(14%),MonState(10%)andKayinState(3%).

Thereasonsprovidedforexpansion intoMandalayregion include: itisapopulatedcommercialhubwithmanyindustriesincludinghotelsandtourisminupperMyanmarandtocreatemorejobopportunities,especially for those from disadvantaged backgrounds. The reasonsprovided for expansion into Ayeyarwady region include: its highpopulationdensity,tocreatemorejobopportunities,andtofacilitatethedevelopmentofthearea.

The new training programmes recommended include automobile repair services (33%), Englishlanguage classes (23%), computer training (18%), and construction training (14%). Other trainingssuggested are food processing (10%), beauty salon/dress making (10%), phone and accessoriesservices (5%), safety training, management (HR/Tourism), sales and marketing, basic bankingcourses, air-conditioning services, pharmacy, video editing, mechatronic, mechanics, agricultural,livestock,andpoliticalscience,amongothers.

4 CVTGraduateApprentice

4.1 SatisfactionamongApprentices

ReputationasCVTGraduatedApprenticeOver 61% of CVT’s graduates expect to get paid more than thoseemployeeswhodonot attend theCVT training. Themost commonreasonisbecausetheycanapplytheirknowledgefromCVT’strainingto theirwork andpractice comprehensively.Other reasons include:CVTgraduatesthinkofthemselvesasbetterthannon-CVTgraduatesineveryaspect,CVTcoursesteachthemeverythingthattheyneedtoknowfortheirjobandaCVTcertificate indicates that they are competent employees in their respective fields. Among thosegraduateswhodonotexpecttogetpaidahighersalaryafterCVTtraining,77%statedthatagrowthinsalarydependsonthelengthofservice,qualificationsandhardwork.Nearlyafourth(22%)thinkthattheyhavemanycompetitorswhoareattendingnon-CVTtrainings.Another3%respondedthatthetrainingsarenotrelevanttotheirjob.Nearly2%ofthemarealsogovernmentstaff.

EmployabilityIntermsofemployability,96%ofthegraduateapprenticesexpressedthat CVT helps them become more employable. The remaining 4%responded‘No’tothisquestion.

15

Thetrainingexceededtheexpectationsofthegraduates

2014 201561% 53%

SourceofInformationaboutCVTMostof thegraduatedapprentices (89%)get informationonCVT from their friends.Othersknow

aboutCVTfromownersoftherespectivecompaniesandothercompanies(5%each),leaflets,NGOs,

andemails(1%each).

RelevanceofCVTCoursestoCurrentWorkAsmanyas94%ofCVTgraduatesthinkthatthecoursesarerelevanttotheircurrentlineofwork.

OnlyathirdofCVTgraduatesarestill inthesamecompanyorworkingwiththesameemployerat

work while attending CVT courses; 60% of CVT graduates are no longer in the same business,

company or profession. The remaining 4% of CVT graduates aremanaging their own businesses,

whileanother3%currentlyhavenoworkatall.

QualityTheoreticalTraining&DocumentationRegardingtraining,53%oftherespondentsstatedthatthecontentofthetraining ‘exceededtheir

expectations’.Thispercentage is slightly lower than in2014 (61%).Thecourses thatexceededthe

expectationsofthegraduates,fromthebesttoleastareCM,CA,EL,H&GandMW.

Amongthegraduateswhoexpressedthatthetrainingexceededtheir

expectations, 80% think that CVT has systematic teaching, 40% like

teachingofaccounting,36%likecomputeraccounting,31%thinkthat

CVTteachershavegoodfacilitationandteachingaids,25%thinkthat

theyhavebecomeprofessional after theCVT trainingand13%have

gained mechanical knowledge. At the same time, 45% of the

respondentsthinkthatthetrainingmeetstheirexpectations.Only2%oftherespondentsanswered

thatthetrainingdoesnotmeettheirexpectationsatall.

41%ofCVTgraduateswouldliketosuggestchangestothedurationofthetheoreticalprogramme.

The types of CVT courses and suggested months for theoretical programmes (based on highest

percentageofcommonlysuggestedmonths)arementionedbelowinTable6.

No. CVTApprenticeTraining Mostlysuggestedmonthsfortheoreticalprogramme1 CommercialAssistant 24

2 CabinetMaker 24or36

3 Electrician 24

4 Hotel&Gastronomy 24or36

5 Metalworker 18

Table6:CVTApprenticetrainingandsuggestedmonthsfortheoreticalprogramme

QualityofPracticalTrainingOver 76% of CVT graduates do not think that there is a gap both in the theoretical and practical

training.Additionally,95%thinkalloftheareasareusefulfortheirwork.

Moreover, 64% of the respondents would like to keep the existing duration of courses for the

PracticalTrainingCentre(PTC).ThetraineessuggestedthatmostofthePTCsinCVTcoursesshould

beconductedwithin12-36months.ThetypeofCVTcoursesandtheirmostlysuggested(inhighest

percentage)monthsforPTCarementionedbelowinTable7.

16

Graduates’highlevelof

satisfactionwithtrainers

2014 201596% 93%

37%oftheCVTgraduatesearn

between100,000-300,000MMK,

and2%getasalarylessthan

100,000MMK

No. CVTApprenticeTraining MostlysuggestedMonthsforPCT1 CommercialAssistant 24or36

2 CabinetMaker 12or36

3 Electrician 12or36

4 Hotel&Gastronomy 12or36

5 Metalworker 12

Table7:CVTApprenticetrainingandsuggestedmonthsforPTC

Teachers&TrainersRegarding the capacity of the trainers, 93%of the respondents rated their level of satisfaction as

‘high’and7%rateditas‘medium’.Norespondentsratedtheirlevelofsatisfactionas‘low’.Themost

commonreasonsforsatisfactioninclude:1)sharingknowledgeinthe

class, 2) teaching method is systematic, 3) lecturers are patient in

deliveringthetraining,4)professionallecturersdeliverthecourse,5)

the trainers are approachable, and 6) lecturers link theory and

practicewell.Oneof therespondentscommentedthatsomeof the

lecturerscouldnotexplainhard-to-understandlessonsverywell.

In relation to the trainingofferedbyCVT,54%of thegraduateswould like tokeep theadmission

requirement and training content and syllabus, and 42% would like to keep the training period.

Amongtherespondents,33%suggestedchangestothetrainingperiod,and29%suggestedchanges

tothetheoryandpracticeratio.

4.2 ImpactoftheCVTTraining

JobOpportunitiesIt is stated that 89% of CVT graduates expect better efficiency at work compared to employees

withoutCVTtraining.Aquarteroftherespondents(26%)foreseeanincreaseinsalary,andthenext

23% anticipate a good position at work. Another 3% think that the trainings improve their

knowledgeandcommunication,while1%awaitsopportunitiesforoverseastraining.

UnemploymentRateCurrently,3%(5outof150;4fromCAand1fromH&G)ofCVTgraduatesareunemployed.Among

thesefivegraduates,two(CAandH&G)arepregnantorhaverecentlydelivered.Anothertwo(CA)

aretryingtoapplyforjobslocally.Theremainingone(CA)graduateisattendingaMaster’sDegree

course.

IncomeThroughout the CVT apprentice training, both in the theoretical

programmeandPTC,85%oftheapprenticesareprovidedasalaryby

their companies. During the theoretical programme, all those

employeesattendingtheCMcoursereceiveasalary.Almostallofthe

apprentices, irrespective of the course, receive their salaries during

theirPTC.

17

The incomeof theCVT graduates shows thatmore thanhalf (61%)of them receiveover 300,000

MMKpermonth.Anotherthird(37%)earnbetween100,000and300,000MMKonamonthlybasis.

Only2%ofthemearnlessthan100,000MMKpermonth(Figure2).

Figure2:EstimatedincomepermonthofCVTgraduates

Indicatorsandtargets(CVTLogicalframework)• AveragestartingsalaryofCVTalumnimainfield(31%)increasesfrom100,000-200,000

Kyatper• monthupto200,000–300,000Kyatpermonth.• Shareoflowsalaries(<100,000Kyatpermonth)oftheCVTalumnidecreasesfrom7.2%to

2%.

Bygender,femalegraduatesshowthesameorslightlylowersalariesthantheirmalecounterparts,

especiallybelowthesalaryof500,000MMKpermonth.Nearlyonethirdofthefemalerespondents

–mostofthemaregraduatesoftheCAapprenticecourse–earnamonthlyincomeofover500,000

MMK,whichisalmost10%higherthanmalegraduates(30%vs.21%)(Figure3).

Figure3:Income(inMMKpermonth)ofmaleandfemalegraduatesofCVTApprentice

2

37

35

26

0 10 20 30 40 50 60 70 80 90 100

Under100,000

Between100,001and300,000

Between300,001and500,000

Above500,000

PercentofCVTgraduates

RangeofIn

come

RangeofesimatedincomepermonthofCVTgraduatesinMMK

CVTgraudated

2

17

23

20

18

21

3

17

19

17

15

30

0 10 20 30 40 50 60 70 80 90 100

Lowerthan100,000

Between100,001-200,000

Between200,001-300,000

Between300,001-400,000

Between400001-500000

Above500,001

Income(inMMKpermonth)bysexamongCVTGraduatedAppreniceinpercent

Female

Male

18

CVTgraduatesreceivedapayriseorwerepromotedatwork

2014 201570% 53%

PromotionAfter completing the CVT apprenticeship training, 53% of the

graduates received a pay rise or a promotion at work (70% in the

2014 baseline study)(Figure 4). The highest percentages of traineeswhoreceivethatopportunityarefromCM,H&GorCAcourses.43%

ofthemreceiveapayriseofabouthalftheirpreviouspaymentafter

CVTgraduation.Another10%makenearlydoubletheirformersalary.

Indicatorsandtargets(CVTLogicalframework)• Employability:AveragepercentageofCVTalumnireceivingapromotionaftergraduation,

keepsstableon>45%.

Nearlyhalf(48%)ofthecompaniespromoteemployeeswhograduatedfromCVT,whileanotherhalf

(50%)doesnotpromotetheirgraduateemployees.Asmallpercentageofrespondents(2%)didnot

answer this question. The most common reasons for promotion provided by the companies

interviewed include: 1) the trainees’ capacity is in progress (85%), and 2) they are more

knowledgeableandefficientthannon-CVTgraduates(54%).ManycompaniesdonotpromoteCVT

graduatesbecausetheyarenotpermanentstaff(30%),orthebusinessitself isfamily-run(24%)or

promotionsarebasedonhardworkandnotonlyknowledgeandskill.A few (10%) think that the

graduatedstaff(4%fromCA,4%fromCMand2%fromH&G)donotshowanysignificantchangein

theircapacityaftertheCVTcourse.

Long-TermWorkContractAmongCVTgraduates,aboutathird(33%)arestillworkinginthesamecompanyorwiththesame

employerthroughwhichtheyareattendingtheCVTcourses.Morethanhalf(60%)ofthemarenow

nolongerwiththesamecompanyoremployer.

ImpactofCVTTrainingonGraduatesTheimportantfindingsontheimpactofCVTtrainingongraduatesareinrelationtotheirincreased

employability(99%vs.96%),improvedsalary(70%vs.53%)andapplicabilityofknowledgeandskillsatwork(98vs.99%)between2014and2015–thisisillustratedinFigure4.

Figure4:Comparisonbetween2014and2015onimpactofCVTtraining

98.6

70

97.996

53

99

0102030405060708090100

CVThelpinemployability Improvedsalary ApplicableatworkPercen

tofC

VTGradu

ated

App

reni

ces

ImpactofCVTtraining

Comparebetween2014and2015resultsonImpactofCVTtrainingonCVTGadautedApprenicesinpercent

2014

2015

19

24Students(15femaleand9male)includedintheanalysisofYoungEntrepreneursforMyanmar(YE4M).

5 YoungEntrepreneursforMyanmar(YE4M)

Thepilotpost-diplomacourseonYoungEntrepreneursforMyanmarcommenced in2014withthe

objective of equipping young people with entrepreneurial knowledge and skills, supporting

sustainableeconomicdevelopmentingeneral,andopeningupmoreemploymentopportunitiesfor

thenextgeneration.

5.1 5.1SatisfactionoftheStudents

OverallGradeAsanoverallgrade,aboutoneinfouroutofatotalof24sample

respondentsfromYE4Mgraduatesratedthecourseas‘excellent’

or ‘very good’. Another 62% rated it as ‘good’; 4% rated it as

averageand8%rateditas‘pass’.

QualityTheoreticalTraining&DocumentationMorethan95%oftherespondents‘stronglyagree’or‘agree’thatthetrainingcoversthetopicsthat

they would like to learn. Again, majority (87%) of them also ‘strongly agree’ or ‘agree’ that the

trainingitselfiswellstructured.Ofthetotalrespondents,4%wereundecidedand8%didnotthink

thetrainingwaswellstructured.

Regardingthetrainingmaterials,includingcurriculaandhand-outs,91%oftherespondents‘strongly

agree’or‘agree’thattheyareusefulandeasytounderstand;8%donotagree.Regardingthelength

ofthetraining,andwhetherit issufficienttodelivertheintendedcontent,46%‘stronglyagree’or

‘agree’ that the length is sufficient.On thecontrary,42%donot think the length is sufficientand

respondedas‘disagree’or‘stronglydisagree’.

Teachers&TrainersMajorityofthegraduatedentrepreneurs(87%)‘stronglyagree’or‘agree’thatthebusinesstrainers

cameacrossasself-confidentandadequatelypreparedfortheirlessons.Only4%didnotagreewith

this.

Regardingtheteachingmethods,92%oftherespondents‘stronglyagreed’or‘agreed’thatmethods

suchaspairandgroupwork,brainstorming,smallgroupdiscussions,roleplays,gamesandquizzes

usedduringthetrainingdeepenedtheunderstandingofthetrainingcontent.4%oftherespondents

didnotagreewithit.

The study found that 92% of the entrepreneurs ‘strongly agree’ or ‘agree’ that the students’

questionsrelatedtothecontentofthesessionswereansweredinacompetentmanner;8%ofthe

respondentsdisagreed.

Majority(96%)oftherespondents‘stronglyagree’or‘agree’thatthelanguageusedbythebusiness

trainerswasunderstandable for the learnersand that complicated termswereproperlyexplained

usingpracticalexamples.Only4%oftherespondentsdisagreedwithit.

20

Highconfidentin:

• Developabusinessplan• HumanresourceManagment• Microeconomics• Innovationandcreation

Leastconfidentin:

• SalesandMarketing

TrainingVenueOver two third (79%) of the respondents ‘strongly agree’ or ‘agree’ that the training venue isconducive for learning.Nonetheless,13%of the respondentsdisagreedwith it,and the remaining8%hadnocomments.

OverallImpressionWhenaskediftheywouldrecommendsomeonewithoutreservationfortheYE4Mprogram,almost96% of them ‘strongly agree’ or ‘agree’; 4% of the respondents stated that they would notrecommendittoothers.

5.2 ImpactoftheCVTTrainingThestatusandoutcomeofhavingabusinessforthe24graduatessampledfromtheYE4Mcourseislisted in Table 8. Only 42% (10 out of 24) of the respondents had their own business beforeattendingthecourse;theremaining58%didnotownabusiness.Amongthoserespondentswhodidnot have a business during the course, only two graduates (4%) establishednewbusinesses aftercompleting the course. Out of 10 graduates who already had a business, only one extended thebusiness, inadditiontotheexistingbusiness.Halfofthegraduateshavenotownedorstartedanybusinessesuntilnow.

No. StatusofGraduatesfromEntrepreneurshipProgramme Number Inpercent1 Haveabusinessduringtheentrepreneurshipcourse 10* 42%2 StartanewbusinessaftercompletionofEntrepreneurshipProgramme 2 8%3 Notownabusinessduring,andafterEntrepreneurshipProgramme 12 50%

TOTAL 24 100%Note:*Outof10,1(4%)extendsanewbusinessapartfromexistingbusinessaftercompletionofEntrepreneurshipProgramme

Table8:StatusandoutcomeofgraduatesfromEntrepreneurshipProgramme

Self-employmentNearly half of the sample (42%) had their own business during theentrepreneurship course. Majority (90%) of them felt that theirbusiness had improved after their participation in theentrepreneurship training. Another half responded that the twosignificant changes were that they could employ more people andtheir sales had increased.One third of themalso noticed that theirbusiness became more profitable and they started selling newproducts or offering new services. A few reported that their workhad become more systematic and their managerial skills hadimproved.

After the course, 90% of the trainees felt that they achieved slightly more confidence in thefollowingareas(Figure5):

1) Innovationandcreationofnewproductsandservices,andimprovementofexistingones2) Developmentofbusinessplans3) Humanresourcemanagement4) Microeconomics

21

Aslightlylowerpercentage(80%)gainedmoreconfidencein:

1) Business organization and management (selecting the right legal form of businessorganizationandmanagement)

2) Financialplanning (e.g.sales,costandprofitplans,book-keeping,profitand lossaccounts,balance)

Afterthetraining,70%ofthetraineesgainedmoreconfidentindevelopingabusinessstrategy.

Thearea inwhich traineesgained the least confidentareawas salesandmarketing -only60%ofthemreporteditashavingimproved.

Figure5:Thestatusofconfidencefeltbythetraineesafterthetraining

Intheirownbusinesses,themostfrequentlyappliedskills,whichwerelearnedduringCVTtrainings,include:

1)Developingorrefiningabusinessplan2)Improvingfinancialplanningandbook-keeping3)Reviewingcostsofgoodsandservicesandpricesetting4)Improvingmanagementofpeopleinthebusiness

Theleastappliedskillsinclude:

1)Improvingproductsandservices2)Increasingmarketingeffortsandoptimizingmarketingplan/mix3)Selectinganappropriatelegalformforthebusiness(e.g.soleproprietorship,partnership,cooperative,limitedcompany)

Noonerespondedthattheyusedtheknowledgeofapplyingforaloanfromfinancialinstitutionsintheirbusiness.

10

10

10

20

20

30

40

10

0% 20% 40% 60% 80% 100%

Developmentofabusinessplan

HumanResourceManagement

Microeconomics

Innovatonandcreatonofnewandimprovementofexistngproductsandservices

Businessorganizatonandmanagement

Financialplanningandbookkeeping

Developmentofabusinessstrategy

Salesandmarketng

Howconfidentdoyoufeelintheareassincethetraining?

AslightlymoreconfidentNochange

Lessconfident

22

MorethanhalfoftheYE4Mgraduatesdonotdoanythingtowardstartingabusiness

Theydonotstartanybusinessbecause:

• 42%areemployedstaff(Government,orNGOs)

• 25%donotfindasuitablelocationforthebusiness;

• 16%lackoffinance

OneintwelvegraduatesstartedanewbusinessaftercompletingtheEntrepreneurshipProgramme

NobusinessduringthecourseHalf of the respondents (12 out of 24) did not have their ownbusiness when they were attending the entrepreneurship course.Aftergraduation,iftheyhavetheopportunityandresources,42%ofthe graduates ‘strongly agree’ and 50% ‘agree’ to start a business.

Only8%ofthemareundecidedonit.Fromtherespondents,25%‘stronglyagree’and42%‘agree’thattheyknowthenecessarypracticaldetailstostartabusiness;onefifthoftherespondentsareundecidedonwhethertheyknowthedetailsaboutstartingabusiness.Athird(33%)ofthemwerenotsureiftheyhavetheconfidencetostartabusiness.

Among12graduates,75%ofthemgainedconfidencein:1)innovationandcreationofnewproductsandservices,andimprovementofexistingones,2)developmentofabusinessplan,and3)businessorganization and management, and 4) microeconomics. Two thirds (66.7%) achieved moreconfidencein:1)developmentofabusinessstrategy,2)financialplanningandbook-keeping,and3)humanresourcemanagement.Thelowestrateofconfidencewasfoundinsalesandmarketing.

Regarding any further action towards starting a business andbecoming an entrepreneur during or after the YE4M training, onlyonefourth(25%)oftherespondentshadconductedmarketresearchfor a business idea.More than a half (58%)had not conducted any

marketresearchsofar.Abouthalfofrespondentstooknoactiontoprepareabusiness, lookforasuitablebusiness location,or investtimeindevelopingthebusinessproduct/services.Twothirdofthemdidnotacquirethenecessarybusinessequipment(e.g.tools,furniture).Veryfewrespondentscompletedorinitiatedabusinessoftheirown.Noonecompletedapplyingfortherequiredbusinesslicences, permitsor arranged for anyothernecessary formalities.Onlyone graduatedid it so far.Organizingfinancestostart theirownbusinesswasthemostcommonactivityreportedby66%oftherespondents.

NewCompaniesOnlyoneYE4Mgraduateextendedtheirbusiness,inadditiontotheexistingone,aftergraduation.

NoActivitySoFarHalfoftherespondentsdidnothavetheirownbusinessduringorafterattendingtheYE4Mcourse.

Reasonsbehind this include:Nearlyhalfof them (42%) stated thatthey are employed staff (either government, 17% or NGOs, 25%)while 25% did not find a suitable location for the business, 16%lacked financial support,and8%reportedthat they lackconfidencein technical skillsorhave family issues.However,nooneexpressedthat they lacked confidence inentrepreneurial skills or experiencedproblemsinobtainingtherequiredthepermissionsfromauthorities.

Planstostartabusiness:OneseventhoftheYE4Mgraduateswhodonothaveanybusinesssofar,havenoplantostartabusiness.Additionally,oneoutofthreearenotcertainaboutit.Nearlyhalf(42%)ofthemintendtostartabusinesswithinoneyear.Another8%willstartbusinesseswithinthenext3years.

23

Income-RevenueandProfit

WhencomparingthemonthlyrevenuesofentrepreneurswhoalreadyownedabusinessduringtheYE4Mcoursewiththosewhostartedtheirownbusinessaftercompletingthecourse, itwasfoundthat70%ofthosehavingabusinessduringthecourseearnedmorethan1millionMMKpermonthinrevenues.Amongthem,30%receivedmorethan2millionMMKinrevenuespermonth.Alloftheentrepreneurswhostartedtheirownbusinessaftercompletingthecoursehaveamonthlyrevenueoflessthan500,000MMK(Figure6).

Figure6:ComparingmonthlyrevenueofthebusinessofYE4MGraduated

Indicatorsandtargets(CVTLogicalframework)• Youngentrepreneurs&instructortraining:AverageincomeofCVTPDGincreasesminimum

15%-20%withinthefirstyearaftergraduation(Outcome3)

As for the monthly profits, 70% of the entrepreneurs who owned a business during the coursereceivedabove300,000MMKpermonth.Nearlyoneoutofthreeofthemreceivedmorethan1.2millionMMKofmonthlyprofit.Ontheotherhand,alloftheentrepreneurswhostartedtheirownbusinessesaftercompletingthecoursereceivedamonthlyprofitmarginoflessthan100,000MMK(Figure7).

Figure7:ComparingmonthlyprofitofthebusinessofYE4MGraduates

20

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Lessthan500,000

500,001-1,000,000

1,000,001-1,500,000

1,500,001-2,000,000

Morethan2,000,001

MonthlyrevenueofthebusinessofYE4MGraduatesinper

cent(inMMK)

Graduatedwhostartedownbusinessaxercompletngthecourse

Graduatedwhohaveownbusinesswhentheywereayendingthecourse

20

0

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0 20 40 60 80 100

Don'tknow

Lessthan100,000

100,001-300,000

300,001-600,000

600,001-900,000

Morethan1,200,001

MonthlyprofitofthebusinessofYE4MGraduatesinpercent(inMMK)

GraduatedwhostartedownbusinessaxercompletngthecourseGraduatedwhohaveownbusinesswhentheywereayendingthecourse

24

15Companies(3female,12male)and25In-companyTrainers(7femaleand18male)answerthein-companytrainerquestionnaires

6 In-companyTrainer

ThepilotcourseforIn-CompanyTrainersstartedinMarch2014.Thecoursetakesover70hoursandcovers subjects such as work safety, skill management, dealing with apprentices, evaluationprocessesandbasicmethodsanddidactics.

6.1 TrainingFeedback

ReasonsforAttendingTrainingBy the qualitative assessment it was found that the mostcommon reason for a company to allow their employees toattend the training programme was to increase theirproductivity (60%). Other reasons included: to share theirknowledgeandskillswithotheremployees(15%);theemployeehimself/herself was interested in attending the course; toincrease their salary, or they were requested by a highermanagingbodytoattendthetraining.

FromtheIn-CompanyTrainer’sownperspective,morethanhalfoftheresponsesindicatedthattheywantedtoincreasetheirownproductivity(55%),sharetheirknowledgeandskills(26%),wereself-motivatedand interestedtoattend(11%)orwererequestedbyseniormanagementtoattendthetraining(8%).

DifficultyinSendingEmployeesAbout80%oftherespondentsstatedthattheyfacednodifficultyinsendinganemployeetothosetrainings. The remaining 20% of them stated that they face difficulties in finding talented andmotivatedsupervisor-levelstafftoreplacethoseattendingthetraining.

CurriculaMajorityoftherespondents(23outof25)expresseda‘high’levelofsatisfactionwiththecurricula,while the remaining (2 out of 25) expressed a ‘medium’ level of satisfaction. The company’sinstructors acknowledged the practical usefulness of the curricula, which is based on Swiss andinternationalstandardsofastep-by-stepapproachandafocusonmanagementandtechnicalskillstaught through discussion methods. To improve the curricula, suggestions include updating thecurricula, adding topics on management, leadership, and human resources which are morecompatiblewithpractice.

TeacherandMethodsAll the respondents recognized the instructional skills of the teachers as good - there was noparticularprobleminunderstandingthelectures.Oneoftherespondentscommentedthatwhenthecurriculumisstudiedindependently,itisdifficulttounderstandbecauseitispreparedinEnglish.Tosolvethisproblem,theteachersshouldbeavailableandapproachablefortheinstructors(trainees)whohavetroubleunderstanding.

Satisfactionwiththeteachingmethodswasratedas‘high’or‘medium’fromalloftherespondents.The group work activity - sharing knowledge through discussions, role plays, presentations and

25

Compatible,brief,illustrative,bilinguallyexplained,re-applicableandfreely-suppliedhandouts

systematic arrangementof theeasy-to-understand teachingprogramme - is valuedby the trainedcompany instructors. One respondent suggested teaching management skills using discussionmethods.

HandoutsAlmost all of the respondents rated their satisfaction with thehandoutsprovidedduringthecourseas‘high’–thehandoutsarenotonly compatiblewith the topics, but they also serve as a referenceresource later. Other reasons are that handouts are supplied free;theyareessentiallyconcise,illustrativeandbilingual.

ClassRoomandTeachingEnvironmentMore than half of the respondents expressed ‘high’ satisfactionwith the classroom and teachingenvironment. A few respondentsexpressed ‘medium’ satisfaction- themost common reasonwasthatsomeoftheclassroomswereslightlynoisyforteachingbecausetheywereclosetothetrafficoutside.

6.2 ImpactoftheCVTtraining

TrainingEfficiencyAlmost all of the respondents from the company (14 out of 15) are either ‘satisfied’, or ‘verysatisfied’with theefficiency andproductivity of the staff.One respondenthadno commenton itbecausethetwotrainedstaffleftthecompanyrightafterthetrainingwascompleted.

Almostall respondentsexpressed that the trainers fulfilled theexpectationsof thecompany;onlyonerespondentanswered‘No’becausethestaffquitthecompanyafterthetraining.Thefulfilmentofexpectations isbecausetheknowledgeandskillsacquiredfromthetrainingcanbesharedwithother staff easily and more efficiently than before. This kind of work is fulfilling companyexpectationsandalsospeedinguptheworkprocedures.

QualityandEffectivenessIn terms of the effectiveness of the subject or its usefulness at the workplace, almost all of therespondents‘stronglyagreed’or‘agreed’withit.InBasicofDualVocationalTraining,almostall(24)ofthemstronglyagreedoragreedwithit.Inskillmanagement,preparationandimplementationofinternaltraining,dealingwithapprentices,andworksafetyandhealthprotection,majority(23/25)oftherespondentsstronglyagreedoragreedabouttheusefulnessofthesesubjects.Mostofthem(21/25) strongly agreed or agreed that basic methods and didactics are beneficial for them. Thelowest percentageof satisfaction is found in contracting andemployment -more than two thirds(19/25)oftherespondentsstronglyagreedoragreedthatthissubjectiseffective.Fiverespondentswereneutralandonerespondentdisagreedontheusefulnessofthistopic.

SuggestionsfortheProgramme:Selection of trainees: They should be prioritized from those who are very motivated and willpractically reapply the training course later - for instance, some of the TCs from governmentdepartmentsandprivatecompaniesforinstance,havehadnochancetoworkasinstructorssofar.

26

Suggestion:

• Updated,robustandprecisetrainingtopics

• Smallgroupsession• TeachinMyanmar

language• Powerpointslides• Separatedclassrooms

Curricula: It needs to be more updated and robust. A few of the respondents and companiessuggestedthatthetopicsbemorespecificandspecialized.

Topics/subjects to add: Among the respondents, a third of theinstructorswould liketoaddsubjects/topicstotheprogramme.Thenew suggestions are to add topics on general knowledge, skills onleadership, management, communication and problem solving etc.,toaddmoredetailson safetyatwork.Updatedandpromisingnewcourses such as Information Technology (IT) and mechanicalworkshopswerealsosuggested.

Teachers and teaching methods:One respondent proposed that teachers should wear uniformsduring the training hours. To have an effective teaching-learning environment, smaller grouptrainingsessionshavebeensuggested. It ispreferred thatMyanmar language25bethemediumofinstructiontoensurethatthemessagerelayedisunderstood;Englishlanguageshouldplayalesserroleduringcoaching.

As the participants have different levels of skill and knowledge, the teaching session or classesshouldbeseparatedaccordingtotheskillandknowledgeorthelearninglevelsoftherespondents.Somerespondentssuggestedfewerseminar-likesessionsandmorePowerPointslides.

Teaching activity: To achieve a more stimulating teaching environment, a few respondentsrecommended a talk show and that afternoon sessions should be replaced by games or otheractivities.

Handouts:Majority of the respondents hadno suggestions on the handouts. A fewwould like torecommend translating the handouts into Myanmar language, distributing it to the students inadvance,changingitintotextbookstyletosaveorrefertoeasily,deliveringtheminaholdingbag,andalsoprovidingPowerPointslidesinhandouts.Onerespondentsuggestedchangingthecolourofthehandoutstobedarker,becausethepresentcolourislighterinsomeway.

Classroom and teaching environment: Some suggestions include separating the office andclassroomforindividualsubjects,makingmorespaceandalessnoisyteachingenvironment.Afewsuggestedinternetconnectionintheclassroom.

25CurrentlyCVTusesMyanmarlanguageasmediumofteachingandinstructionintheclassroom

27

35Responsesby33Instructors(4female,29male)intheanalysisofCertifiedInstructor:

• 5-Metalworker• 5-Woodprocessing• 5-Electrician• 5-H&GFrontOffice• 5-H&GFoodPreparation• 5-H&GFood&Beverage• 5-H&GHousekeeping

7 CVTCertifiedInstructor

CVT’sCertified InstructorTrainingProgrammewas launched in

January 2014. H&G, Metalworker, Wood processing and

Electrician courses are in progress. Each course consists of: a

basis didactic period (total 90 hours in two weeks, a

professional education (total 250 hours in six weeks), and an

applied field trainingperiod.After eightweeksof training, the

trainees have to demonstrate their instructor’s skills to verify

theircompetencyforreceivingthe‘certificate’intheinstructor

course. The assessment was done by qualitative interviewing

method.

7.1 TrainingFeedback

i.Didactic:Curricula:Majority of the certified instructors did not provide any negative feedback about the

curriculumofthetwo-weekdidacticcourse.Onlytworespondentsexpressedthatthecurriculumis

alittlehigh-levelforthem,partlyduetotextissuedinEnglish.

Teacher and methods: About a fifth (6 out of 34) of the respondents thought that the Englishmedium of instruction makes it difficult for them to follow the course. As some of the certified

instructors have taken the basic training course before, they have no concernswith the teaching

method.Theyalsopreferthemethodofteachingbydiscussionwhichmakeslearningeasy.

Handouts:ThefindingiscombinedwiththenextsectiononProfessionalDidactic.

ii.ProfessionalDidactic:Curricula:Majority of the respondents favour the curricula because it is based on Association of

SouthEastAsianNations(ASEAN)andinternationalstandardsandusesagoodmixtureoftheoryand

practical componentswhicharevery supportiveanduseful for theirworkplace.Somecourses like

Metalworkerarereportedasimprovingdrawingskills.Afewwouldliketoupdatethecurriculumto

thelatesttechnologyanddevelopments.

Teacher and methods: Almost all of the respondents provided positive feedback - many of the

instructors liked the method of teaching based on discussion, practice and team work. Those

respondentsfromH&GtrainingrecognizetheessentialusageofEnglishlanguageduringthecourse,

butafewpreferusingbilingualteachingmethodsinEnglishandMyanmar.

Handoutsandothers:MostoftherespondentsweresatisfiedwiththehandoutsprovidedbyCVT.

Theinstructorsappreciatedthefreesupportofneat,well-preparedandcompletehandouts,itssoft

copieswhichcouldbekeptforreferencelater,andalsoPowerPointpresentationsusedduringthe

course.AfewinstructorsfromtheWoodProcessingcoursesuggestedprovidingbilingualhandouts

inMyanmar and English language. A few respondents fromH&G - Food Preparation and Food&

Beveragecourses-wouldliketoreceivetextbooksratherthanhandouts.

28

NearlyhalfofthetrainedinstructorsprovidetheteachinginYangon,Mandalay,Bagan,Dawei,KayinandShan.

iii.Evaluation:Workplace: In this phase, more than half of the respondents (21/35) have no specific opinion

becausemany feel that this fourweekevaluation is enoughand complete for them. Someof the

respondents think that this phasemayneedmore time to absorb the teaching/coachingmethod,

moreteachingaids,better logisticalarrangementswithgovernmentcounterpartsforplaceoffield

work, accommodation, place for teaching and so forth for field practice, and more information

providedbeforethefieldworkbegins.Concerningtheteachers,therespondentswouldlikethemto

demonstratecoachingfirstbeforelettingthestudentstryit.Teachersshouldbemorepunctualfor

theclasses.

Coaching: The 12 week course was recognized as enough time for majority of the respondents

(25/35)-someoftherespondentsappreciatethatthecourseissystematicallydesignedandthatit

makesthemfamiliarwithteachingmethodsandpracticalaspectsof instructingandcreatesaself-

confident instructor. Someof the respondentswhohavealready finished somebasicCVT courses

such as H&G feel quite comfortable during the 12 weeks of the course. Nonetheless, 8/35

respondents think that 12 weeks is not enough and suggested increasing it to five months. In

contrast,afewrespondentssuggestthatthecourserequiresonlytwomonthstobecomplete.

7.2 ImpactoftheCVTtraining

JobMarketAmong the 33 trained instructors interviewed, 15 (45%) of them

provided some teaching in Yangon,Mandalay, Bagan, Dawei, Kayin

and Shan State (Table 10). The rest, 18 (55%) did not provide suchactivity yet. Out of those doing their own teaching so far,majority

hadnoparticular issue.Afewinstructors(3)hadsomedifficulties in

teaching to young learners, shortening the course due to time

limitations and lack of familiarity with some of the topics of the

course,forexampleinMetalworker.

No. Subjectoftrainingproviding NumberofInstructors

Placeofteachingafterthetrainingcourse

1 H&GFoodPreparation 2 Yangon,Bagan,Mandalay

2 H&GHousekeeping 1 Yangon

3 H&GFood&Beverage 3 Mandalay,Kayin,Shan

4 H&GFrontOffice 3 Yangon,Mandalay,Kayin,Shan

5 Woodprocessing 2 Yangon

6 Electrician 3 Yangon,Mandalay,Dawei

7 Metalworker 1 Yangon

TOTAL 15

Table9:Typeoftraining,numberofinstructorsandplaceofteachingprovidedaftertheCVTInstructorcourse

FieldofEmploymentOutof33respondents,themajority(17outof33)areemployedinH&Ginvariouspositions(Table11). They are all now in the same business. One respondent who completed the H&G Food &

BeverageandFrontOfficecourseestablishedhisowntrainingschool.Allsixrespondentsfromthe

Metalworkercoursearestillinthesameindustrialprofession.Anotherfiveinstructorswhofinished

29

thewood processing course are employed in furnituremanufacturing. Three instructors from theElectrician course are in the electricity businesses, either government or private.One respondentwhofinishedtheElectriciancourseisemployedasavolunteerinstructoratthemoment.

No. Fieldofemployment

Position CIcourseattended Number

1 Hotel Manager,AssistantManager,HGConsultant,Captain,ExecutiveChef,Chef,Supervisor,F&BIn-charge,Part-timetrainer,Receptionist

Hotel&GastronomyFoodPreparation,Food&Beverage,Housekeeping,FrontOffice

17

2 Furniture Owner,Manager,Engineer,Staff Woodprocessing 53 Industry Owner,AssistantManager,

MechanicsMetalworker 6

4 Electricity Owner,AssistantManager(Government),Supervisor(Private)

Electrician 3

5 TrainingSchool

Owner Hotel&GastronomyFood&BeverageFrontOffice

1

6 Entrepreneur VolunteerInstructor Electrician 1 TOTAL 33Table10:FieldofemploymentandCVTcourseattended

ApplicabilityoftheTrainingSystemAlloftherespondentsexpressedthatthetrainingissatisfactoryforthem.Intermsofapplicabilityofthe training,majorityprovidedaverypositive responsebecause thecourses includedboth theoryandpracticalaspectsandtheycouldsharetheirknowledgeandskilleasilywiththeircolleagues.

One respondent answered that the training is not useful for him until now because the trainingattendedandthepresentpositiondoesnotmatch-forinstance,thetrainingisforhousekeepingbuthispresentpositionisinthefrontoffice.

SuggestiononProgrammeMany of the respondents had no specific suggestions for the programme. A few suggested newcoursesonautomobileworkshop,mobilephoneandITservices,refrigeratorrepair,Englishlanguagespeaking,generalknowledge,arts,humanresource,engineeringdrawingsuchasAUTOCADetc.

ToimprovetheservicesofCVT,followingaretherecommendationsfromtherespondents:

Studentselection:

• Toenrolgraduatedtraineeswithoutcurrentemployment

30

Course:

• Thecurriculashouldbeupdatedandpromotedbymorepeoplethroughmedia

• Toopenmorethanonecourseperyear

• Toprovidemoretimeforpracticalcomponents

• Todiscusswiththepartnercompanytoallowthestafftoattendthecoursesonsome

weekdays(sometraineeshavetoresignfromtheircurrentworktoattendthecourse)or

openthecoursesonweekends

TeachingEnvironment:

• Toinstallmoreteachingaidsinpracticalsessions,forexampleinH&Gprogrammes

• Toopenalibrary

• Tohaveinternetaccess

• Toteachboththeoryandpracticeinoneplace

Teachers:

• Tosupervisestudentsmore,notonlyduringthecoursebutintheworkplaceaswell

• TorecruitmorequalifiedCVTcertifiedinstructorsasteachers

• Toimprovetheskillandmoraleoftheteachers

• Tohavefrequentstudent-teachergatheringstoensurestrongrelationsandsharing

information

8 MultiplicationAbilityofCVT’sDualEducationPrograms

POSITIVEACCEPTANCEOFCVTOVERALL-TEACHINGENVIRONMENTINRELATIONTOTHE

CAPACITYBUILDINGOFTHEGRADUATESNEEDSTOBEREVIEWEDIngeneral,basedonthe findingsof the2015study, thedualVETapproachofCVTtrainings isstill

perceived and shown as a positive and beneficial method in Myanmar. Compared to other

vocational trainings,whereemployeesarenotpaidasalaryduringthecourseandareresponsible

for courseexpenses/ fees themselves, thedualVETmethodofCVT iswell-suited tocountries like

Myanmar where opportunities for acquiring work-related training and a trainee salary are rare.

Trainees are not burdened by course fees and can avoid going into debt during the course.

Moreover,therelevanceoftheCVTtrainingcontent(boththeoreticalandpracticalcomponents)to

their current work is high for many of the graduates. Compared to 2014 findings, although the

accessed indicators are well within the acceptable range of the target percentage, some of the

responses on impact of the training such as ‘perceived capacity of the graduates’, ‘high level of

satisfactionwith the trainers’, and ‘the trainingexceeded their expectations’ of the graduates are

slightlylowerinpercentageinthe2015study.Areviewoftheteachingenvironment,especiallythe

teachingskillsandexpectationsofthetraineesfromtheteachersiscrucial.

From the partner companies’ perspective, as the CVT graduates were not employed in the

companies for long, a few of the companies were dissatisfied with them. While the number of

traineesenrollingforvariousCVTcoursesorprogrammesisgrowingeveryyear,afewofthepartner

companies are losing interest in continuing to sendmore apprentices to CVT in the near future,

irrespectiveofhowmuchtheywouldliketosupportalonger-termrelationshipwithCVT.

31

It is notable that the partner companies are sendingmore of their employees to other non-CVT

trainingprogrammes(Appendix3.7).

MOREROBUSTANDBRIEFCOURSESWITHUPDATEDCURRICULAAlthoughCVT’s apprenticeship coursesarebasedon theoretical andpractical instructions, aligned

with CVT’s international/ Swiss model and with regional standards, the most striking challenge

discoveredisthatittakesalongtimetocompletethecourse.Inthemeantime,neitherthetrainee

apprenticenor thesponsorcompanycouldguarantee thatemployeewouldstillbewith thesame

companyuntiltheendofthe3-yeargraduationcourse.Manyofthesponsorcompaniesarenotbig-

scaleandthetrainingisalong-terminvestmentforthem–theyneedtoprovideatleastpartofthe

employees’ salaryand time for the training. It is thesame-for theemployeeswhoare required to

staywiththecompanyuntiltheendofthecourseandcontinueworkingwiththemforadesirable

period.

AfewapprenticesorgraduatesleavethecompanyduringthetrainingperiodorassoonastheCVT

courseiscomplete.Thisisanunexpectedlossforthecompanies.Itisalsoalossforthoseemployees

wholeavethecompanyduringthecourseandneedtocontinuethecourseattheirownexpense.To

overcomethisissue,andtosustainalong-termworkingrelationshipwiththepartnercompanies,it

isrecommendedthatCVTrevisitthedurationoftheapprenticeshiptrainingordiscusswithsolutions

withpartner companies,whichwould suit theMyanmarcontext. It isalso recommended that the

training curricula of the diverse CVT courses are reviewed and updated based on the changing

economic and technical demands inMyanmar. The trainees requestmore instructiononpractical

problemsolvingduringthetraining.Additionally,theskillsoftheteachersinCVTcourses,especially

the Certified Instructor course, need to be revised because some of the instructors are fresh

graduatesfromCVTitself.

EXPANDINGTHEPROGRAMMESANDEXTENDINGAREASThough well received, the current CVT apprenticeship and other instructor training courses are

limitedinsubjectsanddonotfullycovertheanticipatedgrowingeconomicneedsofMyanmarasa

whole (refer to Section 2). The enrolled candidates and areas covered are still confined to

metropolitan Yangon. To build local human resource capacity and employability, CVT may face

competition in the near future from upcoming vocational training programmes26which are beingstartedalloverthecountrybydifferentplayersincludingNGOsorjoint-governments.

Until now, the main source of information about CVT has been personal networks - friends and

contacts.MorebrandawarenessofCVTcoursesanditsactivitiesisnecessaryforfurtherwideningof

itsnetworkamongcompaniesandpotentialtrainees.IfCVTwouldliketoextenditscapacitybuilding

project, itneedstoconsider launchingnewsubjects/coursessuchasauto-repairworkshop,mobile

phone/ITservice,construction,andagriculturalandlivestockbreeding inMandalayorAyeyarwady

Regions(refertoSection3.cOpiniononFinancialContributiontoCVT,OpiniononOpenBranchesin

Myanmar),amongothertopics.

26SingaporeMyanmarVocationalTrainingInstitution(SMVTI)willopeninYangonwiththetrainingcoursesonhospitality

andtourism,electronics,facilitymanagementandengineeringservicesinaccordancewiththecurriculaoftheInstituteof

TechnicalEducationinSingapore.(Ministryofinformation,June2015)

32

OPTIONS FOR FUTURE REPLICATION OF CVT LIKE TRAINING INSTITUTIONS IN SDC-FOCUSEDMYANMARECONOMICDEVELOPMENTZONESReferringback to theprofile information27onthepotential replicationofCVTtraining inMonand

KayinStateinthe2014baselinereport,somehighlightedupdatesinclude:

Mon State: With a population of over 2 million28 people, Mon State ranks fourth in population

density inMyanmar. The state’s GDPwas 254,845millionMMK (USD 1736million) in fiscal year

2013-1429,contributingto4.3%ofMyanmar’sGDPin2014-15(seventhlargestamongallstatesand

regions).Keysectorsinthestateincludeagriculture(25%oftotalGDPofthestate),trading(18%of

totalGDPofthestate),transportation(17%oftotalGDPofthestate),industry(17%oftotalGDPof

thestate),meatandfishery(9%oftotalGDPofthestate),andconstruction(9%oftotalGDPofthe

state)30.Moreover, in thehoteland tourismsector, theMonStategovernment recentlyapproved

thedevelopmentofahotelzoneprojectonaneight-milestretchofthestate’scoastlineinsouthof

the capital Moulmein over the next two years. The US$12 million infrastructure development

project, planned inpartnershipwith international companies, is expected tobe completedby the

endof2017. Initialdevelopments include thebuildingof100bungalows, several three-starhotels

andrestaurants,playgrounds,poolsandotherresortfacilities31.Othersectorssuchasagriculture32

and high-potential new industries jointly developed with neighbouring Thailand33, are under

development in Mon State. All in all, Mon State has many high-potential economic sectors for

successfulreplicationofCVTtraininginstitutes.

KayinState:Adjacent toMonState,KayinState (withapopulationof1.5million34)hadaGDPof

903,568millionMMK(US$696million)andcontributedto1.9%ofthecountry’sGDPin2014-1535.

Keysectorsinthestateincludeagriculture(38%ofthestatesGDP),industry(22%ofthestatesGDP),

andtradingsharing(20%ofthestatesGDP)36.Thesectorsofpotentialgrowthincludetourismand

industry37 (400 hectares of Hpa-An Industrial zone) because of improvements in infrastructure,

energy and road accessibility. Supported by ADB, the New Asian Highway roads are under

construction;aborderportionbetweenKawkayeik-Myawaddy-MaeSotisalreadyopen.KayinState

isalsoasegmentofGreaterMekongSubregion’sEast-WestEconomicCorridor38.Thenewroad is

expected to significantly improve trade, industry and travel betweenMyanmar and Thailand, and

providetheregionswithbettereconomicopportunitiesalongwithregainingpeaceandstability in

theState.

27Table41-Optionforfuturereplication,Page64ofCVTBaselineStudyinMay2014

28NationalCensusReport,2014

29NationalEconomicandPlanningDepartment,MonState,2014

30Ibid

31http://www.mymagicalmyanmar.com/regular/coastal-hotel-zone-to-develop-in-mon-state/assessedat25January2016

327BillionKyatsAgriculturalDevelopmentLoanforMonState,February2015(BurmaNewsInternational)

33 http://www.nationmultimedia.com/business/Ten-Thai-firms-eye-investing-in-Myanmars-Mon-state-30214806.html

assessedat25January201634NationalCensusReport,2014

35 National Planning law 2015-2016 by Wunna Htun, Governance Coordinator, ActionAid Myanmar

http://www.slideshare.net/WunnaTun3?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview36NationalEconomicandPlanningDepartment,KayinState,2014

37http://www.mmtimes.com/index.php/business/14287-chief-minister-says-kayin-state-ready-to-move-ahead.html

38 Myanmar’s New Road to Prosperity (Asian Development Bank), 3 December 2014.

http://www.adb.org/news/features/myanmar-s-new-road-prosperityassessed25January2016

33

Inconclusion, it isrecommendedthatCVTprovideshortercourses,possiblydiplomas,andopeninthosestatesandregionswhichhavepositiveeconomicprospectsinthenearfuturebuthighratesofunemploymentandlowcapacityamongyoungpeoplecurrently.

9 Recommendations

9.1 CVTGraduatesandApprentices• Reconsidertheagelimitationof16-22years,becauseyoungpeopleinthatagegroupare

lessinterestedinthetraining.Possiblymoreadulttraineesshouldbeenrolledinthecourse• Selectthetraineefocusingmoreontheirmotivationandinterestinthetraining• Addnewcoursessuchascomputer,English,mobilephone/IT,auto-repairandconstruction• FurtherpromoteCVTcoursesamongcompaniesandbusinesses• Providediplomadegreesfortheexistingcourses(thepresentcoursesarethreeyearsand

onlyprovidecertificates),orprovidenewandupdatedbutshortercourseswithdiplomadegrees

• Consideropeningnewtrainingcoursesinotherregionsandstates

9.2 YoungEntrepreneursforMyanmar• UseMyanmarlanguageasthelanguageofinstruction39• Havemoretopicsandteachingonpracticalissues• Improvetheteachingofthetopicson‘salesandmarketing’toincreasetheconfidenceofthe

entrepreneurshiptrainees• OpenthecourseafterdoingafeasibilityassessmentsurveylikeInternationalLabour

Organization(ILO)• Promotethecourseasmuchaspossible

9.3 In-companyTrainer

• Enroltraineeswhohaveahigherchanceofbecominggenuineinstructors• Considerappointingteachersfromoutsidewhohavesoundtheoreticalknowledgeand

amplepracticalexperience

9.4 CVTCertifiedInstructor• Enroltraineeswhohaveahigherchanceofbecominggenuineinstructors• Considerappointingthoseteachersfromoutsidewhohavesoundtheoreticalknowledge

andamplepracticalexperience(appointedCVTgraduatesforteachershavelimitedexperienceinpracticalissuesintheworkplace)

39SomeofthetrainingdocumentsareinEnglish

34

10 Index

10.1 ListoftablesTable1:ComparisonofcategoriesandsamplerespondentsfromCVTstudiesin2014and2015.......1

Table2:Keyoutput/outcomesandindicators.......................................................................................5

Table3:Thesamplesizeanddatacollectionmethod...........................................................................6

Table4:Limitationsofthestudy............................................................................................................7

Table5:Listofsampleofrespondentsinterviewedface-to-faceorbyphone......................................8

Table6:CVTApprenticetrainingandsuggestedmonthsfortheoreticalprogramme........................15

Table7:CVTApprenticetrainingandsuggestedmonthsforPTC........................................................16

Table8:StatusandoutcomeofgraduatesfromEntrepreneurshipProgramme.................................20

Table 9: Type of training, number of instructors and place of teaching provided after the CVT

Instructorcourse..................................................................................................................................28

Table10:FieldofemploymentandCVTcourseattended...................................................................29

10.2 ListoffiguresFigure1:OpportunitiesforCVTgraduatesversusnon-graduates......................................................11

Figure2:EstimatedincomepermonthofCVTgraduates...................................................................17

Figure3:Income(inMMKpermonth)ofmaleandfemalegraduatesofCVTApprentice..................17

Figure4:Comparisonbetween2014and2015onimpactofCVTtraining..........................................18

Figure5:Thestatusofconfidencefeltbythetraineesafterthetraining...........................................21

Figure6:ComparingmonthlyrevenueofthebusinessofYE4MGraduated.......................................23

Figure7:ComparingmonthlyprofitofthebusinessofYE4MGraduates............................................23

35

11 Appendice

36

Appendix1ListofContactfor2015TracerStudy

CategoryofRespondents Detailprofessional

ListofContactprovidedbyCVT

FailedforInterview Notcontacted/includedinthesurvey

InterviewedSample

MissingPhoneNumber

IncorrectPhoneNumber

FailedPhone

Connection

OutofYangon

Refusethe

interview

Canceltheappointment

PartnerCompany

Electrician 60 0 1 10 1 2 1 17 28Metalworker 28 0 4 6 0 0 0 3 15CommercialAssistant 122 0 6 20 1 15 1 47 32CabinetMaker 28 0 0 2 2 0 0 13 11Hotel&Gastronomy 65 1 9 8 0 7 0 26 14

Total 303 1 20 46 4 24 2 106 100

CVTGraduatedApprentice

CommercialAssistant 270 51 16 48 6 12 3 39 95CabinetMaker 78 22 1 7 1 1 0 35 11Electrician 130 21 9 10 1 3 1 65 20Hotel&Gastronomy 87 30 5 8 2 1 0 25 16Metalworker 95 44 2 1 2 1 0 37 8

Total 660 168 33 74 12 18 4 201 150

YoungEntrepreneurProgrammeYE4M-Pilot1 11 0 0 0 1 1 1 0 8YE4M-Pilot2 22 1 1 1 0 1 0 10 8YE4M-Pilot3 19 0 0 1 0 0 0 10 8

Total 52 1 1 2 1 2 1 20 24PartneroftheIn-companytrainer ICTC 40 0 0 1 0 5 0 19 15

Total 40 0 0 1 0 5 0 19 15

ParticipantofIn-companytrainercourse

ICT-Pilot1 19 0 0 0 0 0 0 8 11ICT-Pilot2 20 0 1 1 0 3 0 7 8ICT-Pilot3 18 0 0 1 0 5 0 6 6

Total 57 0 1 2 0 8 0 21 25

CertifiedInstructor

Electrician 11 0 0 1 0 0 2 3 5FoodandBeverage 23 0 0 0 0 0 0 18 5FrontOfficer 22 0 1 1 1 0 0 14 5FoodPreparation 8 0 0 1 1 0 0 1 5HouseKeeping 20 0 0 1 0 0 0 14 5Metalworker 6 0 0 0 0 1 0 0 5Woodprocessing 10 0 0 0 0 0 0 5 5

Total 100 0 2 4 2 1 2 55 35GrandTotal 1212 170 56 129 19 58 9 422 349

37

Appendix2DemographicdataofCVTGraduatedApprenticeingraph

A2.1AgeGroupsofCVTGraduatedApprentice

A2.2SexDistributionofCVTGraduatedApprentice

A2.3EducationlevelofCVTGraduatedApprentice

24

51

21

3 10

102030405060708090100

20-25years 26-30years 31-35years 36-40years 41-45years

AgeGroupofSampleofCVTGraduatedApprenHceinpercent

AgeGroupofRespondentinpercent

44

56

SexcontribuHonofSampleofCVTgraduatedApprenHceinpercent

Male Female

1

1011

71

7

EducaHonlevelofSampleofCVTGraduatedApprenHceinpercent

Middleschool

Highschool

University

Graduated

Postgraduated

38

A2.4SalaryoftheCVTgraduatesinMMK

A2.5TypeofbusinessofCVTgraduates

A2.6ScaleandsizeofbusinessofCVTgraduates

2

17

21

18

17

26

0 10 20 30 40 50 60 70 80 90 100

Lowerthan100,000

Between100001-200000

Between200001-300000

Between300001-400000

Between400001-500000

Above500001

SalaryofSampleofCVTgraduatesinMMKinpercent

IncomepermonthinMMK

23

1066

TypeofBusinessofthesampleofCVTgraudatedinpercent

ProducBon

Trading

Services

9

12

43

35

1

0 10 20 30 40 50

Lessthan5employees

Between6and19employees

Between20and100employees

Morethan100employees

Don'tknow

ScaleandSizeofBusinessofCVTgraduatesinpercent

ScaleandSizeofBusiness

39

63

713 11

5

0

10

20

30

40

50

60

70

80

90

100

CommercialAssistantTraining

CabinetMakerTraining

ElectricianTraining

HotelandGastronomyTraining

MetalworkerTraining

CVTtrainingprogramaQendedbytherespondentsinpercent

TrainingprogramaMended

A2.7YearofenrolmenttoCVTgraduatedcourse

A2.8CausesofattendingCVTtrainingprogramme

A2.9CVTTrainingProgrammeattended

24

69

7

YearofEnrolmentofCVTgraduatedcourseinpercent

2002-2006

2007-2011

ANer2012

71

53

25

17

14

13

7

2

1

0 10 20 30 40 50 60 70 80 90 100

Hobby/Interest

Relatedtowork

CVTisanadvancedtrainingprovider

Moredetailedtrainingisprovided

BeabletosecuregoodposiBonatwork

Employability

Encouragedbyemployer

Getpromotedatwork

BecomeaJuniorProfessional

CausesofaQendingCVTtrainingprograminpercent

CauseofaMendingtrainingprogram

40

A2.10ImpactoftrainingonCVTgraduates

A2.11PayriseinCVTgraduates

A2.12TrainingmetexpectationsofCVTgraduated

96

53

99

4

47

10102030405060708090

100

CVThelpinemployability Improvedsalary Applicableatwork

ImpactoftrainingonCVTgraduatesinpercent

YesNo

43

1811 8 5 3 3 3 3 3 1 1 1

0102030405060708090100

50 30 20 100 60 25 10 40 70 75 2 45 Don'twanttosay

PayraiseofCVTGraduatesinpercent

Payraiseinpercent

5345

2

TrainingmetexpectaWonsofCVTGraduatedinpercent

ExceededexpectaBons

MetexpectaBons

Didn’tmeetmyexpectaBons

41

A2.13Thereasonswhytrainingexceededexpectations

A2.14SatisfactionwithtrainersbyCVTgraduated

A2.15Causesofthesatisfactionwiththetrainers

80

40

36

31

25

13

3

0 10 20 30 40 50 60 70 80 90 100

SystemaBcteaching

TeachingofAccounBng

ComputerAccounBng

GoodteachingfaciliBes,toolsandaids

TobeprofessionalskillworkeratrespecBvefieldaNerCVTtraining

Knowledgeonmechanics

Englishlanguage

ThereasonswhytrainingexceededexpectaWonsinpercent

WhytrainingexceededexpectaBons

93

7

SaWsfacWonwithtrainersbyCVTGraduatedinpercent

High Medium

61

60

56

43

38

25

1

0 10 20 30 40 50 60 70 80 90 100

Sharingknowledgeintheclass

TeachingmethodissystemaBc

LecturerspaBentlydeliveredthetraining

Deliveredbyprofessionallecturers

Easilyapproachabletrainers

LecturerscanexplainverywellonlinkingtheoryandpracBcal

Someteacherscan'texplainthecomplexlessonswell

CauseofsaWsfacWonwithtrainersinpercent

CauseofsaBsfacBonwithtrainers

42

A2.16DifferencebetweenCVTgraduatedandworkerswithoutCVTtraining

A2.17SuggestionsonCVTcoursestobechanged

-

A2.18Recommendationontheoreticalandpracticalcourse

89

26

23

20

3

1

0 20 40 60 80 100

Efficientatwork

Salary

GoodposiBonatwork

Careeradvancement

ImproveKnowledge/ImprovecommunicaBon

Overseastrainingopportunity

AreasCVTgraduatesdowellincomparetoworkerswithoutCVTtraininginpercent

AreasCVTgraduateddowellthanthosewithoutCVTtraining

33

29

28

15

5

1

1

0 20 40 60 80 100

Trainingperiod

TheoryandpracBceraBo

Don'twanttochange/NoopBon

Trainingcontent/syllabus

Admissionrequirement

Specificsubjectcourse

Don'tknow

WhatshouldbechangedforCVTinpercent

WhatshouldbechangedforCVT

39

17

17

17

8

6

3

3

0 20 40 60 80 100

moretheorycourses(LogisBc/Fo/AC/HR/

Updatedcourses(StockShare)

ExtendtheBmeofpracBcaltrainings

MoretechingonEnglishlanguage

Moregeneralknowledge

Teachingaids,materials(forpracBcal)

Trainingforplumbingtechniques

TeachwiththedomesBcmachines

RecommendedtheoreWcalandpracWcalcourse

RecommendedtheoreBcalandpracBcalcourse

43

Appendix3BackgrounddataofPartnerCompaniesingraph

A3.1Yearofestablishmentofthepartnercompanies

A3.2Typesofbusinessofthepartnercompanies

A3.3Scaleandsizeofbusinessofthepartnercompanies

3 13

11

226

18

27

YearofEstablishmentofthepartnercompaniesinpercentBefore1985

1985-1990

1991-1995

1996-2000

2001-2005

2006-2010

2011-2015

26

767

TypeofBusinessofthesampleofpartnercompaniesinpercent

ProducBon

Trading

Services

17

29 29 25

0102030405060708090

100

Lessthan5employees

Between6and19employees

Between20and100employees

Morethan100employees

ScaleandsizeofBusinessofthesampleofpartnercompaniesinpercent

ScaleofBusiness

44

A3.4DesiretomakedonationtoCVTbythepartnercompanies

A3.5ContributiontoCVTbypartnercompanies

A3.6Planofexpansionofbusinessbypartnercompanies

6617

17

DesiretomakedonaWontoCVTbythepartnercompaniesinpercent

YesNoDon'tknow

53

41

3

2

2

0 20 40 60 80 100

Lessthan50,000

Between50001-100000

Between100001-200000

Between200001-300000

Morethan300,000

AmountofContribuWontoCVTbypartnercompanies(inMMK)inpercent

AmountofContribuBoninMMK

3862

Anyplanforbusinessexpansioninotherstatesandregionsbythepartnercompaniesinpercent

Yes

No

45

A3.7Employeesfrompartnercompaniesjoinednon-CVTtraininginlast12month

87

4 2 2 2 20

10

20

30

40

50

60

70

80

90

100

Under15 15-30 31-45 46-60 61-75 91-105

NumberofEmployeesfromthepartnercompaniesallowedtojointrainingprogramme(NotCVT)inlast12monthsinpercent

Employeesallowedtojointrainingprogramme(notCVT)inlast12months

46

Appendix4Organizationchart