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1. Direction 2. Demand-led 3. Coordination 4. Pathways 5. Funding 6. Standards 7. Relevance 8. Excellence 9. Accountability Strategy Oversight Delivery Close-up: What are the biggest issues? The urgent need to employ new labor market entrants nurtured high level political interest in skills development Considerable (identified) skills deficits hamper productivity increases What determines the scores? Evidence of enhanced political commitment to reform the WfD system Existing institutional set-up to coordinate WfD stakeholders and interests Lack of incentives for industry to invest in skills development What are the obstacles to progress? Fragmented organizational set-up impedes coherent and focused management Previous reform efforts remained ineffective due to weak sub-sector leadership, lack of commitment to reform in the education sector, and insufficient resources Strategic Framework
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Uganda
THE WORLD BANK
SABER: Systems Approach for Better Education Results
SABER-Workforce Development
Jutta Franz29 May 2012
Washington DC
How has Uganda’s WfD system evolved?
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Summary: Slowly emerging reform of the BTVET sub-sector modeled after international best practice; conceptualization ahead of implementation.
Highlights Comprehensive 10-year sub-sector (BTVET)
Strategic Plan approved in 2011, complemented by increased public allocation
Recent reform design based on labor-market and sub-sector analysis and stakeholder feedback
Macro context Economy is growing above SSA average Development of oil industry will further change
economic structure Emergence of East African market and increasing
competition Huge share of informal sector employment
latent > emerging > established > advanced
1 2 3 4
1. Direction
2. Demand-led
3. Coordination
4. Pathways
5. Funding
6. Standards
7. Relevance
8. Excellence
9. Accountability
Stra
tegy
Ove
rsig
htDe
liver
y
Close-up:
What are the biggest issues? The urgent need to employ new labor market entrants nurtured high level political interest in skills development Considerable (identified) skills deficits hamper productivity increases
What determines the scores? Evidence of enhanced political commitment to reform the WfD system Existing institutional set-up to coordinate WfD stakeholders and interests Lack of incentives for industry to invest in skills development
What are the obstacles to progress? Fragmented organizational set-up impedes coherent and focused management Previous reform efforts remained ineffective due to weak sub-sector leadership, lack of commitment to reform in the education sector, and insufficient resources
Strategic Framework
1 2 3 41. Direction
2. Demand-led
3. Coordination
4. Pathways
5. Funding
6. Standards
7. Relevance
8. Excellence
9. Accountability
Stra
tegy
Ove
rsig
htO
vers
ight
Close-up:
What are the biggest issues? Development of Uganda vocational qualifications framework (UVQF) to increase labor-market responsiveness Acknowledgement of the need to diversify funding sources and to improve stakeholder involvement
What determines the scores? New emphasis on non-formal training Systems in place for recognition of prior learning and non-formal training Oversight system not designed to ensure labor market responsiveness
What are the obstacles to progress? Low funding and lack of commitment to reform slows down implementation of key reforms (e.g. training levy; UVQF) Education ministry not prepared to apply mechanisms of employer-involvement in formal training
System Oversight
1 2 3 4
1. Direction
2. Demand-led
3. Coordination
7. Relevance
8. Excellence
9. Accountability
4. Pathways
5. Funding
6. Standards
Stra
tegy
Serv
ice
Ove
rsig
ht
Close-up:
What are the biggest issues? Private training sector is thriving even without incentives Lack of influence of employers on all aspects of training delivery causes low quality and relevance
What determines the scores? Linkages between industry and training institutions are limited No effective performance incentives for either public or private TVET providers Emphasis on teacher training is acknowledged and slowly being acted upon
What are the obstacles to progress? Lack of M&E culture prevents analysis of performance and identification of challenges Centralized/supply-oriented management of public training supply does not allows for swift market responses
Service Delivery
What have we learned from Uganda’s experience?
Challenges faced Translate high-level political commitment into implementable reforms Create institutions that ensure continuous and tangible stakeholder
involvement in policy development, planning, financing and implementation of WfD – particularly in matters influencing the world of work
Lessons Learned Being a sub-sector of education can create obstacles to reform
(education principles not always conducive for driving WfD reform) Inputs from development partners are ineffective unless local decision-
makers develop a preparedness for reform in response to social and economic circumstances