SABER-Workforce Development SABER: Systems Approach for Better Education Results SABER-Workforce Development Jee-Peng Tan, HDNED, World Bank 29 May 2012 THE WORLD BANK

WB Support to Partner Countries KnowledgeDialogue Operations SABER-WfD

Equipping individuals with job-relevant Supply Side: Enabling employers to communicate and meet skills needs Demand Side: Bringing 2 sides of the skills equation into 1 frame Governance Information Finance

3 Broad Functional Dimensions Design of the SABER-WfD Tool Strategy Aligning WfD to national goals for productivity Delivery Managing for tangible results on the ground Oversight Governing to achieve desired goals

1. Clarifying the direction for WfD 2. Prioritizing a demand-led approach 3. Strengthening critical coordination 6. Assuring relevant and reliable standards 5. Ensuring efficiency and equity in funding 4. Diversifying pathways for skills acquisition 7. Fostering relevance in training programs 8. Incentivizing excellence in training provision 9. Enhancing accountability for results Strategic Framework System Oversight Service Delivery Unpacking the 3 dimensions into 9 policy goals

Zooming in on Dimension 1: Strategy Functional Dimension Strategy Policy Goals Critical Coordination Demand-led Approach Strategic Direction Assessed on such evidence as: Advocacy for WfD by leaders Who are the leaders? Is the leadership ad hoc or institutionalized? Prioritization of WfD for economic development What WfD priorities have been identified for implementation? Are the priorities informed by assessments and dialogue with stakeholders? Is there evidence of action on the identified priorities? etc. Advocacy for WfD by leaders Who are the leaders? Is the leadership ad hoc or institutionalized? Prioritization of WfD for economic development What WfD priorities have been identified for implementation? Are the priorities informed by assessments and dialogue with stakeholders? Is there evidence of action on the identified priorities? etc.

Questionnaire to systematize data gathering Documentary evidence to substantiate data Credible informants to fill data gaps and validate data Data accuracy critical Data Collection

1: Latent 2: Emerging 3: Established 4: Advanced Data Analysis: Generic Rubrics for Benchmarking

Example of Specific Rubrics for Policy Goal 1 WfD is not prioritized Latent Leaders recognize the importance of WfD Development plans identify a few WfD priorities Leaders recognize the importance of WfD Development plans identify a few WfD priorities Emerging Leaders in government and industry provide sustained support for WfD Development plans specify several WfD priorities Evidence of priorities being implemented Leaders in government and industry provide sustained support for WfD Development plans specify several WfD priorities Evidence of priorities being implemented Established Full integration of WfD into national policies and strategies Development plans support a comprehensive and well-justified set of WfD priorities Evidence that WfD priorities are implemented Use of feedback and evaluation to inform improvements Full integration of WfD into national policies and strategies Development plans support a comprehensive and well-justified set of WfD priorities Evidence that WfD priorities are implemented Use of feedback and evaluation to inform improvements Advanced Action 1: Advocate for WfD as a priority for economic development Policy Goal 1: Articulating a Strategic Direction for WfD

Presentation of SABER-WfD Findings Drill down by policy goal: 1. Direction 2. Demand-led 3. Coordination 4. Pathways 5. Funding 6. Standards 7. Relevance 8. Excellence 9. Accountability Strategic Framework System Oversight Service Delivery Strategy Oversight Delivery Overview:

Chile (4,878) (6,334) Ireland (10,095) (13,993) (25,629) Singapore (4,635) (15,748) (32,536) Korea (1,994) (6,895) (16,372) Uganda (377) Piloting the Approach: Case Studies (): GDP per capita (constant 2000 US$)

Summary findings on the evolution of the country’s polices and institutions for WfD Key changes in each of the 3 functional dimensions of strategy, oversight, and service delivery Challenges and lessons learned Country Presentations:

Distill and share lessons from pilot countries Refine SABER-WfD instruments: – Data collection instrument – Training materials – Templates Expand application to more countries Build cross-country knowledge base What’s Next? SABER-WfD beyond the Pilot Phase

Thank you THE WORLD BANK World Bank SABER-WfD Team: Leader: Jee-Peng Tan Members: Richard Arden, Rita Costa, Angela Demas, Ryan Flynn, Manorama Gotur, Kiong Hock Lee, Joy Nam, Marie Madeleine Ndaw, Brent Parton and Alex Valerio