GSS Session III Mr. Chris Sims -- Structuring Sector Skill Council: Experience Sharing
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The document provides recommendations for developing sector skills bodies in India based on a study of international best practices. It examines the national skills systems of six countries and identifies lessons for India. Key recommendations include establishing sector bodies with clear remits and purposes, deep vertical structures at state/local levels, governance through representation of stakeholders, and quality assurance through an independent body. Sector bodies should set skills standards, develop qualifications, channel funding, and gather/share labor market intelligence while being accountable through business planning and transparency.
GSS Session III Mr. Chris Sims -- Structuring Sector Skill Council: Experience Sharing
- 1. CHRIS SIMS Manipal-City & Guilds Joint Policy Advisory Group 11.02.11 © CITY & GUILDS © CITY & GUILDS
- 2. A Global Study to get India World-ready: Building sector skills bodies for India CHRIS SIMS Manipal-City & Guilds Joint Policy Advisory Group 15 September 2011 © CITY & GUILDS
- 3. OVERVIEW AGENDA © CITY & GUILDS INTERNATIONAL LESSONS RECOMMENDATIONS CONCLUSION 1 2 3 4
- 4. Overview Aim of research is to use international best practice to develop evidence-based recommendations for the development of sector skills bodies in India. Commissioned by Manipal-City & Guilds as an independent piece of research. Conducted by the Research Base, a London-based agency with research experience in the Indian skills system. Aim and Method Use the current state of affairs in India and the current system capacity as a basis for research and recommendations. Examine the national skills systems of six countries with special reference to the sector body system. Develop India-specific recommendations. Offer a fresh, research-based perspective and a useful reference tool for Indian policy makers and stakeholders. OVERVIEW © CITY & GUILDS Research Background
- 5. COUNTRIES STUDIED Australia Canada England The Netherlands New Zealand South Africa
- 6. AUSTRALIA Positive lessons Value of ‘Training Package’ concept. Direct relationship between sector bodies and national quality organisation. Possible pitfalls Incompatibility of state/national structures. Overly broad sector body remit. CANADA Positive lessons Flexible sector body structure, with roles adapted for needs of different sectors. Possible pitfalls Lack of comparison/communication between sector bodies due to divergent remits. Lack of compulsory quality standards has meant a lack of nationally transferable skills. INTERNATIONAL LESSONS © CITY & GUILDS Country Overviews
- 7. ENGLAND Positive lessons ‘ Light touch’ regulation of successful sector bodies. Early lessons from National Skills Academies. Possible pitfalls Core funding insufficient for broad remit. Sector bodies sit within a complex, bureaucratic system. THE NETHERLANDS Positive lessons Directing funding for training through sector bodies ensures employer engagement. 20% of national curricula can be adapted according to local needs. Training providers and employees, as well as employers, are key within sector bodies. Possible pitfalls Education providers are thought to have too much influence. Levy funds have been underutilised. INTERNATIONAL LESSONS © CITY & GUILDS Country Overviews
- 8. NEW ZEALAND Positive lessons System characterised by clarity of structure/remits and low levels of bureaucracy. Achievement of tripartite responsibility despite lack of historic social contract model. Possible pitfalls New Zealand’s small scale may limit its transferability to India. SOUTH AFRICA Positive lessons Good balance of representation (policy, professional bodies, trades unions etc). Inclusion of national policy objectives, e.g. basic skills & excluded groups*. Possible pitfalls Competing/conflicting expectations and policy mandates. Frequent lack of ownership, effective governance and delivery. * Arguably at exclusion of industry objectives. INTERNATIONAL LESSONS © CITY & GUILDS Country Overviews
- 9. Clarity of remit and purpose The remit of sector bodies should be established clearly in terms of purpose, output and activities, limits of authority, reporting guidelines and relationships with other bodies in the skills system A tripartite nature should be encouraged; equitable, collaborative relationships between industry, policy and providers at state level are highly effective. Detailed planning Planning information should be publicly available to encourage input and collaboration. The current level of detail and due diligence planning for SSCs (by the NSDC) is exacting yet not overburdened by bureaucracy; this should be the model adopted widely. RECOMMENDATIONS © CITY & GUILDS Sector Bodies in India: Establishment
- 10. Deep, vertical structure Sector bodies should be replicated at state and local levels; this will ensure clear transmission of messages and procedures and minimise broad bureaucracy. Will enable national and state/regional priorities to be pursued equally. Collaboration Horizontal channels of communication should operate at state level to encourage cross-sectoral cooperation. State chapters should incorporate and encourage participation from key stakeholders, including employers and practitioners. Governance Sector body boards should reflect equity of representation between stakeholder groups. Sector bodies should be overseen by an independent public body, or an umbrella organisation to minimise the risk of government dominance. RECOMMENDATIONS © CITY & GUILDS Sector Bodies in India: Structure
- 11. Producing regular Sector Intelligence Reports which adhere to a common format and indicate recommendations for stakeholders in the sector. Working with industry to set National Occupational Standards and manage any changes to them. Working with industry to develop qualifications for submission to the national regulator and registration on the national qualifications framework. Recruiting and auditing employer organisations for traineeships and work placements. Channelling funding for work placements and grants for workplace learning. Collecting an employer levy and redistributing funds; the levy should occur on a sectoral needs-only basis rather than as national policy. RECOMMENDATIONS © CITY & GUILDS Sector Bodies in India: Remit
- 12. Public funding Sector bodies should be funded federally and cascaded down through the vertical organisational structures. Performance based funding Funding should be based on the submission of business plans and audit by an external agency. Future funding should also be based on achievements, e.g. the number of standards or qualifications developed. Funding responsibilities Employer training levies are an option, but they must be driven by employers within a sector. Sector bodies should be responsible for the channelling of a proportion of funding for training placements and workplace learning. RECOMMENDATIONS © CITY & GUILDS Sector Bodies in India: Funding
- 13. External quality assurance The quality of standards and qualifications developed by sector bodies should be assessed and approved by the national regulator. The performance of sector bodies can be audited semi-regularly by an independent external quality assurance body. Transparent reporting Annual business plans should be submitted to the overarching umbrella organisation and the NSDC for approval; further funding should be contingent on success criteria. The information gathered by sector bodies should be transparent and publicly available. Feedback mechanisms The national umbrella body should enable consultation and feedback with key stakeholders (industry, training providers) to ensure that sector bodies are performing according to need and expectation. RECOMMENDATIONS © CITY & GUILDS Sector Bodies in India: Quality Assurance
- 14. RECOMMENDATIONS © CITY & GUILDS System Development 1 A central list of initiatives in skill development. 2 Occupational Standards for a select number of industries. 3 A single establishment body for implementation of the NVQF. 4 Indian needs as principle driver of international involvement. 5 Promotion of the benefits of achieving qualifications. 6 Rationalisation of agency responsibilities & activities. 7 Clearer communication and reporting mechanisms.
- 15. Thank You For a copy of the summary report, please visit the Manipal-City & Guilds stand in the exhibition To download the full report, please visit www.manipalcityandguilds.com
Editor's Notes
- #5: Key recommendations have been developed by: Assessing the key needs and gaps in current provision and system in India Establishing best practice internationally in development of sector bodies Drawing out practical implementation and development measures to create a system that fits India’s needs and structure, and follows good practice internationally.
- #7: 1. Training Packages are ‘bundles’ of qualifications, comprising the competencies, standards and assessment practices. Are sector based eg. BSB07 is the package for Business Skills, owned by IBSA (Innovation and Business Skills Australia) sector skills council.
- #15: These 8 points were developed from the research into the current state of affairs in India, coupled with good practice indicators from the six country reports and literature reviews. There are no central repositories for information. NOS are critical to be able to develop quality levels and qualification benchmarks. There are initiatives from MHRD and MoLE; how do the results of each dovetail? Involvement from Australia, Germany and Switzerland is not without a high level of self-interest; does their work serve India? Not enough widespread emphasis on benefits of achieving qualifications and undertaking training. This applies to employers also. As per point 3, there are overlapping responsibilities and projects; combining effort and resources could make more possible. Along with point 1, clearer remit for agencies and more transparent reporting would enable more impact and effectiveness. MES is an important scheme that may help to solve the unorganised sector problem; employers should promote modular skills.