Workbook final

Create enabling physical environments

Increase TVET Institutional responsiveness with creative and flexible training arrangements

Create supportive learning and work environments for greater participation in VT and retention

Sensitize parents, employers and care-givers on the benefits of participation in training and employment

Solicit and secure financing for physical facility improvement and delivery capacity enhancement at VTCs.

Given a multitude and large number of stakeholders, the national coordination and implementation structure would be

a two tired committee arrangement, with Specialist advisory Groups invited on specific issue areas.

NNOVATION

The Strategy is one of the widest in scope and complexity undertaken by any collective of public-private partnerships,

which address geographic coverage, stakeholder and partner agency participation, institutional networks, heterogeneity

of beneficiaries, scope of training provided (vocational, life-skills, and livelihood skills), scope of support services (career

guidance, entrepreneurship development, micro-finance, financial support to trainees, psychosocial counseling, etc.). By

identifying and targeting six vulnerable groups, the Strategy recognizes that a shift to an inclusive vocational training

system will help to relieve the root causes of conflict and social tension, build social cohesion, and contribute to social

stability. The six groups were selected according to vulnerability due to their limited access to skills training and

resulting problems in finding employment and it has been recognized that these vulnerabilities are not mutually

exclusive, and can occur at the same time, resulting in a compounded and more serious vulnerabilities. Furthermore,

the Strategy elaborates on the application of its strategic goals (see above), with respect to each vulnerable group (see

top of page 1) and details action measures, outputs, time plan and implementing actors. In addition, the Strategy

foresees research (even rapid appraisals) and studies on policy and implementation, seen that the proposed program is

significantly different from the traditional activities of VT Agencies, and that the programming framework also differs in

that a variety of risk management elements and behavior patterns (of vulnerable people) have to be known in advance

to plan and manage interventions.

RANSFERABILITY

, S

CALABILITY AND

OST

-E

FFICIENCY

A number of country delegations visited Sri Lanka in the past years (2012-2014) to study its TVET sector and its best

practices hereon, including Bangladesh, Pakistan and Afghanistan, which is the sixth country of the region that

benchmarked the TVET developments of Sri Lanka, along with India, Pakistan, Nepal, Bhutan and Maldives.

UTURE

EVELOPMENT

ITH

DDITIONS FROM THE

ERO

ROJECT

EAM

)

The Strategy outlined a number of outputs in its group-specific action plan for persons with disabilities, such as a

baseline survey conducted on status of current training provision for disabled People; VT Status Survey repeated at 03

year intervals; a list of current and potential occupations and industries identified for employment of disabled people;

current and potential employment to current training provision/gaps matched and illustrated in a Grid; etc. (unclear

what from these output have been achieved and which are still to be implemented) Informant stated that among the