Learning for Life, Work and the Future Initial ... - Unesco-Unevoc

Page 68 Participants’ Papers Learning for Life, Work and the Future
The United States Information Service (USIS) provided
assistance to run workshops for the training of
DACUM facilitators and the development of
curriculum materials.
The Government of Australia provided fellowships for
the training of managers in the Management of
Training Institutions as well as curriculum developers.
Assistance was obtained to start the training of Heavy
Goods Vehicle drivers as well as the setting-up of
training in Automotive Mechanics.
The Belgians carried out a study to start systematic
training of maintenance mechanics and technicians.
Assistance was obtained from Canada to start training
in Plastics and the computerisation of the IVTB.
In addition the IVTB established links with Germany,
UK, France, Belgium, Italy, India, Hong Kong, Singapore,
the ACCT, the ILO and the IIEP for training in
Electronics, Printing, Hotel and Catering, Maintenance
Mechanics, Precision Engineering, Textile and Garment
Making and Merchandising, Curriculum Development,
Maintenance of Industrial Machines, Training
of Trainers and Management of Training Institutions,
and for sharing of experiences respectively.
4. Co-ordination of Donor Assistance
All the above activities were planned and implemented
between 1991 and 1996. The IVTB itself played the
role of co-ordinator of the assistance provided by the
large number of donors. The ultimate effect was to
improve the quality of training in general and the provision
of training in fields not previously available.
The clear vision of the IVTB had provided the lead for
the donors to play their roles successfully, in full
awareness of the participation of their colleagues in the
promotion of training in Mauritius. There was no
duplication and no wastage. The IVTB became a
success story.
5. Change at Management Level
However, early in 1996, a change occurred at the
senior management level. A new Council was constituted
and a new Director assumed duty. The new
team spent a lot of time criticising whatever had been
done before. It lacked a sense of direction, and several
projects proposed for the development of training were
dropped. For example, the World Bank loan for the
establishment of a resource centre was found to be
superfluous and was cancelled. Studies were commissioned
and seminars and workshops were held to
find the way ahead.
Ultimately it was found that the IVTB had too many
roles: it was a funding agency, a provider of training
and a regulator of training. It was also found that there
was a conflict of interests and too many functions for
one Directorate. Different proposals have been made
to find a solution to better define the organisation(s)
that should be involved in training.
There is no perfect organisation. As seen from the
above, initially the different roles were successfully
handled by one organisation. The change to a new
style of management, in this case, slowed down the
activities of the organisation and created confusion
amongst its staff. Sometimes precious time is wasted
in finding fault instead of taking decisions and moving
ahead.
The above clearly portrays how and under what
circumstances donor assistance can be effectively used
and be of benefit to the country.
6. The Role of Donors
Donors are very supportive of projects/programmes
that form part of a whole and are not a set of disjointed
activities implemented in the name of TVET. However,
their actions have to be co-ordinated to avoid
duplication and wastage. Thus an autonomous body
responsible for vocational training greatly facilitates
the co-ordination function amongst the different
donors. The body needs to have a clear vision and a
team of competent and dedicated staff with the will to
meet time-bound targets.
In the absence of these, many projects suffer during
implementation, causing wastage. In several countries
(e.g. Mozambique, Tanzania, Egypt) efforts are being
made to co-ordinate the actions of the different donors.
More often than not, the donors are trying through
scheduled meetings to do this themselves. But without
local vision and commitment these meetings are rarely
successful.
7. The Qualities of the Chief Executive Officer
In the recent past in the developing world, the roles of
government and the private sector were distinct, with
little communication between them. The last decades
have witnessed a new type of relationship emerging in
which there is a desire for greater collaboration
between the two sectors. However, how to turn that
collaboration into a successful partnership is a big
challenge. Organisations responsible for training are
moving towards establishing such a partnership and
their management is becoming more complex. They
are faced with a paradoxical situation in which they are
expected both to follow procedure, as in the public
sector, and to be flexible and deliver, as in the private
sector. At times, in addition to the political will, it is
the qualities of the Chairperson and of the Chief
Executive Officer (CEO) that determine the success of
such a partnership.
The leadership and management skills required of the
CEO are much beyond what is required in the public