Strengthening Technical and Vocational Education and Training ...

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28 Supplementary Appendix G Introduction STRATEGIES FOR DEVELOPMENT OF TVET INFORMATION SYSTEMS The purpose of this document is to propose activities and inputs for the project’s subcomponent 1.2 (‘Improve TVET information systems including VETMIS and LMIS’), which is part of component 1: “Enhanced Capacity of DGTVET for Planning, Management and Quality Development”. The focus of sub-component 1.2 is the use of ICT in VET management. This document will firstly give justifications for the proposed inputs and it will secondly serve as a rough technical blueprint or guideline for the development of the proposed information systems. It consists of four main sections: 1. In the first section (up to page 48), common issues are highlighted such as strategic and conceptual issues related to the development of information systems in the VET subsector. 2. The second section (from page 48 to page 57) deals with the development of a management information system for the VET sub-sector. 3. The third section (from page 57 to page Error! Bookmark not defined.) deals with the development of a Labour Market Information System. 4. The annexes start at page Error! Bookmark not defined.. They give background information and present evidence for issues that are mentioned in the main body of this document Annex 1 gives an overview about the proposed inputs. Main Issues in current Situation The following main issues had to be considered when activities are designed for a more comprehensive use of ICT in VET management: o The Ministry of Labour and Vocational Education and Training (MoLVT) is relatively new. VET management functions were transferred from the Ministry of Education, Youth and Sports (MoEYS) only 5 years ago when MoLVT was established. It seems that this transition is not yet entirely completed 1 . Management capacities are not yet fully developed. Organizational structures and business processes might need a review with the goal of streamlining the management functions for more efficiency, particularly in the light of the upcoming computerization. o A proper management culture and an environment of a result-based attitude in the public VET sector are quite weak. As a result, responsibilities and the importance of tasks are not always clearly understood. Instructions and action plans are frequently not implemented. There are often no sanctions in place for the disregard of rules. No effective award system or efficient incentives exist for the production of good results. The operation of IT systems needs the clear allocation of responsibilities and a common understanding of the tasks involved. o There is a significant lack of readily available data about the VET sub-sector in general and about TVET management in particular. Data might be available but is certainly not available consistently and comprehensively. The lack of data makes it difficult to monitor the current performance of the VET sub sector and to formulate realistic policies. o Some labour market information is published by the National Institute of Statistics (NIS) and by the Department of Labour Market Information at DG TVET. However, much data is outdated, inconsistent and of doubtful quality. 1 For example, the PTC in Kampong Thom still sent inventories of equipment to MoEYS
Supplementary Appendix G 29 o Localized standard systems of classifications of industries 2 and of occupations 3 do not really exist. Various reports and statistics use inconsistent industry classifications and incompatible classifications of occupation. This makes these reports and statistics hard to compare and to reconcile. A basic system of classifications is required; it must be simple to suit the Cambodian environment and must be compatible with International Standard Industry Classifications (ISIC) 4 and with International Standard Classification of Occupations 5 . Both standards should be compatible with classifications used by the National Institute of Statistics (NIS). A system of classifications is required that is user friendly for Cambodian stakeholders, which means it should be basic and well translated into Khmer language. o Data in various departments and offices within MoLVT use different data dimensions and codes. This makes data sharing very difficult. It also makes it difficult to compare data from MoLVT with data from NIS. o The ICT infrastructure and ICT skills at DG TVET and at provincial level are weak and need to be improved. o Not all training providers are registered or licensed. If they are, they are registered with the Ministry of Education or with the Ministry of Interior or with the Ministry of Rural Development. It is not clear whether a registration or a license is always legally required for training providers in all industry sectors. The Tourism Law, for example, requires providers of “Tourism vocational and professional training institution services” 6 to be licensed with the Ministry of Tourism. The same clarity does not exist for other sectors. If a registration is required, there seem to be no sanctions against unregistered providers. There is also no registration or accreditation of courses that are offered by TVET providers 7 . This situation makes it difficult to monitor the quality of VET provision and to produce statistics about the activities of VET providers. o Some PTCs conduct surveys to assess the needs for training in the labour market, particularly in rural communes. ILO provided some training for these surveys. The ECOSORN project, which ends in 2010, continues assistance for some surveys. There is no systematic, comprehensive and standardized format for these surveys, which makes it difficult to compile a national from these surveys a national report about training needs. o Management of PTCs seems to be characterized by the following weaknesses: � There are no clear and documented procedures and job descriptions. � Records in training institutions are not kept in standard format and reports produced by management are not consistent. This makes data collection difficult. Such inconsistency makes it difficult to make comparisons between provinces or to produce year-to-year statistics. � Managers in public training institutions receive very little pre- and in-service training. This leads to weaknesses in the areas of management, planning, reporting, monitoring and evaluating. o A conservative approach in the development of IT systems is indicated in the current context of VET management. A weak ICT infrastructure and a low level of ICT skills 2 Prakas No 134 of 10 October 2008, which establishes NTB’s subcommittee on Labour Market Information, seems to prescribe in its article 3 only three industries: “industry, service and agriculture” 3 Article 3 of Prakas No. 134 gives the subcommittee the tasks to (a) recommend a classification system for occupations and (b) to prepare a coding system of occupations. 4 Latest version is ISIC Rev. 4 (http://unstats.un.org/unsd/cr/registry/isic-4.asp) 5 http://www.ilo.org/public/english/bureau/stat/isco/index.htm. ILO is currently working on an update called ISCO- 08 6 Article 5 of the Tourism Law, which was enacted on 29 April 2009 7 The department of National Competency standards has the responsibility for the “Development of criteria for accreditation of training programs and vocational training institutions”
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