SABER: Systems Approach for Better Education Results SABER-Workforce Development

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

2. WB Support to Partner Countries • Knowledge • Dialogue • Operations SABER-WfD

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

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

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

6. Zooming in on Dimension 1: Strategy Assessed on such evidence as: Policy Goals • 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. Strategic Direction Functional Dimension Strategy Demand-led Approach Critical Coordination

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

8. Data Analysis: Generic Rubrics for Benchmarking

9. Example of Specific Rubrics for Policy Goal 1 Policy Goal 1: Articulating a Strategic Direction for WfD • 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 • Leaders in government and industry provide sustained support for WfD • Development plans specify several WfD priorities • Evidence of priorities being implemented Established • Leaders recognize the importance of WfD • Development plans identify a few WfD priorities Emerging • WfD is not prioritized Latent

10. 1970 1990 2010 Strategic Framework 1. Direction Strategy Presentation of SABER-WfD Findings 2. Demand-led 3. Coordination Overview: Drill down by policy goal: Oversight System Oversight 4. Pathways 5. Funding 6. Standards Service Delivery Delivery 7. Relevance 8. Excellence 9. Accountability

11. Piloting the Approach: Case Studies (): GDP per capita (constant 2000 US$)

12. Country Presentations: • 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

13. What’s Next? SABER-WfD beyond the Pilot Phase • 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

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