OIC Model

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OIC Model

• For over 40 years, OIC International has pursued
  workforce development initiatives through
  community-based vocational training skills
  centers and organizational capacity building
• Main beneficiaries
• Youth
• Orphaned and Vulnerable Children (OVC)
• Vulnerable poor

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Background

• Grew out of US Civil Rights Movement
• Philadelphia OIC founded in 1964
• 75 affiliates across US by 1970, grew to over 150
• First international affiliates created in Nigeria
  (1970), Ghana (1971) and Ethiopia (1973)leads to
  creation of OIC International
• 21 affiliates with over 50 centers
• Approximately 400,000 trainees in Africa since
  inception 40-50 women

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OIC Model

• Standardized Procedures Adaptation to Local
  Needs
• Interest Group
• Feasibility Study
• Program Development
• Management Structure
• Governance Structure Local boards represent key
  constituencies
• Resource Development
• Affiliation

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Needs Challenges

• Evolving employment market
• 1st vocational skills training affiliateNigeria
  1970
• 1st agricultural training affiliateTogo 1976
• 1st enterprise development centersLesotho
  Sierra Leone 1978
• 2010 Extractive industry training? Information
  economy training?

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Needs
Challenges

• Changing beneficiary groups
• with changing needs
• Demobilized combatants trauma counseling
• Refugees and displaced persons
• OVC and PLHIV nutritional support
• New trainee pools transportation support,
  housing support

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Case
Study

• OIC Ghana
• Strengths
• 40 Years continuous operation
• Consistent focus on disadvantaged youth
• Strategic locations in 5 key regions
• Curriculum geared to national certification
  standards
• Social capital community support, political
  support, and financial contributions
• Well-trained and motivated staff
• Strong volunteer governance
• Graduate role models

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Case
Study

• OIC Ghana
• Challenges
• Ghanas vocational training sector overseen by
  multiple ministries
• Outdated equipment and rundown facilities
• Maintaining alumni data
• Marketing and public relations Success stories
• Fundraising revenue generation

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OIC International
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SEEP ConferenceNovember 5, 2009LESSONS FOR
WORKFORCE TRAINING PARTNERSHIPS IN EMERGING
MARKETS

• Robert Holm
• Jobs for the Future

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Context

• Competition, technology, turbulence,
• the Bulge
• Summary
• The Training Landscape
• Workforce Development Principles
• Private Sector Alliances
• Making Training Work
• Roles for Donors and NGOs

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The Landscape in
Developing Economies

• Training levels vary
• but benefits are significant if sustained
• The Rich get Richer
• Larger firms, more educated workers
• Institutions tend to be disconnected
• so are priorities, strategies, cultures
• Varied labor challenges
• call for varied strategies

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Global Training Picture
Tan, Hong. World Bank Institute. (2005)
In-Service Skills Upgrading and Training Policy
Global and Regional Perspectives. PowerPoint.
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Productivity Effects of Training
Sources Tan and Batra (1995) Batra (2000), Tan,
Savchenko and Pei (2003). In-Service Training and
Productivity Results from Investment Climate
Surveys.
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Effective WFD Principles

• Align with the economic ( social) development
  vision
• Follow cultivate political will for reform
• Coordinate consensus for strategies
• Prioritize competitiveness AND inclusion

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Effective WFD Principles

• B. Be Responsive to the Labor Market
• Systematically collect and use labor market data
• Add real-time employer feedback
• Dont rely on, skills demand forecasts
• Encourage responsiveness - accountability,
  incentives

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Effective WFD Principles

• C. Engage employers
• Focus on business performance, not training
• Put employer groups in a management role
• Assist employers to train their own
• Facilitate sector or cluster initiatives
• Use training to promote entrepreneurship, esp. in
  low-employment

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Private Sector

• Build Finance Alliances with the Private Sector
• A. Attract Multiple Stakeholders
• Create formal agreements among multiple partners
• Create alliances that extend past traditional
  partnerships

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Private Sector

• B. Build Capacity
• Add capacities - Local NGOs, Associations
• Strengthen secondary and tertiary schools
• Offer very clear benefits to private sector
• Balance competing interests, inclusiveness

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Private Sector

• C. Shape financing for private participation
• Four aims sustainability, flexibility, private
  investment and cost effectiveness
• Private fee-for-service financing where market
  allows
• Carefully target subsidies (Not training that
  will occur anyway)
• Utilize union and employer associations for build
  
• Tax levies work best when employers manage
  revenues

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Dimensions of Effective Training

• A. Attach trainees to employers
• Use private sector training, competition
• Use structured work for some objectives
• Target late secondary school, employer links
• Ensure job placement help

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Dimensions of Effective Training

• B. Use training selectively
• Training is not always the cost effective
  solution
• Certain types of training are more effective
• Identify target groups for training
• For the unemployed, public training only in
  select situations

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Dimensions of Effective Training

• C. Motivate and support trainees
• Place youth in subsidized jobs with school,
  support
• Create motivating, long-term pathways to advance
• Recognize short-term industry certifications in
  school
• Adapt delivery to workers needs experience
• Incorporate cultural understanding and design

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Dimensions of Effective Training

• D. Evaluate and improve
• Design for evaluation, accountability
• Link evaluation to funding
• Evaluate based on priorities of business and
  public
• Use evaluations as an incentive to improve
• Recruit and retain quality instructors

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Roles for NGOs and Donors

• Analyze, test, and recommend programs and
  policies
• Develop market vision, incentives, and frameworks
• Develop and disseminate information for training
• Promote financial sustainability
• Connect existing workforce stakeholders
• Support vulnerable populations

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