annual progress report -...

30 J30

ANNUAL PROGRESS

REPORT

Year 2: April 2015 to March 2016

9 May 2016

Sudokkho is a programme of collaboration between the Government of Bangladesh and the UK and Swiss Governments

Table of Contents

1. Introduction ................................................................................................................... 4

2. Summary of results ....................................................................................................... 5

3. Programme’s strategic direction .................................................................................... 7

4. Achievements ................................................................................................................ 9

a. Private Training Providers ............................................................................................. 9

b. Industry-led Training Fund ........................................................................................... 13

c. Training Packages ....................................................................................................... 17

d. Industry Skills Councils ............................................................................................... 19

5. Gender Equality and Social Inclusion .......................................................................... 21

6. Monitoring and Results Measurement ......................................................................... 23

7. Value for Money .......................................................................................................... 25

8. Communications ......................................................................................................... 25

9. Governance ................................................................................................................. 26

10. Operations ................................................................................................................ 26

Annex I: PTP trainee data ................................................................................................... 28

Annex II: ITF ongoing and pipeline projects ........................................................................ 30

Annex III: RCA initial findings .............................................................................................. 32

Annex IV: Work plan year 3................................................................................................. 33

Acronyms

BACI

BGMEA

Bangladesh Association of Construction Industries

Bangladesh Garments Manufacturers and Exporters Association

BIST Basic Instructional Skills Training

BTEB Bangladesh Technical Education Board

CBT Competency-Based Training

CISC

CSLB

Construction Industry Skills Council

Competency Skills Log Book

DFID Department for International Development

DTE

GSI

Directorate of Technical Education

Gender and Social Inclusion

GoB

HWE

IRPU

Government of Bangladesh

House Wiring Electrician

Industry Relations and Placement Unit

ISC Industry Skills Council

ITF Industry-led Training Fund

MoE

MRM

Ministry of Education

Monitoring and Results Measurement

NSDC National Skills Development Council

NSDP National Skills Development Policy

NTVQF

OHS

National Technical and Vocational Qualifications Framework

Occupational Health and Safety

P4R Payment for Results

PMCC Project Monitoring and Coordination Committee

PSC Project Steering Committee

PTP Private Training Provider

RCA Reality Check Approach

RMG Ready Made Garments

RTISC

SAS

RMG and Textile Industry Skills Council

Stakeholder Assessment System

SDC

SEIP

Swiss Agency for Development and Cooperation

Skills for Employment Investment Programme

ToC Theory of Change

TPP

TMS

TSP

Technical Assistance Project Proposal

Trainee Measurement System

Training Service Provider

TVET Technical and Vocational Education and Training

1. Introduction

Sudokkho is a 5-year programme, funded by DFID and SDC and implemented by Palladium in a consortium with Swisscontact and the British Council.

Sudokkho seeks to apply systemic market development principles to stimulate private sector investments in training for poor people that can achieve scale and sustainability. Sudokkho supports private sector-led training for the poor, focusing in particular on providing opportunities for training that supports women and disadvantaged populations in gaining decent employment. The programme seeks to test and scale-up market-driven, quality skills training models within the Ready Made Garments (RMG) and Construction sectors that will stimulate further investment in training by trainees, private training providers and employers.

The programme supports Private Training Providers (PTPs) and Industry-led training initiatives (supply-side stimulation), and raises awareness about the value of skills development among the trainees and industry (demand-side stimulation).

Sudokkho supports and builds upon the TVET reform agenda in coordination with the Directorate of Technical Education (DTE) of the Ministry of Education. The Government of Bangladesh (GoB) supports initiatives that facilitate greater involvement of the private sector to ensure skills training is relevant and high quality, thereby increasing post-training employment opportunities, as stipulated in the National Skills Development Policy 2011.

The wider skills training space in Bangladesh is relatively crowded with donor-funded programmes that offer significant subsidies. Sudokkho is distinct in its focus on facilitating the private sector to deliver and invest in skills training. This differs from the majority of donor-funded skills programmes that, whilst they might have some components working with the private sector, are mainly donor and output-driven, working closely with government training centres and not structured to support sustainable business models for skills training.

The programme is structured around two main components, referred to as outputs 1 and 2 respectively:

1. Supporting Private Training Providers to offer affordable quality training that enhances employability.

2. Supporting private sector industries to develop and operate industry-led training facilities.

Additionally, Sudokkho supports Industry Skills Councils (ISC) and the development of skills training packages that meet the occupational standards of the industry and are relevant to the above-mentioned training systems, in this report referred to as output 3.

The period of implementation is from 1 April 2014 through 31 March 2019. This included an inception phase from 1 April to 31 August 2014, followed by a pre-programme phase ending 31 January 2015. In September 2015, the GoB approved the programme’s Technical Assistance Project Proposal (TPP) upon which the actual implementation was allowed to start.

2. Summary of results

The programme developed significantly over the second year in operation. The big milestone was the signing of the TPP on 5 October 2015, which was about one year after the first draft was issued to the Ministry of Education. In the context of Bangladesh, this is relatively fast, which was a result of continuous follow-up by the programme staff with various ministries and departments, and supported by DFID.

Prior to the signing of the TPP, Sudokkho concentrated on the development of learning materials, including competency-based profiles, curricula and assessment tools. Whereas there are some learning materials available for the RMG sector, the construction sector was largely lacking this. Sudokkho developed ten sets of training manuals, including facilitator guides and trainee manuals. Additionally, a comprehensive package of soft skills training was designed.

Prior to the signing of the TPP, the programme team built strong relationships with Private Training Providers (PTPs). This resulted in the signing of cooperation agreements with four PTPs with whom Sudokkho could immediately start pilot training upon approval of the TPP. Instructor and management staff of the PTPs underwent various types of training provided by Sudokkho, including the use of the Sudokkho Competency-Based Training (CBT) curriculum, the use of the soft skills training package, and Basic Instructional Skills Training (BIST). In June 2015 as part of DFID’s annual review of the programme, Sudokkho received comprehensive feedback that triggered the formulation of three different models of support to PTPs, to test assumptions regarding the sustainability of Sudokkho’s business models. The Payment for Results (P4R) components in model one has a substantial high upfront payments at enrolment of trainees; model 2 has a shift towards back-end payment for graduates employed; model 3 has a cost-sharing involvement of the industry, potentially with involvement of MFIs. Furthermore, 32 other PTPs were identified as potential future partners and due diligence was undertaken prior to signing the TPP. Sudokkho contracted 16 out of these 32 during the first quarter of 2016.

As part of the Industry-led Training Fund (ITF) the three initial pilots identified in the inception phase were further developed. Two of these pilots in the RMG sector achieved particularly significant results in developing training systems that are largely financed by the industry itself and with strong industry engagement. Though too early to draw conclusions, this training system seems to have good potential for sector-wide outreach, changing the training landscape from centre-based to industry-based training. By the end of year 2, there are five ITF projects up and running in their pilot stage, another two about to be contracted for a pilot, and another three in the pipeline. Of these ten, two are in construction and eight in the RMG sector.

Significant progress has been made in the development of the Construction Industry Skills Council (CISC). Since the approval of the National Skills Development Policy (NSDP) in 2011, not a single ISC has been able to function as formulated. With support from Sudokkho, the CISC got a different and now sector-wide governing body of 11 trade associations. Its business plan was developed, articles of association formulated, and the CISC officially registered with the GoB. Moreover, a standing committee and technical committees have been formed and are now in operation. The CISC is now the body, which Sudokkho will further facilitate to implement its mandate to contribute to training materials, instructor’s capacity and assessor’s capacity within the construction sector. In the RMG and Textile sector a similar process was initiated, resulting in the establishment of a governing body comprising nine trade associations.

The mainstreaming of gender equality and social inclusion throughout Sudokkho’s interventions was supported by the SDC’s GENGOV self-assessment in July 2015. Subsequently, the programme reviewed its Gender and Social Inclusion (GSI) Strategy, and developed strategic action plans and resource guides on GSI for PTPs and ITF projects.

This will assist the Sudokkho staff and staff within partner organisations to apply effectively the guidelines, for example on how to secure employment of differently able persons prior to enrolment in training.

The programme revisited its Theory of Change (ToC) and based on that, developed a comprehensive Monitoring and Results Measurement (MRM) system. This now includes results chains for each intervention, corresponding measurement plans and a suite of six different research measurement tools. The latter includes the Trainee Measurement System (TMS). The programme undertook its first-year Reality Check Approach (RCA) research among a group of existing and potential trainees. The programme also revised its logframe in March 2016. Although this has not been approved by DFID, this draft logframe represents the current understanding of the market systems development approach of the programme, and is therefore used as a framework in this annual report to summarize its results in the table below:

Change Indicators Progress to date

Outcome:

Stronger and more inclusive private sector training market creating better job opportunities for the poor.

Cumulative number of poor people who earn income in skilled or semi-skilled jobs within six months of completion of training under Sudokkho

From the 280 persons who attended a training by PTPs, 256 persons graduated and of these 143 persons are employed.

From the 391 ITF trainees in the RMG sector, 254 are integrated on the production floor while the remaining are still in training.

ISCs in construction and RMG sectors demonstrate a leading role in the skills development sector.

By March 2016, it is too early to expect any of the two ISCs to play a significant role in skills development. In the process of developing training materials, including curriculum and assessment tools, both ISCs were consulted by Sudokkho.

Output 1:

Affordable, accessible, high quality, market-responsive training programmes in the RMG and Construction Sectors are in place through Private Training Providers

Cumulative number of training providers adopting the new training programmes.

Additionally, to the four PTPs that signed a cooperation agreement with Sudokkho during the first pilot stage, another 16 PTPs signed agreements, making a total of 20 training providers.

Average training fee (non-donor) generation per training course.

The average training fee is BDT 2,363 for the first year of operation of contracted PTPs, which is 27% of the calculated costs, which varies in absolute terms from course to course.

Number of graduates from PTPs having used the Sudokkho training materials

280 persons enrolled in training provided by the four PTPs.

Output 2:

Industry firms/organisations in the RMG and Construction sectors offer occupational skills

Cumulative investment by industry firms/ organisations in development and operations of new training systems.

The industry investment is estimated at GBP 65,000 by the end of March 2016. This includes investment in time for industry staff, investment in training facilities and direct investment in training costs.

Change Indicators Progress to date

training and employment initiatives through innovative approaches

Cumulative number of industry-led ITF-partnerships with Sudokkho offering market responsive skills training and employment services.

Five partnership agreements have been signed between Sudokkho and industry organizations, three of which are in the RMG and two in the construction sector. Two additional agreements in the RMG sector were prepared to be signed in April.

Number of graduates from ITF-projects

391 persons (of which 385 women) have been trained within the scope of two pilot ITF projects in the RMG sector.

Output 3:

Policy environment for skills training and employment initiatives is improved

Cumulative number of Training Packages that are based on Competency Standards, and include 1) Competency-based curriculum, 2) Training materials, and 3) Assessment tools.

Competency-Based Training (CBT) curriculum has been developed for 15 occupations (10 in construction and 5 in RMG) and are available on the Sudokkho website. These are all translated into Bengali and printed for distribution.

Comprehensive training manuals for 10 occupations in the construction sector are completed, including the trainer’s manuals and facilitator’s guides,

Assessment tools for all the 15 occupations mentioned above are developed.

Cumulative number of assessors qualified (as per BTEB standard).

In parallel to engaging ISCs in the process of developing assessor’s capacity, Sudokkho supported training of 17 assessors for the construction sector, 13 of which are now officially certified by BTEB.

Number of ISCs in construction and RMG sectors that contribute to TVET by having operational capacity in 1) Curriculum Development and Training 2) Assessment and Certification 3) Labour Market Information 4) Sustainable financing.

The Construction ISC (CISC) has officially been formed representing 11 associations. The CISC is registered, and its four standing committees are established.

The RMG and Textile ISC (RTISC) has officially been formed representing 9 associations, with the BGMEA and BKMEA jointly in the lead. Registration is in process.

3. Programme’s strategic direction

The programme’s strategic direction was initially determined by the business case and the additional information that was gathered during the inception phase in 2014. The focus will be exclusively on the private sector, either as training provider, training people who seek employment (supply-led), or as private industry investing in training (demand-led). This profiles Sudokkho in the TVET development arena in Bangladesh and adheres to the National Skills Development Policy (NDSP) 2011 that recognizes and encourages the private sector to take an increasing role in TVET. Industry Skills Councils (ISC) that operate at international best practice level are among the key elements that are being promoted by Sudokkho.

The vision of Sudokkho is based on a market systems development approach that creates demand-led training systems that are financed by its beneficiaries, i.e. the industry and trainees. The annual review after year 1, undertaken by DFID in June 2015, showed that Sudokkho’s approach through its Industry-led Training Fund (ITF) genuinely applies market development principles, triggering the interest of the private sector to collaborate in the development of training systems and contributing (financially) to this process. Sudokkho’s support to develop the market of PTPs, however, was considered weak in achieving sustainable systems. Consequently, Palladium along with its consortium partners Swisscontact and British Council, supported by external consultants, and in consultation with DFID and SDC, reviewed and redirected its approach with increased focus on market systems development. The Theory of Change (ToC) was re-formulated, the schemes to support PTPs were adjusted, the project staff was capacitated in its understanding of market systems, and sector strategy papers for the RMG and construction sectors are being formulated.

The main conclusion of this process is that focus should be on “getting persons in decent employment as a result of training” rather than “train persons and support systems for their employment”. It is demand-led training versus supply-led training, in the understanding that the demand side in training systems encourages investment in training.

During year 2, three training models for PTPs were developed in addition to the model 1 that was initiated with four pilot projects, testing assumptions relevant to achieving sustainability.

Model 2: Adapted PTP support business model

Whilst model 1 made high upfront payments, this model uses a payment-for-results (P4R) structure, which shifts from front-end

payment at enrolment of trainees to back-end payment for graduates employed. The trainees pay partial fees to the PTP for receiving the training. On completion of the training, the graduates are linked with relevant industries for gainful jobs through a fully functional Industry Relations and Placement Unit (IRPU) within the PTPs. Sudokkho provides Technical Assistance (TA) to the PTPs to improve the quality and relevance of the training that results in strengthening the training business. The programme subsidises training fees through P4R, which decrements gradually over time, to fill the gap left by the partial payment by trainees.

Model 3a: PTP-Employer business model

This model assumes the PTPs have an in-built IRPU within the training unit. The fully functional IRPU elicits demand for trained skilled labour from the prospective industries. It places the order for the training to the training unit and the training unit designs, delivers training, and supplies the trained graduates to the IRPU. Later on, the IRPU places the graduates in the pre-explored industries according to their vacancies. In this model employers are supposed to pay for the recruitment and partial training

Training Providers

Trainees Training Unit

IRPU Employers

Pay partial Place graduates

cost to the PTPs and the trainees also pay partially for the training they receive. Sudokkho supports the PTPs with TA and P4R for capacity building and subsidises the gap of the training fees (after partial payment by the employers and trainees) through P4R, which decrements gradually over time. The amount of subsidy in this P4R model as is less than that in models 1 and 2.

Model 3b: Employer-MFI business model

This model is the same as the model 3a, except that the PTP (IRPU) links the trainees to Microfinance Institutions (MFIs) to obtain microcredit to pay the training fees to the PTPs. The PTP/IRPU guarantees the employment of the graduates after training and the trainees pay back the loan to the MFI once they are employed. The extent of the subsidy from Sudokkho is less than that in the other models.

The assumptions to be tested in these models include:

Relevance and quality of the curriculum and training modules developed Industry acceptance of the training module: job placement rates and wage premium Access and outreach – PTPs’ ability to attract trainees for the new product (and

enrolment and outcomes for disadvantaged) Actual cost of training delivery Trainees’ willingness to pay/price elasticity of demand PTPs’ willingness to invest in expanding new training models and accepting revised

cash receipt terms and greater risk because of higher results payment triggers Employers’ willingness to invest in external skills training/job search function

4. Achievements

a. Private Training Providers

By the end of Year 2, Sudokkho cooperated with 20 different Private Training Providers (PTPs) across Bangladesh, with concentration on the Greater Dhaka area. Four of these 20 are the initial pilot projects that started training soon after the TPP was signed in October 2015. In February 2016, 16 new PTPs were contracted after DFID approved the other business models for supporting the PTPs. Initial capacity building of PTPs has taken place in February and March 2016, whereas actual training will start as of April 2016.

Contracting the additional 16 PTPs

An extensive competitive bidding process was followed in selecting 16 new PTPs for piloting the aforementioned business models 2, 3a and 3b. The recruitment and selection of the PTPs were accomplished through the following stages:

Seeking a Letter of Interest (LOI) through publication and web-based media (e.g. www.bdjobs.com)

Shortlisting of the PTPs for financial and technical proposals Conducting due diligence before assessing PTPs’ proposals Shortlisting qualified PTPs for training implementation Contracting 16 PTPs among the shortlisted ones based on pre-set criteria.

In response to the published open circular, 62 PTPs expressed their willingness through sending LOI to Sudokkho. Out of the 62 LOIs, 48 PTPs, including the initial four pilot PTPs, were shortlisted for the next stage (i.e. writing proposals) based on some existing evaluation criteria. Later, technical and financial proposals from 44 PTPs were rigorously evaluated including exercising an extensive due diligence process of all the PTPs to short list 31 potential PTPs with which to collaborate. Based on the evaluation ranking, the Sudokkho team undertook one-to-one discussions, which resulted in the following: 12 PTPs were selected to pilot business model 2 (adapted support model) and 4 PTPs for model 3a (PTP-employer model). No PTPs could be identified for piloting model 3b (employer-MFI) due to an apparent absence of microcredit lending products on the market.

The table in Annex I summarises all 20 PTPs that have a cooperation contract with Sudokkho, indicating their location, courses they will/do offer, number of batched agreed as per contract, and total number of trainees to be trained. For the four initial pilot PTPs (model 1) the table specifies the number of trainees enrolled (280), graduated (256) and employed (143).

The graph below relates to the trainee results of the four initial pilot PTPs that applied model 1, segregated by gender.

The project’s Trainee Measurement System (TMS) reveals that out of the 280 trainees enrolled, 37 were disadvantaged among which 36 have graduated which is 13% of the total graduates.

Quantitative baseline information about the training capacity of the four pilot PTPs using model 1 was collected through a Stakeholder Assessment System (SAS) approach. The main finding of the SAS was that all four pilot PTPs required additional venues, equipment and instructors with better academic qualifications to carry out the Sudokkho designed courses. Moreover, none of them had practical experience applying Competency-Based Training (CBT). Subsequent field visits by the Sudokkho team during the pilot intervention confirmed that PTPs have made all the needed changes to implement the Sudokkho model training. The systematic measurement of change in the capacity of the partners will be done annually.

0 20 40 60 80 100 120

Mason

House wiring

Sewing Machine operator

79

80

21

0

0

96

1

0

3

Number of PTP led Trainee Graduates

Graduate Male Graduate Female Drop-out

Overview of Capacity Building of the PTPs

Sudokkho provided TA for capacity building of the PTPs that broadly included a) hardware support in terms of training materials and manuals as well as essential training aids, and b) software support, which enhances the skills of the instructors and the management of training.

a) Hardware support: The four initial pilot PTPs were supported with Occupational Health and

Safety (OHS) materials and 160 training toolboxes furnished with minimum tools according to the CBT curriculum guides in three occupations. Sudokkho reimbursed 60% of the cost of the materials to the PTPs. These materials aided the trainees to practice the tasks individually by following appropriate OHS procedures.

In the next quarter the 16 newly contracted PTPs will also be supported with 760 toolboxes and OHS materials before starting the pilots.

Sudokkho distributed relevant training materials e.g. occupation wise CBT curriculums in Bengali (Mason, HWE and SMO), and training manuals (Mason and HWE) in English. These manuals were developed and customized in collaboration with international, regional and national experts.

b) Software support: The following software support was provided to the PTPs. This was mainly for the initial group of four pilot PTPs but BIST was also provided to the additional 16 PTPs.

Support type Duration Deliverables

Basic Instructional Skills Training (BIST)

5 days 24 instructors trained (of initial four pilot PTPs) and another 75 (from the 16 PTPs of models 2 and 3a).

Soft Skills Training 4 days 20 instructors trained including 1 participant from ITF partner

Refresher Soft Skills Training

2 days plus 4 days follow-up coaching in training workshops

19 instructors trained and a total of 20 days practical coaching provided

Assessor Training 7 days training plus 3 days practical assessments

19 instructors including 6 industry assessors trained. 12 assessors (6 Mason, 5 SMO, 1 HWE) passed BTEB level-IV assessor tests.

Orientation on CBT assessment tools

2 days practical orientation

Trainers of all 3 occupations (16 trainers of 4 PTPs) coached and guided to test the trainees’ skills. The PTPs were supplied with occupation-wise 160 assessment tools

Orientation on Competency Skills Log Book (CSLB)

2 days practical demonstration

All the instructors of the 4 PTPs received guidance in filing in and keeping the CSLBs for the trainees to document their skills attainments.

Furthermore, Sudokkho facilitated the creation of separate Industry Relations and Placement Units (IRPUs) within the four initial pilot PTPs. This included a working guideline for the unit and orientation on the working areas and mode of operation of the unit. A fully functional IRPU is envisioned to become the hub of all the external linkages of the PTPs.

Overview of P4R

The gap between fees paid by trainees and the full cost of training is met through P4R based on the achievement of three key milestones: 1) upon enrolment of targeted trainees, 2) upon successful graduation of the trainees, and 3) upon successful employment of the graduates.

For PTP model 1 the front-end payment was set at 40% on enrolment, with 30% on graduation and 30% on employment. In models 2 and 3 the balance is shifted from enrolment (20%) to graduation (50%) and employment (30%).

The initial four pilot PTPs (model 1) were contracted for about BDT4,9 million under P4R, for 440 trainees. To 31 March 2016, 280 trainees had been enrolled and 256 graduated. Accordingly, about BDT 1,5 million was paid to the four PTPs against enrolment and training completion for the 1st and 2nd batch of the trainees. The additional 16 PTPs did not enrol trainees during the reporting period (year 2).

PTP lessons learnt

Issues/Challenges Lessons learnt

Instructor’s low level of education

Despite the instructors having requisite technical skills in their respective occupations, some of the instructors have an education only up to grade VIII. They faced significant difficulties in grasping the ideas and instructions in the training materials as well as during ToTs. The PTPs need to hire competent instructors with a minimum of SSC basic education.

Finding employment in construction occupations (Masons, HWE)

PTPs have struggled to find employment for the graduates trained as masons and house wiring electricians due to the dominant role of the sub-contractors in engaging workers. Besides, a significant portion of the graduates has also been waiting for overseas jobs. The PTPs need more support in linking the IRPUs with prospective sub-contractors in the construction sector.

Stimulating demand for training

PTPs have faced difficulties in recruiting fee-paying trainees. They need additional support in promoting short training courses in the catchment areas and among the target group.

Inclusion of women in construction occupations

In the absence of the job assurance from the construction companies, women trainees could not be convinced to enrol in construction occupations. PTPs in collaboration with Sudokkho need to put extra effort into this.

Rolling out of the TMS

PTPs face difficulties in applying the Sudokkho’s Trainee Measurement System (TMS) pending its full automation. In the absence of such an electronic database, the manual system is applied for tracking trainees during and after training and employment.

b. Industry-led Training Fund

In the last 12 months, output 2 interventions have really taken off. In addition to the three ongoing pilot projects with Urmi Group, Debenhams and Lafarge, another two agreements have been signed and two more agreements are in the final stages of concept development.

A typical project cycle of ITF-interventions composes five stages as illustrated below:

1. Development of the training concept and approval of the concept note 2. Piloting of assumptions and approval of the project document 3. Scoping of interventions for roll-out of the training system 4. Implementation of the training project together with the ITF partner; and 5. Upscaling of the training system within the market.

At the end of each stage, there is a structured review before the project may move into the next stage. At present, the three initial pilot projects are at the end of stage 2, and two new pilots at the start of stage 2.

Identifying potential partners for ITF projects takes place in several ways. The most common way is through networking. Once a potential partner expresses interest, an introductory meeting is set up where the ITF modality is presented along with a proposed training model. The training model illustrates the type of partnership and assists the partner to visualise what such a relationship would look like. In the introductory meeting, the roles and responsibilities of each partner are discussed. This is an important element since when engaging with private sector partners, clarity of costs and investments is a critical element in the decision making process.

If the partner is willing and interested to take forward the partnership, the next step is to conduct an initial needs assessment of the partner to flesh out a customised training system. For the RMG sector, Sudokkho has streamlined its support to the ITF partners by rolling out one training system, which can be customised to the needs of individual factories. For construction, the approach is not as streamlined since the occupations differ along with selected sub-sector/occupation and the type of partners. Based on this assessment, a concept note and a results chain are jointly developed with the ITF partner. The concept note focuses on the initial needs assessment of the partner, the design of the training system and how the implementation phase will be operationalised. The concept note will also include a costing of the partnership. The costing will be divided up into an initial 6-9 months’ pilot phase as well as forecasted figures for an implementation phase of approximately 2.5 to 3 years.

The concept note, with the supporting documents, will be peer reviewed internally by Sudokkho. The internal peer review panel will be led by the Team Leader. Other members include the Executive Team and the Gender and Social Inclusion Adviser. Other experts such as training coordinators may be called upon, if and when required. Upon approval by the internal panel, the ITF project will start.

During the pilot phase, data and evidence will be gathered as articulated in the results measurement framework to prepare for the scale-up phase.

Stage 1

Concept development

Stage 2

Piloting assumptions

Stage 4

Training project implementation

Stage 5

Upscaling training system

Concept note approval by internal peer review panel

Scoping document approval by

external panel

Project document appraisal by ITF

committee

Stage 3

Defining project interventions

Expansion plan review by external

panel

Description of ITF projects in the RMG Sector

The Training System on Sewing Machine Operations

Currently, all ITF partners in RMG are focusing on upskilling their workforce on sewing machine operations.

This training system is:

Industry focused – customised to the individual needs of each factory Competency based – modular approach, fast learners progress faster in gaining the

required skills, increased efficiency and wage premium through higher pay-scale. Focused on in-depth skills, not width – factories will define the required operations Aimed at reducing training time – time is defined by the trainees’ learning pace Based on a dual approach to training – ‘classroom’ training is coupled with on-the-floor

mentoring About establishing an assessment system to continuously monitor workers’ performance;

and Aimed at effective utilisation of training facilities and improved return on investment.

The training couples skills development with a productivity improvement initiative. This leads to tangible business benefits for the industry and recognition of skills development as an investment. Trainees’ performances at the production floor is being monitored regularly and coupled with payment scales.

The training system focuses on building the in-house capacity of factories by training a pool of trainers. A pool of assessors is also trained, which is essential when setting up a certification and assessment system. Awareness creation sessions are conducted with supervisors, other production personnel and mid-level management, focusing on their coaching and mentoring of newly-trained sewing machine operators so that they can be better integrated into the production lines and perform at utmost efficiency levels. For the pilot phase, each factory will aim to train at least 80 sewing machine operators during the six months’ timeframe.

This training system is currently being piloted with two partners – Debenhams and the Urmi Group. During this pilot phase, 23 trainers and 14 assessors were trained. From January 2016 to March 2016, 228 sewing machine operators were trained, 169 of whom have already been integrated on the production floor and are performing at an average performance level of 55% efficiency, compared to average 85% of skilled and experienced work force. This 55% is remarkably high after only a few weeks of training.

Another three partners – Dulal Brothers Ltd., Primark and New Look – are in the pipeline. These three pipeline partners are also interested in setting up in-house training systems focusing on sewing machine operations. A similar training system design will be piloted with these partners, customising and incorporating the relevant lessons learnt from the initial pilot with Debenhams and Urmi Group.

Factory ITF partner Sub-sector

# of trainers trained

# of assessors trained

# of workers trained

# of workers integrated

Average performance level

Factory A Urmi Group Knitwear 4 2 92 55 53.50%

Factory B Debenhams Knitwear 4 2 100 73 76.33%

Factory C Debenhams Knitwear 3 2 13 8 47.00%

Factory D Debenhams Knitwear 3 2 87 55 58.50%

Factory E Debenhams Woven 3 2 29 19 52.18%

Factory F Debenhams Woven 3 2 45 32 64.25%

Factory G Debenhams Woven 3 2 25 12 57.67%

TOTAL 23 14 391 254 58.49%

Male 15 13 6 5

Female 8 1 385 249

Male 65.22% 92.86% 1.53% 1.97%

Female 34.78% 7.14% 98.47% 98.03%

Overview of ITF projects in the RMG sector

a) Partnership with Debenhams Debenhams is a leading British brand with 240 stores across 27 countries. They have been sourcing RMG products from Bangladesh for over a decade with a current sourcing base of about 50 or more factories.

Sudokkho is working with Debenhams to pilot the above-mentioned training system in six supplier factories, which manufacture both knitwear and woven products.

b) Partnership with Urmi Group Urmi Group started operations in the 1980s and currently has five production facilities employing 8,500 people. The Group mostly supplies European buyers and manufactures RMG products for men, women, children as well as nightwear.

Sudokkho has partnered with the Urmi Group to pilot this training system with one of the Group’s factories, which manufactures knitwear products.

c) Partnership with Dulal Brothers Ltd (DBL) DBL Group is one of the diversified and integrated knit garments manufacturing and composite industry groups in Bangladesh. The Group started its business in 1991 and has facilities for spinning, fabric knitting, dyeing and finishing, sewing garments, washing, packaging and printing. They are supplying quality apparel to well-known brands, mostly in Europe, such as H&M, George, PUMA, G-Star, Esprit, Decathlon, Marks & Spencer, and Next. DBL has a combined workforce of 21,000 employees, of which approximately 6,000 employees are women.

Sudokkho has partnered with DBL Group to pilot this training system for sewing machine operations in three of their factories, which are manufacturing knit products.

d) Partnership with Primark Primark is an Irish clothing retailer headquartered in Dublin, Ireland. They started operations in 1969. Primark is part of Associated British Foods Plc., a varied international food, ingredients and retail group. Currently, Primark has over 300 stores across the UK, Ireland, Europe and the USA. They have a wide range of clothing products, homeware, and accessories for women, men, kids, and teenagers.

Bangladesh is a significant sourcing region for Primark and a key recipient of its ethical trade projects. Through these projects, Primark works in partnership with both factories and other stakeholders, to improve the working conditions for and welfare of

factory workers. Bangladesh is a priority country under the Primark/DFID partnership agreement.

Sudokkho will partner with selected Primark supplier factories in Bangladesh to improve the skills set of their sewing machine operators using the above mentioned training system.

e) Partnership with New Look New Look is a British fashion retailer with 569 stores in the UK and over 200 across Europe, China and Asia. New Look has a wide range of clothing products and accessories for women, men and teenagers. Founded in 1969, New Look has grown from a single store to become a dynamic, international, multi-channel retail brand with a unique value fashion offer in apparel, footwear and accessories for women, men and teenage girls.

New Look have been sourcing RMG products from Bangladesh for over 20 years. They source through a network of 15 listed buying agents. Their current supplier base comprises over 60 factories in Bangladesh.

Sudokkho will partner with New Look to pilot the training system for sewing machine operations with four selected factories for the pilot phase through their buying agent, Indochine International.

Description of ITF projects in the construction sector

As mentioned above, for the construction sector the approach is not as streamlined as in the RMG sector. There are many different occupations in the selected sub-sectors. Also the type of partners in the construction sector are more diverse than in the RMG sector, and includes potentially input suppliers, real estate agents, construction companies, recruiting agents, business associations and others. For now, Sudokkho signed partnership agreements with Lafarge for mason training and Berger for painting training.

Overview of ITF projects in the construction sector

a) Partnership with Lafarge Lafarge Surma Cement and Sudokkho started collaborating in 2015 to develop a training system, which will train masons in urban and peri-urban areas in Dhaka using a CBT approach. The training system would include training assessors and core trainers to assess and deliver the training. An international consultant was contracted to develop a customised training curriculum, train the assessors and a national master trainer. A national training service provider, UCEP, was contracted to roll out the training. The master trained the UCEP trainers to deliver the training according to the curriculum and methodology.

f) Partnership with Berger Paints Bangladesh Ltd. Berger is a leading paint manufacturer in Bangladesh, committed to improving the quality of its products and their application. Painting, like most other occupations in the construction sector, is an informal trade. It is usually a trade which is passed on from generation to generation. Training is mostly done on-the-job and painters develop expertise through experience. There are no formal assessment mechanisms to categorise different levels of expertise within this occupation. As an input supplier, Berger acknowledges the importance of improving knowledge and skills of painters. Since better skilled painters will eventually be able to serve customers better, this encourages input suppliers, like Berger, to take a leading role in facilitating such skills development initiatives.

The Berger partnership will upscale its existing training model with a revised curriculum targeting new entrants and semi-skilled painters; and extend their network of training venues for countrywide coverage beyond Dhaka. It will also facilitate linkages between trained and qualified painters with the employment market.

A summary of ITF projects as of 31 March 2016 is attached in Annex II

A reflection workshop with various stakeholders among the Urmi Group and Debenhams factories resulted in the following initial findings:

The factory-based training unit can play a significant role in addressing the production need of the floor/line by providing need based training

The new Sudokkho training products ensure the required level of skills in a given trade in less time than the existing practices

The training course introduced more appropriate work organisation and workstation layouts for sewing machine operators. This is seen by trainer, trainee and assessor as unique, which can considerably increase the production speed by, for example, minimizing material handling time

The support by trainers at the initial stage of placing the trainees on the production floor plays an important role in more quickly increasing the trainee’s performance

The salary increase based on performance assessment done in short intervals would reduce turnover of trained workers

The supervisor-trainee relationship is crucial and Sudokkho’s training helps to increase the supervisor’s sensitivity towards trainees

A mechanism that measures the contribution of skills development to the overall productivity and profitability of the factory is essential for the sustainability of the training

A clear policy including career path for trainers is essential for effective functioning and sustainability of the training.

Regular reflection workshops will be held in the future to continue retrieving qualitative information on efficiency and effectiveness of project interventions and results at various level in the results chain. This feeds back to Sudokkho, to ITF partner organisations, to RMG factories and to the Training Service Providers engaged.

c. Training Packages

During the inception phase Sudokkho identified ten occupations in the construction sector and five in the RMG sector for which a significant demand for skilled workers exist. Subsequently, Sudokkho developed competency profiles for all 15 occupations that would inform the programme about the essential competencies needed. The competency profiles acted as reference points to assess the availability of training materials and, where applicable, to develop these, including curriculum, training manuals, assessment tools, competency skills logbook and competency standards.

Development of training materials

The table below summarizes the documents that Sudokkho developed to date, building on existing materials and nationally available expertise from the industry and subject matter experts from different organizations recommended by the ISCs.

Curriculum development was led by experienced instructors and trainers from different organisations, Subject Matter Experts and Expert Workers with extensive working experience from the industry recommended by the ISCs, under the

supervision of competent CBT curriculum facilitators. The course duration for the construction sector is between 170 and 200 hours; for the RMG sector between 130 and 180 hours.

Training manual development for the construction sector was led by two international experts who have extensive experience in developing training materials for the construction sector. The training manual consists of a facilitator guide and a learner guide. Task-wise evaluation is incorporated into the learner guide to ensure high quality training for trainees. In addition, two national experts with extensive teaching experience were consulted for each occupation. The training manuals contain the information sheet for each topic, session/lesson plan, visual layouts and practice assignments (job sheet).

Assessment tools were led by experienced instructors and trainers from different organisations who have extensive working experience in the industry including training facilitation experience under the supervision of competent facilitators. The project has followed the template and guidelines of the BTEB.

Skills logbooks were developed by the permanent Sudokkho staff, aligned with the curricula.

Competency standards were developed on the request of the BTEB at NTVQF Level-1, These were developed in collaboration with the CISC and representatives from the BTEB.

Occupation Comp. profile

Curri-culum

Training manual

Assessm. tools

Skills logbook

Comp. standard

Construction sector

Mason Year 1 Year 1 Year 1 Year 2 Year 2

House Wiring Electrician Year 1 Year 1 Year 1 Year 2 Year 2

Plumber and pipe fitter Year 1 Year 1 Year 2 Year 2 Year 2

Shuttering carpenter Year 1 Year 1 Year 2 Year 2

Rod binder Year 1 Year 1 Year 2 Year 2 Year 2 Year 2

Welder (Grill Maker) Year 1 Year 2 Year 2 Year 2 Year 2

Tiles Fitter Year 1 Year 2 Year 2 Year 2

Aluminium Fabricator Year 1 Year 2 Year 2 Year 2 Year 2

Building Painter Year 1 Year 2 Year 2 Year 2 Year 2

Finishing Carpenter Year 1 Year 2 Year 2 Year 2 Year 2

RMG sector

Sewing machine operator Year 1 Year 1 Year 2 Year 2

Sweater Knitting Machine Operator

Year 1 Year 1 Year 2 Year 2

Sweater Linking Machine Operator

Year 1 Year 1 Year 2 Year 2

Embroidery Machine Operator

Year 1 Year 2 Year 2

Garments Finishing Person Year 1 Year 2 Year 2

Sudokkho has not developed training manuals for the RMG sector in the belief that PTPs are capable of delivering the training adequately based on the curricula developed and existing training manuals.

Translation of training materials

Given the limited command of English by trainees and trainers of training centres, Sudokkho has started to translate all training materials into Bengali, whilst maintaining the meaning and

rhythm of the original documents. During the reporting period, the project has completed the translations of 13 of the 15 curricula, 3 of the 15 assessment tools and all 8 skills logbooks. Additionally, Sudokkho prepared a one-page task catalogue in Bengali for each of the 15 occupations.

Printing of training materials

During year 2, Sudokkho printed the following materials for distribution among contracted PTPs:

Curriculum guides for six occupations: mason, house wiring electrician, plumber and pipe fitter, sewing machine operator, sweater knitting machine operator and sweater linking machine operator

Task catalogue for 15 occupations: 10 in construction and 5 in RMG sector Competency Skills Logbook for six occupations: 3 in construction and 3 in RMG

sectors

Creating a pool of qualified skills assessors

Though the development of skills assessors’ capacity in Bangladesh should be the future responsibility of ISCs, Sudokkho supported a first training and qualification of 12 experts as a pilot. In collaboration with ISCs and the BTEB, a training programme was offered for various occupations in both the construction and RMG sectors. This resulted in a pool of 12 assessors who have been officially certified and accredited by the BTEB.

As elaborated below, Sudokkho’s support to the ISC will facilitate the process of creating a substantial pool of industry skills assessors who would then be engaged to assess the trainees at various training venues. Sudokkho has planned to facilitate developing a pool of 250 industry skills assessors, certified by BTEB, during the project duration. Capacity within the ISCs would sustain these activities in the future.

d. Industry Skills Councils

TVET systems are more effective where the supply of skills by training providers is aligned to the skills demand in the workplace. In market conditions, this demand derives from the needs of employers and their engagement in influencing the policy environment. Managing the TVET system is a critical part of shaping the quality and effectiveness of training. Employers need to be directly involved in skills planning by identifying skills gaps and shortages in the market, defining skills standards for designated skilled occupations, in influencing the curricula of what is being taught to trainees, in the skills assessment of the trainees and in providing continuing advice to government on making improvements to the skills training system.

The GoB has recognized this important role for the private sector in its National Skills Development Policy (NSDP) of 2011 in which it states the following:

“Industry will have a primary role and be a major partner in skills development in Bangladesh. […] Industry should be organized along sectoral lines to provide specific advice on occupations and skills in demand and to identify key skills project priorities for their sector. Government and industry will implement these arrangements through a network of tripartite Industry Skills Councils.” It emphasizes that ISCs will be the “[…] primary point of contact for industry skills issues in Bangladesh and that these ISCs will be independently established by industry under the Corporations Act and be endorsed by the NSDC as the recognized ISC for their sector”.

The NSPD also describes 11 functions or roles, which ISCs must perform including the development of skills policies and practices, the development of occupational skills

standards, identifying and advising the NSDC on the demand for skills within the industry, producing sector skills development plans and supporting partnerships between the private sector and training providers. The 15 ISCs in Bangladesh are in the process of being set up although nearly all of them have serious capacity constraints and, to all intents and purposes, they exist on paper only.

Over the past year, Sudokkho took the initiative to engage with the two relevant ISCs, i.e. in the construction and in the RMG sector.

Construction Industry Skills Council (CISC)

The CISC was originally led by the Bangladesh Association of Construction Industries (BACI) and did not become operational for several years. International best practice shows that a precondition for a successful ISC is a broad governing body. Sudokkho engaged an international consultant to facilitate the process of establishing a governing body of 11 different organizations; that is, ten associations and one workers’ committee:

1 Bangladesh Association of Construction Industry (BACI)

2 Bangladesh Association of Consulting Engineers

3 Real Estate and Housing Association of Bangladesh (REHAB)

4 Bangladesh Thikadar Samity

5 Bangladesh Electrical Contractors Association (BECA)

6 Bangladesh Paint Manufacturers Association (BPMA)

7 Bangladesh Stainless Steel Pipe Manufacturers Association (BSSPMA)

8 Bangladesh Machine Made RCC Pipe Manufacturers Association (BMMPMA)

9 Bangladesh Brick Manufacturing Owners Association (BBMOA)

10 Bangladesh Ready Mix Concrete Association (BRMCA)

11 National co-ordination Committee for Workers Education (NCCWE)

In parallel, a business plan was developed that detailed the core functions of the CISC and how to operationalize this in a sustainable manner. Sudokkho also assisted in the drafting of the articles of Association and Memorandum of Association which, along with the business plan, were submitted to the Ministry of Commerce and Registrar of Joint Stock Companies. Official registration was confirmed in January 2016.

Subsequently, Sudokkho supported the forming of four Standing Committees that will comprise technical experts from the industry who will provide advice to the Board on occupational standards, curricula and career path models, training approaches, assessment, labour market profiling and skills planning. One of the standing committees will provide guidance and oversight on financial management.

The development of an ISC to operate sustainably is a process of approximately three years. In this period, Sudokkho will cooperate with ADB’s/SDC’s Skills for Employment Investment Programme (SEIP), in which the development roles will be complementary:

SEIP will financially support all operational costs, such as facilities, assets, staff salaries, and running costs.

Sudokkho will support the implementation of its core activities, i.e. 1) curriculum development and training 2) assessment and certification, and 3) labour market information.

By supporting the core activities of the CISC, Sudokkho is shifting its approach from support for a project activity (as it did so far), to supporting and mainstreaming these core activities and processes within the sector in Bangladesh.

RMG and Textile Industry Skills Council (RTISC)

The ISC in the RMG sector was assigned to the Bangladesh Knitwear Manufacturers and Exporters Association (BKMEA), which was not able to operationalize it. With support from Sudokkho and in cooperation with the NSDC, similar to that with the CISC, a broader governing board was recently formed in the RMG and Textile sector. It consists of the following entities:

1 The Bangladesh Garment Manufacturers and Exporters Association (BGMEA)

2 Bangladesh Knitwear Manufacturers & Exporters Association (BKMEA)

3 Bangladesh Textile Mills Association (BTMA)

4 Bangladesh Terry Towel and Linen Manufacturers and Exporters Association (BTTLMEA)

5 Bangladesh Embroidery Manufactures & Exporters Association(BEMEA)

6 Bangladesh Garments Accessories & Packaging Manufacturers & Exporters Association (BGAPMEA)

7 Bangladesh Export Oriented Garments Washing Industries Owners Association

8 Bangladesh Textile Dyeing Printing Industries Association

9 National Co-ordination Committee for Workers Education (NCCWE)

This was important in view of the traditional rivalry between the BGMEA and BKMEA. Sudokkho takes the credit for having brought together these partners who now work in harmony on a similar development process to that with the CISC.

5. Gender Equality and Social Inclusion

The revision of the Gender and Social Inclusion (GSI) Strategy was completed during the reporting period. Built on the GSI inception strategy, Gender and Governance assessment (2015) and the GSI scoping study, the revised strategy uses three complementary approaches to mainstream GSI:

Integrating GSI considerations through all programme stages from analysis and design, through to implementation and evaluation;

Implementing targeted pilot interventions where there are significant challenges for women or disadvantaged groups; and

Creating an inclusive environment within Sudokkho that enables all staff to thrive and make best use of their diverse talents.

To facilitate effective mainstreaming of GSI work throughout all Sudokkho interventions, the revised strategy also includes a detailed action plan. GSI scoping study: brief from the preliminary draft report Sudokkho commissioned a GSI scoping study to provide a wider understanding of the constraints and opportunities to promote women and other disadvantaged groups in the skills training and employment in RMG and construction sectors. The first draft report has been received. The scoping study confirms the commonly recognized challenges facing women and disadvantaged groups trying to enter skilled employment. With regard to demand for skills training, discussion with women and groups of disadvantaged people revealed that they value skills training. However, bearing the costs of training and assurance of securing a job after the training are important factors in opting to seek skills training.

The draft report highlights the following recommendations to promote women and disadvantaged groups in skilled/semi-skilled jobs in the RMG and construction sectors:

a) Targeted marketing and information dissemination to reach women and other disadvantaged population groups

b) Training institutes to introduce a safe and secure training environment, and offer training at venues close to the potential trainees or to provide safe accommodation and transport facilities

c) Inclusion of soft skills in the training course to build the confidence of disadvantaged women and men

d) Assist women and other disadvantaged groups to find viable financial assistance to meet the costs of training; collaboration with MFIs or with any other development assistance programme could be explored

e) Introduce regulations employing women and persons with disability in construction occupations

f) Assist trainees in getting suitable jobs, influence the employers to improve work place safety and security and ensure equal wages for equal work

g) Publicity campaign to raise awareness among women and in communities to reduce negative social perceptions about women working in non-traditional occupations like in the construction sector

h) Targeted pilot projects exclusively for women, and/or any particular disadvantaged groups, on the construction sector, to provide positive examples to the wider stakeholders of this sector.

Developing staff capacity to deliver GSI Sudokkho has invested in ensuring that all Sudokkho staff understand their GSI responsibilities and have the capacity to deliver them. This has included an all-day interactive sensitization workshop, followed by team sessions that led to PTP and ITF action plans that complement a Sudokkho-wide strategic GSI plan. These interactive workshops have succeeded in raising team awareness and motivation and detailed GSI action plans at operational and strategic levels. Supporting PTP and ITF partners to mainstream GSI PTP and ITF teams have been acting to support pilot-phase partners to implement GSI, backed up with specialist advice and support from the dedicated GSI adviser and international adviser. The process of integrating GSI considerations throughout programme partner criteria, terms of reference, results indicators and training programmes, is at an advanced stage and will be consolidated over the coming year. Tailored approaches to building the capacity of PTP and ITF partners have also been piloted using face-to-face orientation sessions, written guidance and focused meetings to test and explore innovative interventions. A tailored resource has been developed for PTPs, drawing on national and international best practice that offers detailed guidance for integrating GSI at every stage of skills development systems. It includes sensitization materials, checklists to guide inclusive recruitment and delivery and tools to help with creating an inclusive environment and evaluating delivery. The resource is now at the stage of activation and testing with partners. Resource materials developed for the ITF team include a summary paper that sets out the business case for inclusive skills development. This is aimed at helping with their work to engage industry partners; guidance on integrating GSI into partner assessment and

developing concepts; and tailored resources aimed at supporting Training Service Providers (TSPs) to deliver inclusive skills training. During the reporting period, four orientation sessions took place for the four pilot PTPs to orient and sensitize the PTPs’ partners (management and instructors) about the issues of gender equality, social inclusion and diversity in the training business. To identify specific areas of support to systematically integrate GSI into their training systems, an initial capacity and needs assessment of the four pilot PTPs has been completed, followed by action plans. As an outcome of the orientation workshop, one pilot PTP (Montage) recruited two women instructors: one for house wiring electrician, one for sewing machine operator. During the reporting period, inputs have been provided on the content of the sensitization workshop for supervisors and mid-level managers under ITF projects to ensure clear messages on gender sensitivity, respectful training and the work environment. A concept note on facilitating career progression for women workers in garment factories through skills training system has been shared with Debenhams.

6. Monitoring and Results Measurement

The foundation of the Monitoring and Results Measurement (MRM) system of the programme is the logframe, as illustrated in the diagram below. The logframe of the programme was initially designed along with the business case. The inception report of Sudokkho proposed some revisions. Recently, a revised logframe was issued to DFID to bring this in line with the adjusted market development approach, especially with respect to output 1.

Testing the logic of systemic change

(Theory of Change)

Results reporting

(Logframe)Results planning and monitoring

(Results Chain)

Activities planning and monitoring

(Work plan)

Impact

Reduced poverty through

better training and job

opportunities

Outcome

Stronger and more inclusive

private sector training

market creating better job

opportunities for the poor

Output

1. PTP-led training

2. Industry-led training

3. Training packages &

policy environment

Use of skills in employment

Training provision and

employment facilitation

Capacity building

Programme interventions

Resource allocations

Time planning

Engagement of consultants

Increased income

Direct results

Change in behaviour

Capability, opportunity,

motivation changes

Reach / reaction

Good / services

Poverty reduction

Poverty changes

assumptions

Direct results

assumptions

Direct results

assumptions

Cap, opportun, motiv.

change assumptions

Reach, reaction

assumptions

The Theory of Change (ToC)

The ToC was redesigned during the second half of 2015, resulting in two separate TOCs, one for output 1 (PTPs) and one for output 2 (ITF). A programme-wide TOC is under development, combining the key market development aspects of the various programme interventions. The ToC informs Sudokkho, DFID and SDC on the logic of systemic change and helps testing the relevance of the logframe context of the programme.

Results Chains

The results chains are designed for each distinct intervention, in line with the Donor Committee for Enterprise Development (DCED) standard on results measurement. Results chains illustrate the key indicators of change. For each indicator of change, a means of measurement and verification is formulated. The combined measurement forms a measurement plan for the interventions. Measurement of each change may be based on any of the follow six research tools:

Acronym Research method

Description Scope

TMS Trainee Measurement System

An internet-based database that provides information on the trainees from start to employment, including baseline data.

Provides also key information on training providers.

Quantitative information

TS Tracer Study Traces a sample of trainees from the TMS for a period of up to 3 years after completion of training. Provides information on increased employability and income.

Quantitative and qualitative information

SAS Stakeholder Assessment System

Interviews and structured research among stakeholders as indicated in the training model, assessing changes relevant to the Results Chain.

Mostly quantitative information

QRS Qualitative Reflection System

Interviews and Focus Group Discussions with a sample of trainees and other stakeholders. This is a feedback system relevant to the Results Chain.

Mostly qualitative information

IMS Impact Measurement Study

Mid-term and end-of-project survey across a wide range of actors in the sector. This helps to triangulate available data and provides sector-wide impact information. Information relevant to key stakeholders in the Theory of Change.

Both quantitative and qualitative information

RCA Reality Check Approach

Traces, over a longer period, the in-depth changes resulting from skills training in the individual lives of a small sample of trainees.

Qualitative information

The TMS has been developed and is being piloted. Debugging and full rollout is ongoing, while in parallel a manual system collects all needed information.

The SAS and QRS are being applied in line with the management plans. Data are collected and analysed and fed back to Sudokkho management.

Reality Check Approach.

The Reality Check Approach (RCA) study is intended to provide insights to improve the design and implementation of Sudokkho interventions through a better understanding of the perspectives, motivations and experiences of young people. The emphasis on inclusive development in the programme design specifically requires it to address the barriers faced by people living in poverty and the disadvantaged in accessing skills training and sustained employment. These barriers need to be fully understood. The RCA involves developing

close, trusted and informal relationships with the primary target group as well as those who choose not to participate in the programme in order to explore their motivations, perspectives and aspirations related to Sudokkho’s programme assumptions.

The RCA completed its first cycle with focus on trainees and potential trainees from PTPs. A team of 10 researchers went into the field over three different rounds. The preliminary results are summarised in Annex III, which informed Sudokkho about the following challenges:

Focus on practical training Directly applicable training and training environment through on-the-job training Strong link between training and jobs Flexibility in arrangements – for work and training Understanding background, family status and impacts on opportunities.

7. Value for Money

A separate Value for Money report will be prepared and issued to DFID by end of May 2016, as agreed between DFID and Palladium.

8. Communications

The GoB signed the TPP that paved the way for Sudokkho’s official launch, which took place at the Pan Pacific Sonargaon Hotel in Dhaka on 10 March 2016. More than 170 people attended and there was extensive coverage in the Bangladeshi media. The event was successful in the following ways:

It was attended by the British High Commissioner Alison Blake, the Swiss Chargeé d’affairs Beate Elsaesser and the Education Minister Nurul Islam Nahid, generating extensive coverage on Bangla TV news outlets, newspapers and news websites (see examples in the annex).

The head of Bismillah Technical Training and Testing Institute spoke at the launch and the keynote speech was given by the Managing Director of Urmi Group, who said the following: “There is a big benefit to the industry as a whole of this type of training – it’s a model that can be replicated to bring about benefits at scale. We’re making the workforce more productive, improving the quality of our products, improving our ability to retain workers and reducing the cost of providing training – these are all benefits that can be easily transferred to other factories and other organisations, meaning the provision of training across the whole RMG sector has the potential to improve.”

There was strong attendance from all key stakeholders in the programme, including representatives of the Education Ministry, DFID, SDC, Swisscontact, British Council and Palladium.

Capacity building on communications

A series of workshops were held towards the end of the year to train Sudokkho staff to identify and document the stories of trainees and other stakeholders, for use as case studies. These case studies will be beneficial to the programme’s communications work, but also for the MRM team to document progress and the extent to which the programme aims are being achieved.

Branding

The Sudokkho name was selected in early 2015, replacing SEP-B as the programme’s name in all external and internal communications. Along with this, a set of branding

guidelines was developed in line with DFID’s and SDC’s requirements, to put in place rules on the proper use and application of the programme’s name and logo.

Ahead of the programme launch, a set of communication tools were designed and developed, including factsheets, banners and document folders for distribution to visitors at the event. The banners will be placed in the Sudokkho office and in partners’ offices to raise awareness of the programme.

Professional photography

Sudokkho has set up a call-down contract with a professional photographer whose work featured prominently at the launch and in all branded material including factsheets, document wallets and banners. He will continue to work as needed on the programme, including travelling throughout Bangladesh, for the remainder of the calendar year.

9. Governance

The programme is embedded in the Annual Development Plan of the GoB as a result of the existence of the TPP. Consequently, the GoB established a Project Monitoring and Coordination Committee (PMCC) and Project Steering Committee (PSC). To date, two PMCC meetings and one PSC meeting have been held.

The project’s contractor, led by Palladium in a consortium with Swisscontact and the British Council, form a Strategic Review Panel (SRP) that meets quarterly, chaired by the Project Director.

10. Operations

Sudokkho operates its project office in Baridhara, offering a decent work environment for its staff and consultants. All except one staff were recruited and employed by the end of year 1. The facilities are fully equipped and functional. The organizational diagram below illustrates the different functions:

Operations and Support TeamExecutive Team

Management Team

Training Packages &

ISCs

Industry led

training

Output 2

Private training

providers

Output 1

Outside Bangladesh

Team Leader

Drivers (2)

MRM

Officers (2)

Project Director

Project Manager Operations Manager

Finance

Officer

GR&P

Advisor

Manager

ITF

Manager

PTP

Grants and

Contract Manager

Project Officers (8)

Quality assurance of applying TVET processes

G&SI

Advisor

Finance and

Admin Manager

Deputy Team Leader

MRM

Manager

Grants

Coordinator

Dev. of training capacity and materialsTraining

Coordinators (2)

Communication and advocacyCommunication

Advisor

HR OfficerAdmin Officer

The operations department provides a variety of support functions, including

Administrative support Procurement of goods and services Contracting of consultants Grants management Human Resource Management

The operational procedures are fully aligned with Palladium’s procedures and quality standards. An internal audit in March 2016 showed full compliance.

Annex I: PTP trainee data

Nr Name Location Course Batches/

# contracted

Enroll-ed

Gradua-ted

Emplo-yed

Model 1: Front-end P4R

1 MTC Gazipur Mason 05/100 40 39 12

HWE 02/40 40 40 08

SMO 01/20 20 17 17

2 BTTTI Dhaka Mason 05/100 40 40 20

HWE 02/40 40 40 16

SMO 01/20 20 20 18

3 LTE Dhaka SMO 02/60 40 40 40

4 SEI N-Ganj SMO 03/60 40 20 12

Model 2: Back-end P4R

5 GTCL Dhaka Mason 3/60

HWE 1/20

Rod Binder

2/40

6 New St. Mary’s

Dhaka HWE 2/40

SMO 4/80

7 ATTC Dhaka HWE 3/60

Plumber 1/20

Welder 2/40

8 GTTI Dhaka HWE 3/60

Plumber 1/20

Welder 2/40

9 SDTI Dhaka Mason 4/80

Plumber 1/20

Rod Binder

2/40

10 Amin Technical

Dhaka Mason 5/100

Plumber 2/40

Painter 2/40

11 LDTI Dhaka HWE 2/40

SMO 4/80

12 SFD Dhaka SMO 6/120

13 Dolphin VTC

Munsiganj HWE 2/40

Rod Binder

2/40

14 NTI Noakhali SMO 4/80

SKMO 2/40

Nr Name Location Course Batches/

# contracted

Enroll-ed

Gradua-ted

Emplo-yed

15 Sheam TC

Chittagong SMO 4/80

16 CMIT Jessore SMO 3/60

SKMO 3/60

Model 3a: PTP-Employer

17 HRSTC Nilphamari SMO 3/60

SKMO 5/100

18 STTC Chittagong HWE 4/80

Welder 1/20

SMO 1/20

19 MIST Dhaka HWE 2/40

Plumber 1/20

SMO 3/60

20 SPL Dhaka HWE 1/20

Plumber 1/20

SMO 4/80

Annex II: ITF ongoing and pipeline projects

Sector Name of partner

Type of partner

Current status Actions for the next six months

Ongoing partnerships

RMG Debenhams Brand The pilot phase with Fakhruddin Textiles Mills Ltd is ongoing. This phase started mid December 2015 and will continue until 30th June 2016.

Evidence gathering from the pilot will continue. In May 2016, there will be discussions with Debenhams regarding the plan for scaling-up.

RMG Urmi Group Group of Companies

The pilot phase with six supplier factories is ongoing. This phase started mid December 2015 and will continue until 30th June 2016.

Evidence gathering from the pilot will continue. In May 2016, there will be discussions with Urmi Group regarding the plan for scaling-up.

RMG Dulal Brothers Limited

Group of Companies

A collaboration agreement has been signed. The concept note and design of the training system has been finalised. Implementation will start May 2016.

Implementation of the pilot phase will start from May 2016 and continue for six months.

Construction

Lafarge Surma Cement Ltd.

Input Supplier

The current agreement with Lafarge expired on 31st December 2015. An amendment for an extension to the agreement is with Lafarge's legal department for clearance. Due to the lack of an active agreement, activities have been put on hold. The training of the assessors, the training of the master trainer and the training of trainers have been completed in November and December 2015.

Upon reconfirmation of the joint commitment with the new management and finalisation of the contract amendment, the training of masons will commence. This will be a phased approach starting off by training at least 90 masons in the peri-urban areas. Once the activities have commenced, MRM activities such as focus group discussions with assessors and trainers, will start. Also, KIIs with trained masons will be an ongoing process.

Construction

Berger Paints Bangladesh Ltd.

Input Supplier

An agreement has been signed with Berger in January 2016. The design of the training system has been commissioned and currently the final report is being prepared.


Pipeline ITF partnership opportunities

Sector Name of partner

Type of partner

Current status Actions for the next six months

RMG Primark Brand The concept note, training model and results chain have been finalised and will be presented to the internal panel for review in the second week of April 2016. The collaboration agreement is with Primark's senior management for approval.


RMG New Look Brand The concept note, training model and results chain have been finalised and will be presented to the internal panel for review in the second week of April 2016. The collaboration agreement is with New Look's legal department for clearance.


RMG KIABI Buyer An introductory meeting was held on 31st March 2016 in which the ITF approach and a training model was proposed.

There will be a follow-up with KIABI in the first week of April 2016.

Annex III: RCA initial findings

Research component

Preliminary insights

Aspirations and dreams

Flexible working arrangements: eg electrician+ steel worker “Usttad’ to be the boss – to manage others – to be called the boss Close to family + return to home village Safety – ‘not outside’ in secure environment + better overseas safety

Securing job is key

Social Status – regular job improves social status and decision making Wearing uniform; auto-rickshaw driver (respect); luggage collector Contribute to the family – gives power + decision making in family – has a

role to play ‘makes him feel wonderful’

Overseas job – pride (finding a wife)

Networks for jobs / training

Through family members, peers and friends ‘Falling into jobs’

Role in family determining opportunities

Oldest in family – income earner – to support siblings through school so they can have better opportunities

“No way for income from father, I am the one who is working from morning to night to support family”; Pride but also pressure

Youngest daughter – to look after children Moving down the pecking order

Practical experience over training

Learning by doing: “best to learn by hand”; “learn how to work” Learning from boss/supervisor/family member better than formal training Specialising in area, no desire for “other jobs” Training if going overseas – the certificate Promotion – more through length of time worked + education certificates +

relation with boss, rather than any training

Relevance of training

Practical over theory Directly applicable to local industries (T-shirt v trousers) + working

environment

Getting the right trainees

Screen the trainees Backgrounds, family status, looking for jobs in those sectors

Garments Conditions improved but still long hours and high pressure Bullying/abuse But variable conditions – EPZ much better

Construction Inhumane – hard manual labour Not desired

Annex IV: Work plan year 3

Output area / Cross cutting topic

Interventions Jul Aug Sep Oct Nov Dec Jan Feb Mar

Sub-intervention 14 15 16 17 18 19 20 21 22 23 24 25 26

OUTPUT 1 (PTP)

Pilot PTP model 1

Capacity development

Software support

P4R

Enrolment

Graduation

Employment

TA for quality implementation of training

Regular visits to PTPs

Pilot PTP model 2 (adapted)


Software support

Hardware support

P4R

Enrolment

Graduation

Employment



Pilot PTP model 3.a


Software support

IRPU as core function of the PTP

Hardware support

P4R

Enrolment

Graduation

Employment


Pilot PTP model 3.b


Link micro-finance to the private skills training market.

MFI selection

Identification of MFI to rollout 3.b business model

Networking among PTPs and MFIs

Expansion of PTP programme

Upscaling PTP programme as of Q3 (October 2016)

Tailored/adjusted support to PTPs based on evidence

OUTPUT 2 (ITF)

Pilot ITF projects

ITF Project Debenhams

Piloting

Implementation

ITF Project Urmi Group

Piloting

Implementation

ITF Project Lafarge

Piloting

Implementation

Expansion of ITF programme

DBL

Concept development

Piloting

Implementation

Berger

Concept development

Piloting

Implementation

Primark

Concept development

Piloting

Implementation

New Look

Concept development

Piloting

Implementation

KIABI

Concept development

Piloting

Implementation

Expansion of ITF programme

Promotion of the ITF

Networking in constructon sector

Scoping and capa.dev.of potential TSPs

2017

June

2016

April May

Output area / Cross cutting topic

Interventions Jul Aug Sep Oct Nov Dec Jan Feb Mar

Sub-intervention 14 15 16 17 18 19 20 21 22 23 24 25 26

Cross Cutting: Policy Environment and Training packages

ISC for Construction is capacitated and supported

Facilitation of committee meetings

Master Trainer training

Trainer training (ToT)

Workplace Mentor training

Master Assessor Training

Assessor training

Moderator training

ISC for RMG is capacitated and supported in its functions

Formation & Registration of RTISC

Facilitation of committee meetings

Training Package development

Master Trainer training

Trainer training (ToT)

Workplace Mentor training

Master Assessor Training

Assessor training

Moderator training

Networking and Relationship with GoB, DPs and Strategic Partners

Networking and Relationship with GoB and relevant department

Networking and Relationship with DPsand Strategic partners

Cross Cutting: Gender & Social Inclusion

Review, Revise and Prepare Strategy Papers and Guidelines

Gender & Social Inclusion Strategy

Gender and Social Inclusion Scoping Study

Networking & Capacity Building

Working groups

Develop tools for partner sensitisation

Resource guide for PTP/ITF partners

Community sensitisation

Engagement of ISCs in GSI

Cross Cutting : Monitoring and Results Measurement

MRM System Development and Planning

MRM handbook

ToC development & Update

Logframe Update

Planning

MRM Data management and Reporting

Capacity Development of Users

Trainee Management System management

Stakeholder Assessment System management

Qualitative Reflective Sessions

Reality Check Approach

Tracer Study

Reporting to DFID & SDC

Annual Reporting

Quarterly Reporting

Value for Money Reporting

Other reporting as per need

Evidence Review and Sector Strategies

Sector Strategy (Draft, Final Approved)

Light-Touch Evidence Review

Evidence Review

Annual Review

Cross Cutting: Communications

Communication strategy and approach

Review the programme's communication strategy

Programme launch

Follow-up of launch event

Website development

Design of website

Website operation

Promotional tools and materials

Electronic newsletter

Information products

Communication support to partner organisations

Support to PTPs

Support to ITF partners

Support to ISC

Cross Cutting: Operations

Finance and Administration

Maintain Sudokkho accounting system

Provide administrative support to Sudokkho

Human Resource Management

Recruitment of remaining staff

Performance review and KPI setting

2016 2017

April May June

annual progress report -...

Documents