Like this article? PLEASE +1 it! Evan Signature
Evan Carmichael Top Header about About Home Profiles articles Tools forums inspirational quotes About facebook Twitter YouTube Blog

public sector training Tagged Articles



7.5.4 The role of public sector training institutions: Institutional design and capacity building
Many believe that public sector training institutions are intrinsically unable to support the training needs of the poor and disadvantaged and that, for this reason, primary reliance should be placed on NGOs and other private sector training institutions.

5.3.5 Micro and small enterprises: Public sector training
Generalisations abound about the generally poor performance of public sector training institutions in supporting MSEs.

5.3.3 Women: Public sector training
common criticism of public sector training for the poor is that, at least up until fairly recently, it has been largely 'gender blind' which is part of a wider problem of mainly male policymakers simply 'not seeing' women.

5.3 Training impacts: Public sector training
Despite the lack of evidence, it is widely argued that the impact of public sector training for the poor has been minimal in most countries.

5.2.1 Training outputs: Public sector training
Despite a chronic lack of supporting evidence, most training for the poor provided by public sector training institutions has been widely criticised for being inaccessible, irrelevant and of poor quality.

3.1.4 Overall resource availability: Training priorities, resources and reorientation
The extent of public sector training for the poor is also strongly influenced by resource availability and the overall incidence of poverty.

3.1.3 Market-driven training reforms: Training priorities, resources and reorientation
During the 1990s, the World Bank has taken the lead in promoting the benefits of pro-market reforms for VET.
3.1.2 Training for the formal sector: Training priorities, resources and reorientation
Despite oft-repeated government pronouncements about the need for concerted efforts to improve the skills of the poor, responding to formal sector training needs has remained the top priority for most public sector training institutions during the 1990s.
3.1 The public sector: Training priorities, resources and reorientation
"While there is long history of poverty-focused training in developed industrial economies, it is still relatively rare in the large majority of developing countries where most of the poor live" (Malik, 1996:46). This seems particularly ironic given that most of the world's poor live in developing countries. The following discussion looks at why public sector training priorities continue to favour non-poor groups. We shall focus in particular on the design of poverty reduction programmes, overall resource availability and competing claims over training resources from other sectors and groups.

2.2.4 National training systems: Contributory factors
While constant reference is made in the literature to 'vocational training systems', it is rarely made clear what exactly is meant by training system.

Other public sector training Related Articles

3.1.2 Training for the formal sector: Training priorities, resources and reorientation
Despite oft-repeated government pronouncements about the need for concerted efforts to improve the skills of the poor, responding to formal sector training needs has remained the top priority for most public sector training institutions during the 1990s.
3.1.4 Overall resource availability: Training priorities, resources and reorientation
The extent of public sector training for the poor is also strongly influenced by resource availability and the overall incidence of poverty.

5.2.1 Training outputs: Public sector training
Despite a chronic lack of supporting evidence, most training for the poor provided by public sector training institutions has been widely criticised for being inaccessible, irrelevant and of poor quality.

6.2 Traditional interventions: For-profit and NGO training activities
The training programmes of traditional NGOs have been similar in many respects to those offered by public sector VET government institutions. In particular, long-term pre-employment training in traditional trades for school leavers and the disabled have predominated.
7.5.4 The role of public sector training institutions: Institutional design and capacity building
Many believe that public sector training institutions are intrinsically unable to support the training needs of the poor and disadvantaged and that, for this reason, primary reliance should be placed on NGOs and other private sector training institutions.

The Bands of Public Sector Supplier Engagement
“To really leverage vendor partnerships, solution providers need an in. For the public sector, that entre has to go beyond the program to the individual behind it who understands the market nuances and challenges that can hold partners back.” From the article 25 Public-Sector Channel Leaders (ChannelWeb Network, March 19, 2007) In one simple statement within the confines of a single article there has never been a better or more succinct explanation of what plagues public sector procurement practice today. Especially in the area of supplier development and engagement!

About.com’s Martin Murray’s post “Non-Profit Organization Suing ERP Supplier” A Sign of the Times?
In a white paper that I had written in 2007 titled “SAP Procurement for Public Sector” I had highlighted how the challenges with failed ERP-centric initiatives extended beyond the public sector to include the private sector. The difference as one senior Colgate-Palmolive executive told me shortly after scrapping a failed program was that “unlike the public sector in which a failed initiative becomes front page news, private sector company ERP failures rarely make a blip on the media’s collective radar screen.” The lack of media awareness notwithstanding, the frequency of failures in the private sector is comparable to the number of setbacks that occur in the public sector.
A Revenue Positive Business Model in Public Sector Purchasing (Part 1)
The core “philosophy” behind the New Public Management or “NPM” concept (which has been part of the government lexicon since the 1980s), is the belief that a “market orientation in the public sector will lead to greater cost-efficiency for governments, without having negative side effects on other objectives and considerations.” While there may be merit in the NPM vision, in reality its practical implementation has for the most part been sidetracked into an imitate versus innovate approach. Specifically, the philosophy has been reduced to one of using the same technological platforms and methodologies in the public sector as the ones used in the private sector.

Missing files and Tender Entrepreneur Brokers
It has now become recognised that an important catalyst to business growth is enabling entrepreneurs to compete on the public procurement market. And it is encouraging that young entrepreneurs are taking on the bottlenecks in the public sector, and developing new applications that equalize information asymmetries and promote transparency whilst combating public sector corruption.

Public Sector Pensions: Why “Fixing the Problem” IS the Problem
Dramatic increases in public sector pension liabilities at a time when state and local governments have seen their revenues shrink drastically have resulted in an explosive backlash against public sector unions and the workers they represent.
Featured Article

Bottom Footer



Newsletter

Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!
Name:
Email:
Popular Articles

Starting a Business with Bad Personal Credit

How To Be Happy at Work? Acknowledge Yourself

Winning Market Share in a Tough Economy
Suggestions

Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.