2015年-世界发展银行全球_Tanzania_Workforce_Development___SABER_Country_Report_2015_58页_983kb

Tanzania Workforce Development Summary

Core Content

This report evaluates the state of Tanzania's workforce development (WfD) system using the World Bank's SABER-WfD benchmarking tool, focusing on three key dimensions: Strategic Framework, System Oversight, and Service Delivery. The findings highlight both the progress made and the challenges that remain in aligning WfD policies with national development goals and labor market needs.

Main Findings

1. Strategic Framework

• Overall Rating: Emerging (2 out of 4)
• Key Issues:
  • Government leaders have outlined a vision for WfD aligned with national development goals.
  • However, there is a lack of a coordinated strategy across line ministries, with MoEVT and MoLAE working independently.
  • Coordination with nonstate stakeholders is limited and ad hoc, as these actors do not have legally defined roles.
  • Limited business input into planning and insufficient forward-looking analysis on skills needs result in WfD policies that are not fully responsive to economic trends.

2. System Oversight

• Overall Rating: Emerging (2 out of 4)
• Key Issues:
  • Annual budgeting for TVET does not incentivize efficiency or equity in access.
  • Public support for CVET and ALMPs is minimal and uncoordinated.
  • Quality assurance standards and qualifications frameworks are in place, but enforcement and updates are inconsistent.
  • The existence of two regulatory agencies for TVET leads to fragmented oversight and incoherence among providers.
  • The Skills Development Levy (SDL) is not aligned with employer needs and is misused.

3. Service Delivery

• Overall Rating: Emerging (2.1 out of 4)
• Key Issues:
  • A diverse range of state and nonstate training providers exists, but government capacity to enforce quality standards is limited.
  • Public TVET providers lack incentives to collaborate with industry partners, making it difficult to align training with labor market needs.
  • Data collection and management at the provider level are weak, with limited use of data for monitoring and improving outcomes.
  • There is a lack of a national labor market information system (LMIS) to support informed decisions on education and training.

Key Recommendations

Strategic Framework

• Establish an Apex-Level WfD Body: To formalize coordination across ministries and stakeholders, including private sector input.
• Enhance Employer Participation: Provide formal mechanisms for employers to shape and implement WfD policies at all levels.
• Improve Forward-Looking Analysis: Strengthen the capacity to anticipate and respond to future skills needs in the economy.

System Oversight

• Develop a Demand-Led and Transparent TVET Financing System: Align public funding with training and employment outcomes.
• Realignment of Funding Allocation: Ensure that funding for TVET is prioritized over higher education for short-term, job-relevant courses.
• Restructure the Skills Development Levy (SDL): Reform the SDL to ensure it is used effectively to support training and meets employer needs.
• Create a Competitive TVET Fund: Encourage public-private partnerships and provider accountability through results-based funding.

Service Delivery

• Implement a National LMIS: Support evidence-based decision-making and better alignment of education and training with labor market demands.
• Strengthen Linkages with Industry: Include employer representatives on provider governing boards to enhance labor market orientation and training quality.
• Improve Data Systems: Streamline data collection and management, and ensure government officials, providers, and citizens can effectively use data for monitoring and improvement.

Country Context

• Economic Overview:

  • Tanzania's economy grew by 7.3% in 2013, with the service sector contributing 47% of GDP.
  • The industrial sector accounts for 23% of GDP, and agriculture contributes over 30%, employing 80% of the workforce.
  • The country has seen an increase in foreign direct investment, especially in the mining sector due to offshore gas discoveries.

• Demography and Employment:

  • Tanzania has a population of over 47 million with an annual growth rate of 2.9%.
  • 52% of the population is in the working age group (15–64), with youth (15–35) comprising two-thirds.
  • Over 900,000 young Tanzanians enter the labor market annually, with high unemployment rates (9.4% for youth, 20% in urban areas).
  • Only 11% of workers are in the formal sector, and the majority are low-skilled.

• Education and Training:

  • Tanzania has implemented education reforms to increase access and improve quality.
  • The Education and Training Policy 2014 outlines a structure for early childhood, primary, secondary, and tertiary education.
  • Despite increased enrollment, the quality of education remains low, with significant literacy gaps.
  • TVET providers struggle to meet labor market demands, especially in sectors like tourism and gas, where there is a shortage of skilled workers.

Conclusion

Tanzania's WfD system is at an emerging stage, with clear policy goals and some institutional structures in place. However, there is a need for greater coordination, stronger funding mechanisms, and improved service delivery to ensure that the workforce development system supports the country's transition to a middle-income status and meets the growing demand for skilled labor. Strengthening these areas through strategic reforms and increased collaboration with the private sector is essential for long-term economic growth and social development.