Public sector reform is one of the policies that must be pursued under the International Monetary Fund-sponsored economic reform programme. However, this Administration has failed to effectively communicate what is meant by reform.
The purpose of reform is to ensure that the public sector becomes more efficient and innovative. Such an activity is more comprehensive than simply divesting agencies or reducing the wage bill to within nine per cent of GDP as the IMF dictates. Therefore, any reform of the public sector must include a radical transformation of the HEART Trust/NTA, the agency responsible for creating a productive workforce.
Successive administrations have attempted to reform this agency, but there is still great room for transformation. At the crux of the matter is that HEART Trust/NTA is seen as an agency created to give underachievers a second chance. The effect of this is that, notwithstanding reforms, the agency still has an image problem. It is not perceived as a post-secondary institution for the best and the brightest. So we must dispel the myth that technical vocational education and training (TVET) is for dunces by changing the image of HEART.
Countries like Singapore and South Korea have transformed their economies by creating a skilled labour force through TVET programmes. Both countries were able to do this by marketing technical education as something sophisticated. For example, polytechnics in Singapore offer courses in subjects like bioengineering.
Jamaica followed a similar path in 2011 when a number of the national training agency’s institutions were rebranded as colleges. But reform will require more than a name change. Our institutions must be equipped with the relevant technologies and R&D infrastructure. Therefore, the HEART Trust must be willing to cut back on some of its programmes. It does not make economic sense for HEART to be using scarce resources to fund training centres, offering courses in housekeeping. If we are interested in helping unattached young people, then the Social Development Commission and Jamaica Social Investment Fund must fund these programmes. Furthermore, we do not know if the country is getting value for money when HEART decides to finance such initiatives.
Additionally, there is a need for the agency to have less duplication across its campuses. Some campuses could even be closed to make room for more sophisticated polytechnics. It would also be appropriate for HEART to diversify its offerings by providing HR and business consultancy services. What’s more, a reform of HEART could be beneficial for professionals, if the agency begins to tailor more courses to meet their needs. The HEART Trust’s suite of programmes has to become more sophisticated if Jamaica is to compete globally. This is the only alternative.
Lipton Matthews
lo_matthews@yahoo.com
The purpose of reform is to ensure that the public sector becomes more efficient and innovative. Such an activity is more comprehensive than simply divesting agencies or reducing the wage bill to within nine per cent of GDP as the IMF dictates. Therefore, any reform of the public sector must include a radical transformation of the HEART Trust/NTA, the agency responsible for creating a productive workforce.
Successive administrations have attempted to reform this agency, but there is still great room for transformation. At the crux of the matter is that HEART Trust/NTA is seen as an agency created to give underachievers a second chance. The effect of this is that, notwithstanding reforms, the agency still has an image problem. It is not perceived as a post-secondary institution for the best and the brightest. So we must dispel the myth that technical vocational education and training (TVET) is for dunces by changing the image of HEART.
Countries like Singapore and South Korea have transformed their economies by creating a skilled labour force through TVET programmes. Both countries were able to do this by marketing technical education as something sophisticated. For example, polytechnics in Singapore offer courses in subjects like bioengineering.
Jamaica followed a similar path in 2011 when a number of the national training agency’s institutions were rebranded as colleges. But reform will require more than a name change. Our institutions must be equipped with the relevant technologies and R&D infrastructure. Therefore, the HEART Trust must be willing to cut back on some of its programmes. It does not make economic sense for HEART to be using scarce resources to fund training centres, offering courses in housekeeping. If we are interested in helping unattached young people, then the Social Development Commission and Jamaica Social Investment Fund must fund these programmes. Furthermore, we do not know if the country is getting value for money when HEART decides to finance such initiatives.
Additionally, there is a need for the agency to have less duplication across its campuses. Some campuses could even be closed to make room for more sophisticated polytechnics. It would also be appropriate for HEART to diversify its offerings by providing HR and business consultancy services. What’s more, a reform of HEART could be beneficial for professionals, if the agency begins to tailor more courses to meet their needs. The HEART Trust’s suite of programmes has to become more sophisticated if Jamaica is to compete globally. This is the only alternative.
Lipton Matthews
lo_matthews@yahoo.com