SABER: Systems Approach for
Better Education Results
SABER-Workforce Development
Jee-Peng Tan, HDNED, World Bank
29 May 2012
THE WORLD BANK
WB Support to Partner Countries
Knowledge
Dialogue
SABER-WfD
Operations
Bringing 2 sides of the skills equation into 1 frame
Supply Side:
Demand Side:
Enabling employers
to communicate and
meet skills needs
Equipping individuals
with job-relevant
Governance
Finance
Information
Design of the SABER-WfD Tool
3 Broad Functional Dimensions
Strategy
Aligning WfD to
national goals for
productivity
Delivery
Oversight
Managing for tangible
results on the ground
Governing to achieve
desired goals
Unpacking the 3 dimensions into 9 policy goals
1. Clarifying the direction for WfD
Strategic
Framework
2. Prioritizing a demand-led approach
3. Strengthening critical coordination
4. Diversifying pathways for skills acquisition
System
Oversight
5. Ensuring efficiency and equity in funding
6. Assuring relevant and reliable standards
7. Fostering relevance in training programs
Service
Delivery
8. Incentivizing excellence in training provision
9. Enhancing accountability for results
Zooming in on Dimension 1: Strategy
Assessed on such evidence as:
Policy Goals
• Advocacy for WfD by leaders
• Who are the leaders?
Functional
Dimension
Strategic
Direction
• Is the leadership ad hoc or
institutionalized?
• Prioritization of WfD for
economic development
Strategy
Demand-led
Approach
Critical
Coordination
• What WfD priorities have
been identified for
implementation?
• Are the priorities informed
by assessments and
dialogue with stakeholders?
• Is there evidence of action
on the identified priorities?
• etc.
Data Collection
• Questionnaire to systematize data gathering
• Documentary evidence to substantiate data
• Credible informants to fill data gaps and validate data
• Data accuracy critical
Data Analysis: Generic Rubrics for Benchmarking
4: Advanced
3: Established
2: Emerging
1: Latent
Example of Specific Rubrics for Policy Goal 1
Policy Goal 1: Articulating a Strategic Direction for WfD
Advanced
Action 1: Advocate for WfD as a
priority for economic
development
Established
Emerging
Latent
• WfD is not
prioritized
• Leaders recognize
the importance of
WfD
• Development
plans identify a
few WfD priorities
• Full integration of
WfD into national
policies and
strategies
• Leaders in
government and
industry provide
sustained support
for WfD
• Development
plans support a
comprehensive
and well-justified
set of WfD
priorities
• Development
plans specify
several WfD
priorities
• Evidence that WfD
priorities are
implemented
• Evidence of
priorities being
implemented
• Use of feedback
and evaluation to
inform
improvements
Presentation of SABER-WfD Findings
Overview:
System
Oversight
Oversight
Strategy
Strategic
Framework
Drill down by policy goal:
1. Direction
2. Demand-led
3. Coordination
4. Pathways
5. Funding
6. Standards
Service
Delivery
Delivery
7. Relevance
8. Excellence
9. Accountability
1
2
3
4
1
1970
1990
2010
2
3
4
Piloting the Approach: Case Studies
1970
1980
1990
Chile
 (10,095)
Ireland
 (13,993)
2000
2010
 (4,878)
 (6,334)
 (25,629)
Singapore
 (4,635)
 (15,748)
 (32,536)
Korea
 (1,994)
 (6,895)
 (16,372)
Uganda
(): GDP per capita (constant 2000 US$)
 (377)
Country Presentations:
• Summary findings on the evolution of the country’s
polices and institutions for WfD
• Key changes in each of the 3 functional dimensions of
strategy, oversight, and service delivery
• Challenges and lessons learned
What’s Next? SABER-WfD beyond the Pilot Phase
• Distill and share lessons from pilot countries
• Refine SABER-WfD instruments:
– Data collection instrument
– Training materials
– Templates
• Expand application to more countries
• Build cross-country knowledge base
Thank you
World Bank SABER-WfD Team:
Leader: Jee-Peng Tan
Members: Richard Arden, Rita Costa, Angela Demas, Ryan
Flynn, Manorama Gotur, Kiong Hock Lee, Joy Nam, Marie
Madeleine Ndaw, Brent Parton and Alex Valerio
THE WORLD BANK