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					               Luncheon Address by Robert Gregory
              Executive Director, HEART Trust/NTA
    Annual JEF Conference, Jamaica Grande Hotel, Ocho Rios
                  Friday, May 30, Portland Suites

Preamble: Mr. Herbert Lewis, President of the Jamaica Employers
Federation, Mrs. Grace Strachn, the regional director of the ILO,
other distinguished members of the platform, ladies and gentlemen.

Let me begin by expressing my appreciation, and that of the
National Training Agency, to the Jamaica Employers Federation,
for this important opportunity to share some thoughts with you
during your annual conference. We certainly would like to thank
the JEF for its support of the work of the HEART Trust/NTA, and
for its recent rtecognition of the work of our certification and
accreditation arm, the NCTVET.

The theme around which, your deliberations are centred this year;
“Destination World Class; Connecting People, Strategy &
Performance”; lies at the “heart” (pun intended) of the frenzied
activities of the Trust over the past 12 to 18 months to give shape
and form to our new and emerging business model, so as to vastly
expand access to world class training and certification to all
working age Jamaicans.

The Context
Indeed, our mission of preparing a world class Jamaican workforce
should not be dismissed as slick public relations, rather, the
position of the National Training Agency has been consistent, and
as persistent, as the world in which we live today…a competitive
and exacting world that takes no prisoners, which tells us that:
“You’re either world class or no class!”

So today, if we concur that our destination as a nation is to become
a world class competitive player, then I am sure you will agree
with me, that people must lie at the heart of any strategy for world
class performance, growth and productivity.

   The core business of the HEART Trust/NTA is Training and
     Certification, and our work is fueled by a vision that sees
“A Jamaican Workforce trained and certified to international
   standards, stimulating employment-creating investments,
  contributing to the improved productivity, competitiveness,
  and prosperity of individuals, enterprises and the nation.”

Why a New Model?
However, as it now stands, the National Training System has
maximized its current capacity, catering to 33,000 persons on

average annually. We believe this to be inadequate to the needs
and requirements of the Jamaican workforce, which numbers some
1.2 million persons. We are also seized by the fact that many of
these 1.2 million are constrained by two factors:
   1. Many of them lack qualifications and formal certification
      for skills learnt on the job and in life, for which they can
      be assessed and certified.

   2. Many workers cannot afford to take time off to go back to
    (If one examines closely, the profile of the Jamaican workforce, one will
    see that it does not match the traditional perception that the workforce is
    low skill and low wage. In point of fact, the statistics show that upwards
   of 64% of the Jamaican workforce have had at least 9 years of schooling,
    the measure or indicator which the external multilateral agencies such as
   the World Bank, the IDB, the IMF, use to determine the educational level
      and potential of the workforce. The profile therefore, of our Jamaican
         workforce is not low-skill low wage. It is in fact, the profile of a
       workforce that can be trained to do sophisticated jobs and to attract
                       investments we want for our country.

    Please permit me to also share with you, the experiences of our recent
   programme to certify our early childhood workers. The NCTVET a few
 years ago, developed standards for early childhood care and development,
     which were of such high quality, that they were adopted as the world
 standards by UNICEF, and are being used to develop training curricula the
world over. We invited over 5,000 Jamaicans, many of them mature women,
  to be assessed against these standards. Of the 5,000, nearly 4,000 of these
      early childhood workers, who have long been marginalized by the
 mainstream education system as “lesser than”, were tested and found to be
                     operating at world-class standards!
   They were formally awarded National Vocational Qualifications by the
  NCTVET, and in one fell swoop, we were able to lift the prestige and the
professional esteem of this cadre of workers. They now, not only have world

 class credentials, but standing in the professional community. Such is the
     power of assessment and certification of outcomes based learning.

We have also been listening to you, the employers. We have taken
note of your requests and recommendations as to how the
HEART/NTA can be more useful to you. And chief among the
many things you tell us that you want, are:

  1. Find ways to intervene more directly into the workforce,
     through more customized training and on the job
     assessment and certification.

  2. Make the trainees, graduates more job-ready, with a
     deeper focus on job-specific skill-sets, as opposed to a
     broader occupational focus.

  3. Train and certify more, particularly members of the
     existing workforce.

Fulfilling the Mandate

Well, we have listened; and we have been piloting since January, a
new Business Model that will over the next three years, boost
access to the National Training System from 33,000 a year to
100,00 a year.
And how will we do it, you ask?
First and foremost, we will make the training system fully
competency standards-based. Competency-based training is
delivered on the local and global standards of competency set by
practitioners from the various economic sectors of employment.

These standards are written in terms of the knowledge, skills and
attitudes and learning outcomes required of all levels of workers to
perform effectively on the job.

This market-driven learning outcomes-based philosophy of
education and training, of which I speak, is distinct from the
traditional provider-driven system of education to which we are

The philosophical construct of our current system of education is
also fundamentally elitist and exclusionary, and is not yet
structured to effectively prepare the majority of our people to
properly “matriculate” to work.

We have all been participants and witnesses to a system that is all
about matriculating from one level of education to the next…you
know the drill, from the not-so-long ago Common Entrance, (now
GSAT), to high school, then sitting CXC/GCE to get to University
for an undergraduate degree, then to matriculate to the graduate
degree level, and then if you wish, to the post-graduate level.

It’s all about matriculating through an elitist education framework
that, after high school, only affects 15% of the student population.
What then happens to the remaining 85% of those leaving the
secondary system?
They have to matriculate to work...and they do so, without the
appropriate preparation and orientation for work.

And if you think we have a problem with the output of the
secondary system, consider the many tertiary graduates gilded to
the letter, who are also at that level, ill-prepared to matriculate and
add value to the workplace. This is caused by an artificial
dichotomy created between academic and vocational.
The situation is clearly dysfunctional and untenable in the 21st
                  MAKES ONE EMPLOYABLE”
The philosophical distinctions between the traditional system and
an outcomes-based system are clear, and I would argue that the
latter is best suited for our Jamaican workforce as we seek to
compete and prosper in a demanding global marketplace.

And don’t get me wrong. We have some of the finest universities
and colleges in Jamaica that are world renown.

However, what we seem to lack is the will to connect in more
pragmatic and impactful ways, the goals of academia with the
expectations and requirements of industry and the economy. And
at the risk of being misinterpreted, we have no problem with the
content of the education system; rather, what we suggest is a
change of context and orientation of education in Jamaica.

The focus of the HEART Trust/NTA’s new business model on
workforce development is both timely and deliberate.
Many countries that are prospering are adopting their own
Workforce Development Systems that feature similar competency
certification to our own National Vocational Qualification of
Jamaica, NVQ-J, but with important differences as the ideas spread
and become refined.

One of the first countries to embrace competency certification was
the U.K., to be followed by Scotland, and then the Australians and
New Zealanders who refined things further and have really begun
to implement a true workforce development and certification
system. We have modeled our new TVET system off the
Australian and New Zealand model.

Other countries are also implementing systems: Mexico, Mauritius,
Malaysia, South Africa, and the United States with its industry-
based certification system, and very soon, our CARICOM
neighbours. So we have no choice if we want to move forward.
But when all said is done, implementing this new business model
is a paradigm shift for us and it is critical for the fulfillment of our
present mandate as the National Training Agency.
If we can get the workforce trained and certified to global
standards then there is no question in my mind that we will attract
high-end local and overseas job-creating investments, which will
provide “decent work” and good wages for our people.
The “Low Skill Cheap Labour” model of development is no longer
viable for us.

Ladies and gentlemen, any discussion on opening access to
education and training tends to engender concerns about quality
and standards. In fact, concerns about quality are as old in the
production of goods and services, as in training activities, and it
would be remiss of me not to explain how we intend to ensure a
quality system in this new model.
Central to the success of this new model is the work of the
NCTVET, which is playing the key role of quality assurance

manager through a rigorous system of assessment and
This new system will ensure true harmonization among industry-
derived standards, the development of training curricula and the
assessment of learning outcomes for certification.

I should add that in the competency-based approach, the emphasis
is not on training people to pass exams. Rather, the stress is on
learning outcomes and competence, preparing people for their
whole work in life, incorporating abilities for communication,
participation, entrepreneurship, I.T., teamwork, negotiation and the
exchange of ideas, best capsuled in two words, “employability

The ILO describes the concept of quality in training as being built
around the effectiveness of the serviceable abilities for their work
and social life. Underpinning all of this, is a commitment to
lifelong learning, of which there are four pillars according to the
UNESCO Delors Report; and these are: “Learning to Learn”,
“Learning to Do”, “Learning to Live with Others”, and “Learning
to Be.” Quality is a complex and diverse concept that cannot be
gauged or measured by traditional evaluation tests.

We believe that our new business model will strengthen our
occupational standards development process, incorporating new
occupations, e.g. green keepers, with the right blend of
employability skills, so that when training and certification is
complete, there is almost a perfect fit between the employee and
the job requirements.

In the model, we have zoomed in our focus on specific skills sets
within each occupation. We have broken down all occupations into
skill units, or competencies, and assess and certify each and every
one, accumulating over time into a full occupational qualification.
What this does, is that it allows us to assess at each module of the
training and certify the assessed learning outcomes. This also
allows workers to pursue their studies part-time, at their own pace,
and to build their full occupational qualifications over time.

In two words, the training system is becoming more “flexible and
accessible” to an entire cadre of workers, who would have found it
virtually impossible to access training, re-training, upgrading and

The new business model will:

   Strengthen industry training lead groups to improve standards
        developed for training.
   These standards will help you to focus HRD programmes on
        required skills and ensure that your workers have the required
        skills for specific jobs.
   The standards can also be used a basis for job description,
        allowing you to tie compensation with skills.
   Firms can also become accredited training and assessment
    providers. You can use the NCTVET standards to train your
    staff, and have them assessed and certified against those

As everyone in this room knows, investors are now searching the
global pool of employees for their operations and selecting the best
regardless of nationality.
This is what is forefront in our mind in developing a new TVET
business model – putting Jamaicans in the pool of the best,
knowledge-based workers in the world.

It is you – the employers of Jamaica who through your 3% tax
contributions, fund the HEART Trust/NTA and this is why the
focus of the new TVET is geared to satisfy the needs of industry.
Actually, we are doing exactly what you have told us that you

So what are we hoping to achieve?

We want to achieve a real transformation of the Jamaican
workforce to take advantage of the opportunities that are already
here and those on the horizon.

  We are committed to implementing this new business model to
substantially increase access to training and certification, changing
over time, the quality and profile of the Jamaican workforce…“A
  Jamaican Workforce trained and certified to international
   standards, stimulating employment-creating investments,
  contributing to the improved productivity, competitiveness,
  and prosperity of individuals, enterprises and the nation.”

I commend this vision and our business model to you, and I look
forward to your whole-hearted support.

Thank You.

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