J.8_CTJ_Tajikistan_Workforce_Landscape_Report.pdf

LANDSCAPE REVIEW

WORKFORCE DEVELOPMENT IN

TAJIKISTAN

August, 2017

RFP 72011518R00001

Attachment J.8

Activity Title: USAID Competitiveness, Trade, and Jobs Activity (CTJ) in Central Asia

Contract Number: AID-176-H-16-00001

Sponsoring USAID Office: USAID-Central Asia

Contractor: DAI

Author: Sergei Muzyka

COR: Svetlana Golovatskaya

Chief of Party: Geoff Wright

Subject: Tajikistan Workforce Landscape Report

Date: August, 2017

ABOUT THE ACTIVY

USAID Competitiveness, Trade, and Jobs in Central Asia activity aims to facilitate exports and employment in horticulture and strengthen transport and logistics services across the five Central Asian economies. By incentivizing firms to become more regionally competitive and by addressing cross-border impediments to trade, USAID helps to develop a more diverse and competitive private sector and generate export-driven growth.

Five-Year Project: October 2016 to September 2021 Goals: Expand regional trade and employment in the horticulture, transport and logistics sectors in Central Asia Approach: Market Systems Development – facilitating market actors to implement activities and achieve goals

The views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

CONTENTS

1. INTRODUCTION 5

2. METHODOLOGY 6

3. OVERALL ECONOMIC CLIMATE 7

4. TVET AND WORKFORCE DEVELOPMENT ORGANIZATIONS 8

5. CURRENT DONOR WORKFORCE ACTIVITIES 8

THE ADB STRENGTHENING TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING PROJECT 8

ILO - G20 TRAINING STRATEGY: A PARTNERSHIP OF THE ILO AND THE RUSSIAN FEDERATION 10

THE EUROPEAN UNION FUNDED TECHNICAL ASSISTANCE PROJECT FOR THE MINISTRY OF LABOUR, MIGRATION AND EMPLOYMENT OF POPULATION 11

6. INFORMATION ON OCCUPATION AND SKILL GAPS 12

7. CONCLUSIONS AND RECOMMENDATIONS 13

COOPERATION WITH ADB, ILO AND EU PROJECTS 13

RECOMMENDATION 1: AGREE DEVELOPMENT PLANS WITH THE ADB, ILO AND EU 13

RECOMMENDATION 2: STRENGTHEN CAPACITY OF LOCAL TRAINING ORGANIZATIONS TO FUND AND

DELIVER SHORT TECHNICAL COURSES ADDRESSING CTJ TARGET SKILL GAPS 13

RECOMMENDATION 3: SUPPORT EMPLOYER-TVET DIALOGUE 14

RECOMMENDATION 4: SUPPORT ENTREPRENEURSHIP TRAINING IN KHATLON 14

ANNEX 1. MEETING NOTES 15

THURSDAY, JUNE 8, 2017 DUSHANBE 15

ADB STRENGTHENING TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING PROJECT 15

AND WORKSHOP FOR FACILITATORS. 15

FRIDAY, JUNE 9, SUGHD 16

MR. SHORAUF SHORAKHMATOV, PRESIDENT, ASSOCIATION OF AGRO-BUSINESS OF TAJIKISTAN 16

MR. ABDURAKHMON KHUSEINOV, DIRECTOR, ASSOCIATION OF ENTREPRENEURS OF SUGHD 17

MR. SHARIFJON ODINAEV, DIRECTOR, ADULT LEARING CENTRE OF SUGHD 17

MRS. MAHINAKHON SULEYMANOVA, EXECUTIVE DIRECTOR, NEKSIGOL MUSHOVIR AND INFORMATIONAL

PORTAL «AGROINFORM», 17

SATURDAY, JUNE 10 18

MR. ABDUMUBIN , EXECUTIVE DIRECTOR, INTERNATIONAL ASSOCIATION OF PRODUCERS AND EXPORTERS

OF AGRO-PRODUCTS OF TAJIKISTAN (IAPEAT) 18

MR. JAMSHED BUZURUKOV, DIRECTOR, ISFARA FOOD LTD 19

MR. FIRDAVS ABDUFATOEV, DIRECTOR, ORO ISFARA LLC, 20

ADB STRENGTHENING TECHNICAL VOCATIONAL EDUCATION AND TRAINING PROJECT 20

MRS. ZARINA KHALIKOVA, COUNTRY DIRECTOR, DVV INTERNATIONAL (DVV - DEUTSCHER

VOLKSHOCHSCHUL - VERBAND E.V. 22

MR. SOBIR AMINOV, ILO NATIONAL COORDINATOR 22

TUESDAY, JUNE 13, QURGONTEPPE AND QUMSANGIR, KHATLON REGION 23

MR. IZATULLO SADULOEV, DIRECTOR, KOMBINATI KHOROVORII QURGONTEPPE 23

MR. FARRUKH, DEHKAN FARMER 24

MR. NIZIM NARZULLOEV, DEPUTY COP, USAID FEED THE FUTURE TAJIKISTAN AGRICULTURE AND WATER

ACTIVITY PROJECT 24

DECEMBER 19, 2016 DUSHANBE 25

MRS. MATLUBA ULJABAEVA, CHAIRWOMAN, NATIONAL ASSOCIATION OF SMES 25

MRS. FIRUZA SUNATULLOEVNA MAHMUDOVA, DIRECTOR IKDOM TRANSPORT AND LOGISTICS COMPANY 28

DECEMBER 20, 2016 28

MRS. ZARINA KHALIKOVA, COUNTRY DIRECTOR, DVV INTERNATIONAL (DVV - DEUTSCHER

VOLKSHOCHSCHUL-VERBAND E.V.) 29

MR. KIRK RAMER, CHIEF OF PARTY, TAJIKISTAN AGRICULTURE AND WATER ACTIVITY PROJECT /TAWA 30

MR. MANSUR YORMATOV, DEPUTY DIRECTOR, ADULT LEARNING CENTER 31

DECEMBER 21, 2016 32

MR. VIRODICK FEZAKOV, GIZ TECHNICAL AND VOCATIONAL EDUCATION SUPPORT PROJECT 32

MR. SHUKHRAT ABDULLAEV, DIRECTOR, ASSOC OF MICROFINANCE ORGANIZATIONS OF TAJIKISTAN 33

MR. MAKHMADALI MIRZOEVICH SHOKIROV, PRESIDENT ASSOCIATION OF INTERNATIONAL AUTOMOBILE

FREIGHT – FORWARDERS OF TAJIKISTAN (ABBAT) 34

MR. SOBIR AMINOV, NATIONAL COORDINATOR IN TAJIKISTAN, ILO DECENT WORK TEAM 35

DECEMBER 22, 2016 35

MRS. DILBAR BAKAEVA, PHD, EXECUTIVE DIRECTOR, ADULT EDUCATION ASSOCIATION OF TAJIKISTAN 35

MRS. MATLUBA DDABAEVA, EXECUTIVE DIRECTOR, PUBLIC ORGANIZATION “YOUTH HOUSE” 36

MR. JAMSHED QUDDUSOV, DIRECTOR, INFORMATION RESEARCH CENTER «SOCSERVICE» 37

MR. OZOD DAVLATSHOEV, EXECUTIVE DIRECTOR, ACCELERATE PROSPERITY INITIATIVE, AGA KHAN

FOUNDATION 38

MR. SUBHON ASHUROV, CHAIRMAN, VOCATIONAL EDUCATION AND TRAINING SUPPORT FOUNDATION OF

TAJIKISTAN (VETSF) AND FORMER DEPUTY MINISTER OF LABOR AND SOCIAL PROTECTION 38

DECEMBER 26, 2016 KHATLON REGION 38

MRS. MARIFAT HYDIRALIEVA, DIRECTOR, WOMEN'S RESOURCE CENTER "MARIFAT" 39

MR. FARRUKH SHOIMORDANOV, PROJECT MANAGER, SAID WOMEN’S ENTREPRENEURSHIP FOR

EMPOWERMENT PROJECT, NATIONAL ASSOCIATION OF BUSINESS WOMEN OF TAJIKISTAN 40

MRS. GULBAKHOR MAKSUTKHODJAEVA, CHAIRWOMAN, NGO "BUNOVONI KHATLON" 42

DECEMBER 27, 2016 43

MR. RUSTAM BAKHRIDINOV, BRANCH DIRECTOR, INTERNATIONAL PUBLIC ORGANIZATION "FIDOKOR" 43

MR. NURULLO SHARIFOV, DIRECTOR, ADULT LEARNING CENTER OF KHATLON 44

MR. SHARAF SANTOV, DEPUTY DIRECTOR, CHAMBER OF COMMERCE AND INDUSTRY OF KHATLON

REGION 45

DECEMBER 28, 2016 46

MR. MIRALI, DEHKAN FARMER 46

MR. RAIS, DEHKAN FARMER. 47

MR. KHURSHED KURBONOV, DIRECTOR, PUBLIC ORGANIZATION “NURI KHATLON” 47

ANNEX 2. KEY INFORMANT INTERVIEW LIST 49

ANNEX 3. QUESTIONS TO TECHNICAL VOCATIONAL EDUCATION TRAINING SYSTEM AND

WORKFORCE DEVELOPMENT ORGANIZATIONS: 50

ANNEX 4. INTERVIEW QUESTIONNAIRE FOR PRIVATE FIRMS AND EMPLOYERS ASSOSIATIONS 52

ANNEX 5. INTERVIEW QUESTIONNAIRE FOR TVETAND WORKFORCE DEVELOPMENT

ORGANIZATIONS 53

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 5

1. INTRODUCTION

The USAID Competitiveness, Trade and Jobs in Central Asia (CTJ) is a five-year activity implemented by DAI and a consortium of partners to strengthen horticultural trade and transport and logistics services in the five Central Asian counties: Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan and Uzbekistan.

CTJ aims to facilitate exports and employment in horticulture and strengthen transport and logistics services across the five Central Asian economies. By incentivizing firms to become more regionally competitive and by addressing cross-border impediments to trade, USAID helps to develop a more diverse and competitive private sector and generate export-driven growth.

The Workforce Component of CTJ review labor skills demanded by employers in horticulture, transport and logistics and then works with stakeholders and donors to support local training organizations deliver relevant training.

CTJ Workforce Advisor, Sergei Muzyka, carried out a workforce development landscape review via two field visits to Tajikistan during December 2016 and July 2017,1 identifying areas where USAID CTJ could contribute to increasing competitiveness and trade facilitation through workforce development in the transportation and logistics and horticulture sectors. The first trip was designed to collect general information on supply and demand side issues, while developing linkages with possible partners. The second trip took a deeper dive into the skills gaps in prioritized sectors and exploration of possible partnerships with donors working in the workforce development arena.

One main objective of both trips was to map and establish connections with the following stakeholders:

1. Supply-side partners: TVET providers and other workforce development organizations such as NGOs and private training providers involved in vocational training and skills development;

2. Demand-side partners: Employer associations and private companies operating in the transportation & logistics and horticulture sectors including food and vegetables processors;

3. International organizations and donor agencies: Those working in the education sector and workforce sector with the ultimate objective to create and promote employment for the CTJ target population of women and youth; and

Through formal interviews with stakeholders, CTJ was able to identify skills gaps along the value chains in the transportation and logistics and horticulture sectors, as well as assess the demand for entrepreneurship programs as a tool for employment promotion for disadvantaged groups.

Findings from the landscape review will be used to develop a CTJ Component 3 Year Two work plan that includes joint activities with international development organizations, donor agencies and local partners (government, public and private sectors) with the ultimate goal of developing strategies to facilitate employment for women and youth.

1 Note: First trip to Dushanbe and Qurgonteppe on December 18-30, 2016; Second trip to Dushanbe, Khodjand, Isfara, Qurgonteppe on June 7- 14, 2017

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 6

2. METHODOLOGY

All demand-side stakeholders were selected based on an analysis of the value chain model in the horticulture sector (see simplified model below) conducted through desktop research and consultation with the CTJ Country Director in Tajikistan. International development agencies and Donor organizations were selected based on their mandate to promote employment and workforce development through strengthening Technical Vocational Education Training system and Entrepreneurship development as a tool for self-employment and employment opportunities in private sector.

Interviews were held with a total of 38 stakeholders including:

1. Private sector companies and Dekhan farms involved in horticulture production (3)

2. Private sector companies involved in horticulture products processing (4)

3. Private sector companies in transportation and logistics (1)

4. TVET institutions (6)

5. Workforce development organizations and training providers /NGOs (6)

6. International development organizations and donor agencies (7 including USAID projects)

7. Local associations (9)

8. SME development (1)

9. Research and Development-(1)

On average, interviews lasted 60 minutes and even more and were based on a series of questions developed specifically for each stakeholder group (see Annex 1).

In total, CTJ conducted meetings with ten private sector representatives from seven private sector businesses in horticulture and including those working in agro-business, dry fruits and nuts, and processed food and drink. All private sector companies and sector associations represent CTJ target groups in horticulture, horticulture products processing and export facilitation. These companies and associations are actively participated at the CTJ assessments, trade forums and other activities.

We also conducted meetings with eleven technical vocational and education providers (TVET and NGOs), which deliver different type of trainings and other workforce audience to ensure productive employment.

In order to explore the work of other donors and partnership possibilities, CTJ conducted meetings with representatives from the Asian Development Bank, the International Labour Organization, DVV International and the Accelerate Prosperity Initiative funded by the Aga Khan Foundation. The Country Director of DVV International kindly provided information on its strategic partner, GOPA Worldwide consultants, and GIZ. With these partners, DVV is implementing a European Union funded technical assistance project with the Ministry of Labour, Migration and Employment of Population in the area of in-service TVET teacher training.

CTJ also participated in a facilitator workshop for the ADB project designed to brief local facilitators and representatives of TVET institutions on the donors’ concept, organization and procedures for development of their current workforce project.

Simplified Value Chain Model

3. OVERALL ECONOMIC CLIMATE

Despite increased public investment, especially in infrastructure, the significant decline in remittances and resulting currency depreciation in addition to the banking crisis and high cost of credit have adversely impacted trade, transport and logistics. Total imports declined from a peak of $5.0 billion in 2014 to $3.2 billion in 2016. Formal trade in exports is extremely volatile and has been steadily declining as traders seek to avoid tariffs and taxes by informally transporting goods into the Eurasian Customs Union. A lower volume of trade, higher import prices for equipment, higher credit costs and increased competition from Kyrgyz and Uzbek transport operators have pushed smaller transport and logistics operators into bankruptcy – companies are trying to survive rather than participate in skills development initiatives and employment creation.

More positively, for the years up to 2015 agricultural value added is steadily increasing, even agricultural output per worker despite lower out-migration of workers2. The agriculture/horticulture sector accounts for a quarter of Tajikistan’s gross domestic product and export revenues, 39% of tax revenues, and half of total employment. Given the widespread migration of male Tajik workers to the Russian Federation and other countries, women constitute the majority of employees (accounting for 53% of the economically active population in agriculture). The major challenges of the agricultural/horticultural sector include the large number of very small household farms, inefficient water management, outdated labor-intensive technologies, poor agronomy and management skills.

Workforce challenges reported by private sector companies include the low level of education for agricultural workers and a lack of training centers specializing in this area. This has led to a lack of specialists in agronomy with knowledge of important skills, such as fertilizer use, land water management, drip irrigation, etc. Private sector representatives also discussed the lack of reliable transport and logistics companies that can take the products from the field to warehouses, storage, or customers. There is also an urgent need for workers in marketing, quality control, and packaging. In some specialty occupations, businesses must bring in employees or equipment repair specialists from other countries such as Turkey. Many businesses also report that the most skilled and productive workers seek work outside of Tajikistan.

Other value chain issues include the fact that production is steadily increasing but the processing, storage and related industries are less developed. Processors need to import packaging from neighboring Kyrgyzstan, as

2 World Bank Development Indicators are only available for years up to 2015 http://databank.worldbank.org/data/reports.aspx?source=2&country=TJK

PRODUCTION

PACKAGING

PROCESSING

COLD

STORAGE

WHOLESALE

RETAIL

Transportation Transportation

Transportation

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 8

local packaging is either not available or not appropriate. Limited infrastructure and storage facilities also cause most agriculture productions to be sold fresh or dried, rather than stored and processed. Most processing companies are small seasonal operators and do not operate in winter. Also, the link between processors and producers is weak. Many farmers prefer to sell their production directly to local markets rather than to processors, who are not always able to pay the market price.

4. TVET AND WORKFORCE DEVELOPMENT ORGANIZATIONS

TVET is aimed at providing the economy with qualified specialists. The current condition of secondary specialized vocational education institutions is characterized by the following problems:

• Ineffective training methods and inadequate training facilities

• Lack of modern textbooks, visual and learning aids especially in the Tajik language

• Lack of uniform and robust training plans developed for specific occupations

• Although, a system of advanced teacher training has been developed, teachers do not have the opportunity to improve their teaching skills and knowledge

• Lack of teachers and their low level of their qualifications

• The overall inconsistency between professional training structures and labor market requirements

The institutions of TVET, which are called to provide economy with skilled labor workers, enroll around 4% of general secondary education school graduates.

The volume of workers training does not meet labor market demands and the quality of the training does not respond to modern training requirements and private sector demand. Inconsistency with labor market demands reduces the effect of basic and secondary specialized vocational education. There are no basic and secondary specialized vocational institutes specialized in agriculture disciplines. Only high-school institutes supply the sector with agronomist, veterinary and livestock specialists.

A number of donors and the Adult Learning Center (ALC) of Khatlon noted the limited connection between training providers and the private sector. Enrollment in ALC training courses is based on quotas provided by the Ministry of Labor, Migration and Employment. The Employers’ Association has very limited resources devoted to promoting workforce development among its members.

Workforce development organizations and NGOs supported by international development agencies efforts to provide modern education and technical vocational skills at the grassroots level for particular target groups are efficient but their resources are limited by time and budget. GIZ and DVV are major actors in the

TVET reform and development.

5. CURRENT DONOR WORKFORCE ACTIVITIES

There are three technical cooperation projects that aim to reform and strengthen the technical and vocational education and training (TVET) system in Tajikistan with the ultimate goal of promoting employment for vulnerable populations (returning migrants, women, youth, unemployed and underemployed, and disabled people). The three projects are operated by ADB, ILO, and EU and are described below.

THE ADB STRENGTHENING TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING PROJECT

(Timeline: 2015-2020 and Budget USD 30 million)

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 9

ADB’s Strengthening Technical and Vocational Education and Training project seeks to develop a demand-driven, quality-assured, and flexible technical and vocational education training (TVET) system responsive to labor market needs through:

• Modern TVET methodology. The project will develop competency-based standards (CBT) and assessment tools aligned with the European qualification framework. CBT curricula and gender-sensitive learning will be developed, and competency assessors for 17 occupations will be trained.

• Upgraded physical learning facilities of selected TVET institutions. The design of rehabilitation works takes into consideration teaching requirements, student needs, and environmental and social safeguards. It will also incorporate energy-efficient futures.

• Improved access to quality programs. The project will develop an in-service TVET teachers training plan to help teachers understand CBT, develop competencies in student-centered training delivery, and gain practical skills in technology areas through internships.

• Strengthening governance and management. The project will help establish industry advisory committees and working groups in five key sectors. These committees will also provide inputs to the energy industry sector, working group on modern international TVET practices for clean energy education.

To ensure market responsiveness, the project will also promote private sector participation in TVET policy, operations, and service delivery. Key activities of the project are:

• Teacher training

• Market Responsive and Inclusive Training Program (MRITP)

• Gender Equity Model Programme

The main challenge of the Project is the lack of capacity of the National Qualification Framework (NCF) of the Republic of Tajikistan to develop Competency Based Training. However, ADB believes that the NFC will build its capacity in parallel with the current project with the support of other international development agencies.

The ADB Project also includes a sub-component - Market Responsive and Inclusive Training Program (MRITP). The sub-component objective is to provide access to competitive technical qualifications and skill unskilled youth and adults, especially women and girls. MRITP will facilitate and fund delivery of short-term training courses on vocational training and skills development for target beneficiaries.

Target groups:

• Unemployed youth

• Returning migrant workers

• Unemployed women and men

• Underemployed women and men

• Disabled people

Prospective training providers:

• Adult learning centers

• Lyceums

• Private colleges

• Non-government organizations

Development partners:

• International development agencies

• Private sector

• Ministry of Labour, Migration and Employment of Population

• Ministry of Education and Science

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 10

• Regional Resource Centres

The MRITP timeline is:

• Complete field surveys – August 2017

• Tender to select and appoint training providers – September-October 2017

• Provide training support and material – October 2017

• Training commence – November 2017

ADB Management and the consulting team welcome the support of CTJ in supporting the development of training curricula and innovative approaches to skills development along value chains in horticulture, transportation and logistics.

ILO - G20 TRAINING STRATEGY: A PARTNERSHIP OF THE ILO AND THE RUSSIAN FEDERATION

(Timeline: 2017-2019 and Budget USD 12 million)

The strategic objective of the project is: More and better jobs for inclusive growth and improved youth employment prospects.

The Project’s Development Objective is to strengthen National Skills Development systems, policies and strategies so that to improve employability of both women and men, promote equal access to employment opportunities as well as equal treatment including increased incomes, for inclusive and sustainable growth. In particular, the Project will address a number of key challenges facing the TVET system on a policy and institutional level. The following are the three immediate objectives of the project and the corresponding project results:

1. To increase capacity of governments and stakeholders to review, reform and implement national training policies, systems, and strategies in line with identified priorities.

2. To strengthen skills training systems in economic sectors through development of capacity for producing and applying occupational standards, qualifications, programs of competency-based training and assessment instruments.

3. To upgrade and apply the methodology of skills foresight and the TVET institution manager training program in five regions and selected sectors of the Russian Federation, and in selected countries beneficiaries, by Moscow School of Management, Skolkovo (SKOLKOVO) with participation of Russian industry and TVET experts.

Outcome 1

• Strengthening capacity of government TVET system, Educational Policy and Strategy based on country priorities.

• Development of management of TVET institutions to improve and increase their capacity including Gender approach.

• Development of Career guidance system within TVET.

Outcome 2

• Strengthening TVET system in sector related standards based on the results of Competency Based Training Assessment.

• Pilot professional standards of selected sectors of economy within TVET system.

• Provide technical assistance to enable TVET practitioners to develop training curricula and deliver training.

• Develop set of common competencies and skills for Trade and Economic diversification for CIS countries.

• Develop a tool on forecasting supply and demand in different sectors of economy.

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 11

• Establish Development Coordination Council chaired by UNICEF to provide a platform for donors and international development agencies working in education sector of Tajikistan.

THE EUROPEAN UNION FUNDED TECHNICAL ASSISTANCE PROJECT FOR THE MINISTRY OF LABOUR, MIGRATION AND EMPLOYMENT OF POPULATION

(Timeline: 2017-2020)

The project started on the 1st February 2017 and will be implementing until 31 July 2020. The purpose of project is to support the development of a modern and viable system for Continuous Professional Development (CPD) of TVET teachers of practical subjects, which better responds to the teachers’ needs and builds on successful national and regional experiences.

Project activities are being implemented across Tajikistan, covering the entire TVET system under the Ministry of Labour, Migration and Employment. The expected outputs of the project comprise:

Output 1: Support to further development of the TVET system;

Output 2: Development of a national qualifications framework;

Output 3: Improvement of the skills of engineering and pedagogical workers of TVET, and the Personnel

Appraisal System;

Output 4: Support to the cooperation of TVET system and representatives of employers (strengthening the links with labor market);

Output 5: Capacity building of the Ministry of Labour, Migration and Employment.

The beneficiaries are:

• Department of Technical and Vocational Education under the Ministry of Labour, Migration and Employment;

• Agencies of the Ministry of Labour, Migration and Employment responsible for TVET: Training and Methodological Center for Monitoring and Quality of Training, Center of Advanced Training of Labour, Migration, and Employment, Republican Educational Methodological Center of the State Employment Service.

• Department of Technical and Vocational Education and Republican Institute for Advanced Studies in the Education of Science under the Ministry of Education and Science;

• Teachers and Trainers of TVET Institutions;

• Managers, Teachers and Trainers of Vocational Training Lyceums;

• Employers

• Students and trainees.

Approaches applied:

• Consultations

• Needs assessment

• Matching

• Standards

• Advice

• Dialogue

• Knowledge exchange

• Ownership

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 12

The project is implemented by a consortium led by GOPA Worldwide Consultants with Deutsche Gessellschaft fur Internationale Zusammenarbeit Gmbh, (GIZ) and Deutscher Volkshochschul-Verband e.V. (DVV International)- the German Adult Education Association. DVV represents the interests of the approximately 900 adult education centres (Volkshochschulen) and their state associations, the largest further education providers in Germany. DVV International provides worldwide support for the establishment and development of sustainable structures for Youth and Adult Education.

6. INFORMATION ON OCCUPATION AND SKILL GAPS

The main occupations and skills needs reported by private sector companies and dehkan farmers as in demand for horticulture were:

Production side:

• Agronomist (occupation studied in high education system) 6/6

• Tractor operator 3/6

• Mechanic 3/6

• Drip irrigation 4/6

• Pest management 5/6

• Tree cut/Grafting 4/6

• Legal and finance knowledge 5/6

• Water and land management 4/6

(Representing group: 3 dehkan farms, NGO Neksigol Mushovir, Adult Learning Center, Khodjand, Sughd region, Association of Agro-business of Tajikistan)

Processing side:

• Skills on fruit drying and preservation 5/7

• Mechanic of processing line 6/7

• Mechanic of refrigerating equipment 3/7

• Quality control specialist 6/7

• Packaging and labeling specialist 6/7

• Food processing line operator 4/7

• Laboratory specialist 3/7

• Marketing specialist 5/7

(Representation group: 3 Private processing companies, Association of Agro-business Tajikistan, International Association of Producers and Exporters of Agro-products of Tajikistan, Adult Learning Center, Khodjand, Sughd region, USAID TAWA project, Khodjand, Khatlon region)

In the area of entrepreneurship and business management, the following skills gaps were identified:

1. Business planning and feasibility study development

2. Legislation and taxation

3. Management

4. Promotion

5. Expenditure and revenue plan

6. Leadership

7. Team building

8. Negotiating skills

9. Conflict resolution

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 13

10. Stress management

11. Business growth strategy

7. CONCLUSIONS AND RECOMMENDATIONS

The following recommendations are made under CTJ Component 3 to help achieve the project’s objectives in employment creation along value chains in transportation and logistics and horticulture. We believe this can happen through:

1) cooperation with the ADB, ILO and EU workforce development initiatives,

2) building strong relationships between TVET institutions/other workforce development organizations and private sector representatives, and

3) building capacity among providers to support entrepreneurship development for women and youth.

COOPERATION WITH ADB, ILO AND EU PROJECTS

CTJ has identified the following opportunities to work with other donors on workforce development issues.

Because many of the projects are in start-up phase we will need to monitor project implementation to determine exactly how these partnerships will be developed. Specific recommendations in this regard include developing Memorandums of Understanding with each partner to establish the relationships, and with the ADB, in particular, working with them to coordinate development of short-term training courses in areas of skills need.

RECOMMENDATION 1: AGREE DEVELOPMENT PLANS WITH THE ADB, ILO AND EU

Develop an MOU or other agreement with the ADB, ILO, and EU to create a plan for cooperation and coordination. Collaborative activities could include hosting co-sponsored roundtable events on various topics such as entrepreneurship development, demand-driven training partnerships, and other topics. CTJ Component

3 will hold phone calls with each partner to discuss the arrangements in more detail. The goal would be to have plans in place by the end of September 2017.

RECOMMENDATION 2: STRENGTHEN CAPACITY OF LOCAL TRAINING ORGANIZATIONS TO FUND AND

DELIVER SHORT TECHNICAL COURSES ADDRESSING CTJ TARGET SKILL GAPS

CTJ project will concentrate its efforts under the MOU(s) to create work-readiness and employability around the value chain approach (production-processing-export) in target sectors through basic vocational skills development. While the ADB, ILO, and EU projects will develop competencies in some select occupations there is still a huge demand for basic practical skills in the horticulture sector which could foster employment opportunities along the value chains for youth and women in rural areas, such as:

• Drip irrigation specialist

• Grafting specialist

• Plant nursery specialist

• Packaging specialist

• Pest management specialist

• Calibration specialist

• Vegetables/Fruit quality control specialist

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 14

Work with the ADB’s Market Responsive and Inclusive Training Program (MRITP) to facilitate the development of short-term training courses to designated target groups along the value chains in transportation & logistics and horticulture sectors through local training providers. CTJ will work with training providers and private sector associations to prepare proposals to the ADB for funding such training courses. CTJ recommends working with the following organizations to strengthen their capacity to propose and implement training initiatives to be funded by MRITP and/or other donors:

• Adult Learning Centers under the Ministry of Labor, Migration and Employment and Adult Education

Association of Tajikistan

• DVV International which has deep technical expertise in curriculum design and training

• A potential partnership between Neksigol Mushorvir, Khodjand, Sughd region and DVV international.

DVV is in the process of establishing a Community Learning Center in Qurgonteppe, Khatlon region as a place to host various training programs.

RECOMMENDATION 3: SUPPORT EMPLOYER-TVET DIALOGUE

Participate in the development and provide ongoing support to the ADB’s Industrial Advisory Committees

(IAC) in transportation and logistics and horticulture/processing to facilitate relations between private sector actors and educational institutions to meet labor market needs. An IAC is a private-public workforce development structure established to facilitate discussions on workforce readiness and skills development in targeted sectors. They will link employers, TVETs and workforce development organizations as well as stimulate partnerships expected to result in apprenticeships and job placement for youth. CTJ will attend IAC meetings to ensure that training requirements in CTJ’s target sectors are being sustainably met by TVET and other training providers.

RECOMMENDATION 4: SUPPORT ENTREPRENEURSHIP TRAINING IN KHATLON

Support for entrepreneurship training is an efficient tool for self-employment and small and medium business development. Despite the fact that the entrepreneurship is included in training curricula of primary and secondary technical vocational education, there is a limited training curricula and methodological approach to teach students entrepreneurial skills. Along with technical skills in agriculture, there is a need for business development and entrepreneurship training.

CTJ will build a partnership and cooperation with the USAID Tajikistan Agriculture and Water Activity and

Women’s Entrepreneurship for Empowerment projects to assist disadvantaged women and youth in rural areas with income generating activities and self-employment. CTJ will facilitate use of existing local human resources developed by the International Labour Organization around its ‘Start and Improve Your Business Programme.’

This facilitation would include making linkages between these programs and ILO trainers, with quality assurance activities overseen by CTJ to ensure learners needs are being met.

Once these recommendations are approved in general with USAID, initiatives implementing these recommendations will be included in CTJ’s Year Two Work Plan – to be finalized by end of September 2017.

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 15

ANNEX 1. MEETING NOTES

THURSDAY, JUNE 8, 2017 DUSHANBE

ADB STRENGTHENING TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING PROJECT

AND WORKSHOP FOR FACILITATORS.

Workshop objective was to familiarize local facilitators on concept, organization and procedures for Development of Competency Standards.

Agenda of the Workshop:

• Where are facilitators in the big picture

• Occupations for which competencies will be developed

• The overall process

• What are competencies

• Content and structure of documents for competencies

• Facilitators skills

• Agenda of a typical session of an Expert Panel

Competency standards for 17 occupations in 5-industry sector will be developed:

• Agriculture: Farm worker, Bookkeeper in financing, Tractor-operator-mechanic, Vegetable and fruit processing worker.

• Construction: Mason, Fitter-plumber, Finisher, Gas and electric welder.

• Energy and gas supply: Building electrician, Industrial electrician.

• Tourism and service: Seller, Sewer, Hairdresser/Stylist, Appliance repair and maintenance technician.

• Transport and Logistics: Truck driver, Heavy-equipment mechanic

Process of developing competency based training standards:

1. The process of developing CBT Standards will be piloted with one or two occupations that the Center for Training Methodology and Monitoring of Education Quality/CTMMEQ (after consultations with IWGs) will determine for one industry sector.

2. The consultations will be in the form of a meeting with the representatives for the selected Industry Sector. CTMMEQ will invite the participants and will facilitate that meeting

3. CTMMEQ & Industry representatives propose members of the expert panel, who are considered the very best in the field and who are currently working in the sector. They are selected by an Evaluation Committee for the defined occupation.

4. Under the guidance of the Facilitator, the members of the Expert Panel work together in a 2-3 day workshop

5. to develop the profile of the occupation (Occupation Profile Chart). They will identify the general areas of competence (GAC) for the occupation called duties (or main tasks). Next, the members will identify the (sub) tasks performed by a worker within each area of competence.

6. In each GAC the tasks are then sequenced in the same order in which a trainee will have to acquire the skills to complete these tasks.

7. Validation of the Occupation Profile by employers, external experts etc.

8. Develop Performance Criteria for each task.

9. Develop description of Required Knowledge, Worker Behaviors (subordination, following technical procedures and occupational safety& health), Tools, Equipment, and Materials, and Safety Practices that are essential to the performance of the tasks.

10. All competency standards will be based on International Standard Industry Classification, ISCO 2008.

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 16

FRIDAY, JUNE 9, SUGHD

MR. SHORAUF SHORAKHMATOV, PRESIDENT, ASSOCIATION OF AGRO-BUSINESS OF

TAJIKISTAN

Established in March 2006 with the support of IFDC/USAID project “Batken and Sughd Agriculture Input and Diary development”. The Association has a status of a non-governmental and non-profit public organization.

Membership:

The Association unites 79 private and public entities representing the interests of more that 7000 employees.

The most active are: Associations of Dekhan farms of Sughd Region of Tajikistan (Istravshan, Gonchi, Matcha, Zafarabad, Asht, J. Rasulov, Kanibadam, B. Gafurov, Khudjand, Chkalovsk city), CJSC TajUz, FAVZ, and Aibolit LLC.

Mission:

Protection of interests and rights of farmers, processors and exporters of agriculture products, which facilitate development of agribusiness in Tajikistan through professional services, legal and technical assistance, property protection and networking.

Development objectives:

• Capacity building of its members on legal and business related issues.

• Introduction and applying best practices and technologies in production, processing and exporting of agro-products.

• Building and expanding of network of agribusinesses in Tajikistan.

• Promotion of Tajik agro-products abroad through free access to foreign markets

Activities:

• Development and implementation of entrepreneurial programs and projects in agro-industrial complex.

• Conducting surveys and researches to assess market needs and development opportunities in production, processing and export.

• Development and delivery of education programs to meet market demand in skilled labour force for the Association and agriculture sector at whole.

• Improvement of business linkages among Association’s members and cross-sector partnership through local and international fairs, active participation in the trade forums and conferences.

• Expanding network of warehouses, cold-storage facilities and outlet stores in Sughd and Khatlon Regions.

• Facilitate access to modern technologies and best practices for its members through workshops, technical meetings and study tours.

• Maintain high level of awareness on frequent changes in legal and regulatory environment.

• Expanding number of members and affiliates in Khatlon Region of Tajikistan through awareness campaigns, direct support and services provided.

• Active participation in “Green corridor” program to speed up issuing export licenses for agriculture

Problems:

• Labour market challenges - knowledge and skills of old and young labour force is extremely low

• There are only two Vocational Training Schools, which develop specialists for agriculture sector in Tajikistan. Agrarian Institute in Dushanbe develops specialists in agriculture and veterinary but their competencies are also insufficient to fulfill current demand of agro-sector.

• The majority of landowners are former civil servants or other people, who have insufficient education or experience to work on land produce crop.

• Absence of reliable transport and logistics companies to provide transportation of horticulture products from the fields to warehouses, cold-storage facilities and final customers.

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 17

• Lack of specialists in agronomy, use of fertilizers and chemicals, land and water management, drip irrigation, mechanics of fruit/vegetable processing equipment, tractor operators.

• Urgent need for skills in marketing, quality control, packaging, export requirements and standardisation.

MR. ABDURAKHMON KHUSEINOV, DIRECTOR, ASSOCIATION OF ENTREPRENEURS OF SUGHD

Established in 1999. The Association unities small, medium and large enterprises of Sughd Region. More than 2500 members, 40% of them are legal entities.

Mission: to advocate interests and rights of its members, protection of private property, to undertake appropriate measures to eliminate existing barriers for businesses and promote business activities in the Sughd Region of Tajikistan.

Association of Entrepreneurs of Sughd Region has an exclusive right to sign the General Agreement on behalf of Private Sector with the Government of Sughd Region.

Mr. Khuseinov recommended meeting with the following private companies specialized on horticulture production and processing in Sughd Region to discuss employment issues and skills shortage:

1. Barakat LLC (export priority)

2. TajFruit LLC (export priority)

3. Mevon Tiloy

4. Subkhi Vatan

5. Abricos-Asht

6. ORO Isfara (export priority)

MR. SHARIFJON ODINAEV, DIRECTOR, ADULT LEARING CENTRE OF SUGHD

Branch of Adult Learning Center in Sughd Region was established in April, 2011. The Centre has an objective to provide short-term training courses on vocational skills development for unemployed people of Sughd region.The Centre delivers training courses on 15 specialties including cook, plumber, welder, household goods repair, and electrician which are in high demand. Since 2017 The Centre conducts the only one training course on Drip Irrigation in the Republic of Tajikistan. Training curricula was developed in close collaboration with the Tajik Academy of Agriculture. Duration of the course is one month.

3100 people had been trained in 2016. 800 of them got finance support through the State program for Training and Re-training of Unemployed people. The rest covered training costs and professional certification by themselves.

Mr. Odinaev listed the following problems of Vocational Training System and Skills development:

• Outdated training materials

• Limited capacity faculty staff

• Insufficient funding

MRS. MAHINAKHON SULEYMANOVA, EXECUTIVE DIRECTOR, NEKSIGOL MUSHOVIR AND

INFORMATIONAL PORTAL «AGROINFORM»,

And Mr. Najmidin Kobilov, Training and capacity building specialist, Neksigol Mushovir, Neksigol Mushovir is a public organization established in Khodjand, Sughd Region of Tajikistan in 2008.

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 18

Mission: Facilitate market relations for agricultural products in Tajikistan and Central Asia region through IT applications, free flow of information, networking, training and consultancy services.

Head office located in Khudjand, Sughd region, branch offices in Dushanbe and Qurgonteppe, Khatlon region.

IT products:

• Agro-business informational portal Agriinform.tj New version of the portal is under construction and will be available soon www.new.agroinform

• SMS agro-consulting

• 13 mobile applications on step by step vegetables production www.youtube.com/agroinformtj

• Electronic agro-exchange: www.trade.agroinform.asia

• Agro maps of Tajikistan and Kyrgyzstan: www.map.agroinform.asia

• Calculators for agribusiness: www.calculator.agroinform.asia

25.000 customers by February 2017, 48.000 by end of May 2017. Applications available in Tajik, Russian and Kyrgyz languages.

Neksigol Mushovir has official contract on information exchange with Statistics Agency of Tajikistan. They also have a partnership agreement with Bay Tushum Bank, Kyrgyzstan on common agro-trade platform.

Training and consultancy portfolio:

• Training of Trainers workshops on agriculture

• Field farmers schools (short academic course combined with practical application of knowledge)

• Irrigation course

• Drying of apricots

• Business plan development

• Marketing

• Pest management

Drip irrigation, bookkeeping and taxation trainings are in great demand. Training curricula and methodological approach are needed.

Partners: “Helvetas” –Swiss Association for International Development Inter-Church Organization for Development Cooperation Aid for Trade (UNDP and the Government of Finland Project) German Development Service (DED) OJSC “Sughdagroserv” Public organization “Rushdi Dehot”

SATURDAY, JUNE 10

MR. ABDUMUBIN , EXECUTIVE DIRECTOR, INTERNATIONAL ASSOCIATION OF PRODUCERS

AND EXPORTERS OF AGRO-PRODUCTS OF TAJIKISTAN (IAPEAT)

Mr. Saburhon Madjidov, Agronomist, IAPEAT Mr. Najmidin Kobylov, Quality control, Food safety and Standards Specialist, IAPEAT

Established 2011. Mission: Designing and realization of the modern concept of Tajikistan export of agricultural production, development and providing accelerated agricultural improvement in adjacent sectors, improving competitiveness in the international markets.

Recent achievements:

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• Establishment of Quality control laboratory, 2016

• Initiation and adoption of amendments to EEC UN DPP standard on apricot quality control, labeling and calibration, 2016

• Establishment of car and heavy equipment park, 2016

Excluding cotton, around 95% of the remaining agricultural export are fruit and vegetables. Dried fruits and onions represent 80% of food export. The reason is that dried grapes, apricots, apples and onion can be stored and transported more easily than fresh products. Stone-fruit orchards cover more and more hectares of land all over the country. Production is increasing but the processing, storage and related industries are less developed. Processors need to import packaging from the neighboring Kyrgyzstan, as local packaging is either not available or not appropriate. Limited infrastructure and storage facilities also cause most agriculture productions to be sold fresh or dried, rather than stored and processed. Most Processing companies are small seasonal operators, which do not operate in winter. Also, the link between the processors and producers are weak. Many farmers prefer to sell their production directly to the local markets rather than to processors, who are not always able to pay the market price.

Another important issue is lack of qualified specialists along the whole value chain from production to export.

Old Soviet cadres have retired. The skills of modern graduates of the National Academy of Agriculture and adjacent education institutions are very low. The Association has a Training and Consultancy department consisting of 3 specialists who deliver different types of training in all regions of Tajikistan. Currently they are busy developing a training module on food safety for the Khatlon region. All training products developed within the Association are with a formal support from the National Academy of Agriculture to avoid long and difficult process of training programs certification.

The Association is ready to establish relations with formal TVET system and Workforce Development Organizations to participate in skills and workforce development

MR. JAMSHED BUZURUKOV, DIRECTOR, ISFARA FOOD LTD

Isfara Food Ltd is one of the leaders of dry fruit and nuts production companies in Tajikistan exporting products to the Russian Federation, Kazakhstan and European Union. Established in 2010.

Company owns a factory completed with modern processing equipment, cold-storage warehouses and quality control laboratory. All products are in compliance with the international norms of food safety – HACCP certification. Company could increase its competitiveness and turnover but there is a serious problem with availability of qualified specialists especially in food processing area.

All equipment at the factory imported is from Turkey. There are no local mechanics, processor line operators, packaging specialists. Isfara Food Ltd has to invite engineers and middle technical staff from Turkey to set up equipment, fix technical problems and conduct training courses for line operators. For more than 3 months the company has been advertising a vacancy of quality control laboratory specialist with competitive salary of 3000 Tajik Somoni (USD 342) per month and cannot find a candidate. In accordance with Mr. Buzurukov more than 1000 workers involved in food processing industry in Isfara and surroundings.

Specialist and skills wanted:

• Fruit/vegetable quality control specialist

• Mechanics

• Processing line operator

• Food industry laboratory specialist

• Packaging and label designer

• Marketing

• Sales representative

USAID CTJ PROJECT TAJIKISTAN WORKFORCE LANDSCAPE REPORT 20

MR. FIRDAVS ABDUFATOEV, DIRECTOR, ORO ISFARA LLC,

The main activity of ORO Isfara LLC is dressing, processing and sale of dried fruits and nuts, growing in ecologically clean area of the foothills of the Turkestan range. Oro Isfara LLC is one of the largest processing and trade organization in Tajikistan, operating in the market of nuts and dried fruits. The factory has modern equipment for washing, drying, sorting, peeling and packaging products.

The first Tajik company received Fair Trade certificate in December, 2014. Participated in WorldFood Traid Fair in Moscow, the Russian Federation in 2014.

The company has 8 permanent employees including administrative staff, increasing to 30 workers during harvest season.

According to Mr. Abdufatoev the main problem of horticulture producers and processors in Sughd Region and Tajikistan as a whole is qualification of personnel and seasonal workers. To organize processing the company conducts on the job training for its personnel and seasonal workers almost every year due to high labor force turnover.