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1
3rd International Conference
on Public Policy (ICPP3)
June 28-30, 2017 – Singapore
Panel T17P05 Session Friday, June 30th 10:30 to 12:30
Educational Policies, its Tensions, Agendas and Developments: What
Can We Learn from the International Experience?
Provision of Functional Model of National Skills System: Case of
Iran
Author(s)
Mostafa Zamanian, University of Tehran, Iran, zamanyan@ut.ac.ir
Zahra Vazifeh, AMID Management Development Consultants (ADMC), Iran,
ie.vazifeh@gmail.com
Mitra Karami Zarandi, AMID Management Development Consultants (ADMC),
Iran, karami@gmail.com
Ali Maleki, The Research Institute for Science, Technology and Industry Policy
(RISTIP), Iran, a.maleki@sharif.edu
Date of presentation
Friday, June 30th 10:30 to 12:30
1. Abstract
In recent decades, governments have changed their growth and development models
in order to maintain and strengthen their global economic status; they all follow a unit
objective which is highly skilled and professional workforce to attain economic growth.
Therefore, skills development receives a great attention in development discourses in recent
years. In Iran, like other parts of the world, some problems such as job deficiencies, skills
shortages, local needs ignorance, improper regional development programs, and skills
mismatch highlighted the importance of skills development more than ever. Governance of
this area is highly complex due to the inter-sectorial nature of skills development and
plurality of the actors. Thus an appropriate functional model is required to help government
in decision making processes. This article tries to present an inclusive functional framework
for Iran’s skills sector by reviewing the functional components in governance area: policy-
making, regulation, facilitation, and service provision. After presentation the institutional
mapping of Iran’s skills system and diagnosing through reviewing the related acts,
regulations, and laws and fact-finding interviews, some parameters to empower the system
are discussed.
Keyword: skills system governance, governance framework, national skills system,
governance functions, institutional mapping
2. Introduction
National skills development policies and systems strive to meet present and future
labour market needs for skills and to improve productivity and competitiveness in the sectors
which are critical for the achievement of national employment and development goals. Skills
policies and systems encompass technical and vocational training, workplace learning,
informal learning, learning opportunities in the informal and rural economies and education
and training for lifelong learning.
Skill governance is seen as a dynamic system whose aim is to plan and control—to
different degrees and levels—the national providing of education and training in order to
meet the labor market skills demand. Governance of skills system provides real and virtual
round tables at which employers, employees and the education system negotiate about their
stakes and share their vision. The role of skills system governance is important so much so
that many countries explored its different dimensions—regulation, policy process, financing
methods, etcetera—in case of any lack of desired outcomes.
The functional settings of VET multi-level governance system examination puts
emphasis on the importance of setting up effective coordination mechanisms at vertical and
horizontal levels, and continuous refinement and reinforcement of all actors and mechanisms
of the VET governance system at each level (regional, local, national, etcetera) as an essential
parameter for VET system good governance (Foundation 2013). As far as education system is
an important element in skills system governance, some analytical tools and frameworks are
designed to enable systematic documentation and assessment of the policy and institutional
factors that influence the performance of education and training systems—how well the
system is equipping individuals to meet the demand for skills in the labor market (Tan et al.
2013). Strategy (the alignment between workforce development and a country’s national
goals for economic and social development), system oversight (the governance arrangements
that shape the behaviors key stakeholders involved, including individuals, employers, and
training providers), and service delivery (arrangements for managing the provision of
services in order to achieve results on the ground) are some of the assessing areas (Hordern
2013, Tan et al. 2013). The analysis arising from the Hays index (Hays 2013) suggests that
there is need for flexibility not only in education systems (i.e., whether the education system
can adapt to meet the changing needs of employers) but also in labor market policies that
allow employers to determine wages, adopt measures for short-term employment, and draw
talent through immigration.
Assessment the favorable governance structures and financing arrangements that
would support the expansion of apprenticeship puts emphasize on the comprehensive legal
framework—rather than a fragmented one—and shared financing responsibility among the
different actors are known as strategies for developing apprenticeship (Barabasch 2014).
Moreover, examination the role of VET governance to build an entrepreneurial continuum—
that includes entrepreneurial policies, entrepreneurial institutions, entrepreneurial
communities and entrepreneurial individuals—recognizes the governments as the motivators
of local partnerships and creators of platforms for communication(Carlebach, Prina, and
Vuorinen 2016). An integrated approach to skills governance among stakeholders ensure a
virtuous feedback loop between labour market and education and training actors—which is
an important aspect to achieve a balance between skills and job needs (Carnevale and Smith
2012). Examination of institutional arrangements and governance issues on the
implementation of National Qualifications Frameworks (NQFs) also shows that NQFs seem
to be in tension with existing forms of governance. Implementation is described as having
been ‘hindered’ by differences between different government departments or agencies,
lack of power of qualifications authorities, overlapping responsibilities, conflicts between
different laws and regulations, and changes in government (Allais 2010). The importance of
forecasting and intelligence infrastructure for a mature skills-system-governance is not
deniable. Incentive measures to steer education and training provision—that may be directed
at employers, education and training providers, or the learners themselves—also are known
as means to increase the training offer (in certain subjects) and/or ensure its quality,
encourage learners to take up training (in specific subjects) and to encourage
flexibility/mobility (Mkandawire 2002).
Aside from the national and regional approaches, some global skills strategies are
prepared to facilitate a cross government approach and peer-learning on effective skills
policies, and to address the global dimensions of the supply and demand for skills. These
strategies mainly seek to help countries to improve: (1) responsiveness; (2) quality and
efficiency in learning provision; (3) flexibility in provision; (4) transferability of skills; (5)
ease of access; and (6) low costs of re-entry (Co-operation and Development 2011).
However, assessment of the current governance of national skills system is the first step
toward any reformation.
In Iran also, due to the importance of integrity in strategy setting of skills system,
some researches are devoted to examine the good-governance factors in different approaches.
In some of these researches, a systematic approach is employed to diagnose Iran’s skills
system in structural, behavioral, and environmental viewpoints (Salehi Omran 2014). Some
strategies were also introduced to enhance the effectiveness of Iran’s skills system; such as:
formulating the comprehensive strategies of national skills development, increasing the share
of skills training to 50 percent in the 6th National Development Plan, and converging the
skills policies by founding “National Skills Council” (Navid Adham 2016). Diagnosis of
national skills system in Iran highlights the importance of an integrated policy-making system
to reduce parallel sporadic activities (Attarnia 2014).
3. Model & Methodology
Different functions of skills system can be divided into 2 main groups: 1-supporting
functions, which refer to the system governance, and 2- main functions, which refer to the
real job of the system—what does the skills system do?
Governance means "the processes of interaction and decision-making among the
actors involved in a collective problem that lead to the creation, reinforcement, or
reproduction of social norms and institutions" (Hufty 2011). According to this definition,
authors divided the role of governance system into 4 separate areas: decision-making or
policy-making, regulatory, facilitation and goods/service provision. Moreover, according to
OECD (Co-operation and Development 2011) the main functions of skills system are
classified in 3 areas: 1-developing skills, 2-activating skills, 3- using skills effectively. The
supporting and main functions of skills system are shown in figure 1. This functional model
provides a framework to recognize and categorize the actors involved in and the challenges of
the whole skills system.
Figure 1: Supporting and main functions of the national skills system: policy-making, regulation,
facilitation and service provision in support of using skills effectively, developing skills and activating
skills
The diagnostic part of this paper presents the main outcomes of the project
“Formulating the National Strategic Plan of Skills System”, a project done by the authors in
collaboration with “Supreme Council for Cultural Revolution”, which ran from February
2015 to September 2015. The outcomes were updated once more for this presentation.
The challenges were identified through: 1) examining the national data, documents
and researches (table 2); 2) fact-finding sessions. The report has also benefited from ongoing
dialogue and consultation with a wide range of Iranian experts.
4. Supporting Functions:
Policy Making 1-1
Although policy-making definition raised many debates (Dror 1983, Howlett,
Ramesh, and Perl 1995, Lindblom and Woodhouse 1993) there is agreement that it is the
main managerial function in every system. Policy-making defines who does what in order to
gain which objective. Different sub-function of policy-making could be introduced as:
research, analysis, planning, demonstration, and evaluation (Abert 1974). By adjusting these
sub-functions into skills system, the followings were gained as the sub-function of policy-
making role: Policy research and resources assessment; Identification of national priorities;
Planning; Demonstration; Evaluation & Accountability.
Policy Research & Resources Assessment
In order to identify the needs of individuals, groups and societies, to set priorities, and
to define the gap between the current and desired situation, policy-makers in all levels of
skills system have to do some research either by themselves or by other actors which are
dedicated to do so. Another aspect of this sub-function is to provide essential data and
information for all actors of skills system, that are required in order to fulfill the goals of the
main system.
Identification of National Priorities
Since the strategic planning of skills system is based on the national preferences, it is
important for the priorities to be identified precisely. Scared resources should be allocated to
the objectives with high priorities.
Priority identification is done based on the policy research and resource assessment;
the needs and requirements of the supply and demand side of skills system, in addition to
their potentials and capabilities are to be identified due to this sub-function. Then the long-
term purposes of the national skills system are set in line with political, economic and social
strategies. These priorities may include the content and/or means of delivery of the skills
training in all levels.
Planning
This sub-function specifically relates to goals setting and strategies to reach that
goals. What actions by who must take place in order to get the objective? How different
stakeholders should work together in order to reach the objective? What is the timing
schedule? How budgets will be spent?
Demonstration
“Demonstration means social experimentation. It is the systematic attempt to test
hypotheses concerning the likely impact of one or more strategies by actually trying them in
at least a semi-controlled environment” (Abert 1974). In order to demonstrate, the policy-
maker should know the architecture of the whole system. Stakeholders in a certain institute or
in a certain level of skills system are aware of their own role and the role of their affiliated
organization; but most probably they cannot recognize the meta-patterns and interactions that
take place in broader areas of the system. Hence, people and organizations--as the individual
stakeholders--face difficulties in identifying the obstacles to implement a certain program.
So, measuring the network that policies and programs are implemented in is an important
aspect in demonstration because these measurements leads the policy-maker to identify the
obstacles that the programs may face with. Studying the information networks, system
analysis and game theory (Ozdaglar 2008) leads us to the fact that enhancing the process of
strategy implementation does not necessarily need measures in broad range and high levels,
rather it requires focused actions which lead to small modifications in some stakeholders of
the system.
Evaluation & Accountability
The goal of evaluation and accountability sub-function is to measure, rate and judge
about the functionality of the various components of the system based on the rules and
regulations. Evaluation is a requirement of planning: how successful were the strategies?
Should modifications be made in the strategies or implementation? Moreover, every policy-
maker in any system—national/local/global—apart from the results that are gained because
of their strategies, has to response about their decisions: why did they allocate the scares
resources in that way? Accountability gives legitimacy to a system. Evaluation is a pre-
requirement of any accountable management approach.
Regulation 1-2
Regulation function in this model is about monitoring, assessment, and refinement of
rules of the skills system rather than ad-hoc operations (Levi-Faur 2011). The sub-functions
of regulation function are: setting professional qualification standards; evaluation and
certification of professional competence; developing rules and regulations for the national
skills system; setting vocational training standard; monitoring and quality assurance of skills
training services.
Setting Professional Qualification Standards
In the modern professional training approach, the system that people gained their
professional qualifications, itself, is not important (Foley 1999); rather a method that certifies
their qualification plays a pivotal role. To do so, a standard is needed to define the type and
class of professional competency. Professional qualification standards are prominent
examples of these kinds of standards, that make the lifelong learning objective approachable,
and comparison facile. One example of these kind of standards is the national qualification
frameworks (NQF).
Evaluation & Certification of Professional Competence
In the national skills system, in order to utilize the professional qualification
standards, an evaluation and certification unit is required. This unit examines the
competencies of people whether gained through recognized prior learning or other means of
informal/non-formal training.
Developing Rules and Regulations for the National Skills System
The national skills system, due to its complexity, multiple stakeholders in different
levels, and being in vicinity of other system (labour market and goods/services market),
requires coherent and adapting rules. These rules must guarantee proper cooperation and
collaboration among various stakeholders to gain the ultimate goals of skills system that are
decent work, productivity, and competitiveness improvement (Hardt 1995).
Setting Vocational Training Standards & Regulations
Training is the core element of the national skills system. In order to reach cohort
vocational skills at the national level, training should be regulated by the national
qualification standards. Only by these standards and regulations, the vocational skills training
part could be linked to academic education.
Monitoring & Quality Assurance of Skills Training Services
Due to the complexity of the skills system, and the pivotal role that skills training
plays, quality assurance of this part has direct impact on the effectiveness of the whole
system.
Facilitation 1-3
Facilitation is about encouraging open discussion among people with various
viewpoints to review different hypothesis and options. Facilitation often is done by
development-orientated organizations in a system including non-governmental organizations,
industry councils, employees and governmental agents (Rhodes 1996). The authors
developed the facilitation function in the national skills system through the following sub-
functions: facilitation the inter-sectoral and cross-sectoral communication and coordination;
reinforcement of social and cultural infrastructures; facilitation the exchange of the labour
market information, Facilitation the access to financial resources.
Facilitation the Inter-sectorial and Cross-sectorial Communication &
Coordination
Due to the complexity of the national skills system, communication and coordination
among stakeholders cannot be reached only by hard norms such as rules and regulations.
Participants need be harmonized in order to get the ultimate goals of the system by more
facile and workable tools. Even in a single sector proper communication and coordination of
participants cannot be reached without soft facilitation tools.
Cross-sectorial coordination is the core element to reach equity in skills trainings
especially if the situation depends on the decision of different sectors. It consists of vertical
coordination and horizontal one.
Reinforcement of Social and Cultural Infrastructures
Skills system is about the everyday life of many people. What they do to earn their
livings and how they do that. Hard norms such as rules and regulations are at the second
importance when it comes about personal decisions. Social and cultural believes and attitudes
conduct the society at a deeper level. Hence, an effective skills system needs to interact and
be in harmony with social and cultural norms.
Since building social and cultural infrastructures is about changing believes, attitudes
and structures, it requires systematic long-term approach rather than ad-hoc actions.
Facilitation the Exchange of Labour market Information
Having the information of the demand and supply side of the skills system in hand, is
essential not only for policy-makers but also for other planners, managers and stakeholders in
different levels of the skills system (Sparreboom and Powell 2009). Labour market
information system (LMIS) seeks the following strategic goals: clarification the needs and
potentials of every part of the skills system; quick access to job offers and job requests;
speed-up the process of matching employers and job-seekers; provide relevant information
about employment, unemployment and labour migration.
Facilitation the Access to Financial Resources
Vocational trainings due to its practical and workshop-based nature (which requires
trial and error), rapid technological reformation, need of large spaces, requires more finances
than other types of trainings. So, one of the most important supporting functions in every
national skills system is the financing that has many types according to their source,
organizing, spending, and resulting.
Financing of skills programs have different forms (Paik 2016, Lange, Ottens, and
Taylor 2000, Lerner, Leamon, and Hardymon 2012, Jones 2007), including but not limited to:
utilization of training fund borne by private firms, incentives to induce employer’s,
employee’s and unemployed’s active participation in training, financing by local resources,
selling the products in advance. Recognizing these resources and allocating them properly, is
a facilitation sub-function.
Service Provision 1-4
Actors, participants and stakeholders of a system are involved in processes that their
ultimate goal is to respond to a need: providing goods/services. These processes have strong
linkages with the main functions of the system. The authors introduce the sub-functions of
service provision in skills system as: provision of training services, provision of apprentice
services, developing businesses (where the developed skills are to be used), provision of
labour market information and job finding.
Provision of training services
Training is the heart of any skills system and has close linkage with “developing
relevant skills”--one of the skills development pillars. This service delivery occur in three
forms: formal, informal, non-formal. Lifelong learning (Field 2000), fostering quality and
equity (Schleicher 2009), strengthening innovation, productivity and social inclusion are all
important parameters of a proper training provision (Mittler 2012, Walberg 1980, Ferrari,
Cachia, and Punie 2009).
Provision of Apprentice Services
Apprenticeship helps individuals to get essential trainings and facilitate the access to
job opportunity and schools to work transition. In fact, apprenticeship is the bridge between
training centers and workplace (Lerman 2013).
Developing Businesses
This sub-function is developed from the main function “using these skills effectively
in the economy and society”. Workforces and businesses are the demand side of any skills
system; effective utilization of skills in the demand side help the overall system work
properly. High quality jobs motivate individuals, actors and stakeholders to better participate
in skills system governance.
Provision of Labour Market Information and Job Finding
This sub-function is developed from both “using skills effectively in the economy and
society” and “developing relevant skills” main functions. Labour market information not only
help employees to regulate themselves with the job-market, and employers to develop plans
for their human resource strategies, but also assist policy-makers to gain subtle decisions.
5. Diagnosis
Actors, Structures and Institutions 1-1
The structures and institutions of Iranian skills system has changed considerably over-
time. As the followings, the current key actors are introduced and their role and impact are
analyzed.
Ministry of Labour and Social Affair (MLSA)
Policy-making and planning, monitoring and implementing measures in order to
regulate the labour relation, solving the problems of labours, preserving and protecting the
workforce, increasing the share of cooperative sector in national economy, supporting
employment development, and establishing an inclusive system of welfare and social security
are among the duties of Ministry of Labour and Social Affair. This institution plays a pivotal
role in skills development due to its policy-making, regulation and financing functions.
MLSA also have linkages with other institutes like private career agencies, Technical and
Vocational Training Organization (TVTO); Ministry of Science, Research and Technology
(MSRT); and Supreme Council for Cultural Revolution (SCCR).
Technical and Vocational Training Organization (TVTO)
TVTO’s main task is providing vocational training and research through 1 to 18-
months courses in: permanent centers of the public sector (702 centers nationwide), mobile
training teams (in remote areas), training in prisons, training in garrisons, training in
industries, training in Instructor Training Center (ITC) and private training institutions (14
thousand institutions authorized by TVTO). TVTO trains skilled and semi-skilled labor force
which is needed by industry, agriculture and service providers throughout the country.
The responsibilities and missions of TVTO are: to prepare the technical and
vocational development plans; to establish and develop educational centers (basic and
advanced ones); to prepare curricula and teaching sources based on the national standards of
occupations; to observe the executive standards, including the trainer, space, equipment and
instruments in accordance with the vocations and skills modules in all of the educational
sections of the organization; to provide the required educational and job consultancy services
for learners; to supervise the covered educational centers based on the regulations; to
organize the national skills competitions; and to conduct fundamental and practical
researches about human resource development of the country.
Private Career Aagencies (PCA)
Office of Job-Placement was founded in the former Ministry of Labour in Iran in
1955. It took 8 years till 1963 that private job-placement agencies began their activities in
Iran. In 1979 these agencies were terminated and their duties transferred to Labour
Authorities in each city. Again, at 1998, Supreme Council of Labour passed a law to regulate
the activities of private job-placement agencies. These private agencies now work under
supervision of MLSA.
Ministry of Science, Research and Technology (MSRT)
MSRT is responsible to consolidate the administrative affairs, and also policy-making
of the science, research and technological activities in Iran. MSRT has linkages with so many
skills system participants--all the universities in the country with academic approach, in
addition to University of Applied Sciences, and Technical and Vocational University are
under the supervision of MSRT, to name but a few.
National Organization of Educational Testing (NOET)
NOET is a governmental organization affiliated to MSRT. It is responsible for
management of many test takings in Iran; including international tests, tests for
comprehensive national entrance exam for universities. NOET has three divisions: 1-
administrative division, 2- technical & research division, and 3- selection division.
Ministry of Education (ME)
ME is one of the most important stakeholders of vocational skills training in Iran. All
the schools which educate and train children from age 5 to 18, in addition to secondary
vocational schools, are under the supervision of ME. Office of Vocational & Technical
Training and Office of Secondary Vocational Education & Training are divisions of the ME
Department of Secondary Education. Frahangian University—which was established by
integrating Teacher Training Centers—provides human resource mainly as teachers for ME.
The Supreme Council of Cultural Revolution (SCCR)
SCCR as a cross-ministry council has the policy-making role in cultural, educational,
and research issues in Iran. Their decisions are conducting as rules. They are recently
conducting a research to develop and modify vocational training system in Iran. This council
set strategic planning for ME, MSRT, and MLSA.
Ministry of Culture & Islamic Guidance (MCIG)
MCIG has the overall responsibility of policy-making and regulation in issues related
to art and culture; for instance, as it relates to skills development, they make rules of conduct
for the private art schools and certify them.
Management and Planning Organization of Iran (MPO)
Formerly known as the Plan and Budget Organization (PBO), the MPO had a variety
of goals and duties, including evaluation of the country's resources, preparation of its medium
and long term development plans and policies, preparation of annual budgets, and monitoring
and evaluation of work done under the implemented plans. MPO monitors and evaluates the
function of MLSA and NIPO.
National Iranian Productivity Organization (NIPO)
NIPO, as a governmental organization, is responsible for planning, policy-making,
conducting, monitoring, and evaluating of all economic actors and production agents
including: human capital, finance, energy, water and soil. The main goal of NIPO is to set
productivity standards, raise the productivity in all economic, social, cultural, governmental
and non-governmental sectors based on supreme laws, policies, and strategies. For the
national skills system, NIPO determines the roles and responsibility limits of the
governmental and non-governmental sectors based on supreme rules and regulations, designs
and implements human resource management processes, and professional qualification
system.
The distribution of the functions and sub-functions between different actors is called
“institutional mapping” (Aligica 2006). The institutional mapping table of the Iran Skills
system is presented on table 1.
Analyzing the Institutional Mapping of Skills System 1-2
In analyzing the institutional mapping of the skills system, the authors examined the
following questions in each sub-function:
Is there any sub-function that has not been assigned to any actor?
In a specific sub-function: which actors are taking part? Is a single
function assigned to too many actors? In case of institutions plurality, is there any
need of an integrated management between the actors?
In a specific sub-function, is there any need for a centralized entity?
Can non-governmental organizations be substituted for the
governmental ones?
Policy-making
Since the education and training system in Iran have different trustees in formal and
non-formal divisions, the attitudes and approaches of planning in these divisions are different.
There is need for integrity at national level, specifically for technical and vocational skills
training due to its non-formal and informal nature. In this regard, Ministry of Health and
Medical Education (MHME), by formulating policies and planning for human resource
training activities in health sector, is shaping the education and training system policies in
their action area. Unfortunately, lack of a single institute to shape non-formal vocational
training policies in the country caused divergent. There is no opportunity for integrated and
inclusive planning of education and training system without any coordinating instrument;
every single ministry acts separately.
Not only the planning sub-function, but also evaluation and accountability suffer from
lack of a single responsible referee. Without evaluation the old policies, the policy cycle is
not complete—no clear feedback from previous implemented policies (Cairney 2011).
There are some organizations and ministries that are responsible for institutionalizing
the skills system in their field of activity: The Supreme Council of Cultural Revolution
(SCCR), Ministry of Labour and Social Affair (MLSA), Ministry of Science, Research and
Technology (MSRT), National Organization of Educational Testing (NOET), Ministry of
Energy, Vice-Presidency for Science and Technology (VPST), to name but a few. Ministry of
Education, although has strong effect on regulation and facilitation of skills system, should
play a more active role in policy-making—specifically institutionalizing—due to its mission
as a ministry.
Regulation
The active institutes in regulation function are: Ministry of Labour and Social Affair
(MLSA), National Organization of Educational Testing (NOET), Ministry of Education
(ME), Ministry of Industries and Business (MIB), Ministry of Health and Medical Education
(MHME), Ministry of Energy (ME), Ministry of Culture and Islamic Guidance (MCIG),
Vice-Presidency for Science and Technology (VPST), National Iranian Productivity
Organization (NIPO), Civil Aviation Organization Of Iran (CAOI), and Ports and Maritime
Organization of Iran (PMOI).
In a closer look, it could be perceived that “monitoring and quality assurance of skills
training services” and “setting vocational training standards and regulations” are somehow
cross-sectoral—different institutes with different strategic policies are involved. One of the
reasons of this phenomenon is that some regulation sub-functions, such as “monitoring and
quality assurance of skills training services” and “setting vocational training standards and
regulations” require a broad vision about issues and challenges in different areas. These
challenges are professional and competency standards; aligning with technological
development and future needs; create suitable atmosphere to communicate with formal
education and training system; evaluation and quality assurance of skills system.
Specifically about evaluation and quality assurance of vocational trainings, since this
sub-function requires monitoring of all the actors in regulation processes, it should occur in a
wide range of fields and domains; which means so many actors will involve. An inclusive
professional competency system and validation of vocational training agencies are two
important means to reach quality assurance in vocational skills training. The former demands
a profound network of sector councils and facilitation agencies in a hierarchical system, both
vertically and horizontally; the lather can be reached through this network too.
Although pluralism of institutes also occurs in “setting vocational training standards
and regulations”, but other regulation sub-functions are mostly limited to three profound
institutes: Ministry of Education, Technical and Vocational Training Organization (TVTO),
and National Organization of Educational Testing (NOET). Among these three institutes,
although in a legal perspective the main responsible institutes in technical and vocational
skills training field are Ministry of education and Technical and Vocational Training
Organization (TVTO), more investigation shows that TVTO is involved in different
regulation sub-functions because of necessity to fulfill their tasks. However these types of
TVTO’s activities have no legal support.
In spite of the above discussion, it seems that the regulation function gained little
attention from the legislator so far so that the regulation sub-functions are not assigned to a
specific ministry or institute.
Some sporadic activities like: monitoring and evaluation, establishment and certifying
new vocational training centers are seen in some of the institutes’ duties; but, especially what
TVTO is doing in the regulation field indicates the lack of a single regulatory actor in Iran’s
skills system—in a legal perspective, TVTO was not established to act in regulation field;
what this organization is doing totally arise from urgency. There is a need for a single
regulatory organization, but deciding about the level of interaction and authorization is an
important issue itself.
In summary, it seems that due to TVTO’s capacity—as a MLSA affiliated
organization—and due to one of the policies of Article 44 of the constitution
1
, there is a
necessity to establish an organization with regulation specialty to act at national level.
Facilitation
The institutional mapping of skills system management in Iran shows plurality in
facilitation function. Many of these actors and organizations are legally responsible in
facilitation function, while some other are involved just because of urgency. It can be
perceived that in many facilitation sub-functions, such as reinforcement of social and cultural
infrastructures, many organizations are involved. The present institutional mapping indicates
that Technical and Vocational Training Organization (TVTO), Union of Professional
Association of Private Vocational Training Centers (UPAPVTC), and Deputy of
Employment and Self-sufficiency of Imam Khomeini Relief Committee recognized
facilitation sub-functions very good and took part. However, their participation in
1
This article divides Iran’s economic system into three sectors: public, private, co-operative. On June 2006, a
new interpretation from this article was developed that is known as “Privatization Law”.
“facilitation the exchange of the labour market information” and “reinforcement of social and
cultural infrastructures” is not legally supported.
One of strengths of Iran’s skills system in facilitation function is that the “facilitation
the exchange of the labour market information” sub-function is legally supported for the
involved actors. It is obvious that if few actors were obliged to participate in “facilitation the
exchange of the labour market information”, management of this sub-function could be more
difficult.
In the sub-function of “facilitation the inter-sectoral and cross-sectoral
communication and coordination”, just Ministry of Education (ME) and Vice-Presidency for
Science and Technology (VPST) have proper functionality in comparison with other actors of
national skills system. More profound instruments for facilitation at national level are
necessary to define the coordination pattern for each participant.
Service Provision
Skills training in Iran is mainly provided by Ministry of Education, University of
Applied Science and Technology, private vocational schools under the administration of
TVTO, and some Ministries. TVTO is the only apprenticeship provider. Private career
agencies have sporadic contributions to provide labour market information. No organization
is responsible to develop businesses to utilize the developed skills.
Low quality skills trainings; low motivation between training providers; lack of
diversity in skills training specially for girls and women; low-pace job-findings and weak
linkages between supply and demand side of skills system due to inadequacy of labour
market information; small share of in-formal skills trainings in comparison to the formal
trainings; lack of proper support for business development are some of the most important
problems of skills system provision.
6. Conclusion
Using a new framework, the authors attempted to evaluate Iran’s skills system
governance. They introduced 4 supporting functions (governance functions) as: policy-
making, regulation, facilitation, and service provision. By institutional mapping of the
national skills system; studying skills-related laws, regulations, and acts; and fact-finding
interview sessions with experts of the system, the main shortages of Iran’s skills system
governance were known as: absence of legal support to guarantee the enforcement of the laws
and regulations, lack of proper coordination between the suppliers of the skills system,
absence of quality assurance system and national professional standards, regulation failure,
passive involvement of the private sector, neglecting the importance of human capitals in
socio-economic development from policy-makers, lack of proper labour market information,
infrequent following up from the government to implement legislations, inadequate legal
supervision on the implementation of the national development plans, lack of clarity in legal
duties of some executive organizations, absence of “skills act” and a unit policy-making and
coordinator organization in national skills system. Finally they argued that an integrated
approach to national skills system governance—in legal, implementation and administration
fields—is a key factor to ensure economic development, since improving skills are so critical
for developing nations.
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Policy-making
Regulation
(1) Policy research and resources assessment
(1) Setting professional qualification standards
(2) Identification of national priorities
(2) Evaluation and certification of professional competence
(3) Planning
(3) Developing rules and regulations for the national skills system
(4) Demonstration
(4) Setting vocational training standards and regulations
(5) Evaluation and Accountability
(5) Monitoring and quality assurance of skills training services
Service Provision
Facilitation
(1) Provision of training services
(1) Facilitation the inter-sectoral and cross-sectoral communication and
coordination
(2) Provision of apprentice services
(2) Reinforcement of social and cultural infrastructures
(3) Developing businesses to utilize the skills
(3) Facilitation the exchange of the labour market information
(4) Provision of labour market information and job finding
(4) Facilitation the access to financial resources
Table 1: Institutional Mapping of Iran’s Skills System
Policy-making
Regulation
Facilitation
Service Provision
(1)
(2)
(3)
(4)
(5)
(1)
(2)
(3)
(4)
(5)
(1)
(2)
(3)
(4)
(1)
(2)
(3)
(4)
Ministry of Labour and Social Affair (MLSA)
*
*
*
*
*
*
Technical and Vocational Training Organization
(TVTO)
*
*
*
*
*
*
*
*
*
*
*
Private career agencies (PCA)
*
*
Ministry of Science, Research and Technology
(MSRT)
*
*
*
*
*
*
National Organization of Educational Testing
(NOET)
*
*
*
*
Ministry of Education (ME)
*
*
*
*
*
*
*
*
*
The Supreme Council of Cultural Revolution
(SCCR)
*
*
*
*
*
*
*
Ministry of Culture and Islamic Guidance
(MCIG)
*
*
*
*
Management and Planning Organization of Iran
(MPO)
*
National Iranian Productivity Organization
(NIPO)
*
*
Ministries (Power Ministry, Ministry of
Petroleum, Ministry of Agriculture, etcetera)
*
Table 2: List of laws, regulations and acts that are related to Iran’s national skills system
Acts, Rules and Regulations
Reference
Date
No.
Apprenticeship Act
Senate
1970
1
Constitution of the Islamic Republic of Iran
Parliament
1979
2
Establishment the Organization of Technical Education and
Human Capital Act
The Revolutionary
Council
1980
3
Establishment of the Supreme Council of Technical and
Vocational Training Coordination
The Revolutionary
Council
1980
4
Establish and Run Vocational Schools Act
Council of Ministers
1986
5
The Ministry of Education Act
Parliament
1987
6
Directive on Specify the Institutions which are Responsible for
Employment of Youth with High School Diploma
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
1988
7
The 1st Economic, Social, and Cultural Development Program
Act of IRI
Parliament
1990
8
Labour Law
Expediency
Discernment Council
1990
9
Unemployment Insurance Act
Parliament
1990
10
Reformation of Secondary Education System Act
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
1990
11
Cooperation of Ministries, Organizations and Educational and
Manufacturing Centers to Implement the New Secondary
Education System
Council of Ministers
1992
12
Vocational Teacher Training Center Act
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
1992
13
Integration Coordinating Council of Technical and Vocational
Education and the Higher Council for Scientific Education to
Form Supreme Council of Applied Functional training
Supreme
Administrative
Council
1993
14
The 2nd Economic, Social, and Cultural Development Program
Act of IRI
Parliament
1995
15
Engineering and Building Control System act
Parliament
1995
16
The Supreme Council of Applied Scientific Education Act
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
1995
17
Approvals of SUPREM COUNCIL OF CULTURAL
REVOLUTION for Applied Scientific Training
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
1997
18
Commitment to Learn Vocational Skills for Employment Law
Parliament
1997
19
Supreme Council of Employment Act
Parliament
1998
20
Transforming Organization of Vocational Training and Human
Capital to TVTO and Establish Deputy of Planning and
Employment in MLSA
Council of Ministers
1999
21
The 3rd Economic, Social, and Cultural Development Program
Act of IRI
Parliament
2001
22
Transformation in Iran Administrative System Act
Council of Ministers
2002
23
Vision of Islamic Republic of Iran in 2025
The Supreme Leader
2003
24
Goals, Duties and Organizational Chart of MSRT
Parliament
2004
25
Acts, Rules and Regulations
Reference
Date
No.
The 4th Economic, Social, and Cultural Development Program
Act of IRI
Parliament
2005
26
Civil Service Management Law
Parliament
2007
27
Establishment of National Skills Organization Law
Supreme
Administrative
Council
2009
28
Student Admission in Vocational Training Centers and Teacher
Training Centers Law
Parliament
2010
29
The General Policies of Administrative System
The Supreme Leader
2010
30
Organizing and Protecting Domestic Jobs Law
Parliament
2010
31
The 5th Economic, Social, and Cultural Development Program
Act of IRI
Parliament
2011
32
Comprehensive Scientific Map of Iran
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
2011
33
Vocational and IT Training Regulation
Council of Ministers
2011
34
Fundamental Reformation in Education and Training Document
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
2011
35
The General Policy of Employment
The Supreme Leader
2012
36
The General Policy of the Domestic Production, Supporting
Iranian Labor and Capital
The Supreme Leader
2012
37
National Curriculum Document (in Vocational Training)
The Supreme Council
of Education
2012
38
Regulation of Professional Competence System
Council of Ministers
2012
39
General Policies of Resistance Economy
The Supreme Leader
2013
40
National Guild System Act
Parliament
2013
41
The General Policies for Reformation in Education
The Supreme Leader
2013
42
National Policies Action Task Force #14 from Grand Strategy
#6 to Adjust the Capacity of Higher Education Institutions (with
consideration of land use)
SUPREM COUNCIL
OF CULTURAL
REVOLUTION
2014
43
Approval about Create Extra Jobs Commensurate with the Level
of Expertise for Vocations
Council of Ministers
2014
44
The General Policy of Population
The Supreme Leader
2014
45
The 6th Economic, Social, and Cultural Development Program
Act of IRI
Parliament
2017
46
