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GILGIT-BALTISTAN (GB)
PROVINCIAL SKILLS DEVELOPMENT-ACTION PLAN (PSD-AP)
INTRODUCTION AND BACKGROUND
The provinceof GB has developed this provincial skills development action plan (PSD-AP) in order to improve
the skillsand employability within the province. The plan targets the specific skillsdevelopment requirements
which will allow GB to develop its economy and society.
The plan is based on the National SkillsStrategy (NSS) developed through a national consultativeprocess in
2009.The implementation plans for the strategy were delayed due to the 18th Amendment and its impacton
the TVET sector. Now provinces arein a position to develop their own programmes within the framework of
the NSS, but adapted to the specific economic and social needs. The NSS envisages the provision of relevant
skills for industrial and economic development, improvement of access,equity and employability and
assuranceof quality through an integrated approach.To translatethis framework into viablereforms, the NSS
suggested twenty strategic initiatives.
The GB PSD-AP translates theNSS into concrete activities for the province.TVET programmes are implemented
under different Government Directorates, CSOs, CBOs,private companies,or through projects.The PSD-AP
identifies existingactions undertaken by these agencies,and assesses them in the lightof provincial skills
needs priorities.Itidentifies gaps in skills development provision,and additional opportunities for action.It
then formulates these into an action plan which ensures that the implementing agencies will includethem in
their annual action plans.Each activity sets annual targets so thatprogress can be monitored.
This document has been prepared by TVET stakeholders in GB, led by the Department of Industries and
Manpower of GB Government and Aga Khan Rural Support Programme (AKRSP) through its CIDA funded
“Enhancing Employability and Leadership for Youth Project”, by organizing a series of consultations,facilitated
by GIZ staff and consultants. Aparticipatory methodology was adopted involvingconsultations with key
stakeholders,includingrelevantpublic sector agencies,civil society organizations(CSOs) and representatives
from the community and privatesectors.Key documents reviewed included NSS, Gilgit-Baltistan Education
Strategy (GBES), Gilgit-Baltistan Economic Report(GBER), and other relevant reports and availabledocuments.
The PSD-AP consists of three parts:
 An assessmentof the planned activities,includinga prioritisation of activities planned and what
challenges this poses;
 The provincial skillsdevelopment profile,a short introduction to set the context and the general
characteristicsof skillsdevelopment in the province; and
 The activity matrix,which lists all activities planned by the different stakeholders involved in the
planningprocess.
Like all other plans,the PSD-AP is a means to an end. The plan represents the actions of a number of
implementing agencies,but is not managed by any singleone of them, its purpose is to use the NSS to
categoriseprovincial needs and causeactions to be taken where there are priorities and gaps.
The Development Objective for this plan is, therefore, to stimulate skills development actions in GB.
The TVET reform supportprogramme, which has supported the development of this plan,is workingin parallel
in all other provinces and at national level to develop their skillsdevelopment action plans.TheProgramme
will further support the process by facilitating an inter-provincial processleadingto an integrated national NSS
implementation programme.
Programme supportdoes not end followingthe development of this and other plans.Itwill supportthe
expansion of activities in the action plans to cover more provincial and national priorities,the integration of
project-supported outputs into provincial and national plans,the implementation of priority activities,

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supporting the monitoringof the plans,the development of activities to address organisational impediments
to implementation, and updating of the skills development action plans on a continuous basis.
1. SUMMARY ASSESSMENT OF PLANNED SKILLS DEVELOPMENT/TVET ACTIVITIES
Overview:
Where are the major areas of activity and interest?
Like the rest of Pakistan,GBis experinecinga bulgingpopulation.Youth emplyment is a major priority in GB.
A number of mega projects areplanned in GB, includingDiamer-Basha Dam,Bunji Hydropower project,
upgradingof airports and KKH,and construction of new towns for displaced settlers and creatingmedium
cities and city authorities.The local government is strugglingto preaparelocal workforcefor these projects,
and needs supportand assistance.
Youth emplayability and entreprenuership is a major onging project, led by AKRSP and implemented in
partnership with government, community organizationsand the privatesector. The project is funded by CIDA
and it aims to improve labor markets for local youth.
The government of GB is investingin its firsttechnical and vocational traininginstitute.Resources have been
budgeted to startits contruction in the 2012-13 budget year. Line Departments, particularly the departments
of Agricultureand Livestock has been impartinga variety of technical skills to farmers to increaseproduction
and processingof agricultural products.
In recent years, rapid progress has been made in the gems and jewlerry sector. A major sourceof semiprecious
gemstones, GB is exportingpoorly mined rawgems. With good poetntial for local valueadded,a number of
public and privatedevelopment organizations haveinvested in local trainingfacilities in cuttingfacettingand
jewlerry making
A mjor comparativeadvantage of GB is its tourimpotential,particularly trekkingand mauntaineering.Once a
thrivingsector, providingdirectand indirectemplyment to some 20,000 people, tourismhas almostdied out,
except for hardcoremountain adventure tours. The key interst is to keep this sector alivefor the long term,
and invest in improvingoutfitting services.
Department of Welfare and Women’s Development is runingsome 60 centers in GB and provides stichingand
embroidry trainingto young women. They need support in design and marketing services.
Maraufi Foundation (MF) is sponsoringa limited number of young men from poor families in remote villages to
get TVET trainingin selected institutes in mainland Pakistan.
Benazir Income Support Program (BISP) has a nation-wide skillstrainingprogramfor deservingmen and
women to acquireproductiveskills.
The Aga Khan Plannningand HousingService(AKPBS) trains peoplein energy efficient and earthquake resilient
constrauction techniques.
The Aga Khan Culture Service (AKCSP) trains women in non traditional sectors,such as masonary and
wookworks, survey and design and restoration of historic buildings.
A number of CSOs,private Foundations and privatecompanies areprovidingtrainingin improving the
productivity of natural resources,fromagricultural extension to post harvest, processingand marketing.
How well does the plan reflect the provincial priorities within the NSS scope?
The provincial priorities reflected in this plan arewithin the NSS scope. They are particulary relevantto the
reforms under objectives two and three, covering access and technical and institutional capcity building.The
TVET system in GB is not formally organized,so many of the NSS’ expectations from the formal sector may not
be realistic to achievein GB. On the other hand, many of the flexibleand non conventional approaches ,such
as flexiblework-based trainingand community based training, provided in the NSS to improve performance,
may be more easy to carry forward in GB. However, the key advantageof this plan is thatit will integratethe
small and informal TVET sector in GB with national mainstream.

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TEVT activities envisaged in this Plan represent only the initial steps for creatinga robustand tailor made
system with capacity to strategically plan TVET activities for emerging opportunities in the area, includingthe
planned public sector projects,such as bigdams,trade and transitand other high potential sectors already
identified.These activities areconsistentwith NSS objectives and national priorities.
How does this reflect or link to the skills profile (which is why it is there)?
It reflects GB priorities in theform of a devolved but relevant skills development agenda, based on the area’s
comparativeadvantage, and the considerations of equity and gender balance.The plan calls for a market
driven approach, and increamental improvements in TVET services in terms of quality,relevanceand coverage.
How has the NSS helped to shape and focus provincial directions?
NSS provided a unifyingapproach to addressingissues of quality,access and intitution building.Itprovided a
framework for CBT for competing in national and regional labor markets.But, NSS as a document may not be
suffiecient.It has to have the necessary national and international backingfor its implmentation.At present,
there are many gaps in policy,resources and capacities in GB,which cannot be filled withoutexternal support.
For instance,the Water And Power Development Authority (WAPDA) is planninga number of high-profile
projects in GB, which will enquirethousands of skilled workers,for which there are no specific TVET plans. For
these larger opportunities,institutions likeWAPDA will haveto come on board in implementing this plan.
What aspects of the NSS are of lesser relevance or concern to GB?
Essentially,thereis nothing in NSS that is not relevant to the needs and actions identified in this plan.
However, many aspects related to the quality and relevance, can be implemented over time. Makingtangible
progress on all thesefronts will requirestrongcommitment from federal agencies,particularly NAVTTC.
Activity summary (deriving from the matrix):
Main implementing agency roles – i.e. what each agency will take on in activity terms and what is its objective?
Note: Activities highlighted in bold and italic are priorities for 2012-13.
- Undertake labour and employer demand surveys to assess industry needs within and outside GB for
local workforce (AKRSP/Department of Manpower and Industries)
- Adapt curricula from other progressiveprovinces and enrich itaccordingto its needs (All TVET
agencies)
- Design short courses for enhancing agricultural productivity and value added /processing
(KIU/DOA/AKRSP)
- Prepare ground work for Gems and Jewellery centre of excellence(RF to take the lead)
- Conduct feasibility for Ecotourismservices school (GBTourismDepartment)
- Includeprivatesector players in TVET governance (Secretary, department of Manpower and
Industries)
- Create and support lead enterprises in TVET in the private sector (AKRSP)
- Launch a small research project to document constraints and opportunities in reviving
Apprenticeship Law (Department of Manpower and Industries)
- Integrate soft skills with hard skillsand entrepreneurship for employability in all TVET programs (all
TVET agencies)
- Streamline procedures and increasethe scope of existinginternship programs implemented by
various CSOs (AKRSP)
- Support existingTVET providers with BDS (AKRSP/KIU)
- Create a web-based career guidance service (AKRSP/ WorkingGroup)
- Engage with Madrasa administrations, and develop feasible training products and services for them
(Nanga ParbatFoundation)
- Undertake a scopingexercisefor the above (AKRSP)
- Improve geographical coverageat districtand Union Council levels with gender considerations (all
TVET providers).
- Establish an additional Polytechnic institute for Women (P&DD)
- Identify under-utilized public buildings to be used as satelliteTVET centres (Department of Manpower
and Industries)
- Consolidate mobile & community based training (all TVET providers)

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- Design special training projects to integrate women in emerging sectors and new trades (all TVET
agencies)
- Workshops organized for CSOs, TVET experts, government and private sector players on
mainstreamingwomen in TVET activities (WorkingGroup)
- Zakat Authorities and BISP Regional Directorate are assisted to develop relevant training programs
(BISP/ Zakat Authority/ CSOs)
- Associational activities promoted for informal economy workers (AKRSP)
- Create linkages with state and private sector social protection services for informal economy
workers, such as EOBI, micro insurance,public housing,and adultliteracy (Department of Manpower
and Industries)
- Create transitional steps fromustad shagirdi to entrepreneurship & self-employment (P&DD/
Department of Manpower and Industries)
- Develop business linkswith privateplacement institutions (AKRSP/ Department of Manpower and
Industries)
- Identify willing partners overseas, and borrow their standards, with the help of NAVTTC and donors
(AKRSP)
- Career guidanceand job placement services areintegrated with all trainingprograms (all TVET
agencies)
- GB will adaptnational LMIS with the help of NAVTTC (all TVET agencies)
- Vocational education integrated in all types of schools and madrasas (Departments of Education and
Manpower and Industries)
- GB to participatein the national programme for integrating vocational trainingwith general education
(Departments of Education and Manpower and Industries)
- GB to develop a proposal in consultation with GB-DOE for integrating TVET with general education
stream
- Public education and awareness will be promoted with the help of CSOs, LSOs and CBOs (AKRSP,
other Development Organizations)
- GB will work with GIZ and NAVTTC in developing communication products (WorkingGroup)
- Groundwork prepared for creatingGB-TEVTA (department of Manpower and Industries/ Working
Group)
- In the interim Working Group will facilitate implementation of NSS action plan in GB (Working
Group)
- GB will provideits inputto NAVTTC in NQF development (workingGroup)
- An inventory prepared of all agencies,currently engaged in TVET serviceprovision in various fields
and at different levels (workingGroup).
- Training of trainers to be a priority area for GB (all TVET agencies)
- Capacity supportto master trainers in selected sectors through affiliationsand exposurevisits (all
TVET agencies)
- WorkingGroup will identify new research areas and assist relevantagencies to conduct studies in
their domains (WorkingGroup)
Are there any and what are the new features/activities developed as a result of the NSS framework?
This is the firsttime GB is engaged in a national dialogueand planningfor TVET reforms, and it is becauseof
NSS. NSS provided a “Framework” for integratingdiverseand fragmented TVET activities in a plan.This is
relevant becauseGB as a new province needs new policy initiatives and good planningtools.
There are many new features in the plan,resultingfrom NSS Framework. Just two are mentioned here: a)
inclusion of madrasa as a key TVET stakeholder and, b) linkages between informal economy workers and the
state social protection systems,such as micro insuranceand old age pension schemes.
Challenges: what are the main challenges in terms of:
Volume of work (timing within the year). Which activities are ambitious or have an unappreciated complexity.
Give solutions – e.g. may have to be carried over,
Overall,the activities in theplan will lead to reducing the volume of work, by removing duplicati on and
repetition. Most of the planned activities fall within theworking capacities of relevantagencies and their
plans.So no extra work is anticiated.

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Feasibility: which are tricky or have risky dependencies and pre-conditions. Give some mitigating actions
(otherwise the activity should be removed).
Tricky and sticky are resource-intensiveactivities,such as establishinga new Politechnic Institutefor women.
In GB, government has to buy privateland to build any public project,and the bulk of the budget goes in land
compensation. The mitigatingaspectbuiltin the plan is to sponsor young men and women to get good quality
trainingin other parts of Pkaistan,so the delays in getting approvalsfor establishingnew Institutes do not
hinder the intended activity itself.
Resourcing: which are yet to be funded and/or depend on no PC1/other sources. Which challenge the human
capacity needed.
The plan takes into accountcurrent resource constraints.The finanacingstrategy essentially promotes
optimisation of availableresources availablewith government and development organizations,such as AKRSP
which is implementing a sizeableyouth emplyability projectthat includes almostall aspects of this plan,except
contructing new centers. Activities budgeted in the public sector agencies arealready in their current scope
and budgets. These days,public sector agencies have justenough resources to pay for salaries and overheads.
They have littlemoney for opeprations.On the other hand, development organizations keep their overhead
budgets lowand have more money for operations.In a good division of labour,the government agencies
should focus more on policy reforms and technical services,and CSOs and privatesector on time-bound
funded activities.
This plan recommends small operational budgets for TEVTAs or their counterparts to leverage the technical
capacities availablewith state sector agencies.Just becausethere is no budget for a workshop or a meeting
involvingtravel and accomodation of participants,importantpolicy decisionscan beheld up for months. Small
targetted grants for policy and professional dialogueamongexpert groups would be a strategic invetsment
under the FIT component.
2. PROVINCIAL SKILLS DEVELOPMENT PROFILE
Gilgit-Baltistan isparta larger region that is in disputebetween India and Pakistan.Itstretches over a largeand
difficultarea of 72,400 sq.km, bordering on Afghan-Wakahn and Western China in the north and northeast,
and the Indian administered Kashmir to the east. In the south and west, itjoins with AJK, and the Kohistan and
Chitral districts of KPK.
GB’s has a fragilemountain ecology, with difficulties of access,extreme climatic conditions,and
marginalization.By all accounts,itis also takingthe brunt of climatechange impacts,which not only threaten
the livelihoodsof mountain communities, but also impactthe entire Indus Basin.Due to its difficult
topography and poor infrastructure,access to the area is problematic.
Recently, GB has received greater political and administrativeautonomy from the controllingCenter, and
reconstituted as a devolved administrativeunitwith the status of a de facto province. However, full
constitutional rights with representation at the National Assembly,Senate and Inter-Provincial Council of
Economic Interests, the long-standingdemands of the GB people, are still unresolved issues.Another recent
development is the 18th Amendment to the Constitution of Pakistan,devolvingseveral ministries to the
provincial level,includingkey ministries,such as Food and Agriculture,Environment, Education and TVET. This
has created new challenges for all provinces,butmore so for GB.
The GB Government is headed by a Chief Minister,supported by a Cabinet of Ministers,chosen by the Gilgit-
Baltistan LegislativeAssembly (GBLA). The Central government is represented by a Governor. GB has its own
High Court and a Supreme Appellet Court.
Administratively,GB is divided into two Divisions,Gilgitand Baltistan,which arefurther divided into seven
districts:Astore,Diamer, Gilgit,Ghanche, Ghizer, Hunza-Nager and Skardu.
ECONOMIC GROWTH, EMPLOYMENT AND TVET
Demography and employment impacts (facts)

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GB has an estimated population of 1.2 million. The population is growingata rate of 2.47% and almost60% of
the population is belowthe age of 25. Despite rapid growth of urban areas,the population remains largely
rural,with significantbutundetermined seasonal and morepermanent outmigration trends.
Although, precisefigures on unemployment are not available,itis estimated to be in excess of 20%. High
unemployment, particularly amongthe youth, remains a major problem. Given the current high population
growth rate, about 600,000 people areexpected to join the work force in the next 10 years. Itis estimated that
employment opportunities in the privatesector will need to treble over the next ten years to keep
unemployment at manageable levels.
At present, GB lags far behind the rest of the country in technical and vocational skills training.Although,many
agencies are involved in technical trainingin both agricultural and non-agricultural areas,mostare at a basic
level. To address this issue,collaborativeprograms will need to be developed between and among relevant
public,civil society and privatesector agencies.
Economic structure
Roughly 80% of the population is engaged in subsistenceagricultureand meets about 50% of the food needs in
the area. Landholdingis small,averagingonly about0.75 ha per family.The land-useis dominated by
cultivation of food crops,fruitgrowing, livestock rearingand agro-forestry.Only about 2% of the total land
area is cultivable.Of this,only one percent is already in use,the remainder could be brought under cultivation
if supply of irrigation water could be ensured. Approximately 4% of the GB area is under natural forests and
52% under rangeland.Agro-forestry (6% of land area) and horticultureare other importantuses of land.
Diversification within and outof agricultureis nowa growing trend, forced by ever diminishinglandholdings
through division and sub-division of family farms in successivegenerations,and a growingnumber of children
going to school,who previously contributed to family labor. Cultivation of high valuecrops is increasing,
especially in villages nearer to main roads.These cash crops includeseed potato, apricots,walnuts,apples,and
cherries,which are marketed in local and national markets,and small quantities areeven exported under fair
trade certification.Scopeexists for expanding the production of these and developing similar other high value
products,such as grapes,vegetable seed, and some medicinal plants.
Tourismwas once a thrivingindustry,but ithas now collapsed dueto worseninglawand order situation and
negative image of the country outside.Manufacturingindustry is almostnon-existent,and privatebusinesses
consistof small workshops,general tradingand limited services.
Per capita incomeis lowat less than half the national average;poverty rate is high,particularly athigher,
singlecroppingvalleys.Roughly speaking,more than half of the household income comes from the non-farm
sector, includinga growingportion from remittances. In aggregate terms, more than 34% of the population is
believed to be livingbelowpoverty line,though there is considerablevariation acrosstheregion.
GB depends on the federal government for almostall of its fiscal needs.Public fundingfor GB has been
increasingover the years, but development needs are still greater.Government’s capacity to deliver services
to remote areas is notonly hampered by fundingshortages, but also by lack of competency, mismanagement
and even corruption.
A good practiceof GB is the ability of its stakeholders to work together and sharethe responsibility for local
development. The Aga Khan Development Network (AKDN), particularly Aga Khan Rural Support Program
(AKRSP) is a major partner in local development and has been suppl ementing and complementing the efforts
of the Government in a number of sectors. The main supportcomes in the form of mobilizingcommunities for
cooperative action,or what may be called “directaction”, for local development. The communities also receive
co-financingto undertake local initiatives,such as small infrastructure,rural electrification,health,education,
water and sanitation,disaster management, agricultural technologies,microfinanceand micro enterprise.
Growth areas, provincial government growth strategies, related employment opportunities and skills needs
Despite many constraints,there are opportunities for promoting broad-based growth in GB. New
opportunities areemerging with improved access to markets and sources of new knowledge and technology
through an expandingnetwork of roads and telecommunication services.Large public sector investments are
planned to develop water, energy and mineral resources of the area. The proximity with China offers

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potentially huge opportunities,not justin trade and commerce, but also for trainingand technology transfer.
All this makes itpossibleto create new sources of income and employment by developing promisingvalue
chains,small enterprises,and services.However, these opportunities can only be realized through a well
trained workforce, not only in technical and vocational occupations,butalso in entrepreneurial,management
and organizational skills.
In terms of its resourcedevelopment potential,GB is a sustainablegoldminefor clean energy generation, and
it is believed to have largedeposits of rich mineral resources.As the northern tip of the North-South Trade
Corridor,linkingChina and Central Asia with the Arabian Sea, GB can also bea hub for trade, transitand travel
(border economy). Another winningstrategy would be human capital development through relevant and
targeted technical,vocational,professional and entrepreneurial skillstraining,becauseGB already has a
literateworkforce and an edge in education. The forth area is natural and cultural products,such as speciality
food and value-added agriculture,natureand culture-based tourism,jewellery and crafts,usingnatural stones
and colors.A fifth is ICTs.
Followingaresome of the strengths of GB and growth opportunities for income and employment:
 Comparativeadvantage of geography and climatefor growing high valuetemperate crops and
marketing with a mountains specific value(natural,organic,fair trade)
 Untapped natural resources,such as water for irrigation,hydropower,and mountain landscapeand
scenic areas for tourism
 Relatively educated and young workforce, and increasingly high quality human capital
 Emerging opportunities for trade and commence with China and Central Asia and uptrends in the flow
of remittances to the area
 Emergence of information technology sector for overcoming the physical isolation and access
 Political autonomy and self-governancefor context-specific research and development, planningand
skills development
The growth strategy of the GB government is to expand and acceleratethe roleof the privatesector in
developing GB’s strategic resources,and to engage with the civil society organizationsto ensure access and
equity in social and economic opportunities.The strategic resources of GB are many but two are worth note
from a TVET perspective.
GB is a major sourceof semi-precious stones,which areexported in rawform. The gems sub sector has huge
potential for rural employment, especially for girlswith basic education,whosemobility is limited.Therefore, a
centre of excellence can integrate and develop all manner of skillsneeded in gems and jewellery sector, from
sustainableminingto well designed finished products for high-end markets. This is a priority TVET activity for
GB.
Similarly,GBis a heaven for mountain lovers and every year about a hundred climbingand trekking
expeditions come to GB, never minding the difficulties of securinga visa and travelingon broken and
increasingly unsafeKarakorumHighway.They hire thousands of porters, cooks and sardars on their
expeditions,and indirectly contributeto transportation,hospitality and other jobs.GB is already losingmarket
shareto touristfriendly countries with comparablemountains and good services. GB has to upgrade the
quality of its outfitting services,which requires a world-classhospitality and adventure tourismservices school.
Thus a Mountaineering Services School is proposed as a second centre of excellence. Both will be created
under a public-privatepartnership arrangement. They will take time to establish,butthey are relevant from
both demand and supply perspectives.Contacts with relevant global centres of excellence will beestablished,
gradually.
Being a remote area and a recently constituted de facto province, there are still many constraints on private
sector development. Key problems includea policy vacuum,poor infrastructure,lack of entrepreneurship, and
low quality of skills training.
However, the government is committed to addressingthese bottlenecks. For instance,the federal government
is planningto build Diamer-Bash Damand Bunji hydropwer project, which together will generate more than
10,000 MW of clean energy, and employ tens of thousands of workers, both duringconstruction,and after

8. 8
completion in industries supported by these projects.Under an agreement between the governments Pakistan
and China,the improvement and upgradingof the KarakoramHighway (KKH) is currently underway. Once
completed, the Highway will allowcontainer trawlers to ply from the Pak-China border,all the way to the
Gawader deep seaport in Baluchistan,which has been builtwith Chineseassistanceto serve the landlocked
countries of Central Asia and western region of China.Also,the planned ugradingof the Skardu airportand
addition of an international terminal will allowdirectflights fromregional hubs,as well as attractchartered
flights from tourismoriginatingcountries.All theseinvestments are expected to remove key constraints on
privatesector investment, and create more opportunities for income, enterprise and employment generation.
This potential can be released through research and knowhow on industry development. The consensus view
in GB is to borrow from the latestresearch in ‘growth poles’through ‘competitive industry clusters’,and
design TVET programs to servicethese economic hubs.
The followingfiveclusters areproposed for GB:
 Renewable energy, includinghydropower and solar energy, as a catalyst
 High valuehorticultre,including apricots,cherries,grapes,walnuts and almonds,especially for border
trade with China
 Construction and stone craft(marble, granite, onix, construction stone, plumbing,masonry,
carpentry, electrician), and mining,cuttingand polishingof gemstones; and jewlery, and.
 Lifestyle (handicrafts, embroidery,wood craft, art etc) and services in a rangeof fields,including
trade, commerce and transportation,handicrafts,culinery,hospitality and tourism;childcare,
paramedics and automobileand home appliances repairing
 Information and communication technology.
The cluster approach is based on Harvard Business School professor Michael Porter’s research on clusters of
related industries thatarethe primary sourceof jobs,income, and growth. These industry clusters are
geographical concentrations of competitive firms in related industries thatdo business with each other and
that shareneeds for common talent, technology, and infrastructure.
The skill areasand jobs relevantto these industry clusters would includetechniciansand supervisorsfor
everything, from construction and maintenanceof dams and agro-processingunits,to producers,processors
and quality controllers in supply chainsof speciality food and lifestyleproducts,such as cherries, organic food
and ethical jewellery. Creatingrelevant skillsin related industry clusters would catalyzecompetition,which is
how TVET sector would become dynamic and market oriented.
Competency based trainingwould ensurehigh quality technical services for these industry clusters,which
would create more jobs and more business opportunities.Therefore, in GB, a clusteringapproach will be
promoted to achievethe twin objectives of industry-led growth and TVET integration.As a firststep, the
WorkingGroup (as a precursor of a fomal TVETA in GB) would produce a followup Action Plan for industry
clusterring,and would seek technical supportfrompartners.
Social development needs, related employment opportunities and skills needs
GB has seen considerablesocial progressover the lasttwo decades. There have been impressiveachievements
in literacy rates,in poverty reduction, and increased status and opportunities for women. Rural incomes have
approximately doubled in the lastten years. Access to health and educational services has increased
substantially.
However, there arestill significantdisparities acrossdifferentparts of GB as well as within socially diverse
groups. The social development indicators arerelatively better in valleys traditionally served by social sector
agencies of AKDN.
About 72% men and 52% women are literateand numerate in GB. Thirty years ago (1981),the female literacy
rate in GB was under 3%, compared with 16% for Pakistan as a whole.The 1998 Census indicated an overall
literacy rateof 38% (males 44%, females 21%). The current figures show not only a remarkableimprovement
in overall literacy,butalso a narrowingof the gender gap. The literacy rates now surpass national literacy
levels,which is quite a remarkableachievement for a remote area.

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The social and economic status of women still remains a major issuein these traditional societies.Women are
still excluded fromhigher educational and employment opportunities in a largenumber of val leys and they are
almostentirely excluded from the formal economy and business sector.Mainstreamingwomen in the overall
development process through economic, social and political empowerment remains a major challenge.The
roleof CSOs and CBOs is crucial in promotingthis goal.
Social development needs of GB are growingand would create demand for human services in the form of
skilled workers in a range of fields,includingchild careand old agecare, early childhood development, rural
health workers and health technicians.
Opportunities also existto link up with social protection systems,such as Benazir Income Support Program
(BISP), which plans to train some 37,000 deservingpeople in locally relevantskillsunder its two components,
Wasila-e-Haq (rightful means) and Wasila-e-Rozgaar (means of emplyment). Similarly,ZakatAuthorities can
be assisted in developingsimilar products for ultra poor groups,which itlooks after.
General and broad assessment of the relevance of existing TVET activities in relation to the economic and social
development potential and needs
The general assessmentis thatskillsprovision in GBis extremely weak and at a basic level.The economic and
social development potential of GB is very promising.The planned renewable energy projects,alone,would
create thousands of jobs for which local workforceis not prepared.
TVET has so far been a neglected domain and formal institutions either don’t exist, or are very weak. This gap
has been filled to some extent by CSOs and privateFoundations.They have been impartingcommunity based
trainingto men and women in a wide variety of locally relevantfields,to boostproductivity and improve
prospects for employment. A salientfeature of these CSO sponsored capacity buildingprograms hasbeen their
ability to includeand train men and women who were not literate. Trainingprograms aimed at improvingthe
management and valueaddition in crops,livestock,forestry and handicraftsarenoteworthy examples of CSOs’
rolein expanding the baseof vocational skillsin theregion.
In the public sector,the Women Development and Social Welfaredepartment are runningsome 60 vocational
trainingcenters for women, which have trained a largenumber of rural and urban women in sewingand
embroidery skills.The GB government has recently approved a PC1 for buildingits firstPolytechnic Instituteat
Gilgit.In the private sector,the KarakoramTechnical Institutein Gilgit,and Baltistan Technical and Vocational
TrainingInstituteat Skardu are the only TVET institutes providing3 year diploma courses. NAVTTC’s Reginal
office in GB, Department of Minerals,the Pakistan Gems and Jewlery Devevlopment Company (PGJDC), and
Planningand Development Deperatment’s Door Step Program for women’s emplyment are other provders of
TVET services.
In the absenceof local trainingfacilities,a small number of young men receive sponsorshipsfromgovernment
and private foundations to receive trainingin other provinces.Generally,the young people from GB perform
well in their trainingand complete the trainingin time.
The people of GB are acutely aware of the valueto educate their children.As much as 20% of household
income—highest after food—is spent on childrens’s education,both girls and boys.However, after secondary
and higher schooling,mostfamilies areunableto supporthigher education of their children.As there are few
opportunities for technical and vocational education and training,youngmen head for cities in search of jobs,
whilethe girls remain athome, and their precious productiveyears arewasted.
This plan recommends collaborativeactions to prepareworkforce for emerging opportunities.The cluster-led
TEVT approach proposed here is to create a competitive and dynamic economy that generates jobs with
upward mobility.In the long-term, GB can be a net exporter of high quality human capital.
ORGANISATION AND MANAGEMENT OF SKILLS DEVELOPMEN

10. 10
Provincial skills development policies
As a new province,the GB government has only now started to develop specific policiesand procedures for
priority sectors.The GB government (assisted by Aga Khan Education Service) had developed its Education
Strategy in 2008, but a formal TVET Strategy does not exist. TVET has emerged as one of the priority sectors for
GB government, especially after the lastelections.The bigpolitical challengeis to create jobs.The basic
approach followed by the GB government is to promote this sector in collaborati on with the privateand civil
society partners. The long-term policy objectiveis to develop competency based technical and institutional
capacities,whileusingnationally and internationally accepted standards.However, until such capacities are
available,the GB will avail high quality skillsdevelopment facilities elsewherein Pakistan.
Structure, coordination and management of TVET and skills development,
There is no formal mechanismfor TVET coordination and management. Existingskillsdevelopment activities
are planned and implemented by a variety of independent actors.Administratively,the Department of Labour,
Manpower and Industries has the pro forma responsibility for regulatingTVET activities.However, the
Department lacks capacity and resources to plan and implement specific strategies and actions.
To supportit in its work, the GB Government is in the process of notifyinga TVET WorkingGroup under the
umberala of the Department of Industries and Manpower, comprisingof representatives from relevant civil
society and privatesector stakeholders.This document is the firstoutput of the WorkingGroup, which is in the
process of being formally notified,after which itwill work as an interim entity until a formal TEVTA is created,
as in other provinces.
Human resources in TVET
Human and institutional capacities areunder developed. The primary reason for this is the absenceof formal
TVET institutions and policy initiatives.Additional factors includenon availability of formally trained personnel
and low salaries and incentives.
Role and methods of participation of private sector and CSOs,
A uniquefeature of GB is the ability of the government, CSOs and communities to work in a collaborative
manner. The government is very supportiveof the civil society sector and almostall linedepartments
promote community involvement in their plans and projects.This partnership isparticularly prominentin the
domains of natural resources management livelihoods related skills,social services,infrastructure,financial
services and market linkages,and in developing related management and organizational skills.Although these
programs offer very basic level skills,buttheir outreach and coverage is extensive, and impactimpressivein
terms of increased productivity in small scaleagricultureand social services for women and other marginalized
groups.
CSOs carry out a rigorous trainingneeds analysis,concentratingmainly on improvinglivelihoodsand enhancing
productivity.Trainingis also used as a mechanismfor cash transfer to poor households as substitution,not
compensation, for wage loss becauseof participation in training. This approach helps in better targeting of
poorest groups and achievingscaleand broad impact.
The scaleof this informal TVET system can be imagined by the fact that AKRSP alonehas trained more than
50,000 individuals,both men and women in a variety of disciplinesrelevantto rural economy of GB, and the
neighbouringChitral.For instance,there are thousands of trained community based extension workers; village
and valley level accountants (managingcommunity based savings and micro-creditprograms);livestock,
poultry and marketing specialists,and trained community birth attendants, volunteers, community leaders and
activists,providingvital services to their communities.Other examples includea largeadultliteracy program,a
community based health care trainingproject,and rural ICTtraining,jointly implemented by government
agencies and CSOs in a public-privatepartnership mode.
Government skills delivery institutions (description and state),
Government skillsdevelopment services arelimited to basic level vocational skills for women, such as sewing
and embroidery.

11. 11
PART 3: SKILLS DEVELOPMENT/TVET PROGRESS MATRIX, THE ACTION PLAN
An activity-orientated planningmatrix to bringtogether NSS objectives and key activities with provincial priorities and activities:
Objective1: RelevantSkillsfor Industrial and Economic Development
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&Emechanisms
These are the objectives and key activities to
achieve them thatare inthe NSS.
Based on currentand
planned work ofprovincial
government andofother
organisations
Expected targets and
outcomes
Implementingagencies
(Lead agency first)
Indicative costs ofthe
planned activities and
potentialfunding
source)
Organisational
requirements,
agreements,
legislation andother
pre-conditions, etc.)
Arrangements for
monitoring and
evaluation (govt
(TEVTA), funding
agency, other)
1.1 Introducing CompetencyBased
Training
Current activities
No activityinCBT
1.1.1 Establishsector specific Industry
AdvisoryGroups (IAG).
Plannedactivities
- Undertake labor
market andemplyer
demand surveys
- Promote industry
clusters:energy,
horticulture, stonecraft/
construction, lifestyle/
services & ICTs
- Labour Market study
and analysis
- Concept paper on
industryclusters
AKRSP
GB Government
CIDA fundedYouth
Development
Project—grant
No budget
required
Includedin
approved Project
Implementation
Plan (PIP)
Chief Secretary’s
approval
AKRSPMonitoring
Reports
Notification

12. 12
Objective1: RelevantSkillsfor Industrial and Economic Development
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&Emechanisms
1.1.2 Developcompetencystandards. Coordinate with NEVTTC NAVTTCincludes GB
needs innational
competencystandards
Department of Labour
and Industriesand
NAVTTC
Internalbudgets Includedin
NAVTTCmandate
NAVTTCReports
1.1.3 Developcompetencybased curricula.
1.1.4 - Develop assessment guidelines
1.1.5 Developteaching/learning material
and course contents
Select prioritysectors
and trades, both for
local and external
labour markets
Adopt carricula,
assesment guidelines
and content from
progressive provinces
CBT courses are
adoptedfor priority
areas, suchas:
- Post-harvesting&
processing of high
value horticulture;
- Gems andjewellery/
- Construction
- Human andsocial
services
All TVET providers Internalbudgets Bilateralservice
agreements
Training
prospectus’ of
TVET providers

13. 13
Objective1: RelevantSkillsfor Industrial and Economic Development
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&Emechanisms
1.2 EstablishingIndustry Specific
Centresof Excellence
Current activities
Scoping andprioritizing
1.2.1 Establishsector specific training
institutes and Centres of Excellence near to
relevant industry.
Plannedactivities
Planning steps initiated
for CoEs in:
- Gems and Jewellery
- Ecotourism services
Concept notes
available on COEs
- Department of Tourism
- Rupani Foundation(RF)
Fundingproposals
Approval byGB
Government
Approval byRF
Board of Directors
Planning and
Development
Department
(P&DD), GB
Board of RF
1.3 Increasingthe role ofthe
Private Sector
Current activities
- Private sector is small
with little contribution
in TVET activities
- CSOs are involved in
delivering skills in both
productive and social
sectors

14. 14
Objective1: RelevantSkillsfor Industrial and Economic Development
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&Emechanisms
1.3.1 Support industryin deliveringskills
1.3.2 Encourage employers to expandthe
training aligned withnationallyrecognised
qualifications.
1.3.3 NAVTECdevelops Public Private
Partnerships with industry.
1.3.4. Procure training fromthe private
sector, equipment and showcasing,
IndustrySponsorship.
1.3.5 Support for Workplace Based
Training, and apprenticeship
Plannedactivities
-- Private sector players
to be included in TVET
governanace
- Public sector agecies
incentivized to expand
their services through
PPPs
At least three
partnerships
established
- Line Departments
- Serena Hotel,
- KarakorumNatural
Resources (KNR)
- MountainFruit LTD
- Management and
Boards of Private
companies andCSOs
Internalbudgets of
participating
entities
Bilateral
agreements
Internalapproval
TVET data in
Annual Reports of
participating
agencies
WorkingGroup
work plan
1.4 Reformingthe Apprenticeship
System
Current activities
None
1.4.1 ReviewexistingApprenticeship
systemagainst similar, successful
programmesabroad, discussedwith
stakeholders and modifiedaccording to
changing requirements of industryandfor
the benefit of the trainees.
Plannedactivities
Document current
constraints and
opportunitiesto
implement key
provisions of1962 Law
Coordinate and learn
from national and
international good
practices
Recommendations for
the implementationof
the Apprenticeship
Law in GB
At least 3 new
initiatives undertaken
basedonnew learning
Department of Labour
and Manpower
AKRSP, RF, KADO, Rumi
Academyof Arts and
Crafts
Internalbudgets Approval by:
- Secretary,
Labour
Department
- Program
Manager, Market
Development
AKRSP
- Approval bythe
management of
participating
organization
Annual Reports of
Labour
Department and
AKRSP
Annual Reports by
participating
Organizations

15. 15
Objective1: RelevantSkillsfor Industrial and Economic Development
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&Emechanisms
1.4.2 Include tradesfor women. - Gems cutting, food
processing polishing,
Jewellery;woodworks,
ECD, and construction,
etc.
Existingcourses
enriched
DOA, AKRPS, KADO, RF Internalbudgets
Includedin
approved work
plans of
participating
organizations
Annual Report by
participating
organizations
1.4.3 Encourage trade associations and
industrygroups to promote the
apprenticeship system.
- Streamline procedures
and increase the scope
of existing internship
programs
Large CSOs have
streamline their
internship programs
AKRSP Internalbudget Includedin
existingscope of
work
AKRSPAnnual
Reports
NAVTTCReports
1.4.4 Bring apprenticeshiptrainingunder
NQF.
- Work closelywith
NEVTTC
NQF adoptedwhen
available
All TVET provides Internalbudgets
1.5 Encouraging Entrepreneurship Current activities
-Short courses offered
byprivate colleges ona
limitedscale
- AKRSP has a major
entrepreneurship
development project
1.5.1 Developentrepreneurship modules
1.5.2 Career guidance about self-
employment options andrequirements.
1.5.3 NAVTECwill alsoassist career
guidance andjobplacement centres in
developing linkages withmicrofinance
institutes.
Plannedactivities
- TVET providers linked
with business/
commerce schools for
BDS
- Partnerships
established between
lead enterprises and
- Service contracts
betweenTVET
providers andBDS
providers
- Partnership
agreements
- KarakorumCareer
KIU, Karakoram and
Commerce College will
provide BDSto TVET
providers
Lead enterprises include
KNR and Mountain
Fruits
TVET providers’
internal budgets
Cost/ benefit
All activitiesare
within
operational
mandatesof
Progress/ Annual
Reports of
participating
organizations

16. 16
Objective1: RelevantSkillsfor Industrial and Economic Development
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&Emechanisms
1.6 (Mainstreaming Madaris in TVET
activities(not provided inNSS structure)
TVET providers
- A web-based career
guidance service
launched
- A leadprivate
enterprise is supported
in provisionof high
qualityTVET services
Developfeasible
training products and
services for madaris
Service (KCS) Launched
as a leadenterprise
A TVET Lead Enterprise
selected in the private
sector
Three Madaris are
selected for a pilot
project
WorkingGroup willcall
Expressions of Interests
(EOI) from private firms
WorkingGroup willcall
EOI from private firms
WorkingGroup/
Department of Labour
and Industries/
participating madaris
sharing bypartners
Fundingproposal
byWorking Group
for two EOIs
Fundingproposal
participating
organizations
Consultationwith
and consent of
concerned
religious leaders
Monitoring
mechanism
provided inhe
fundingproposal
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
These are the objectives and key activities to
achieve them thatare inthe NSS.
Based on currentand
planned work ofprovincial
government andofother
organisations
Expected targets and
outcomes
Implementingagencies (Lead
agency first)
Indicative costs of
the planned
activities andif
available current or
potentialfunding
source
Organisational
requirements,
agreements,
legislation and
other pre-
conditions, etc.)
Arrangements for
monitoring and
evaluation (govt
(TATA), funding
agency, other)

17. 17
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
2.1 Expanding geographical
provision
Current activities
The first Polytechnic
institute hasbeen
approved
2.1.1 Establishat least one technical
educationinstitute ineachdistrict and at
least one vocational traininginstitute in
each tehsil, ensuringa gender balance in
provision(see NSS prioritisationof used
buildings note)
Plannedactivities
- District landUClevel,
TVET plans developed
ensuringgender
balance
- A Polytechnic
institute for Women
established
District andUCskills
development plans
PC1 to be prepared
GBLA members
P&DD
ADP
Fundingapproval
byGBLA
ADPmonitoring
byP&DD
2.2 Making training delivery
flexible
Current activities
Departments of
Agriculture, Livestock
and Forestryand CSOs
offering a number of
flexible courses.

18. 18
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
2.2.1 Flexible training delivery
2.2.2 Encouragingindustryto make their
facilities, equipment and expertise
available for the deliveryof realistic,
workplace training.
2.2.3 Establishmobile training units
2.2.4 Adapt structure of training
programmesto the needs of a wider range
of learners and situations.
2.2.5 Give trainees the optionof taking
several shorter courses over an
unstipulated periodof time.
2.2.6 Offer blockallocations andday
release systemwhere training combines
classroomandworkplace learning
Plannedactivities
- A framework
developed for flexibility
in training delivery
- Under-utilizedpublic
building identified
NA
- Mobile & community
basedtraining
consolidated
- Training activities
adaptedto winter
/summer needs
NA
NA
- TVET flexi training
guidelinesand
framework
- 15-20 buildings are
identified
- Assessment of
communitybased
training activities
- At least three TVET
activitiesare
restructured
Department of Labour and
Industries/ Working Group
Department of Labour and
Industries
TVET providers
DOA, AKRSP, AKPBS, RF
No budget
implications
Recurring costs to
be added to
Department’s
budget
Internalbudgets
Approval by
Secretary,
Labour ad
Industries
Approval byGB
Development
WorkingGroup
(DWP)
Internal
Management
decisions
Regular
monitoringby
P&DD
Progress reports
byparticipating
organizations
2.3 Focusingon skillsfor women Current activities
- P&DD’s door step
project
- 60 vocational centres
run bygovernment
- CSOs provide a range
of skills to women,
from agriculture to
humanservices

19. 19
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
2.3.1- Increase awarenessamong female,
their families, communities, andpotential
employers.
2.3.2 Conduct research into newand
emerging occupations withthe potential
for women's employment
2.3.3 Introduce non-traditional courses for
women
Plannedactivities
Design additional
projects to integrate
women in emerging
sectors andnew trades
A workshop for CSOs,
TVET experts,
government and
private sector players
on mainstreaming
women in TVET
activities
At least 1000 women
trainedinemerging
sectors:
gems/ jewellery,
construction, food
processing and
construction
Workshop
recommendations
DOA, AKRSP, AKCSP, BISP,
KADO and RF
Departments of Women’s
Development, Labour and
Industriesandlead CSOs
Fundingavailable
under CIDA
project for youth
and ECproject for
Gems
Internalbudgets
Includedin
approved work
plans
Project
Monitoring
reports
Annual Report of
WorkingGroup
2.4 Training for disadvantaged
groups
Current activities
- KADO Empowerment
Centre
- Government building a
new centrefor KADO
- Mehnaz Fatima
empowerment centre
2.4.1 Reservationof seats for
disadvantagedgroups,
2.4.2 Scholarships/stipends
2.4.3 Special training programmes
2.4.4 Establishment of Crafts Coordination
Council
Plannedactivities
- Scale up existing good
practices:
Empowerment centres
of KADO and Mehnaz
Fatima to newer areas
- Ensure minimum
quotas for
A Status report
Guidelinesissued
KADO and Mehnaz
Fatima provided with
Department of Social Welfare
WorkingGroup/KADO
/Mehnaz Fatima
Department of Labour and
Internalbudget
Fundingproposals
Approval by
SecretarySocial
Welfare
Department
WorkingGroup
Includedin
approved plans
P&DD reports
KADO/ Mehnaz
Fatima Websites
BISPreports
Zakat Reports

20. 20
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
disadvantagedgroups
in existing TVET
programs
- Work with local
Zakat Authorities and
BISP Regional
Directorate to develop
relevant training
programs for their
support
extra resources
MOUs betweenTVET
providers andBISP
and Zakat
Department
Industries
BISP/ Zakat Directorate
2.5 Integrating Informal Economy
Workers
Current activities
None
2.5.1 Recognitionof Prior Learning
2.5.2 Imparting core skills such as basic
literacyandnumeracy
2.5.3 Entrepreneurship and self-
employment programmesfor Ustad-
Shagirdstreams
Plannedactivities
- Associational
activitiespromotedfor
informaleconomy
workers
- Recognitionof prior
learning
- Career counselling
introduced through
their ownassociations
- Linkages createdwith
state and private sector
services, such as EOBI,
micro insurance,
- Transitional steps
createdfrom ustad
shagirdi to self-
employment
Sector associations in
mining, tourism/
services supported
Trade testingsystem
developedwith help
from NEVTTC
Preliminary
discussions held with
relevant agencies
A plot project
undertaken
AKRSP
Department of Labour and
Industries
Department of Labour and
Industries, Labour Unions of
GB, AKRSPand EOBI
No budget
implications
Internalbudget
Includedin
existingscope of
work
Management
approval by
relevant agencies
Includedin
existingscope of
work
AKRSP Annual
Reports
Departmental
reports

21. 21
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
2.6 Enhancing the mobilityof
skilledworkers
Current activities
None
2.6.1 DevelopanInformationSystem that
will collate international skills needs data,
which will be available to all TVET
programme developers to formulate their
programme and policyplanning.
2.6.2 Offer language coursesincluding
informationonthe socialand legal
structures of the host country.
2.6.3 Organise in-site training inthe
countryof work, to upgrade workers'
skills,
2.6.4 NAVTECwill establishinstitutional
partnerships for international
accreditation, joint certification and
mutual recognitionagreements.
2.6.5 Introductionof internationally
certified courses.
Plannedactivities
- Contact with NAVTTC
to get real time
informationon
international demand
-Private placement
institutions engaged
- Coordinate with
PakistanConsulates in
selected labour
destinationcountries
to determine the needs
of Pakistani guest
workers
- Identifywilling
partners overseas, and
borrow their standards
with the help of
NAVTTCand donors
NEVTTCservices
accessed when
available
At least one private
placement service
identified
NAVTTCservices
accessed
At least one
partnership realized
Department of Labour and
Industries/ Working Group
No budget
implications
Includedin
operational
mandate and
scope
NEVTTC
monitoring
2.7 Providingcareer guidance and
placementservices
Current activities
None

22. 22
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
2.7.1 Design comprehensive career
guidance andjobplacement servicesat
provincial and federal levelsandin
Centres ofExcellence having links to
microfinance institutes andincubators
2.7.2 Train guidance and placement
officers.
2.7.3 DevelopLabor Market Information
System (LMIS)
Plannedactivities
- Career guidance and
job placement services
are designed and
integratedwithall
training programs
- Establishment of a
web-based career
guidance centre and
job placement services
- GB will adapt national
LMIS with the helpof
NAVTTC
KIU career
CounsellingCentre
strengthened
Web-based career
service launched
LMIS adopted when
available
KIU
WorkingGroup
All TVET agencies
InternalBudget
Donor funding
No budget
implications
Includedin
operational
mandate of
relevant agencies
Annual Review
byLabour and
Industry
Department
2.8 Offeringvocational education
in schools
Current activities
AKESP is conducting a
scoping study
2.8.1 Design a nationallyuniform system
of vocational education in schools.
2.8.2 Revival ofexistingTVET system in
schools
2.8.3 Developschool andcollege
qualifications that combine academic and
vocational knowledge, whichwouldbe
linked to NEFF
Plannedactivities
- Vocationaleducation
integratedin
communityschoolsand
madrasas as a pilot
- GB to participate in
the national
programme for
integratingvocational
training withgeneral
education
- Develop proposal in
consultation withGB-
DOE for integrating
A pilot project
designed
Communication with
NAVTTC
Draft policy
AKRSP/WorkingGroup/
Department of Labour and
Industries
WorkingGroup
WorkingGroup, departments
of Educationand Labour and
Industries
Fundingproposal
No budget
implications
Internalbudgets
Management
approval
Includedin
existingscope of
work
Departmental
reports

23. 23
Objective2: ImprovingAccess, Equity and Employability
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned
for 2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities and
projects
Indicative
costs/funding
sources
Conditions
required to
enable activities
to happen
M&E
mechanisms
TVET with general
educationstream
2.9 Improving the status ofskills
development
Current activities
Maruffi Foundation has
createda good image
2.9.1 Developa communication strategy
to enhance the reputationof TVET.
Plannedactivities
- Public awarenesswill
be promotedwith the
helpof SCOs/ LSOs
- Work with NAVTTC
and GIZ
- Adopting national
communication
strategywhen available
Communication
strategy
AKRSP/RF/AKPBS/AKCS/KADO
LSOs
WorkingGroup
Internalbudgets Includedin
existingscope of
work
Departmental
reports

24. 24
Objective3: AssuringQuality
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
source
Conditions
required to
enable activities
to happen
M&Emechanisms
These are the objectives and key activities to
achieve them thatare inthe NSS.
Based on currentand
planned work ofprovincial
government andofother
organisations
Expected targets and
outcomes
Implementingagencies
(Lead agency first)
Indicative costs ofthe
planned activities and
ifavailable currentor
potentialfunding
source
Organisational
requirements,
agreements,
legislation andother
pre-conditions, etc.)
Arrangements for
monitoring and
evaluation (govt
(TATA), funding
agency, other)
3.1 StreamliningPolicymaking Current activities
None
3.1.2 Clarifyrole andmandate of various
stakeholders
3.1.3 Formulate a comprehensive national
TVET sector plan
3.1.6 Developfederal and provincial NSS
implementationplans
3.1.5Strengthen TATA/provincial /regional
TVET Departments
3.1.7 DevelopMIS, M&E andGIS for TVET
3.1.8 Introduce Tracer studies
3.1.9 EstablishLabour Market Information
System to support policyformulationfor a
competencybaseddemand drivenTVET
Plannedactivities
- Working Group
Notified
- Groundwork prepared
for creating GB-TEVTA
- In the interim GB Gov
will taska relevant
agencyto lead
implementationof NSS
actionplaninGB
Notification byGB
government
Proposal developed for
GB government
Coordinated actions by
relevant agencies
Department of Labour
and Industriesand
WorkingGroup
WorkingGroup
Internalbudgets
No budget
implications
Approval bychief
Secretary
Approval by
SecretaryLabour
and Industries
Department
P&DD
Annual Report of
WorkingGroup
3.2 Establishinga National
QualificationsFramework
Current activities
None

25. 25
Objective3: AssuringQuality
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
source
Conditions
required to
enable activities
to happen
M&Emechanisms
3.2.1 Formulate NEFF
3.2.2 Implement NEFF in phased manner
Plannedactivities
- Provide input to
NAVTTCin NQF
development
- GB to implement NQF
in a phased manner
GB needs reflected in
NQF
NQF implemented
when available
Department of Labour
and Industriesand
WorkingGroup
No budget
implications
Includedin
existingscope of
Work
Departmental
reports
3.3 Registeringand Accrediting
Institutes
Current activities
None
3.3.1 Developcriteria for Institution
assessment,
3.3.2 Establishanaccreditationbodyinthe
country
Plannedactivities
Affiliate with national
accreditationbody
Nationalcriteria and
accreditationsystem
Department of Labour
and Industriesand
WorkingGroup
No budget
implications
Includedin
existingscope of
Work
Departmental
reports
3.4 Reformingthe managementof
training institutes
Current activities
None

26. 26
Objective3: AssuringQuality
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
source
Conditions
required to
enable activities
to happen
M&Emechanisms
3.4.1 Increase capacityof training providers
3.4.2 Create incentives for better
performance of TVET institutes
3.4.3 Introduce financialautonomyand
accountability
3.4.4 Train managers and principals in
terms of TVET reform
3.4.5 Reform andrevampthe selection
process of managers.
Plannedactivities
Training Needs
Assessment (TNA) of
TVET service providers
Inventoryof TVET
services providers and
their needs
WorkingGroup No budget
implications
Includedin
existingscope of
Work
WorkingGroup
Reports
3.5 Training Instructors Current activities
Limitedtraining of
Trainers (ToT), for
communitybased
training
3.5.1 Introduce (1) upgrading knowledge in
new technologies, critical for newand/or
emerging sectors;(2) upgrading teaching
and assessment skillsincompetencybased
training
3.5.2 Developcompetencystandards for
teachers andassessors
3.5.3A comprehensive trainers and
assessors trainingprogramme will be
introduced
Plannedactivities
- Training of trainers
- Capacitysupport to
master trainers in
selected sectors
through affiliations and
exposure visits
ToT plans
Workshops and
exposure visits
All TVET providers Departmental
budgets
Includedinthe
existingscope of
work
Departmental
reports

27. 27
Objective3: AssuringQuality
Strategies and Key Activitiesofthe National
SkillsStrategy (NSS)
Provincial
activities/projects in-
progress or planned for
2012-2013
Targets for activities
and projects in 2012 –
2013
Agencies involved in
implementing activities
and projects
Indicative
costs/funding
source
Conditions
required to
enable activities
to happen
M&Emechanisms
3.5.4 Establisha further trainingsystem for
teachers combining workplace experience
& professional development.
3.5.5 Incentives to attract qualified,
experiencedpeople into TVET teaching.
3.5.6 Strengthenstaff traininginstitutes.
3.5.7 Link staff training institutes with
centres of excellence
3.5.8 DevelopInstructors’ Qualifications
Framework
3.6 UndertakingResearch Current activities
Labour market and
other relevant surveys
are underway
6.6.1 Developaninformation and
knowledge management system, where
informationrelated to skills’ needs, best
practices in skillsdevelopment and
emerging trends that different agencies
generate, can be channelled, collated,
analysedandshared.
6.6.2 The government shoulddevelopits
own capacityto conduct research, facilitate
other organisations involvedinresearch
relatingto skillsdevelopment, as well as
commissionspecific research reports and
analyses.
Plannedactivities
- A review of past and
present researchandits
relevance to current
issues
- Identifynewresearch
areas andassist relevant
agencies to conduct
studies in their domains
- National andglobal
best practices to be
adaptedto the needs of
GB.
Results of the review
exercise
Inventoryof research
needs
Best practices adopted
WorkingGroup/
consultants
TVET providers
Fundingproposal
Internalbudgets
Fundingapproval
Includedin
existingscope of
work
WorkingGroup
reports
Departmental
reports