 INTERNATIONAL SUPPORT FOR HRD/
RECOMMENDATIONS

What is unique about the Jakarta Declaration of HRD is that it is more than a policy outline - it makes several recommendations that constitute the basis for a Plan of Action. It is true that such plans will differ from country to country and possibly even from region to region within a country, and not all the recommendations are equally applicable everwhere. The specifics in a country situation will determine the priorities and the pace of implementation. The Jakarta Declaration, however provides a useful checklist so much so the recommendations arising from this national study can be stated in the backdrop of the recommendations of the Jakarta Declaration on HRD. Recommendations 1 to 7 of Jakarta Plan of Action are particularly important. These are

1) Priority to be given for HRD policies and planning;

2) Preparation of a National Plan of Action for HRD:

3) Adopting an integrated approach to HRD ;

4) Emphasising on demand oriented strategies;

5) Enhancement off popular participation

6) Encouragement of participation by private sector and non-government organisation;

7) Focus on specific population groups.

The national situation in India is that while recommendation no.7 has been adopted to a considerable extent that many groups have been identified for HRD and programmes specifically drawn up for them, the progress in regard to other recommendations is varying and the next major advance in development strategy could well be the adoption in full blooded manner of the remaining six recommendations. Towards this end, the following suggestions are put forward for consideration:-

1 Priority to be given to HRD policies and planning.

While the policy and planning documents often specify high priority to HRD in the "general chapters" the allocations and strategies often fail to reflect these priorities. Planners and policy makers are still grappling with the problems of inadequacy of financial resources - both internal and external without realising that greater attention to human resources may often will be the only solution out of given dilemmas, not in the long running but even in the immediate future. It is, therefore, recommended that there should be organised several local and national seminars to orient planners and decision makers towards HRD and to develop in them requisite awareness in this regard.

The second important task is to formulate and execute a plan of action for HRD at the national level. India is currently commencing the drawing up of the Eighth Five year Plan. The basic strategies for the Eighth Five Year Plan are being finalised. it would be appropriate at this juncture to incorporate the strategies of HRD effectively in the core programmes of the Eighth Five Year Plan. For such an approach to be feasible, it is necessary to establish a requisite mechanism and identify an agency for drawing up policies and programmes of HRD. Such an agency should have the right to negotiate with the Planning Commission for overall allotment to HRD and should have considerable say in deciding such sectoral allocations out of the total funds earmarked or provided for HRD programmes.

The Ministry of H.R.D as at present cannot play the role of agency function envisaged above for the simple reason that it does not cover the entire gamut of H.R.D. It is no doubt concerned and responsible for every vital segment of H.R.D. namely, Education,cultural sports & youth Affairs and Women & child Welfare programmes but programmes relating to Health, Employment and science & Technology are outside its purview. A new mechanism it, therefore, necessary and this could be established at the planning Commission's level of in the Ministry of H.R.D. itself. Such an agency should have the continuing responsibility of formulating action plan for H.R.D. and for monitoring its implementation. Similar mechanisms or agencies should also be set-up at the level of state Government with full participation of all the departments concerned with H.R.D. and the planning department of the state Government.

The Jakarta Plan of Action envisages an integrated approach to HRD planning. The proposals for action are to set up and initiate measures for inter-ministerial and inter-department co-operation. There are already several inter-ministerial Committees functioning at various levels, in India. A good example is the frequent and close coordination between the Department of Health and the Department of Women & Child Welfare under the

Integrated child Development Scheme Programmes. The Technology Minission approach adopted for literacy programmes also provides for several coordinating Committees among the Departments themselves. However, what is now called for that this coordination and integration of various programmes should commence from policy formulation itself and proceed to further detailed planning and programming. In away the planning commission is expected to coordinate the programmes of different departments. But in the Planning Commission also there are separate Advisers incharge of several sectors. Hence often the sectoral approach rather than the integrated approach comes to prevail in the policy formulation and planning stage. It must be recognised that the sectoral approach has its own strength in bringing the accumulated experience and wisdom of sectoral policies and programmes. Considering the current situation and all the prospects in view it would seem to be best for the planning commission to have a group for co-ordinating of HRD programmes under the member incharge of HRD. The Ministries responsible for the sectoral programmes may be asked to keep in view the need for integrated and coordinated approach to HRD when they submit their proposals to the planning commission. In addition to the over-all coordination of HRD programmes by the

Planning Commission, Ministry of H.R.D. may coordinate all programmes relating to the social sectors of human resource development, namely Education, culture, sports & Programmes for youth, Women and Children.

There is little doubt that the emphasis an demand oriented strategy is crucial to the success of HRD programmes particularly in the field of primary and adult education. Mere provision of supply cannot ensure either universal enrolment or universal recognition much less attainment of desired standards of educational achievements. This also the other than HRD programmes can not succeed without the wiling and active participation of beneficiaries. It is therefore, recommended that in all HRD programme a certain percentage of funds should be earmarked specially for generation of requisite demand. Such generation may be achieved through encouraging popular participation as well as provision of various incentives but above all by creating a climate in which all social and political organisations also contribute to the success of the programme. Demand generation should also be helped by the involvement of voluntary agencies. There are already number of measures which have been taken in India for this purpose. What is now necessary is to assess

various programmes in relation to specific target goal and to take active steps to increase rate of voluntary and public participation in various programmes particularly such as primary education and eradication of illiteracy. The set of recommendations made above do not require considerable sums of financial investment. However, they do require restructuring of several organisation and a change in their ways of thinking.

ESCAP may consider suitable ways in which the various countries can be assisted and bringing about the desired structural and functional changes require for elaborating strategies of HRD and operationalising the same.

Another set of specific recommendations of the Jakarata Plan of Action are those which will cover by recommendation No. 8 and 12. These concern, policy and planning for employment creation in the informal sector to Science & Technology policy planning for HRD and Science & Technology Man power planning as well as policy and planning to improve the quality of life. These dimensions have been adequately considered by the Seventh Five Year Plan and policies and mechanisms already exist for achieving progress on the desired directions. What is essential is to present with the progress under the respective sector keeping the over-all perception

of HRD in view. Orientation of the functionaries incharge of the sectoral programmes under all these areas would be crucial for the successful implementation of HRD programmes.

The third set of recommendations concern education and training. Recommendation No.19 to 22 cover all areas of basic education upgrading secondary and higher education, vocational and technical education and non-formal education. India has a very comprehensive examination system of its education system as a result of which a new policy of education has already been adopted. This Policy has been translated through a Programme of Action and both the Policy and Programme of Action have been approved by the Indian Parliament and are currently under implementation by Centre and State Governments. The programmes are also being regularly monitored and progress reports are being presented to all responsible agencies including Indian Parliament. All that is necessary in these areas is to forge ahead with the various programmes already envisaged. A Major challenge in this direction is in mobilising adequate resources for implementing the Education Policy.

A fourth set of recommendations pertain to institutional arrangements for training and institutional support for HRD. These can be consider-ad to be the crux of strategies for successful implementation of HRD approach. It is only by

training functionaries in various departments and at various levels that HRD can become a reality. It is therefore important to strengthen HRD training and research institutions. For a large country a India it is obvious that there have been a number of local, regional and national institutions Currently the work of the Indian Institute of Applied Manpower Research is under review and it is recommended that its functions may be widened to several dimensions of the strategy of the HRD. It is also recommended that the existing system of technical manpower information system should be widened and deepened in its coverage to ensure detailed manpower planning, in relation to emerging requirement In this connection perhaps one of the most important recommendations of the Jakarata Plan of Action that could be adopted is recommendation No. 17 on institutional approach for enabler groups. Almost every programme of HRD pertaining to rural areas depends for its success on grass-root level workers who may be volunteers, students or part-time functionaries. These enabler groups play a very important role in effective implementation of various programmes and in developing relevant delivery systems. But the willingness and enthusiasm of the volunteers, students, youth etc. has to be

mobilised through adequate programmes which impart requisite skills. it is recommended that a medium plan for promotion and training of enabler group be drawn up and that special attention be paid to the preparation of teaching, learning and other extension materials which would be of use to such enabler groups.

There are several other recommendations under the Jakarta Plan of Action relating to research, monitoring and evaluation. These could be considered by national agencies, Central and State Governments and adopted as appropriate. What is important at this point of time when India is about to launch the formulation of Eighth Five Year Plan is to have a reasonably effective Central agency - which could conceive of HRD as a whole, develop policies and programmes, work for requisite allocations and ensure the development of personnel through various training programmes' and also educate and persuade those who believe in sectoral approaches on the importance of HRD in developmental planning Regional level conferences, seminars and research studies and sharing of experiences with other countries of the region through exchange of literature, visits, etc., would be of considerable value in the development of HRD programmes and strategies.

it is recommended that in addition to the medium plan for 1990-95 for HRD a long term plan should also be drawn up by the Planning Commission; such a plan being drawn up for the economy as a whole and for various sectors but unlike on previous occasion it is suggested that there should be an integrated long-term plan for HRD only.

In the formulation and adoption of HRD studies international organisations have a leading role to play. Many of them are already having strong programmes of HRD. Notably mention may be made of HRD programmes of ILO/ARTEP. The HRD net-work developed by ILO As part off UNDP project is a grouping of HRD planning institutes in Asia. Its basic objectives are to improve the quality of planning and utilisation of human resources* to help strengthen the technical cooperation and to foster greater exchange of experience between participating institutes. The Sectt. of the network is in the Asian Regional Theme for Employment Promotion(ARTEP) of the ILO situated in New Delhi. It publishes a `Newsletter' three times a year reporting on network activities.

ILC has been also assisting the Ministry of Labour and the Indian Institutes of Applied Manpower Research in undertaking several studies in the area of HRD programmes. UNICEF on the other hand

has provided/substantial assistance particularly in the area of child development. India has been associated with Unicef since 1949. Of all UNICEF'S programmes the one in India is its largest. India has also for progressively increased its contribution/various programmes like ICDS, Urban Basic Services, Women's Development, Health* Nutrition, Education, Water Supply and Sanitation. These activities have their focus on children and mothers. The present cooperation with Unicef began in 1985 and will end in 1989 and a new cycle will start. Our particular interest is in Unicef programmes and Unicef assistance for Areas - Intensive Education project for HRD. This project seeks to consolidate the experience gained by Unicef and the Government of India in several innovative educational projects. It ar- ises from the perception that various educational innovation suffer from one major weakness; they adopt a fragmentary approach to the learning needs of the target population and are not adequately linked to the community's life and developmental concerns. It, therefore, aims to try out a comprehensive educational approach linked to the socio-economic developmental needs of all sections of the population in selected areas. It therefore, adopted an Area intensive approach and chose for a convergence of educational.

and developmental activities and resource inputs by all agencies and Ministries concerned, community participation in decentralised planning and management, flexibility in all aspects of project operation so as to keep educational activities' close to people's concerns, maximum use of information and media support to motivate communities and maintain dialogue; and reduction of educational inequalities by giving priority to educationally backward areas and population sectors. In the remaining part of UNICEF Cycle i.e. upto 1989 it is hoped to cover about 12 to 20' blocks. it envisages Multipurpose. Resource Centre at block levels. Detailed micro- planning, learning and teaching materials may be used at the village level (copy of: the document is enclosed). This project in a way tries to implement many of the suggestions made in the Jakarta Plan of Action. This will be particularly evident from the general objectives and expected outcomes of the proposed project (see Annexure A)

The WHO, UNESCO have also supported several programmes in their respective areas. However, it could probably be correct to say that external assistance in the field of HRD has thus been very minimum. This is partly because the various international agencies themselves organise on a sectoral basis HRD requirements and integrated approach.

The Jakarata Plan of Action is a measure Adopted by ESCAP to bring about coordination of the various sectoral agencies. Organisation such as SAARC can also play a leading role in exchange of information and in promoting cooperation among the Countries. It is, therefore, recommended that ESCAP should closely coordinate the work of various international agencies in this regard and keeping the Jakarata Plan of Action invivew promote various activities for successful implementation of HRD programmes and strategies,

ANNEXURE `A'

III. The Present Project

Origin and Objectives

10. The present project of "Area-Intensive Education Project for Human Resource Development" has therefore been formulated on the experiences gained in the above mentioned projects. It has been designed within the framework and goals of the National Policy of Education and on the basis of the strategy suggested in the Programme of Action on the one hand and in the GOI-UNICEF Plan of Operations for 1985-89 on the other. It embodies a comprehensive educational apporach linked to the socioeconomic developmental needs of the total population of an area, of which the survival, protection and development of the child are of central concern.

General Objectives

11. The general objectives of the project are:

a) to design and try out as part of the strategy to implement the National Policy of Education, an area- intensive comprehensive education project for human resource development of all sections of the population;

b) to promote the integration of pre-school, primary, nonformal and adult learning activities in the community, preferably in the same premises:

c) to achieve universal elementary education in ways relevant to the life and development of the community;

d) to develop and test various methods of mobilising community participation;

e) to achieve the planned convergence of all socio- economic and developmental inputs by Central and State Governments and UNICEF, especially those relating to survival, protection and development of the child; and

INTERNATIONAL SUPPORT FOR HRD/ RECOMMENDATIONS

III. The Present Project

Origin and Objectives

General Objectives