Main document: 44 p. : charts, graphs, tables; Annexes: 77 pages
SUMMARY
The basic concept of the Trainmar technical assistance programme - which is now in its twentyecond year - involves a network of national and regional training centres. These work in accordance with accepted pedagogic and substantive standards for the purpose of capacity building in the maritime sector. The concept represents a valuable contribution to development. During its first decade, the programme succeeded in the building of a global network. It contributed importantly to sustainable training capability in several parts of the world, while other parts still require much further development to these ends. The network includes the UNCTAD Central Support Team (CST), which is meant to provide quality control, guidance and service to national and regional centres, and programme and network management. On the whole network development stagnated towards the end of the last decade as compared with the first. The Trainmar methodology of course design and delivery is basically sound. However, in its current form it fails to take into account modern developments in pedagogic technology as well as the flexibility required by changes in the organization of international commerce and supply chain management, and by the differences in the state of development of the various parts of the network. The basic curriculum consists of about 30 generic courses from before 1990. With two or three exceptions these courses are outdated. They reflect a heavy concentration on conventional port management and operations. The curriculum would need extensive restructuring and modernization in order to regain validity and relevance. Important additions have been made to the curriculum by centres in the network. There is a need for overall integration, inter alia with a view to offering educational degrees in addition to training. Effective programme implementation would depend, inter alia, on continuous and multidisciplinary substantive support of the programme in maritime transport, global logistics and commerce. There seems to be no working basis for this in the UNCTAD secretariat, nor is the CST adequately staffed for such purposes. The use of external consultants may partly, but not wholly, remedy these deficiencies. The inclusion of updated academic and technical organizations in the network might contribute to filling such gaps, but could not be expected to fill the managerial and coordinating voids that have been identified. There is considerable overlap of purpose and contents between Trainmar and other UNCTAD training programmes (e.g. Trainfortrade, Port Certificate), as well as with those of other organizations, such as ITC and ILO. There is little evidence, if at all, of coordination between these programmes. After more than 20 years, programme implementation has little managerial foundation in precise objectives and timeframes. The recommendations that followed from previous programme reviews were only implemented to a limited extent. The same applies to the recently formulated action plan, for which there is no comprehensive budgetary basis or financial strategy. Various forms of commercialization take place in some parts of the network, over which UNCTAD seems to have no control. On the whole, the CST would seem to have lost managerial control of the programme. This is due to a lack of pedagogic, substantive and managerial capacity in UNCTAD. The evaluation team sees no prospects of effective UNCTAD management and substantive support of the Trainmar network on a standalone basis. The Trainmar programme in its current form should therefore be terminated. The team does see, however, possibilities of merging certain Trainmar components with other capacity building programmes in UNCTAD, and in coordinating these with those of, for example, ITC, ILO and IMO, if supported by appropriate managerial structures and financial provisions
LOCATION
CALL#
STATUS
International Institute for Trade and Developement : UNCTAD Collection
