Case study A: Philanthropy-inspired Training Centres

6.5.1 Search for private training providers

During its visits to Uganda, a special effort was made to identify Private for-Profit Training Providers (PPTPs). Two sources of information were used to arrive at a list of po- tential PPTPs operating in Kampala: a list from FIT Uganda and suggestions of two key in- formants well acquainted with the training of informal sector operators in Kampala.

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The list of FIT Uganda contained 90 names and addresses of organizations and indi- viduals who reacted to an advertisement in the national paper for private training provid- ers. Thirty of them had an address in Kampala, of whom a dozen by appearance were involved in technical training. Many of the telephone numbers were found to out of ser- vice and in the end four of the names were contacted (of whom three worked with the same organization). At the suggestion of the key informants, two other organisations were contacted, while a further two were visited as the result of their roadside signs.

6.5.2 Busega Domestic Science College

The Busega Domestic Science College (BDSC) is said to be well-known in Kampala as a trainer for girls. It was started in 1958 by a women who had been working long-time in the public sector, who together with five other women formed a Mothers’ Union. Land and buildings were found. The initiator passed away last year and the training is contin- ued by the others, one of whom has become the principal.

BDMC aims to provide skills training to young women, without being specific if the skills are subsequently used in formal wage-employment or informal self-employment. It takes girls of 15 years and above, if possible with O-levels. They advertise in the newspa- pers, and interview the applicants. Some emphasis is placed on an adequate command of English as the tuition is in English. BDMC has a capacity of 40-50 trainees. At the moment is has 40: 12 in catering, eight in tailoring, nine in screen weaving and knitting, and 12 in secretarial training. The courses follow the government prescribed training curricula. The courses take 1-2 years. The trainees sit for examinations at DMC which has been li- censed for issuing certificates.

BDMC has six trainers who appear relatively well qualified (most have certificates and one a university degree). They have no business experience. Their level of remunera- tion was said to be lower than that of government trainers (but they are “at least paid on time”).

In accordance with the standard training delivery, the girls are sent for enterprise at- tachments, for instance with hotels in Kampala. This has positive consequences for the post-training employment of the trainees, some of whom obtain a job with the enterprises with whom they were attached during their practical. No statistics were kept of the em- ployment results of the training, but it was thought that most of them either found a job: the catering graduates in hotels, the weavers as teachers in other training organizations and the secretaries in the modern sector or with the government, or set up their own busi- ness: the tailors producing school uniforms.

BDMC charges training fees of USh. 110,000 per term (USh. 150,000 for boarders). This would mean that a total course costs around USD 500. The total budget of BDMC is USh. 2.75 m. per term for electricity, repairs and welfare of trainees, and USh. 0.55 m. for

categories, in case half the trainees are boarders, BDMC yields a profit of only USD 1,000 per term for its five owners.

6.5.3 Makerere Vocational Training Centre

A similar case is the Makerere Vocational Training Centre (MVTC) which is locally known as the initiative of a wealthy business cum politician to stimulate skills development among the youth. He set up MVTC under the umbrella of the Kiseka Foundation. Mr Kiseka passed away in 1998, and the Centre is now in a somewhat dilapidated state.

While the VTC has capacity for some 30 students, there are at the moment only five: four in electrical installation and one in tailoring. It has almost no training equipment (of the four sewing machines, one is “missing”). Almost all the teaching staff has left - as no sal- aries have been paid for months. Since the death of the benefactor, not even the transport allowances have been paid. The principal sees few possibilities to exploit the centre on his own. His only hope is now that the Ministry of Education, or the Association of Private Sec- tor Training Providers, will come to the rescue of MVTC.

6.5.4 Final observation

It would seem that VTCs such as BDSC and MVTC, while indeed operating without subsidies, are a kind of ‘forced’ private training providers. Their origin is not so much a perceived business opportunity, but they were rather set up by an enlightened notion of need to support the poor with skills, which at the same will stimulate economic develop- ment of the community.

A lack of business acumen, especially when the initiator him/herself is no longer in- volved, usually means that these PTPs remain rather conventional in their training courses and delivery. They are not necessarily led by the developments on the labour mar- ket, and their training courses are not even always immediately relevant for work in the in- formal sector.

Moreover, they tend to lack a clear vision on the role of vocational training in rela- tion to changing labour market opportunities and necessities, as well as even the minimal investment funds and appropriate management structures and capabilities. As a result, they tend to be rather rigid in their operations, seldom flourish and often teeter on the brink of collapse.

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