Ireland

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List of policy instruments

  • Skillnet

    n/a

    Description

    Description of the initiative
    Skillnet Ireland is a business support agency of the Government of Ireland. Its mandate is to advance the competitiveness, productivity and innovation of Irish businesses through enterprise-led workforce development.
    Focus area
    Key training policy measure
    It currently supports over 18,000 businesses nationwide and provides a wide range of valuable learning experiences to over 70,000 trainees. Its mission is to facilitate increased participation in enterprise training and workforce learning in Ireland. Through 70 Skillnet Business Networks, Skillnet Ireland allocates funding to groups of businesses in the same industry sector (or region) and with similar training needs, so they can deliver subsidised training for their teams. Skillnet Ireland also plays a key role in supporting and enabling Skillnet funded groups to reach their full potential.
    Link
    Reference/weblink
    https://www.skillnetireland.ie/about/
    Implementation level
    At what level is the initiative implemented?
    National
    Legal base
    Legal base (E.g. Law, regulation, implementing provision, other)
    Department of Further and Higher Education, Research, Innovation and Science.
    Starting period
    TIMESPAN: In what year did the initiative commence?
    Established in 1999
    Perspective
    PERSPECTIVE: is the initiative based on evidence derived from skill forecasts or foresight activities?
    n/a
    Policy area
    To which POLICY AREAS(s) does the initiative apply?
    Education
    Training
    Employment
    Innovation
    Digital economy
    Funding
    How it is funded?
    Funded by national government
    Skillnet Ireland is funded from the National Training Fund through the Department of Further and Higher Education, Research, Innovation and Science.
    Other
    Part funded by enterprises

    Skill mismatch

    Skill mismatch target
    What type(s) of skills MISMATCH does the initiative aim to addresses?
    Underqualification (individuals' qualifications/credentials are below their job's needs)
    Skill underutilisation (individuals' skills are not well used in their jobs)
    Skill shortages (employers cannot fill their vacancies due to a lack of skills in the labour market)
    Skill gaps (worker's skills are below the level of proficiency required by their employers and jobs)
    Skills obsolescence (some or all of an individual's skills are no longer relevant to the current employer or in the labour market generally)
    Skills matching focus
    How does  the initiative address skills mismatches?
    The aim is to work with businesses (or groups of businesses in the same sector) to identify their current and future skill needs and support them to deliver training appropirate to their needs. There are a range of information sources that can be used to identify skill needs including statistics published by SOLAS and the report of the Expert Group on Future Skill Needs (which draws on various sources of skills anticipation).
    Upskill or reskill employed adults
    Upskill or reskill non-employed adults
    As above
    Address sectoral or occupational skill shortages
    As above
    Skills delivered
    What types of skill  does the initiative deliver?
    Basic literacy and numeracy skills
    Basic digital skills
    More advanced digital skills
    General employability skills (team working, communication, etc.)
    Career management skills

    Methods

    Methods
    What methods of undertaking skills assessments and / or skills anticipation does the policy instrument utilise?
    Employer surveys
    Skillnet encourages enterprises to lead the process for training, this helps ensure that programmes delivered through Skillnet Ireland and our nationwide Business Networks are highly relevant to industry needs.
    Use of skills intelligence
    How is labour market information / skills intelligence used within the initiative?
    Informing decisions on course funding/provision
    Enabling strategic business decisions at sector/enterprise level
    Companies enter industry skills networks through the scheme to ensure that their organisation's workforce is as skilled as possible to meet industry needs

    Stakeholders

    Main responsible body
    Main body or organisation with overall responsibility for the initiative.
    National ministry
    Skillnet Ireland is governed by a Board representing key stakeholders from employer and employee representative bodies and the Department of Further and Higher Education, Research, Innovation and Science.Skillnet Ireland was established in 1999 and is funded from the National Training Fund through the Department of Further and Higher Education, Research, Innovation and Science
    Other involved organisations
    Which other organisations have a role in the initiative?
    National agency
    Funding and skills forecasting
    Social partner: employer organisation
    Funding and skills insight

    Sustainability

    Success factors
    SUCCESS FACTORS in the implementation
    Enterprise led nature of the programme ensures skills demand is accurately met.
    Barriers
    BARRIERS in the implementation
    Funding is a barrier, with potential resolution through EU funds. Another barrier is reach amongst SMEs which for now remains small at 5.2% of all such businesses.
    Monitoring and evaluation
    MONITORING and EVALUATION: Is progress measured regularly? What are the indicators used to measure progress of the policy instrument? Have any evaluations been conducted?
    Yearly annual reports, evaluation reports, as well as in house reasearch and publications are available on the Skillnet website. The yearly evaluation reports are detailed pieces of work conucted by independent consultants.
    Updates
    UPDATES: whether there have been any major updates of the initiative since it has been implemented?
    No
    Effectiveness
    EVIDENCE ON EFFECTIVENESS: How effective is the policy instrument?
    During 2018, Skillnet Ireland delivered a total of 441,846 training days to 56,182 learners, exceeding the overall annual targets set by the Department of Education and Skills. Skillnet Ireland also surpassed the training days targets for both in-employment and jobseeker training, by 26% and 46% respectively, during 2018. Skillnet Ireland worked with a total of 16,462 enterprises during 2018, representing a growth of 9.7% on the
    number of enterprises in 2017, and a 28% increase compared to the organisation’s base in 2015. Businesses invloved in the network have overwhelmingly positive reviews of the scheme in particular under the measure of future-proofing their organisation.
    Sustainability
    SUSTAINABILITY: How sustainable is the policy instrument? Do you expect the instrument to continue over the next few years and why?
    There has been an upward movement in overall unit costs of Skillnet Ireland’s training programme on a per trainee basis. Indecon’s research found that 16% of Skillnet Ireland participating firms indicated that if Skillnet Ireland did not exist, they would have not arranged training at all; 12.8% would have organised training but at a later date; whilst 40.5% indicated that they would have arranged alternative training but to a lesser degree. The 2018 evaluation found continued positive feedback from both enterprises and learners on a range of aspects, including the impact on business productivity, turnover and long-term performance, as well as career and personal development benefits for Skillnet Ireland-supported learners.

  • Skills To Advance.

    n/a

    Description

    Focus area
    Key training policy measure
    Skills to Advance is a national initiative that provides upskilling and reskilling opportunities to employees in jobs undergoing change and to those currently employed in vulnerable sectors. It equips employees with the skills they need to progress in their current role or to adapt to the changing job market. Working wth employers - especially SMEs - skills needs are identified in the workforce and subsidised education and training to staff is provided. The scheme is potentially open to all but especially those: currently working in a lower-skilled job; aged 50 or over; or currently working in a job that is experiencing significant change.
    Link
    Reference/weblink
    https://www.solas.ie/programmes/skills-to-advance/
    Implementation level
    At what level is the initiative implemented?
    National
    Legal base
    Legal base (E.g. Law, regulation, implementing provision, other)
    The national legal basis is the National Training Fund Act 2000 and the enabling legislation of SOLAS and the Education and Training Boards (“the training and development agencies”) SOLAS: Further Education and Training Act, 2014 ETBs: Education and Training Boards Act, 2013
    Starting period
    TIMESPAN: In what year did the initiative commence?
    2019 to the present
    Perspective
    PERSPECTIVE: is the initiative based on evidence derived from skill forecasts or foresight activities?
    n/a
    Policy area
    To which POLICY AREAS(s) does the initiative apply?
    Education
    Training
    Employment
    Social inclusion
    Equality/equal opportunities
    Funding
    How it is funded?
    Funded by national government
    Other
    Funding for the Skills to Advance scheme is provided by the Department of Education and Skills from the National Training Fund. Funding is determined through the annual estimates process and the final amounts made available to Skills to Advance as noted in the Estimates for Public Services as approved by Dáil Éireann

    Skill mismatch

    Skill mismatch target
    What type(s) of skills MISMATCH does the initiative aim to addresses?
    Underqualification (individuals' qualifications/credentials are below their job's needs)
    Skill shortages (employers cannot fill their vacancies due to a lack of skills in the labour market)
    Skill gaps (worker's skills are below the level of proficiency required by their employers and jobs)
    Skills obsolescence (some or all of an individual's skills are no longer relevant to the current employer or in the labour market generally)
    Skills matching focus
    How does  the initiative address skills mismatches?
    By working with employers it will be possible to identify the skill needs of the priority groups and provide them with subsidised training. There is a process of working to identify the specific skill needs of particular groups.
    Upskill or reskill employed adults
    Upskill or reskill non-employed adults
    Address sectoral or occupational skill shortages
    Address mismatch broadly
    Skills delivered
    What types of skill  does the initiative deliver?
    Potentially all skills are in scope of Skills to Advance.
    Basic literacy and numeracy skills
    Basic digital skills
    More advanced digital skills
    General employability skills (team working, communication, etc.)
    Green skills

    Methods

    Methods
    What methods of undertaking skills assessments and / or skills anticipation does the policy instrument utilise?
    Skills forecasting
    SOLAS hosts the Skills and Labour Market Research Market Research Unit, which produces the majority of majority of Ireland’s labour market intelligence and skills data.
    Use of skills intelligence
    How is labour market information / skills intelligence used within the initiative?
    Informing decisions on course funding/provision
    Enabling strategic business decisions at sector/enterprise level

    Stakeholders

    Main responsible body
    Main body or organisation with overall responsibility for the initiative.
    National ministry
    Department of Education and Skills
    Other involved organisations
    Which other organisations have a role in the initiative?
    National agency
    SOLAS
    Regional agency
    Education and Training Boards
    Social partner: employer organisation
    Small and medium sized enterprises and other organisations with limited capacity to identify and meet skills development needs of their employees in lower skilled work.Companies in industry sectors which are experiencing particular changes in work practices, technology and markets and require support to upskill and reskill employees in lower skilled work.

    Sustainability

    Success factors
    SUCCESS FACTORS in the implementation
    Employer engagement and process ensures commitment to the training
    Barriers
    BARRIERS in the implementation
    Unknown at this time.
    Monitoring and evaluation
    MONITORING and EVALUATION: Is progress measured regularly? What are the indicators used to measure progress of the policy instrument? Have any evaluations been conducted?
    An evaluation Report is expected in the future
    Updates
    UPDATES: whether there have been any major updates of the initiative since it has been implemented?
    No
    Effectiveness
    EVIDENCE ON EFFECTIVENESS: How effective is the policy instrument?
    Various case studies are available on the SOLAS website which provide success stories in the implementation of training activities which match employer aims with employee satisfaction in upskilling.
    Sustainability
    SUSTAINABILITY: How sustainable is the policy instrument? Do you expect the instrument to continue over the next few years and why?
    The policy instrument is well integrated nationally through its delivery with local education and training boards. Funding is the main obstacle to long term delivery.

  • Skills to Compete

    n/a

    Description

    Focus area
    Key training policy measure
    An initiative to support those who have lost their jobs as a result of COVID-19, to re-enter the workforce. Skills to Compete offers free reskilling and retraining opportunities for people who may have lost their jobs or people seeking to upskill. These courses focus on improving employability and a person’s ability to compete for job opportunities.In support of the Programme for Government and the post-COVID recovery plan, the Further Education and Training (FET) sector are prioritising the reskilling and retraining of those unable to return to their previous employment following the COVID19 crisis. Skills to Compete is a SOLAS initiative that will lead this reskilling and retraining response by combining and ramping-up three strands of FET provision, linked to tailored advice and support.
    Link
    Reference/weblink
    https://www.solas.ie/programmes/skills-to-compete/
    Implementation level
    At what level is the initiative implemented?
    National
    The programme is administered by SOLAS the government agency responsible for the FET sector
    Legal base
    Legal base (E.g. Law, regulation, implementing provision, other)
    n/a
    Starting period
    TIMESPAN: In what year did the initiative commence?
    2020
    Perspective
    PERSPECTIVE: is the initiative based on evidence derived from skill forecasts or foresight activities?
    These upskilling opportunities would be supported by the Education and Training Board (ETB) Information and Guidance Service and INTREO Guidance and Activation. Each ETB - these are area based organisations that have a responsibility for the delivery of education and training services - will shape its own Skills to Compete provision to reflect the labour market characteristics of its region and the responses that will be most effective for their local community. There are a wide range of data that can be drawn upon provided through SOLAS's labour market research, data analytics, and evaluation units.
    Policy area
    To which POLICY AREAS(s) does the initiative apply?
    Education
    Training
    Employment
    Innovation
    Digital economy
    Social inclusion
    Equality/equal opportunities
    Funding
    How it is funded?
    Funded by national government

    Skill mismatch

    Skill mismatch target
    What type(s) of skills MISMATCH does the initiative aim to addresses?
    Skills to Compete identifies the skill needs of individuals to get them back into employment and then provides access to training that will deliver those skills. It is undertaken at the ETB level so that there is alignment with local labour market needs.
    Underqualification (individuals' qualifications/credentials are below their job's needs)
    Skill underutilisation (individuals' skills are not well used in their jobs)
    Skill shortages (employers cannot fill their vacancies due to a lack of skills in the labour market)
    Skill gaps (worker's skills are below the level of proficiency required by their employers and jobs)
    Skills matching focus
    How does  the initiative address skills mismatches?
    Through a combination and ramping up of the three strands of FET provision - transversal skills development to help employability, building the digital capabilities now required for almost every job; and specific Level 4-6 courses targeting growth sectors and occupations - and linking this to tailored advice and support. Note the emphasis on identification of growth sectors and occupations - data which are available via SOLAS and the Expert Group on Future Skill Needs.
    Upskill or reskill non-employed adults
    See above
    Address sectoral or occupational skill shortages
    See above
    Skills delivered
    What types of skill  does the initiative deliver?
    Basic literacy and numeracy skills
    Basic digital skills
    More advanced digital skills
    General employability skills (team working, communication, etc.)
    Job search skills

    Methods

    Methods
    What methods of undertaking skills assessments and / or skills anticipation does the policy instrument utilise?
    Skills forecasting
    SOLAS hosts the Skills and Labour Market Research Market Research Unit, which produces the majority of majority of Ireland’s labour market intelligence and skills data.
    Use of skills intelligence
    How is labour market information / skills intelligence used within the initiative?
    Informing decisions on course funding/provision
    Training providers tender to be included on a register containing courses funded by the programme.
    Informing job-search decisions of unemployed

    Stakeholders

    Main responsible body
    Main body or organisation with overall responsibility for the initiative.
    National ministry
    Department of Education and Skills
    Other involved organisations
    Which other organisations have a role in the initiative?
    National agency
    SOLAS
    Regional agency
    Education and Training Boards
    Social partner: employer organisation
    Employers register their interest

    Sustainability

    Success factors
    SUCCESS FACTORS in the implementation
     It is interesting to note that both modular provision and a greater use of digital methods of delivery and micro and digital credentialing within the certification mix are key elements of the transformational agenda set out in the new draft strategy for FET provision. Indeed, they are an increasing hallmark of the focused, modular provision in the rollout of Skills to Advance since 2019 for employees and are currently being implemented at considerable pace in order to respond to the remote working and learning world which we now face.
    Barriers
    BARRIERS in the implementation
    Unknown at this time.
    Monitoring and evaluation
    MONITORING and EVALUATION: Is progress measured regularly? What are the indicators used to measure progress of the policy instrument? Have any evaluations been conducted?
    An evaluation Report is expected in the future
    Updates
    UPDATES: whether there have been any major updates of the initiative since it has been implemented?
    Under the Government's July Stimulus Package, it was announced that 35,000 additional places in FET and HE will be funded, including via Skills to Compete .Additionally, 12,500 places will be funded through the Training Support Grant for short term skills training, with the Apprenticeship Incentivisation Scheme providing a €2,000 payment to support employers to take on new apprenticeships in 2020.
    Yes
    Effectiveness
    EVIDENCE ON EFFECTIVENESS: How effective is the policy instrument?
    Places have been successfully created with long term effects yet to be seen.
    Sustainability
    SUSTAINABILITY: How sustainable is the policy instrument? Do you expect the instrument to continue over the next few years and why?
    Specifically, in FET during 2020, 15,000 places will be refocused through Skills to Compete with and additional 4,000 fulltime paces will be provided. The skill to Compete will continue in 2021 with plans in development for and additional 50,000 places over 2020 provision.

  • The Springboard+

    n/a

    Description

    Focus area
    Key training policy measure
    The Springboard+ upskilling initiative in higher education offers free and subsidised courses at certificate, degree and masters level leading to qualifications in areas where there are employment opportunities in the economy. Human Capital Initiative (HCI) Pillar 1 will extend the approach currently in place for ICT under Springboard+. It will offer incentivised places for graduates to reskill in areas of skills shortage and emerging technologies e.g. ICT, High End Manufacturing, Data Analytics, Robotics, Artificial Intelligence, via graduate conversion courses. The HCI Pillar 1 funding will provide funding for full-time graduate conversion courses. Courses at level 8 Higher Diploma and level 9 Postgraduate Diploma on the National Qualifications Framework will be funded under this Pillar.
    Implementation level
    At what level is the initiative implemented?
    National
    Legal base
    Legal base (E.g. Law, regulation, implementing provision, other)
    Department of Education and Skills
    Starting period
    TIMESPAN: In what year did the initiative commence?
    2011
    Perspective
    PERSPECTIVE: is the initiative based on evidence derived from skill forecasts or foresight activities?
    n/a
    Policy area
    To which POLICY AREAS(s) does the initiative apply?
    Education
    Training
    Employment
    Innovation
    Digital economy
    Funding
    How it is funded?
    Funded by national government
    Funded by the EU
    Other
    Springboard+ is co-funded by the Government of Ireland and the European Social Fund as part of the ESF programme for employability, inclusion and learning 2014-2020.

    Skill mismatch

    Skill mismatch target
    What type(s) of skills MISMATCH does the initiative aim to addresses?
    Underqualification (individuals' qualifications/credentials are below their job's needs)
    Skill underutilisation (individuals' skills are not well used in their jobs)
    Skill shortages (employers cannot fill their vacancies due to a lack of skills in the labour market)
    Skill gaps (worker's skills are below the level of proficiency required by their employers and jobs)
    Skills matching focus
    How does  the initiative address skills mismatches?
    Upskill or reskill non-employed adults
    Free and subsidised courses at certificate, degree and masters level leading to qualifications in areas where there are employment opportunities in the economy
    Skills delivered
    What types of skill  does the initiative deliver?
    Basic literacy and numeracy skills
    Basic digital skills
    More advanced digital skills
    General employability skills (team working, communication, etc.)
    Job search skills
    Career management skills

    Methods

    Methods
    What methods of undertaking skills assessments and / or skills anticipation does the policy instrument utilise?
    When training providers are tendering to deliver courses for the Springboard they are encouraged to draw on data from reports published by the EGFSN (e.g. http://skillsireland.ie/all-publications/2016/springboard-2016-guidance-for-he-providers-web-final.pdf) and consultations with industry bodies and the enterprise development agencies (Enterprise Ireland and IDA Ireland). See: http://skillsireland.ie/all-publications/2016/guidance%20for%20higher%20education%20providers%20on%20current%20and%20future%20skills%20needs%20of%20enterprise%20springboard%202016.html
    Expert panels
    See above for details of the Expert Group on Future Skill Needs (EGFSN)
    Use of skills intelligence
    How is labour market information / skills intelligence used within the initiative?
    Other

    Stakeholders

    Main responsible body
    Main body or organisation with overall responsibility for the initiative.
    National ministry
    Springboard+ and HCI Pillar 1 courses are managed by the HEA on behalf of the Department of Education and Skills
    Other involved organisations
    Which other organisations have a role in the initiative?
    National agency
    Funding
    Regional agency
    Delivery
    Social partner: employer organisation
    Demand

    Sustainability

    Success factors
    SUCCESS FACTORS in the implementation
    All of the courses offered lead to either certificate, degree and post-graduate level certificates and the vast majority have been one-year or less in duration and part-time. All are aimed to reskill people in areas where there is evidence of job opportunities in the present and future.
    Barriers
    BARRIERS in the implementation
    Ensuring courses are completed in full, although improvement has been made in this area.
    Monitoring and evaluation
    MONITORING and EVALUATION: Is progress measured regularly? What are the indicators used to measure progress of the policy instrument? Have any evaluations been conducted?
    Springboard has been continuously monitored since its launch in 2011, with the latest report available on their website covering 2011-16.
    Updates
    UPDATES: whether there have been any major updates of the initiative since it has been implemented?
    Yes
    ICT courses began one year in to the programme in 2012, and became the most successful course by graduate employment.
    Effectiveness
    EVIDENCE ON EFFECTIVENESS: How effective is the policy instrument?
    By 2014/15 53% of participants 3-6 months after graduation, 53% were in employment, 19% further study, 28% looking for work. ICT skills coversion courses boasted the highest employment rates after graduation. 90% of respondents to a 2015 survey agreed that Springboard+ had a positive impact on their live. 69% of respondents said their career has developed or grown since completing a course, this rises to 77% for ICT course graduates.
    Sustainability
    SUSTAINABILITY: How sustainable is the policy instrument? Do you expect the instrument to continue over the next few years and why?
    Non completion of courses successfully fell from 35% to 13% during 2011-2014, showing an increase in engagement with the courses on offer. The average cost per place by sector for 2011-2016 was 4,264EUR.