APEC as an Institution: Multilateral Governance in the Asia-Pacific

10. Potential in Search of Achievement: APEC and Human Resource Development

Potential in Search of Achievement 177 By: ROS Size: 6" x 9" J/No: 03-10509 Fonts: Bembo 10 POTENTIAL IN SEARCH OF ACHIEVEMENT APEC and Human Resource Development NIGEL HAWORTH APEC’s human resource development (HRD) activities are second only in importance to the trade and investment liberalization and facilitation (TILF) agenda.No other issue, apart fromTILF, has drawn such universal and consistent commitment from member economies involved in the APEC process.The significance attached to HRD in APEC derives from two factors. First, few now challenge the view that in a progressively more integrated global economy, in which new technologies are increasingly the key to international competitiveness, the quality of human resources present in an economy or enterprise is the key to economic and commercial success. Improving HRD is now a sine qua non in national and enterprise planning. It follows that any efforts on this front in a regional body such as APEC will be supported, particularly where there is also advantage created for the TILF agenda. HRD for 04e APEC Ch 10 4/9/03, 1:13 PM 177 178 Nigel Haworth By: ROS Size: 6" x 9" J/No: 03-10509 Fonts: Bembo TILF is now an important sub-set of the wider HRD agenda in the region. Secondly, the consensus around HRD makes it an ideal rallying point for institutional identity within APEC.APEC needs more than the TILF agenda to provide long-term substance. This need has three dimensions.There is a natural desire to use the framework provided by APEC for activities beyond the TILF focus. Equally, however, for economies to be involved in APEC, but not wholly convinced by the TILF model,HRD provides an area for involvement which is universally recognized and legitimized. Finally, for some economies and notably Japan,HRD is a strategic issue,central to the needs of overseas subsidiaries operating in APEC member economies. The Institutional Framework: A Preliminary Note1 To set the scene, some discussion of the APEC HRD Working Group (WG) is needed.APEC’s early agenda for HRD, laid down in Beijing in 1995, was formulated for eight priority areas of work.These were: • The provision of quality education for all; • The development of regional labour market analyses; • An increase in the supply and quality of managers, entrepreneurs, and training in the areas central to economic growth; • A reduction in skill deficiencies and unemployment by designing appropriate training priority areas and outcomes; • An improvement in the quality of curricula, teaching methods, and materials; • An improvement in access to skill acquisition; • The preparation of individuals and organizations for economic and technical change; and • Support for the TILF agenda. These priorities were much the same in 2002, with one exception.The seventh priority was,as a result of the active intervention of the Clintonled U.S. government, subsequently amended to read as follows: • (To enhance) the quality, productivity, efficiency, and equitable development of labour forces and work-places in member economies. To respond to these priorities, the HRDWG originally created five subgroups (known as networks).These were: • Business Management Network (BMN) • Industry Technology Network (HURDIT) 04e APEC Ch 10 4/9/03, 1:13 PM 178 Potential in Search of Achievement 179 By: ROS Size: 6" x 9" J/No: 03-10509 Fonts: Bembo • Economic Development Management Network (NEDM) • Education Forum (EDFOR) • Labour Market Information Network (LMI) In 2000, after considerable discussion, the network structure was rationalized into three: EDNET (primarily education issues); the Labour and Social Protection Network (LSPN,primarily concerned with labour markets,labour management issues and social safety nets);and the Capacity Building Network (CBN,with a focus on management capacity building in public, private and business sectors).The new structure reflected post1997 emphases in member economies and in Leaders’ and Ministers’ statements.As a result of restructuring,theWG reduced the frequency of annual meetings from two to one, resulting in savings for the economies, but also a significant reduction in the level of interaction in the WG. The networks have developed an array of projects designed to respond to the established priorities. At the May 2002 meeting of the WG, some 42 projects were included in the annual work plan, with 18 new projects proposed.In 2000,it was calculated that theWG undertook about 50 per cent of all APEC HRD work. In other words, other APEC bodies, principally other WGs, carried out about 50 per cent of HRD activity...