Document of

The World Bank

FOR OFFICIAL USE ONLY

Report No. 4173-IND

STAFF APPRAISAL REPORT

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

March 4, 1983

Projects DepartmentEast Asia and Pacific Regional Office

This document has a restricted distribution and may be used by recipients only in the performance oftheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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CURRENCY EQUIVALENTS

Currency unit = Indonesian Rupiah (Rp)US$1 = Rp 700

RplOO = US$0.143Rp 1,000 = US$1.43Rp 1 million = US$1,428.57

GOVERNMENT OF INDONESIA FISCAL YEAR

April 1 - March 31

PRINCIPAL ABBREVIATIONS AND ACRONYMS USED

BAPPENAS - National Development Planning BoardBIDANG DIKLATS - Training Units within the Training Department of the

Ministry of Public Works, which serve the DirectoratesGeneral

BINA MARGA - Directorate General for Highways, Bridges and LandClearing in the Ministry of Public Works

BSP - Bureau for Construction Industry Developmentin the Ministry of Public Works

CIPTA KARYA - Directorate General for Urban and Regional Planning,Housing and Water Supply in the Ministry of PublicWorks

CMDU - Curricula and Materials Development Unit to beestablished in the Training Department of theMinistry of Public Works

DPUP - Provincial Department of the Ministry of Public WorksGAPENSI - Professional Association for Small and Medium-sized

ContractorsKADIN - Indonesian Chamber of CommerceLAN - Civil Service Training InstituteMandor - Labor subcontractor in the construction industryMPW - Ministry of Public WorksPENGAIRAN - Directorate General for Water Resource Development

in the MPWPERBINIKON - Project unit in the Bureau for Construction Industry

Development of the MPWPRD - Professional Resources Development ProgramPUSDATIK - Center for Data Processing and Statistics in the MPWPUSDIKLAT - Training Department in the MPWRTC - Regional Training Center of the Training Department

of the MPW

FOR OFFICIAL USE ONLY

INDONESIA: PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

STAFF APPRAISAL REPORT

Table of Contents

Page No.

BASIC DATA

1. THE MINISTRY OF PUBLIC WORKS AND MANPOWER DEVELOPMENT . . . . 1

Sector Setting. . .................... . 1The Ministry of Public Works (MPW) . . . . . . . . . . . . . 2Issues in MPW Manpower Training . . . . . . . . . . . . . . 7Development Strategy . . . . . . . . . . . . . . . . . . . . 10

2. THE PROJECT .12

Objectives and Scope ................... . 12Management of MPW Staff Training Activities . . . . . . . . 13Curricula and Materials Development Unit (CMDU) . . . . . . 16The Regional Training Centers (RTCs) . . . . . . . . . . . . 21Contractor and Mandor Training . . . . . . . . . . . . . . . 22Professional Resources Development (PRD) Program . . . . . . 25

3. PROJECT COSTS, FINANCING AND IMPLEMENTATION . . . . . . . . . . 26

Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Financing . ....................... . 29Recurrent Operating Costs ... . . . . . . . . . . . . . . 29Project Management and Implementation . . . . . . . . . . . . 30Status of Project Preparation ... . . . . . . . . . . . . . 32Procurement .. ..................... . 33Disbursements ... . . . . . . . . . . . . . . . . . . . . 34Accounts, Auditing and Reporting . . . . . . . . . . . . . . 35

4. BENEFITS AND RISKS .35

Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . 35Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

This report is based on the findings of an appraisal mission that visitedIndonesia in March/April 1982, comprising E.L. Schreiber (mission leader),H. Baritsch (technical educator, Unesco) and C. Hammerschmidt (architect,consultant); and a postappraisal mission in October 1982 comprisingSchreiber, G. Hunting (vocational trainer) and Hammerschmidt.

This doument has a restricted distribution and may be used by recipients only in the performance oftheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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Page No.

5. AGREEMENTS TO BE REACHED AND RECOMMENDATIONS . . . . . . . . . 36

TABLES IN TEXT

1.1 Ministry of Public Works (MPW) - Profile of CentrallyManaged Contracts (1981/82) ... . . . . . . . . . . . . . 2

1.2 Educational Attainment of MPW Staff (1980) . . . . . . . . . . 41.3 MPW Staff Training Program (1981/82) . . . . . . . . . . . . . 52.1 Fields for Curricula and Materials Development for MPW

Staff Training .... . . . . . . . . . . . . . . . . . . . 182.2 CMDU Program of Curricula and Materials Development (1983/84) 192.3 Schedule for Training Instructional Staff (1983/84-1986/87) 202.4 Expansion of Short Course Training by Category of MPW Staff

1981/82-1986/87 .2.1. . . . . . . . . . . . . . . . . . . . 22.5 Distribution of MPW Short Courses by Type of Curriculum

1981/82 and 1986/87 ... . . . . . . . . . . . . . . . . . 222.6 Training Plan for Contractor Staff and Mandors . . . . . . . . 243.1 Summary of Project Costs by Component . . . . . . . . . . . . 273.2 Summary of Project Costs by Category of Expenditure . . . . . 283.3 Summary of Construction Items, Areas and Base Costs . . . 293.4 Analysis of Recurrent Costs for MPW Staff Training (Short

Courses) .... . . . . . . . . . . . . . . . . . . . . . . 303.5 Estimated Schedule of Disbursements . . . . . . . . . . . . . 35

CHART IN TEXT: Project Management Responsibilities . . . . . . . . 31

ANNEXES TO TEXT

1. Comparative Education Indicators. . . . . . . . . . . . . . . . 382 Organization of the MPW (Chart) . . . . . . . . . . . . . . . . 403. Organization of the MPW Training Department - Existing and

Proposed (Chart). . . . . . . . . . . . . . . . . . . . . . . 414. MPW Training Department and RTCs-Staff Positions (Existing

and Proposed) . . . . . . . . . . . . . . . . . . . . . . . . 425. Technical Assistance . . . . . . . . . . . . . . . . . . . . . 456. MPW Short Course Training - Planned Program for 1983/84 . . . . 477. Detailed Project Costs by Component and Category of

Expenditure . . . . . . . . . . . . . . . . . . . . . . . . . 508. Detailed Construction Costs by Type of Expenditure . . . . . . 529. Proposed Allocation of Loan . . . . . . . . . . . . . . . . . . 5310. Implementation Schedule . . . . . . . . . . . . . . . . . . . . 5411. List of Materials Available in the Project File . . . . . . . . 55

MAP

INDONIESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Basic Data /a

GENERAL /b

Population (mlns) 147.4Annual Growth (%) 2.2

Labor Force (mlns) 54.3Participation Rate (%) 52.6

Employment by SectorAgriculture (%) 55Industry (%) 13Services (%) 32

GDP per Capita (US$) 475

CONSTRUCTION INDUSTRY

Employment and Productivity

Employment (mlns) 1.7Share of Total Employment (%) 3

Classification of Labor EmployedProfessional/Technical (%) 1Skilled (%) 11Semiskilled/Unskilled (%) 88

Average Productivity of Labor (US$ p.a.) 2,900Contribution to GDP (US$ billions) 5Share for Public Works (%) 70

Training (Provided by the Ministry of Public Works) /c

Expenditure on MPW Staff Training (US$ mlns) 7.4Estimated Number of Staff Receiving Training 12,140Share of Total Staff (%) 11

Expenditure on Training for Contractors (US$ mlns) 2.1Estimated Number of Contractor Staff Receiving Training 1,400Share of Total Staff (%) 1

/a Data are for 1981 unless otherwise noted.

/b General data are for 1980.

/c Comparative data on formal education are shown in Annex 1.

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

1. THE MINISTRY OF PUBLIC WORKS AND MANPOWER DEVELOPMENT

Sector Setting

1.01 Largely as a result of increasing development expenditures, thevalue of construction in Indonesia's economy grew by 16% per year during the1970s. Total value amounted to US$5 billion in 1981, 70% of which wasfinanced by the public sector. Indonesian development strategy for the1980s stresses the need to maintain relatively high levels of developmentexpenditure and to generate new opportunities for employment. Priority isgiven to investment in infrastructure and services. This strategy impliescontinued rapid growth for construction activities during the 1980s, and acentral role for the domestic industry. However, the growth in demand forconstruction experienced over the past decade has already strained thedomestic industry. Problems are reflected in low efficiency and in therelatively large share of the market, about 50% of value, captured byforeign construction firms. Cumbersome administrative procedures, and ashortage of qualified manpower largely explain inefficiencies in thedomestic industry. If the industry is to contribute successfully to theexecution of development projects and programs, Indonesia must give priorityto its development. As a step in this direction, the Government is planningto introduce revised contract and other administrative practices and measuresto strengthen professional practices and manpower in the industry. Emphasisshould be given to upgrading manpower employed by the Ministry of PublicWorks (MPW), which generates about 50% of the value of public sectorconstruction. /

/1 Of the remaining 50% of value, about 20% is generated throughconstruction activities of state enterprises, principally in theenergy sector; and 30%, in roughly equal shares, is attributable toa primary school building program, other local works programs, andbuilding activities of agencies other than the MPW.

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The MPW

1.02 The MPW has three Directorates General, responsible for civil worksas follows: BINA MARGA, roads, bridges and land clearing for transmigration;PENGAIRAN, water resource development; and CIPTA KARYA, urban and regionalplanning, housing and water supply (Annex 2 shows the organizational struc-ture of the MPW.) These Directorates General and their counterpart agenciesin the Provincial Departments of Public Works (DPUPs) together managed adevelopment budget of about US$1.7 billion in 1981/82 (April-March). MostMPW projects are designed by consultants and nearly all are executed undercontract by construction firms. A contract profile for centrally managedprojects in 1981/82 is shown in Table 1.1, below; the Directorates Generalmanaged about 44% of the 1981 project budget (including contracts, consultantfees and overhead) and the DPUPs managed the remainder. The value of DPUPcontracts amounted to about US$820 million during 1981/82, US$340 million forroads, bridges and land clearing and US$480 million for water resourcedevelopment (most CIPTA KARYA projects are centrally managed).

Table 1.1: MPW - PROFILE OF

CENTRALLY MANAGED CONTRACTS (1981/82)

Total Averagevalue of value of

Range of contract No. of contracts contractsvalues contracts (US$'000) (US$ 000)

> US$0.8 million 210 485,000/a 2,309% total 9 75

US$0.3-0.8 million 200 95,000/b 475% total 9 15

< US$0.3 million 1,900 65,000/c 34% total 82 10

Total 2,310 645,000 279

/a Of which 75% BINA MARGA, 25% PENGAIRAN.

/b Of which 70% PENGAIRAN, 20% BINA MARGA, 10% CIPTA KARYA.

/c Of which 85% CIPTA KARYA.

Source: MPW.

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MPW Manpower

1.03 The MPW employed a staff of about 110,800 in 1981. Included were:12,200 permanent staff at the central level; 70,300 permanent staff in theDPUPs; and 28,300 staff in temporary positions, appointed to carry outspecific project assignments. In addition, the MPW has routinely retainedconsultants to carry out various planning and supervisory tasks. Domesticconsultants are drawn from some 240 design and engineering firms inIndonesia, with an average staff size of 30. In addition, foreignconsultants are retained. The MPW's reliance on consultants has resultedlargely from shortages of higher- and middle-level technical and managerialstaff with qualifications and experience in the areas of planning andprogramming; project planning and design; construction supervision; equip-ment and plant management; and operations and maintenance.

1.04 The MPII employs both domestic and foreign contractors to executeprojects. The domestic contracting industry comprises a relatively largenumber of small firms. In 1981, about 23,000 firms were registered with theDPUPs. Of the total, only 80 firms employed a permanent staff of 100 orm'ore. About 14,000 firms employed an average of ten staff, and 9,000 firmscomprised one to two staff./l Contractors are classified and prequalifiedby the value of work they are permitted to undertake based broadly on size,qualifications and experience. The 80 large firms, which include eightstate enterprises established primarily to work with the MPW, are prequal-ified to undertake contracts valued at US$300,000 or higher. Thesecontractors, together with foreign firms, undertake work on large andcomplex projects managed mainly by the Directorates General. While suchprojects account for a substantial share of the value of MPW contracts (90%at the central level, Table 1.1), they account for a relatively small shareof the number of MPW contracts (18% at the central level). The majority ofcontracts are undertaken by medium-sized firms (prequalified to contract orsubcontract for works valued from US$80,000 to US$300,000), and small firms(prequalified for works valued at US$80,000 or less). Labor is supplied tocontractors mainly by subcontractors, called mandors. Some 40,000 mandorsoperate in Indonesia at present, supplying almost all unskilled and a shareof semi-skilled and skilled labor, or an estimated 85% of labor employed inthe construction industry. While mandors supervise labor on the job, mostlack expertise in construction methods. A shortage of experienced managers,engineers and technicians, in both the larger and smaller firms, and skillweaknesses among mandors complicate the supervisory tasks of the MPW andcontribute to inefficiencies and quality problems in the execution ofprojects. Manpower weaknesses are primarily evident in the areas of firmand contract management, scheduling and measurement, construction tech-niques and site supervision.

/1 The majority of these small firms have been established recently, inresponse to a Government policy to award smaller contracts to local,provincial firms.

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1.05 The shortage of qualified manpower in the MPW and in the con-struction industry generally is reflected in the relatively low qualificationsof manpower employed. Table 1.2 below shows the educational profile of MPWstaff. About half the staff enter employment after attending or completinggeneral or technical secondary education; and the educational profile ofprovincial and project staff is notably lower than that of central staff,particularly in respect of postsecondary qualifications. However, theshortfall of qualified manpower is more pronounced within the industry thanwithin the MPW. Based on a sample of 1980 census data, only 1.4% of laboremployed in construction were reported in the standard professional technicaland managerial occupations./1 This manpower weakness is manifest in low laborproductivity in the industry, at about US$2,900 per worker in 1981./2 Inrecent years, the NPW has initiated efforts to replace consultants with staffand to shift increasing project reponsibilities from the Directorates Generalto the DPUPs. However, deficiencies in the qualifications and experience ofstaff, contractors and labor employed have generally limited progress.

Table 1.2: EDUCATIONAL ATTAINMENT OF MPW STAFF (1980)(%)

Post-Number No Secondary secondary University

Category of educa- Pri- Gen- Tech- Gen- Tech- Gen- Tech-of staff staff tion mary eral nical eral nical eral nical

PermanentStaffCentral 12,200 - 13 34 23 10 8 9 3Provincial 70,300 - 52 16 27 1 3 - 1

ProjectStaff 28,300 4 24 28 39 1 2 - 2

Total 110,800 1 40 21 30 2 3 1 2

Source: MPW.

/1 This compares with an average share of 6% for a 20 country samplewhich includes industrialized and developing countries during the early1970s.

/2 For purposes of comparison, this level of productivity is equivalent toabout 15% of that for Singapore in 1970.

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MPW Manpower Training

1.06 Staff Training. The manpower constraints in the MPW and theconstruction industry are explained largely by an imbalance between economicgrowth and human resource development in Indonesia. Graduates of educationand training institutions lag considerably behind demand, both in terms ofquantity and effectiveness./l Owing to the pressing need for qualifiedmanpower, the MPW began to provide regular in-service training for staffduring the mid-1970s. By 1981, the MPW's budget for staff training amountedto about US$7.4 million with an estimated 11% of staff participating.Table 1.3 provides an overview of budgeted activities by type of training andnumber of trainees. Training in local universities (degree and diploma) andoverseas training (degree and nondegree) account for about half of traineemonths and 60% of the budget provided. Short courses, conducted by the MPW,account for the remaining 40%.

Table 1.3: MPW STAFF TRAINING PROGRAM (1981/82)

-- Budgeted Expenditure ---Approxi- Average Approxi-mate num- duration mate cost

Type of ber of of training US$ % per traineetraining trainees/a (months/trainee) million /b total (US$)

Short coursesCross-sectoral 6,000 1.8 1.4 19 230Sector-specificBINA MARGA 1,700 1.0 0.6 8 350PENGAIRAN 800 1.0 0.3 4 375CIPTA KARYA 1,900 0.5 0.7 9 370

Subtotal 10,400 - 3.0 40 -

University-based 1,500 9.0 1.0 14 670

Overseas Training 240 8.0 3.4 46 13,600

Total 12,140 - 7.4 100 -

/a Excluding staff of muncipal governments working in public works fields andusers in irrigation, for whom the MPW has also initiated training.

/b Excluding indirect training costs (i.e., MPW overheads), estimated atabout US$1.5 million.

Source: MPW.

/1 Enrollments at the secondary level and above are the second lowest inthe region (Annex 1).

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1.07 The management structure for MPW staff training (an organizationalchart is provided in Annex 3) is headed by a central Training Department, thePUSDIKLAT, which reports to the Secretary General. The PUSDIKLAT isresponsible for coordinating training programs in the MPW and for providingshort courses in cross-sectoral subjects for central, project and provincialstaff. Three subunits, BIDANG DIKLATS, corresponding with the threeDirectorates General, PENGAIRAN, BINA MARGA and CIPTA KARYA, are responsiblefor arranging training related directly to the relevant subsector. In thecase of CIPTA KARYA, however, training is mainly arranged by Directorateswithin the Directorate General. Training, including administrative costs, isfinanced mainly through development budgets allocated to the PUSDIKLAT and theDirectorates General. The DPUPs also contribute to financing of training forprovincial staff. Short courses are delivered mainly at five RegionalTraining Centers (RTCs) owned or rented by the PUSDIKLAT and located inBandung, Surabaya, Yogyakarta, Medan and Ujung Pandang;/l several other train-ing facilities, owned or leased and operated by the Directorates General, arealso used. Long-term training is provided through arrangements with theMinistry of Education, at universities and technical institutes./2 Overseastraining is financed and arranged largely through externally assistedprojects.

1.08 Training for Contractors and Mandors. While a regular system ofstaff upgrading for firms has not been established, a sizeable trainingprogram has been provided over the last few years for large contractors. In1981, the MPW managed a program of training for about 730 managers and engi-neers in connection with contract work in the Middle East. Trainees wereselected from a consortium of 12 private and five public firms. Trainingunits in individual firms also provided local and overseas training for some470 staff working in Indonesia. Total costs amounted to nearly US$2 million.In view of the small number of large contractors (para. 1.04), thesetraining efforts have covered a significant share of the staff of thesefirms (an estimated 15% annually). In addition, joint venture operationsbetween domestic and experienced foreign firms, including trainingarrangements, are being encouraged as a regular form of upgrading for thelarge, domestic contractors.

1.09 By contrast, training efforts have thus far been limited for themajority of small- to medium-sized contractors and for mandors. With theexception of the Indonesian Contractors Association (for large firms), the

/1 Cross-sectoral courses are also provided in the Jakarta offices of thePUSDIKLAT.

/2 These programs, arranged mainly with the Institutes of Technology atBandung, Surabaya and Yogyakarta, include degree programs in civilengineering and non-degree technician training. Some postgraduatespecializations (e.g., river engineering at Bandung) have also beenarranged.

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professional associations in the industry - including the Association of

Small- and Medium-sized Contractors (GAPENSI), the Construction Bureau ofChamber of Commerce (KADIN), and mandors cooperatives - are in initial stagesof development. Moreover, skill standards for the construction trades arelacking. As a result, systematic demand for upgrading has not yet beenestablished. In 1981/82, however, PERBINIKON, a project unit within the MPW'sBureau for Construction Industry Development (BSP), initiated pilot trainingprograms for 400 staff of smaller firms and for mandors. The training wasdeveloped and delivered under contract by local universities in collaborationwith GAPENSI and the state-owned contractors. Costs amounted to US$160,000and were equally shared by the MPW and GAPENSI offices in the provinces.

Issues in MPW Manpower Training

1.10 Despite the importance placed on manpower upgrading by the MPW,the effectiveness of training provided is limited by: (a) poor coordinationand inefficiencies in the planning and management of staff training; (b)inadequate technical support for the provision of short, job-related coursesfor staff, and for related materials development and instructor training;(c) insufficient facilities to cater for the volume of training required bystaff; and (d) inadequate experience with the provision of training forsmaller contractors and mandors.

Management of MPW Training Activities

1.11 The Training Department. The present functions and staff strengthof the MPW Training Department are inadequate to manage the systematicdevelopment of training programs. While the PUSDIKLAT (para. 1.07) isresponsible for overall management of MPW staff training, its staff focuslargely on annual planning and scheduling for cross-sectoral courses (Annex4 shows existing staff in the Training Department). Systematic proceduresfor the planning, monitoring and evaluation of the several types of trainingprovided are lacking; and guidelines and reporting requirements for thefinancing of training, including the development and use of trainingresources, have not been established.

1.12 In the absence of systematic guidance, staff of the BIDANG DIKLATsplan and implement training courses in the relevant subsector independentlyof the PUSDIKLAT. Many of these staff have experience with the adminis-tration and execution of public works projects. However, they lackexpertise with training design and techniques, and the BIDANG DIKLAT CIPTAKARYA is insufficiently staffed to coordinate training provided by theDirectorate General.

1.13 Coordination between the Training Department and the DPUPs hasalso been limited. Training needs of DPUP staff have not beensystematically identified and courses are organized and implemented on an adhoc basis. To improve coordination between the Training Department and

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provincial staff, the MPW has recently appointed training liaison officersin the DPUPs. These officers are to assist the Training Department tobetter identify the training needs of DPUP staff and to channel informationon available training programs to these staff.

1.14 Among consequences of inadequate coordination and managementsupport for MPW staff training are weaknesses in the average efficiency andrelevance of training, and incomplete information on training provided andrelated expenditures. To improve management effectiveness, the PUSDIKLATand BIDANG DIKLATS should be strengthened to introduce systematic proceduresfor the planning, evaluation and implementation of staff training programs.To introduce these improvements, additional staff would be required withinthe Training Department. Related staff upgrading and training for theprovincial liaison officers would also be required.

1.15 The Manpower Planning Division. The responsibility forcoordinating staff planning in the MPW is assigned to the Division forManpower Planning in the Bureau of Personnel. The Directorates General,DPUPs and other MPW units are directly responsible for hiring and deployingstaff. At present, procedures for reviewing staffing requirements againstthe available pool of staff skills vary from unit to unit and giveinadequate attention to changing emphases in the MPW's work program. Thisapproach contributes to inefficiencies in use of staff and trainingresources. To begin to correct these weaknesses, the Division for ManpowerPlanning should be strengthened to enable it to introduce systematicprocedures for medium-term staff planning.

1.16 Program Planning and Information Management. Responsibilities forprogramming and budgeting for the MPW are divided among several authorities.The Bureau of Planning has responsibility for coordinating programmingactivities; and the Directorates General plan and monitor activities in thesubsectors. Variations in planning criteria and information managementsystems employed by the Directorates General limit the capacity of theBureau of Planning to carry out integrated programming over the medium-termand contribute to incomplete identification of staffing and training needs.The MPW needs to assess and consolidate its programming and information man-agement capabilities to improve planning effectiveness. More general weak-nesses in overall economic planning and management also impinge on theeffectiveness of MPW planning and programmming; and upgrading and training forstaff of the main economic and planning agencies in Indonesia are alsorequired.

Curricula, Materials and Instructional Staff

1.17 More immediate improvements in MPW staff performance could beexpected from short, job-related courses than from degree or diplomatraining. At present, however, considerable emphasis is given to longer-termtraining (para. 1.06) and the effectiveness of short courses is limited by

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inadequate support for materials preparation and instructor training.Training and preparation of course materials are carried out by part-timeinstructors (mainly MPW staff), most of whom lack orientation to trainingtechniques and methods. The Training Department lacks a capacity for thesystematic development of job-related training curricula and materials; andthe RTCs lack permanent instructional staff to provide orientation forpart-time trainers. These weaknesses are reflected in course content, whichemphasizes general subject areas rather than particular skills required byMPW staff./l 1fanagement and civil service subjects account for about 50% oftrainee months provided. The main results of inadequate support for courseand instructor development are: an insufficient number of courses bycomparison with the variety of job responsibilities and trainingrequirements of MPW staff; and weaknesses in the quality of training. Todevelop and support implementation of an improved and expanded program ofshort courses, the Training Department would need to be strengthened toundertake regular curricula and materials development and instructortraining. Additional staff, including full-time instructional staff for theRTCs, and related staff upgrading would be required to carry out theseactivities and support part-time trainers.

Training Facilities

1.18 The RTCs, constructed, rented or purchased by the IIPW as temporaryfacilities, are generally inadequate. Classroom and boarding space areinsufficient by comparision with the present number of trainees (by about50%). The costs of room and board account for nearly half of trainingcosts. The difference between RTC accommodation and rental or hotel spacelargely explains the differences in unit costs for training, shown in Table1.3. In addition, housing shortages for staff result in vacant positions inthe RTCs. Appropriate laboratory and workshop space, together withequipment required for practical training, are also lacking.

1.19 Training for DPUP staff lags behind that for central and projectstaff. The distribution of trainees in short courses as planned for 1981/82was approximately as follows: 1,700 central staff (14% of total); 3,450project staff (12% of total); and 5,250 provincial staff (7% of total). Inview of skill deficiencies in the DPUPs and plans to devolve furtherproject responsibilities to the provincial level (para. 1.05), trainingopportunities for DPUP staff need to be increased. The RTCs would need to

/1 Exceptions include preparation of curricula and materials for trainingfor gate openers for irrigation (provided under a Bank-assistedirrigation project, Loan 2118-IND) and for training in water supply(Loan 1309 and the proposed East Java WJater Supply Project); and aUSAID-assisted program of management training for central staff,initiated in 1982.

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be expanded and upgraded to keep pace with normal staff growth and tosupport increased provision of training for provincial staff andimprovements in quality.

Contractor and Mandor Training

1.20 In anticipation of increased demand for improved productivity inthe industry (para. 1.01) and for related upgrading among smaller firms andmandors, the BSP should support further training experiments. The pilottraining arranged by the BSP during 1981 for staff of small- andmedium-sized contracting firms and mandors addressed priority training needsidentified both by contractors and MPW (paras. 1.04 and 1.09). The trainingfor contractors focussed on financial and contract management techniques.The mandor training focussed on technical and administrative aspects of sitemanagement. While curricula and materials for these courses werejob-specific in design, experience with training for smaller contractors andmandors has thus far been limited; and the strengths and weaknesses of thetraining provided have not been reviewed. BSP training objectives shouldcenter on identifying cost-ef'ective models for training management, deliveryand content. Firms, or the relevant associations, should take the lead inthese efforts as feasible. Further experimentation should draw on availabletraining capacity in larger firms and the education and training sectorgenerally. Training content should be broadened to cover identifiedtraining needs not yet addressed, including supervisory and constructiontechniques for contractors.

Development Strategy

Government Strategy

1.21 The shortage of qualified technical and managerial manpower inIndonesia is a major constraint to effective execution of developmentprograms. Government is thus supporting a medium- and long-term effort toexpand and improve the quality of formal education and training programs andin-service upgrading in technical and managerial fields. Owing to theurgent need for qualified manpower in construction, the Government alsoplans to take immediate measures to strengthen and expand in-servicetraining programs for staff of Government agencies involved withconstruction, with initial emphasis on MPW manpower; and to encourage theindustry to participate more in training. Based largely on the findings ofa construction sector review carried out by the MPW (and financed under aBank-assisted highways project, Loan 1696-IND),/l the Government is alsoconsidering proposals for introducing skill standards and accreditationschemes for the industry and for strengthening the professionalassociations.

/1 "A Plan for Development of the Domestic Construction Industry," PublicAdministration Service, January 1981 (included in the Project File,Annex 11).

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Bank Participation

1.22 The Bank supports Indonesia's strategy for the development oftechnical and managerial manpower, with particular emphasis on construction.Related assistance has been provided through earlier Bank-supported projectsfor pre-service training in technical fields as well as project-relatedtraining for construction. Industrial skills development has been the focusof four education and training projects, for which Bank Group assistancelending has amounted to US$135.6 million. TJnder the first of theseprojects, assisted through Credit 219-IND, five centralized workshops wereestablished for practical training for students from nearby secondarytechnical schools. The second project (Loan 1237-IND) supported developmentof vocational training programs (pre-service) provided by the Ministry ofManpower. The third project (Credit 869-IND) is supporting establishment ofa polytechnic system to train engineering technicians for construction aswell as other sectors. The fourth project (Loan 1904-IND) supports thefirst phase of a development program for the university system, designed toimprove the efficiency and quality of higher-level technical and managerialeducation.l/

1.23 Project-related training components have been included in the nineMPW projects for highways (one) irrigation (five) urban development (two)and water supply (one) supported by the Bank since 1978. Financing forthese components has amounted to about US$10 million. The training compo-nents center on upgrading for MPW planners and managers and include opera-tions training for irrigation and water supply and management of waterenterprises. In several cases, assistance for manpower planning andidentification of training requirements was also included. The project-related training has been designed to reduce particular manpowerconstraints, identified in large part during implementation of previousBank-assisted projects. However, a recent OED report ("Review of Trainingin Bank-Financed Projects", Report No. 3834 of March 1, 1982, p. iv.)concluded that a more systematic and coordinated approach to training isgenerally needed. In line with recommendations of this report, acomprehensive system for staff training should be developed in the MPW.Both project-specific and other MPW training requirements would beidentified and met on a continuous basis through this system.

/1 To date, an OED Project Performance Audit Report has been prepared forthe first of these projects (supported by Credit 219-IND). This audit(No. 2998, dated June 2, 1980, SecM80-440) stresses the importance of:including fellowships for development of teachers and school adminis-trators; and appointing key staff for project implementation in atimely manner. These lessons have been incorporated in the design ofthe proposed project, discussed below.

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2. THE PROJECT

Objectives and Scope

2.01 The main objective of the proposed project is to facilitateeffective execution of the MPW's construction program by upgrading manpower./lThis would be achieved through provision of an improved and expanded program

of short courses for staff, and experimental training for contractors andmandors. A second objective is to strengthen general management capabilitiesof the Government through provision of fellowships for staff involved withdevelopment planning, financing and related training.

2.02 The project would include civil works, equipment, materials,furniture, additional staff and technical assistance, as appropriate to:

(a) Management of MPW Staff Training Activities.

(i) Strengthen the Training Department of the MPW to improveplanning and management for staff training.

(ii) Strengthen the Manpower Planning Division in the MPW-sBureau of Personnel in order to establish an improvedsystem for identifying staffing requirements and relatedtraining needs.

(iii) Study, and recommend improvements for, program planningand information management in the MPW and prepare futuretraining projects.

(b) Curricula and Materials Development Unit. Establish a Curriculaand Materials Development Unit (CMDU) in the Training Departmentof the MPW, develop and provide improved curricula andinstructional materials for staff training and provide relatedtraining for instructional staff.

(c) Regional Training Centers (RTCs). Rehabilitate/expand fiveexisting RTCs, construct a sixth RTC in Jakarta, and provideshort courses for 20,500 MPW staff annually by 1986/87.

(d) Contractor and Mandor Training. Experiment with preparationand delivery of a training program for small- and medium-sizedcontractors and for mandors.

/1 The project was prepared mainly by the MPW, with assistance from consul-tants, on the basis of a study of manpower training requirements com-pleted by the MPW in January 1981 (and included in the project file,Annex 11).

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In addition, the project would include a Professional Resources Development(PRD) Program. This program would provide fellowships in management fieldsfor staff of the National Development Planning Board (BAPPENAS), the Ministryof Finance and the Civil Service Training Institute (LAN).

Management of MPW Staff Training Activities (proposed outlay US$7.06 million,excluding contingencies)

2.03 The Training Department. To improve administrative and technicalsupport for MPW staff training, the project would assist the TrainingDepartment (i.e., the PUSDIKLAT and BIDANG DIKLATs) to introduce a revisedmanagement system. The revised system would be based on improved proceduresfor planning; program development, monitoring and evaluation; and financing.It would enable the Training Department to guide the development andprovision of staff training programs in a cost-effective manner (paras.1.11-1.14). To ensure support for the new procedures, they would bedeveloped cooperatively by the PUSDIKLAT and BIDANG DIKLATs, in consultationwith the DPUPs.

2.04 To introduce the revised management system, the TrainingDepartment has been reorganized along functional lines (see Annex 3). Thenew responsibilities of the PUSDIKLAT Divisions would be as follows:

(a) Training Division. In addition to organizing cross-sectoralcourses for central and provincial staff, the Training Divisionwould be responsible for overall coordination of MPW stafftraining including:

(i) annual and medium-term planning for staff training (incooperation with the Bureau for Planning and the ManpowerPlanning Division of the Bureau of Personnel);

(ii) planning for the systematic development of staff trainingprograms and materials, and training for instructional staff;and

(iii) planning for the development and efficient utiliza-tion of MPW training facilities.

The Training Division would also liaise with other agenciesproviding training in the construction sector.

(b) Monitoring and Evaluation Division. This Division would beresponsible for the regular monitoring and evaluation of theefficiency and effectiveness of MPW training. Findings wouldbe used by the Training Division to formulate technical andfinancial guidelines for the development and use of staff trainingresources.

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(c) Finance Division. The Finance Division would be responsible forsystematic budgeting, cost-accounting and auditing for trainingprovided through the PUSDIKLAT and for monitoring use of proceduresestablished for budgeting, accounting and auditing for trainingfinanced by the BIDANG DIKLATS and the DPUPs.

(d) Administration Division. This Division would be responsible forstaffing and for the procurement of goods and services required bythe PUSDIKLAT and the RTCs. It would also monitor guidelinesestablished for procurement by the BIDANG DIKLATS.

2.05 Staff of the BIDANG DIKLATS have been reorganized to manage sector-specific training coordinated by the PUSDIKLAT. The expanded responsibili-ties of BIDANG DIKLATS would parallel those of the PUSDIKLAT and center onthe planning, implementation, monitoring and financing of training andrelated reporting. For the planning of sector-related courses for provin-cial staff, the BIDANG DIKLATS would work directly with the training liaisonofficers in the DPUPs.

2.06 The project would provide office equipment, materials and additionalstaff to assist the Training Department to introduce the new managementsystem. For the PUSDIKLAT, seven additional positions would be establishedfor planning of training (two), evaluation (two); budget and accountingmanagement (one); and facilities development and procurement (two). For theBIDANG DIKLATS, nine new positions would be provided for an Assistant Chieffor the BIDANG DIKLAT CIPTA KARYA and for planning, accounting and instruc-tional staff (two positions for BINA MARGA, two for PENGAIRAN, and four forCIPTA KARYA) (Annex 4 provides details on staff positions to be created underthe project). Establishment of the improved management system and relatedupgrading for staff would also be supported through technical assistance,including 234 man-months of consultant services (138 man-months foreign,96 man-months local) and fellowships (54 man-months) for key staff in thePUSDIKLAT and BIDANG DIKLATS in the following areas: planning; monitoring andevaluation; training design and methods; financial control; and facilitiesplanning and procurement (Annex 5 provides details on technical assistance).The consultants would also assist the Training Department to train its staffand training liaison officers in the DPUPs and to orient them to the revisedmanagement practices. The provision for local consultants, to work withforeign consultants (in this and other project components), would buildthe capabilities of domestic firms in manpower planning, training andtraining management. The skills developed by participating firms could beused to meet a more general need for assistance with manpower planning andtraining management in the public and private sectors. Draft terms ofreference, a contract and an invitation for proposals for the provision ofconsultant and fellowship management services were prepared by the MPW andreviewed during negotiations. At negotiations an understanding was reachedthat staff for new positions in the PUSDIKLAT and BIDANG DIKLATs would bedesignated by October 31, 1983 and formally appointed by December 31, 1983.

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2.07 The Manpower Planning Division. To improve the MPW's capacity toassess staffing needs and identify training requirements, the project wouldassist the Division for Manpower Planning in the Bureau of Personnel tointroduce systematic planning procedures. These procedures would be designedto define skills required on MPW jobs, to forecast staffing needs and toidentify related training needs (para. 1.15). The Division would also orientstaff of the Directorates General and other personnel divisions at the centraland provincial levels on the implementation of the system. To providesufficient staff to develop and introduce the system, nine existing positionswithin the Bureau of Personnel have been transferred to the Division forManpower Planning (three for job analysts and three for staff planners) and tothe Personnel and Organization Divisions of the Directorates General (one jobanalyst for each Directorate General).

2.08 The staff planning system would be based on:

(a) an inventory of the skills, qualifications and experience ofexisting central, projects and provincial works staff; and

(b) an inventory of existing and planned MPW jobs and related skillsand numbers of staff required.

The inventory of MWi staff skills, qualifications and experience would becompiled from staff records currently maintained by the individual personneland project units. These would be standardized and updated on a regularbasis. Job inventories would include descriptions of the main skills requiredfor individuals (or groups) carrying out specific jobs, skills required toimprove performance in these jobs, and skills required for new types of work.The staff and job inventories, together with planned work programs, would beused to forecast medium-term (i.e., five-year) staffing requirements and toidentify priority training needs. Updating would be undertaken on an annualbasis, as necessary. The revised staff planning system would be developed andtested during 1983/84 and introduced fully during 1985/86.

2.09 The project would provide office equipment, materials and a programof technical assistance to assist the Manpower Planning Division to introducesystematic staff planning procedures. The technical assistance, including246 man-months of consultant services (150 man-months foreign, 96 man-monthslocal) and short-term fellowships for key staff (52 man-months) would be pro-vided in the areas of overall system development, manpower planning and fore-casting, job classification and evaluation, and staff assessment (seeAnnex 5). Draft terms of reference, a contract and an invitation forprovision of technical assistance were reviewed during negotiations. TheGovernment has also designated staff for the new positions in the Division forManpower Planning and the Personnel and Organization Divisions of theDirectorates General. During negotiations an understanding was reached thatthese staff would be formally appointed by October 31, 1983.

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2.10 Program Planning and Information Management Studies. To supportmore general improvements in the management of the MPW work program, the pro-ject would include a two-part study on planning and information management.The first part of the study, to be undertaken by the Bureau of Planning, wouldbe designed to assess: the MPWs organizational structure, staffing andprocedures for planning (i.e., programming and budgeting); and the allocationof related responsibilities. On the basis of findings, measures would beeffected to improve coordination and the effectiveness of planning andrelated progress monitoring for MPW activities (para. 1.16). The secondpart of the study, to be conducted by the MPW's Center for Data Processing andStatistics (PUSDATIK), would assess alternatives for consolidating andimproving MPW information systems at the central and provincial levels,including systems for personnel, financial and operations management.Existing organizational responsibilities and staffing patterns, as well ascomputer equipment and software, would be reviewed and strengthened on thebasis of results. The project would include 225 man-months of consultantservices for the study (50 man-months foreign for planning, and 75 man-monthsforeign and 100 man-months local for information management). Computer sup-port materials and equipment required for the information management reviewwould also be provided. Draft terms of reference and a contract for thestudy, which is expected to be completed by 1985, were prepared by the MPW andreviewed during negotiations. In addition, the project includes about 60man-months of consultant services for the preparation of future projects (seeAnnex 5).

Curricula and Materials Development Unit (CMDU) (proposed outlayUS$7.76 million, excluding contingencies)

2.11 To improve the quality and relevance of training for MPW staff, aCMDU has been established to prepare job-related courses and materials and toprovide training for permanent instructional staff to be appointed to the RTCs(para. 1.17). The CMDU, created within the existing PUSDIKLAT organization,comprises five Divisions for: Curricula and Materials Development; MaterialsDesign and Production; Instructor Training; Administration; and Finance.Seventeen new positions would be created for key staff for the CMDU (as shownin Annex 4). Included would be positions for a Chief and one to three stafffor each Division. The project would include the construction, equipping andfurnishing of a building for the CMDU, which would be located in Jakarta.(Until the building is completed, work would be carried out in existingfacilities of the MPW.) It would also provide for the staffing of the CMDU.The MPW has issued an executive (ministerial) decree to create the CMDU anddesignated six staff, including the Director and Division Chiefs. Duringnegotiations, an understanding was reached that these six staff would be for-mally appointed by October 31, 1983, and that remaining staff would be desig-nated and appointed by October 31, 1983 and December 31, 1983, respectively.

2.12 Curricula and Materials Development. The CMDU would establishpanels, comprising representatives of the Directorates General, DPUPs and

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MPW Bureaus, as appropriate, to guide the development of curricula andmaterials for short courses for staff. The detailed preparation ofmaterials would be undertaken mainly by subject specialists recruited on ashort-term, contract basis (equivalent to 15 full-time positions) andmanaged by the CMDU. The new curricula and materials would be developed ona modular basis. Each unit would comprise a self-contained set ofjob-related skills and would normally be designed for completion in a oneweek period. The modules could be readily combined to meet the trainingneeds of an individual or groups performing a given task. The curricula andmaterials would relate specifically to the practices and techniques whichare in use or being developed by the MPW. The training modules wouldincorporate exercises and case studies based on work regularly carried outby staff and, where practicable, field experience (i.e., activities onproject sites).

2.13 Table 2.1 below, provides a list of subject areas for whichcourses and learning materials would be developed. Modules would bedeveloped for both cross-sectoral and sector-specific courses, normally atintroductory, intermediate and advanced levels./l Course duration wouldaverage 25 days and range from a week to about four months. Training forsenior level staff in management and technical fields would normally be ofshorter duration than that for new or junior level staff.

2.14 Annual schedules for the development of new or improved courseswould be refined on the basis of improved staff planning and evaluationinformation (paras. 2.04 and 2.07), once available. The planned program fordevelopment of curricula and materials for the first year of projectimplementation (mid-1983-mid-1984) is shown in Table 2.2. It addressessubjects for which skill deficiencies have been identified among MPW staff(para. 1.03).

2.15 All new and revised course curricula and materials would be intro-duced on a pilot basis, tested and, if necessary, revised prior to generalintroduction. The relevance, quality and efficiency of short courses wouldbe monitored by the Training Department (paras. 2.04 and 2.05). Inaddition, the PUSDIKLAT would review the effectiveness of MPW short courses,new curricula and materials by comparison with similar courses offeredelsewhere in Indonesia and overseas. The PUSDIKLAT would also carry out anevaluation of the effectiveness of short courses by comparison withlonger-term local and overseas training programs (para. 1.17). Resultswould be used to guide the activities of the CMDU. Technical assistance fordesign and execution of monitoring and evaluation activities would beprovided through the consultant services and fellowships for the TrainingDepartment (para. 2.06).

/1 Where training modules are already under preparation (e.g. for watersupply training, para. 1.17), the Training Department, through theCMDU, would coordinate the work to ensure compatibility and preventduplication of effort.

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Table 2.1: FIELDS FOR CURRICULA AND MATERIALS DEVELOPMENT FOR MPW STAFF TRAINING

Urban development andCross-sectoral Roads and bridges Irrigation water supply

I. TechnicalSurveying and mapping Land survey; survey Survey of irrigation Urban planning survey

of roads schemes

Drafting and cost Drafting (roads and Drafting and cost Cost estimating for buildingestimating bridges) estimates (irrigation) construction

Highway and traffic Soil and water con-engineering servation; swamp area Regional, urban, area, city

development; irrig- planningation systems;hydrology

Road and bridge Irrigation construc- Building methods, standards,construction methods, tion methods and building codes; constructionrepair and supervision supervision supervision

Road and bridge Design of irrigation Construction and designdesign systems of low cost housing;

rural housing; watersupply systems;design and construction ofwater and sewage systems

Equipment and plant Construction equip- Irrigation and Construction equipment,ment and plant construction equip- building services

ment and plant

Materials, testing Asphalt, concrete and Construction of Building materials, testingand quality control other road construc- irrigation systems, quality control

tion materials, test- materials, testing,ing, quality control quality control

Soil survey, tests Soil survey, tests, Water quality testing

Maintenance systems Maintenance of roads Irrigation systems Management of water enter-operations and prises and systemsmaintenance

Mechanics (upgrading) Maintenance of Maintenance of equip- Maintenance of plantequipment ment and plant and equipment

II. Management and Supervisory(Cross-sectoral and sector-specific modules to be developed in allfields)

Program management

Project management and supervision; feasibility studies; planning; programming; economic analysis; monitor-ing and evaluation (time, labor, materials, quality and cost control)

Management information systems

Productivity planning and development

Logistics; contract procedures; procurement; stores; supplies management

Financial management; accounting, auditing, budgeting, cost accounting

Computing and data processing; programming; systems analysis; applications in design, modeling, forecasting,project monitoring and control

Safety and labor relations

Language training (functional)

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Table 2.2: CMDU PROGRAM OF CURRICULA AND MATERIALSDEVELOPMENT (1983/84)

Number of modulesto be developed

I. Cross-sectoral Training

1. Induction training for technicalsecondary school graduates:Surveying and mapping 12-15Drafting and cost estimating 12-15Construction supervision andoperations and maintenance 12-15

2. Other training:Surveying & mapping 3-6Supplies management 4-6

II. Sector-specific Training

3. PENGAIRAN:Irrigation, construction andsupervision methods (induction) 4-12

Surveying & mapping (for irrigation) 10-12Swamp development techniques 4-6

4. BINA MARGA:Construction supervision (for roads) 10-12Supervision for road maintenance 12-15Surveying and measurement (for roads) 12-15

5. CIPTA KARYA:Construction supervision (for buildings) 12-15Building survey 12-15

2.16 To assist the CMDU to initiate its development activities, theproject would provide about 324 man-months of consultant services (172foreign, 152 local) and 52 man-months of fellowships for staff in the areas ofcurricula and materials development for management and technical training,materials design and production, and instructor training, discussed below (seeAnnex 5 for details on technical assistance). Draft terms of reference, acontract and an invitation to submit proposals for providing this technicalassistance were prepared by the MPW and reviewed during negotiations. The

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project would also include financing for consumable materials (e.g., paper,films) and contract services for the development of course materials, theproduction of special print and audiovisual materials and consumable materialsfor trainees. Most print materials would be produced in the CMDU, usingprinting and other equipment to be provided under the project; and some filmswould be produced in an audiovisual center in Surabaya, provided in connectionwith the development of training for gate openers in irrigation (para. 1.17).During negotiations, it was agreed that the Government would: submit forreview by the Bank, at least two months prior to the beginning of each of itsfiscal years, an annual plan for the development of curricula and materialsfor short courses for MPW staff; and prepare a design for, and undertake, acomparative evaluation of MPW training programs in accordance with terms ofreference and a schedule satisfactory to the Bank.

2.17 Development of Instructional Staff. To support effective use of theimproved course materials, two to three permanent instructional staff would beassigned to each RTC (para. 1.17 and Annex 4). The CMDU would provide aprogram of training for these staff, which would focus on training methods andtechnical subject matter. The RTC instructional staff would be responsiblefor providing orientation and training for some 800 part-time trainersrequired to deliver courses during 1983/84-1986/87.' This training would coverthe use of course materials and teaching methods. A schedule for the trainingof instructional staff is provided in Table 2.3, below. The project wouldinclude financing for permanent instructional staff for the RTCs and fortraining for these staff and the part-time trainers. The training would bedeveloped with assistance of consultants to be assigned to the CMDU(para. 2.16). During negotiations, an understanding was reached that stafffor full-time instructional positions in the RTCs would be designated byOctober 31, 1983 and formally appointed by December 31, 1983.

Table 2.3: SCHEDULE FOR TRAINING INSTRUCTIONAL STAFF (1983/84-1986/87)

1983/84 1984/85 1985/86 1986/87No. of Trainee- No. of Trainee- No. of Trainee- No. of Trainee-

trainees months trainees months trainees months trainees months

RTCinstruct.staff 13 39 13 39 - - - -

Part-timetrainers 100 25 250 60 250 60 200 50

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The Regional Training Centers (RTCs) (proposed outlay US$14.22 million,excluding contingencies)

2.18 In order to implement an improved and expanded program of shortcourses, the five existing RTCs would be enlarged and upgraded, and a new RTCwould be established in Jakarta. The new RTC would have 24 positions for keystaff, including a Director and instructional staff (para. 2.17). Nineteenexisting positions within the Training Department would be transferred to theJakarta RTC and five new positions would be established (see Annex 4). EachRTC would have 270 trainee places (with boarding facilities for 210), andinclude classrooms, a workshop, a laboratory and related equipment (para.1.18). Staff houses would also be provided. It is planned that about 80% ofthe short-course training (discussed below) would be carried out in the RTCs.The remaining 20% would be carried out in the facilities of the DirectoratesGeneral (para. 1.07).

2.19 Under the project, the number of staff participating in shortcourses would nearly double, from about 10,400 in 1981/82 to 20,500 in1986/87. By 1986/87, about 14% of MPW staff would receive such training eachyear and the share of provincial trainees would increase from 77% of DPUP staffin 1981/82 to 14% by 1986/87, as shown in Table 2.4.

Table 2.4: EXPA4SION OF SHIORT-COURSE TRAINING BY CATEGORY OF MPW STAFF(1981/82-1986/87)

Number of staff1981/82 (actual) 1983/84 (projected) 1986/87 (projected) /a

In In InCategory In short In short In shortof staff post /a courses % post /a courses % post /a courses

Central 12,200 1,700 14 15,400 2,000 13 17,800 2,500 14Project 28,300 3,450 12 32,900 4,000 12 38,100 5,500 14Provincial 70,300 5,250 7 75,900 9,800 13 88,000 12,500 14

Total 110,800 10,400 10 124,200 15,800 13 143,900 20,500 14

/a MPW staff numbers grew at about 7% p.a. during the 1970s and are pro-jected to grow at a rate of about 5% through the mid-1980s.

Training would be provided for about 50% of new staff (estimated at about5,500 by 1986/87) annually and for about 12% of existing staff. As a resultof course and materials development activities to be carried out by the CMDU,the focus of the training would be shifted from general courses to anincreased number of job-related courses (para. 1.17) within the subject areasshown in Table 2.5.

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Table 2.5: DISTRIBUTION OF MPW SHORT COURSESBY TYPE OF CURRICULUM(1981/82 and 1986/87)

Trainee-months1981/82 (actual) 1986/87 (planned)

Type of training (%) (%)

Management 20 20

Supervision 14 20

Construction technology/engineering 21 25

Operations/maintenance 13 25

Civil service and related 32 10

100 100

2.20 The project would include financing for construction, equipment, andfurniture for the upgrading and expansion of the five existing RTCs and forthe new RTC in Jakarta, and for the five new staff positions to be establishedfor the new RTC. The cost of trainers honoraria and subsistence and travelfor trainees under the expanded program would also be included in the project.The MPW has prepared a plan and a budget for the MPW program of short coursesfor 1983/84 (Annex 6 shows the planned program of courses) and designated sixstaff, including the Director, for the RTC to be established in Jakarta.During negotiations, an understanding was reached that these staff would beformally appointed by October 31, 1983 and that the remaining staff, includingpermanent instructional staff for the new RTC, would be designated andappointed by October 31, 1983 and December 31, 1983, respectively. Duringnegotiations, it was agreed that the Government would submit for review by theBank, at least two months prior to the start of each fiscal year, the annualplan and budget for short courses for MPW staff and an overall plan for allMPW staff training.

Contractor and Mandor Training (proposed outlay US$4.76 million, excludingcontingencies).

2.21 The project would include an experimental training program forsmall- and medium-sized contractors and mandors to provide a basis for thedevelopment and financing of regular upgrading programs by the privatesector (para. 1.20). The relevant professional associations, the GAPENSIand mandors- cooperatives, would be actively involved in planning,implementing and evaluating the training. The MPW's Bureau for Construction

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Industry Development, through PERBINIKON (para. 1.09), would coordinate thetraining program. Courses would be developed in a range of subjects,incorporating different training methods and arrangements. In total, about2,800 contractor staff and 4,550 mandors from all provinces wouldparticipate in the training, as shown in Table 2.6 below.

2.22 Management. The provincial offices of the GAPENSI and the mandors'cooperatives (or a group of mandors with GAPENSI assistance, wherecooperatives have not yet been established) would be primarily responsible forthe preparation of annual training plans and the selection of trainees. Theywould also cooperate in the selection or revision of training materials toreflect local needs. PERBINIKON would coordinate training plans on a nationalbasis. It would also coordinate the development of curricula and trainingmaterials, establish criteria for the selection of trainees, monitor theimplementation of training courses, and undertake an evaluation of results.Course and materials development would be carried out under contracts placedby the BSP with local training entities (e.g., universities, polytechnics, thetraining units of the state construction companies).

2.23 Course Content. Contractors' courses (with a duration of 14 days),would include an improved version of the course on financial and projectmanagement introduced during 1981. This course covered numerous topics (e.g.,project planning and control, accounting and budgeting, bank loans, taxationand contract regulations) in nine days. In addition, new courses in estima-

ting and tendering, supervision and quality control, and specific aspects ofconstruction technology and practice would be developed and implemented. Themandors' course would last for 20 days and would be based on a 16 day courseintroduced in 1981/82. The training would focus on technical subjects(including construction methods, measurement, costing, and equipment andmaterials management) and cover supporting skills (including safety, therole of the mandors' cooperatives, and on-the-job training methods). Coursematerials would be introduced on a trial basis and revised in the light ofearly experience.

2.24 Training Methods. All training would combine classroom andpractical activities. As part of the experimental approach, some courseswould be delivered through in-plant training and others would includeon-site advisory and follow-up services. The in-plant training would beundertaken by the state contractors. The advisory and follow-up serviceswould take the form of instructors' visits to trainee work sites, bothduring training and several months after training. Each of these approacheswould be adopted in at least six contractor and nine mandor courses. Courseschedules would be arranged to suit contractors and mandors during morning,afternoon, evening or weekend sessions. Theoretical classes would be given inavailable classroom facilities (e.g., of the Ministries of Education, PublicWorks or Manpower) and practical training would be conducted on constructionsites. Instructors appointed by the training entity for contractor trainingwould be required to have construction management experience. About 90

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Table 2.6: TRAINING PLAN FOR CONTRACTOR STAFF AND MANDORS

…---------------------…Number of Participants--------------------

Courses for ContractorsFinancial Estimating Supervision Courses

Region and project and and quality Construction formanagement tendering control techniques Total mandors

1983/84Jakarta 35 35 35 35 140 210West Java - 35 35 35 105 210Central Java - 35 35 35 105 210Yogyakarta 35 - 35 35 105 210East Java 35 35 35 35 140 210North Sumatera 35 35 - - 70 -South Sulawesi 35 35 - - 70 210

Subtotal 175 210 175 175 735 1,260

1984/85North Sumatera - - 35 35 70 175South Sulawesi - - 35 35 70 -Riau 35 35 35 - 105 175South Sumatera 35 35 - 35 105 210East Kalimantan 35 - 35 35 105 175South Kalimantan - 35 35 35 105 210Jambi 35 35 35 - 105 210

Subtotal 140 140 210 175 665 1,155

1985/86Aceh 35 - 35 35 105 175West Sumatera - 35 35 35 105 175Bali - 35 35 35 105 175Lampung 35 35 35 - 105 175West Kalimantan - 35 35 35 105 175West Nusa Tenggara 35 - - 35 70 140North Sulawesi 35 - 35 35 105 140

Subtotal 140 140 210 210 700 1,155

1986/87Bengkulu 35 35 - 35 105 175Central Kalimantan 35 35 - 35 105 140Central Sulawesi 35 - 35 35 105 175Sulawesi Tenggara 35 35 35 - 105 175East Nusa Tenggara 35 35 - 35 105 175Maluku 35 35 35 - 105 70Irian Jaya 35 35 - - 70 70

Subtotal 245 210 105 140 700 980

Total 700 700 700 700 2,800 4,550

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instructors required for mandor training would be drawn from supervisory staffand project managers employed by the large-scale contractors. Trainingcourses of about two weeks duration would be provided at the Technical TeacherTraining Center in Bandung (under a contract with the Ministry of Education)for these instructors.

2.25 The project would include financing for contracts for development ofcurricula and materials and delivery of the experimental training courses forcontractors and mandors; for instructional equipment; and for instructortraining for the mandor courses. It is expected that the GAPENSI wouldcontinue to finance, in cash or kind, about 50% of the costs of contractortraining (para. 1.09). During negotiations, an understanding was reached thatas of September 1984 an interim study of the cost sharing arrangements forcontractor training would be undertaken by the MPW and the Bank. Financingwould also be provided for 114 man-months of consultant services (45 foreign,69 local) to assist with developing the training curriculum and materials inconstruction management and foremanship and the training evaluation (Annex 5).Draft terms of reference and a contract for the provision of technicalassistance were reviewed during negotiations. At negotiations, it was agreedthat the Government would undertake an evaluation of the training program forcontractors and mandors in accordance with terms of reference and a schedulesatisfactory to the Bank.

Professional Resources Development (PRD) Program (proposed outlay,US$3.21 million excluding contingencies)

2.26 To improve the effectiveness of manpower in key planning andeconomic posts in the Government, the project would include a program ofoverseas fellowship training for staff of BAPPENAS, the Ministry of Finance,LAN, the Ministry of State for Administrative Reform and related agencies(para. 1.16). This program would represent a continuation of overseasfellowship training initiated with USAID support. The fellowships would beprovided in the fields of planning and management, public administration,economics and finance. About 113 officials would participate (Annex 5). Someeight candidates would complete requirements for doctoral degrees, 25 candi-dates would earn master-s degrees, and 80 candidates would participate inshort-term training programs (average duration three months). Languagetraining would be included, as necessary, as part of the overseas training.An existing PRD Steering Committee would select fellowship candidates. Theproject would include financing for the fellowship program and for consultantservices (42 man-months foreign) to assist with program management and localprovision of language training. Criteria established for the selection offellows and fields of study have been reviewed by the Bank and are satis-factory; and draft terms of reference and a contract for the provision ofconsultant services are under preparation.

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3. PROJECT COSTS AND IMPLEMENTATION

Costs

3.01 The total cost of the project, including the capitalized front-endfee, is estimated at US$47.85 million equivalent. The estimated cost b-yproject item is summarized in Table 3.1 and by type of expenditure :n.Table 3.2 (for detailed costs by type of expenditure and project componentAnnex 7).

3.02 Base costs refer to December 1982 prices and are reasonable.Construction costs, which have been calculated on the basis of recent tendersfor similar facilities in Indonesia, vary by geographic location fromUS$235 per sq m to US$265 equivalent per sq m for academic and communalspaces, and from US$180 per sq m to US$210 per sq m for housing. Sitedevelopment costs are estimated at 10%-15% of building costs. The cost ofprofessional services is estimated at 10% of the cost of civil works. Thecost of furniture is estimated at 10% of construction costs. Equipment costshave been estimated on the basis of equipment lists prepared by the MPW andreviewed by the Bank. Technical assistance includes 1,245 man-months ofconsultant services (732 man-months foreign and 513 man-months local) and1,598 man-months of foreign fellowships. Unit costs for technical assistancewere estimated as follows: US$12,000 per man-month for foreign consultants(inclusive of salaries, allowances, and international airfare); US$2,140 perman-month for local consultants; and US$1,800 per man-month for overseasfellowships.

3.03 For the RTCs, the average cost per trainee place, includingbuildings, site works, housing, furniture and equipment, would be US$5,140 andwould range from US$4,600 for rehabilitation and expansion of existing RTCs,to US$7,810 for the new RTC. The costs per trainee place are lower than themedian cost of US$12,000 (1980 prices) per new place for similar technicaleducation facilities financed under recent Bank-assisted projects. The lowercosts are due mainly to emphasis on rehabilitation of existing buildings andplanned use of project sites and available MPW equipment for training whichreduce the need for laboratories, workshops and equipment. Construction unitsand costs are summarized in Table 3.3, below (see Annex 8 for details).

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Table 3.1: SUMMARY OF PROJECT COSTS BY COMPONENT /a

ForeignCosts

For- For- as x

Component Local eign Total Local eign Total Total--- (Rp billions) -- -- (US$ million) --

A. Management of MPW TrainingActivities

Administration of training .54 1.23 1.77 0.77 1.75 2.53 69Staff planning .15 1.24 1.38 .21 1.77 1.98 89Related studies .27 1.52 1.79 .39 2.17 2.56 85

Subtotal .96 3.98 4.94 1.38 5.69 7.06 81

B. Curricula and MaterialsDevelopment

CMDU .46 .68 1.14 .66 .97 1.63 59Curricula and materialsdevelopment 1.76 2.08 3.84 2.52 2.97 5.48 54

Instructor training .18 .28 .46 .26 .40 .66 60

Subtotal 2.41 3.03 5.43 3.44 4.33 7.76 56

C. Regional Training Centers 5.97 3.98 9.96 8.54 5.69 14.22 40

D. Contractor and MandorTraining 2.33 1.00 3.33 3.33 1.44 4.76 30

E. PRD Fellowship Program .04 2.21 2.25 .06 3.15 3.21 98

Total Base Cost 11.71 14.20 25.92 16.73 20.29 37.02 55

Physical contingencies 1.04 1.01 2.05 1.49 1.44 2.93 49Price contingencies 2.93 2.44 5.37 4.19 3.49 7.68 45

Total Project Cost 15.69 17.65 33.34 22.41 25.22 47.63 53

Front-end fee on Bank Loan - .15 .15 - .22 .22 100

Total Financing Required 15.69 17.80 33.49 22.41 25.44 47.85 52

/a Discrepancies in summary are due to rounding.

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Table 3.2: SUMMARY OF PROJECT COSTS BY CATEGORY OF EXPENDITURES /a

For- For-Local eign Total Local eign Total

Category of expenditure --- (Rp billions) --- - (US$ millions) --

Investment CostsCivil Works

Construction 2.29 1.29 3.58 3.27 1.84 5.11Site works .48 .27 .75 .69 .39 1.07Professional services .23 .06 .29 .33 .09 .41

Subtotal 3.00 1.62 4.62 4.29 2.32 6.60

Furniture, Equipment and MaterialsFurniture .24 .13 .37 .34 0.19 .53Equipment .36 2.11 2.47 0.51 3.01 3.53

Subtotal .60 2.24 2.84 0.86 3.20 4.06

Technical AssistanceConsultant services (foreign) .59 5.61 6.20 .84 8.01 8.86Consultant services (local) .54 .14 .68 .77 .20 .97Fellowships - 2.06 2.06 - 2.94 2.94

Subtotal 1.13 7.81 8.94 1.61 11.16 12.77

Total Investment Costs 4.73 11.67 16.40 6.76 16.67 23.43

Incremental Operating CostsMaterials development for MPW trainingMaterials development &

production /b .84 .89 1.73 1.20 1.27 2.47Contract staff .58 .15 .73 .83 .21 1.04

Subtotal 1.42 1.04 2.46 2.03 1.48 3.51

Permanent Staff .91 .24 1.15 1.30 .34 1.64

Other Incremental Training CostsMPW staff training /c 2.48 .66 3.14 3.54 0.94 4.49Contractor and Mandor

Training /d 2.20 .58 2.78 3.14 0.83 3.97

Subtotal 4.68 1.24 5.92 6.68 1.77 8.46

Total Incremental OperatingCosts 7.01 2.52 9.53 10.01 3.60 13.61

Total Base 11.71 14.20 25.92 16.73 20.29 37.02

Physical contingencies 1.04 1.01 2.05 1.49 1.44 2.93Price contingencies 2.93 2.44 5.37 4.19 3.49 7.68

Total Project Cost 15.69 17.65 33.34 22.41 25.22 47.63

Front-end fee - .15 .15 - .22 .22

Total Financing Required 15.69 17.80 33.49 22.41 25.44 47.85

/a Discrepancies in summary are due to rounding.lb Includes instructor training.7& Includes costs of honoraria for trainers and travel and subsistence for MPW

trainees in short courses./d Includes costs of preparation of courses and training materials, instructor

training and delivery of training for contractors and mandors.

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Table 3.3: SUMMARY OF CONSTRUCTION ITEMS, AREAS AND BASE COSTS

Training/office BoardingRehabili- Rehabili- Housing

New tation New tation New Total

Regional Training CentersNo. of places/units 1,620 832 428 17Area (sq m) 7,145 9,766 6,795 4,285 1,320 29,611

Cost (US$ million) 1.80 .53 1.72 .14 .26 4.45

CMDUNo. of units 8 6Area (sq m) 1,890 - 115 - 485 2,490

Cost (US$ million) .49 - 0.03 - 0.11 .63

Total Costs (US$ mln.) 2.29 .53 1.75 .14 .37 5.08

3.04 The contingency allowance of US$10.61 million includes physicalcontingencies of 5% for technical assistance and 10% for other categories.Price contingencies were calculated on base costs plus physical contingenciesand estimated on the basis of the implementation schedule and the followingexpected annual increases in prices:

Rate (%)Year Local Foreign

1983 13 8.01984 10 7.51985 7 7.01986-88 7 6.0

3.05 Equipment and materials imported under the project would be exemptfrom duties and taxes. Customs duties and taxes on other items are estimatedat about US$1.9 million, or 4% of total project costs.

Financing

3.06 The proposed Bank loan of US$30.0 million would finance 65% of thetotal cost of the project (net of taxes) including the capitalized front-end fee of US$.22 million. The Government, with contributions from GAPENSI(para. 2.25), would be responsible for the remaining share of US$17.85 millionequivalent. The proposed allocation of the loan is shown in Annex 9.

Recurrent Operating Costs

3.07 The total costs of the expanded program of short courses for MPWwould rise from about US$5.0 million in 1982/83 (including overheads) to about

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US$8.5 million by 1987. While expenditures on training materials would morethan double, expenditures for outside boarding and subsistence would bereduced as a result of the provision of expanded training and boardingfacilities under the project. As a result, the average unit cost for training(direct training costs only) would remain constant, at about US$300 pertrainee month. The composition of unit costs for the training in 1981/82 iscompared with that expected for 1986/87 in Table 3.4, below.

Table 3.4: ANALYSIS OF RECURRENT COSTS FOR MPW STAFF TRAINING(Short Courses)

Distribution of costs (%)Actual Planned1981/82 1986/87

Trainers' honoraria/salaries 14 15Trainees- allowances/boardand lodging 49 38

Training materials 15 25Trainees- transport/othertransport 20 20

Other direct 2 2

100 100

Project Management and Implementation

3.08 The project would be managed by existing units in the MPW and thePRD Steering Committee. The executive authority for management of the projectcomponents under the authority of the MPW would be the Secretary General,responsible to the Minister. The Director of PUSDIKLAT would be supportedby a Project Manager and PUSDIKLAT staff who would manage MPW projectcomponents, including improvements in management procedures, trainingevaluations, other studies and the project activities of the CMDU and the RTCs(see chart below). The PUSDIKLAT Training Division would supervise planningand execution of curricula and materials development activities to be carriedout by the CMDU, and short course training carried out in the RTCs and otherfacilities. The Monitoring and Evaluation Division would design and manage aprogress monitoring system for the project, in addition to undertaking anevaluation of the effectiveness MPW training programs (para. 2.16). TheFinance Division would be responsible for preparing annual project budgets andfor maintaining project accounts and audits; and the Administration Divisionwould be responsible for procuring civil works, goods and services for the MPW

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PUJBLIC WORKSMANPOWER DEVELOPMENT PROJECT

Project Management Responsibilities

STAFFMPG T9AINING & MANAGEMENT I PLANNING CONTRACTOR &

MAIN RESPONSIEILITY I COMPONENTS I COMPONENT MANDOR TRAJNING MANAGEMENT STUDIES

EXECUTIVE AUTHORITY SecretorT GeoeO

------- ----------- ___-------- -------------

OVERALL MANAGEMENT & COORDINATIONDecto of oPUSDIKLAT Coestotler

Development

-…--1----- 1- …

SUPERVISION/IMPLEMENTATION/ I TMONITORING OF I Traning

IMPROVEMENTS IN MPW TRAJNING Devision Mpee _

MANAGEMENT Mnavr BeudCentrsrforDa)raMPW STAFF PLANNING l l Panning' PERBINIKON Processng &

STUDIES D, n P stics

PREPARATION OF COURSES & MATERIALS _ Maotoring

RAIN NG PROGRAMS IDi,sio

I-------------tT- -------- ___--l l ~~~~~~~~~~~~Adrrr,r srrconiofl Artmi trioAd-nonce &

FINANCIAL MANAGEMENT & Fvnrts Divons

& CONTROL DksD

(ALL MPW COMPONENTS) _

------- I____ T____ _ - - -T-- -- -- -------_

PROCUREMENT Admnssafion

(ALL MPG COMPONENTS) I Div,so'

Wor d Bank--24b52 i

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project components. The staff planning component and the contractor andmandor training program would be implemented by the Bureau of Personnel andthe Bureau of Construction Industry Development, respectively, under theadministration of the Project Manager.

3.09 The PUSDIKLAT is, in general, adequately staffed to carry outproject management responsibilities. The addition of new staff under theproject (para. 2.06) would serve to strengthen project management capabili-ties, particularly in respect of procurement and financing. In addition, theMPW has appointed a suitably qualified and experienced Project Manager.

3.10 The PRD Steering Committee would be responsible for implementing thefellowship program for Government managers (para. 2.26). This SteeringCommittee comprises senior officials of participating agencies. It is chairedby the Deputy Chairman for Administration in BAPPENAS and reports to theMinister of State for Administrative Reform. The Steering Committee has atechnical secretariat which has been responsible for managing the ongoing PRDprogram. This secretariat is appropriately staffed to manage the proposedprogram.

3.11 A proposed implementation schedule for the project is shown inAnnex 10. The project would be implemented over the four-year period mid-1983to mid-1987. Civil works and related equipment and furniture procurementwould be carried out in phases. The first phase of construction, to begin inOctober 1983, would comprise the CMDU and the new RTC in Jakarta. Therehabilitation and expansion of the five existing RTCs would commencethereafter at intervals of about one month. Equipment procurement would becarried out in two phases. The first, for which contract awards would be madeby November 1983, would comprise initial equipment for the training centersand account for about 50% of the total value of equipment. The second phaseof equipment procurement would comprise specialized items for whichspecifications would be prepared with the assistance of consultants to beappointed under the project. Furniture contracts would be awarded by March1984. Construction activities and furniture delivery would be completed bylate 1984, and equipment delivery by late 1985. All other project activitiesare scheduled to be underway by November 1983.

Status of Project Preparation

3.12 The project is in a generally advanced stage of preparation. TheMPW engaged architects who have completed survey work, detailed architecturalplans and bid documents for the first phase of construction./l The MPW owns

/1 Financing for these professional services is being provided throughuse of US$200,000 transferred from available funds under an MPW urbanproject assisted by the Bank (Loan 1336-IND of 1976).

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the site selected for the CMDU and new RTC in Jakarta and has completed theformalities for its proposed use. The MPW has prepared master lists forequipment, and draft specifications and related bid documents for the firstphase of equipment procurement. The MPW has further prepared invitations anddraft contracts for the provision of technical assistance. Proposals would beinvited from selected organizations by April 1983, to allow for contract awardand start-up by November 1983. The MPW has also designated key staff for newinstitutions to be created under the project, appointed a Project Director forMPW components and established the CMDU. The contract for consultant servicesfor the PRD program is expected to be completed to permit award duringNovember 1983.

Procurement

3.13 Civil Works. The CMDU and the new RTC in Jakarta would be built onthe same site and tendered as a single package with a value of aboutUS$2.8 million. The value of the renovation/expansion works for the fiveexisting RTCs would be about US$1.0 million per contract. Based on pastexperience in Indonesia, the geographic spread of sites and the relativelysmall contract values would not attract international bidders. The sixcontracts (estimated total value US$7.8 million) would thus be awarded on thebasis of local competitive bidding procedures satisfactory to the Bank.

3.14 Equipment, Materials and Furniture. Contracts for equipment wouldbe grouped to the extent practicable to form attractive bid packages. Thosecosting US$150,000 equivalent or more (estimated total value US$3.0 million)would be awarded on the basis of international competitive bidding, in accor-dance with Bank Group Guidelines. In bid comparison, local manufacturerswould be given a preferential margin of 15% or the customs duty, whichever islower, over the c.i.f. cost of competing imports. Materials and equipmentwhich cannot be grouped to form packages of US$150,000 equivalent or more(estimated total value US$1.5 million) would be awarded on the basis of localcompetitive bidding procedures which are acceptable to the Bank. Misscellan-eous items, in packages not exceeding US$25,000 equivalent, and subject to anaggregate limit of US$0.5 million equivalent, would be purchased on the basisof at least three price quotations. Books and other published materials wouldbe procured through direct purchase after negotiations for discounts. PriorBank review would be required on awards of US$150,000 equivalent or more forequipment contracts. Such contracts are expected to account for about 60% ofthe value of equipment and materials to be procured. Furniture contracts(estimated value $0.7 million) would be awarded on the basis of localcompetitive bidding procedures.

3.15 Technical Assistance. Technical assistance, including consultantservices and services for arranging overseas fellowships, would be obtainedfrom consulting organizations. Employment of consultants would be carriedout in accordance with Bank Group guidelines on the use of consultants.

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Disbursements

3.16 Loan disbursements would be made on the basis of:

(a) 55% of the costs of civil works;

(b) 100% of the c.i.f. costs of imported equipment, materials andfurniture; 100% of the exfactory costs of locally manufacturedequipment, materials and furniture; and 65% of the costs ofimported equipment, materials and furniture procured locally;

(c) 100% of the costs of consultant services and fellowships andMPW staff travel costs (incremental) for short courses;

(d) 50% of the costs of:

(i) materials development and production for the programof short courses for MPW staff; and

(ii) the contractor and mandor training program.

3.17 Disbursements for trainee travel and materials for the MPW shortcourses, (c) and (d)(i) above, would be based on invoices, contracts withlocal firms and individual specialists for the development and production oftraining materials, and related expenditures on consumable materials.Disbursements for contractor and mandor training, (d)(ii), would includecontracts for course development and delivery and for instructor training.Submission of the numerous contracts, invoices and receipts for theserelatively small items (which account for about 15% of the loan amount)would be unduly costly for the Government and the Bank. Disbursements forthese items would therefore be made on the basis of statements of expenditure(SOEs) submitted quarterly and normally aggregated to amounts not less thanUS$25,000 per withdrawal. Disbursements against other small local expendi-tures for equipment and materials, each less than US$1,000, would also bemade against SOEs. Supporting documents would be retained by the PUSDIKLATat Jakarta and made available for review, as requested, by visiting Bankmissions. Disbursements against remaining project expenditures would bemade against full documentation.

3.18 The estimated schedule of disbursements, shown in Table 3.5, isbased on the planned four-year implementation schedule and disbursementexperience with other education and training projects in the region. Theprofile shows an above-average disbursement rate, owing to a shorter projectimplementation period and the advanced level of preparation for civil worksand equipment procurement and for arrangements for technical assistance.Disbursements are scheduled to be completed by June 30, 1988.

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Table 3.5: ESTIMATED SCHEDULE OF DISBURSEMENT

IBRD Regional education projectfiscal Cumulative disbursements disbursement profile /ayear US$ million %

84 1.3 5 1.485 3.9 13 6.986 7.5 25 17.187 16.5 55 32.288 30.0 100 49.8

/a The profile is based on historical data for 36 projects over theperiod FY71-81, and represents the initial 5 years of an averagedisbursement period of 9 years.

Accounts, Auditing and Reporting

3.19 The Training Department and the PRD Steering Committee wouldestablish and maintain separate, project-related accounts. Assurances wereobtained at negotiations that the accounts would be maintained in accordancewith sound and generally recognized accounting principles and practicesatisfactory to the Bank; that the accounts would be audited annually inaccordance with procedures satisfactory to the Bank, including separate auditof accounts related to disbursement against SOEs; and that the auditedaccounts would be presented to the Bank not later than six months after theclose of each Indonesian fiscal year. The Training Department and BAPPENASwould prepare detailed project completion reports and submit them to the Banknot later than six months after the closing date.

4. BENEFITS AND RISKS

Benefits

4.01 The proposed project comprises an important part of the Government sstrategy for manpower development for construction. The principal benefit ofthe proposed MPW staff training components would be improvements in executionof MPW projects through increased skill levels of staff. Related benefitswould include enhanced effectiveness in the use of training resources by theMPW and in the identification of manpower and training requirements by localconsultants. The benefits anticipated from the experimental contractor andmandor training program include improved skills of those trained andexperience gained. Results would be used to develop larger, cost-effectivetraining programs with a gradual shift of responsibility to the private

- 36 -

sector. The PRD Program is expected to improve the effectiveness of manage-ment in key planning and economic agencies of the Government.

4.02 Under the project, the number of MPW trainees in short courses wouldnearly double, from about 10,400 staff in 1981/82 to 20,500 by 1986/87. Thislevel of expansion would correspond with normal growth of MPW staff over theperiod and an increase in the share of training provided for provincial staff.Overall expenditures for short-term training for MPW staff would increase by70% during project implementation. Through improvements to be effected inefficiency, however, quality improvements would be achieved without increasingthe average unit costs for the training. The experiment with contractor andmandor training would increase the number of trainees from about 400 in1981/82 to 1,680 in 1986/87; and about 113 Government officials wouldparticipate in the PRD Program.

Risks

4.03 The development of an improved management system for job-relatedtraining for MPW staff would require strong central support and commitmentfrom the three Directorates General and the DPUPs. A risk exists thatcommitment would be inaequate. To reduce this risk, the improved managementsystem has been designed to encourage coordination: training needs would beidentified within the operating units; practicing engineers and managers wouldbe fully involved in course design and in training; and the existing trainingactivities of the Directorates General and provincial liaison officers wouldbe continued and enhanced through the joint development of better standards,methods and training courses. The strengthening of evaluation and monitoringarrangements would be an integral part of these improvements. A related riskis that the Training Department and the RTCs would be unable to effectivelymanage project implementation while simultaneously developing and introducingimproved management practices and courses. This risk would be minimized bythe provision of an experienced Project Manager, additional staff forfacilities planning, procurement and financial management and relatedconsultant services.

4.04 In the case of contractor and mandor training a risk exists that theplanned courses would be ineffective. To reduce this risk, the mainresponsibility for identification of training needs, trainees and necessarycourse revisions would be placed on contractors and mandors through theprofessional associations.

5. AGREEMENTS REACHED AND RECOMMENDATIONS

5.01 During negotiations, understandings were reached on the followingitems:

- 3/ -

,a) appointing the staff designated for new positions in theCMDU and the Jakarta RTC, and for staff planning by October 31,1983; and designating and appointing other new staff for the MPWtraining system by October 31, 1983 and December 31, 1983,respectively (paras. 2.06, 2.09, 2.11, 2.17, and 2.20); and

(b) undertaking an interim review of the cost sharing arrangementsfor contractor training (para. 2.25).

5.02 During negotiations, agreement was reached that the Governmentwould:

(a) appoint staff to new positions in the MPW training system, forstaff planning, and a qualified Project Manager in accordancewith a schedule agreed with the Bank (paras. 2.06, 2.09, 2.11,2.17, 2.20 and 3.09);

(b) undertake evaluations of MPW staff training activities and of thecontractor and mandor training program in accordance with termsof reference and schedule agreed with the Bank (paras. 2.16,2.25);

(c) submit for review by the Bank, at least two months prior to thestart of each of its fiscal years (i.e., April), an annual planfor the development of curricula and materials for short coursesfor MPW staff and an annual plan and budget for short courses forMPW staff and an overall Plan for all MPW staff training (paras.2.16, 2.20); and

(d) maintain project accounts in accordance with sound accountingprocedures, applying procedures acceptable to the Bank (includingseparate opinions with regard to disbursements made on the basisof SOEs) on an annual basis during project implementation(para. 3.19).

5.03 Subject to the above conditions, the proposed project wouldconstitute a suitable basis for a loan of US$30.0 million equivalent to theGovernment of Indonesia, for a term of 20 years, including five-years of graceat the standard variable rate.

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I totototoitot.i toto I I to> I I totoltoitototo totoitoltotototototoito I I I 'too too- totototototoi.4totototototototototot- tototoito tototototoI >�>> I o---i>.-' I I c-to, I totoitoltoo-totoitoltototototo.o ,o-, I I I toto totototototototoototo tototoi-to Otototo .- toto I>, toOtotoitoI ci c I' I I c c ii I c c c� liii c to c 'ci i-ito-on>

to>>ii to� ltotoi iito toto totoitobtotototoo-toito '''ito> totototoo-totoo-to..totototo.-tototototo totoitoi to >tototoH

I totototo i totototo itotol Ito>, itoi-. toto� tol totototototo to, i i itol tototototototo tototototototototo 0>>> to-.to to, to toHtototoI, ci c ,, ii I, c c ci it, to c, ciii, c to c to 'ci to>

to�-�'itoii totoitoitotoi-. totoitolito>.-.> i ''ito >to>.>toto-too-..-toto-.totoito i ciioio

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to ---- too-to to Ito

totototototototoncito i i tototo tototoi �Jtoto>to ito-to i tototototoito Ii> iii.� i to totoHil> to 10>O-'citototototo>0to, itoi-.--itototoitotototow itotooitototototo>i>, itoiito too-o-tototototoi>totototoo-i-toitoito tototototol to tot-Otototo - (A)

too- to,i to, too-to i to i to to i to, i i , to totototototototoito totototototo Ototo toto>totoi -totoo- too- o-i to to i to too-too-to o- to CD

-4 to to..

to to>-to to,- to . to o-i-. to totototoci>>tototototototototototototoItototototoJ>toto totototo i totototototototo i itoitoto totototototototoitototototototototototo tototo>>> to tOtototo -tototototototo to»>> tototoitoto totototo>> to too-too- ito>>> 00--to' itoitoto totototototototo I totototototototo tototo totototototo to -��-totoi--'too- c-to to too-to to tocitoto to co-i to too-i 'to, to -Octotoco-, 0 to 00 0 ccc ton

0 lito to 0 ii oto tocto 0

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6 �>totoo-toto � �to tototototo

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to too- to too- ito toctoto too- to, c to o-o-c-to oto 0 to o-i to to c i ii- to>to to toto to toto to> to to totototo to to to H>

0>>>>>to to to> to>

I I�>>ZI�cto�I ii>, totoio-itoi I >>�� ,totoitototoitoi 'li��t o

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to to-to to to too to to to to to>> to> too 0>0 tototo to

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ci -i-too >>to H>> HH

totototo i totototo i too-ton to-li ito. to-to>> itototototo to ito itol I toto toi--o-tototoo-toi-'-�itoi.itoo- i tototo ,itotototoltotototoitototoitotoi ito to> to - to- -to to

ci cc, ' i i ci � >>>>� toto�o-toto i toito' ito> totototototototo to>>>>-, >>>� >>>��>c toe to, ' o --- ot 0>

totototo

to to to

to> -. >to�>to> i o-too-i-'tototoo-itoto >o->>>to>i>>>totoo-o->itoo->>>>>totoo-io->>to>>o-toi-itotototoo-i to to >0tototo.>totototo itototo.i tototototo ito> to tototototototo i too- to>totoi-ito i to> i�Jtototo 0totoi tototototo> tototo i toto to to to>

I too- 'too- i tocito to to i too- i - tototoI�-'to 0 c i to ii to>

toto toto toto to to to H> .1,-4 DC)

to to tototototototo totototototo to too- to>>>> OO>>i I totototo to�I to�-o it 0J�.�1totoi- to' - to' -tototototo ii> - I toto--toi,I> to toto to' -i-too, totototototototo ito>>->>' ito Ototototototototototo i I tot->0-to cici.-tooto- to' oooaoo-, too-i-�--. toi-.-i-�r-r-ito I - to>

.I…too >00 ototototo>>> toototototo to totooo-,o-�otooo >0>006 � -. to-to,,->o�-� , t,2S2�too - to -4 o--o- to co-to> too- too--i-to to cc cc-to C to to to ioii I to .-

-o to to to to to> toto to to to to to to -4 to to-i �.i41

- 39 -ANNEX 1

COMPARATIVVE EDUCATION INDICATORS page 2PEBRUARY 17, 1983

CENTRALGOVERNMENTEXPENDITURE COMPLETION RECURRENTON EDUCATION EDUCATION ADULT PRIMARY RATE FOR UNIT COST PROGRESSION SECONDARY HIGHER

GNP PER AS PERCENT RECURRENT LITERACY ENROLL. PRIMARY PRIMARY PRIMARY RATE PROM ENROLL. SECONDARY ENROLL.BASE POP. CAPITA PERCENT GNP TOTAL CENTRAL EXPENDITURES RATE RATIO SCHOOL STUDENTS EDUCATION PRIMARY TO RATIO STUDENTS RATIOYEAR MILLS. (US$) DEVOTED TO GOVERNMENT ALLOCATED TO: (I) (NET) CYCLE PER AS PERCENT SECONDARY (NET) PER (GROSS)

(1979) (1979) EDUCATION EXPENDITURE PRI SEC H1 (1976) (1) (y) TEACHER GNP/CAPITA (5) (1) TEAChER (%)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)

EAST ASIA AND TSE PACIFICCHINA 79 981.8 , 260 3.3 6.6 29 34 27 66 93 64 27 8.0 83 47 19 2.80INDONESIA 81 142.9 370 3.0 9.18W 66 39 -- 32b 940- 68 34 1.4 44 23' 16 2 .00a

KOREA 82 39.3b 1,636b 7.72 20.8 34 34 31 96 99 98 43 19.0 98 84 38 21.80MALAYSIA 80 14.2b 1.460b 5.2 22.0 39 32 13 60b 96f 94 28 --- 84 65 27 3.70PAPUA N.G. 79 2.9 760 5.4V 16.4 … --- --- --- -- N 58S 73 31 1.1 --- 6 4bx 23 ---

PHILIPPINES 79 48.3b 690b 2 98w 14.0 64 36***--- 75b 84 65 31 7.1 89 55 36 21.00

SINGAPORE 80 2.4 4,420 2.7 6.7 39 40 16 83 92 82 31 8.8 96 55 22 8.00SOLOMON ISL. 80 0.2 460 4.2P 10.0o 41 34 20 60 go 26 --- 35 18 --- ---

THAILAND 80 4 7 .3 b 723b 3.4 20.9 59 15 13 86b 96 --- 17 9.3 59 58 22 4.00

SOUTH ASIABANGLADESH 79 92.3b 90 1.1P 10.1ay 51 17 20 22b 63Y --- 53 5.6 --- 14 23 1.43INDIA 77 659.6 210 2.9Y 9,g9y --- --- --- 36 792 -- 41 --- --- 282 --- 8.30D3

NEPAL 80 14.3b 140b 2.4 9.9 27 18 36 19 88' 30 38' --- 64 14i2 20' 2.088F

PAKISTAN 79 79.7 270 2.02Y S.iy 39 26 27 24 56' 80* 48 6.5 51 20' 17 6.00

EUROPE, MIDDLE EAST AND NORTH AFRICAAFGHANISTAN 77 15.5 -- 1.7 3.7 47 19 15 12 31by 69 37b 6 -- 62 8 22by 1.ooYALGERIA 79 18.3 1,770 3.8W 12.3 348 26- 21a 35 83Y 458 37 7.0? 559 29Y 26 3.703

EGYPT 81 43.0b 580b 3.18a 4.5 318 35- 26' 44 84x 808 34 9.86 838 43 19 15.008GREECE 76 9.3 4,140 2.62 10.6b 37 26 21 --- 97by 67 - 29b 6.2? --- 79b. 27by 17.80byIRAN 79 36.9 --- 5.78Y 14.1 …Y --- --- --- 50 101= --- 32 --- --- 44- 248 4.908YIEAO 79 12.6 2,710 4.3ay 6.9…Y --- --- --- --- 1OOY --- 28 --- --- 453Y 29Y 9.308Y

IRELAND 81 3.4b 4,480 6.3Y 11.8ay --- --- --- 98 93 94 29 --- 98 81 14 11.00JORDAN 81 2.2b 1,4206 4.92 10.2 19 44 18 70b 108' 85 32 7.2 91 82' 25 19.00LEBANON 79 2.3 --- …-- 18.68sY -- … --- --- --- 96' --- 19 --- --- 46' --- 27.808Y

MOROCCO 80 19.5 740 6.3*2 17.59 36 44 20 28 560y 35 39 19.7 40 25' 21 4.50OMAN 79 0.9 3,530 3.782y 4.98' --- --- --- --- 459Y --- 238 --- --- 72 9 ---

PORTUGAL 79 9.8b 2,060 3.6 22.2 50 28 11 78 97 20 19. 12.8 88 45Y 178 8.308ROMANIA 78 22.1 2,100 3.9by 6.2y --- --- --- 98 106b6 --- 23b --- 98 84b6 22b 10,60bySPAIN 76 37.0 4,920 2.1Y 16.8y --- --- --- --- 98by --- 29b _-_ --- 67by --- 24.10by

SYRIA 78 8.6 1,170 4.4P 10.3 39 25 26 58 87by 80 35b --- 68 41bY 21b 12.60

TUNISIA 79 6.4 1,130 7.0P 19.0 42 39 18 62b 1008 80 39b 12.8 30 308 30 6.00TURIEY 79- 4.3 1,380 3.6&Ny 18.6 --- … - -- 60 1092' --- 30 -- --- 41' 27 7.07-Y

YEMEN A.R. 80 6.8 420 5.OW 12.0 94 7 7 21b 37 12' 38Y 67.0 85 3 20 1.10 -

YEMEN P.D.R. 80 1.9 424 6.0 10.3 63 14 8 40b 65 53 24 22.4 81 22 16 2.50

SYMBOLS: FOOTNOTES:--- DATUM UNAVAILABIE A - DATUM PRIOR TO BASE YEAR... MAGNITUDE NIL OR NEGLIGIBLE B - DATUM MORE RECENT TRAN EASE YEARS DATUM QUESTIONABLE N - CURRENT PRICES* INCLUDES PART-TINE STUDENTS P - GDP0 CODBINED WITH PRIMARY Q - INCLUDES POREIGN AID

2*. COMBINED WITH HIGHER I - CENTRAL GOVERNMENT ONLY

S - MINISTRY OF EDUCATION (MOE) ONLYT - MOE AND STATE GOVERNMENT ONLYW - PUBLIC EXPENDITURE ONLYX - INCLUDES OVER-AGE STUDENTSY - UNESCO SOURCES

SOURCES:Columns 1 and 2: World Bank Atlas or IBRB missions.Columns 3 to 14: IBRD missions, Goveroment sources and/or UneSco Etatistical Yearbook.

Comparative EducCtion Data are useful in the evaluation of various education system and analysis of relative stages of educational development between variouscountries. Hovever, on the besis of the present data, cros-national comparison should be approached with great caution. Data presented in the above table havebeen collected largely by Bank missions froms overnenn sources; the reminder are staff estimates or data from Unesco. Efforts have been mde to standardizedefinitions and, within limits, to check the accuracy of the data. Nevertheless, such data are still imperfect in several respects and the bank is working toimprove them progressively on the occasion of its operational work. In the use of these data, the following qualification. ahould be kept in icd:

(1) 'Education" as defined In the table includes all edecation and training, both formal and non-forml.

(2) "Primary" education refers to education at the first level and 'secondary" education refers to all education at the secondary level regardless of type(e.g.. general, technical, agricultural).

(3) "Literacy rates' (col. 6) are often obtained from country cenauses. In ny countries they are only approsimations and it is doubtful that any oniformdefinition of 'literate' has been followed consiatently.

(4) "Public expenditure in educatioo' (cola. 4 and 5) refers to a11 capital and recurrent empenditurea devoted to edocation by public end quasi-publicagencies.

(5) "EnrolLment ratios- (cola. 7, 12 and 14) refer to school year and are the percentage of eligible children enrolled full-ti.e in the appropriate school,public and private by level. They are often subject to a wide mrgin of error in the developing countries owing to variations in the accuracy of basicdata (i.e.. age-specific population and enrollments). Enrollment figures frequently are higher than the number of students actually in school. Over-agedstudents whose inclusion is indicated by footnotes also c-n inflate the ratios.

ANNEX 2- 40 -

INDONESIAPUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Organization of the Ministry of Public Works

Minister

Inspector General Secretary General

D Bureau of L G Bureou of

a Planning H H Personnel a

Bureau of ueuo

Resac &Finance Tai Losticis c

i'i | Buresu of L L ~~~~Bureau of Const.|DevelopmntEducaionDat Pro essing A s lo Industry Devt

Provincial ~ ~ ~ ~ ~ ~ Gnra Afar

Center for Center for | Center for | Center for HeavyResearch & Training & Statistics & Equipment

rDevelopment Education Data Processing Development

Provincial_Public Works

(DR_PS)

World Bank-24499

- 41 - ANNEX 3

INDONESIAPUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Organization of the MPW Training Department

Minister

Secretory General

Director of MPWTraining Department

r --------- -- ll | Tanig Monitoring a I Genera Finance

I Diviision || Eauto || Adm nistrarion | | siaI Divisjon~~~~~~~~~ ~~~~~ Division

Curricula a nMaterials

Development

BidangBidxn a D i a Bidang DikRat RTC I RTC II RTC i11 RTC IV RTC V I RTC VIBina Marga Cipta Ka ya Pengalron Medon Badn Ygaara. Srssa Ujn anog| Jokartan 2

rL PropsdL--J World Bank-24498

- 42 - ANNEX 4Page 1

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

A. MPW Training Department

Staff Positions (Existing and Proposed)

No. of No. of Titleexisting key new of newstaff /a positions /a positions

PUSDIKLATDirector 1 -Training Division 10 2 1 assistant chief,

1 program plannerMonitoring & Evaluation 10 2 1 assistant chief,Division I training evaluation

officerFinance Division 14 1 1 accounting officer

General Administration 18 2 1 staffing officerDivision 1 facilities/equipment

planner

BIDANG DIKLATSChief BINA MARGA 1 -Chief CIPTA KARYA 1 1 Assistant ChiefChief PENGAIRAN l -

Subdivision PlanningBINA MARGA 4 1 program plannerCIPTA KARYA 2 1 program plannerPENGAIRAN 4 1 program planner

Subdivision ImplementationBINA MARGA 5 1 trainerCIPTA KARYA 2 1 trainerPENGAIRAN 10 1 trainer

Subdivision AdministrationBINA MARGA 17 -CIPTA KARYA 1 2 1 budget & accounting

officer,1 logistics officer

PENGAIRAN 10 -

-43- ANNEX 4Page 2

No. of No. of Titleexisting key new of newstaff /a positions positions

DPUPsTraining Liaison Officers 27 -

Subtotal: new positions - 16

CDMU /bChief - 1 chief

Curricula & Materials DevelopmentDivision - 4 1 chief,

3 curricula & materialsdevelopment officers

Production Division - 4 1 chief1 print officer2 audio-visual officers

Instructor Training Division - 3 1 chief2 instructor trainingofficers

Finance Division - 2 1 chief/budget officer1 accountant

Administration Division - 3 1 chief

1 procurement/distri-bution officer

1 personnel officer

Subtotal: new positions - 17

/a Professional staff positions only; excludes existing and new supportingstaff.

/b Excluding 15 full-time equivalent contract staff to be retained to preparematerials and comprising technical and subject matter specialists.

- 44 - ANNEX 4Page 3

B. RTCs

Staff Positions (Existing and Proposed)

…-------------- RTCs -------------Yogya- Sura- Ujung

Medan Bandung karta baya Padang Jakarta

DirectorExisting staff (number) 1 1 1 1 1New positions - - - - - 1

Planning Units

Existing staff 3 8 16 6 4 4 /aNew positions - - - - - 1

Implementation Units

Existing staff 12 19 19 14 5 4 /aNew positions (for

instructional staff) 2 2 2 2 2 3

Finance and AdministrationSubunits

Existing staff 15 23 20 3 5 11 /aNew positions - - - - - -

Total new positions: 15

/a These positions exist within the Training Department and would be trans-ferred to the new RTC in Jakarta.

ANNEX 5-45 - Page 1

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Technical Assistance

Consultant services FellowshipsMan- Man-

months months Number of Man-Project item foreign local candidates months

Management of MPW training

Administration of staff trainingSystem development 4 8ta 48 1 2Training design & methods 36 24 5 20Monitoring & evaluation 24 24 4 16Finance 18 - 2 8Facilities planning &

procurement 12 - 2 8

Subtotal 138 96 14 54

MPW staff planningSystem development 36 /a 24 2 8Manpower planning & forecasting 36 36 4 16Job classification & analysis

Management 24 12 2 8Technical 36 12 2 8

Staff assessment 18 12 3 12

Subtotal 150 96 13 52

Studies & Preparation of FutureProjectsMPW planning and information

managementMPW planning 50 -

MPW information management 75 100Preparation of future projects 60 /b -

Subtotal 185 100 -

Curricula & MaterialsDevelopment UnitDevelopment and management 48 /a 48 1 4Management training materials 16 16 2 8Technical training materials 48 64 3 12

AN4'E AX f

-46 - Page 2

Consultant services FellowshipsMan- Man-months months Number of Man-

Project item foreign local candidates months

Materials production 36 24 3 12Instructor training 24 - 4 16

Subtotal 172 152 13 52

Contractor & Mandor TrainingConstruction management 15 24 -

Foremanship 12 27Evaluation 18 18 -

Subtotal 45 69

Professional Resources DevelopmentProgram 42 - 113 1,440

Total 732 513 153 1,598

/a Chief or senior advisor.

/b Costed as Foreign; use to be determined.

- 47 - ANNEX 6Page 1

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

MPW Short Course Training - Planned Program for 1983/84

CourseLength No. of Number of(days) trainees courses

A. CROSS-SECTORAL /a

TechnicalInduction trainingSurveying & mapping 125 150 6Drafting & costing 125 150 6Operations and maintenance 125 100 4

Surveying (two courses) 105-120 365 12Drafting & cost estimating 105 50 2Construction supervision (forman & 10-48 185 5

operators)

ManagementProject management 21 25 1Equipment management 11 30 1General management (two courses) 13-85 245 6

Management techniques - networkplanning; oper. research 6-15 415 10

Financial management 30-45 150 5Civil Service training 100 30 1

Materials administration; procure-ment; and accounts 6-48 240 7

Computers: introduction; cobol;fortran; 7-14 240 8

Legal training 15 90 3Languages and statistics 7-67 315 8

B. PENGAIRAN

TechnicalInduction (irrigation construction 30 30 1and supervision methods)Drafting & estimating 60-240 60 3

Surveying and mapping (irrigation) 14-210 100 4Hydrology 14 30 1Design of irrigation systems 45-120 55 2

ANNEX 6- 48- Page 2

CourseLength No. of Number of(days) trainees courses

PENGAIRAN TECHNICAL (Con't)

Swamp and channel development 30 60 2Technical planning 30 30 1Heavy equipment maintenance 90 100 3Operations and maintenance 30-60 120 3

Managementproject management 14 30 1Project supervision 14-80 220 7General management 30-42 55 2Financial admin; audit 14-90 150 4

Materials management; inventory 4-7 60 2Misc: languages; fire fighting; driving 7-30 270 8

BINA MARGA

TechnicalInduction (construction supervision) 60-85 140 6Drafting 21 35 1Survey and measurement 30-105 205 7Quality control (highways construction) 30 50 1Operators; road workers; mechanics 14-45 600 22Laboratory tests; soils analysis 10-45 70 2Operator instructor training 40 50 1Road maintenance and repair 30 20 1

ManagementProject management 5-60 165 5Supervision of road maintenance 16-45 255 6

CIPTA KARYA

TechnicalInduction 26 100 4Building Survey 60 30 1Water supply 10-14 150 5Sanitary eng. 15 40 1Building maintenance; housing, buildingsimprovements 3-105 335 11

Planning; area, city 30-40 160 4

ANNEX 6- 49- Page 3

CourseLength No. of Number of(days) trainees courses

Seminars on building codes; standards;values; evaluation 15 1,080 34

Building skills training 105 25 1Construction supervision (buildings) 12-116 865 28

ManagementProject management 6-12 180 4Program management 52 210 7Program management techniques 12 120 4Financial administration 12-78 330 10Materials Admin. 30 30 1Motivation for urban and regional

rehabilitation 6-26 740 25Languages 120 30 1

/a Excluding instructor training.

-50 -

INDONESIAAZOaPUBLIC WORKS MANPONER DEVELOPMENT PROJECT page 1

Sinary Account bs Project ComponentORp. Billion)

MANAGEMENT OF SPY TRAINING ACTIVITIES CURICULA AND MATERIALS Physic;!STAFF CURRICULA AND REGIONAL CONTRACTOR PRD lontinlencies

VWl TRAINING PLANNING RELATED MATERIALS INSTRUCTOR TRAINING AND MANDOR FELLOWSHIP -------DEPARTMENT DIVISION STUDIES CMDU DEVELOPMENT TRAINING CENTERS TRAINING PROGRAM_ Total _%_ Amourt

I. INVESTMENT COSTS

A. CIVIL WORKS

1. CONSTRUCTION - - - 0.44 -- 3.13 - 3.58 10.0 0.36Physical Contingencies - - - 0.04 -- 0.31 -- 0.36 0.0 0.00Price Contingencies - - - 0.06 -- 0.58 -- 0.65 9.1 0,06

Sub-Total INCLUDING CONTINGENCIES - - - 0.55 - - ~4.03 - - 4,58 9.1 0.42Taxes - - - 0.10 - - 0.77 - - 0.87 9.1 0.08Foreign Exchange - - - 0.19 1.42 - 1.61 9.1 0.15

2. SITE WORKS - - - 0.09 0.66 - 0.75 10.0 0,07Phssical Continsencies - - - 0.01 - - 0.07 - - 0.07 0.0 0.00Price Contingencies - - - 0.01 - - 0.12 - - 0.14 9.1.. 0.01

Sub-Total INCLUDING CONTINGENCIES - - - 0.11 - - 0,84 -- 0.96 9.1 0,09Taxes - - - 0.02 -- 0,16 -- 0.18 9.1 0.02Foreign Exchanse - - - 0,04 -- 0.30 -- 0.34 .9.1 0.03

Suib-Total CIVIL WORKS - - - 0.53 -- 3,79 -- 4.32 10,0 0.43Physical Contingencies - - - 0.05 -- 0.38 -- 0.43 0.0 0.00Price Conitingencies - - - 0.08 - 0.71 -- 0.78 9.1 0.07

Suib-Total INCLUDING CONTINGENCIES - - - 0.66 - - 4.87 - - 5.54 9.1 0.50Taxes - - - 0.13 - - 0.93 - - 1.05 9.1 0,10Foreign Exchantle - - - 0.23 - - 1.71 - - 1.95 9,1 0.10

D. PROFESSIONAL SERVICES - - - 0.02 - - 0.27 - - 0.29 10.0 0.03Physical Contingencies - - - 0.00 - - 0.03 - 0.03 0.0 0,00Price Contingencies - - - 0.00 - - 0.05 - - 0.06 9.1 0.01

Sub-Total INCLUDING CONTINGENCIES - - - 0.01 0.35 - 0.38 9.1 0.03Foreign Exchange - - - 0.01 0.07 - 0.08 9.1 0.01

C. FURNITURE AND EQUIPMENT

0. FURNITURE - - - 0.04 - - 0.32 - - 0.37 10.0 0.04Physical Contingencies - - - 0.00 - - 0.03 - - 0.04 0.0 0.00Price Contingencies - - - 0.01 - - 0.06 - - 0.07 9.1 0.01

Suib-Total INCLUDING CONTINGENCIES 0.05 0.42 -- 0.47 9.1 0,04Taxes 0.00 0.02 -- 0.02 9.1 0.00Foreign Exchange - - - 0.02 - - 0.15 - - 0.17 9.1 0:02

2. EQUIPMENT - 0.03 0.10 0.54 - - 1.72 0.07 - 2.4 10.0 0.25Phyisical Contingencies - 0.00 0.01 0.05 - - 0.17 0.01 - 0.25 0.0 0.00Price Contingencies - 0.01 0.02 0.06 - - 0.27 0.01 - 0.36 9.1 0.03

Sub-Total INCLUDING CONTINGENCIES 0.04 0.13 0.66 -- 2.15 0.08 - 3.07 9.1 0.28Taxes 0.00 0.01 0.03 -- 0.10 0.00 - 0.14 9.1 0.01Foreign Exchange - 0.04 0.11 0.56 -- 1.83 0.07 - 2.61 9.1 0.24

Sub-Total FURNITURE AND EQUIPMENT - 0.03 0.10 0.58 -- 2.04 0.07 - 2.83 10.0 0.28Phyisical Contingencies - 0.00 0.01 0.06 -- 0.20 0.01 - 0.28 0.0 0.00Price Contingencies - 0.01 0.02 0.07 -- 0.33 0.01 - 0.43 9.1 0,04

Sub-Total INCLUDING CONTINGENCIES - 0.04 0.13 0.71 -- 2.57 0.08 -3.54 9.1 0.32Taxes ..- 0.00 0.01 0.03 - 012 0.00 -0.16 9.1 0.01Foreign Exchange - 0.04 0.11 0.58 -- 1.98 0.07 -2.78 9.1 0.25

D, TECHNICAL ASSISTANCE

1. CONSULTANT SERVICES 1.15 1.25 1.55 - 1.24 0.20 - 0.38 0.44 6.20 5.0 0.31Physical Contingencies 0.06 0.06 0.08 - 0.06 0.01 - 0.02 0.02 0.31 0.0 0.00Price Contingencies 0.23 0.18 0.29 - 0,25 0.04 - 0.04 0.08 1.11 4.8 0.05

Sub-Total INCLUDING CONTINGENCIES 1.44 1.49 1.92 - 1.54 0.25 - 0.44 0.54 7.62 4.8 0.36Foreign Exchantge 1.30 1.35 1.72 - 1.39 0.23 - 0.40 0.48 6.86 4.8 0.32

2. LOCAL CONSULTANT 0.14 - 0.14 - 0.27 0.02 - 0.10 - 0.68 5.0 0.03Physical Contingencies 0.01 - 0.01 - 0.01 0.0 - 0.01 0.03 0.0 0.00Price Contingencies 0.03 - 0.04 - 0.07l 0.00 - 0.02 -0116 4.0 0.01

Sub-Total INCLUDING CONTINGENCIES 0.18 - 0.19 - 0.36 0.02 - 0.13 - 0.87 4.8 0.04Foreign Exchans4e 0.04 - 0.04 - 0.07 0.00 - 0.03 0.18 4.8 0.01

3. TRAINING FELLOWSHIPS 0.07 0.07 - - 0.05 0.02 0.05 - 1.81 2.06 5.0 0.10Phyisical Contintgencies 0.00 0.00 - - 0.00 0.00 0.00 - 0.09 0.10 0.0 0.00Price Contingencies 0.01 0.01 - - 0.01 0.00 0.01 - 0.35 0.39 4.0 0.02-

Sub-Total INCLUDING CONTINGENCIES 0.08 0.08 - - 0.06 0.03 0.06 - 2.25 2.55 4.8 0.12~Foreign Exchange 0.08 0.08 - - 0.06 0.03 0.06 - 2.25 2.55 4.8 0.12

Sub-Total TECHNICAL ASSISTANCE 1.36 1.32 1.69 - 1.55 0.24 0.05 0.40 2.25 8.93 5.0 0.45Physical Contingencies 0.07 0.07 0.08 - 0.08 0.01 0.00 0.02 0.11 0.45 0.0 0.0'0Price Contingencies 0.28 0.19 0.33 - 0.32 0.05 0.01 0.06 0.43 1,67 4.0 0.00

Sub-Total INCLUDING CONTINGENCIES 1.70 1.57. 2.10 - 1.96 0.30 0.06 0.57 2.79 11.05 4.8 0.53Foreign Exchange 1.42 1.42 1.76 - 1.52 0.26 0.06 0.42 21.74 _9.59 _4.8 0.46

Total INVESTMENT COSTS 1.36 1.35 1,79 1.14 1.55 0.24 6.15 0.55 2.25 16.38 7.3 1,19Phyisical Contingencies 0,07 0.07 0.09 0.11 0.08 0.01 0.61 0.03 0.11 1.19 0.0 0.0Price Contingencies 0;28 0.19 0.35 0.15 0.32 0.05 1.10 0.07 0.43 2.93 6.6 0.09

Total INCLUDING CONTINGENCIES 1.70 1.62 21.23 1.40 1.96 0.30 7.85 0.65 2.79 20.50 6.8 1,39

Taxes - 0.00 0.01 0.16 -- 1.04 0.00 - .2 9,1 0.11Foreign Exchange 1.42 1.46 1.87 0.82 1.52 0.26 3.82 0.49 2.74 14.39 6.2 0,80

- 51- ANNEX 7page 2

INDONESIAPUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Suimmar Account ba Project Component(Re, Billion)

MANAGEMENT OF MPW TRAINING ACTIVITIES CURRICULA AND MATERIALS sxlSTAFF CURRICULA ANiD RESIONAL CONTRACTOR FF0Pxteecc

MPW TRAINING PLANNING RELATED MATERIALS INSTRUCTOR TRAINING AND MANDOR FELLOWSHIPDEPARTMENT DIVISION STUDIES CMDU DEVELOPMENT TRAINING CENTERS TRAINING PROGRAM Total ¾

------- -- T---- ------- r=r-- -----

10. RECURRENT COSTS

A. STAFF

1. CONTRACT STAFF - - 0.73 - - .73 5. 0 'Phasical Contingencies - - 0.04 -- 0,04 0.0 ("orP'rice Contingencies - - - -0.18 - --- 0.18 4.0 00

Sub-Total INCLUDING CONTINGENCIES - - -0395 - .95 45. ' 0Fore,in Exchange - - - -0.19 0.19 4. 0 .0P

2. PERMANENT STAFF 0.38 - 0.32 0.10 0,36 -- 1.15 5.0 Phyisical Contingencies 0.02 - 0.02 0.00 0.02 -- 0.06 0.0 cPrice Conitingencies 0.10 - - - 0.08 0.02 0.09 - - 29 4,5

Sub-Total INCLUDING CONTINGENCIES 0.49 - - -0.41 0.13 0.4' 1.50 4.0 "Foreign Exchange 0.10 - - -0.00 0.03 0,09 -- 0.30 4.8

Sub-Total STAFF 0.38 - - - 1,04 0.10 0.36 - -1.8 5.0 0 ?APhydsical Contingencies 0.02 - - - 0.05 0.00 0.02 -- 0.09 0.1 010'P'rice Contingencies 0.10 - - - 0.26 0.02 0.09 -- 0,47 4.0 "0

Sub-Total INCLUDING CONTINGENCIES 0.49 - - - 1.36 0.13 0.47 -- 2.45 4.0 ,Foreign Exchange 0.10 - - - 0.27 0.03 0.09 -- 0,49 4.0 C!~

B. TRAINING MATERIALS FOR MPW - - - - 1,24 0.08 0.41 -- 1,73 10.0 0,;Physical Contingencies - - - - 0.12 0.01 0.04 -- 0.17 0.0 Ql"0Price Contingencies - - - - 0,29 0.02 0.10 9 , 1 91 .010

Sub-Total INCLUDING CONTINGENCIES - .66 0.11 0,55 - - 2.31 9.! 0 21Taxes - - - -0,08 0.01 0.03 - - 0.11 9.' Ct01Foreiin ExchanNe - - - -0.83 0.06 0,27 - - 1.16 9.1 A'1,

C. OTHER INCREMENTAL TRAINING EXPENDITURE

0. MPW STAFF TRAINING /a 0.03 0.03 - - - 0.04 3,04 - - 3.14 10.0 0.21Physical Contingencies 0.00 0.00 - - - 0.00 0,30 - - 0.11 0.0 0,00TPrice Contingencies- 0.01 0.01 - - - 0.01 0.80 - - 0,02 9,1 0.0w

Suib-Total INCLUDING CONTINGENCIES 0.05 0.04 - -- 0.06 4,14 -- 4,28 0,1 000,cForexan lExchanae 0.01 0.01 - - - 0.01 0.03 - - 0.06 0.1 0.00

2. CONTRACTOR AND MANDOR lb - - - -- - - 2787 - 2.78 10.0 0.20Physical Contingencoes --6 - - 028 - 0.28 0.0~ 0.00Price Contingencies - - --- - 0.74 - 0.74 9.j 0.07

Sub-Total INCLUDING CONTINGENCIES - - - --- - 3.00 - 3.80 9.1 0.05c'oreign Exchange - - - --- - 0,76 - 0,76 0,1 05

Suib-Total OTHER INCREMENTAL TRAINING EXPENDITURE 0.03 0.03 - - - 0.04 3.04 2,70 - 5.92 10.0 0,50Physical Contingencies 0.00 0.00 - - - 0.00 0.30 0.20 - 0.59 0,0 0.00Price Contingencies 0.01 0.01 - - - 0,01 0.80 0.24 - 1.56 Q,1 0.14

Sub-Total INCLUDING CONTINGENCIES 0.05 0.04 - - - 0.06 4.14 3.00 - 0.08 9.1 0,77Foreign Exchange 0.01 0.01 - - - 0.01 0.83 0.76 - 1.62 ?.I 0.15

Total RECURRENT COSTS 0.41 0.03 - - 2.28 0.22I 3.01 2,78 - 9,54 0,0 GOtPhyisical Contingencies 0.02 0.00 - - 0.18 0.02 0.36 0.28 - 0.86 0.0 0.00Price Contingencies 0.10 0.01 - - 0.55 0.05 0.98 0.74 - 2.44 0.3 0.20~

Total INCLUDING CONTINGENCIES 0.54 0.04 - - 3.01 0.29 5.16 3.80 - 12.04 0.3 1.06

Taxes - - - .0 0.01 0.03 - - 0.Dl 9,1 0.00Foreign. Exchange 0.11 0.01 - 010 0.09 1.20 0.76 - 3.26 0.4 0.20

Total BASELINE COSTS 1.77 1.38 1.79 1.14 3.04 0.46 9,96 3.33 2.25 25.92 7,9 2.05Phasical Contingencies 0.09 0.07 0.09 0.11 0.25 0.03 0.98 0.31 0.11 2.05 0.0 0.00Price Contingencies 0.30 0.20 0.35, 0.15 0.88 0.10 2.08 0.81, 0.43 5.37 7,4 0,40

Total PROJECT COSTS 2.24 1.6 2.23 1.40 4.97 0.59 13.01 4,45 2.79 33.34 7.3 2.45

Taxes - 0.00 0.01 0.16 0.00 0,01 1.07 0.00' - .32 9,1 0.12Foreign Exchange ..52 1.47 1.87 0.82 2.62 0.315 5.01 1.25 2-,74 17.65 5.6 1,17

'a INCLUDES STAFF HONORARIA AND TRAINEE TRAVEL AND SUBSISTENCElb CONTRACTS INCLUDE COSTS OF MATERIALS DEVELOPMENT AND PRODUCTION

I NDONE S IA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Detailed Construction Costs by Type of Expenditures(Rp million) /a /b

Unit costTraining Accommodation Dormitory Accommodation Housing (cost per

No. of Conver- No. of Conver- No. of Site Furni- Equipment Total trainingplaces sion New Total places sion New Total units/a Cost cost ture (training) Cosft place)

Yogyakarta 270 89 - 89 210 43 132 175 (11) - - 75 40 250 629 2.33

Ujung Pandang 270 33 243 276 210 25 206 231 5 (1) 50 103 55 262 977 3.62

Surabaya 270 65 247 312 210 10 234 244 1 (5) 6 115 55 299 1,031 3.82

Medan 270 59 192 251 210 - 190 190 5 (1) 54 97 49 303 944 3.50

Bandung 270 128 77 205 210 22 137 159 (16) - 84 37 303 788 2.92

Jakarta 270 - 500 500 210 - 306 306 6 72 179 87 303 1,477 5.47

Total 1,620 374 1,259 1,633 1,260 100 1,205 1,305 17 182 653 323 1,720 5,846

Overall unit Rp 10.7 Rp 1.06 million/ Rp 3.6 million/costs Rp 1.01 million/training place Rp 1.04 million/training place million/house training place training place

/a Number in parentheses = existing units.

/b Discrepancies in totals are due to rounding of values.

- 53 - ANNEX 9

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Proposed Allocation of Loan

Category Costs /a (including contingencies Proposedof expenditure US$ mln allocation Disbursement

Total Foreign US$ mln %

Civil works 8.46 2.90 4.2 55

Furniture .67 0.24 3.7 85

Equipment 4.39 3.73 }

Technical assistanceForeign consultants 10.89 9.80 }Local consultants 1.24 .26 } 14.7Fellowships 3.64 3.64 }

Materials for MPW stafftrainingMaterials development &

production 3.30 1.66 } 2.0 50Contract staff 1.36 0.27 }

Permanent staff for MPW 2.14 0.43 - -MPW staff training lb 6.11 1.23 1.2 100Contractor and mandortraining /c 5.43 1.09 2.5 50

Capitalized front end feeon Loan .22 .22 .22 100Unallocated - - 1.48

Total 47.85 25.44 30.00

/a Discrepencies in totals due to rounding.

/b Other incremental costs for MPW short courses for staff; disbursementagainst costs of MPW staff travel for attendance at shortcourses only.

/c Contracts for provision of training courses including development oftraining materials.

- 54 -

ANNEX 10

INDONESIAPUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

Implementation Schedule

19 83 ` 91 4 I 19 55 '198 i51 967

FY83 FY84t PY85 FY86 FY87

f~~~~~~~~~~~ Art * 01 N D Ii IFl AMI H HI i 1 F

Evlua eotionaftioonsosNgttn _ __ __1 ___ _ _ T i

Boad PseonNtaortssts-* t l l 0 l I XV |

Loa, Signirrg

Loan Tficti,eness

CMIVI WORKS'

Shese I

0. ,,gog.e,ter of PhteoIofIoI

b Site Survey

* e lsketh PoonstDesign

d Bills of Osjonfities & BidDocuiments Publisehed

e Bilde l e Period

f Bid Evoootio,

g Coortocf Awaord

lh Mfobilization

i. Coflst,uof,orr

FOLLOWING PHASES

.Ad Actrotfis 0-h.

FURNIITURE

P'.aporoion of Specs.

invitafions to Bio

Bidding

Bid Eval & Award

EQUIPMENT2

Phase I

a. Engagementr of Consultant

c Preparation of Specs.

.. P.blc-fior, of Bi0 Doc

d. Bidoing

a Bid Evol. & Award

f Deli,ery

Ad] Atfidfjes 0-f.7 11 1CONSULTANT SERrACES & FOLLOWSHIIPS

Freparafion of T.O.ls

Evalusaton of Froposals/Negofiatirns m

Signing of Confrocf

Implementatfion

IMPLEMENTAT ION OF PROGRAMS OFCUJRRICULUM & MATTELAISDEVELOPMENT & IMPROVEMENT OFTRAINING PROGRAMI

OTHER KEY ACTMTIES

D.egnorioo of Sfcff fo" New Key P`osT&Preparafions of Schedule forAppointmrents

Issue of Fvecufte Orders to Set UpCMPC & ijako.Ro Tf C & C-rrplefiorof Foroloifties to Secure Stfe forfThese UniTs

Notes:Rank fiscal yea,.

'Schedule fo, Phaose I shows design & construcfion of fth Curriculumr & Materials Developmrent Unit & foe newRedional Training Ce-ter In Jakarfa. Tmne tables fo, fthe Ofther five cersfers soIl follow af Oppros one mooR'ofervols wifh oil consftuction complefed oy December 31, 1984.

fPhose I equipmenet cojprise inIitia equipmer for CMDUJ & oil centers & wil i-I inlud Opp-, 50% of allocatronP-oorerent of rerrathing i1e,s wil II e comnpleted 12 months ofer Phrose 1. 'ood Eans-24500

- 55 -ANNEX IIPage 1

INDONESIA

PUBLIC WORKS MANPOWER DEVELOPMENT PROJECT

List of Materials Available in the Project File

A. MPW Manpower Development & Training Study January 1981

Prepared by a Steering Committe and WorkingGroup of the MPW.

B. MPW Manpower Development & Training Program July 1982

Prepared by MPW with assistance of consultants.

C. Supplement to MPW Manpower Development &Training Program October 1982

Prepared by MPW.

D. MPW Manpower Planning Component October 1982

Prepared by MPW.

E. Terms of Reference for Consulting Services toBureau of Planning of MPW October 1982

Prepared by Public Administration Service(consultants)

F. MPW Management Information System - ProjectDescription & Feasibility Study & Long-TermDevelopment Plan October 1982

Prepared by MPW.

G. Training of Contractors & Mandors -Supplementary Information - Memorandum25/INKON M.X.82 October 1982

Prepared by MPW.

H. PRD - Overseas Fellowship Program October 1982

IBRD Draft

I. A Plan for Development of the Domestic January 1981Construction Industry

Prepared by the Public Administration Service

- 56 -

ANNEX 11Page 2

I. Working Papers:

(a) MPW Manpower Development & Planning 1981

(b) Archtectural Worksheets 1982

(c) MPW Key Staff Posts October 1982

(d) Outline Equipment List October 1982(with Bank Mission comments)

(e) Cost Tables for Project Components December 1982

86RD 16891

U-' nest -~~~~~~ K N ~~~> m rnmS'K" ~~~~~~- PU~BLIC WORK$

7> 1 ~~~~~~~~~~~~~~~~~~~~~~~~~~MANPOWEtR DEVELOPMENT PROJECTL~~~~~~>K> ~~~~~~~~BRUNFI J9

' s eIniT''gCn4

MALA/YSIMAASA ) L' 2.c9TAJ

2 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~~~(

;5 20~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~3

9/N -, 'wi- >~~~~~~~>\21A9912A \ /yK /9 f (1' N K~~Li 1\'N 2ua422r8 'la~~~~~~~~~~~~~~ncr / >~~~~~~~0 AU W.

2 N1~47is NflT>3 WE51 7 N~N> 2~ 69 4619 >>~-

I son r- 4 KN[ j% 9, ' 7 "" V> 2

2 WIT41244622A (A or la nAy~ '2 . ' <A

T6 EA1t K>INGAR12212)12-2 ~~~~M'2~~' 9 I / 22,cPnn4nrcII~~~~~3 '>127 N~

/ nnl62 ccr #A,,5 2 ~ 'c t2

19 1400. ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~<9

2'2K> 2122811422 .42266(6 1 / ((2 N (3 a K~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~20 30 ,

IC * A21 616 1(2222EA r41~ ANA< S2 61>

4K(

12 6 46941 kAOAM5

1544; 42M6 K. n N" K' TE2<9