Document of

The World Bank

FOR OMCLFCL USE ONLY

ReportNo. 11163

PROJECT COMPLETION REPORT

PHILIPPINES

VOCATIONAL TRAINING PROJECT(LOAN 2200-PH)

SEPTEMBER 18, 1992

Population and Human Resources Operation DivisionCountry Department IEast Asia and Pacific Regional Office

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

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COUNTRY EXCHANGE RATES

Currency Unit : Peso (P)

Appraisal Year 1982 1 US$1.00 - P 8.30Intervening Years 1983 i US$1.00 - P 11.11

1984 US$1.00 - P 16.691985 US$1.00 - P 18.611986 US$1.00 = P 20.391987 US$1.00 - P 21.001988 a US$1.00 - P 21.251989 X US$1.00 - P 22.28

Completion Year 1990 X US$1.00 - P 28.00

LIST OF ABREVIATIONS

ADB - Asian Development BankATIBFI - Apparet and Textile Industry Board Foundation Inc.BEMS - Building and Equipment Maintenance SystemBOI - Board of InvestmentsCALABARZON - Cavite - Laguna - Batangas - Rizal - QuezonCAR - Cordillera Administrative RegionCOA - Commission on AuditCONGER - Confederation of Garments Exporters in the PhilippinesCTC - Community Training CenterCTP - Community Training ProgramCITC - Construction Industry Training CenterDPM - Department of Budget and ManagementDECS - Department of Education, Culture and SportsDILP - DOLE integrated Livelihood ProgramDOLE - Department of Labour and EmploymentDPWH - Department of Public Works and HighwaysEPTS - Enterprise-Based Training SystemEDTP - Entrepreneurship Development Training ProgramFAS - Fiscal Agency ServiceFOREX - Foreign ExchangeGBAP - Garments Business Association of the PhilippinesGITP - Garments Industry Training ProgramGOP - Government of the PhilippinesGTEB - Garments and Textile Export BoardHRD - Human Resources DevelopmentHRSTC - Hotel and Restaurant Specialized Training CenterlCB - International Competitive BiddingILO - International Labor OrganizationINC - International Negotiated ContractINFODOS - Information and Documentation SystemISDP - Industry Specific Development ProgramLC - Letter of CreditLCB - Local Competitive BiddingLMYC - Local Manpower and Youth CommitteeMAC - Manpower Advisory CommitteeMIS - Management Information SystemNEDA - National Economic and Development AuthorityNISD - National Institute for Skills Development

NMYC - National Manpower and Youth CouncilNGO - Non-Government OrganizationNSTC - National Skills Training CenterPCR - Project Completion ReportPFC-CODA - Project Facilitation Committee - Committee on Official

Development AssistancePLACER - Placement Assistance CenterPMTC - Provincial Manpower Training CenterPHU - Project Management UnitRMDO - Regional Manpower Development OfficeRMTC - Regional Manpower Training CenterTCS - Training Contract SchemeTREND - Training for Rural Enterprise DevelopmentTTS - Trade Testing StationVET - Vocational Education and TrainingVTP - Vocational Training ProjectWA - Withdrawal ApplicationWB - World BankYESDEV - Youth Entrepreneurship and Self-Employment Development

FISCAL YEAR OF BORROWER

January 1 to December 31

FOR OFFICIAL USE ONLYTHE WORLD BANK

Washington, D.C. 20433U.S.A.

Office of Director-GeneralOperations Evaluation

September 18, 1992

MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT

SUBJECT: Project Completion Report on Philippines Vocational TrainingProiect (Loan 2200-PH)

Attached, for information, is a copy of a report entitled "ProjectCompletion Report on Philippines Vocational Training Project (Loan 2200-PH)"prepared by the East Asia and Pacific Regional Office with Part II of the reportcontributed by the Borrower. No audit of this project has been made by theOperations Evaluation Department at this time.

Attachment

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.

I

FOR OFFICIAL USE ONLY

PROJECT COMPLETION REPORT

PHILIPPINES

VOCATIONAL TRAINING PROJECT (LOAN 2200-PH)

Table of Contents

Page No.

Preface . . . . . . . . . . . . . . . . . . . . . . . . . .Evaluation Summary .... . . . . . . . . . . . . . . iii

PART I. Prolect Review From Bank's Perspective

1. Project Identity ........ .. ........2. Project Background . . . . . . . . . . . . . . . . . .13. Project Objectives and Description . . . . . . . . . . . 34. Project Design and Identification . . . . . . . . , . . 75. Project Implementation . . . . . . . . . . . . . . . . . 76. Major Results of the Project . . . . . . . . . . . . . 107. Management of Industrial Training . . . . . . . . . . 118. Project Sustainability .... . . . ...... . . . 129. Bank Performance .... . . . . . ...... . . . . 1310. Borrower Performance .... . . . .. ..... . . . 1411. Project Relationships .... . . . . ..... . . . 1412. Consulting Services .... . . . . ...... . . . 1513. Project Documentation and Data . . . . . . . . . . . . 15

PART II. Prolect Review from Borrower's Perspective

A. Adequacy and Accuracy of Factual Information in Part III 16B. Evaluation of Bank's Performance . . . . . . . . . . . 16C. Evaluation of Borrower's own Performance and

Lessons Learned. . . . . . . . . . . . . . . . . . . 16

PART III. Statistical Information

3.1 Related IBRD Loans/IDA Credits . . . . . . . . . . . . 193.2 Project Timetable . . . . . . . . . . . . . . . . . . 193.3 Cumulative Estimated and Actual Disbursements . . . . 203.4 Project Implementation . . . . . . . . . . . . . . . . 223.5 Project Costs . . . . . . . . . . . . . . . . . . . . 263.6 Project Financing . . . . . . . . . . . . . . . . . . . 263.7 Project Results . ................. 273.8 Compliance with Loan Covenants . . . . . . . . . . . 303.9 Bank Missions.. .............. 31

ANNEXES

ANNEX A - Brief Description and S-maary of Accomplishment of ProjectComponents 1982-1990

ANNEX B - Organizational Structure of the Project Management UnitANNEX C - Summary of Staffing Complement, Project Management Unit

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

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PROJECT COMPLETION REPORT

PHILIPPINES

VOCATIONAL TRAINING PROJECT (LOAN 2200-PH)

PREFACE

This is the Project Completion Report (PCR) for the VocationalTraining Project, for which a loan in the amount of US$ 24.40 millionequivalent was approved on 21 September 1982. On 15 October 1987, US$ 8.0million equivalent was cancelled at the request of the Government of thePhilippines. The accounts were closed on 2 July, 1991, nearly five yearsafter the original closing date. The final disbursement was made on 2 July,1991 at which time, US$1.53 million equivalent remained undisbursed and wascancelled.

The Preface, Evaluation Summary and Part I of this report wereprepared by the Bank's Population and Human Resources Division, CountryDepartment I, East Asia and Pacific Regional Office, based on a review ofStaff Appraisal Report No. 3750b-PH of August 26, 1982; the Loan Agreement ofOctober 28, 1982, and its subsequent amendments; project files, including Banksupervision reports and internal memoranda; and the Borrower's PCR submittedby the National Manpower and Youth Council in December 1990, and revised in1991. Key parts of the Borrower's Report are included as Part II and Annexesof this Report. Bank staff involved in the project's supervision were alsoconsulted, and discussions were held with Government officials on the reportin the course of processing a follow-up vocational training project.

The East Asia and Pacific Regional Office wishes to express itsappreciation to the Government and, in particular, NMYC staff for theircontributions to this report.

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PROJECT COMPLETION REPORT

PHILIPPINES

VOCATIONAL TRAINING PROJECT (LOAN 2200-PH)

EVALUATION SUMMARY

Obiectives

The project was originally designed to support the Government'sindustrial development program by addressing major policy, management andtraining issues affecting industrial training through its major trainingagency the NMYC. These issues included the development of the institutionalcapability of NMYC through (i) improved managerial capability; and, for (ii)manpower planning; (iii) the planning and rationalizing of training (atcraftsmen level and below) to avoid overlapping and duplication of effort;(iv) expanding training places; (v) introducing flexibility in the length oftraining courses for improved cost-effectiveness; (vi) engaging employers inplanning, organizing and undertaking training and expanding tailor-madecourses for identified skill groups; (vii) improving the quality of training;and (viii) strengthening quality control through the development of a nationalsystem of trade testing and certification. Specifically the project was to;

Management of Industrial Trainina

(a) Reorganize and strengthen the NMYC Secretariat;(b) Improve NMYC manpower planning and training evaluation;(c) Establish a Management Information System for training nationally;

Strengthening Industrial Trainina

(a) Establish and implement an industrial sector - focussed trainingscheme;

(b) Expand training facilities and establish an equipment maintenanceservice;

Trade Testina and Certification

(a) Develop additional training standards and a data bank of tradetests; and

(b) Establish trade testing facilities.

Implementation Experience

The project was to be implemented in four years from 1983 to 1987with the loan closing date originally scheduled for December 31, 1986. Theproject encountered implementation delays and required four extensionsamounting to over four years to July 2. 1991 before the loan was closed. Theproject's slow pace of implementation was due mainly to national and politicaldifficulties including budget constraints and site acquisition problems,predominantly outside the control of NMYC. Project performance improved

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considerably after 1986, when the EDSA revolution occurred, and NMYC was aided

by significant increases in budgetary allocations as a result of the priority

given by the then new Government.

Results

The project's broad objectives were largely met. During the nearlynine years of the life of the project, responsiveness of training to labor

market and employees needs; flexibility in training design and execution;

systematic training program evaluation; and the introduction of a national

system of trade testing and certification have become institutionalized. In

addition, the success of the training contract scheme as an instrument for

involving industry and building-up industry's capability and (though still to

be achieved) cost-bearing ability is commendable.

Less successful were the results of efforts to improve the

management of NMYC and manpower planning for the training sub-sector. Thiswas partly due to (a) poor project preparation of this item, including a lack

of clarity in defining what precisely was to be improved at the time ofappraisal; (b) i lack of priority of attention accorded this objective by the

NMYC compared to that accorded the other objectives which involved large

physical components; (c) an apparent lack of monitoring of actions relating to

this objective on the part of the Bank staff during supervision, and (d) a

loss of NMYC senior staffing and organizational dislocation at the time of,

and following, the 1986 EDSA revolution when significant numbers of the fewsenior managers and professional planning staff left NMYC. The recentlyappointed new management of NMYC has recognized the high priority need to

address the issue of sectoral institutional management and - quite separately- the need for adequate manpower planning as mandated to NMYC by theLegislative Act and the Labor Code - NMYC has taken strong steps to correctsuch institutional deficiencies, both through its normal development plan and

through the proposed follow-up Bank project.

Proiect Sustainabilitv

Strong Government commitment to improvements achieved under the

project and the high priority given to the follow-up project currently being

negotiated, indicate they will be sustained in the future. There is now a

more widespread, deeper understanding of the issues in developing skills

training nationally and locally, and of the relationship between public and

private sector roles. There is strong Government commitment to NMYC and

understanding of its role as the key policy making and planning body for VET.

Management and manpower planning issues are still serious, but awareness has

deepened and their dimensions better understood. Both have assured high

profiles and are being addressed in the project's follow-up. Flexibility in

approaching training and enhancing relevancy of training and quality to meet

labor market needs together with cost-recovery evaluation of training are

deeply embedded in NMYC training activities.

Findings and Lessons Learned

Bank staff contributed towards project success through substantial

assistance in project design and implementation. A flexible approach taken by

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the Bank during implementation, particularly with the prevailing national pooreconomic performance and political instability, was a major contribution toits success. These points constitute positive lessons learned for the future.

Other findings and lessons learned include the need to ensure site acquisitionas early as possible in the project cycle and evaluate procurement procedures.Finally, that the Bank should pay attention to the staffing of supervisionmissions and ensure that appropriate skills are included.

PROJECT COMPLETION REPORT

PHILIPPINES

VOCATIONAL TRAINING PROJECT (LOAN 2200-PH)

PART I. PROJECT REVIEW FROM BANK'S PERSPECTIVE

1. Prolect Identitv

Project Name Vocational Training ProjectLoan 2200 - PHRVP Unit East Asia and Pacific Regional Office,

Country Department ICountry PhilippinesSector : EducationSubsector Technical and Vocational

2. Prolect BackRround

Sectorial Objectives : Industrial Development Strategy and ManpowerRequirements

2.1 The manufacturing sector in the Philippines at the time of ProjectAppraisal accounted for 25% of Gross Domestic Product. Although the non-traditional manufactured export industry grew rapidly during the 1970's,industries producing primarily for the domestic markets accounted for about75% of the total manufacturing output. In 1975, more than 70Z ofmanufacturing value added and 65% of manufacturing employment wereconcentrated in the Metropolitan Manila area. Small and medium scaleindustries (employing two thirds of the manufacturing work force but producingless than 5% of total manufacturing output) were generally characterized bylow labor productivity. Employment creation had been slow because of therelatively low growth rate of the industrial sector. Employment inmanufacturing expanded at an average annual rate of about 3% between 1975 and1980, creating approximately 50,000 jobs per annum but absorbing less thanone-tenth of the annual increase in the labor force.

2.2 The Government's industrial development strategy, as outlined inthe Five-Year Development Plan (1978-1982) and the Industrial DevelopmentStrategy for the same period, sought to enhance the development of industryand accelerate employment generation particularly in small-and-medium-sizeenterprises. However, progress had been constrained due to a lack ofexperienced entrepreneurs, craftsmen and semi-skilled workers. The Governmentbegan a major industrial reform program, under which employment inmanufacturing was expected to increase by 4.8% per annum . At this rate, themanufacturing sector was expected to generate an average of 100,000 new jobsannually during the 1980's and account for about one sixth of the total

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national job creation. The success of these measures called for theavailability of a commensurate supply of adequately trained skilled manpower.

2.3 The Labor Force and Employment. In the 1970's the working agepopulation had grown by 3.5% per year, considered as one of the highest ratesin Southeast Asia. According to the National Development Plan, the populationentering the labor force would cause it to grow, between 1980 and 1986, bysome 4 million, from 17.6 million to 21.6 million, and calling for thecreation of an average of about 670,000 new jobs annually.

2.4 The export of skilled manpower, particularly to the Middle East(80:), while earning foreign exchange, constituted a local skill drain whichseverely depleted the skilled workforce and accounted for about three quartersof the total manpower exported (over 266,000) from 1975 to 1980. These lossesposed problems affecting quality and competitiveness for local industry. TheGovernment recognized that efforts to organize specialized, non-formaltraining were required for industry, particularly for the key constructionsector which was hardest hit, and also for other important industries such asmetals, engineering and wood products, all increasingly affected by the exportdrain of skilled workers.

2.5 Skills Requirements. The average skill level of the labor forcewas very low. In the 1975 population census, only 8% of the labor force wasregistered as having undergone any form of formal or non-formal vocationaleducation or industrial training at the technician level and below. By 1980,an estimated 11% of the labor force had undergone skills training, however, ofthese only 0.5 million (3%) possessed industrial skills even though demandwas increasing.

Vocational Education and Training (VET)

2.6 The growth in VET institutional capacity had been impressivebetween 1970 and 1980. Yet, from a low base, only about 70,000 trainedworkers emerged annually with industrial skills, or just over half the newannual requirements. This excluded skill upgrading needs. While the totalenrollments in VET had doubled between 1970 and 1980, there were seriousproblems. The main problems were identified as: (a) management weakness ininstitutions engaged in the training sub-sector, (b) weakness in manpowerplanning and organization of training; (c) lack of relevance of trainingprograms to current industrial needs; (d) low quality of trainee graduatesand; (e) shortage of funding.

2.7 The main agencies engaged in VET included firstly. the NationalManpower and Youth Council (NMYC) established in 1969 as the national VETpolicy making body, with responsibility for national manpower planning. In1974, it was given 'line' training responsibility for out-of-school youththrough 10 Regional Training Centers operating non-formal programs of a fewweeks to nine months duration. Output in 1980 was about 110,000 graduates.Secondly, the Department of Education. Culture and Sports (DECS) offered four-year trade technical secondary courses in 129 (1980) national schools of artsand trade. Other government agencies offered specialized courses such asagriculture and trade, while the Ministry of Labor operated a small

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apprenticeship scheme. In addition, there were approximately 1.163 vocationalschools, most of dubious quality, in the private sector.

3. PROJECT OBJECTIVES AND DESCRIPTION

Proiect Obiectives

3.1 To support the Government's industrial development program and toaddress the major policy and management issues affecting industrial training,the main thrust of the Project was to broaden and strengthen the infra-structure of national industrial training. In particular, it would (a)strengthen the NMYC management system, enabling it to improve both manpowerplanning and organization and administration of training schemes at thenational level; (b) establish a system of contracting for sector specifictraining to serve the needs or employed workers in seven priority subsectors;(c) and expand the skill testing and certification system to improve quality.

Proiect Description

3.2 To achieve these objectives, the Project provided funds for civilworks. furniture, equipment, and technical assistance to:

Management of Industrial Training

(a) Reorganize and strengthen the NMYC Secretariat;(b) Improve NMYC Manpower Planning and Training Evaluation; and(c) Establish a Management Information System and Equipment Maintenance

Service.

Strengthen Industrial Training

(a) Establish and implement a Sector Specific Training Scheme toprovide training for 76,000 industrial employees; and

(b) Expand training facilities.

Trade Testing and Certification

(a) Develop additional training standards and a data bank of tradetests; and

(b) Establish trade testing facilities.

Proiect Design and Components

3.3 The project was well designed, though the planning and managementcomponent could have been better focussed. Project design and its components,however, were affected significantly by the EDSA Revolution and change ofgovernment in 1986. In 1984, the Philippines had already begun to experiencea serious economic recession. Characterized by responsibility for pooreconomic performance, an almost stagnant GNP and serious unemployment, the'Marcos Government' was overthrown and a new government was installed in 1986.As one of its new endeavors, the industrial development strategy was reviewedand redesigned to give a stronger rural-based emphasis. The new Government

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sought, inter alia to (i) promote regional development and rural employmentthrough small scale and labor intensive enterprises in the rural areas, (ii)create a structure of industrial growth that would be less import dependent,and (iii) expand production and exports of light consumable goods. Theproject was redesigned to reflect these priorities as well as to address theGovernment's decision to cut foreign exchange needs generally across allforeign assisted projects.

3.4 The project originally consisted of three major categories.Components, as originally appraised in 1982. included:

(a) Physical Facilities and Equipment

Civil works: Construction of four new Regional Manpower Training Centers(RMTCs); two Trade Testing Centers; and a Construction Industry TrainingCenter (CITC). Equipment/furniture: Training tools and equipment, furnitureand spare parts for the new RMTCs and existing ones. Building and EquipmentMaintenance System (BEMS): Development of an agency-wide BEMS; procurement oftools and spare parts.

(b) Manpower and Planning

Corporate planning: Evaluation of the organization and management system ofNMYC Secretariat to determine communication weaknesses and overlapping offunctions and formulation of a new NMYC structure. Manpower informationsystem: Introduction of an electronic data processing services to increase andhelp rationalize the information storage and retrieval capacity of NMYCthereby establishing an effective low cost system to monitor all trainingdelivery. Accounting system: Establishment of a separate accounting systemthat would maintain accounts in accordance with sound and generally recognizedaccounting principles and practices. Advisory committees: Expansion/strengthening and establishment of local Manpower and Youth Committees toprovide a forum for the discussion of local manpower training needs. ManpowerplanninR: Collection of data on existing stock of skilled manpower, install asystem for the continuous assessment of training needs, and devise means ofchannelling information, development of desegregated implementable manpowerplans at the national, regional and local levels and development of an overallmanpower planning model. Manpower evaluation: Study the effectiveness of thethen existing system of training evaluation and develop a low cost scheme tomeasure the internal and external effectiveness of all training programs.Manpower guidance: Development of guidance materials for workers in industryand provision of audio-visual equipment.

(c) Training Programs and quality

Sector specific training: Establishment of a system of training contractswherein approved training entities and industrial firms would providespecified training under a cost sharing mechanism. Mobile training scheme forthe Garment Industry: Provision of seven (7) mobile units comprisingequipment, trailers and traction units to conduct training on factorypremises. ApprenticeshiR training: Study and restructure the existingapprentice system to suit present-day requirements of industries. Hotel andRestaurant Industry: Development of an appropriate training strategy for the

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industry. Instructor'. trainine: Recruitment and training of 106 tradeinstructors for the new RMTCs. Rural mobile training scheme: Provision ofequipment for nine mobile unit., four vehicles and a boat to complement RMTCtraining. Training modules develooments Development of learning elements toproduce 448 training modules. Trainina standards: Development of forty-twoadditional standards and a Data Bank of Trade Tests.

In addition, technical assistance and fellovahips were to be provided and toinclude twenty-nine man-years of both local and foreign fellowships.

3.5 In 1986, the Project began to be restructured following Governmentinstructions to reduce foreign debt by an 'across the board' public sectorcut. In the case of the NMYC, this resulted in the cancellation of US$ 8million from the original loan. Some of the original components weremaintained, some were deleted or modified to meet prevailing priorities andother new items were added. The project objectives, however, remained intactand a reappraisal was not deemed necessary. The bulk of the savings made werea result of civil works cuts, which included deleting the proposed newconstruction industry training center and two trade training centers andadding their functions to other existing institutions; using more simplifiedand less costly designs for buildings; reviewing equipment and furniture listsand reducing items in line with the new training priorities; cutting TA,particularly foreign experts and some overseas training. On the other hand, afifth RMTC was included, as well as 4 small provincial training Centers(costing US$ 0.5 million each) and funds were provided for rural outreachbasic skills training using temporary facilities; and, for additional supportto the training contract scheme, other employee related schemes andentrepreneur training.

3.6 More specifically, the restructured project included:

(a) Trainina Infrastructure (Physical)

Civil Works: 5 new RMTCsThe Construction Industry Training Center and the two new tradetesting centers were deleted. The construction design of allcenters was simplified. Four small new 'outreach' ProvincialManpower Training Centers (PHTCa) were added. (Later in 1990 threemore PMTCa were added); Rehabilitation of buildings including theTaguig NMYC Central Office, existing RMTC., REDOs and dormitories;and the construction of new RUDOs and dormitories.

EouiDment and Furnitures

The lists were revised downward in line with the new trainingpriorities.

(b) Training Technology DeveloDment

Institutionalized Trainers Develooment: a new emphasis was placedon the trainer development program at all levels that led to the

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establishment of a national trainers accreditation and licensescheme.

Skills Standardization and Certification: this item was expandedand included the increase of existing trade testing and certification progr amsas part of a new nationally recognized scheme; development of 266standard/tests for priority occupations.

Curriculum Development: Standardization of course contents ofskills training programs in the RMTCs through the establishment ofa national framework for standards in curriculum, trainingmaterials and training package development, production andutilization.

Vocational Guidance: Development and institutionalization of anNMYC Guidance System.

Information and Documentation System: Development of a data baseprocessing of information materials and data bank/library of printand non-print information materials.

(c) Special Training Programs

Training for Rural Entergrise Development/Youth EntreRreneurshiDand Self-Employment (TREND/YESDEV): Later named EntrepreneurshipDevelopment Training Program (EDTP), provision and development ofskills of would-be entrepreneurs to enable them to manage smallbusiness or micro-enterprises effectively.

Community Training Centers (CTCs): Provision of relevant andquality skills training programs that would address the trainingneeds of specific target groups in the communities in relation tolocal opportunities.

Trainine Contract Scheme: expanding the number of workers to betrained from 76,000 to 105,000;

Placement Assistance Center (PLACER): Establishment of aintegrated manpower information and placement services network instrategic regional growth areas.

Enterprise Based Training System (EBTS): Establishment of analternative training scheme which would utilize a dual system typeof training approach involving in-center and in-company training.

Garments Industry Trainina Program (GITP): Provision of trainingfor at least 50Z annually of the skill requirements of theindustry.

Industry Specific Development Program (ISDP): Provision of a rangeof training packages to a number of industry sectors deemedcritical to the nation's industrialization process. These sectors

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included computer software, automotive, film industry, garmentsgifts and housewares and ceramics.

(d) Evaluation

Development of a plan for a regular periodic evaluation of existingtraining programs as part of the national training system.

4. Proiect Design and Identification

4.1 The project was well designed overall. Both private and sectortraining agencies were involved as well as Government Planning bodies.

4.2 In 1979, a Task Force Advisory Group was formed by NMYC to act asa consultative body for project formulation. This body was composed ofrecognized leaders from the private industrial sector and representative fromGovernment departments concerned. The body provided advice particularly onthe training requirements/components. A draft project proposal was preparedby NMYC and a Pre-Appraisal Mission of UNESCO staff, visited Manila in October1980, to revise and put the draft proposal into an appraisal report format andinvolving the Government through NMYC actively in Project preparation work.

4.3 The Project was appraised on April 29-May 15, 1981. Negotiationswere held in Washington, DC from April 1-8, 1982 and the loan agreement wassigned on October 28, 1982.

5. Proiect Implementation

Overview

5.1 The Loan Agreement became effective on February 25, 1983. However,the NMYC as the executing agency, had already began to implement the projecton January 1, 1982 using funds from a realigned NMYC budget. An earlierrequest from Government for retroactive financing from the Bank had not beengranted. In the event, Government funds proved problematic and the firstcivil works,(RMTC Tuguegarao), started only in late 1985. Between 1982 and1984 only about US$ 2.6 million had been disbursed due to inadequateGovernment budget allocation and then delayed release of these funds. In1985, although Government budgetary allocations were increased, only a smallproportion of funds was released. By 1987, when the project was restructuredonly US$5 million had been disbursed (40% of appraisal estimates). Theprocurement of equipment likewise experienced a slow start. The LoanAgreement was amended and the Project was restructured in 1987. The totalloan amount was reduced by US$ 8 million and some of the componentsrestructured/modified to meet the prevailing conditions. The project closingdate was extended four times from December 31, 1986 to December 31, 1991.

Proiect Administration and Management (Annex B)

5.2 A Project Management Unit (PMU) was constituted in April, 1981,composed of a Project Director who was also the Director General of NHYC, aDeputy Project Director (full-time) and four Project Officers for the

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different aspects of the Project programs, physical facilities, procurementand financial management (Annex B). When the Project commenced in 1982, thePMU was supported by 11 technical and 7 administrative staff. These, as theproject implementation required, were increased to 49 support staff (35technical and 14 administrative) in 1988 and eventually reduced to 41 at thetime of closing. These were all full-time NHYC staff detailed to the Projectwith tenures paralleling the Project. As an incentive, the PHU staff wereprovided honoraria on top of their regular salaries under existing governmentguidelines and as approved by the Department of Budget and Management. Thiswas in compliance with the Loan covenant providing for of incentives to assist

the retention of staff and which proved adequate to ensure staffingcontinuity.

5.3 The PMU formed an integral part of the administrative structure of

NMYC. The PMU divided project activities into 20 separate components and

developed implementation schedules for each component. As well as a ProjectTeam created for each component, Regional Project Coordinating Units (RPCUs)were created in the 14 Regional Offices headed by the Regional Directors to

implement the Project in the Regions. In effect, implementation did not relyon the central core of staff, but commendably involved most of the Agency.

5.4 Throughout the implementation period, there were three ProjectDirectors, (NMYC Directors-General), though these changes naturally affectedimplementation, the main cause of delay was inadequate government budget

allocation, government fund releases and cumbersome procurement procedures.Additional serious causes of delay were the unavoidable result of Governmentchange after the EDSA revolution and the need for restructuring of theproject, and a series of natural disasters.

Civil Works

5.5 The design of buildings (RMTCs and PMTCs) was carried out by

private local architects under the supervision of NMYC. Constructionsupervision was carried out by the same architects, hired under localcontracts. Suitable sites for constructions were acquired generally throughnegotiation with the relevant local regional governments and were transferredto NMYC through legally documented donation or usufruct. A Bids and AwardsCommittee (BAC) was created to manage the bidding process and contract awards.

5.6 A substantial unexpected task which fell on the PHU in 1986 afterthe revolution, was the restructuring of the project. The restructuring waswell executed. The CITC and 2 Trade Testing Stations were canceled andoriginal designs of the RMTCs were simplified meaning smaller in size andcheaper than the previous designs. Part of the funds which were generated outof these savings was channeled to a program of repair and maintenance of allexisting training centers and administration units which urgently neededrehabilitation, as well as smaller strategic training centers all over thecountry. (Annex A. Tables 1.1-1.6).

5.7 The PHU also had to contend with the consequences of nationaldisasters which compounded the Government's existing financial problems. Theseincluded the massive earthquake and exceptionally severe typhoon which wroughtmajor damage to various parts of the country; the Gulf War oil price increases

in 1990 which dislocated the civil works timetable and resulted in furtherslippages. In particular, the building activities in CAR - the hardest hitregion had to be severely modified. Owing to the uncertainties of the terrainas a result of the earthquake, RMTC Baguio was deleted in favor of a smallerstructure to accommodate a Regional Office. The on-going construction of PMTCMountain Province, was halted due to impassable roads limiting the accessi-bility and delivery of heavy equipment. Eventually, this building was resumedby DPWH under a special agreement.

5.8 The funds previously allocated to RMTC Baguio were in 1990,directed to more suitable sites within the 'CALABARZON' area where there hasbeen rapid industrialization.

5.9 Procurement suffered serious delays in the early stages of theProject. From 1982-1985, only 3 ICBs were completed and the remainder wouldnot have been realized were it not that the closing date was extended twice -procurement delay through cumbersome procedures being one of the primaryreasons for extensions.

ProRrams

5.10 Program groupings were identified to meet three major objectives ofthe Project. They included (i) strengthening the management of industrialtraining,to reorganize and strengthen the NMYC Secretariat and its capabilityto improve manpower planning and evaluation with the establishment of amanagement information system; (ii) the pilot implementation of SectorSpecific Training programs involved contracting industry to serve the needs ofworkers in priority industries; (iii) the expansion of the skill testing andcertification program and the development and acquisition of additionaltraining standards.The programs were implemented by project teams of relevantstaff eg. Manpower Planning component was handled by the Planning Division ofNMYC. The latter two program categories were generally designed and executedsatisfactorily. Management and the manpower planning development program wasless than satisfactorily implemented.

Technical Assistance/Fellowships

5.11 A total of 13.5 man-years of foreign consultancies, 29 man-years offoreign fellowships and 62 man-years of local consultancies were providedunder the project. The use of foreign fellowships and experts was limited.The latter were mainly used for equipment specification and computerization.

5.12 Through the program, a total of 174 key NMYC personnel were sent onforeign training fellowship and study tours/missions to the United States/Canada and Europe, particularly UK, France, Austria and Italy. Theseprograms had a maximum of 3 months duration and the fellows were required torender at least 3 years services to the Agency before they could be allowed toleave NMYC service. Better use could have been made of experts and foreignfellowships by using more for strengthening the management of NMYC anddeveloping manpower planning. Most expert and fellowship man-years were usedto up-grade the technical and professional proficiency of staff which wasundoubtedly beneficial in improving the quality of training and services.

- 10 -

Cost and Disbursements

5.13 The original loan was for US$ 24.4 million. However, this wasreduced to US$ 16.4 million when the Project was restructured in 1986 afterthe priorities of the newly installed Government were established. Table 1.0(below) shows the original and restructured project costs including the loanand Government counterpart amounts. Estimated and Actual disbursements areshown in Table 3.3.

Table 1.0: PROJECT COST

ORIGINAL PROJECT COST RESTRUCTURED PROJECT COST(in US $) (in US $)

TOTAL 41.66 26.87

LOAN 24.36 : 60% 16.36 : 60%

GOVERNMENTCOUNTERPART 17.30 : 40% 10.51 : 401

5.14 From the original amount, a total of US $ 5.915 million or P93.862million was spent for all the six expense categories from 1982 to 1987 at thetime of restructuring. For the first two years (1982-1983) expenditures weremade only in Category II (Equipment), Category III (Technical Assistance) andCategory IV (Programs). In the third and fourth years (1984-1985). expendi-tures started in all the six expense categories.

5.15 The Project was in full progress when the new Government took overin 1986 and new priorities were set that resulted in its restructuring. Thecompletion date was revised to December 1988 and later through a series ofannual extensions to December 1990 although a grace period for the closing ofthe books was extended to July 2, 1991. Equipment procurement was still beingcompleted at closing time.

6. Maior Results of the Proiect

Proiect Obiectives

An Overall Perspective on Proiect Outcomes

6.1 Overall, the project was a success. It heightened the publicprofile of NMYC and thus assured its retention as a national organization withpotential as a forum for policy making and planning, for bringing togetheremployees and training agencies, for ascertaining labor market needs andensuring that training was available and to provide adequate numbers ofskilled workers to meet these needs and, for monitoring and evaluating

- 11 -

training quality. The project achieved these goals, even more commendably,through times characterized by changes of NMYC management, severe economicconstraints, major political dislocations and a series of natural disasters.It is clear, however, that though project design included a notable emphasison key basic institutional developments including strengthening NMYC's (a)internal management; (b) capability to manage the national training subsector,and (c) ability to undertake manpower planning functions, these, in the event,were not given their deserved attention. Other important, but arguably lesscritical items, such as training program expansion undertaken directly by NMYCdominated project implementation. This issue is explored further below.

7. Manaaement of Industrial Training

7.1 The project objective aimed to help improve NMYCs capacity to plan,coordinate and direct the development of industrial manpower at the nationallevel and to assist NMYC reorganize its management system and strengthen itsSecretariat was the least successful aspect of the project. However, someprogress was made. The organization and management systems were evaluated todetermine communication weaknesses and overlapping of functions and a newstructure was formulated though little practical progress was made untiltowards the closing of the project. During implementation, management as aspecialized function was neither recognized nor given any priority. A greateremphasis was placed on more and improved physical facilities and trainingexpansion, important in themselves, but exposed to inefficiencies when notbacked by good management. The Appraisal Report mixes management and manpowerplanning conceptually. Manpower planning was used as a synonym formanagement, rather than one of the functions of management, with the resultthat while some manpower planning training was undertaken, there was nomanagement training per se. However, this important weakness is now beingcorrected. Following a World Bank Subsector Review of Vocational Training(1989) and when the new vocational training project was being prepared, freshinitiatives were taken by NMYC to separate NMYC management functions from itsmanpower planning functions and to recast NMYC secretariat organization toreflect the different 'line' and 'staff' functions. A new element has beenintroduced into the new project to strengthen these functions further.

7.2 The third aspect of the Management objective: to establish aManagement information system, was more successful. The monitoring ofinformation has been broadened with the introduction of electronic processingof data. The Project funded the procurement of 183 micro-computers and almostan equal number of printers distributed over the Central and Regional Offices.The data processing service of the Agency was rationalized and the informationstorage and retrieval capacity strengthened.

Strengthening Industrial Trainina

7.3 A major success of the project was the Training Contract Scheme.This aimed at improving the quality of the workforce in key industries and therelevance of training by linking programs directly to industry. TCS was aninnovative training cost-sharing initiative with industry. Industries wereencouraged to train their own workers and the government through the Project,reimbursed an average 70% of the direct training costs incurred. The TCSincluded programs for (i) basic skills; (ii) skills upgrading; (iii)

- 12 -

supervisory; (iv) trainers training; (v) and technical programs. From 1982 to

1990, a total of 125,666 workers in the main training programs at all levels

were trained. This exceeded the overall target of 103,000 for priority

subsectors; metals and engineering, automotive, wood products, textiles,

footwear and leathergoods, printing, constructions, land transportation,

power, electricity, water and gas, agro-industries, coal mining, communi-

cations, and hotel and restaurant. (Annex A, para 4.11).

7.4 To serve as a basis for implementation of the TCS annual training

action plans, four-year sectoral training plans were, prepared--in con-

sultation with representatives of the respective industrial organizations

which took into account the skilled manpower requirements of the industrial

development strategy. Until 1986, annual planning submissions were made to

the Bank but were discontinued after 1986 because of changes and instability

of the industrial environment rendering long-term planning difficult.

Priority was given to the garments industry as the second highest export

industry. The Garments Industry Training Program was established in 1988

managed by NMYC and assisted by an Advisory Board composed of private sector

and government representatives. Since its implementation, over 11,000

workers, and nearly 300 industry trainers have been trained.

7.5 Training expansion was sustained under the project. Training

facilities were expanded to complete and complement the existing network of

training centers and increasing the range of courses available. This included

the construction, furnishing and equipping of five new RMTCs, PMTCs, and the

rural mobile training centers made possible through the CTCs to reach areas

that RMTCs were unable to serve. (Annex A, paras 1.1 and 3.2).

Trade Testing and Certification

7.6 This objective which has a major VET quality improvement focus, was

successfully achieved and project targets were surpassed. The original target

of 42 additional occupations was increased to 200 in 1987 and further raised

to 266 by the end of the Project. In 1989, a total of 200 skills standards

were developed, 51 of them developed in-house while the rest were contracted

out to private entitles. Guidelines for Accreditation of Trade Testing

Centers and Trade Testing Officers was developed. The original target of

91,400 workers to be tested, was surpassed and about 193,000 workers were

tested. Five titles were translated into 3 local dialects. (Annex A, para

2.2).

8. Proiect Sustainabilitv

8.1 Strong Government commitment to improvements achieved under the

project and the high priority given to the follow-up project currently being

negotiated, indicate that benefits achieved under the project will be

sustained in the future. There is now a more widespread, deeper understanding

of the issues in developing skills training nationally and locally, and of the

relationship between public and private sector roles. There is strong

Government commitment to NMYC and understanding of its role as the key policy

making and planning body for VET. Management and manpower planning issues are

still serious, but awareness has deepened and their dimensions better under-

stood. Both have assured high profiles and are being addressed in the

- 13 -

project's follow-up. Flexibility in approaching training and enhancing rele-vancy of training and quality to meet labor market needs together with eval-uation of training are deeply embedded. It is noteworthy that, though from astrict efficiency viewpoint, the extra five years taken to complete theproject was undesirable, there is little doubt that the joint efforts of NMYC,other core Government Ministry staff and Bank staff over nearly a decade hasassisted the sustainability of the main achievements of the project.

9. Bank Performance

9.1 Bank staff contributed to the success of the Project throughsupportive working relationships and professional advice. The Bank maintaineda professional relationship with the PHU showing understanding in implementingthe Project in often difficult socio-economic circumstances. It respondedreasonably to Project modifications especially after the EDSA revolution in1986. Bank supervision missions were fielded at regular, appropriateintervals and were adequately staffed to ensure the success of componentsmeeting two of the three broad goals of the project: strengthening industrialtraining and trade testing and certification. However, the third goal builtinto project components for improving management and manpower planning wasless well supervised and the results of efforts to improve the management andplanning of training were less successful. This was partly due to (i) poorproject preparation, of this item including a lack of clarity in defining whatprecisely was to be improved at the time of appraisal; (ii) a seeming lack ofpriority of attention accorded this objective by the NMYC, compounded by theBank, compared to the other objectives which had large hardware components;(iii) an apparent lack of monitoring of actions relating to this objective onthe part of the Bank staff during supervision and of appropriately qualifiedstaff on supervision missions, and (iv) a loss of NMYC senior staffing andorganizational dislocation at the time of, and following, the 1986 EDSArevolution when significant numbers of the few senior managers and pro-fessional planning technicians left NMYC. The recently appointed new manage-ment of NMYC in discussion with the Bank staff has recognized the highpriority of addressing the issue of sectoral institutional management abilityand - quite separately - the need for proper planning as mandated to NMYC bythe Legislative Act and the Labor Code - NMYC has taken steps to correct suchinstitutional deficiencies through an on-going process and the follow-on Bankproject.

LESSONS LEARNED

9.2 The Bank should pay attention to the staffing of supervisionmissions and ensure that appropriate skills are included. Good management ofthe institutions included in the project is a critical input to the success ofthe project and it must not be assumed that specialist educators can prepare,appraise or supervise this professional area. In this particular case, theimprovement of managerial capability and manpower planning were the projectedobjectives least successfully met. It might be considered that the TAincluded in the project to assist meeting these objectives did not have thecomplete commitment of NMYC and was a reason for the weakness of projectperformance in these areas. Field discussions however do not support thisconclusion, preoccupation with physical aspects of the project certainlydominated NMYC attention, but timely reminders and Bank support during start-

- 14 -

up and after, and particularly during the project restructuring could havekept actions to fulfill these objectives on a stronger track. Other lessonslearned included the need to identify and acquire sites early in the projectcycle, and preferably before loan signing. The same is true for the prep-aration of equipment lists and bidding documents. Finally, there is apositive lesson to be learned that emerges from the Bank's flexible approachthat led to a sensible redesigned project after its reformulation in 1987 as aresult of the Bank's understanding of the local politico-economic situation

10. Borrower Performance

Malor StrenRths and Weaknesses

10.1 Except for delay in the early phase of civil works tendering andcontracting and in procurement (resulting in four extensions of the projectClosing Date), the overall performance of the borrower was satisfactory.Minor implementation setbacks can be traced to a series of management andstaff changes in the PMU with three Project Directors in the last 4 years and'new broom' staffing reorganizations. In addition, there were teethingproblems in the PMU such as the time taken to work out financial processesespecially in withdrawal applications, opening of letters of credit, and theutilization of the Special Account.

10.2 However, it should be noted that factors outside the control ofNMYC and the PMU were main contributors to the delays in implementation.Throughout the life of the Project, Government counterpart funding was acontinuous issue and overly bureaucratic procedures, particularly in the earlyyears, hindered the speedy disposition of clearance and issuing of procurementpermits. Despite these, Project implementation in general was carried outwell. The creation of the PFC-CODA to monitor all foreign-assisted projectstremendously helped Project implementation.

LESSONS LEARNED

10.3 A key lesson is that the determination of detailed equipment listsneed to be well advanced before loan signing. Even though preliminaryequipment lists are available, equipment specifications and packaging may wellrequire additional preparation. It is easy to under-estimate the additionaltechnical work and time required to finalize lists and bidding documents andcause serious delays in procurement.

11. Proiect Relationship

11.1 The success of the Project, especially when set in the context ofthe unexpected problems (para. 3.5) and political conditions was the result ofthe amiable and effective working relationship between the Bank and the NMYC,and between the various participating agencies including NEDA, DECS and theCouncil members. The high level of staffing professionalism was exemplary.

- 15 -

12. Consulting Services

12.1 The success of the Project, particularly the training programcomponents could not have been attained without the quality of consultantinputs that were received during the Project. About 801 of consultantservices/expertise were locally acquired and mostly tapped from the privatesector. From the point of view of the Borrower, this move was very beneficialsince local experts can provide the necessary services attuned to localconditions and may improve their capabilities which remain in the country atthe service of the Borrower.

13. Prolect Documentation and Data

13.1 The original documentation for the Project was adequate. A numberof working papers, necessary for expeditious Project implementation could havebeen bound separately as an implementation tool and provide a systematicrecord as an institutional memory, useful when Project staff changed.Although project documents were usually available, retrieval was timeconsuming. During the last year of implementation, PMU decided to classifyall documents, communications and other pertinent papers which assisted theproject. The registering and locating of an accumulation of 9 years ofdocuments could have been facilitated if computerization had been introducedearlier.

- 16 -

PART II. PROJECT REVIEW FROM BORR(WUIR'S PERSPECTIVE(by NMYC)

A. ADEQUACY AND ACCURACY OF FACTUAL INFOMTIOC IN PART II

2.1 The factual data presented in Part III are both accurate andadequate for the purpose intended and were thoroughly discussed in the fieldwith Bank Missions. The data are fairly represented and should provide thereader with some insight into the strengths and weaknesses of projectimplementation.

B. EVALU&TION OF BANK'S PERFOR^MCE

2.2 Bank personnel were recognized as professional in all respects. Inparticular, they have been appreciative of the complexities of the conditionsprevailing in the country that had a bearing on the overall implementation ofthe Project. For instance, in 1987, during the project's restructuring, the

Bank showed an objective understanding of the political and economic condition

of the country. This was also true for necessary Project extensions after1986. Supervision missions were particularly useful in rendering timelyadvice and assistance on project issues, especially in project accounting anddisbursements. Communication between the Bank and the Borrower posed noproblems. Missions appeared ready with the necessary authority, to makedecisions and give advice while in the country. This greatly facilitatedexpeditious implementation.

2.3 The Bank's supervision missions provided substantial assistance tothe Project. However, they were more concerned with specific problems thatneeded to be addressed in the short term. The Borrower feels that the Bankmissions unconsciously or due to time limitations, did not view the Projectin its entirety vis-a-vis its objectives particularly in management andmanpower policy issues that affected industrial training in the longer term.This was particularly evident in components such as management, manpowerplanning, training evaluation and the establishment of a comprehensiveinformation system. These, reflecting the lack of supervision mission memberinterests and skills, were given inadequate attention. On the other hand,items such as physical infrastructure and the more visible components like the

Training Contract Scheme benefitted. Perhaps, this imbalance may beattributed to the absence of management experts and broad-based staff such aseconomists, for instance, who could review the project as a whole and itsimpact even beyond Project completion.

C. EVALUATION OF BORROWER'$S OW PERORMANCE AND LESSONS LEARNED

2.4 The Project overall, has greatly contributed to building up theNMYC's lead role in the area of skills development with its network of

training centers and industrial sector specific training components of theProject. Such prominence places the NMYC in the best position to assumemanagement of the skills development sector with improved efficiency andeffectiveness.

- 17 -

2.5 The performance of the participating institutions (NMYC, DECS,NEDA, DOLE) in Project planning and implementation was satisfactory andcompares well with other foreign-assisted projects in the country beset by thenumerous problems resulting from the political and socio-economic conditionsover the period.

2.6 The implementation of specialist assistance and fellowshipprograms, mostly concerning trainers development and in curriculum upgrading,were carried out with little or no problem. The Training Contract Scheme wassuccessfully launched with very favorable results.

2.7 Civil works and equipment procurement, especially during the firstfour years of the Project, encountered problems disrupting timetables.However, implementation through to completion was realized during the secondhalf of the Project life at a more rapid pace even though extension of projectimplementation time was necessary.

2.8 The basic problem during implementation was the scarcity ofGovernment funds common to all foreign-assisted projects in the countryresulting in implementation delays and slow disbursements. Internal fiscalprocedural controls have now been established to help speed up disbursements.With the creation of the PFC-CODA, these problems can be more closelymonitored. Procedures were also streamlined at the Central Bank and in othergovernment agencies. The experience and training of the PMU staff could stillbe further upgraded to ensure continuity during changes in administration andpersonnel turnovers.

2.9 The borrower failed to call the attention of Bank missions to theneed to review components of the Project that were being inadequately attendedto e.g.,manpower planning development and the policies development for thenational and local management of industrial training. Without necessarilyoffering any excuses, the borrower had its full attention focussed on keyadministrative requirements of the Project and completion of civil works andequipment procurement which were all time-based.

2.10 Another basic lesson learned involved the management of theProject. Having had three Project Directors and a constant turnover ofProject Staff, the fluidity of PHU operations was affected. Future Projectdesign should ptovide for continuity of Project Management Staff. As far aspossible, staff should be involved until completion.

2.11 Finally, an important lesson has been gleaned by NMYC from itsexperience in implementing civil works particularly in ensuring siteacquisition before beginning the project. Another lesson is the need forearly development of equipment specifications, essential for expeditiousprocurement.

- 19 -

PART III. STATISTICAL INQORMATION

Tab.leIL: 3s L&ATgD IBID LOANS/IDA CRRDITS

Loan/Credft Number Yer of AoorovalProject Tlh Purpose status

Crdit 349-PH 1972Second Education Improve agricultural and Industrial educaon and training by supportng two Complbd andProject rgional agricultural college. 13 agricultural high schoold. 10 regiona cled In December

manpower training anters, three teohnal Inatitute, and the training of 1978exenion personnel

Credit 2392-PHSecond Vocational Improve employment and manpower development polkohe, s_gren 1992Training ProJect NMYC and w;pnd non-ormal traning through, Inter *lla enhanoenwt of Credit signed July

private sectoer traIning capacity 3, 192

Table 32: PROJECT TIMETABLE

-------------- Dates ----------

Activity Planned Revised Actual

Reconnaissance Mission a/ 10/77Project Identification 12/78Project Brief Preparation 9/79Initiating Project Brief 3/80Preparation

Mission 1 3/80UNESCO Mission / 9/80 10/80 10-11/80Mission II 8/80Mission III 2/81

Pro-Appraisal/Appraisal Mission 12/80 11/80 4-5/81Post-Appraisal Mission 5/81 8/81 8/81Loan Negotiations 8/81 11-12/81, 4/82 4/82Board Approval 11/81 3/82, 6/82 9/82Loan Signature 10/82Loan Effectiveness 2/83 2/83 Q/Loan Closing A/ 12/87 12/88.12/89,12/90 12/90

A/ Mission undertaken within the framework of the UNESCO/World BankCooperative Programme.

I A UNESCO mission revised and put into an appraisal type report thepreparation document drafted by NMYC.

Al Project activities started in January 1982 and were funded from a realignedbudget of the Borrower.

4/ In 1986, when a new government was established, the loan was restructuredto address conditions and priorities prevailing at that time and theclosing date was extended to December 1988. Further annual extensions toDecember 1990 were granted to enable the Borrower to completa all civilworks and equipment deliveries. Final disbursement was issued in July1991.

- 20 -

Table 3.3: CUMUL&TIVE ESTINATED AND ACTUAL DISBURSEMENTS(US $ Million Equivalent)

Actual asAppraisal x of

IBRD Estimates AppraisalFY Semester August 1982 Actual a/ Estimates

1983 1st 0.42nd 0.7 0.6 86

1984 1st 1.2 2.7 2252nd 2.2 3.0 136

1985 1st 4.2 3.4 812nd 6.2 3.8 61

1986 1st 9.2 4.1 442nd 13.2 5.0 38

1987 1st 19.2 5.2 272nd 24.4 5.6 23

1988 1st 5.6 232nd 7.0 29

1989 1st 7.1 302nd 9.2 38

1990 1st 10.2 422nd 12.0 49

1991 let 12.8 522nd 14.9b/ 61

1992 1st 14.9c/ 61

a/ In 1987, at the request of the Borrower, a cumulative amount of US$ 8.0million equivalent was cancelled and the loan amount was reduced to US$16.4 million equivalent. In July 1991 an additional amount of US$ 1.5million was cancelled due to cost savings.

k/ US$ 14,905,346.10 includes overdraft of US$ 33,568.47.

./ Final cumulative disbursements after refund US$ 14,871.777.63 equivalent.

.*@ .S .. .. . ..... --- ---~~~~ - 0 40

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6 . . .... -_ . . .

, ; , .. j - -, - -- -- .

0 ~ ~ ~ ~ ~ ~ ~ ~~ ......... . .. . -- 9-4 . . . . . . . . - -

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1% . . . 4 - -~~~... .. ..

4 4 * *~~~~~~~~~~.. . .. . . -n -i co C4 1* 4 4 I

. . . . . . . . . . . . .. . . .-

- 22 -

Table 3.4: PROJECT IDPLEMKNT&TION - PLAMUD AND ACTUAL DATESOF CCMPOUKUTS (Civil Works and Equipment)

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MOTHS OF

DELAY

CIVIL WORKS

1. NEW RMTCs1. Tuguegarao October 1986 Novemrber 28, 1986 12. Tacloban October 1988 January 30, 1989 33. Cagayan de Oro February 1988 March 28, 1988 14. Zamboanga November 25, 1988 ApriL 4, 1991

11. REGIONAL REHAB1. La Union

Phase I December 1987 December 1987Phase 11 September 1989 Noveffber 1989 2

2. BatangasPhase I November 1987 Novenber 1987CO #1 ApriL 1988 JuLy 15, 1988 3Phase 11 November 1988 November 8, 1988 -

3. GuiguintoPhase I December 1987 Decefber 10, 1987Phase 11 October 1988 November 20, 1988 15 DaysPhase III April 1989 March 1989 (+) 1

4. MarivelesPhase I February 1988 March 1988 1Phase 11 May 1989 Jure 1989 1

5. PiliPhase I February 1989 March 1989 1Phase 11 September 1989 March 1990 6

6. TalisayPhase I February 1988 Jure 20, 1988 4Phase 11 April 1989 February 1989 (+) 2

7. ILoiloPhase I March 1988 April 1988 1Phase 11 April 1989 February 1989 (+) 2

S. CebuPhase I March 1988 March 1988Phase 11 April 1989 February 1989 (+) 2

9. CotabatoPhase I may 1988 Jure 1988 1Phase 11 April 1989 April 1989 -

10. DavaoPhase I June 1988 JuLy 1988 1Phase 11 April 1989 May 1989 1

11. IliganPhase I Jurw 1988 July 1988 1Phase 11 Septenber 1989 December 1989 3Phase III February 1991Water System December 1990 February 1991 2

12. Tuguegarao October 1989 October 8, 1989 -

- 23 -

Table 3.4: PROJECT IMPLEMNTATION - PLANNED AND ACTaAL DATESOF COMPONENTS (Civil Works and Equipment) Contin.

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MONTHS OFDELAY

111. NEW DORMITORY1. La Unfon May 1988 September 1988 42. Batangas July 1988 August 1988 13. Pili April 1988 JuLy 1988 34. lLoito March 1988 May 1988 25. Cebu February 1988 May 1988 36. Davao March 1988 September 1988 67. Cotabato February 1991

IV. NEW PMTCs1. Abra ApriL 1990 May 1990 12. Ifugao April 1990 December 1990 83. Kalinga-Apayao April 1990 July 1990 34. Mt. Province April 1990 10X completed

V. NEW RMDO1. San Fernando, December 1989 January 8, 1990 15 Days

Paipanga2. Cotabato October 1989 January 1990 33. Cagayan de Oro November 1989 January 29, 1990 24. Davao October 1990 December 19905. Baguio City December 1990

VI. TAGUIG REHAB1. Training Room May 1987 May 25, 1987 -2. Perimeter Fence July 1987 February 1988 73. Water Proofing January 1988 February 15, 1988 15 Days4. Adnin Building

(1st & 7th) February 1990 February 19905. Admin Building

(2nd to 6th) December 1989 December 19896. NSTC Complex December 1989 December 1989 -7. NSTC Canteen Rehab March 1988 May 1988 28. NMYC Dormitory March 1988 May 15, 1988 29. Elevators August 1989 April 16, 1989 (+) 410. ACU System January 1990 January 1990 -11. Water Proofing January 1990 January 1990 -12. Powerhouse March 1990 December 1990 913. Auditoriumn ACU May 9, 1989

- 24 -

Table 3.4: PROJECT IMPLEMENTATION - PLANNED AND ACTUAL DATESOF COM5PONENTS (Civil Works and Equipeant) Contin.

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION OMTHS OF

DELAY

EQUIPMENT

I. LOCAL PROCUREMENT

1. LCB 3 (Micro January 1988 August 1988 7Conputer System)

2. LCB 4 (TooLs & October 1988 February 1988 4Equipment forCagayan de Oro,Tacloban, Zamboanga)

3. LCB 5 (Elevators) December 1988 September 1988 (*) 34. LCB 6 (Auditorium, GITP October 1988 November 1988 1

Council Room, NSTC FunctionRoom & Computer Room ACUs)

5. LCB 7 (Furniture for RMTC June 1989 September 1989 3Cagayan de Oro, Taclobanand Zamboanga)

6. LCB 8 (NSTC Water Pump/ March 1988 August 1988 5Iligan Water System)

7. LCB 11 & 12 (Vehicles & December 1989 June 1990 5Mobile Equipment)

8. LCB 13 (Transformers for March 1989 July 1989 4Tacloban & Zamboanga)

9. LCB 14 (Admin Bldg. Aircon) October 1989 January 1990 310. LCB 15 (Computers Phase 11) August 1988 October 1988 211. LCB 16 (Supply & Delivery July 1989 2

of Various Office Eqpt./Various Engine for June 1990 December 1990 6RMTCs and NSTC)

12. LCB 17 (Rehab of Standby September 1990 March 1991 6Generator)

13. LCB 18 (Rehab of Auditoriun September 1990 March 1991 6Lighting)

14. LCB 19 (Various Tools/Eqpt. September 1990 September 1990 -for CAR PMTC/RMTC, NSTC)

15. LCB 20 (Furniture for CARPMTCs and RMTC CAR)

16. LCB 21 (Various Spare Parts) December 1990 April 1991 417. LCB 24 (Communication Eqpt.) January 1991 March 1991 218. LCB 25 (Office Furniture,

Rugs, & BLinds)19. LCB 26 (Rehab of NMYC May 1990 June 1990 1

Ackin. Water Pump)20. LCB 27 (Various Training March 1991 April 1991 1

Equipment)21. LCD 28 (Emergency Lighting April 1990 May 1990 1

System for NMYC Acdin.BuiLding)

22. LCB 29 (Vehicles JuLy 1990 September 1990 2

Fiber Glass Body)23. LCB 30 (Airconditioning July 1990 July 1990

Units)24. LCB 31 (Office and December 1990 March 1991 3

Sports Equipment)

- 25 -

Table 3.4: PROJECT IMPLEMENTATION - PLANNED AND ACTUAL DATESOF COMPONENTS (Civil Works and Equipment) Contin.

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MONTHS OF

DELAY

II. INTERNATIONAL PROCUREMENT

1. ICB 2 & 3 (TooLs & Eqpt. March 1987 August 1987 5for Trade WorkshopCourse)

2. ICB 4-A (Toots & Eqpt. August 1988 December 1988 4for RMTC Tuguegarao)

3. ICB 4-B CANCELLED4. ICB 4-C (Audio-Visual Eqpt.) June 19885. ICB 5 (Tools & Eqpt. for September 1988 October 1988 1

RMTCs Cagayan de Oro,Tacloban & Zamboanga)

6. ICB 6-A & B ( Tools & Eqpt. February 1990 February 1990 -for NSTC & ExistingRMTCs)

7. ICB 7 (Trade Testing Eqpt.) December 1989 February 1990 28. ICB 8 (TooLs & Eqpt. for October 1990 October 1990 -

CTCs & CAR)9. ICS 9-A (Audio Visual October 1990 December 1990 2

Equipment)10. ICB 9-B (Computers) October 1990 November 1990 111. ICB 9-C (Printing Eqpt.) October 1990 November 1990 112. ICB 10-A (Various Training November 1990 ApriL 1991 5

Equipment)13. ICB 10-B (Compact MobiLe November 1990 March 1991 4

Unit)

PACKAGE I & III (Tools & Ecpt. April 1991 ApriL 1991for New PMTCs, & TooLs/Eqpt.for Unawarded ICBs for RMTCs)

PACKAGE II (Toots & Eqpt. December 1990 Decemebr 1990Furnitures for Hotel &Restaurant SpecializedCenter)

INC 1 SuppLy of Various Sewing May 1988 May 1988Machine "Juki"

INC 2 Various Juki Equipment August 1989 August 1989for GITP

INC 3 Various Spare Parts for ApriL 1990 ApriL 1990Juki Sewing Machine

- 26 -

Table 3.5: PROJECT COSTS(USs million)

Category Appraisal Estimates Revised !/ Final a/(August 1982) (October 1987) (July 1991)

Local Foreign Total Local Foreign Total Local Foreign Total

Civil Works & 4.1 2.0 6.1 2.4 1.0 3.4 3.2 1.6 4.8Professional Services

Furniture, Equipment 0.2 8.7 8.9 0.5 7.6 8.1 0.5 6.5 7.0and Materials

Technical Assistance 0.7 1.5 2.2 0.8 1.6 2.4 0.6 1.4 2.0(foreign and local)

Expenditures under 10.1 0.0 10.1 11.1 0.0 11.1 9.2 0.0 9.2Part B.1, includingtuition, stipends andstaff allowances

Contingencies 9.1 4.9 14.0

Unallocated 0.7 0.8 1.5

Front Fee 0.0 0.4 0.4 0.0 0.4 0.4 0.0 0.4 0.4

TOTAL 24.2 17.5 41.7 15.5 11.4 26.9 14.2 9.9 23.1

I/ Physical and price contingencies are included.

Table 3.6: PROJECT FIKANCING(USS million)

Category Planned at Appraisal Revised Final(August 1982) (October 1987) (July 1991)

GOP IBRD Total GOP IBRD Total GOP IBRD Total

Civil Works & 4.5 3.0 7.5 2.5 0.9 3.4 2.7 1.8 4.5Professional Services

Furniture. Equipment 1.5 9.6 11.1 1.1 7.0 8.1 0.9 6.1 7.0and Materials

Technical Assistance 0.0 2.9 2.9 0.0 2.4 2.4 0.0 2.0 2.0(foreign and local)

Expenditures under 6.5 6.5 13.0 6.2 4.9 11.1 4.6 4.6 9.2Part B.1, includingtuition, stipends andstaff allowances

Unallocated 4.8 2.0 6.8 0.7 0.8 1.5

Front End Fee 0.0 0.4 0.4 0.0 0.4 0.4 0.0 0.4 0.4

TOTAL 17.3 24.4 41.7 10.5 16.4 26.9 8.2 14.9 23.11/ !

j/ In 1987, a cumulative amount of US$ 8.0 million equivalent vas cancelled at the request of the Borrower./ In July 1991, an additional amount of US$ 1.5 million equivalent was cancelled due to cost savings.

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Table 3.7: PROJECT RESULTSA. DIRECT BENEFITS OF PROJECT

ESTIMATED AT:INDICATORS

APPRAISAL/ CLOSING DATERESTRUCTURING

No. of Workers trained under the Training 76,150 125,666Contract Scheme

No. of Apprentices/out-of-school youth 25,000 23,629trained (basic) under the TrainingContract Scheme

No. of adult workers trained (upgrading) 28,000 42,135under the Training Contract Scheme

No. of supervisors/foremen/trainors 23,150 51,669traired including technicians trainedunder the Training Contract Scheme

No. of trade instructors (NMYC) trained/ 106 129upgraded

No. of training modules/learning elements 448 800developed

No. of trade skills standards deveLoped 42 200

No. of workers tested 91,400 209,022

No. of workers certified 91,400 96,203

No. of trainees provided placement 49,399 42,888services

No. of trairwes (zero skills)/trainers 15,260/ 11,101/trained in GITP 338 294

No. of persons trained/enterprises 4,300/ 3,187participated in EDTP 660 455

No. of persons trained in the CTCs 27,820

No. of trainees reoriented in value 140,000 167,337development (Vocational Guidance)

No. of trainers (NMYC) trained 412

- 28 -

Table 3.7: PROJECT RESULTS (Contin.)B. PROJECT STUDIES/PAPERS/HANDBOOKS/PUBLICATIONS

SUBJECT/TITLE PURPOSE AS DEFINEDAT APPRAISAL STATUS IMPACT OF STUDY

Concept for Manpower Assess developments Completed Served as basis inTraining in the Hotel in the industry and the development of& Restaurant Industry define quantitative the sectoral train-in the Philippines. and qualitative ing plan for the

manpower needs of Hotel and Restaurantthe Sector. Industry.

This is NMYC. NMYC Corporate Hand- Completed Reference for event-book and agency ual reorganizationCorporate philosophy/ of the Secretariat.plan.

Project Management Provide General Completed Served as basis forAccounting and Guidelines for Pro- Project accountingMonitoring Manual for ject Management and monitoring.NMYC-UB Vocational acceptable to bothTraining Project NMYC and the Bank.Volume 1-3.

Model Trade Standard Serve as model for CompLeted Generally utilizedwith Training Recomn- the development of with modifications.mendation, Trainers trade standards.Guide and Trade Tests.

Master Plan on Serve as Master Completed AppLications under-Manpower Planning; Plan for the imple- 3/84 going furtherTechnical Papers, mentation of the studies.Data Base and manpower planningSimulation Model. component.

Training Contract Evaluation of TCS in Completed Served as guidelinesScheme Evaluation terms of procedures 3/84 for policy decisionsReport with Opera- and administration.tional Manual forField Evaluation,Manual for review andprocessing of train-ing proposals, andhandbook.

Impact Evaluation Assess the level of Coirpleted Under-going review/Study of the Training achievement and impact 7/90 validation.Contract Scheme. to productivity.

Preventive Mainte- Serve as guide for Completed Undergoing up-nance Reference maintenance opera- 7/83 dating/review.Manual. tions equipment and

facilities.

MIS and Computeriza- Introduction of a Completed Undergoing up-tion Program. Data Base System for 7/87 dating/review.

NMYC.

Documentation of Document proceedings/ Completed CirculationProceedings of outputs of workshop 12/90 acceptable.National Supervisory to serve as reference/Development Workshop training guide for TCS

programs.

- 29 -

Table 3.7: PROJECT RESULTS (Contin.)B. PROJECT STUDIES/PAPERS/HANDBOOKS/PUBLICATIONS

SUBJECT/TITLE PURPOSE AS DEFINEDAT APPRAISAL STATUS IMPACT OF STUDY

Profile of NMYC Present aspects of Conploted For reference/policyTraining Center. internal operations, 1987 decision.

course content andquality teachingmethod, etc.

Skillstech Journal Quarterly publica- 4 quarterly Circulation accept-tion on HRD issues. issues able.

published1985

HRD Yearbook Yearbook on HRD 1985 Circulation accept-issues. able.

- 30 -

Table 3.8: COMPLIANCE WITH LOAN COVENANTS

SECTION/COVENANT STATUS OF COMPLIANCE

3.06 Borrower shall, with regards to the Complied with forSector Specific Training Scheme, cause 1984-1985, no-complianceNMYC to furnish to the Bank for its for 1986 and henceforth.review and approval, commencing on orbefore April 1, 1983 and by eachApril 1 thereafter, the Sectors arnualtraining action plans for the followingyear, which shall include a list oftraining entities satisfactory to the Bank.

3.07 Borrower shall furnish to the Bank Evaluation report receivedfor its review and comments, June 1984, on Sectorevaluation reports on the Sector Specific Training Scheme.Specific Training Scheme and the Impact Evaluation completed.Pilot Rural Mobile Training Scheme.

3.08 Borrower shall implement a program of In full compliance.incentives for the retention ofStaff at NMYC.

3.09 Borrower shall cause NMYC Staff in Complied with by the creationthose Units responsible for industrial of the Industry Manpower Officemanpower development and trade skills in 1985 and NISD Skillsstandards to be increased in numbers. Standards Division in 1986.

3.10 Borrower shall cause NMYC to maintain In full compliance.at each existing training centerand to establish within six months ofthe date of commissioning of each newtraining center an advisorycommittee to the training center.

4.02 (a) Borrower shall maintain In full compliance.records adequate to reflect theoperations, resources and expenditures.

4.02 (c) Borrower shall:

(i) have the accounts for each In full compliance.fiscal year audited byindependent auditors.

(ii) furnish to the Bank a In full compliance. Submittedcertified copy of the to the Bank for 1983-1989.report of such audit.

4.03 Borrower shall cause the works and In full compliance.facilities to be operated andmaintained in accordance with soundadministrative, financial andeducational policies and practicesand shall provide resourcesrequired for the purpose.

- 31 -

TABLE 3.9: BAKn MSSICNS

A. THROUGH BOARD APPROVAL p/

Mission Month/ No. of No. of SpecializationYear Persons Staff Represented /

Days

Reconnaissance 10/77 1 5 EP

Identification 12/78 2 15 EP, TE

Preparation 9/79 3 40 EP, TE, E

3/80 3 8 TE. E. EP

8/80 2 16 TE, E

2/81 1 4 E

Pre-appraisal/ 4-5/81 2 52 TE, EAppraisal

Post-appraisal 8/81 2 16 TE

B. SUPERVISION a/

Supervision Month/ No. of No. of Specialization Over-all Types ofMission Year Persona Staff Represented k/ Status Problems

Days

1 11/82 1 4 E 1

II 4/83 1 4 TE 2 Financial

II 8/83 1 1.5 TE 2 Financial

IV 3/84 2 14 TE, GE 2 Financial

V 7/84 3 9 TE, LO, E 2 Financial

VI 3/85 1 2 TE 2 Financial

VII 8/86 1 3 TE 2

VIII 10/86 1 15 TE 2

IX 4/87 3 12 TE, A, E 2

X 6/87 1 7 TE 2 Implemen-tation

XI 3/88 1 3 TE 2 Implemen-tation

XII 10/88 2 20 TE, E 2 Implemen-tation

XIII 2/89 1 17 TE 2 Implemen-tation

XIV 10/89 2 20 TE. E 2

XV 3/90 3 13 TE. E, GE 2

a/ Data taken from mission terms of reference, aide-memoires, back-to-office reports, and supervisionreports.

Ji X:D Education Planner; TX: Technical Educator; R: Economist; GX: General Educator; LO: Loan Officer;A: Architect.

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ANNEX APage 1 of 44

BRIEF DESCRIPTION AND SIMIARYOF ACCOMPLISHMENT OF PROJECT

COMPONENTS' 1982-1990

1. TRAINING INYRASTRUCTIJIE

1.1 CIVIL WORKS

Under the original civil works targets, four (4) new PMTCs were to beconstructed to complete the existing network of training centers establishedfrom the period 1969-1979 through the assistance of UNDP/ILO and IBRD CreditNo. 349-PH. Likewise included is the construction of a Construction IndustryTraining Center and two (2) Trade Testing Centers. The completed new ENTCsare shown in Table 1.1.

Table 1.1: REGIONAL MANPOWER TRAINING CENTERS (RMTCs)

PROJECT LOCATION/REGION COMPLETION DATE COST (P)

RHTC Tuguegarao Carig, Tuguegarao, Cagayan November 1986 13,600,000.00Region II-Cagayan Valley

RHTC Cagayan de Oro Tagoloan, Misamis Oriental March 1988 3,924,156.10Region X-NorthernMindanao

RMTC Tacloban Tacloban, Leyte January 1989 9,301,215.00Region VIII-Eastern Vizayaa

RMTC Zamboanga Zamboanga City, April 1990 12,678,478.69Region IX-Southern Mindanao

When the Project was restructured in 1986, certain revisions were made inthe civil works targets. The RMTC design were simplified, the proposed CITCand Trade Testing Centers were canceled and with the savings generated fromsuch modifications, were rechanneled to the construction of an additional RMTCand four (4) PMTCs in the Cordillera Administrative Region, a newlyestablished political subdivision in Northern Luzon. However, theconstruction of RMTC Baguio was deferred because of the 1990 earthquake that

'Components are presented in accordance with the RestructuredProject. Some of the components identified in the original project wereincorporated, revised and/or renamed during restructuring. The rest, moat ofwhich were either deferred, modified and/or completed prior to restructuring.are likewise aptly described in this Annex.

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ANNEXAPage 2 of 44

physically damaged the area. In its place, a Regional Office was constructed.The four (4) PMTCs are shown in Table 1.2.

Table 1.2: PROVINCIAL MANPOWER TRAINING CENTERS (PMTCs)

PROJECT LOCATION/REGION COMPLETION DATE COST (P)

PMTC Abra Pidigan, Abra May 1990 1,429,956.00

PMTC Kalinga-Apayao Tabuk, Kalinga-Apayao July 1990 1,326.707.05

PMTC Ifugao Lagawe, Ifugao December 1990 1,305,000.00

PMTC Mt. Province Sabangan, Mt. Province Started as of 1,320,096.65April 30, 1991

With the Savings as a result of the cancellation of RMTC Baguio, two (2)additional PMTCs have been constructed and one (1) existing structurerehabilitated to be used as PMTC (Table 1.2a).

Table 1.2a: ADDITIONAL PROVINCIAL MANPOWERTRAINING CENTERS

TITLE LOCATION/REGION COMPLETION DATE COST (P)

PMTC Laguna Calamba, Laguna April 1991 1,434,746.70

PMTC Zambales Iba, Zambales April 1991 1,513,063.00

PMTC Cavite Trece Martires, Cavite April 1991 350,000.00(Rehabilitated)

The cancellation of CITC and TTCs during Project restructuring enabledNMYC to rechannel funds for the rehabilitation of the existing RMTCsconstructed more than ten (10) years ago (Table 1.3), construction of newdormitories (Table 1.4) as well as new RMDOs (Table 1.5) and therehabilitation/site development of the Central Office in Taguig (Table 1.6).

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ANNEX APage 3 of 44

TabLe 1.3: REHABILITATION OF EXISTING RMTCs

PROJECT LOCATION/REGION COMPLETION DATE COST (P)..... u..s.ssuu.ns s.uncssn.Wzs5s=tM=Su==ss.SS.u-s=S*SS UflBSfl*UUUU*U- -SU -SUUSS.RMTC La Union San Fernando, La Union November 1989 922,000.00(Phase I & 11)

................................................................................

PROJECT LOCATION/REGION COMPLETION DATE COST (P)

RMTC Batangas Batangas City November 1988 1,194,197.50(Phase I, II & III)

RMTC Guiguinto Tabang, Guiguinto, Bulacan November 1988 1,720,526.40(Phase I, II & III)

RMTC Mariveles Mariveles, Bataan June 1989 869,818.92(Phase I & II)

RMTC Pilf San Jose, Pili, March 1989 1,662,571.00(Phase I & 11) Camarines Sur

RMTC Tatisay TaLisay, Negros OccidentaL February 1989 343,300.60(Phase I & 11)

RMTC Itoilo ItoiLo City February 1989 377,134.68(Phase I & II)

RMTC Cebu BaniLad, Cebu City February 1989 858,176.00(Phase I & 11)

RNTC Cotabato Cotabato City April 1989 718,776.77(Phase I & II)

RhTC Davao Buhisan, Tibungco, May 1989 823,549.86(Phase I & 11) Davao City

RMTC lLigan Ma. Cristina, Iligan City December 1989 1,223,230.50(Phase I & II)

(Phase 1II) February 1991 333,840.00

Water System February 1991 450,000.00*az 5=zxsB5*uwwuU SUSz=zz US= SSz SS= UUUf==l*-S 3*zzaamazzzSUsausSS*BUUSfalUass

- 36 -

ANNEX APage 4 of 44

Table 1.4: NEW DORMITORIES

PROJECT LOCATION/REGION COMPLETION DATE COST (P)

RMTC La Union San Fernando, La Union September 1988 357,000.00

RMTC Batangas Batangas City August 1988 495,500.00

RMTC Pili San Jose, Pili, July 1988 437,471.00Camarines Sur

RMTC Iloilo IloiLo City May 1988 458,886.00

RMTC Cebu Banilad, Cebu City May 1988 438,975.00

RMTC Davao Buhisan, Tibungco, September 1988 457,795.00Davao City

RMTC Cotabato Cotabato City February 1991 132,000.00

Table 1.5: NEW REGIONAL MANPOWER OFFICES (RMDOs)

PROJECT LOCATION/REGION COMPLETION DATE COST (P)

RMDO III San Fernando, Pampanga January 1990 899,765.00

RMDO XII Cotabato City January 1990 1,000,000.00

RMDO X Cagayan de Oro City January 1990 910,305.13

RMDO Xi Davao City January 1990 1,000,000.00

RMDO CAR Baguio City December 1990 1,731,338.09

Table 1.6: REHABILITATION OF CENTRAL OFFICE BUILDING/SITE DEVELOPMENT TAGUIG

MZX--S=Z -Z--s-S----t--= --= s-s--ZZZZ-ZUU333=u=UUEU zuU3 su3z3U

PROJECT COMPLETION DATE COST (P)==sssssSZ======--sEZSzoaUSu=Z=flS-USZSUSS=S====ssz==S==*3333553ss

Training Room May 1987 198,198.00Perimeter Fence February 1988 720,720.00Waterproofing January 1988 1,461,820.71Adninistrative Building

1st 8 7th Floors February 1990 2,041,231.752nd - 6th Floors December 1989 2,522,601.30

NSTC Complex December 1989 4,192,163.40NSTC Canteen May 1988 121,051.40NMYC Dormitory May 1988 485,522.00Site Development & Related 80X as of 6,830,992.371

Works (IncL. Dormitory) April 1991 C.O. 779,300.14

'Burned on August 1988 and reconstructed as part of SiteDevelopment and Related Works.

- 37 -

ANNEX APage 5 of 44

1.2 EQUIPMENT/FURNITURE

The Project furnished and equipped all four (4) new RMTCs, six (6) newPMTCs and additional training and trade testing equipment for the existingRMTCs including the NSTC at the Central Office. Additional equipment such asmicro-computers, audio-visual equipment and other necessary instruments/handtools were likewise provided to support manpower planning, curriculumdevelopment and other related training activities. These equipment/furniturewere procured thru International Competitive Bidding (ICBs) as shown in Table1.7 and rest procured locally (LCBs) as shown in Table 1.8.

Table 1.7: EQUIPMENT/IANDTOOLS/FURNITURE PROCUREDTHRU INTERNATIONAL COMPETITIVE BIDDING (ICB) ANDINTERNATIONAL NEGOTIATED CONTRACT (INC)

COMPLETION OF COST IN QUOTEDICB NO. DESCRIPTION DELIVERY CURRENCY

3UUnU..U US UU.UUUU3U..UUU3UU3UU332...................................S .. , U =_.. 3 n UICB I (Repackaged)

[CB 11 & III Tools & Equipment August 1987 USS