Philippines - Vocational Training Project

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 Division Country Department I East Asia and Pacific Regional Office This document has a restricted distribution and may be used bv recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.  COUNTRY EXCHANGE RATES Currency Unit : Peso (P) Appraisal Year 1982 1 US$1.00 - P 8.30 Intervening Years 1983 i US$1.00 - P 11.11 1984 US$1.00 - P 16.69 1985 US$1.00 - P 18.61 1986 US$1.00 = P 20.39 1987 US$1.00 - P 21.00 1988 a US$1.00 - P 21.25 1989 X US$1.00 - P 22.28 Completion Year 1990 X US$1.00 - P 28.00 LIST OF ABREVIATIONS ADB - Asian Development Bank ATIBFI - Apparet and Textile Industry Board Foundation Inc. BEMS - Building and Equipment Maintenance System BOI - Board of Investments CALABARZON - Cavite - Laguna - Batangas - Rizal - Quezon CAR - Cordillera Administrative Region COA - Commission on Audit CONGER - Confederation of Garments Exporters in the Philippines CTC - Community Training Center CTP - Community Training Program CITC - Construction Industry Training Center DPM - Department of Budget and Management DECS - Department of Education, Culture and Sports DILP - DOLE integrated Livelihood Program DOLE - Department of Labour and Employment DPWH - Department of Public Works and Highways EPTS - Enterprise-Based Training System EDTP - Entrepreneurship Development Training Program FAS - Fiscal Agency Service FOREX - Foreign Exchange GBAP - Garments Business Association of the Philippines GITP - Garments Industry Training Program GOP - Government of the Philippines GTEB - Garments and Textile Export Board HRD - Human Resources Development HRSTC - Hotel and Restaurant Specialized Training Center lCB - International Competitive Bidding ILO - International Labor Organization INC - International Negotiated Contract INFODOS - Information and Documentation System ISDP - Industry Specific Development Program LC - Letter of Credit LCB - Local Competitive Bidding LMYC - Local Manpower and Youth Committee MAC - Manpower Advisory Committee MIS - Management Information System NEDA - National Economic and Development Authority NISD - National Institute for Skills Development NMYC - National Manpower and Youth Council NGO - Non-Government Organization NSTC - National Skills Training Center PCR - Project Completion Report PFC-CODA - Project Facilitation Committee - Committee on Official Development Assistance PLACER - Placement Assistance Center PMTC - Provincial Manpower Training Center PHU - Project Management Unit RMDO - Regional Manpower Development Office RMTC - Regional Manpower Training Center TCS - Training Contract Scheme TREND - Training for Rural Enterprise Development TTS - Trade Testing Station VET - Vocational Education and Training VTP - Vocational Training Project WA - Withdrawal Application WB - World Bank YESDEV - Youth Entrepreneurship and Self-Employment Development FISCAL YEAR OF BORROWER January 1 to December 31  FOR OFFICIAL USE ONLY THE WORLD BANK Washington, D.C. 20433 U.S.A. Office of Director-General Operations Evaluation September 18, 1992 MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT SUBJECT: Project Completion Report on Philippines Vocational Training Proiect (Loan 2200-PH) Attached, for information, is a copy of a report entitled "Project Completion Report on Philippines Vocational Training Project (Loan 2200-PH)" prepared by the East Asia and Pacific Regional Office with Part II of the report contributed by the Borrower. No audit of this project has been made by the Operations Evaluation Department at this time. Attachment This document has a restricted distribution and may be used by recipients only in the performance of their 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 . . . . . . . . . . . . . . . . . .1 3. Project Objectives and Description . . . . . . . . . . . 3 4. Project Design and Identification . . . . . . . . , . . 7 5. Project Implementation . . . . . . . . . . . . . . . . . 7 6. Major Results of the Project . . . . . . . . . . . . . 10 7. Management of Industrial Training . . . . . . . . . . 11 8. Project Sustainability .... . . . ...... . . . 12 9. Bank Performance .... . . . . . ...... . . . . 13 10. Borrower Performance .... . . . .. ..... . . . 14 11. Project Relationships .... . . . . ..... . . . 14 12. Consulting Services .... . . . . ...... . . . 15 13. Project Documentation and Data . . . . . . . . . . . . 15 PART II. Prolect Review from Borrower's Perspective A. Adequacy and Accuracy of Factual Information in Part III 16 B. Evaluation of Bank's Performance . . . . . . . . . . . 16 C. Evaluation of Borrower's own Performance and Lessons Learned. . . . . . . . . . . . . . . . . . . 16 PART III. Statistical Information 3.1 Related IBRD Loans/IDA Credits . . . . . . . . . . . . 19 3.2 Project Timetable . . . . . . . . . . . . . . . . . . 19 3.3 Cumulative Estimated and Actual Disbursements . . . . 20 3.4 Project Implementation . . . . . . . . . . . . . . . . 22 3.5 Project Costs . . . . . . . . . . . . . . . . . . . . 26 3.6 Project Financing . . . . . . . . . . . . . . . . . . . 26 3.7 Project Results . ................. 27 3.8 Compliance with Loan Covenants . . . . . . . . . . . 30 3.9 Bank Missions.. .............. 31 ANNEXES ANNEX A - Brief Description and S-maary of Accomplishment of Project Components 1982-1990 ANNEX B - Organizational Structure of the Project Management Unit ANNEX C - Summary of Staffing Complement, Project Management Unit This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization.   - i - PROJECT COMPLETION REPORT PHILIPPINES VOCATIONAL TRAINING PROJECT (LOAN 2200-PH) PREFACE This is the Project Completion Report (PCR) for the Vocational Training Project, for which a loan in the amount of US$ 24.40 million equivalent was approved on 21 September 1982. On 15 October 1987, US$ 8.0 million equivalent was cancelled at the request of the Government of the Philippines. The accounts were closed on 2 July, 1991, nearly five years after the original closing date. The final disbursement was made on 2 July, 1991 at which time, US$1.53 million equivalent remained undisbursed and was cancelled. The Preface, Evaluation Summary and Part I of this report were prepared by the Bank's Population and Human Resources Division, Country Department I, East Asia and Pacific Regional Office, based on a review of Staff Appraisal Report No. 3750b-PH of August 26, 1982; the Loan Agreement of October 28, 1982, and its subsequent amendments; project files, including Bank supervision reports and internal memoranda; and the Borrower's PCR submitted by the National Manpower and Youth Council in December 1990, and revised in 1991. Key parts of the Borrower's Report are included as Part II and Annexes of this Report. Bank staff involved in the project's supervision were also consulted, and discussions were held with Government officials on the report in the course of processing a follow-up vocational training project. The East Asia and Pacific Regional Office wishes to express its appreciation to the Government and, in particular, NMYC staff for their contributions to this report.   - iii - PROJECT COMPLETION REPORT PHILIPPINES VOCATIONAL TRAINING PROJECT (LOAN 2200-PH) EVALUATION SUMMARY Obiectives The project was originally designed to support the Government's industrial development program by addressing major policy, management and training issues affecting industrial training through its major training agency the NMYC. These issues included the development of the institutional capability of NMYC through (i) improved managerial capability; and, for (ii) manpower planning; (iii) the planning and rationalizing of training (at craftsmen level and below) to avoid overlapping and duplication of effort; (iv) expanding training places; (v) introducing flexibility in the length of training courses for improved cost-effectiveness; (vi) engaging employers in planning, organizing and undertaking training and expanding tailor-made courses for identified skill groups; (vii) improving the quality of training; and (viii) strengthening quality control through the development of a national system 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 training scheme; (b) Expand training facilities and establish an equipment maintenance service; Trade Testina and Certification (a) Develop additional training standards and a data bank of trade tests; and (b) Establish trade testing facilities. Implementation Experience The project was to be implemented in four years from 1983 to 1987 with the loan closing date originally scheduled for December 31, 1986. The project encountered implementation delays and required four extensions amounting to over four years to July 2. 1991 before the loan was closed. The project's slow pace of implementation was due mainly to national and political difficulties including budget constraints and site acquisition problems, predominantly outside the control of NMYC. Project performance improved  - iv - 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 nearly nine 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. This was 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 of appraisal; (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 few senior managers and professional planning staff left NMYC. The recently appointed 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 the Legislative Act and the Labor Code - NMYC has taken strong steps to correct such 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  -v - the Bank during implementation, particularly with the prevailing national poor economic performance and political instability, was a major contribution to its success. These points constitute positive lessons learned for the future. Other findings and lessons learned include the need to ensure site acquisition as early as possible in the project cycle and evaluate procurement procedures. Finally, that the Bank should pay attention to the staffing of supervision missions 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 Project Loan 2200 - PH RVP Unit East Asia and Pacific Regional Office, Country Department I Country Philippines Sector : Education Subsector Technical and Vocational 2. Prolect BackRround Sectorial Objectives : Industrial Development Strategy and Manpower Requirements 2.1 The manufacturing sector in the Philippines at the time of Project Appraisal 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 about 75% of the total manufacturing output. In 1975, more than 70Z of manufacturing value added and 65% of manufacturing employment were concentrated in the Metropolitan Manila area. Small and medium scale industries (employing two thirds of the manufacturing work force but producing less than 5% of total manufacturing output) were generally characterized by low labor productivity. Employment creation had been slow because of the relatively low growth rate of the industrial sector. Employment in manufacturing expanded at an average annual rate of about 3% between 1975 and 1980, creating approximately 50,000 jobs per annum but absorbing less than one-tenth of the annual increase in the labor force. 2.2 The Government's industrial development strategy, as outlined in the Five-Year Development Plan (1978-1982) and the Industrial Development Strategy for the same period, sought to enhance the development of industry and accelerate employment generation particularly in small-and-medium-size enterprises. However, progress had been constrained due to a lack of experienced entrepreneurs, craftsmen and semi-skilled workers. The Government began a major industrial reform program, under which employment in manufacturing was expected to increase by 4.8% per annum . At this rate, the manufacturing sector was expected to generate an average of 100,000 new jobs annually during the 1980's and account for about one sixth of the total  -2- national job creation. The success of these measures called for the availability of a commensurate supply of adequately trained skilled manpower. 2.3 The Labor Force and Employment. In the 1970's the working age population had grown by 3.5% per year, considered as one of the highest rates in Southeast Asia. According to the National Development Plan, the population entering the labor force would cause it to grow, between 1980 and 1986, by some 4 million, from 17.6 million to 21.6 million, and calling for the creation 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 which severely depleted the skilled workforce and accounted for about three quarters of the total manpower exported (over 266,000) from 1975 to 1980. These losses posed problems affecting quality and competitiveness for local industry. The Government recognized that efforts to organize specialized, non-formal training were required for industry, particularly for the key construction sector which was hardest hit, and also for other important industries such as metals, engineering and wood products, all increasingly affected by the export drain of skilled workers. 2.5 Skills Requirements. The average skill level of the labor force was very low. In the 1975 population census, only 8% of the labor force was registered as having undergone any form of formal or non-formal vocational education or industrial training at the technician level and below. By 1980, an estimated 11% of the labor force had undergone skills training, however, of these only 0.5 million (3%) possessed industrial skills even though demand was increasing. Vocational Education and Training (VET) 2.6 The growth in VET institutional capacity had been impressive between 1970 and 1980. Yet, from a low base, only about 70,000 trained workers emerged annually with industrial skills, or just over half the new annual requirements. This excluded skill upgrading needs. While the total enrollments in VET had doubled between 1970 and 1980, there were serious problems. The main problems were identified as: (a) management weakness in institutions engaged in the training sub-sector, (b) weakness in manpower planning and organization of training; (c) lack of relevance of training programs to current industrial needs; (d) low quality of trainee graduates and; (e) shortage of funding. 2.7 The main agencies engaged in VET included firstly. the National Manpower and Youth Council (NMYC) established in 1969 as the national VET policy making body, with responsibility for national manpower planning. In 1974, it was given 'line' training responsibility for out-of-school youth through 10 Regional Training Centers operating non-formal programs of a few weeks 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 arts and trade. Other government agencies offered specialized courses such as agriculture and trade, while the Ministry of Labor operated a small  -3 - apprenticeship scheme. In addition, there were approximately 1.163 vocational schools, 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 to address 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 manpower planning and organization and administration of training schemes at the national level; (b) establish a system of contracting for sector specific training 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 civil works. 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 to provide 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 trade tests; and (b) Establish trade testing facilities. Proiect Design and Components 3.3 The project was well designed, though the planning and management component could have been better focussed. Project design and its components, however, were affected significantly by the EDSA Revolution and change of government in 1986. In 1984, the Philippines had already begun to experience a serious economic recession. Characterized by responsibility for poor economic 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 reviewed and redesigned to give a stronger rural-based emphasis. The new Government  - 4 - sought, inter alia to (i) promote regional development and rural employment through 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. The project was redesigned to reflect these priorities as well as to address the Government's decision to cut foreign exchange needs generally across all foreign 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 Training Center (CITC). Equipment/furniture: Training tools and equipment, furniture and spare parts for the new RMTCs and existing ones. Building and Equipment Maintenance System (BEMS): Development of an agency-wide BEMS; procurement of tools and spare parts. (b) Manpower and Planning Corporate planning: Evaluation of the organization and management system of NMYC Secretariat to determine communication weaknesses and overlapping of functions and formulation of a new NMYC structure. Manpower information system: Introduction of an electronic data processing services to increase and help rationalize the information storage and retrieval capacity of NMYC thereby establishing an effective low cost system to monitor all training delivery. Accounting system: Establishment of a separate accounting system that would maintain accounts in accordance with sound and generally recognized accounting principles and practices. Advisory committees: Expansion/ strengthening and establishment of local Manpower and Youth Committees to provide a forum for the discussion of local manpower training needs. Manpower planninR: Collection of data on existing stock of skilled manpower, install a system for the continuous assessment of training needs, and devise means of channelling information, development of desegregated implementable manpower plans at the national, regional and local levels and development of an overall manpower planning model. Manpower evaluation: Study the effectiveness of the then existing system of training evaluation and develop a low cost scheme to measure the internal and external effectiveness of all training programs. Manpower guidance: Development of guidance materials for workers in industry and provision of audio-visual equipment. (c) Training Programs and quality Sector specific training: Establishment of a system of training contracts wherein approved training entities and industrial firms would provide specified training under a cost sharing mechanism. Mobile training scheme for the Garment Industry: Provision of seven (7) mobile units comprising equipment, trailers and traction units to conduct training on factory premises. ApprenticeshiR training: Study and restructure the existing apprentice system to suit present-day requirements of industries. Hotel and Restaurant Industry: Development of an appropriate training strategy for the  -5- industry. Instructor'. trainine: Recruitment and training of 106 trade instructors for the new RMTCs. Rural mobile training scheme: Provision of equipment for nine mobile unit., four vehicles and a boat to complement RMTC training. Training modules develooments Development of learning elements to produce 448 training modules. Trainina standards: Development of forty-two additional standards and a Data Bank of Trade Tests. In addition, technical assistance and fellovahips were to be provided and to include twenty-nine man-years of both local and foreign fellowships. 3.5 In 1986, the Project began to be restructured following Government instructions to reduce foreign debt by an 'across the board' public sector cut. In the case of the NMYC, this resulted in the cancellation of US$ 8 million from the original loan. Some of the original components were maintained, some were deleted or modified to meet prevailing priorities and other new items were added. The project objectives, however, remained intact and a reappraisal was not deemed necessary. The bulk of the savings made were a result of civil works cuts, which included deleting the proposed new construction industry training center and two trade training centers and adding their functions to other existing institutions; using more simplified and less costly designs for buildings; reviewing equipment and furniture lists and reducing items in line with the new training priorities; cutting TA, particularly foreign experts and some overseas training. On the other hand, a fifth RMTC was included, as well as 4 small provincial training Centers (costing US$ 0.5 million each) and funds were provided for rural outreach basic skills training using temporary facilities; and, for additional support to the training contract scheme, other employee related schemes and entrepreneur training. 3.6 More specifically, the restructured project included: (a) Trainina Infrastructure (Physical) Civil Works: 5 new RMTCs The Construction Industry Training Center and the two new trade testing centers were deleted. The construction design of all centers was simplified. Four small new 'outreach' Provincial Manpower Training Centers (PHTCa) were added. (Later in 1990 three more PMTCa were added); Rehabilitation of buildings including the Taguig 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 training priorities. (b) Training Technology DeveloDment Institutionalized Trainers Develooment: a new emphasis was placed on the trainer development program at all levels that led to the  -6- establishment of a national trainers accreditation and license scheme. Skills Standardization and Certification: this item was expanded and included the increase of existing trade testing and certification progr ams as part of a new nationally recognized scheme; development of 266 standard/tests for priority occupations. Curriculum Development: Standardization of course contents of skills training programs in the RMTCs through the establishment of a national framework for standards in curriculum, training materials and training package development, production and utilization. Vocational Guidance: Development and institutionalization of an NMYC Guidance System. Information and Documentation System: Development of a data base processing of information materials and data bank/library of print and non-print information materials. (c) Special Training Programs Training for Rural Entergrise Development/Youth EntreRreneurshiD and Self-Employment (TREND/YESDEV): Later named Entrepreneurship Development Training Program (EDTP), provision and development of skills of would-be entrepreneurs to enable them to manage small business or micro-enterprises effectively. Community Training Centers (CTCs): Provision of relevant and quality skills training programs that would address the training needs of specific target groups in the communities in relation to local opportunities. Trainine Contract Scheme: expanding the number of workers to be trained from 76,000 to 105,000; Placement Assistance Center (PLACER): Establishment of a integrated manpower information and placement services network in strategic regional growth areas. Enterprise Based Training System (EBTS): Establishment of an alternative training scheme which would utilize a dual system type of training approach involving in-center and in-company training. Garments Industry Trainina Program (GITP): Provision of training for at least 50Z annually of the skill requirements of the industry. Industry Specific Development Program (ISDP): Provision of a range of training packages to a number of industry sectors deemed critical to the nation's industrialization process. These sectors  - 7 - included computer software, automotive, film industry, garments gifts and housewares and ceramics. (d) Evaluation Development of a plan for a regular periodic evaluation of existing training programs as part of the national training system. 4. Proiect Design and Identification 4.1 The project was well designed overall. Both private and sector training agencies were involved as well as Government Planning bodies. 4.2 In 1979, a Task Force Advisory Group was formed by NMYC to act as a consultative body for project formulation. This body was composed of recognized leaders from the private industrial sector and representative from Government departments concerned. The body provided advice particularly on the training requirements/components. A draft project proposal was prepared by NMYC and a Pre-Appraisal Mission of UNESCO staff, visited Manila in October 1980, to revise and put the draft proposal into an appraisal report format and involving the Government through NMYC actively in Project preparation work. 4.3 The Project was appraised on April 29-May 15, 1981. Negotiations were held in Washington, DC from April 1-8, 1982 and the loan agreement was signed 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 project on January 1, 1982 using funds from a realigned NMYC budget. An earlier request from Government for retroactive financing from the Bank had not been granted. In the event, Government funds proved problematic and the first civil works,(RMTC Tuguegarao), started only in late 1985. Between 1982 and 1984 only about US$ 2.6 million had been disbursed due to inadequate Government budget allocation and then delayed release of these funds. In 1985, although Government budgetary allocations were increased, only a small proportion of funds was released. By 1987, when the project was restructured only US$5 million had been disbursed (40% of appraisal estimates). The procurement of equipment likewise experienced a slow start. The Loan Agreement was amended and the Project was restructured in 1987. The total loan amount was reduced by US$ 8 million and some of the components restructured/modified to meet the prevailing conditions. The project closing date 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, a Deputy Project Director (full-time) and four Project Officers for the  -8- different aspects of the Project programs, physical facilities, procurement and financial management (Annex B). When the Project commenced in 1982, the PMU was supported by 11 technical and 7 administrative staff. These, as the project implementation required, were increased to 49 support staff (35 technical and 14 administrative) in 1988 and eventually reduced to 41 at the time of closing. These were all full-time NHYC staff detailed to the Project with tenures paralleling the Project. As an incentive, the PHU staff were provided honoraria on top of their regular salaries under existing government guidelines and as approved by the Department of Budget and Management. This was in compliance with the Loan covenant providing for of incentives to assist the retention of staff and which proved adequate to ensure staffing continuity. 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 Project Team 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 rely on the central core of staff, but commendably involved most of the Agency. 5.4 Throughout the implementation period, there were three Project Directors, (NMYC Directors-General), though these changes naturally affected implementation, 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 Government change after the EDSA revolution and the need for restructuring of the project, 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. Construction supervision was carried out by the same architects, hired under local contracts. Suitable sites for constructions were acquired generally through negotiation with the relevant local regional governments and were transferred to NMYC through legally documented donation or usufruct. A Bids and Awards Committee (BAC) was created to manage the bidding process and contract awards. 5.6 A substantial unexpected task which fell on the PHU in 1986 after the revolution, was the restructuring of the project. The restructuring was well executed. The CITC and 2 Trade Testing Stations were canceled and original designs of the RMTCs were simplified meaning smaller in size and cheaper than the previous designs. Part of the funds which were generated out of these savings was channeled to a program of repair and maintenance of all existing training centers and administration units which urgently needed rehabilitation, as well as smaller strategic training centers all over the country. (Annex A. Tables 1.1-1.6). 5.7 The PHU also had to contend with the consequences of national disasters which compounded the Government's existing financial problems. These included the massive earthquake and exceptionally severe typhoon which wrought major damage to various parts of the country; the Gulf War oil price increases  in 1990 which dislocated the civil works timetable and resulted in further slippages. In particular, the building activities in CAR - the hardest hit region had to be severely modified. Owing to the uncertainties of the terrain as a result of the earthquake, RMTC Baguio was deleted in favor of a smaller structure to accommodate a Regional Office. The on-going construction of PMTC Mountain Province, was halted due to impassable roads limiting the accessi- bility and delivery of heavy equipment. Eventually, this building was resumed by 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 has been rapid industrialization. 5.9 Procurement suffered serious delays in the early stages of the Project. From 1982-1985, only 3 ICBs were completed and the remainder would not have been realized were it not that the closing date was extended twice - procurement delay through cumbersome procedures being one of the primary reasons for extensions. ProRrams 5.10 Program groupings were identified to meet three major objectives of the Project. They included (i) strengthening the management of industrial training,to reorganize and strengthen the NMYC Secretariat and its capability to improve manpower planning and evaluation with the establishment of a management information system; (ii) the pilot implementation of Sector Specific Training programs involved contracting industry to serve the needs of workers in priority industries; (iii) the expansion of the skill testing and certification program and the development and acquisition of additional training standards.The programs were implemented by project teams of relevant staff eg. Manpower Planning component was handled by the Planning Division of NMYC. The latter two program categories were generally designed and executed satisfactorily. Management and the manpower planning development program was less than satisfactorily implemented. Technical Assistance/Fellowships 5.11 A total of 13.5 man-years of foreign consultancies, 29 man-years of foreign fellowships and 62 man-years of local consultancies were provided under 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 on foreign training fellowship and study tours/missions to the United States/ Canada and Europe, particularly UK, France, Austria and Italy. These programs had a maximum of 3 months duration and the fellows were required to render at least 3 years services to the Agency before they could be allowed to leave NMYC service. Better use could have been made of experts and foreign fellowships by using more for strengthening the management of NMYC and developing manpower planning. Most expert and fellowship man-years were used to up-grade the technical and professional proficiency of staff which was undoubtedly 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 was reduced to US$ 16.4 million when the Project was restructured in 1986 after the priorities of the newly installed Government were established. Table 1.0 (below) shows the original and restructured project costs including the loan and Government counterpart amounts. Estimated and Actual disbursements are shown 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% GOVERNMENT COUNTERPART 17.30 : 40% 10.51 : 401 5.14 From the original amount, a total of US $ 5.915 million or P93.862 million was spent for all the six expense categories from 1982 to 1987 at the time of restructuring. For the first two years (1982-1983) expenditures were made only in Category II (Equipment), Category III (Technical Assistance) and Category 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 over in 1986 and new priorities were set that resulted in its restructuring. The completion date was revised to December 1988 and later through a series of annual extensions to December 1990 although a grace period for the closing of the books was extended to July 2, 1991. Equipment procurement was still being completed 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 public profile of NMYC and thus assured its retention as a national organization with potential as a forum for policy making and planning, for bringing together employees and training agencies, for ascertaining labor market needs and ensuring that training was available and to provide adequate numbers of skilled 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 economic constraints, major political dislocations and a series of natural disasters. It is clear, however, that though project design included a notable emphasis on 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 less critical items, such as training program expansion undertaken directly by NMYC dominated 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 national level and to assist NMYC reorganize its management system and strengthen its Secretariat was the least successful aspect of the project. However, some progress was made. The organization and management systems were evaluated to determine communication weaknesses and overlapping of functions and a new structure was formulated though little practical progress was made until towards the closing of the project. During implementation, management as a specialized function was neither recognized nor given any priority. A greater emphasis was placed on more and improved physical facilities and training expansion, important in themselves, but exposed to inefficiencies when not backed by good management. The Appraisal Report mixes management and manpower planning conceptually. Manpower planning was used as a synonym for management, rather than one of the functions of management, with the result that while some manpower planning training was undertaken, there was no management training per se. However, this important weakness is now being corrected. Following a World Bank Subsector Review of Vocational Training (1989) and when the new vocational training project was being prepared, fresh initiatives were taken by NMYC to separate NMYC management functions from its manpower planning functions and to recast NMYC secretariat organization to reflect the different 'line' and 'staff' functions. A new element has been introduced into the new project to strengthen these functions further. 7.2 The third aspect of the Management objective: to establish a Management information system, was more successful. The monitoring of information has been broadened with the introduction of electronic processing of data. The Project funded the procurement of 183 micro-computers and almost an equal number of printers distributed over the Central and Regional Offices. The data processing service of the Agency was rationalized and the information storage 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 the relevance of training by linking programs directly to industry. TCS was an innovative training cost-sharing initiative with industry. Industries were encouraged to train their own workers and the government through the Project, reimbursed an average 70% of the direct training costs incurred. The TCS included 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 a strict efficiency viewpoint, the extra five years taken to complete the project was undesirable, there is little doubt that the joint efforts of NMYC, other core Government Ministry staff and Bank staff over nearly a decade has assisted the sustainability of the main achievements of the project. 9. Bank Performance 9.1 Bank staff contributed to the success of the Project through supportive working relationships and professional advice. The Bank maintained a professional relationship with the PHU showing understanding in implementing the Project in often difficult socio-economic circumstances. It responded reasonably to Project modifications especially after the EDSA revolution in 1986. Bank supervision missions were fielded at regular, appropriate intervals and were adequately staffed to ensure the success of components meeting two of the three broad goals of the project: strengthening industrial training and trade testing and certification. However, the third goal built into project components for improving management and manpower planning was less well supervised and the results of efforts to improve the management and planning of training were less successful. This was partly due to (i) poor project preparation, of this item including a lack of clarity in defining what precisely was to be improved at the time of appraisal; (ii) a seeming lack of priority of attention accorded this objective by the NMYC, compounded by the Bank, compared to the other objectives which had large hardware components; (iii) an apparent lack of monitoring of actions relating to this objective on the part of the Bank staff during supervision and of appropriately qualified staff on supervision missions, and (iv) a loss of NMYC senior staffing and organizational dislocation at the time of, and following, the 1986 EDSA revolution 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 high priority of addressing the issue of sectoral institutional management ability and - quite separately - the need for proper planning as mandated to NMYC by the Legislative Act and the Labor Code - NMYC has taken steps to correct such institutional deficiencies through an on-going process and the follow-on Bank project. LESSONS LEARNED 9.2 The Bank should pay attention to the staffing of supervision missions and ensure that appropriate skills are included. Good management of the institutions included in the project is a critical input to the success of the project and it must not be assumed that specialist educators can prepare, appraise or supervise this professional area. In this particular case, the improvement of managerial capability and manpower planning were the projected objectives least successfully met. It might be considered that the TA included in the project to assist meeting these objectives did not have the complete commitment of NMYC and was a reason for the weakness of project performance in these areas. Field discussions however do not support this conclusion, preoccupation with physical aspects of the project certainly dominated NMYC attention, but timely reminders and Bank support during start-  - 14 - up and after, and particularly during the project restructuring could have kept actions to fulfill these objectives on a stronger track. Other lessons learned included the need to identify and acquire sites early in the project cycle, and preferably before loan signing. The same is true for the prep- aration of equipment lists and bidding documents. Finally, there is a positive lesson to be learned that emerges from the Bank's flexible approach that led to a sensible redesigned project after its reformulation in 1987 as a result 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 and contracting and in procurement (resulting in four extensions of the project Closing Date), the overall performance of the borrower was satisfactory. Minor implementation setbacks can be traced to a series of management and staff changes in the PMU with three Project Directors in the last 4 years and 'new broom' staffing reorganizations. In addition, there were teething problems in the PMU such as the time taken to work out financial processes especially in withdrawal applications, opening of letters of credit, and the utilization of the Special Account. 10.2 However, it should be noted that factors outside the control of NMYC and the PMU were main contributors to the delays in implementation. Throughout the life of the Project, Government counterpart funding was a continuous issue and overly bureaucratic procedures, particularly in the early years, hindered the speedy disposition of clearance and issuing of procurement permits. Despite these, Project implementation in general was carried out well. The creation of the PFC-CODA to monitor all foreign-assisted projects tremendously helped Project implementation. LESSONS LEARNED 10.3 A key lesson is that the determination of detailed equipment lists need to be well advanced before loan signing. Even though preliminary equipment lists are available, equipment specifications and packaging may well require additional preparation. It is easy to under-estimate the additional technical work and time required to finalize lists and bidding documents and cause serious delays in procurement. 11. Proiect Relationship 11.1 The success of the Project, especially when set in the context of the unexpected problems (para. 3.5) and political conditions was the result of the amiable and effective working relationship between the Bank and the NMYC, and between the various participating agencies including NEDA, DECS and the Council members. The high level of staffing professionalism was exemplary.  - 15 - 12. Consulting Services 12.1 The success of the Project, particularly the training program components could not have been attained without the quality of consultant inputs that were received during the Project. About 801 of consultant services/expertise were locally acquired and mostly tapped from the private sector. From the point of view of the Borrower, this move was very beneficial since local experts can provide the necessary services attuned to local conditions and may improve their capabilities which remain in the country at the service of the Borrower. 13. Prolect Documentation and Data 13.1 The original documentation for the Project was adequate. A number of working papers, necessary for expeditious Project implementation could have been bound separately as an implementation tool and provide a systematic record as an institutional memory, useful when Project staff changed. Although project documents were usually available, retrieval was time consuming. During the last year of implementation, PMU decided to classify all documents, communications and other pertinent papers which assisted the project. The registering and locating of an accumulation of 9 years of documents could have been facilitated if computerization had been introduced earlier.  - 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 and adequate for the purpose intended and were thoroughly discussed in the field with Bank Missions. The data are fairly represented and should provide the reader with some insight into the strengths and weaknesses of project implementation. B. EVALU&TION OF BANK'S PERFOR^MCE 2.2 Bank personnel were recognized as professional in all respects. In particular, they have been appreciative of the complexities of the conditions prevailing in the country that had a bearing on the overall implementation of the 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 after 1986. Supervision missions were particularly useful in rendering timely advice and assistance on project issues, especially in project accounting and disbursements. Communication between the Bank and the Borrower posed no problems. Missions appeared ready with the necessary authority, to make decisions and give advice while in the country. This greatly facilitated expeditious implementation. 2.3 The Bank's supervision missions provided substantial assistance to the Project. However, they were more concerned with specific problems that needed to be addressed in the short term. The Borrower feels that the Bank missions unconsciously or due to time limitations, did not view the Project in its entirety vis-a-vis its objectives particularly in management and manpower policy issues that affected industrial training in the longer term. This was particularly evident in components such as management, manpower planning, training evaluation and the establishment of a comprehensive information system. These, reflecting the lack of supervision mission member interests 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 be attributed to the absence of management experts and broad-based staff such as economists, for instance, who could review the project as a whole and its impact 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 the NMYC's lead role in the area of skills development with its network of training centers and industrial sector specific training components of the Project. Such prominence places the NMYC in the best position to assume management of the skills development sector with improved efficiency and effectiveness.  - 17 - 2.5 The performance of the participating institutions (NMYC, DECS, NEDA, DOLE) in Project planning and implementation was satisfactory and compares well with other foreign-assisted projects in the country beset by the numerous problems resulting from the political and socio-economic conditions over the period. 2.6 The implementation of specialist assistance and fellowship programs, mostly concerning trainers development and in curriculum upgrading, were carried out with little or no problem. The Training Contract Scheme was successfully launched with very favorable results. 2.7 Civil works and equipment procurement, especially during the first four years of the Project, encountered problems disrupting timetables. However, implementation through to completion was realized during the second half of the Project life at a more rapid pace even though extension of project implementation time was necessary. 2.8 The basic problem during implementation was the scarcity of Government funds common to all foreign-assisted projects in the country resulting in implementation delays and slow disbursements. Internal fiscal procedural controls have now been established to help speed up disbursements. With the creation of the PFC-CODA, these problems can be more closely monitored. Procedures were also streamlined at the Central Bank and in other government agencies. The experience and training of the PMU staff could still be further upgraded to ensure continuity during changes in administration and personnel turnovers. 2.9 The borrower failed to call the attention of Bank missions to the need to review components of the Project that were being inadequately attended to e.g.,manpower planning development and the policies development for the national and local management of industrial training. Without necessarily offering any excuses, the borrower had its full attention focussed on key administrative requirements of the Project and completion of civil works and equipment procurement which were all time-based. 2.10 Another basic lesson learned involved the management of the Project. Having had three Project Directors and a constant turnover of Project Staff, the fluidity of PHU operations was affected. Future Project design should ptovide for continuity of Project Management Staff. As far as possible, staff should be involved until completion. 2.11 Finally, an important lesson has been gleaned by NMYC from its experience in implementing civil works particularly in ensuring site acquisition before beginning the project. Another lesson is the need for early development of equipment specifications, essential for expeditious procurement.   - 19 - PART III. STATISTICAL INQORMATION Tab.leIL: 3s L&ATgD IBID LOANS/IDA CRRDITS Loan/Credft Number Yer of Aooroval Project Tlh Purpose status Crdit 349-PH 1972 Second Education Improve agricultural and Industrial educaon and training by supportng two Complbd and Project rgional agricultural college. 13 agricultural high schoold. 10 regiona cled In December manpower training anters, three teohnal Inatitute, and the training of 1978 exenion personnel Credit 2392-PH Second Vocational Improve employment and manpower development polkohe, s_gren 1992 Training 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/ 10/77 Project Identification 12/78 Project Brief Preparation 9/79 Initiating Project Brief 3/80 Preparation Mission 1 3/80 UNESCO Mission / 9/80 10/80 10-11/80 Mission II 8/80 Mission III 2/81 Pro-Appraisal/ Appraisal Mission 12/80 11/80 4-5/81 Post-Appraisal Mission 5/81 8/81 8/81 Loan Negotiations 8/81 11-12/81, 4/82 4/82 Board Approval 11/81 3/82, 6/82 9/82 Loan Signature 10/82 Loan 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 Bank Cooperative Programme. I A UNESCO mission revised and put into an appraisal type report the preparation document drafted by NMYC. Al Project activities started in January 1982 and were funded from a realigned budget of the Borrower. 4/ In 1986, when a new government was established, the loan was restructured to address conditions and priorities prevailing at that time and the closing date was extended to December 1988. Further annual extensions to December 1990 were granted to enable the Borrower to completa all civil works and equipment deliveries. Final disbursement was issued in July 1991.  - 20 - Table 3.3: CUMUL&TIVE ESTINATED AND ACTUAL DISBURSEMENTS (US $ Million Equivalent) Actual as Appraisal x of IBRD Estimates Appraisal FY Semester August 1982 Actual a/ Estimates 1983 1st 0.4 2nd 0.7 0.6 86 1984 1st 1.2 2.7 225 2nd 2.2 3.0 136 1985 1st 4.2 3.4 81 2nd 6.2 3.8 61 1986 1st 9.2 4.1 44 2nd 13.2 5.0 38 1987 1st 19.2 5.2 27 2nd 24.4 5.6 23 1988 1st 5.6 23 2nd 7.0 29 1989 1st 7.1 30 2nd 9.2 38 1990 1st 10.2 42 2nd 12.0 49 1991 let 12.8 52 2nd 14.9b/ 61 1992 1st 14.9c/ 61 a/ In 1987, at the request of the Borrower, a cumulative amount of US$ 8.0 million equivalent was cancelled and the loan amount was reduced to US$ 16.4 million equivalent. In July 1991 an additional amount of US$ 1.5 million 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 * . . . . , . . . ..a es @| Pe rol X*; X -~~~~~~~~~~~~~~~~~~~~~ .. . ..... .. .. .. . .. .X . . . . ... . .. . o ., , , , . ,n. ., . . . ' N~~~~~~~~~~~~~~~ 6 . . .... - _ . . . , ; , .. j - -, - - - -- . 0 ~ ~ ~ ~ ~ ~ ~ ~~ ......... . .. . -- 9-4 . . . . . . . . - - C14~P . . . . . . . . . . .. . . . . . . . . o~~~ o o o . . . . . . . .. . . . . . . . . - - - - - -4 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~~~~~~~~~~~~~~~~~~~~~- 0t . H~~~~ X o -i o*> . . . L _. H .0 -~~~~~~~~~~~. . .. . . ...- P..... 1% . . . 4 - -~~~... .. .. 4 4 * *~~~~~~~~~~.. . .. . . -n -i co C4 1* 4 4 I . . . . . . . . . . . . .. . . . -  - 22 - Table 3.4: PROJECT IDPLEMKNT&TION - PLAMUD AND ACTUAL DATES OF CCMPOUKUTS (Civil Works and Equipment) PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MOTHS OF DELAY CIVIL WORKS 1. NEW RMTCs 1. Tuguegarao October 1986 Novemrber 28, 1986 1 2. Tacloban October 1988 January 30, 1989 3 3. Cagayan de Oro February 1988 March 28, 1988 1 4. Zamboanga November 25, 1988 ApriL 4, 1991 11. REGIONAL REHAB 1. La Union Phase I December 1987 December 1987 Phase 11 September 1989 Noveffber 1989 2 2. Batangas Phase I November 1987 Novenber 1987 CO #1 ApriL 1988 JuLy 15, 1988 3 Phase 11 November 1988 November 8, 1988 - 3. Guiguinto Phase I December 1987 Decefber 10, 1987 Phase 11 October 1988 November 20, 1988 15 Days Phase III April 1989 March 1989 (+) 1 4. Mariveles Phase I February 1988 March 1988 1 Phase 11 May 1989 Jure 1989 1 5. Pili Phase I February 1989 March 1989 1 Phase 11 September 1989 March 1990 6 6. Talisay Phase I February 1988 Jure 20, 1988 4 Phase 11 April 1989 February 1989 (+) 2 7. ILoilo Phase I March 1988 April 1988 1 Phase 11 April 1989 February 1989 (+) 2 S. Cebu Phase I March 1988 March 1988 Phase 11 April 1989 February 1989 (+) 2 9. Cotabato Phase I may 1988 Jure 1988 1 Phase 11 April 1989 April 1989 - 10. Davao Phase I June 1988 JuLy 1988 1 Phase 11 April 1989 May 1989 1 11. Iligan Phase I Jurw 1988 July 1988 1 Phase 11 Septenber 1989 December 1989 3 Phase III February 1991 Water System December 1990 February 1991 2 12. Tuguegarao October 1989 October 8, 1989 -  - 23 - Table 3.4: PROJECT IMPLEMNTATION - PLANNED AND ACTaAL DATES OF COMPONENTS (Civil Works and Equipment) Contin. PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MONTHS OF DELAY 111. NEW DORMITORY 1. La Unfon May 1988 September 1988 4 2. Batangas July 1988 August 1988 1 3. Pili April 1988 JuLy 1988 3 4. lLoito March 1988 May 1988 2 5. Cebu February 1988 May 1988 3 6. Davao March 1988 September 1988 6 7. Cotabato February 1991 IV. NEW PMTCs 1. Abra ApriL 1990 May 1990 1 2. Ifugao April 1990 December 1990 8 3. Kalinga-Apayao April 1990 July 1990 3 4. Mt. Province April 1990 10X completed V. NEW RMDO 1. San Fernando, December 1989 January 8, 1990 15 Days Paipanga 2. Cotabato October 1989 January 1990 3 3. Cagayan de Oro November 1989 January 29, 1990 2 4. Davao October 1990 December 1990 5. Baguio City December 1990 VI. TAGUIG REHAB 1. Training Room May 1987 May 25, 1987 - 2. Perimeter Fence July 1987 February 1988 7 3. Water Proofing January 1988 February 15, 1988 15 Days 4. Adnin Building (1st & 7th) February 1990 February 1990 5. Admin Building (2nd to 6th) December 1989 December 1989 6. NSTC Complex December 1989 December 1989 - 7. NSTC Canteen Rehab March 1988 May 1988 2 8. NMYC Dormitory March 1988 May 15, 1988 2 9. Elevators August 1989 April 16, 1989 (+) 4 10. ACU System January 1990 January 1990 - 11. Water Proofing January 1990 January 1990 - 12. Powerhouse March 1990 December 1990 9 13. Auditoriumn ACU May 9, 1989  - 24 - Table 3.4: PROJECT IMPLEMENTATION - PLANNED AND ACTUAL DATES OF 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 7 Conputer System) 2. LCB 4 (TooLs & October 1988 February 1988 4 Equipment for Cagayan de Oro, Tacloban, Zamboanga) 3. LCB 5 (Elevators) December 1988 September 1988 (*) 3 4. LCB 6 (Auditorium, GITP October 1988 November 1988 1 Council Room, NSTC Function Room & Computer Room ACUs) 5. LCB 7 (Furniture for RMTC June 1989 September 1989 3 Cagayan de Oro, Tacloban and Zamboanga) 6. LCB 8 (NSTC Water Pump/ March 1988 August 1988 5 Iligan Water System) 7. LCB 11 & 12 (Vehicles & December 1989 June 1990 5 Mobile Equipment) 8. LCB 13 (Transformers for March 1989 July 1989 4 Tacloban & Zamboanga) 9. LCB 14 (Admin Bldg. Aircon) October 1989 January 1990 3 10. LCB 15 (Computers Phase 11) August 1988 October 1988 2 11. LCB 16 (Supply & Delivery July 1989 2 of Various Office Eqpt./ Various Engine for June 1990 December 1990 6 RMTCs and NSTC) 12. LCB 17 (Rehab of Standby September 1990 March 1991 6 Generator) 13. LCB 18 (Rehab of Auditoriun September 1990 March 1991 6 Lighting) 14. LCB 19 (Various Tools/Eqpt. September 1990 September 1990 - for CAR PMTC/RMTC, NSTC) 15. LCB 20 (Furniture for CAR PMTCs and RMTC CAR) 16. LCB 21 (Various Spare Parts) December 1990 April 1991 4 17. LCB 24 (Communication Eqpt.) January 1991 March 1991 2 18. 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 DATES OF 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 5 for Trade Workshop Course) 2. ICB 4-A (Toots & Eqpt. August 1988 December 1988 4 for RMTC Tuguegarao) 3. ICB 4-B CANCELLED 4. ICB 4-C (Audio-Visual Eqpt.) June 1988 5. 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 & Existing RMTCs) 7. ICB 7 (Trade Testing Eqpt.) December 1989 February 1990 2 8. 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 1 11. ICB 9-C (Printing Eqpt.) October 1990 November 1990 1 12. 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 1991 for New PMTCs, & TooLs/Eqpt. for Unawarded ICBs for RMTCs) PACKAGE II (Toots & Eqpt. December 1990 Decemebr 1990 Furnitures for Hotel & Restaurant Specialized Center) INC 1 SuppLy of Various Sewing May 1988 May 1988 Machine "Juki" INC 2 Various Juki Equipment August 1989 August 1989 for GITP INC 3 Various Spare Parts for ApriL 1990 ApriL 1990 Juki 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 4.8 Professional Services Furniture, Equipment 0.2 8.7 8.9 0.5 7.6 8.1 0.5 6.5 7.0 and 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 9.2 Part B.1, including tuition, stipends and staff 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 4.5 Professional Services Furniture. Equipment 1.5 9.6 11.1 1.1 7.0 8.1 0.9 6.1 7.0 and 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 9.2 Part B.1, including tuition, stipends and staff 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 23.1 1/ ! 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.  - 27 - Table 3.7: PROJECT RESULTS A. DIRECT BENEFITS OF PROJECT ESTIMATED AT: INDICATORS APPRAISAL/ CLOSING DATE RESTRUCTURING No. of Workers trained under the Training 76,150 125,666 Contract Scheme No. of Apprentices/out-of-school youth 25,000 23,629 trained (basic) under the Training Contract Scheme No. of adult workers trained (upgrading) 28,000 42,135 under the Training Contract Scheme No. of supervisors/foremen/trainors 23,150 51,669 traired including technicians trained under the Training Contract Scheme No. of trade instructors (NMYC) trained/ 106 129 upgraded No. of training modules/learning elements 448 800 developed 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 42,888 services No. of trairwes (zero skills)/trainers 15,260/ 11,101/ trained in GITP 338 294 No. of persons trained/enterprises 4,300/ 3,187 participated in EDTP 660 455 No. of persons trained in the CTCs 27,820 No. of trainees reoriented in value 140,000 167,337 development (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 DEFINED AT APPRAISAL STATUS IMPACT OF STUDY Concept for Manpower Assess developments Completed Served as basis in Training 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 Restaurant the Sector. Industry. This is NMYC. NMYC Corporate Hand- Completed Reference for event- book and agency ual reorganization Corporate philosophy/ of the Secretariat. plan. Project Management Provide General Completed Served as basis for Accounting and Guidelines for Pro- Project accounting Monitoring Manual for ject Management and monitoring. NMYC-UB Vocational acceptable to both Training Project NMYC and the Bank. Volume 1-3. Model Trade Standard Serve as model for CompLeted Generally utilized with 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 further Technical Papers, mentation of the studies. Data Base and manpower planning Simulation Model. component. Training Contract Evaluation of TCS in Completed Served as guidelines Scheme Evaluation terms of procedures 3/84 for policy decisions Report with Opera- and administration. tional Manual for Field Evaluation, Manual for review and processing of train- ing proposals, and handbook. 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 Circulation Proceedings 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 DEFINED AT APPRAISAL STATUS IMPACT OF STUDY Profile of NMYC Present aspects of Conploted For reference/policy Training Center. internal operations, 1987 decision. course content and quality teaching method, etc. Skillstech Journal Quarterly publica- 4 quarterly Circulation accept- tion on HRD issues. issues able. published 1985 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 for Sector Specific Training Scheme, cause 1984-1985, no-compliance NMYC to furnish to the Bank for its for 1986 and henceforth. review and approval, commencing on or before April 1, 1983 and by each April 1 thereafter, the Sectors arnual training action plans for the following year, which shall include a list of training entities satisfactory to the Bank. 3.07 Borrower shall furnish to the Bank Evaluation report received for its review and comments, June 1984, on Sector evaluation 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 of Staff at NMYC. 3.09 Borrower shall cause NMYC Staff in Complied with by the creation those Units responsible for industrial of the Industry Manpower Office manpower development and trade skills in 1985 and NISD Skills standards to be increased in numbers. Standards Division in 1986. 3.10 Borrower shall cause NMYC to maintain In full compliance. at each existing training center and to establish within six months of the date of commissioning of each new training center an advisory committee to the training center. 4.02 (a) Borrower shall maintain In full compliance. records adequate to reflect the operations, resources and expenditures. 4.02 (c) Borrower shall: (i) have the accounts for each In full compliance. fiscal year audited by independent auditors. (ii) furnish to the Bank a In full compliance. Submitted certified 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 and maintained in accordance with sound administrative, financial and educational policies and practices and shall provide resources required for the purpose.  - 31 - TABLE 3.9: BAKn MSSICNS A. THROUGH BOARD APPROVAL p/ Mission Month/ No. of No. of Specialization Year 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, E Appraisal Post-appraisal 8/81 2 16 TE B. SUPERVISION a/ Supervision Month/ No. of No. of Specialization Over-all Types of Mission 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 supervision reports. Ji X:D Education Planner; TX: Technical Educator; R: Economist; GX: General Educator; LO: Loan Officer; A: Architect.   - 33 - ANNEX A Page 1 of 44 BRIEF DESCRIPTION AND SIMIARY OF 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 be constructed to complete the existing network of training centers established from the period 1969-1979 through the assistance of UNDP/ILO and IBRD Credit No. 349-PH. Likewise included is the construction of a Construction Industry Training Center and two (2) Trade Testing Centers. The completed new ENTCs are 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 13,600,000.00 Region II-Cagayan Valley RHTC Cagayan de Oro Tagoloan, Misamis Oriental March 1988 3,924,156.10 Region X-Northern Mindanao RMTC Tacloban Tacloban, Leyte January 1989 9,301,215.00 Region VIII-Eastern Vizayaa RMTC Zamboanga Zamboanga City, April 1990 12,678,478.69 Region IX-Southern Mindanao When the Project was restructured in 1986, certain revisions were made in the civil works targets. The RMTC design were simplified, the proposed CITC and Trade Testing Centers were canceled and with the savings generated from such modifications, were rechanneled to the construction of an additional RMTC and four (4) PMTCs in the Cordillera Administrative Region, a newly established political subdivision in Northern Luzon. However, the construction of RMTC Baguio was deferred because of the 1990 earthquake that 'Components are presented in accordance with the Restructured Project. Some of the components identified in the original project were incorporated, revised and/or renamed during restructuring. The rest, moat of which were either deferred, modified and/or completed prior to restructuring. are likewise aptly described in this Annex.  - 34 - ANNEXA Page 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 1,320,096.65 April 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 structure rehabilitated to be used as PMTC (Table 1.2a). Table 1.2a: ADDITIONAL PROVINCIAL MANPOWER TRAINING 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 enabled NMYC to rechannel funds for the rehabilitation of the existing RMTCs constructed more than ten (10) years ago (Table 1.3), construction of new dormitories (Table 1.4) as well as new RMDOs (Table 1.5) and the rehabilitation/site development of the Central Office in Taguig (Table 1.6).  - 35 - ANNEX A Page 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 A Page 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 437,471.00 Camarines 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 457,795.00 Davao 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 198,198.00 Perimeter Fence February 1988 720,720.00 Waterproofing January 1988 1,461,820.71 Adninistrative Building 1st 8 7th Floors February 1990 2,041,231.75 2nd - 6th Floors December 1989 2,522,601.30 NSTC Complex December 1989 4,192,163.40 NSTC Canteen May 1988 121,051.40 NMYC Dormitory May 1988 485,522.00 Site 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 Site Development and Related Works.  - 37 - ANNEX A Page 5 of 44 1.2 EQUIPMENT/FURNITURE The Project furnished and equipped all four (4) new RMTCs, six (6) new PMTCs and additional training and trade testing equipment for the existing RMTCs including the NSTC at the Central Office. Additional equipment such as micro-computers, audio-visual equipment and other necessary instruments/ handtools were likewise provided to support manpower planning, curriculum development and other related training activities. These equipment/furniture were procured thru International Competitive Bidding (ICBs) as shown in Table 1.7 and rest procured locally (LCBs) as shown in Table 1.8. Table 1.7: EQUIPMENT/IANDTOOLS/FURNITURE PROCURED THRU INTERNATIONAL COMPETITIVE BIDDING (ICB) AND INTERNATIONAL NEGOTIATED CONTRACT (INC) COMPLETION OF COST IN QUOTED ICB NO. DESCRIPTION DELIVERY CURRENCY 3UUnU..U US UU.UUUU3U..UUU3UU3UU332...................................S .. , U =_.. 3 n U ICB I (Repackaged) [CB 11 & III Tools & Equipment August 1987 USS 139,184.46 for Trade Workshop/ Y 670,850.00 Course P 20,891.18 iCB IV-A Tools & Eqpt. for December 1988 USS 446,050.48 RMTC Tuguegarao iCS IV-B (Repackaged) ICB IV-C Audio-Visual Equipment June 1988 Y 36,822,902.50 ICB V Tools & Equipment October 1988 USS 535,224.15 for RMTCs Cagayan de Oro, NTS 321,620.55 TacLoban & Zamboanga DFL 255,345.93 DM 5,940.00 P 889,876.50 ICB VI-A & B Tools & Equipment February 1990 P 754,672.00 for NSTC & Existing DFL 17,480.80 RMTCs USS 264,221.50 Y 4,217,870.00 IL 166,582.00 DM 175,095.00 NFL 7,745.00 UKP 4,011.30 ICB VIl Trade Testing Equipment February 1990 P 815,438.00 USS 96,374.24 NTS 6,123,794.25 DFL 33,567.00 ICB Vil TooLs & Equipment October 1990 P 3,407,484.00 for CTCs and CAR USS 130,751.73 NTS 1,540,125.38 OFL 52,443.28 ICB IX-A Audio Visual Equipment December 1990 P 3,624,438.00 ICB IX-B Computers November 1990 P 1,081,080.00  - 38 - ANNEX A Page 6 of 44 ....u.uU...uu...........uuu..u.u.....uz.....uu..........uuuuu.....u...uuu........ COMPLETION OF COST IN QUOTED ICB NO. DESCRIPTION DELIVERY CURRENCY uUUssssu3u3 zuU3u33us3u3zuU=UU=SZUUU5UUUZZZZEU-UU5UUUUS3S333su3*uUsa-uUssUu muZU USS 173,181.28 Reorder December 1990 USS21,000,000.00 ICB IX-C Printing Equipment November 1990 P 1,032,740.40 ICB X-A Various Training ApriL 1991 USS 346,819.00 Equipment DM 24,435.00 DFL 55,138.00 SingS 13,500.00 UKP 1,921.70 ICS X-B Compact NobiLe Unit March 1991 USS 266,755.00 PACKAGE I & III TooLs & Equipment ApriL 1991 USS 312,373.T3 for New PNTCs, & DFL 56,254.00 Tools/Eqpt. for Y 8,541,955.20 Unawarded ICBs for SimgS 76,342.09 RMTCs P 1,281,811.00 PACKAGE 11 HoteL & Restaurant December 1990 P 2,581,901.00 Equipment INC 1 SuppLy of Various Sewing May 1988 USS 196,731.00 Machine Jukil INC 2 Various Juki Equipment August 1989 USS 49,911.00 for GITP Garment Eqpt. (Non-Juki) USS 17,904.00 USS 20,768,00 P 137,280.00 P 121,410.00 P 156,750.00 P 22,960.00 P 93,600.00 P 48,500.00 INC 3 Various Spare Parts April 1990 USS 7,619.50 for Juki Sewing Machine UUUUUUUUUU ES 333335 32 5233 332333 333332533333 3333333 33 ss5ssas=Z2S3-33  - 39 - ANNEX A Page 7 of 44 Table 1.8: EQUIPMENT/HANDTOOLS/FURNITURE PROCURED THRU LOCAL COMPETITIVE BIDDING (LCB) COMPLETION OF COST IN QUOTED LCB NO. DESCRIPTION DELIVERY CURRENCY LCB 1 (Repackaged) LCB 2 (Failure-Unawarded) LCB 3 Micro Computer Systems August 1988 P 139,880.00 P 37,200.00 P 29,708.00 P 67,500.00 P 1,598,200.00 P 248,625.00 LCB 4 Various Tools/Equipment February 1988 P 141,834.00 for RMTC Cagayan de Oro, P 72,067.50 Tacloban & Zamboanga P 65,700.00 P 65,175.00 LCB 5 Supply, Delivery & September 1988 USS 46,000.00 *nstaltation of Elevators P 638,000.00 LCB 6 Computer Room ACUs, November 1988 P 453,500.00 CounciL Room (GITP) & P 121,487.15 NSTC Function Room ACUs, Auditorium ACUs LCB 7 Furniture for Cagayan September 1989 P de Oro, Tacloban and Zamboanga LCB 8 NSTC Water Pump/ August 1988 P 104,989.00 Iligan Water System P 168,726.14 LCB 11 * 12 Vehicles & Mobile June 1990 P 24,842,180.00 Equipment P 252,000.00 LCB 13 Transformers for JuLy 1989 P 399,300.00 Tacloban & Zamboanga LCB 14 Acdnin Building Aircon January 1990 P 2,400,850.90 LCB 15 Computers Phase II October 1988 P LCB 16 SuppLy & Delivery of July 1989 P 1,247,800.00 Various Office Equipment/ P 1,020,000.00 Various Engine for December 1990 P 204,000.00 RMTCs and NSTC LCB 17 Rehab of Standby March 1991 P 126,023.19 Generator  - 40 - ANNEX A Page 8 of 44 ==.zuasuus=s..=f--l=z=== sss-=ssss-======fl=usssSSflU...SUUUU..S3-sU COMPLETION OF COST IN QUOTED LCB NO. DESCRIPTION DELIVERY CURRENCY LCB 18 Rehab of Auditorium March 1991 p 136,000.00 Lighting P 13,350.00 LCB 19 Various Tools/Eqpt. September 1990 p 203,056.00 for CAR PMTC/RMTC, NSTC LCB 20 Furniture for CAR PMTCs P and RMTC CAR LCB 21 Various Spare Parts ApriL 1991 p 390,190.00 Y 2,121,878.00 LCB 24 Commuication Eqpt. March 1991 p 769,180.64 LCB 25 Office Furniture, Rugs March 1991 p 385,143.73 and Blinds LCB 26 SuppLy, Delivery & June 1990 p 573,461.05 Installation of NMYC Admin. Water Pump Rehab LCD 27 Various Taining Eqpt. April 1991 p 574,470.52 LCB 28 Supply, DeLivery & May 1990 p .W09,932.80 InstatLation of Emergency Lighting System for NMYC Admin. BuiLding LCB 29 VehicLes Fiber GLass September 1990 p 356,000.00 Body LCB 30 Airconditioning Units July 1990 p 234,053.00 LCB 31 Office and Sports Eqpt. March 1991 P 483,723.37 ===-----z=Zz-=Z ==Z .-=