Document of F F C0PYThe World Bank

FOR OFFICIAL USE ONLY

Report No. 2316a-BD

BANGLADESH

STAFF AP]PRAISAL OF A

VOCATIONAL TRAINING PROJECT

May 3, 1979

Projects DepartmentEast Asia and Pacific Regional Office

This documentl 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.

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

CURRENCY EQUIVALENTS, FY77/78

US$1 = Tk 15.1215Tk 1 = US$0.0661Tk 1,000,000 = US$66,131

FISCAL YEAR

July 1 through June 30

ABBREVIATIONS

MOM - Ministry of Manpower Development and Social WelfareMOE - Ministry of Education

MOI - Ministry of Industries

BMET - Bureau of Manpower Employment and TrainingTTC - Technical Training CenterVTI - Vocational Training InstituteNCSDT - National Council for Skill Development and TrainingNSDI - National Skills Development InstituteILO - International Labor OrganizationUNDP - United Nations Development ProgramECNEC - Executive Committee of the National Economic CouncilERD - External Resources Division - Ministry of Finance

PP - Project Proforma

FOR OFFICIAL USE ONLY

BANGLADESH: APPRAISAL OFVOCATIONAL TRAINING PROJECT

TABLE OF CONTENTSPage No.

BASIC DATA

1. MANPOWER IMPLICATIONS OF THE DEVELOPMENT STRATEGY . . . . . . . . 1

Manpower Shortages and Development . . . . . . . . . . . . . . 1Development Strategy and Manpower demand . . . . . . . . . . . 2

2. VOCATIONAL TRAINING IN BANGLADESH. 8

Scope and iManagement of Vocat:ional Training. 8Financing of Vocational Trairning. 8Issues in Vocational Training .10Strategy for Expansion and Improvement . . . . . . . . . . . . 12External Financing in Vocational Training . . . . . . . . . . . 14Bank Group's Role in Education and Training . . . . . . . . . . 15

3. THE PROJECT . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 15Project Components .16Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . 22

4. PROJECT COST, FINANCING, IMPLEMENTATION AND DISBURSEMENTS . . . . 24

Project Cost .24Project Financing 27Recurrent Cost Implications .29Project Implementation .31Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . 33

5. BENEFITS AND RISKS .36

Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Risks .38

6. AGREEMENTS REACHED .39

ANNEXES

1. Comparative Education Indicators2. Summary of Enrollment and Estimated Project Costs3. Contingency Allowances4. Selected Documents and Data Available in the Project File

CHARTS

1. Organization of the National Training System2. Organization of the Secretariat of the National Council for Skill

Development and Training3. Implementation Schedules

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

- ii -

Page No.

MAP

Map of Bangladesh (showing project institutions)

LIST OF TABLES

1.1 Total Foreign Employment by Occupation and CountryDestination up to June 1978. . . . . . . . . . . . . . . . 3

1.2 Bangladesh Estimated Annual Domestic Employment. . . . . . . 5

1.3 Estimated Demand for BangladeshiSkilled/Semi-skilled Labor by Sector for 1983/84 . . . . . 7

2.1 Existing Programs for Skilled Workers, Capacity,Enrollment, Output . . . . . . . . . . . . . . . . . . . . 9

2.2 Recurrent Expenditures on Vocational Training by

Ministry 1976/77-1978/79 ... . . . ..... . . . . . . 10

3.1 Recruitment Plan for Professional Staff of NCSDTSecretariat . .. . . . . . . . . . . . . . . . . . . . . . 18

3.2 Instructor Recruitment and Training Program . .. . . . . . 203.3 Technical Assistance . . . . . . . . . . . . . . . . . . . . 23

4.1 Summary of Costs by Project Item . . . . . . . . . . . . . . 244.2 Project Costs by Category of Expenditure . .. . . . . . . . 25

4.3 Price Escalation Estimates . .. . . . . . . . . . . . . . . 274.4 Project Financing Plan . . . . . . . . . . . . . . .284.5 Estimated Recurrent Expenditures of Technical

Training Centers .... . . . . ..... . . . . . . . . 304.6 Schedule of Expenditures and Disbursements . .. . . . . . . 35

5.1 Planned Output from the Project Institutions Programs from1980 ........................... 37

BANGLADESH

VOCATIONAL TIRAINING PROJECT

Basic Data

Literacy rate (1976): 22%

EducationPrimary Secondary Higher

Age group 6-10 11-17 18+

Enrollment (millions) 8.2 1.8 .354

Enrollment ratio (%) 66 23 -

% female 37 20 14-17

% technical and vocational - 2.2 3.5

Number of schools 40,000 7,400 350

% public 90 2 100

Number of teachers ('000) 155 65 -

% female 5 8 -

% of total educational expenditures 54 17 7

Education Expenditure (FY79)

As a percentage of GDP 1.1

As a percentage of the total government recurrent expenditure 13.2

Spending on Vocational Training as a Percentage ofTotal Public Education Spending 1.5

Recurrent cost per (vocational) trainee hour (US$) 0.25

1. MANPOWER IMPLICATIONS OF THE DEVELOPMENT STRATEGY

Manpower Shortages and Development

1.01 Although Bangladesh is a labor surplus country, it suffers from ashortage of skilled manpower which constrains its economic development.Bangladesh's record on project implementation, production performance andproductivity, though improving, remains inadequate. While natural calamities,world-wide inflation, inadequate domestic resources and the low level ofexport earnings have been the main impediments, an important contributingfactor has been the shortage of managerial and skilled manpower.

1.02 Since independence, project implementation in the industrial sectorhas been hampered by the shortage of skilled manpower. For example, theAshuganj Fertilizer and Chemical Company project and the Chittagong DryDock have been slowed considerably because of the lack of technicians andskilled workers. Completion of development projects has been similarlydelayed in the transport, communications, irrigation and construction sectors.

1.03 Skilled manpower shortages have also adversely affected production.Industries such as the Bangladesh Textile Mills Corporation, Bangladesh Steeland Engineering Corporation and Bangladesh Chemical Industries Corporationhave failed to achieve their annual production targets, and the production ofintermediate goods (fertilizer, cement) fell far short of planned targets.

1.04 The shortage of skilled manpower has also affected productivity.Enterprises have been forced to hire unskilled labor, but have few programs toupgrade unskilled employees on the job. This has had an adverse effect onthe skill profile of the work force. The Bangladesh Chemical IndustriesCorporation estimates that only 20% of its 18,000 production workers areskilled, while the Bangladesh Textile Mills Corporation (55,000 workers) andthe Bangladesh Sugar and Food Industries Corporation (25,000 workers) wouldclassify less than 20% of their workers as skilled. The Bangladesh MineralExploration Corporation estimates that only about 10% of its workers areskilled/semi-skilled.

1.05 The high percentage of unskilled labor in the industrial workforce inhibits efforts to improve productivity. For example, untrainedworkers manning unfamiliar machinery increase the incidence of machinebreakdown and accidents. Also, as more unskilled workers are hired, theamount of informal in-plant training by skilled workers increases and therebyreduces productivity. Some state corporations recognize the need for in-planttraining and have recently started srmall programs.

1.06 The shortage of skilled manpower can be attributed to three majorfactors: (a) the small output of sk:illed personnel from existing traininginstitutions; (b) the absence of in-plant and upgrading programs for workers;and (c) the rapid depletion of the skilled manpower stock due to emigrationto the Middle East. Emigration has become a critical factor: for example,during 1977 the Bangladesh Textile Mills Corporation lost 300 skilled

workers to Iran; the Bangladesh Steel and Engineering Corporationand the Bangladesh Chemical Industries Corporation estimate that they havelost about 300-400 skilled/semiskilled workers to Middle East employment.Although Bangladesh is a newcomer among labor-exporting countries, thedeparture of manpower has accelerated during the 1976-78 period. In 1977,15,750 workers secured employment abroad, a 250% increase over the 1976figure. By June 1978, over 30,000 workers had accepted foreign employment(see Table 1.1). In addition, Bangladesh has agreed to provide Iran with23,800 workers (including 15,000 skilled industrial workers and 5,000 cons-truction workers) between 1978 and 1980 under the agreement on TechnicalCooperation. Recent events in Iran may, however, delay the implementation ofthis agreement.

Development Strategy and Manpower Demand

1.07 The demand for skilled manpower is likely to increase in the futureto meet the requirements of Bangladesh's efforts towards rural development,electric power production and distribution, and increasing industrial produc-tion. Future demand for skilled/semiskilled workers is evident from thesubsector development strategies.

(a) Industry. In an effort to increase the output of steel,fertilizer and cement, the Government plans to modernize theChittagong Steel Mill, and the Fenchuganj Fertilizer Factory andto complete the Ashuganj Fertilizer Factory. These undertakingswill require machine tool operators, machine fitters, draftsmen,general mechanics, welders, sheet metal workers, foundry workersand electricians. The jute and cotton mills are to be rationalizedto make the industries viable. This will involve retraining ofworkers. Future plans also include a modern plywood factory and afurniture factory. These projects would require general mechanics,joiners and fitters, as well as specialized personnel such asweavers, spinners and knitters.

(b) Construction. Major construction efforts are planned for both thepublic and private sector. In housing, the construction of about4,500 housing units for government employees, 2,000 low-costhousing units, multistoried office complexes and new subdivisionalheadquarters is planned. Construction under IDA supported Educa-tion, Population I and II, Agriculture Extension and AshuganjProjects will require additional skilled workers. An increasedsupply of masons, plumbers, carpenters and electricians (house-wiring) will be necessary for the Dacca-Chittagong Water Supply andSewerage Project which involves pipelaying and masonry works.Similar workers will be needed for road works, bridges, etc.

(c) Transport and Communications. In the transport sector, the mainpriority is given to completion of unfinished projects, the reductionof transport bottlenecks in arterial roads, ports and watertransport, and the modernization and rehabilitation of railways andbridges. In the communications sector, priorities include thecompletion of unfinished projects, as well as the expansion ofdistribution facilities. However, the highest priority is given to

Table 1.1: TOTAL FOREIGN EMPLOYMENT BY OCCUPATION AND COUNTRY DESTINATION, JANUARY 1976 TO JUNE 1978

Occupation UAE Qatar Iraq Bahrain Kuwait Iran S. Arabia Libya Nigeria Oman Algeria Other Total X

Construction worker 3,267 311 832 328 55 5 266 306 6 414 6 - 5,796 18.77Vehicle driver 168 84 671 3 968 71 244 11 - 16 - 2,236 7.22Port worker 228 1,220 - 125 - - - - - - 1,573 5.08Catering worker 244 309 20 123 109 253 185 2 - 143 6 1,394 4.50Technician 428 550 57 18 88 19 60 181 2 68 6 1,477 4.77Telephone technician 134 8 - - - - - - - - - 142 0.43Engineer 272 46 225 12 1 19 25 334 46 28 11 1,019 3.28Doctors and nurses 5 6 33 2 1 - 194 216 10 1 25 760 2.45Mechanics 550 215 495 93 147 19 40 266 - 308 - 2,153 6.95Teacher 61 25 44 15 17 267 12 59 33 1 - 282 0.91Professionals /a 397 91 66 85 266 39 106 157 - 291 1 6 1,601 5.17Unskilled labor 1,507 468 51 413 565 15 710 275 - 242 - 4,282 13.82Miscellaneous 3,511 829 136 480 581 135 833 176 42 1,023 1 643 8,273 26.70

Total 10,772 4,162 2,630 1,697 2,798 892 2,675 1,983 139 2,535 8 697 30,988 100.00

Percentage: 34.76% 13.4% 8.48% 5.48% 9.03% 2.88% 8.63% 6.40% 0.45% 8.18% 0.03% 2.25%

Source: Bureau of Manpower, Employment and Training.

/a Includes accountants, economists, teachers, etc.

- 4 -

improving operational efficiency and maintenance in the transport

and communications agencies. At present, sufficient auto and

diesel mechanics, welders and sheet metal workers are not available

to properly maintain the systems. In the power sector, top priority

is given to the completion of the East-West interconnector and

distribution for rural development. Electricians, welders and

construction workers would be needed for this project.

(d) Irrigation. Current plans call for the sinking of over 200,000

tubewells. A cadre of pump maintenance and repair mechanics

is needed to service the tubewells to exceed achievements under

the First Plan when only 59% of total irrigation targets (including

private schemes) were met.

(e) Small, Cottage and Rural Industry. The Government plans to under-

take a program of cottage and rural industry development which

would require additional skilled and semiskilled workers such

as mechanics, blacksmiths, tinsmiths, carpenters and joiners.

1.08 The foregoing overview indicates that the Government's development

plans and strategies in several key sectors will require a significant input

of skilled and semiskilled labor. The demand for skilled workers is difficult

to estimate, since no accurate or comprehensive assessment of Bangladesh's

manpower needs has yet been undertaken. The following attempt to provide

order-of-magnitude estimates for annual skilled and semiskilled manpower

requirements should then be seen in light of the virtual absence of comprehen-

sive employment data and a lack of reliable information on the occupational

structure at lower skill levels.

1.09 Table 1.2 shows the employment structure by sector in 1974. The

sectoral composition of employed persons is believed to have changed little

since then: in 1978, agricultural employees comprised 81% of the labor force

while industrial sector employment grew from 5% in 1974 to around 6% in

1978./i

1.10 Table 1.2 shows a projection of Bangladesh's annual domestic

requirements of skilled and semiskilled manpower by sector. Annual expansion

rates used were: 2% for agriculture; 3% for manufacturing, construction and

utilities; and 4% and above for transport and other services./2 For replace-

ment of persons leaving the labor force, an annual figure of 3% was used for

manufacturing, construction, transport and utilities, but this does not take

into account the exodus of manpower to the Middle East and Gulf states. For

the lower levels of the occupational structure, adjusted data were used from

Pakistan.

/1 Bangladesh: Current Trends and Development Issues, IBRD Report No. 2245-BD.

December 1978.

/2 Related to sectoral GDP projections used in the Bank's Macro-Model for

Bangladesh for 1978-85.

-5 -

Table 1.2: BANGLADESH ESTIMlATED ANNUAL DOMESTIC EMPLOYMENT REQUIREMENTS 1973-84

Annual Job Entrants bv CategorvEmployment Percent Annual Professional Clerks Skilled Semiskilled Unskilled Service

Sector 1974 /b Distribution increase /c & technical Administrators & sales workers workers workers workers

Agriculture 15,823,000 79.0 316,460 320 630 1,270 15,500 135,800 159,500 3,500Manufacturing 948,000 5.0 56,880 910 1,480 4,500 9,900 24,700 14,800 625Construction 32,900 - 1,974 50 30 40 200 950 750 20Utilities 7,500 - 300 10 10 50 25 125 100 10Transport 320,000 2.0 16,000 1,200 480 5,600 3,600 225 1,500 3,200Ither services /a 2,886,500 10.0 202,055 22,440 17,380 65,900 1,200 2,400 8,690 84,100

20,018,000 593,669 30,400 164,200

OccupationaL St-ructure /d

Agriculture 0.1 0.2 0.4 4.9 42.9 50.4 1.1Manufacturing 1.6 2.6 7.9 17.9 /e 43.4 /e 26.0 1.1Construction 2.4 1.5 1.9 9.3 46.5 37.3 1.1Utilities 3.0 2.5 15.0 7.6 /e 37.7 /e 30.2 4.0Transport 7.5 3.0 35.2 22.3 /e 1.4 Tp 9.3 20.5Other services 11.1 8.6 32.6 0.6 1.2 4.3 41.6

/a Includes commerce and social services.

/b Source: Population Census 1974.

/c IDA mission estimates; includes replacement (figures rounded)

/d Based on information from Bangladesh statistics and other counitries.

/e Pakistan statistics.

-6-

1.11 Bangladesh's annual domestic requirement for skilled workers in

1983/84 is estimated at about 30,400 of which one half is nonagricultural.

The total annual requirement for skilled and semiskilled workers, including

the agricultural sector, is estimated at around 195,000. The annual require-

ment in the manufacturing, construction, utilities and transport sectors

is estimated at 40,000 skilled and semiskilled workers per year. This compares

with an annual output of 2,000 skilled/semiskilled workers from formal and

nonformal training programs (Table 2.1).

1.12 Foreign demand for Bangladeshi labor is mainly linked to growth in

the oil-based economies of the Middle East. The order-of-magnitude estimates

in Table 1.3 are therefore conservative, based on the assumptions that the

rapid increase in manpower exports over the last two years (about 2,000

persons per month), will not be sustained in the immediate future. It also

assumes that by the mid-1980s the demand for skilled labor will be higher

than for unskilled labor.

1.13 Several trends reinforce these two assumptions. First, many of

the Middle East states are beginning to train and produce their own skilled

and technical manpower. Further, these states are establishing immigrationquotas for employment on large construction projects. Many Middle Easterncountries are also using Korean, Philippine and Thai contractors, who tend to

bring skilled and unskilled labor with them. Recruiters are increasingly

turning to other countries for skilled workers. Labor contracts are now

mostly for one year instead of two years. Finally, even though Bangladeshi

demand for jobs overseas still far exceeds supply, foreign employment may

become less attractive as workers return home with reports of language diffi-

culties, harsh climatic conditions, and in some cases, poor treatment.

Second, while the rate of emigration of labor has increased in the last two

years, the proportion of skilled/semiskilled labor to unskilled labor is low,

with unskilled labor now accounting for 45% of exported manpower (Table 1.1).

This could be because (a) investments in the oil-exporting countries require

a relatively higher proportion of unskilled labor; (b) Bangladesh is unable

to supply more skilled workers; or (c) Bangladeshi skilled workers cannot

compete with workers from other countries.

1.14 By the mid-1980s, labor demand in the oil-exporting countries is

likely to shift towards skilled and highly skilled manpower as investment

programs in infrastructure (which require a relatively higher unskilled labor

component) become saturated and give way to "diversification programs" in

services and manufacturing. Of the estimated 50,000 skilled and semiskilled

workers needed by Bangladesh in 1983/84 (Table 1.3), about 10,000 would be

needed for the foreign labor market. This figure is affected by several

demand factors. The Iranian Agreement is now expected to continue into the

mid-1980s because of the program's slow start; should Iranian development

priorities change (i.e. less modern sector industrial and infrastructure

development), then the demand for Bangladeshi skilled labor would decrease

accordingly. Also, it is assumed that by 1983/84, skilled/semiskilledworkers will constitute about 55% of total manpower exports (33% at present)

to reflect changing investment priorities in the oil-exporting countries.Thus while total manpower exports would drop from the present 25,000 per year

to around 18,000 in the mid-1980s, there will continue to be pressure on the

skilled manpower stocks of Bangladesh because of the occupational structure

of exported labor.

-- 7-

Table 1.3: ESTIMATED DEMAND FOR BANGLADESHI SKILLED/SEMISKILLED LABOR BY SECTOR FOR 1983/84

Sector Domestic Foreign /a Total

Manufacturing/Industrial 34,600 5,500 40,100Construction 1,400 3,000 4,400Utilities 200 200 400Transportation 3,800 1,500 /b 5,300

Total 40,000 10,200 /c 50,200

/a Includes the Iranian Agreement which will provide for the employment ofabout 3,000 skilled industrial workers per year and about 1,500 construc-tion workers per year, over a five-year period.

/b Includes vehicle drivers and mechanics./c Represents stock of workers.

1.15 Despite domestic shortages of skilled manpower, the Government hasso far not attempted to limit the export of manpower mainly because of thepractical difficulties of keeping people in the country against their willand the benefits of this activity. The most important benefit is remittanceswhich constitute the second largest source of foreign exchange earnings forBangladesh. In 1977, remittances from Bangladeshi workers in the Middle Eastand Western Europe reached US$83.4 million, and the value of goods shippedunder the Wage Earners Scheme totalled US$60.0 million. Total cash remitt-ances for 1978 is to be around US$107 million. While the short-term benefitsof this export of manpower are obvious and relatively easy to quantify infinancial terms, the short and longer term costs to the economy of reducingfurther the country's already severely limited stock of skilled and semi-skilled manpower are more difficult to estimate. The Government and IDA arecurrently undertaking a regional study of labor migration with a view toquantifying its costs and benefits and providing a basis for specific manpowerexport and development policies.

1.16 The shortage of skilled laLbor is expected to continue to impedeBangladesh's development plans. It will continue to make the implementationof development projects and the achievement of production targets difficult,while limiting productivity gains achieved by increasing other inputs to theproduction process. The shortage of skilled labor will also make it difficultfor Bangladesh to capitalize fully on the benefits (remittances) of exportingmanpower to the Middle East. On the domestic side, the estimated annualdemand of about 40,000 skilled worke!rs may be reduced by the return of workersfrom the Middle East. Similarly, in the foreign market, a change in the devel-opment priorities and employment opportunities of some Middle Eastern statesmay lessen the demand for Bangladeshi skilled labor. Nonetheless, Bangladesh'soverall development, and its industrial development in particular, will neces-sitate a much greater supply of skilled manpower than the present outputcapacity of its training institutionLs. Bangladesh, therefore, needs to createthe infrastructure of institutions and programs that would meet short- andmedium-term skilled manpower requirements.

C28760/J42026/D1171/A-6

-8-

2. VOCATIONAL TRAINING IN BANGLADESH

Scope and Management of Vocational Training

2.01 The responsibility for vocational training in Bangladesh restsmainly with the Ministries of Manpower, Education and Industries. The

Ministry of Manpower conducts two-year training courses in 14 trades at fiveTechnical Training Centers (TTCs) for secondary school dropouts and other

unemployed workers normally with a minimum of eight years schooling. Itis also responsible for the Apprenticeship Training Scheme. Within theMinistry, the Directorate of Training is charged with implementing and

supervising these programs. The Ministry of Education offers two-year coursesin 10 trades at 23 Vocational Training Institutes (VTIs) and at 13 Poly-technics only in the afternoon shift. However, each VTI only conducts 2trade courses. A grade eight graduation education is the entrance require-ment. The Ministry of Industries operates training programs at the

Bangladesh Industrial Technical Assistance Center, the Textile Institute, andshort courses within state corporations. Table 2.1 shows that in 1976, thetotal output from the vocational training system was just over 2,000. Ofthese, 600 were trained in the TTCs, 800 in Ministry of Education institu-tions and 700 through the Mnistry of Industries' training schemes.

Financing of Vocational Training

2.02 By international comparison, Bangladesh spends only a small shareof its resources on education and training. For FY78/79, budgeted recurrentexpenditure on education and training amounts to about Tk 1,390.0 million, or

13.2% of the country's current budget expenditures and 1.1% of estimated GDP.The latter figure is well below the relative education expenditures of otherlow-income countries (see Comparative Education Indicators, Annex 1).Development expenditures are expected to total Tk 720 million in 1978/79 andwould account for about 5.2 % of the Annual Development Program (ADP). About95% of education expenditure is allocated to the Ministry of Education; theMinistries of Health, Transport, Labor and Industries account for most of theremainder. Expenditure on vocational training has always accounted for lessthan 2% of educational expenditures (Table 2.2), but has been increasing at anaverage of about 88% p.a. over the three-year period 1976/77-1978/79, whichindicates that the Government has recognized and accepted the i mportance ofskill training. However, the 1978/79 allocation of Tk 29.39 million remainsinadequate for the task of producing the requisite numbers of skilled/semi-skilled workers to meet both domestic and foreign manpower demands.

Table 2.1: EXISTING PROGRAMS FOR SKILLED WORKERS, CAPACITY, ENROLLMENT, OUTPUT 1976

Entrance Annual Actual Annualrequirement Duration No. of admission Total enrollment output

Institution (Grade completed) (years) teachers capacity capacity 1976 1976

Ministry of ManpowerTTC Mirpur (Dacca) 8 2 60 238 476 606 224

TTC Bangla-German (Dacca) 8 2 18 120 240 165 87

TTC Chittagong 8 2 37 200 400 341 125

TTC Rajshahi 8 2 30 90 180 312 50

TTC Narayanganj /a 8 2 20 65 130 200 138

Apprenticeship program /b 8 2 - - - 225 18

Subtotal 165 713 1,426 1,849 624

Ministry of EducationVTIs (23) 8 2 138 920 1,840 830 300Trade courses in

polytechnics (13) 8 2 253 /c 1,060 2,120 1,419 500Subtotal 391 1,980 3,960 2,249 800

Ministry of IndustriesBangladesh Industrial

Technical Assistance Center 8 2 30 200 400 380 300Bangladesh Textile Institute 10 3 20 120 240 200 160In-plant training - - - - - - 209

Subtotal 50 320 640 580 669

Total 2,111

/a The Marine Diesel Training Center.

/b In operation from January 1969, enforced in 79 undertaking with 27 trades developed as apprenticeable.

/c Includes 54 part-time instructors.

- 10 -

Table 2.2: RECURRENT EXPENDITURES ON VOCATIONAL TRAINING BY MINISTRY,1976/77-1978/79 /a (Tk millions)

Ministry 1976/77 1977/79 1978/79

Education /b 4.14 8.15 13.35Industries /c 1.47 4.76 7.80Manpower Development & Social

Welfare /d 2.71 5.76 8.24

Total /e 8.32 18.67 29.39

As % of total education/training expenditure 0.6 1.2 1.5

/a 1976/77 actual expenditures. 1977/78 revised budget estimates.1978/79 budget entries.

lb Includes VTI's, Trade Courses at Polytechnics, Vocational Schools./c Include Marine Diesel Training Center, BITAC./d Includes Technical Training Centers./e Total includes Account Head No. 64 from Development Budget.

Source: Ministry of Finance

Issues in Vocational Training

2.03 The main issues in vocational training are its relevance to theneeds of the economy, quality of output, inadequacy of output from existinginstitutions and poor coordination.

Relevance to the Needs of the Economy

(i) No strategy to promote in-plant upgrading of workers. The mainemphasis in vocational training in Bangladesh has been placed onpre-employment training at established training centers, withlittle attention given to the value of in-plant upgrading as ameans of increasing the skills, productivity and earnings poten-tial of workers.

(ii) Lack of Manpower Assessment and Strategy. Training plans havebeen made without prior assessment of the labor market, the man-power needs of state enterprises or the activities of otherministries which require skilled manpower. This has resulted inan imbalance between the supply of and demand for the numbers andtypes of workers trained. An example of this was the acute shortageof skilled welders required for the construction of the AshunganjFertilizer Plant. Future training programs should therefore bebased on an assessment of employment opportunities and shouldpursue a common objective.

- 11 -

Quality of Output

Low Skill Level of Trainees from Training Centers. This is mainlybecause:

(i) no trade testing procedure has been established based on

training standards developed with the participation ofindustrial enterprises. Moreover, there is no central institu-tion to establish training standards or to design, produce,and periodically update teaching material based on job analysis;

(ii) existing teaching materials are in short supply and are notorganized in training units that can be arranged flexibly intodifferent training programs as needed;

(iii) expenditure per trainee year (about US$20 in the TTCs) onconsumable materials is low (a more reasonable amount wouldbe close to US$200). Therefore sufficient materials cannotbe purchased for trainees to acquire skills, to consolidatethem, and to reach established standards of quality, precisionand speed. Furthermore, the lack of consumable materialsrestricts the time that can be allocated for workshop practice.Although the curriculum shows a reasonable distribution oftime between theory and practice (25% and 75%), in factpractice does not exceed 10% of the time;

(iv) although the staffing ratio of ten trainees per instructor islow, instructors ha,ve been recruited with a polytechnicbackground but without adequate industrial experience as askilled worker. They cannot therefore develop in traineesskill levels that aLre acceptable to industry. It has beendifficult to attract skilled and experienced instructors tothe system, largely because of the relatively low salariesvis-a-vis skilled worker salaries in public enterprises, andalso because of the poor work environment and career opportuni-ties; this situation has now changed somewhat due to therecent 30% increase in instructor's salaries.

(v) supervision of training is almost nonexistent. The Directorate

of Training of the Ministry of Manpower has only one Directorand an assistant while five supervisory posts remain vacantbecause of budgetary constraints. The Directorate is weak inplanning, course development and the supervsion of TTCs, andthere is no supervision of in-plant training. The Directorateof Technical Education of the Ministry of Education is better

- 12 -

staffed to carry out technical supervision of the VTIs becauseof its involvement in engineering and technical education;however, budgetary constraints again limit the frequency ofinspections.

Inadequacy of Output From Existing Institutions

(i) Single shift operation contributes to inadequate output fromexisting training institutions. Furthermore, in 1976 only 45%of the places available in VTIs and 64% of the places inpolytechnics were used. In TTCs facilities were overutilizedby 14% (Table 2.1). However, by introducing second and thirdshifts, output in both VTIs and TTCs, could be substantiallyincreased.

(ii) All courses last two years, which is too long for training un-employed adults not committed to a specific occupation: amaximum of six months's training in basic skills and technologyis usually adequate for job entry. Moreover, as employersconsistently recruit at the lowest wage level, a graduate froma short course with lower wage expectancy would be more employablethan a graduate with a two-year certificate who has expectationsof civil service salary levels.

Poor Coordination

There is limited coordination and no common strategy between threeministries mainly responsible for training. This has led to aduplication of programs.

2.04 The lack of recurrent funds is a major factor contributing tothese weaknesses in vocational training and is both a reflection of theoverall shortage of domestic resources and the relatively minor importancethe government attached to vocational training so far. The authorities havenot allocated sufficient funds to provide trainees with minimum trainingmaterials, to maintain buildings and equipment and to recruit suitablyqualified teaching staff. Thus, the major problems of organization, planning,relevance, quality and efficiency still plague the vocational trainingsystem.

Strategy for Expansion and Improvement

2.05 Recognizing the need to develop a coordinated vocational trainingsystem, the Ministry of Manpower has formulated proposals to establishcloser relationships with industry and other ministries. The first ofthese, a National Advisory Committee was proposed in 1976, but was neverimplemented because it was felt that an Advisory Committee would be ineffec-tive. The second, an Interministerial Council, was convened in 1977 todecide on the programming and budgeting of training for various ministries.A program was approved but could not be implemented because of the lack of

- 13 -

resources. The Government has now upgraded and expanded this body to formthe nucleus of a permanent National Council for Skill Development and Trainingwith a Secretariat located in the Bureau of Manpower Employment and Training.It is responsible for planning, financing, skill standards, and the executionof training as described in para. 3.03.

2.06 Specific plans of the Government for the 1978-85 period to promotevocational training included the following:

(a) under the Ministry of Manpower, three existing TTCs at Mirpur,Chittagong and Rajshahi would be improved and expanded; three otherTTCs under construction at Khulna, Rangamati and Bogra would becompleted; and four new TTCs would be built at Comilla, Mymensingh,Faridpur and Barisal. This expansion program sought to increase theannual output capacity of TTCs from about 1,400 to about 3,400under the regular two-year TTC program. The Ministry also plannedto introduce an accelerated (one-year) modular training program asa second shift at all TTCs so that by 1983, the TTCs would have anannual output capacity of a further 6,600 trained workers, giving atotal output capacity of 10,000 trained workers per year;

(b) the Islamic Center for Technical and Vocational Training and Researchwould be established in Dacca financed by the Islamic Conference.This would be an international center under the Ministry ofManpower and Bangladesh's share of output is estimated at 300 peryear;

(c) the Ministry of Manpower would establish a National Skills DevelopmentInstitute to be responsible for the nationwide extension of a skillsstandard and certification system to improve the skill profile ofthe labor force; and

(d) under the Mlinistry of Education, the number of VTIs would increasefrom 23 to 35 by 1981, with a total output of 1,200 per year. AVocational Teacher Training Institute would also be established atBogra.

2.07 In line with the above objectives, the Government requested financialassistance from IDA for:

(a) the implementation of the TTC expansion program [para. 2.06(a)];

(b) strengthening the Bangla-German TTC as an instructor trainingcenter;

(c) establishment of the National Skills Development Institute[para. 2.06(c)]; and

(d) strengthening the Directorate of Training to improve its planningand administrative capabilities.

The total capital cost of this proposal exceeds Tk 648.0 million (US$43.2million).

- 14 -

2.08 While the overall objectives of the Government's request weredesirable, implementation appeared unrealistic in light of previous voca-tional training financing, the availabilitv of recurrent funds and managementcapacity. The Government's proposal would have increased recurrent expendi-ture from Tk 29.0 million in 1978/79 to Tk 87.0 million in 1983/84. As a resultof discussions between the Government and the Association, the proposals weremodified and recurrent costs reduced to a more attainable level.

External Financing in Vocational Training

2.09 Since 1972, the Government has received extensive technical assis-tance from multilateral and bilateral sources: the Swedish InternationalDevelopment Agency (SIDA) is assisting the Ministry of Education to developVTIs and the Vocational Teacher Training Institute at Bogra [para 2.06 (d)]:the Federal Republic of Germany is providing capital, equipment and expertassistance aimed at the expansion, improvement and staff upgrading at theBangla-German TTC; ILO/NORAD have assisted in the extension and improvementof the Marine Diesel Center at Narayanganj; and UNDP is helping the textileindustries. A recently approved ITNDP project (July 1978) aims at (a) upgradingthe skill levels of selected managerial and supervisorv staff at the BangladeshTextile Mills Corporation (BTMC) and skilled workers in selected mills, (b)establishing central training and advisory services for BTMC mills, and (c)improving machine productivity by establishing suitable preventive maintenancesystems and repair services.

2.10 JTDP/ILO assistance has also been extensive (US$8.0 million between1973-78). It has organized training programs for inland water transport deckpersonnel, low-lift pump operators and mechanics, the improvement and develop-ment of employment services, manpower survey, and management development andtraining assistance to Bangladesh Road Transport Corporation Truck and BusDivision. In addition, since 1973 UNDP/IL0 has been financing services(USS2.2 million) of international experts, spares and equipment to:

(a) assist in the organization, implementation and staff training forthe activities of the headquarters of the Bureau of Manpower,Employment and Training (BMET): and provide support activities forall existing and future training centers as well as broad, industry-based training schemes;

(b) upgrade two training centers (Mirpur, Rajshahi);

(c) assist in the initial planning for design, construction, operationand routine inspection of new TTCs (Bogra, Comilla, Faridpur,Mymensingh, Khulna, Barisal and Rangamati): and

(d) assist in making three of the new TTCs (Rangamati, Khulna andBogra) operational.

This project has fallen short of its objectives, mainly because the inadequateoperational budget allocated by the Government did not permit sufficientcounterpart staff to be appointed to the various sections of the BMET. Aproject revision to adjust project objectives to the revised Governmenttraining strategy is now underway.

- 15 -

Bank Group's Role in Education and Training

2.11 Previous Bank Group lending in the education sector includes:

(a) Credit 407-BD (1973) which aimed to improve and expand institutions pro-

viding education and training in technical and agricultural subjects. The

total cost of the project was US$36.3 million and the Credit amount, US$21.0

million; and (b) Credit 621-BD (1976) which aimed to expand and improve

agricultural and rural training. The total cost of the project was US$16.5

million and the Credit amount, US$12.0 million.

2.12 IDA funds in the Education sector in Bangladesh have been concentrated

(72%) in agriculture and the major share has gone to the Bangladesh Agricultural

University (BAU). BAU has become the main source of trained agricultural

manpower in the country, but its teaching and research programs have tended to

be overspecialized in relation to the present state of agricultural development

in Bangladesh which requires technicians with more generalized training.

Recently a number of new programs have been introduced to improve the practical

skills of students and increase their involvement in research and extension.

Progress in the recruitment of experts (under Credit 621-BD) to assist BAU to

define its role in training, research and extension has been slow; however, a

list of candidates proposed by BAU for these appointments is now under consider-

ation by the National Committee on Rural Training (NCRT). In addition, Credit

621-BD is expanding the training capacity for middle-level agricultural

manpower through assistance to seven Agricultural Training Institutes and the

Bogra Academy, but training shortages are projected even with this higher

capacity. Credit 621-BD also established a National Committee on Rural

Training (NCRT) to assist in avoiding gaps or duplications in rural training

programs. The NCRT has functioned only marginally so far, largely because of

staff shortages and a lack of expertise. However, action has been taken to

recruit staff for the NCRT Secretariat and the appointment of Technical

Assistance experts. In technical education five new polytechnics for training

technicians have been established with IDA assistance (under Cr. 407-BD) and

equipment has been provided to eight others. All five polytechnics have

started in new facilities which became operational on a limited basis in

December 1978. Efforts are under way to revise curricula to give a practical

orientation to technical education and to improve the quality of teaching

staff. The eight IDA-assisted polytechnics are also being used on a second

shift basis for vocational training.

2.13 Almost all of the IDA funds committed for education and training

thus far have been devoted to the upper levels of the system, with little

allocated for basic or nonformal purposes. The proposed third project in

vocational training would complement earlier projects by focusing on the

training needs of the industrial sector and to a lesser extent, the agricul-

tural sector. However, in line with current manpower shortages it represents

a shift in the emphasis of Bank Group education lending from the upper levels

to the intermediate levels.

3. THE PROJECT

Objectives

3.01 The proposed project would pursue three objectives, as follows:

(a) to help increase the capability of the Government to plan, manage and

evaluate skill training, (b) to accelerate the output from skill training

- 16 -

institutions to meet acute manpower shortages, and (c) to improve the produc-tivity of employed workers. The first objective, building management capacity,would be sought through assistance to the National Council For Skill Developmentand Training in its initital stages in the formulation of policies to promotethe planning, coordination and implementation of training across ministries aswell as promoting trade testing and certification. The second objective,acceleration of training output from 1,400 p.a. to 10,300 p.a., would bepursued through the expansion of training capacity and by reducing the lengthof training programs from two years to six months. The third objective,improvement of worker productivity, would be sought through the introductionof upgrading courses for employed workers in structured enterprises.

3.02 The project would consist of:

(a) construction, furnishing and equipping of:

(i) headquarters for the Secretariat of the National Councilfor Skill Development and Training (NCSDT);

(ii) five technical training centers located at Bogra, Barisal,Comilla, Mymensingh and Khulna;

(b) additional equipment for two existing TTCs at Mirpur and Rajshahi;

(c) provision of funds on a declining basis through CY1984 to finance(i) salaries of additional staff for the Secretariat of the NCSDT;(ii) salaries and training materials for the five new TTCs;(iii) salaries of additional staff and training materials for theprogressive introduction of short courses in the afternoon, eveningand morning shifts at four existing TTCs (Mirpur, Bangla-German,Chittagong and Rajshahi);

(d) staff training of (i) 425 instructor staff for the TTCs; and(ii) 1,500 training personnel for industry-based schemes; and

(e) technical assistance including about 41 man-year of specialistservices and 49 man-years of fellowships.

Project Components

3.03 Secretariat of the National Council for Skill Development and Training(NCSDT). (Proposed Outlay: US$0.5 million for physical facilities, excludingcost of land and contingencies). A National Council For Skill Development andTraining was established by a Resolution of the Cabinet and comprises Ministersor Permanent Secretaries of the Ministries of Manpower, Education, Industries,Finance and Planning, together with representatives of the Employers Associationand the Trade Unions. The Council is responsible for preparing draft legisla-tion or administrative regulations/resolutions pertaining to training, formula-tion of national training policies, approval of training plans and recommendingallocations of financial resources to implement the plans and execution oftraining programs. It is also responsible for evaluating existing curriculaand performance, approving new curricula, national skill standards and tests,and curtailing ineffective programs. Council members channel decisions to theline ministries concerned for implementation.

- 17 -

3.04 The NCSDT would be assisted by a Secretariat located within the

the Ministry of Manpower Development and Social Welfare and headed by a

Director General. The existing training department would be incorporated

into the new Secretariat which would have its functions divided aming three

divisions. The Directorate of Training Operations would be responsible

through its regional divisions for technical training centers, in-plant and

apprentice training and staff development. The Directorate of Planning would

carry out labor market analysis, tra.ining needs assessment, planning and

evaluation of training and the collection of statistics. The Directorate of

Standards would be responsible for curriculum development, setting skill

standard, trade testing and the production of teaching material. Charts 1

and 2 show the organizational structure of the National Council for Skill

Development and Training and its Secretariat and the relationship with other

ministries involved in training. Government approval of the Project Proforma

setting out the staffing pattern and the budgeting provision for the Secretariat

would be a condition of effectiveness for the proposed credit.

3.05 Some 276 staff including about 100 professional level staff would

be required for the establishment of the Secretariat. Professional staff

would be recruited from among existing chief instructors and engineering

technicians from industrial enterprises (Table 3.1 shows the recruitment plan

for the professional staff of the Secretariat). All professional staff would

receive training through: (a) the fellowship program financed by the project,

(b) participation in courses organized by the technical assistance experts

financed under the project, and (c) working as counterparts to the experts.

To accelerate the establishment of the Secretariat which, as a technical

institution, is fundamental to the organization of vocational training in

Bangladesh, staff salaries would be financed on a declining basis out of the

credit for five years starting January 1980. IDA financing would amount to

about 80% of the total cost of salaries and consumable materials. Office

space is necessary, for the Secretariat of the National Council to function

effectively because present facilities in the Bureau of Manpower, Employment

and Training are inadequate. The proposed project would finance the

construction of a headquarters building in Dacca to house the Secretariat of

the NCSDT.

3.06 Technical Training Centers (Proposed Outlay: US$10.3 million

for physical facilities, excluding contingencies). The proposed project

would finance the construction, furnishing and equipping of five new TTCs

located at Bogra, Comilla, Barisal, Mymensingh and Khulna. It would also

finance equipment for two TTCs at Mirpur and Rajshahi. The TTCs would

operate on a two-shift system, with some TTCs operating an evening shift

because of increased demand from nearby industrial centers.

3.07 The location of the centers and the composition of their proposed

training programs were based on the results of a detailed training needs

assessment conducted by the Government between August-December 1978 with

assistance from the ILO. Courses would include drafting, general mechanics

welding, sheet metal, auto mechanics and diesel, housewiring, armature

winding, radio repair, sanitary and pipe fitting, building construction,

outboard engine mechanics and pump maintenance. Starting in January 1980

- 18 -

BANGLADESH

)CATIONAL TRAINING PROJECT

Table 3.1: RECRUITIENT PLAN FOR PROFESSIONAL STAFF OF NCSDT SECRETARIAT

Staffing 1979 /a 1980 1981 1982 1983 Total

1. Director General's Office -DaccaDirector General 1 1Assistant Director General 1 1

2. Directorate of Training Operations

(a) HeadquartersDirector 1 1Deputy Director 2 2 4Staff Development Specialist 2 2

(b) Project Implementation UnitProject Manager (Consultant) 1 1Project Coordinator 1 1Architect (Consultant) 1 1Procurement Officer 1 1Accountant 1 1

(c) Regional Div.- Dacca-ChittagongRegional Directors 2 2Deputy Directors 4 4Assistant Directors 4 4 8Technical Officers 4 8 2 14

(d) Regional Div. - Khulna, RaishahiRegional Directors 2 2Deputy Directors 4 4Assistant Directors 4 4 8Technical Officers 6 2 4 12

3. Directorate of Training StandardsDirector 1 1Deputy Director 1 1Job AnalystCurriculum Specialist { 5 14 7 26Testing and Certification Officer |

4. Directorate of Training PlanningDirector 1 1Deputy Director 1 1Manpower Specialist 1 1Training Planner 1 1 2Operations Programmer 1 1 2Statistician 1 1

Total Staff Recurited 5 24 47 20 8 104

/a Already on staff.

- 19 -

with the afternoon shift, courses of six months duration (720 hours) would beintroduced in the existing TTCs (Mirpur, Bangla-German, Chittagong andRajshahi). In January 1981 evening upgrading courses for employed workerswould commence and by January 1982 all existing two-year courses would havebeen phased out and replaced by short courses. All training would be based

on occupational analysis and flexibility would be insured through the use ofshort self-contained training modules. The minimum general requirements for

admission would be 14 years and the ability to read and write equivalent toeight years of education. Placement of graduates from the TTCs would be theresponsibility of the employment service of the Ministry of Manpower Develop-ment and Social Welfare. During negotiations the Government gave assurances

that it would replace the existing two year courses at all TTCs with trainingcourses of modules of employable ski:Lls not exceeding six months duration byJanuary 1982.

3.08 The TTCs would require about 425 new trade instructors and some60 senior technical staff. Trade instructors would be recruited from amongskilled workers and foremen in industrial occupations, mainly from withinstate corporations. They should have a minimum of six years of primaryeducation and five years of industrial experience in their speciality(Table 3.2 shows an instructor recruitment and training program). Theselection procedure would include literacy, numeracy and skills testsdesigned to highlight skill deficiencies. Technical assistance experts wouldthen execute skills upgrading program for each appointed instructor-traineelasting a maximum of 720 hours. Training would be carried out in one of theTTCs (at Bangla-German, Chittagong or Mirpur) which are receiving technicalassistance for instructor training, mainly from the ILO. In addition, shortrefresher courses would be organized for the 170 instructors presently in thevocational system. The retention of instructors should not be a majorproblem, because of the recent 30% salary increase which made instructors'salaries competitive with those of skilled workers in state corporations,provision of staff housing, shorter working hours and the prestige attachedto a staff appointment. The proposed project would include further technicaland financial assistance to strengthen present instructor training, whichwould intially be the responsibility of the technical assistance experts. By

January 1983, however, this responsibility would be taken over by the ChiefInstructors in the Mirpur, Chittagong and Bangla-German TTCs, so that apermanent infrastructure would be created capable of providing qualifiedinstructors to meet future demands. The Government provided assurancesduring negotiations that it would design or redesign trade tests to ensurethat qualified instructors are available for all technical training centers

and it would appoint instructors on the basis of the results of such tests,giving preference to persons with relevant industrial experience.

- 20 -

Table 3.2: INSTRUCTOR RECRUITMENT AND TRAINING PROGRAM

1979 /a 1980 /a 1981 /b 1982 /a

InstructorsMirpur TTC 44 44 70

Bangla German TTC 30 30 30

Chittagong TTC 33 31 45

Rajshahi TTC 16 17 30

Khulna TTC 66

Bogra, Mymensingh, Barisal 74

Comilla 40

Total 123 122 170 180

Senior StaffChief Instructors 14 /b 24 /b

Principal & vice principals - - - 10 /b

Total - - - 34

Total to be trained/year 137 122 170 214

Total new instructors trained (1979-82) 425

Total upgrading (1979-82) 218

/a Newly recruited instructors./b Upgrading of existing staff.

3.09 Supervisory posts in the TTCs would be filled by existing staff and

suitable professionals from industry. Together with existing supervisory

staff, this group would participate in a series of courses organized and

delivered by a technical assistance expert in the organization and management

of training centers. These courses would also be financed by the project.

3.10 Housing accommodation for all TTC staff members has been included

in the project in accordance with government policy and the need to provide

additional incentives to attract instructor staff./l Because of transporta-

tion problems and the need to extend the catchment area of the TTCs, boarding

accommodation has been included for all project institutions except at the

existing institutions (Mirpur, Chittagong, Bangla-German, and Rajshahi),

where the Government is already providing boarding facilities. Boarding

accommodation would take care of about 80% of the trainees in the new

project insititutions. Furthermore, to facilitate the start up of centers

and ensure the introduction of short courses, salaries and consumable training

/1 For about 30% of this housing which is already under construction IDA

financing will be limited only to the remaining costs required to complete

this housing.

- 21 -

material would be financed by the credit for five years (1980-84) at fourexisting TTCs where second shift programs are introduced and for two years atthe five new TTCs (assuming completion of facilities by the end of 1982).completion of facilities by the encl of 1982). Percentages of financingwould decline from 100% - 48% (see Table 4.4). On average, IDA financingwould amount to about 80% of total costs for salaries and consumable materials.Government approval of the Project Proforma establishing the staffing patternand budgetary provision for the TTCs, including the foreign exchange needs forconsumable training mateials which are not covered by IDA funds, would be acondition of effectiveness of the proposed credit.

3.11 In-Plant Training (Experts, fellowships, stipends, consumablematerials, and staff training included as part of technical assistance -Proposed Outlay: US$2.1 million, excluding contingencies). An in-planttraining program is needed to upgrade unskilled workers and to replaceskilled workers who are leaving st.ate corporations for employment abroad.Employment of a disproportionate number of unskilled workers by public andprivate enterprises results in low productivity (paras. 1.02-1.05) and a highwastage and accident rate. An in-plant training scheme would be developedwith technical assistance financed under the project to provide a comprehensiverange of services to state corporations: the diagnosis of training needs,the preparation and organization of training programs and materials, budgeting,implementing and measuring the effectiveness of training within the corporations.Training programs would focus on improving manufacturing efficiency, qualityof product and maintenance techniques. Technical assistance (para. 3.13)would develop a cadre of personnel in the corporations which, over time,could create effective training programs to promote productivity as well asmeeting the internal training needs of the corporations. Group training orindividual, company-based schemes would be organized and training implementedin the following public sector corporations:

Bangladesh Jute Mills CorporationBangladesh Sugar and Food Industries CorporationBangladesh Mineral Exploration CorporationBangladesh Steel and Engineering CorporationBangladesh Chemical Industries CorporationBangladesh Inland Water Transport Corporation

Under this component of the project the apprentice training scheme for recog-nized skilled occupations would be revised and closely coordinated with TTCcourses to ensure continuous personal and skill development of trainees.

3.12 The ILO-sponsored National Management Development Program (para.2.10) is now training about 150 training managers and training officers toestablish a training infrastructure within the state corporations; coursetopics range from determination of training needs and the preparation oftraining plans to the evaluation of training programs. This program would becoordinated with an IDA-financed component under which about 1,500 first linesupervisors would receive short courses in instructional techniques, indus-trial relations, safety and production methods, as well as technical subjectsnecessary to prepare them for routine, on-the-job upgrading of productionworkers. A technical assistance expert financed by the project would orvanizethe courses. In addition, the fellowship program would allow selected trainingmanagers and training officers to gain experience abroad on the organizationand management of training within enterprises in the same sectors as their own.

- 22 -

3.13 Technical Assistance (Proposed Outlav: UJSS3.0 million, excludingcontingencies). The technical assistance to be provided under the proposedproject would complement and extend assistance provided by UNDP/ILO and theFederal Republic of Germany (paras. 2.09-2.10). It would comprise:

(a) 8 man-years of specialist services and 6 man-years of fellowshipsfor the establishment of the Secretariat of the National Councilfor Skill Development and Training;

(b) 15 man-years of specialist services and 14 man-years of fellowshipsfor staff training and commissioning the TTCs;

(c) 8 man-years of specialist services and 28 man-years of fellowshipsfor the organization of in-plant training;

(d) 2 man-years of specialist services and 1 man-year of fellowshipsfor procurement, evaluation, analysis of training costs, etc.; and

(e) 8 man-years of local consultant services for project managementand civil works implementation.

3.14 During negotiations the Government agreed to a staffing plan thatincluded a timetable for appointment of counterpart staff. Assurances werealso be obtained from the Government during negotiations that (i) qualifiedcounterpart staff for the Secretariat of the National Council for SkillDevelopment and Training, the Technical Training Centers and the StateCorporations training program would be appointed prior to the arrival oftechnical assistance experts; (ii) the terms of reference and criteria forselection of all specialists would be mutually agreed between the Associationand the Borrower; and (iii) the fellowship program would be carried out inaccordance with a training program acceptable to the Association and theBorrower. A condition of effectiveness for the proposed Credit would be thesigning of a contract with an agency or firm acceptable to the Associationfor the provision of technical assistance set out in Table 3.3.

Evaluation

3.15 A system would be developed with the assistance of a consultantfor evaluating the external and internal effectiveness of the trainingactivities financed under the proposed project. External evaluation wouldfocus on the effect of training both on the enterprise and on thetrainee. Statistics would be gathered annually from reDresentativeenterprises in each industrial sector covering: (i) expenditure on training(ii) workers wages: (a) without training and (b) with training; (iii)annual output per worker: and (iv) capital investment. For the individualtrainee a career follow-up scheme would be devised to record his progress.

3.16 Internal evaluation would be concerned with the training costs ofdifferent training modes and deliverv systems. It would aim at identifvingthe lowest cost system. During negotiations, the Government providedassurances that it would establish and have operative by June 1, 1982, amonitoring and evaluation system satisfactory to the Association, which wouldevaluate annually the overall effectiveness and impact of the Trainingprograms carried out under the Project. The Government also gave assurancesthat it would make available to the Association for review and comments,annual evaluation reports of the system for the duration of the project.

fD X~~~~~~~~~~~~~~- 9 c I C C

o ~ ~ ~ ~ ~ ~ OCCC n D 0C -l |ADCCAC

:C> Zd= D On"COD PC C A p-b -" r CD CD-C-C n o' CO O: I

DI 3~ n o =-C nD A CO= < CAp A CD °C C 0- o= OD AD CO I' °CCDD C° °CA r '=

&D = C o D C C D~ A OC, C:n U WD nrC

vX~~~~~C CCC 5CA &C 3-0 &cDn CAO CC V> . D --C 0 CDC nA n D = >

CD oC rl CD XiC0-'O CC ^D C3

O D C AO CDr 0 0 ^6

o D O FD A CA CA- D ° 3

£L~~~~ = D CD 0 0o _H ~ ~ ~ ~ C =D 00 =D Cr

ro ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ C CD C

o1 ° ' olto > W > > W COO CC CA 3D Gro O o s o > oo X ~~~~---o- CD-oCS C

CX~~~~~~~~~~~C CC CDCCCCD CAo CD , A A, ,,, _

CO COC A D O C AC 0 C

CD 010 CCC CAA

cD A-1 z

4CD CA'C LAC - C

3O n OICA

CA0 _ OIC CO CA CA CAID ' CA C CA1 N DD1

o W ' C CD C C CC C I

CO CCD c

COCA -O 8O - ' - o

COC D A C C I 0 C' C

COC CO CO CA CA -.| f*> M 0

00_ ~ C 0 I pC C A 0

O _

C1OC CO gO C A > o

COCA 00 CA C,, IX CpC C' D

- 24 -

4. PROJECT COST, FINANCING, IMPLEMENTATION AND DISBURSEMENTS

Project Cost

4.01 The total cost of the project is estimated at TUSS32.4 million

equivalent./I Detailed costs and foreign exchange components are given in

Annex 3. Costs by Droject item are summarized in Table 4.1 below.

Table 4.1: SUMMARY OF COSTS BY PROJECT ITEM

Taka million JISS million

Local Foreign Total Local Foreign Total

1. Administration, Management and Planning

NCSDT 20.86 15.16 36.02 1.39 1.01 2.4n

2. Vocational Training9 Technical Training Centers (TTCs) 126.16 154.61 280.77 8.41 10.31 18.72

In-Plant Training 12.75 18.25 31.00 0.85 1.22 2.07

Subtotal 138.91 172.86 311.77 9.26 11.53 20.79

3. Project PreparationTechnical & engineering services for

future projects 0.75 3.00 3.75 0.05 0.20 0.25

Baseline costs 160.52 191.02 351.54 10.70 12.74 23.44

ContingenciesPhysical 16.05 19.10 35.15 1.07 1.27 2.34

Price 51.73 47.34 99.07 3.45 3.16 6.61

Total contingencies 67.78 66.44 134.22 4.5? 4.43 8.95

Total project costs (including customsduties & taxes) 228.30 257.46 485.76 15.22 17.16 32.38

Customs duties & taxes imposed on directlyimported building materials 24.75 0.00 24.75 1.65 0.00 1.65

Total project costs net of customs dutiesand taxes 203.55 257.46 461.01 13.57 17.16 30.73 /a

/a Excluding expenditure already incurred in civil works under construction, and land

cost for the NCSDT Secretariat totalling abouyt USSO.82 million.

Note: Figures may not add due to rounding.

/1 Including customs duties and taxes imposed on direclty imported building materials.

- 25 -

4.02 Cost breakdown by categories of expenditure is summarized in Table 4.2 below:

Table 4.2: PROJECT COSTS BY CATEGORY OF EXPENDITURE

Taka million US$ million % ofLocal Foreign Total Local Foreign Total total

ConstructionSite development 17.51 4.38 21.89 1.17 0.29 1.46 6.2Building 61.29 26.27 87.55 4.09 1.75 5.84 24.9Professional services 7.00 1.75 8.76 0.46 0.12 0.58 2.5

Subtotal (including customsduties & taxes on directlyimported building materials) 85.80 32.40 118.20 5.72 2.16 7.88 33.6

Furniture & equipmentFurniture 5.34 2.87 8.21 0.36 0.19 0.55 2.3Equipment 2.68 34.27 36.95 0.17 2.29 2.46 10.5Subtotal 8.02 37.14 45.16 0.53 2.48 3.01 12.8

Technical AssistanceFellowships 0.09 8.73 8.82 0.01 0.58 0.59 2.5Experts 7.34 29.35 36.69 0.49 1.06 2.45 10.4Staff training 2.22 0.74 2.96 0.15 0.05 0.20 0.8Subtotal 9.65 38.82 48.47 0.65 2.59 3.24 13.7

Operating CostsSalaries 49.94 0.00 49.94 3.33 0.00 3.33 14.2Consumable training materials 7.11 82.66 89.77 0.47 5.51 5.98 25.5Subtotal 57.05 82.66 139.71 3.80 5.51 9.31 39.7

Total base cost 160.52 191.02 351.54 10.70 12.73 23.44 100.0

Contingencies 67.78 66.44 134.22 4.52 4.43 8.95 38.2

Total project costs 228.30 257.46 485.76 15.22 17.16 32.38

Less: Customs duties & taxesimposed on importedbuilding materials 24.75 0.00 24.75 1.65 0.00 1.65

Total project costs net ofcustoms duties & taxes 203.55 257.46 461.01 13.57 17.16 30.73 /a

/a Excluding expenditures already incurred in civil works under construction, andland cost for the NCSDT Secretariat totalling about US$0.82 million.

Note: figures may not add due to rounding.

- 26 -

4.03 Base cost estimates refer to September 1978 prices. The planningof facilities has been based on, functional and economic considerations, buthas taken into account specific technical limitations, and climatic and social

factors that affect planning and design. Unit costs are derived from recentbuilding contracts for similar facilities in Bangladesh. Although localmaterials and building techniques would be used to the maximum extent possible,some basic building materials such as mild steel and cement might have to beimported, and procured separately. The average unit cost is estimated atabout US$11 per sq ft excluding site development and contingencies, compared

with US$12 sq ft in Nepal, US$9 in India and US$17 in Indonesia for similarfacilities. Comparisons of capital costs per place are not applicable to theproject as a whole, since the proposed project would include extensions toexisting facilities and part of the equipment would be financed by UNDP/IL0.However, capital costs per place for a new TTC would average about US$5,000(excluding contingencies) which is reasonable.

4.04 Utilization factors would average 83% of available time for workshops.Usage would be economical because of the double shift operation (five hourseach). Courses would be based on 24-week sessions (6-day week). There wouldbe two sessions per year. The cost of equipment was determined from preliminarylists related to the teaching program. About 12% of the total project costs(excluding contingencies) would be allocated for staff housing, which is con-sidered a necessary incentive in promoting recruitment of qualified teachingstaff (para. 3.12). About 11% of total project costs (excluding contingencies)would be allocated for hostel facilities, which would accommodate about 80%of the trainees at the five new project TTCs. Hostels are traditionallyprovided at such institutions in Bangladesh and would be necessary at theproject TTCs because of poor transport infrastructure. They should alsoencourage enrollment of students from rural areas.

4.05 Physical contingencies (Annex 3) of 10% has been added to thebase line cost of all categories of expenditures to cover unforeseen factorsand to allow flexibility in design. A total price contingency of US$6.6 mil-lion has been included to cover expected price escalation at the followingannual percentage rates:

-- 27 -

Table 4.3: PRICE ESCALATION ESTIMATES

Annual percentagesof price increases

Year Local Foreign

Civil works, furniture & professional 1979 12 7services 1980-81 10 7

1982-84 8 7

Equipment, and consumable materials 1979 61980-81 10 61982-84 8 6

Expert's services & staff training 1979 12 41980 10 41981 10 81982-84 8 8

Salaries 1979-84 5 n.a.

Based on detailed analysis of expenditures in similar projects in Bangladesh,the foreign exchange component has been estimated as follows: (a) sitedevelopment, 20%; (b) buildings 30%; (c) furniture, 35%; (d) equipment, 93%;(e) professional services, 20%; (f) fellowships, 99%; (g) expert services,80%; (h) staff training, 25%; and (j) consumable materials, 93%. Thesepercentages have been derived by (a) determining the costs of civil worksattributable to materials, labor overhead and profit, (b) analyzing thec.i.f. Chittagong costs of imported building materials equipment and furniture,inland transportation and insurances, and delivery and installation of equip-ment and furniture. The foreign exchange component is estimated at US$17.2million, or about 55% of the total project cost net of customs duties andtaxes. Customs duties and taxes inmposed on imported building materialswould be borne by the borrower.

4.06 Customs Duties and Taxes. All building materials specificallyimported for the proposed project would be subject to customs duties andtaxes. The duties and taxes imposed on c.i.f. values would be as follows:(a) cement, 25%; (b) steel, 75%; (c) construction equipment, 100%, (d) wood200%; and (e) electrical fittings, hardware fixtures, 225%. The totalamount of local taxes is estimated at about US$1.65 million. Instructionalequipment and consumable training materials are normally exempt from taxes.During negotiations the Government provided assurances that it would takesuch steps as may be necessary, including the provision of adequate fundsto ensure efficient customs clearance of building materials imported for useunder the project.

Project Financing

4.07 The proposed IDA credit of US$25.0 million equivalent would finance79% of the total project cost net of taxes and duties. The remaining 21%

0 0 0� 0�--o'0�0 C - (0 fl -� -' 0-0 Cl 0 - N

0 00 - 0 0 0 0000 0 0-01 0 0 0- 0- 0 - '� 0 0 0-

0 0� -� 0- C 10 0.0000 0 000 0 0 o a O 0 0

01 100 0-0,0 � �: ::00000.0000.0010 0 0- 0-0 10 0 0 100000 10 0 o- 10 0 00 00 0 01000 00.'10 00

0 0 - 00 0 0 0000 OoOooOOo 0. 0. 0- 000 o'00o. oO 0 0 0 000-0-0-0- 0

00000-0 0� 010 00 - 0 000-10 2 000 00 00 0-0

0 0 0 0 - 0-CO 0 0 0 0 0 01 0 0 0 0 ao ,-, 00 0-00 0 - 000- 000 01' 0000 0 - 0 0 0 0 0-0-0 0 0 0 000 0 0 0 0- 0- 0� 0 0 00000-0-00

10 0- 00- 0 0 0. 0- 0. 0 0 10 0-0 0 00 00 0-000- 0 - 1000 10 0�0 10 0 0 0 0- 0. r

0 0- 0-0 0' 0100 0 0 0 - 0 - - 0- 0 0. 00 000 0.0 0.0 0-00- 0 000' 0' 000 0 0 10 0 0 0 0- 0 0 0 0 0 0 00 0 00 - 00 0 0 000

0 000 0- 000- 10 00 00 00 0 0 00 00 00 0 II 00.0000-00-00 0-000 L.0 10 0-100 to

000 0 0 10 0 00 00 0- 000 00 00 00 010 ol01 o0 0 0-0 000000.0.0 072.2 000 17 00 00 0 0

00- 0 000 0-0) -a10 00 0-0 0 000 0' 10

72 0 21 10* U :: :�0. 0 00 0 0 .000000010 0'

00 0 00- 0- 0 0 0 00 00 00- 00

C o2 820- 0. 0 0. 0

23 0 �? 2 �70. 0.0 -�

7

7 7.800 0 0'0 100 10000 1010 C�Co0-0-O 1000 10 0 9 I?? 9 9 I?rr 0-00

00 00101000 000 0-Io,a0.too - 10 too 0 - 0 000-

o 00000 -�10 10 000000' 100-00-C Coo0-<000j00'0 . 00

000000100000001000 a0 00000 00 N 0 0000-00 001000000- 0100010.100011000000

.-. 0oI�0o 00 0 - 10 10 10 0 - 0 - 0- - 0 I 00I. 1 ' 0 00 0 10 10 00 0' 00 0 0- 0 0

0 '10 000 010 00 000000 0- . I.. I..0 00- 000 01000 0001 0 0 000 00000 00 0 0 10 9 0 00 00 00

Ooo 0.0 0- 00 0.0 - 00. 10 00 00-0 o00-0 0-0- 00 00 0000- 0000 0. 000000-000

0 <0 00 10 0 000 00 0 00 000 0 0 00010 000010 000 0 00 000 00010 0 010 000 0000. 000 00 10 00 00 00 10 010 00100000000010 000 00 0000 0000 00010 000 0000 0000 0000 000

00 0 0 0 0 00-00000-01000 0 00 00 010 0 00 00 00- 00

0 000 000 000 000 0. 0 00. 0 0 0. 0 00 0.00 00-

o00 00 00 00 0- o.oo2o 0 0-10�001020 000 0 ��o0-2� 00

0 0 00 0 0 00 0 0 0- 00 000 0

0 0 5

- 29 -

would be met by the Government. Project financing would cover on a declining

basis, an average of 80% of the recurrent expenditures for additional consum-

able materials and staff salaries through 1984 for the Secretariat of the

NCSDT, and the TTCs.

Recurrent Cost Implications

4.08 By 1983/84, projected annual recurrent costs would amount to about

Tk 52.0 million (US$3.5 million) for vocational training conducted under the

Ministries of Manpower and Industries: Tk 48.0 million (US$3.2 million) for

the Ministry of Manpower and Tk 3.0 million (US$0.3 million) for the Ministry

of Industries. Annual recurrent costs (salaries and consumable training

materials only) of about Tk 34.55 million (US$2.3 million) would be generated

by the nine project TTCs (5 new and 4 existing), the Secretariat of the NCSDT

and the regional divisions of the reorganized Directorate of Training Operations.

Other recurrent costs would be incurred by institutions not financed under

the project (Ministry of Manpower's TTCs, Rangamati, and Faridpur and

Minstry of Industries' Marine Diesel Training Center and the Bangladesh

Industrial Technical Assistance Center plus the maintenance and supply costs

for the entire system.

4.09 The threefold increase in annual recurrent costs for these two

ministries, from Tk 16.04 million in 1978/79 (Table 2.2) to Tk 52.0 million

in 1983/84, is significant and raises the question whether Bangladesh can

afford to expand relatively expensive vocational training. In 1978/79,

recurrent costs of vocational training in the Ministries of Manpower andIndustries represented about 1% of total educational and training expenditures.

In 1983/84, Tk 52.0 million would represent about 3% of total education and

training expenditures if such expenditures remained at the 1978/79 level, or

a little more than 1% if total education and training expenditures increase

at 5% p.a. to 1983/84. These levels are feasible, given the new priority

attached to vocational training by the Government.

4.10 The threefold increase in annual recurrent cost under the project

would be less than that implied by the Government's more expensive plan

(paras. 2.06-2.08). The proposed project would represent a significantreduction in the government plan (25% reduction in capital costs fromTk 648.0 million to about Tk 486.0 million and a 40% reduction in projected

annual recurrent costs from Tk 87.0 mLllion to Tk 52.0 million) but would

increase potential benefits. The proposed project would give greater emphasis

than the government plan to in-plant training, planning, coordination,

national skill standards and increasing the efficiency and output of TTCs.

Under the Government's original plan, by 1982 output from TTCs would have

been about 10,000 with a cost per trainee hour of Tk 5.8. Under the proposed

project, by 1982 the additional output from TTCs alone (excluding the output

from in-plant programs) would be about 7,500 students with a cost per trainee

hour of Tk 5.6. The cost per trainee hour is now about Tk 1.1: the increase

would be due to an increase in the per student allocation of training materials

(Tk 0.2 to Tk 3.1), instructor salary increases of 30%, and allowances for

depreciation and maintenance. Table 4.5 shows that over 60% of costs are

estimated to be in materials and supplies, indicating that salaries would

remain relatively low, while the supply of consumable training materials

would increase substantially. The cost per trainee hour TK 5.6 (US$0.37)would still be low compared to other countries (e.g. Korea, US$0.50).

- 30 -

Table 4.5: ESTIMATED RECURRENT EXPENDITURES OF TECHNICAL TRAINING CENTERS (Taka '000)

Non- Materials Total Cost per

Institution Teaching teaching and Maintenance Depreciation trainee trainee hour

(TTC) personnel personnel supplies Utilities Building Equipment Building Equipment Total hours/year (Taka)

llirpur 1,176 467 5,640 422 112 422 112 422 8,773 1,622,880 5.4

Bangla-German 707 318 4,374 323 86 323 86 323 6,540 1,166,400 5.oz

Marine-Diesel 329 243 2,244 168 45 168 45 168 3,410 352,800 9.6

Chittagong 742 350 4,877 358 95 358 95 358 7,233 1,186,560 6.i

Rajshahi 398 258 2,076 163 44 163 44 163 3,309 604,800 5.5

Khulna 568 303 3,168 242 65 242 65 242 4,895 921,600 5.3

Rangamati 386 273 2,342 180 48 180 48 160 3,637 522,960 6.6

Bogra 272 235 998 90 24 90 24 90 1,823 322,560 5.6

14ymensingh 272 235 998 90 24 90 24 90 1,823 322,560 5.6

Faridpur 272 235 998 90 24 90 24 90 1,823 322,560 5.6

Barisal 272 235 998 90 24 90 24 90 1,823 322,560 5.6

Comilla 272 235 998 90 24 90 24 90 1,823 322,560 5.6

Total 5666 3,387 29,711 2,306 615 2,306 615 2,306 46,912 7,990,800 5.8

Percentage 12.1 7.4 63.0 1.3 4.9 4.9 1.3 4.9 100

Note: All institutions operate on double shift.1-1arine diesel, Rangamati, Faridpur - not project assisted.

- 31 -

Project Implementation

4.11 Administration. The project would be implemented by the Secretariatof the NCSDT with the Director General of the Secretariat directing allaspects of project execution. To assist and advise the Director General(Project Director) in carrying out the various functions of project implemen-tation a unit would be established Ln the Directorate of Training Operationswith the following staff on a full-time basis: a project manager (on contractbasis), a coordinator/vocational training officer; a project architect (oncontract basis); a procurement officer; a project accountant and adequatesupporting staff. Directors of the TTCs would be responsible to the ProjectDirector for management of operations at the regional level and would assistin the supervision of civil works. Advice on technical matters would beprovided by technical assistance experts financed under the project, supple-menting UNDP technical assistance whenever necessary. Approval of a ProjectProforma by the Executive Committee of the National Economic Council (ECNEC)showing provisions for adequate supporting staff and facilities for theProject Unit would be a condition of effectiveness of the proposed credit.

4.12 Duties and Responsibilities of the PIU. The project unit staffwould work as a team and in accordance with their respective terms ofreference. The PIU would prepare Project Proformae for all componentsrequiring approval by the Planning 'Commission and ECNEC. The duties andresponsibilities of the PIU will cover all phyiscal execution and educationaldevelopment aspects of the project. Collectively, the PIIJ would inter alia:(a) coordinate and integrate project activities with the relevant authorities;(b) select, brief and enter into agreement with consultants and specialists;(c) prepare Quarterly Progress Reports; (d) assist and supervise in thepreparation of architectural designs, masterlists of equipment and furnitureand bidding documents and submit them to the Association for review; (e)review reports, plans, specifications and other material related to theproject; (f) call and e-valuate bids and award contracts for civil works,equipment, furniture and training materials with assistance from relevantconsultants; (g) supervise construction of buildings and delivery andinstallation of equipment and furniture; (h) organize and administer technicalassistance and fellowship programs; (i) plan, program and monitor projectprogress and prepare implementation schedules; (j) maintain project accounts;and (k) make payments against project expenditures, operate the revolvingfund and prepare withdrawal applications.

4.13 Since this would be the first IDA project handled by the Ministryof Manpower, it would initially require intensive supervision from Bank staffand the resident mission. Arrangements would also be made during the initialimplementation period to provide training to project unit staff, particularlyon documentation and procurement, and planning and scheduling of criticalactivities.

4.14 Professional Services. Designs for most TTCs included in theproject were prepared about 10-12 years ago by the Public Works Department(PWD), which was assigned the design and supervision of civil works. Onlypart of this project was executed. The existing PWD designs are no longer

- 32 -

appropriate for the project and would require major changes to meet project

needs. Because the PWD's experience in planning and designing facilities ofthis type is limited, it is recommended that the services of an experienced

architectural firm be retained. Bangladesh has sufficient qualified architec-

tural consulting firms capable of offering services on an effective andeconomic basis. As a condition of effectiveness of the credit, the Governmenthas been asked to enter into an agreement with a consulting architectural firmwhose qualifications, experience and terms and conditions of employment are

satisfactory to the Borrower and the Association which would provide design

and supervision services for the entire project.

4.15 IDA Review and Approval. During negotiations the Government providedassurances that it would send preliminary designs and cost estimates of the

buildings for the Secretariat of the NCSDT, and each TTC, master lists of

furniture and equipment and a schedule of consumable materials to theAssociation for review and would take into account the comments of theAssociation before proceeding with construction on any building. Review of

bid evaluation documents would be required prior to the award of civil works

contracts exceeding US$200,000 equivalent and for any equipment, furniture,building material and consumable training material contracts exceedingUS$50,000 equivalent.

4.16 Construction. Construction of the civil works component would

be undertaken by private contractors. Only prequalified contractors would

be allowed to bid for civil works contracts under this project. Construc-tion would be phased as follows: Phase I, advance procurement of buildingmaterials - Phase II, Building, Phase III, Site Development and ExternalWorks.

4.17 Sites. Except for the site of the Secretariat of the NCSDT in

Dacca, the other five sites have been acquired and surveyed. During nego-tiations the Government provided assurances that it would acquire a suitable

site for the Secretariat of the NCSDT by December 31, 1979.

4.18 Procurement. Because of their relatively small size (mostly belowUS$500,000), contracts for civil works and furniture would be awarded on thebasis of competitive bidding advertised locally following procedures satisfac-tory to the Association. Building materials, such as bricks and sand, would

also be procured through local competitive bidding. Foreign contractors would

be allowed to participate in local bidding if they express an interest to do so.

4.19 Contracts for equipment, building materials (excepting bricks and-sand) and consumable training materials exceeding US$50,000 equivalent wouldbe awarded on the basis of international competitive bidding in accordancewith Bank Group guidelines. Local manufacturers would receive a marginof preference in bid evaluation of 15% of the c.i.f. price of competing

imports or the actual customs duty, whichever is lower. Contracts thatcannot be grouped into packages for bulk procurement of at least US$50,000,

not exceeding in the aggregate US$1.5 million (equivalent to about 15% of theestimated total cost of equipment, building materials and consumable trainingmaterials), would be procured in accordance with local competitive bidding

- 33 -

iteras, not exceeding US$15,000 equivalent for each contract and aggregating amaximum of US$0.5 mlllion (equivalent to about 5% of the estimated total costof equipment, building materials and consumable training materials) could bepurchased on the basis of a minimum of three price quotations. Prior approvalof the Association would be required for the award of any civil works contractexceeding US$200,000 equivalent and for any equipment, furniture, building,materials and consumable training materials, contracts exceeding US$50,000.

4.20 Revolving Fund. As a condition of credit effectiveness, theGovernment would establish and maintain a revolving fund of Tk 750,000 in acommercial bank to be used exclusive:Ly to make prompt payments in Takas forexpenses of Liemrs on the project excluding (a) salaries of additional staff;(b) travel expenses and per diem for local staff; and (c) import duties andtaxes for all imported items. The revolving fund would be replenished atleast once per month to maintain a minimum deposit of Tk 750,000. The projectdirector would be authorized to make withdrawals from the revolving fund tomake such payments.

4.21 Operation and Maintenance. For proper operation of the facilitiesand equipment, and uninterrupted training at the TTCs, provisions have beenmade in the Project Proformae to ensure engagement of properly trained personneland maintenance staff at each institution, and inclusion of adequate mainte-riance budget. Funds have been included in the project for (a) spare parts forinstructional equipment, and (b) initial supplies of consumable trainingmaterials.

4.22 Project Acc,)mit s. Project expenditures would be recorded in accord-ance with sound accounting practices. Accounts and financial statements foreach fiscal year would be audited by competent auditors acceptable to theAssociation. Certified copies of the accounts and financial statements foreach fiscal year together with the audit shall be furnished to the Associationas soon as available - but not later than six months after the end of eachfiscal year.

4.23 Implementation Period. The proposed project would be implementedover about five years, but completion of the physical facilities (includingprocurement and installation of equipment and furniture) should be achievedin about three years from credit eff'ectiveness (by about December 31, 1982).To assist in effective and tiraely project execution, a detailed implementationschedule has been prepared in consul]tation with the Manpower Bureau. Thisschedule would also serve as a monitoring tool during implementation andwould be updated quarterly by the project unit staff.

Disbursements

4.24 The proposed credit of US$25 million would finarnce 79% of thetotal project costs, excluding custoDms duties and taxes. The proceeds of theproposed IDA credit would finance:

(a) 100% of the c.i.f. cost of directly imported building materials,equipment and furniture;

- 34 -

(b) 100% of the ex-factory price of locally manufactured buildingmaterials, equipment and furniture;

(c) 100% of the expenditures on expert services, staff training andoverseas fellowships;

(d) 60% of the cost of imported building materials, equipment andfurniture procured locally;

(e) 60% of local expenditures on civil works including buildingmaterials procured locally, related professional fees for civilworks;

(f) 80% (average) of expenditures on consumable training materialson a declining basis as follows:

100% of the c.i.f. cost of directly imported materials100% of the ex-factory price of locally manufactured materials,procured through ICB

90% of expenditures on locally previewed materials for operationsduring 1980-82

80% of expenditures incurred for operations during 198352% of expenditures incurred for operations during 1984; and

(g) 80% (average) of expenditures on staff salaries on a declining basisas follows:

100% of expenditures incurred for operations during CY 1980-8280% of expenditures inccured for operations during CY 198348% of expenditures incurred for operations during CY 1984

Withdrawal applications would be supported by full documentation, except forexpenditures on salaries which would be reimbursed against statements ofexpenditures signed by the project director. Documentation for thesestatements would be retained by the project unit and be available forreview by IDA during project supervision missions. To the extent practicable,withdrawal applications would be aggregated in amounts of US$50,000 or moreprior to submission to the Association for reimbursement out of the proceedsof the proposed credit. Undisbursed funds could be used with the approval ofthe Association for other project-related components. The percentage of (d),(e) and (f) above would be adjusted as necessary to spread disbursement overthe estimated project implementation period. The estimated disbursementschedule is shown in Table 4.6 below. Disbursement is expected to becompleted by March 31, 1985.

- 35 -

Table 4.6: SCHEDULE OF EXPENDITURES AND DISBURSEMENTS(US$ mi:Llion equivalent)

IDA fiscal year Expenditures Disbursementsand semester Semester Cumulative Semester Cumulative

1980

1st (July 79-Dec 79) 0.59 0.592nd (Jan 80-June 80) 2.47 3.06 0.39 0.39

1981

1st (July 80-Dec 80) 2.47 5.53 1.81 2.202nd (Jan 81-June 81) 4.1L 9.64 1.81 4.01

1982

1st (July 81-Dec 81) 4.1L 13.75 3.11 7.122nd (Jan 82-June 82) 5.03 18.78 3.12 10.24

1983

1st (July 82-Dec 82) 5.03 23.81 3.90 14.142nd (Jan 83-June 83) 2.39 26.20 3.91 18.05

1984

1st (July 83-Dec 83) 2.393 28.59 1.95 20.002nd (Jan 84-June 84) 1.8'3 30.48 1.96 21.96

1985

1st (July 84-Dec 84) 1.90 32.38 1.52 23.482nd (Jan 85-March 85) - - 1.52 25.00

Closing Date: June 30, 1985.

- 36 -

5. BENEFITS AND RISKS

Benefits

5.01 The proposed project would form an integral part of the Govern-ment's strategy to expand vocational training and produce the skilled manpowerneeded for industrial development and for the replacement of skilled workersemigrating to the Middle East. The project TTCs would help to acceleratethe output of skilled and semiskilled workers, which would benefit theGovernment in the implementation of its modern sector development projects.This would in turn increase the low production of the industrial and manufac-turing sectors by achieving a higher ratio of skilled workers to unskilledworkers, thereby reducing the need for extensive on-the-job training. Theindustrial sector would also benefit from the programs for in-plant trainingand upgrading of unskilled workers. In addition, an increase in skilledworkers would enable the country to capitalize (through foreign exchangeremittances) on Middle East employment opportunities without disrupting domes-tic production, project implementation and productivity.

5.02 The proposed project represents a less expensive scheme thanthe Government's original investment program for vocational training (para.2.06). By 1980, with the introduction of shorter courses in the doubleshifts, the output of existing TTCs would increase by an additional 2,500workers. In 1983 when project-financed facilities would be fully operationalthe total direct annual output from the Ministry of Manpower's expanded systemof technical training centers would be about 10,350 skilled and semiskilledworkers (see Table 5.1) in 18 different occupations in the construction,electrical and mechanical fields, compared with a present output of about2,000. About 7,800 would be new entrants to the labor force and 2,000 wouldbe workers already employed and apprentices upgraded through evening courses.The indirect output from in-plant training would be about 8,500, comprisingsome 1,500 apprentices and 7,000 production workers. By 1983, project trainingwould account for 85% of total output from the national vocational trainingsystem and would meet about 40% of the total estimated skilled and semiskilledmanpower requirements of the nonagricultural sectors. The balance would beprovided mainly through Ministry of Education Vocational Training Institutes(about 1,800 p.a.) and informal learning on-the-job.

5.03 A major benefit of the project would be the better quality oftraining given graduates entering the job market. The project wouldestablish training standards developed with the participation of industrialenterprises hence making training more relevant. The quality of trainingwould be further enhanced by funds provided under the project for consumabletraining materials to foster practical rather than theoretical instruction;and incremental staff salaries to ensure that sufficient instructors of therequisite quality are trained and employed. The project would institutea shorter, six-month modular-type course, a system which is both costeffective and practical in Bangladesh. The proposed coordination of institu-tional training (TTC) with in-plant schemes would reinforce this practicalorientation.

Table 5.1: PLANNED OUTPUT FROM PROJECT INSTITUTIONS/PROGRAMS FROM 1980 ONWARDS

Planned Output

Institution 1980 1981 1982 1983 1984

Mirpur - Afternoon shift 875 875 875 875 875Evening shift - 875 875 875 875Morning shift

(short course) - - 875 875 875

Bangla German - Afternoon shift 650 650 650 650 640Evening shift - 650 650 650 650Morning shift(short courses) - - 650 650 650

Chittagong - Afternoon shift 670 670 670 670 670Evening shift - 610 610 610 610Morning shift(short courses) - - 670 670 670

Rajshahi - Afternoon shift 340 340 340 340 340Evening shift -- 340 340 340 340Morning shift(short courses) - - 340 340 340

Khulna I

Bogra I 1,410 1,410

Mymensingh } Morning shift {short 1,410 1,410

I Afternoon shift courses}Barisal I

Comilla I

Total 2,530 5,000 7,530 10,350 10,350

Of which: Job entrants 2,530 2,530 5,060 7,880 7,880

Upgrading 2,470 2,470 2,470 2,470

IN-PLANT TRAINING SCHEMES

Apprentices 500 750 1,000 1,500 1,500Production workers 1,500 2,000 3,500 7,000 7,000

Figures rounded.

- 38 -

5.04 The project would also have significant institutional benefits.The creation of a National Council for Skill Development and Training withits Secretariat would help to ensure national coordination, avoid duplicationof programs, thereby enabling a more efficient use of resources. It wouldalso assist Bangladesh's planning capability, foster standardization ofqualifications throughout the system and promote the evaluation of vocationaltraining. The project would benefit vocational education in general bystrengthening training institutions, mainly by assisting the Directorate ofTraining Operations to strengthen its headquarters and regional staffs in thesupervision and administration of TTCs.

Risks

5.05 Although an implementation schedule has been discussed and acceptedby the Borrower, experience has shown that implementation usually takeslonger than planned when ministries and agencies are involved in their firstBank project. Therefore, procedures such as intensive supervision, trainingof project staff, and revolving fund, have been suggested to assist the Bureau ofManpower, Employment and Training in implementing the project, since majordelays might reduce some project benefits substantially, e.g. failure to meetshort-term manpower needs or to increase remittances from foreign workers.

5.06 Some concern centers on the creation of the Secretariat of theNational Council for Skill Development and Training particularly as itrelates to its proposed size and feasibility. However efforts have been madeto clearly define the organizational roles of the three Directorates whichmake up the Secretariat. Further, the provision of a sizeable amount ofTechnical Assistance would assist in overcoming most of the initial problemsof operating the Secretariat. Efforts have also been made to recruit thestaff for the Secretariat over a 3 year period (Table 3.1) so as to alleviatethe problem of unsettling the existing bureaucratic set up of the BMET.Finally by providing salary support for staff of the Secretariat for 5 years,there is a reasonable assurance that the institution would be adequatelystaffed in its formative stages and would be able to perform its planningcoordination and evaluation functions.

5.07 Problems are also possible in the recruitment and retention ofqualified instructors, and staff of the Secretariat of the NCSDT. Forinstructors, recent salary increases of over 30% plus the provision of housingfor instructors at all TTCs should attract suitably qualified personnel fromindustry, but alternative employment opportunities still exist in the "fiddleEast. The appointment of suitably qualified staff would therefore be closelysupervised and remedial action (e.g. increasing the output from instructortraining programs) recommended should shortages develop.

5.08 In an effort to improve the quality of training, the project wouldfinance expenditure for consumable training materials for five years. TheGovernment would be required to include in the Project Proformae that budgetaryprovisions, including foreign exchange, would be made to cover its share ofthese costs during the project life. The risk remains that the Government

- 39 -

might not provide sufficient foreign exchange funds for training materialsafter the project is completed, particularly if the shortage of resourcesremains critical. However, despite these risks, it is believed that thebenefits realized through increased domestic industrial production andworkers' remittances from abroad would be sufficient to motivate the Govern-ment to allocate adequate funds to thie project facilities to enable them tooperate effectively.

6. AGREEMENTS REACHED

6.01 During negotiations, the Association and the Government agreed on:

(a) the organizational structure for the Secretariat of the NCSDT(para. 3.04);

(b) a plan for specialist services and fellowships including a timetablefor the appointment of counterpart staff (para. 3.14); and

(c) procedures for an annual audit of project expenditures (para. 4.22).

6.02 During negotiations the government provided assurances on: (a) thereplacement of two-year courses at ELll TTCs (para. 3.07); (b) the appointmentof vocational instructors (para. 3.08); (c) the appointment of counterpartstaff (para. 3.14); (d) the establishment of a monitoring and evaluationsystem (para. 3.16); (e) customs clearance of imported building material(para. 4.06); (f) IDA review and approval of preliminary designs (para. 4.15);and (g) the acquisition of a site for the Secretariat of the NCSDT (para. 4.17).

6.03 In addition to the usual conditions the following are conditions ofeffectiveness:

(a) Government approval of the Project Proforma for all projectcomponents (para. 3.04, 3.10, and 4.11);

(b) the signing of a contract with an agency or firm acceptable to theAssociation for the provision of technical assistance (para.3.14);

(c) the appointment of a consulting architectural firm whose qualifications,experience and terms and conditions of employment are satisfactory to theAssociation (para. 4.14); and

(d) the establishment of a revolving Taka fund (para. 4.20).

6.04 With the above assurances and conditions, the project constitutes asuitable basis for an IDA credit of US$25.0 million to the People's Republicof Bangladesh for a term of 50 years including a 10 year grace period.

- 40 -

COMPABATIVE EDUCATION INDICATORS ANNEXI

APRIL 7. 1979

GNP/ , GNP % TTTAL:% OF PUBLIC -SI AVEPRI. SEC

CAPITA: DEVOT EO PUBLIC: EDUCATION LITER- PRI. COMPLE- :STU- SCH.TEACH:PROGRESS-: SEC. .STU- HIGHERP

AT: TO EDU.: FXP. RECURRENT lacy ENROLL.TION DENTS SALARY INITON RATE :ENRDLL:DENTS.ENQDLL~MARKET (PUBLICODEVOTED:-EXP ALLOCATED: RATE :RATIO :RATE FOR:PER RELATION FROM PRI.:RATIO PER RATIO

POP. :P8TCES: FXP. TO TO: :1% OF NET -PRI.SCH. TEACHI: TO GNP/ ~TO SEC. NET :TEACH- GROSS

YR:MILLS. lUSS): ONLY) EDOU. FRI. SEC. HI. ADULTS): (5) :CYCLE(/.)ER - CAPITA :1% () ER p 5

*(l)* (2) ( 3) (A) : (5) 161 (7) (B) (RI (ID) (71) (121 (I31:('14)

AD VA NCED

AUSTRIrA 74 7S5F 4.870F 5.3Y 8.5EY OAT 51Y 15Y 99 98 930 060 2.DD 990 RID 190 16.,855

CANADA '9 22-A 7.135 7.3 16.7 3D 37 26 98 99 97 19 2.D 99 RD ¶8 16.00GERMANY F.REP.75 61.8 6.870 5.0 l0.0 31EY 64A* 26EV 99 90 99 23EY 995gg 84Y 22C 00.265JAPAN 76 771.6 4.450 4.36 200.7 ADUF 37UY 11U5 99 99D 99C 25 20DB 990 9545 20C 24.691

NETHERLANDS 75 13.7 9,4025 9.4 22.40 21 39 25 99 PB5 95 29 0.0 97 80 20 10.00NEW ZEALAND 73 3.1E 4.280F 5.2 .. 39 04 29 YR 99 99 OR ... 99 67 79 24 00NORWAY 76 4.O 8.043 7.0 14.4 54 04 15 YR 99 99 if, 75 9SF 90 II 11 00QSWEDEN 76 8.0 8.750 8.8 14.0 03 09 10 YR 99 99 76 ... 907 850 73 30.000

U.6. 75 56.0 3.780 7.1 13.9 06 41 IA 993 99 -. . 04 0.0 ... 68 '7 07.005

O 5.4 76 014.6 7.950 5.4 19.5 .. 72-- 28 Y9E 99 99 00 .. 99 Vi 79 04 00

EUJROPE

GREECE 76 9.7 0.590 0.6 10.4 37 08 0? 86B 99 820 37 0.0 70E 80 07 16.00IRELAND 74 3. IF 2.390F 6.1 73.90 43Y 41Y 14Y 98 10855 99A 35 .. 954 61ST 19 15-47YPORTUJGAL 76 9.6; 7.570 4.4 77.8 53 07 13 70O 98 55 01 3.0 70 OR 14 7 60ROMANIA 75 01.0 1.040 4.0 6.4 38 19 13 98s 7015 .. . 21 . 98 49 00 10.00

SPAIN 74 35.35 2.750F 0.48 19.24 49Y 005 I5Y 94A 11555 . 354 7855 30 1heRs

AFRICA

ALGERIA 77 16.9 9900 7.6 14.3FY 40 - 2 1 35 785 45 39 4.0 55 06X 73 6.00RESIN 74 3. IF 130F 7.0N 39.05 470 030 100) I70 44XY 701B 631 09.08 438 7155 G9B 0.747

BOTSWANA 76 D.7 410 4.0 79.0 53 00 74 3 705 95 30 3.0 60 10 00 0.30RUTUIIDI1 74 3.7F IhOE 0.9 79.90 479 AIR l2B 10 005 307 38 700 a 714 Ox 18 1.0'CAMEPDON 79 7.7 314 3,7 01.5 33 43 200 60 45 52 4.0 0.0 90 04 0. 90050. a . 74 1S8F 2OFG 3.00 77 CD 568 198 . 7955 25 695 Is . 1 887 0785 DOltyCHAO 75 4.0 100 3.0 10.0 78 00 . I 2958Y 30 6565 79.0 8 OTBY 30 0.0185CONGO(S) 74 1.3F SIDE 6.0 19.3 40 30 07 507 1335 63 63 6.0 48 335 00 3 40EGYPT 76 38.0 370 5.9N5 . 30 30 06 44 78 80 371 79 48 00 10.00

ETHIIOPTA 77 09.0 700 0.4 70.5 44 37 14 70 06 ... S0O . 63 A 38GARSO 74 OS5F 2.540F 5.00 200.60 250 90 170 .. . 1005 050 460 5.0 TSA 315 010 0.29'GAMBRIA 76 0.5 770 3.3 17.8 46 25 6 ID 07 90 33 . . 90 13 25

GHANA 74 9.9E 590F I . 19.7V 435 22Y 2005Y .. ROTS B2B 305 1 48 355V I6Cy 1.095GUINEA 76 4.7 lADE 4.350.. 30 37 30 .. 305 64 45 bF 88 7311 08 4.00>'.752P COAST 76 7.0 610 6.8 03.7 33 48 73 94 50 86 43 7.0 47 7755 26 I.64V

-79 73.8 040 5.9 08.0 67 03 10 40 807 607 34 6.0 30 1'6 77 I 0

LESD'kIT 75 1.0 160 lO.OP 03.0 49 78 00 40 95 50 52 7.064 87 10 26 7.00'

LISETIA 79 I S AID 0.4 13.0 07 IS 00 73 s8 ...- 35 20. .. 10 78 7 10AYMADAGASCAR 77 8.0 040 4.0 04.0 53 28 79 50 90 33 44 6.0 38 14 03 1.70MALAWI CT 5.6 140 0.0 9.3 40 1T 00 25 56X 21 61 5.0 9 55 01 0.47

MALI 75 57'F 9OF 4.06 33 OF 45F 37F IPF IDE 00F ... 4SF 9S5F SOF 65 01MAURITANIA TI 7.3F 320F 4.1Y5 OO 00.05. - IOA 1755 22A.04 . . 35Y 24AMAURITIUS 78 D.9L 880 4.7 10.1 50 26 65 SOC 94 99 04 4.5 90 45i 30 1.50

MOROCCO 78 '8.0 500 6.3 75.2 398 498 138 08 ASS 33 40 ... 33 175 00 4.00NIGERIA 74 75.DF 340F 4.10Y 04.2005 035 IRS 405 -. 49XY . 34DY .. .. 115 20005 0.495TWAN'DA 73 4.IF 10OF 3.00 08.00.- - .. 23 602 . 51 .. .. 13 0.03C5

SENEFGAL 77 5.0 400 5.0 03.0 48 34 00 70 302 . 49 70.0 00 10 07 1.5SIESRA LECNE 73 iC OD 2OF 3.4 03.4 31 38 30 157 345 45 30 4.OE 68 135 01 0.5365SOMAALIA 75 3.0 lID 3.70 10.80 490 1AO 190 507 345 86 35 10 0 60 3 15s 10

SUDAN 76 75.9 290 4 5 19.9 48 36 76 20 34 74 33 3.8 33 14 04 .02454WA717.ANO) 75 0.5 470 3.8 --- 38 31 79 50 73 77 38 3.8 SI 04 00 1 00TAN1zANI a 76 15.1 ISO 6.6 17.4 40 07 10 so 935 81 49 6.6 6 4X 79 0.34TUNISIA 73 5ERE 730F 8.3 03.4 37 43 IS 55 70 Sl 41 6.0 31 14 07 3.00

LJGANDA 75 17.6 030 3. 409 15.7D5 34EV AOEY 22EY 25A 53XY - 34EY .. . 14A 8505 01A 0.565

.,PSFR VOTLA 77 5.8 119 3.4 03.9 31 18 30 50 13 03 SI 04.0 19 0 25 1.0ZAIR E 76 25 6 140 6.0 00.0 49 08 25 15 865 44 405 0.0 41 135 07 7.O0K

051A51 [ 76 5.7 440 6.9 15.9 54 00 002 39 97X 90 49 7.0 01 176 03 1,50

CENTRAL AMEPICA AND THE CARIBBEAN

9AP8A003 '6 0.2 1.620 8.1 02.1 43 37 76 99 1065 99 01 3.0 99 947 17COSTA RICA 75 0.0 960 5.08 00.78 578 258 728 898 10955 658 298 3.08 588 5055Y 056 17.15YVCULBA 79 9.g5 9.500 8.0 71.0.... .I.98 98 98a 00 0.-7 98 65 15 15.00DOMINICAN SEP.70 ATEF 720F 3.0 13.9 40 04 00 531 80 IT 54 3.00 63 13.5 24 7.00EL SALVADORP 7 7 4.1 570 4.,4 27.0 6 4 8 0 7 62 855 302 39 0.2 41 03 01 7.00IGUATEMALA 73 6.3F STOF 7.9 18.0 55 03 7 4 4 7 64 26 35 3.0 69 8 05 4. 091XHA I TI 76 4.7 000 7.0 8.0 RI 01 17 2006 2SF 7 3 56U 3.0 60 4 ... 0.7HONDURAS 75 0.9 3906 4.0G 18.80 600 15G 196 53 78 30 35 3.0 88 71 1 7 4.00O

JAMAICA 76 0.1 I .070 9.9 18.0 37 33 02 8SF 9I 52 39 4.5 94 64 25 7.98MEXICO 75 59.9 1.050 3.100 10.000 51Y 065 lOY 76 1705Y 31 46 3.0 83 3S5X 034 8 97EYNICARAGUA 74 2.3E 700F 0.5 14.0 RI 13 73 57 65 01 317 2.0 93 77 04 7.00TRINIDAD A T 77 77 0 .189 4.5 14.7 48 30 GD 95 98 91 30 3.0 493 62 04

SOUTH AMERICA

BOLIVIA 76 5.8 31SF 5 0 175F. . . 38 178 090 04 SF .. 48 780955770 36 107.0 1.030 6.0 17.4 40F 2DE 37E 44A 86G 3705 . . 06 1501 6.'G0BCHILE 75 ¶0.3 990 3.885 10.585 035 70Y S05 -. . 71115 . 365 ... 4855 . .. 16.655COLOMBIA 74 03FEF E8OF 3 3D1 01.205 4405 0005 11Y 73 lOSTS 00 335' 4.0 90 365S 144 6 67YECUADOR 75 7.1 990 3.70 07.70.69 70055 ... 380 . . 3855 140GUI'ANA 74 0 IF SIDE S.9N 14.70 47 35 14 934 92X 39 33 8.0 79 6021 24 I=VAFAGUAY 74 O2 SR 5OF 7.8 71.0 65 13 02 8I 80 08 30 7.9 65 77 10 5 'CO

PERUJ 75 15~4 760 4.200Y 2 170Y 405 20Y ISVY 70 1 1065 38 3905 3.0 70 4825 23DY 14 411'JTCOUAV 76 0.8 .30C 7 5 15.3 46 34 20 94 935 2 4 . 3 to 1VEIE ZUF LA 7:3 l2OOF 0 .280F 4 6 19.9 300 080 350 77A 81 ... 33 0.4 ... 33 12 . I 6<-

-41-

-GNP/ G NP -T, TOTAL . OF PUBLIC: PRI. :AV.PRI. SEC: CAPITA: DEVOTEDOPUBLrC EDUCATION :LITER- PRI. :CCMPLE- STU- :SCH-TEACH,PROGRESS- * SEC. STU- HIGHFR:

AT TO EDU. EXP. RECURRENT :ACY :ENROLL:TIGN :DENTS:SALARY IN:ION RATE :ENROLL.OENTS.ENROLL~MARKET (PUBLIC.DEVOTED'EXP ALLOCATED: RATE :RATIO :RATE FOR:PEP RPELATION :FROM PRI. RATIO PEP RATIO

POP. :PRICES EXP_ TO TO: : T. OIF NET :PRI.SCH.:TEACH: TO GNP/ :T0 SEC. NET TEACH- GROSS:YR:MILLS. :(US$): ONLY) EDU. :PRI. SEC- HI.:ADULTS): (%) :CYCLE(%):ER CAPITA (% % ER (/

I) (2) *(3) (4) (5) :(6) (7) :(8) .(9) ( to) (11) ~(12) :(13) 1 4)

ASIA AND OCEANIA

AFGHANISTAN 77M 14.3 160G 1.8 11.6 4T 19 Is 12 29X 69 37 3.0G 62 88 1T 1.017BANGLADESH 73 78. F ROE 1.2 20.2 44Y 22Y 21Y 23D 56X . 480 ---.. 2380 28 ..CHINA(TAIWAN) 73 16-OF 930F 3.2 14 0 28 41 22 82 gaC 94 40 14-0 84 ~67-C 26 20.0CCINDIA 75 608.1 140 2.BVY --- . .. I.... 298 65XY ... 43A . .. . .. 29XY 20AY 2 .34EYINDONESIA 76 130.2 240 3.0 11.0 26 32 IS5 G0a 79EX 43E 30E 2.0 52E IREX 14E 2 00IRAN T3 33 4F 1,660F 3. 3 12.6 SOB 188 128 t0 77 74A 32 5.08 8OA 24 32 4 32CYIRAQ 75 11.1 1.250 6_7C 16-30R . -. ... 26C 93XY ... 22 ... .. 3Sxy 26C 8.47YJORDAN 73 2_7F 460F 7 0 8 .8 52 15 21 TA 918 76 38 6.0 84 ROX 22 4.00KOREA T6 35.9 698 3.0 15.60 65 13 8 5'2 F 103X 97 50 2.6 80 8 4 39 14.4L.EBANON T 2 3. 2F lOT7OF 3.5 18.0 39 40 10 68s 86 65 19 2.0 63 26U 25 23.00MALAYSIA 76 12.6 660 6.7 26.0 42 34 tS 4iOC 95 93 32 3.7 78 48 26 3.00NEPAL TB 12-RF IIOF 1.1 10.0 29 20 41 :9 59 28 31 2.3 64 14 24 0.6OMAN 72 0.8F 2.300F 1,7N 3.8 96 - - 20 248 99 27F 7.0 ... 0.4X 9 ... PAKISTAN 75 69.2 160 1.6 i6.2 45 25 18 21I 47X s0 39 2.0 ... 17X i8 6.00PAPUA NOG. 75 2.8 470 5.6 16.1 38 lB6 24 312 577 73P 31 11.0 90 1287 24 0.907PHILIPPINES 74 42.2F 380F 2.5 1A.9 73 IS 12 87 104X ... 34 15.0 ... 46iX .. . 21.00SINGAPORE 74 2.3F 2.450F 2.7Y 9. 2Y 39Y 39Y 17Y '75A IOAxy 72A 31Y' . .. 99A 44XY 24 7 .R8YSYRIA 75 7.4 720 3.6 6.9 39 25 26 53 89 70 35 2.0 92 46 21 12. 00THAILANO 73 41.9F 350F 4-ONF 20-7F 65 9 15 1(2 87X 93C 32 3.0 U giC 21X 24 2.00TURKEY 73 40.2F 900F 5. 6CY 20 6CY ..... .. BY . .. 34Y . .. . .. 24Y 270Y 5.83YYEMEN 73 5.9F 200F 0.5 4.0 4SP 21P 23P 10 ISX I8 36 5.0 75 28 19 O05BYYEMEN P.0.6. 76 1.7 280 6.6 91 7 26 B 20 898 48 30 5.0 94 218 24 01.10

SUMMARY FOR DEVELOPING COUNTRIES

NUMBER OF COUNTRIES: 94 90 88 8s 86 67 95 74 95 68 77 94 91 64

RANGE: (0.5- (3.6- (25- (- )2- )3- 14- (13- (19' (1.9- (7- (.4- (9- (.01-

12.0 1 33.0) 96 ) 47) 41) 96) 1338) 96 69 1 25.0 1 99) 80 ) 39) 23.0)

QUARTILES UPPER 6.1 21.2 54 32 22 73 94 78 46 7 83 36 25 7.0MEDIAN, 3.9 16.3 45 23 18 50 78 55 36 4 63 1 7 23 2.3LOWER -3.0 12.4 38 Is 12 20 53 30 32 3 43 9 20 .9

SYMBOLS. . DATUM UNAVAILABLE A=1970 OR BEFORE M=CURRENT PRICES SOURCES:-MAGNITUDE NIL OR NEGLIGIBLE 6=1971 N~GOP----D UESTIONABLE C=1972 P-INCLUDING FOREIGN AID COLUMNS:l AND 2 WORLD RANK ATLASINCLUDES PART-TIME STUDENTS 0=1973 G-CENTRAL GOVT. ONLY OR 181R0 MISSIONSCOMBINED WITH PRIMARY E =1974 R'MINISTRY OF EDUCATION (MOE) ONLY 3 TO 14 1690 MISSIONS

.. UNDER REVIEW F=1975 S~MOE AND STATE GOVT. ONLY AND/OR UNESCOG=1976 T'"EXCLUDING CENTRAL GOVT. STATISTICAL

U~PUBLIC ONLY YEARBOOKV=INCLUDING PRIVATE EXPENDITUREX' INCLUDING OVERAGED STUDENTSY~UNESCO SOURCES

COMPARATIVE EDUCATION DATA ABE USEFUL IN THE EVALUATION OF VARIODUS EDUCATION SYSTEMS AND ANALYSIS OF RELATIVE STAGES OF EDUCATIONALDEVELOPMENT BETWEEN VARIOUS COUNTRIES. HOWEVER.ON THE BASIS OF THE PRESENT DATA,CROSS-NATIONAL COMPARISON SHUULD] BE APPROACHED WITHGREAT C:AUTION. DATA PRESENTED IN THE ABOVE TABLE HAVE BEEN COLLECTED LARGELY BY THE RANK MISSIONS FROM GOVERNMAENT SOURCES; THEEYEA1IDER ARE STAFF ESTIMATES OR DATA FROM UNESCO. EFFORTS HiAVE BEEN MADE TO STANDARDIZE DEFINI1TIONS AND WITHIN LIMITS, TO CHECK THE

ACCUJRACY OF THE DATA. NEVERTHELESS.SUCH DATA ARE STILL IMPERFECT IN SEVERAL RESPECTS AND THE BANK IS WORKING TO IMPROVE THEMPROGRESSIVELY ON THE OCCASION OF ITS OPERATIONAL WORK. IN THE USE OF THESE DATA. THE FOLLOWING GUALIFICATIONS SHOULD BE BORNE INMIriD:

(1 )"EDUCATION' AS DEFINED IN THE TABLE INCLUDES ALL EDUCATION AND TRAINING. FORMAL AND NON-FORMAL:12)'PRIMARY EDUCATION REFERZS TO EDUCATION AT THE FIRST LEVEL AND 'SECONDARY' EDUCATION REFERS TO ALL EDUCATION AT THE SECONDARY

LEVEL. REGARDLESS OF TYPE IE.G. GENERAL. TECHNICAL. AGRICULTURAL) (3)"LITERACY RATES'(COL.6) ARE OFTEN OBTAINED PROM COUNTRY CENSUSES. IN MANYCOUNTRIES THEYf ABE ONLY APPROXIMATIONS AND IT IS

DOUBTFUL THAT ANY UNIFORM DEFINITION OF 'LITERATE" HAS BEEN FOLLOWED CONSISTENTLY:(4) PUBLbC EXPENDITURE IN EDUCATION")CDLS.3.4 AND 15) REFER TO ALL CAPITAL AND RECURRENT EXPENDITURES DEVOTED TO EDUCATION BY

PUBLIC AND QUJASI-PUBLIC AGENCIES:(SI'ENROLLMENT RATIOS'(COLS 7. 12 AND 14) REFER TO SCHOOL YEAR AND MEAN THE PERCENTAGE OF ELIGIBLE CHILDREN ENROLLED FuLL-TIME

IN THE APPROPRIATE SCHDOL, PUBLIC AND PRIVATE BY LEVEL. THEY ARE OFTEN SUBJECT TO A WIDE MARGIN OF ERROR IN THE DEVELOPINGCOUNTRIES OWING TO VARIATION IN THE ACCURACY OF BASIC DATA(I.E- AGE-SPECIFIC POPULATION AND ENROLLMENTS). ENROLLMENT FIGURESFREQUENTLY ABE HIGHER THAN THE NUMBER OF STUDENTS ACTUALLY IN SCHOOL. OVERAGED STUDENTS WHOSE INCLUSION IS INDICATED STFOOTNOTES ALSO CAN INFLATE THE RATIOS.

I

1,2, 2121122222222222222220222222 ~~~~~~~-- -----.------- 22222271222212. .1122122--2------- 1-- --------- -12 - 2------

-., 20222222222122.2-T. . -- 322 -'2 2 12 12 ~22 2 222 122

-1 TTI ~~~~~~22 122 2472221 .220 22 12-72111217, - I 22 221 7222 402

2,22.22 2222,2 222 2222 02222222222022. 3 227~~~~1 2429222712077 72122 122 . 40>2141212212124"II 22 722 22221 7222122 .12 222 04 722 21

22 71 2247022,1 2 -212142122 I421 222 2`2 220>2II202212222

2.1.22 2221222222, 002,22222041-1311~~~~~~~~ 40110322I 12 2222 '1I22I2. 02 2 22.2 222122 2

I-1- T- II. II-9 37 222 0212702222222222 4- -022 722 2222 420 22 2129212244444 1227 22122'l21 221221 22~~~~~~~~~Z" 12 112 2419 2220 24

23-222222 22.7.1.22 1012 2 31221 2027222122411122222 2022 220010 2 2020 7 '22 2174 02 722 02221222 41222242222222 22224322122222223122 22221222170222222212222.2 2022227 222 2222 - ----- 222 2251 2222 2214ll2 222

223221222 2 072 20222422 -22222222222 -22222 7002. 2113' . >2072222 -- 132-222 347222 22222022 422225~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~212 1111II i

222222, 22211222 92222422 22229 2202222222222722222 20'>2 23-1 *,±7 2.27'22 222.2 2201 - ---- 2292222 2237012922-2 1224211~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~2111- .1

2.2,3 2222222222222, 291122122 2222222221 0 7 .2222727222103 220 - --- > 0 2 2 2 .2222922 122422 12249~~~~~~~~~~~~~~~~~~~~~~~~~~~~; 7_1 1 I II -I

ITZ - -2 I,,... I~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 2 424 '022220 9222202.9220270- 84

2.2, 22,222220022 2, - - - 7 2 2 - 2207242

222 .,2.5 .02 >22 20'2 0002 1-12 24012<7 222 1222 2'.- 22'> 2222 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~2 22202,7 . 2222122 2222. 2'224 --70, 227227422222~1~,~ 11, ~ ol 2II -

'222.1222222.22122 22-9 02~ 1322 20'- 2.2.220 0.2 221< 22'07 '2 2,42.2211<' , 1132 ±222 ~22~1' 222 '2223I 2 274 2 I. 029222322II2

122 *.1 ,,2 220 >2272,222 .'22l 207 2- 2 22'22 2 ~2 2-2 '20, 22" 42212 22>2 2224

22222222722 2",I2, >22 I22 ,- 222,17.2 2,K2222 .' 2 227 . 21>

- 43 -ANE 3

I'(1111411 "411- 1 lB.-

II 144111 I 111 N111 I 1111 111 LII'1.1 14 ' -'l 1 4111'41r1,'1~' 141-411 RL EL.UN1J1F 11A4113e I 1114 F-ROM 121( IJ11rB;Y'

Ill AL .111111.4 L,1441 FF111 1-1 L FlA 11 13 II4 11 , I C1. I N O1I ld I 14 ' '(4 1114 U441 I 111,1L I OWL-L I j Ilt AL4 Lt'I- 1414 1 -AI0 F 1111 I 111 114 FOIIIiF.15R FIAI-L

IJfIt.14 i/-4. 1,.' 14I.4 21 11 2.1112,1 411 711 14 e 14 21. '46.1 27, 3 31.4'.4 .1 .14 .3 42.4 11Y,

14140 5 141 . II. T.61/1 41.286 262617 t~ 4214 I'l `21 212 1.14 ,1 2I 11 , 3 '34 24 -935,4 2224 74I1 491,4'. 4 2io 144 $6511 1 O,1111 19 1024 351541

111101'iSq431 14' .', 4108 /51: e:1, ' I '1 211 15 1/ 4 11 41' VA/SI I '11 1114 3,411 414 t.4. 1,20 1221 243~6

12491 141.1-RI- 1112 .114411417.1~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~1 .0O 2. .

144111 '. 1441, ~~~~~125 '43,1 H ~ l,2'9 42 .'.24 .32 .11411~ 742'' l.. -2 513 /14 .9 3 22 2 24 '4499, /41 112~1, 146052' 1 9102 .5 44

''ii',' 1141-1 I' '4~ ~~~~~~ ~~ ~~ 4u4. 122 46 14 1, :1 '1. I '1, 414 1 ['[ 14 "I7.1 47 5114 112711I .. 1 24 4

40,1 4 44/1. I11 (45 '12 07 "' 2. 1 2 11 211/ 2,' 1 14 21444 ~ 50 79 4716 I? 'i-4 064 .'4723 4 17;30 4 74336 99066

',144''li i.',4 ~~~~~~'111 i113' O1 I2 46 Ii' 2.'' 11 1' ' 21 1214 113 42 2 1'II .413 11e5113 .4-49 31111- 44114

,4j4. 4 I,, ,, '91.4' 111,11) 42.48-1 40.1 .5124 '1> 11/I I 21'1'2'i .11111, . . -. 2(761 11114 11444 .1.111 I'll 1214/ 0 44.14 2121111'? 4/41II1LI.'0 444311 144220~ el IL 664,~8 1. 3422

''4''.> .41-'1' 12' 212 lB 4I65 i1I III', 21" 'Em 25 53 2 434 I 934 3221'1 9 4425 99404

ru111 IN 1111 11 4 ''I S I I I I com' I I Mc.'B61I';.

61111111~~~~~ 114$ 1 614 441- '2~~~~~~1; 111 i 12.9 .7. ..-5 4 7 I B4''A 7 i 'f '11 1' 1"1" 22', -'O I11 14144 IJ212 815224 1F714X24 8 3 e2414

10141.[Cit114 1' Ad llBI,"lf.BI'j k ' 14.4 211.2T 37.14 1,1 1l L-ON Il '''1 'Uni< . 9."514

0lonluding app-oo-tely US$0.82 il11l4-

equivalet of expenditure inc-rd in civil_orks not fi-ocd by IDA.

- 44 -

ANNEX 4

BANGLADESH

VOCATIONAL TRAINING PROJECT

Selected Documents and Data Available in the Pro-ject File v

A. General Reports, Studies and Data Coilections

A-1 Bangladesh - The Two-Year Plan (1978-80) (March 1978)A-2 Bangladesh Bureau of Statistics - Statistical Yearbook of Bangladesh 1975

(November 1976)A-3 Ministry of Education - Director of Technical Education and Training

Facilities (January 1978)A-4 UNDP - Developments in Vocational Training - Project Document (July 1976)A-5 Development Corporation between Bangladesh and Sweden - Support to the

Vocational Sector 1976/77-1980/81 (September 1977)A-6 ILO in Bangladesh 1973-1978 (August 1978)A-7 Ministry of Finance - The Service (Grades, pay and allowances)

(June 1978)

B. Reports and Studies Related to the Project

B-1 Bangladesh - Third IDA Education and Training Project Proposals, Volumes Iand II - May 1978

B-2 Bureau of Manpower Employment and Training - Annual Report 1977B-3 Bureau of Manpower Employment and Training - Prospectus of Technical

Training CenterB-4 Ministry of Labor - Organization of a National Advisory Committee (Jan., 1976)B-5 Expenditure estimate for different training programs to be organized as per

decisions of the Inter-Ministerial Meeting held on 1/11/77.B-6 Ministry of Manpower - propose!d changes in the Bureau of Manpower to reflect

National Training Authority and National Skills Development InstituteB-7 Bureau of Manpower - pay scales (June 1978)B-8 Bureau of Manpower - TTCs - Ftnds provided for 1978-79 in ADP (August 1978)B-9 Bureau of Manpower - Report on Training Activities of the Bureau of Manpower

January-June 1975B-10 UNDP - Bangladesh - Project Document (July 1977)B-11 UNDP - Project Progress Report: (June 1978)

C. Working Papers, Tables, Drawings

C-1 Set of Working Papers

I

BANGLADESHVOCATIONAL TRAINING PROJECT

Proposed Organization of the National Training System

NATIONAL COUNCI L FOR SKILL NISTRIESOF FINANCE

DEVELOPMENT AND TRAINING AND PLANNING

Legislation-- National Training

Policy Forrruiationc- National Manpower Plan

Financial ImplicationsI mplementat ion ofI Policies and Plans

MINISTRY OF MANPOWER DEVELOPMENT National Stanidards MINISTRY OF MINISTRY OF

AND SOCIALVVELFARiE EDUCATION INDUSTRIES

SECRETARIAT SECRETARIAT SECRETARIAT

BUREAU OF MANPOVVER, EMPLOYMENT DIRECTORATE OF STATE CORPORATIONS

AND TRAI NING TECHNICAL EDUCATION Training Managers

Office of the Director General

SECRETARIAT OF THE NATIONAL COIJNCIL FOR SKILL DEVELOPMENTOTHER DIRECTORATES ANODTRAINING

Employment_- Emigration

- Administration Directorate of Directora:e of Directorate ofTraining Planning Training Operations Training Standards

Line Aathorityzz___ Implementation Responsibility for Training World Bank - 20150

I

BANGLADESHVOCATIONAL TRAINiING PROJECT

Proposed Organization of the Secretariat of theN!ationaDRI r, -ji f.r ,l m r7mpt anH Training

rBUREAUr OF MANPOV'EF FMPLOYMENT

AND TRAIINIDulLS OF THE DIHECTO'-i GENEPRAL

DIRECTORATE OF TRAINING PLANNING _ ' ^ r T Al TN), fPEIATIONS DIRECTORATE OF TRAINING STANDARDS

1 Labor Market Analysis Staft Spin *,011i-'t 1. Inforration and Raurce Materials

2 Trainig Needs Assessmant PForjar linoi or-.rr . , Occupational Analysis

Training Plan- Pinu Yra r 3. Curriculm Davelopment

dad Annual 4. Skill Standard Sotting

4 Staff Training Plan 5. Training Aids and Learning

5. Financial Implcation at Materials Design and

Training Plans Production

,lannig af Oparatians 6. Curriculum for Staff Training

in TTCs 7 Trade Testing and Certification

7 Enaluntian at Train ing

8. Traitnoq Stetistics

ADDITIONAL DIRECTOR/REGIONAL ADDITIONAL DIRECTOR/REC IONr. ADDITIONAL DIRECTORIREGIONAL ADDITIONAL DIRECTOR/REGIONAL

MANAGER DACCA DIVISION MANAGER KHULNA DIVISION MANAGER CHITTAGONG DIVISION MANAGER RAJSHAHI DIVISION

FOR FOR _ FOR FOR

Administration, Inspectin, Supply of pracis,on Adm,nistration lispert an, Suspi y .. ..rum... Administratiaon Inspetion SUPPlY of provision Adminiscrarian, Inspaction Sagely at pravision

far TTC and Indastry bated Training Pragramme far TTC and Indi-trry rated Train--ri Prop irn for TTC aird Industry based Trininririg pragramme for TTC and Industry based Training programme

aid Staff Training

DeputDieor Teu ty Direcrar T, iyDet Deputy Directr Deputy D

AparentinashipTrg. Dtiry Director Appranrnsi,nptTrg Tiog st>m in' i-i ,yynteesfsiir-Tm. Deputy Director |Apprnticeship Trg. |eatituty isactrg

ard Inpiant Trg lartiturional Trg. and lirplant Trg * n ir c lni T r' : a,nd Inr, ayr Trg. Institutional Trg. and Inpastittin Trg.

TT PGTTC MDTC TTC TTC g m-1..sr,Mipr Mip, N G-0 FIripur apeCSin

I

World gunk, 20151

I

BANGLADESHVOCAlTIONAlL TRMAINING5Jt PRrsjETL

Implementation ScheduleGeneral and Civil WVorks

9 Y 1 79 FrIn P93 F1981 FY1982 PY1983 FY1984 P31985

Cone Acci-ty Reaponc 07 he7 2319155 CY19BI 231982 231983 271984 1985

No. Aurto-t-e - - I I

1 Es,tablishment of NCSDT -------------- RETIG!R -

2 Selection & anpoitntoent of ken PlOU Staff- -.....BIAET - --

2 Training needs asses-met andcus

Civil Works4 Site saleot-e INCSDTI ----- r---PT--

5 Selet-ccie otractief nf acne consult ------- MET"V

8 Ren-dion of e-sting sitoation of 1 MET!PW

ntclnct sites (colon coded sine Piani ON/RC )-

7 Pre paration of arch & rd-. hr Oft- -------- 10 1'EXPERT S --------8 Pnocvr-ntn of PlO equipment

lrfhr-oh pric q.oteti-n P1/.

S Prcparoti- of top.ncaph cal -noep

of allpreec inte [ --

12 Poi,p-in oifac sat aly-cet p ir- -AR--------CHN ACH-- ------- 4-=

18 Preparaion of sie lepouc -C'S/ARCFr-- -----------11 IArve o prvlo nnededoc briefs and site 090r plas- IDA1

13 Prepartio of schea-tic desine I------ - --------

and prelimi-nn -coalteatiaes ARCH-

14 IDA -eole and anprecel of Inhtere

1 dPeaaio ffe esigns& oIDA IOPERATION OF NEW TTCSI E; Pr.p-ti- of t n.1 des,g E U U-tU

Phone I NCSDT SECR, Anreemn r hidcings-a-ARCH - -[

-- II SadeetsScatel---------------- --- I----- ---

II. Sttff hoosiy-------------- -------

IV Ecteralwoic-rs------------- ---- ------k----- ----------16 Denelopnment of arandand hiddieng do - PILARCH -

raenlstR IDA r-cie IDA

17 Prep, of b811 of boilding croteri a & Ibidcing daci,,ens fer anoc roconroenta ARCH

18 Prep of working d-awi,ry & hidd ,gd--.ncts ARCH

19 Ridding for hrAIning matrio~ a--------- -AHUH -- ------------- L

20 Bid openig & .. o co-t-------------ARCH -p-- ----- - ---------

21 Awad rcmedtos& I DA ar-in ----- ARCH!. DA -- j---------j--- i---jj-22 Preqoshficstion cf contn-cor------------P U ARC I ---- I- 1 -J~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

a)I3oidlihn------------------ PIU/ARCH ----- ----------------- 4

hi Ecternal works-------------- PIU/ARCH ------------------ ------ ----- -------- L <c

28 Rid oponing & e-olotioeIrn

lol Rildings------------------PI U ARCH --------- Ib81 Paternal wnrk --------------- P3 IARCH[-------r--I--------- -----

26 A-dr -ecommendat et and IDA croi-m[jjjjI~~a

bt) Eoildings -I ----- -- --- -

hi Poenneal wcr … ------------- IVO/H, - ---- ---- -- --------- --------

28 Defecca liabdlt neriod11.1 jiI- - -

W-rld Ran k - 20350

.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

BANGLADESHVOCATIONAL TRAINING PROJECT

Implementation ScheduleFurniture and Equipment

FY1979 PY1980 FY1981 FY1982 FY1983 FY1984 PY1985

Code Activity Responsible 1978 CY1979 CY1980 CY1981 CY19B2 CY1983 CY1984 1985No. Aoth.rities___ __ ± .

4112314213,14 j~~~~~~~~~~~~~~~~~~~~j3 412 41~~~~~~~~~~2 11113 4 i2

29 Prep, of preliminary lists, design, ted PI UIEXPERTS/Purnitore -- -- - - - -- - -- -- -- -

cost est,rnotes ARCH1 30 Rev,ew and apprsvaI of P10U

preliminarv lists, design ------------- PROJ. 14I - ------------ ---

ond estimates JIDA -i~ ,331 Poreop i of bin idd5ign do~fcartents --- N--- OFRH NE----- --- -TTC--- --- ---

32 Prep, of bidding docoreent ----------- ARCH ------ --------34 Biddi mg per biodd -ngdocnn/ID---- -------------- E A INO EVT C

for IDA review [PIUIJ/fAI -

351 Bid oparning. cvalootmon and aw~~ard7

36 IDA approval and award of*aI

contracts-P'/DI 37 Ordering & rmanufacturint - - - - -- - - - P!u,jo --CH -- - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - 1- - - - -38 Delivery period ------ -R----

39 Installation period----------------- - ----- I---- ---- ~j~-jjjL- i- -----40 Defects liobility Period. .--------- ----- SUPI L,d~_R----------------- --------------------

41 Pmaainof master PIU/EXPFHTS IIli sps FPRODJ. iNSTIs 1F.

42 Preparatibon of bidding & edoertising- daaet----- ---------- - - ------ 1---- ------- .o

43 Forwarding of masterfiqs,a bidding P1/XPR

documrents for DA review iJ . -44 Preparation of detailed specifications - -- -PU1/EXPERTSi

45 Forw-rding of final lisps and I I

46 Bid advertirri,g (Devel.en-nt Forases)-_ ...-- Cn

47 Registration of poger,i,al sappliers-1--------

C IruIliEXPER f ---------------- I------ and bidding documents II UEP,T

49 Bidding period -- I-- -- - - - -- - - - - U P I MS- - - -- - - -c

80 Bid opereina, evaluation and award [L----1----- rncammeedatians for IDA relwP111EXPERTSI F i

91 IDA approval and award of contracts -- ------ IDA/PlU -------- -- ------- ----------- -52 Placement of orders & delivery period-- ------ PIU/SUPLRS -- --------------.----- ------I------ ------

53 Receiot of equipmeent and -installation period -- - -- - -- - - --[ 'PIU/EXPEITS I- - - -I.-- -- -- - -- -- -- -- -- -l-- -

54 De.fects liability periog ----------- - __SUPPLIEP -------- l--- ------ I L 2iJ . , 2i i . - - _____

World Bank -20351

BANG LADESHVOCAT-IONAL TRAINING PROJECT

Irnplementation ScheduleEducational Activities of the NCSDT

1979 F = 191 | FY' 982 I FY1983 FY1984 1985

Code Activia es C 3 c CY1981 CY1982 CY1983 CY1984No.

No~~~~~~~~~~~~~~~~ 1 - r -i 4 1T 2L 3 4-- _ _2- __ 2- 3 - 4

1 Promulgation of legislation estab shing NCSCT _ 3

2 Meetings of Council _ - - - - m - _ m - m _ - m

3 Recruitment of Staff to Secretariat of NCSDT

4 Acquisition of temporary accomodations

Directorate of Training Planining i

5 Manpower studies and tra fling needs assessmenns _ sar _ _ _ _ m _ m m m _ _ _

6 Preparation - Five-Year Manpower Developoent Pus Fr_

7 Annual training plan

8 Planning of operations is TTCs

9 Staff training plan

10 Reform of apprentice system m -t 1 Training statistics, evaluat on. tracer studies

and costs

Directorate of Training Stanrlards

12 Job analysis and curriculum developm-nta/

13 Skill standards setting-/ m m -i

14 Training aids and learning materials design and

1 prod-ctionJ ! m , ! m m m m m m m m m m15 Trade testing and certification

16 Curriculum for staff training

17 Recruitment and training of instructurs for TTCs

18 Afternoon shift Mirpur, Bang a-German, Chittagong m m m m

and Rajshahi TTCs i

19 Evening shift upgrading courses in all above TTCs | m m m m m i m m m i m m ii

1 20 Morning shifl: short courses in all above TTCs m21 Double shift-short courses Khulna, Barisal, Bogr, m|

Comilla, and Mymensingh

* | 22 Advisory service - in-Plant and Apprentice training

23 Staff development - supervisor training - I I j

in-plant scheme " -- - __ i

a/ Already being assisted by I LOVVorld Bank - 20352

l t\ n 9 89- 9~ ~ ~ ~~~~~~~~~~~~~~~~~~~~~0- 91' 9Ir

BANGLADESH

VOCATIONAL TRAINING PROJECTt;;; X t<g> i<N D A PROJECT INSTITUTIONS

PROJECT INSTITUTIONS1 NCSDT SECRETARIAT2 MIRPURTTC

Tflk4g 0 s3 RAJSHAHI TTC-26V t 4 BANGLA-GERMAN TTC 265-

5 CH-ITTAGONG TTC6 MYMENSINGH TTC7 KHULNA TTC8 BARISALTTC9 BOGRA TTC

10 COMILLA TTC

* Equipment

A Civil Works

* Training Program Only

KOyoper R ~~J S H I /

OX 23WS

Thudaies mapo thas bee n1 prpae by : 3 ; .the World Brtanko staff eoclusiirely for % 'k$r9 f t i ll90 t xtheconenent e of the regaderats of N = = . ===. ,z

any th.rior orayepdorteen to whc it is) a=V*:;ttached.ZVyf oacpacosboundaries .show on thi napds ;: :0 :0 0 1 S X

2u bN 24a-s=)

> < ~~~~~~~~~~~~~~~~~IJM N D I A :0: i.X>W

D-ojq%=r BSU RM A _

UAKH, I .Boy of th.gd l of so

b-ndresso-o thi map o

d. not imply, on ths part of the~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~,

05