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Document of

The World Bank

FOR OMCLFCL USE ONLY

ReportNo. 11163

PROJECT COMPLETION REPORT

PHILIPPINES

VOCATIONAL TRAINING PROJECT(LOAN 2200-PH)

SEPTEMBER 18, 1992

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

This document has a restricted distribution and may be used bv recipients only in the performance of

their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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COUNTRY EXCHANGE RATES

Currency Unit : Peso (P)

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

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

Completion Year 1990 X US$1.00 - P 28.00

LIST OF ABREVIATIONS

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

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

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

FISCAL YEAR OF BORROWER

January 1 to December 31

FOR OFFICIAL USE ONLYTHE WORLD BANK

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

Office of Director-GeneralOperations Evaluation

September 18, 1992

MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT

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

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

Attachment

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

FOR OFFICIAL USE ONLY


PHILIPPINES

VOCATIONAL TRAINING PROJECT (LOAN 2200-PH)

Table of Contents

Page No.

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

PART I. Prolect Review From Bank's Perspective

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

PART II. Prolect Review from Borrower's Perspective

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

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

PART III. Statistical Information

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

ANNEXES

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

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

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

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PHILIPPINES


PREFACE

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

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

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

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PHILIPPINES


EVALUATION SUMMARY

Obiectives

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

Management of Industrial Trainina

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

Strengthening Industrial Trainina

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

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

Trade Testina and Certification

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

(b) Establish trade testing facilities.

Implementation Experience

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

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

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

given by the then new Government.

Results

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

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

systematic training program evaluation; and the introduction of a national

system of trade testing and certification have become institutionalized. In

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

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

be achieved) cost-bearing ability is commendable.

Less successful were the results of efforts to improve the

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

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

NMYC compared to that accorded the other objectives which involved large

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

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

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

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

address the issue of sectoral institutional management and - quite separately

- the need for adequate manpower planning as mandated to NMYC by theLegislative Act and the Labor Code - NMYC has taken strong steps to correct

such institutional deficiencies, both through its normal development plan and

through the proposed follow-up Bank project.

Proiect Sustainabilitv

Strong Government commitment to improvements achieved under the

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

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

more widespread, deeper understanding of the issues in developing skills

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

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

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

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

deepened and their dimensions better understood. Both have assured high

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

approaching training and enhancing relevancy of training and quality to meet

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

deeply embedded in NMYC training activities.

Findings and Lessons Learned

Bank staff contributed towards project success through substantial

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

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

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


PHILIPPINES


PART I. PROJECT REVIEW FROM BANK'S PERSPECTIVE

1. Prolect Identitv

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

Country Department ICountry PhilippinesSector : EducationSubsector Technical and Vocational

2. Prolect BackRround

Sectorial Objectives : Industrial Development Strategy and ManpowerRequirements

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

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

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

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

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

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

Vocational Education and Training (VET)

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

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

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

3. PROJECT OBJECTIVES AND DESCRIPTION

Proiect Obiectives

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

Proiect Description

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

Management of Industrial Training

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

Service.

Strengthen Industrial Training

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

(b) Expand training facilities.

Trade Testing and Certification

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

(b) Establish trade testing facilities.

Proiect Design and Components

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

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

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

(a) Physical Facilities and Equipment

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

(b) Manpower and Planning

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

(c) Training Programs and quality

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

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

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

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

3.6 More specifically, the restructured project included:

(a) Trainina Infrastructure (Physical)

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

EouiDment and Furnitures

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

(b) Training Technology DeveloDment

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

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establishment of a national trainers accreditation and licensescheme.

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

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

Vocational Guidance: Development and institutionalization of anNMYC Guidance System.

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

(c) Special Training Programs

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

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

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

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

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

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

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

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

(d) Evaluation

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

4. Proiect Design and Identification

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

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

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

5. Proiect Implementation

Overview

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

Proiect Administration and Management (Annex B)

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

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

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

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

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

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

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

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

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

Civil Works

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

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

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

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

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

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

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

ProRrams

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

Technical Assistance/Fellowships

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

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

- 10 -

Cost and Disbursements

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

Table 1.0: PROJECT COST

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

TOTAL 41.66 26.87

LOAN 24.36 : 60% 16.36 : 60%

GOVERNMENTCOUNTERPART 17.30 : 40% 10.51 : 401

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

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

6. Maior Results of the Proiect

Proiect Obiectives

An Overall Perspective on Proiect Outcomes

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

- 11 -

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

7. Manaaement of Industrial Training

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

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

Strengthening Industrial Trainina

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

- 12 -

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

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

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

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

footwear and leathergoods, printing, constructions, land transportation,

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

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

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

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

sultation with representatives of the respective industrial organizations

which took into account the skilled manpower requirements of the industrial

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

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

of the industrial environment rendering long-term planning difficult.

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

industry. The Garments Industry Training Program was established in 1988

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

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

workers, and nearly 300 industry trainers have been trained.

7.5 Training expansion was sustained under the project. Training

facilities were expanded to complete and complement the existing network of

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

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

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

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

Trade Testing and Certification

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

successfully achieved and project targets were surpassed. The original target

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

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

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

out to private entitles. Guidelines for Accreditation of Trade Testing

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

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

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

2.2).

8. Proiect Sustainabilitv

8.1 Strong Government commitment to improvements achieved under the

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

negotiated, indicate that benefits achieved under the project will be

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

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

relationship between public and private sector roles. There is strong

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

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

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

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

- 13 -

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

9. Bank Performance

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

LESSONS LEARNED

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

- 14 -

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

10. Borrower Performance

Malor StrenRths and Weaknesses

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

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

LESSONS LEARNED

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

11. Proiect Relationship

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

- 15 -

12. Consulting Services

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

13. Prolect Documentation and Data

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

- 16 -

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

A. ADEQUACY AND ACCURACY OF FACTUAL INFOMTIOC IN PART II

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

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

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

Bank showed an objective understanding of the political and economic condition

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

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

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

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

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

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

- 17 -

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

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

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

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

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

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

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

- 19 -

PART III. STATISTICAL INQORMATION

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

Loan/Credft Number Yer of AoorovalProject Tlh Purpose status

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

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

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

private sectoer traIning capacity 3, 192

Table 32: PROJECT TIMETABLE

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

Activity Planned Revised Actual

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

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

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

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

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

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

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

- 20 -

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

Actual asAppraisal x of

IBRD Estimates AppraisalFY Semester August 1982 Actual a/ Estimates

1983 1st 0.42nd 0.7 0.6 86

1984 1st 1.2 2.7 2252nd 2.2 3.0 136

1985 1st 4.2 3.4 812nd 6.2 3.8 61

1986 1st 9.2 4.1 442nd 13.2 5.0 38

1987 1st 19.2 5.2 272nd 24.4 5.6 23

1988 1st 5.6 232nd 7.0 29

1989 1st 7.1 302nd 9.2 38

1990 1st 10.2 422nd 12.0 49

1991 let 12.8 522nd 14.9b/ 61

1992 1st 14.9c/ 61

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

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

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

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9-4 . . . . . . . . - -C14~P . . . . . . . . . . .. . . . . . . . .

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- 22 -

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

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MOTHS OF

DELAY

CIVIL WORKS

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

11. REGIONAL REHAB1. La Union

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

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

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

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

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

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

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

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

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

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

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

12. Tuguegarao October 1989 October 8, 1989 -

- 23 -

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

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MONTHS OFDELAY

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

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

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

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

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

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

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

- 24 -

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

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION OMTHS OF

DELAY

EQUIPMENT

I. LOCAL PROCUREMENT

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

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

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

Council Room, NSTC FunctionRoom & Computer Room ACUs)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

System for NMYC Acdin.BuiLding)

22. LCB 29 (Vehicles JuLy 1990 September 1990 2

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

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

Sports Equipment)

- 25 -

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

PROJECT COMPONENT PLANNED COMPLETION ACTUAL COMPLETION MONTHS OF

DELAY

II. INTERNATIONAL PROCUREMENT

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

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

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

RMTCs Cagayan de Oro,Tacloban & Zamboanga)

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

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

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

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

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

Unit)

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

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

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

INC 2 Various Juki Equipment August 1989 August 1989for GITP

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

- 26 -

Table 3.5: PROJECT COSTS(USs million)

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

Local Foreign Total Local Foreign Total Local Foreign Total

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

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

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

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

Contingencies 9.1 4.9 14.0

Unallocated 0.7 0.8 1.5

Front Fee 0.0 0.4 0.4 0.0 0.4 0.4 0.0 0.4 0.4

TOTAL 24.2 17.5 41.7 15.5 11.4 26.9 14.2 9.9 23.1

I/ Physical and price contingencies are included.

Table 3.6: PROJECT FIKANCING(USS million)

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

GOP IBRD Total GOP IBRD Total GOP IBRD Total

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

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

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

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

Unallocated 4.8 2.0 6.8 0.7 0.8 1.5

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

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

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

- 27 -

Table 3.7: PROJECT RESULTSA. DIRECT BENEFITS OF PROJECT

ESTIMATED AT:INDICATORS

APPRAISAL/ CLOSING DATERESTRUCTURING

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

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

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

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

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

No. of training modules/learning elements 448 800developed

No. of trade skills standards deveLoped 42 200

No. of workers tested 91,400 209,022

No. of workers certified 91,400 96,203

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

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

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

No. of persons trained in the CTCs 27,820

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

No. of trainers (NMYC) trained 412

- 28 -

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

SUBJECT/TITLE PURPOSE AS DEFINEDAT APPRAISAL STATUS IMPACT OF STUDY

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

manpower needs of Hotel and Restaurantthe Sector. Industry.

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

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

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

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

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

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

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

facilities.

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

NMYC.

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

programs.

- 29 -

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

SUBJECT/TITLE PURPOSE AS DEFINEDAT APPRAISAL STATUS IMPACT OF STUDY

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

course content andquality teachingmethod, etc.

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

published1985

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

- 30 -

Table 3.8: COMPLIANCE WITH LOAN COVENANTS

SECTION/COVENANT STATUS OF COMPLIANCE

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

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

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

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

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

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

4.02 (c) Borrower shall:

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

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

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

- 31 -

TABLE 3.9: BAKn MSSICNS

A. THROUGH BOARD APPROVAL p/

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

Days

Reconnaissance 10/77 1 5 EP

Identification 12/78 2 15 EP, TE

Preparation 9/79 3 40 EP, TE, E

3/80 3 8 TE. E. EP

8/80 2 16 TE, E

2/81 1 4 E

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

Post-appraisal 8/81 2 16 TE

B. SUPERVISION a/

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

Days

1 11/82 1 4 E 1

II 4/83 1 4 TE 2 Financial

II 8/83 1 1.5 TE 2 Financial

IV 3/84 2 14 TE, GE 2 Financial

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

VI 3/85 1 2 TE 2 Financial

VII 8/86 1 3 TE 2

VIII 10/86 1 15 TE 2

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

X 6/87 1 7 TE 2 Implemen-tation

XI 3/88 1 3 TE 2 Implemen-tation

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

XIII 2/89 1 17 TE 2 Implemen-tation

XIV 10/89 2 20 TE. E 2

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

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

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

- 33 -

ANNEX APage 1 of 44

BRIEF DESCRIPTION AND SIMIARYOF ACCOMPLISHMENT OF PROJECT

COMPONENTS' 1982-1990

1. TRAINING INYRASTRUCTIJIE

1.1 CIVIL WORKS

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

Table 1.1: REGIONAL MANPOWER TRAINING CENTERS (RMTCs)

PROJECT LOCATION/REGION COMPLETION DATE COST (P)

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

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

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

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

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

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

- 34 -

ANNEXAPage 2 of 44

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

Table 1.2: PROVINCIAL MANPOWER TRAINING CENTERS (PMTCs)


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

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

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

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

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

Table 1.2a: ADDITIONAL PROVINCIAL MANPOWERTRAINING CENTERS

TITLE LOCATION/REGION COMPLETION DATE COST (P)

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

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

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

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

- 35 -

ANNEX APage 3 of 44

TabLe 1.3: REHABILITATION OF EXISTING RMTCs

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

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


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

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

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

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

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

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

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

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

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

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

(Phase 1II) February 1991 333,840.00

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

- 36 -

ANNEX APage 4 of 44

Table 1.4: NEW DORMITORIES


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

RMTC Batangas Batangas City August 1988 495,500.00

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

RMTC Iloilo IloiLo City May 1988 458,886.00

RMTC Cebu Banilad, Cebu City May 1988 438,975.00

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

RMTC Cotabato Cotabato City February 1991 132,000.00

Table 1.5: NEW REGIONAL MANPOWER OFFICES (RMDOs)


RMDO III San Fernando, Pampanga January 1990 899,765.00

RMDO XII Cotabato City January 1990 1,000,000.00

RMDO X Cagayan de Oro City January 1990 910,305.13

RMDO Xi Davao City January 1990 1,000,000.00

RMDO CAR Baguio City December 1990 1,731,338.09

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

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

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

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

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

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

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

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

- 37 -

ANNEX APage 5 of 44

1.2 EQUIPMENT/FURNITURE

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

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

COMPLETION OF COST IN QUOTEDICB NO. DESCRIPTION DELIVERY CURRENCY

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

[CB 11 & III Tools & Equipment August 1987 USS 139,184.46for Trade Workshop/ Y 670,850.00Course P 20,891.18

iCB IV-A Tools & Eqpt. for December 1988 USS 446,050.48RMTC Tuguegarao

iCS IV-B (Repackaged)

ICB IV-C Audio-Visual Equipment June 1988 Y 36,822,902.50

ICB V Tools & Equipment October 1988 USS 535,224.15for RMTCs Cagayan de Oro, NTS 321,620.55TacLoban & Zamboanga DFL 255,345.93

DM 5,940.00P 889,876.50

ICB VI-A & B Tools & Equipment February 1990 P 754,672.00for NSTC & Existing DFL 17,480.80RMTCs USS 264,221.50

Y 4,217,870.00IL 166,582.00DM 175,095.00NFL 7,745.00UKP 4,011.30

ICB VIl Trade Testing Equipment February 1990 P 815,438.00USS 96,374.24NTS 6,123,794.25DFL 33,567.00

ICB Vil TooLs & Equipment October 1990 P 3,407,484.00for CTCs and CAR USS 130,751.73

NTS 1,540,125.38OFL 52,443.28

ICB IX-A Audio Visual Equipment December 1990 P 3,624,438.00

ICB IX-B Computers November 1990 P 1,081,080.00

- 38 -

ANNEX APage 6 of 44

.... u.uU...uu...........uuu..u.u.....uz.....uu..........uuuuu.....u...uuu........

COMPLETION OF COST IN QUOTEDICB NO. DESCRIPTION DELIVERY CURRENCY

uUUssssu3u3 zuU3u33us3u3zuU=UU=SZUUU5UUUZZZZEU-UU5UUUUS3S333su3*uUsa-uUssUu muZU

USS 173,181.28Reorder December 1990 USS21,000,000.00

ICB IX-C Printing Equipment November 1990 P 1,032,740.40

ICB X-A Various Training ApriL 1991 USS 346,819.00Equipment DM 24,435.00

DFL 55,138.00SingS 13,500.00UKP 1,921.70

ICS X-B Compact NobiLe Unit March 1991 USS 266,755.00

PACKAGE I & III TooLs & Equipment ApriL 1991 USS 312,373.T3for New PNTCs, & DFL 56,254.00Tools/Eqpt. for Y 8,541,955.20Unawarded ICBs for SimgS 76,342.09RMTCs P 1,281,811.00

PACKAGE 11 HoteL & Restaurant December 1990 P 2,581,901.00Equipment

INC 1 SuppLy of Various Sewing May 1988 USS 196,731.00Machine Jukil

INC 2 Various Juki Equipment August 1989 USS 49,911.00for GITPGarment Eqpt. (Non-Juki) USS 17,904.00

USS 20,768,00P 137,280.00P 121,410.00P 156,750.00P 22,960.00P 93,600.00P 48,500.00

INC 3 Various Spare Parts April 1990 USS 7,619.50for Juki Sewing Machine

UUUUUUUUUU ES 333335 32 5233 332333 333332533333 3333333 33 ss5ssas=Z2S3-33

- 39 -

ANNEX APage 7 of 44

Table 1.8: EQUIPMENT/HANDTOOLS/FURNITURE PROCUREDTHRU LOCAL COMPETITIVE BIDDING (LCB)

COMPLETION OF COST IN QUOTEDLCB NO. DESCRIPTION DELIVERY CURRENCY

LCB 1 (Repackaged)

LCB 2 (Failure-Unawarded)

LCB 3 Micro Computer Systems August 1988 P 139,880.00P 37,200.00P 29,708.00P 67,500.00P 1,598,200.00P 248,625.00

LCB 4 Various Tools/Equipment February 1988 P 141,834.00for RMTC Cagayan de Oro, P 72,067.50Tacloban & Zamboanga P 65,700.00

P 65,175.00

LCB 5 Supply, Delivery & September 1988 USS 46,000.00*nstaltation of Elevators P 638,000.00

LCB 6 Computer Room ACUs, November 1988 P 453,500.00CounciL Room (GITP) & P 121,487.15NSTC Function Room ACUs,Auditorium ACUs

LCB 7 Furniture for Cagayan September 1989 Pde Oro, Tacloban andZamboanga

LCB 8 NSTC Water Pump/ August 1988 P 104,989.00Iligan Water System P 168,726.14

LCB 11 * 12 Vehicles & Mobile June 1990 P 24,842,180.00Equipment P 252,000.00

LCB 13 Transformers for JuLy 1989 P 399,300.00Tacloban & Zamboanga

LCB 14 Acdnin Building Aircon January 1990 P 2,400,850.90

LCB 15 Computers Phase II October 1988 P

LCB 16 SuppLy & Delivery of July 1989 P 1,247,800.00Various Office Equipment/ P 1,020,000.00Various Engine for December 1990 P 204,000.00RMTCs and NSTC

LCB 17 Rehab of Standby March 1991 P 126,023.19Generator

- 40 -

ANNEX APage 8 of 44

==.zuasuus=s..=f--l=z=== sss-=ssss-======fl=usssSSflU...SUUUU..S3-sU

COMPLETION OF COST IN QUOTEDLCB NO. DESCRIPTION DELIVERY CURRENCY

LCB 18 Rehab of Auditorium March 1991 p 136,000.00Lighting P 13,350.00

LCB 19 Various Tools/Eqpt. September 1990 p 203,056.00for CAR PMTC/RMTC, NSTC

LCB 20 Furniture for CAR PMTCs Pand RMTC CAR

LCB 21 Various Spare Parts ApriL 1991 p 390,190.00Y 2,121,878.00

LCB 24 Commuication Eqpt. March 1991 p 769,180.64

LCB 25 Office Furniture, Rugs March 1991 p 385,143.73and Blinds

LCB 26 SuppLy, Delivery & June 1990 p 573,461.05Installation of NMYCAdmin. Water Pump Rehab

LCD 27 Various Taining Eqpt. April 1991 p 574,470.52

LCB 28 Supply, DeLivery & May 1990 p .W09,932.80InstatLation of EmergencyLighting System for NMYCAdmin. BuiLding

LCB 29 VehicLes Fiber GLass September 1990 p 356,000.00Body

LCB 30 Airconditioning Units July 1990 p 234,053.00

LCB 31 Office and Sports Eqpt. March 1991 P 483,723.37

===-----z=Zz-=Z ==Z .- =…==..u=.s...

2. TRAINING TECHNOLOGY DEVELOPMENT

2.1 INSTITUTIONALIZED TRAINORS DEVELOPMENT

Cognizant of the need to develop its trainors, NMYC has taken theinitiative to rationalize and institutionalize trainors training with the endview of systematizing trainor development programs at all levels. Emphasis is

placed on a more wholistic approach in developing trainor competenciesconsidering the knowledge, attitudes, and skills requisites.

Under the Project, a wide range of trainors training activitiesincluding fellowship programs conducted by both local and foreign institutionswere directed toward the career development and growth of NMYC trainors theoffshoot of which will lead to the establishment of an accreditation andcertification scheme for trainors nationwide.

- 41 -

ANNEXAPage 9 of 44

After acquiring its first batch of instructors in the mid- 70's, NMYCexposed them to a six-month in-country training in their respective areas ofexpertise which was heavily skill-based. The necessity of the moment calledfor the immediate implementation of skills development programs that will meetthe training needs of the growing number of unemployed and unskilled membersof the labor force. This paved the way for a more systematic andcomprehensive approach in improving the training delivery of the Agency.

The establishment of the National Trainors Training Program (NTTP) in1985 created the unique concept of the hierarchical training scheme. Thescheme which is essentially national in character, seeks to provide NMYC andits counterparts, in both the private and public sectors, with a regularsupply of professionally trained training managers (T3), trainor of trainors(T2), and trade/shop instructors (Ti) who are deemed competent in methodology,training administration, guidance, standards and trade skills. In cooperationwith the British Council, a consultancy agreement was forged to conduct aTraining Needs Assessment for NMYC trainors and eventually pursue an in-countycourse on trainors training for Ti, T2 and T3 levels.

In a short existence as a unit, the NTTP spawned the framework of theexisting pedagogical system currently used in its training centers. Commonlydubbed as the "learner-centered approach to instruction," this method gainedpopular acceptance by the private sector, too. NTTP later evolved into theTrainors Development Department after Restructuring in 1986. From the period1983-1985, a total of l11 NMYC trainors/key personnel were trained (23 local,88 overseas) while a total of 1,457 underwent the Institutionalized TrainorsTraining Program from the period 1987-1990, both local and foreign (Table 2.1)in various Trainors Development Program (Table 2.2).

Table 2.1: TRAINORS TRAINING BY LEVEL

I 1983-1985 I 1987 1 1988 1 1989 I 1990LEVEL --- =-=---- =-- -------- I-------------I-------------I-------------

ILocallForeignILocallForeignILocallForeignILocallForeignILocallForeign

Ti I I 11541 30 1533 24 216| 24|-I 6

T2 I I 11271 _ 1601 19 1251 30|-I -I IIIIIIIIIT3 I I 73 | 11 | 1 | 6 | - | 17 | - | 1

Subtotall 23 1 88 1 354 1 41 1 594 1 49 1 341 1 71 1- 7_____ ----------------- ------------- ---64 -_____, ----- _ __ __ __G/Total I Ill 1 395 1 643 412 | 7-------------------------------------- ______---__--_---___--____--____...

- 42 -

ANNEX APage 10 of 44

Table 2.2: TRAINORS DEVELOPMENT PROGRAMS

A. Foreign ProgramsTITechnical Training on New Trade Areas (Canada)Craftsmen Skills Upgrading; AWS Licensure ProgramTraining Course on Automotive (Japan)Vocational Eduction Principles and Didactics of Lecturers Engaged on

Teacher Training (Germany)Training on Welding Technology (Germany)Training Course in General Machining (Korea)Training for Mechanical Drafting/Design and Tool and Die Making

(Indonesia)ASEAN Regional Training Programs (Malaysia)T2Training Mission on New Technology Programs (Canada)

Training Course on Computer Application in the Management of Vocational

Training Centers (Italy)Seminar on Management of Vocational Training Facilities (Japan)

Technical Training on Maintenance System (Austria)

Hawthorn Trainors Training (Australia)B. Local Programs

TITraining for New RMTCsMethodology Training for Trainors of Industry and Vocational Technical

InstitutionsTraining for Existing RMTCs and NSTCTraining on WoodworkingTraining Methodology for Footwear and LeathergoodsValue Development ProgramT2Training for Staff TrainorsTrade Testing Officer's CourseTraining MethodologyPresentation Skills Workshop

2.2 SKILLS STANDARDIZATION AND CERTIFICATION

In 1983, the Project Team (P-18 Development of Trade Standards) was

created within NMYC to implement the component. Its objectives are the

following:

(a) to expand the existing Trade Testing and Certification Program into a

nationally recognized and accepted scheme by setting common standards

for occupational skills which can serve as sound bases for recruitment,

training, wage setting, among others;

(b) to upgrade the quality and status of blue-collar workers hence enhancing

- 43 -


productivity and promoting the appreciation for vocationaleducational/training and blue-collar occupations; and

(c) to assist in the development of human resources by providing a precisemeans of assessing the skills and manpower of the country, bothqualitatively and quantitatively.

Subsequently, a Memorandum of Agreement (Phase I) was signed with theMERALCO FOUNDATION INC. (MFI), a local consultancy firm, that assisted in thedevelopment of the Master Plan for the implementation of the component.Initial efforts focused on industry consultation to identify 42 criticaloccupations, development of interview instruments and the training of datacollection coordinators from 6 RMTCs.

Under the MFI (Phase I) agreement, a Model Trade Standard (IndustrialElectrician) was developed together with the corresponding model TrainingRecommendation, Trainors Guide and Trade Test.

Using the model standard, 10 occupational titles were developed thru theassistance of MFI under a Phase II agreement. These standards, together withthe corresponding Training Recommendations, Trainors Guides and Trade Testsfor the 1st, 2nd, and 3rd class levels, are as follows:

(i) Tool and Die Maker(ii) Refrigeration Mechanic(iii) General, Mason(iv) Structural Steel Worker(v) Furniture and Cabinet Maker(vi) Industrial, Sewing Machine Mechanic(vii) Industrial Cutter(viii) Offset Operator(ix) Diesel Mechanic(x) Tractor Mechanic

When the Project was restructured in 1986, the work plan and targetswere modified. From the original 42 occupational titles, it was increased to200 and in 1987 further raised to 266. By the end of 1989, a total of 200occupational skills standards (Table 2.6) were developed, 189 of which weredeveloped during the period 1986-1989.

Table 2.3: TRADE STANDARDS DEVELOPMENT

No. of Trade Standards Developed In-House C Contracted-OutDeveloped

=s=2===2222222=====2=2=s===s====222========ss======2s22--2=r=s====s

200 51 149w==wssss -------------- =====Z=== ===============s==============

Standards w/ Standards wl Standards Standards StandardsTrade Test Training Recom. Pilot Tested VaLidated Printed

and Trainor Guide

198 11 , 49 ' 126 16I I I== = = = == = ----------------------------

- 44 -


By 1989, a 5-year plan towards a National Occupational Skills

Certification Program was developed and the Guidelines for Accreditation of

Trade Testing Centers and Trade Testing Officers were likewise implemented.

ro promote the program, promotional materials were printed (brochure and 24

flyers) and trade test packages for 7 trade areas were disseminated under the

institutionalized trade testing program.

Giving due emphasis to the promotion of the program in the regions, a

series of regional sectoral consultations were made and culminated in the

conduct of 3 National Youth Skills Olympics and 10 Regional Youth Skills

Olympics from the period of 1983-1989.

Table 2.4: TRADE TESTING OFFICERS

I 1983-1985 | 1986-1989 | 1990 | TOTAL

Trained | 144 I 145 I 85 I 374

Accredited I 72 | 100 I 186 | 358---- ---------_---s_C_--______ -- _ - ------ _----

From the original target of 91,400 workers tested, the total actual

output registered from 1983-1989 was 193,034 overshooting the target by

approximately 47.3X.

Table 2.5: WORKERS TESTED/CERTIFIED

| 1983 | 1984 | 1985 | 1986 | 1987 | 1988 | 1989 | 1990 | TOTAL

I---------------------------------------------------…------------------------Tested 118,848119,796127,041118,408127,024139,576143,465151,0441 245,202

Certified 1 8,7451 9,814114,6831 9,449112,044116,834118,354121,5291 111,452----______-______,--------- ---,, --,__ --- _________---- _--- __---- _-- ,---- ,,----,---

- 45 -


Table 2.6: CATALOGUE OF OCCUPATIONAL SKILLS STANDARDSDEVELOPED UNDER WORLD BANK PROJECT 1983-1989

===========zz=flS=sus-ussuuu...xuusazs3uusg=usss.a..ssuasa=z==Z=ZX5suumsu=sw===

TITLE YEAR DEVELOPED TRADE TEST

001 Industrial ELectrician (ModeL Standard) 1984 (MFI) 3rd,2nd,lst002 Industrial Cutter, Garments 1985 (MFI) 3rd,2nd,1st003 Industrial Sewing Machine Mechanic 1985 (MFI) 3rd,2nd,1st004 Refrigeration Mechanic 1985 (MFI) 3rd,2nd,lst005 Tractor Mechanic (N.E.) 1985 (MFI) 3rd,2nd,lst006 Diesel Mechanic 1985 (MFI) 3rd,2nd,lst007 Structural Steel Worker 1985 (MFI) 3rd,2nd,lst008 Mason, GeneraL 1985 (MFI) 3rd,2nd,lst009 Furniture and Cabinet Maker 1985 (MFI) 3rd,2nd,lst010 Tool & Die Maker 1985 (MFI) 3rd,2nd,lst011 Offset Pressman (Sheet Fed) 1985 (NFI) 3rd,2nd,1st012 Sewer, Garments 1987 (IN-HOUSE) CLass A & B013 Ring Spinner 1987 (IN-HOUSE) 3rd,2nd,1st014 Automotive Mechanic (H.D.) 1987 (IN-HNOSE) 3rd,2nd,lst015 Automotive Mechanic (L.D.) 1987 (IN-HOUSE) 3rd,2nd,lst016 MotorcycLe Mechanic 1987 (IN-HOUSE) 3rd,2nd,lst017 Auto-Bus Aircon Mechanic 1987 (IN-HOUSE) Class A & B018 Autobody Repairman 1987 (IN-HOUSE) Class A & B019 Painter, Automotive 1987 (IN-HOUSE) One Category020 Machinist, Automotive 1987 (IN-HOUSE) Class A & B021 Pipefitter/Fabricator 1987 (PCA) 3rd,2nd,1st022 Sheet Metal Worker 1987 (PCA) 3rd,2nd,lst023 Airduct Worker 1987 (PCA) 3rd,2nd,lst024 Painter, Construction 1987 (PCA) One Category025 Shutterer 1987 (PCA) 3rd,2nd,lst026 Roofer 1987 (PCA) 3rd,2nd,lst027 Insulator 1987 (PCA) 3rd,2nd,lst028 Steelfixer, Rebar 1987 (PCA) 3rd,2nd,lst029 Alurninun Fabricator/Installer 1987 (PCA) One Category030 Rigger 1987 (PCA) 3rd,2nd,lst031 Heavy Equipment Operator, Lifting 1987 (PCA) Class A & B

and Hoisting032 Heavy Equipient Operator Earth Moving 1987 (PCA) 3rd,2nd,1st

(Bul ldozer)033 Foundrymara, Iron 1987 (IN-HOUSE) One Category034 Foundry Worker (non-Ferrous) 1987 (IN-HOUSE) One Category035 Machinist, General 1987 (IN-HOUSE) 3rd,2nd,lst036 Machine Tool Mechanic 1987 (IN-HOUSE) 3rd,2nd,lst037 Plant Equipment Mechanician 1987 ('N-HOUSE) 3rd,2nd,lst

(Millwright)038 Transformer Repairman 1987 (PEWGIBFI) 3rd,2nd,lst039 Instrumentation Repairman 1987 (PEWGIBFI) 2nd,1st040 Electric Meter Repairman 1987 (PEWGIBFI) 3rd,2nd,1st041 Electrician, General 1987 (PEWGIBFI) One Category042 Electrical Motor Repairman 1987 (PEWGIBFI) Class A & B043 Substationman 1987 (PEWGISFI) 3rd,2nd,lst044 Service Pipe Layer 1987 (PEWGIBFI) One Category045 Water Meter Repairman 1987 (PEWGISFI) One Category046 Power Plan Equipment Operator (Steam) 1987 (PEWGIBFI) 3rd,2nd,1st047 Power Switchboard Operator 1987 (PEWGISFI) 3rd,2nd,lst048 Water Pump Operator 1987 (PEWGIBFI) One Category049 Water Treatment Plant Operator 1987 (PEWGIBFI) One Category050 Draftsman, General 1988 (IN-HOUSE) 3rd,2nd,lst051 Draftsman, Civil Engineering 1988 (IN-HOUSE) One Category052 Draftsman, Architectural 1988 (IN-HOUSE) One Category053 Illustrator 1988 (IN-HOUSE) Class A & B054 Draftsman, Electrical 1988 (IN-MOUSE) One Category055 Dressmaker 1988 (IN-HOUSE) Class A & B

- 46 -


=3=2=2=2=22=…3==========2===== =2…=2=== == ==3=2=3=2=rz=2=s==


056 TaiLor 1988 (IN-HOUSE) CLtss A & B057 SmalL Engine Mechanic 1988 (IN-HOUSE) One Category058 Wooden Sash Maker 1988 (IN-HOUSE) One Category059 Wood Working Machine Operator 1988 (IN-HOUSE) One Category060 Wood Finisher, Furniture 1988 (IN-HOUSE) Class A & B061 Upholsterer, Furniture and Automotive 1988 (IN-HOUSE) CLass A & B062 Patternmaker, Footwear 1988 (IN-HOUSE) TSS Only063 Footwear Maker 1988 (IN-HOUSE) TSS Only064 Waiter, GeneraL 1988 (IN-HOUSE) 3rd,2nd,lst065 Bartender 1988 (IN-HOUSE) One Category066 Butcher (Abattoirs) 1988 (IN-HOUSE) TSS OnLy067 Roomboy/Chambermaid 1988 (IN-HOUSE) One Category068 Typewriter Service Technician 1988 (IN-HOUSE) CLass A & B069 Front Desk Clerk 1988 (IN-HOUSE) One Category070 Secretary 1988 (IN-HOUSE) One Category071 Stenographer, Court 1988 (IN-HOUSE) One Category072 Stenographer, Office 1988 (IN-HOUSE) One Category073 Computer Operator (mainframe) 1988 (IN-HOUSE) One Category074 Data Encoder 1988 (IN-HOUSE) One Category075 Conputer Programmer/Analyst (Micro) 1988 (IN-HOUSE) One Category076 Bookkeeper 1988 (IN-HOUSE) One Category077 Typist 1988 (IN-HWOSE) Class A & B078 Optician 1988 (IN-HOUSE) 3rd,2nd,lst079 Cosmetologist 1988 (IN-HOUSE) One Category080 Hairstylist 1988 (IN-HWOSE) One Category081 Watch & Clock Repairman 1988 (IN-HOUSE) 3rd,2nd,lst082 Jewelry Maker (Goldsmith/SiLversmith) 1988 (IN-HOUSE) Class A & B083 Warehouseman 1988 (IN-HOUSE) One Category084 Dental Prosthesis Maker 1988 (IN-HOUSE) One Category085 Stonesetter/Engraver 1988 (IN-HOUSE) One Category086 Stuff Toy Maker 1988 (IN-HOUSE) Class A & B087 Draftsman, mechanical 1988 (MEIFBI) One Category088 Foundryman, Steel 1988 (MEIFBI) One Category089 Die Caster 1988 (MEIFBI) One Category090 Press Worker 1988 (MEIFBI) One Category091 Patterrnaker (Foundry) 1988 (MEIFSI) Class A & B092 TooLmaker 1988 (MEIFBI) Class A & B093 Civil Engineering Technician 1988 (PCA) 3rd,2nd,lst094 Carpenter, General 1988 (PCA) 3rd,2nd,lst095 Parquetry Worker 1988 (PCA) One Category096 Glazier, Construction 1988 (PCA) One Category097 Housebuilder, General 1988 (PCA) One Category098 Building Maintenance 1988 (PCA) One Category099 Farm Tractor Mechanic 1988 (ITMDS) One Category100 Farm Inplements Mechanic 1988 (ITMDS) One Category101 Farm Tractor Operator 1988 (ITMDS) One Category102 Sugar Boiler (Building Pan Tender) 1988 (ITMDS) One Category103 Instrumentation (Sugar MiLL) 1988 (ITHDS) One Category104 Knitter (Flat Machines) Manual 1988 (ATIBFI) One Category105 Embroiderer (Hulti-head Machine) 1988 (ATIBFI) One Category106 Finishing Machine Operator 1988 (ATIBFI) Class A & B107 Weaver 1988 (ATIBFI) One Category108 Electrical Appliance Service Technician 1988 (ASAP) One Category109 Domestic ACR Service Technician 1988 (ASAP) One Category110 Package Air-Con Service Technician 1988 (ASAP) One Category111 Video Electronics Service Technician 1988 (ASAP) One Category112 Audio Electronics Service Technician 1988 (ASAP) One Category113 Fuel Injection Technician 1988 (LTIBFI) One Category114 Bus Driver 1988 (LTIBFI) One Category115 Tire Serviceman 1988 (LTIBFI) One Category116 Battery Serviceman 1988 (LTIBFI) One Category

- 47 -


s...s..u.... z =u3sfls.s..3.3s3.3.3.s3u3.......u3u3ssssss..u3u.su=..

TITLE YEAR DEVELOPED TRADE TEST*s===u=====ssassszu.u3uuus=.ss.fls=sssB.=ss=..=sa==ss===s====ss3s=u3suzzs3=ss.

117 Forklift Operator 1988 (LTIBFI) One Category118 Gas Tungsten ARC Welder (TIG) 1988 (TSAI) 3rd,2nd,lst119 Telephone Installer and Repairman 1988 (TSAI) 3rd,2nd,lst120 Telephone Splicer 1988 (TSAI) 3rd,2nd,lst121 Telephone Central Office Equipment 1988 (TSAI) 3rd,2nd,lst

(Maintenance) Serviceman122 TeLephone PBX (Maintenance) Serviceman 1988 (TSAI) 3rd,2nd,lst123 TeLephone Lineman (Construction) and Maint. 1988 (TSAI) 3rd,2nd,lst124 Wood Furniture Prototype (Sample) Maker 1988 (CFIP) One Category125 Rattan Furniture Sample (Prototype) Maker 1988 (CFIP) One Category126 Wood Carver, Furniture 1988 (CFIP) One Category127 Bamboo Furniture Maker 1988 (CFIP) One Category128 Rattan Furniture Maker 1988 (CFIP) One Category129 Shoes and Bags Repairer 1988 (CI) Class A & B130 Electroplater, General 1988 (CI) Class A & B131 Iron Works Fabricator 1988 (CI) Class A & B132 Boiler Tender 1988 (CI) Class A & B133 Ceramics Products Maker 1988 (CI) 3rd,2nd,1st134 Commercial Photographer 1988 (CI) One Category135 Cook 1988 (HRIBFI) Class A & B136 Butcher (Hotel & Restaurant) 1988 (HRIBFI) Class A & B137 Pantryman 1988 (HRIBFI) Class A & B138 Pastry Cook 1988 (HRIBFI) Class A & B139 Baker, General 1988 (HRIBFI) Class A & B140 Reprographic Equipment Service Technician 1988 (POMDA) One Category141 Computer Service Technician 1988 (POMDA) One Category142 Calculator & Adding Machine Service Tech. 1988 (POMDA) One Category143 Valve and Hydrant Repairman 1988 (PEWGIBFI) One Category144 Main Pipe Layer 1988 (PEWGIBFI) One Category145 Deepwell Pump Operator (Submersible Pump) 1988 (PEWGIBFI) One Category146 Well Driller (Cable Tool) 1988 (PEWGIBFI) One Category147 FieLd Equipment Operator 1988 (PEWGIBFI) One Category148 Water Waste Investigator 1988 (PEWGIBFI) One Category149 Compositor, Hot Metal 1988 (PIBFI) One Category150 Compositor, Cold Type 1988 (PIBFI) One Category151 Repro-Cameraman 1988 (PIBFI) Class A & B152 Letterpress Pressman 1988 (PIBFI) Class A & B153 Binder, General 1988 (PISFI) Class A & B154 Silkscreen Printer 1988 (PIBFI) One Category155 PLatemaker 1988 (PIBFI) Class A & B156 Desktop Publishing Operator 1988 (PIBFI) One Category157 Patterrnmaker 1989 (ATISFI) Class A & B158 Shuttle Cam Loom Fixer (Textile) 1989 (ATIBFI) One Category159 Handguided High Speed Embroidery Machine 1989 (ATIBFI) One Category

Operator160 Stripper (Black and White) 1989 (PIBFI) Class A & B161 Stripper (Colored) 1989 (PIBFI) Class A & B162 Paper Cutter Operator 1989 (PIBFI) One Category163 Perfect Binding Operator 1989 (PIBFI) One Category164 Color Separation Technician 1989 (PIBFI) Class A & B165 Offset Press (Web Fed) 1989 (PIBFI) 3rd,2nd,lst166 Artificial Breeder (For Large Rusinants) 1989 (ITMDS) One Category167 Nursery Worker 1989 (ITMDS) Class A & B168 Livestock Farmer (Swind) 1989 (ITMDS) One Category169 Poultry Farmer 1989 (ITMDS) One Category170 Dairy Farm Worker 1989 (ITMDS) One Category171 Fish Farm Worker 1989 (ITMDS) One Category172 BLacksmith 1989 (ITMDS) One Category173 Dairy Plant Operator 1989 (ITMDS) CLass A & B174 Electrical Engineering Technician, General 1989 (ROVEN) One Category

- 48 -



176 Mechanical Engineering Technician (HVAC) 1989 (ROVEN) One Category177 Extractive Metallurgy Technician 1989 (ROWN) One Category178 Mining Technician, GeneraL 1989 (ROVEN) One Category179 Metallurgical Technician, PhysicaL 1989 (ROVEN) One Category180 Hydraulic Excavator (Backhoe) Operator 1989 (ACEL) Class A * B175 MechanicaL Engineering Technician (Motors 1989 (ROVEN) One Category

and Engine)181 Wheel Loader Operator 1989 (ACEL) CLass A & B182 Motor Grader Operator 1989 (ACEL) Class A & B183 Rough Terrain Crane Operator 1989 (ACEL) Class A & 9184 Tower Crane Operator 1989 (ACEL) 3rd,2nd,1st185 Truck Mounted Crane Operator 1989 (ACEL) 3rd,2nd,1st186 Bench Molder 1989 (TSAI) One Category187 Floor & Pit Molder 1989 (TSAI) One Category188 Coremaker 1989 (TSAI) One Category189 Tool & Cutter Grinder 1989 (TSAI) Class A & B190 Diemaker (Forging) 1989 (TSAI) Class A & B191 Mold Maker (Plastic) 1989 (TSAI) Ctass A & B192 Mold Maker (Permanent Nold) 1989 (TSAI) One Category193 Tilesetter, General 1989 (PCA) Class A & B194 PLasterer, General 1989 (PCA) Class A & B195 Concrete Finisher, General 1989 (PCA) One Category196 Painter, Structural 1989 (PCA) One Category197 Printing Machine Mechanic 1989 (PIBFI)198 Heavy Equipment Electrician 1989 (ACEL)199 HydrauLic Mechanic (H.E.) 1989 (ACEL)200 Crawler Crane Operator 1989 (ACEL)

2.3 CURRICULUM AND TRAINING AIDS DEVELOPMENT

NMYC's training programs are based on carefully planned and developedcurricula that take into account not only the skills a trainee has to learnbut positive work attitudes as well . A Curriculum and Training Aids Develop-ment Division (CTADD) later renamed Training Technology Development (TTD)after reorganization was created as early as 1975 to design and develop train-ing programs, curricula and workbooks in the form of modules of employableskills and audio-visual presentations using the modular approach. These aremade available to individual, companies and groups who seek NMYC assistance intraining programs.

The basic objective of the Project is to standardize course contents ofbasic skills training programs in NMYC's regional training centers thru theestablishment of a national framework for standards in curriculum, trainingmaterials, and training package development production and utilization therebystrengthening NMYC's manpower development programs thru the integration intoits training delivery system developmental efforts in the areas of planning,development, implementation and evaluation of curriculum, training materialsand training packages.

A significant achievement was the development in 1985 of 880 learningelements for 11 occupational titles under this Project component. Subse-quently, when the Project was restructured, recent council-wide internal eval-uation concluded that the utilization of these materials/documents on a

- 49 -


national scale cannot be fully appreciated without being evaluated and vali-dated along with the other components of skills training programs. Hence, anew dimension in the implementation of this component was launched. Table 2.7depicts the developments in curriculum and training aids from the period 1983-1990.

Table 2.7: CURRICULUM AND TRAINING AIDS DEVELOPMENT-------- m ------ = ==-====m- --

1982-1985 1986-1990

o Developed/printed 800 learning o 7 trade areas provided with trainingelements for 11 occupational packagestitles o 7 trainor's guide completed

o Per capita cost established for 7comprehensive courses

o 105 training packages and supportmaterials for CTCs developed/distributed

o 47 video tape titles acquired/distributed

o 37 prototype low-cost training aidsproduced

Table 2.7a: LEARNING ELEMENTS DEVELOPED, 1982-1985

OCCUPATIONAL TITLES (11) NO. DEVELOPED TRADE AREA-------------- = …== ===

Diesel Mechanic ' 81 AutomotiveHeavy Equipment (Tractor Mechanic) 115 AutomotiveIndustrial Electricity 36 ElectricityTooL and Die 80 Machine ShopRefrigeration Mechanic 70 Refrigeration and Air-conditioningStructural Steel Worker 74 Welding and Steel FabricationGeneraL Masonry 64 Building ConstructionOffset Pressman I 87 PrintingFurniture and Cabinet Maker 92 Furniture ProductionIndustrial Cutter 56 GarmentsIndustrial Sewing Machine Mechanic ! 69 ! Garments

…-==========================5=-============…=================~= -

TOTAL NUMBER DEVELOPED g 824-------------- =--=== = = ==== ==

Table 2.7b: TRAINORS GUIDE DEVELOPED, 1986-1990

OCCUPATIONAL TITLES (10) i GENERIC COURSES (6)…========================-- -SS=s========~=.=========

Diesel Mechanic General AutomotiveHeavy Equipment (Tractor Mechanic) ' General Building ConstructionIndustrial Electricity General ElectricityTool and Die General Machine ShopRefrigeration Mechanic Refrigeratlon and Air ConditioningStructural Steel Worker WeldingOffset PressmanFurniture and Cabinet MakerIndustriaL Cutter (Garments)Industrial Sewing Machine Mechanic

- 50 -

ANEX APage 18 of 44

Tabte Z.7c: LEARNING PACKAGES DEVELOPED, 1986-1990

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

GENERIC COURSES (7)U.........U....U.......................................

GeneraL AutomotiveGeneral BuiLding ConstructionGeneral ELectricityGeneral ELectronicsGoneral Machine ShopRefrigeration and AirconditioningWelding and Steel Fabrication

*s=s..u.s....==...33u33.fl..nzz-uzmumusuas-ss=ssuz=usus

OPERATIVE CURSES t5)

Automotive PaintingHouse PrintingFish ProcessingFood ProcessingFurniture and Cabinet Making

............... UU..U.........U............UU............

COTTAGE/LIVELIHOD INIMSTRY CMURSES (3)ZUUUUUUUUUUUUUUUUUUUUUUUUUUSUUUUU*EUUUUUUUUUUUUUUUZUUU-

DressmakingTailoringBasketry (Handicraft)

Tble 2.7d: VIDEO TAPES PURCHASED, 1986-1990

GENERAL CLASSIFICATION NO. PURCHASED.......................................................

Pipe Fitting 9 1Basic Nachine Technology 13Basic Engine Lathe 9Electronics 27Electrical 27WeLding 12Etectric Arc Welding 2Refrigeration and Airconditioning a 8Safety 8Trainors Training 14Principles of Technology 1

- InternationaL Preview I*-----333333333333333z333333s3333323 z33.3333333.33.333s

TOTAL 110

2.4 VOCATIONAL GUIDANCE

In the early 80's, the Agency had an existing vocational guidance systembroken down into three (3) sub-systems, namely: mass motivation; clientassessment and counseling; and careers development. The effectiveness of thesystem, however, has not been felt much more the appreciation of those taskedwith its delivery and implementation was sadly lacking. This fact was largelydue to lack of logistical support needed to operationalize the system.

- 51 -

ANNEXAPage 19 of 44

The redirection of vocational guidance as a major component of VTP whenthe project Was restructured sought to improve the system and the developmentof internal capability of the technical staff who were tasked to implement theproject and to deliver the guidance services necessary. These programsinclude training of Testing Officers; Workshop for Guidance Counselors;Seminar on Work Attitudes Development and Ideology; and a National Conferenceon Trends and Issues on Guidance.

In addition, studies and researches in aid of guidance program deliverywere conducted particularly the development of guidance support communicationpackages which helped both the guidance officers/trainors in delivering thebasic guidance services especially for the out-of-school youth who are majorrecipients of the services.

From the period 1986-1990, a total of 167,337 trainees were oriented onValue Development (VALDEV). Prior to restructuring, five (5) modules on workattitudes were developed and conducted among 125 supervisors/participants.Table 2.8 presents the accomplishments of this component. These programs wereintended to pursue the upgrading of the Agency's Selection and TrainingPlacement, promotion of the Blue Collar Profession and provision of PositiveWork Values. To propagate awareness among intended clientele, supportcommunication materials (Table 2.9) were likewise developed within the lifespan of the Project.

Table 2.8: DEVELOPMENT OF VOCATIOI4AL GUIDANCE

1982-1985 1986-1990

o ImpLementation of 5 modules on o InstitutfonaLIzed guidance sub-work attitudes completed involving system as training effectiveness125 supervisors/participants support mechanism

o DeveLoped and validated power o Developed 62 support guidancetests' e.g. Training Numeracy communication materialsTest (TNT); Training LiteracyTest (TLT); Occupational Literacy o 167,337 trainees oriented on VALDEVTest (OLT); and Motor Coordination(NC)

o Developed and printed 12 Career o Completed System of Upgrading of theGuidance materials Agency's Selection of Trainees

o Developed and pilot tested Value o Forged cooperation with mess mediaAssessment Tools, Safety on the promotion of Blue CoLlarConsciousness Test and ProfessionIntervention Tools

o Developed and pilot tested moduleson the Provision of Positive WorkValue inputs to Trainors and Trainees.

- 52 -


Table 2.9: TITLES OF SUPPORT COMMUNICATIONS ANDGUIDANCE MATERIALS DEVELOPED

PRINT1. Breaking Through the Barriers of Inexperience2. Bright Blue Horizon3. Self-Employment as a Career4. How to Succeed in Your Job5. Guidance Info-Aide: Trainor and General Audience Series5.1 The NMYC Trainor5.2 The Androgical vs. Pedagogical Learning Methods of Learners5.3 Rules on Professional Behavior5.4 Effective Use of Humor To Relieve Tension5.5 A Scientific Method of Technical Training5.6 How to Fight Off Stress5.7 How to Bring People in Your Life5.8 How to Move Up into the Job Ahead of You5.9 Approaches to Develop SeLf-Control5.10 Ways to Build Self-Confidence6. Occupational Information Series on Garments

(Sewer, Reviser, Domestic Line Supervisor, Sample Cutter,Presser, Embroiderers, Marker, Assorter, Spreader)

7. Guidance Info-Aide: Trainee Series7.1 How To Plan Your Career7.2 How To Get Your Tasks Done7.3 Techniques for Thinking Clearly7.4 Competencies To Gain Future Success7.5 How To Get the Mcst Out of YourseLf7.6 How To Handle Competition7.7 How To Avoid Mistakes7.8 Elements To Consider In Decision Making7.9 How To Develop Self-Image7.10 Some Mistakes To Avoid In Job Interview8. Integrated Brochures: Construction, Hotel and Restaurant9. Handbook: Tips for Jobseekers10. Handbook: Blue Collar Options11. Productivity Enhancement Handbooks11.1 Creating Eagerness in Learning Skills and Developing such Skills11.2 Inculcating Serious and Responsible Attitudes Towards Work11.3 Dedication and Integrity in Work11.4 InstiLling a Deep and Abiding Interest in Quality Workmanship11.5 Enhancing Trainee's Ability to Enjoy and Thrive in Work11.6 Cultivating the Desire to Get Along and Cooperate with Peers11.7 Encouraging the Propensity to Innovate and Improve One's Abilities12. Leaflets to Support Video Production12.1 Handa Ka Na Ba?12.2 How To Be SuccessfuL in Your Job12.3 Trabaho Mo, Mahalin Mo12.4 Kilala Mo Ba Ang Sarili Mo?12.5 Training Sa NMYC12.6 Kaya Mo, Kaya Ko13. Manpower Posters on Job Opportunities

(Construction, Automotive, Wood and Wood Industry,Footwear and Leathergoods, Transportation, Hotel and Restaurant)

VIDEO TAPE RECORDING1. Training Induction Program

1.1 Positive Self-Concept1.2 Self-Motivation1.3 Doing Well While on Training

2. Job Induction Program2.1 Job Interview Skill2.2 Job Attitudes and Habits2.3 Keeping A Job

s=Z============================= ========== ==U3z

- 53 -


2.5 INFORMATION AND DOCUMENTATION SYSTEM

In pursuit of its various manpower development activities, NMYC stressedthe importance of information. It initiated the establishment of the HumanBibliographic Information System (HRBIS) in 1982 which was coordinated withthe Asian and Pacific Skill Development Programme (APSDEP) of theInternational Labour Organization (ILO) making NMYC the APSDEP's focal pointin the Philippines to integrate, document, and disseminated information onvocational-technical education-training.

With the Council's reorganization in 1986, HRBIS became known as theNMYC Information and Documentation Service (INFODOS). It was established toprovide information needed in manpower planning, conduct and management ofskills development programs. It shall collect and disseminate all types ofinformation that will provide the bases on which the skills trainingmission/objectives of the Agency will evolve.

INFODOS has an estimated 6,000 items in its collection. It consists ofprint and non-print information materials. They are classified according to:

(a) Training Materials (TM) - includes learning elements, which covers theareas in Automotive, Electricity, Construction (Civil), IndustrialCutter-Garments and Textiles, Food Processing, Machine Shop,Refrigeration and Air Conditioning, Carpentry, Training Modules,Training recommendations, Trainors Guide, Video Tapes, Transparenciescharts, posters, sound slides, etc.

(b) Non-Training Materials (NTM) - consists of books, technical journals andmagazines, annual and statistical reports on skills development. Thebooks cover the general areas of interest such as Economics, Management,Human Resource Development and Vocational Training/ Education.

3. RURAL MANPOWER DEVELOPMENT PROGRAM

3.1 ENTREPRENEURSHIP DEVELOPMENT TRAINING PROGRAM (EDTP)

As early as 1984, the NMYC has recognized the need to promoteentrepreneurship among out-of-school youths. With the assistance of theInternational Labour Organization, the Training of Rural EnterpriseDevelopment Program (TREND) and Youth Entrepreneurship and Self-EmploymentDevelopment Program (YESDEV) were conceptualized in 1985. This program wasthe Agency's response to the government's renewed commitment to develop therural areas by contributing to employment creation and income generation inthe countryside. Convinced of the socio-economic desirability of the project,TREND/YESDEV was made an integral component of the restructured VocationalTraining Project in 1987. As the year closed, it has become imperative thatthe two programs, TREND and YESDEV, be fused into a single livelihood programcalled Entrepreneurship Development Training Program (EDTP).

- 54 -


The objectives of EDTP were to provide and develop the knowledge, skillsand attitudes of would-be entrepreneurs in identifying opportunities andresources to enable them to effectively put up and manage small businesses ormicro-enterprises.

To start up, Project Teams, both at the national and regional levels,were organized. In 1987, the University of the Philippines-Institute forSmall Scale Industries (UP-ISSI) conducted the NMYC EDP Seminar Workshopparticipated in by twenty-seven (27) officers coming from both national andregional offices. The immediate output of this was the finalization of theTREND/YESDEV guidelines (selection, implementing and monitoring/evaluation),the preparation of EDP course curriculum and the identification of trainingaids/materials needed for the program. The monitoring/ evaluation designwas likewise prepared.

During the first batch of pilot implementation, the National ProjectTeam monitored/supervised each of the seven (7) pilot regions. Assistanceactivities to regions varied but in the range of networking with partners,sourcing of capital funds, site selection, recruitment and selection ofapplicants, conduct of training, business plan, evaluation and monitoring ofgraduates.

Subsequently, a series of staff development programs were conducted toaugment and strengthen the capabilities of the staff of NMYC to conductentrepreneurship programs nationwide. A summary of these programs are shownin Table 3.1.

An evaluation study was conducted from August to September 1988. Of thetotal 494 trainee-graduates, 74% (366 was the actual number) responded. Atotal of 66 businesses (an average of 3.1 per batch) were established by them.This figure is below the target of five per batch set when extrapolated interms of the total population of the trainee-graduate. However, in terms ofthe total number of respondents engaged in business after the program, thetarget set has been surpassed, the figure having stood at 117 or 40% of totalnumber of respondents. Significant is the total employment generated by thebusiness. Results show that employment generation rate is 2.8%.

- 55 -


TabLe 3.1: SUMMARY OF STAFF DEVELOPMENTPROGRAMS FOR EDTP IMPLEMENTORS

DATE NO. OFTITLE CONDUCTED ORGANIZER/VENUE PARTICIPANTS

NMYC EDP Seminar-Workshop 5/87 University of the 27Philippines-Institute ofSmall Scale Industries(UP- ISSI)

Training on the Identifica- 1/88 Management Systems 5tion and SeLection of InternationaL (MSI)Entrepreneurs

Entrepreneurship Workshop 1-2/88 MSI a

Training of Trainors Course 3/88 UP-ISSI 5for the DeveLopment of Cottage,SmaLL and Mediums Enterprise

Training Methodology Course 7/88 NMYC 8

OccupationaL Data and 8-9/88 StatisticaL Research Center 2Computer Training Program

International Conference on 8/88 ManiLa 1Women Entrepreneurship

Basic Community Organizing 12/88 PBSP 25Cum Enterprise Developmentand Promotion Training

Entrepreneurship Development 1-3/89 Entrepreneurship Development 4Program Institute of India, Gujarat,

India

In 1989 the NMYC EDT Program was included in the DOLE IntegratedLivelihood Program. With this arrangement NMYC EDT expands its clienteleserving the livelihood training requirements of DILP participating agencies.Likewise, it provided its clientele access to a wider range of small businessfinancing options available through the DILP financing programs. Designatedas the lead training agency both for staff and client development, NMYC gearedtowards a full blast implementation of the program for all fourteen (14)regions.

From the period 1987-1989, a total of 3,187 were trained and as aresult, 455 microenterprises were established all over the country (Table3.2). In terms of cost, an average amount of P12,465 per batch have beenderived within a 3 year period of implementation of the EDTP (Table 3.3).

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Table 3.2: NUMBER OF GRADUATES ANDMICROENTERPRISES ESTABLISHED

I 1987 1 1988 ' 1989

REGION! GRADUATES IENTERPRISESI GRADUATES 1ENTERPRISES1 GRADUATES IENTERPRISES

I ' 49 10 ' 137 ' 25 i 177 ' 11I I - I . I~~ ~ - 72

JJJ I - I - 87 24 125 -

IV I - I - 37~ V 96 43 235 87 207 -

VI 47 5 195 - 46 I -

Vil - - 105 10 122 6Vill 105 25 - I - 50 5

IX - - 50 , 154

x 123 61 228 42 248 -

xi 36 | 10 i 104 11 51 5xii I 54 I - I CAR - 49 - II NCR ! 38 ! 18 146 I 51 I 14 I -

-=s5sS==- --- - - --- - - --- --- m--== = = = = = = = = = = = = = = = = = s- as----s - -S Ss

TOTAL 494 I 172 1,287 250 1,406 1 27

Tablet 3.3: SUMMARY OF PROJECT COST

1987 ' 1988 1989

RtEGION ---- ----------s-=--s=--=--.U---==--s8---------U-----UUU----3--------- U-U----.--- g1 GRAND TOTAL

INO. OF BATCHESIPROJECT COSTINO. OF BATCHESIPROJECT COSTIINO. OF BATCHESIPROJECT COSTI

I 2 P 46,600.00' 6 aP 78,000.00 8 P 70,000.00 P 194,600.00

11 - I - I - I 8 a 90,000.001 90,000.00

111 4 54,000.00 9 72,000.00 126,000.00IV | -- 4 I 47,000.001 47,000.00

v 4 77106.30 8 100,000.00 8 78,000.00' 255,106.30

VI 2 49,600.00, 6 78,000.00 7 63,000.00' 190,600.00Vil I | - 4 ' 52,000.00 5 39,000.00' 91,000.00

ViII 4 81,84U.001 - 1,000.00 5 I 43,000.00 125,840.00

IX - - 2 23,000.00 6 45,000.001 68,000.00x 5 79,692.00 8a 101,000.00 10 94,000.00 274,692.00Xi - 55,500.00 4 52,000.001 3 29,000.001 136,500.00Xl l 4 U,000.00 44,000.00CAR I 1 _ 4 U,000.00 U,000.00NCR . 48,500.00! 6 75,000.00 9 72,000.00 195,500.00

TOTAL 17 p 438,838.301 48 |P 614,000.00I 90 IP 830,000.001 P1,882,838.30

* Project Cost * Operating Cost + TravelLing Expenses

3.2 COMMUNITY TRAINING CENTERS

To help develop the rural areas through the enhancement of productivity

and employability of the unemployed segments of the labor force in the

countryside particularly the out-of-school youth and the unemployed, the CTC

concept was designed and implemented in 1987. It seeks to provide relevant

and quality skills training programs that will truly address the established

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training needs of specific target groups in the community in relation to theopportunities, resources and technologies that abound in the area.

Training programs/courses offered under the CTC project were broadlyclassified as either basic industrial courses or cottage industry/livelihoodcourses such as: 1) Handicrafts; 2) Food Trades; 3) Garments Trade; 4) ShelterTrades; 5) Rural Electrical/ Electronics Trade; 6) Small Engine Trades; and 7)Farm Implements Production Trades.

The promotion of employment is the ultimate goal of the Project. Toachieve this end, the Entrepreneurship Development Training (EDT) for thedevelopment of potential entrepreneurs among the CTC graduates, and thePlacement Assistance Center (PLACER) for the referral/placement of graduatesbound for wage-employment have been linked up with the CTC.

In 1987, 24 CTCs were established with 1,769 participants trained indifferent training skills. In 1988, 39 CTCs were added up and had 12,863trainees/graduates and in the following year, 12 more were put up. (Table 3.4and 3.4a) This program had been very successful with the active participationof the local governments and NGOs. Since its inception in 1987, the CTCProject had already produced 27,820 participants trained in different basicIndustrial and Cottage/Livelihood Skills (Table 3.4b).

TabLe 3.4: NUMBER OF CTCs ESTABLISHEDAND OPERATIONAL

NUMBER OF CTCs ESTABLISHED PER YEARREGION… z===== ==. TOTAL

1987 1988 1 1989 1 1990 I================================== === ==z=ss=z ===s====-==

I | 1 2 1 12 16II | 1 3 1 6 11I1I t 1 3 2 18 24IV 3 5 2 25 35V 3 2 1 15 21VI 1 3 1 6 11VII 2 2 . 11 15VIII 2 3 1 9 15IX 2 3 - 5 10X 2 4 1 6 13XI 2 3 - 6 11XII 2 3 11 16CAR 3 3 2 4 9NCR 2 0- - I OI 2

TOTAL 1 24 1 39 1 12 134 | 209==================================== === =====-===s-==s=s=zuu

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Table 3.4a: LIST OF ORIGINAL & NEW/EXTENSION SITESBY REGION/PROVINCE

REGION/PROVINCE ORIGINAL SITE DATE OF ESTABLISHMENT TRANSFERRED EXPANDED

1. Abra Tayum April 21, 19882. Benguet Itogon July 27, 19883. Ifugao Kiangan April 18, 19894. Kalinga-Apayao Dagupan June 16, 19885. Mountain Province Besao April 19, 1989REGION I1. Ilocos Norte San Nicolas Septeaber 19, 19882. Ilocos Sur Candon June 16, 1988 Sta. Maria3. La Union Tubao Aprit 17, 19894. Pangasinan Alaminos August 5, 1987 MangaldanREGION II1. Batanes Basco March 14, 19892. Cagayan Camalaniugan May 20, 1988 Gattaran3. Isabela Roxas August 3, 1987 Ramon4. Nueva Vizcaya Bagabag June 16, 19885. Quirino Naddeta JuLy 11, 1988REGION III1. Bataan Dinalupihan May 31, 1988 Orion2. BuLacan Sapang Palay May 19883. Nueva Ecija Palawan City March 7, 19884. Pampanga Porak March 15, 1989S. Tarlac San MigueL September 4, 1987 Moncada6. Zambales Cabangan February 15, 1989REGION IV1. Batangas Calatagan September 14, 1989 Mabini2. Cavite Bacoor October 19, 19873. Laguna Lufban April 19894. Marinduque Torrijoe May 3, 19885. Occidental Mindoro San Jose July 9, 19886. Oriental Mindoro Victoria September 8, 1988 Pola7. PaLawan Brook's Point August 1, 1988

. Quezon Lopez June 16, 19889. Romblon Odiongan November 14, 198810. Aurora Ma. Aurora May 1988REGION V1. Albay Ligao August 10, 19872. Camarines Sur Mercedes May 19893. Camarines Norte Baao October 12, 19874. Catanduanes Virac June 27, 1988 Caramoran, Baras

Viga (Catanduanes)5. Masbate Masbate November 24, 19876. Sorsogon Pilar May 4, 1988REGION VI1. Aktan Numancia may 9, 1988 Makato2. Antique Barbaza May 11, 19883. Capiz Pree. Roxas July 23, 19874. Iloilto Sara July 4, 19885. Negros Occidental Murcia May 8, 1989REGION VIll1. Bohol Cortes November 5, 1987 Calape2. Cebu Carcar September 18, 1987 Balamban, San Fernando3. Negros Oriental Tayasan April 30, 19884. Siquijor Siguijor September 26, 1988

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REGION/PROVINCE ORIGINAL SITE DATE OF ESTABLISHMIENT TRANSFERRED EXPANDED

REGION VIll1. Biliran Biliran July 11, 19882. Leyte Burauen November 23, 19873. Southern Leyte llaasin May 13, 19884. Eastern Samar Llorente June 12, 19885. Northern Samar Pambtujan ApriL 7, 19896. Western Samar Catbalogan December 13, 1987REGIOli IX1. Basilan Lamitan Septeimber 17, 19872. Sulu Jolo June 27, 19883. Tawi-Tawi Bongao August 10, 19884. Zamboanga del Norte Manukan July 31, 19875. Zamboanga del Sur Ipil July 13, 1988REGION X1. Agusan del Norte Cabadbaran November 1987 Naslpit2. Agusan del Sur San Francisco may 17, 19883. Bukidnon Maramag August 18, 1987 Manolo Fortich4. Camiguin Nambaaao September 1988 Sagay5. Misamis Occidental Osamis City June 27, 1988 Oroquieta City6. Misamis Oriental Claveria April 25, 19897. Surigao del Norte Libjo June 20, 1988REGION XI1. Davao del torte Carmen August 19, 19872. Davao del Sur Malalag November 23, 1987 Kiblawan3. Davao Oriental San Isidro June 17, 1988 Lupon4. South Cotabato Malapatan June 28, 1988 Sto. Nlno Tantangan5. Surigao del Sur Cagwait July 1, 1988REGION XII1. Lanao del Norte Tubod August 1, 19882. Lanao del Sur Lubatan July 21, 19883. Maguindanao Sultan Kudarat August 1987 Parang Dinaig4. North Cotabato Pikit May 2, 1988 Makilala5. Sultan Kudarat Esperanza/ August 7, 1987 Isulan

Bagumbayan September 5, 1988NCR1. Rizal Antipoto August 17, 1987

Tanay October 26, 1987

Table 3.4b: CTC OUTPUTS/GRADUATES

END OF 3RD QUARTERREGION="w I -ZUUU3333UUUUU33UUUUUEUUUUUUUUUUUUUU U ! TOTAL 1 1987 1988 1989 1990

I ' 70' 435 579 '3,694 1 4,778II 139 914 867 3,237 5,157III 49 1423 779 8,677 9,928IV , 209 , 1,496 , 1,581 , 10,232 , 13,518V j 55 j 955 j1,163 j5,808 7,981VI 41 734 892 5,548 7,215VII 155 836 717 3,070 ' 4,778VIII 25 1,235 881 2,739 4,880IX 451 1,287 1 ,205 1 767 4,710X 181 1,681 1,355 2,921 6,138XI 76 876 753 3,717 5,422XII 98 976 1,299 3,451 5,824CAR - 482 598 1 4,089 5,169

NCR 221 580 1 439 1 3,713 1 4,953

TOTAL 1,770 1 12,910 1 13,108 1 62,663 1 90,4513333333u3333eamu3ssU3aU3s3u333ss33333333333Z33333x3333u5-u33s3a3

- 60 -


Of the 75 CTCs established during 1987-1989, a total of 24 CTCs have

already transferred/expanded from their original sites. For the year 1988, 6

CTCs moved out from their original sites and transferred to other sites, while

12 others did the same in 1989. Likewise, in 1989, 10 CTCs opted to extend

their services from their original sites to other municipalities.

About 55% of total CTC graduates were found to be employed after

training as compared to some 33% for the traditional Community Training

Programs (CTPs). Meanwhile, the absorption rate was even higher at 62.28% for

CTC graduates compared to only 44.26% for CTP graduates. In terms of skills

utilization, about 43% of CTC graduates were reportedly able to utilize

directly the skills acquired from training in their jobs compared to only

30.47% of the CTP graduates.

4. SPECIAL PROGRAMS

4.1 TRAINING CONTRACT SCHEME

The development of human resources is the joint responsibility of

government and industry. But government with all its varied concerns

competing for scarce resources, can only achieve so much in education and

manpower development. Industry therefore has to take part in the burden of

training the labor force as a matter of necessity and even justice, because in

the final analysis industry is a principal beneficiary of manpower

development. It is on this premise that the Training Contract Scheme has

evolved.

The Training Contract Scheme is basically a partnership contract for

maximizing social and industrial profits through higher productivity. Under

this mechanism, the Government thru the NMYC enters into a contract with a

firm or a training institution for the training of people and agrees to pay

back the latter part of the training cost on the average, 70% of direct

training costs. The general idea is to develop a ready pool of productive

manpower by upgrading the skills that are in short supply and providing those

who will join the labor force with the skills that will be needed by the

different sectors of the economy. This general objective is more precisely

defined to include:

1. assistance to small-and medium-scale industries inproviding for their training needs;

2. improvement of the quality of training on the basicupgrading and supervisory levels; and

3. encouragement of the private sector to initiate orcontribute to the manpower efforts of the government.

The heavy bias in favor of small-and medium-scale industries was evident

in the policies governing the implementation of the scheme. Although

qualified firms can claim subsidies ranging from 50-70 percent of training

consists, the rules prescribed a schedule of subsidies which provided higher

rates for small-and medium-scale enterprises as well as associations of small

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business. And while larger local enterprises with two hundred (200) employeesor more and a capitalization amounting to PIO million or more can enjoy lowersubsidies, multinational companies qualified only if at least 20 percent oftheir trainees come from small firms or are apprentices or out-of-schoolyouth.

The levels of training covered by the TCS included (1) basic skillstraining; (2) skills upgrading; (3) supervisory; (4)trainors training; and (5) technical programs for the following priorityindustrial sub-sectors:

1. Construction2. Automotive3. Hotel and Restaurant4. Garments5. Metals and Engineering6. Shoes and Leathergoods7. Wood Products8. Power, Electricity, Water and Gas9. Land Transportation10. Coal Mining11. Printing

These eleven (11) sub-sectors were later expanded to include Communication andAgro-Industries in response to the demands of these growing sectors.Eventually garments was also expanded to cover textiles.

From 1982-1990, the total number of workers trained under the TCS was126,051 or 65Z more than the original target which is 76,150 per Appraisal.Table 4.1 shows the actual number of graduates vis-a-vis targets. When theProject was restructured,

Table 4.1: NUMBER OF WORKERS TRAINED

YEAR | TARGET | OUTPUT

1982 I 1,000 j 9321983 j 5,000 I 7,9961984 I 10,000 I 10,2111985 I 15,000 I 18,2791986 I 15,000 I 11,4071987 I 21,000 I 20,5991988 21,000 I 20,7891989 I 21,000 I 20,1811990 j 15,000 I 15,657

TOTAL l l 126,051____ ____ ____ ____ ____ ____ ____ ___-____

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the target were increased to 103,000. In terms of training by level, the

biggest number registered was on the upgrading of workers representing 35.88%,

followed by supervisors training with 27,524 trained or 23.43%. Quite a

number of trainors were likewise trained under the TCS (22,131 or 18.84%)

which in the long run would be beneficial to industry because of the

multiplier effect. Table 4.2 shows the total number of workers trained by

level of training.

Table 4.2: NUMBER OF WORKERS TRAINED BY LEVEL OF TRAINING

LEVEL @ 1982 1983 1 1984 § 1985 | 1986 @ 1987 1 1988 1 1989 | 1990 ITOTAL

BASIC 518 2,075 3,059 3,003 1,121 1 4,105 5,229 ' 4,519 123,629UPGRADING 389 1 976 3,226 6,159 4,327 | 7,444 7,979 7,170 8,260 46,930

SUPERVISORY | 25' 3,945 |1325 1,866 1,146' 6 " 4,826 4,709 6,262 30,745

TECHNICAL TRAINING 303 88 790 1,135 2,616

TRAINORS TRAINING ! - - ! 2,601 1 7,251 1 4,813 2 2,1367 I 2,993 1 22,131

TOTAL 1 932 7,996 1 10,211 1 18,279 11,407 1 20,599 1 20,789 1 20,181 1 15,657 126,051

4.2 PLACEMENT ASSISTANCE CENTER (PLACER)

PLACER was designed to support NMYC's training function and thus,

institute a more aggressive role in the promotion of employment. The system

intended to evolve a feasible mechanism to direct its training efforts to the

highly employable skills within the industry and included labor market

information the inputs of which are vital to the re-planning processes and

placement assistance, counseling and accreditation services to ensure the

proper matching of the right person to the right job.

PLACER established an integrated manpower information and placement

services network in strategic growth centers of the country and asked multi-

sectoral participation in generating employment information opportunities. It

began developing a workable strategy of matching job requirements to available

qualified manpower and sustaining high level interest and support for the

center employment services among industry/business establishments operating

within its area of concern.

It offers the following services:

o information on local manpower demand;o competency assessment testing;o pre-employment counseling/orientation;o manpower pooling;o referral for re-training/upgrading or trade testing;o placement to short-term employment;o placement to long-term employment.

This Project which started in 1987 modestly accomplished its planned

targets. Despite the not so healthy situation prevailing in the economy, the

network of PLACERs established nationwide has delivered to the NMYC graduates

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the services it has aimed to deliver. The initial year (1987) was largelydevoted to the development and installation of the system, staff developmentand establishment of linkages with the business community and massivepromotion. The figures below (see Table 4.8) depict the extent of theplacement effort of the Project from 1987-1989.

Table 4.3: JOB PLACEMENTS

YEAR ANNUAL TARGET ACTUAL OUTPUT PERCENTAGE (%)W_W_ _ ____= ---------- _ __ __ s_ _e =s = W= = -- --- -_- - E--- - -_--- = - - -

1987 13,333 12,137 91% of the target met1988 17,766 14,458 81% of the target met1989 18,300 16,293 892 of the target met1990 17,000 21,235 125% of the target met

4.3 ENTERPRISE-BASED TRAINING SYSTEM (EBTS)

The EBTS envisioned to produce skilled trainees/workers and provide theprivate sector with an appropriate matching of skills supply with their jobrequirements. Considered as an alternative employment promotion scheme, thiscomponent has developed a workable scheme similar to the dual system ofvocational training applied in countries such as the Federal Republic ofGermany, Thailand and Austria.

The EBTS was an alternative training scheme which utilized a dual systemtype of training approach to replace the current skills development system oftraining. The approach involved in-center and in-company training directedtowards the training of workers in the industry.

The initial activities of EBTS involved the pilot testing of the schemefor the printing sector. After a series of consultations with the leaders ofthe sector wherein critical skills were identified, a curriculum was designedfor four (4) occupational titles in the Printing Industry and was endorsed bythe Printing Industry Board Foundation, Inc. (PIBFI). Simultaneously, theTechnological Institute of the Philippines was tapped for the in-centertraining portion of the Project thru a Memorandum of Agreement.

The upgrading training of the first batch of 32 trainees have beentemporarily deferred pending some technical details to be looked into. Thesystem adapted for the Pilot Phase for EBTS is shown in Table 4.4.

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Table 4.4: EBTS PILOT PHASE PROGRAM

------------- …------------ ------------------------ _______________…___________

BATCH/TRAINEES PROGRAM NO. OF MONTHS

1. First Batch of 32 1.1 In-center Training Position 2 monthsGraduates (Upgrading) 1.2 In-company Training Position 2 months

1.3 In-center Training Position 2 months1.4 In-company Training Position 2 months1.5 In-center Training Position 2 months1.6 In-company Training Position 2 months1.7 Trade Test 1 month1.8 Evaluation 1 month

4.4 GARMENTS INDUSTRY TRAINING PROGRAM (GITP)

As the second highest dollar earner with an export value rising from$566M in 1983 to $1.1B in 1987, the Garments Industry, being a labor-intensiveindustry had to undertake further manpower skills training of its present andfuture workforce to realize its target of $2B in 1992. The Garments Industry,however, expressed apprehension over its capability to singlehandedly acquireits manpower requirements for the next five years.

Subsequently, the Department of Labor and Employment, specifically theNational Manpower and Youth Council, the Department of Trade andIndustry/Garments and Textile Export Board, and the Board of Investments havebeen identified and instructed to provide all the assistance to enable theGarments Industry to realize its target. Joining these governmentinstrumentalities were the Garments Business Association of the Philippinesand the Confederation of Garments Exporters of the Philippines. Thus, theGarments Industry Training Program was established in 1988 which was managedby the NMYC and assisted by an advisory board composed of representatives fromGTEB, GBAP, CONGEP, BOI and the ATIBFI.

To be able to train 50% of the targeted trainees which is 16,200annually the program was based on a curriculum of 120 hours or 3 week machineitem and the conduct of training in one shift for five days a week. Capacitycan be readily expanded by training in 2 shifts. Presently, there is a smallnumber of training centers offering 88 training machines for industrialsewing. Hence, the project required 334 additional basic machines. Thetrainee machine ratio was one machine per trainee and basic machinescomplemented by one set of auxiliary machines per Center. To be able to train6,500 workers in-center at a ratio of 1 trainor per 10 trainees, 40 trainorswere required. These were recruited from industry and underwent trainorstraining.

Recruitments were done through the garment firms, socio-civicorganizations and the local governments and through direct announcements ofthe training centers. All applicants and nominees had to undergo interview

- 65 -


and aptitude and motor coordination tests administered by training centerpersonnel. Table 4.5 reflects the number of trainees/trainors trained sinceGITP was established.

The GITP was likewise provided with 130 household sewing machines and405 high speed sewing machines distributed in the Central Office and inregions where garments is a predominant industry.

Table 4.5: NUMBER OF TRAINEES/TRAINORSTRAINED UNDER GITP

1 1988 I 1989 I 1990LEVEL/PROGRAM I j_-_ _-- I --- ----

ITARGETIOUTPUTITARGETIOUTPUTITARGETIOUTPUT

Zero Skills I 2,2601 1,7021 6,5001 4,2901 6,5001 5,107Trainors Training I 2381 2281 1001 661 1001 55____ ___ --- =---- 5 ---- _ ----- =----=---- -- -- -- ----_ __l __ ------- =

4.5 INDUSTRY SPECIFIC DEVELOPMENT PROGRAM (ISDP)

Providing assistance to industries to make their workforce highlyproductive and capable of responding to emerging technology was the reason forthe creation of ISDP. The ISDP, provided a range of training packagesinitially to a number of industry sectors deemed critical to the nation'sindustrialization process. The sectors covered were computer software,automotive, film industry, garments, gifts and housewares including ceramics.

Started in July 1989, the Project graduated a total of 193 trainees fromnine programs. As an initial step in carrying out the Project, linkages withvarious industry associations were forged. The implementation of the programswas carried out by these industry associations with NMYC sharing in the actualcost incurred in training. It had linked with thirteen (13) IndustrialAssociations.

SECTOR GRADUATES

Apparel 36Computer Software 12Filmmaking 42Automotive 14Ceramics 59Gifts and Housewares 30

TOTAL 193

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5. EVALUATION

Thru the assistance of the Project, manpower training evaluation

activities have evolved into a more comprehensive approach by developing

and/or adapting models on data retrieval/dissemination and systems of

evaluating training effectiveness. This were in line with the call to come up

with an effective system of monitoring and evaluating training to enable NMYC

to implement a low-cost scheme to measure internal and external outcomes of

training.

Before the Project was restructured, evaluation activities were merely

focused on the Training Contract Scheme, however, since the initial study was

more on the administrative aspect of the scheme, a more comprehensive impact

evaluation was required. This was eventually completed in 1990. When new

directions were set in 1986, this component was conceived to support all

activities from planning to post evaluation. It entailed the development of a

framework for the periodic but sustained evaluation of existing training

programs and built into the system. The results of these studies shall be the

major determinants of future policy directions.

The following were the activities under this component from 1983 to

1990.

(i) Training Contract Scheme Evaluation (TCS ProcessEvaluation). The evaluation was conducted thru theassistance of a consultancy group, LEVERAGE INTERNATIONAL. The

study focused on the administrative delivery system of the TCS.

These were considered as vital inputs for the Development of a

Revised Handbook, a Manual for Review and Processing of TCS

Proposals, and an Operational Manual for the continuing evaluation

of the scheme. It was completed in March 1984.

TCS Impact Evaluation. This Project was envisioned to gauge the

effects of the Training Contracts Scheme on firm-based training.Specifically, the study zeroed-in on the beneficiary firm as well

as the benefits accruing to the trainees/graduates. The studycovered TCS 1985-1987 using primary and secondary data thru survey

questionnaires. A consulting group ICBS, was hired for the

project. The Project was completed in June 1990.

(ii) Framework for NMYC Evaluation System. Completed in 1987,

the Framework sought to organize, direct and coordinate

all evaluation activities of the Agency thru the

Evaluation Division as the central body.

(iii) Out-of-School Youth (OSY) Monitoring System. Done via a

rider questionnaire in one of the Integrated Survey of

Households quarterly surveys in coordination with theNational Statistics Office, it was intended to provide a

continuing source of information on the basic demographic

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and socio-economic data on the OSY for planning andprogramming purposes of the Council. The survey wasconducted in January 1988 and a Monograph for the 1988survey was printed. The generation of out-of-school youth datahas been institutionalized at no cost to NMYC starting 1989 whenthe second survey was done (June 1989).

(iv) Monitoring System on Em2loyment/Absorption Status of Basic andLivelihood Training Program Graduates. This absorption study wasconceptualized in late 1986 to assess the effectiveness of NMYCtraining in the Basic Skills and Livelihood Programs usingemployment rate, absorption rate and skills utilization rate asindicators. Enumerators were hired to administer questionnairesto sample trainees-graduates nationwide. Preliminary findingscovering first semester graduates in 1987 were completed whileinputting of data for the second semester likewise done.

(v) Directory of Training Institutions. To present a comprehensiveprofile of the various training institutions involved invocational/technical training nationwide, a draft print-out of thedirectory was completed after a survey conducted in April 1989.

6. OTHER COMPONENTS

When the Project was restructured in 1986, there were several componentswhich were either deprioritized, expanded or completed. This does not mean,however, that NMYC have ceased to provide attention on these matters but thenew directions set then explicitly required a review of all programs as theyrelated to national priorities.

6.1 CORPORATE PLANNING

In order to improve NMYC's capacity to manage industrial training at thenational level, its organization and management system would be evaluated todetermine communication weaknesses and overlapping of functions. Thru theProject, a new structure and identification of positions and descriptionsshall be formulated. In 1982, a Project Team on Corporate Planning wascreated to prepare the master plan for the implementation of the component.Subsequently, six (6) Corporate Planning Workshops were conducted among thevarious key offices/departments of NMYC from the period 1982-1985. Theworkshops were intended to institutionalize corporate planning in the Agency,thereby achieving a more efficient, economical and effective utilization ofthe Agency's resources integrated into a single corporate philosophy andidentity. As a result, a Corporate Planning and Agency CorporatePhilosophy handbook entitled "This is NMYC" and "A Look To The Future" wasdeveloped and published.

Thus, within that period, the NMYC structure was reorganized.Highlighting the reorganization was the creation of an Office of IndustryManpower Development (OIMD), later renamed Industry Manpower Office (IMO) to

- 68 -


provide services to and implement training incentive packages for industry.In 1986, another office was created, the Institute of Vocational TrainingDevelopment (IVTD), later renamed the National Institute of Skills Development(NISD) to handle Training Technology Development.

The change of Government in 1986 necessitated a second look on theAgency's structure in relation to its mandate/mission. The Corporate Planningworkshops were discontinued to give way to a more comprehensive agency plan asit related to new directions set. Consequently, the Agency embarked on acomplete corporate assessment, including an organizational diagnosis thatwould suit an envisioned national policy on Technical and Vocational Educationand Training.

6.2 MANPOWER PLANNING

The basic objective of this component was to improve the manpowerplanning capability of the Agency thru the best methods of collecting data onthe existing stock of skilled manpower, the installation of a system for thecontinuous assessment of training needs, and devising means of channellinginformation to all training agencies for use in their planning exercises.When the Project was restructured, the components of manpower planning andevaluation were directed to complement each other, thereby, inputs from bothcomponents have been coordinated. Nevertheless, the Project Team on ManpowerPlanning have conducted several studies and researches some of which wereindependent of the other component. The following were the activities donefrom the period 1982-1989.

(i) In October 1983, a Master Plan to implement the components on theManpower Planning and Management Information System/Data Base was developedthru a consultancy contract (Phase I) with UPecon Foundation (UPecon F). Theconsultants assisted in modifying and eventual adaptation of the SimulationModel Project, a computer-based model designed by the WB and used for theSaudi Arabia Manpower Projections. The technical assistance was completed inMarch 1984 with the following expanded models for manpower forecasting:(a)classification of production process workers for overseas employment on a 22 x28 matrix for 1975-1980; (b) validation of attrition rates for 28 occupationsand consideration of the data assumptions and methodologies in computation.

(ii) In 1985, Phase II of the contract with UPecon F was awarded. Theobjective of the program was to support the learning experience of the NMYCStaff by upgrading their technical competence and professional experience inthe areas of manpower planning, manpower research development and trainingevaluation. subsequently, 70 manpower planners were trained in the fields ofbasic statistics and economics.

(iii) Beginning 1983, 11 manpower sector specific plans were completed forvarious identified priority sections of industries. Two plans, the SectorSpecific Plan for construction 1982-1985 and Sector Specific Plan for Metalsand Engineering 1982-1985 were published and distributed.

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(iv) An Occupational Data and Computer Training Profram was conducted inAugust-September 1988 to provide NMYC Staff as well as manpower planners fromother agencies with the necessary tools and techniques in the processing andanalysis of occupational data and in the application of computer-basedmethods.

(v) In November 1989, a Manpower Planning and Policy Seminar-Workshop waslikewise conducted. The object of the workshop was to train Manpower Plannersfrom both the NMYC Secretariat and member agencies in the utilization ofeclectic manpower approaches within the council type institutional framework.

(vi) A vital component of the Institutionalized Approach to Manpower Planning(IAMP), the Occupational Data for Educators and Trainors (ODET 1988) wascompleted in April 1989 in cooperation with the National Statistics Office.This publication sought to institutionalize the systematic flow of datainformation necessary for manpower planning and target-setting purposes.

6.3 MANAGEMENT INFORMATION SYSTEM (MIS)/DATA BASE

Under the component, electronic data processing services were introducedto the Agency to increase and rationalize the information storage andretrieval capacity of NMYC. A Master Plan for the implementation of thecomponent was drawn in 1985 with the assistance of two (2) local consultancyfirms, UPecon F and Carlos J. Valdez. The MIS had three (3) sub-componentsidentified namely (i) pre-computerization stage; (ii) computerization stage;and (iii) Human Resources Bibliographic System (HRBIS). As an initial steptowards the computerization of management information and the establishment ofthe network, the computerization of the assessment criteria for NMYC's BestRMDO and Best RMTC contests were implemented. Subsequently, the followingsub-components were likewise designed/implemented.

(a) Training Contract Scheme

(i) input-output requirements of the system documented(ii) application of statistical measures in the pre-test

and post-test result of each trainee(iii) computer programs developed for the National Summary

of Training Contracts; Sectoral Summary of TrainingContracts; and Terminal Evaluation

(b) Trade Skills Standards

(i) coding scheme for data items developed(ii) design of module on a per course basis drafted

(c) Best RMDO/RMTC Contest Computer Program

(d) Data Bank of NMYC Training Program/Clientele Profile

(e) Personnel Management Information System (Staff Development Grants)

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(f) Materials Management

Henceforth, a series of staff development programs were conducted

beginning in 1983 on systems analysis, DBase II System, computer applications

etc. to familiarize and introduce NMYC personnel on electronic data process-

ing. To support the hardware requirements, micro-computers were purchased.As of 1990, a total of 183 units at 40 and 20 megabytes were purchased

including 131 letter quality printers. At present, the NMYC with the

assistance of the National Computer Center, is embarking on the design of an

Agency-wide computer configuration and Information System Plan.

6.4 MOBILE TRAINING SCHEME FOR THE GARMENTS INDUSTRY

It was envisioned during Appraisal that the most efficient means of

training delivery were the use of mobile units for the garments industry due

to the dispersion of firms and the desire of employers to conduct training on

factory premises. These units were conceived to comprise equipment, trailers

and traction units. However, when the GITP was established in 1986, the

concept had to be momentarily abandoned in favor of a more comprehensive and

systematic training program for the industry. (Refer to Item 4.4)

6.5 APPRENTICESHIP TRAINING

The Project intended to improve the apprentice training system imple-

mented by the then Ministry of Labor and Employment in 1982 by restructuring

it to suit present day requirements of industries. As an initial step to

strengthen the program, a National Congress on Apprenticeship and the

Batarisan In-Plant Training Program was held in October 1982 at the Philippine

International Convention Center (PICC) to tackle the issues and problems

encountered by government, management and trainees in the implementation of

the program. Consequently, in 1984, a framework for the assessment of the

Apprenticeship/Batarisan programs were drawn up under the joint effort of NMYC

and the newly created Bureau of Local Employment (BLE) of the Ministry of

Labor and Employment. The NMYC and the Kabataang Barangay (KB) through the

Batarisan In-Plant Training Program have been implemented for the out-of-

school youth.

In 1986, the Batarisan program under a new government was discontinued.

NMYC in cooperation with the private industries and other training institu-

tions began to restudy the Apprenticeship Program of the Philippines and

attempted to pilot various models such as the Dual System patterned after that

of Germany.

6.6 HOTEL AND RESTAURANT INDUSTRY

The Project envisioned the development of an appropriate training

strategy for the Hotel and Restaurant Industry by Identifying its training

needs and structure. In November 1977 an agreement was forged between the

Kabataang Barangay and the Overseas Training Department of Ecole Hoteliere de

Lausanne of the Swiss Hotel Association to conduct a quantitative and

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qualitative study on the actual and future needs of hotel personnel in thecountry. The study entitled "Concept of Manpower Training in the Hotel andRestaurant Industry of the Philippines" eventually became the basis of thedesign of training programs under the Project in cooperation with the Hoteland Restaurant Industry Board Foundation, Inc. (HRIBFI).

6.7 RURAL MOBILE TRAINING SCHEME

The Rural Mobile Training Scheme was originally conceived to establishan experimental program by providing equipment for 9 units, 4 vehicles(training vans) and a training boat. However, they were deprioritized infavor of equipment for the RMTCs. Altho, mobile training in some areas havealready been being implemented as part of the Agency's outreach program, thescheme regained recognition in 1986 when national directions called for astrengthened rural employment generation program. In 1990, fourteen (14)four-wheel drive pick-ups were purchased for each Regional Office capable oftowing trailers and transporting training equipment even to far-flung areas inthe countryside. To complement these vehicles, twenty (20) compact trainingunits were likewise purchased from Israel. These are training modules forvarious trade areas capable of storing training equipment that can be easilyinstalled in trailers.

6.8 ACCOUNTING SYSTEM

For NMYC to carry out its responsibilities in the implementation of theVocational Training Project, a standard set of accounting proceduresapplicable to the Bank was established to:

(i) ensure adequate controls and feedbacks on the utilizationof the project funds by the various project components;

(ii) allow NMYC to accumulate detailed project costs both by expenseclassification, that would satisfy the requirements of NMYCManagement, other fiscal agencies and the World Bank; and

(iii) enhance the smooth flow of work and information from the projectsites to the NMYC Central Office.

It is within this perspective that an Agreement for an Accounting andManagement Information Systems Services was forged with the Commission onAudit in June 1982 to assist in Project implementation particularly infinancial transactions. Thus, a manual was designed to provide generalguidelines for the NMYC Project Management Unit in the implementation,accounting and monitoring of Project activities.

The Manual consisted of three (3) volumes:

Volume I discussed the different stages of the Project in three parts:Part One: Project Management; Part Two: Project Accounting; Part Three:Project Monitoring and Financial Reporting System.

Volume II contained in graphical presentation of the various proceduresin the implementation/execution and monitoring stages of the Project. The

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detailed narrative procedures and flowcharts supplemented the discussions in

Volume I of the Manual.

Volume III presented samples of the reports/statements, forms and

records, pertinent to the systems covered in Volumes I and II. Eachreport/form/record has attached a sheet containing (1) purpose; (2) basis of

preparation; (3) when prepared and submitted; (4) prepared by; (5) reviewed

by; (6) distribution; and (7) guidelines for accomplishment.

6.9 ADVISORY COMMITTEES (LOCAL MANPOWER AND YOUTH COMMITTEES)

Prior to the implementation of the Project, existing Regional Manpower

Development Offices (RMDOs) already have local advisory committees known as

Local Manpower and Youth Committees (LMYCs). As each new center enters into

service under the Project, it was deemed essential to expand the compositionof the LMYCs to include local industrialists and staff members to provide a

forum for the discussion of local manpower training needs, placement problems,

course relevance, training finance and other pertinent matters in aid of

policy decision making.

The functions of the LMYCs were as follows:(a) Serve as the advisory body on policy issues affecting

manpower development.(b) Study or cause the study of the manpower situation in the

community.(c) Review or cause the review of manpower development efforts being

conducted in the community and determine if these are meeting the

needs as determined in the study of manpower situation.(d) Recommend to the proper office or agency specific measures and

activities that should be undertaken to further manpowerdevelopment in the community.

(e) Assist the implementing office in program developmentmonitoring and evaluation of programs and projects to beundertaken.

With the expanded coverage, the LMYCs were renamed the Manpower Advisory

Committees (MACs). Each MAC is composed of five to seven members - all known

community leaders who were nominated by NMYC Regional Director and appointedby the Project Management Unit. They represented various sectors: education,

local government and socio-civic organizations.

Two (2) pilot committees were organized in 1983. The one in Iligan City

was a pilot committee for an industrial area and the other MAC organized in

Legaspi City was meant for an agro-industrial area. Five more MACs were

organized subsequently in 1984 in Bagulo City; Meycauayan, Bulacan; Binan,

Laguna; Lapu-Lapu City, Cebu; and Southern Leyte bringing into fore seven (7)

MACs organized under the Project. It was envisioned that at least one MAC for

every region be organized, but when new directions were instituted, theProject was deferred.

- 73 -


6.10 BUILDING AND EQUIPMENT MAINTENANCE SYSTEM (BEMS)

In 1983, a Project Team was created to implement this particularcomponent. In the same year, a framework for the operationalization of anagency-wide BEMS was established as a result of a pilot testing of the systemin RMTC Pili. The objectives of the program were to:

(a) set-up an effective maintenance program for all trainingfacilities of the NMYC including inventory;

(b) organize a staffing pattern geared towards complementingthe preventive maintenance system;

(c) provide adequate repair crew in cases of equipment/toolsbreakdown;

(d) procure sufficient quantity of spare parts for itemscommonly replaced thereby insuring continuous operationof major training equipment and facilities.

(e) establish maintenance engineering training;(f) establish maintenance control system.

However, it was only after the Project was restructured that BEMS gainedfull attention because of the rehabilitation and construction of RMTCs/PMTCs.A sizeable amount of the Equipment Outlay was set aside to purchase vitalequipment spare parts. In 1989, twelve (12) NMYC technicians were sent toLinz, Austria to study a computer backed maintenance system. Thesetechnicians eventually formed a core of a comprehensive agency-wide BEMSexpected to be fully operational in 1991.

6.11 STAFF DEVELOPMENT

As indicated in the Staff Appraisal Report, a total of 29 man/years offoreign fellowships have been granted under the Project. These fellowshipprograms were intended to support the various Project Components of VTP (Table6.1). In 1986, the staff development component was likewise reviewed and

- 74 -


Table 6.1: FOREIGN FELLOWSHIP PROGRAMSAS PER STAFF APPRAISAL REPORT

:f===2===sss==ss=ss====s==3=ss===s===fl.u=u..sfl.sss-sssss.u=sszuu

DESCRIPTION OF PROGRAM TOTAL MAN/YEARS

Organization and Management 2

Expansion and Reorganization 2

Manpower Panning and Evaluation 3

Systems AnaLysis 2

Coqputer Science 2

Equipaent Maintenance 2Statistical Analysis 2

Manpower Guidance 2Restructuring Apprenticeship Scheme 4Hotel and Restaurant Training Strategy 5Trade Standards Development 1

TOTAL 27

restructured to conform with the new directions set by NMYC. The Staff

Development Program for the period 1987-1989 (Table 6.la) was divided into two

(2) categories: trainors and non-trainors training both local and foreign.

It shall be noted that the program was heavy on trainors development

representing 84S of the entire program. This was attributed to the direction

of NMYC to strengthen the training capability of the RMTCs and the anticipated

needs of the new PMTCs and CTCs.

Table 6.1a: SUMMARY OF STAFF DEVELOPMENTPROGRAM 1987-1989

| O~~~~~ U T P U T

A R E A * **S***==*=*====-.s==.======11987 | 1988 : 1989 TOTAL 1987-1989

st2----msssU3UUEUUUz2 Uxmamax2u3uUZ U2U2UUUZ3U2z3EzU2UZZ

I. TRAINORS DEVELOPMENT PROGRAMInstitutionaLized Trainors Devetopment Program 367 487 342 ' 1 196

FIOREIGN 47 I I - -13-

1. Training for existing RMTCs and NSTC 15 15 15 45

2. Training of Center Managers 17 17 17 51

3. Training for Staff Trainors | 2

TTD 1 1 2

TDD 4 j 4 2 8

SSDD 6 2 6 14

VGD 0 4 I 31 1' 8

LOCAL UG 3 446 302 1L06

1. Training for New RMTCs 23 30 39 92

2. Training for existing RMTCs and NSTC so s o 106 266

3. Training for CTCs 26 1 26 26 78

4. Scholarship Training 32 32 32 96

5. Training for Center Managers 35 35 35 105

6. Training for Staff Trainors 1 1 2 1

RVTP 18 150 24 192

YESDEV 8 t 14 24 46

CTS (Cooperative Training Scheme) - 26 - 26

Research and Evaluation - 16 - 16CurricuLum Development 59 5 - 64

SkiLls Standards t 10 1 13 10

Trainors DeveLopment Department 20 17 13 50

Vocational Guidance 9 15 3 27

- 75 -


=================== = = == 3 -33U.Z.*-. -Z.U.Uwg-SUUU..iU S-U=i=S5Uin=SUUflCSUUSUaas

, O~~~~~ U T P U TA R E A *-------------w-==-s-w-wxx=s=-==========ss=xuxxzzzx

t1987 1988 1989 TOTAL 1987-1989

II. NON-TRAINORS DEVELOPMENT PROGRAM j ' 248FOREIGN '28 ' 17 ' 26 71. Curriculum Development 4 1 - 1 22. RVTP 4 - 43. MISC '3 3 - 64. Cooperative Training Scheme 1 1 1 435. YESDEV | 4 | 12 | 24 406. Research and DeveLopment 15 1 - 16LOCAL 1 41 j 1x 1 771. Skills Standards and Testing 15 18 332. Curriculmn Development 2 2 4 - |3. RVTP 38 14 - 524. MISC 154 I - 545. Research and Evaluation 32 ! 1 ,1 34

= == ===== ====== === ================ =u=suf=Ssz===u=ssss====s=====s====== ===.=.==

From the period 1983-1990, a total of 188 NMYC key personnel andinstructors were sent abroad for foreign training mostly in North America andEurope in various skills and specializations. A summary of the overseasfellowship programs conducted under the Project is shown in Table 6.2including study tours and missions.

Table 6.2: SUMMARY OF OVERSEAS FELLOWSHIPPROGRAM 1983-1990

TITLE OF PROGRAM TYPE OF NO. OF VENUE/LOCATION INCLUSIVE DATESPROGRAM PARTICIPANTS

1. Trainors Training Program (Phase I) Traii:ing 14 Toronto, Canada Oct. 16-Dec. 11, 1983

2. Management of Human Resources Dev't. Training 20 UK Oct. 24-Dec. 2, 1983

3. Trainors Training Program (Phase II) Training 14 Toronto, Canada Aug. 8-Nov. 9, 1984

4. Management Training for Adninistration Training 4 France Sept. 23-Nov. 24, 1984of Training Centers

5. Instructors Training Program Training 5 Linz, Austria Sept. 2-Nov. 22, 1985(Trainors Skills Training)

6. Trainors Training Program (Phase 1II) Training 15 Toronto, Canada July 15-Oct. 4, 1985

7. Trainors Training Program (Skills Training 10 Dijon, France Apr. 29-Jut. 20, 1985Upgrading)

8. Manpower PLanning and Development Training 2 Washington D.C., Oct. 22-Dec. 21, 1985Program USA/Toronto, Canada

9. Training Center Design and Equipment Study Tour 2 USA/Canada Apr. 20-May 31, 1987Procurement Program

10. Training Center Design and Equipment TrainIng 5 Turin, ItaLy/Geneva, Sept. 7-Oct. 16, 1986Procurement Program Swltzerland/BeLgium/

Austria

11. Training Mission on New TechnoLogy Study Tour 5 USA/Canada Apr. 20-May 31, 1987Programs (Tech./

Stucdy Tour/ 1 USA/Canada June 19-July 17, 1987Mission

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======================== ==…=========5= ======s= == =======-=-=Xz

TITLE OF PROGRAM TYPE OF NO. OF VENUE/LOCATION INCLUSIVE DATES

PROGRAM PARTICIPANTS._~~~~~~~ ssa============== = ====s==== == = ====== ========.==== ==== ======ss-==

12. Trainors Training Program (Technical Training 5 Toronto, Canada Sept. 26-Nov. 15,1987Staff Training Phase IV)

Training 12 Toronto, Canada Sept. 12-Nov. 6,198713. Trainors Training Program (Technical Training 10 Toronto, Canada June-August, 1988

Training in new Trade Areas: P IV)

14. Technical Staff Training Training 14 USA/UK Sept. 26-Dec. 3, 1988

15. American Vocational Association Convention 2 UK Nov. 17-Dec. 3, 198816. Conprehensive Career Guidance Methods Training 4 USA Sept. 26-Dec. 3, 1988

and Placement

17. Occupational Standards and Development Training 3 USA Sept. 26-Dec. 3, 1988Certification and Training Evaluation

18. InstructionaL HateriaLs Development Training 3 USA Sept. 26-Dec. 3, 1988

19. Industry Training Schemes Training 4 USA Sept. 26-Dec. 3, 1988

20. Hawthorn Institute of Education Training 10 Australia May 8-June 6, 1989FelLowship

21. Advance Training on Evaluation Methods Training a Toronto, Canada July 4-Sept. 4, 1989

22. Advance Management Training Seminar/ 3 USA/Canada June 13-18, 1989Conference

23. Maintenance System Training 12 Linz, Austria May 8-June 30, 1989

24. EDI World Bank Regional Seminar on Study Tour/ 1 Canada Sept. 11-17, 1989the Economy of Using Technology forEducation and Training

== ================================== ==== = =============zs==

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ANNEX B

OIIIUATIOmL STIDCTU 0OTMl ROJECT MA&ZET MIT

|DEPUTY PROJECT DIRFCTOR||

I~ ~ ~~IACA CII OK EQUIPMENT AND IPROPERTY AND

11 UNIT ~~~~~~~~~~UNIT UNIT

PROJECT TEAS IONAL PROJECTI[ (CENTRAL OFFICE)11 COORDINATING UNITS(RPCUa) 14

- 78 -

ANNEX C

VOCATIONAL TRRINING PROJECT(Loan 2200-PH)

Summary of Staffing Complement. Prolect Management Unit

1198211983119841198511986119871198811989119901========= = ======= ==--I==== I ==== I -1=='= I === ======== 1= …=1======

Project Director 1 1 | 1 | 1 | 1 | 1 | 1 1 | 1Staff 2 1 2 1 2 1 2 1 2 1 3 1 4 1 4 4 1

…I I ---- I-----I-----I-- ---- --- I---- ---- IDeputy Project Director/ 1 11 1 1| 1 111 11 1 1 1Project Manager I I I I I I I I I

Staff 1 7 | 6 1 8 | 7 | 7 1 7 1 3| 4 1 4…----------------I ---- I---- I---- I ---- I---- I ---- I---- I---- I----

Programs 1 4 1 11 110 11 7 16151415 …I ------------- ---- I ---- II---- I ---- I ---- I ---- I ---- I ---- I ---- ---

Civil. Works I 3 I 7 I 4 I 4 I 3 4 4 11 4 4 6 I…I - - -- - - - -- - - - - --- - - - I- - - - I- - - - I- - - - I- -

Procurement 13 6 1 8 8 10 11 121 81 8…I - - -- - - - -- - - - - --- - - - I- - - - I- - - - I- - - - I- -

Building and Equipment I I | 14 14 1 1Maintenance

…I - -- - - -- - - -- - - - -- - I-- - I- - I-- - I- - I-- - I- - I-- - I- -I

Center Engineering I I |3 1 31 I I I…_ _ _____-I _ -_I _ I _- I _- I - I - I - -I - I

Finance I 3 I 9 I 9 I 9 I 5 I 8 12 j 12 |11 |…I ------------- ---- I--I---I--I--I--I ----- I--I

Auditor 121 31 31 31 31 1i 21 31 31…I - - -- - - - -- - - - - --- - - - I- - - - I- - - - I- - - - I- -

TOTAL 126 46 46 50 | 46 | 46 | 51 41 43=s====================== = = = === a============== =======

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