World Bank Document · FIRST VOCATIONAL TRAINING PROJECT (CREDIT 912-BD) MPREACE This is the Project Completion Report (PCR) for the First Vocational Training Project in Bangladesh,

DOcument of

The World Bank

FOR OFmFCIAL USE ONLY

Report No. 8354

PROJECT COMPLETION REPORT

BANGLADESH

FIRST VOCATIONAL TRAINING PROJECT(CREDIT 912-BD)

FEBRUARY 6, 1990

Population and Human Resources Operations DivisionCountry Department IAsia Regional Office

TfT doemben _es a restoid dIsbtm md my be ued by only In Me pedrormnme ofdm* offichl duXiis cones may no oderwie be dicosed Wodd Bank autordaion.

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LIST OE ABBREVIATIONS

ADP Annual Development ProgramBCIC Bangladesh Chemical Industries CorporationBITAC Bangladesh Industrial Technical Assistance CenterBMDC Bangladesh Management Development CenterBJNC Bangladesh Jute Nills CorporationBNET Bureau of Manpower Employment and TrainingBSEC Bangladesh Steel and Engineering CorporationBSFIC Bangladesh Sugar and Food Industries CorporationBTEB Bangladesh Technical Education BoardBWTC Bangladesh Inland Water Transport CorporationCTA Chief Technical AdviserCTP Crash Training ProgramDCA Development Credit AgreementDS Directorate of StandardsDTO Directorate Training OperationsECNEC Executive Committee of the National Economic CouncilERD External Resources Division - Ministry of FinanceFIT Funds-in-TrustGOB Goi_rnment of BangladeshICB International Competitive BiddingIDA International Development AssociationICTVTR Islamic Center for Technical & Vocational Training & ResearchILO International Labor OrganlzatlonLCB Local Competitive BiddingNCSDT Natlonal Council for Skill Development and TrainingNMDP National Management Development ProgramNSDI National Skill Development InstructorsPC Planning CommissionPEC Project Evaluatlon CommitteePIU Project Implementation UnitPM Project ManagerPP Project ProformaWD Public Works DepartmentSIDA Swedish International Development AuthoritySMDLS Secretary Manpower Development, Labor and Soclal Welfare8SC Secondary School CertificateTTC Technical Training CenterVTI Vocatlonal Training Institute

Fiscal Year of Borrower

July 1 to June 30

Countrv Exchange Rates

Name of Currency (Abbreviation) - Taka (Tk)

Appraisal Year : 1979: US$1.00 - 15.00Intervening Years: 1980: $1.00 - 15.50

1981: $1.00 - 18.201982: $1.00 - 22.001983: $1.00 - 24.001984: $1.00 - 25.001985: $1.00 - 27.501986: $1.00 - 30.27

Completion Year 1987: $1.00 - 31.00Average Rate Used for Calculation - 23.00

FO OafiCAL UK GLlTHE WORLD SANK

Wshngton. D.C. 20433U5SA

cosetm o lyjuatiarnm

February 6, 1990

MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDWET

SUBJECT: Project Completion Report: BANGLADESH - First VocationalTraining Project (Credit 912-BD)

Attached, for information, is a copy of a report entitled"Project Completion Report: Bangladesh - First Vocational TrainingProject (Credit 912-BD)" prepared by Unesco and reviewed by the AsiaRegional Office. No audit of this project has been made by theOperations Evaluation Department at this time.

Attachment

This document has a t*s ditibtion d umy be used by ecents onty In the peornaeof th oicbl dutw& It contents nuy not odw be dbcbsed wabou Wodd Bank u.mo

FOR OMCLIAL USE ONL

PROJECT COMPLETION REPORT

BACLADSH

FIRST VOCATIONAL TRAINING PROJECT(CREDT 912-BD)

TABLE COF EIM

Page No.

Preface . .................................................... iBasic Data Sheet ............................................. iiEvaluation Summary ........................................... vi

I. PROJECT BACKGROUND .................................... 1

Socio-Economic Setting .................................. 1Education Sector ........................................ 2Project Identification .................................. 3Project Objectives ...................................... 3Project Content ......................................... 3Project Amendments ...................................... 3

1I. PROJECT IMPLEMENTATON ................................. 4

Overview ................................................ 4Project Administratiorn and Management ................... 4Professional Services and Building Design ............... 4Civil Works ............................................. 6Equipment ............................................... 7Furniture ............................................... 8Technical Assistance .................................... 8Instructional and Consumable Materials .................. 10

Ill. COSTS AND DISBURSEMES. .10

Projects Costs and Financing ............................ 10Unit Costs .............................................. 11Disbursements ........................................... 11Revolving Fund .......................................... 11

IV. PROJECT OUTCOMES ....................................... 12

A. Activities of the NCSDT and its Secretariat ............. 12Establishing a Monitoring and Evaluation System ......... 13Establishing National Trade Standards and

Tests System ........................................ 14

B. Technical Training Centers (new and existing) ........... 15Training Programs, Course Structure and

Curriculum . ......................................... 16

This document has a restied dtibution and may be used by reci*nts ol in the perfonmaneof their official duties. its contents may no otherwis be discosed without Wodd Bankl authorzation.

Table of Contents (contd.) agN2 No.

Admission and Examination Policy, Enrollment andOutput .............................................. 17

Teaching Staff ......................................... 19Quality . ............................................... 20

C. In-Plant Training ....................................... 23Apprenticeship Training ................................. 24

V. IDA PERFORMANCE ................ 24

VI. CONCLUSIONS ............ ................................ 25

11.01 Project Implementation Schedule11.02 Project Implementation (PIU)I1.03 NCSDT Building at Kakrail, Dacca, Office Accommodation11.04 Summary Table of Planned and Built AreasII.05 Summary of Technical Assistance - (M/X)

III.O1 Comparison of Estimated and Actual Project Costs1.02 Estimated and Actual Project Costs by Category

III.03 Comparison of Estimated and Actual Unit Areas and Unit Costs111.04 Planned and Actual Schedule of Disbursements

oV.0l Organization of the National Training System (1988)IV.02 Organizational Structure of the NCSDT SecretariatIV.03 Trade Standards and Tests: Status of Preparation by

November 1988 (Grades II and III)IV.04 Student Places of New and Existing TTCs (one shift)IV.05 Estimation Results by TTC's and Trade for 1987IV.06 Summary of the Industrial Attachment Program for the Year 1988IV.07 Capacity, Enrollment and Use Factor from 1986 to 1988IV.08 Enrollment and Output from 1986 to 1988IV.09 Staff Position and Student/Staff Ratio (October 1988)IV.10 Instructor Training

iV.l Year-Wise Statement of Supervisory Inplant TrainingProgram (PMP and TWI) in Sector Corporation underIDA Vocational Training Project

IV.12 Apprenticeship Training Program Statistics

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AIAD

FIRST VOCATIONAL TRAINING PROJECT(CREDIT 912-BD)

MPREACE

This is the Project Completion Report (PCR) for the FirstVocational Training Project in Bangladesh, for which IDA Credit 912-BD inthe amount of US$25 million was approved on May 28, 1979. The Credit wasclosed on June 30, 1987, two years behind schedule. The balance of theCredit proceeds, some US$6.41 million, was cancelled.

This report was prepared by a Unesco mission for the Government ofBangladesh under the terms of the Cooperative Agreement concluded betweenUnesco and the World Bank. The PCR is based, inter alia, on (i) thefindings of the UNESCO project completion mission to Bangladesh duringOctober-November, 1988; (ii) discussions with people knowledgeable aboutthe project; and (iii) data from project files at Bank headquarters inWashington.

This PCR was read by the Operations Evaluation Department (OED).The draft PCR was sent to the Borrower on October 26, 1989 for comments byDecember 22, 1989, but none was received.

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BA4SIC RAU

First Vocational 3rLninM Project. CR.912-ED

ax POJCT mAA

Appraisal Actual

Total Project CostIn US$ (million) 32.38 24.77Underrun (%) 23.5

In Taka (million) 485,76 569.72Overrun (t) 17.3

Credit Amount (US$ million) 25.00Disbursed (US$ million)(30 June 1987) 16.6Cancelled (US$ million) 8,4RepaidOutstanding

Date Physical Components Completed 31 Dec. 82 30 June 87Number of Months since Credit Signature 43 97Proportio-. Completed by Above Date (8) 100Time Overrun (8) 126

Date of Overall Project Completion 30 Sept. 83 30 June 87Number of Months since Credit Signature 52 97Proportion Completed by Above Date (8) 100Time Overrun (%) 87Financial Performance good fairInstitutional Performance fair better

Cumulative Estimated and Actual Disbursements(US$ million)

Fiscal Year 1980 1981 1982 1983 1984 1985 1986 1987 1988

Apraisal 0.0 4.0 10.2 18.0 20.9 25.0 -Estimate

Actual 0.1 2.6 4.0 7.2 10.0 13.1 15.4 16.1 16.6

Actual as - 65 40 40 48 52 61 64 66of Estimate

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OTHER PROJECT DATA

OriglnI lMpa lslo; ctual

First Mention in File : January 1978Government's Application: May 1978Negotiations April 5-12, 1979Board Approval May 22, 1979Date of Credit Agreement: May 31, 1979Effectiveness Date : November 5, 1979Closing Date : June 30, 1985 June 30, 1986 June 30, 1987

June 30, 1987

Borrower : Peope's Republic of BangladeshExecuting Agency : Bureau of Manpower, Employment TrainingFiscal Year of Borrower : July 1 to June 30Follow-on Project None

Country Exchange Rates

Name of Currency (Abbreviation) - Taka (Tk)

Appraisal Year : 1979: US$1.00 - 15.00Intervening Years: 1980: $1.00 - 15.50

1981: $1.00 - 18.201982: $1.00 - 22.001983: $1.00 - 24.001984: $1.00 - 25.001985: $1.00 - 27.501986: $1.00 - 30.27

Completion Year : 1987: $1.00 - 31.00Average Rate Used for Calculation - 23.00

StAff Inpu(Staff weeks)

FY 78 Zi 80 81i 82 Ii 84S 86 Total

Pge-appraisal 44.2 15.5 - - - - - - - - - 59.7

Appraisal - 54.6 - - - - - - - - - 54.6Negotlation - 15.9 - - - - - - - - - 15.9sup rvil1wn - 2.4 25.0 17.9 30.4 20.5 26.3 19.0 13.7 10.7 0.8 166.6

Total 44.2 66.4 25.0 17.9 30.4 20.5 26.5 19.0 13.7 10.7 0.8 296.8

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M$1 DATA

Mission Sent Month/ Number of Number of Staff Date ofData by Year Weeks Persons Weeks Report

Reconaissan./ UESCO/ March 1978 2.0 3(EC,TE,GE) 6.0 March 1978Identific. IDA

Preparation UNESCO April-May 1978 4.0 4(EC,TEIAITE) 16.0 May 1978Appraisal IDA Aug.-Sept.1978 4.0 3(A.T.EC) 12.0 Sept. 1978Sub-Total 1. Q2.

Supervislon

I/ IDA July 1979 3.0 2(EC,A) 6.0 25 September 19792 IDA September 1979 1.0 1(TE) 1.0 17 October 19793/ IDA February 1980 2.0 1(TE) 2.0 7 March 19 80

- 4 IDA October 1980 2.5 1(EC) 2.5 22 October 19802/ IDA December 1980 1.0 l(EC) 1.0 10 December 1980

0 XI IDA March-April 1981 3.0 2(EC,A) 6.0 10 April 198l* " / TDA September 1981 2.5 3(EC,A,TE) 7.5 4 November 1981

3/ IDA Deeember 1981 1.0 1(EC) 1.0 21 December 1981V3 IDA Febr.-March 1982 1.0 2(EC,A) 2.0 10 May 19822fO IDA November 1982 2.5 2(EC,A) 5.0 30 December 198231/ IDA Mareh-Apr. 1983 2.5 3(EC,A,TZ) 7.0 5 April 1983_2/ IDA Jan.-Feb. 1984 2.0 3(EC,TE,TE) 6.0 22 February 1984

0 12/ IDA Sept.-Oct. 1984 3.5 4(ZC,TE,A,TE) 14.0 15 October 1984* 14 IDA December 1985 2.0 2(TE,FS) 4.0 15 Dec. 1985

15 IDA March-April 1986 2.0 l(TE) 2.0 9 May 198616 IDA September 1986 1.5 1(TE) 1.5 22 October 1986

* 17 IDA March 1987 1.0 I(TE) 1.0 7 March 1987SXub-21 341Q f 6.S

TOTAL 44.0 41 93.5

Completion UNESCO Oct.-Nov. 1988 2.0 (TE.A) 4.0

Combimd with the preparation of the proposed primary education project.

.1/ CoDbired with thew appraisal of a Fourth Education Project.

J2/ Combined with the preparation and supervision of other projects.hiJ Ideo._1/ I.de._Al Combined with the supervision of Credit 1054-BD and with the review progress In

the preparation of the Medium-Term Education Plan._2/ Comblned with other activities.1Q/ Idea11/ Idea12/ IdeaW1 Idea

Ea: A ArchitectSC EconomistPS Facilities SpecialistGE General EducatorTE Technical Educator

Total number of sapervIsion missions 17An Economist participated in 11 missionsAn Architect participated in 7 0A Technical Educator participated In 10 0A Facilities Specialist participated in 1 a

Maximal Interval between isasions 12.5 monthsMinimum interval between missions 1.5Average interval between missions 6

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VIM

FIRST VOCATIONAL EDUCATION PROJECT(CREDIT 912-BD)

Introduction

This project was designed to assist the Government in streng-thening vocational training for skilled workers. It was prepared withUnesco assistance, appraised In August-September 1978, and was approved thefollowing May. Project costs were estimated at US$32.38 million equiva-lent, of which IDA financing of US$25.0 million equivalent was to cover 77percent of the total. The project took seven years to complete, or abouttwice as long as anticipated at appraisal, and was closed on June 30, 1989.Total project costs were US$24.77 million, an underrun of 23.5 percent inUS dollars, but an overrun of 17.3 percent when expressed in local currencyterms. The underrun in US dollars was due mainly to the devaluation of thelocal currency and lower than expected operating costs. Overruns withinthe individual categories (civil works, equipment, furniture and technicalassistance) were mainly due to the change in the building program, addi-tional equipment and cost increases in technical assistance honoraria. Ofthe original proceeds of the Credit, US$16.6 million was disbursed andUS$8.4 million was cancelled, leaving the Credit to cover only 67 percentof the total project cost.

Obiectives and Project Content

Objectives of the First Vocational Training Project were to: (a)help increase the capability of the Government to plan, manage and evaluateskill training; (b) accelerate the output from skill training institutionsto meet manpower shortages; and (c) improve the productivity of employedworkers. A major goal of the project was to strengthen the NationalCouncil for Skill Development and Training (NCSDT), a high level body res-ponsible for formulating national training policies and plans and allo-cating resources for training programs. As designed, the project provided:(a) construction, furnishing and equipping of headquarters for theSecretariat of the NCSDT, five Technical Training Centers (TTCs), andadditional equipment for two existing TTCs; (b) provision of funds on adeclining base to finance the salaries of additional staff for theSecretariat of the NCSDT, staff salaries and training materials for fivenew TTCs and for four existing TTCs; and (c) technical assistance andprofessional services.

Implement1ton Experienca

The Credit Agreement was amended four times. In 1984, it waschanged to allow the construction of two additional floors at the NCSDTbuilding and one additional floor at the administrative and academic blockof two TTCs. In 1985, the existing six-month modular training courses at

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the TTCs were replaced by self-contained courses of nine to twelve monthsduration. Accordingly, the following year the Government revised the out-put target from 10,300 p.a. to 7,880 p.a. In 1986, the Credit was amendedto allow for the transfer of US$750,000 from the *unallocated category to"instructional equipment" and later to complete civil works, includingrehabilitation and renovation of TTC buildiags built by the Public WorksDepartment (PWD) between 1976 and 1980. In addition, there were five revi-sions of the Agreement between the Government and International LaborOrganization (ILO). The first three concerned adjustment of the technicalassistance component, while the two others concerned the provision of addi-tional training equipment and consumable materials.

The project was originally scheduled to be completed in four and ahalf years but took seven and a half. The closing date was extended twiceto allow the installation of additional equipment and the completion ofbuildings and the fellowship program. The Project Implementation Unit,which was inexperienced with IDA projects, did not carry out its functionsexpeditiously, in part because of the lack of experience and high turnoverof Chief Technical Advisors (CTAs) and staff.

Despite these problems, the project was basically implemented asdesigned, at least in terms of its physical aspects. Sites are appropriatefor project facilities. Designs for project buildings, except for theNCSDT building, are economical, although there were increases in areasbuilt in almost every case. The technical assistance for strengthening thePIU, the Secretariat of the NCSDT and the project TTCs experienced problemsdue to the high turnover of CTAs (five for the project duration), difficul-ties in recruiting competent experts and considerable delays in providingthe experts with counterparts.

Results

The project was intended to increase the capability of theGovernment in planning, managing and evaluating skill training, to accel-erate the output from skill training institutions, and to improve theproductivity of employed workers. Although the buildings have been builtand some of the staff have been upgraded/trained as anticipated, outcomeshave been generally disappointing. The NCSDT and its executive arm, theSecretariat, have never functioned as intended. The Council does not meetregularly enough to perform its functions of formulating policy for andmanaging the vocational training system, while the Secretariat is seriouslyunderstaffed as well as handicapped without leadership of the NCSDT.Although the rudiments of a monitoring and evaluation system and a NationalTrade Standards and Tests system for TTCs have been established, neitherhas been put into full operation. Moreover, the training institutionsthemselves do not appear to be operating as intended. Output from theproject TTCs was low (less than 40 percent of the revised project targets),while unemployment among TTC graduates in their chosen field is high. Thissituation with the institutions and their graduates appears all the moreparadoxical given the apparent high demand for skilled and semi-skilledworkers in Bangladesh. Objectives of increasing the productivity of 7,000already employed workers through on-the-job training was not met becausethe requisite financial support from various public sector corporations wasnot forthcoming.

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SstainabLIb

Without enactment of some of the recommendations cited below,prospects for sust&Inability of this project are not promising on anyfront--financial, institutional, or human. The major problems seem to be:lack of support of intended beneficiaries (both students and employers);inability of the vocational training system to retain qualified instructorsowing to more attractive conditions in the private sector; poor apparentlinkage between the training system and the needs of the market; and weaksupport and guidance from the Govern'ent in the areas of policy formulationand program implementation.

Recom_ ndations

In order to improve operating outcomes it is recommended that:(a) based on the Cabinet Resolution (No. S-ll/TA-1/78), the Governmentreview the activities of the NCSDT and take appropriate measures for estab-lishing its leadership in the Vocational Training System of Bangladesh; (b)some additional efforts (in terms of finance, computer equipment, and stafftraining) be directed toward putting the monitoring and evaluation systemin full operation; (c) widespread recognition and awareness of the benefitsof the National Trade Testing System be developed among the public andemployers, and the conditions for implementing the system be improved; and(d) the NCSDT be flexible in establishing admission criteria and work moreclosely with employers to identify trades to be taught, the standards ofperformance they require and the duration of the training needed in orderto improve the internal efficiency and external productivity of TTCs.

While additional extensive investment in this subsector is notmerited as this time, the creation of a Special Skill Development Fund isrecommended in order to assist employers in upgrading productive workersand to revive the moribund apprenticeship training program.

Findings and Lessons

The project attempted to establish a national trade trainingsystem, and as such, covered all the major elements typically deemed neces-sary for such a system. But potential difficulties, such as the decliningprofits of public corporations (who were supposed to support the system),the general disinterest of the public in attending TTC courses (and thewhite collar aspirations of those who do attend), and the difficulty ofestablishing functional arrangements for setting policy and managing thesystem were underestimated. Implementation experience with this projecthas also emphasized following:

(a) identifying, at the appraisal stage, the nature of problems(administrative, financial, legal, manpower, or other) which mightbe a source of bottlenecks and a cause of delays in projectimplementation;

(b) establishing a permanent structure for the management of projectimplementation which will accumulate implementation and evaluationexperience for the benefit of the country. This requires the

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capitalization of certain staff costs and provision of training intechnical and professional expertise;

(c) decentralizing operations and at the same time ensuring an effec-tive communication system between the central and regional officesso as to make site supervision more efficient. Adequate transpor-tation and travel costs should be included in project budgets;

(d) including in budget estimates the cost of adequate site prepara-tion (particularly earth filling and drainage system) so as toensure a better protection of the buildings against naturaldisasters;

(e) paying attention to details of arrangements for project implemen-tation. This was particularly crucial in the case of storage ofbuilding materials and heavy equipment delivered on various siteswhere construction work was not completed; and

(f) paying attention to the fulfillment of the operational program soas to ensure the full use of the premises, and avoid underutilizedaccommodation units which have suffered rapid physicaldeterioration.

P EC CM TION -REPORT

FIRST VYCATIONAL TRAINING PROJECT (CREDIT 912-BDI

1. PROJECT BACKGROUND

Socio-Economic Setting

1.01 Bangladesh with a population estimated at around 100 million(1985), and an annual per capita income estimated at $160 is one of thepoorest countries in the world. According to the recent survey,V about 45percent of the population does not have enough income to afford a basicdiet considered to be the minimum necessary by international standards.

1.02 In the early 1980s, faced with an international recession, aserious deterioration in its terms of trade, and a stagnation in externalaid receipts upon which the country is almost uniquely dependent,Bangladesh adopted a program of economic stabilization which has largelyprovided the policy framework followed since then. Demand management poli-cies were used to reduce the fiscal deficit from 11.2 percent of GDP inFY83 to 7.2 percent in FY86, which, together with an active exchange ratemanagement policy and control of imports, helped to reduce the externalcurrent account deficit from 9.1 percent of GDP to 7 percent. Economicgrowth, averaging about 4 percent p.a. in real terms, was modest duringthis period, due in part to the need for demand restraint and a continuingseries of natural disasters. Nevertheless, Bangladesh recorded a slightimprovement in poverty alleviation, which was reflected in increased realwages for unskilled agricultural workers, greater availability of food andemployment through relief program such as Food for Work and VulnerableGroup Development, and improvements in other poverty and nutritionindicators.

1.03 Economic performance in FY87 largely continued the previoustrends. GDP grew at an overall rate of 4.1 percent; but value added inagriculture rose by only 0.1 percent, reflecting a 22 percent decline inraw jute production from the previous year. Manufacturing growth improvedto 6.4 percent due to increased processing of jute goods for export andstronger domestic demand for textiles, as stricter enforcement of anti-smuggling measures reduced inflows of foreign-made textiles. Exportearnings increased by $255 million (or 31 percent in current prices) led bythe surge in non-traditional exports. This, together with sharply higherremittances from abroad, led to a balance of payments surplus of $257million, while gross reserves rose to a comfortable level of $752 million,equivalent to 3.4 month's total imports. The budget deficit was kept belowthe projected level of 8.2 percent of DGP, although both revenues andexpenditures fell short of targets by roughly equal amounts. The ratio ofgovernment revenue to GDP fell slightly to 9 percent of GDP, while expen-diture growth was restrained by an unexpected surplus in the food account.Judged on an overall basis, FY87 represented a creditable performance fromthe standpoint of financial stabilization, but was somewhat disappointingfrom the standpoint of growth, which remained below the economy'spotential.

/ Household Expenditure Survey 1985/86, conducted by the BangladeshBureau of Statistics.

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1.04 The floods in July-September 1988 affected severely the newlyplanted aman rice crop. Preliminary estimates show that flood damage torural infrastructure has been extensive. Repair and reconstruction isprogrammed to be spread over two to three years, with the most urgentmeasures initiated in the dry season started in November.

Education Sector

1.05 The formal education system in Bangladesh consists of five yearsof primary education (grades 1-5), seven years of secondary education(grades 6-12) and two to five years of higher education. Secondary educa-tion is divided into three years of junior secondary (junior high school,grades 6-8) and two years of secondary (high school, grades 9-10) followedby two years of higher secondary or intermediate college education (grades11-12). There are two public examinations leading to the award of theSecondary School Certificate (SSC) after grade 10 and the Higher SecondaryCertificate (HSC) after grade 12. The HSC is the minimum requirement forentry to degree programs. College degrees (pass degrees) are offered intwo-year college courses provided by the degree colleges. Although mostsecondary schools and colleges are private non-profit institutions, themagnitude of Government support and regulation is such that they should beconsidered as part of the centralized governmental system of formal educa-tion. University degrees (honors degrees) are offered in the seven univer-sities and require, for the most part, three years of course work.Technical education is offered in polytechnics (SSC pass students for athree-year diploma) and the engineering colleges (HSC pass students forfour years leading to a BS).

1.06 Vocational (trade) training is being conducted mainly by theTechnical Training Centers (TTCs) run by the BMET, (Ministry of Labor andManpower), and Vocational Training Institutes (VTIs), run by theDirectorate of Technical Education (Ministry of Education). In 1982, theGovernment decided to reorganize the Vocational Training System and theVTIs were transferred from the Ministry of Education to the Ministry ofLabor. However, in 1985, the VTIs were transferred back to the Ministry ofEducation. At present, the trade courses offered in the TTCs and VTIs areof two years duration, which is divided into two separate independentparts. Each part consists of nine months institutional training and threemonths industrial attachment.2Y There are also some short-term courses.The level of intake is after eight or ten grades of general education,depending on the trade. At present there are eleven TTCs with the totalstudents enrollment of about 3,200, and 55 VTIs with the total studentenrollment of about 4,200. In addition to that there are a number of tradetraining centers run by other ministries and agencies as well as by NGOsand private enterprises.

1.07 Beginning with the Second Five-Year Plan (1980-1985), theGovernment has made primary education a priority, seeking to increaseenrollment and improve quality. It has also focused on increasing opportu-nities in vocational and technical education while limiting growth in non-technical university education.

/ The industrial attachment programme has not been introduced yet toVTIs.

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Project Identification

1.08 The project was identified by a joint Unesco/World Bank mission inMarch 1978 and prepared by the Government with the assistance of a Unescoteam in August 1978. It was then appraised by a Bank mission in May 1979.The project was approved by the IDA Board of Directors on May 22, 1979.The Development Credit Agreement was signed on May 31, 1979, and the Creditbecame effective on November 25, 1979.

Proiect Objectives

1.09 The objectives of the project were to assist the Government to:(a) help increase the capability of the government plan, manage andevaluate skill training, (b) accelerate the output from skill traininginstitutions to meet acute manpower shortages, and (c) improve theproductivity of employed workers.

Proiect Cgntent

1.10 The vocational training project, the first of its kind to befinanced by IDA, consisted of:

(a) Construction, furnishing and equipping of:

(i) headquarters for the Secretariat of the National Council forSkill Development and Training (NCSDT);

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

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

(c) Provision of funds on a declining basis through CY 1984 to.finance: (i) salaries of additional staff for the Secretariat ofthe NCSDT; (ii) salaries and training materials for the five newTTCs; (iii) salaries of additional staff and training materialsfor the progressive introduction of short courses in theafternoon, evening and morning shifts at four existing TTCs(Mirpur, Bangladesh-German, Chittagong, and Rajshahi);

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

(e) technical assistance including 41 man-years of specialist servicesand 49 man-years of fellowships.

Proiect Amendments

1.11 The Credit Agreement was amended four times: (i) in 1984 to allowthe additional construction of two floors at the NCSDT building, and anadditional floor at the administrative and academic block of two TTCs;(ii) in 1985, to replace the existing training courses at TTCs based uponmodules of employable skills of not more than nine to twelve monthsduration. According to this amendment, in 1986, the Government revised theoutput target from 10,300 p.a. to 7,880 p.a.; (iil) in 1986, to allow for

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the transfer of US$750,000 from the unallocated category" to thewinstructional equipment"; and (iv) in 1986, to complete the civil workincluding rehabilitation and renovation of TTC8 buildings built by the PNDbetween 1976 and 1980.

II. PROJECT 1PLUDZXIQN

Overview

2.01 The Credit Agreement was signed on Nay 31, 1979, and the projectbecame effective on November 5, 1979 as planned. After a slow start inimplementation due to a problem of availability of sites and changes madein the project content involving additional floors in the NCSDT buildingand in 2 TTCs, the civil works were finally started nearly 18 months behindschedule. These necessitated the extension of the closing date originallyplanned for June 30, 1985 to June 30, 1986. To permit the installation ofadditional equipment procured in early 1987 and the completion of thefellowship program, it was extended for another year to June 30, 1987. TheImplementation of the project is shown in Annex II.01. The technicalassistance program was providfd as expected by the ILO. There were alto-gether five revisions of the Agreement with IW in the course of ProjectImplementation. The first three concerned adjustment of the technicalassistance component, while the two other revisions concerned additionaltraining equipment.

Project Administration and Nanaggmen

2.02 A Project Implementation Unit (rMU) was established in October1979, chiefly comprising: (i) a project director who was the DirectorGeneral of the BMET; (ii) a project manager (consultant); and (iii) aproject architect (consultant). All totalled, the PIU consisted of 16managerial and supporting staff (Annex II.02). The PIU was also assistedby the Chief Technical Advisor provided by IW.

2.03 The project experienced major difficulties during implementation.The project director resigned soon after the start of the project and wasreplaced by the Director of Training Operations of the BMET. The actingproject director was not available full-time for the project. The PIU hadno project manager during the whole of 1986. Throughout the implementationperiod there were five Chief Technical Advisors, and such turnover alsocontributed to lack of coherence during implementation.

Professional Services and Building Desi"n

2.04 A firm of consulting architects-engineers-planners from Dacca wasselected and contracted by the Project Director with IDA approval. Itstask was to carry out the design of the building and the furniture of theNCSDT building, the design of the buildings and some furniture for theTTCs, together with preparation of specifications and site supervision.The performance of the consulting firm was satisfactory. Once the designwas approved by the Project Director and IDA, the drawings and specifica-tions were delivered in time. Site supervision during the construction

phase was reasonably well done with a resident engineer representing thefirm present at each site.

2.05 NCSDl Building. The site finally was acquired in December 1982,36 months behind the schedule. It is conveniently located and has a totalarea of 22,000 square feet. The building area occupies 6,800 square feet.The rest of the site outside *te building is used for garages and parkingspaces.

2.06 The program for the NCSDT building as originally planned at theappraisal stage would cover a floor space area of about 20,000 square feet.It was to provide mainly office space for the services of the NCSDT'sSecretariat. It was also to provide ground floor accommodation for utilityservices. In 1984 a government decision came into force which requiredthat the ground floor of all government buildings in Dacca area be reservedfor parking of vehicles. In 1985 the GOB requested IDA concurrence for theaddltion of 2 floors and a lift to the original building design, whichalready included 4 floors, to accommodate the services of the VTIs(paragraph 1.06) as well as the utility services of the BMET. The additionrepresented a total usable area of about 6,665 square feet. IDA compliedwith this request. Thus the total number of floors built is therefore sixabove the ground floor, providing a total usable area of 38,480 squarefeet, which is 18,480 square feet more than what was envisaged by theappraisal report. At present, the ground floor is left unused althoughenclosed by walls; all the utility services originally planned here havebeen distributed among the other floors. Circulation accounts for morethan 35 percent of the usable area (not including parking and garages).The distribution of the various areas corresponding to the program of theBMET is shown in Annex 11.03.

2.07 The building is built on stilts as is the common practice in theDhaka area. It has a reinforced concrete structure, with concrete beams,columns, and slabs, and a roof terrace. The external walls are of doublehollow cement blocks with cement rendering. Terrazzo and cement tileflooring, metal frame windows and a demontable partitioning system con-sisting of standard glass panels (ll'x4') in wood frames, which allowflexibility while providing natural lighting inside the building.

2.08 TTs. The construction of the first phase of the TTCs started in1976. It was financed by the Goverment under the supervision of PNDregional offices. PND head office was also responsible for the design.The buildings were completed in 1980. According to the IDA project, thefive TTCs established by the Government were to be provided with additionalworkshops, hostel accommodation for the trainees, a guest house and addi-tional residential units for chief instructors, instructors and supportingstaff. The additional site was acquired in September 1981 only, or 21months behind schedule. The comparative Table of areas planned and builtof all accommodation units in each of the five TTCs is shown in Annex11.04.

2.09 The buildings included in the project have a standard designidentical for each of the TTCs. It consists of a reinforced concretestructure, and slabs, brick ln-fill walls with cement finishes inside. Thebrick facing on the outside gives a definite unity to the architecture ofthe compound.

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2.10 Table 1 gives a comparison between net areas in the workshops asplanned in the appraisal report and as actually built.

Table 1 - Workshop Areas as Planned and Actual

Square FeetAs Planned As Built

General Mechanics 2,250 2,560Auto Mechanics 2,250 4,115Pump Maintenance 1,690 -Electricity 1,450 2,280Carpentry 2,800 3,200Plumbing/Pipe Fitting 2,300 2,560Building Construction 2,300 2,560

Source: Compiled by the mission.

2.11 The net areas provided in the new workshops average 15 percentabove appraisal figures. A sizeable difference appears in 2 cases. Thechief instructor's office which is located above the store room near theentrance on a sort of mezzanine overlooking the workshop, is accessibleonly by way of a very steep steel ladder. It is used in none of the fourTTCs visited by the mission. Reasons given were difficult access and lackof ventilation. Ths civil drafting room and the mechanical drafting roomwhich in all TTCs have both been accommodated in the PWD building by usingtwo adjacent classrooms by demolishing the partition between them. Theyhave a long corridor shape, are overcrowded by the furniture, and lackefficient lighting which is necessary for this type of work. There ts nooutdoor activity at the auto/mechanics workshop. Auto bodies for repairwork are brought inside the workshop. Although the buildings and facili-ties offered at the TTC's hostels are of good quality, the lay out of thehostel is not economical, as each of its elements (dormitory wing, dininghall, auditorium, etc.) is treated as an independent volume.

civil W-oks

2.12 According to provisions in the construction contracts for the fiveTTCs and NCSDT building, the PIU provided the majority (60 percent) ofconstruction materials through local competitive bidding. The non-availability of sites at the target date permitted the PIU to organize thedelivery of building materials among the various sites on time.

2.13 The selection of the building contractors for the construction ofthe NCSDT building and the five new TTCs folloied IDA procedures. The sizeof the bidding did not attract foreign contractors. A pre-selection wasdone by the PIU among local firms after IDA had accepted local competitivebidding procedures. Tenders were called for by project items, i.e., theNCSDT secretariat, and individually each of the five TTCs in Barisal,

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Bogra, Comilla, Khulna and Mymensingh. The overall responsibility for theconstruction rests with the general contractor. Five contracts wereawarded: one contracting firm having won tenders for two TTCs.

2.14 Civil works experienced considerable delays at the start of theproject implementation due mainly to (a) lengthy procedures for land acqui-sition at the NCSDT site as well as at TTCs sites, and (b) the nonavail-ability of funds for custom clearance for the release of imported buildingmaterials, an operation under the responsibility of the GOB alone. Otherreasons that required an extension of the time period of completion wereadditional construction program such as one floor addition of academicbuildings in Barisal and Mymensingh TTCs, overhead water tank (TTC Khulna),deep tube-well (TTC Barisal), renovation of workshops (all TTCs) andaddition of two more floors at NCSDT.

2.15 The renovation program of all PWD-built buildings at the TTCs,which included: roof leakages, drainage, electrification, plumbing,plastering and painting was also delayed by the unavailability of nwDmaintenance teams. To avoid the interference of two building contractorson the same site, the PIU extended the contract of the general contractorin each TTC site to carry out this renovation program. Such delays causedsome damage to the equipment which could not be installed when delivered inthe site.

2.16 Among the conditions of effectiveness, the Development CreditAgreement specified that: "the Borrower shall have entered into agreementswith tecimical agencies or bodies for the provision of technical assistanceexperts and fellowships for the project .... ' Such an agreement was signedin August 1979 with the ILO. It covered ILO provision of services forequipment procurement as well as technical assistance. ILO experts parti-cipated actively in the preparation of equipment lists and specificationsin close collaboration with the PIU and, at some stage, with the Principalsof the TTCs. Equipro, a branch of ILO at the Geneva headquarters, was maderesponsible for the purchase of equipment, an operation which was carriedout in two phases as follows:

(i) A first package of heavy equipment representating about 80 percentof the total, was procured and delivered by December 1982.

(ii) In January 1986, following ILO suggestion and with IDA approval,the fifth revision of the Agreement between the GOB and the ILOsubstantially increased the allocation made available forequipment, mainly for additional training material. handtools andconsumables. These were ordered by EQUIPRO during the spring of1986, dispatched in containers in March 1987 and arrived in June1987. This was, among others, a reason for GOB requesting theextension of the closing date to 31 December 1987. Two additionalTTCs (Bangladesh-German and Chittagong) benefitted from thisadditional equipment.

2.17 The efficient fulfillment of Equipro's contract in the procurementof equipment during the first years of the Project Implementation, was

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counterweighed by the serious delays in civil works which considerablyhampered the installation of heavy equipment delivered in 1982.

2.18 Crates and containers were stored (some uncovered) first atChittagong, the Port of entry for Bangladesh, waiting for custom clearanceand payment by the GOD of custom duties and taxes, and second, after theirarrival on TTCs sites where construction work was not completed. Manyparts had to be repaired or renovated from damage by two rainy seasonsbefore being installed. Bank supervision missions brought the attention ofthe PIU to this problem, on several occasions, and discussed measures to betaken for adequate storage of equipment in covered premises. All partswere procured through normal international competitive bidding inaccordance with IDA regulations. ILO experts assisted the PIU infinalizing the bids. The rest of the procedure was monitored by EQUIPROfrom their Geneva headquarters.

2.19 Tenders were advertised internationally and organized intopackages by trade. The PIU manager was responsible for local control, inparticular, port clearance and delivery to the sites which were contractedto local transport firms through local competitive bidding. Although ILOexperts had already left the country by the time the installation phasecould proceed, this work was satisfactorily carried out by National SkilledDevelopment Instructor teams (NSDI) hired by IID from local industries.

2.20 The mission was shown the equipment in all TTCs visited (7 out of9) and witnessed demonstrations. All the equipment is now installed andoperational.

Furniture

2.21 Most of the furniture for the NCSDT Secretariat was officefurniture including: armchairs, visitors chairs, tables and office desksdesigned by the architectural consulting firm also responsible for thedesign of the buildings. Cupboards and filing cabinets, secretarial desks,etc., were procured through local competitive biddings.

2.22 TTCs furniture consisted mainly of office furniture for theadministrative offices and ;he instructors offices, drafting tables andbenches for the drafting rooms and the workshops, furniture for the hostel(chairs, tables, cupboards and beds) which were also designed by thearchitects. In general the designs are satisfactory and the manufacturingis adequate with a few exception: tubular frame chairs and stools for TTCtrainees have been found to be fragile.

2.23 All this furniture was procured through local competitive biddingprocedures organized in packages such as: wood furniture, steel framefurniture, combined steel framed, wood seats. Apart from delays during theorganization of tenders, particularly the prequalification of manufacturingfirms, all furniture was delivered on time.

Technical Assistance

2.24 The project orig'nally included: (a) 8 man-years of specialservices and 6 man-months fellowships for the establishment of theSecretariat of the National Council for Skill Development and Training;

(b) 15 man-years of specialist services and 14 mn-years of fellowships forstaff training and commissioning the TTCs; (¢) 8 man-years of specialistservices and 28 man-years of fellowships for the organization of in-planttraining; (d) 2 man-years of specialist services and 1 man-year offellowships for procurement, evaluation, analysis of training costs, etc.;and (e) 8 man-years of local consultant services for project manageesnt andcivil works implementation.

2.25 As envisaged at the time of appraisal the tochnical assistance wasprovided by IL under the agreement with the Government signed in August1979. There were three more revisions of this agreement concerning theadjustment of technical assistance components. A summary o_. the techniealassistance program is given in Annex 11.05.

2.26 S2ecialit Services. The project originally included 396 man-montha of expatriate specialists services which after revision in 1986 wasreduced to 322.75 man-months. in fact, the specialist services took 329.25man-months, or 6.5 man-months more than it was envisaged by the revisedproject proforma.

2.27 The project experienced serious difficulties with regards to thekey post of the Chief Technical Advisor (CTA). During the pro t act imple-mentation there were five CTA's who did not renew their contract orresigned before the end of their term. The replacement of the first onetook eight months, and therefore, the post remained vacant from April 1982to March 1983. This situation also was hampered by ILO difficulties inrecruiting competent experts. However, those finally recruited, once attheir post, ptrformed reasonably well.

2.28 On the other hand, the Government experienced considerable delaysin providing experts with sufficient number of full-time counterparts.There was a Government ban on the recruitment of civil servants during amartial law period which was lifted only in 1986. The problem was com-pounded, since many of the assigned counterparts were either mismatched tothe work of the particular sector or were of a different calibre.

2.29 Local Consultants Services. The project originally allocated 96man-months which after the revision in 1986 was increased to 120 man-months. In fact, the local consultant services took only 108 man-months.The remaining 12 man-months which were to be used by the consultant managerhave never been used. Instead, the BMET Director of Training Standards andPlanning undertook this job on a part-time bases during the first and thesecond extension of the project. However, the performance of localconsultants (both project manager and architect) has been satisfactory.

2.30 Fallowships. The project originally included 588 man-monthsfellowships which after revision in 1980 was nearly tripled to 1,558. Infact, the fellowships took 941 man-months or 617 less than it wasallocated. About 95 percent of fellowships were of a regional nature. Thefellowship program was controlled entirely by the Government. ILO involve-ment was purely administrative (i.e., making arrangements for fellowshipsto be activated) and the experts took little part in approval of programs,recommending candidatures, pre-fellowships orientation, etc.

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2.31 The overall implementation of fellowships program was slower thanplanned for various reasons: complex and lengthy government procedures fornominating candidates, proper matching of desirable and actual qualifica-tion, somewhat unwieldy mechanics of placement, considerable problems inthe placing of fellows in the in-plant sector, etc.

[nstrucetional and Consumable Materials

2.32 The curriculum prepared in cooperation with the BTEB is nowfollowed in all TTCs. However, trainees still lack necessary instructionalmaterials such as books, manuals, and worksheets in Bengali. Such materi-als were to be developed by the technical assistance experts, but due toinadequate management this was never accomplished.

2.33 TTCs have adequate provision of consumable materials for workshoppractice. However, only $1.76 million of the $5.28 millions allocated forthe consumable materials has been spent due to the long delays with theconstruction of TTCs and the overestimation of materials required for in-plant training activities.

-_', COSTS AND DISBURSEMENTS

Proiects Costs and Financin;

3.01 At appraisal the estimated project cost including taxes and dutieswas $32.38 million (Taka: 485.76 million) and the IDA financing of $25million was expected to cover approximately 77 percent of the total projectcost. The final project cost is $24.77 million3/ (Taka: 569.72 millionincluding the cost of regional offices which were entirely financed by theGovernment). This figure is approximately 24 percent less than was esti-mated in dollars terms and 17 percent more than was estimated in localcurrency. Total disbursement amounted to $16.59 million, or 66 percent ofthe credit, covering 67 percent of the final cost of the project--as com-pared to the 77 percent in the appraisal estimates. The credit account wasclosed on December 31, 1987 and the sum of $8.41 million was cancelled.The Annex III.01 gives a comparison of estimated and actual costs by proj-ect component.

3.02 The differences shown in the Annex: 17 percent overrun in taka;and 24 percent underrun in US$, are due mainly to the devaluation of thetaka during project implementation (1979: 1US$ - taka 15,00; 1987: 1US$ -taka 33,00) which resulced in the escalation of labor costs as well aslocal materials. On the other hand, as far as local currency is concerned,the underexpenditure clearly shown in the case of operating costs (salariesand consumable training materials, category 3 and 4) are due to delays incivil works which impeded an early start of the operational phase of theproject. On the contrary over-expenditure in the categories of buildings,equipment, and expert services was due to the change made in the buildingprogram, additional equipment and to cost increases in TA experts honoraria(Annex 111.02: estimated and actual project costs by category).

i/ Based on 1US$ - Taka 23.00. Average figure between 1979 and 1987 rateof exchange.

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3.03 During project implementation no staff training subsidies werespent because of a Government ban on recruitment until 1986 which preventedthe NCSDT Secretariat from recruiting for the posts sanctioned but notfilled. Training needs were partly absorbed by the fellowship component.

unit CostsL

3.04 Unit costs per square foot of construction (exc%ading site devel-opment but including contingencies) were estimated at US$15 per squarefoot. This is an average figure for the construction of the TTCs (includ-ing academic and communal as well as boarding and housing accommodation)used in the analytical cost estimates in the appraisal report. A compari-son of appraisal and actual unit costs shows an average increase of 118percent in taka terms and 40 percent in dollar terms. It is presented inAnnex 111.03 and summarized in Table 2.

Table 2 - Costs ger Scuare Foot of Gross Building Area

-tDC8 ~Apraisal A,ctual % tZk USS Diff. Diff.

Mymensingh 219 14.6 476 20.7 +117 +42.0Khulna 175 11.7 444 19.3 +154 +65.0Barisal 218 14.5 454 19.7 +108 +36.0Bogra 227 15.0 406 17.6 +79 +17.3Comilla 222 14.8 514 22.3 +131 +50.7NCSDT 235 15.6 525 22.8 +123 +46.0

Source: Compiled by the mission.

Disbur,sements

3.05 The delays which occurred during the early phase of the projectand held up civil works is reflected in the rate of disbursements aspresented in Annex 111.04: planned and actual schedule of disbursements,which soon lagged behind appraisal estimates. The constant devaluation ofthe taka during project implementation, explains further the reason for atotal disbursement figure of $16.59 million lower than the amount availablein the Credit ($25.00 million).

3.06 The revolving fund was established before December 1979 to complywith the conditions of the DCA, but once the money had been spent (mainlyfor the purchase of local materials) it was never replenished despite thenumerous complaints made by successive IDA supervision missions. The PIUand the Project Director never succeeded in their pleas to the Ministry of

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Finance. It should be added that this situation had no effect ln the pro-gress of project implementation as all payments to contractors, consul-tants, etc., were made according to schedule.

IV. PJ QICOa

A. The first main objective of the project was to help Iacrease thecapability of the Government to plan, manago, and evaluate skill traiiln8through assistance to the NCSDT and its Secretariat, and the UNeT.

Activities of the NCSDT and its Secretariat

4.01 A National Council for Skill Development and Training was estab-lished in 1979 by a Resolution of the Cabinet. It comprises ministers andpermanent secretaries of the Ministries of Manpower, Education, IndustrLes,Finance and Planning, together with representatives of the employersAssociation and the Trade Unions. The Council is responsible for preparingdraft legislation or administrative regulations/resolutions pertaining totraining, formulation of national training policies, approval of trainingplans and recommending allocations of financial resources to implement theplans and execution of training programs. It is also responsible forevaluating existing curricula and performance, approving new curricula,national skill standards and tests, and curtailing ineffective programs.Council membars channel decisions to the line ministries concerned withimplementation. Annex IV.01 shows the organizational structure of theNational Council for Skill Development and Training and the relationshipwith other ministries involved in training.

4.02 In order to increase the efficiency of the NCSDT the project pro-posed that it should be assisted by a Secretariat located within theMinistry of Labor and Manpower. The Secretariat would incorporate theMinistry's Bureau of Manpower, Employment and Training, and would have itsfunctions divided among three directorates. The Directorate of Trainingoperations would be responsible through its regional divisions for tech-nical training centers, in-plant and apprentice training and staff develop-ment. The Directorate of Planning would carry out labor market analysis,training needs assessment, planning and evaluation of training and thecollection of statistics. The Directorate of Standards would be respons-ible for curriculum development, setting skill standard, trade testing andthe production of teaching material. Annex IV.02 shows the proposed andactual organizational structure of the Secretariat.

4.03 The mission found that in spite of several attempts to organizethe the NCSDT's activities on regular bases, the effectiveness of theCouncil in policy formulation and management of training remained unsatis-factory. For example, according to its own decision, the Council is tomeet at least once a year, however, since its creation in 1979 the fullCouncil met four times only (i.e., once in 1980, once in 1983, and twice in1984). Although for the last four years a number of issues have accumu-lated for discussion and policy decision, no meetings have taken place. Atpresent the Council's Secretariat (BRET) is practically left alone tocoordinate and manage vocational training activities through informalarrangements with other agencies (MOE, BTEB, etc.).

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4.04 There are a number of reasons which affect the activities of theCouncil. Among them is the relatively low status of the Council which isnot a statutory body established through an Act of the Parliament (likeBTEB) but a body established through a resolution of the Government only.As a result, the authority of the Council is not fully recognized by otherministries and organizations, and it is not easy to call regular meetingsof the Council because of the high status of its members. Furthermore theCouncil has been asked to deal with technical rather than policy mattersfor which the members are not always qualified. A number of advisorycommittees set up by the Council in 1980 (Finance and AdministrationCommittee, Planning and Development Committee, Executive Committee) exceptthe Planning and Development Committee, have never started their work. Atthe same time the BMET, which is the Council Secretariat, has been unableto regularly prepare the position papers on policy issues because of theinsufficiency of the Secretariat itself.

4.05 It was estimated by the Appraisal Mission that about 100 profes-sional level staff recruited from among the existing chief instructors andengineering technicians from industrial enterprises would be required forthe establishment of the Secretariat to make it functional (Annex IV.02).In fact, during project implementation the number of professional postswere reduced by the Government from 100 to 40, and at present (November1988) out of these sanctioned posts, 33 only have been filled. Among thosestill vacant or never sanctioned, are: Additional Director General,Regional (zonal) Directors, manpower specialists, training planners, andoperations programers. Because the responsibilities for Trade Testing havebeen transferred from the BMET to BTEB, the proposed two separatedirectorates of the NCSDT Secretariat (Directorate of Training Standardsand Directorate of Planning) have been incorporated into one Directorate ofTraining Standards and Planning, and a number of professional posts (jobanalysts, curriculum specialists, testing and certification officers) havebeen abolished. The quality of professional staff below the level ofdirector is low. Out of 13 existing deputy directors and assistantdirectors, only five have passed through intensive upgrading courses atBNDC and BUET, and three of them have already left their job.

4.06 In conclusion it should be mentioned that the NCSDT and itsSecretariat are not functioning in the manner envisaged at appraisal andare instead becoming another obstacle in the already cumbersome decisionmaking process. Based on paragraph 5 of the Cabinet Resolution (No. S-II/TA-1/78) which suggests that "The Government may, from time to time,review the activities of the Council" the mission believes that it is hightime for the Government to implement this suggestion.

Establishing a Monitoring and Evaluation System

4.07 Section 3.11 of the DCA obligated the Government to establish amonitoring and evaluation system by June 1, 1982. It was visualized thatsuch a system would evaluate annually the overall effectiveness and impactof the training programs carried out under the project. There has beenconsiderable delay against appraisal targets in establishing such a system.Three successive CTAs have made starts to develop an evaluation system butthese have never led to any concrete results. In 1984 a new CTA drafted aplan to operate a continuous inspection system which would ensure that

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every TTC receives at least one inspection per year. Finally a monitoringform has been developed, a number of BMET staff has been trained asmonitors. The first phase of monitoring TTCs was carried out during March/April 1986 and it was completed with the help of the computer of BUET. In1987 a new monitoring form for Phase II was developed and the monitoringwas conducted in April 1987. The evaluation results were discussed withthe TTCs principals and BMET-zonal officers at the two-day workshops heldin October 1987.

4.08 At present the development of the evaluation system is practicallycompleted. It is being set up and tested for computer operation at theBUET. The computer program is designed to keep track of the trainingprogram expendlture, costs of consumable materials, equipment, number oftrainees by program, staff by program, examination, and trade testingresults, etc. Once operational, it will provide detailed information onthe impact of the vocational training and on the supply of trained workersfor the industrLal and service sector of the country. This system is oneof the original components of the project. However, to put the establishedmonitoring and evaluation system in full operation some additional effortsin terms of finance, computer, equipment, and staff training will berequLred.

Establishing National Trade Standards and Tests System

4.09 In Bangladesh there are many private and state industrialenterprises which have not codified the recruitment rules and pay scalesfor their workers. The most common criteria that are applied to appointworkers are work experience, training on-the-job and age. Practically noneof the enterprises have a uniform definition of unskilled, semi-skilled andskilled workers for the proper application of recruitment rules and the paystructure.

4.10 In order to establish a uniform definition of skills the- projectsuggested a National Trade Standards and Tests System. It consists of twoessential parts. The first one includes the preparation of Trade Standardsand Tests for three-grade levels, namely: Grade III (corresponding tosemi-skilled worker), Grade II (skilled worker), and Grade I (highly-skilled worker). And the second part is to conduct the trade tests amongthe TTC's and VTI's trainees as well as among tradesmen with or withoutformal training who desire to obtain a trade certificate.

4.11 It was envisaged by the Appraisal Mission that the responsibilityfor setting skill standards and conductory trade tests would rest upon theDirectorate of Standards of the BMET (paragraph 4.02). However, as per thedecision of the NCSDT in 1985, these responsibilities have been dividedbetween two agencies, namely 3NET (setting skill standard only) and BTEB(setting and conducting trade testing). As a result the number of profes-sional posts at the BMET's Directorate of Standards were considerablyreduced, and it was merged with the Directorate of Plannlng (paragraph4.05).

4.12 The original objective of the project was to develop 30 tradestandards and tests according to 30 trades which were to be introduced atthe six-month modular courses of TTCs and VTIs. However, in 1984, becauseof the six-month courses which had been replaced by two one-year courses

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(paragraph 4.18), the number of trades at TTCs and VTIs as well as thenumber of trade standards and tests to be developed, were reduced from 30to 14. The status of preparation of standards and tests is given in AnnexIV.03. As seen from the Annex, out of 14 trade tests which were developedfor Grades III and II, and approved by the BTEB's Trade Advisory Committee,four trade tests (radio/TV, refrigeration and air-conditioning, generalmechanics, and turner) are still at the validating stage. However, thefurther development of Trade Standards by the BMET and Trade Tests by theBTEB would suffer from the lack of qualified personnel as the number ofvital professional posts at BMET (job analysts, manpower specialists,testing and certificate officers, etc., has been abolished (paragraph4.05), and they have never been reestablished at the BTEB. Not a singleTrade Standards and Tests for the Grade I has been developed.

4.13 Apart from the setting of Trade Standards and Tests there is aproblem of conducting trade tests. The experience of other countries whichhave established national skill standards and tests system shows that thetest is always conducted on a tripartite basis (the parties being thegovernment, the workers and the employers), and the certificates issued onthe basis of the testing is universally acceptable in the country. InBangladesh although a number of skill standards and tests has beendeveloped, the tripartite testing arrangements have never been introduced.For this reason the final examinations, which are supposed to correspond tothe trade tests conducted by the BTEB for both TTCs and VTIs trainees,cannot be considered as suitable trade testing.

4.14 From the mission's point of view the project has provided thefirst steps only for the establishing Trade Standards and Tests System forTTCs and VTIs trainees. However, some greater efforts should be undertakenfor strengthening the system itself and enhancing public and employerawareness of the benefits of a National Trade Testing System.

B. The second objective of the project was to accelerate the outputfrom skill training institutions to meet manpower shortages throughconstruction, equipment and furniture for five TTCs (Bogra, Barisal,Comilla, Rhulna, and Nymensingh), equipment for two TTCs (Rajshahi andNirpur), instructor training, and support for staff and training materialsfor four TTCs (Nirpur, Bangladesh-German, Chittagong, and Rajsbahi).

Technical Trainina Centers (new and existing)

4.15 Now TT8. The Commilla TTC and Khulna TTC started theiroperations on a limited scale in earlier 1980s, and at present they canprovide 308 and 452 places for skilled manpower training in seven andtwelve trades, respectively. The Mymensingh TTC, Barisal TTC and Bogra TTCwere opened in 1985 with the capacity of 272 places in six trades each.The total capacity of new TTCs established by the project is about 1,600places.

4.16 Existing TTCs. Four existing TTCs (Mirpur, Bangladesh-German,Chittagong and Rajshahi) were established between 1963 and 1969. Atpresent, they can provide skill training from ten to twelve trades with atotal capacity of around 2,500 sitting places. Details of the capacity for

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each TTC are in Annex IV.04 and the trades provided in Annex TV.05.4/

Trainlng Programs. Course Structure and Currlculum

4.17 Introduction of Six-month Nodular CQourses. At the time ofappraisal it was agreed that the existing and new TTC8 would operate an atwo-shift system with some TTCs operating on an evening shift for employedworkers. It was also agreed that starting in January 1980 with theafternoon shift, courses of six-month duration would be introduced in theexisting TTCs, and by January 1982, all existing two-year courses wouldhave been phased out and replaced by six-month modular courses ofemployable skills (720 hours). Following this agreement, by 1984, sixbatches of trainees completed six-month basic courses of Grade III level,and the course content and syllabus for the six-month advanced module toattain Grade II level of skill were also prepared and were ready for theintroduction in TTCs. In addition, all the existing vocational traininginstitutes (VTIs) earlier belonging to the Ministry of Education weretransferred to the Ministry of Labor and the six-month modular courses wereintroduced there in July, 1983. However, beginning in January 1984, therewas great resistance from the trainees to the six-month modular coursesintroduced in both VTIs and TTCs. According to the Government's expertsub-committee established in 1984: "the reasons behind were lack ofproperly trained instructional staff and insufficient supply of trainingmaterials to attain the required skill level."I/ All training activitiesboth in VTIs and TTCs remained suspended for one complete year in 1984, andas a result, all the VTIs were retransferred back to the Ministry ofEducation, and the six-month modular courses were abolished and replaced bytwo one-year self-content courses.

4.18 Introduction of Two One-Year Self-Content Courses. Following arecommendation of a committee especially established for this purpose,6/the trade courses offered in the TITCs have been of two years duration since1985. The two-year period is divided into two separate independent parts,i.e., 1st year and 2nd year. Each part consists of nine monthsinstitutional training and three months industrial attachment. Attachmentwith industry is considered as integral part of the training program, inorder to expose the trainees to the industrial environment and also toimprove their practical skill level. The trainees on completion of eachpart are to be employable as semi-skilled and skilled workers and at thesame time attain the skill standard Grade III on completion of 1st year andskill standard Grade II on completion of 2nd year, respectively. Thetrainees on completion of 1st year may leave the training center foremployment or, if they so desire, may take admission into the 2nd year. Itshould be mentioned that the 1st year course (Grade III) is identical withthe six-month basic modular courses and 2nd year courses (Grade II) isidentical with the six-month advanced modular courses introduced earlier,in respect to their content (paragraph 4.17). The only difference is the

g/ In addition to that there are two more TTCs (Rangamati and Fariburg)which are outside the IDA project.

W1 Report of the expert sub-committee for course curricula of TTCs andVTIs, July 8, 1984.

hi Headayetul Hoque Committee.

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duration that has been increased from six to nine months, and in additionto that a 3-month on-the-job practice has been added. These courses bothfor the 1st and 2nd year trainees, are being run during the morning shlftonly, and they are known as regular courses because they are being financedfrom the regular budget of the Ministry of Labor and Manpower.

4.19 The second type of course is presently financed by the Ministry ofYouth. This program of special courses is identical to that of regularcourse program, and is being run durLig the afternoon shift.

4.20 The BTEh is responsible for conducting the National Skill StandardTest at the Grade III and II levels (for both regular and special coursesgraduates) and for issuing trade certificates. In addition to that, theTTCs also periodically organize on a limited basis skill upgrading programsfor industrial workers and self-supporting trade training programs forthose who are employed and cannot avail the regular day courses. Theduration of these programs is from two to slx months, and they are usuallyrun during the afternoon or evening.

4.21 TZacling TLme. During the nine months of institutional trainingfor both regular and special courses approximately 80 percent of teachingtime is allocated for the workshop practice (in 1979 it was about 20percent). In addition, at the end of academic year a three-monthindustrial attachment program for the trainees has been introduced. Thesummary of this program for the TTCs under the project is given in AnnexIv.06.

4.22 Duration. Although the replacement in 1985 of the six-monthmodular courses by one year self-contained courses was a deviation fromwhat was proposed at the time of appraisal, the mission believes thatneither the six-month modular courses nor the one-year self-containedcourses should be sacrificed. The experience of other countries is that incertain trades (plumbing, masonry, carpentry, etc.) the course duration isnormally less than six months, but in some of the other trades (turner/bitter, automechanics, etc.) the course duration may be up to nine months.In identification of course duration for a particular trade the NCSDTshould be more flexible, i.e., the major emphasis must be put on the tradestandards which are acceptable and endorsed by employers. Once these areapproved, the duration of the course should be determined.

Admission and Examination Policy. Enrollment and Qutput

4.23 Admission and Examination Polity. Information about admission tothe TTCs is usually delivered to the public by the daily newspaper everyyear. The Bangladesh Technical Education Board arranges to have standardobjective admLssion tests conducted all over the country on a stipulateddate and time. Candidates undergo admission tests in language (Bangla andEnglish), general mathematics, general knowledge and aptitude test followedby short viva-voce (interview). There are two sets of test papersaccording to entry qualification of the trade, one for SSC and another forgrade 8. The qualification for admission to civil drafting, mechanicaldrafting, refrigeration/air conditioning and radio/TV trades is SSC, forremaining trades it is successful completion of grade 8. The admissioncharges per TTC trainees is Tk 225.

- 18 -

4.24 As mentioned earlier, the Bangladesh Technical Education Boardconducts the National Skill Standard Test for Grades III and II (Part I andPart II), and final examination according to Training Regulations ofTechnical and Vocational Courses. In each part of the course, a total1,000 marks are possible, out of which 80 percent are for practical and 20percent for theoretical. However, distribution of percenta3e of marksbetween theory and practice may slightly vary in respect of civil andmechanical drafting, air conditioning and refrigeration and radio/TV.

4.25 The trainees must have 80 percent attendance in both theory andpractical classes, failing which they are not allowed to sit for the finalexamination. The principal has discretion to waive attendance requirementsin very special cases such as illness, etc. Minimum qualifying pass marksfor practical and related subjects are 60 percent and 40 percent,respectively.

4.26 Enrollment. The mission found that although by 1985 all five newTTCs and four existing TTCs have been put in full operation, the enrollmentin almost all TTCs under the project is well below the originally agreedlevel. As it can be seen from Annex IV.07, in 1988, in the first shift(regular courses), the utilization of the new TTCs was 58.5 percent, andthat of existing TTCs 62.0 percent only. As far as the second shift(special courses) is concerned, the situation is even worse. In 1988 outof a total 1,576 places available at the new TTCs, 122 (7.7 percent only)were occupied by trainees, and out of total 2,521 places available at theexisting TTCs 552 (21.8 percent) were occupied by trainees. At some TTCs(Barisal, Comilla), the enrollment in regular courses is less than 50percent of the capacity. In Chittagong TTC, only 25.8 percent places wereoccupied. The Comilla TTC does not use the second shift training at all.

4.27 There are a number of reasons for this shortfall. One of the mainreasons is proper identification of the target group of trainees to beadmitted to TTCs. It is generally recognized that any vocational traininginstitute cannot run at full capacity for want of trainees with properattitude and willingness to become productive workers. The mission foundthat many TTC trainees (some 20 percent of whom have 8 or 10 years ofgeneral education and come from mainly urban middle-income groups with'white collar mentality") consider these TTCs an avenue for furthereducation rather than as preparation for becoming productive workers. Atthe same time it is difficult to bring to TTCs the youth from urban low-income groups and rural areas because most of them cannot meet the minimumadmission requirements--eight years of general education--and/or tomaintain themselves in the town for one or two years during the training.As a matter of fact, this disadvantaged group very seldom apply foradmission to TTCs and those who do so have less aptitude in handling modernimplements, and this works against them during admission tests.

4.28 At the TTCs there are a number of trades (carpentry, masonry,plumbing, blacksmithy, forging, etc.) for which demand exists in Bangladeshbut the training facilities are not being used because the trainees fromthe middle-income groups consider them as *unpopular trades.' The solutionmay lie in relaxing of the admission criteria for these trades from 8 yearsof schooling, shortening the duration of course for certain trades, andgranting concessions in admission criteria to the youths or even adultsfrom low income groups who seek admission. The existing age limit of 20

- 19 -

years old for admission to TTCs also acts against the disadvantaged groupsof youths from the poor families who, if they go to school at all, arecomparatively older when they finish school.

4.29 Ouaput. One of the objectives of the project was to increase theoutput from the projected TTCs from 3,400 (in 1979) to 10,300 p.a. throughintroduction of a six-month course and introducing several shifts at theTTCs. Because the duration of the course was extended from six months toone year (parapraph 4.18) the target of the output was reduced from 10,300to 7,380 p.a.17 The mission found that, despite the fact that the lastprojected TTC was not put into operation until 1985, the implementation ofeven the revised target is still well below from what was expected atappraisal. Table 3 below shows the planned and the actual output from nineproject TTCs in 1986 and 1987.

Table 3 - Planned and Actual Output from Kine Project TTCs(1986-1987)

Actual QUtDutPlanned OUt=ut 1986 1987

Regular Courses 3,730 1,936 1,981Special Courses 3,650 789 544

Total 7,380 2,725 2,525(%) (100%) (36.9%) (34.2%)

Source: Compiled by the mission.

As seen from Table 3 above, in 1986 the total output from the project TTCswas 2,725 or 36.9 percent of the target, and in 1987 it was even less -2,525 (34.2 percent of the target). The main reasons for this shortfallare: (i) a low student enrollment, especially in the second shift ofspecial courses (Annex IV.08); (ii) lack of qualified instructors for someof the trades provided by TTCs; and (iii) a high rate of dropout; and ahigh rate of failure on the final examination.

Teaching Staff

4.30 The Appraisal Mission estimated that about 425 trade instructorsand some 60 senior technical staff would be required for the TTCs under theproject. At present (October 1988) out of 468 sanctioned posts of instruc-tors, senior instructors and chief instructors, only 311 (66.4 percent)were filled. However, as seen from Annex IV.09, the average teacher/student ratio is around 1:10 due to low student enrollment, and at someTTCs it is even less (Nirpur TTC - 1:9; Comilla and Chittagong TTCs - 1:6).There are some trades (carpentry, masonry) where the number of instructorsis about the same as number of trainees. At the same time, the expansionof other trades (radio and TV, refrigeration and air-conditioning) issuffering from the lack of qualified instructors.

2/ Revised IDA Vocational Training Project. BMET, October 11, 1986.Dhaka.

- 20 -

4.31 The appraisal mission suggested that the new instructors forproject TTCs would be recruited from among skilled workers and foremen inindustrial occupations, mainly from within state corporations. Technicalassistance experts would then execute skills upgrading program for eachappointed instructor. In addition, short refresher courses would beorganized for 170 instructors who were working that time at the TTCs. Itwas assumed that the retention of instructors should not be a majorproblem, because of the recent 30 percent salary increase and provision ofstaff housing.

4.32 The mission found that, contrary to the expectation of theappraisal mission, most of the new instructors were not recruited from theindustrial sector, but mainly from the TTC and polytechnic graduates, andwere lacking in maturity, adequate practical training, and relevant workexperience. With the assistance of the ILO experts and after theirdeparture, 185 newly recruited instructors undertook a six-month pre-service skill upgrading course, and 185, some short refreshing andupgrading courses (for details see Annex IV. 10). However, a number ofinstructors who undertook this training have already left their jobsbecause of the more attractive conditions in the private sector and astrong foreign demand for skilled, experienced workers.

Qua1itx

4.33 Internal Efficiency. The internal efficiency of the project TTCsvaries from one center to another. On the whole, for the last two years,the dropout ratio of the regular course trainees was around 28 percent (in1986), and about 10 percent (in 1987) during the first month of training.The situation is even worse at the special course where the dropout rate isvarying from 36 to 48 percent. The main reason for the dropout is not theweak academic background of entering trainees, but is due to obvious disap-pointment in the quality of training they are receiving and their futureprospects of becoming productive workers (paragraph 4.27).

4.34 The pass rate of trainees also varies from one TTC to another, andfrom year of training. As seen from Annex IV.05 it is relatively better(around 80 percent) after the second year of training as compared with thatof the first year (around 60 percent). As far as particular TTCs are con-cerned, the pass rate of trainees is relatively better at Comilla TTC(between 80 percent and 90 percent); Bangladesh-German and Barisal TTCs(around 80 percent), and it is very low at Chittagong and Rajahahi TTCs(between 30 percent and 70 percent). In the view of the mission the mainreasons for low pass rates are the low quality of instructors (paragraph4.32) and lack of management and financial authority of the TTCs's adminis-tration. Due to inadequate delegation of authority to the principals ofTTCs, the recruitment of instructors and purchase of instructional materi-als are very slow, and some posts remain vacant for years and trainingsuffers from shortage of instructional materials. The members of the TTCsmanagement committees nominated from local industries, local manpowerofficers, etc., are inactive because of lack of incentives.

4.35 In addition to the ordinary workshop practice and industrialattachment program, and in order to create a sense of confidence in thetrainees and to help improve their skills, consideration should be given to

- 21 -

training which would produce products and service which can be sold. How-ever, it would require from the TTCs management comittees more attentionto the design, cost analysis, economic utilization of raw materials,quality control, planning and marketing.

4.36 Extenal rdt ctivity. In keeping with the Credit Agreement, amonitoring and evaluation system was established at the BNET to follow andassess the activities of trainees enrolled in TTCs, both during theirtraining and after graduation (paragraphs 4.07-4.08). In addition, twofeasibility studies on assessment of tralning needs for TTCs and 'Ma,'/and recruitment rule and pay structure of state corporations!' have beenundertaken during the project.

4.37 Based on these studies and information received from the BMET themission found that, whiile apparently demand for skilled and semi-skilledworkers in Bangladesh is substantial, in practice, unemployment among thetrainees qualifying from the project TTCs is also high. In addition to thereasons mentioned before (admission policy, social status and enrollment,etc.) the mission came to the conclusion that in many cases training in theTTCs is not being conducted in accordance with the needs of the labormarket.

4.38 According to the first feasibility study which was based on asurvey of 557 establishments with around 330,000 employees in all districtsof the country, the employment rate of TTCS graduates 1 0/ varies from onetrade to another, and from district to district, but in general it has beeninadequate. Taking only the districts where the project TTCs are located,and the trades conducted by these TTCs, the situation is as follows:

4.39 Dacca District. The employment rate in both civil and mechanicaldrafting has been substantial (around 42 to 47 percent). As far as othertrades are concerned, the rate is very low (between 10 and 13 percent), andthe most depressing rate is in carpentry and masonry. It seems, that theneed for project training is not recognized in these trades.

4.40 Nymensingh District. The participation of the TTC's graduates isnoticeable only in electrical, turner, general mechanics and welding.Rates range from 3 and 8 percent.

4.41 Chittagong District. The participation of TTC's graduates is inmachinist and drafting (civil only) between 10 and 16 percent.

4.42 Comilla District. The participation rate is very poor indeed.The TTC's graduates found employment in only two trades, i.e., only 3graduates out of 99 employed in electrical trades and 1 out of 86 employedin general mechanics.

tJ Preliminary Report on Assessment of Training Needs for TTCs and VTIs ofBangladesh. Dakar, June 1986.

V/ Final Report on Recruitment Rules and Pay Structure of StateCorporations. Dhaka, August 1986.

IQ/ Percentage of TTCs graduates employed in relation to the total numberof employers.

- 22 -

* .43 Ihulna District. The TTC graduates procured jobs in only 4 out ofthe 10 trades taught by the TTCs, i.e., electrical, turner, generalmechanics and carpentry. The percentage procuring jobs is under 3 percent.

4.44 Barisal District. The only substantial participation rate is inautomotive trade (20 graduates out of 38 employed workers). It isrelatively fair in general mechanics (12 percent), and very poor inelectrical (1 percent).

4.45 Rajabhbi District. TTC graduates could find employment in 6mallnumber (1 out of 5) in automotive, electrical (13 out of 297), turner (8out of 110), machinist (8 our 40), general mechanics (5 out of 211),welding (2 out of 69), and civil drafting (1 out of 3) trades.

4.46 Bogra District. TTC graduates could find Jobs in 3 out of 6trades, i.e., except carpentry, masonry and plumbing. At the same time,the most striking feature is 100 percent of participation rate of TTCgraduates in automotive (16 out of 16).

4.47 The second study on recruitment rule and pay structure of statecorporation based on 25 establishments selected for the survey, suggestedthat only 26 percent of the employed workers in the thirty identifiedtrades are institutionally trained. At the same time a substantial numberof the trainees qualifying from the TTCs remain unemployed.l¶/

4.48 As was mentioned before, one of the reasons for low externalproductivity is that training in the TTCs is not being conducted inaccordance with the labor market's needs. The trades now offered by TTCsis certainly too limited in number (13), if one particularly takes intoconsideration the growing requirements of the country's development needs.Reliable information indicates that with the aid of existing TTCsfacilities a number of other trade courses could be introduced withoutmajor financial investment. This is important if one remembers that thefacilities available at the TTCs have been underutilized.

4.49 Another reason for low external productivity is the existingrecruitment rules of state corporations and private enterprises. The studyundertaken on this subject suggests that trade certificates received by theTTCs graduates are important only in limited cases, and relativelyunimportant in most of the establishments. A good number of establishmentsdo not have codified guidelines for recruitment, pay-scale and promotionfor those who graduated from TTCs and/or from other technical institutions.

C. The third objective of the project was to improve productivity ofemployed workersl 2/ through Introduction of In-plant training courses andapprenticeship trainings.

1J/ However, there is no truly reliable information on the unemployment ofTTC graduates.

12/ Revised 'IDA Vocational Training Project." Dhaka, 10.11.1986 (page 7).

23 -

XU-Plant Training

4.50 The original objective of the project was to upgrade 7,000production workers. The aim was that 1,500 first line supervisors wouldreceive short courses in industrial techniques, industrial relations,safety and pr:duction methods, as well as technical subjects necessary toprepare them for on-the-job upgrading of production workers. For thispurpose the appraisal mission identified six state corporations, i.e.,Bangladesh Jute Mills Corporation (BJMC), Bangladesh Sugar and FoodIndustrial Corporation (BSFIC), Bangladesh Mineral Exploration Corporation(BMEC), Bangladesh Steel and Engineering Corpore-ion (BSEC), BangladeshChemical Industrial Corporation (BCIC), Bangladesh Inland Water TransportCorporation (BWTC). This program was also coordinated with the ILOsponsored National Management Development program (NNDP) to train thetraining managers and training officers, and to establish a traininginfrastructure within the state corporations.

4.51 SunervisoXy Upgrading Courses. With the assistance from the IIDexpert and from 54 training officers graduated from the ILO sponsored NNDprogram, the upgrading courses for the first line supervisors have beenundertaken at four out of six state corporations, i.e., at BSFIC, BCIC,BSEC, and BJMC. Two corporations (BMEC and BWTC) expressed theirunwillingness to start such training.

4.52 During project implementation two types of programs have beenconducted, i.e., (i) a four-week modular supervisory training program whichincluded training within industry, modules on safety, job analysies, etc.,and (ii) a two-week production and maintenance productivity program,followed by two-week practical assignments. In order to manage theseprograms, a number of Productivity, Maintenance and Training Units (PMTU)has been established at corporation headquarters and at plant level in thenationalized industrial sector. The initial objective to train the firstline supervisors at four corporations has been achieved in quantitativeterms. During the project 2,120 supervisors were upgraded, including 697supervisors at 26 enterprises of BSFIC, 1,018 at five enterprises of BCIC,299 at three enterprises of BSEC, and 106 supervisors at four enterprisesof BJMC (details are given in Annex IV.ll).

4.53 Product&in Workers ftgradLng Courses. As it was mentioned before,the original objective of the project was on-the-job upgrading of 7,000production workers by supervisors trained during the course of the project.The mission found that this objective has not been achieved and itsimplementation has not started yet. The main reason is a lack of financefor conducting upgrading courses. According to the industrial policy,13/the public sector corporations should spend not less than 1 percent oftheir annual gross profit on research and development (including skilldevelopment). In fact, the profits as a percentage of sales of publicindustrial corporations has consistently declined from 4.9 percent in FY83to 1.8 percent in FY84, to minus 4.2 percent in FY85 and to minus 9.8percent in FY86.14/ As a result during the project life no funds have been

1f/ "Industrial Policy - 1986.0 Ministry of Industries. Dhaka, July 1986.

l./ World Bank Report, No. 6616-BD.

- 24 -

allocated for the upgrading courses of production workers. The creation ofa special skill development fund by the donor agencies might facilitatesolving the problem.

AuvhalentZbb r ainLug

4.54 Under this component of the project the apprentice training schemefor recognized skilled occupations was supposed to be revised and closelycoordinated with TTC courses to ensure continuous personal and skilldevelopment of trainees. In quantitative terms, the objective of theproject was to train 1,500 apprentices.L5/

4.55 During the implementation of the project with assistance from IIOexperts, a number of relevant papers have been prepared including guidancefor apprenticeship training officers, a manual for apprenticeship training,apprenticeship training standards for five trades and apprenticeshiptraining courses for four trades. In addition, some amendments to theexisting Apprenticeship Ordinance and a wide range of recommendations forthe consideration of the Government have also been proposed.

4.56 The mission found that the quantitative objectives of the projectwere achieved: 1,660 apprentices were trained. However, on the whole theapprenticeship training in Bangladesh is moribund, and the number ofapprentices registered at BMET have precipitously decreased from 686 in1985 to 49 in 1986, and to 16 in 1987 (details are given in Annex IV.12).It seems that the value, extent and place of apprenticeship training withinthe informal system of vocational training are not fully appreciated by theNCSDT and its understaffed secretariat, and the mechanism for ensuring aclose working relations of TTCs with employers has not been fullydeveloped.

4.57 One of the main reasons is that the existing (since 1962)apprenticeship .ordinance is difficult to enforce, while a new ordinancedrafted by BMET in 1984 it has still not been approved by the Government.Among other things this draft ordinance proposes to extend apprenticeshiptraining from establishments employing 50 workers or more to those employ-ing 10 workers or more. The Ministry of Finance is holding the financialobligation of the Government, since the new ordinance proposes to paystipends to apprentices and employers in addition to other training costs.The creation of a special skill development fund by donor agencies mightfacilitate a solution to problem.

V. IDA 2EU BMN E;

5.01 The project generation took about one and a half year which can beconsidered normal. About 24 man-weeks, 25 percent of the total, were spenton missions related to the project generation and 69.5 man-weeks, 75percent, on supervision missions.

V ReV.sed "IDA Vocational Training Project," Dhaka, 10.11.1986 (page 7).

- 25 -

5.02 In view of the fact that it was the first project of this natureto be implemnted by the BMET through an inexperienced PIU, the monitoringcarried out by IDA during the first phase of the implementation to assistthe PIU was reasonably efficient in developing local capacity in thisrespect. The appraisal mission overestimated the Government's ability torecruit new instructors for TTCs from among skilled workers and foremen Afstate corporations. Perhaps closer attention should have been paid atappraisal to the appropriateness of some components which were not givenpriority by the Government, such as: salaries to additional staff of theNCSDT Secretariat and of the TTCs as well as for the in-plant trainingprogram.

5.03 The project was supervised by 17 missions. The intervals betweenmissions were 1.5 to 12.5 months, with an average of six months. Theaverage stay in the field was 14 days, however, nearly all missions werecarried out concurrently with appraisal and supervision of other projects,and accordingly in some cases only a limited supervision of the Credit wasundertaken (see Basic Data). An economist participated in eleven missions,technical educators in ten, architects in seven, and a facilitiesspecialist in one.

5.04 In order to assist in the preparation of an ex-post evaluationreport on the project, it would have been helpful to have providedguidelines to the PIU and BMET at a very early stage so that the worktoward such evaluation as well as the preparation of quarterly reports bythe PrU might have been planned and launched early. Because of the absenceof the guidelines the Government did not prepare an evaluation report onthe project, thus failing to comply with Section 3.04(c) of the CreditAgreement.

5.05 IDA shoved flexibility in agreeing to two amendments to the CreditAgreement and good judgement regarding the course duration at the projectTTCs.

VI. CONCLUSIONS

6.01 The three objectives pursued by the project were as follows: (a)to help increasing the capability of the Government to plan, manage andevaluate skill training; (b) to accelerate output from skill traininginstitutions to meet acute manpower shortages; and (c) to improve theproductivity of employed workers.

6.02 The project was successful in the implementation of physicalfacilities and in meeting the quantitative target in the training of firstline supervisors and apprentices. Although the closing date of the projecthas been delayed for two years, the final cost has not been an overrun indollar terms; indeed it is approximately 24 percent less than was estimatedat appraisal. The project has established a monitoring and evaluationsystem and a National Trade Standards and Tests system for TTCs and VTIs.

- 26 -

6.03 With regard to other project items, achievements are mixed. Nodoubt, the project has represented a major brekthrough In the system ofvocational tratining in Bangladesh. At the same time, contrary to theexpectations expressed in the appralsal report, the activities of theNational Council for Skill Development and Training (NCSDT) in policyformulation and management of vocational training are still inadequate andNCSDT has become another obstacle in the already cumbersowe decision makingprocess. Although the Monitoring and Evaluation system as well as TradeStandards Tests system have been established to put them in full operation,additional efforts in terms of finanee, computer, equipment, staff train-ing, widespread recognition among the public and employers, etc., arerequired.

6.04 Because of the low student enrollment, lack of qualifiedinstructors for some trades, and high dropout, the actual output from theproject TTCs is less than 40 percent of the target set up by the revisedproject document.

6.05 The mission found that the appraisal mission had overestimated theGovernment's ability to provide new instructional staff to TTCs from amongskilled workers and foremen of state industrial corporations. In fact,most of the new instructors were recruited from the polytechnic and TTCgraduates and lack maturity, adequate practical training, and relevant workexperience.

6.06 Although the new TTC's curricula has been modified considerably inthe direction proposed by Appraisal Mission, the replacement of the six-month modular courses envisaged at appraisal by two one-year self-contentcourses has raised afresh the trainees expectation to become "white collar*employees rather than productive workers.

6.07 While apparently demand for skilled and semi-skilled workers inBangladesh is substantial, in practice unemployment among the traineesqualifying from the project TTCs is also high. In many cases training inthe TTCs is not being conducted in accordance with the needs of the labormarket.

6.08 The target of the project for on-the-job upgrading 7,000productive workers has not been achieved due to the lack of finance frompublic sector corporations. Although, the quantitative objective of theproject to train 1,500 apprentices has been achieved, on the whole theapprenticeship training in Bangladesh is moribund, and the number ofapprentices registered at BMET has been decreasing sharply in recent years.

- 27 -

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- 29 -

Amex 11.02

-FI VTI. TRAINVN PROJECT (CRIT 10124 - PCR

Prjc Iuplmetffc (P1(established October, 1979)

PIU Staffing

Project Director (DG/BMET) 1

Project Manager (consultant) 1

Project Architect (consutant) 1

Project Coordinator (Director Training Department) 1Vocational Tralninj Officer 1

Procurement Officer 1

Account Officer 1

Accountant 1

Stenographers 2

CastIer 1

Clerk-cum-typist 2

Driver 1

Cash Sarker 1

Miseeaneous 1

Tota -16

source: PIU.

- 30 -

Annex 11.03

SANOLADESM - FIRS VOCAATIONAL TRAINING PROJECT (CREDIT 912490) - PCR

mSmT MilING at aiwatl, MMce-'Office Acc.isdtoin

Total Gross Area in Square Feet

Floor OfficeAppraisal Actual

Ground Floor - 6.000

Ist Floor Director General's Office.Cdditional fe rector Reneral 2.925 3.600

onference RormCatuttee RoomReception

2nd Floor Directorate of Training Operations 3,525 576PIU

3rd Floor Directorate of Training Standard 8,175and Planning S 776

CTA, Experts. NSDI 4,350

4th Floor Regional Divisions. 600Directorate of Employment - 5.76(main store)

Sth Floor Directorate of Finances and S57Administration

6th Floor Library, Reading Roam Bookstore,Record Roam, Seminar Hall, ComputerRoom, Canteen and Instructional _ 5,776

Resources

Zonal Directorate, Dacca -

Sub-Total 19,575 38,480Garage - I,'Om

Tota 40.h08

Source: Compiled by the mission.

BANOLADESH - PIRST VOCATIONAL TRAINIDN PROJECT (CRI?T 012410) - PCR

Somr Table of n_am ami klt Aea

(Om# ar in Iar feat)

(912.8D - Technical Training Centres)

lTCs AAcademic and A Workshops Hostel Staff quarters Miscellaneous TotalAdministrative Areas

Appr. Actual Sd1ff. Appr. Actual 581ff. Appr. Actual 581ff. Appr. Actual Sd1ff. Appr. Actual #dtff. Appr. Actuat Sd1ff.

Barisal 9.958 12.270 1/+23 21,812 16.920 -22 24,270 38,528 +58 39.941 28,490 -28 4.692 4,710 +04 100,673 100.918 +0.2

Boga 9,95B - - 20,860 22,456 47 24,270 33.906 +40 39,941 38.738 -3 4.692 6,410 +36 97.721 101,09 +4

Comilla 9.958 - - 22.360 10,560 -53 24.270 33.906 +40 41,957 31,706 -24 4,692 3.810 +19 103.237 79.972 -22

Khulna 15,500 - - 35,599 12,500 -65 27V679 33,906 +22 72,965 69,962 -4 1,152 5.810 +404 152,795 122,178 -20

tmensfngh 1SS00 14,672 / +5 20,860 10,550 -50 24.27O 33,906 +40 39,941 29,990 -25 4,692 4,310 +.4 105,263 93,428 -11

Total 60.874 26.942 -6S 121,491 72.995 -40 124.759 174.152 40 234.745 IS119B -15 19.9Z0 25.650 +25 561.509 4OB#_ -11

Ite y.j/ One floor added to the existing Acedemic Building.

Source: Compiled by the mission.

p

MNOLDESH - FDrS nOC L ThAINN PRJECT (CREDIT X24110 - P

Swumauy at Tea Asutam - man/months (M

Specialist Services Fe Ilowhips

Specialisation Appraisal Revised ActualY Appraisal Revised Actual1 1

in 1986 in 1980

1. Planning, Organization and Management 36 47.5 54 242. Job Analysls, Programme and Curricula 24 12 12 243. Standards and Trade Testing 36 38 38 24

4. Consultants 186 38Procurement 12 9,5 9,5 -Evaluation 12 11.75 11.75 12Project Review - - 24 -

5. Instructor and Supervisor TrainIng 36 24 - 486. TLde Eperts

Thuitallation and Commisoning ofEquipment. Still uWrading ofinstructors)

Genral MechanicsMachine ShopWelding and SheetmetalAuto MechAnicsElectrical 144 90 90 120 836 903Air Conditioning/Industrial EngIneeringPlumbing and Pipe-fittingCarpentryMasonry

7. Inplant Training and Apprenticeship 96 90 90 336 536_~~~ - - - F4.

Total 396 322.75 329625 588 1,588 941

Notes / 31 December 1987.

Source: Compiled by the mission.

BANGADESH - FIT VOCATIOAL TRAII PROCT (CUIT 01240) - PCi

awa_et veua eCOnan iniled and A lii PNO i Cot

(including contngencies In 000's Tka)

AM. o. AM. . M. an 32.8 ,68 w1 W8 3p6 L asm. an am. 1 L m. An6. 66868t hAm. . Aminbt. 82*16 3A1 no 4600 96M $.M WISS M u SIS on . . .6 , . _ _

UP. Ut. P. .U. . . . . 1.U. 1. LS. M. .mm . U. . P. Uw. U. U. U. U. UP. Ut.

am ~ .8 *6 . e n. s. .m e . m ... - emUt . - .- - - n.m

M h 488 16 - - - * S. O Lou 64 4 38 M .* * * * * . . .* . . . .* . "I t.168s 1AM 1 I : 4."* InM . * - -

328 6~~~~461 lM 341.86.8 66 88684166 86 8.6 88 68468.32 63 6 1.3 Ut W ".n *4 . * . . . . . . . .,ntod 14 do 6AM "Am AS. 1 . 16 . . . . -. .. . . . . . . . .

3 .6 t 1.3 2.84 * * . . * 1.461 *._ - . * - - - - - - a_-

8 1I A e . = 1AM - 1n 16 6M1 -. . . . ..* 26 em 6t *6 * - * 1.11 .1 1 - W . . . .. .-. .-. . .* 816w U,7o to SAN * . . . . .",. .. ...

_ .W #.M nin 6 8. 6 1A 4 8. - - - - - - - - -1 66 -

ISap 3 6 261 U kAM'88.6W - U * t.em g.mi sem; L4M6 134 . -; -,;

8 2.3 *t 6 n.8 1.461, ," - - 1* -A 1. . 1 . . . . . . . .

a~~86W 21 3* 1646 3.6 n861 8.31 LA 8.6 866 a.3 8 - - - - - - - - - n.mt 681

8 1AN aU 68 m.m6 . . . 1 . . . .16 . . . . . . . . ._8 X 6.181J 8.13 3416 S1A * lAM 6AM aW * - * - - - - - * - - ^ - -"*~~~~~~~6 Lw 4" 96.480,at t_34:

| L~~~~~~~~~~~~~~~~~~~~US , XIMt _bS^

_ 161 8.488 6 3.611 - - * m, - 6.1 8W - -. - - . -. . . . . s32*1 81461 2.23 886.461 18.611 116*1 116.13 3AM|| 8 1 16.8381481 11AM 11.63 - - - - ¢ - - - - 811.6W 1 8 - 8

u' ' " lt wn MI$ oSn," S" ,"s n 4 Wm WM&Mm g" gl W w W=ar W% WCMSV U

I.

. o

*~~~~~~~~~~~~~~~~~~~~~~~~~"1 4"91 MI -- * --- Mt's tnWIN at'* NO% Ut't ow "#Is

| 01

g Zt' "'U W "9 Mw M's Twot gm'" mw"

-am - -MI tw Ut ei - B't -W, ow M - - - - - _" * n #9W'" ;K. -4". - 6.tS U't n tn't . . . . . . . . . . . "ft6%5 =

I0~~~~~~~~~~~htS , ""," - * -w - - , " Zt' l ~~~~~~~~~~~~~4 PWIS 5 ' M wi's -S $" PU

- m's n I ar -a r ea * -w mi -er w -sl -il £1 -mI -s, -. -a ms sI Ute -eu -l -w -u --

- - - SW, - - - . . - . Cu'0 - - - - . - . .

- 4 * * _ - * *J * * - * *tel * V *_ ' e ' s. e_we i'te em seg

- - , . - * * * * * - * inc as me m~ .u'ee wel m'ee -ss'u Geaw

ml * aa sw_ aft ws mw _t - * - S * ft 'am

on:, St.. w m: on K

S000 UT sopUOb upU epvwa " s W ml p I au

* * . - g-1 i - - - l -L S - -

- - AMOX UL02

BAGLDESH - FIRS VOCAONL T OJECT (CREDIT 9124M)B - PCR

EstlUstel and Acs Prect Cost 6i Catu

Taka million USS million

Appraisal Actual 0ifferon Appraisal.1 ActualY ZOiffereno O~~~~ifference

ConstruettomLand Acquisition and Site 21.89 6.49 -61 1.46 0.37 -75

Development21884961 14 . 7Buildings 87.55 257.5 +194 5.84 11.20 +92Professional Services 8.76 12.95 +48 0.58 0.56 +3

Sub-Total (including duties 118.20 278.98 +136 7.88 12.13 +54and taxes)

Fumtu mi EipslptFurniture 8.21 17.33 +111 0.55 0.76 +38Equipment 36.95 111.65 +202 2.46 4.85 +97

Sub-Total (including duties 45.16 128.98 +185 3.01 5.61 +86aVd taxes)

Tecimiml AssistoceFellowships 8.82 14.40 +63 0.59 0.63 +7Experts 36.69 63.77 +74 45 2.77 +13Staff Training 2.96 - - 0.20 - -Studies - 1.00 - - 0.04 -

Sub-Total 48.47 79.17 +63 3.24 3.44 +6

ftou"tiq costsSalaries 49.94 42.15 -15 -3.33 1.83 -45Consuable Training Nhterials 89.77 40.43 -55 5.98 1.76 -70

Sub-Total (including duties 139.71 82.58 -41 9.31 3.59 -61and tame)

Total Base Costs 351.54 569.72 462 23.44 24.77 +5.6

Physical and Pr1ces 134.22 - - 8.94 - -Total Project Cost U 56972 +17 32.38 24.77Taxes and Duties 24.75 80.24 +224 1.65 3.49 +111

Total Prjet cost4. 30.73 .B -31

Notes: y Exchange rate at appraisal: 1US$ * 15 Takes.y Average exchange rate betyen 1979 end 1987: 1US$ * 23 Takes.

Source"x Compiled by the mission.

BANOLAOE - FIRT VOCATONAL TRAnDIS MROJECT tCEIT U12- - PCR

Comdpau kat B Estimated and Aetml Unit Ame and Unit Cats

(including contingencles)

~~~ ~capacityl/ Area per Cadt per Cost pekWTtutions No. of Student ar A Student Place Construction Square feet Student Place11rcs Places (Sft) (Sft) (tks: 000) (Tks: 000) (Tkss 000)

- -- _- - - - - - ----

Mymensingh 112 112 105,263 93,428 -11 940 834 -11 23,043 44,500 +93 219 476 +117 205 397* +94

Khulna 272 272 152,795 122.178 -20 561 449 -20 26,718 54,267 -105 175 444 +154 98 199 +103

Barisal 112 112 100,673 100,918 +0.2 899 901 +02 21,973 i5,872 +109 218 454 +108 196 409 +108

Bogre 112 112 97,721 101,509 +4 872 906 +04 22,164 41,211 +86 227 406 +79 198 368 +86

Conilla 128 128 103,237 79,972 -22 806 625 -22 22,939 41,137 +79 222 514 +131 179 321 +79

Source: Compiled by the mission.

Notes .I/ Additional capacity based on IDA proct 912 OD.

2

IANOLADESH - fR VOCATIONAL AINVIo JECT (CIT 9124D) - PCR

Pimudand Act dl Scedulo t

25.00

oringcloing date

20

0~~~~~~~~~~~~~~~~~~~~~1.9

10~~~~~~~~~~~~~~~~~89

85

0

Pt 1980 1981 I 982 1083 1084 1 s85 1988 1987 Igoe89M8"r t 2 1i2 1 2 12 1 2 t 21 2 1 2 1 r

3018 3018 3018 30/8 3018 3018 30/6 3016 31112pso el 82 83 84 as so 87 87

BOtiret Compiled by the misdatu

s Apptabal.

: Actu&L

BANGLADESH FIRS VOATOAL IRAINI PROJCT (CatEDT 01240)-PC

O _amlutlm of the Matonel Trainin_ait.. (1988)

mational C.ouiflor 13 Ofher81dll DewlVmeltunt ot 1yfFnane ministries

and Tng wd r

-Legslstion I L________ - Natinal Trining ------------------------------------------

Policy Permulation- National Manpower Plan- Implementation of Policies -------- _,_______-----.

* and Plant- National Standards

ubdofty at uhdw~~~~~Minsty ofMnsttojd Muipower (a) . uain t

8exetarlat .8Secretariat Secretariat

W of Mpower, Empluit Directorate of State C a- Training Tehncal Tanin

Office of the Director General Educatlon Manages

OU Dfectltes Secr8 trat at tU atdnalCoumil for mill

Employment Deelopent andEmigration TAdmin itration

Directorate of Directorate ofTraining Traning StandardOperations and Planning

Line AuthorityImplementation Respondbility for Training.

a) Before 1983 It was Ministry of Socal Welfare and Women Affairs.

- 39 -Annex IV.02

ENLESH - FIRST VOCATINL TAII OJECT LCREDT 9t2-DS - Pes

Actual In October 198

Proposed atAppraisal Sanedtoned Filled Vacat

Past Post Pat

1. Dmaetor Generalis Office Director General's Office

Direco Geel 1I Direct enel I I Ansdat Director General-/ I Additional Director General 1 - 1

2. DtrZecte of Trabdmr or to Tsim

a) leadauartat a) Headowrter

Direct 1 Director 1 1 -

Dep Directo 4 Deputy Director 2 2 -

Staff Development SpedlallstY 2 Asdstant Director 4 2 2

b dol blb) )RelDlvidslnr_ mitteffo, IDwee Citii

Khulns, RaldthlJ Khuina _7 RNOW F.

Regional Directo 4 Regonl Direct. - - -

Depuy Drectors 8 Deputy Diectors 6 S -

Assistant Drectao 16 Asstant Dirctors - - -Tecical Offcms 26 TenIcal Officers 20 17 8

3. Diectorte of V_aWu StAndaxds'

Director 1 Director 1 1 -Deputy Dct 1 Deputy DIrector 2 2 -

Job Anallst Andstt Directors 2 1 1Curiculum SpeIloist 26Testi and Certification Officers

4. Directorate of PlambW3.

Diretr 1Deputy Drer. Mafpwer pediaIt 1Trining Plame 2Opertis Pgrammer 2StaLtiWcdn - 1

5. Prefct Imoletle hal 4 '

PMI*ft Manar (S sultat) 1Project Coerdna 1Arlitact (emwoltaht) 1Proument ofer 1Acotmtant 1

Totl 104 40 33 T

lh pout of hIstant Drectr Gen ha bo eencerted tnto AddiUonal Dirct Genal.he pot of Sta Development Specialst he been convrted into Assant Director.

ese -two directates have ben mgd nto Dectorate of Training Stndr and PlXani.

w The PM has been abolished after lmplementtIon of the project.

Sourcem sUtr.

BANGlAH - FWr CnAONAL TrMS PRWECT taCiT 012-S - PCR

ade St and Te StabW of lPrepuar bY N 1988(Grades MI and ID

Trade Standards Trade Tests

Trade Area itng Reviewng Approved 8tag Validating Approved

1 2 3 4 S 6

A. ConstructionCarpenter X XMasonry X X

B. DrattggCivil Drafting X XMechanical Drafting X X

C. Electri!MQlnlectronlcG Ira Electrical t XRadio/Television X XRefrigeration and A -

cditioning X XD. Mechanical Trades

Auto-Mechanics 1 XFarm Macdinery,, X XGeneral MechmnicsWJ X XMachinist X XTurner X XWelder X XPlumbing X X

Total 14 4 10

1. Drafting and clearing by experts.2. Circulation and review by NCSDT, Planning and Development Committee.3. Approved by NCSDT Council. 34. Drafting by trade experts.S. Try-out with TTC trainees and workers. 56. Approved by Trade Advisory Committee of the Bangladesh technical Education Board (BTES). 8

Source: BMET and BTED.

Notes 1/ The fam machinery and General Mechaics trade tests have been Incorporated into one general mechanics test.

- 41 -

Amex IV.04

SNA R VOCATWEL TRAININ PRJC LOW 9*2- - PO

8tudent Place of Ubw d l1stIa TC

(one dhfl

Workshops Classrooms TotalTTC

No. Capacity No. Capacity No. Capacity

Khulna 11 272 9 180 20 452lopa 7 112 8 160 1S 272

Mymensngh 7 112 8 160 15 272Barlsal 7. 112 8 160 15 272Comilla 8 128 9 180 17 308

Sub-total 40 736 42 840 82 1,576

a /~~~2EXJSIN ?rcsIP

Mlrpur 12 438 14 300 25 738Bangladesh-German 12 454 9 200 20 654Chdttagong 12 436 9 225 20 661RaJshai 10 268 10 200 18 468

Sub-total 46 1,596 42 925 83 2,521

TbOal CqpacIty 86 2,332 84 1,7 4,09M

Notes: 1/ Established by the project.

/ Supported by the project.

Source: Provided by BMET and compiled by the mision.

- 42 -

Annex IV.05rB w- VaTIONL nMO tsMT tc0. $14-) - PCR

sagatorcwrn*wa sagaieWewso, iKula.w

kpe m' gse eiMbteraree Ied1 Cuuiue

TI _e TInge a td gross I 6iibtt U1 $Fe* is atd i.e. &6 Its Gret IS b de III GrtU t It1^} {b) ~~( ) b ( z )t)(* 8 (b) (a) (b) & b

anb~~~~~~~~~~au fam -Graftias (tdvil) -14 10 14 34(dvtS) 2-1 -11-onaftieg I fol) 104 e1. 3.0 t-4 Ihrt" Inamil) 94 04 1-0

Lieculcl 31-11 0-2 s1 34 21461rk(4) 4&3 *41 340 1-4Aum"mmi/Awto- 74 U-1 6-2 Al dtw *14 * 3 114 14

MORM st 1-3 -1 * 2-1 c-pmr 24 U1 1-1 2-1Cemrntry - 1~~~~~~~~-1 Tuv 1449 441

Tutu., 5-2 1-0 3-1 bgtelevft" 35.13 3-1I 141btdta/TelvisC 94 6 4 ftlpvette WA Air 2A4- 44 e4Midlag Centrei smiWtle404g

(P A P. ) .mueug - * 14C .X

TOUT 13- 14 33-1 13 utal 2U340 1u-7 U- 13t4Pes ml. (S) ojw 0.4e g.M 0.j0 ha be. (s) O."?7 .74 664 0.1e39

flectrical n-1 14 14-3 Oreti (dvii) 25-2 1H4 * 3* - -~~~~~~t- 1 e -4 U-7 ftmt _scaol) tSe 19So 3-214 14 Uti l 3e 264 H0 14

-=en V.lfi" 14 13 6-1 A tm ve 35-3 2--2 csve. 6.1 04 1-1 mrn"l Room""s 2W$ 41-3 --fliduq Contctsm 13-13 11-1 2-2 V.141g 22-1U5 8-1 2-t

(-$MY* 1mu l lt 10 144 -P3amg sol Pi. lTw 24-4 17-1 24

fittiag ftSdwfIWAtelEus.Tel.) - - - ~~- V.rgmetie i atr-

Tout 79315 WIG 36-14 aitfoulag - ' 'Ps late (s) 0.507 0.71 0.61 V1141 n tert"io 14-11 12-1

wonRE fle.img 4m Pipe- 20-2 10-4--_ Xcuto LlXt t 3-0 tittles.fl.tv1l U34 14-2 34 nn1q0

Auar 2feAuo 19-0 tO- 1s- Tti 23-4 21e-37 11-2 7-1.l-I_tl rAcholes 3U* 6-4 1e0 ftP bta (U) 0.6U 0.l6 0.519 0.816

C*speAtr 22-1t 124 3-3blidiag Ceadti 1-4 4-3 ore" (l) 10 104 1-1 2w1OPitiag a- d Pipe- - -{t , ,ref (M,et,icl) - 94 3-1

f1ttmg _ _a tr) 30-16 114 13 3-2TOte) 69.4 1-10 24 1'-I -- 1- SPm latu (1) 0.535 0.6 e.m - General le3 104 3-1

Usidiag 7-2 3-1*SALt mlebielt 6-1 - 2-1

iectricl 112 6-3 44 3-3 Cp" ' _tlive s - 1-4 WI 2-1 toe 9.4t 8-4 1-4

GWers) VctalCa W-I 11 34-0 4-3 bte/Telsl 261' 1t2- 3-1 14CuUP"", 2-1 3. Vft9SSta.o ad Air- 306116 1-3 4-1 S-1blidlag Constructio 24"mitaw"

(Me ) i be . dldag O ebtien_ela - Pipe ,suw , , , -t f |

tithg _itt_ _ -. . .- _

TSUI 41-9 4 9.1 74 TOal 13t U14- 4- t-SP( otte .() 000 * 0M 0.669 0.36 Pm" lte (U) 4.443 0Ut 0.11 0.320

flctrlcal t-1 WI 9-0 3.0 Mtiig (ctvIl) W4u-t w1 - 1-4A_seti l. 13- U- I4 1 et OZti) 114 2-1

_cma - lOtrial 43-16 n4 9-2 1-4suite lb~e" 14 6.1 3-0 14 Iduit, t7-U 194 60 *-1cirtiesler4 UsarnibeUsics 24 4-1 14 -1 Ifbio/tlevidm 144 6-1 4-3 - Ve.d4m 34-23 7-1 3-2 14

(muato - - 1-1 2-1 N list 14-7 7-3 2-2 2-2(snowy) tWpm *4 -0 1-1-

Pllmgo aid Pip- - Tawne 14-12 3-0 14 -fise tlag bedi tr atouctirn

-- - - (mm{ 41 Total ' ' 1 40-4 2-4 0-1Pew lxa (U) 0.00 0.1e00 0.6 0.1 Tel.) 2-110 06-23 21-7 2-1s5

Pm" lat (1) CAN1 0.739 0.76 0.319

(.3 fer )pearime.(0) Ie failing.

- 43 -

Annex IV.06

ADEUG - P VOCI"MIL MyN Pop= (ZT n 92-) -

Sumal at the b_iutia Attachment Proamme for the Yar 1988

Enrol- No. of Industries where PlacementiTC ment Taining Arrangements of Trainees

met 8are made (Number)1 2 3 4

1. Khulna 297 1. Government/Autonomous -20 153

2. Private -39 107

2. Bogra 126 1. Government/Autonomous -4 862. Private -4 39

3. Mymensingh 171 1. Government/Autonomous -5 812. private -9 91

4. Barisal 122 1. Government/Autonomous -4 862. Private -1 04

5. Comilla 137 1. Government/Autonomous -8 822. private -11 33

6. Mlrpur 412 1. Govermment/Autonomous -8 822. private -47 181

7. Bangla-German 498 1. Government/Autonomous -25 1982. private -40 177

8. Chittagong 206 1. Government/Autonomous -9 1222. private -28 83

9. Rapisah 483 1. Government/Autonomous -11 2472. private -74 252

Total 2,487 351 2,1341

Note: 1/ The difference between enrolment and placement of traineesis mainly because of dropouts.

Source: BMET.

NOLUH - fIRST VWCPTIGL IRADWIS PROJECT (CREDtT 01240D - PCR

COcit. EslMt ad VWe Fact fro 31986 to 18

Regular Cours (first shift) Special Coures (second shift)

1986 1987 1988 1986 1987 19681TCs onse

Shift Enrol- Use Enrol- Use Enrol- Use Enrol- Use Enrol- Use Enrol- U"capcity mant Factor met Factor ment Factor meat Factor Ment Factor ment Factor

______ S S _ - -_ s , S

Ihuln 452 143 31.6 241 53.9 297 65.7 52 11.5 44 9.7 47 10.3ow 272 148 54.4 198 72.7 196 72.0 - - - - 1S 5.5I4unsingh 272 137 S0.3 186 68.3 171 62.8 - - 40 14.7 40 14.7Srisal 272 109 40.0 1S0 5S.1 122 44.8 ^ - - - 20 7.3Comilla 308 122 39.6 124 40.2 137 44.4 93 30.1 21 6.8 - -

Sub-Total 1,576 659 41.8 899 57.0 923 58.5 145 9.2 105 6.6 122 7.7

EJISID16 T7s

Nirpur 738 627 84.9 503 68.1 412 55.8 449 60.8 300 40.6 149 20.1Uangla-Gevn 654 624 9S.4 716 109.4 498 76.1 512 78.2 289 44.1 211 32.2Chittagoag 661 339 51.2 321 66.1 171 25.8 290 43.8 103 15.5 192 21.4RAsbAhi 468 335 71.5 423 90.3 483 103.2 110 23.5 51 10.8 S0 10.6

Sub-Total 2.521 1,925 76.3 1,963 77.8 1,564 62.0 1,361 53.9 743 29.4 552 21.8

TotW 4,07 2.54 63.0 202 69.8 2.417 60.7 1.S06 3257 m 30.6 374 864

-- MM. Provided by ET and compiled by the mission.

- 45 -

*ne IV.08

5 ~~ 1 i''liiYl§S

a~~~ i XiUEI' E S 1V9 |f;1j 3t j

I~ 1 I 3jS§i 3W i Z3 B1 $i

I~~~ ~I . !SS 0gtS {

a gltl LI I3I1 1

.i . 1 12t1 Mltj I 1 i3!j 1 '"I 5 i 1

! l X ! RI * 1~1 9 H I1

| ! . } tXl ^!3933j5|1§i

E j . } Z~~51 8'$1 It21

'~~f s . ilih I dt?iIi ,lR1 .I

BANOLAOE - FIR VOCATIONAL TRAINZWO PROJECT (CRUET 912-U0 - PCR

St P-osto am SumtlStaff Rat o LO0tobw IM)

Chief Senior Total Total Total Student Studet Studnt StudentInstructor Instructor Instructor Teaching Non-Teaching Staff Enrolment Teacher Non-Teacber StaffTTC Staff Staff Filled-up (two shifts) Ratio Ratio batio

S F S F S F s F Filled-up

- Tics

Kn lna 4 4 14 13 14 14 32 31 36 67 344 1:11 1:10 1:5B0gra 4 1 11 7 11 1 26 19 36 55 211 1:11 1:6 1;4e nsingh 4 - 11 6 11 11 26 17 41 So 211 1:12 1:5 1:4

kr1al 4 1 8 S 8 8 20 14 26 40 142 1:10 1:S 1:3Cmilla 4 3 14 8 14 13 32 24 38 62 13t 1:6 1:4 1:2

Sub-Total 20 9 568 39 S8 7 136 105 177 282 1,045 1:10 1:6 1:4

EXI15Ui lTTs

Nirpur 7 6 28 21 82 36 117 63 46 109 561 1:9 1:12 1:5_gladesh-Gmn an 6 27 16 57 33 922 5 36 91 709 1:13 1:20 1:8CM ttagong 6 3 27 19 61 32 61 54 45 99 313 1:6 1:10 1:3bjshahi 5 1 16 12 21 21 42 34 44 76 533 1:16 1:12 1:7

Total 46 25 153 lO7 2g0 179 460 311 30 69 3.161 1:10 1:9 1:5Total (S) (SU63) (06.9) (65.5) (66L4)

Notes: S * Saction PostF i Filled-up Pott.

S0 e: Provided by SWT and compiled by the mission.

- 47

Annax IV.1O

BANLOADESH - FIST VOCTIOAL TRADII PROJECT (CRIT 912-SO) - PCR

Training Programme Place of Output Duration Year

1. Pre-Service Skill TTCs-MlrpurUpgrading Courses B.-Geuman

Chittagong 10 6 mnths 1981-86Raishahi

2. Refresldng Courses -Teaching and Comm- - do - 132 2 months 1981-83ndication Skills

3. Refreshing Courses -Teacidng and Comm- - do - 49 3 weeks 1985mnication Skdlls

4. In-Service SkIll ICTVTR 30 1 month 1985Upgrading Courses

5. In-Service Sldll BITAC 26 4 weeks 1986Upgrading Courses

6. Pre-Service Skdll VTTI-Bogfa 15 6 months 1987Upgrading Courses

Tota 422

Source: BMET.

- 48 - Anex IV.11

SPIlay VOCATIS IN iS T LCMj 1- - PCLw

Ye M &01steory dNl q b tw _yUM ("P an TlZ

Al. Name of the Corporation Years of Trainingand No. of the Enterprisesunder the Corporations 1981 1982 1983 1984 1985 1986 1987 Total

Bangladesh Sugar and Food Industries Corporation1. Dhaka Vegetable Oil Ind. 15 32 - - - - - 472. Can Maldng and Tin Print. - 52 - - - - - 523. Rangpur Sugar Mills Ltd - 20 - - 20 - - 404. Mubarakgonj Sugar Mills - 20 - - 20 - - 405. Joypurhat Sugar Mills - - 20 29 40 - - 896. Care W and Co. - - 20 19 - - - 397. Kaliachapra Sugar Mills - - 20 - 20 - - 408. Renwick Jessore and Co. - - 20 - - - - 209. Panchagor Sugar Mills - - 20 - - - 20 4010. Zeal Bangla Sugar Mills - - 20 22 - - - 4211. Rajshahi Sugar Mills - - 25 - 20 21 - 6612. North Bengal Sugar Mills - - 22 - 20 20 - 6213. Thakurgoan Sugar Mills - - - - 20 - 20 4014. Kushtia Sugar Mills - - - - 20 - - 2015. Faridpur Sugar Mills - - - - 20 - - 2016. Shampur Sugar Mills - - - - 20 - 20 40

Sub-Total 15 124 16? 70 220 41 60 697

Bangladesh Chemical Industries Corporations1. Karnaphuli Paper and 62 154 117 27 - - 80 440

Rayon Complex2. Urea Fertilizer Factory 60 28 19 20 - - - 117

Ltd3. Triple Super Phosphate - 40 120 41 20 - 60 2814. Ch5ttagong Chemical - - - - 120 - - 120

ComplexS. Pulp and Paper Mills - - - - - 20 40 60

Ltd-SylbetSub-Total 122 212 256 88 140 20 180 1,018

Bangladesh Steel and Enaineering CorPoration

1. Machine Tools Factory 34 - 65 - - - - 992. Chittagong Steel Mills - 68 45 - - - - 113

Ltd3. GEM Plant - 20 22 20 25 - - 8?

Sub-Total 34 88 132 20 25 - - 299

Bangladesh Jute Mills Corporation

1. Jessore Jute Mills Ltd - - - - 20 - - 202. Chittagong Jute Mills Ltd - - - - -20 - 23 433. Adamjee Jute Mills Ltd - - - - 20 - - 204. BJMC (Regional Training _ - - - - - 23 23

Centre

Sub-Total - - - - 60 - 46 106

Total 171 424 555 178 445 61 286 2,120

PMP - Production and Maintenance Productivity.TWI - Trainng within Industry.Source: BMET.

- 49 -

Amnex IV.12

UANGWDEW - FM VOCATIONAL- I PROJIECT (REDIT 012W-3 - PCRM

Apprstice.s)P Traiing ProErMU Statistics

Year Graduates

1980 368

1981 257

1982 64

1983 35

1984 185

1985 686

1986 49

1987 16

Total 1,660

Source: BMET.