Z /V 3: Yo / - X7Docwunt of

The World Bank

FOR OmCAL USE ONLY

Rqort No. 9501-MAS

STAFF APPRAISAL REPORT

MAURITIUS

INDUSTRIAL AND VOCATIONAL TRAINING PROJECT

AUGdST 19, 1991

Population and Human Resources DivisionEastern Africa Department

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

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MAUR I US: INDUSTRIAL AND VOCATIONAL TRAINING PROJECT

Currency EquivalentsCurrency Unit = Mauritian Rupee, (Mau Re)US$ 1.0 Mau Rs 15.00

MeasuresMetric System

Government Fiscal YearJuly 1 - June 30

Abbreviations and Acronyms

CAD Computer Assisted DesignCAM Computer Assisted ManagementCEB Central Electricity BoardDWC Development Works CommitteeEC European CommunityEPZ Export Processing ZoneHRDP Human Resource Development ProgramEBRD International Bank for Reconstruction and

DevelopmentITS Industrial Training StrategyITf C Industrial Trade Training CenterIVTB Industrial and Vocational Training BoardIVTC Industrial and Vocational Training CouncilMEDIA Mauritius Export Development and Investment

AuthorityMEPD Ministry of Economic Planning and DevelopmentMEPZA Mauritius Export Processing ZoneMOE Ministry of Education, Arts and CultureMOF Ministry of FinanceSOE Statements of ExpenditureTAC Training Advisory CommitteeUNDP United Nations Development 'ogram

This report is based on the findings of a World Bank appraisal mission which visitedMauritius in June, 1990, comprising Messrs/Mines. John Evans (Senior ManagementSpecialist and Mission Leader), Richard Durstine (Senior Educator), Christine Allison(Economist), and Donna McDonald (Administrative Assistant). Mr. Jean-Francois Santarelli,(Procurement Adviser), the International Labor Organization, participated in the mission.Mr. John Evans carried out a post-appraisal mission in February/ March, 1991. Mr. PatWalker (Implementation Specialist), provided inputs on procurement and disbursements andMr. John Middleton reviewed the project design and acted as Lead Adviser. Mmes. YordiSeium, Victoria Joseph, Lydia Tabi and Teresa MUlne provided secretarial support in thepreparation of the reports. Mr. Dennis Mahar and Mr. Callisto Madavo are the managingDivision Chief and the Departnent Director, respectively, for the operation.

FOR OFFICIAL USE ONLY

MAURITIUS: INDUSTRIAL AND VOCATIONAL TRAINING PROiE,

STAFF APPAISAL REPOR

TABLE OF C:ON rNTS

LOAN AND PROlECT SUMMARY

I. INTRODUCTION AND BACKGROUNDA. The Macroeconomic Context ...... ......... 1B. Labor Forze and Emplovment ...... ........ 3

nI. INDUSTRIAL AND VOCATIONAL TRAININGA. Education and Training in Mauritius ..... ..... 5B The Government's Strategy ................ 7C. The Industrial and Vocational

Training Council .8D. The Industrial and Vocational

Training Board .9E. The World Bank's Role .11

ii. THE PROPOSED PROJECTA. Project Objectives and Description ......... .. 12B. Institutional Development of IVTB .... ...... 13C. Detailed Description of the

Project Components ..... ......... 13

IV. PROJECT COSTS AND FINANCINGA. Project Costs ........... ............. 17B. Project Financing ........ ............. 19C. Pr..curement ........... ............. 21D. Disbursements ... . . 23E. Accounts, Audit and Reports ....... .......... 24

V. PROJECT IMPLEMENTATIONA. Staus of Preparation ................... 25B. Project Management ................... 25C. Environmental Impact .................. 25D. Women in Development ................. 26

VI. PROJECT BENEFITS AND RISKSA. Benefits and Justification ................. 26

VI. AGREEMENTS TO BE REACHED AND RECOMMENDATION 27

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

IALM

1. Projact Costs by Expenditure Category andby Component ........................... 18

2. Proposed Project Financing Plan ...................... 193. Sununary of Proposed Procurement Arrangements .... ....... 214. Disbursement Categories and Percentages ..... ........... 23

ANNEXE

1. Basic Data ..... ..29Table 1. Selected Economic Indicators .30Table 2. Contribution of Major Sectors

by Output, Investment andEmployment .31

Table 3. Population, Labor Force andEmployment .32

Table 4. Total Employment by MajorIndustrial Sectors .33

Table 5. Structural Changes in theEconomy .34

Table 6. Number of Establishments andEmployment in the EPZ Sector .35

Table 7. Estimated Labor Force for 1988and 1990 and Projections for1993 and 1995 .36

Table 8. Estimated Activity Rates for 1988 and1990 and Projections for 1993and 1995 .37

2. Mauritius: Outline of the Education andTraining System ...... ........... 38

3. The Human Resource Development Program .............. 394. Structure and Organization of IVTB .................... 445. Staffng of IVTB ........................... 456. Outline of a Business Plan for IV1B ........ ........... 467. Consultant's Terms of Reference to Prepare for

the IVTB Business Plan prior to BoardPresentation .48

8. Consultants' Terms of Reference underTA Component ..... 49

9. Indicative Equipment List for the Resource Center. 5310. Estimated Schedule of Disbursements ....... ............ 5511. Project Implementation Plan .......... .............. 5612. IBRD Supervision Plan . .......................... 6113. Documents in the Project Files ......... .............. 63

MAP IBRD No. 22967: Mauritius

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MAURrITUS: =NU=ARZL ADVOCTLN MIG PIRIECT

Loan and Project SuMMar

Government of Mauritius

Bejefi y Industrial and Vocational Training Board

Loan Amut US$ 5.40 million

ITr Standard with 17-year maturity and a grace period of 4 years

Prdect 12escr4tipk The project will support the development of the Industrial andVocatiohal Training Board as the lead agency in organization,management and provision of industrial and vocationaltraining in Mauritius. It will in particular provide (i) technicalassistance and training to IVTB to develop training strategies,identify training needs, plan and implement training programs;(ii) finance a training Resource Center; (iii) provide technicalssistance and equipment for specific cross-sectoral tining

programs; and (iv) finance the establishment of a jobclassification system.

Benefits The project will assist the Government to strengthen thepresent relatively narrow manufacturing industry base andopen up opportunities for new industries taking advantage ofMauritius' favourable investment climate and circumstances.It will provide IVTB with resources to take a lead role in thatprocess.

Risks IVTB is a new and untested organization with a wide range ofresponsibilities. It requires, for its success, closecollaboration between the public and private sectors. In viewof the time taken to reach the present arrangements,preparation has been based on consensus between all partiesand the project has gained the support. of the private sector.A second risk relates to the overall development of theMdritian economy which is likely to be more diversified andits growth less predictable than in the 1980s. IT has torespond to the challenges and provide a flexible and rapidresponse to the complex and changing technical demands fortraining. The proposed organizational procedures and staffdevelopment programs are designed to respond to thosedemands.

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Summar of Prolet Costs and Financing Pla(US$ million)

Foreignas % of

Estimated Costs Local Foreign Total Total

(i) Technical assistanceand Training for IVTB: 0.05 0.66 0.71 93

(ii) Resource Center: 0.78 0.68 1.46 47

(iii) Selected Cross SectoralTraining Programs IL 1.17 2.86 4.03 71

(iv) Job Classification a 0.35 0.35 100

Total Base Cost 2.00 4.55 6.55 69

Contingencies(i) Physical 0.15 0.30 0.45 67(ii) Price 0.20 0.80 0.70 71

Total Prjece Costs 2.35 5.. 7.70 69

l/covering supervisory development, quality assurance, maintenance and business studies'training.

Financing Plan

Local Foreign Taxes Total

(USS millions)

GovemmentllVIB 2.01 0.29 0 2.30

IBRD 0.34 5.06 0 5.40

Total 2.35 5.35 0 7.70

Estimated Credit Disbursements by HIRD Fiscal Year (USS million):

EIY E EX93 EY9 EX26 EM Y9 FY98

Annual 0.08 0.86 1.58 1.08 0.75 0.67 0.38

Cumulative 0.08 0.94 2.52 3.60 4.35 5.02 5.40

Economic Rate of Retun: Not applicable.

M: IBRD No.22967; Mauritius.

M=DUrRIAiLAND VClOQTENN

1. WINOL 1&ON3 MM DACLKGRCJ%

A. IJILMA

1.01 Mauritius has achieved remarkable success in its economic performance over thelast decade. Economic growth has been in excess of 5 percent per annum, since 1985 thebalance-of-payments has been in surplus, the budget deficit has been declining ard in 1988stood at 2.9 percent of GDP, and the debt service ratio is a modest 13 percent (see Annex 1,Table 1). Much of this success arises from the strategy of developing a labor intensiveexport-oriented manufactring sect;jr based on the Export Processing Zone (EPZ). TheGovernment established sound policies of stabilization and structural adjustment in the late1970s and early 1980s and created an environment in which entrepreneurs in the privatesector could take advantage of the up-turn in world trade and benefit from favorable terms oftrade coupled with a strong demand for Mauritian goods. The country has also benefited froma number of preferential trade arrangements, particularly with the European Community (EC)and the United States, and a plentiful supply of cheap labor.

1.02 The Bank's most recent economic report 1/ on Mauritius has drawn attention,however, to the fact that the very same factors that have been the source of success couldbecome potential constraints. Because of C-e open nature of the economy, Mauritius is highlysusceptible to world events and to changes in levels of international economic activity, whichaffect both demand for Mauritian goods as weil as foreign investment. Nearly fullemployment now exists (unemployment is less than 3 percent), and the labor force is notlikely to increase at the same rate as hitherto because of the introduction in the early 1960s ofa very successful family planning program. (Projections suggest a growth rate in the workingage population of about 1.2 percent per annum over the next decade.) There have, as a resultof the lack of additional labor, been upward pressures on wages and prices leading toincreasing rates of inflation (inflation reached 13 percent by the end of .989). In addition,although the enterprises of the EPZ have taken on many women, there are still indications thatthe necessary acclimatization to industrial work has not fully taken place. Absenteeism ishigh (around 30%), and there u% an increasing tendency for older women to reduce theirparticipation in the industrial labor force. The financial system may not be adequate for thenext logical steps in the country's continuing development, which will be less predictable thanthe growth of the 1980s.

1.03 The Mauritius economy has always been heavily dependent on sugar and onesingle export market (EC) where most (80%) of the output goes (see Annex 1, Table 2).Under the Lome Convention, Mauritius continues to enjoy a speciai relationship with the ECand has benefitted from a price for its sugar exports which is related to the price guaranteedto EC beet producers. Prices have been some three times the free world market prices over

1! MAURlllUS: Managing Success (Copyright 1989)

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the last five years. With increasing pressure for budget containment in the Community andstrong internal opposition to the EC agricultural subsidies, such arrangements may comeunder review and Mauritius might be negatively affected. Government Is well aware of theimpact this could have on the economy and is therefore exploring non-traditional markets,developing trade in special sugars, and promoting diversification into other agriculturalproducts. With regard to the latter, there has been some success with diversification. Muchof the diversification, howeve:, has been achieved by inter-cropping on the sugar estates andthe percentage of land devoted to non-sugar crops has not increased. So far the strategy inthe agriculture sector has been to reduce dependency on imported food stuffs by developingself-sufficiency in vegetables, onions, and garlic and In staples like potatoes and maize.

1.04 The development of the industrial economy can be traced back to the creation ofthe Export Processing Zone in December 1970. The successful growth of EPZ through the1970s was due to a number of factors: a favorable world economic environmerit, foreigninvestors looking for new countries, high world sugar prices providing domestic capitalavailable for direct investment, and for the creation of new infrastructure, government policieswhich have sought to stimulate foreign investment through generous incentives, stableindustrial relations, and an efficient gover'ment mechanism for processing applications forEPZ certificates. Of equal importance was the abundant supply of a literate and low-wagelabor force. Although initial industrialization was founded on simple technologies and onproducts which required a high labor-capital ratio, it was recognized early on that the longerterm sustainability of industrial growth would require a more highly skilled wvorkforce.

1.05 Tle EPZ industries are now the leading sector in the economy. ITey account foralmost 25 percent of GDP, about 60 percent of export earnings, and over 30 percent ofemployment (see Annex 1, Table 2). Manufacturing has increasingly been concentrated intextiles and garments, and few new industries have shown the same potential for growth.Under the Lome Convention, EPZ exports to the EC enjoy similar preferential arrangementsto those enjoyed by the sugar industry. Although small, exports to the USA also enjoyfavorable treatment from U.S. import quotas. The reliance of the Mauritian economy onexports from two sectors, sugar and textiles, to mainly one market - the EC - results in ahigh degree of vulnerability to changes in the import policies of the EC as well as to adversedevelopments in that market. Fluctuations in demand cannot always be predicted and evensmall downturns in an economy can lead to reduced demand for textiles and garments as canfor example, changes in fashion and the weather. To reduce this vulnerability, which couldbe severe were Europe and the U.S. to move into a recession, Government has beendiscouraging the construction of new textile factories and not granting EPZ status to newcompanies wishing to work in the textile and gannent sector. Government has beenencouraging diversification away from textiles into specifiC industries now being promoted,e.g., printing, electronics, and precision machining, tool and die making. Government is alsoseeking to improve the quality and guidance it gives to potential entrepreneurs on possibleexport markets, quotas, labor availability and skill needs, including training opportunities. Itis also providing advice on the compatibility of new investment projects with other objectives,such as urban/rural land planning and the environment.

1.06 The third leg of the Mauritius economy is tourism. Tbe strategy has been one ofdeveloping the country as a high-cost resort aimed at the European, mainly French, and SouthAfrican markets. In this way, tourists remain for the most part in high class hotels on thecoast, and there has been little effort to attract visitors away from the beaches. This hassignificantly reduced the impact of large numbers of visitors on the complex and ethnically

diverse Mauritian population. Even so, the influx of some quarter of a million people a yearis placing strains on the infrastructure, and the roads, electricity supply and telephone servicesare stretched. The next steps will be to reduce the dependence on traditional markets and aimat attracting tourists from other major centers such as Japan and the Middle East asdevelopments in the infrastructure occur.

1.07 All the major sectors have benefitted over the last decade from the readyavailability of relatively cheap labor which could be taker from the large pool of unemployedand from the increasing number of women who were entering the labor force for the firsttime. The development strategy of encouraging labor intensive industries was clearly correctand, indeed, the concentration on a major sector, textiles, was appropriate. Futuredevelopments will need to come from two areas. First, improved productivity in existingindustries through improved technology and an increasingly skilled labor force. Second, theintroduction of new ana more capital-intensive industries. Given Mauritius's distance frommajor markets, selection of an appropriate export diversification strategy will depend heavilyon good market intelligence and on the production of high quality/low bulk products.

1.08 At the same time, the financial sector, which has come under strain as theeconomy has developed, will need to develop further. Recent reforms which have includedinterest rate deregulation, the introduction of savings schemes, the opening and reform of thestock market, and off-shore banking represent important steps forward.

1.09 Overall the Mauritian economy is moving towards a situation where the emphasiswill be on a more diversified manufacturing and service sector, and on a labor force withincreased skills to operate more sophisticated machinery, all leading to increased productivity.Better, and more clearly defined training, is a major prerequisite for future success.

B. LABOR FORCE AND EMPLOYMENT

1.10 The Mauritian labor force has grown at an annual rate of 3.65 percent over the lastpart of the 1980s, at a time when the population grcw at the much slower rate of 1.02 percentreaching 1.08 million in 1988 (see Annex 1, Table 3). This growth in the labor force can beattributed to two factors, past rapid population growth and rising labor force participationrates. The high birth rate of the 1960s was still impacting on the labor force in the 1980s,while the number of persons over the age of 15 who were working, or were seeking work,increased from 51 % to 63% of the total population. This is largely attributable to thesignificant number of females who joined the work force. Female participation, which grew ata slow rate in the period from 1972 to 1983, proceeded to nearly double over the next fiveyears (see Annex 1, Table 4). The outcome was an increase in the labor force from 368,000in 1984 to 437,000 in 1988. During the same period the male:female ratio in the labor forcechanged from 73:27 to 66:34. Since the mid-1980s, unemployment in Mauritius has beennegligible. Current projections show that the growth in the work force in the period 1990-1993 will not be dramatic with about 25,000 new entrants joining (see Annex 1, Table 7).The projections also indicate that there will be a general increase in the average age of thework force, with the proportion below 29 years of age falling from 46% in 1987 to 40% in1993. These changes have implications for the preparation of training piograms.

1.11 The Mauritian economy can be divided into three broad categories of employment:agriculture, industry and services. The agricultural sector continued to contract through the

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1980s, and by 1987 employed less than 20 percent of the workforce (see Annex 1, Table 5).The pattern of contraction was not, however, across the board, and the greatest reduction tookplace among Xhu large employers, the sugar estates. Small holder agriculture employmentremained relatively constant. The reductior of employment on the large sugar estates hasresulted from improved productivity and the introduction of increased mechanization incultivation and loading cwrations. It will, however, become increasingly difficul to increasemechanization much further. The large estates are almost all fully mechanized it ading,and mechanical cutting remains some way off given the nature of the terrain. Small holdershave not taken to mechanization, largely due to the high capital investment needed ad theifregular and scattered patterts of their land holdings.

1.12 The indtriaj sejr accounts for more than 40 percent of employment. Of this,almost two-thirds is employed in the EPZ (89,250 people in 575 enterprises at the end of June1989). Manufacturing of wearing apparel dominates EPZ employment (85.5% of total EPZemployment), (rable 6). AMthoug% employment in watch and clock making, optical goods andjewelry doubled between 1983 and 1988, these sectors account for only about 2% of EPZworkers. The remainder are employed in a range of industries including fish products, toys,games and sporting goods. Employment growth in the seg setor averaged 10% between1983 and 1988. lbis growth has been concentrated in the hotel and catering sectors and intransport, storage and communications. The public sector share of employment fell from55% in 1984 to 49% in 1988, mainly as the result of rapid growth elsewhere. Overall publicsector employment is not expected to increase and may in fact fall as new streamlinedprocedures ate introduced and outda;ed practices in accounting, auditing and correspondenceare replaced by methods based on modern technology.

1.13 About a quarter of the labor force is a trade union member. The l: -Jr unions arefragmented in Mauritius and there are over 300 in number. Some unions are very small, oftenrepresenting only the workers in a particular enterprise, but others are large. Some of theunions are members of federations, e.g. The Mauritius Labor Congress, which represents60,000 workers in industries ranging from the EPZ to local authorities and the docks. Otherfederations represent a similar wide range of interests so that there is often no coherent voicefrom organized labor. The Government's training strategy seeks to involve the unions but,given their sheer number, it has not proved possible so far to find a continuing modusoperandi.

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H. AL AMVCATIONAL TRAIMNG

A. 1PCATION AND TRAINNG IN

2.31 Mauritius has a well-developed education system whis: has evolved from theBritish system. School buildings are generally purpose-built and are well distributedgeographically, so that all children lave relatively easy access to schools. Teachers are wellqualified and trained. The enrolment rate at the primary level is over 100% (due torepetitions) and at the secondary level 45%. Free education is provided for six years at theprimary level, five years at the secondary level and for two years at the post-secondary level.Free tertiary education was re-introduced in 1988 after fees had been charged from 1982.Promotion through grades I-V is virtually automatic, but repetitions are heavy at grade VI aschildren seek to pass the Certificate of Primary Education. The pass rate is about 50% andpromotion to the secondary level is dependent on a pass.

2.02 rimary Education. In 1987 there were 273 ;zrimary schools for a schoolpopulation of around 138,000. 80% of the schools were administered by Government and17% were managed by private, mainly religious, bodies with full financial support fromGovernment. Six small schools were privately managed and funded. About half the schoolshave between 200 and 600 pupils, with an average of 500, but there are nine large schools inthe urban areas of Port Louis and Plaines Wilhems with more than 1,400 pupils in each.

2.03 Secondary Education. Unlike primary education, where government schools are amajority, secondary education is dominated by 101 private schools out of a total of 127. Tleprivate sectox :nvers 70,000 pupils against the Government's 16,000 pupils. The Governmentschools prepare students for the Secondary School Certificate, and the post-Secondary HigherSchool Certificate, but only 20 of the private schools prepare students for the higherexamination. Schools are generally larger than those at the primary lovel with five schoolshaving more than 1,500 pupils.

2.04 Tertia Educaio. The University of Mauritius is the most important institutionfor the provision of tertiary education, and it offers a wide range of degree and certificatecourses in a number of subjects. It currently caters for a student population of around 850.The Mauritius Institute of Education offers, on demand, postgraduate training in educationand the Mahatma Gandhi Institute is responsible for the promotion of arts and culture.

2.05 Technical Training. The first Industrial Trade Training Center (ITTC), at BeauBasin, was set up in 1967 with support from the Intemational Labor Organization (ILO), andwas funded from the United Nations Fund for Technical Assistance. A second llfC was setup at Piton with support from the Indian Government. In the late 1970s, the LyceePolytechnique, based on the French model, was established with French financial assistance.The lTICs provide basic level vocational training in a number of areas including mechanicalengineering, electrical installation, welding, carpentry and other trade skills. Standards arenot high and students do not find it easy to get jobs after completing courses. Alternatively,insome areas of training, masonry and concrete work for example, the current building boommeans that potential students can earn high wages as laborers and pick up basic skills through

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on-th-job training. The facilities at the rITCs have been handed over to the IVTB and plansare in hand to both upgrade and re-equip the workshops and to reevaluate the trainingprograus offered. It is govermment policy to retain ownership of these, and other facilitiesused by IVTB; actual legal and financial detailed arrangements are being worked out. TheLycee offers high quality training over three to four years, with the initial year beingacademic before students move on to practical aiigineering-related training. Full utilization ofthe Lycee Is inhibited by its location in a remote area, making access difficult. FiveHandicraft Centers have been set up for persons between the ages of 15 and 19 concentratingon leather work, dress making, basket making, and embroidery. They do not train studentsfor factory-type work.

2.06 Abffcrmbie Vo-_Tec. The Manpower Planning and Training Division of theMinisty of Economic Planning and Development (MEPD), has used an approach of anintegrated training package for training in the footwear sector. This approach has thefollowing elements: (i) planning the layout of a facility; (ii) supplying all the necessaryteaching materials including a basic library and consumables; (iii) supplying all the teachingequipment; (iv) developing and adapting the courses to be taught; (v) supplying all theteaching personnel for a specified period; (vi) training counterparts; (vii) screening andselecting applicants, (viii) seting ard conducting examinations; and, (ix) maintaining andrepairing equipment. Bell Villafe Vo-Tech. A course in fashion and design has been heldand a consultant's report on the traning needs of the textile and garment industries is beingreviewed.

2.07 Other GomentI Training. Many of the government ministries provide technicaltraining for new entrants and later career training. The Mauritius Marine Authority, theCentral Electricity Board and the Development Works Committee, for example, all providestaff training. There has been a recent decision that IVTB should become responsible for civilservice training but this has not yet been implemented and is being recnsidered.

2.08 Erjab Training Institufons. There are a large number of unregistered traininginstitutions offering minimal levels of training largely in response to student demand. Mostcharge fees which in no way relate to the low quality of inputs provided. One of theexcept'ons is the Saint Gabriel Technical College which offers courses similar to those at theLycee.

2.09 TraininkProblems. Two fundamental factors hamper the government technicaltraining institutions from operating efficiently - the shortage of trained teachers and the lack ofequipment and teaching materials. With the industrial sector developing, there is anescalating demand for technical traning at the very time that there is increasing demand fromthe factories for technicians. Trainers tend to move towards industry where wages are higherthan in the public sector. The shortage of staff makes it difficult to use facilities efficientlyand seems to preclude evening and weekend -ourses. Salaries at the government institutes arelow and the transfer of the ITTCs to IVTB will enable new salary structures to be determinedand paid, thus offering an opporturity to retain higher skilled and qualified trainers.Equipment is often antiquated and not related o machinery likely to be encountered at work,and there are virtually no teaching materials.

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B. THE GO VNENT'S SMATEGY

2.10 The Govermnent, both within the context of the existing education system andthrough creation of the Industrial and Vocational Training Board (IVTB), has developed abroad strategy towards industrial and vocational training. As was stated in an earlier chapter,an industrial training strategy was developed and shared with industry, commerce, the laborunions and many other interested parties at a conference held in March 1989. Overall, theGovernment's strategy has many new components:

- Establishment of Continuing Education Units (CEUs), in the existing schoolnetwork aimed at providing self paced learning opportunities for the non-academically oriented and for adults who seek self improvement;

- CEUs would be awarded un the basis of examinations and would be developedin the form of modu!es based on experience of technical training in other partsof the system:

Mauritius College of the Air will support the CEU program using distancelearning techniques;

- Renewed efforts will be made to increase the technical content of secondaryeducation;

- the lTCs will be re-equipped and modernized; an additional ITMC will bebuilt in the eastern or southern part of the Island. Training at the ITTCs willlead to nationally recognized certificates issued under the aegis of theMauritius Examinations Syndicate;

- The Lycee will be up-graded to an Institute of Technology and will becomeone of the institutions surrounding and supporting the University of Mauritius;

- A training partnership approach will be developed with the manufacturingindustrial base and the service sector working with Government; and

- Trainees attending registered training institutions will be awarded nationallyrecognized certificates.

2.11 Thus the Government, worldng with industry, has the s-trategy of human resourcedevelopment which will enable the country to "leap-frog' over some intermediate stages ofindustrial and technological development.

2.12 The development of the Industrial Training Strategy led to preparadon of a largenumber of training projects under the umbrella of a Human Resources Development Program(HRDP). The HRDP was brought together for a Donors' Meeting in Geneva in March 1990.

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2.13 The HRDP, which was developed by MEPD with iputs from 14 ministries,contaied some 60 training proposals with an esdmated total cost of around US$ 120.0milion and had an extenal funding requirement of USS 105.5 million, (88% of the ptOgramcost). A summary of the componeats of the HRDP is given in Annex 3. The HRDP wascirculated to a wide range of doos prior to the Donors' Meeting in Geneva, in March 1990,and staff of MEPD and the IVTB paid visits to a number of Asian and European countiesprior to the Domrs' Meeting to generate interest in, and support for, the Program.Gealy, reaction to the overall program before the Donors' Meeti was that it raised fiveissues. These were: (i) the sheer size of the program, at around USS 120 milion, in relationto the coutry's economy; (il) the conflicts between short- and long-tem objectives; (iii) thescatterg of appaently overlapping or similar training between ministries; (iv) the lack of anyindication of priorities; and, (v) the absence of any information on recurrent cost finaing.These issues arose because, whilst originally the donors' conference was conceived wihn thecontext of Industrial taining, a number of minstries saw the conference as an opporunity toseek funding for their own projects. The total package thus lacked coherency.

2.14 The program actually peented to the Donors' Meetng in March, 1990 wassubstantlly modified and reduced from 60 projects to 25 and from US$ 120.0 million toUS$ 71.0 million and the funding sought was US$ 63.0 million (89% of the revised programco). Annex 3 compares the overall program with the core program. As a result of thereduction in size of the overall program and the reduction in the number of projects, theHRDP with respect to indus training regained its proper thr and the concerns t theonignal package raised were largely eliminated.

2.15 Donors reviewed the program at the Geneva meeting and interest in the variouscomponents were expressed. A summary of the various inter expressed in Geneva is alsogiven in Annex 3.

C. WE IDUSMALM AND VOCATTONAL TRAINNGCONI

2.16 The IndustriaMl and Vocational Training Act of Aprfl, 1988 set up an Industi andVocaonal Traning Board (IVaB) with an Industral and Vocational Training Council VTC)which governs it. he IVTC has a membership of twelve. It is chaired by the Mnister ofEconomic Planning and Development and has a Vice-Chairman from the private sedor,appointed by the Pdme Minister in consltation with the Mauritius Employers Federation.The remaining member are drawn equaly from the public and private sectors. The publicsector representves come from the Prime Minister's Office and the Ministries of Youth andSports and Tourism, of Education, Arts and Culture, of Industry and Industial Technologyand of Labor and Industrl Relations, Woman's Rights and Family Affais. The five privatesector members are appointed by the Prime Minister. In addition the Council may co-opt upto five more non-voti members. The Council is required to meet once a month. At thisstage there are no representatives of organized labor on the Council. There are howeversome 300 unions in Mauritius and several loose and changing federations of those unionswhich make it difficult to sdect additional numbers who represent large sections of theworkers. So far no conss has been reached on the best way of ensuring that workers, themain beneficiaries of training, would be brought into the council.

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D. THE INDUSTRIAL AND VOC IRANB

2.17 The decision to set up an organization responsible for technical training dates backto the mid-1970s when it was recognized that the education system in Mauritius was tooacademically oriented and did not respond to the manpower needs of the country's developingindustrial base. The concept was slow to develop. Parents regarded technical education asless important than academic subjects, and industries, based on labor-intensive low technologyprocesses, were doing most of the training 'on-the-job". With the decline in unemploymentand a developing shortage of skilled labor it became clear that a major constraint to furthersustained growth was the lack of a well-trained labor force.

2.18 Thus IVTB was set up with four objectives:*

- to advise the Prime Minister on matters related to training;

- to monitor the needs for training in consultation with the relevant authorities;

- to administer, control and operate training schemes; and

- to provide for, promote, assist in and regulate the training or apprenticeship ofpersons who are, or will be, employed in the commercial, technical orvocational fields.

I The Industrial and Vocational Training Act, 1988: Act No 8 of 1988 dated April 15, 1988.

2.19 More importantly IVTB is conceived as a joint venture between the private and thepublic sector with three roles; firstly, to support, encourage, help and finance training in theprivate sector in major established existing industries, namely textiles; secondly, to provide alocus for training for the smaller sub-sectors of the industrial and services sectors: and thirdlyto provide the drive and impetus to training for new and emerging industries. Over-archingall three roles is the fundamental concept that all training should be done as a result ofdemand from the private sector. Longer term it is possible that the major sub-sectors willtake on responsibility directly for establishing and financing their own training institutions;such might be the outcome of the Hotels and Catering School, now being re-built and re-equipped with French assistance. The basis on which IVTB has been set up also accords withthe World Bank's emerging policy on industrial and vocational training which is based onextensive review and analysis of "best practices" world-wide.

2.20 A Director has been appointed and organization structure set in place, (see Annex4). Senior staff have been recruited and are in post and recruitment is proceeding. Thestructure shows six divisions: (i) Projects and Planning Division. This division is responsiblebroadly for the identification of training needs and the elaboration, evaluation, costing andmonitoring of training projects. This involves also an analysis of economic trends and changesin the labor market; (ii) Implementation Division. Once training needs have been identified,this division works out the training plans which can best satisfy the needs. Decisions are

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made on whether existing resources can be used, whether the training should be industry orinstitution based. The development of appropriate curricula and the identification ofequipment Is also determined. This division is also responsible for establishing pre-vocational training; (iii) Registration and Trade Testing Division. The Act provides that alltraining institutions should be registered with IVTB. This registration will provide a databank on institutions and trainers for different occupations. This registration system is alreadybeginning to bring some order to an area where there are a large number of privateinstitutions which are not providing high quality training. In addition the division hasdesigned and set up a system of nationally recognized trade testing and certification as part ofa strategy to recognize competence. This is now operational; (iv) Evaluation and CurriculumDivision. This division designs, develops, evaluates and approves training programs whichthen allow employers to receive grants and rebates against their payment of the training levy.The curricula, competence of trainers and pedagogical method are the main elements beingevaluated; (v) Finance Division and Grants Division. This is responsible for the Board'sbudgets and accounts and for paying grants approved by the Evaluation and CurriculumDevelopment Division; and, (vi) Administration Division. These last two divisions providesupport to the operational divisions of IVTB. A staffing table for IVTB is given in Annex 5.

2.21 IVTB has set up Training Advisory Committees (TACs) with the following termsof reference:

- to serve as liaison and provide an avenue of communication and feedbackbetween commerce and industry and IVTB;

- to examine and review the programs and facilities for training provided byIVTB and by commerce and industry and to advise on how training of personsfor employment can best be provided;

- to classify jobs in main vocational areas and recommend to IVTB thestandards for certification; and

- to advise on the development of curricula at different levels for variousvocations.

2.22 Advisory Committees have been set up for thirteen sectors; for example,information technology; precision machinery; tool and die; textiles industry; plastics industry;footwear; jewelry; building construction and civil works; management; and hotels andcatering. The public and private sectors are represented on these committees.

2.23 As a first step Government held a national seminar in April 1989 to identifypriority areas for training program development. Training priorities were categorized by theIVTB in two ways: existing industries which are important to the economy, and up-comingindustries or those targeted as part of the Government's strategy as future growth industries.

The first category:

- Textiles and garments,- Hotels and catering,- Agro-industries and agriculture, and- Construction.

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The second category was made up of:

- Electronics,- Plastic industries,- Information technology,- Printing,- Jewelry,- Precision machining, tool and die, and- Footwear and leather craft.

Since that seminar it has also been recognized that offshore banking, the opening of the stockmarket and the possibility of an offshore company operation will require new and furtherskills.

2.24 IVTB is currently funded in four ways: (i) through a training levy set by the PrimeMinister after consultation with IVTC; (ii) through a government grant for recurrentexpenditures; (iii) through a government grant for capital investments; and, (iv) throughgovernment funding for all the costs of pre-vocational training. The training levy is currentlyset at 1% of basic payroll (ie, excluding overtime), on all establishments. Collection isautomatic at source through the National Pension Fund. A meeting in February, 1991, ofrepresentatives of the Ministry of Finance, the IVTC and the Director of IVTB reviewed thefinancing of IVTB. As a result it was agreed that the Government will contribute 85% ofIVTB's capital investments and will share IVTB's recurrent costs, except for pre-vocationaltraining on a matching basis.

E. THE WORLD AMNK'S ROLE

2.25 The World Bank's country assistance strategy supports three areas of the Mauritianeconomy, the environment, infrastructure and human resource development. Thus the Bankgives high priority to the need to develop a skilled and flexible labor force capable of beingtrained and retrained to meet the needs of a growing and diversifying manufacturing andservice based economy. This diversification cannot be achieved without substantial supportfor training as Mauritius seeks to move away from an industrial manufacturing based onrelatively low skill levels and relatively unsophisticated machinery and equipment.

2.26 Over the last four years the Bank has had an active dialogue on the issue ofindustrial and vocational training with the Government and private sector. The Bank hastaken an active role in assessing the preparation of the Government's training strategy throughtechnical assistance in its preparation and through support to a National Seminar, in 1989,which brought together representatives of Government, the private sector, academia, the laborunions and the Chambers of Commerce and Industry and of Agriculture to discuss and reviewthe Industrial Training Strategy. The World Bank has also taken an active role in thepreparation for, and participated in, the Donors' Meeting held in March, 1990 in Geneva.Overall there has been a strong partnership with Government from the identification of theneed to support this area of human resource development and through the preparation of thespecific proposed investments.

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2.27 Historically, the World Bank has financed two education projects in Mv1auritius inthe amount of USS 22.2 million. The Firs Edgcation Proect of USS 7.0 million was signedin 1974 and was completed in 1980. This project was aimed at expanding and improving thequality of secondary school facilities and increasing access for urban and rural poor tosecondary education. Some of the project's objectives were achieved. New curricula and textbooks were produced, teachers were trained and re-trained in practical and scientific subjects.On the other hand not all the objectives were achieved. Enrollments in project institutionswere below expectations and there were problems in equipment installation.

2.28 The Second Education Project was signed in 1978 and completed in June, 1985, inthe amount of US$ 15.2 million, and was aimed at institution building in the Ministry ofEducation, improving the quality of primary teacher training and building and equippingjunior secondary schools. The project also included a componet X establish a CentralTraining Office (CTO), the precursor of the IVTB. The project was amended in 1983 andconcentrated on primary school rehabilitation, curriculum development and providingeducational Lacilities on the island of Rodrigues. The CTO was established but never becameoperational.

2.29 Education Sct Work. As part of the Bank's on-going dialogue with theMinistry of Education, Arts and Culture, an Education sector policy review was completed in1985. The report drew attention to the conflict that exists between the demands of a countrywith a developing industrial base, and hence a need for practically trained workers and asociety with deeply ingrained academic traditions. The report recommended the strengtheningof manpower planning and an increased emphasis on industrial and vocational training throughthe Central Training Office.

2.30 Currently the Ministry of Education, Arts and Culture is preparing an EducationSector Master Plan with the support of UNESCO consultants, after initial inputs by Bank staffhad identified the key issues which had to be addressed. In December, 1990, the PrimeMinister asked the World Bank to take a leading role in mobilizing and coordinating externalresources to implement the Plan. The Bank has responded positively and will follow up oncethe Master Plan preparation is complete and investment components have been identified.

III. TMHEfPROPOSh PROJECT

A. PROJECT OBlECTIVES AND DESCRIPIION

3.01 The pmoposed project has, as its main objective, the building of institutionalcapacity within IVTB to make it the leading center ot training in Mauritius. Three supportingobjectives are, (i) to provide selected technical assistance and training for the staff of IVTB tocreate and build up the Board's institutional capacity, (ii) to provide opportunities for trainersthroughout Mauritius to have access to modern training methods and materials through theestablishment of a training Resource Center, (iii) to provide training in specific sectors andindustrial skills. In addition technical assistance and training would be provided to establish ajob classification system. The project has been designed to be, and is, free-standing within thecountry's overall human resource development strategy which is being supported by otherdonors and lenders, (see Annex 3).

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B. INSIITU ONAL DEVELOPMENT OF IVTB

3.02 lhe IVTB is a relatively newly created and untested institution which needscomprehensive support to develop and carry out its role as the lead training agency. There isfirst of all the requirement to provide it with the institutional and operational capacity toimplement the industrial training strategy established by Government in 1988. In addition,the IV1B is being called upon for a number of related training tasks, eg, pre-vocationaltraining, which place severe burdens on its nascent operational capacities. Thus it willrequire assistance both to prepare an overall training strategy and to establish effectivepriorities for execution of that strategy, which must link the needs of the private sector fortrainad workers with the training systems existing or being put in place. On that basis, theIVTB must develop an organizational capacity for operation that supports the total trainingstrategy. The proposed project would therefore assist the Board to accomplish its mission byproviding technical assistance, training, and the ability to respond flexibly to the demands fortraining which will be placed upon it. The staffing of the IVTB must be strengthened throughrecruitment of highly qualified personnel and their training to deal effectively with the specialproblems they will face, including planning, management, monitoring and evaluation of thetraining program (see Annex 5).

C. DhTAIE DESCRIlON OF THE EROECOMPONENTS

Establishment of the IVTB

3.03 The proposed project would have as its principal aim provision of the IVTB withthe capabilities it needs to operate effectively. These consist primarily of: (i) institutionaldevelopment support in the form of technical assistance and training to help IVTB through itsinitial period of operation; (ii) a resource center for the acquisition, processing anddissemination of occupational information and training techniques and advances; and, (iv)uport for specific cross-sectoral training programs through the provision of equipment,

training and technical assistance, and (iv) a job classification scheme to be developed jointlyby MEPD, IVTB and the Ministry of Employment.

3.04 Institutional Development. The IVTB as presently constituted is both ill-equippedand understaffed to carry out the wide variety of tasks which are assigned to it. Theseinclude, inter alia, gathering and analysis of technical information, formulation of long-termtraining strategies, management of the training levy and grant systems, definition andsponsorship of individual training programs, registration of training establishments, actualoperation of some training programs, and arrangement for the necessary physical facilities,equipment and staff. With only some 21 senior staff at present, the Board and itsmanagement are severely overloaded. The proposed growth to around 36 professional staff islikely to Improve the capacity of IVTB but absorbing the new staff may prove difficult.Nevertheless, the needs are pressing, and there is little choice but to proceed.

3.05 It is the intention of the IVTB management to meet the operational challenges itfaces by a combined program of technical assistance and training. The technical assistance, inthe form of short-term specialist services, would serve a three-fold role. Firstly by providing

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direct technical support and training for counteipart local staff in the operational divisions ofIVTB - Projects and Planning, Implementation and Finance and Grants Divisions. In this waythe Board will be able to build itself up by hiring capable but generally inexperienced staff.Though that is not the theoretically optimal course, there is little alternative in the face of theshortages posed by the full-employment economy of Mauritius and the shortage ofexperienced trainers. Secondly, short-term technical experts would provide expertise inselected specialized training areas which could include curriculum design, training levymanagement and monitoring and evaluation techniques. Thirdly, the specialists and technicalassistance advisers would carry out the initial training needs analyses, curriculum design andcourse preparation, including the preparation of equipment lists for the cross sectoral trainingprograms (see paragraph 3.08). The institutional development program would be supportedunder the proposed project with 40 staff months of technical assistance and training for up tofive senior staff overseas for 60 staff months with some five short-term study tours for othersenior staff. Annex 8 contains terms of reference for the consultants and sets out the basicprinciples for the study tours. The total estimated base cost is US$ 0.71 million.Simultaneously, locally available expertise in training would continue to be tapped throughestablished training advisory committees in selected occupational sectors.

3.06 Training would be carried out in a number of countries through both formalcourses and attachments to similar, established organizations in, for example, Singapore,Korea and Japan, and to international organizations such as ILO and UNIDO. In-housetraining programs would also be established, drawing on the technical assistance personnel asappropriate, to support the attachments and covering fields such as: computer programmingand operation; data processing and management; manpower planning, forecasting andanalysis; planning and management of technical and vocational training; project and programevaluation; trade testing design, application and implementation; technical curricula design;and general management. In order to prepare for initiation of all aspects of the IVTBinstitutional development program as promptly as is feasible. IVTB submitted at negotiations:(i) a business plan for the next two years; (ii) a medium-term financial plan; and (ii; separatebudgets for IVTB's core activities and pre- ocational training responsibilities. A suggestedoutline of the Business Plan is attached as Annex 6, as are terms of reference for theconsultant to prepare it (Annex 7). These terms of reference were drafted during theappraisal mission and agreed by a sub-committee of IVTC in August 1990. At negotiations.Government confirmed that a consultant was being appointed to prepare the business plan.financial plan and budgets.

3.07 Resource Center. Though closely integrated with the institutional development ofthe IVTB, the resource center has a distinct role which qualifies it for separate consideration.Its role would relate both to development of the IVTB staff and to the provision ofinformation for the use of others in the private sector charged with implementation ofindustrial and vocational training in Mauritius. The center would be supplied with: (i)furniture and fittings; (ii) books, periodicals, journals, tapes and films related to training ingeneral and particularly in Mauritius. The project would also finance subscriptions tointernational data bases concerned with training; and, (iii) equipment to create, manufactureand reproduce training aids, audio-visual aids and other training materials with consumablesfor the first five years of operation; (iv) technical assistance to design the center and preparethe equipment lists, select the library materials and train the staff; and, (v) in order to initiateits operations effectively, training for the key staff of the resource center would be provided.The entire component would encail a base cost of US$1.46 million. Annex 9 gives anindicative equipment list. During the preparation of the proposed project IVTB considered a

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number of options with respect to the physical facilities it needed and has finally determinedthat, at this stage, the most cost effective solution lies in renovating and up-grading existingfacilities. An estimated cost of USS 0.42 million has been included in the project base coststo cover rehabilitation of the facilities at Ebene for the Resource Center. One of the functionsof the consultant, appointed under the project, wUI be to work with staff of IVTB todetermine more accurate costs and the most cost effective way of establishing the ResourcesCenter.

3.08 Support to Selected Cross Sectoral Training Courses. The training programs to becarried out under the broad mandate of the IVTB will be many and varied, and will rangefrom those operated by individual industries to some that are undertaken by the Board itself.Similarly, the resources available for the,e courses will vary widely. It is thereforeimpossible to specify with assurance what those courses will be or what assistance they willrequire. Their scope and duration will vary widely. The industries which they cover mayinclude, but need not be limited to, textiles, hotels and catering, electronics, jewelry,precision machinery and printing. In addition, there are some trades which span severalindustries for which training is required. These include supervisory skills, quality assurance,plant and equipment maintenance skills, and business studies, as are outlined briefly below.

3.09 All sectors of the economy suffer from a serious shortage of first line supervisors.Most are promoted from the ranks of the shop floor, often because they are the mostproductive workers, but they may lack the necessary skills of communication and leadership.In addition they require constant refresher courses in techniques of human, materials andresources management. In many industries such training has been found to have a significantimpact on increasing productivity and reducing absenteeism, a serious problem today.Courses in supervisory skills will require a significant investment in teaching materials andvisual aids as well as preparation of case studies related to the Mauritian situation. As laborbecomes more skilled and products more complex, and the added value increases, quaityassurance becomes a vital factor in maintaining markets and sales. Setting up and achievingthe right quality standard for a product or service optimizes the use of resources, minimizeswaste, improves competitiveness and maximizes long-term profitability. Maintenance skills inthe work force are limited, and concepts such as planned maintenance are litte known orused. Maintenance skills training would concentrate on mechanical, electronic and electricalmaintenance, covering levels of expertise ranging from basic fitting through more complexmaintenance skills to fully fledged maintenance engineering.

3.10 Finally there is need in the industrial and commercial sectors for training inbusiness stdies. The emphasis would again be on the curricula, teaching materials andtechnical expertise for a wide range of industrial and commercial activities including basicaccounting, sales office management, marketing, shipping and customs clearance. Thespectacular growth of the service sectors over the last four years and the expected expansionin offshore banking and company work will lead to increasing demand for clerical skills inareas not currently available. A condition of disbursement would be that the trainingprograms. program objectives and corresponding Droposed lists of equlpment for the abovefour training programs would be submitted to the Bank for review and arval (seepamguh 7.02(i).

3.11 In view of the range and uncertainty of need for both specific sectors and moregeneral trades, it is appropriate that the proposed project take a flexible approach to thesupport of individual training programs. In this role, it would be a source of last resort for

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the provision of equipment, materials, instructional services and operational support. Anamount of USS 4.03 million would be set aside in the proposed project for these purposes.The fimds would in each case be used after: (i) IVTB has determined the need for such acourse in terms of number of trainees and length and level of training; (ii) it has thenformulated a specific and costed proposal for such a course; (iii) the course has been reviewedand agreed to by the appropriate training advisory cwmmittee; and, (iv) the Bank has reviewedand agreed to the resulting plans. As in the case of the Resource Center, the rebabilitationand up-grading of facilities for cross sectoral training will be financed entirely by theGovernment at an estimated cost of USS 0.73 million.

3.12 Training Infonnation Inf= eart A system of job classification will be fundedunder the project. Such a system seeks to break out jobs into different main categories, e.g.,agricuitural, industrial, service, and then to further sub-divide the main categories into sub-categories. Such a system allows for more accurate labor forecast modelling, training needsidentification on a consistent basis and labor market changes. The base cost of thiscomponent is estimated at S$ 0.35 million.

3.13. Terms of Reference for Consultants and ehnical Exper. Terms of referencehave been dtafted for the three key consultants for IVTB. The drafts are attached as Annex7. it is intended that terms of reference for the specialist consultants and for the technicalassistance trainers for cross sectoral training courses should be drafted jointly by the threeinstitutional development consultants working with the operational divisions of IVTB and thestaff of IVTB.

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IV. EUQH= CO MAM EINANG

A. YRO S

4.01 Total project costs are estimated at US$ 7.70 mUllion, of which the World Bankwould finance USS 5.40 million. Ihe project has been costed over a seven-year period toconform to the World Bank's standard profile for Mauritius, but it is possible thatdisbursements will proceed at a faster rate given the possibility that major purchases ofequipment could be advanced, together with the preparation of detailed training programs.Base costs are calculated at USS 6.55 million (85%), and price and physical contingencies atUSS 1.15 million (15%). Project costs are estimated at May 1991 prices. Pricecontingencies for foreign exchange expenditures include 3.4% for 1992 through 1998; pricecontingencies for local expenditures are included at 119% for 1992, 10% for 1993, 9% for1994, 8% for 1995 and 7% for 1996 through 1998. Taxes and duties are excluded from theproject costs since, under the terms of the Act setting up IVTB (Act No. 8 of 1988 dated 15April, 1988), IVTB is exempt from payment of all charges, duties, fees, rates and taxes.Technical assistance accounts for 12% of base costs, training 9%, equipment 48% and otherinputs (furniture, library materials and recurrent costs), 13%. Civil works, the rehabilitationand upgrading of faciities at Ebene, which will be funded entirely by Government, willrepresent 18% of the project costs.

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4.02 Project costs are summarized In Table 1 below:-

Table I

(US$ million)

Local Foreign Total Foreign as %of Total

(i) IVTB Institutional Dev't.

Technical Asst. 0.05 0.40 0.45 90Training 0 0.20 0.20 100Study Tours 0 0.06 0.06 100

(ii) Resource Center

Tecinical Ass't 0.01 0.07 0.08 88Training 0.07 0 0.07 0Equipment 0.28 0.61 0.89 69Rehabilitation 0.42 0 0.42 0

(iii) Cross Sectoral Training

Technical Ass't 0.02 0.18 0.20 90Training 0 0.10 0.10 100Equipment 0.42 2.31 2.73 85Training Supportfor Research 0 0.27 0.27 100Rehabilitation 0.73 0 0.73 0

(iv) Training InformationInfrastructure

Technical Ass't 0 0.05 0.05 100Training 0 0.20 0.20 100Equipment 0 0.10 0.10 100

Total Base Costs 2.00 4.55 6.55 69

Contingencies

(i) Physical 0.15 0.30 0.45 67(li) Price 0.20 0.50 0.70 71

Total 2.35 5.s5 7.70 69

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B. PRL.IE FINANCING

4.03 The project flnancing plan is set out below:-

Table 2

INDUSI RAL AnD VOCASIIL TRAINI NG=WM1CtRC)J=C F^INACNG ELA

(USS million)

Expenditure Categories Total Base Government World Bank PercentageCosts World Bank

Investment

(i) IVTB Institutional Dev'tTechnical Assistance 0.45 0.05 0.40 89Training 0.20 0 0.20 100Study Tours 0.06 0 0.06 100

(ii) Resource CenterTechnical Assitance 0.08 0.01 0.07 87Training 0.07 0 0.07 100Furniture and Fittings 0.10 0.03 0.07 70Library Materials 0.20 0.06 0.14 70Equipment 0.22 0.07 0.15 68Civil Works 0.42 0.42 0 0

(iii) Cross Sectoral TrainingTechnical Assistance 0.20 0.02 0.18 90Training 0.10 0 0.10 100Equipment 2.56 0.38 2.18 85Research 0.27 0 0.27 100Civil Works 0.73 0.73 0 0

(iv) Training InformationInfrastructure

Technical Assistance 0.05 0 0.05 1ooTraining 0.20 0 0.20 100Equipment 0.10 0 0.10 100

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Table 2 (cont'd)

INDUSIRI AND VOCATIONAL TRAINING PROQECrMM= FINAMIG PLAN

(USS mitlions)

Expenditure Categories Total Base Government World Bank PercentageCosts World Bank

Recurrent

(i) Resource CenterConsumables 0.22 0.07 0.15 45Maintenance 0.15 0.05 0.10 59

Oii) Cross Sectoral TrainingMaintenance 0.17 0.05 0.12 70

Total Base Costs 6.55 1.94 4.61 70

Total Contingencies L15 03 2172 69

Total Project Costs 7.7i 2.30 5.40 70

4.04 Under arrangements recently worked cait, the Government and IVTB will share costs on thefollowing basis, except for pre-vocational -aininy (see paragraph 4.05):-

Capital Investment. 'he Government vE n1 fund 85% and IVTB the balance from the training levy;

Recurrent Costs. The Government and A- -B, through the training levy, will fund recurrent costson a 50:50 basis.

4.05 Pre-vocational training will bte fully funded by Government.

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C.

4.06 Procurement arangements for items financed by IBRD are ummarized below.

Table a

INDUSTRIAL AND VOCATIONAL TRAING PROJECT

SUMMARY OF PROPOSED PROCUREMENT ARRANGEMENTS(US$ million equivalent)

Project Element Procurement Method TotalCost

ICB LCB Other N.A.

1. !Civil Worh 1.33 1.331.1 Civil Works (0.00) (0.00)

2. Goods2.1 Equipment 2.75 0.50 0.20 3.45

(2.75) (0.25) (0.10) (3.10)2.2 Furniture& 0.12 0.12

Fittings (0.09) (0.09)2.3 Library Books 0.24 0.24

& Periodicals (0.19) (0.19)2.4 Materials & 0.14 0.13* 0.27

Supplies (0.11) (0.11) (0.22)

3. Technical Assistance 0.86+ 0.863.1 (Individuals & Fims) (0.77) (0.77)

4. Miscellaneous4.1 Overseas 0.55 0.55

Training (0.55) (0.55)4.2 Local 0.07 0.07

Training4.3 Study Tours 0.07 0.07

(0.07) (0.07)4.4 Trng' Support 0.32 0.32

Research (0.32) (0.32)4.5 Other Costs 0.42 0.42

(0.09) (0.09)

TOTAL 3.13 0.62 2.52 1.43 7.70(3.05) (0.34) (0.98) (1.03) (5.40)

NM: Figures in parentheses are the respective amounts to be financed by IBRD.LCB procedures followed in Mauritius were examined and found to be acceptable.Threshold value for prior review for procurement of goods has been set at $100,000.lnternational or local shopping with a minimm of three bids.

+Selection of consulta will be in accordance with the Bank Guidelines for Use ofConsultants of August, 1981 and all contracts are subject to prior review.

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4.07 Procurement of all Bank-funded goods and services under the project and the review ofprocurement documents would be done in accorda. ce with Bank Guidelines (issued May 1985). Bank sampledocuments for procurement of goods would be used under ICB procurement. In order to increase the capacityand capability in procurement, technical assistance will be provided as described under para 3.03. Anaccountant consultant in the Finance and Grants Division of the IVTB would, working with the procurementofficer, establish systems in order to prepare bidding documents, evaluate bids and finalize contracts. Theconsultant would also provide the necessary training to local staff for these tasks to be undertaken locally afterhis period of tenure.

4.08 The Government of Mauritius proposes to undertake some rehabilitation and upgrading of theexisting buildings at Ebene to establish the Resource Center and facilities for cross sectoral training. Theestimated base cost of the work is US$ 1.15 million which will be financed entirely from governmentresources. Detailed costs for the civil works will be prepared by consultants appointed under the project afterloan effectiveness. Tender documentation and bidding procedures to be followed would be in accordancewith Government Local Competitive Bidding Procedures which have been reviewed and found acceptable.

4.09 Procedures for International Competitive Bidding (ICB) would follow Bank ProcurementGuidelines. Procedures for Local Competitive Bidding (LCB) have been reviewed and will include public bidopening, clear evaluation criteria and local advertising and the award shall be made to "ie lowest evaluatedresponsive bidder.

4.10 a. Training equipment, furniture and fittings and supplies (computers, cameras, videos,etc)would be grouped in appropriate bidding packages of US$100,000 or more, and procured throughInternational Competitive Bidding (ICB) in accordance with the Bank Guidelines. Contracts for otherequipment, such as some office equipment (furniture, air conditioners, stationary, etc), each estimated to costless than US$100,000 and totalling not more than US$0.25 million would be awarded under LocalCompetitive Bidding (LCB) procedures in which foreign suppliers are eligible to participate. Smaller contractsnot exceeding US$25,000 each and totalling not more than US$100,000 would be procured throughinternational or local shopping based on price quotations from at least three suppliers. LCB contracts wouldbe advertized locally and subject to the following: (i) bids are to be opened in public; (ii) evaluation criteriaare to be specific; and (iii) awards are to be made to the lowest competitive bidder.

4.11 Technical Assistance, Training and Studies. The Technical Assistance requirements would beprovided by firms and individual consultants as outlined in Annex 8. Selection procedures for all consultants(firms and individuals) would be in accordance with the Guidelines for the Use of Consultants by World BankBorrowers and the World Bank as Executing Agency (August 1981). All consultant terms of reference,qualifications, experience and conditions of employment would be satisfactory to the Bank and subject toreview before an agreement (or contract) is negotiated and signed. Procedures in consultancy contractsinvolving firms would include a mandatory review by the Bank of proposed short list, letter of invitation andaward proposal for all contracts. Programs for Training and Studies, financed by IBRD, would be reviewedannually by IBRD.

4.12 aingEz@enditures. Operating costs include local staff salaries, allowances, office runningexpenses and fuel for which procurement is not applicable. The remaining expenses such as repairs,stationery, etc., would be financed and procured by Government using their own standard procedures.

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4.13 Review of Procurement. All bidding packages exceeding US$100,000 to be financed by IBRD forgoods and equipment would be subject to IBRD prior review. All other contracts would be subject toselective post-award review. Thus about 81 percent of the total contract value of procurement would besubject to IBRD prior review.

4.14 The procurement officer in IVTB, under the direction of the head accountant in the Finance andGrants division of IVTB would be responsible for all procurement. Procurement documents for goods andconsultants for the first year of the project would be prepared and sent to the Bank for review and approval.

4.15 Recording of Procurement 1nfornmaion. On appointment, the accountant consultant in IVTB wouldprepare proposals for collecting and recording data on project procurement. This would include theperiodicity and content of progress reports and consultant performance evaluations; the preparation by theBorrower of quarterly revised cost estimates and timing for all contracts and other project expenditures; thepreparation of Completion Reports within a specified period from the loan closing date; and at the time ofsupervision missions, a detailed statement of all procurement undertaken to-date together with a forwardforecast of anticipated procurement to be undertaken in the coming year with estimated costs. Assurances tothis effect were obtained at negotiations. (See paragraph 7.03(iii).

D. DISBURSEMENTS

4.16 The proposed IBRD loan of US$ 5.40 million would be disbursed on the following basis:

Table 4

DISBURSEMENT CATEGORIES AND PERCENTAGES

Category Amount of Loan Allocated % of Expenditures to beUS$ million fipanced

Equipment & Furniture 3.19 85% of local expenditures100% of foreign

Technical Assistance 0.77 80% of local expenditures forexperts from Mauritius100% of total for all others

Training & Studies 0.62 80% of local expenditures100% of foreign

Books, Periodicals, 0.41 85% of local expendituresMaterials & Supplies 100% of foreign

Trng' Support Research 0.32 100% of foreign expenditures

Other Costs Qam0 100% of foreign expenditures

TOTAL 5.40

- 24 -

4.17 All disbursements would be requested in line with Bank Guidelines and operate under proceduresacceptable to IBRD. All disbursements would be fully docuniented except for payments for contracts less thanUS$25,000 equivalent, which would be disbursed on the basis of statements of expenditure (SOE's). SOE'swould be certified by the Director of IVTB, who would confirm that these are in agreement with the ledgeraccounts, copies of which would accompany the claims. The ledger accounts and supporting documentationwould, however, be retained and made available for review by the auditors and IBRD supervision missions.Wherever possible all withdrawal applications should be aggregated in batches of not less than US$25,000equivalent. It is anticipated that the loan would be fully disbursed over a seven-year period which is consistentwith the country disbursement profile. An indicative schedule of disbursements is shown in Annex 10 alongwith the project and country profiles.

E. ACCOUNTS AU-IT AND REPORTS

4.18 Accounts and AMdit. ITVB would establish and maintain separate project-related accounts at theiroffice responsible for project execution and would be operational from commencement of projectimplementation. Su(h accounts would be maintained in accordance with sound and generally recognizedaccounting principles and practices satisfactory to the Bank to enable IVTB to provide interim and financialstatements to reflect the financial performance and position of the project.

4.19 IVTB accounts are regularly audited by government auditors under the supervision of the Directorof Audit who, in turn, submits his report to the Parliament. An auditor's opinion and report satisfactory tothe Bank on the interim and financial statements, would be provided within seven months of the close of thefiscal year. The auditors report would include a detailed statement on the adequacy of the accounting systemand internal controls, an independent/separate opinion on the reliability ,of statements of expenditure as a basisfor loan disbursements (see paragraph 4.17). IVTB project accounting, financial reporting and auditingarrangements will provide adequate and timely information to the Bank for supervision of disbursements andthe project generally.

4.20 Assurances were obained at negotiationsthat accounting and auditing arrangements would connueunder procedures satisfactory to the World Bank (see paragraph 7.03(iv)).

4.21 Rerts. A combined Annual Work Program summariziny achievements in the past year andwroposals for the forthcoming ye for all project comgonents would be prepared by IVTB with assistance

from MEPD and submitted to the Bank for review by March 31 of every year (see paragraph 7.03(vy)). Inaddition, brief semi-annual progress reports will also be prepared by tha Borrower. These would be submittedwithin two months of the end of each half-year. The data and informatio.i for these reports should assistmanagement in the monitoring of project implementation and the BL its supervision.

4.22 Assurances were obtained at negotiation that (3OM would preare a Proect ComLletion Report(PCR) to be submitted to IBRD not later than six months after the closingi of the Loan (see naragrra7!03(vi)).

- 25 -

V. PROJECT IMPLEMENTATION

A. STATUS OF PREPARATION

5.01 Status of Preparation. Preparation of the project was carried out by Government and in particularby IVTB working with MEPD. Initial preparation of the training strategy was undertaken by MEPD whoproduced the overall industrial training strategy and translated this into a program of human resourcedevelopment. IVTB carried out the preparation of the individual training components described above anddrafted the outline institutional development program, the Resource Center functions and equipmentrequirements and the training schemes which have been designed to cover cross-sectoral industrial activities.

B. PROJECT MANAGEMENT

5.02 Project Management. The project will be managed by the staff of IVTB, on a day-to-day basis,under the overall direction of the Director. There are no plans to recruit special staff to manage the project.Indeed the central objective of the project is the institutional development of IVTB and the introduction of aspecial project management unit would be counter-productive. Monthly monitoring of the project will becarried out by the IVTC at its regular meetings.

5.03 A project launch workshop is planned as part of the first supervision mission. At that time thedraft implementation program, set out in Annex 11, wi'l be reviewed by a joint team from IVTB and theWorld Bank. The finalized implementation plan will then form the basis for both IVTC and Bank monitoringof the project. The project launch workshop will also focus strongly on Bank procurement procedures toensure that, not just the staff directly involved with procurement, but that all staff of IVTB and members ofIVTC fully understand the necessity of following Bank procedures. Explanations of Bank disbursementprocedures will also be included. However a key feature of the project launch workshop will be to developownership of the project by staff of IVTB. Up to now much of the recent work on the finalization of theproject has been carried out by Bank staff and it will be essential, as the project is launched, to generatecommitment and interest in the outcome af the project among IVTB staff. Agremment on th overall workplan will be a conrdition of effectiveness of the proiect (paragraph 7.01).

5.04 Bank Supervision. A supervision program for the project is given in Annex 12.

5.05 Mid-Term Review. A mid-term review will be carried out towards the end of 1994. The review,to be carried out jointly with the staff of IVTB, will focus on three key areas, (i) the development of IVTB asan institution and the degree to which it is continuing to provide demand-driven training with constant feed-back from the private sector; (ii) the progress in overall implementation of the project; and (iii) the operationof the training levy which should be managed flexibly and be responsive to industrial training demands.

-26 -

C. ENIYRONMENTAL IMACTI

5.06 None of the project components will adversely affect the environment. The refurbishing of existingbuildings will take place in urban or peri-urban areas close to centers of population, as will any newconstruction. Since training will be taking place in industries already established in Mauritius, or about to beintroduced, environmental concerns should already have been resolved. The Bank has an activeenvironmental program with Government which has rwently published a National Envirommental Action Plan.There has already been follow-up to this plan in the torm of a two-year Environmental Management Projectwhich is executed by the Bank on behalf of UNDP. A World Bank Envi,onmental Monitoring andDevelopment Project was approved by the Executive Directors in December 1990, with the Bank fundingUS$ 12.4 million of the US $20.6 million project to facilitate the implementation of the investment programoutlined in the Environmental Action Plan.

D. WOMEN IN DEVELOPMENT

5.07 Employment of women in the labor force has increased dramatically over the last decade, risingfrom 20% of the labor force in the early 1970s to 53% in the late 1980s. More specifically, in the EPZ,employment of women rose from 14% to 53% of employees and in the hotels and catering sector from 15%to 30%. Traditionally, women have performed the more menial tasks in industry and service sector work, atlower rates of pay. The introduction of improved training will lead to higher productivity and in turn, whereenterprises operate piece rates or bonus schemes, to higher wages. Supervisory courses should open upopportunities for women to join the management ranks and offer them greater chances to move into seniorpositions.

VI. PROJECT BENEFITS AND RISKS

A. IUEETS AND JUSTIFIC

6.01 Benefits and Justification. The project will assist the Government in the vital process of developinga national training capability and also IVTB with the skills and experience to plan, program, implement andmanage a national training policy and scheme. The main benefit will be institutional. In the short term theproject will strengthen IVTB in its initial start-up and provide support to help the key functional units toprepare operating methodologies and procedures to maximize the opportunities for a sound, well run agency.In the long run the association of IVTB with the private sector will ensure the development of trainingpractices which respond to private sector needs and that training institutions and courses are fully relevant tothe needs of the economy. More broadly the project will have a long-term impact in increasing the quality ofthe work force leading to long-term benefits in enhanced productivity and higher quality products from awider and more diversified economical base.

- 27 -

6.02 RiWks. IVTB is a relatively new and untested agency and requires, for its future success, closecollaboration between the public and private sectors. All the initial signs are that IVTB has started itsoperations with full involvement of the private sector. Half the members of the IVTC are drawn from theprivate sector and they are playing an active role. The TACs are active and have a mixed public/privatesector membership. IVTB has produced a training plan for the next three years based on inputs frommeetings with the private and public sector which have identified key programs of training. A second, andless measurable risk, relates to the development of the Mauritius economy in the 1990s. Growth, based onrapid development of the textile sector in the 1980s, was very high, but growth in the future is likely to beless predictable as the economy becomes more diversified. It is unlikely that any single industry willchallenge the dominance of textiles and managing a multi-faceted economy will require a very flexibleapproach to training. IVTB will, through the project, be given the resources, staffing and professionalcompetence to carry out its mandate.

VI. AGREEMENTS TO BE REACHED AND RECOMMATION

A. CONDITIONS FOR EFFECTIVENESS

7.01 The following are conditions of effectiveness:-

(i) the submission to the Bank for review and approval of an overall work plan for the projectbased on the outline given in Annex 11 (see paragraph 5.03).

B. CONDMTION OF DISBURSEMENT

7.02 The following is a condition of disbursement:-

(i) Government will submit, for the Bank's review and approval, the training programs, programobjectives and proposed list of equipment for the four cross-sectoral programs (see paragzaph3.10).

C. ASS1JRANCES

7.03 In addition, during negotiations assurances were obtained that:-

(i) Government was selecting a consultant to prepare the business plan, financial plan andbudgets (see paragraph 3.06);

(ii) the recording of procurement information, as described in paragraph 4.15,would be followed during the project;

(iii) accounting and audit arrangements would continue to be satisfactory to theBank during the project (see paragraph 4.20);

-28 -

(iv) Government would submit to the Bank-for review by March 31 of every year-annual workprograms, both prospective and retrospective (see paragraph 4.21);

(v) Government would prepare a Project Completion Report not later than six months afterclosing of the Loan (see paragraph 4.22).

7.04 Subject to the above provisions, the proposed prowct would constitute a suitable basis for a WorldBank Loan of US$ 5.40 million to the Government of Mauritius.

ANNEX 1

Page I of 9

Iu9a

Basic Data

Table 1. Selected Economic Indicators

Table 2. Contributions of Major Sectors by Output, Investment and Employment

Table 3. Population, Labor Force and Employment

Table 4. Total Employment by Major Industrial Sectors

Table S. Structural Changes in the Economy

Table 6. Number of Establishments and Employment in the EPZ

Table 7. Estimated Labor Force for 1988 and 1990 and Projections for 1993 and 1995

Table 8. Estimated Activity Rates for 1988 and 1990 and Projections for 1993 and 1995

ANNEX 1-30- page 2 of 9

Table 1

Selected Economic Indicators

uni t 194 19 1116 A 1196 199 1990

I. outpu1. GMP at F.C (R .) 12050 13880 16450 19695 I 23181 26570 30730If. Per capita GNP (Rs) 14045 16157 190J8 22958 26759 30525 35070

2. Epwi1tiweI. Gross Dometic Savings (Rs *) 2684 3585 5624 6459 7079 6791 7620if. SavIngs Ratio MX) 18.7 21.6 28.5 27.0 25.5 21.5 21.4fIii. Investment (Rs m) 2595 3200 369090 0m 7990 8565 11215iv. Investment s a X of GOP CX) 18.1 18.6 19.9 21.6 28.7 27.1 30.8

3. Real Growth RatesI. GOP at f.C CX) +4.7 *6.8 .8.9 +8.4 +6.1 .3.8 +6.3

of which: Agriculttre X 0.8 +11.3 +10.7 -3.1 -5.3 e8.6 +10.6* Sugar (") -3.9 +15.9 +13.0 -4.4 *9.4 -13.5 *14.0

Nmduafaeturom (U) +12.2 +15.3 +20.2 +14.7 +79 .2.7 .7.0- Sugar (") -2.4 +20.0 e12.6 -3.9 *10.1 -13.7 +13.9- EPZ (H) +32.9 +30.0 +34.9 +22.0 +12.0 . .9.5 .7.9

Restaurant & Notels (I) +14.5 +6.8 .13.8 +21.1Pubtlc Sector 4.6 .5.6 13.? 12.2

iI. Investmnt MX) +6.1 .10.0 +19.9 +24.7 ? 17.0 .120 +11.5

4. satli- of Pantsi. Exports (Rs *) 5490 7818 9413 11927 13854 1SS17 17500If. Inprts C") 6494 8119 9199 13042 17400 20717 23500I I i.Vosible Trade Batlace (C) -1004 -1101 +214 -115 .3606 -4700 -6000iv. Current a/c Balance (C) -716 -459 1253 921 -770 -1608v. Overall BOP C") -250 .258 .1716 +2788 +2466 +.?25

vi. Foreign Exchange Reserves (") 570 882 +2450 4478 6428 6045

5. TaurimI. Tourism Arrivats (000) 139.7 148.9 165.3 207.6 239.3 262.8 285.0iI. Gross Earnings (Rs m) 630 845 1187 1786 2374 2786 33001II. No. of Hotels 54 55 56 60 64 67 72

6. Ptulic Sector1. Investment (Rs a) 825 1000 1375 1715 3380 2285 402011. Eaployment (000) 83.0 83.5 83.7 84.S . .

7. Total EIplolu tCSapt) (000) 305 338 377 406 424 431 437

8. tnflation Rate Cl) 7.3 6.7 1.8 0.6 9.2 12.6 13.5

9. GOP N.Prices FY (Rs e) 15247 17892 21185 25581 29607 33877 36400

10. Overaltl BwLet F? (Rs ) -824 -641 -297 -289 -950 -104.7 -84.0

11. Budget Deficft * a % GOP I.P.CX) 5.4 3.6 1.4 1.1 3.2 3.2 2.3

2. Debt Sevice tatio ()24.3 26.8 19.4 12.1 11.0 13.3

ANNEX 1

-31- Page 3 of 9

Table 2

Contribution of Major Sectors to Output, Investment,Employment

_ _ _ _ ___ 1982 1983 1984 1985 1986 198M 1988

1. MP at Current Factor Cost No*a 10020 10613 12050 13630 16450 19695of which

Agriculture X 15.3 13.8 14.4 15.3 15.3 14.6 13.4Sugar 11.3 9.5 9.7 11.1 11.6 10.8 9.5

anufacturing " 15.6 15.8 18.1 20.6 23.3 24.6 24.0Sugar 3.1 2.5 2.7 3.2 3.7 3.4 2.6EPZ * 4.5 5.2 7.2 9.6 11.6 13.1 13.6

Restaurants & Hotels a 2.4 2.6 2.5 2.4 2.5 2.7 2.9

Publ1c Sector 23.9 23.6 23.0 23.1 23.8 25.4

2. Invest ent CGDFCF Res m 2100 2300 2595 3100 3690 5090 7990of which

Agriculture X 6.4 4.4 4.7 4.2 3.3 5.7 2.9

Manufaiuring a 15.0 14.7 19.4 23.9 27.5 28.7 23.5EPZ a 1.8 3.1 8.1 13.1 14.4 12.9 10.9

Hotels U 1.2 1.7 1.9 5.8 2.6 2.7 3.4Public Sector a 36.0 35.4 31.8 32.3 35.3 33.7

3. Total Eptloysnt (COO) 294 282 305 338 377 406 424of which

Agriculture X 29.2 28.9 26.9 24.7 21.8 19.3 18.5

Manufacturing u 19.0 19.6 24.3 29.3 35.5 38.5 39.2EPZ a 11.8 11.9 17.0 22.3 28.6 32.0 33.7

Restaurants & Hotels u 1.6 1.6 1.6 1.6 1.6 1.7 1.8

Public Sector -. 29.3 27.2 24.7 22.2 20.8 I

ANNEX 1

-32- Page 4 of 9

Table 3

Population, Labour Force and Employment, 1962 - 1988

1962 197 1963 1964 19M6 1969

681.6 826.2 966.9 907.6 1016.6 1081.7

1. Population ('000) 164.2 254.4 350.0 366.0 437.0

2. Labour Force (t000) 63.0 63.0 90.0of which:

Pubtic Sector COOG) 173.5 211.7 282.0 305.0 424.0

3. Employed persons (*000) 10.7 41.8 66.0 63.0 13.0

4. Utwmptoyed persons (*000) 5.8 16.4 19.4 17.1 3.0

5. Unetploymnt rate (4/2)(X)1.9 1.4 0.9 1.0 1.0 1.0

6. Average anl growthrate of population tX)

3.3 2.9 6.0 4.4 4.57. Average aual growth

rate of labour force CMX

Source: CSO and NEPO

Table 4

Total Employment by Major Industrial Sectors

Esploymnt 19?2(CenruS L.. _ _ 1WSS (Est imte)8oth Soth BothSector Kale Female Sexes Rate Female $Sexs Natl F_mele Sexae

Agriculture, NHmting,forestry and Fishing 54.334 16.365 70.699 46.417 15,488 61.905 SS.000 27.000 82,000Nining cnd urrying 95 28 125 168 3 2S1 -

Namafacturling 24,607 4.513 29.120 33.350 20,357 53.707 60,000 72,000 132,000Electricity, Gas andWater 3.057 89 3,14 3.923 132 4.055 4,000 4,000

Construction 20,377 149 20,S26 18,989 251 19.240 19,000 . 19.000

IHolesate 4 Reteil TraeA Restaurant & Motels

17.676 2.892 20,568 21,946 5,256 27.202 38,000 17,000 SS.000transport, Stora9ge £Commnuic tionsFinamcing, Insurance. 13.764 380 14,144 15.243 696 15.941 26.0CO 2.000 28,W00Reat Estate 4 S.Servf se

Co unity, Social and 2,235 S11 2.746 4,869 1,606 6,475 7,000 2,000 9,000Personal Services

Activities not 34,628 18,936 53.564 41,726 23.146 64.872 60.000 29.000 89.00defined

673 267 940 186 48 234 .

Total 171,446 44.130 215,576 186,817 6V,065 253.Q 25.000 149,000 4a_.m

Source: NEgP and CSO

0I,

ANMEX 1-34- Page 6 of 9

Table 5

Structural Changes in the Economy(% Shares)

Sector Value-Added Employment

1976 1986 1987 1990 1976 1986 1987 1989

Agriculture 28.2 15.3 14.8 12.6 34.8 21.0 18.9 16.7

Industry 26.2 31.4 32.3 32.0 21.6 38.3 42.6 44.8

services 45.6 53.3 52.9 55.4 43.6 40.7 38.5 38.5

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Sources CSO and MEPD

Table 6

Number of Bstablishaents and 8mployment La BPS Sector

(September figures)

1983 1988 1989

No. No. of No.Main Product of Employmen Establis Employme of Employman

t h- nt Betablis tEstablish ment h-

ment

Textile yarn and 10 1,63 25 3,670 30 4,251fabrics

Wearing apparel 77 370 79,317 359 75,20118,433

Wood products & 2 * 7 517 14 540furniture

4

Watches, clocks &optical 9 10 1,407 10 903goods 673

Jewellery and relatedarticles 6 9 1,448 8 231

681

Other products 25 63 4,379 142 7,524_ _ _ _ ___ ___ __ _ 2,002 __ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _

Total 129 484 90,738 563 88,650__ __ __ __ __ __ _23,424__ __ __ _ 23,424 .__ __ _ ___ _ _ _ __ _ _ _

* Data have been included in group "other products" so as not todisclose particulars relating to individual establshments.

Sources: CSO - Digest of Industrial Statistics, 1988 and Bank of NaurLtius.

0

~0

ANNEX 1Page 8 of 9

Table 7

Estimated Labour Force for 1988 and Projection for1990, 1993 and 1995

(by age group and sex)

Ag-Group Kate Fe te(Years)

1908 19 1993 1995 1968 1990 1993 1995

15-19 25,300 25,000 24,S00 25,800 15,000 15,S00 16,400 17,900

20-24 51,200 47,200 43,800 43,100 29,900 28,200 27,300 27,900

25-29 49,200 50,500 50,300 46.900 25.800 27,700 28.300 26,800

30-34 43,900 45,500 47,900 49,500 22,500 24,200 25,900 27,000

35-39 37,900 39,600 43,000 44,600 19,90'2 21,500 23,700 25,100

40-44 24,900 29,700 35,700 38,200 12,700 16,500 19,900 21,600

45-49 18,000 20,200 23,800 28,100 8,300 9,400 11,500 13,800

50-54 16,600 16,400 17,000 18,300 7,100 7,300 8,100 8,900

55-59 12,200 13,300 14,000 14,000 4,600 5,400 5,800 5,800

60-64 4,800 4,400 4,600 4,900 1,700 1,700 1,800 1,900

6S2over 2.900 3.200 3.900 4.000 1.500 1,600 1.700 1.800

Total 286,900 295,000 308.500 317,400 150,000 159,000 170,400 178,S00

Source: NEPO ed CSO

ANNEX 1-37-Page 9 of 9

Table 8

Estimated Activity Rates for 1988 and Projections for1990, 1993 and 1995

(by age-group and sOx)

Age-Group Male Temal-(years) ------

lo86 1990 1993 1995 1988 1990 1993 1995

15-19 54 52 50 S0 33 33 34 35

20-24 96 96 96 96 59 59 62 64

25-29 98 98 98 98 53 56 57 58

30-34 98 98 98 98 52 53 54 55

35-39 98 98 98 98 53 55 56 57

40-44 97 97 97 97 52 54 55 56

45-49 95 95 95 95 42 43 45 46

50-54 91 91 91 91 37 39 42 42

55-59 84 83 84 84 31 33 33 33

60-64 33 33 35 35 11 12 12 12

65 & over 14 14 16 16 5 S 5 5

UAITIUS - MDIlE OF EOUCATION NI UAGIINO SYSTEM

T~~~~~DATI lL C

EI l l PPIIASS:U*ADEUF FAIL

Not.: 1 Reeat. -to laprovo Brades aNW thus :Mah0chon: f seondary schiol. E nEglish iQ Z

F :Freech D

0Certiflcato ~~~~~~~2) Shaedd aroeas r*Preseat IYTS'. WOrk. H.S.C s High.r School0Certificate ~ ~~~ ~~~~~~~~~~~~~~PVT :Pro-Voce6lseal Traimi.g 1-'P

TV s TochmEcaI Certificate

ANNEX 3-39- Page 1 of 5

The Human Resource Development ProrraM

Numbered Projects form the Core Program presented at the Donors' Meeting in March 1990 in Geneva.

Ministry of Education. Arts and C 'Sj= Evund

University of Mauritius

1. Capacity Expansion 6.0 4.4- Up-grading Dept. of Management and Accounting 2.6 2.0- Up-grading Dept. of Social Studies and Humanities 2.7 2.42. School of Engineering 9.0 7.23. Developing Research Capability 1.3 1.3- Residential Complex 0.7 0.6

sub-total 22.3 17.9

Mauritius Institute of Education andMauritius College of the Air

- Up-grading of Primary School Teacher Skills 1.7 1.7

Ministry of Education

4. College of Further Education 2.0 1.35. Colleges of Technical Education 3.3 2.06. Up-grading Existing Technical Institutes 1.7 1.37. Development of Computer Education 1.1 1.08. Computer Technology in Schools 1.2 1.0

sub-total 9.3 6.6

Mauritius College of the Air

- Development of Distance Education 4.0 3.4

Prime Minister's Office

9. Setting Up Basic Training Infrastructure 10.4 8.610. Training for Specific Industrial Sectors 11.6 9.3- Training for Specific Trades 9.5 9.0

11. Pre-vocational Training 11.3 11.312. Electronics and Electrical Training Center 12.7 11.3

sub-total 55.5 49.5

ANNEX 3Page 2 of 5

40

Mlinistr of EimrPann n

13. Training in Businese Studies 0.4 0.414. Footwear and Leaher Craft Courses 2.7 2.41S. Fashion and Desip Training 1.6 1.416. International Economic Data Base 0.6 O.S17. Labor Market Modelling 0.4 0.3

sub-total 5.7 5.0

Minis of Civil Service and Emplaoent

- Management Development Seminars 0.3 0.3- Public Sector In-Service Training 0.4 0.318. Training Center 0.7 0.6

sub-total 1.4 1.2

Ministr of Labor and ndustrial RelationsWlomen's Rit and FaMily EWefare

- Community Levd Trining 0.9 0.7- Vocational Training/School Drop Outs 2.4 2.319. CAD/CAM Training for EPZ Workers 1.0 1.0

sub-total 4.3 4.0

Ministr of Social Set NationalSolidarit and Refrm Institution

- Reform Institutions - Vocational Training 0.8 0.3- Drug Rehabilitation Program 0.5 0.4

sub-tal 1.3 0.7

Ministry of Agriculture. Fisheries andNatural Resources

20. Manpower Development 0.5 0.5- Master Plan for Agriculture Training 3.4 2.721. Manpower Doveopment in the Sugar 4.7 4.SIndustry * O.S O.S22. Agricultural Meanization 0.4 0.3- Land Resources Management 0.6 0.523. Electron Micrscope Unit 0.4 0.4- Library and Scientific Info., Service

sub-total 10. 9 4

AN4NEX 3

-41- Page 3 of 5

Ministr of Fner!y. NMt IMocSM and PoswiServica n MIMICr of Civi Service Affajg

- Uprading of CEB ad DWC Training Cat 0.5 0.5

_ O- Commercia Pilots' Licence Traiing 1.1 1.1- Training of Port Peromd 1.0 0.9

sub-otal 2.1 2.0

Ministay of Industry and Industrial Technlogy

24. Computerization of MEDIA Acthvities 0.2 0.1- Training in Quality Assurance 0.4 0.3

0.6 0.4

Minita of Youth and Sports ad TM

- Residential Traning Center 0.5 0.5

Minigt of Finance

- State Infornatics Traiing Center 0.4 0.4- Assistance to the Stock Exchage 1.0 1.0

sub-total 1.4 1.4

Ministr of Trade andSipnf

- Up-grading of Sea Training School 0.3 0.3

Ministr for Rodrigues

25. Human Resource Center 1.0 0.9

Grand Total 122.4 105.4

Components of the Sugar Industry Manpower Development Program are:-- Technical Training- Training Master Plan- Agricultural Mechanization- Agricultural Diversification

- Training in Mil Automation° Computer Training- Management and Supervisory Development- Employment Development

ANNEX 3-42- Page 4P of 5

Sumumar of the Overall and -Corp -Prorams

Overall CoreProgram Program

Number of Project 60 25

Total Cost - Ovell Program, 122.4 70.9(USS million)

Fundi Requred, (US$million) 105.4 62.6

Foreign Exchange, (USSmillion) 73.4 41.5

Percen FE of Fundin 70% 66%Required

ANNEX 3Page 5 of 5

-43-

Donor's Interest Li Ex2ressed durinf the Geneva Donors' Meeting of Marh. I0

Institution Total Basisaoupt (in USS million) Lon/Gran Area(s) Of Interest

African Develop-ment Bank 12.0 Loan Basic Education, Technical Education and Agricultural

Traning

World Bank 12.0 Loan Instutional Development of IVTB and Industrial andVocational Training

UNDP 2.5 Grant Labor Market Modellint, Support for the Education SectorMaster Plan and Continued Support for the HRDP

UNIDO 0.5 Grant Leatherwork Training

ILO - Provision of Technical Services

Commission of the EuropeanCtommunities 5.0 Grant Training in Industries, a Resource Center on Rodrigues

and Support for Environmental Protection

Caisse Centrale 15.0 Loan Industrial Training

Australia 4.0 Grant Technical Training

France 6.0 Grant Establishment of a College of Further Education andColleges of Technical Education

India 3.0 Loan Support for ITTC at Piton, TA for Software Training andTraining of Trainers

UK 0.5 Grant Short-Term Consultants for Technical Training

USA 6.5 Grant Support to the University of Mauritius

Total JL 1L

IL of which:- US$ 25.0 million on grant basis and USS 42.0 million onloan terms

STRUCTURE AND ORGANIZATION OF IVTB

fE a

r=-~~~-Gffd38MW~~~~~~~~~~~~U4IT

* I d@| o no VOCA T sWdL f t a aI

11 H=5 =c==3A=] + FL] $om As &U+ E E:1 141 E i3 141 ER 9~Ase. eb

~~~~~~G. 1Xlnor

.45. ANNEX 5Page 1 of 1

Staffin of I!T

Position Number

Director 1

Divisional Managers 6

Senior Staff 14

Clerical Staff 13

Support Staff 6

a0

as of February 28, 1991

ANNEX 6Page 1 of 2

Outline of a Business Plan for IVTB

1. IVTB urgently need to prepare a Business Plan which sets out a vision of its future and translates thatinto a practical objectives and plans to achieve those objectives. Essential to the Business Plan is a recognitionof the fact that infinite resources are not available and difficult, and often unpopular decisions will have to bemade on priorities.

2. The Business Plan will have a number of audiences:- The Prime Minister, as the Minister responsible fortraining, the Industrial and Vocational Training Council, members of Government ministries, particularly thoseconcerned with industrial and vocational training, the private sector and staff of the Industrial and VocationalTraining Board.

3. The Business Plan should consist of the following chapters and sections:-

(i) A cover page giving the Board's full name, address, telephone and fax numbers and list of keystaff.

(ii) A page listing the members of the Council, their tides and the Ministry or private sector companythey represent.

(iii) The mandate of the IVTB as set out in the Industrial and Vocational Training Act, Act No. 8 of1988 dated April 15, 1988. Any amendments to that Act, including the transfer of responsibility forpre-vocational training and the rITCs to the IVTB and covering the issue of training forGovernment civil servants.

(iv) A mission statement setting out the mission of IVTB in no more than half a page.

(v) A chapter on the Functions and Outnuts of IVTB covering objectives, priority activities and workprograms of each of the main functions of IVTB, eg, registration of training schools, trade testing,grants' payments, accounting, etc.

(vi) A chapter on the staffing of IVTB by levels and responsibilities and the projected staffing over thenext several years. The chapter should show recruitment plans, and given the shortage of skilledtrainers in Mauritius an indication of the possible sources of new staff. Projections on probablestaff turnover should be included.

(vii) The organization structure showing reporting relationships and possible changes in the structure asrecruitment proceeds.

(ix) A chapter on the existing skills' profiles of the higher level staff identifying skills' gaps againstexisting staff and skills' needs. An outline staff training program should be included.

(x) A chapter on "marketing" IVTB and the overall public relations strategy including developing anIndustry wide "sensitization" program, information on "best practices" and the grants program.

,47- ANN?EX 6Page 2 of 2

(xi) A cnapter on investments planned with major capital expenditures detailed. This chapter shouldcover the construction and conversion program for the IVTB headquarters and other trainingschools. Detailed projections of the funds required should be included together with possiblesources.

(xii) A chapter on recurrent expenditure forecasts and budgets including cash flow projections.

(xiii) The Business Plan should conclude with a review of key issues facing IVTB. Such issues mightinclude a review of the mandate of IVTB, alternative approaches, and difficulties in recruiting ant.training key staff.

ANNEX 7Page 1 of 1

48-

C muultn' Ter of Redwenc to fteMM Bh Ff luslnmsPan

The Consultant will report to the Director of the IVMB. In order to familiarize himself with the needs,pmoblems and opportunities with which the IVTB is taced, the Consultant will first:-

(i) review the legal basis of IVTB; and

(i) interview members of IVTC, the staff of IVrTB sad otheas in Government and the private sector asappropriate, to determine in a comprehensive way the nature and priorities of the challenges whichthe Board faces.

Working unda the guidance of the Director, IVTB, the Consultant will:-

(iii) assist in the formulation of an overall plan of action coveri the medium term (three to five years)to bring IVTB to its fuUl operating potential.

Based on the foundation laid down, the Consultant, in collaboration with IVTB staff assigned to work withhim, will:-

(iv) review the management and organizational structure of the IVTB;

(v) prepare the master work program for IVTB, including milestones for the achievement of specificlevels of capability;

(vi) outline the procedures and operational regulations which IVTB should adopt to carry out its workeffectively;

(vii) prepare a technical assistance plan;

(viii) prepare outline staff development plans;

(ix) prepare training plans specifying in outline the type, duration and level of course, together withpossible training institutions.

(x) bring all of the above information into a business plan for IVTB for submission to the Bank prior toBoard presentation of the project.

In view of the fact that sufficient information may not be available during the consultancy, the Consultantwill:-

(xi) assure that the products of the work are suitably flexible to allow for possible contingencies; and

(xii) carry out such other activities with in the scope of the Consultants' capabilities as may be proposedby and agreed with the Director, IVTB.

limo. 3 staff months

ANNEX 8Page 1 of 4

-49-

Projects and Plannn Division

Consultant's Terms of Reeence

The consultant will report to the Director or to the Manager of the Projects and Planming Division as theDirector may decide. He will act as team leader.

Qbiective. To provide technical and professional support to the division.

ecific Activitiem.

The consultant will first develop a work plan based on the activiticl set out below:-

(i) working with the staff of the division, develop methodologies for identifying training needs inexisting and emerging sectors of the economy;

(ii) assist in the development of methods to evaluate training projects;

(iii) prepare and implement programs to evaluate training projects;

(iv) develop, introduce and monitor systems for costing training programs;

(v) develop and introduce monitoring and evaluation systems;

(vi) prepare and introduce programs for monitoring possible impacts on training of changes in theeconomy and labor market;

(vii) working with the divi;ional manager and the consultant, working with the Inplementation Divisionprepare outline training programs in the four cross-sectoral programs proposed under the project'sSupport for Selected Cross Sectoral Training ProErams. This would involve identifying trainingneeds and the population, developing the curriculum, preparing data on required equipment and itsanticipated costs and locating suitable corsitants;

(viii) prepare operational manuals for IVTB on the key activities; and

(ix) assist in the development of a more comprehensive careers guidance program for school leaversincluding involving the private sector in the program.

Tino. 4 staff months.

ANNEX 8-SO- Page 2 of 4

Consultant's Tern. of ernc

The consultant will report to the Director, IVTB, or the Division Manager as the Director may decide.

Ojcive. To provide technical and professional support to the division.

St fflc Activiies.

The consultant will develop a work plan for review and approval of the Director based on the followingactivities:-

(i) develop training plans for commercial and industrial sub-sectors based on inputs from the Progrmsand Planning Division;

(ii) identify and cost alternative resources for the training;

(iii) make appropriate decisions with the manager on the best sources of cost-effective traing;

(iv) determine the long term demand for training, in particular sub-sectors, as a basis for setting uprepeat courses if appropriate;

(iv) work with industry and commerce to develop in-house training for existing industries and set-uptraining for small employers on a pooling basis;

(v) develop appropriate curricula and appropriate methodologies for curricula preparation;

(vi) identify equipment needs, sources, train staff and trainers in the use of equipment and instructionalmaterials;

(vii) draft and publish operational manuals for the division;

(viii) working with the manager, Programs and Planning Division and the consultant, prepare courses forthe SupArt for Cross Sectoral Training Courses component of the Project;

(xi) train the staff of the division;

TimL 4 staff months.

ANNEX 8Page 3 of 4

-S1-

F1nanc and Gmrant MCAsI

Consultant's Terms ofReree

The cuant will report to the Direor or the Manager of the Fice and Grants Division at thediscredoa of the Dirctor.

ObjM To develop and implement sound accounting, budgeting, costing management accounting andprocurement procedures to IVTB.

lS2ific Activities.

The accountant will first develop a work program based on the activities listed below:-

(i) initially carry out an in-depth review of IVB's accounting procedures;

(ii) set up budgeting procedures so that IVTB's budget accurately reflects the resources available and thetasks to be performed;

(iii) build on the existing accounting and book-keeping practices and develop management accounts;

(iv) develop costing systems so that activities of IVTB can be accurately costed;.

(v) develop and introduce the concept of cah flow forecasting and implement procedures to ensure thatIVTB's cash flow forecasts are accurate and up-to-date;

(vi) implement the new procedures and review their efficiency. Make changes as necessary;

(vii) draft and prepare an accounting manual for IVTB;

(viii) develop procurement procedures;

(ix) in particular become familiar with World Bank procurement procedures and, with the procurementofficer, be responsible for correctly interpreting those procedures;

(x) provide ad-hoc cost inputs as required;

(xi) develop, introduce, carry out and monitor training programs for the accounting staff and trainmanagers of IVTB generally in sound financial practices;

(xii) review, and develop as necessary, procedures connected with the grants for training to the privatesector;

(xiii) introduce an audit procedure for IVTB grants to the private sector; and

(xiv) carry out such other assignments with in the scope of his technical and professional abilities as maybe agreed with the Director.

C staff months; in two phases, four months initially and after a break of six months, two months.

ANNEX aPaae 4 of 4

-52-

Sport Ter Consulitani

SI o Referec

In order to maintain flexibility and to allow for changing circumstances, no specific terms of referencehave been proposed for the short-term consultants. Terms of reference wil be prepared by the Director, IVTB,working with the three divisional consultants. It is anticipated that the consultancies will deal with a range ofsubjects which might include, for example:-

- Labor market analysis- Specialized training needs analysis- Advanced computer training- Curriculum development- Training of trainers- Developments in training methodologies- Monitoring and evaluation techniques-Tracer studies- Apprenticeship scheme development

Terms of reference for the consultants would be approved by IVTC and submitted to the World Bank forreview and approval.

Studv Tours

Cross-fertilization and the introduction of new ideas plays a vital role in the development of human capital.Ten study tours are proposed. The first one o. two study tours should seek to identify centers of excellence sothat subsequent study tours can be planned in a cost effective way and concentrate on areas where the maximumbenefit will be attained.

Study tours will not be restricted to senior managers but should be focussed on staff where new operationalexperience will be best utilized on return.

Each study tour sftould be followed by an in-house seminar where the new ideas can be exposed to allstaff.

-53- ANNEX 9Page 1 of 2

Indicative EquiDpment lUst for the Resource Center

The listing below indicates in some detail the equipment that will be required to establish the ResourceCenter. The consultant, responsible for designing the Center, wUI finalize the equipment lists for submission tothe World bank for review and approval.

Microcomuter Sysm

System UnitsColor MonitorsMonochrome MonitorsPrintersPrinter CablesImage ScannerDrive System

Tsarency Makers

Overhead Projectors

Moie£Ejectors

16mm ProjectorsMotor Drive ScreensAudio Amplifier System

Mlgho nes

Reader Machine

Reader Printer

Illuminated Magnifier

Synchronized Slide Projectors

ProjectorsZoom LensesSynchronized Tape RecordersSpeaker StandsProjector StandsScreens With TripodsAmplifiers

ANNEX 9Page 2 of 2

Procesingi Egubiment

Cameras, 35 mmLighting SetsTripodsCopier StandsAudio MixersEducatorsMicrophonesCassette Decks

VW/S& Systm

VHS Video CamerasVHS Editing SetColor MonitorsEditing ControlCables

Sound System

Teacher ConsoleMaster Tape RecordersHeadsets

Ehotnia

Electric TvDeits

-onsumables. Consumables will be supplied for a five year period. These will cons3st of spare parts forthe equipment, diskettes (360 kb and 1.2m kb), films, slides, tapes, VHS video tape and other consumablesrequired to support training material preparation.

-55- ANNEX 1 0Page 1 of 1

MAURIL'USINDUSTRIAL AND VOCATIONAL TRAINNG PROJECT

ESTIMTED SCHEDULE OF DLSBURSENMNTS

IBRD Cumulative Project CountyFiscal Year Disbursements Disbursements Profilo Profile

(%)

- USS million

FY 1992Sep. 30, 1991 0.00 0.00 0 0Dec. 31, 1991 0.00 0.00 0 1Mar. 31, 1992 0.00 0.00 0 3June 30, 1992 0.08 0.08 2 4

FY 1993Sep. 30, 1992 0.08 0.16 3 7Dec. 31, 1992 0.09 0.25 5 10Mar. 31, 1993 0.34 0.59 11 13June 30, 1993 0.35 0.94 17 18

FY 1994Sep. 30, 1993 0.34 1.28 24 24Dec. 31, 1993 0.41 1.69 31 29Mar. 31, 1994 0.41 2.10 39 34June 30, 1994 0.42 2.52 46 39

FY 1995Sep. 30, 1994 0.41 2.93 54 44Dec. 31, 1994 0.41 3.34 61 49Mar. 31, 1995 0.13 3.47 64 55June30, 1995 0.13 3.60 66 61

FY 1996Sep. 30, 1995 0.13 3.73 69 66Dec. 31, 1995 0.12 3.8S 71 70Mar. 31, 1996 0.25 4.10 75 75June 30, 1996 0.25 4.35 80 80

FY 1997Sep. 30, 1996 0.25 4.60 85 84Dec. 31, 1996 0.24 4.84 89 88Mar. 31, 1997 0.09 4.93 91 92June 30, 1997 0.09 5.02 92 95

FY 1998Sep. 30, 1997 0.10 5.12 94 97Dec. 31, 1997 0.10 5.22 96 98Mar. 31, 1998 0.10 5.32 98 99June 30, 1998 0.08 5.40 100 100

Project Completion Date: June 30, 1998Project Closing Date: December 31, 1998

ANNEX 1 1Page 1 of 5

PrQject Imllementatio* Plan

The programs overleaf outline the project plans over the seven-year disbursement profile and will formthe basis for annual and semi-annual reviews during supervision missions.

TNP GETATI4 PEN

Inptitutiont Supoort for Itt

_ __- C2___=__________= -=T 92 93 94 95 _ 97 =

_ _ _ _ - -. l 2 A 2 1 2 1 1 2 1 2 .2

betitnicwl A OVESAS TRAIN7I sus.. xx ass,. ussug Nun% SantaSwqD.ot for IVI I3 _= l l l I =1 _ = X

a TO94ICAL______ ~~~ASSISTAJME

I Short Term 4Consumlteant, Rungs

_________ __ ~Pralacta _ tumsntatian 4_

ACCOmatn"t 4 2

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____________ Td,ie,t Ameletese

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Order and ;n.rsll Xs.. -Russ- - - -

Draft Liost- .=.us=g - - - - - - - - -

Ode.r .....-..... - - = = - = -__ _~L _ =- =_ _ _ _ _ _=

Dericd6 eL;ts * 3* _______ __UUS _______ _EUSE RussoConsumption_xi -t-- - - - -

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ANNEX 11.59- Page 4 of 5

I S _ _ __ __ _ _ ___L-I__-i ___J_ _

p-X N I I T l lol l 1 1 1 1 I T I I I 1 1 1 1 1 WI

J3 L N _

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ANNEX 1 1_ _ _ _ _ _ Page 5 of 5

--4-----

Bs

-ui --

ANNEX 12-61- Page 1 of 2

IBRD Supervision Plan

1. IBRD Supervision Plan into Main Activities. The staff inputs indicated in the table below are inaddition to the normal regular supervision needs at Headquarters which will be necessary to review progressreports, procurement initiatives and to respond to routine correspondence. This is estimated to require up toeight staff weeks in the first year of the project and six weeks each year thereafter.

2. Borrowers Contribution to Supervision.

(i) IVTB will submit semi-annual progress reports for edch half year, no later than two months aftereach half year.

(ii) The final content of each progress report will be agreed at the Project Launch Workshop butessentially the Semi-Annual Report will detail the following:-

- Project highlights;

- Work done during the previous half year;

- Progress against key indicators;

- Problems encountered and solutions implemented; and

- Work program for the next half year.

(iii) Progress reports will be reviewed, initially, by the IVTC before being passed to MEPD fortransmission to the World Bank. Both IVTC and MEPD can comment or. the reports but thecontent should be as submitted by IVTB.

(iv) At the beginning of each supervision mission there will be an initial briefing meeting and at theend, a final progress and wrap-up meeting, both normally chaired by the Chairman, IVTC.Supervision missions will generally be timed to allow discussions with a full session of theIVTC.

ANNEX 12-62- Page 2 of 2

3. IBRD Supervision Missions

Dates Key Mission Staff(approx) Activity Composition Inputmmlyy (slw)

10/91 Project Launch Task Manager 5Workshop Procurement Adviser

03/92 Consultant Task Manager SSelection and Training SpecialistRecruitment,Training Program

09/92 Technical Assistant Task Manager 3Component

03/93 Overall Progress Task Manager STraining Specialist

n9/93 Training Program Task Manager 4Training Specialist

1994 Two Missions, Second to Task Manager 10carry mid-term review Specialists as required

1995 Two Missions Task Manager 8Specialist as required

1996 Two Missions Task Manager 8Specialist as required

1997 Two Missions Task Manager 10Specialists as required

1998 Two v '1ions Task Manager 10Specialists as required

-63- AIWNEX 13Page 1 of 1

Documents in the Project Files.

1. Directory of Training Resources in Mauritius - 1987, MEPD.

2. Mauritius - Towards an Industrial Training Strategy - 1988, MEPD.

3. Industrial and Vocational Training Plan - 1990 - 1993, IVTB.

4. Mauritius: A Program for Human Resource Development, MEPD.

S. Mauritius - Managing Success, IBRD.

MAP SECTION

IBRD 2296.

MAURITIUS

INDUSTRIAL AND VOCATIONAL Canorriers

TRAINING PROJECT

HEADQUARTERS, IVTE

ARTERIAL ROADS Tnof/f

TRUNK ROADS

OTHER MAIN ROADS X (

BUILT-UP ARFAS "I+

RESERVOIRS AND RIVERS

PORT ' \4 !PR

Crovrws Rs.n wo 2 4 6 B \0de

{)! f /tl>

I i / I I e

/ ~ ~~~~~~~~~~ ~ 1{ 2EEi 2 1 5

} > J:nnbous \' ( > \ 0 bows

i {~~~~~~TFrI! a' (. La P tp(

| , /\ { at A--17 "''''" ' -Pat-

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t~~~ E 2 ) v Ae Chcxicond~~~~~~~~~~~~~~~~~12

IL~~~~~~~~~~~~~~~~~~~~~~~~~~~~IE

Ma.s 199