world bank document · 1. component 1. training, retraining and apprenticeship program .15 2....

Document of

The World Bank

FOR OFFICIAL USE ONLY

Report No. 12850-IVC

REPUBLIC OF COTE D'IVOIRE

STAFF APPRAISAL REPORT

LABOR FORCE TRAINING SUPPORT PROJECT

MAY 27, 1994

Occidental and Central Africa DepartmentPopulation and Human Resources DivisionAfrica Region

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

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

CURRENCY EOUIVALENTS

Currency Unit = CFA Franc''CFAF per US Dollar = CFAF 580

SYSTEM OF WEIGHTS AND MEASURES

Metric System

LIST OF ACRONYMS

AGEFOP Agence Nationale de la Formation Professionnelle (National Vocational TrainingAgency)

AGEPE Agence d'Etudes et de Promotion de l'Emploi (Agency for the Study and Promotionof Employment)

BDF Banque des Donn6es Financieres (Financial Data Bank)CAA Caisse Autonome d'AmortissementCILSS C6te d'Ivoire Living Standards SurveyCNPI Conseil National du Patronat Ivoirien (National Council of Ivorian Employers)CVT Continuous Vocational TrainingDIP Direction des Investissements Publics (Public Investment Directorate)EPIC Etablissement Public a Caractere Industriel et Commercial (Commercial and Industrial

Public Establishment)FDFP Fonds de Developpement de la Formation Professionnelle (Vocational Training

Development Fund)FNR Fonds National de Regulation (National Regulation Fund)HRDP Human Resources Development ProgramNGO Non-governmental OrganizationOEMF Observatoire de l'Emploi, des Metiers et de la Formation (Employment, Occupations

and Training Observatoire)OMOCI Office de la Main d'Oeuvre de C6te d'lvoire (C6te d'Ivoire Manpower Office)ONFP Office National de la Formation Professionnelle (National Vocational Training Bureau)PASCO Competitiveness Regulatory Reform Adjustment ProgramRCI Republic of C6te d'lvoireSMIG Salaire Minimum Interprofessionnel Garanti (Guaranteed Interprofessional Minimum

Wage)SMAG Salaire Minimum Agricole Garanti (Guaranteed Agricultural Minimum Wage)SOE Statement of ExpenditureUGTCI Union Generale des Travailleurs de C6te d'lvoire (C6te d'Ivoire Workers' Union)TVET Technical and Vocational Education and Training

FISCAL YEAR

January 1 to December 31

SCHOOL YEAR

September - June

The CFA Franc is currently tied to the French Franc at a rate of 100:1. The French Franc is currently floating within theEuropean Monetary System.

FOR OFFICIAL USE ONLYREPUBLIC OF COTE D'IVOIRE


TABLE OF CONTENTS

BASIC DATA SHEET

CREDIT AND PROJECT SUMMARY ............................. i

I. ECONOMIC BACKGROUND .1

II. LABOR FORCE AND TRAIISNG.. 2A. Overview.. 2B. Labor Market Issues.. 4

1. Labor Market Regulations. 42. Labor Productivity .53. Unemployment .54. Labor Market Monitoring and Analysis. 6

C. The Training System.. 71. Pre-service Technical and Vocational Education and Training .................. 72. Continuous Vocational Training (CVT). 83. The Institutional Framework. 94. Prospects .11

D. Government's Training Strategy .. 11E. Bank's Experience and Role .12F. Rationale for IDA Involvement .. 13

m. THE PROJECT .14A. Project Objectives .14B. Project Description .15

1. Component 1. Training, Retraining and Apprenticeship Program .152. Component 2. Training Outreach .173. Component 3. Labor Market Monitoring and Analysis .18

C. Project Impact Evaluation .. 19

IV. PROJECT IMPLEMENTATION, MANAGEMENT, COSTS AND FINANCING .19A. Project Costs and Financing .19B. Project Procurement and Disbursement .21

1. Procurement Arrangements .212. Disbursements .263. Accounting, Auditing and Reporting .27

C. Project Implementation and Management .................................... 291. Status of Project Preparation .292. Project Management ............................................ 293. Project Monitoring and Evaluation .304. Implementation Schedule .30

V. PROJECT SUSTAINABILITY AND IMPACT .31A. Project Sustainability ...................... ........................ 31B. Project's Impact .................................................... 31

VI. PROJECT BENEFITS AND RISKS .32

VII. AGREEMENTS REACHED AND RECOMMENDATION .32

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

ANNEXES

I. Description of the Formal VTET System

II. Demographic, Labor Force and Employment Statistics

III. Operations Manual

IV. Workplan for the Observatoire

V. Informal Sector: Dimensions, Issues, Opportunities

VI. Partial List of NGOs Operating in C6te d'lvoire

VII. Performance Criteria(a) FDFP(b) Observatoire

VIII. Implementation Schedule

IX. Project Costs and Financing Tables

X. Schedule of IDA Disbursements

XI. Flow of Funds and Disbursement Procedures

XII. IDA Supervision Plan

XIII. Status of Bank Loans and Credits

XIV. List of Documents in the Project File

XV. Map No. 25726

This report is based on the findings of an appraisal mission which visited Cote d'Ivoire from February 14 to 24, 1994.The mission comprised Messrs./Mmes. Robert Crown (Principal Economist, and Mission leader), Jean-Claude Hameidat(Financial Analyst), Andre Komenan (Economist and Project Task Manager), Bettina Moll-Drucker (Education and TrainingSpecialist), Alice Morton (Anthropologist), Francesco Sarno (Procurement Specialist), Rachidi Radji (Operations Officer), andFransoise Kadio-Morokro (Consultant). Ms. Marilou Bradley prepared the final cost tables for the project in addition toproviding general assistance in the preparation of the report. Ms Lauren Ptito provided editorial assistance. The peer reviewersare Messrs. Arvil Van Adams and Nat Colletta (AFTHR). Mr. Ok Pannenborg is the responsible Division Chief andMr. Olivier Lafourcade is the Department Director.



BASIC DATA

Indicators Year

General Country DataGNP Per Capita (US$) 690 1991GDP (US$ Millions) 7,283 1991Area (Thousands Square km) 322 ----Population (Millions) 12.4 1991Working Age Population (Percent of Total) 49.7 1991Urban Population (Percent of Total) 41 1991

Social IndicatorsCrude Birth Rate (Per Thousand) 46 1991Crude Death Rate (Per Thousand) 14 1991Annual Population Growth Rate (Percent) 3.8 1991Infant Mortality Rate (Per Thousand Live Births) 95 1991Adult Literacy Rate (Percent) 54 1990Primary School Enrollment (Percent of School Age Group) 70 1991

Labor Force Statistics (Millions)Total Labor Forces 4.95 1992Of which - Male (Percent) 52.3 1992

- Female (Percent) 47.7 1992Employment and Wage Statistics

Total Employment (Millions) 4.62 1992Distribution of Employment by Sector (Percent)

Traditional Agriculture 68.2 1992Formal Sector 8.2 1992of which: (Public) (2.7) 1992

(Private) (5.5) 1992Informal Sector 23.6 1992

Unemployment Rate (Percent)Total 6.7 1992Male 10.8 1992Female 2.1 1992

Minimum Monthly Wage in Industry (US$)'* 135 1991Minimum Monthly Wage in Agriculture (US$) (3 levels between $30 and $53) 1991Annual Growth Rate of Industrial Nominal Wage (Percent) 5.8 1970-91Annual Growth Rate of Price Index (Percent) 6.9 1970-91

Enrollment in TVET InstitutionsPost Primary Training 3,600 1992Secondary Education 5,650 1992Higher Education 2,721 1992

Note: Labor Force: Economically active population (population of age 16 to 55).Estimated exchange rate for 1991: US$1 =CFAF250.

Sources: - The World Bank: World Development Report (1993); Social Indicators of Development (1993).- Republic of Cote d'Ivoire, Ministry of Civil Service and Employment: Annuaire Statistique du Travail (1992); Politique Nationalede l'Emploi (1991).

- j -



CREDIT AND PROJECT SUMMARY

Borrower: Republic of C6te d'Ivoire

Executing Agencies: Vocational Training Development Fund (FDFP)Agency for the Study and Promotion of Employment (AGEPE)

Beneficiaries: Individuals in the private formal and informal labor force

Amount: SDR 12.1 million (US$17.0 million equivalent)

Terms: Standard IDA, with 40 years maturity

Financing Plan: Government/FDFP, US$2.5 million; IDA US$17.0 million

Project Obiectives: The project would contribute to: (i) greater labor force productivity and mobilitythrough technical and basic skills training, with special emphasis on the needs ofsmall informal sector and women's enterprises; and (ii) Government's capacityto monitor and analyze labor market conditions, relevant to the formulation ofan adequate labor force development strategy, including the improvement of theskills match between labor supply and demand. Overall, project investmentshave both an economic and social rationale: through the enhancement of skillsand labor productivity they would contribute to improving the country'seconomic competitiveness, the employability of the unemployed, and moreeffective participation of women in the economy.

Proiect Description: The project would finance a time-slice of an on-going FDFP program, whichwould subsequently expand to include new client groups in the informal sector,where the largest portion of the target group is employed and growth is fastest.Its total cost of US$19.5 million would include three major components:(a) Training. Retraining and Apprenticeship (79% of total costs, includingcontingencies) would support training activities aimed at: (i) increasing theproductivity of small, micro and informal sector firms (with a particular focuson women-managed firms); (ii) enhancing the employability of the long-termunemployed and retrenched workers from public and private enterprises; and(iii) easing the transition from school to work for school leavers and graduateswho would have established credible links with employers. To achieve this, theproject would assist FDFP in: (i) extending the coverage of the continuingvocational training system beyond its traditional clientele of medium and largeformal sector enterprises, and addressing, following a strictly demand-drivenapproach, training needs of small/micro-enterprises, many of which are in theinformal sector; and (ii) supporting training and consulting services to upgradeand adapt the skills and other aptitudes of the unemployed, school leavers andgraduates to the needs of the economy and assist in their search for jobs.(b) Training Outreach Support (6 % of the project costs, including contingencies)

- jj-

would support FDFP's efforts to publicize its activities and inform the potentialbeneficiaries and sponsors of the services available; this would be achievedthrough site visits, dissemination of printed materials and extensive use of massmedia. (c) Labor Market Monitoring and Analysis (15% of the project costs,including contingencies) would improve the availability, timeliness anddissemination of labor market information by (i) supporting the development ofan information system and the undertaking of in-depth surveys to provide a basisfor periodic and systematic labor market data generation and analysis; (ii)supporting the processing of the data collected; and (iii) fostering regularpublication and dissemination of labor market information.

Benefits: It is difficult at this time to estimate the number of individual beneficiaries of theproject or the impact of the project on their lives, on overall labor productivityand on the economy. This would, however, be estimated during annual progressreviews, in a mid-term review and various evaluation studies of projectoutcomes, conducted by independent analysts. As a proxy, however, at least50% of the project funds would be expected to be allocated to training needs ofinformal sector beneficiaries, of which 75% would be for training womenentrepreneurs, and 25 % would be allocated to the small formal sector firms whohave not recently embarked on personnel training programs.

Risks: The principal risk of the project is that the demand for and the quality of thetraining provided would be insufficient to have a significant impact on theproductivity of the labor force. While there is evidence of unmet demand,expressed by prospective sponsors (training institutions, large formal sectoremployers, chambers of commerce and industry, NGOs and women'sassociations), this demand and the capacity of the sponsors to effectively mobilizebeneficiaries is not fully proven. The project would, therefore, provide for theservices of advisors in outreach activities to reinforce FDFP's capacity to assistsponsors in their functions. Concerning quality, FDFP currently assesses thecredentials of training providers who wish to provide training services. Some150 are currently on a continuously updated list of pre-qualified firms. FDFPalso collects information on public sector training providers and uses it as aquality control device. While apparently satisfactory at present, the range ofspecialties covered is relatively limited. As demand grows, and as the range oftraining proposals increases, there is a risk that FDFP's capacity to verify thequality of trainers will decrease. This is particularly true where greater attentionto the value of training for women is concerned. To mitigate against this risk,the project will provide for periodic consultations on training quality. This willbe monitored as a regular part of project implementation.

Poverty Category: Program of Targeted Intervention. The poor in CMte d'Ivoire are characterizedby a low level of human capital as measured by their general and vocationaleducation/training and a limited access to employment. The project would permitmany beneficiaries, among whom a significantly greater proportion of poor thanin the population as a whole, to acquire labor market relevant vocational skillswhich would enhance their employability, productivity and earnings.

- iii -



Project Cost Summary, Financing Plan and Estimated IDA Disbursements(in US$ million)

Poject Cost Summary

Project Component Foreign Loca Total % Total Base Cost

I. TRAINNG, RETAING AND APPRE CESHIP 3.1 12.1 15.2 82PROGRAM ._.

II. TRAINING OUTREACH SUPPORT 0.1 0.7 0.8 4

III. LABOR MARKET MONITORING 1.1 1.3 2.4 13

IV. REFUNDING OF PPF - 0.2 0.2 I

Base Costs 4.3 14.3 14 100Physical Contingencies 0.1 0.1 0.2 1Price Contingencies 0.1 0.6 0.7 4

TOTAL PROJECT COSTS 4.5 15.0 19.5 105(Net of Taxes of and Duties) (18.6)

Project Finaucing Plan Foreign Locl | Total % Total Cost

IDA 4.5 12.5 17.0 87Government 0.0 2.5 2.5 13

TOTAL 4.5 15.0 19.5 lO0

Estimated IDA Disbursements -IDA FISCAL YEAR 195196 W9697 97/96 98/99 WZ I00

Annual 2.3 4.5 4.1 4.0 I 2.1Cumulative 2.3 6.8 110.9 | 14.9 _17.

Economic Rate of Return: Not Applicable

Poverty Cateeorv: Program of Targeted Interventions

MaD: Map No. 25726


LABOR FORCE TRAIING SUPPORT PROJECT

I. ECONOMIC BACKGROUND

1. Since the early 1980s, C6te d'Ivoire has faced several fiscal and balance of payment crises. Theyreflected not only inadequate macroeconomic policies but also more fundamental distortions in trade,finance, public sector, and pricing policies, thereby adversely affecting the efficient allocation ofresources and constraining sectoral growth prospects. The Government has coped with these situationsby adopting various IMF and World Bank-supported stabilization and adjustment programs which reliedsolely on internal adjustment. This strategy was also at the core of the Government's medium-termeconomic framework (MTF), adopted in 1991, which aimed to restore international competitiveness andto return to a path of sustainable growth, through (i) structural reforms in the areas of trade and financeand (ii) the pursuit of tight fiscal and monetary policies. Moreover, the Government has initiated aprivatization process, involving about 50 public enterprises, and sought to strengthen human resourcedevelopment. The MTF was supported by three SECALs, including the Human Resources DevelopmentProgram, and a stand-by arrangement with the IMF. In addition, the World Bank has approved threetechnical assistance credits since 1992 to support the Government in implementing its economic reforms,privatization program, and human resources development program.

2. Despite progress in implementing key parts of the economic program, economic developmentsuntil 1993 show that the Ivorian economy continued to suffer from substantial fiscal and balance ofpayments imbalances and considerable structural rigidities. On the fiscal side, the primary deficit whichhad improved in the early 1990s, from 2.4 percent of GDP to 1.4 percent of GDP between 1990 and19921', is estimated to have again widened to about 3 percent of GDP in 1993. With this deteriorationand a heavy interest burden equivalent to about 13 percent of GDP, the overall fiscal deficit remains atthe unsustainable level of about 16 percent of GDP in 1993, thereby creating serious financing problemsto the Government. As a consequence, the Government resorted mainly to arrears financing as a meansto cover the deficit. On the external side, the current deficit account remained at around 11.5 percentof GDP during 1990-93. Significant improvements in the current account balance were offset by the highinterest charges on the country's external debt, depressed international prices for cocoa and coffee as wellas by an overvalued currency. As a result, substantial arrears were accumulated over the 1990-93 period,reaching the equivalent of about 60 percent of GDP by end-1993. These macroeconomic difficulties,combined with investment levels remaining at around 10 percent during the early 1990s, stagnant exportreceipts for the country's main export products, coffee and cocoa, and stagnant industrial production,resulted in the fall of real GDP, on average, by about 1 percent a year during 1990 to 1993.

3. The internal adjustment program pursued by C6te d'Ivoire and the other CFA countries through1993 was unable to halt the economic decline which started in 1986. With the recent re-alignment of theCFA franca', the Government has reformulated its medium-term adjustment program in a Policy

Ii This has been achieved through cuts in primary expenditure which overcompensated the pantly recession-related declineof Government revenue during 1990-92.

2' On January 12, 1994, the CFA Franc was devaluated by 50 percent.

COTE D'IVOIRE: Labor Force Training Support Project - Staff Appraisal Report 2

Framework Paper (PFP) for the 1994-96 period. During that time, this program aims to: (i) raise therate of growth to about 6 percent beginning from 1996, (ii) achieve primary surpluses in theGovernment's budget, (iii) strengthen external competitiveness through trade, price, and regulatoryreform, (iv) seek debt relief from official bilateral and commercial creditors at concessional terms, and(v) intensify human resource development and expand poverty alleviation measures with a view toprotecting the most vulnerable groups during the adjustment period.

4. The realignment of the CFA Franc is expected to give added impetus to structural reforms theGovernment has been undertaking over the last couple of years. With regard to trade reform, to createa more open and competitive foreign trade regime, thereby establishing the conditions for rapid growthfor non-traditional exports, the Government immediately adjusted import tariffs after the devaluation,reducing the maximum rate to 35 percent, and intends to remove most non-tariff barriers, eliminateimport exonerations, and simplify foreign trade procedures. A comprehensive debt work out atconcessional terms, involving bilateral and commercial creditors, in combination with a restrictive fiscaland monetary stance is expected to lead to (i) a sustained reduction in interest obligations, generatingsavings of about US$500 million per year, (ii) an overall improvement of the current account deficit(from about 11 percent of GDP in 1993 to about 7 percent in 1996), and (iii) the return to a path ofpositive real growth rates in 1994, accelerating to annual rates of 5 percent and higher from 1995onwards. The recovery will be led by a sustained increase of investment levels mostly financed bydomestic savings.

5. The Government expects that with the parity change and the implementation of the accompanyingfiscal, monetary, and structural adjustment policies mentioned above, the Ivorian economy will be ableto strengthen its international competitiveness and return to a sustainable growth path. In this context,the Government's program is being supported by the World Bank through an IDA-led lending programand the IMF through an Extended Structural Adjustment Facility (ESAF) over three years. The presentproject aims to contribute to this long-term effort by improving the productivity and employability of theworkforce.

II. LABOR FORCE AND TRAINING

A. Overview

6. Important changes in the structure of the population and the distribution of the labor force in Coted'Ivoire3' have taken place over the last twenty years. The country's high population growth (3.8% peryear) is translated into a higher growth rate of the labor force (5.6% per year). The proportion of theoccupied labor force in agriculture has decreased from 76% in 1975 to about 68% in 1992, and duringthe same period the proportion of rural population has declined from 68 to 51 % as the result of an intenseurban-rural and international migration, primarily into urban centers. Modern sector employment,currently at about 400,000 (8% of total employment), including 100,000 in the civil service, hasdecreased regularly during the last decade (1.25% per year) as the result of production decline and firmclosures (about 15% of registered firmis closed between 1982 and 1990). In spite of the reducedabsorptive capacity of the modern sector, growth in open unemployment has slightly increased (from2.7% in 1975 to 6.7% in 1992, according to official statistics), although that of graduate unemploymentis much higher. This may be partly explained by the fact that the decline in modern private employment

- Employment data in this section come from the Annuaire Statistique du Travail 1992 (Mai 1993) published by theEmployment and Civil Service Ministry.


was compensated for by increases in other sectors; agricultural employment grew at 3% per year, civilservice employment at about 5 % per year, and informal sector employment (of mainly low-skilled anduneducated workers) at 9% per year. The labor market is dominated by very small firms (more than92 % of employment). Women are increasingly entering the labor market as the result of a combinationof factors, including education expansion and limited family income. Women are found essentially ininformal sector activities (63 % of informal sector employment), although their share of modem sectoremployment is increasing rapidly. (See Annex V for a description of the Informal Sector, NGO's andWomen's Participation.)

7. Education achievements in CMte d'Ivoire are lower than most countries of the same GNP percapita group; the performance of the education system is also below what could be expected from acountry which has consistently devoted, for more than a decade, one of the world's highest shares of thegovernment recurrent budget to education and training (up to 44% in the 1980s). This is because, as arecent analysis of the education system points out, of serious misallocation of resources and large wastageat every education level. The illiteracy rate of the population aged 15 and above has fallen from 95%in the 1960s to 46% at present. During the same period, primary school enrollmept has only slightlyincreased from 60% to 72%, and secondary enrollment from 6% to 20%. In general, the education andtraining level of the labor force is low: more than 50% of the employees in the formal sector and 80%in the informal sector have received no formal education or training of any kind. In addition, genderdisparities exist as, even within the educated and trained labor force, women are considerably less likelyto have had training and apprenticeship opportunities than men (for example, according to CILSS data,there may be up to twice as many men with formal training as women, and two to three times more menthan women who have had apprenticeships). In addition, the education system has been designed in largepart to prepare and select students for higher education, and train them for a growing public sector whichhad absorbed most of the graduates. Little or no official attention was paid to the educational needs of"drop-outs". The relevance of technical training at the secondary and post-secondary levels has erodedand the employability of graduates outside of the administration has decreased. Government has begunrecently, in the context of a 1991 Human Resources Development Program - HRDP (financed in partthrough Bank and IDA adjustment lending), to rationalize the use of resources in the formal technicaltraining system. But reform of this system is admittedly a time-consuming process, whose effects in theshort term are more likely to be seen in budgetary restraint rather than in improved technical skills.Indeed, the HRDP, in its initial stage, is more concemed with stabilization and cost control thanenhancement of the quality and productivity of the economy. Recent inventory of resources available forTVET shows that facilities are in a very poor state. In addition, reforms in this area are not welladvanced, and policy constraints exist (regulatory impediments) to greater use of even feeble degradedresources. Reforming the TVET system would be a time consuming process which cannot be affordedin the current situation of growing demand as the result of economic adjustment. While, pre-serviceTVET is still to be addressed, there is an urgent need to respond to the demand for training and skillupgrading of the labor force.

8. C6te d'Ivoire is currently taking important steps to improve the operations of the labor marketby removing many of the rigidities in its functioning with a view to enhancing labor mobility and thefirms' efficient allocations of resources as well as promoting employment. A new National EmploymentPolicy includes 9 components as follows: (i) enhancement of labor market operations through thepreparation of a new labor code which liberalizes workers' hiring and dismissals, and abolition of thecentral manpower office, the Office de la Main d'Oeuvre de C6te d'Ivoire (OMOCI) which has beenreplaced by a newly created Agence d'Etudes et de Promotion de l'Emploi (AGEPE), an autonomouspublic administration which will operate in competition with private placement offices and will also bein charge of gathering and analyzing labor market information; (ii) reform of the civil service with a view


to reducing the total payroll and the number of civil servants by about 25% in three years;(iii) redefinition and rationalization of the unemployment benefits program (financed by the Fonds deSolidarite) with a view to using some of the resources to develop job creation programs; (iv) Job InsertionSupport Program financed out the Fonds de Solidarite; (v) Micro-Enterprise Creation Program whichtrains and provides loan guarantees to the commercial banks; (vi) Ivorianization Program which promotesthe hiring of suitable Ivorians in lieu of foreign workers; (viii) Public Works Community Program(AGECI, which is an AGETIP); and finally (ix) Employment-Education Matching Program, the contentof which is yet to be defined. In this context, the main issues to be addressed in the labor market arerelated to: (i) labor productivity; (ii) unemployment and labor mobility; and (iii) information andmonitoring of labor market evolution.

B. Labor Market Issues

1. Labor Market Regulations

9. Firms in C6te d'Ivoire face highly constraining labor market regulations; the 1964 Labor Codeand the 1977 Interprofessional Collective Bargaining Agreement are the principal instruments ofGovernment's labor policy; they govern firms' recruitment and dismissal of employees, as well as wage-setting procedures. They prescribe minimum wages (SMIG and SMAG) with minima for each of thesector wage scales and automatic seniority increases of 1 percent a year, irrespective of productivity.Termination procedures are fraught with difficulties and, until recently, hiring had to be done throughthe Manpower Office (OMOCI), which also approved expatriate contracts.

10. These rigidities limit firms' ability to rapidly adjust their workforce to respond to changingdomestic and international market conditions; combined with a critical shortage of skilled labor, they alsoresult in higher cost of formal sector labor than in competitor countries. Indeed, the industrial wages inC6te d'Ivoire were, prior to the 50% devaluation of the CFA Franc in January 1994, 70 to 100 percenthigher than in Malaysia and Morocco, 2 to 3 times higher than in Tunisia and Mauritius, about 4 timesthose in Ghana, Nigeria, India, and Indonesia; formal sector wages are more than 10 times the country'sper capita GDP. This high level of industrial wages is not offset by higher productivity; in the tunacanning industry, for example, the gap in production costs between Ivorian and Thai tuna exports resultspartly from labor costs with local remuneration ten times higher than in Thailand, whereas productivityratios are identical. At the same time, wages in the informal sector for unskilled labor are more closelytied to productivity and entry level wages appear well below the legal minimum wage (SMIG). In fact,many of the employment regulations are applied less stringently than in the formal sector, leading to asignificant increase in informal sector labor absorption.

11. As part of the Bank-supported Competitiveness and Regulatory Reform Adjustment Program(PASCO, FY92), the Government has developed a reform program to reduce labor costs and introducegreater flexibility in labor market operations. To reduce labor costs, the Government has eliminated theemployer's payroll tax (with the exception of the continuing vocational training and apprenticeship taxes).To introduce greater flexibility in labor market operations the Government has ended the monopoly ofthe OMOCI (the OMOCI has been replaced by an agency with a different mission and responsibilities)and taken various other measures aimed at easing worker dismissals, facilitating the use of temporaryworkers and fixed-term contracts, and liberalizing overtime work. A new Labor Code is expected to bepassed in 1994.


2. Labor Productivity

12. Labor productivity changes in the manufacturing in C6te d'lvoire have been slow during the1980s. Between 1984 and 1989, output per worker grew only at the rate of 1.8% per year;comparatively, during the same period, real output per worker in manufacturing grew annually at 6% inIndia, 9% in Indonesia, 3.6% in Mexico, and 5.8% in Zimbabwe.' In developed countries (US, Japan,Canada, France, and the UK), between 1982 and 1989, output per hour of labor in manufacturing grewat more than 4 % on average. It should be recognized that labor productivity is associated with a numberof key factors such as management, technical choices (capital-labor ratios, labor skill mix), technical mix,resources allocation, social factors and workers' personal characteristics (labor quality); the latterundoubtedly play a key role in enhancing productivity. While many other factors determine labor quality(nutrition, health, living conditions, age, motivation, psychological factors), experience andeducation/training occupy a central place. The relatively low level of education attainment of the Ivorianlabor force, and especially the limited access to post-school training, can therefore be held largelyresponsible for the low productivity level of Ivorian workers. Indeed, less than 10% of Ivorian workersin the formal sector have received training to improve their skills on the job; in contrast, approximately38% of U.S. workers have received on-the-job training.

13. Important variations can be observed in labor productivity according to sector; low laborproductivity seems to be prevalent in small and informal sector firms which account, as alreadymentioned, for a large fraction (more than 92%) of total employment in C6te d'Ivoire. Lowerproductivity growth in small and informal sector firms can be associated with all the factors enumeratedabove, but specifically with their low investment in training; studies in other countries report high ratesof return to training: 20% in Malaysia, Brazil, and Colombia, and 6 to 7% in Botswana. This failureto invest in on-the-job human capital accumulation also limits the firms' ability to introduce innovationand adjust to technological change. Small firms in C6te d'Ivoire are limited in their capacity to providetraining to their workers because of several factors: (i) the relatively low formal schooling of theirworkforce (on-the-job training and formal schooling being complementary, the low schooling leveljustifies the low demand for training); (ii) the relatively high worker turnover in small firms, whichdiscourages investment in training; (iii) higher opportunity costs of training as workers' production duringtraining is lower than usual; and (iv) substantially high transaction costs of training which limit thecapacity of small firms to provide training, the benefits of which (in terms of returns) may not offset thecosts incurred.5'

3. Unemployment

14. According to official aggregate statistics (See Annex II), the estimated Open Unemployment inC6te d'Ivoire is low compared to other countries (6.7%) despite the fact that modem private sectoremployment decreased by at least 30% since 1980 and the public sector was drastically restructured withaccompanying massive worker retrenchment. These aggregate statistics, however, do not reveal a numberof important features of the labor market in C6te d'Ivoire such as: (i) the high degree ofunderemployment in the rural and the informal sectors and the related high open unemployment in urban

4 Source: World Tables 1993, The World Bank.

In addition, small firms, because of their size, may not be able to provide in-house training but rather off-the-job training(through external institutions), which are generally found to be less effective and more expensive per trainee/hour thanin-house training. Further low job rotation and promotion opportunities in small firms for trained employees reduce thepotential benefits of, and incentives to receive, training.


centers, especially in Abidjan; and (ii) the high incidence of unemployment among first-jobseekers.These include the youth in general and the educated, who are not only facing a very low absorptivecapacity of the modern sector but also are ill-equipped for a labor market dominated by informal sectoractivities (quantitative or structural mismatch of skills).

15. The often observed underemployment prevalent in rural areas and in the informal sector isdifficult to measure and there are no data to illustrate it. In spite of the fact that the largest proportionof employment is in rural areas, open unemployment is essentially an urban phenomenon: three out offour unemployed registered job seekers live in Abidjan. Further, open unemployment affects some socio-economic groups in particular; for example, young and inexperienced job seekers, usually more educated,represent two-thirds of the total number of registered job seekers. Although data are not available toanalyze gender differences, casual observation consistently indicates that women are at greaterdisadvantage.

16. The structure of employment in Cote d'Ivoire has changed notably since independence. Theproportion of technical (high level and mid-level) professionals has risen steadily as a consequence of thetechnological changes that took place during this period. A close analysis of the labor market indicatesincreasingly serious structural imbalances between educated labor supply and demand. The structure ofthe supply has changed inversely to the pattern of demand since 1983; for example, the supply oftechnical professionals has increased in relative terms from 1.3% of total job seekers for high-levelprofessionals and 5.5% for mid-level (maitrise) to 2.1% and 6.7% in 1991, respectively. During thesame period, demand for high level professionals decreased from 5.6% to 2.5% and that of mid-level(maitrise) decreased from 13.8% to 4.8%. Further, although the number of job seekers in each of thesecategories constantly exceeded the demand, unsatisfied demand for labor has been rising over the last tenyears, from about 20% to a current high level of about 45%, indicating that employers' laborrequirements are not met by the available supply and revealing a critical lack of response of the laborsupply to changes in demand. Such imbalances indicate an important need for adjustment throughtraining.

4. Labor Market Monitorin!g and Analysis

17. The monitoring of labor market trends and the identification of training needs are constrained bydata limitations and by a lack of analysis of labor market issues. This is so in spite of the great numberof sources and survey instruments providing information on the labor market. These sources include apopulation census, an industrial census (the Manpower Survey, carried out every 5 years), a FinancialData Bank (BDF), a multipurpose household survey (CILSS), administrative records from the socialsecurity registers, several enterprise-based surveys, the records of the National Manpower Bureau(OMOCI), etc. The information collected for different purposes is dispersed and the data areinconsistent, reflecting different definitions and methods of measurement of the same concept; in addition,the coverage of the data (national, regional, or sectoral) is often different. What is therefore missing inthe labor market information chain is a consistent, sustained data gathering and processing effort capableof providing timely and reliable data on the evolution of the labor market and instructing the educationand training systems on the changes in skills requirements. The Government is trying to correct this withthe elaboration of a new employment policy and the establishment of a new institution, the Agenced'etudes et de promotion de l'emploi (AGEPE), a labor market information and analysis center, and anemployment promotion institution. Indeed, AGEPE is a key player in the implementation of theGovernment's employment policy as it will assume diverse responsibilities including (i) overseeing theEmployment Observatoire to be established; (ii) implementing employment programs; (iii) producing anddisseminating labor market survey and study results as well as any information on employment and


training; (iv) steering activities aimed at improving the match between education and employment;(v) acting as a public employment placement and consulting agency; and (vi) managing the unemploymentfund. In fact, AGEPE will carry out the missions previously devoted to either dissolved or restructuredservices or agencies (such as ONFP, which was responsible for the Manpower Survey, OMOCI theformer placement service, Employment Directorate for the management of the Unemployment Fund)while initiating new activities.

C. The Trainin2 System

18. Pre-service and in-service technical and vocational education and training (TVET) in C6te d'Ivoireis provided through four channels: (i) public and private training institutions; (ii) NGOs; (iii) productionand service firms, a number of which operate training centers (e.g. SOTRA, Blohorn); and, (iv) aninformal channel --apprenticeship.

19. Since independence, C6te d'Ivoire and its partners (the private training sector, private employers,and NGOs) have marked their commitment to building-up the country's human capital in the context ofa free-market oriented strategy. In this context, they have invested heavily in TVET, and collectivelyengaged, since 1977, in further building and adapting this human capital to the changing needs of theeconomy through a formal on-the-job training system. Finally, with the support of the donor community(including the Bank) the country has embarked in a deep restructuring of its institutional framework forhuman capital development. The need for such investments and restructuring is greater today as thecountry has embarked in deep structural reforms with the aim of improving labor productivity, enhancingcompetitiveness, and reorienting its economy to face the challenges posed by the changing economicenvironment. Employers in Cote d'Ivoire have also long understood the need to invest in training eitherdirectly, by developing in-house training, or indirectly, by sub-contracting to public or private traininginstitutes financed out of in-service tax levy. They have been frustrated, however, by the fact that short-term cash deficit have constrained the Government's human capital development policy.

1. Pre-service Technical and Vocational Education and Training

20. Pre-service TVET in C6te d'Ivoire is made up of a wide and complex array of (public andprivate) institutions and of fields of study. Public institutes depend either on the Ministrv of NationalEducation (MEN) or the Ministrv of Higher Education (MESRS) which oversees 6 higher educationpublic training centers (Grandes ecoles) which enjoy a special status (Etablissement public national --EPN). In addition, many different technical ministries provide technical and vocational education at boththe secondary and post-secondary levels. (See Annex I for a description of the public TVET system inC6te d'Ivoire). In addition to the public TVET institutes, there are also privately operated institutions,the majority of which offer curricula in business and secretarial skills. There are currently about 75 suchinstitutions (50% of the country's training capacity) enrolling 13,000 students, that is, 45% more thanthe public technical and vocational schools.

21. TVET institutions in C6te d'Ivoire, which are generally operating below their theoretical capacity(15 to 25 % of unused capacity at the secondary level and 40% in higher education institutions), are facingserious problems related to their low external efficiency and their relatively high operating costs withregard to the current tight budget constraints. The present vocational training system has been designedfor employment prospects that no longer exist, and the lack of modern employment opportunitiescontribute to the further increase in the unemployment rates among TVET graduates at all levels.


Moreover, the tight budget constraints and resulting extremely poor condition of equipment, facilities,and machinery limit practical training and have clearly adverse effects on the quality of training provided.

2. Continuous Vocational Training (CVT)

Background

22. In-service training to allow the people currently employed to refresh and update their skills --typically short-term training-- is financed largely by formal sector firms, provided by a number of publicand private institutes/training firms, and managed by the Vocational Training Development Fund (FDFP),a public institution with great autonomy.

23. Since 1959, Ivorian industry and state enterprises have paid a payroll tax (0.4% of total payroll,after a 20% rebate) to support apprenticeship (taxe d'apprentissage) which, until recently, wasadministered by thp Office national de formation professionnelle (ONFP). The use of these revenues wasprogressively allocated less to clearly defined "apprenticeship" programs and more to supporting formaltechnical training institutions and high administrative overheads. It became, therefore, an additionalbusiness tax, used to finance training that was perceived increasingly irrelevant to employers. This ledto general dissatisfaction among employers and unions, who were concerned with the low level of skillsin the work force, and eventually to the establishment of a Continuing Vocational Training tax (taxeadditionnelle pour la formation professionnelle continue, 1.2% of the payroll, after a 20% rebate) in1977. The revenues from this new tax were also to be administered by ONFP, within which a FondsNational de Re2ulation (FNR) was established. However, by 1987 the ONFP umbrella presented thesame management issues as previously experienced and FNR was given autonomy under a tripartiteBoard.

24. Performance of the FNR in the areas of in-service training for industry was satisfactory, withabout 88% of the revenues generated by the tax going to training (in contrast, only about 20% of therevenues generated by the apprenticeship tax, then managed by ONFP, went to training). By 1990, thetwo taxes were generating about CFAF 5.2 billion per year, of which about CFAF 3 billion (58%)actually supported training. Much of this training (paid for through the FNR) was provided by privatesector operators and the quality of service was supervised by the FNR. This provided a flexible system,driven by essentially market considerations. However, the performance of the FNR was also progressivelylimited by the unwillingness of the Government, under growing budgetary constraints, to return to theFNR and subsequently to employers, an adequate share of the revenues generated by the tax in a timelymanner. This led to unpaid training bills and a slowdown in training activity. In addition, given the fixedcost of training, many small firms (with less than 20 employees), representing about half of allcontributing firms, were unable to mobilize sufficient revenues with the taxes paid to organize a credibleprogram. By 1992, only 700 firms had planned training programs for their employees in the preceding3 years, representing 40% of firms paying the tax, and the actual number of training programs financedhad fallen from 400 in 1988 to less than 200. The largest 25% of the firms were consuming about 75%of the tax revenues owing to their ability to organize and sustain their training programs. Throughout1990 and 1991, an increasingly acrimonious debate between employers, unions and the Governmentoccurred over the management of these tax revenues and in 1991, the decision was made (supported asa key condition of the Human Resources Development SECAL) to pool the revenue of the two taxes intoa single "fund", to be managed independently of the Government by a board with equal representationof employers, employees and Government (the Fonds de developpement de la formation professionnelle --FDFP). Both ONFP and FNR have now been officially liquidated and FDFP effectively began operations


in early 1993. It has since prepared financing for some 88 training programs with a cost of about CFAF1.5 billion.

25. A number of important private and non-governmental initiatives have also been undertaken toaddress the lack of skills among the self-employed, school drop-outs, the unemployed, and otherdisadvantaged socio-economic groups. At least 8 international and national NGOs are currently operatingshort-term training programs. In most cases these have been associated with other activities, such asenterprise creation (one experience is being supported by a Bank pilot project in the area of small scaleenterprise development --UDP III--), support for women's groups, family planning, AIDS control, adultliteracy, environmental protection, and rural development. The principal constraint on these NGOs is theirgenerally weak management capacity, resulting from inadequate financing which limits their developmentas institutions. As much as a third of the time of NGO managers may be spent in mobilizing resourcesand "networking", simply to survive. This places organizations in competition with each other, andprevents the development of a critical mass effort and a clear focus on "client" needs. To date,Government's approach to NGOs has been one of registering their existence, and tolerating theiractivities. In the area of training, however, FNR had been following the policy of financing programsproposed by NGOs, and FDFP is ready to consider funding of such programs with funds generated bythe apprenticeship and continuous vocational training taxes, once the needs of formal sector employershave been met.

3. The Institutional FrameworkApprenticeship in Cdte d'Ivoire

26. FDFP is currently the central player inthe Government's strategy to develop the skills ofits workforce. The main focus of FDFP is to: The informal channel for acquiring TVET is(i) support private sector-led growth and the apprenticeship, prevalent within the informal sector of the

economy. In this sector, an apprenticeship arrangement,competitiveness of the economy by increasing and which can be started as early as primary school age andadapting the skills of the currently employed labor can last five years or more, typically consists of a youngforce, promoting productivity improvements and person working full time in a small enterprise at zerofacilitating labor mobility; and (ii) support the cash wage (and in some cases a fee is required from thecountry's economic development policy by apprentice) while leaming the trade. There are no

responding . trainingneedsnotaddressedby specific government regulations that pertain to theresponding to training needs not addressed by apprenticeship contract. The training provided toexisting firms. apprentices is very practically oriented but limited in

scope; no academic training is provided, and it is27. To play its role, FDFP was given therefore widely perceived as an inferior form of TVET,extended responsibilities over the utilization of relative to that acquired in the formal TVET system. Inboth the Apprenticeship and the CVT taxes. the formal sector, young workers can be hired as

apprentices with an official contract and arrangementsIndeed, it (i) has control over the entire CVT and (including a lower than regular salary and specificApprenticeship taxes (although firms are allowed contractual terms fixing the responsibilities of theto keep half of the CVT tax to pre-financing their parties). Currently, apprentices represent about 7% oftraining plans, said the employers' portion), as it formal employment. In both the formal and informalalso approves the utilization of the employers' sectors, the apprenticeship appeals mostly to individualsportion of the tax; (ii) certifies the training firrns; who lack the qualifications to gain access to the formalporton f te tx; (i) ertfie thetranin fims; TVET system, or those who have dropped out of the(iii) approves the training activities which qualify system.for the funding by the pooled funds;(iv) monitors, controls, and evaluates the trainingactivities; (v) initiates the sectoral studies; and(vi) inforns, sensitizes, and counsels the firms.


28. FDFP was created by a law passed in December 1991. It is administered by a 12-membertripartite Management Committee (Government, employers, and unions) each of them represented by fourpersons, and overseen by the Ministry in charge of Economy, Finance and Planning. The ManagementCommittee (MC) determines the fundamental policy of FDFP, establishes the criteria and approvalprocedures of training projects, approves private training centers/firms, approves the recurrent budgetof FDFP, selects the secretary general, and appoints the heads of the technical services; in addition, theManagement Committee reviews and approves training proposals with total costs exceeding CFAF100million (about US$170,000). FDFP is currently improving its internal management to give greaterautonomy to technical staff, reserving policy for the Management Committee.

29. A General Secretary (GS), nominated by the Management Committee and appointed by decree,leads the regular operations of FDFP in accordance with the general policy defined by the ManagementCommittee. The GS oversees three services in charge of: (i) In-Service Vocational Training; (ii) Pre-Service and Apprenticeship; and (iii) Information and Management, which employs altogether 35permanent, including 20 professional, staff.

30. To introduce greater flexibility in the financing and operations of the training system, the firms'CVT contributions and the apprenticeship tax are directly transmitted from the Revenue Service(Direction Generale des Imp6ts) to FDFP's account at CAA. In addition, a number of new measureswere taken:

(i) The employers are allowed to directly manage half of their assessed tax to finance outlaysfor training activities packaged together to form a training plan (see Annex III: FDFP'sOperations Manual) pre-approved and monitored by FDFP; they have to pass on anyunused portion of this amount to FDFP which adds these to a "mutual fund" subsequentlyredistributed as described below.

(ii) The other half of CVT tax revenues cover FDFP's operating expenses (approximately 9percent) with the bulk (approximately 91 percent) constituting the core of the mutualfund, which serves to finance FDFP's Management Committee-approved trainingproposals submitted by (a) individual tax-paying firms whose training expenses for theyear exceeded the first half of the CVT contributions they have retained (the total costof their training proposal may even be higher than their total CVT contributions); (b)groups of tax-paying firms with similar training needs (inter-enterprise training); or (c) byNGOs, local communities, and informal sector groups (collective training projects).Under current plans, FDFP would allocate 30 percent of the proportion of the mutualfund for financing training to each of the above categories, and the remaining 10 percentwould support training-related studies.

31. Under current arrangements, firms are fully responsible for procuring training of their employeeswith FDFP being responsible for procuring collective training projects. In general, the prevalentprocurement procedures are such that enterprises and FDFP select, from an open-ended list of pre-qualified training firms (private and public) updated continuously by FDFP, those who present the bestprospects for providing quality training; this assessment is made on the basis of the training firms'reputation, prior experience with the sponsors, and assumed qualification for the training proposed (assupported by the qualification of the trainers). Under the project, this list of pre-qualified training,currently organized in alphabetical order, firms will be restructured and publicized to show the areas ofspecialization. This would reveal areas of deficiencies and those of excess supply of training, andencourage unregistered training firms to apply for pre-qualification. This list will be periodically


reviewed by the Bank. In addition, the procurement arrangements will be modified to permit greatercompetition and transparency, as described in greater detail in paragraph 65.

4. Prospects

32. To respond to the needs of the economy today the entire training system should satisfy severalrequirements as follows: (i) support the improvement of labor productivity and the enhancement ofeconomic competitiveness through timely delivery of appropriate training; (ii) meet new skill demandsgenerated by technological changes and economic structuring; (iii) retrain displaced workers to facilitatetheir job re-insertion; (iv) support informal sector activities through improvement of the general andspecific knowledge in this sector; and, finally, (v) facilitate the match between education and the labormarket requirements and facilitating the transition from school to work by providing labor market relevantknowledge to graduates.

33. The current training (supply) system is ill equipped to satisfy these needs because: (i) it lacksflexibility to quickly respond to the needs; (ii) small firms have difficulties providing training given therelatively high cost of the training facilities relative to the total amount of their contributions; (iii) CVTis, by the origin of its resources, limited with respect to what it can do in favor of the informal sectorand the unemployed; and (iv) CVT's resources are currently insufficient to satisfy the needs identified.

34. Therefore, to fully contribute to the enhancement of the country's economic competitivenessthrough the development of its human capital base, FDFP should broaden its mandate to include workersoutside the formal sector. FDFP should undertake or further develop the following actions aimed atredynamizing CVT in the country, and reaching out for groups which have been excluded so far:(i) promoting and financing training programs imparting knowledge and skills to the working-agedisadvantaged population groups to facilitate their transition to work; (ii) supporting training andretraining programs for retrenched and other displaced workers to facilitate their re-insertion intoemployment and their adaptation to new technologies and work environments; and (iii) providing supportto micro-enterprise/informal sector activities to improve the general and specific skills of workers engagedin these activities. The goal of the proposed project is to support and help implement these strategies.

D. Government's Training Strategy

35. In summary, Government's policy for the employment and training sectors, stated as part of theHuman Resource Development Program, is: (i) that the competitiveness of the Ivorian economy dependson the quality and adaptability of the labor force to absorb new technologies, diversify production, andeventually create new enterprises; (ii) that there is need to improve the relevance of training toemployment opportunities now and to keep training responsive to future labor market needs; and (iii) thatthere should be a high level of attention paid to training to improve qualifications, not just certification,of workers. Government has operationalized this in a two-level strategy. For the pre-service (formal)trainin,e sector, there has been a significant attempt to rationalize the use of resources committed to thevocational and technical training institutions at the post-secondary level (grandes ecoles), and take theinitial steps to improve the relevance and cost effectiveness of the secondary technical and professionaltraining establishments. In both of these cases, Government has required the management of theseinstitutions, individually where permitted by law, and collectively, to establish direct contact withemployers to provide more "demand-driven" pre-service training. One step in making this policyoperational was the creation in 1993 of the Agence Nationale de la Formation Professionnelle (AGEFOP),which is expected to promote and coordinate training for non-regular students (apprentices, employed


labor force, for example) using Government vocational training facilities and equipments during eveningand slack time. Regarding in-service training, as indicated above, Government has established FDFP tomanage both the revenues generated by the apprenticeship and the continuous vocational training taxunder an independent tripartite board to consolidate the operations of the now liquidated ONFP and FNR.In order to improve flexibility in the labor market itself, Government has suppressed the monopolypowers of a state labor certification and placement board (OMOCI) and is in the process (under theauspices of the Regulatory Reform SECAL, PASCO) of refining the Labor Code to remove marketrigidities. It has also recently re-organized its own in-house capacity for labor market monitoring andadvisory service in the form of a new agency, AGEPE (Agence d'etudes et de promotion de l'emploi),which, in addition to labor market monitoring through one of its services --the Observatoire-- is expectedto address employment creation issues.

36. Government's strategy for both pre-service and in-service training has been relatively silent ongender equity issues, in spite of inequitable access to education and training: girls represent 41% ofprimary students and 29% of secondary students (including 30% of VET students). Previous studies ofthe labor market in Cote d'lvoire have shown that formal labor force participation of uneducated womenis much lower than that of men; it is therefore not surprising that with such inequitable access toeducation and training, the proportion of women in private employment is low (8%). In-service trainingalso has yet to design a clear strategy to enhance women's job skills; they currently represent 12% of thenumber of employees having benefitted from training between 1987 and 1992.

37. Government's original strategy in the area of vocational and technical training was to provideessential pre-employment, basic education and general training services and require employers to providecontinuing, in-service training. The strategy is now evolving towards one of integration of employers'participation (in terms of guidance and financing) in the provision of pre-service training, which hadpreviously been largely Government's responsibility, in addition to maintaining in-service training. Oneof the consequences of this strategy is a progressive "quasi-privatization" of the formerly publicly-managed technical training establishment. This trend in strategy is clearly consistent with the policyrecommendations of the Bank. However, to avoid having the entire financial burden of the new approachfall on employers (who are now even less able to support in-service training than in the past), thusreducing their competitiveness, this strategy also implies the need for a new approach to financingtraining, involving pooling of Cote d'lvoire and industry resources under shared management. Thecreation of FDFP to manage employer-generated resources has been a partial response to this need, whichnow needs to be completed by Government's providing additional resources, initially through the Creditproceeds, to FDFP to complement employer's contributions.

E. Bank's Experience and Role

38. The Bank group has been involved in VET in C6te d'Ivoire since 1970, the year of the firsteducation project in the country. Since then, it has financed two other education projects, each of themincluding building of VET centers. The main lessons learned from Bank's involvement in VET in C6ted'Ivoire are related to its low internal efficiency, low enrollment with regards to capacity and level ofinvestment (and therefore high unit costs), and weak links with the labor market requirements. Morerecently, the Bank-supported FY91 C6te d'Ivoire Human Resource Development Program (HRDP)addressed the major causes of the poor performance of the formal and informal education and trainingsystem and stressed its lack of relevancy, its inability to anticipate changes in the structure of the laborforce of the country and future employment opportunities resulting from weak links with employers.Furthermore, the operations of non-formal training (managed by the ONFP and the FNR), which was


supposed to compensate for the lack of relevancy of the formal VET system, were seriously compromisedby crucial problems related to delayed disbursement of funds collected through the payroll levies; theFNR had not been able to honor commitments to training providers nor to reimburse enterprises for theirin-service training, thereby compromising their commitment to in-service training and contributing to agrowing disequilibrium between the general and particular skill level of the Ivorian labor force and theneeds of the most competitive industries in the country.

39. Among the key recommendations of the HRD program were (i) the liquidation of ONFP andFNR; (ii) the unification of two taxes under a unique and autonomous management; (iii) the eliminationof the monopoly of Manpower Office (OMOCI) as sole labor market intermediary; and (iv) theestablishment of an Observatoire to monitor the evolution of the labor market and the training needs.The Government took important steps in this direction: (i) it established a new training fund (FDFP)managed jointly by employers, workers, and Government; (ii) it created and is establishing a labor marketObservatoire; and (iii) in the context of the HRDP, it is taking initiatives, though modest, to make theformal training institutions (80 vocational and technical schools, 6 grandes ecoles and the University)more responsive to the needs of the labor market. In addition, measures taken as part of the Bank-supported Competitiveness Regulatory Reform Adjustment Program (PASCO) removed some of therigidities in the operations of the labor market. While all these measures represent a significant effort,they are relevant for a relatively small proportion of the labor force in the formal sector, accounting for8 percent of the working population. The Government has since recognized the need to be more pro-active and more inclusive and to expand the concept of employer to include the self-employed as well asemployers and employees in the informal sector, which account for an additional 25 percent of the activepopulation.

40. Therefore, the tripartite management structure of FDFP and its financing respond to many of thelessons learned in C6te d'Ivoire and elsewhere, that for technical in-service and pre-service training tobe effectively demand driven, it should be directed with the stakeholder fully represented, and financedthrough what amounts to a user charge. The project would be incorporated into this system. The projectwould also rely on motivated self-interest on the part of potential beneficiaries, which is consistent withlessons learned for successful "social fund" type activities. In addition, however, the project incorporatesspecial assistance to help "formalize" and strengthen the ability of the self-motivated to access the Fund,which has been identified as a possible risk to improving contact with NGOs and the informal sector inC6te d'Ivoire. Transparent and well-publicized criteria and operating procedures would guide theoperation of the project, which is consistent with a demand-driven approach.

F. Rationale for IDA Involvement

41. Over the last few years, the Bank has argued with Government on the need to adopt policieswhich will allow to restore competitiveness to the economy. To this end, it has financed two adjustmentoperations --the FY91 Financial Sector and Regulatory Reform and Competitiveness SECALs-- to achievemarket conditions which favor growth. A third recent adjustment operation, the Human ResourcesDevelopment Program, explicitly recognized the necessity of improving vocational and technical trainingperformance, both in-service and pre-service, to provide the quality in the labor force (human capital)required by a competitive and growing economy. Among other provisions, it included the fusion ofmanagement of the apprenticeship and continuing training taxes under a unified tripartite Board.Government met this condition by inaugurating FDFP, and consolidating the revenues of the two taxeswhich are deposited in the FDFP's accounts at CAA. Government has also embraced the Bank-recommended policy on technical and vocational training, and has begun the process of introducing a


"demand-driven" approach to these training services at the pre-secondary, secondary and post-secondarylevels. It has yet to fully embrace the Bank's recommendations concerning enhanced female education,although it is doing so at the primary level. It has already taken steps to reduce costs, but needsassistance in further operationalizing the strategy. The project would provide a next step in this processand would help consolidate the new policy, and further advance training of women as part of the overallsectoral strategy. The Bank has a strong comparative advantage in guiding this evolution.

42. In addition, further to the recent currency devaluation and the expected restructuring of the formalsector enterprises, new opportunities will be opened in the economy for small and medium-size firms(SME), micro-enterprises and informal sector activities involved in the production of import-substitutablegoods and sub-contracting. Indeed, the Government has perceived this opportunity and indicated thatsupport to SMEs will be one of the major tenets of its economic policy.

43. The Bank has also a strong commitment to addressing issues relating to poverty alleviationthrough the creation of remunerative employment, advancing women's role in development, andencouraging self-help initiatives for vulnerable groups. Information and know-how are key elements indealing with these issues. At present, initiatives are being taken through various NGOs to address theseissues. The project would provide an additional vehicle for a flexible response to the many needs forinformation and know-how that these socio-economic groups have, as targeted interventions. The Bankhas a role to play in this activity.

III. THE PROJECT

A. Proiect Objectives

44. The project would contribute to (i) greater labor force productivity and mobility through technicaland basic skills training, with special emphasis on the needs of small informal sector and women'senterprises; and (ii) the Government's capacity to monitor and analyze labor market conditions, relevantto the formulation of an adequate labor force development strategy, including the improvement of theskills match between labor supply and demand. Operationally, for the formal sector, this objective wouldbe translated into an increased number of enterprises which would regularly develop and execute trainingplans for their employees. For the informal sector, this objective would be translated into an increasein the number of men, women, and adolescents participating in sponsored group training to improvepresent work skills, develop improved entry-level skills, and raise their capacity to cope in numerousaspects of daily life (nutrition, literacy and numeracy, coping with administration procedures, homecrafts,etc.) as interest is manifested and mobilized by concerned sponsors.

45. Generally speaking, a project beneficiary would be any individual who could be included in agroup for training purposes (See Annex III). Organization of these groups would be done by a"sponsor", who would present the proposal to FDFP for financing, on behalf of the beneficiaries. Withinthis broad definition of "beneficiary", in addition to workers presently employed in the formal sector forwhom the employer has traditionally been the sponsor, persons with various social and economicbackgrounds would be included. Many of these individuals are already being organized or are organizingthemselves for other purposes. They include, for example, urban women for family planning services,rural women through the Bank-financed WID Pilot Project, rural and urban youth through various NGOs,community self-help and improvement organizations, or small-scale self employed persons andtradespersons (petits metiers). Given the special circumstances of the informal sector, however, special


attention would be given to the needs of groups of women, and it would be part of the project's designto introduce an element of "positive discrimination" in this sense.

46. Progress in meeting project objectives would be judged quantitatively, against an indicativedistribution of training grants by age and gender classes, agreed at the beginning of the project as projectperformance indicators (See Annex VII). Progress in meeting the project objectives qualitatively wouldbe judged through periodic ex post assessment of the value of the training from the beneficiaries' pointof view. This is less easily prescribed, but a review of quality assessment would be part of the annualproject reviews. The project would be integrated into FDFP's ongoing training and retraining program.

B. Project Description

47. The project would, over a period of 4 years, finance a range of training activities for beneficiariesfrom which FDFP management has received requests and to whom it has made awards, as a time-sliceof its medium-term program. It would adopt a more pro-active role in training hitherto neglectedsegments of the labor force, broadly defined. The project would be strictly demand-driven with regardsto the number of trainees and training activities to be undertaken, skills areas and training modalities, andit would support sponsored sub-projects satisfying a set of pre-defined criteria specified in the OperationsManual (See Annex III). It would, however, specify a broad class of priority beneficiaries (para. 45)which would be monitored and adjusted during the course of project implementation. To facilitate thebroadening of FDFP's clientele, the Project would finance the establishment and operations of an outreachservice within FDFP. Finally, the Project would contribute to building the capacity of a newly-createdemployment Observatoire.

48. The project would have three components. The first component --training, retraining, andapprenticeship program-- would provide for (i) skills development and retraining of workers in smallexisting formal sector firms which have been slow in developing training for their workers, micro-enterprises, displaced workers, and women entrepreneurs; and (ii) training and apprenticeship in supportof first job insertion. Activities under this component would supplement the efforts already planned byFDFP. The second component --training outreach-- would support FDFP's efforts to reach out andpromote demand for labor training. In addition, the project would provide, based on reviews of thebudget of FDFP, for increased institutional support to meet the needs for staffing, equipment and otherfacilities generated by the increasingly pro-active posture on the part of program managers, and thebroader types of training to be financed. The third component --labor market monitoring-- would supportthe development of an operational Observatoire capable of producing and regularly publishing the resultsof a database and an information system to permit quantitative and qualitative assessments of trainingneeds and the impacts of the training provided on the firms' performance, on workers' productivity andincome, and on employment. The first two components would be managed by FDFP while the thirdcomponent would be managed by AGEPE.

1. Component 1. Training. Retraining and Apprenticeship Program(Total Component Cost: US$15.4 million, including contingencies)

49. The project would support training and apprenticeship sub-projects, submitted to FDFP forfinancing by individuals, production firms, or organizations (such as NGOs) and referred to as sponsors,who had organized groups of beneficiaries, for this purpose. Project resources would be added to thoseof FDFP to raise the available financing. Training would be furnished by private sector training


organizations (commercial or voluntary) or institutions in the public sector (the university, grandes ecoles,technical and professional secondary schools, training centers). In these cases where training by externalsources will not be available or is uncompetitive and in cases where continuation of courses will beneeded, sponsors may be allowed to carry out their own courses. The Bank, however, would not financethese courses. Each training sub-project would be assessed on the value of its training content, its cost-effectiveness compared to established "norms", its priority with respect to indicative gender and agecriteria, and the legitimacy of the sponsor and the credibility of the training institution. Criteria for theseevaluations would be agreed upon with the Bank, and published by FDFP in an operations manual toassure transparency in their application. Without imposing quotas, the project would give priority tospecific groups which have been neglected for lack of funds and lack of interest, including employees ofsmaller enterprises, employees of informal sector businesses, and the unemployed and the presentlyunemployable. Priority would also be given to training projects designed to improve general competencyand issues of life quality, which are of particular importance to women. These priorities would beestablished in the provisional allocation of training resources in the project's indicative budget. Costsharing is expected from the beneficiaries in terms of opportunity costs and other indirect costs incurredby the training (i.e. lost income or production, transport and supplies, among others); consequently, theproject would finance 100% of the direct costs of training. The following describes a few categories ofpotentially acceptable sub-projects; it is, however, not exclusive of other types of sub-projects for whicha genuine demand may exist.

Micro-enterprise Training Support

50. This type of sub-project would support short-term skill upgrading training and enterprise-basedtraining benefitting micro and small entrepreneurs and informal sector production activities. They wouldselectively promote sub-projects which emphasize methods of improving productivity in micro and smallenterprises and the informal sector through training and upgrading in areas such as technical skills,business management skills (such as basic accounting and financial and economic evaluation), productdesign and diversification, product marketing, standards application and adaptation, sub-contracting, andchoice and use of appropriate technologies. Priority would be given to training master craftsmen whocould then improve both the informal apprenticeship system and product development. The expectedoutcome of such sub-projects would be (i) improvement in workers' productivity and small firms'performance and productive adoption of new technologies; (ii) enhancement of product quality anddesign; and (iii) an enhancement of micro and small firms' competitive positions.

Displaced Workers Training Support

51. The target group for this category of sub-project would be workers retrenched from public orprivate enterprises under managed workforce reduction programs. The sub-projects would provide skillsupgrading and retraining of retrenched workers with a view to facilitating their re-insertion inemployment. The selection of the training proposals would be based on an analysis of private sectorskills requirements and the training would aim to upgrade or update the theoretical and practical skillsof the trainees; however, in cases where the current skills are redundant, the project would support theacquisition of new or related skills. The emphasis of the sub-projects would be on upgrading traineeson the latest technical and technological development in their fields. The expected outcome of these sub-projects would be an improvement in the reinsertion rate of displaced workers.

Women Entrepreneurs Training Support


52. This category of sub-project would support, through technical and management training, thedevelopment of micro-enterprises initiated and already managed by women. The main training modalitywould be on-the-job organized through professional or local women's associations. The focus of thetraining would include enterprise management in general, and product marketing and distribution; whenthe needs are expressed, the training would also include adult literacy. The expected outcomes of thetraining would be an improvement of the number and sustainability of women's enterprises and anincrease in the income generated from these activities.

Training and Apprenticeship in Support of Job Insertion

53. The project would support, if proposed by credible sponsors, training and apprenticeship sub-projects to facilitate the insertion, in their first job, of school graduates and leavers who would haveestablished credible links with employers. The sub-projects would aim to provide skills and attitudesrequired to succeed in employment. Improving functional literacy for primary school leavers would playan important role in such training. Sub-projects in this category could aim to:

(a) support the transition to work of school graduates and leavers entering into employment; it couldprovide "vestibule" training and work settings familiarization in order to ease the transition fromschool to work.

(b) supplement ongoing government operations to provide young school graduates and leavers with initialshort-term employment (12 months) where they can acquire work skills through on-the-job learningand a work record which they could refer to in their job search. Sub-projects would provide supportfor the tutoring and monitoring of performance of the trainees.

(c) address longer-term skills needs and improve the transition from school to work of future highereducation graduates by combining pre-planned alternating periods of practical on-the-job training withschool-centered academic education. The project could finance summer job programs sponsored byhigher education institutions which would be in charge of searching or arranging for these practicaltraining periods; these training periods, which would be highly recommended for students intransition to their graduating year, would aim to familiarize students with the work environment andhelp them adapt their academic knowledge to the requirements of the workplace. The school wouldassign a practical training supervisor to each student, and the firm would assign a tutor/master toguide and counsel the student during the training and to monitor and evaluate his/her performancein each of the positions held in the firm. Evaluation forms would be filled out and a formalassessment of the practical training would take place between the supervisor, the tutor, and thestudent. Similar programs have long been successfully tested by some grandes ecoles such asINSET, which has the lowest ratio of unemployed graduates of all higher education institutions inCote d'Ivoire.

2. Component 2. Training Outreach (Total Component Cost: US$1.1 million, includingcontingencies)

54. The project would support needed consultants' services, operating costs and incremental FDFPstaff to allow FDFP to organize and maintain an extensive outreach program to inform the public, thepotential sponsors, and beneficiaries of the objectives of FDFP's programs, the procedures and themodalities to be followed by sponsors, and keep the public abreast of the evolution and performance ofthe program. To carry out these activities, FDFP would use various means of reaching its constituency:


media, training sponsors, providers, and beneficiaries, and direct contacts through visits. The activitiesincluded in the outreach program would be carried out over the duration of the project in two phases; aninitial pro-active phase during the first year aimed at promoting FDFP's work outside its usual clientgroup (formal sector enterprises) and geographic coverage (Abidjan). During the subsequent years,FDFP would continue to inform and report to the public on performance and achievements in the trainingfield. To accelerate the start up of this essential component of the project, a PPF advance to finance aset of key studies, FDFP's staff training and a test promotion campaign were made available to theGovernment.

55. As FDFP's clientele develops, the project would support FDFP's efforts to raise its capacity toeffectively carry out its mission through a staff development program. The project would provide forresources to hire four additional training specialists to assess training proposals, additional vehicles andequipment, consultant services, and staff training in the skills required for the effective management ofthe components described above. As a condition of effectiveness, the Government would have taken aDecree establishing an Outreach and Promotion service in FDFP [para. 90(a)]

3. Component 3. Labor Market Monitoring and Analysis(Total Component Cost: US$3.0 million, including contingencies)

56. The project would contribute to building the capacity of a newly created agency (AGEPE) underthe supervision of the Ministry of Employment and Civil Service to monitor and analyze labor marketconditions, relevant to the formulation of an adequate labor force development strategy, including skillstraining. In particular, AGEPE would ensure the timely availability of relevant data and analyses on thestatus and evolution of employment and employment creation, labor force structure (i.e., balance betweenthe demand and supply for educated and trained people), labor productivity, labor force education andtraining, technology and skills requirements, training impact on productivity and employment, wages andnon-wages benefits, labor market regulations (collective agreements and others). With the expectedimprovements in labor market monitoring and labor market information, the inputs required foremployment assistance and job insertion support would become available. In the medium and long-term,labor market analysis will help focus current national employment policy, identify additional measuresto support present and future program objectives, and balance and/or shift resource allocation betweenskills training per se and labor market support services. The latter would include guidelines on labormarket reforms, obtaining access to productive assets and skill upgrading, sub-contracting relationsbetween large-medium and small manufacturing enterprises as a means of transferring technology andexpanding markets for intermediate outputs, and targeting different groups in the informal sectorenterprises, where the largest portion of beneficiaries is likely employed and growth is fastest.

57. For this purpose, the project would finance staff training and systems development of the OEMF(Observatoire de l'Emploi. des Metiers et de la Formation), one of the two services of AGEPE, with theobjective of obtaining a flow of information and advice to policy makers, private sector firms and otheragencies and institutions involved in labor market issues and labor force training. The Regional ILOOffice which has indicated its interest in supporting this initiative with its own program in parallel withIDA, will provide technical support through training and technical assistance. Specifically, thiscomponent would support (a) the institutional development of the OEMF, including staff training,consulting services, and equipment; and (b) a program of activities involving the following: (i) thereview, gathering and processing of all available information from various sources (surveys,administrative registers, and other existing databases) and the necessary technical assistance; (ii) thepromotion, through agreement with AGEPE, of increased coverage and representativity of surveys,


improvements of questionnaires and other survey instruments and data quality, and greater use and greateraccess to existing information; (iii) the definition of a basic set of statistics to reflect medium and long-term structural changes; (iv) a program of specific surveys and studies to be carried out in collaborationwith employers or contracted to private sector firms; and (v) the regular and timely production anddissemination of short-term and long-term statistics to allow for the monitoring, on quarterly, annual andmulti-annual bases, of changes in employment, labor costs, productivity, and skills requirements. (SeeAnnex IV for a description and workplan of the labor market monitoring and analysis agency.)

C. Project Impact Evaluation

58. The project would build up FDFP's capacity to monitor results of individual training projects byinstituting a systematic framework for data collection and evaluation of all sub-projects supported underthe project. The evaluation would pursue two main objectives: (i) to assess the quality, timeliness andeffectiveness of FDFP's services; and, (ii) to assess the performance (in terms of cost-effectiveness) ofthe project and of its different support modalities, and the extent to which it would have reached itsobjectives (in terms of performance and productivity of enterprises, and on employment of theunemployed, and incomes of the employed). FDFP would base its evaluation on periodic operationalreviews, detailed case studies and time-series data systematically collected from participating firms andon longitudinal data gathered on several trainee cohorts of project participants. Responsibility forcarrying out the evaluation of training activities would rest with FDFP under the supervision of itsManagement Committee, and in coordination with the directorates responsible for programimplementation. Project monitoring and evaluation are discussed further in para. 79; impact indicatorsare presented in Annex VII.

59. At a more global level, AGEPE would provide timely and reliable labor market data that willpermit monitoring of indicators which are influenced by training or are useful in assessing and orientingthe training strategy. The project's labor market monitoring activities would be assessed in terms of theusefulness for policy making as measured by the timeliness and reliability (including coverage) of the datacollected, and the rapidity in processing and disseminating of the results. Responsibilities for carryingout the evaluation of labor market monitoring activities would rest with AGEPE under the supervisionof its Management Advisory Commission (MAC).

IV. PROJECT IMPLEMENTATION. MANAGEMENT. COSTS AND FINANCING

A. Project Costs and Financing

60. Total project costs are estimated at US$19.5 million, including taxes and duties, with a foreignexchange component of US$4.5 million (23%). Taxes and duties are estimated at US$0.9 million (5%)and total contingencies at US$0.9 million (5%). Detailed project costs and financing are summarized inAnnex IX.

61. The project would be financed by an IDA credit of US$17 million equivalent, representing 87%of total project costs. The contribution from the Government and FDFP is estimated at US$2.5 millionequivalent (13%) and includes 100% of taxes and duties. Estimated physical contingencies of 10% havebeen included for goods and 5 % for services. Estimated price contingencies for foreign exchange costsare estimated at 2.5 %. Estimated price contingencies for local currency are provided in Table 4. 1 below:


Table 4.1: Price Contingencies for Local Currency (Estimates)

1994 1995 1996 1997 1998

1. Goods 35.4 6.4 5.6 4.5 4.5

2. Salaries 10.0 5.0 5.0 5.0 5.0

3. Services and Training 12.0 8.0 6.0 6.0 6.0

The breakdown of total project costs by component, including contingencies, is as follows:

(a) Component 1: US$15.4 million to cover the incremental costs associated withbroadening the training of beneficiaries and the types of training to be offered;incremental staff of FDFP (4 local specialists) to assess training proposals, and ensureadequate supervision of training delivery;

(b) Component 2: US$1.1 million to cover the costs associated with the administration ofthe outreach activities; incremental technical staff of FDFP (4 local specialists); a smallcomplement of vehicles and equipment, and consultant services to improve outreachcapacity, and associated operating costs; and,

(c) Component 3: US$3.0 million to cover the costs associated with the development ofactivities leading to the establishment of the Observatoire (labor market monitoring andanalyses); these will include equipment, and consultant services, and associated operatingcosts (including logistical and operational support).

62. The determinants of the cost of training vary considerably with the level of training required, thespecialty involved, the number of days required to complete a training phase, the nature of the training,the experience of the trainers, and the number of persons participating in a training session, amongothers. FDFP, based on the dispositions of a 1983 Government Decree establishing a fee schedule forconsulting firms, has estimated total fee-per-day norms for approving training proposals for some standardskills (secretarial, accountancy, etc.); these fees vary between CFAF 71,000 (about US$122) and CFAF168,000 (about US$290). Proposals funded by FDFP have included per-day costs as low as CFAF 2,000(about US$3.50) per participant in large classes for relatively simple messages. FDFP annually updatesits cost estimates, based on actual experience and independent enquiries as part of the accreditationprocess for training firms. Costs considered eligible for financing would include the direct cost oftraining (fees for trainers, overheads of the institution providing the training, materials used for trainingbut not production, housing and meals for trainees in the case of residency training).

63. Based on the 1993 estimated budget, total revenues from the continuing vocational training (CVT)taxes would reach CFAF 2.8 billion (about US$4.8 million) for the year. This amount has proven to beinsufficient to cover more than the training costs of the largest firms. It is clearly insufficient to permitmore of the smaller formal sector firms to participate in training, and to extend the facility to a growingpart of the informal sector. To assure the greatest flexibility and responsiveness in the training to be


offered to the small and informal sector firms, the project would increase supplement employers'contributions, as a contribution from the Government to FDFP.

Table 4.2: Project Cost Summary

Project Component and Sub-Component Foreign Local Total % Total BaseCosts

1. Component 1: Training, Retrainingand Apprenticeship Program 3.1 12.1 15.2 82

2. Component 2: Training Outreach Support 0.1 0.7 0.8 4

3. Component 3: Labor Market Monitoring 1.1 1.3 2.4 13

4. Refunding of PPF -- 0.2 0.2 1

Base Costs 4.3 14.3 18.6 100Physical Contingencies 0.1 0.1 0.2 1Price Contingencies 0.1 0.6 0.7 4

Total Project Costs 4.5 15.0 19.5 105(Net of Taxes and Duties) (18.6)

B. Project Procurement and Disbursement

1. Procurement Arrangements

64. Table 4.3 below summarizes the project elements and their estimated cost and proposed methodof procurement.

65. Procurement procedures under the project would be undertaken as follows:

(a) Works: Too small to attract bidders from abroad, rehabilitation works for AGEPE's offices (wallrepairing and painting, floor lining, office redesigning, etc.), estimated to cost US$80,000 equivalent,net of taxes and duties, will be procured using LCB procedures satisfactory to IDA, which will at theminimum include local advertising, public bid opening, clarity in evaluation criteria, and award to thelowest evaluated bidder.

(b) Goods: Goods (US$0.52 million equivalent, net of taxes and duties) will be procured in accordancewith Bank's Procurement Guidelines and Bank's Standard Bidding Documents or approved models asfollows:

(i) Equipment estimated to cost more than US$20,000 equivalent per contract, up to anaggregate amount not to exceed US$0.3 million equivalent will be procured under


contracts awarded on the basis of comparison of price quotations solicited from a list ofat least three suppliers from at least three different countries eligible under theGuidelines, in accordance with procedures acceptable to the Association.

(ii) Equipment estimated to cost less than US$20,000 equivalent per contract, up to anaggregate amount not to exceed US$40,000 equivalent, may be procured under contractsawarded on the basis of comparison of price quotations solicited from at least threesuppliers eligible under the Guidelines, in accordance with procedures acceptable to theAssociation.

(iii) Vehicles estimated to cost less than US$30,000 equivalent per contract, up to anaggregate amount not to exceed US$0.12 million equivalent, may be procured undercontracts awarded on the basis of comparison of price quotations solicited from at leastthree suppliers eligible under the Guidelines, in accordance with procedures acceptableto the Association or under contracts entered into with IAPSO.

(iv) Standard items such as software, spare parts and accessories which are of aproprietary nature, estimated to cost less than US$5,000 equivalent per contract, up toan aggregate amount not exceeding US$20,000 equivalent, may be purchased under directcontracting in accordance with procedures acceptable to the Association.

(v) Other Goods available locally, such as furniture for FDFP and AGEPE, as well asmaterials, for an aggregate value not exceeding US$0.04 million equivalent, will beprocured under contracts awarded on the basis of competitive bidding, advertised locally,in accordance with procedures satisfactory to the Association.

(c) Consultancies: Consultancies (US$16.62 million equivalent, net of taxes and duties) will be procuredin accordance with the Guidelines for the Use of Consultants by World Bank Borrowers and by the WorldBank as Executing Agency published by the Bank in August 1981, and the FDPF's Operation Manualprocedures acceptable to the Association, as follows:

(i) Technical Assistance for training, studies, and other services (approximately 85 person-months, all short-term) for a total estimated amount of US$2.12 million equivalent, netof taxes and duties, will be provided by firms and individual consultants, in a largemajority coming from C6te d'Ivoire. Selection procedures will be in accordance withprinciples and procedures satisfactory to the Association on the basis of the Guidelinesfor the Use of Consultants by World Bank Borrowers and by the World Bank asExecuting Agency published by the Bank in August 1981. For complex, time-basedassignments, consultants will be employed under contracts acceptable by the Associationand prepared on the basis of the standard form of contract for consultants' services issuedby the Bank. When no relevant standard contract documents have been issued by theBank, other standard forms, acceptable by the Association, will be used. Draft terms ofreference (TORs) for planned technical assistance needs to be financed under the Projectand technical studies were Drepared by FDFP and AGEPE and reviewed by IDA duringnegotiations. [para. 88(e)]

(ii) Labor Force Training constitutes the bulk of the project, with a total estimated amountof US$14.5 million equivalent, net of taxes and duties, and includes training supportedby the development of training and apprenticeship sub-projects which will be procured


in accordance with Bank's Guidelines for the Use of Consultants and FDFP's OperationManual procedures acceptable to the Association. An updated list of pre-qualifiedtraining firms subdivided on the basis of areas of expertise was submitted to IDA anddiscussed during negotiations. [para. 88(f)]

(d) Miscellaneous for an aggregate amount of US$1.4 million equivalent, for local staff, office runningexpenses, fuel, and in-country travel allowances will be procured by the executing agencies followinglocal procedures acceptable to IDA. Fuel consumption will be monitored on the basis of mileagerecording, and travel allowances will be consistent with Government's guidelines.

66. Procurement Management: There is no prior experience in implementing such project in thecountry. However, based on experience on other projects, and the analysis of current trainingprocurement methods, the following was agreed upon:

(a) the FDFP will be responsible for the procurement of training financed under the project;

(b) FDFP's Operations Manual procedures based on the Guidelines and acceptable to theAssociation will be used in awarding all training contracts;

(c) initial training of FDFP staff and other key actors in procurement will be providedthrough a PPF, and further refreshing training activities will be organized duringexecution of the project; and

(d) IDA supervision missions will review a sample of contracts awarded in a view to assesscompliance with the procedures agreed upon.

67. Review: During project implementation, contracts for IDA-financed works and goods above athreshold of US$50,000 will be subject to IDA's prior review procedures. Selected post-review ofawarded contracts below the threshold level will be carried out on about 20 percent of the contracts forgoods. Prior review or approval by the Association of budgets, short lists, selection procedures, lettersof invitation (LOIs), proposals, evaluation reports and contracts, shall not apply to (a) contracts for theemployment of consulting firms estimated to cost less than US$0.1 million equivalent each or(b) contracts for the employment of individuals estimated to cost less than US$50,000 equivalent each.However, said exceptions to prior Association review shall not apply to (a) the terms of reference forsuch contracts, (b) single-source selection of consulting firms, (c) assignments of a critical nature, asreasonably determined by the Association, (d) amendments to contracts for the employment of consultingfirms raising the contract value to US$0. 1 million equivalent or above, or (e) amendments to contractsfor the employment of individual consultants raising the contract value to US$50,000 equivalent or above.In order to enhance the Labor Force Training supply at a competitive cost, FDFP will prompt and inviteapplications of local private training firms to be included in a long list of qualified training providersbased on their previous experience and specialties [paras. 31 and 65(c)(ii)]. The list, which will besubject to prior review by IDA, will be regularly updated and will be subdivided on the basis of the areasof expertise of the training providers. After IDA has given its no-objection to the list, FDFP willestablish shortlists of three or four firms for each of the specialties and proceed, with no further approvalby IDA, to the award of contracts on the basis of (i) TORs, LOIs and standard contracts previouslyagreed with IDA and (ii) evaluation of proposals based on criteria, including costs, as defined in theLOIs. The list of pre-qualified firms will be subject to periodic reviews by IDA. All sole sourcecontracts will be subject to prior review by IDA.


68. Recording of Procurement Information: Procurement information will be collected as follows:

(a) prompt reporting of contract award information by the Borrower;

(b) comprehensive quarterly reports to IDA by the Borrower (assisted by consultants as necessary),indicating:

(i) revised cost estimates for individual contracts resulting from inflation;(ii) timing of procurement actions, including advertising, bidding, contract award, and

completion time for individual contracts; and(iii) compliance with aggregate limits on specified methods of procurement;

(c) at the time of supervision missions, a detailed statement of all procurement undertaken to-datetogether with a forward forecast of anticipated procurement estimate of disbursement to beundertaken in the coming year.


Table 4.3 Summary of Proposed Procurement Arrangements(in US$ million, net of taxes and duties)

Procurement Method

Project Element I.S. L.C.B. Other N.I.F Total

1. WORKS 0.08 0.08(0.07) (0.07)

2. GOODS

2.1 Equipment 0.30 0.04 a/ 0.34(0.30) (0.04) (0.34)

2.2 Vehicles 0 12 b/ 0.12(0.12) (0.12)

2.3 Software, Spare parts & Accessories 0.02 c/ 0.02(0.02) (0.02)

2.4 Furniture/Materials 0.04 0.04(0.04) (0.04)

3. CONSULTANCIES

3.1 Project Preparation & Implementation 1.75 d/ 1.75Support (1.75) (1.75)

3.2 Institutional Development 0.37 d/ 0.37(0.37) (0.37)

3.3 Labor Force Training 14.50 e/ 14.50(13.05) (13.05)

4. MISCELLANEOUS

4.1 Incremental Salaries 0.62 e/ 0.62(0.62) (0.62)

4.2 Travel & Per Diem 0.47 e/ 0.47(0.33) (0.33)

4.3 O&M, Vehicles/Equipment 0.21 e/ 0.21(0.15) (0.15)

4.4 Office Supply 0.10 e/ 0.10(0.07) (0.07)

TOTAL 0.30 0.12 18.20 18.62(0.30) (0.11) (16.52) (16.93)

Notes: Figures in parenthesis are the respective amounts rwanced by IDA.I.S. = International Shopping.L.C.B. = Local Competitive Bidding.N.I.F. = Not IDA-Financed.a/ Local shopping.b/ Local shopping or IAPSO.c/ Direct contracting.d/ In accordance with World Bank Guidelines: Use of Consultants by World Bank Borrowers and by the World

Bank as Executing Agency (August 1981).e/ In accordance with Bank's procurement guidelines and FDFP's Operation Manual procedures.


2. Disbursements

69. The project is expected to be completed over a four-year period with IDA credit disbursed overfive years according to the categories shown in Table 4.4. The estimated disbursement profile is shownin Annex X. Disbursements from the IDA Credit will be fully documented. However, the Borrower willbe permitted to submit withdrawal applications for contracts of less than US$ 25,000 equivalent on thebasis of certified SOEs. For training programs, following current practice, FDFP will establish financingconventions with the training sponsors specifying the purpose, beneficiaries, expected outcomes,monitoring responsibilities, and costs estimates. For the provision of these programs, contracts will besigned between the FDFP and the training providers, consistent with Bank guidelines and procedures,specifying the responsibilities, monitoring and evaluation procedures, disbursements conditions andschedule. Disbursements will be made by FDFP on this basis, and final payment granted followingpositive evaluation and the clearance of both the sponsors and FDFP. Disbursements against eligibleexpenditures will be audited semi-annually. Documents for withdrawals under SOEs will be retained bythe executing agencies for review by IDA supervision missions and for project auditors.

70. Two Special Accounts (SA), one for FDFP and one for AGEPE, would be opened and maintainedat CAA for the duration of the project; in addition, two Project Accounts (PA) to receive counterpartfunding will be opened at CAA. Upon credit effectiveness, IDA would make initial deposits of US$0.5million equivalent for Special Account A, and US$0.1 million equivalent for Special Account B andwould replenish the accounts upon receipt of appropriate documentation satisfactory to IDA for incurredeligible expenditures. Replenishment requests will be made, accompanied by up-to-date CAA accountstatements and reconciliations. Applications for direct payments or reimbursement would apply tocontracts above US$25,000 equivalent.

71. The Public Investments Directorate (DIP) will be responsible for recording in the Investments andEquipment Special Budget (BSIE) the project financing as follows: (i) BSIE-CAA for the IDA Credit;and (ii) BSIE-Tresor for the counterpart funds. In its capacity as Ordonnateur D6legue (i.e. the institutionentitled to authorize budgetary expenses) for the BSIE, DIP will establish all the documentation requiredfor the transfer of counterpart funding into the Project Account, and will verify all the transfer of fundsfrom the Credit Account into the Special Accounts. (See Annex XI)


Table 4.4 Withdrawal of the Proceeds of the IDA Credit

Amount of Credit Allocated % of ExpendituresCategory (in US$ million) to be Financed

(Net of Taxes and Duties)

1. Civil Works 0.06 85%

2. Equipment and Furniture(a) FDFP 0.02 100%(b) AGEPE 0.35 100%

3. Vehicles(a) FDFP 0.04 100%(b) AGEPE 0.05 100%

4. Consultant Services(a) FDFP 0.30 100%(b) AGEPE 1.13 100%

5. Training(a) Labor Force Training 13.05 90%(b) Staff Training FDFP 0.09 100%(c) Staff Training AGEPE 0.14 100%

6. Incremental Staff Salary (FDFP) 0.62 100%

7. Other Operating Costs(a) General Operating Costs (FDFP) 0.33 70%(b) General Operating Costs (AGEPE) 0.12 70%

8. Refunding of PPF 0.20 100%

9. Unallocated 0.50

TOTAL CREDIT AMOUNT 17.00

3. Accounting, Auditing and Reporting

72. The executing agencies (FDFP and AGEPE) would be responsible for the project's financialmanagement and would maintain consolidated project accounts. Project accounts, including the CAAaccounts, would be audited annually by independent auditors acceptable to IDA; all disbursements underSOEs would be audited semi-annually. The terms of reference for the audits of the FDFP would coveraccounting/financial matters as well as management and implementation as described in the OperationsManual. The audit reports would be submitted to IDA at least six months after the end of each calendaryear. During negotiations, the Government gave assurances that it will (i) employ, throughout theproject. independent auditors for the auditing of AGEPE's and FDFP's respective accounts (para. 89(h),(ii) submit to IDA annual audit reports. of reasonable scope and detail, within four months of the end ofthe fiscal year. and (iii) in the case of SOEs. submit semi-annual reports by April 30 and October 30 of


each year of the proiect period [para. 89(c)]. The signature of a contract or contracts by FDFP andAGEPE with independent auditors for the auditing of FDFP's and AGEPE's accounts is a condition ofeffectiveness [para. 90(d)].

73. Following several months of implementation of the accounting and budget procedures used bythe old FNR, FDFP is currently revising them. In this context, FDFP will:

(a) Combine the two accounting systems to which it was submitted --the general accounting system, forprivate firms, and the budget accounting system, for public institutions-- into one which would meetthe requirements of the two systems: (i) using the calendar year as the unique budget/fiscal cycle;and, (ii) harmonize the classification of accounts of the two systems, so requiring only one entry forthe operations;

(b) Setup and formalize new procedures to take into account the changes in (i) the tax collectionprocedures and their direct depositing in FDFP account opened in CAA books; (ii) the retainmentby firms of half of their assessed CVT contributions; and (iii) the reduction of the implementationperiods of the training plans and its impact on the treatment of liabilities carried over from year toyear;

(c) Implement the recommendations of the 1992 audit of the FNR accounts;

(d) Enhance the internal auditing system; and

(e) Enhance the current and estimated budget management.

74. These efforts would be completed with the implementation of the eventual recommendations ofthe 1993 audit report, and the disbursement requirements specified in para. 69. Before negotiations, theGovernment submitted (i) FDFP's 1994 approved budget [para. 88(b)], and (ii) the audit report of theFNR. [para. 88(c)] The Government also gave assurances that (i) it will continue to make available toFDFP the proceeds of the CVT and Apprenticeship taxes until the completion of the Project, and (ii) itwill submit to the Association for its approval any proposal to modify the current tripartite managementstructure of FDFP during Project implementation. [paras. 89(e) & (f)]. As a condition of effectiveness.the Government will (i) submit an opinion satisfactory to IDA of auditors acceptable to the Association,confirming that FDFP is free from any liabilities, past. present and future. incurred by any of theBorrower's agencies involved or previously involved in vocational training and in particular FNR andONFP: (ii) provide the 1993 fiscal year audit report of FDFP's accounts: and (iii) the Government andFDFP have executed the financing agreement between the Government and FDFP for making availableto FDFP the relevant amounts of the proceeds of the Credit for the implementation of the activities tobe carried out by the latter. [paras. 90(f), (g), & (h)]


C. Project Implementation and Management

1. Status of Project Preparation

75. Project preparation benefitted from: (a) an intensive dialogue between the Bank, the Governmentand Donors, leading to the conditions in HRDP and PASCO for establishing a policy environmentconducive to the efficient and effective development of human resources, as well as the labor marketoperations; (b) an intensive dialogue between the Bank and NGOs in the context of the RCI Pilot WIDProject, and the preparation of the proposed RCI Women's Access Project; and (c) the Bank'sidentification and preparation missions. Recent discussions with other Donors, especially the AfricanDevelopment Bank and ILO, were held during the whole process of preparation and resulted in closecoordination and agreement on both the strategy for the development of labor market monitoring andanalysis and the priority programs to be implemented. ILO would, in the context of the project, providesupport, through technical assistance and training, to the building of the capacity of the Observatoire.To accelerate the start up of the Outreach and Promotion Service, an essential component of the project,a PPF advance to finance a set of key studies, FDFP's staff training and a test promotion campaign wasmade available to the Government.

76. Terms of reference for technical assistance funded under the project have been drafted at appraisaland were agreed upon during negotiations, along with training schedules, and indicators of performanceof the projects. The revised draft of the Operations Manual along with a complete set of annexes wassubmitted to IDA during negotiations [para. 88(a)]: the adoption by the FDFP's Management Committee.of the operations manual ensuring the implementation of FDFP's activities and acceptable to theAssociation is a condition of effectiveness. [para. 90(e)]

2. Project Management

77. Project components 1 and 2 would be managed by FDFP, which is mandated by the Governmentto administer the apprenticeship and continuous vocational training taxes and build on the positive aspectsof FNR. FDFP is currently structured to receive, evaluate, finance and monitor sub-projects efficiently,and does so. Its current staffing of some 35 persons, includes 20 professionals; among these 9 aretraining specialists. FDFP's present capacity, subject to an increase in project evaluation staff by 4professionals, would be fully adequate for managing the additional training requests (now running at anannual rate of some 150). However, considering the increased emphasis to be given to gender-specificconcerns, FDFP would be encouraged to employ female professionals to participate in the evaluationprocess. FDFP would evaluate, finance and eventually supervise the conduct of sub-projects based onconditions outlined in its Operations Manual. FDFP is currently finalizing an updated manual whichcontains (i) definitions of beneficiaries and training sponsors and providers; (ii) eligibility criteria forproposed training projects and evaluation criteria for their acceptance; (iii) processing steps, includingsample forms and documents; (iv) monitoring and ex post evaluation procedures and criteria; and(v) administrative information permitting understanding of FDFP operations. An annual trainingprogram review would assess performance against the benchmark and corrective actions taken asrequired. In addition, a mid-term review would also be undertaken which would make an in-depthanalysis of the effects of the training on the beneficiaries. As a condition of effectiveness, theGovernment would (i) assign qualified staff in adeguate numbers to FDFP's Training Outreach andPromotion service; and (ii) transmit the activity program and a set of performance criteria for the FDFP'sOutreach and Promotion service. [paras. 90 (b) & (c)]

COTE D'IVOIRE: Labor Force Traiing Support Project - Staff Appraisal Report 30

78. AGEPE would execute component 3. AGEPE, recently formed under the tutelage of the Ministryof Employment and Civil Service, to assume diverse responsibilities is mandated by Government toadminister the National Solidarity Fund. As a Commercial and Industrial Public Establishment (EPIC,in the administrative structure of the country) is expected to provide services for fees, and seek a largeproportion of its resources from other sources than the government budget; these sources include publicand private national and international institutions, FDFP, and extemal aid. As activities develop, AGEPEis establishing its organizational structure and the recruitment of its personnel, who in large part areselected among the most highly qualified professionals of the OMOCI and the ONFP. AGEPE will alsoresort, as needed, to local and international consultants to assist in the execution of its program ofactivities. AGEPE's present capacity to carry out some labor market survey and analysis activities isprogressively building up and data collection teams for the 1994 National Manpower Survey (anestablishment-based survey) have already been fielded. According to the Observatoire's staffing profileit will employ 24 professionals; so far 8 professionals have been recruited. The project's support to thedevelopment of AGEPE's capacity to develop a sustainable labor market monitoring and analysis systemwould be reviewed annually to assess performance against indicators derived from an agreed uponprogram of activities. This support would greatly benefit from the ILO effective support of this agencyto the development of the Observatoire. A detailed four-year program of activities for the developmentof the Observatoire was submitted before negotiation [para. 88(d)].

3. Proiect Monitorine and Evaluation

79. Monitoring and evaluation of project performance would be carried out by the implementingagencies. Key monitoring indicators are shown in Annex VII. In their role as executing agencies, FDFPand AGEPE would (i) transmit quarterly progress reports on the implementation of the project to IDAnot later than April 30, July 31, October 31, January 31; (ii) submit annual projected program ofactivities and budgets not later than January 31 of each year; (iii) organize and carry out with IDA duringthe fourth quarter of each calendar year a review of progress made in implementing the project; and(iv) carry out with IDA a mid-term review of progress made in implementing the project no later thanOctober 1996. Based on the review, the executing agencies would prepare and implement an action plan,acceptable to IDA, for further implementation of the project activities. A special evaluation of the newOutreach and Promotion Service will be carried out after the first year of project operation. The termsof reference for this evaluation will be one of the outputs of the start-up study for the Service to becarried out under a PPF prior to project effectiveness. Details of the Bank's supervision plan and on theannual and mid-term reviews are provided in Annex XII. Within six months after the Credit ClosingDate, the executing agencies would transmit to IDA an Implementation Completion Report (ICR),prepared in accordance with terms of reference satisfactory to IDA. During negotiations, the Governmentgave assurances that these requirements would be met. [paras. 89(a), (b), (d) & (g)] As a condition ofeffectiveness, the Government would assign qualified staff in adeguate numbers to the Observatoire deI'Emploi of AGEPE. [para. 90 (i)]

4. Implementation Schedule

80. The project would be implemented over a four-year period (1994-98). This time period has beenselected based on the expected outcomes of the project activities to build the Ministry of Employment andCivil Service's capacity to carry out labor market monitoring and analysis, notably survey taking, stafftraining and professional development. Annex VIII provides the framework for implementing projectactivities. The disbursement schedule for the project is provided in Annex X.


V. PROJECT SUSTAINABILITY AND IMPACT

A. Project Sustainability

81. The Ivorian industrial sector has had a long association with the provision of in-service trainingof its employees. Ivorian Unions have supported this activity. These same stakeholders have beenwilling to use part of the taxes raised for apprenticeship and continuous training to train informal sectorbeneficiaries who do not pay these taxes. Government itself has made serious reforms in the way inwhich the revenue generated by these taxes is being administered, through the creation of FDFP inJanuary 1992, under the tutelage of the Ministry of Economy and Finance (this Ministry chairs themanagement board of the Fund). This Fund has been given a mandate to support a broad range of pre-service and in-service training of a wide spectrum of beneficiaries. There appears to be, therefore, a highlevel of Government and private sector support for the strategy and objectives articulated for the Project.

82. FDFP is now supported through earmarked taxes for apprenticeship and continuous training, towhich it has direct access. With low overheads relative to the actual budget for training purposes, FDFPappears to be a financially sustainable institution. An assessment of its technical capacity supports thisconclusion. The increase in activity under the project would require approximately 25 % in FDFP currentoperating budgets (personnel plus operating overhead) to about 8% of its total budget, assuming no newfirms begin paying apprenticeship and continuous training taxes and no new employment creation orsalary increases reflecting improved productivity occurs. Should the increase in operating expendituresbecome unsustainable, FDFP's flexibility in reducing staffing and therefore operating expenditures wouldpermit a quick return to a balanced budget.

B. Project ImRact

83. Poverty. The poor in C6te d'Ivoire are characterized by a low level of human capital asmeasured by their general and vocational education/training; this in turn limits their access toemployment. The project would permit many Ivorians to acquire labor market relevant vocational skillsto enhance their employability, and therefore to undertake income generating activities, or improve theirproductivity and earnings.

84. Women in Development. Women represent only 8% of formal employment but the largemajority of workers in the informal sector. The project, by reaching out and supporting the training ofworkers in the small and micro-enterprises and informal sector firms, would provide women with greateropportunity to enhance their skills, productivity, and earnings capacity.

85. The Environment. The project is not expected to result in significant environmental impact andhas been assigned Category C.


VI. PROJECT BENEFITS AND RISKS

86. It is difficult at this time to estimate the number of individual beneficiaries of the project or theimpact of the project on their lives, overall labor productivity and the economy. This would, however,be estimated during annual progress reviews, in a mid-term review and various evaluation studies ofproject outcomes, conducted by independent analysts. As a proxy, however, at least 50% of the projectfunds would be expected to be allocated to training needs of informal sector beneficiaries, of which 75 %would be for training women entrepreneurs and 25 % would be allocated to the small formal sector firmswhich have not recently embarked on personnel training programs.

87. The principal risk of the project is that the demand for and the quality of the training providedwould be insufficient to have a significant impact on the productivity of the labor force. While there isevidence of unmet demand, expressed by prospective sponsors (training institutions, large formal sectoremployers, chambers of commerce and industry, NGOs and women's associations) this demand and thecapacity of the sponsors to effectively mobilize beneficiaries is not fully proven. The project would,therefore, provide for the services of advisors in outreach activities to reinforce FDFP's capacity to assistsponsors in their functions. Concerning quality, FDFP currently assesses the credentials of trainingproviders who wish to provide training services. Some 125 are currently on a continuously updated listof pre-qualified firms. FDFP also collects information on public sector training providers and uses it asa quality control device. While apparently satisfactory at present, the range of specialties covered isrelatively limited. As demand grows, and as the range of training proposals increases, there is a risk thatFDFP's capacity to verify the quality of trainers will decrease. This is particularly true when greaterattention to the value of training for women is concerned. To mitigate against this risk, the project willprovide for periodic consultations on training quality. This will be monitored as a regular part of projectimplementation. Finally, given the past procurement arrangements described in para. 31, there is a riskof misuse of funds and conflict of interest between sponsors, trainees and training institutions. To limitthis risk the project (i) will stress procurement arrangements which introduce greater competition andtransparency in the selection of training providers, and (ii) increases the capacity of FDFP to monitor andevaluate training activities.

VII. AGREEMENTS REACHED AND RECOMMENDATION

88. Prior to negotiations, the following documents were submitted by the Government to IDA:

(a) the revised Draft Operations Manual along with the complete set of annexes (para. 76);

(b) the 1994 budget of FDFP as approved by its Management Committee (para. 74);

(c) the audit report of FNR's accounts (which preceded FDFP) (para. 74);

(d) a detailed four-year program and schedule of activities, and performance criteria for theObservatoire (para. 78);

(e) draft Terms of Reference for technical assistance financed by the Project [para. 65(c)(i)];and

(f) the updated list of pre-qualified training firms subdivided on the basis of areas ofexpertise. [para. 65(d)(ii)]


89. In addition, during negotiations. the Government gave the following assurances:

(a) submit quarterly progress reports on the project activities (para. 79);

(b) organize a joint Annual Review of project implementation no later than January 31 ofeach year (para. 79);

(c) submit annual audit reports of the project's accounts by March 31 of each year and semi-annual audit reports of the SOEs by April 30 and October 30 of each year (para. 72);

(d) submit an Implementation Completion Report (ICR) within six months after the ClosingDate (para. 79);

(e) continue to make available to FDFP the proceeds of the CVT and Apprenticeship taxesuntil completion of the project (para. 74);

(f) submit to IDA for its approval any proposal to modify FDFP's tripartite managementsystem during project implementation (para. 74);

(g) carry out a mid-term review of progress made in implementing the Project no later thanOctober 1996 (para. 79); and

(h) contract independent auditors for the auditing of AGEPE's and FDFP's respectiveaccounts throughout the project (para. 72);

90. The conditions for Credit Effectiveness are:

(a) the establishment of an Outreach and Promotion service in FDFP by Decree (para. 55);

(b) the assignment of qualified staff in adequate numbers to FDFP's Training Outreach andPromotion service (para. 77);

(c) the transmittal of the activity program and a set of performance criteria for the FDFP'sOutreach and Promotion service (para. 77);

(d) the signature of a contract or contracts by FDFP and AGEPE with independent auditorsfor the auditing of FDFP's and AGEPE's accounts (para. 72);

(e) the adoption by the FDFP's Management Committee, of an operations manual ensuringthe implementation of FDFP's activities and acceptable to the Association (para. 76);

(f) the reception by the Association of an opinion satisfactory to the Association of auditorsacceptable to the Association, confirming that FDFP is and will not be liable for anypast, present or future liabilities incurred by any of the Borrower's agencies involved orpreviously involved in vocational training and in particular FNR and ONFP (para. 74);

(g) the reception by the Association of the FDFP's 1993 fiscal year audit report (para. 74);


(h) the execution of the financing agreement between the Government and FDFP for makingavailable to FDFP the relevant amounts of the proceeds of the Credit for theimplementation of the activities to be carried out by the latter (para. 74); and

(i) the assignment of qualified staff in adequate numbers to the Observatoire de I 'Emploi ofAGEPE (para. 79).

91. Subject to the above terms and conditions, the proposed project is suitable for a credit of SDR12.1 million (US$ 17.0 million equivalent) to the Republic of CMte d'Ivoire on standard IDA terms, with40 years maturity.

Annex I



DescriDtion of the Formal TVET System

The formal TVET system in C6te d'Ivoire comprises six types of institutions. Thepublic institutions are described below; there is also an important number of private institutes,enrolling as many students as the public ones which provide mostly commercial TVET:

Institutions training for mid-level skilled jobs: These are the (i) Vocational Training Centers(CFP) which include 16 Vocational Training Centers per se, 2 Technical Schools (CET), 3Female Technical Schools (CETF), all recruiting, after examination, 8th grade students, andgranting in three years a Vocational Competency Certificate (CAP); and (ii) 2 Technical andCommercial Schools (CETC) which recruit 10th grade students, and grant in two years aVocational Studies Degree (BEP). These schools enroll altogether about 3100 students, andgraduate about 1000 people per year.!' In addition to these first two types of schools, theArtisanal Training Center (CFA, 5 in total) and one Female Technical Center (CTF) train intwo years students having completed 6th grade, and deliver a Vocational QualificationCertificate (CQP). Every year, about 180 students graduate from these centers.

Institutions training for supervisory industrial and tertiary technical iobs: These are the 7Vocational Schools (Lycees Professionnels) which recruit 10th grade students and deliver inthree years a Technical Degree (BT). They graduate 500 students per year.

Institutions training for higher technical education: These are the 3 Technical Schools (LyceesTechniques) located in Abidjan and Bouake, and grant in three years the Baccalaureat intechnical, commercial, and industrial fields. About 600 students graduate per year from thesethree schools.

Institutions training for high-level technical jobs: These are the higher education institutionswhich grant, in 2 years, a Dipl6me Universitaire de Technologies (DUT) and in 5 years, anEngineer Degree to selected high school graduates; the fields covered include tertiary andindustrial degrees such as Industrial Engineering, Business, Agricultural Engineering, andCivil Engineering.

Technical Teacher Training Institutions: These institutions provide pre-service and in-servicetraining for vocational and technical schools.

In-service Training Centers (CFPC, ex-CPP): There are 7 such centers, which provide mainlyin-service training (although about 25% of the enrollment is pre-service), primarily inindustrial areas. Total enrollment is about 1500 students.

Students graduate in the following specialized fields: Woodworking, Masonry, Construction, Auto-mechanic, Electro-mechanic, General Mechanics, Plumbing, Sewing, Social Work, Secretary, Accounting, etc.

EVOLU'TION OF KEY DENIOCRAPIIIC AND EMPL.OYMENT INDICATORS (1975-1992)

-Tn,. 1 Iij 670' 000 100,0% 0,6 3,3~T1810 9 407 000 'i-6 T 11 217 0(8 *TNT:IT 3,11 12 050 00 100

IL.. 1,.) 4 ~~~563 W00 409.8 0 000 61,3% 5 357 OM 6. -1,9 5789000(X 52.5% 11 61700 0%

- rIuji _ _ _~~-W 32 _ _4 T.11 % 53.6 5 3201X WO 56- -TMWT U _7 W

- Ivuir.,... S~ 230 000 78.0% T 6 -100 000 -76,3V 30.0 7 055 000 75.0% 3.2 8 260 000 73.7 % 0I0%

-Nuji ivujriani I 47000 219 -33 -1 9900000 -TTW 4.3 235200 4.0 : - 2 951 000 T -00

Occupied Putpulatini. 2 485 0 100,0% 4 000 F 6000700 3,5 4 313000 100,0 - 1 4TT 20(80 M 6(1.0%-

*Agriculture I 900000- -76.5% -g - -4 -72.4%W -TT -YT3IT7 7TW 3.1 2 64 0(XX) 68,7 i 5(80 '~Modern Sector -74WI lTr" - -NTM*'J ___ inr F 10-fl~ W ___ __

* nfurnul Sector 24500 9,9% 1-0 .43 0000 -- I376%9 -1 1.1 67-8000 18,7% 7.3 964 000 22.4% 6.3 109001f)0 23.6%

Unermployed ---- 0F . 'i0 00 %I0 T 280Ooo'F "'M-~R"

Uiseii.ploynseni Rates 2.73. 4.7 6,1 6.7

NOTES: (i) Perceintage in (he Distribution column may no,u 0IU. due to rou Ii:

('0 AGR = Five-Ycar Annual Growth Rate.SOURCE: Minisitre de 1'eniplot ci dc la fonction publique. Direction de I'cmploa i et dc a r8glenmentation du travail Annuairc statisoique du travail 1992 (mat 1993).

Sructure of Epoyment, Lbr D an anSplAy (Percentage)

Slixiicture of Empluylinent F3 15 12 12 12 nd nd Id tFDIreacors 1. . . , .2 nd n d td 1,5 1.5 1,7 1-.5 T 1.4 -I,5 n d.

IIligh L.evel Professionals 2 3 .3F WF ~ 3i3 F .IfiiT T'F TW-r -TW -- TT -- T -;-n-1T

* Miaitrise - 2,8 2.9 3,9 4.9 6,0 n.d n.d Itid iid 8.4 8.7 9.6 10,1 9,5 11,6 nd.

Others 93,6 93. 1 9. T 8. - i W i7 3 1S 84d,3 d - T 2 ijT*-

Total 10 I0 I0 10 100 n.d n.d ntd n.d 100 T00 10 100 10 to -~

Labor Supply ______ ______ ______ ______

hIlgh-Level l"rofessionials ,s4d n d i.d d n.d n.d n.d 1,3 1,5 1.4 1, 1. 1.4 1,5 1,7 2.

* MaIiri~~~~~~~~~e . ~~~II d n.d nd n.d n.d T iF ad 5,5 4,1 5,) .1 . 5.7 5,7 6?F 67

Others ii d ~ n T U- n-a iiW-(r - W. __TS JV __ OQ z

TotAl n d n.d n.d n d n.d n.d n.d 100 100 100 1(8) I0 100Ior 100 100 100 (1 r

labor Deiiaiid

Iligi, leCVel Prolessiu)lisal ITTF n.d~ nT-a -- n-F 3:TT 6,53 7T,4 5, -- VT7 .T -4.7 5. 3T S. I 0*3~~

* Nl.IAmw ii.d wisl n.d isd 12,7 ,iT3 11,45 13.8 13.8 25,1 14.5 9.1 6.4 77 4,1 1

SOURCE- Arnnuaire statistique du traal 92 ___ ___ ___ ___

Annex IIIPage I of 5


VOCATIONAL TRAINING DEVELOPMENT FUND (FDFP)

OPERATIONS MANUAL

MANUEL D'OPERATIONS

SOMMAIRE

AVANT-PROPOS 2

TERMINOLOGIE 3

INTRODUCTION 9

Premiere partie: ORGANISATION DU FDFP

CHAPITRE I: GENERALITES

1. Missions, Objectifs et Caracteristiques 121. 1: Mission et objectifs1.2: Caracteristiques

CHAPITRE II: FONCTIONNEMENT DU FDFP

1. Le Comite de Gestion 161.1: Sa composition1.2: Ses attributions1.3: Ses reunions1.4: Ses prises de decision, proces-verbaux;

Rapport sur le fonctionnement du FDFP

2. Le Secretariat General 172.1: Ses attributions2.2: Son organisation2.3: Son personnel

Annex IIIPage 2 of 5

Deuxieme pardie: MODALITES ET TYPES D'INTERVENTION

CHAPITRE III: MODALITES D'INTERVENTION

1. Criteres d'intervention 211. 1: Les criteres generaux1.2: Les criteres specifiques

1.2. 1: L'habilitation1 .2.2: La nature des actions1.2.3: Le r6le des promoteurs et des operateurs1.2.4: Les conventions et passation des marches

2. Types d'intervention 222.1: L'instruction technique2.2: L'agrement

CHAPITRE IV: LES PLANS DE FORMATION

1. La presentation d'un plan de formation 241 .1: Les formations eligibles1.2: Les actions soumises a dispositions particulieres1.3: L'e1aboration d'un plan de formation

2. Le financement d'un plan de formation par le FDFP 262.1: Le dossier2.2: Le traitement du plan de formation

CHAPITRE V: LES PROJETS DE FORMATION

1. Les objectifs des projets collectifs 331.1: Les objectifs generaux1.2: Les objectifs specifiques

2: L'elaboration du projet collectif 362.1: Les Promoteurs et Operateurs2.2: Les Stagiaires/Beneficiaires

3. Le traitement du projet: de la r6ception a l'Agrement 403. 1: L'analyse du projet3.2: L'agrement du projet

4. La mise en oeuvre du projet 41

5. Le suivi, 1'evaluation, la liquidation du projet 42

Annex IIIPage 3 of 5

CHAPITRE VI: LES ACTIONS A DEVELOPPER DANS LE CADRE DES NOUVELLESACTIVITES

1. L'information et la sensibilisation 431. 1: Les objectifs et messages1.2: Les cibles1.3: Les modalites et supports

2. La formation, le conseil et les etudes pour 1'e1aboration du projet de formation 44

CHAPITRE VII: LES PROJETS ATTENDUS ET LEURS PARTENAIRES DANS LE CADREDES NOUVELLES ORIENTATIONS

Annex [i1Page 4 of 5

AVANT-PROPOS

Le present document est un manuel d'Operations destines aux Promoteurs et Operateurs deformation ainsi qu'a tout autre partenaire actuel ou potentiel du FDFP.

II a pour objet:

- de presenter les procedures du Fonds

- de decrire ses nouvelles initiatives en direction des publics les moins touches parsa vocation initiale

11 se propose d'etre un "mode d'emploi" du FDFP en vue de facilitier l'e1aboration l'accueild'un nombre important de projets de formation.

TERMINOLOGIE

FDFP Fonds de Developpement de la Formation Professionnelle

ONG Organisation non-gouvernementale

Promoteur de projet Institution privee ou publique, groupement professionnel ou ONG quiprend l'initiative et la responsabilite de faire aboutir un projetcollectif ou d'interet general.

Le promoteur garantit l'interet general du projet, son bonderoulement, ainsi que son impact suivant des criteres definis par leFDFP et d'un common accord.

Operateur de formation organisation privee ou publique, habilitee (organisation privee) oureconnue (organisation publique) par le FDFP pour executer unprojet de formation.

L'operateur est selectionne par le promoteur (projets collectifs) oupar l'entreprise (plan de formation).

Stagiaires/B6n6ficiaires Public qui suit une formation dans le cadre d'un projet finance parle FDFP.

Projet collectif Projet de formation regroupant un public ayant les memes besoins deformation. Le projet est totalement finance par le FDFP ou enassociation avec d'autres bailleurs de fonds.

Les beneficiaires sont aussi bien des salaries des entreprisescotisantes que des individus ou des groupes non-cotisants.

Plans de formation Prevision d'actions de formation etablie par l'entreprise sur uneperiode de son choix.

Le plan de formation est finance par l'entreprise sur la part decotisation qu'elle conserve et a titre de financement complementaire.

Annex mPage 5 of 5

Types de formation pour l'execution d'un plan de formation:

- interne Formation executee pour les salaries d'une meme entreprise par undes salaries de cette entreprise

- intra Formation executee pour des salaries d'une meme entreprise par unintervenant exterieur a 1'entreprise

- inter Formation regroupant les salaries de plusieurs entreprises

- etranger Formation ex6cutee hors CMte d'lvoire

Bailleur de fonds Institution nationale ou internationale, mettant des fonds a ladisposition du FDFP pour financer des projets

Habilitation Agr6ment octroye par le FDFP a une institution privee operatrice deformation pour exercer dans un (des) domaine(s) de formationparticulier(s) finance(s) par celui-ci.

Cet agrement est delivre pour une periode de un an selon des criteresspecifiques (voir en annexes).

Comit6 de gestion Instance de decision du FDFP. II regroupe les pouvoirs publics, lesemployeurs et les travailleurs.

Projet agree Projet pour lequel le FDFP a pris une decision favorable definancement.

Contractant FDFP, designe ainsi dans les conventions d'execution qui le lient auxoperateurs et aux promoteurs de formation

Co-contractant Promoteurs et operateurs de formation designes ainsi dans lesconventions d'execution qui les lient au FDFP

Suivi Ensemble d'actions d'accompagnement de l'execution des projets deformation en vue d'assurer leur bon deroulement.

Contr6le II est dans la logique du suivi. Le contr6le vise & verifier laconformite du d6roulement des projets de formation par rapport a lafiche d'agrement.

Groupe de pilotage Le groupe de pilotage intervient des I'agrement des projets collectifs.II est compos6 du FDFP, de l'Operateur et du Promoteur. Safonction est d'identifier les problemes liUs a l'execution des projetset a mettre en oeuvre les solutions.

Evaluation C'est le bilan partiel ou complet du projet qui etablit les rapportsentre les realisations et les pr6visions. Le produit est un avistechnique soumis aux instances de decision du FDFP, fonde surl'avis des promoteurs. Elle decide du sort des projets.

Avance de demarrage Accompte de 20% pay6 a l'operateur afin de demarrer le projet.

L-)

Annex IVPage 1 of 3



OBSERVATOIRE DE L'EMPLOI, DES METIERS ET DE LA FORMATION (OEMF)

WORKPLAN OF THE OBSERVATOIRE

PLAN DE TRAVAIL DE L'OBSERVATOIRE

Dispositions G1n6rales

1. L'objectif principal de l'OEMF est de mettre en place un processus d'information et d'analysepermanent sur la situation et 1'evolution du marche de l'emploi, permettant la formulation, la miseen oeuvre et le suivi d'une politique concertee et integree de l'emploi ainsi que l'identification demesures d'accompagnement pour les investissements en formation.

2. A ce titre, l'OEMF est charge de:

(i) constituer et analyser une base de donnees existantes relative a l'emploi, au metier, auchomage et a la formation;

(ii) realiser des etudes ponctuelles visant une meilleure adequation emploi-formation, i.e.,* prospection du marche de l'emploi aupres des entreprises;* evaluation de l'impact de la formation sur la productivite des entreprises;* suivi qualitatif de la pertinence de la formation pour les petites et moyennesentreprises, surtout celles gerees par les femmes;* identification de mesures d'accompagnement pour renforcer l'impact des activites deformation, y inclus pour les entreprises gerees par les femmes;* etudes sur les entreprises au niveau regional permettant de degager un referentiel sur lesregions (i.e., portrait de la main d'oeuvre par metier et capacite de formation; analyse etclassification des emplois par filiere) et de definir une nouvelle orientation en formation pourles secteurs porteurs;* etudes sur l'impact de la formation des programmes du FDFP sur l'evolution de laproductivite de la population active (public cible privilegie);* rechercher en liaison avec le Ministere charge de l'Economie des Finances du financementpour conduire, voire souscontracter, toutes actions de recherche et analyse politique visanta assurer une meilleure adequation emploi-formation;* mettre a la disposition des autorit6s gouvernementales, et aussi a toutes les partiesconcernees (i.e., patronat, ministeres techniques), une base d'information fiable et mise ajour;* realiser et diffuser toute documentation sur l'emploi et la formation et les resultats des6tudes et des enquetes;

Annex IVPage 2 of 3

D6veloppement du Programme d'Activit&s

3. La composante Observatoire (OEMF) permettra, grace a une contribution additionnelle del'etat aux ressources de 1'AGEPE, le demarrage des activites de l'observatoire et le renforcement deses moyens et competences. L'objectif principal de l'OEMF est de mettre en place un processusd'information et d'analyse permanent sur la situation et l'evolution du march6 de l'emploi, permettantla formulation, la mise en oeuvre et le suivi d'une politique concert&e et integree de l'emploi. Dansce sens, les activites de l'OEMF permettront une meilleure adequation formation-emploi, ainsi quel'identification d'autres mesures pour renforcer les activites de formation, telles des etudes ponctuellessur les entreprises des secteurs porteurs, permettant par exemple de degager un referentiel sur lesemplois par filiere, la main d'oeuvre par metier et la capacite de formation locale.

4. La composante sera executee par 1'AGEPE. La mise en place progressive d'un processusd'information et d'analyse permanent sur la situation et l'evolution du marche de l'emploi, n6cessitele renforcement de la capacite institutionnelle de l'observatoire au sein de I'AGEPE. Ledeveloppement et l'execution du programme d'activites propose sera appuye dans le cadre du projetpar le Bureau International du Travail (BIT) sous forme de conseil et formation du personnel.

5. Les grandes lignes d'un programme d'activites de l'Observatoire sont les suivantes (lesd6tails, y compris les couits, seront 6labores par AGEPE et seront joints en annexe du rapportd'evaluation): Etant donn6e l'existence de ressources humaines et materielles et de bases de donneesimportantes et insuffisamment exploit6es dans le pays, AGEPE va accorder la priorit6 aux activitesde recensement et d'exploitation des ressources existantes. En particulier, I'AGEPE va (i) recruterdes cadres ayant une longue experience dans la collecte et le traitement des donnees sur l'emploi enCote d'Ivoire pour occuper les postes cles des services de l'Observatoire; (ii) associer de faconponctuelle a ses activites, soit en tant que personnes ressources ou en tant que conseillers, les cadresivoiriens ayant rempli auparavant des missions similaires aux taches dans lesquelles elle s'engagera;et (iii) etablir des relations de travail suivies avec les autres services de l'6tat (par exemple l'INS etla CNPS) ainsi que les organisations non-etatiques (par exemple les chambres consulaires, lessyndicats et les ONG), disposant d'informations statistiques utiles a l'analyse de l'emploi et dumarche du travail.

6. Les recherches de l'Observatoire seront organisees selon une approche methodologique derecherche-action, en vue d'identifier un nombre de sujets cl6s pour guider les actions et l'evolutiondu secteur de formation/emploi. II s'agira d'une vraie observation et d'un dialogue continue sur cesthemes. Les resultats deviendront moins des conclusions que d'el6ments d'un plan d'action n6gocie.L'Observatoire devra (i) s'associer avec l'universite et embaucher des etudiants comme chercheurs-assistants, permettant une formation sur le tas pour eux; (ii) creer des cellules de reflexion pourchaque theme en impliquant des partenaires indiques (i.e., les corps de metiers); (iii) identifier dessujets de reflexion et organiser des etudes en collaboration directe avec tous les partenaires concernes(i.e., entreprises et patronit); et (iv) identifier les etudes et travaux ponctuels a developper, elaborantles objectifs ainsi que la strategie de diffusion pour le rapport.

7. L'enveloppe budgetaire de la composante Observatoire serait de 2,5 millions de dollars US.Elle sera executee sur une periode de quatre ans et sera co-financee par les fonds provenant de l'IDAet du budget de l'etat et beneficiera d'un appui technique du BIT. Elle beneficiera egalement d'unappui du Secretariat Permanent du Comite Interministeriel des Operations du PVRH qui dispose d'uneexpertise en suivi de transfert de capitaux.

Annex IVPage 3 of 3

Mise en Oeuvre de l'Observatoire

1994/95 1995/96 1996/97 1997/98

DeveloppementInstitutionnel

recrutement x x x xdu personnel apartir d'expertiseexistante et despostes cles pour xla programmation

formation de x x x xpersonnels

Programmed' Activites

etudes contractees x x x xbulletin d'information x x x xcollection/analyse desdonnees existantes x x x x x

monographies sur l'emploi x x x x x xsondages/enquetes x x xmonographies sur metiers x x x x x

EIements d'Aptui

(TOR - qualification/profil des conseillers)conception du programme x x xconseil execution du programme x x x x x

Ressources necessaires

installation de bureaux x xinformatisation des bureaux x xcentre de documentation x x x x x x xappui informatique x x x x x x x x xdeplacements informatique x x x x x x x xrecensement regulier x x x xappui informaticien x x x xenqueteurs x x x -xdeplacements x x x x

Annex VPage 1 of 7



THE INFORMAL SECTOR -- DIMENSIONS, ISSUES AND OPPORTUNITIES

The Informal Sector

1. Recent studies of poverty and of the labor force in C6te d'Ivoire indicate an increasein informal sector participation (Grootaert, 1993, Tzannatos, 1994). There are multiple reasons forthis growth in the informal sector, including lay-offs in the formal sector due to recession and publicsector down-sizing. In the 1980s, modern sector employment fell by 14%, employment in theinformal sector more than doubled, and unemployment tripled. In 1980, the informal sector wassmaller than the modern sector, but by 1992 it had became almost three times the size of the modernsector and now accounts for three-quarters of urban employment (see Grootaert, 1993, Table 10).

2. Additional studies of both the informal or artisanal sector and formal sector SMEsindicate considerable growth rates, especially among micro and small enterprises, employing fromzero to five or at most 10 employees, in both the informal and formal sectors (Manso, 1993, MDP1,1994, MPME, 1994 personal communication). Further studies are already planned or underway, inthe context of preparation of MDP1, wrap-up of PDU3, and preparation of the PSD project. Moreis known about the artisanal sector in Abidjan than elsewhere, especially in rural zones, but theChambre Nationale des Metiers has carried out inventories and assessments in all secondary cities inconnection with its organizational activities.

Oreanizational Context

3. A key feature of the informal sector is usually seen a perceived lack of structure.There are now, however, a number of organizations in C6te d'Ivoire that group together types ofinformal sector businesses by sub-sector, such as the Chambres de Metiers, by size with formal sectorfirms of the same size, such as the Mouvement des Petites et Moyennes Entreprises, or other criteria.However, at best these groups represent only the urban firms, and in most cases, probably do notrepresent those at the lowest end of the scale. Firms owned and operated by women are membersof all of these organizations, but it also appears that the considerable proportion of women operatingin the informal sector are not represented by any organization. For example, under PDU3, the searchfor informal-sector micro and SME's in need of credit, including those owned and operated bywomen, was carried out through NGOs whose primary function and target populations related toother factors.

Annex VPage 2 of 7

NGO Capacitv and the Informal Sector

4. Aside from the larger organizations mentioned above, a number of other, smallerNGOs are getting involved in providing credit services, and some institutional strengthening toinformal sector operators. The major assumption of these smaller NGOs and their financing agencieshas been that lack of credit for operating capital is the major constraint to firm success in the informal(and the formal SME) sector. This assumption may not, in fact, be correct, and more intensivestudies of particular sub-sectors should be carried out to see what other constraints are confronted bydifferent types of firms. Studies of this type would probably confirm that among these constraintsare illiteracy and innumeracy of owner/operators, lack of management skills, market identificationand development skills, and access to technology, including transport. To date, no NGO operatingin C6te d'lvoire is organized to provide coherent programs in support of this kind of skilldevelopment, although both the Chambre Nationale des Metiers and the MPME have generatedproposals for institutional support of this kind, to be provided through consultation and throughtraining.

5. Experience from the PDU3 informal sector credit pilot activity indicates that NGOswithout prior experience in lending, and that are not provided with additional institutional support,have difficulty in reaching target firms, in loan recovery, and in absorbing the indirect costs of theprogram. Their ability to on-lend to other, smaller NGO's is thus hampered, as is their ability totarget effectively and carry out followup with NGO and firm clients (see PDU3, 1993).

6. Overall NGO capacity in C6te d'lvoire is still quite limited (Fox, 1993 YC report),and the ability of NGOs to organize and register has until recently been severely constrained unlessthey were clearly religious in nature. Interviews carried out with a representative sample of non-religious NGOs during the appraisal mission yielded the following main findings: 1) It is still difficultto become registered with the government, and there is still a keen suspicion that NGOs, includingthose founded by and for women, are likely to engage in political activities and are therefore suspect.2) Most NGOs are based in Abidjan, and coverage of secondary cities and rural areas is particularlyweak (see Table Annex 7). 3) Some NGOs, such as CIFAD, the Club des Dix and MIFED do havemembership sections among the poor, and in rural areas, but their institutional capacity is verylimited, even at the center. 4) While there is some acceptance that an apex organization can beuseful, there are still tensions among those NGOs that belong to the presently accepted one,COGNACI, and a competitor organization, CONACI, has fallen on hard times. Most of thoseinterviewed believe that it is still too early to emphasize NGO coordination if this is likely to be atthe expense of expansion of the NGO sector as a whole, and generation of new organizations.

7. FDFP has already included the expatriate-run and some of the older NGOs on its listof accredited training organizations. However, it will need to make a concerted effort in its outreachprogram to contact those indigenous NGOs that can credibly act as training promoters, operators andbeneficiaries, and to assess their capacity to play each of these potential roles. This process can itselfgo some way toward improving NGO capacity in Cote d'Ivoire which would be an added projectbenefit (see performance indicators). NGO participation would be encouraged for all types of trainingrun by the Outreach and Formation Initiale et Apprentissage Services, and should not be limited toprograms targeted to women.

Annex VPage 3 of 7

Women's Participation and Training Needs

8. The LFTS Project targets women among its main anticipated beneficiaries (seeperformance indicators), both through the Outreach component, and through other projectcomponents. In 1990, the Ministry of Employment and the Civil Service estimated that womenconstituted 62.9% of the informal sector labor force (PDU3, 1993). Other estimates are that 70%or more of informal sector entrepreneurs are women, if all those who are owner-operators withoutother employees are included. To some extent, existing information indicates that women operatorsin the informal sector encounter the same constraints as men, some of which are mentioned in para(d) above. However, a recent study of women's employment in Abidjan (Manso, 1993) shows thatwomen tend to cluster in about 20 key types of activities, most of which are commercial and serviceoriented. The average monthly income of operators in the 20 main activity groups, their knowledgeof relevant legal rights and obligations, and their major financial problems, of which credit is onlyone, are shown in Tables 6.1, 6.2, and 6.3 respectively. Studies of women's training programs,women's economic activities in rural areas and of functional literacy among women were also carriedout in the same series, funded by the RCI WID project, and can be made available to FDFP and theObservatoire.

9. A variety of studies will be funded under this project, as indicated in the text and otherannexes. A start-up study to design and launch the Outreach and Support Service will be fundedunder a PPF over a period of three months, by a team of national and expatriate consultants. Theoutputs of this study will include the gender outreach plan that was initially a condition of negotiation,as well as related media campaigns to reach other target populations. To the extent possible, thesestudies should not cover the same ground as those already planned or carried out, and should beoriented toward those constraints encountered by informal sector operators that are not already beingmet under other programs and that are best addressed by training broadly defined. This outcome willbe facilitated by a literature review being carried out under the RCI WID Project (Cr. 3251-RCI),as well as analyses of the 1992 Priority Survey data being carried out under the PAGE (Cr.2503-RCI). During the appraisal, it was agreed with the FDFP Director that the initial informal sectortarget group study might be pre-financed by FDFP before negotiations, so that the Outreach Servicecould be set up with its target population well-understood. The project budget includes funds forstudies, evaluation, and for technical assistance to help build FDFP's outreach capacity.

10. Although they represent close to 50% of Ivorians and are increasingly represented inall sectors of activity, women remain the poorest and most vulnerable segment of thepopulation. Their state of poverty has often been associated with lack of training. In bothurban and rural zones, the identification of women's training needs and subsequent programdesign would lead to solutions appropriate to each sector.

a. In rural zones, unstable living conditions prevail, making domestic tasks quiteonerous. Primary health care is difficult to obtain, the mortality rate is boosted by the AIDSpandemic, women are traditionally denied access to the land, methods of transformingcommodities into finished products are obsolete, and illiteracy results in women's ignoranceof their rights. Instruction in literacy, primary health care, AIDS awareness, and familyplanning could be used to remedy the situation, along with training in small-operationsmanagement, equipment and machine maintenance, creation and management of women-runorganizations, and cultivation of plots of land (research into appropriate markets would beuseful. In addition, undertakings such as increasing awareness and understanding of

Annex VPage 4 of 7

marriage, inheritance, and land allocation laws and extensive operations research anddevelopment ( e.g. orchards, food production) could produce very positive results.

b. Such training as described above is also needed in urban zones, with some adaptationto the different expectations of the various socio-professional categories. These are bestdescribed by sector.

b. 1 Seventy percent of the active female population is in the informal sector, which is averitable job and revenue reservoir. The level of efficiency of the sector is dragged down bythe relatively low level of education, an absence of knowledge of economics and management,a lack of team spirit, and insufficient training within the sector. The training needs associatedwith this sector include training in literacy, management, management training, machine andequipment maintenance, organizational skills, marketing, basic accounting (balance sheets,cost price), market research, applied economics, teamwork, and skills upgrading. Thistraining could be achieved by various methods, such as periodic sessions, evening courses,explanatory articles, local newspapers, public notices, and audiovisual montages.

b.2 In the formal sector, 23,042 of 103,610 civil servants are women. Most womenhaving pursued higher education leave the civil service for higher-paid private sectoremployment. In general, it seems that female civil servants are overqualified for theirpositions; many are hired for civil-service positions unrelated to their training or experience.It is important to provide either specific training, skills upgrading, or retraining in order toavoid situations where women are stuck at a certain level until retirement.

b.3 The private sector employs few women. A program could be designed that wouldimprove women's performance in this sector by offering seminars in human relations,decision-making, and organizational and communications skills, as well as specialized sessionsfocusing on areas relevant to particular disciplines.

Annex VPage 5 of 7

Table 5.1 Distribution by Professional Activity and Monthly Income Bracket(in thousands)

10 20 30 40 50 60 70 80 90 100 200 300 500ACTIVITY 19 29 39 49 59 69 79 89 99 200 300 400 plus Tot,l %

1 Dressmaking 35 54 26 13 18 10 7 10 2 15 6 2 2 200 14,67

2 Hairdressing 13 26 27 5 8 1 1 4 2 3 0 0 0 90 6,60

3 Hair braiding 3 7 6 2 4 1 0 1 1 0 0 0 0 25 1,83

4 Cloth sales I 10 8 47 28 16 15 8 l l 22 11 23 18 218 15,99

5 Agricultural products sales 34 34 64 12 9 2 1 3 1 4 5 _ 0 170 12,47

6 Fish sales 27 33 22 14 10 8 6 3 5 6 1 1 0 136 9,98

7 Pork sales 0 8 7 2 2 2 0 0 0 0 0 0 0 21 1,54

8 Palm wine sales 5 2 l 2 0 0 0 0 0 0 0 0 0 10 0,73

9 Other beverage sales 3 1 3 1 2 0 0 0 0 0 0 ° 0 0,73

10 Women's shoe and handbag 6 1 13 0 1 l 0 0 1 1 0 1 0 35 2,57sales

11 Children's clothing sales 10 15 15 15 6 3 0 0 0 1 0 0 0 65 4,77

12 Grilled food sales 33 15 4 1 0 0 0 0 l 0 ° 0 ° 54 3,96

13 Cheap goods sales _ 3 4 0 0 0 0 0 0 2 0 0 0 20 1,47

14 Kitchen utensil sales 1 1 8 5 3 4 4 0 4 1 0 0 0 0 40 2,93

15 Restaurant work 9 9 4 1 0 0 0 0 0 1 0 1 0 25 1,83

16 Work in the bush 13 8 4 3 O 0 F F 0 1 0 1 O 33 2,42

17 Sales for firms 10 21 24 17 11 11 2 2 1 16 0 3 4 122 8,95

18 Other sales 2 6 6 1 0 0 0 0 0 0 0 0 0 15 1,10

19 Housecleaning 39 10 2 0 0 0 0 0 0 0 0 0 0 51 3,74

20 Prostitution 0 2 6 4 3 _ 0 0 2 4 1 0 0 23 1,69

TOTAL 265 283 251 143 106 60 .33 36 28 76 24 33 25 1363 100

19.14 20.76 18.42 10.49 7.78 4.40 2.42 2.64 2.05 5.58 1.76 2.42 1.83 100 %

(1) Justification 33 women systematically refused to declare their monthly income, so thatinstead of having 1 396 we only have 1 363.

Source Land Survey, March, 1993.

Annex VPage 6 of 7

Table 5.2: Awareness of Legal Precautions-Existence of Contacts

Legal Precauions Contact wl salawomen 1 Commercial ContactsANSWERS

Activity Yes No Yes No Yes NoI Dressmaking 2 20 2 | 02 Hairdressing 85 5 85 5 go3 Hair braiding 1( 25 254 Cloth sales 221 0 200 21 201 205 Agricultural products sales 17 0 0 100 70 170 06 Fish sales 136 0 1 06

7 Pork sales 2�1a '8 Palm wine sales 2 8 0 10 10 09 Other beverage sales 6 4 7 I T110 Women's shoe and handbag sales 35 3 0 35 011 Children's clothing sales 65 6 3 612 Griled food sales 50 4 52 2 50 413 Cheap goods sales _ _ I 5_ 12_5 314 Kitchen utensil sales 40 0 40 4015 Restaurant work 20 - - 0 26 2616 Work in the bush 30 11 0 41 41 017 Sales for firms j 122 - -- 1- 2- - 10018 Other sales 7 8 1319 Housecleaning - - - - - -

20 Prostitution 23 0 0 23 23 0TOTAL 16j81 1088l 257 1294 5TOTAL (1) and (2) 145 145 1345

93,98 I 6,02 1 9,115 3E 79

Source: Land Survey, March 1993.

Annex VPage 7 of 7

Table 5.3: Financial Problems

Credit Worldng BookkeepingAccess Capital

ACTIVITY Aid Aid Aid Merchandisefrom from Self from Taken on

Spouse Parents Fiance CreditANSWERS

Yes No Yes No Yes NoI Dressmaking 56 165 23 18 51 10 46 6T3 104

2 Hairdressing 65 25 85 5 75 15 8 43 1 38

3 Hair braiding 0 25 0 25 0 2!5 5 8 0

4 Cloth sales 101 1 WO Tr -Ti 0 131 45 5( 2* N 17 8ST Agricultural products sales 5 17 7 10C O 47 5 62

6 Fish sales 6 130 0 136 0 136 17 43 7 27 42

7 Pork sales 21 0 21 0 21 C 4 1 13

8 Palm wine sales 0 1I 0 1 0 02 2 6

Other beverage sales C 1D TIC- Th -**Th IC C h - 13410 Women's shoe and handbag 15 25 0 35 5 30 5 13 1 16

sales11 Children's clothing sales 25 401 0 65 5 60 7 30 I 27

12 Grilled food sales 0 54j 2 I4 0j 4 3 2 T 25

13 Cheap goods sales 0 20 0 20 0 20 0 14 0 6

14 Kitchen utensil sales T 5 35 15 253 o 40i 13 I l I 16

11 Restaurant work 76 207 16 tC 2 10

16 Work in the bush '37 0 41 4 17 18

17 Sales for firms 2 120 103 19 5 117 16 35 4 67

18 6Other sales j 5j 10 6 9 1! 2 5

19 Housecleaning 1 5 36 - - 44 C 7

P Frostitution °= 23 0 23 2 0

TOTAL 326 1070 482 863 301 1044 220 482 5f 477 136TOTAL (1) and (2) 139 f 4r5 11 4

23,55176,S5 35,84 e M4,16 9328,.

Source : Land Survey, March 1993.



SUMMARY NGO INVENTORY AND PROFILE - Cote d'Ivoire

Agricull Eziuerpris Com Dcv Health Prin Ed Youth Mgt Assi Researcii EnvironFish fami Employmi Appr Tech Emier Rcl Pop Sec Ed Women's Tech Assa Document NRMS Rural Urban (Credi Nigi

NGO Name Animal Incom gell nfuriarucs Soc Wei AIDS Ed Voc Ed Programs Traminig Networking Conseiva Focus Focus Women Asic Assi/TrgGen.

Mouvernen lInteemaional X X X X X Xdes Femmca D6nocraies

Associasion des Fenmres X X X XJurisses

Chlb des Dix X X X X X X

Collecuif pour la X X X X XDefense des Drois de laFenme ea de l Eafani enCOse drlvoire(CODDEF-Cb)

Araocijon Ivoirinne X X X Xpour la Defense desDroiu des Fannes -A. .D. F.

Assuane Universelle X X X Xpour be Develoenena -A.U.D.E.

ESPOIR X X X X X x D

CIFAD X X X X X X X X (

AIBEF X X X X X X X X Xs-ihCOCCI X X X X x

US Peacc Corps X X X X X X X

Algraull Emcrpris Cwia Dcv Hleakt Pram Ed Youuh Mgt Asa Researd EnviaronFish latrn Em,loynal Appr Tech Enmer Re Pop Ser Ed Woamca's Tec, AsaS Docunieci NRMS Rural Urbjn Credio Mgt

NGO Name Animal lacn agea Infratruac Soc Wei AIDS Ed Voc Ed Programs Training Networking Conserva Focus Focus Women hIc. AsilJTrg

BICE X X X X X

LIEPSEC X X X X X X

SIL X X X X X X X

FEECI (Progtta) X X X X X X X

AFVP X X X X X X X X

ECODEV X X X X

Croix Vene X X X X

AMCAV X X X X X X X

ACD X X X X X

N'Days X X X X X

RECI X X X X

Red Cross-Cl X X X x x x

Eculogie-CI X X X X X

tu tD

r'J

Annex VIIPage 1 of 5



PERFORMANCE INDICATORS

COMPONENTS/INDICATORS 1994 1995 1996 1997 1998

FDFP (Training)

- Percent of Resources Allocatedto Training of Priority Groups 15% 20% 25% 30% 30%(Collective Projects)

- Percent of Total Training ExpendituresProcured by Direct Contracting 95% 75% 65% 50% 30%

FDFP (Outreach Program)

- Participation of Target Groups in CollectiveTraining Activities 10% 30% 30% 30% 30%

- Percent of Women Participating 10% 25% 30% 30% 30%in Collective Training Activities

AGEPE (Observatory --Institution Building)

- Percent Staffing 50% 80% 100% 100% 100%(with respect to Targets of Project)

- Procurement of Equipment 50% 100%(Percent Completed with respect toTargets of Project)

- Establishment of Documentation Center(Percent Completed with respect to 10% 30% 60% 80% 100%Targets of Project) .

AGEPE (Observatory -- Survey & Analysis)

- Data Gathering/Collection(Number of Agreements with OtherLocal Agencies for Exchanges of Data)

- Data Collection 0 1 1 1 1(Number of Surveys Taken)

-Data Analysis 0 1 1 1 1(Number of Publication of Survey Analysis)

- Studies (Number of Publications) I 5 10 10 10


MONITORING AND EVALUATION INDICATORS

1. FDFP has an efficient internal monitoring system operated by each of the existing training services, aswell as a studies and evaluation capacity at the level of the General Secretariat. The latter maintains a databaseon all training activities as well as on other FDFP functions. The new Outreach and Support Service will alsohave an internal monitoring system, which will include both qualitative and quantitative indicators. Many ofthe proposed indicators that will be monitored by this new service are included in Table 8-1, which includesproposed performance indicators for the FDFP component of the project.

2. As may be seen from Table 8-1, efficiency and effectiveness of the expanded FDFP operations will bemonitored through data collection on a series of indicators, both qualitative and quantitative. These include dataon the type and size of firms receiving or promoting training, type and number of trainees, variety, duration andcontent of training courses, and the like. Most of these indicators are quantifiable, and data can and will bedesegregated by sex for monitoring and evaluation purposes. Some other indicators are more qualitative andprocessual, and will require special studies. A baseline study of the target population for the new Outreach andSupport Service will be carried out prior to project effectiveness, and data included in this study will be updatedannually. Additional studies are also anticipated, and will be funded by the project.

3. Table 8-2 presents a subset of quantitative performance indicators relating to the project as a whole,including both AGEPE and FDFP components, shown over the project life. Data to measure performance interms of these indicators will be gathered as part of the monitoring and evaluation discussed above and in para.75 of the text.


MONITORING METHODS AND INSTRUMENTS

The tables on the following pages list a number of possible approaches for the assessmentof FDFP activities.

1. The frequency of the proposed studies and indicators is expressed in the tables asfollows:

T: TrimestrialA: AnnualP: by Project

The frequencies refer more to data collection than data analysis, allowing a greaterflexibility in the planning of the studies and evaluations.

2. The information for each indicator will be from either internal (evaluation forms,monitoring forms, approval file, etc.) or external (observations, interviews, documentaryresearch, etc.) sources.

3. The methods used for data collection and analysis could be either qualitative (based onthe values, perceptions, and judgements of project beneficiaries) or quantitative (focusing onnumerical data).

4. The above-discussed elements allow for the use of the proposed indicators in the followingactivities:

-- follow-ups: continual activities whose occurrences coincide with the main stages ofthe project or training activity.

-- evaluations: ad hoc activities at the beginning and/or end of a project or activity, inorder to assess its effect.

-- studies: ad hoc activities aiming to deepen or widen the field of observation,generally within the context of an evaluation.


TABLE 7.1: EXAMPLES OF PERFORMANCE INDICATORS

Indicators [ Nature [ Prequency Data Source

I - Key characteristics of target populations qualitative quantitative ad hoc continual interal external- level of training (general/technical)- professional experience X X P x x- age, gender

2 - Selection criteria of target populations X P x x

3 - Correspondence between beneficiaryproffle and trainiing given X p x x

4 - Training effectiveness- results/educational objectives X X P x- results/other objectives

5 - Training efficiency- product/ process X X P x

6 - Other impacts of training onbeneficiaries

- their career X X P X- their productivity- product quality- product diversification

7 - Number of persons trained A x

8 - Increase in number of enterprises oftarget populations

- by type of activity X A Xby sector (formal/informal)

-by size

9 - Increase in proporion of young peopleemployed by beneficiary enterprises X A X

10- Results of Outreach and Support Service(see 1-8-13)

11- Impact of training on the beneficiaryenterprise (production, turnover, X X A Xdiversification, etc.)

12- Increases in:- plans approved/plans proposed- plans proposed/ total contributing

enterprises X A X- projects approved/projects

proposed- projects proposed / total

contributing enterprises

13- Increase in number of enterprisesparticipating in training: X A Xformal/informal

14- Evolution of accredited training Apersonnel (number, specialization,region, etc.)


TABLE 7.1a: EXAMPLES OF STUDIES (studies, evaluations, follow-ups)

Studies I Nature Frequency | Data Source

I - Studies of requirements in terms of qualitative quantitative ad hoc continual internal externalfunctional literacy of trainees and womenmanagers of micro-enterprises and SMEs X X A x

2 - Survey of key characteristics ofinformal-sector woman entrepreneurs and X X A Xtheir probable reactions to trainingpropositions

3 - Identification of target populations forOutreach and Support Service (key X A X Xcharacteristics)

4 - Evaluation of functioning of Outreachand Support Service X X A X

5 - Ex post evaluation of training projects X X PX

6 - Follow-up on the development of womenpromoting, giving, and receiving X X A X Xtraining

7 - Survey of young people participating intraining and apprenticeships X A X X

8 - Identification of number and type ofnew or experimental training projects X X T Xfinanced

9 - Directory of accredited training X X T Xpersonnel

10- Survey of training plans and projects X T X

Annex VmPage I of 1



IMPLEMENTATION SCHEDULE

Action 1994 1995 1996 1997 1998

Reviews

- Annual Implementation Review Workshop X X X X- Mid-Term Project Review X- Project Completion Report x- Audits X X X X

Institutional Development

- Staffing FDFP Outreach Program X X(Including Preparation of TORs)

- Staffing FDFP Training Program X X(Including Preparation of TORs)

- Staffing AGEPE X X(Including Preparation of TORs)

- Procurement and Acquisition of Equipment X X

Training

- Development of Outreach Program XXX XXXXX XXXXX XXXX XXX- Implementation of Labor Force Training XXX XXXXX XXXXX XXXX XXX- Training of Staff of Fxecuting Agencies XXX XXXXX XXXXX XXXX XXX

Surveys and Analysis

- Design and Planning X X X X X- Survey Preparation X X X X X- Survey Implementation X X X X X- Information Gathering X XXXXX XXXXX XXXX XXXX- Studies and Analysis X XXXX XXXX XXXX XXXXX

COTE D'IVOIRELABOR FORCE TRAINING SUPPORT PROJECT

Project Cost S'mary

* I Total

(CFAF 000) ($US '000) Foreign Base

Local Foreign Total Loca Foreign Total Exchange Costs

I. Investment CostsA. Genie Ci il - AGEPE 25,636.0 9,048.0 34,684.0 14.2 15.6 59.8 26

B. BEMS1. Equipment

Equipement - FDFP 13,641.6 4,547.2 18,188.8 23.5 7.8 31.4 25

Equipement - AGEPE IS9 926_9 62,252.6 222,179.4 275.7 107.3 383.1 28 2

Subtotal Equipment 173,568.5 66,799.8 240,368.2 299.3 115.2 414.4 28 2

2. Wobiliers et MaterielsMobiliers - AGEPE 17,193.6 11,395.8 28,589.4 29.6 19.6 49.3 40

3. VehiculesVehicules -FDFP 35,983.2 9,268.4 45,251.6 62.0 16.0 78.0 20 _

Vehicules - AGEPE 4S,936_0 11,832.0 57,768.0 79.2 20.4 99.6 20 1

Subtotal Vehicules 81,919.2 21,100.4 103,019.6 141.2 36.4 177.6 20 1

Subtotal 3IENS 272,681.3 99,295.9 371,977.3 470.1 171.2 641.3 27 3

C. EVICCX DE SPtCIALISTES1. Assistance Technique Internationale

Assistance Technique Int'l - FDFP 49,965.8 31,953.4 81,919.2 86.1 55.1 141.2 39 1

Assistance Technique Int'l - AGEPE 72 135.8 176,096.1 248,231.9 124.4 303.6 428.0 71 2

Subtotal Assistance Technique Internationals 122,101.6 208,049.5 330,151.1 210.5 358.7 569.2 63 3

2. Assistance Technique NationalAssistance Technique Nat'l. - FDFP 86,199.6 1,740.0 87,939.6 148.6 3.0 151.6 2 1

Assistance Technique Nat'l - AGEPE 5,227.6 3,132.0 58,359.6 95.2 5.4 100.6 5 I

Subtotal Assistance Technique National 141427?_2 4,872,0 146,299.2 243.8 8.4 252.2 3 1

Subtotal 2VICES D SPIAL.ISTS 263,528.8 212,921.5 476,450.3 454.4 367.1 821.5 45 4

D. loflIiON

1. romation Population ActivFormation Population Active -- FDFP 6,728,000 1,682,000 8,410,000 11,600.0 2,900.0 14,500.0 20 78

2. formation a 1letranger

Formation a l'etranger - FDFP 12,857.4 35,215.3 48,072.7 22.2 60.7 82.9 73

Formation a 1'etranger - AGEPE _,183_2 4,628.4 5,811.6 2.0 8.0 10.0 80

Subtotal formation a l'etranger 14,040.6 39,843.7 53,884.3 24.2 68.7 92.9 74

3. Formation localeFormation locale - FDFP 4,818.1 - 4,818.1 8.3 - 8.3 -

Subtotal FORSiTION 6,746,859 1,721,844 8,468,702 11,632.5 2,968.7 14,601.2 20 79

E. ETUDES 364,240_0 397,880,0 762,120.0 628.0 686.0 1J314.0 52 7

Total Investment Costs 7,672,945 2,440,989 10,113,934 13,229.2 4,208.6 17,437.8 24 94

II. Recurrent Costs

A. COUTS DE FONCTIONNflCNT

1. IIKSETaL SALARI

Incremental Salaries - FDFP 314,592.0 - 314,592.0 542.4 _ 542.4 3

2. DEPLA IST

Deplacement - FDFP 172,840.0 - 172,840.0 298.0 - 298.0 - 2

Deplacement - AGEPE 31,088.0 23,200.0 54,288.0 53.6 40.0 93.6 43 1

Subtotal DPL ITS 203,928.0 23,200.0 227,128.0 351.6 40.0 391.6 10 2

3. 'nATETCANa

Maintenance Equipement - FDFP 11,400.5 - 11,400.5 19.7 - 19.7 -

Maintenance Vehicules - FDFP 46,423.2 16,008.0 62,431.2 80.0 27.6 107.6 26 1

Maintenance de Vehicules - AGEPE 10,492.2 7,830.0 18,322.2 18.1 13.5 31.6 43

Maintenance de Batiments - AGEPE 3480_0 - 3,480.0 6.0 - 6.0 -

Subtotal YNAE1TCI 71,795.9 23,838.0 95,633.9 123.8 41.1 164.9 25 1

4. FOUINITURE D8 HUREAIIXFourniture de Bureau - FDFP 20,184.0 6,960.0 27,144.0 34.8 12.0 46.8 26 -

Fourniture de Bureau - AGEPE 4,663.2 3480_0 8,143.2 8.0 6.0 14.0 43

Subtotal FOURNITURE DR cUREAUX 24,847.2 10,440.0 35,287.2 42.8 18.0 60.8 30 -

Total Recurrent Costs 615,1631 57,478,0 672,641.1 1,060.6 99.1 .1,159 7 9 6

Total RBEIllh COSTS 8,288,108 2,498,467 10,786,575 14,289.8 4,307.7 18,597.5 23 100

Physical Contingencies 68,743.2 47,018.2 115,761.5 118.5 81.1 199.6 41 1

Price Contingencies 343L728_5 58,070.7 401,799.2 592.6 100.1 692.8 14 4

Total PROJECT COSTS 8,700,580 2,603,556 11,304,136 15,001.0 4,488.9 19,489.9 23 105 't7

Wed Jun 01 09:14:43 1994

O >4

COTE D'IVOIRE


Exanditure Accounts by CQOM. Dts - Totala Zooludigf CeRa.genciee(USS 1000)

TRAINING,

RETRAININGAND TRAINING LABOR

APPRENTICESHIP OUTREACH MARKET REFINANCEMENT

PROGRAM SUPPORT MONITORING DE LVAVANCE Total

I. InvwatUOOt CoStsA. Genie Civil - AGEPE - - 81.2 - 81.2

S. aim

1. EqupemntEquipement - FDFP - 39.2 - _ 39.2

Equipament - AG1EPE- - 494.5- 494.5

subtotal quipment - 39.2 494.5 - 533.7

2. biliers et Materiels

Mobiliers - ArEPE - - 62.8 62.8

3. VahiculaeVehicules -FDFP 95.4 - 95.4

Vehicules - AGEPE - - 134.10 134.0

Subtotal Veioaule - 95.4 134.0 229.4

Subtotal BIs - 134.6 691.3 - 825.9

C. JVISC DE IJCCIALIJTOs

1. Assistance Teobniqu- Internationale

Asaistance Technique Int'l FDFP 100.7 - - 57.0 157.7

Assistance Technique Int'l - AGEPE - - 494.8 - 494.8

Subtotal Assistanae Tehnique Intaruational- 100.7 - 494.8 57.0 652.6

2. Assistance Tschiqum National

Assistance Technique Nat'l. - FDFP 152.8 - - 39.0 191.8

Assistance Technique Nat'l - AGEPE - - 131.5 -_ 131.5

subtot Assistance Technique tatiosal 152.8 - 131.5 39.0 323.3

Subtotal VWI4C De SPECALISTZS 253.5 - 626.3 96.0 975.9

D. romIaIIO1. JoartiaD Population Active

Formation Population Active - FDFP 14,500.0 - _ - 14,500.0

2. Voratioa a 1'atrangerFormation a l'etranger - FDFP 100.2 - - - 100.2

Formation a lPetranger - AGEPE - - 12.0 - 12.0

subtotal Sozmaticn a l'trangar 100.2 - 12.0 - 112.2

3. ForuatioD locale

Formation locale - FDFP 11.5 - - - 11.5

Subtotal Kr.XIOa 14,611.7 - 12.0 - 14,623.7

E. ETUDES 137.9 1 472.4 - 1,610.3

Total Inveotw t Coste 15,003.2 134.6 2,883.2 96.0 18,117.0

II. Recurrent costsA. COUTS IN 8X'T!OUNpI> T

1. DTAIL SALARJSIncremental Salaries - FDFP 303.9 320.5 - - 624.4

2. LAC TDeplacement - FDFP - 281.7 - 78.4 360.2

Deplacesent - AGEPE - - 110.5 - 110.5

Subtotal L WT - 281.7 110.5 78.4 470.7

3.

Maintenance Equipement - FDFP - 24.1 - - 24.1

Maintenance Vehicules - FDFP - 134.4 - - 134.4

Maintenance de Vehicules - AGEPE - - 38.3 - 38.3

Maintenance do Batiments - AGEPE - - 7.8 - 7.8

Subtotal b - 158.5 46.1 - 204.6

4. IfOU3NTUDE DE SUREAEFourniture de Bureau - FDFP 56.7 - - - 56.7

Fourniture do Bureau - AGEPE - 1 16.6 - 16.6

Subtotal YOUPITURE DE BUR3EAUX 56.7 16.6 - 73.3

Total Recurrent Coste 360.6 760.7 173.2 78.4 1,372.9

Total crJ= OSTS c15,363.8 895.3 3,056.4 174.4 19489.9r

Taxes 73.1 75.2 739.9 - 888.2 (DZ

Foreign Exchange 3,143.7 55.6 1,289.6 - 4,488.9

Wed Jun 01 09:15:58 1994 I-X


Ependiture Accounts by Years(USS '000)

ForeignBase Cost Exchange

95/96 96/97 97/98 98/99 Total I Aeount

I. Investment CostsA. Genie Civil - AGEPE 59.8 - - - 59.8 26.1 15.6B. BIS

1. EquipementEquipement - FDFP 31.4 - - - 31.4 25.0 7.8Equipement - AGEPE 383.1 - - - 383.1 28.0 107.3

Subtotal ZquLpeoent 414.4 - - 414.4 27.8 115.22. Mobiliers *t Matariels

Hobiliers - AGEPE 49.3 - - 49.3 39.9 19.63. Vebioules

Vehicules -FDFP 78.0 - - - 78.0 20.5 16.0Vehiculs - AGEPE 99.6 _ - - 99.6 20.5 20.4

Subtotal Vehicules 177.6 - - - 177.6 20.5 36.4Subtotal BIDJ 641.3 - - - 641.3 26.7 171.2C. VzICs D8 SwALX.ImS

1. Assistane Technique InternationaleAssistance Technique Int'l - FDFP 57.0 42.1 42.1 - 141.2 39.0 55.1Assistance Technique Int'l - AGEPE 167.2 138.4 99.8 22.6 428.0 70.9 303.6

Subtotal Assistane Technique International- 224.2 180.5 141.9 22.6 569.2 63.0 358.72. Assistanoe Technice Eaticmal

Assistance Technique Nat'l. - FDFP 67.2 28.2 28.2 28.2 151.6 2.0 3.0Assistance Technique Nat'l - AGEPE 30.9 29.5 21.8 18.3 100.6 5.4 5.4

Subtotal Assistance Technique National 98.1 57.7 50.0 46.5 252.2 3.3 8.4Subtotal SVIC: ME SDCWIALISTJS 322.3 238.2 191.9 69.0 821.5 44.7 367.1D. SICtO

1. Foration Population ActiveFormation Population Active - FDFP 3,625.0 3,625.0 3,625.0 3,625.0 14,500.0 20.0 2,900.0

2. Foration a l'etrangarFormation a l'etranger - FDFP 6.6 76.3 - - 82.9 73.3 60.7Formation a l'etranger - AGEPE 2.9 5.9 1.2 - 10.0 79.6 8.0

Subtotal Formation a l'-tranger 9.5 82.2 1.2 - 92.9 73.9 68.73. Formation locale

Formation locale - FDFP - 8.3 - - 8.3 -Subtotal SOUBTION 3,634.5 3,715.5 3,626.2 3,625.0 14,601.2 20.3 2,968.7E. ETUDES 282.0 282.0 395.0 355.1 1,314.0 52.2 686.0

Total Investmnt Costs 4,939.9 4,235.6 4,213.1 4,049.1 17,437.8 24.1 4,208.6II. Recurrent Costs

A. COUTS X FOICTIC N1. IDiENAL SALA8IS

Incremental Salaries - FDFP 135.6 135.6 135.6 135.6 542.4 -2. IIJ5

Deplacement - FDFP 130.0 56.0 56.0 56.0 298.0 -Deplacement - AGEPE 23.4 23.4 23.4 23.4 93.6 42.7 40.0

Subtotal DWLAC S 153.4 79.4 79.4 79.4 391.6 10.2 40.03.

Maintenance Equipement - FDFP 4.9 4.9 4.9 4.9 19.7 - -Kaintenance Vehicules - FDFP 26.9 26.9 26.9 26.9 107.6 25.6 27.6Maintenance de Vehicules - AGEPE - 10.5 10.5 10.5 31.6 12.7 13.5Maintenance de Batiments - AGEPE - 2.0 2.0 2.0 6.0 - -

Subtotal MaITZAM 31.8 44.4 44.4 44.4 164.9 24.9 41.14. KUNXITU D8 BUAM

Fourniture do Bureau - FDFP 11.7 11.7 11.7 11.7 46.8 25.6 12.0Fourniture de Bureau - AGEPE 3.5 3.5 3.5 3.5 14.0 42.7 6.0

Subtotal KOUPITUI D BDUFEAZX 15.2 15.2 15.2 15.2 60.8 29.6 18.0Sotal Recurrent Costs 336.0 274.6 274.6 274.6 1,159.7 8.5 99.1

Total WL.DX COSTS 5,276.0 4,510.2 4,487.7 4,323.7 18,597.5 23.2 4,307.7Physical Contingencies 93.0 42.0 36.4 28.2 199.6 40.6 81.1Price Contingencies 210.2 126.7 172.7 183.2 692.8 14.5 100.1

Total PROJST COSTS 5,579.1 4,678.9 4,696.7 4,535.1 19,489.9 23.0 4,488.9

Taxes 438.0 148.6 165.2 136.4 888.2 - -Foreign Exchange 1,261.0 1,130.0 1,105.1 992.9 4,488.9 - -

Wed Jun 01 09:16:51 1994

h87

COTE D'IvOIRELABOR FORCE TRAINING SUPPORT PROJECT

ZXpditure Aumamt by Financiesre

(USS '000)

Local DutiesThe Government IDA Total For. LoclE t.

Amount I Amount I Amount I Exch. TaxEs) Taxes

1. Invetent CostsA. Genie Civil - AGEPE 10.6 13.0 70.6 87.0 81.2 0.4 17.8 52.8 10.6

B. aw 1. mquipamnt

Equipasent - FDFP 21.0 53.5 18.2 46.5 39.2 0.2 8.4 16.1 14.7

Equip ent - AGEPE 178.9 36.2 315.7 63.8 494.5 2.5 121.7 194.0 178.9

Subtotal quxiPment 199.8 37.4 333.9 62.6 533.7 2.7 130.2 210.0 193.6

2. *bl1iere at bateriels

Nobiliers - AGEPE 18.9 30.1 43.9 69.9 62.8 0.3 22.4 21.5 18.9

3. Vehioul-Vehiculs -FDFP 52.7 55.3 42.7 44.7 95.4 0.5 16.6 40.9 37.9

Vehicules - AGEPE 53.3 39.8 80.7 60.2 134.0 0.7 23.3 57.4 53.3

Subtotal Vebiaules 106.0 46.2 123.4 53.8 229.4 1.2 39.9 98.3 91.2

subtotal awm 324.7 39.3 501.2 60.7 825.9 4.2 192.5 329.8 303.7

c. S Ae . 8DCIALI5TZ1. A tamo Technique lnternatiale

Assistance Technique Int'l - FDFP 14.5 9.2 143.3 90.8 157.7 0.8 62.3 81.0 14.5

Assistance Technique Int'l - AGEPE 71.9 14.5 422.9 85.5 494.8 2.5 338.8 84.2 71.9

Subtotal AeJedtawx Technique Internatioualo 86.4 13.2 566.2 86.8 652.6 3.3 401.1 165.1 86.4

2. Aesiet.ae Teebmique lationa

Asiistance Technique Nat'l. - FDFP 15.6 8.1 176.2 91.9 191.8 1.0 3.4 172.8 15.6

Assistance Technique Nat'l - AGEPE 15.8 12.1 115.6 87.9 131.5 0.7 6.0 109.7 15.8

Subtotal Assistance Technique Itational 31.4 9.7 291.9 90.3 323.3 1.7 9.4 282.5 31.4

Subtotal inV i = SPMALIZS 117.8 12.1 858.1 87.9 975.9 5.0 410.4 447.6 117.8

D. OSlC411. loruation Population Active

Formation Population Active - FDFP 1,450.0 10.0 13,050.0 90.0 14,500.0 74.4 2,900.0 11,600.0 -

2. romation a l'etraner

Formation a l'etranger - FDFP 13.5 13.4 86.8 86.6 100.2 0.5 70.9 15.9 13.5

Formation A 1'etranger - AGEPE 1.2 10.2 10.7 89.8 12.0 0.1 9.3 1.4 1.2

Subtotal Toration a l'etranger 14.7 13.1 97.5 86.9 112.2 0.6 80.2 17.3 14.7

3. Tormation locale

Formtion locale - FDFP 1.3 11.5 10.2 88.5 11.5 0.1 1 10.2 1.3

Subtotal oSTlC4 1,466.0 10.0 13,157.7 90.0 14,623.7 75.0 2,980.2 11,627.5 16.0

E. ETUDES 385.4 23.9 1,224.9 76.1 1,610.3 8.3 778.4 446.5 385.4

Total Invetnt Coat. 2,304.5 12.7 15,812.5 87.3 18,117.0 93.0 4,379.2 12,904.3 833.4

I1. Recurrent CoatsA. COUTS 0CTIOETI

1. _ .AL MALRS

Incremntal Salaries - FDFP - - 624.4 100.0 624.4 3.2 - 624.4

2. DCPLCS

Deplacement - FDFP 84.5 23.5 275.7 76.5 360.2 1.8 - 360.2

Deplacent - AGEPE 33.2 30.0 77.4 70.0 110.5 0.6 44.1 50.3 16.1

Subtotal IXK inT 117.7 25.0 353.0 75.0 470.7 2.4 44.1 410.5 16.1

3. Maintenance Equipement - FDFP 7.2 30.0 16.9 70.0 24.1 0.1 - 21.1 3.0

Maintenance Vehicules - FDFP 40.3 30.0 94.1 70.0 134.4 0.7 30.6 84.3 19.5

Maintenance de Vehicules - AGEPE 11.5 30.0 26.8 70.0 38.3 0.2 15.1 17.6 5.6

Maintenance de Batiments - AGEPE 2.4 30.0 5.5 70.0 7.8 - - 7.8 -

subtotal W 61.4 30.0 143.2 70.0 204.6 1.0 45.6 130.9 28.1

*. FOUNITU Dl: SUUX

Fourniture de Bureau - FDFP 17.0 30.0 39.7 70.0 56.7 0.3 13.2 35.2 8.2

Fourniture de Bureau - AGEPE 5.0 30.0 11.6 70.0 16.6 0.1 6.6 7.5 2.4

SubtotaLl OIISn 3C B AUX 22.0 30.0 51.3 70.0 73.3 0.4 19.9 42.8 10.6

Total Recurrent Coote 201.0 14.6 1,171.9 85.4 1,372.9 7.0 109.7 1,208.5 54.8

Total Diebur_ement 2,505.5 12.9 16,984.4 87.1 19,489.9 100.0 4,488.9 14,112.8 888.2

Wed Jun 01 09:12:35 1994

' .

O X


Procurnt Accounts by Financi.rs(US$ '000)

Local Duties

The Government IDA Total For. (Excl. A

Amount I Amount I Amount I Exch. Taxes) Taxes

A. Genie Civil- AGEPE 10.6 13.0 70.6 07.0 81.2 0.4 17.8 52.8 10.6

B. EQUIPEMENT 199.8 37.4 333.9 62.6 533.7 2.7 130.2 210.0 193.6

C. VEHICULES 106.0 46.2 123.4 53.8 229.4 1.2 39.9 98.3 91.2

D. MOBILIERS ET MATERIELS 18.9 30.1 43.9 69.9 62.8 0.3 22.4 21.5 18.9

E. n Dsmv s DE SCIALITU

Asaistance Technique - International 106.4 14.5 627.1 85.5 733.5 3.8 495.0 132.1 106.4

Assistance Technique - National 393.0 21.5 1,434.1 78.5 18_27.1 9.4 687.9 746.2 393.0

Subtotal RVI DE S2 CIALI*2E5 499.5 19.5 2,061.2 80.5 2,560.6 13.1 1,182.8 878.3 499.5

V. toEBicFormation Population Active 1,450.0 10.0 13,050.0 90.0 14,500.0 74.4 2.900.0 11,600.0 -

Formation a l'etranger 14.7 13.1 97.5 86.9 112.2 0.6 80.2 17.3 14.7

Formation locals 5.0 13.6 32.0 86.4 37.0 0.2 6.0 26.0 5.o

Subtotal. VOIC 1,469.7 10.0 13,179.5 90.0 14,649.2 75.2 2 986.1 11,643.4 19.7

G. ETUDES - - - - -

H. cOUSB De CS1 ImT

Salaires - - 624.4 100.0 624.4 3.2 - 624.4 -

Deplecement 117.7 25.0 353.0 75.0 470.7 2.4 44.1 410.5 16.1

Fournitures de Bureau 22.0 30.0 51.3 70.0 73.3 0.4 19.9 42.8 10.6

Maintenance Vehicules 51.8 30.0 120.9 70.0 172.6 0.9 45.6 101.9 25.1

Maintenance Batiments 2.4 30.0 5.5 70.0 7.8 - - 7.8 -

Maintenance Equipements 7.2 30.0 16.9 70.0 24.1 0.1 - 21.1 3.0

Subtotal COUTS tX: FOTI 201.0 14.6 1,171.9 85.4 1 372.9 7.0 109.7 1,208.5 54.8

Total 2,505.5 12.9 16,984.4 87.1 19,489.9 100.0 4,488.9 14,112.8 888.2

Wed Jun 01 09:20:12 1994

Poqzlb ~

QZtD.93


ccmncentm by Vinanci*rm(US3$ '000)

Local Dutie3The Government IDA Total For. (Exc1. &Amount I Amount I Amount I Exch. T&*x3) Taxes

1. TRAINING, RETRAINING AND APPRENTICESHIP PROGRA 1,531.9 10.0 13,831.9 90.0 15,363.8 78.8 3,143.7 12,146.9 73.12. TRAINING OUTREACH SUPPORT 205.8 23.0 689.6 77.0 895.3 4.6 55.6 764.6 75.23. LABOR MARKET HONITORING 767.9 25.1 2,288.5 74.9 3,056.4 15.7 1,289.6 1,026.8 739.94. REFINANCEXD4T DE L'AVANCE - - 174.4 100.0 174.4 0.9 - 174.4 -Total Di bure_mt 2,505.5 12.9 16,984.4 87.1 19,489.9 100.0 4,488.9 14,112.8 888.2

Wed Jun 01 09:19:09 1994

X >X3 Z

0s Ztl7 X

O X


Projeot Coot ruinary

I I Total(CFAF '000) (USS '1000) Foreign Base

Local Foreign Total Local Foreign Total Exchange Costs

1. TRAINING, RETRAINING AND APPRENTICESHIP PROGRAM 7,019,185 1,806,009 8,825,194 12,102.0 3,113.8 15,215.9 20 822. TRAINING OUTREACH SUPPORT 398,840.5 29,823.6 428,664.1 687.7 51.4 739.1 7 43. LABOR MARKET MONITORING 771,482.5 662,634.9 1,434,117 1,330.1 1,142.5 2,472.6 46 13A. REFINANCEHENT DE L'AVANCE 98,600.0 - 98,600.0 170.0 - 170.0 - 1

Total 3AWCM COSTS 8,288,108 2,498,467 10,786,575 14,289.8 4,307.7 18,197.5 23 100Physical Contingencies 68,743.2 47,018.2 115,761.5 118.5 81.1 199.6 41 1Price Contingencies 343,728.5

5 8,

0 70.7 401,799.2 592.6 100.1 692.8 14 4

Total PRaDCT COSTS 8,700,580 2,603,556 11,304,136 15,001.0 8,488.9 19,489.9 23 105

Wed Jun 01 09:21:19 1994

Po zmt Z

>0

O X4

COTE D'IVOIRE


Project Ccponentw by Year

(US$ '000)

Totals Includinq Contingencies95/96 96/97 97/98 98/99 Total

1. TRAINING, RETRAINING AND APPRENTICESHIP PROGRAM 3,781.6 3,938.1 3,843.7 3,800.3 15,363.8

2. TRAINING OUTREACH SUPPORT 305.7 185.7 196.7 207.2 895.3

3. LABOR MARKET MONITORING 1,317.4 55S.1 656.4 527.5 3,056.4

4. REFINANCEttENT DE L'AVANCE 174.4 - - 174.4

Total PROJECT COSTS 5,579.1 4,678.9 4,696.7 4,535.1 19,489.9

Wed Jun 01 09:23:48 1994

SQ zu7 t4

OD X

00


Local/Foreign/Taxem by Financi.ra(USS '000)

The Government IDA TotalAmount I MAount I Amount I

I. Foreign - - 4,488.9 100.0 4,488.9 23.0II. Local (Excl. Taxes) 1,617.3 II.5 12,495.5 88.5 14,112.8 72.4III. Taxes 888.2 100.0 - 888.2 4.6

Total Project 2,505.5 12.9 16,984.4 87.1 19,489.9 100.0

Wed Jun 01 09:20:01 1994

'0

ANNEX X

REPUBLIC OF COTE D'IVOIRELABOR FORCE TRAINING SUPPORT PROJECT

Estimated Schedule of IDA Disbursements(net of taxes and duties, in US$ million equivalent)

PROJECT Disbursement DisbursementYEAR Semester in Semester Cumulative % of Total Profile 1)

1 1 0.1 0.1 1% 0%2 2.2 2.3 14% 1W;

2 3 2.3 4.6 27% 22%:4 2.2 6.8 40% 34%1:

3 5 2.1 8.9 52% 54%j6 2.0 10.9 64% 66%'

4 7 2.1 13.0 76% 74%.8 2.0 15.0 88% 78%I

5 9 1.9 16.9 99% 86%10 0.1 17.0 100% 90%1'

6 1 1 94%1 2 98%

7 13 100%

1/ Country Disbursement Profile



FLOW OF FUNDS AND DISBURSEMENT PROCEDURES

CIRCUIT DES FONDS E1' DES PROCEDURES DE DECAISSEMENT

Le tableau ci apr6s resume le circuit des fonds pour la composante FDFP. Le circuit est identique pour la composante Observatoire de I'AGEPE.

C 0 MPTE P A I E M E N T par virement ou cbique

DOMI APPROVI ORDION MON BENEFI MONNOM CILI SIONNE NATEUR NAIE PROCEDURE CIAIRE NAtE(S)

ATION MENTMontanis superieurs i l'qtulvalent de 20.000 USDSur Demande de Retrait de Fonds (DRF). ilaboree par le Secr6tarial General du FDFP

COMPITE divers IDA DIP Equi visee par la DIPDE Comptes sur el valent signte par la CAA qui transmet a l'IDA pour controle et paiement

CREDIT IDA res CAA DTS Le fomiulaire de DRF est accompagne de justificatifssourcespropres

a) Pour uii paiement direct A un tiers: contrat, non objection de l'IDA. facture.t pieces contractuelles Tiers Contratb) Pour un reapprovisionnementdu Compte Spocial releve bancaire du Compte Special avec Etat derapprochemrtent et les Etats Certifies de D6penses. Compte XOF

SpecialCOMPTE IDA Montants < ou = A I'dqulvalent de 20.000 USDSPECIAL CAA sur DIP Sur demande du FDFP avec les justificatifs ci-apres

FDFP Compte et/ou XOF c) Pour un paiement direct a un tiers. la demande est transmise directement a 1a CAA avec les pieces Tiers Contratde CAA visees en a)

Credit d) Pour un reapprovisionnementdu Sous Compte Special, la demande est soumise au visa prealable de la SousDIP avec les pieces visees en b) relatives au Sous-Compte Special Compte XOF

Special

SOUS CAACOMPTE CAA sur FDFP XOF Monlants < ou = A I'Equdvalent de 20.000 USDSPECIAL Compte e) Paiement direct du FDFP aux tiers Tiers Contrat

FDFP Special _COMPTE, DIP Tout montant coffspondant a la pani des fachres al charge du Gouvernemnen non fligibk auir > :PROJET CAA sur FDFP XOF paiements ci-dessus vaiss OQ ZFDFP BSIE f) Paiement direct du FDFP aux tiers Tiers Contrat rb X

TRESOR >

0 -

C.A.A. Caisse Autonome d'Amortissement XOF: F CFA M

D.I.P. Direction des Investissements Publics DTS Droits de Tirage SpeciauxTiers: Entrepreneur, fournisseur ou prestataire de services BSIE: Budget Special d'Investissement et d'Equipement

Annex XIIPage 1 of 2



SUPERVISION PLAN

1. Bank SuPervision Input into Key Activities

The table in this annex describes regular supervision. In addition, specific tasks such as the review of progressreports, terms of reference, annual plans, audits, procurement and disbursement actions, correspondence, etc. are estimatedto require 12 staff-weeks during the first year and 8 staff-weeks of various specialists per subsequent year. The supervisionof each component, including the review of procurement decisions and of progress reports, will be carried out by the taskmanager and procurement specialist of the sector concerned under the responsibility of AF 1 PH.

2. Borrower's Contribution to Supervision

a. Quarterly Progress reports would be submitted (in January 31, April 30, July 31 and October 31 of eachproject year) by the executing agencies (FDFP and AGEPE). They would include a summary ofimplementation under each project component, financial statements on project expenditures, updated projectimplementation and records of contract advertising, bidding, and awards with indications of methods ofprocurement. FDFP would also indicate the evolution of its financing of collective projects; it wouldcollect input from each sponsor.

b. An imnlementation review workshop, convened by the Secretary General of the FDFP, with theparticipation of the various project agencies, including IDA and ILO, will be held in January of each projectyear. The workshop would be based on: (i) the progress reports in the above paragraph which for thepurpose of the the annual review, would also include and annual work program and estimated budget forthe next period; and (ii) the status of performance indicators as listed in Annex 8.

c. Mid-term review. In addition, FDFP and AGEPE would carry out not later than October 31, 1996 a mid-tem review of the progress made in carrying out the project, draw lessons, and take the necessarycorrective actions for the rest of the project duration. The review would cover all aspects of the project,with a special focus on: (i) the progress made by FDFP in attracting larger groups of beneficiaries suchas employees of small and micro-enterprise and other priority target groups (women, rural workers,apprentices, etc.); (ii) the progress made by FDFP in balancing the distribution of financing among itsvarious clients (Annex 8); (iii) the results of the intensive outreach program carried out during the first twoyears of the Project and the problems it has encountered; (iv) the progress made by AGEPE in establishingits Observatory (staffing, procuring equipment, etc.) and carrying out substantive work (survey taking anddata gathering, analysis and studies, etc.). The mid-term review would also be conducted with the ILOand would review progress made in the implementation of their own program.

d. The Chief of Staff of the Ministry of Economy and Finance, in collaboration with the two executingagencies, would be responsible for coordinating arrangements for IDA supervision missions andparticipating in the mission with them.

e. Project Completion Report. Within six months of the Credit closing date, a completion report preparedin accordance with terms of reference satisfactory to IDA, would be transmitted to IDA.

f. Mission briefing meetings on arrival and wrap-up meetings will normally be hosted by the Minister ofEconomy and Finance (or his/her representative) and be co-chaired with the the Minister of Employmentand Civil Service (or his/her representative); they would include the heads of the project implementingagencies, and other relevant services.

Annex XIIPage 2 of 2

IDA SUPERVISION PLAN

Project Activities Expected Skill Requirements Staff InputYears (Staff-weeks)

Supervision Mission Financial analysis, Economist/Statistician/VET, 15Project (Project Launch Workshop) Institutional development/capacity building,Year I Procurement/Disbursement, Women/Informal

Sector Specialist.

Supervision Mission Financial analysis, Economist/Statistician/VET 9Women/Informal Sector Specialist.

Supervision Mission Financial analysis, Economist/Statistician/VET, 15Project (Annual Implementation Institutional development/capacity building,Year 2 Review Workshop) Procurement/Disbursement, Women/Informal

Sector Specialist.


Mid-term Project Review Financial analysis, Economist/Statistician/VET, 15Project Institutional development/capacity building,Year 3 Procurement/Disbursement, Women/Informal

Sector Specialist.


Project Supervision Mission Financial analysis, Economist/Statistician/VET, 15Year 4 (Annual Implementation Institutional development/capacity building,

Review Workshop) Procurement/Disbursement, Women/InformalSector Specialist.


Supervision Mission Financial analysis, Economist/Statistician/VET, 15(Preparation of Project Institutional development/capacity building,Completion Report) Procurement/Disbursement, Women/Informal

Sector Specialist.

ANNEX XilI

REPUBLIC OF COTE D'IVOIRELABOR FORCE TRAINING SUPPORT PROJECT

STATUS OF BANK GROUP OPERATIONS IN COTE D'IVOIRESTATEMENT OF BANK LOANS AND IDA CREDITS

(as of February 28,1994)

USS million ---(less cancelbations)

Loan or Fiscal Undis-Credit No. Year Borrower Purpose BANK IDA bursed

Sixty-ome (61) Loess a-d four (4) Credits have beoo ftUy disbursed. 2153.05 107.50

Ln. 2619-0 1986 Republic of Cote d'lvoire Health I 22.20 2.72Ln. 2627-0 1986 RepublicofCoted'lvoire Palm OilV 13.40 1.10Ln. 2789-0 1987 Republic ofCoted'lvoire Third Urban Project 126.00 12.12Ln. 2874-0 1988 Republic of Cote d'lvoire Rubber V 11.54 0.42Ln. 3128-0 1990 Republic of Cote d'lvoire Municipal Develpoment 66.00 30.37Ln. 3155-0 1990 Republic of Cote d'lvoire Abidjan Environmental Protection 21.90 5.69Ln. 3186-0 1990 Republic of Cote d'lvoire Forestry Sector 80.00 60.91Ln. 3251-0 1991 Republic of Cote d'lvoire Pilot Women in Development 2.20 1.09

Total number of Loans = 8 343.24 114.42

Cr. 2363-0 1992 Republic of Cote d'lvoire Privatization Support 15.00 13.81Cr. 2503-0 1993 Republic of Cote d'lvoire Economic Management TA 17.00 15.18Cr. 2505-0 1993 Republic of Cote d'lvoire Human Resources Dev. Mgmt. Support 6.70 6.53Cr. 2303-1 S 1994 Republic of Cote d'lvoire Financial Sector Adjustment 100.00 2.43Cr. 2323-1 S 1994 Republic of Cote d'lvoire Human Resources Adjustment 100.00 51.91

1/Cr. 2323-2 S . 1994 Republic of Cote d'lvoire Human Resources Adjustment 85.00 86.18Cr. 2324-1 S 1994 Republic of Cote d'lvoire Regulatory Reform ., 50.00 50.32

Total number of Credits = 7 373.70 226.36

TOTAL 2/ 2,496.29 481.20of which repaid 928.98 0.97

TOTAL held by Bank & IDA 1,567.31 480.23

Amount Sold 5.10of which repaid 5.10

TOTAL undisbursed 340.78

List of Closed SALS/SECALS:

Cr. 2323-0 1992 Republic of Cote d'lvoire Human Resources Adj. 25.00 0.00Cr. 2303-0 1992 Republic of Cots d'lvoire Financial Sector Adj. 50.00 0.00Cr. 2324-0 1992 Republic of Cote d'lvoire Regulatory Reform 25.00 0.00Ln. 2058-0 1982 Republic of Cote d'lvoire SAL I 150.00 0.00Ln. 2332-0 1984 Republic of Cote d'lvoire Structural Adj. ll 250.70 0.00Ln. 2711 -0 1986 Republi of Cote d'lvoire SAL III 250.00 0.00Ln. 3240-0 1990 Republic of Cote d'lvoire Water Supply Sewerage 80.00 0.00Ln. 3150-0 1990 Republic of Cote d'lvoire Energy Sector Loan 100.00 0.00Ln. 3127-0 1990 Republic of Cote d'lvoire Ag. Sect. Adj. 150.00 0.00Ln. 3428-0 1992 Republic of Cote d'lvoire Human Resouces Adj. 25.00 0.00Ln. 3408-0 1992 Republic of Cote d'lvoire Financial Sector Adj. 50.00 0.00Ln. 3429-0 1992 Republic of Cote d'lvoire Regulatory Reform 25.00 0.00

TOTAL 1,080.70 100.00 0.00

1/ Not yet effective.2/ Total approved. repayments. and outstsnding balance represent both active and inactive Loano and Credits.(S) indicates SAIISECAL Loans and Credits

Annex XIVPage I of I



List of Documents in the Project File <"

Legal Documents

1. Law No. 91-997 of December 27, 1991 creating the Vocational Training Development Fund (FDFP) and dissolving theNational Vocational Training Bureau (ONFP).

2. Decree No. 92-05 of January 8, 1992 organizing the Vocational Training Development Fund.3. Decree No 92-927 of December 23 1992 specifying the utilization of the Apprenticeship tax and the Continuous Vocational

Tax.4. Decree No 92-386 of July 1, 1992 appointing the Secretary General of the FDFP.5. Bylaw No 468/MEFP/DCSPPPCB of May 14, 1992 of the Minister of National Education appointing the liquidator of the

ONFP.6. Bylaw No 1099/MEFP/DCSPPPCB of September 22, 1992 of the Minister of National Education appointing the liquidator

of the Fonds National de Re2ulation.7. Decree No 93-221 of February 3, 1993 creating the Agency for the Study and Promotion of Employment (AGEPE).8. Decree No 92-316 of May 1992 creating the National Vocational Training Agency (AGEFOP).

Documents Prepared by (or for) the Executin2 Agencies

I. FDFP 1992-1993 Activity Report (1993).2. FDFP Orientation Scheme (1993).3. Continuous Vocational Training and Apprentice Priority Action Plan. Coopers and Lybrand, 1993.4. FDFP Operations Manual5. Activity Report of the FNR (1987-92). June 15, 1992.6. FDFP 1994 Budget7. Audit Report of FNR's Accounts (as of September 30, 1992). Ernst and Young.8. FDFP List of Pre-qualified Training Providers

Other Government Documents

1. National Employment Policy: A Three-Year Plan (1991-1993). Ministry of Employment and Civil Service.2. Labor Statistical Yearbook (1992). May 1993.

Documents Related to Other Bank Proiects

1. C6te d'lvoire. Policy Framework Paper, 1994-1996.2. Human Resources Development Program. Memorandum of the President. November 22, 1991.3. Human Resources Management Project. Memorandum of the President. May 10, 1993.4. Competitiveness and Regulatory Reform Adjustment Program Memorandum of the President. 1991.

Studies

1. The Informal Sector in C6te d'lvoire. Kouadio Benie Marcel. ILO, October 1993.2. Study of NGOs in Cameroon and C6te d'lvoire. Leslie Fox, Consultant, AFIPH. June 24, 1993. World Bank Report No

12030-AFR.3. Development Policy and Employment in C6te d'lvoire. The Cost of the Transition. ILO/UNIDO. June 1003.4. Study on the Role of Technical and Vocational High Schools in the Education System in Cote d'lvoire. DCGTx, July 1992.5. Education in Ivory Coast: A Sector Analysis. Eryk Raymaekers, August 1993. (in English)6. C6te d'lvoire: Industry and Competitiveness Review. World Bank Report No. 9897-lVC. August 10, 1991.

(I) Unless otherwisc indicated, all the documents in this Annex are in French.

IBRD 25726

E M A L I * A'R~~~AARA T~~~~~~~NORASA ~~~~~C6TE D'IVOIFIE

*-t "J /')S **_%t ,I } t%_ B U R K I N A LABOR FORCE TRAININGro °r'i T ~' 8<ooDor)owbsse F ASO 0 SUPPORT PROJECT

t~ ~~~~~~~~~~~BSRDA _ mSS EDD D OOD

I AVIEID R OA'DS

EARTH -ND GRAVEL ROADS

TO.B. -A RAILROADS/ 4\SR

T-SR-ATrO-V. AREORAS

GUINEA DT. EXVVe22 X j > CAA

C C~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~- -, I ESv) X_6_NTERTVT,ONA EGSUNDARISS

r _St CMAARST*1117, IAITAI

I ZUINIIU~~~~~~~~~~ OT.Ek EA~N

NA.