Document of The World Bank FOR OFFICIAL USE ONLY Report No. 4588 PROJECT COMPLETION REPORT TUNISIA HOTEL TRAINING PROJECT (Loan 1029-TUN) June 24, 1983 Europe, Middle East and North Africa Region Urban Division I 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. FOR OFFICIAL USE ONLY PROJECT COMPLETION REPORT TUNISIA HOTEL TRAINING PROJECT (Loan 1029-TUN) Table of Contents Page PREFACE i BASIC DATA SHEETS ii HIGHLIGHTS I. INTRODUCTION ..................................... 1 Sources of Information. 1 The Tourism Sector. 1 Employment, Education and Training for the Hotel Industry. 2 II. PROJECT IDENTIFICATION, PREPARATION .3 Project Preparation. 3 Alternative Components (Tourism, Maintenance Staff). 3 Appraisal. 3 Issues. 4 Targets and Goals. 4 Covenants. 4 Project Description. 5 III. IMPLEMENTATION. 5 Conditions of Effectiveness and Start-Up 5 Initial Problems of Project Execution 6 Revisions to Project. 6 Implementation Schedule. 8 Reporting Requirements. 8 Results and Experience with Procurement 9 Project Costs. 9 Disbursements and Financial Sources 10 Performance of Contractors, Suppliers, and Technical Assistance Team .......i ...... 10 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. Table of ContElnts (Cont'd) Page IV. OPERATING AND FINANCIAL PERFORMANCE .... .......... 11 V. INSTITUTIONAL AND PERFORMANfCE DEVELOPMENT ........ 12 Performance of Borrower ancd Modifications to t:he Structure of ONTT . . .................. 12 Legal Framework for Hotel 7raining .... ........ 12 VI. BANK'S ROLE ...................................... 13 VII. CONCLUSIONS ....................................... 15 ANNEX I: Table 1: Summary Indicators of Tourism Development Table 2: Maanpower Projections (Level IV) 1974-1983 Table 3: Yanpower Projections (Level IV) 1974-81 and Utilization of Training Capacitv Table 4: Tvpical Training Center Table 4a: Capacity of Hotel Training System Table 5: Project Costs Table 5a: Statement of Expenditures Table 6: Disbursements Table 7: Student Enrollment 1971-1980 Table 8: Number of Students and Cost of Training Table 9: Operating Costs, by School Table IC: Costs of Operation. of Schools Table 1I: SOGHRA: Hotels Bulla Regia and Kerkouane Actual and Projected Results ANNEX I Chart I: Technical Assistarce Chart II: Comparative Project Scheduling MAP TUNISIA HOTEL T.RAIN7NG PROJECT (Loan 1029-TUN) P R E F A C E Loan 1029-TUN for the Hotel Training Project was signed on July 17, 1974. The loan, for US$5.6 million, was closed on December 31, 1980; $0.1 million was cancelled. During implementation, the project's content was revised and the closing date was postponed. This report consists of a Project Completion Report (PCR) prepared by the EMENA Urban Division. The PCR is based on a review of files and documents, interviews with Bank and Borrower staff, and a visit to Tunisia in October, 1980. In accordance with the revised procedures for project performance audit reporting°, this Completion Report was read by the Operations Evaluation Department but was not audited by OED staff. The draft Completion Report was sent to the Borrower; however, no comments were received. - ii - PROJECT COMPLETION REPORT BASIC DATA SHEET TUNISIA HOTEL TRAINING PROJECT (LOAN 1029-TUN) IZY ?*WECT DATA Apprfaeal Actual or Itm hzpectatino 4cirent EstimatS Total Project Cost (t'SS mil1ion) 12.2 14.4 tUderrun or Overrun (1) 17 Loan/Credit An:ount (l;SS Zillion) 5.6 Disbursed _ 5.5 Cecelled -0.1 Repaid to ' sutrtan.iing to bats. Physical Cozporents Coepitted Liao (scaled dowo) Proportion Cc=l7etCd by Above Date () 100 Proportiom of :ve L-aerruA or Overtun M: tcotSmic Rate of Fcturn Z)_ ?insacial Perfotr.snce Zstitutional Perfor.ance - _etter OTHER PFIOJICT DATA Oritinal Actual or Izs rPlam Revisions Est. ActuaL FIrst Mentlon in Files or Timetabla 5/19171 Coverr:ment's Applicaticn - /19171 *Ikoations 5/18/74 5/05(74 board Approval 6/11/74 6/11(74 tAaAICred±t Agree=en ate 7/17/74 7117174 Effectiveness 7i4ta I118/74 4 11/04/75 ClosiOS Date 10/31/75 12/31180 12/31/10 Swrover Republic of Tunisia *Zxecuring Agency Office National du Tourls=. Tunisier Flscal Year of tlorower 1 Jacuary - Denber 31 follow-on Project S=e KISSb04I DATA Item MenchtYear \N. of eeksl No. of persons Yanveeks -ste of Ro.ort Identificatizn 11171 During Appraisal of Tourtim Infrastructure Project Preparation 1 9/73 2 2 4 n/a treVaration 11 10/73 2 2 4 10/73 Appraisal 1/75 2 S is 5/74 Total 7 23 Supervision 1 8/74 1.o 1 1.8 6174 SupervLsion 11 12/74 2 1 2 12/74 Supervision ;1I 6/75 1 1 1 6175 Supervision IV 2/76 1 1 1 2/76 Supervision v 10/76 1 2 2 10/76 SupstviSion Vt 3/77 0.S 2 1 3/77 Supervision vII 2/7S 1 1 1 13/78 Supervision VZIE 11/71 2 1 2 11/78 Supervit±on .X 7(79 1.5 1 1.3 t/79 Supervision X 11t79 1 t 2 12/79 Supervisioan X 10/80 2 2 * fS Cospletion 4/19 2 2 4 5/ 16.8 3. field vork only COUNTRY EXCHAMCE MM'ZES Iae of Currency (Abbreviateon) DIKAR (TO) Teen. Appraisal Year Averare txchangs ac*e: USS1 * 0.440 Intervening Ye4r% Avcrage USSl 0.4Z3 COSpletIon Year Averogs USS1 - 0.403 - iii - PROJECT COMPLETION REPORT TUNISIA HOTEL TRAINING PROJECT (Loan 1029-TUN) H I G H L I G H T S 1. The Tunisia Hotel Training Project was the only free-standing Bank project focused on the provision of facilities and programs for training hotel staff. The objectives of the project were (1) to provide the facilities necessary for training sufficient hotel staff for a burgeoning tourism industry; and (2) to prepare a unified training system from the various systems which had been in force. 2. Tourism had grown in Tunisia from 53,000 to 1.6 million foreign visitors between 1962 and 1980 and vied with petroleum as the leading earner of foreign exchange for the country. In 1980, there were about 29,000 persons employed in the hotel industry in Tunisia, growing at a rate of 8% per annum. In this environment, hotel training at the vocational level had lagged behind the sector's growth all through the 1960's and 70's. 3. The project is generally considered to have been a turning point in tourism policy in Tunisia. The success of the project was instrumental in embarking the Government on a policy course which has resulted in improved quality of service in hotels; higher income for those entering the field; more professionalism in the sector; and better management of the industry's plant. The institutions built under the project are now successful in training staff and also have proven most useful as meeting places for important national and international events. 3. The following points may be of particular interest: - the importance of realistic programming required for implementation, particularly regarding start-up. Nonetheless, including delays in start-up, the project was prepared, executed and completed in 8 and a half years (PCR paras. 3.01, 3.11-3.13); - originally, it had been planned to operate the schools year-round with a continuous curriculum. This proved infeasible for a number of structural reasons (academic year, vacations, etc.). The authorities have, nonetheless, managed to utilize the facilities on a 12-month basis by scheduling seminars and conferences; - the project was modified from three to two training establishments in line with revised estimates of demand; and - the Tunisian authorities showed resourcefulness in developing a management approach (creation of a management company) which had not been foreseen at appraisal. TUNISIA HOTEL TRAINING PROJECT PROJECT COMPLETION REPORT I. INTRODUCTION 1.01 One of the major constraints to development of tourism in Tunisia in the 1960s and 1970s, was the acute shortage of trained hotel staff. Funds were therefore included in the Tourism Infrastructure Project (Loan No. TUN-858; Credit No. TUN-329) to study ways of expanding and rationalizing the country's tourism training system. The study, entrusted to ILO, was completed late in 1973. 1.02 The Bank has been closely associated with the development of tourism in Tunisia. It helped finance tourism investments through lines of credit to the Banque de Developpement Economique de Tunisie (BDET); IFC has participated in hotel financing through BDET and Compagnie Financiere Touristique (COFIT) and was an investor in a large hotel and in the Sousse North tourism development scheme. 1.03 The Office National du Tourisme Tunisien (ONTT) is the agency responsible for the tourism sector in Tunisia, and it executed this project. It is a semi-autonomous agency, under the aegis of the Ministry of the National Economy, and has a diversified role in the sector. It sets sectoral policy in cooperation with Ministry of the Plan. ONTT is responsible for: generic marketing of the Tunisian product for which it maintains a marketing department in Tunis and 14 offices abroad; hotel training through its 7 hotel schools; planning tourism development; executing infrastructural works; administration of tourism investments; collection of tourism statistics; quality control in hotels, and ensuring that hotels follow reasonable pricing policies; and relations with tour operators. Sources of Information 1.04 This Project Completion Report is based on information drawn from the Project Appraisal Report (No. 411a-TUN of May 23, 1974), and a review of Bank files which included supervision reports and progress reports prepared by the Borrower. A mission visited Tunisia in March-April 1981 to obtain additional information. Discussions were held with the ONTT, government officials, and project consultants. The Tourism Sector 1.05 Tourism in Tunisia is mainly beach-oriented, augmented by excursions to archaeological and historical sites. Local handiscrafts are also an important aspect of the product. Most of the activity is during the high season - from April 1 to October 31, although the season is longer in Djerba and in the south. From 1962 to 1980, international arrivals increased from 53,000 to 1.6 million and the number of hotel beds from 4,000 to 71,000. There were 396,000 international bedrLights recorded in 1962; by 1980, these had grown to 12.1 million. Occupancy rates were 58.2% in 1962 and 60% in 1980. Direct employment in tourism has reached 28,675 and indirect employment is estimated at 75,000. As a result of this major growth, tourism vied with petroleum to become the single most important source of foreign exchange. Gross foreign exchange earnings from tourism increased from TD 53.8 million (US$130.9 million) or 25.3% of current receipts in 1971 to TD 259.8 million (US$631.1 million) or 24.5% of all fcreign exchange receipts in 1980 (Table 1). Employment, Education and Training for the Hotel Industry 1.06 The Tunisian hotel industry employs about 0.34 persons per bed. In 1973, there were about 19,500 employees in hotels or 2% of total full-time employment in Tunisia; indirect employment related to the tourism industry accounted for an estimated additional 19,000. In 1980, there were 28,675 employees in hotels directly (still about 2% of the work force); in addition there are about 75,000 employed indirectly. 1.07 Although ONTT is responsible for hotel training, the Office des Travailleurs Tun:Lsiens a l'Etranger, de l'Emploi et de la Formation Professionnelle (OTTEEFP), an agency of the Ministry of Social Affairs, is in charge of a hotel apprenticeship program as a part of the national apprenticeship program. At the time of appraisal, hotel apprenticeship courses were offered in eight vocational training centers distributed through- out the country. 1.08 ONTT is in charge of vocational training for middle and upper level hotel staff. At the time of appraisal, it operated seven schools located at Bizerte, La Marsa, Sidi Dhrif, Sousse, Monastir, and Djerba, only the last of which had been built for the purpose. (The others were located in former barracks.) It also operated the Institut Superieur de Tourisme et d'Hotellerie (Institute) at Monastir which provided teacher training and training for supervisory staff. In the 1960s and 1970s, ONTT adopted two successive approaches to tourism training. The first, the "polyvalent" method (designed to train students in several specialties) was dropped in 1968 in favor of a system which trained students in one specialty only. 1.09 Both programs had a number of weaknesses. Physical facilities were inadequate, curricula were inconsistent as a result of numerous, conflict- ing, bilateral technical assistance programs; and qualified, experienced teachers too few. Communications with the private sector were poor. Diplomas had no legal recognition, which created dissatisfaction amongst graduates and compli- cated the hiring process for hotel operators. As a result of these weaknesses, training programs failed to respond to the needs of the industry. The combined output of these programs totaled 720 in 1972, as against the hotel industry's annual requirements of 2,500 trained staff. Hotel operators found that the proficiency of the staff graduated by either program left much to be desired. 1.10 The structure of hotel jobs in Tunisia includes six levels. Level I covers top management and nornally requires the baccalaureate plus - 3 - training in a hotel management school (the Institute or abroad). Level II covers middle management (e.g., personnel manager) and senior supervisory staff (e.g., maitre dthotel). The normal entry requirements for Level II are the baccalaureate followed by courses at the Institute, or alternatively, a period of training abroad. Levels III and IV cover such personnel as waiters and cooks and normally require four to seven years of secondary education for entry. Level V are those who enter the industry by way of the apprenticeship program, and completed primary education is the normal entry requirement. Level VI staff are those who require only minor on-the- job training. II. PROJECT IDENTIFICATION, PREPARATION 2.01 ILO was engaged by the Tunisian Government to prepare the project with funding provided under the Tourism Infrastructure Project. Super- vision missions for the infrastructure project initially supervised progress on preparation of the hotel training project; field work for the project appraisal was carried out in January 1974; negotiations took place on May 8-14, 1974; and the loan received Board approval on June 11, 1974. Project Preparation 2.02 The ILO preparation team was resident in Tunisia from February 1976 to October 1977 and worked closely with ONTT's training department. On balance, the project preparation study was well prepared, clarified ideas on the project concept, and presented a project which was refined but remained substantially unchanged through appraisal. Alternative Components (Tourism, Mlaintenance Staff) 2.03 The ILO technical assistance team initially suggested the inclusion of tourism staff, i.e., guides and travel agents, and hotel maintenance workers in the project. The ONTT and the Bank agreed, however, that tourism staff training could be satisfactorily carried out by the Institute, and maintenance training by OTTEEFP. While the Institute is performing its role well, OTTEEFP has not developed a separate program within its structure for instruction in hotel maintenance. Appraisal 2.04 The appraisal mission accepted the major recommendations of the ILO team that: three training centers be included in the project, each with a practice hotel; the training period be about one school year; and the curriculum for the new schools be introduced in all hotel schools in Tunisia; and that training be given at Level IV (see para. 1.10). 2.05 The appraisal mission agreed that any expansion of the hotel training program should focus primarily on Level IV for full-time training and on part-time refresher and upgrading courses to Level III, accounting for almost two-thirds of hotel staff. - 4. - 2.06 ONTT's Department of Tourism Training was inadequately staffed to run the training system. It was to be strengthened by the appointment of a deputy director in consultation with the Bank. This appointment was a condition of effectiveness of the proposed Bank loan. The Deputy Director was to supervise the work of a planning unit, to be created with ONTT's Department of Tourism Training, with specific responsibility for establishing the number of teachers required and students to be trained. Issues 2.07 Issues raised upon the mission's return are contained on the Issues Paper dated February 19, 1974, and decisions taken in the Decision Memorandum dated March 7, 1974. It was agreed that funds would be included in the project for the foreign cost of technical assistance but that, nonetheless, the Tunisians would be invited to find alternate sources of funding for technical assistance; that promulgation of decrees on the teacher training section, and training of maintenance staff would be conditions of effectiveness; and that drafts of other decrees (status of teachers, students, and diplomas) should be brought to the negotiations; that local costs would not be financed; and that funds would be granted, and not on-lent, to ONTT by the Government. 2.08 Additional questions were raised including the choice of a school with a practice hotel over institutional training (as the Bank had not financed such undertakings before), manpower projections, and organization and management. Whereas the solution including a practice hotel has proven to be reasonable, both the demand projecticons and project organization required substantial revision; the manpower projections proved optimistic (para. 3.16), and the institutional arrangements were improved considerably during implement- ation (paras. 5.01, 5.02). Targets and Goals 2.09 As shown in Table 2, it. was expected that the stock of employees at Level IV in Tunisian hotels would increase from 9,400 in 1974 to 25,000 in 1983. During the same period, the flow of new staff requirements was expected to increase from 2,400 to 3,800 annually. These forecasts were based on the assumption that 8,000 beds would be added annually over a ten year period and that each new bed would create 0.208 jobs at Level IV and that the annual staff attrition rate would be 8%. Covenants 2.10 Thie Loan and Project Agreements called for certain legislative, regulatory, and administrative measures which were considered of sufficient importance to warrant recapitulation in a side letter dated July 17, 1974. The following actions had to be taker: (i) legal recognition of diplomas and certificates issued by ONTT's hotel training schools was to be sought; (ii) internal regulations for the schools were to be prepared; (iii) methods to ensure student placement according to the level each has achieved were to be devised, as well as a way to fcllow their subsequent progress; (iv) a covenant was to be designed to establish the rights, obligations, and status of teachers; (v) an advisory board was to be created for each of the schools to guide curriculum development and to assist in job placement; a National Council for Hotel Training was to be established to advise ONTT on all policy matters related to the training of tourism staff; (vi) another covenant called for an agreement between ONTT and OTTEEFP for the latter to set up and conduct courses in hotel maintenance; and (vii) to fill the gap in available instructors, a hotel teacher training section was to be established at the Institute. Project Description 2.11 The project was to consist of three hotel training centers, each comprising a hotel school, a 100-bed practice hotel, student dormitories, and staff housing for administrative staff. About 12.5 man years of technical assistance were also included for an educational program development and implementation unit, and for a teacher training unit. Total project cost was estimated at US$12.3 million equivalent. 2.12 Each school was to include classrooms, a language laboratory, workshops, a training kitchen, a self-service restaurant, guest dining room and bar, demonstration guestrooms and bathrooms, pantries and linen rooms, and training offices for reception and accounting. The practice hotels were to be open to the public and function commercially with all the departments and services generally found in Tunisian 3-star hotels. 2.13 The technical assistance component provided for three expatriate experts to work with Tunisian counterparts on detailed planning of new courses. Similarly, five other foreign experts were to train teachers. Five Tunisian staff were to become training inspectors at the end of the technical assistance program. III. IMPLEMENTATION Conditions of Effectiveness and Start-up 3.01 The original date of effectiveness was November 18, 1974. It was postponed four times to November 19, 1975; the Bank declared the project effective on November 4, 1975. 3.02 In addition to the legal opinion on the Loan and Project Agree- ments, other legal documents, and acquisition of project sites, conditions of effectiveness included: appointment of a deputy director of training at ONTT; entrusting the Direction des Travaux with additional powers and authority to carry out the project; appointment of architects acceptable to the Bank for final design; acquisition of the right of permanent occupancy in project sites; and use (usufruct) of the land required for construction of the three centers. 3.03 Almost all the conditions were met without any problems. The only exception was land acquisition. A minor problem in obtaining one parcel of land needed to complete the required land package in Hammamet caused a short - 6 - delay in beginning construction there. The Tunis site also presented a problem as there was little suitable land available. Sites in the medina (former palaces) and on Avenue Mohamed V were considered but were rejected as being unsuitable, or they were simply unavailable. No suitable site was found in Tunis proper and eventually a site in the Tunis North tourism zone was identified and agreed to by the Bank. However, in view of downward revision in tourist visits projections, analysis of which suggested that the Tunis school might be unnecessary, the acquisition of the third site was waived as a condit:ion of effectiveness by cable dated August 5, 1975. Initial Problems of Project Execution 3.04 Technical Assistance. Considerable delay was encountered in starting the techn-ical assistance component. Originally, the project team was to be in Tunis from April 1975, but did not start to arrive until February 1976 when the project leader came. The arrival of team members (Chart 1) was staggered, which affected the efficiency of the unit somewhat in the early months of execution. 3.05 Aproval Process of Architects' Plans. Project implementation was delayed, inter alia, because of the lengthy process that ensued for the approval of architectural plans. ONTT decided to have a two step design process including the preparation of a preliminary project at the 1:500/1:200 scale. In retrospect, this was very useful because it allowed a general review of architectural standards and space requirements before final design. The Training centers were ultimately built according to the space requirements defined at appraisal. However, this process proves to be longer than expected. There were numerous exchanges between the Bank and ONTT about the plans. The most important of these was when the budget for the Hammamet center was exceeded by 150%. Revisions were made accordingly. There was a six month delay in the Sousse North architectural program due to difficulties in devel- oping designs which satisfactorily incorporated the school, hotel, and student housing. This was resolved, however, and the designs themselves were produced expeditiously. Revisions to Project 3.06 Third Center. The major revision to the project was deletion of the third center. The project had been prepared on the basis of projections under the Third National Plan (1968-72) which envisaged annual increments to hotel capacity of 8,000-8,500 beds per year. After the energy crisis starting in late 1974, ONTT revised its demand projections downward for the Fourth Plan (1973-76) and consequently its projections of additional capacity to 4,500 beds per annum. A supervision mission in early 1975 recommended deletion of the third school but since the summer saason turned out to be one of high tourist growth, a decision to postpone construction of the third school was taken with the idea of building it after the other two centers were completed. In 1976 and 1977, however, investment in hotels ground to a halt (see Sector Review, November 1977 and PCR of Tourism Infrastructure Project) and consequently the need for new personnel was considerably reduced. When the Government scaled down its program for the expansion of the sector to 2,500 beds annually in the Fifth Plan (1977-81), it became clear not only that construction should be postponed, but also that construction of the third center would not be justified - 7 - at all within the life of the project. Since national training capacity, including the training provided by the two centers that would remain in the project, was expected to cover the needs of the sector adequately during the Fifth Plan (Table 3), the Bank agreed to delete the third center and the Project Agreement was amended in a letter dated July 20, 1979. 3.07 Hotel Management Company. At appraisal it had been assumed that each training center would have a director, a hotel school principal and a hotel manager as the basic management team, and that each would be employed by ONTT. It quickly became apparent that it would be difficult to attract good hotel managers within the civil service pay scales and that commercial practices would be difficult to implement within ONTT's administrative framework. ONTT therefore created a company, the Societe de Gestion des Hotels et des Restaurants (SOGHRA), which would manage the practice hotels (and restaurants) for ONTT. This has proven successful and SOGHRA now manages the practice hotels at Hammamet, Sousse North, and Sidi Dhrif. SOGHRA believes that the size of the hotels (50 rooms each) is insufficient for peda- gogical reasons and is trying to convince ONTT to extend the capacity to at least 100 rooms in each hotel. 3.08 School Year. The curriculum and training system as proposed by ILO in the preparation report was adopted for implementation of the project. Its basic features were year-round operation of the schools on a nine month cycle with six sections each starting at staggered intervals. The result was that there was no "school year" as such - students would arrive and graduate on a continuous basis; teachers would take vacation at the end of a cycle and, clearly, the vacation period would change each time since it was a nine month cycle. This curriculum proved problematic and was not implemented. Instead a more traditional school year from September to April was adopted (Table 4). This had the advantage of (i) being simpler administratively, and (ii)freeing students for employment at the beginning of the high season. At the same time, the section on inventory control and store management was integrated into the kitchen section and the basic bookkeeping and accounting course was dropped as it is being taught in specialized collages. 3.09 Curriculum. The curriculum of the hotel training system has evolved since appraisal. There is now a logical educational program permitting self improvement through a combination of practical experience and formal education in ONTT's hotel schools (Table 4a). This is an important achieve- ment of the project. The basic curriculum is a one year program leading to a Certificat d'Aptitude Professionnelle (CAP, the basic level IV requirement); minimal entry requirements for this program are the third year of secondary education up to the seventh year. A student with the CAP has the option of working for a year in a hotel and competing for a place in the Brevet Technique Hotelier (BTH) program (Level III) which requires one additional year at a specialized hotel school. After an additional year working in a hotel, a student can, theoretically at least, present himself for the examination for entry to the Brevet Technique Superieur (BTS) at the Institute of Sidi Dhrif (Level II and as of 1981, Level I), which normally requires the baccalaureate. 3.10 The change in the curriculum has meant that it is more difficult to maintain a high rate of utilizat:ion of the boarding and school facilities under the basic program, especially during the summer when only the practice hotels are in operation. ONTT was able to attain a rate of utilization of about 70% in 1980 (Table 3) by offering part-time refresher and upgrading courses and by sponsoring seminars and other training sessions. It must also be noted that hotel schools have nol: been working at full capacity in the past two years because of the slowdown in expansion of hotel capacity. Implementation Schedule 3.11 Two sets of reasons accounted for the project being implemented more slowly than expected (Chart 2). First, the whole project was delayed by about a year because of delays in meeting.the conditions effectiveness described above. Although the Direction des Travaux was given additional powers in July 1974, a project director was not appointed until November 1974; until then nobody was giving full attention to the project. Discussions started with the architects when the director was appointed but stretched out for a full six months before contracts were signed. These two factors combined to push the entire project schedule back by about 18 months. 3.12 Second, although architectural plans were executed more quickly than planned (9 months actual versus 11 months estimated), the approval of tender documents between the Bank and ONTT took 9 months instead of the 4 originally forecast; this latter delay being due almost entirely to the slow communication time between Tunis and Washington as well as some delays by the Bank in evaluating documents. Conslruction therefore started one-and-a-half years after the original date forecast. 3.13 Construction itself took 27 months compared to a forecast 21 months period. This six months delay resulted from an underground water problem at Sousse, which required some minor redesign; the delay related to acquisition of the Hammamet site; discovery of some Roman ruins which halted work until permission from the authorities was given to proceed. The con- struction company itself (which carried out civil works on both sites) was overcommitted causing delays. Reporting Requirements 3.14 ONTT was advised during negotiations of reporting requirements. The quarterly progress reports arrived regularly until 1979 and fully described the status of all aspects of the project. There was an unexplained lapse in 1979 and it wasn't until October 1980 that a comprehensive progress report covering project activities from January 1979 to October 1980 was received. The Borrower had no other difficulty in providing the reports and found the reporting requirements reasonable. 3.15 CNTT was very slow in providing audit reports. The Bank received audits for the years 1977, 1978, 1979 in December 1980. The 1980 audit is presently under preparation. - 9 - Results and Experience with Procurement 3.16 There were no major problems with procurement for civil works. ONTT preselected a group of construction companies which the Bank approved. Contracts for both sites were subsequently awarded without significant difficulties to the same Tunisian company which subcontracted sub-packages for heating and air conditioning, also to Tunisian firms. 3.17 The remaining equipment was later broken down into laundry, kitchen, and cold rooms. Kitchen and cold room contracts were awarded through ICB to a Tunisian supplier; the laundry component was subsequently withdrawn from the project in view of existing commercial facilities. 3.18 Procurement of furniture and-fittings was carried out mainly through direct negotiations with Tunisian firms since such firms have monopo- lies in Tunisia and the use of foreign firms would have been uneconomical. However, contracts for silverware and audio-visual equipment were awarded through ICB to foreign firms. 3.19 There were no major problems with procurement as CNTT was already used to working within the Bank's guidelines. Project Costs 3.20 The original estimate of total project costs was US$12.3 million for three centers and related technical assistance. Actual costs, which included only the two centers, were US$14.4 million, a cost overruni/ of 17% (Table 5). The breakdown is as follows: Appraisal' Actual Estimate Costs Cost US$000's US$000's Differential Buildings 5,164.7 10,181.3 1.97 Land and site development 1,168.5 324.3 0.28 Furniture and equipment 4,405.9 2,496.9 0.57 Technical assistance 500.0 551.0 1.10 Project administration 270.0 466.5 1.73 Architectural fees 790.9 413.0 0.52 Total 12,300.0 14,433.0 1.17 The project was appraised on the basis of 1973 data which were seriously dis- torted because of the 1973-74 energy crisis which resulted in increased costs. 1/ On the basis of two thirds of estimated costs at appraisal (US$8.2 million), the cost overrun would be 79%. - 10 - Project execution was delayed eighteen months which also affected costs. The Sousse North school was 50% higher in cost than the Hammamet school because, due to its location in the center of the new resort of Sousse North, ONTT decided to have higher construction standards and more expensive architectural patterns. Disbursements and Financial Sources 3.21 Disbursements of Bank funds were to have been completed by the second semester of FY78 but in fact only started in the first semester of that fiscal year (July 1977) when construction started - that is, no requests for technical assistance fundls were submitted in the early months of project execution (Table 6). Between January 1979 and June 1980 disburse- ments were very slow as ONTT experienced difficulty in paying contractors on time as its budgetary allocatiornswere released behind schedule during the period. Apart from this, there were no problems with counterpart funds which were part of ONTT's annual capital investment budget. 3.22 Since import licenses are controlled, a new disbursement percentage (80%) for foreign equipment; procured locally was agreed by letter dated July 20, 1979 to permit disbursement of the full foreign cost of equip- ment procured by Tunisian suppliers and distributors (kitchen and bar equip- ment). Performance of Contractors, Suppliers and Technical Assistance Team 3.23 The execution of civil wrorks was carried out by the same Tunisian contractor at eaclh site. Besides some initial problems in the storage of construction materials in Hammamet, the organization of the two site works was generally satisfactory. Hence, part of the Sousse School was constructed with prefabricated ele:ments, its work site was rather mechanized, whereas the site at Hammamet was more labor intensive. The contractor performed reasonably well on structural work; the quality of finishing on floors and tiled areas, however, was of lower quality and had to be redone. In some instances the lower quality work was accepted but af'ter ONTT had agreed with the contractor on an adequate price reduction. The contractor also tended to play one site off against the other, advancing one at the expense of the other. Equipment and fittings were contracted sufficierLtly far in advance that no problems were encountered with delivery. 3.24 Technical Assistance Team. The technical assistance team was in place by July 1976 and Tunisian counterparts were named. The technical assistance team was fortunate to be led by a dynamic tourism specialist and former hotel school director. Under his direction, the team was able to work effectively with the Tunisian counterparts; in fact, it worked more closely with the deputy director of training than with the director of the Institute of Sidi Dhrif (the formal counterpart). The team prepared an overall curri- culum based on the existing system and the accumulated experience of several bilateral technical assistance missior,s, and a series of course outlines. The technical assistance team left Tunisia in October 1977. During the academic - 11 - year 1978/79, the course outlines were introduced and tested in the Nabeul hotel school by the Tunisian counterparts. In September 1979, the courses were introduced into all hotels schools, including the project institutions and the system moved over from a two-year to a one-year program. The program is now accepted by ONTT and its teaching staff alike. There are presently only three expatriates involved in the hotel training system in Tunisia. IV. OPERATING AND FINANCIAL PERFORMANCE * 4.01 Full time students trained during the period 1975-1980 numbered 4,176 (Table 7) well short of the 8,899 projected at appraisal (Table 1) largely because of reduced manpower requirements resulting from the low growth of hotel capacity, and the delays in opening the new schools. In 1974, 435 students received diplomas, compared to 1,369 in 1980. ONTT was able to give refresher and upgrading courses to 13,536 employees in the period 1974-1980 (Table 7). Although obviously difficult to measure, the quality of service in Tunisian hotels has improved markedly over the years. 4.02 The cost of hotel training has been reduced in recent years, suggesting real savings over the execution period and first year of operation of project institutions (Tables 8, 9 and 10). Thus the average annual cost per student trained has declined from TD 818 in 1977 to TD 586 in 1980. The greater efficiency is due to the fact that all training is now done in purpose-built schools (rather than the barracks of earlier years) following a uniform training system (of the several systems resulting from various diffe- rent bilateral technical assistance teams). 4.03 Teacher training was accomplished largely by sending qualified individuals overseas. Thus over the period 1974-1980, 20 Tunisians completed teacher training courses in Europe and North America. The teacher training unit has been created in the Institute of Sidi Dhrif, one class of 10 students, sufficient to meet existing demand, has been graduated. Teacher/student ratios are in line with those estimated at appraisal (Table 11). 4.04 The practice hotels have been operating for about a year and are already generating cash surpluses. A rate of occupancy of 48% at Hammamet and 52% at Sousse North was attained in the first year which generated TD 100,000 (Table 10). These funds have been reinvested to correct minor shortcomings in finishings in the hotels. The hotels, therefore, fully cover operating costs and can be expected to contribute to reducing the overall cost of training in future years. 4.05 With a capacity of 1,588 places in the training system, ONTT has attained an effective rate of utilization of 70% in 1980 (Table 3). It appears that in terms of overall capacity (i.e., ignoring regional imbalances), the system should be able to produce over 90% of needed new staff over the period 1981-1986, even if the most optimistic goals of the Sixth Plan (40,000) beds are realized. There is a possibility that the hotel school at Monastir - 12 - will be closed, as the facilities are being taken over by the Ministry of Higher Education; it is important to replace this school with another in order to maintain capacity at about 1,600 places. This school need not have a practice hotel and could be either in Monastir or in another location with a demonstrated need to train significant numbers of staff. V. INSTITUTIONAL AND PERFORMANCE DEVELOPMENT Performance of Borrower and Modifications to the Structure of ONTT 5.01 ONTT was already a maturing organization at inception of the project due to its longevity but also to its experience with the Bank on the tourism infrastructure project. I't was thus able to adapt to conditions under the project: (i) on its own initiative, ONTT proposed the creation of SOGHRA to overcome the problems of managing the practice hotels (staffing, purchasing, etc.); (ii) the Direction d'Amenagement et dela Construction (DAC) was created when it appeared that the Direction des Travaux was overloaded. Although the creation of the DAC. permitted ONTT to supervise execution of the project better, the DAC's staffing should have been strengthened even further. It had an architect as its head (who also had additional responsibilities for physical planning and the Presidency of the Agence Foncitre Touristique), and assistant engineer and a technical assistant at each of the two sites. An additional architect was needed as well as an additional assistant engineer. ONTT was unable to recruit these additional staff (low salaries, unavail- ability of qualified staff) and this certainly had a braking effect on the project; (iii) the Training Department: (DFC) also matured considerably during the project and, indeed, it now offers technical assistance to a number of countries in the Middle East. The DFC has also improved its planning capacity mainly through the deputy director position and has rationalized its school system considerably. The fact that there were three deputy directors over the life of the project somewhat hindered the institution of planning and control procedures for estimating student and teacher requirements in a systematic way, and (iv) in addition, ONTT has demonstrated its maturity in responding to changing market conditions. It collects excellent data on the demand and supply of touristic services, has market intelligence on tour operators working in Tunisia and has a dynamic marketing program. It has also shown considerable sophistication in defining its product, and in managing its incentives and accommodation construclion policies. Legal Framework for Hotel Training 5.02 Since there was no general law for hotel training, ONTT proposed the promulgation of a decret cadre for tourism training to which any necessary arret's could be added. The decree was issued on September 4, 1976. It greatly facilitated the publication of subsequent arretes, and it provided a rational legal framework for hotel training. Measures called for in the Agreements and the side letter have btsen incorporated into the decree as follows: (a) Recognition of dipLomas is still awaiting the approval of the Prime Minister's office. Early requests were - 13 - rejected as being unsatisfactorily designed and not corresponding to Ministry of Education guidelines. A new submission is currently in preparation in reply to comments received and changes requested by the Prime Minister's Office. (b) The internal operating regulations have been devised and are being implemented at the schools. (c) Each training center is responsible for student placement and this appears to be working well with all graduates being placed. Currently, the demand for hotel personnel exceeds the supply so there is no difficulty in placement. (d) ONTT's Personnel Statut includes all the necessary measures to ensure equitable treatment of teachers. (e) The advisory boards for the school meet periodically and have been effective. The National Council for Tourism Training has not met, however; and no prepara- tions have yet been made for a meeting although the supervision mission in October 1980 was told this would be done at the end of the current academic year. (f) OTTEEFP has not established the hotel maintenance courses to which it agreed, claiming that the skills needed can be acquired in existing courses and that preference is given to hotels for those trained in the necessary skills. While this is partially true, it is not a satisfactory arrangement since the shortage of adequately trained maintenance personnel remains a severe problem. It would have been far more effective to include a workshop and maintenance program in at least one of the hotel schools. Several supervision missions pursued this point, but renewed effort is required to reach agreement with OTTEEFP to prepare such courses; failing this, ONTT should explore the possibility of introducing maintenance courses in its own schools. VI. BANK'S ROLE 6.01 In restrospect, the Bank's interpretation of Tunisia's sectoral priorities seems reasonable. The hotel sector grew at a very rapid rate in the 1960's and early 1970's going from a mere 4,000 beds to over 40,000 in a decade. This implied finding and training about 12,000 staff from a zero base. Moreover, as Tunisia was determined to build its hotel industry on its - 14 - own, there was little reliance on the transfer of management skills from foreign management companies which made the task of building an industry all the more difficult. Thus service in hotels was poor and there was no sense of professionalism in the trade when the project was identified. In fact, many men considered work in a hotel to be demeaning and, at that time, it was out of the question for women to undertake such work. The project helped to focus attention on the qualitative aspects of tourism at a time when the preoccupation was with construction of hotel capacity. 6.02 The content of the project in terms of facilities provided at each center appears to have been sound. Whereas the capital and operating cost of training probably would have been considerably lower without practice hotels, the concept of the training center is well adapted to Tunisia's needs. However, at least one practice laboratory could have been eliminated from each center without deleterious effects as they are now being converted to other uses. 6.03 Clearly, the Government, ILO, and the Bank were optimistic in making projections of hotel capacity; although such projections were little higher than previous experience, it is obvious with hindsight that the momentum of 8,500 beds a year was not maintainable in terms of absorptive capacity or development potential of the sector. Doubt over the third school was a recurring theme during supervision and absorbed much time; a clear decision in 1975 to cut it would have made execution of the other components more effective. 6.04 The overall scheduling of the project was optimistic, especially with regard to start-up and site selection which combined to delay physical execution by about 18 months. Sites should probably have been selected as a condition of Board presentation, or even negotiations. Civil works took about six months more than expected but the Bank was prompt in its treatment of the main factor causing delay--the underground water in Sousse. Bank estimates for equipment procurement were realistic. 6.05 Supervision of the project was adequate both for technical assistance and execution of the project. Overall, the project was supervised with an average of eight manweeks per year, which is reasonable given its size and concept. Relation with ONTT on the project were mostly good, if somewhat strained after the sector review of November 1977, which contained conclusions to which the Government took great exception. 6.06 The cost of the project was high compared to appraisal estimates and is in large measure due to inflationary pressure resulting from delays in scheduling. Costs took into account (i) comparison in other Bank vocational training schools in Tunisia and the NA region, (ii) simpler design, minimum circulation and local building materials. However, ONTT believed that ILO and Bank baseline cost estimates at appraisal were low given conditions in Tunisia. But unfortunately, this only surfaced once the director of the project was appointed, a full year after estimates were made. The appointment of an experienced project director earlier in the project cycle would have led to a better understanding of costs in Tunisia. Incorporation of the design changes referred to above would also have helped check project cost increases. - 15 - 6.07 The Bank's most significant impact was to help ONTT focus on the subsector in a rational way and to develop a coherent system over a number of years. In 1973, hotel schools in Tunisia were little better than the barracks which housed them; there was a plethora of foreign technical assistance teams, perhaps one of which might have been useful. Together, they created a cacophony of conflicting ideas and methods. Today, the training department at ONTT has evolved into a much more efficient unit; it has a single system of training, which it is constantly trying to upgrade; and it is a system which is run without the need for foreign technical assistance. Although not all problems are resolved, working in hotels is now considered much more socially acceptable. There is more professionalism, and service standards are slowly improving as a result. VII. CONCLUSIONS 7.01 The project has had the following results: - it has produced a system which meets needs for trained manpower; - it has, together with improvements in the schools, provided ONTT with the physical facilities it needed to carry out sound training; the facilities are complete, although perhaps over designed; - it has strengthened ONTT as an institution, notably the Training Department; the creation of SOGHRA was also important from the institution-building point of view; - it has produced a unified hotel training system which defines logical career paths; ONTT's initiative in preparing the decret cadre was important in this respect and the need to approve the decree recognizing diplomas cannot be over-emphasized; an exception is the hotel maintenance program which was deleted at appraisal; ONTT should be encouraged to make arrangements for such a program probably in one of the project institutions; - although formal training had been viewed with mixed feelings by the tourism industry, the program has been accepted by the profession as evidenced by hoteliers' presence on the Board of each school and their willingness to teach classes; - the program has been accepted, too, by students, some of whom continue beyond the basic CAP to the BTH. 7.02 The project laid the groundwork for an effective system, one which should evolve and adapt with the sector's growth. TUNISIA: HOTEL TRAINING l'ROJECT TINISIE: PROJ(.ET l)EF 1;(RAION I614OIERE Sunmary Indictors of Toxurism Development Indices sommaires du devoloppement touristique Duree Sejour Taux Recettes Recettes Investissement Emplois Dans Arrivees Capacite Nuitees Nuitees Moyenne/ Dloccupationf en Devises/ Par Nuitee/ Cumule (Lits)/ Les Hotels/ Internationales/ en LIts/ Internationales/ Resideiits/ Average Bed Foreign Receipts Cumuilative Employment International Red CnternationSal Resident Length OccupancY Exchallnge per investment in in Arrivals Capacity Bedniglits Bednights of Stay Rates Receipts Bednight Accommodation Acco-r-idation Year (Nc ) (,o. -No.) (No.) (NlTD) (Tn _ °°°) 1962 52,752 4,077 395,777 244,642 7.5 58.2 1,970 5.0 10,141 1,631 1963 104,731 5,743 540,759 211,348 5.2 45.7 3,700 6.8 16,772 2,297 1964 138,238 7,573 694,374 212,628 5.0 44.0 5,300 8.1 29,636 3,U29 1.965 165,840 8,726 1,129,416 190,737 6.8 50.0 9,200 8.1 40,675 3,490 1966 218,817 14,484 1,636,881 204,841 7.5 40.0 13,600 8.3 51,307 6,194 1967 231,088 17,996 2,030,086 225,239 8.8 46.4 16,433 8.1 62,417 7,!98 1968 330,284 23,263 3,082,313 261,927 9.3 56.4 22,168 7.2 79,412 ;JO5 1569 373,320 30,421 3,406.422 274,122 9.1 50.9 26,103 7.7 94,304 12,168 1970 410,749 35,297 3,819,616 295,367 9.3 46.7 31,600 8.8 108,612 1-',119 1971 608,206 41,252 5,821,090 296,468 9.6 96.7 53.800 q 16 ,39 6. 1c'00 1972 780,330 46,306 6,777,779 326,548 8.7 57.6 68,437 10. 1 145,,00O7 18,522 i 1973 721,897 52,924 5,882,497 371,056 8.1 43.7 72,395 12.3 169,745 21,170 . 1974 716,003 55,748 5,636,385 436,585 7.9 41.2 80,873 14.3 182,022 22,299 ch 1975 1,013,851 62,397 8,652,556 520,344 8.8 53.7 115,158 13.0 188,323 24,'.59 1 1976 977,818 63,333 8,898,029 678,268 9.1 51.0 126,918 .14.3 199,770 25,333 1977 1,015,966 64,097 8,117,577 686,Vb8 8.0 47.1 139,439 17.2 210,613 25,639 1978 1,141,942 66,059 8,804,945 651,310 7.7 50.0 169,691 19.0 229,070 26,424 1979 1,355,951 68,843 11,170,943 840,073 8.2 59.0 219,186 19.1- 238,570 27,537 1980 a/ 1,602,051 71,150 12,097,984 694,394 7.6 60.0 259,783 21.5 254,719 28,675 1986 b/ 2,300,000 111,000 19,071,840 1,650,000 8.3 60.0 430,OOCc/ 21.5 c/ 604,000 c/ 44,675 a/ Provisional/provisoire b/ Draft Plan targets/previsionnel c/ In 1980 dinars/en dinars de l'annee 1980 Source: ONTT I-. t x I- I-D TUNISIA: IlrEL TRAININC PROJECT TL'NISIE: PROJET DE FOIR'IATION HOTELIERE Manpo.er Prolectlons (Level IV) 1974-1983 Previsions de la main d'reuvre 1974-1983 (Does not include apprenticeship program) (PQogramme d'apprentiasAge non-compris) .1/ 1. Accecrodatioti capacity (beds) Caanciti d'acruell (lits) -1973 1971 1915 1976 1977 1978 1979 1980 1981 1982 1983 at beginning of year/su debut de Iannee --47.824 55,938 66,488 74,488 82,488 90,488 98,488 106,488 114.488 122,488 130.4SS - a'pittons 8.114 10.550 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,0G.O at end of year/i 1 fin de I'annee 55,938 66,488 74,488 82,488 90,488 98,488 106,488 114,488 122,488 130,468 138,4b8 . Enplov-ent at level IV au n;veau IV 2/ - at bhginning of year/au debut de I'annee 7,730 9,400 11,590 13,250 t4,910 16,570 18,230 19,890 21,550 23.210 24.879 - 10 .ru-tent for new accossodation/recrutement pour IIt sJ; p1v'ntaires 1,670 2,190 1,660 1,660 1,660 1,660 1,660 1,660 1,660 1,660 1,660 - at eld of vear.'a la fin de I'annee 9,4, l3 11,590 13.250 14,910 16,570 18,230 19,890 21,550 23,210 24,870 26,533 T T.tal - ersonnel n,eeds at level IV Tet,I d.c besoins en_2crsonnel de nSveau TV 3/ real tcezent for defarting pcrs-nnel/remplacement 750 930 1,060 1,190 1,330 1,460 1,590 1,720 1,860 1,990 2.120 - ataff for stw hotels/personnel des nouveaux h^ote1a 1,670 2,190 1.660 1.660 1,660 1,660 1,660 1,660 1,660 1,660 1,6t - total 2,420 3,120 2,720 2,850 2,990 3,120 3,250 3,380 3,520 3,650 3,7 S - c,t;ot of training system/production du systeme de formation 435 435 435 930 1,381 1,708 2,410 2,470 2,410 2,410 2,410 - as a percentage of total personnel needs at level IV/en 7. des besoins totasx en personrel au niveau IV 18.0 13.9 16.0 22.6 46.2 54.7 74.2 73.1 68.5 66.0 63.8 4. Tnalond perso-nel at level IV Pers -i for -e ou nivoau IV 4/ a t be.inning of year/sa debut de liannee 1,370 1.660 1,930 2,180 2,860 3,900 5,160 6,960 8,680 10,210 11.610 - eutvt of training system/production du systeme de formation 435 435 435 930 1,381 1,708 2,410 2,470 2,410 2,410 2,410 _ deFe rti.q persinnel/personnel quittant 1'emploi 5/ 145 165 185 250 341 448 610 750 880 1.010 1.120 - at sod vi >,ar/ la ifs do l'an1e 1,660 1,930 2,180 2,860 3,900 5,160 6,960 8,680 10,210 11,610 12.9;J - as a perce.otoge of tWtal lcvel IV employment at en of year/ 7 du total des enployis de nivesu IV en fin d'annie 17.1 16.6 16.5 19.2 23.5 28.3 35.0 40.3 44.0 46.7 - 48.6 S. Relrc ;'cr and upgrading courses Cours do recyclace et de perfecrionnement - annual output/production annuelle - - 1,350 1,350 2.160 2,160 2,160 2,160 2,160 2.160 - cumulativo out-pt/producti.n cunulee - - - 1,350 2,700 4,680 7,020 9,180 11,340 13,500 15,ft0 - backlog of untrained level IV at end of year/personnel de niveau IV non frnor i 1a fin de lannee 7.740 9.660 11.070 12.050 12.670 13.070 12.930 12.870 13.000 13.260 13.630 - cumulative output of refresher courses as a percentage of backlog/prodoction cuaul6e des cours du recyclage an 2 du personnel non forme - - - 11.2 21.3 37.2 54.3 71.3 87.2 101.8 114.9 1, Faa .nos far T37! and Th4 pr, vded by ONIT, Figuses for 1875-1983 are mission's estimates/ '.!;fre, Curni, par 1'0lTT poor 1972-1974. Les chiffres pour 1975-1983 sont de estimations de is mission. 2' FL: rs ior 1973 from iLO report. For new accommodation the ratio of .208 level IV employee per bed has been adopted/ C'ifirea pour 1973 tires di rapport du BIT. On a adopte le ratio employe niveau IV/'it de 0,208 pour les nouvelles installation. d'accueill. 3' It is asured t!,at 6' of the ncnpower at the end of the year lenve their jobs in the Tunisian hotel Industry in order to emigrate, retire or be employed in another sector/ Gr suappcse que 8b de la main d'oeuvre qulittant a la fin 1e 1 anne'e leur emploi dans l'induotrie h6teliere tunisienne pour #migrer, prendre leur retraite ou travailler dars un autre secteur. 4 Fi Parn for 1973 Irt= ILO report/ ( (D ' affres rour 1973 tircs du rapport sIT. , > 5! ' : t:2ined personnel at beginning of year and output of t11e training system/ 8 do tersocnal fored au debut de lPanneet production du systeme de formation. . arnh :974 pats 1.74 TUNIS! !: HOTEIL TRANING Pl;OlFCT TUN I S I I F( I 1 r DE FO(6MI II I_N I!) Ill ,DIR Mlanpower Prolections (Level IV) 1974-81 And UJtilization o Trilap Caitcity Projections relatives a In main d'oeuvre (NIv-eox IV et III) ct aux performnicen des ecoles hotelierca 1974 1975 1916 1977 1978 1979 1980 1981 1. Bed cnracity/cepacite d'accetul b ginning of year/au debut de 1'annee 1i 52 924 55 748 62 397 63 333 64 097 66 059 68 483 71 150 Additions 42 824 6 649 936 764 1 962 2 7e4 2 307 2 850 Eod of year/a la fin'da Is'nnee 55 748 62 397 63 333 64 097 66 059 68 483 71 150 74 000 2. RMioireet (levelm II, IVI/rmNplot (Niveaux lV. III) beJInnllng of yeAr/au dtebut de I'annee 11 114 11 707 13 103 13 300 13 460 13 872 14 457 14 941 Additions 593 1 396 197 160 412 585 484 599 End of year/a is fin de l'annee 11 707 13 103 13 300 13 460 13 872 14 457 14 941 15 540 3. Ive 1': NI.v Per=on1el ,,A.IO...oln-e en personnel. QJiveaux IV 1113 eRdlacenent/renplacements 2/ 444 468 524 532 538 555 578 59t For new hotels/recrutement, lit upplementaires 593 1 396 197 160 412 585 484 599 Total 1 037 1 864 721 692 950 l 140 1 062 1 197 Outpu,t of full time students at level III atod IV/production nette tenmps plain 3/ 488 527 542 432 521 711 1 089 1 100 As a 3 of totoil personnel niecds/en 7. des besoins totaux du personnel (Niveauz IV. i1i) 47 28 75 62 55 62 103 92 4. Trrnl' at Ivels 111. TV)) Personnel forms (Niveaux IVl lI) At bes innlSsie of year/ au debut de l'annes 385 873 1 400 2 150 2 657 3 076 3 576 4 256 Output,' pr ,ductlon: level IV/Niveau x IV 488 527 750 432 521 711 1 089 1 100 4/ level IlINivenur III - - - 77 100 4/ End of yeir/o Ir fin de l'anoee 673 1 400 2 150 2 582 3 178 3 787 4 733 5 456 Aa 7, of all enmplyces &t levels Ill, IV/'t du total ds eamploySaim diveeux IV et III 7.4 10,6 16.1 19.1 22.9 26.2 31.7 35 5. Pert tite nc,ipjg en/RIcIc ge at Porf,ctionnemant ) 111 cilaol/dinslea ecoles F-, a) An achoi:p c pr l eA or e nroelen . . . 450 450 450 600 600 OO C flat .ve outp. t/prQ.iction cunmulee * .450 900 1 350 1 950 2 550 1 itt c q,(v;,lcnt 'ytars 'er a inces equivalen*# 56 56 56 75 75 b) in hvtvl ,/i,ns lea hotrels A1sssil I Lotpt /production snnuelle - 3448 2 878 2 310 2 500 CL-eon ltiVe output/production cumulee _ 3 448 6 326 8 636 11 136 6. Vtitli-tltn of trAinelnU cacitV/Utilsation des *tructure. da formatfon ile,rect`icAl capacity/celac te theorique 435 435 926 890 970 930 1 588 1 588 Avail,ale cnp,icity/ eapacite effective 360 360 907 702 702 1 202 1 202 1 202 Ostpst in eqsuLvalent ye.rA/production en anneea equlvalent*s 679 -2 993 649 494 574 B06 1 175 Trining ,braod/formation a 1 etranger 97 70 78 20 20 30 30 30 Total 776 792 1 071 669 514 604 836 1 205 As 7. of theoretical capacity/en 7 de capacite theorique 178 182 116 75 53 65 89 76 As 7. of avvlloble copacity/en % de capacitc effective 215 221 118 95 73 50 70 IOU 7. 0.~till1rrs adpart time)/ProductLon (temps alin eat temps partilal Annual t'annulle 776 792 1 071 1 119 4 412 3 932 3 746 4 305 Cosum1st ive/cussulee 673 1 400 2150 3 032 7 526 11 463 15 319 19 142 Source: ONTT/IBRD eBtiMateg Estimation BIRD/OITT 11 0.210 employees per bed/0.210 emplois per lie 2/ 4R of staffi47 deg effectif> 3 / ONTrr 4/ estimate/astistif _X Avril 1981 TUNISTA: IIOTEL TMAININ(: iROJiCT TUNISIF: i'ROJET IPE FOL.Ut'1ON liolELIERE IvplEcl Tralninn' Ceriter/ E.entre De imdt1ouivje Schedule of classes in weeks/ Total hours per student/ Cnlen.rrer des cours, en nom.bre dc * -alnes Tr3in!2.tFor,.tton l'otal den heures par eleve Adaptation. course/ - Lan.t,3a;es/ School/ Practice hotcl/ Sehool/ Practice hotel/ Cours d'orientation LanCucs Ecole Hotel d'4pplication Total Ecole Itotel d'application Total gezep ton 4 10 10 6 30 864 288 1,152 F IIe,,ektcepng & laundry/etages 4 7 13 6 30 936 288 1,224 ftchlur./culsine 6 6 12 6 30 1,104 288 1,392 Restaurant 4 8 12 6 30 1,008 288 1,296 Source: O:NTT avrtl 1981 .4) TUNISIA - TUNISIE Capacity of Hotel Training System - 1976/81 Capacite du Systeme de Formation - 1976/81 Level School Niveau Ecole 73 74 75 76 77 78 79 80 81 IV Sousse 175 175 175 175 150 150 150 150 150 Bizerte 60 60 60 180 Monastir 125 125 125 132 132 132 132 132 132 Nabeul - - - 170 170 170 170 170 170 Djerba - - - 250 250 250 250 250 250 Hammamet - - - - - - - 250 250 250 Sousse-Nord - - - - - - 250 250 250 Total hotel schools Total des ecoles hotelieres 360 360 360 907 702 702 1202 1202 1202 II Sidi Dhrif Institute Institut de Sidi Dhrif 70 70 70 109 343 343 343 343 343 TOTAL 430 430 430 1016 1045 1045 1545 1545 1545 Source:ONTT March 1981 mx Mars 1981 T'JNISIA: iIOTEI. TR NINCI PROJECT Project Costs Appraisal Estimate Actual Costa Cost Differential (% TD'OOOs US$'000s Bid Price TD'OOOs US$'000s Actual Actual cost/ cost/ Local Foreign Total Local Foreign Total TD'OOOs US$'OOOs Local Foreign Total Local Foreign Total bid estimate Construction Buildings: School 469.9 373.0 842.9 1,068.1 847.7 1,915.8 ) ) ) ) ) ) ) Boarding 313.5 248.8 562.3 712.5 565.5 1,278.0 ) 2,786.4 ) 6,450.0 ) 1,542.4 ) 986.1 ) 2.528.5 ) 3,850.6 ) 2,461.8 ) 6,312.4 ) 146 ) 179 Staff housing 76.1 '60.4 136.5 173.0 137.3 310.3 ) ) ) ) ) ) ) Practice hotels 407.4 323.4 730.8 925.7 734.9 1,660.6 ) ) 945.4 604.4 1,549.8 2,360.0 1,508.9 3,868.9 Land & site development 286.6 227.5 514.1 651.4 517.1 1,168.5 78.4 184.9 93.4 59.7 153.1 197.8 126.5 324.3 195 30 Architectural fees 348.0 - 348.0 790.9 - 790.9 211.0 497.6 224.3 - 224.3 413.0 - 413.0 106 64 Subtotal 1,901.5 1,233.1 3,134.6 4,321.6 2,802.5 7,124.1 3,075.8 7,132.5 2,805.5 1,650.2 4,455.7 6,660.3 4,258.3 10,918.6 Furniture & equipment 905.7 1,032.9 1,938.6 2,058.4 2,347.5 4,405.9 1,087.6 2,565.0 329.1 700.4 1,029.5 1,523.1 973.8 2,496.9 95 52 Technical assistance 66.0 154.0 220.0 150.0 350.0 500.0 220.0 518.9 40.6 218.6 259.2 336.1 214.9 551.0 118 117 Project administration 74.8 44.0 118.8 170.0 100.0 270.0 178.8 421.7 90.0 120.0 210.0 284.6 181.9 466.5 117 178 TOTAL 2,948.0 2,464.0 5,412.0 6,700.0 5,600.0 12,300.0 4,562.2 10.638.1 3,265.2 2,689.2 5,954.4 8,804.1 5,628.9 14,433.0 84 117 /a Includes amounts expended on force account. April 1981 H Z fD X e_n 1' TtNISIA: 1lOTrl. TRAtNING PROJECT TtNISIE PROJET DE FOR.'hATION IIOTELIERE STATEEMENT OF EXPENDITURES - RELEI'E DES DEPENSES DTOOO's Appraisal Estimate/ Provisions de Deviation 1976 1977 1978 1979 1980 1981 Total 1'evaluation Plus Minus Construction and Sitc Developirnent/ Travaux et genie civil 21.1 547.8 1631.7 1133.0 775.1 - 4108.8 2786.6 1322.2 Architects Fees/ Etu;:es et controles 8.0 75.5 30.3 32.1 28.3 50.1 224.3 348.0 123.7 McQ-1iir, a.teriel et equipement - - 0.3 355.6 422.6 251.0 1029.5 1938.6 909.1 Technical Assistance/ Assist;ance Technique 150.9 - 35.7 1.3 39.3 32.0 259.2 220.0 39.2 Froje.t A,d.inistration/ Ad.sinistrAtion du projet 12.4 36.9 42.0 58.2 53.5 7.0 210.0 118.8 91.2 Land Aqui.isicn/ Ac',:,ts terrainB 34.0 1.0 72.0 15.6 - - 122.6 0 122.6 Total 226.5 661.2 1812.0 1595.8 1318.8 340.1 5954.4 5412.0 1575.2 1032.8 r( X 0) TUNISIA: HlOTEL TRAINING PROJE,CT TUNISIE: PROJET DE FORMATION IIOTELIERE Disbursements/Versements de Fonds (US$'000) _ IBRD Fiscal Appraisal Year and Semester/ Actual Cumulative/ % Total Estimate/ Cumulative/ % Total BIRD Annee Fi.scale Ctsuul Previsions Lors Cumul et Sc-mestre De L'Evaluation 1975 1st 2nd - - - 100 100 1.8 1976 1st - - - 580 680 12.1 2nd - - - 1,340 2,020 36.1 1977 1st - - - 1,520 3,540 74.0 2nd - - - 1,240 4,780 85.3 1978 1st - - - 410 5,190 92.7 2nd 625.4 625.4 11.0 410 5,600 100.0 1979 1st 1,105.0 1,730.4 31.0 - - - 2nd 843.6 2,574.0 46.0 - - - 1980 1st 743.2 3,317.2 59.0 - - - 2nd 844.5 4,161.7 74.3 - - - 1981 1st 1,043.8 5,205.5 93.0 - - - 2nd (394.5) /a (5,600.0) 100.0 - - - /a In process/en cours '-3> April 1981 avril 1981 c I TUNISIA: TIOTEL TRAINING PROJECT TUNISIE: PROJET DE FORBATION HOTELIERE Student Enrollment 1971-1980/ Evolution De La Formation Hoteliere Et Touristique Year/Annee 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 Total Level/Niveau: II 122 161 123 94 125 165 48 73 151 199 1,261 III - - - - - - - - - 77 77 IV 549. 685 690 488 527 542 432 521 711 1,089 6,234 Abroad/a'l' etranger 181 142 98 - 97 70 78 38 41 7 4 756 Subtotal/Sous total 852 988 911 679 722 785 518 635 869 1,369 8,328 Upgrading/Perfectionnementa/ 1,200 1,200 1,000 1,000 1,000 2,400 3,898 3,328 2 910 18,936 TOTAL 2,052 2,188 1911 1,679 1,722 1,785 2,918 4,083 3,747 3 679 25,764 Source: ONTT a/All levels/tous les niveaux April 1981 avril 1981 (D X TUNISIA: HOTEL TRATNINC PROJECT TlNISIE: PROJET DE FORIMATION HOTELIERE Number of Students antd Cost of Training/ Formation Du Personnel lHotelier Et iouristique. Effectifs Et Cout De La Formation 1977-1981 Average Students general 1971 197S 1979 1980 1981 trained! cost/ Cost/ Cost/ Cost/ Coat/ Cost/ Total Cout Students/ Cout Students/ Cout Studentsl Cout Students/ Cout Students/ Cout effectifs aoyen School/Etablissement Effectife (TD) Effectifs (TD) Eftectifs (TD) EffectifB (TD) Effectife (TD) formes gencral Sidi Dhrif Institute/Institut Superieur d'llotellerie et de Tourisme de Sidi-Dhrif 180 1,094 180 15,594 160 1,605 192 1,330 195 1,558 907 1.4R6 Sousse-florth - - - - - - 146 402 163 619 309 510 Nabeul 134 861 120 906 160 677 166 638 155 703 735 755 Nammamet' - - - - - 138 605 763 613 301 608 1 Sousse 114 661 90 717 104 835 143 577 143 636 594 685 U' Mo,astir 124 771 84 951 133 818 142 741 126 888 609 834 Djerba 113 770 83 1,141 122 725 171 554 173 618 662 762 La Marsa 55 1,031 _ _ _ _ _ _ _ _ 55 1.031 Studeu,ts trained (per year) /Effectifs formes (annuels) (Sclhools/Ecoles) 540 377 519 906 923 3,265 Average annual cost/Cout moyen annuel 818 928 763 586 669 753 Source: ONIT ouril 1981 .vril !981 5016116 IUT=L S AI1100IIt itCOTS TUNISIEt 180ET DE 10119AT09 feT10.0Ly ofte.t1.o Coats. ay sch-il/r-.1. e a t.nctlonflefoo t P e1l0 fTD 000.) 1975 _ 197S 1977 197 1979 I98. 1981 I'.oristts.flt Moflsge.yn itorarco,',~1 ManasofIt 8a.-g. et Mpgo 51008/ ltoItl S lpAeep/ 31.11/ A .p .... SC.ff/ & npke.y/ Staff/ & pu.pl SI" t apek..p/ 5I'll/ S& kr6.pl Trot. d- o1.er/ Fr-.t d. C.anont Fy81. d. 1.81100 frets d. a on IrodF d. 1.8110 Fy01 d 1.8(100 Frol. do 1.01±0 prsonool Ant... to1 p t8ofl18ct0 11.8 Ttot- p....... 0 .ytetl-t Totl p r.onn.l - otre l-e Total porootnnl ontrellen Tottl poraoon enlrotlo lt.10l p.r-onel ntrIlleo total Mociotir~~~ ~ ~ ~ ~ r _I _t toct, d- t0t.011! 50 37.3 874 29.9 38.1 60. 0 - - - - - . - - . - - - 1t-Ittt do 1t6 Dbsi2 - - 20.8 50.1 50.9 85.6 110.2 196.8 95.2 194.7 286.9 137.9 118.9 255.8 162.1 11.2 555.5 I5.8 11.0.0 293.0 Stet.. 33.0 19.9 52.9 8.0 7.7 15.7 _ - _ - - - - - y talllr 52.6 49.8 102.4 44.2 43.7 87.7 51.6 43.0 '9.5 47.8 32.0 79.8 62.2 46.5 108.7 64.4 80.7 185.I 71.0 28.0 109.0 0 w reo10.8 8.9 19.7 13.5 8.6 23.7 33.0 23.6 56.6 5I.7 5.3 24.0 - - - - - - - Stdi DlIt 27.6 24.5 52.1 30.9 18.9 49.8 - _ _ S-.. 7.7 5.6 10.5 32.4 57.4 59.8 46.8 28.5 75.4 86.9 19.6 6.5 58.7 38. 8 6.6 5Y.7 27.0 82.5 58.5 37.0 95.S t 31.L1 4.5 - 4.5 41.9 28.5 70.2 59.1 56.3 115.4 49.8 59.0 106.6 69.8 38.7 108. 64.S 68.5 185.8 85.8 41.0 108.0 0.2 _ 0.2 18.7 25.5 64.0 39.3 47.7 87.0 36.6 57.7 94.3 41.7 46.7 68.4 4866 46.0 94.6 81.0 46.0 106.0 ,.0.e 00010 - - - ~ i ~ - - 27>.6 58.5 58.7 35.5 68.0 180.5 -t - - . . - . . - 40.4 42.9 85.5 56.0 41.0 97.0 186.5 143.0 329.5 241.9 215.9 461.0 316.3 510.2 626.7 290.0 368.5 658.3 058.1 280.9 849.0 441.9 543.4 785.5 317.0 590.0 007.0 f.dge.t /b PrIor 1. eto D8 . oehool/atAt 1'err rtur- dos ooyallo tl.01. 1971 0.011 ±901 ID t_t h TI'IUIA: IIOlEI. TFLTCI!:I':- PRORECT 'Tt'N Is I E: M.1 DI ; FI!.)NIN 1(101EI. RE Costs of Operatlon of Schloolal Evolutioni Des Frais De Fonctionnement (TD' 000) 1976 1977 1978 1979 1980 Full-time students/Eleves temps complet 542 432 521 862 1.288 Refresher course/Cours de perfectionnement 1,000 2,400 3,448 2,878 2,310 TeachersiE.seignantq 57 72 72 72 97 Student/teacher raties/Ratio eleves/enseignants 9.5:1 6:1 7.2:1 12:1 13.3:1 2peratin.Lc2osts/Frais de fonctionnen"ent: School system/Toutes les ecoles: Payroll & related expenses/Salaires et depenses annexes 241.9 316.5 290.0 368.1 441.9 Equipment, supplies and maintenance/TFSE ) 148.9 156.5 233.8 146.4 151.0 Heat, light & power/Energie Rent/Loyer 3.8 - - - - Subtotal/Sous total 394.6 473.0 523.8 514.5 592.9 Student housing/lnternat: Boarding /Hebergement 50.5 119.5 91.3 108.6 140.9 Stipends/Bourses 20.5 34.2 43.2 38.7 51.5 Subtotal/Sous total 71.0 153.7 134.5 147.3 192.4 Practice hotels/ltotels d'application: _ Payroll/ Sa:aires et depenses annexes 80.0 Cost of sales/Cout d'achatS - - - - 75.5 Other/Autres - - - _ 82-3 Subtotal/Sons total - - - - 237.8 Total cost of operation/Frais de fonctionnement total 461.8 626.7 658.3 649.0 785.3 LESS: Revenue, net of sales tax/Chiffre d'affaires net de la TPS - - - 356.2 Net cost of operation/Frais net de fonctionnement 461.8 626.7 658.3 649.0 429.1 Source: ONTT/SOGHRA April 1981 avril l981 as - 28 - Annex I Table 11 TUNISIA: HOTEL TRAINING PROJECT TUNISIE: PROJET DE FCIRIATION HOTELIERE SOGHRA: Hotels Bulla Regia and Kerkouane Actual and Projected Results/Resultats Actuels et Previsionnels (TD'OOO) Kerkouane Bulla Regia 1980 /a 1981 lb 1980 /c 1981 /b Occupancy/Taux D'occupation (%) 48 n/a 52 n/a Sales/Chiffre d'affaires Pension 146.4 148.0 137.4 155.1 Beverage*/Boissons 29.8 35.0 30.3 35.0 Other/Autres 8.9 4.2 3.4 3.1 Total 185.1 187.2 171.1 193.2 Operating Costs/Frais de fonctionnement Cost of Sales/Couts d'achat 34.8 - 40.7 54.9 Salaries/Salaires 39.3 - 40.7 54.9 Other/Autres 44.3 - 38.0 51.3 Total 118.4 - 119.4 161.1 Gross Operating Profit (GOP)/ Resultat brut d'exploitation (RBE) 66.8 65.0 50.7 32.1 SOGHRA Management Fee/Frais de gestion 10.4 10.3 8.4 9.5 Cash Flow 56.4 54.7 42.3 12.6 /a 13 months/13 mois /b Projected/Previsionnel /c 9 months/9 mois Source: SOGHRA April 1981 avril 1981 - 29 - TUNISIE: PROJET DE FORMATION HOTELIERE Anmex 1 Assistance Technique et Autres Nominations Chart 1 PROJECTEDtPREVISIONNEL 1974 1975 1976 1977 1978 1979 1980 Equipe Tunisienne: Directeur adjoint de la formation X XXXX XXXX XXXX XXXX Architects Conseils X XXXX XXXX XXX Directeur de l'institut de Sidi Dhrif XXXX XXXX XXXX XXXX Nominations pour l'assistance Technique: Equipe pour la Planification du Programme: Chef XXXX XXXX Expert hotelier (A) XXX XXX Expert Hotelier (B) XXX XXX Experts en planification de V'education X X XX Equipe pour la formation des enseignments: Comptabilite et Controle X XXXX X Reception X XXXX X Etages X XXXX X Restaurant x xXXX x Cuisine X XXXX X ACTUEL Equipe Tunisienne: Directeur adjoirt de la formation XXX XXXX XXXX XXXX XXXX Architects Conseils XXX Directeur de l'institut de Sidi Dhrif XXXX XXXX XXXX XXXX Nominations Dour l'assistance Technique: Equipe pour la Planification du Programme: Chef XXXX xXXX Expert Hotelier (A) XXXX XXXX Expert Hotelier (B) ---- ---- Experts en planification de l'education ---- Eguipe pour la formation des enseignments: Comptabilite et Controle XYXX XXXx Reception XXX XXX Etages XXX XXX Restaurant XX XX Cuisine XXXX XXX -30- Annex 1 Chart 2 Id~~ .1 1 | I Z. - * Q ; tS '3's ^ etXx Z 9 Z IBRD 15753(PCR) E - 7- 10- 11- MAY 1981 37'""SENAN EL ACUARIA NEAZ ------------ ~ ~ ~ ~ ~ ~~tFOjB ~ AOUETEKELIBIA MENZEt BOU ZEL FL . BOUSALE 3 E[hAB .$zw t -RtoAROhtN SAB HEILA ol / J"ENDOL BA TEST YglA EKORBA o$09~~~~~~~~~ ~~~~~ ZAG AMOI T NEUL ) <7/ \X35,go ~~5 LIANi OAD ENFIDAVILLE 36'~ ~ ~ ~ ~~C,œ J /S R \ 36'- TAD f; SEELA /. - SOSEL NORT IXKASSERIt g * X JBENIANA 35- T SIA . _R FEKAL HOTEL TRAINING PROJECT.l BEN AOUN KNINE 5 ~' )\ / KALFAHALAAFA Prlc t15/tst,~5s / U Existing Hotel Sch fol L GET OUR REEE Prvnca Caitl A F R I C A8 34-~ ~ ~ ~~ at a- Gr*e Roadso -.\ :3 LL SO.- UOUAAMAA S5 ZRI <~ ~ ~ ~ ~ ~~~~~~~~~~~~~~U L JEgAA . KEDDACHE 0 / ; O ;~~~~~~~~~~~~~~~~~~~~HEB 33 HOTEL TRAINING PROJECT tX~~ ~~~~~~~~~~~~~~~~~~~~~~~- EL Nj' Intro Inationaltirorts ^-n1vv L _ | pvarn . - EtervtionoHtl Sinhorils 0 20 NSI /0 5 0 4 viJvvv,,v,, Provi~ ~ ~~~~A ncE icf EN BoncrisCtT H