Document of The World Bank FOR OFFI(lAl. SE ONLY Report No. 12211-BD STAFF APPRAISAL REPORT BANGLADESH SECOND ROAD REHABILITATION AND MAINTENANCE PROJECT JUNE 3, 1994 7- \ 1t7 4.1 Energy and Infracstructure Operations Division Country Department 1 South Asia Region This document has a restricted distribution and may be used by ecipient only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authoriation. CURRENCY EQUIVALENTS (ao of January 1994) US$ 1.00 Tk 40.07 Taka (Tk) 1.00 - US$ 0.0250 WEIGHTS AND MEASURES 1 centimeter (cm) = 0.394 inch 1 hectare (ha) = 2.47 acres 1 kilometer (km) = 0.621 mile 1 liter (lt) 0.264 gallon 1 meter (m) = 3.28 feet 1 square meter (ml) 10.76 square feet 1 c.ubic meter (Wnl) 35.31 cubic feet ABBREVIATIONS AND ACRONYMS ACE - Additional Chief Engineer ADB - Asian Development Bank BR - Bangladesh Railways BRRL - Bangladesh Road Research Laboratory BRTA - Bangladesh Road Transport Authority BRTC - Bangladesh Road Transport Corporation BTSS - Bangladesh Transport Sector Study Project (BGD/89/036) BUET - Bangladesh University of Engineering and Tec.-iology CCDB - Christian Commission for Development in Bangladesh DC - Deputy Commissioner EIRR - Economic Internal Rate of Return GOB - Government of Bangladesh HDM - Highway Design and Maintenance Standards Model/version III ICB - International Competitive Bidding IEB - Institution of Engineers of Bangladesh IMSCT - Inter-Ministerial Steering Committee for Transport IWT - Inland Water Transport LCB - Local Competitive Bidding LGED - Local Government Engineering Department MOC - Ministry of Communications NGO - Non-Governmental Organization NPV - Net Present Value ODA - Overseas Development Administration (U.K.) PCWD - Project Civil Works Director RAP - Resettlement Action Plan RHD - Roads and Highways Department RMP - Road Master Plan RMSS - Road Materials and Standards Study RRMP-I - Road Rehabilitation and Maintenance Project (Cr.1827-BD) RRMP-II - Second Road Rehabilitation and Maintenance Project RRTD - Roads and Road Transport Division SBD - Standard Bidding Document SOE - Statement of Expenditure TA - Technical Assistance TOR - Terms of Reference TYRIP - Three Year Rolling Investment Program UNDP - United Nations Development Program FISCAL YEAR July 1 to June 30 FOR OFFICIAL USE ONLY BANGLADESH SECOND ROAD REHABILITATION AND MAINTENANCE PROJECT Credit and 2roject Summarv Borrower: People's Republic of Bangladesh Amount: SDR 103.9 mnillion (US$ 146.8 million equivalent) Terms: Standard, with 40 years maturity Project Descrintion: The project will assist the Roads anid Highways Department (RED) to initiate physical implementr-ion of the Road Master Plan for the main road network in Bangladesh, thus preserving the capital base of the road system and improving high priority sections in a systematic manner. The 4-year time slice financed under the project includes about 168 km of rehabilitation, 100 km of widening to 2-lane standard and 1,800 '.an of periodic maintenance (mainly asphalt concrete overlajs and some resealing) in areas west of the Jamuna. The projec: will also enhance the country's institutional and technical capacity to operate and maintain the main road network through (a) technical assistance for programming and supervising the project road works and for carrying out feasibility studies and other preparation activities for future road construction and improvement works, and (b) an institutional development program, comprising consultancy services, twinning arrangements, officer and staff training, research and associated equipment, for RHD and other road. agencies. While integrating and building upon past technical assistance, the primary focus will be improved planning, management and implementation of road works in the subsector. Benefits and Risks: The main project benefit will be a reduced total cost of road transport on Bangladesh's most travelled roads. An important additional benefit is development of the country's self-suffi- ciency in managing its road network. The main technical risks include delays in project implementation and failure to implement the optimal maintenance program. The first has been mitigated by signature of the supervisory consultant and first year maintenance contracts and invitation of bids for the rehabilitation works before Board presentation, and completion of joint verificatian of land and other property to be acquired under the project before credit effectivenesa. As for the second, the supervisory consultant will work closely with RED staff in preparing the annual program using the Highway Design and Maintenance Standards Model and in implementing it. On the institutional side, the main risks are over-dependence on consultants, ineffective and slow implementation of the institutional development program, and lack of motivation on the part of RHD staff. RHD staff will be integral members of the supervisory consultant's team and will be given increasing responsibility as the project progresses. The institutional development program will begin with a skills gap assessment; a Review Committee has been established in the Ministry to oversee program implementation. | document has a resticted distribution and ruay be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. - ii - In an effort to maximize the program's effectiveness, various safeguards have been incorporated, such as minim-am criteria for staff as specialist's counterparts, initiatives to motivate staff, and milestone achievement and target handover dates for key tasks. Involvement of local institutions outside the Ministry will enhance its sustainability. Close supervision by IDA/ODA and a joint mid-term review will also help to keep the overall project on track. Proiect Costs: Local Fcreign Tot-l ----US$ million - --3 Road Works Rehabilitation/Widening 39.5 31.2 70.7 Periodic Maintenance 66.8 58.8 115.7 Preparation/Implementation Support 6.0 5.7 1 8 Institutional Development 1.1 7.1 8.2 Base Cost 113.4 103.0 2l6.4 Physical Contingencies 12.7 10.3 23.0 Price Contingencies 6.6 6.2 12.8 Total Prcject Cost a/ 132.7 119. 252.2 Financinq Plan: Local Foreiqn Total -----------US$ million--------- IDA 35.5 111.3 146.8 ODA b/ 0.6 8.2 8.8 GOB 96.6 - 96.6 Total 132.7 119.5 52.2 Estimated Disbursements: IDA Fiscal Year FY95 FYMU FY97 FY98 FY99 FY00 [-----------------(US$ Million)-----------------] Annual 24.7 32.2 38.1 30.8 17.5 3.5 Cummulative 24.7 56.9 95.0 125.8 143.3 146.8 Economic Rate of Return: The weighted average EIRR for the overall project is 27%. The EJRR for the rehabilitation and widening works is 22t and 25%, respectively, and for the periodic maintenance program 34%. Poverty Categoro: Not applicable. t, Total project cost net of duties and taxes (USS 27.6 million) is USS 224.6 million. Totals may not add due to rounding. py An allocation of up to 6.4 miflion pounds sterling (about USS 9.5 million) of British grant assistance over four years for the project's institutional development program has been approved. - iii - BANGLADESH STAFF APPRAISAL REPORT VLCOND ROAD REHABILITATION AND MAINTENANCE PROJECT Table of Contents Pacte No. CREDIT AND PROJECT SUMMARY . . . . . . . . . . . . . . . . . . . . .i I. THE TRANSPORT SECTOR A. The Transport System . . . . . . . . . . . . . . . . . . . B. Public Expenditure for Transport . . . . . . . . . . . . . 4 C. Institutional Arrangements and Government Policies . . . . 5 D. Development Strategy for the Transport Sector . . . . . . 6 E. IDA's Role and Assistance Strategy for the Transport Sector 7 II. THE ROAD SUBSECTOR A. The Road System . . . . . . . . . . . . . . . . . . . . . . 8 B. Road Conditions and Standards . . . . . . . . . . . . . . . 9 C. Road Traffic and Transport ... . . . . . . . . . . . . . 11 D. Road Administration . . . . . . . . . . . . . . . . . . . 13 E. Road Expenditures and Revenues . . . . . . . . . . . . . . 15 P. Development Strategy for the Road Subsector . . . . . . . . 17 G. IDA's Role ana Assistance Strategy for the Road Subsector 19 III. THE PROJECT A. kroject Background ... . . . . . . . . . . . . . . . . . ^3 B. Project Objectives . . . . . . . . . . . . . . . . . . 24 C. Project Description . . . . . . . . . . . . . . . . . . 24 D. Project Costs and Financing . . . . . . . . . . . . . . 27 E. Project Engineering and Status of Preparation . . . . . . . 29 F. Project Implementation . . . . . . . . . . . . . . . . . . 30 G. Procurement . . . . . . . . . . . . . . . . . . . . . 32 H. Disbursemernts . . . . . . . . . . . . . . . . . . . . . 35 I. Environmental Impact . . . . . . . . . . . . . . . . . . . 35 J. Land Acquisition and Resettlement . . . . . . . . . . . . . 36 K. Reporting and Auditing . . . . . . . . . . . . . . . . . . 38 L. Project Monitoring and Supervision . . . . . . . . . . . . 39 rv. PROJECT JUSTIFICATION A. Economic Evaluation ... . . . . . . . . . . . . . . . . 40 B. Project Risks . . . . . . . . . . . . . . . . . . . . . 42 V. AGREEMENTS REACHED AND RECOMMENDATION . . . . . . . . . . . . 43 This report is based on the findings of an appraisal mission in March 1993 and subsequent follow-up missions. Mission members included Ms. J. Koch (Mission Leader) and Mr. S. Lundcbye (Transport Engineer)--SAIEI; Messrs. A. 8anerjee (Operations Officer) and M. Quazi (Program Officer)--SAiHG; Mr. A. Byl (Transport Economist)--ASTIN; Ms. R. Jayewardene (Resettlement Specialist) and Mr. A. Jerve (Anthropologist)--ASTHR; and Messrs. R. Armijo (Civil Engineer/HDM Specialist) and J. Rolt (Civil Engineer/institutional Specialist) and R. Weatherell (Civil Engineer/Institutional Specialist)--Consultants. The Division Chief (SAIEI) ard Director (SAI) are, respectively, Ms. M. Garcia-Zamor and Mrs. A. Hamilton. Peer reviewers included Messrs. C. Hoban (TWUTD), G. Therskan (MN2tN) and S. Berkiman (AFTHR), who reviewed technical, economic and institutional aspects, mespectively. Secretarial support was provided by Ymes. P. Reed and R. Baba. - iv - Pace No. TABLES 1.1 Output and Modal Shares in Passenger and Freight Transport 2 3.1 Project Cost Estimate . . . . . . . . . . . . . . . . . . . . 28 3.2 Project Financing Plan . . . . . . . . . . . . . . . . . . . . 29 3.3 Summary of Procurement Arrangements . . . . . . . . . . . . . 33 4.1 Summary of NPV and EIRR Estimates . . . . . . . . . . . . . . 42 ANNEXES 1.1 Policy and Institutional Reform Matrix 2.1 Bangladesh Road Network in 1990 2.2 Road Master Plan Study - Summary 2.3 Size of Vehicle Flee. in Bangladesh, 1988-91 2.4 Cross-Section Standards for RHD Roads 2.5 Road Accidents in Bangladesh, 1983-92 2.6 Bangladesh Road Transport Authority 2.7 Roads and Highways Department 2.8 Bangladesh Road Research Laboratory 2.9 Roads and Highways Department Staffing, April 1994 2.10 Overview of Recent Technical Assistance to RHD 2.11 Actual Capital and Recurrent Expenditures of RHD, FY86-93 2.12 Actual and Projected Development, Maintenance and Ferry Expenditures of RHD, FY86-99 3.1 Project Details 3.2 Terms of Reference: Supervisory Consultant for RRMP-II Road Works 3.3 Overview of Institutional Development Program 3.4 Terms of Reference: Twinning/Consultancy Team for Institutional Development Program 3.5 Project Components by Year 3.6 Financing Plan 3.7 RHD Organization for Project Implementation 3.8 Project Implementation Schedule 3.9 Local Competitive Bidding Procedures 3.10 Disbursement Schedule 3.11 Summary of Project Environmental Analysis 3.12 Land Acquisition and Resettlement 3.13 Project Progress Reporting Requirements 3.14 Project Supervision 4.1 Economic Analysis 5.1 Selected Documents Available in Project File MAP Bangladesh: Second Road Rehabilitation and Maintenance Project (IBRD) 24202 BANGLADESH SECOND ROAD REHABILITATION EU m1AINTENANCE PROJECT I. THE TRANSPORT SECTOR 1.1 Bangladesh's surface transport system is severely constrained by geography and climate, and air transport has so far had limited impact. The country consists mainly of a flat alluvial plain, criss-crossed by rivers, including three of the world's larg-st rivers, the Padma, Jamuna (called the Ganges and Brahmaputra, respectively, in India) and Meghna, which reach the sea together as the Padma and are major obstacles for east-west transport in the country. 1.2 Transport intensities in Bangladesh are lower than in many neighboring countries, but Bangladesh has witnessed a rapid growth in transport demand since the mid-1970s--more than 8% per annum (p.a.) for passengers and 6% p.a. for freight traffic. Demand for road transport has increased at an even faster pace of about 10t p.a. This compares with a GDP growth of some 4% p.a. over the same period. Bangladesh's personal mobility level is still less than half that of India and only one sixth that of Thailand. Transport requirements are expected to intensify further as the country continues to move from a s'ibsistence to a more market-based economy. 1.3 IDA, together with the Government of Bangladesh (GOB) and supported by the United Nations Development Program (UNDP), embarked on a major review of the transport sector in 1989 to assess recent developments and improve coordination among transport sector investments. Detailed discussion of the transport sector, resulting from this review, can be found in Bangladesh: Transport Sector Review (Report No. 9414-BD, June 25, 1991). A policy and institutional reform matrix drawn from the report is given in Annex 1.1; it outlines the main findings and recommendations of the review and status of actions taken to date. Further analysis is also continuing under the UNDP- funded, IDA-executed Bangladesh Transport Sector Study (BTSS) pzjject (BGD/89/ 036); a Resident Advisor was appointed in August 1992 to assist the Planning Commission's Infrastructure Division with implementation of the BTSS project. A. The Transport System 1.4 The relative roles of transport modes in Bangladesh are evolving, with road transport expanding at the expense mainly of the railways, particularly for freight (Table 1.1). Inland water transport (IWT) plays a comparatively important rile in passenger (passenger-km) and freight (ton-km) traffic (15% and 30% respectively), although road traffic (69% and 59% respectively) is growing most rapidly. Rail traffic (16% of passenger and 11* of freight transport) is mainly carried over some 1,900 kilometers (km) of meter gauge track in the eastern and northwestern parts of the country. The 900 km of broad gauge track in the west has lost importance because the original generator of its traffic, the port of Calcutta (India), has been largely replaced by the Bangladesh ports of Chittagong and Mongla. Private carriers dominate the road and water transport networks, while the railway is government-owned and heavily subsidized. - 2 - Table 1.1: Output and Modal Shares in Passenger and Freight Transport Passenger Freight Total Mode Shares Total Mode Shares Pass-km Road IWT Rail Ton-Km Road IWT Rail (in billions) - ------- (in billions) -------X Estimated for 1979 17 54 16 30 2.6 35 37 28 Estimated for 1985 35 64 16 20 4.8 48 35 17 Estimated for 1989 57 68 1r 17 6.3 59 30 11 Estimated for 1991 61 69 15 16 7.0 59 30 11 Forecast for 2000 >100 70 15 15 9-10 60 30 10 Source: BTSS p.oject. 1.5 The traditional forms of transport (wind, animal and human power) continue to play a very intportant role in water and road transport. They consist mainly of sailboats and rafts (country boats), bullock and human- pulled carts, cycle rickshaws and some bicycles. Motorized ricksha"'E and motorcycles are also growing in number. The congestion created by these traditional vehicles and their impact on the overall speed of modern traffic is a serious problem, particuilarly in the urban areas. At the same time, the traditional modes of transport account for about 75% of the value added, 85* of employment and 30t of vehicle assets employed in the domestic transport sector and are environmentally least polluting. Under the Dhaka Integrated Transport Study (UNDP-funded, GOB-executed) which is now near completion, studies have been carried out to help reduce urban traffic congestion through better traffic management and enforcement and special lanes for slow vehicles. 1.6 Road. Road transport in Bangladesh has been very dynamic. The paved road network was a mere 600 km in 1947, when the part of Bengal which today forms Bangladesh separated from India to become East Pakistan. In 1971, when the former East Pakistan became Bangladesh, the paved road network had grown to 4,000 km; today it is more than 13,000 km. The unpaved network is over 150,000 km; however, much of it becomes impassable during the long (July- September) monsoon season, which in a somewhat compensatory manner expands the inland water transport network from about 5,200 km to 8,300 km. Under the influence of better roads and aggressive private truckers, freight and passenger volumes carried by road have nearly doubled in the 1980s, reaching some 20 million tons and 250 million passengers per year, respectively. However, further growth is likely to be constrained by the high cost of developing and maintaining a road network in a country where most roads are built on embankments, the main network has a bridge every three kilometers and a drainage structure every kilometer and essential road building materials such as stone aggregates are non-existent. The road network and main issues facing its future development are discussed in detail in Chapter II. 1.7 Rail. The 2,800 km dual gauge rail system is fully publicly owned and operated. The difference in gauge and the Jamuna river ferry crossings substantially increase operating costs and turnaround time of equipment. Traffic on the railways declined substantially in the 1980s from about 90 mil- lion passengers and 3 million tons of freight to about 50 million passengers and 2.5 million tons of freight, while the country's population grew by more than 20*. In recent years, Bangladesh Railways (BR) has incurred a net loss on the order of Tk 1.5 billion per year and has covered less than 70% of its operating costs. 1.8 BR's large deficit and the high level of direct and indirect government subsidies is probably the single biggest issue facing GOB in the transport sector. In an effort to arrest this deteriorating trend and turn - 3 - the railway subsector's performance around, GOB has begun to implement key elements of a Rail Recovery Program, formulated with donor assistance, aimed at restoring BR's financial viability and creating a corporate environment which will enable rail to compete with other transport modes in cost and quality of service i.i the present market. The Program includes tariff adjustments and improved collections, replacement of open-ended subsidies with explicit subsidies for uneconomic but essential services, labor force reduction, organizational restructuring, rationalization of services and facilicies, and sale of surplus assets. These same key areas are identified in IDA's Transport Sector Review, and as indicated in Annex 1.1, action has been initiated on several fronts, including a 14% tariff increase in FY93, a reduction in staff of some 8,300 (out ot 55,000) by end-FY93 through voluntary separation and attrition with further reductions planned in FY94, introduction by GOB of a public service obligation plan for BR, closing of two branch lines and elimination of 40 daily passenger trains. The Asian Development Bank (ADB) has traditionally assisted the rail subsector in Bangladesh and in 1993 negotiated a loan to support implementation of the Rail Recovery Program; the loan is expected to be approved in 1994. ADB-funded technical assistance to assist GOB in implementing institutional and organizational reforms within BR also commenced in early 1994. 1.9 Inland Waterways and Ports. Inland waterways continue to play a relatively important role in the Bangladesh transport system, given the network's extensiveness and the regularly occurring floods which disrupt the other surface modes. Over time, however, the i-avigable network has been shrinking due to siltation and reduction in the amount of water available during the dry season. The inland waterways system includes some eight major and over 103 minor ports. Most of these ports are impaired by inadequate facilities for mooring and unloading vessels and for storage of goods, as well as by siltation of approach channels. These problems are compounded by the unpredictability of the rivers, which often change course, erode embankments and generally endanger fixed riverfront infrastructure. Substantial increases in budgetary allocations for dredging and in the productivity of the dredging fleet are needed, with resources concentrated on the most important (Class I and II) waterways; extension of waterways' dredging to the northeast is also needed to facilitate transport of construction materials, which are a scarce resource found mainly in this area. These and other issues pertaining to the IWT subsector, identified during the recent Transport Sector Review (Annex 1.1), are being addressed under IDA's Third Inland Water Transport Project (IWT-III/Cr. 2232-BD) which has been prepared with considerable bilateral assistance (Finland, Netherlands, Japan, U.K. and U.S.). Due to prolonged delays in appointing consultants to assist in carrying out agreed institu- tional reforms under the project, IWT-III encountered some difficult start-up problems and IDA suspended disbursements for five months (August 1 - December 30, 1993). GOB is now proceeding to implement the project. 1.10 In order of importance, Bangladesh's three major ports are Chit- tagong, Mongla and the Dhaka/Narayanganj complex, the latter serving mainly inland and transit traffic from the two seaports. Chittagong is the older and principal seaport of Bangladesh. Situated in the southeast, it handles about 80t of Bangladesh's 10 million tons of annual foreign trade. With Chittagong located far from the center of the country, however, most merchandise has to travel up to 500 km and cross the Meghna, Jamuna and several other rivers; waiting time at the Jamuna ferries can be several days for road and up to three weeks for rail traffic. The Mongla port, well-situated in the southwest of the country, may someday be able to efficiently serve the western part of the country, but it has yet to fulfill this role due to problems of siltation - 4- at the approaches to the berths and hinterland access. Designed for a 7.5 meter (m) deep approach channel, the port can presen'. Iy accommodate only vessels of .:p to 4 m draft. While Mongla-, connection to tre r,main road networx through Khulna has now been completed (with a ferry crossing over the Rupsha), most cargo still travels by inland wateruiays and sevixce to the northwest remains poor (with most cargo coming via ChiLtacgong) . The Dhaka/ Narayanganj port complex is handling an increasirq volume of traffLc, growing from 1.6 million tons in 1980 to ovet 3 w.illioii Loni LodLay. The potential for container traffic at this port is -resently same 2,06,;O tons and could grow to over 500,000 tons by the year 2000, ii adequate contairner facilities are provided. The Chittagonig and Mongla Port Aulduv,rit Leo are two of the better managed parastatals in Bangladesh and have shown surpluses foi the last several years. In assessing Bangladesh's need tc2 furthelr development of its ports, including measures to address Mongla's swlt_`',ion problems, potential for growth in conta4.ner traffic and possible establishment of an international port of call at Dhaka, it is important to take an integrated approach; preparation work is planned under IDA's Sixth Technical Assistance Project (Cr. 2393-BD) for a port systems development project. 1.11 Airports and Air Traffic. Though growing, civil aviation still carries a negligible portion of domestic traf-fic. Local air transport is mainly handled by BIMWN Bangladesh Airlines, a public sector airline which also operates international flights. B. Public Expenditure for Transport 1.12 Transport expenditures, about 10% of total public expenditures in FY90, fluctuated between 7t and 13% of total expenditures in the 1980s (Tk 5- 10 billion, or about US$ 200-300 nmillion, per year). In real terms, total development expenditures for the main transport network over this same period declined, despite a 40t increase in donor assistance to the sector. As a result, Bangladesh has one of the lowest levels of public investment in transport per unit of output in the sector, among Asian countries. Develop- ment expenditures have also tended to be somewhat biased in favor of the rail subsector (in relation to its role in transport). In contrast, recurrent expenditures for transport have been relatively high, but this is because of the large deficits incurred by Bangladesh Railways and, to a lesser extent, deficits of other transport parastatals. 1.13 GOB has made reasonably good progress in setting investment priorities in its three year rolling investment program (TYRIP) which is reviewed on an annual basis with IDA and other donors (under the Public Resource Management Adjustment Project, Cr. 2361-BD). Transport (excluding the Jamuna bridge) accounts for about 12% of investments in the FY93-95 TYRIP (Tk 38 billion, or US$ 975 million) .1 Transport sector planning in particular is being addressed under the BTSS project (para. 1.15). While inadequate levels of maintenance expenditures is a generally recognized problem in Bangladesh, progress h"s been made in some sectors in recent years; for example, the maintenance budget for the main road network has tripled during FY87-93. Elimination of the transport parastatals' deficits, particularly that of BR, will also go a long way toward freeing up budgetarv resources for enhanced maintenance and development expenditures in the transport sector. 1.14 An analysis of the transport sector's overall revenues and expenditur -arried out during IDA's Transport Sector Review shows that the 1/ Jamuna bridge atlocation is Tk 12.8 billion for FY93-95. transport sector as a whole genejate!3 about as much revenue for GOB as it requires in recurront experiditures (about Tk 4.9 billion and Tk 4.7 billion, respectively, in FY891 t)n n 3subsoctoral basis, ports and roads cover their required user costr- (pa.-iS l nirl 2.24-2.25), but deticits occur in railways and iiiland '.aLi troi.pC, thcse a.re being addressed as indicated above (paras. 1.8-.9) and in Annex 1_. GOB also occasionally imposes special taxes to 4-so t -nT{ I' v-art:icolar projects, as in the case of the Jamuna bridge whichl 1.lnk c'-vstern and BesLerxi Bangladiesh. C. In:st1tutiznaL Azrrangem_nts and Government Policies 1.15 Four separate iiliC nir,-xe-'ommunieat2ins (road and rail), Shipping (TWT and ports), Aviation dud Local Government (rural roads)--plus other ministries such as Plannlng and Finiance, are involved in the transport sector. In addition, there are eight transport parastatals. The result in the past has been a lack oI integrated sector planning and policy development. In an effort to overcome this, IDA's Transport Sector Review recommended the establishment of an Inter-ministerial Steering Committee for Transport (IMSCT), with real executive author-ty to formulate transport sector invest- ment plans, under the Planning Commission's chairmanship. IMSCT was formed. with key agency representatives as members, in early 1992, but with a mandate limited to an advisory role vis-a-vis transport planning and policy and a main stated purpose of coordination of the Bangladesh Transport Sector Study project. The BTSS project's primary objective is to strengthen the Planning Commission's Infrastructure Division's capability for planning and policy development for the country's transport sector and to formulate, as a direct output of the project, a long-term sectoral strategy. The project is essentially a continuation of work initiated under the Transport Sector Review. The BTSS project, after some start-u, delays, is moving forward and is expected to be completed later this year. Under the recently approved Jamuna Bridge Project (Cr. 2569-BD), GOB agreed to use the BTSS results in formulating future transport investment plans. With this and the improved inter-minis'.erial coordination which has evolved in the course of preparing three year rolling investment programs across all sectors, it is likely the role of the IMSCT will remain limited to coordinating the BTSS, since such a committee cannot, in any case, duplicate the Planning Commission's role. 1.16 A second institutional issue is the poor performance of most of the transport parastatals. Only the ports have regularly generated profits. The problems can be attributed in large part to government policies which deny parastatal managers real control over key issues affecting their finances (e.g., tariffs, staffing, salary scales and investment plans). As a result, the managers fail to take the necessary responsibility and generally cannot be held accountable. Public enterprise reform is a central focus of GOB's devel- opment st.ategy for the country as a whole. Many of the recommendations made in IDA's Transport Sector Review are directed toward improving the management and operation of the main transport parastatals including, over the longer term, increasing the scope for private participation through partial or total divestment and/or privatization of some parastatals (Annex 1.1). As for pro- gress to date, Bangladesh Railways seems to be the most notable (para. 1.8). 1.17 Outside of its generally accepted regulatory functions and direct participation in providing some transport services, GOB also intervenes in transport sector operations in freight and passenger operations and in the licensing of vehicle assembly plants. IDA's Transport Sector Review makes a number of recommendations in this area, including: (a) contracting of Govern- ment cargo through freight brokers using a competitive tendering system to - 6 - reduce costs and rationalize its allocation; (bi deregulation of passenger transport markets in phases, beginning with higher quality passenger services and extending over a 5-5year period to all passenger services, to improve efficiency, and (c) liberalization of licensing of vehicle assembly operations and reduction of impoit. duties to improve the availability of vehicles and spare parts. GOB has generaily reacte.d positively to these recommcndations and, as indicated in Annex 1.1, lias begun implemeiiting them. D. Development Strategy for the Transport Sector 1.18 Poverty alleviation remains the overriding objective of the Government's strategy for Bangladesh's economic developtnent. While good progress has been made in recent years in achieving macroeconomic stability, efforts must now be directed toward accelerating the economy's growth and employment generation. This requires opening up the economy to increased investment led by a more dynamic and vibrant private sector, complemented by public investment in physical and social infrastructure to help create an enabling environment for such activity. Broad-based labor-intensive economic growth in agriculture and manufacturing is a central element of GOB's develop- ment strategy. Impressive gains have been made in food grain production. The next phase of agricultural development will require improved access to inputs and markets to support further intensification and crop diversification. Investments in rural infrastructure and removal of major inter-regional transport barriers like the Jamuna crossing are prerequisites for development of agro-industries, off-farm employmesnt and exports. Building on its recent success in garment exports, Bangladesh hopes to increase export-oriented industrial growth. GOB recognizes that successful competition in internation- al markets will require development and upkeep of supporting infrastructure. 1.19 GOB's Fourth Five Year Plan (FFYP/FY91-95) recognizes transport's critical role in implementing this strategy, through improving the delivery of essential services and enabling efficient public ar.d private investment in other sectors in support of economic growth and poverty reduction. The FFYP's stated objectives for transport are far-reaching--complete ongoing projects, maximize utilization of the existing transport network, improve access to rural areas, address urban transport problems, ensure economic modal split through appropriate pricing policies, encourage fuel economy, improve passenger safety and comfort through better maintenance and regulations, and encourage increased private participation in the IWT and road subsectors. The FFYP places particular emphasis on economic justification of projects and a balanced development of the overall transport network. 1.20 Consistent with the above, IDA's comprehensive review of the transport sector, completed in 1991 with substantive participation by the ministries and other sector agencies involved in the transport sector and concerned donors, proposed a development strategy with respect to future investments as well as policy and institutional reforms necessary for improved sector efficiency. Briefly, the key reforms include: o establishment of an Inter-Ministerial Steering Committee for Transport responsible for investment planning, backed up by solid technical assistance in its first couple years of operation; * appointment of freight brokers for Government account cargo; 0 phased deregulation of passenger transport markets; o reduction of iiaport duties on spare parts for transport equipment; O privatization of all or parts of specific transport parastatals; * eventual elimination of subsidies for rail passenger transport; and o improvement in resource mobilization by requiring sector agencies to set user charges and fees at cost recovery. Priority investment areas identified are: o development of an arterial corridor linking the two seaports to Dhaka and the four regions, including improvement of the trans- Jamuna crossing; o implementation of the recommendations of the Road Master Plan which places piiority on periodic maintenance and rehabilitation of road sections to defer more costly reconstruction; o maintenance and completion of missing structures on priority rural roads; o improvement of substandard ferry operations on the road network; 0 reduction of surplus railway workers by severance payments; and O rehabilitation dredging of Mongla port. 1.21 As indicated above and in Annex 1.1, GOB has initiated action on both the reform program and priority investment program, in many cases in connection with donor-funded projects. The Resident Advisor to the Planning Commission's Infrastructure Division, appointed under the BTSS project, is also working with GOB to carry out further studies and develop a long-term integrated strategy for the transport sector, wvhich will form the basis of future investment plans in the sector. E. IDA's Role and Assistance StrateQv for the Transport Sector 1.22 With poverty alleviation the primary objective of development in Bangladesh, GOB's development strategy and IDA's country assistance strategy2 reflect the two-pronged approach to poverty reduction outlined in the 1990 World Development Report (WDR). This consists of broadly based labor-inten- sive economic growth to generate efficient income-earning opportunities for the poor, and investment in human resource development to enable the poor to take advantage of these opportunities; a safety net is added to assist the most vulnerable groups in society. In the case of Bangladesh, while most of this growth is expected to come from the private sector, public investment in physical infrastructure and human resource development are essential enabling conditions for private investment. An important pre-condition, fiscal and monetary stability, has already been achieved, opening the way for GOB to implement the necessary structural reforms to boost investment and growth. IDA's country assistance strategy provides a framework to assist Bangladesh in this process through four main fronts: (a) increasing the level and efficiency of public investment, (b) enhancing the country's external competitiveness, (c) accelerating private sector investment and productivity, and (d) improving human resource development and provision of the social safety net. Consistent with the 1994 WDR on infrastructure which documents the strong connection between infrastructure and development and poverty alleviation and IDA's recent country economic reports on Bangladesh3 which attach high priority to efficient public investment in physical infrastructure, improving infrastruc- ture, thereby removing physical obstacles to private enterprise, is an important part of this assistance strategy. IDA's objectives in the transport g/ IDA's country assistance strategy is presented in President's Report for Bangladesh: Jute Sector Adjust- ment Credit (Report No. P-6052-BD, January 13, 1994); it was discussed by the Board on February 17, 1994. vI Bangladesh: From Stabilization to Growth (Report No. 12724-SD, March 17, 1994) and Bangladesh: Implement- ina Structural Reform (Report No. 11569-BD, March 24, 1993). - 8 - sector in particular are to promote the development of an efficient and cost effective system by supporting key policy reforms, rationalization and prioritization of sectoral planning and expenditure programming (particularly to ensure adequate attention to maintenance and rehabilitation), and strengthening of specific institutions. 1.23 IDA's involvement in the transport sector to date has included five lending operations for roads, three for inland water, one for ports and several multi-sectoral operations (e.g., rural development, fertilizer transport, and cyclone and flood rehabilitation). Of these, four operations are ongoing: Road Rehabilitation and Maintenance (RRMP-I/Cr. 1827-BD), Rural Roads and Markets Improvement and Maintenance (Cr. 1940-BD), Third Inland Water Transport (Cr. 2232-BD) and Jamuna Bridge (Cr. 2569-BD). IDA has also been executing agency for the UNDP-funded preparation of the Jamuna Multipurpose Bridge Project and Bangladesh Transport Sector Study project Performance of the recent transport projects has been uneven, but overa: satisfactory. The port project, completed in 1992 after about five year. delay due to implementation problems and cyclone impact, was successful in completing critically needed port facilities with a high economic return. The three ongoing road projects are proceeding satisfactorily (paras. 2.32-2.34). While the recent inland water project incurred serious start-up problems, these have been resolved and implementation is now proceeding satisfactorily. 1.24 IDA-supported transport projects in Bangladesh have helped to partly relieve the infrastructure constraints in main and rural roads, water- ways and ports, thereby assisting the country toward achieving its development objectives in food self-sufficiency, agricultural growth, exports and poverty alleviation. Infrastructure constraints still continue as a main bottleneck for further growth, and continued efforts are needed through physical investments and institutional improvements in the sector. IDA is working closely with other donors in supporting GOB's efforts in the sector. IDA's recently completed Bangladesh: Transport Sector Review provides the analytic and strategic framework for a wide range of future operations for funding by IDA and other donors; further studies and sectoral analysis are continuing under the BTSS project. Projects presently under preparation for possible IDA funding, in addition to the proposed Second Road Rehabilitation and Mainte- nance Project (RRMP-II), include a second rural roads and markets improvement and maintenance project, port systems development project and type A feeder roads improvement project. IDA's assistance strategy and experience in lending for the road s.bsector is discussed in Section 6 of Chapter II. II. THE ROAD SUBSECTOR A. The Road System 2.1 Bangladesh's road transport system has developed rapidly since Independence and now handles nearly 60% of freight and 706 of passenger traffic. The road network totals over 165,000 km, of which (a) about 13,700 km are national, regional and type A feeder roads under the jurisdiction of the Communication Ministry's Roads and Highways Department (RHD); (b) 22,200 km are type B feeder roads and local roads under the jurisdiction of the Local Government Ministry's Local Government Engineering Department (LGED); and (c) the remaining 130,000 km are farm-to-market and lower standard earth roads (many of which are passable for only a few months a year), constructed primarily through food-for-work programs and coming under the jurisdiction of - 9 - the upazila and union parishads.4 The proposed project concerns RHD and its road network, specifically that in western Bangladesh. 2.2 With the Jamuna river effectively separating the country into eastern and western parts, the road network has developed more along a north- south than east-west axis. RHD's road network is about evenly divided between the eastern and western parts of the courntry. Compared with other countries in Asia, the density of Bangladesh's main road network (RHD's network) is among the highest in terms of land area (7.6 km per 100 square kilometers in 1984, compared with 2.7 for China, 3.8 for Myanmar and India, 3.9 for Nepal and 4.8 for Pakistan) but lowest in terms of population (0.1 km per 1000 ropulation in 1984, compared with 0.7 for Myanmar, 0.4 for Pakistan, 0.3 for Nepal, 0.2 for China and India). Because Bangladesh is criss-crossed by rivers, ferries and bridges are vital links in the network. RHD provides ferry facilities at some 84 river crossings, 34 of which are on the national and regional network (Bangladesh Inland Water Transport Corporation operates the major river crossings, e.g., Jamuna). The southwest region (Khulna zone) accounts for nearly half of the ferries. Bridges and culverts are so numerous in Bangladesh that there is no complete inventory. The latest estimate is about 5,000 bridges and 11,000 culverts on the main road network; about 50% of the bridges are in the 6-20 m range, and about 15% are temporary (Bailey) bridges. The non-RHD road network probably has an additional 8,000-10,000 bridges and culverts and is one of the highest density rural road networks in terms of land area in the region. 2.3 Information about surface types, road widths and traffic on the Bangladesh road network is given in Annex 2.1. About 8,200 km (60%) of the RHD network is bitumen paved, but less than 1,400 km, or only lo, has a pavement width greater than 6.0 m. Of the non-RHD network, about 5,100 km is paved. Traffic intensities are relatively low in Bangladesh, with only 20% of RHD's paved network carrying more than 1,000 motorized vehicles per day in 1990 and an equivalent proportion carrying less than 100. Congestion, however, is a serious problem due to the narrow road widths, high volumes of non-motorized traffic and large proportion of truck and bus traffic. Because of the absence of good gravel, extreme roughness of herring bone brick roads particularly when laid with sand only, weak engineering soils and high rainfall, the threshold for paving roads in Bangladesh is in the range of 100 vehicles per day (compared to 150-250 vehicles per day in developing countries with more suitable construction materials and favorable weather conditions). B. Road Conditions and Standards 2.4 A comprehensive data base of pavement structure and condition, geometry and physical characteristics of most roads in the RHD network was assembled in 1990 as part of the UNDP-funded, ADB-executed Road Master Plan (RMP) study. Based on these data, the RMP rates the overall condition of the main road network in Bangladesh as fair to poor, basically confirming the findings of sample surveys carried out in the mid/late-1980s which found road conditions in Bangladesh (as in most of South Asia) to be worse than in most ./ Roads in Bangladesh are classified into four main groups: national highways, regional highways, feeder roads and local roads. National highways conmect Dhaka with divisional and old district headquarters, port cities and international highways. Regional highways connect different regions and the new district headquarters (64 zilas) not connected by national highways. Type A feeder roads primarily connect upazila headquarters (460 subdistricts), and type B feeder roads connect growth centers and important market places with the main road network. Local roads include municipal roads and rural roads, the tatter including upa2ils (Which connect growth centers to union headquarters), union (which connect union headquarters to villages) and village roads. - 10 - East Asian countries. The main pavement problems concern roughness and crack- ing; e.g., average roughness on most road sections is over 5 m/km (up to about 9 m/km), compared with an acceptable staadard of 2-4 m/km. The main causes have been identified as substandari desicms, low quality construction and inadegYate mainelnance. A summary of the problems of Bangladesh's main road network and recommended solutions, drawn from the RMP report, is in Annex 2.2. 2.5 Road and structures construction quality in Bangladesh suffers from the absence of appropriate building materials, particularly good aggregate. As a result, pavement construction has traditionally been with a crushed brick (khoa) base and a penetration macadam surface. There are also some concrete pavements built more than 20 years ago which are now in poor condition. Roads are mostly built by hand labor, with steel wheeled rollers the main item of equipment. Bricks are broken by hand, and bitumen is heated in pans on the roadside and applied in situ; the result is poor gradation of aggregates and poor penetration of bitumen--hence, a poor quality wearing course. Further, materials in pavement courses generally fail to comply with satisfactory specifications in terms of strength as well as gradation, and compaction of subgrade and pavement materials is generally far below acceptable standards. The RMP recommended improvements in pavement design/specifications and construction methods including the use of at least a minimum set of equipment. The recently completed Road Materials and Standards Study (RMSS), funded by the European Union, also addressed these issues by developing, inter alia, a comprehensive inventory of road building materials, catalogue of pavement structures and unified set of road construction and maintenance standards for Bangladesh conditions. 2.6 Bangladesh is not alone among developing countries in failing to give adequate attention to road maintenance, both in terms of monitoring the need for and executing maintenance works. Maintenance of the main roads is carried out by RHD's own labor force (zonal offices) and local contractors. Maintenance of non-RHD roads is the responsibility of local governments. Under RRMP-I, a Road Maintenance Action Plan for RHD was agreed, the key elements comprising increased road maintenance budgets, contracting out of maintenance works, organizational changes to improve planning and management of maintenance activities, and commissioning of the Road Materials and Standards Study. Good progress has been made in implementing the action plan: RHD's maintenance budget has tripled since FY87; periodic maintenance is now mostly contracted out and accounts for some two thirds of the budget, leaving routine maintenance to RHD force account; planning, monitoring and evaluation units (circles) have been set up in RHD zonal offices; and the RMSS was completed (1992). In addition, the RMP, based on the Bank's Highway Design and Maintenance Standards Model/Version III (HDM), was completed in 1992, providing RHD with an objective and efficient basis for planning/prioritizing future investment and maintenance activities for its road network. One of the RMP study's fundamental recommendations is the need for an intensive program of periodic maintenance, particularly asphalt concrete overlays, on RHD's paved network in order to defer more costly rehabilitation and reconstruction of the more heavily trafficked roads in fair to poor condition. RHD's routine maintenance practices--pothole patching, drain clearing and shoulder repairs-- are generally satisfactory. 2.7 While actions have been taken on several fronts as noted above, full implementation has yet to be effected in many cases (e.g., systematic data collection/monitoring of road conditions has not commenced; RHD manage- ment is not conversant with HDM, insufficient staff are trained in its use and it is not being used; RMSS findings have yet to be endorsed by RHD/GOB and put - 11 - into a practicable format for field application), and improvements are needed in related areas of RHD operations (e.g., supervision and quality control of contractor's works is poor). Follow-up technical assistance (TA) to RIID and the Roads and Road Transport Division (RRTD) of the Ministry of Communications (MOC) addressing these issues will be provided under RRMP-II. In addition, in line with the RMP findings, RRMP-II will finance a 4-year time slice of the urgently needed periodic maintenance works in western Bangladesh, as well as continuing the rehabilitation work begun under RRMP-I; ADB's Road Overlay and Improvement Project provides similar assistance in areas east of the Jamuna. 2.8 The capability of the local construction industry to carry out road construction and maintenance activities has also been cited as a serious constraint on the improved performance of Bangladesh's road subsector. Local road contractors are for the most part labor-contractors, constrained by insufficient resources (skilled labor, serviceable equipment, high quality materials and capital for purchasing equipment/spares), inappropriate techno- logy and inequitable contracting procedures, and lacking the motivation and know-how to improve the situation. A comprehensive study of the Bangladesh construction industry, including an action plan for implementing its main recommendations, was completed in 1989 by consultants financed by the Overseas Development Administration (ODA, UK). However, follow up on the study was slow, due in part to the study's not falling under the aegis of any one ministry, differences of view among the concerned government agencies and between GOB and IDA, and change of Government. In an effort to break this hiatus, it was agreed that a local consultant would prepare a revised action plan based on discussions of the study's recommendations with GOB, contrac- tors, consultants, donors, etc.; the consultant's report was completed in January 1993. In February 1993, an inter-ministerial meeting on the report's recommendations decided that the road subsector should be used as a starting point for assisting the construction industry's development. A joint working committee with representatives from RHD and LGED was set up in June 1993, with the objective of better coordinating their involvement with the local road construction industry and assisting its development. During negotiations, it was agreed that key action areas over the near term will include: (a) common classification/registration of contractors for the road subsector under RHD and LGED; (b) streamlining of contracting procedures including introduction of new contract forms (para. 3.19); and (c) training/ other assistance to contractors.5 Draft uniform criteria for contractor registration and draft standard tender documents for works have already been prepared and are under review by GOB. Implementation assistance will be provided under RRMP-II. C. Road Traffic and Transport 2.9 Although road traffic has increased at a rate of about 10% p.a.--a 4-fold increase since the mid-1970s--the intensity of motorized traffic is still relatively low in Bangladesh. Traffic exceeds 1,000 motorized vehicles per day on only about 12% of the RHD network and is below 100 vehicles per day on nearly SO of these roads (Annex 2.1). The roads carrying the higher aensities are mainly along an arterial corridor, linking Dhaka-Chittagong, Dhaka-northwest and Khulna-northwest, and secondary corridors leading to the northwest and northeast. The number of registered motorized vehicles is over it Reduction of high import duties and taxes on construction equipment to facilitate local contractors access to equipment, which was also proposed by the inter-ministerial meeting, has already been effected by Statutory Regulatory Order No. 30 (Act/93/1496/custom) which removed the distinction between industrial and commercifl imports of some 1200 items, itcluding most construction equipment, bringing the import duty down to 7.5X on equipment and 45X on spares ptus 15X VAT. - 12 - 280,000, although fewer may actually be operating on the roads as there are no records of cancelled vehicles (Annex 2.3). Of the registered vehicles, trucks and buses comprise about 16%, cars, jeeps and taxis 26%, and auto rickshaws, motorcycles and others 58%. The proportions are quite different in terms of traffic, however. RMP estimates, based on annual traffic surveys carried out by RHD and further surveys done under the study in 1990, show trucks and buses as 70-80% of the motorized traffic (trucks 35-50% and buses 25-40%). 2.10 Non-motorized transport constitutes a significant portion of the traffic flow, increasing as one approaches urban areas. It is estimated that for every motorized road vehicle, there are more than three non-motorized ones (Annex 2.3). On the major roads in the Dhaka zone, the percentage of non- motorized vehicles observed in a 1989 survey ranged from 12% to 80%. Cycle rickshaws constitute the bulk of the non-motorized traffic, as high as 55% of all traffic and 80% of non-motorized vehicular traffic. 2.11 Roadway widths in Bang-adesh are narrow. About 50% of RHD roads are less than 4 m wide, i.e., they are single-lane roads (Annex 2.1). Even for paved roads, the most common width is 5.5 m which makes a narrow two-lane road, and on wider roads, narrow bridges are a frequent occurrence. The present road standards compared with those recommended by the RMSS are given in Annex 2.4; foreign-aided projects involving rehabilitation and construction are generally following standards along the lines of the RMSS. The narrow road widths combined with the high proportions of non-motorized traffic and trucks and buses leads to serious congestion problems and high accident rates. With motorized traffic conservatively projected to double in the next ten years (assuming no change in modal shares and a 7% average growth rate for road transport), the RMP has estimated that some 15% (1,500-2,000 km) of RHD's roads less than 6 m will require widening by 2000. Consistent with this, RRMP-II will finance widening of some priority roads in the outer years of the project. RHD/GOB also need to give more consideration to improved management of the non-motorized traffic and provision of improved shoulders/paths for such vehicular and pedestrian traffic in rehabilitation and construction works. These issues have been addressed to some extent under the Dhaka Integrated Transport Study and RMSS. Wider and hard shoulders will be provided for roads being rehabilitated/widened under RRMP-II, and TA provided to follow up/operationalize RMSS findings. 2.12 Road safety is of serious concern in Bangladesh. While reported road accidents declined during 1987-91, they increased sharply in 1992 (Annex 2.5). Moreover, fatality rates are very high, making Bangladesh's roads some of the most hazardous in the world despite the low speeds; the average fatality rate (per 10,000 registered vehicles) in recent years has been 50-55 which compares unfavorably even with many developing countries in the area (e.g., the corresponding rate for India is 45, Indonesia 13 and Thailand 7). Figures cited in the Bangladesh: Transport Sector Review indicate that more than 50% of the accidents occur in/around Dhaka. On the highway system, nearly 80% of the accidents are associated with trucks and buses, while in urban areas, about 50% of the accidents involve trucks and buses and 25t motor cars. Bus operations appear to be especially accident-prone (over 500 accidents per 10,000 vehicles); bus driver training should be a priority in any traffic safety education program. UNDP and ADB have been providing assistance to the Bangladesh Road Transport Authority (BRTA) (para. 2.16) in clarifying its legislative, regulatory and enforcement functions; action to date has been mainly in the area of registration, licensing and vehicle inspection. BRTA's ability to enforce vehicle safety regulations, however, remains weak as BRTA lacks the necessary trained personnel and enforcement is - 13 - primarily the responsibility of the police. Moreover, the data base on road accidents is scanty at best; information is urgently needed if improvements are to be properly targeted. Introduction of a standardized traffic accident recording form and computerized analysis system would be an important first step in improving road safety. Under RRMP-II's institutional development program, a road safety study will be carried out, and safety audits will be introduced in the terms of reference (TOR) for the design/supervision consultant under the project. 2.13 Road Transoort Operations. The private sector dominates road transport operations in Bangladesh, with the public Bangladesh Road Transport Corporation (BRTC) controlling 1-1.5% of freight and passenger markets. Truck utilization rates are relatively low in Bangladesh (about 45,000 km per year) due to delays at the numerous ferry crossings (the worst cases are the Jamuna crossings where delays can be as much as 2-3 days; the Jamuna bridge will help to alleviate this) and seasonality in demand for road transport, particularly in foodgrain movements (due to lack of adequate storage, e.g., at the ports). Construction of bridge& to replace ferries where warranted and increased storage capacity should help to improve truck utilization rates; this, in turn, would allow retirement of older, unsafe portions of the fleet. Several atxle loading surveys, including the latest for the RMP, indicate that excessive truck axle loads, a problem in many developing countries resulting in significant damage to the road network, are not yet a problem in Bangla- desh. However, it is possible that there is a need for reduced axle load regulations, for a limited time period, on waterlogged roads following the monsoon season. As regards passenger transport, the bus fleet shows evidence of under-investment, with average load factors estimated to be on the order of 100% (i.e., there is frequent overloading of buses). The Bangladesh: Trans- port Sector Review contains several recommendations to improve provision of road passenger services (para. 1.17), and GOB has already initiated action in a number of areas, including deregulation of high quality (reserved seat) bus services, liberalizing vehicle assembly plant licensing to allow private entry and reduction of import duties on locally assembled vehicles and spares. 2.14 BRTC was established in 1961 as a bus company; a separate truck division was formed in 1971. In addition, it operates a training center and two workshops. BRTC, like many public sector corporations in Bangladesh, is plagued by difficult labor relations, inadequate maintenance of the fleet, poor management and leakage of passenger revenues. Consequently, it has been incurring an annual deficit of some Tk 200 million over the last several years, with the bus operation the main loser. GOB has recently begun to take steps to improve BRTC's performance including change in management, reduction of staff (through voluntary retirement/transfers), concentration of r isources on fleet rehabilitation and maintenance, restriction on new investments and closing of unprofitable routes. The Transport Sector Review recommends that GOB consider, as a long-term btrategy, privatization of BRTC's operations. D. Road Administration 2.15 The main public sector agencies involved in the road subsector and road transport administration in Bangladesh are: (a) RED and BRTA under the Roads and Road Transport Division of the Ministry of Communications; and (b) LGED under the Local Government Division of the Ministry of Local Government, Rural Development and Cooperatives. RHD is responsible for construction and maintenance of national and regional highways and type A feeder roads, including the upazila connecting roads program, and as implementing agency for RRMP-II is discussed in more detail in paras. 2.17-2.18 below. LGED provides - 14 - technical support to local governments (zilas, upazila and union parishads, and pourashavas) with respect to infrastructure development (roads, water resources, markets and other public building projects); about 80 of its activities are road-related. LGED is also responsible for development of type B feeder roads. MJaintenance of non-RHD roads has traditionally been the responsibility of local governments, with the result that maintenance has been practically non-existent. LGED has recently established a road maintenance unit with a separate budget and started an inventory process for feeder and local roads under its jurisdiction. 2.16 BRTA was established in 1990 as the agency responsible for road legislation, regulation and enforcement. Its primary functions include: (a) formulating and implementing motor vehicle laws, regulations and road safety programs; (b) administering driver instruction and licensing; (c) carrying out motor vehicle inspections anid registrations; (d) issuing commercial vehicle route permits and setting tariffs; (e) collating transport statistics; and (f) coordinating regulatory activities of the local District Transport Committees. BRTA is headquartered in Dhaka and has 18 field offices (Annex 2.6). It presently has some 290 staff, but the number is expected to be increased once the full extent of its authority and responsibilities are defined and put into practice; UNDP and ADB are providing assistance in this process. 2.17 Roads and Highways DePartment. RHD's present organizational structure includes ten wings (departments) (Annex 2.7). There are seven zonal wings (Barisal, Chittagong, Comilla, Dhaka, Khulna, Rajshahi and Rangpur) responsible for planning, design, construction and maintenance of RHD roads, bridges, ferries and ferry terminals in their respective zones. Each of the zonal wings comprises a plannir. , monitoring and evaluation circle and 2-3 road circles; the circles are further divided into divisions and subdivisions. Primary responsibility for planning and execution of network maintenance rests with the divisions. At the central level, there are three wings: (a) a Planning and Development Wing responsible for the centralized aspects of planning and programming of works, implementation assistance and monitoring, economic considerations and data collection and processing; (b) a Bridges Wing responsible for planning and design of bridges and culverts and monitoring of the structural condition of bridges, as well as overseeing the operations of the Br-iladesh Road Research Laboratory (BRRL) which is responsible for soil/ subsoil investigation, materials testing, quality control of works, technical training and research (Annex 2.8); and (c) a Mechanical Wing responsible for equipment, workshops, ferries and storage; all foreign-aided projects come under the aegis of the Planning and Development Wing. These wings are also divided into a number of circles, divisions and subdivisions according to function. RHD's authorized establishment is 9,048 staff, including 587 engineers, 45 other officers and 8,416 class III and IV employees (Annex 2.9). In addition, RHD has some 11,870 temporary staff, many of whom have been working for RHD for several years but Pie not entitled to any benefits after retirement. RHD has undergone some reorganization and cutbacks in staffing in the last two years, and about 14* of the engineer/officer posts and 25% of the class III/IV posts are vacant. Nevertheless, the number of staff relative to the size of the road network suggest further pruning is likely warranted. 2.18 RHD has traditionally been geared toward road construction. As the main road network is nearing completion, the emphasis needs to turn to system maintenance and preservation. RHD's planring and programming capabilities, monitoring of the existing network and quality control of physical works particularly need strengthening. IDA's processing of RRMP-I came only after a considerable gap in new lending for roads in Bangladesh because of GOB's lack - 15 - of commitment to improve its low road construction standards and maintain the existing network. Consequently, RRMP-I and ADB's parallel Road Improvement Project entailed sizable TA components comprising, inter alia, the RMP study, RMSS and Institutional Support for Road and Road Transport Development (UNDP- funded, ADB-executed); in addition, a Road Maintenance Action Plan and various pilot activities were agreed with IDA. Over the years, IDA and ODA have also provided assistance to BRRL's development, and ODA to RHD's bridge program. A brief overview of the recent TA provided to RHD (and BRRL) is given in Annex 2.10. The present need is to consolidate these efforts and integrate the findings into RHD's practices and procedures, thereby strengthening its overall performance. Under IRMP-II, a broad-based, flexible institutional development program has been designed to meet these needs through a long-term program (initially 4 years) provided under a twinning/consultancy arrangement comprising a joint venture with partners from a government road agency in a developed country, consultants, overseas universities and technical training establishments, and representatives from developing country road agencies. Although a number of specific action areas have already been identified, one of the first activities will be it skills gap assessment to quantify the skills needed to manage the business of maintaining the country's main road network and the training needed to fill these gaps. E. Road Expenditures and Revenues 2.19 During the 1980s, the road subsector received about 40% of development expenditures and 30% of recurrent expenditures for the transport sector, with the shares increasing to about 50% znd 33%, respectively, in the late-1980s. These figures are for the main road network only; inclusion of local government expenditures for roads would add another 12-15 percentage points. This compares with the road subsector's share of traffic which has increased to 60-70% of total transport demand. RHD's development and maintenance expenditures have tripled over the period FY87-93, with foreign- aided projects accounting for most of the increase in development expenditures (Annex 2.11). Maintenance expenditures have been increased out of GOB's recurrent budget in line with the Road Maintenance Action Plan agreed with IDA under RRMP-I; the rate of increase has been reasonably steady, averaging about 20t per year. The FY93-95 three year rolling investment program allocates about 64% of transport expenditures (excluding Jamuna Bridge) to the road subsector; at the same time, rail's share has been reduced. 2.20 Projection of RHD's expenditures during FY94-99 (including period of RRMP-II) is given in Annex 2.12. Although the Road Master Plan was completed in 1992, it was based on data and road condition surveys carried out in 1990 and needs updating. As explained in Chapter IV, the appraisal mission for the proposed project, with the assistance of RHD and the international consultants who prepared the RMP study, did a partial updating of the HDM analysis, focusing on the periodic maintenance works. The results of this, as well as the increased allocation for road development expenditures in the FY93-95 TYRIP, are reflected in Annex 2.12. Road maintenance in the past has accounted for 10-17% of total RHD expenditures, increasing from Tk 470 million in FY87 to Tk 1.4 billion in FY93; projections for the period of the project show it as about 23* of total expenditures, or Tk 2.8 billion per year on average. Development expenditures are estimated to increase from historical levels of Tk 2.6-8.7 billion over the period FY8--93 to Tk 9.3 billion annually. Adding RED expenditures on the ferry system, total RHD expenditures are estimated to increase from Tk 10.3 billion in FY93 to an average of Tk 12.3 billion per year over the project life. - 16 - 2.21 The road network's increased maintenance requirements account for some two-thirds of the projected increase in total RHD expenditures; this is attributed to the backlogged periodic maintenance which the RMP identifies as a priority expenditure for RHD. During the August 1992 meeting in which the main findings and recommendations of the RMP study were presented to GOB and the donors, GOB requested donor assistance in financing these maintenance works, particularly the foreign exchange requirements. IDA and ADB responded with proposed projects in, respectively, western (RRMP-II) and eastern (Road Overlay and Improvement Project) Bangladesh. Assuming similar financing arrangements under the two projects, GOB's annual budgetary requirements (in addition to donor financing) for road maintenance over FY95-98 would be Tk 1.6-1.7 billion, compared with Tk 1.4 billion in FY93.6 To enable RHD to assume responsibility for periodic maintenance over the longer term, GOB will need to continue annual increases in RHD's maintenance budget. The development program proposed in the FY93-95 TYRIP appears quite ambitious, particularly in view of the increased maintenance requirements; while the donor-funded program is 80-85t committed, the priorities among projects in the overall program and level of estimated expend'tures need to be reviewed. With assistance from ADB, RHD has commenced the preparatory works (e.g., road condition surveys) for updating the RMP; as noted below, RRMP-II will assist RHD to put into place a system for regular updating of the RMP. 2.22 Road development in Bangladesh in the past has generally followed a piece-meal approach of pursuing individual road schemes; that is, there has not been a comprehensive process of national road planning and development. The RMP study's recent completion and introduction of RHD management and staff to the use of the Highway Design and Maintenance Standards Model as a planning tool represent important steps toward improved planning of the main road network. During the August 1992 meeting on the RMP study, GOB reaffirmed its commitment, made during the negotiations of RRMP-I, to follow the RMP for the majority (e.g., 80%) of its investments in the RHD network. It was agreed during negotiations that: (a) RHD will prepare and submit to IDA annually a report on the implementation of the previous year's work program; (b) RHD will prepare, on an economic basis using inter alia HDM, and will review with IDA, by April 15 each year, the proposed work program for the next year and the updated RMP for at least the coming three years (which will provide the basis for updating RHD's TYRIP); and (c) budgetary allocations to RHD from the annual development program and recurrent budget will be in accordance with RMP requirements. Strengthening RHD's capabilities in planning and programming road investments and maintenance works is a central element of the institutional development program under RRMP-II. 2.23 While the long-term thrust of road development has been on the main road network, since the mid-1980s, when GOB decided to decentralize admini- strative authority to the upazila level, substantial resources have also gone to the development of local access roads (about 30% of local government expenditure is for roads). LGED provides assistance to the upazila and union parishads in planning rural roads and is responsible for development of type B feeder roads. However, there remains considerable scope for improved planning and maintenance of these roads. 4/ To make the figures consistent with GOB's budgetary definitions and thus consistent with the figures indicated in Annex 2.11, ferry expenditures need to be added to and establishment expenditures deducted from maintenance expenditures shown in Annex 2.12. Using this definition, RHD requires Tk 1.7-1.8 billion for maintenance from GOB's annual recurrent budget during FY95-98, compared with Tk 1.5 billion in FY93; the remaining Tk 1.1-1.2 billion would be funded by IDA/AD8. - 17 - 2.24 Revenues/Road User Charcqes. Road transport related taxes and fees comprise vehicle taxes and fees, bridge and ferry tolls, import duties and taxes on road transport equipment and spares, and fuel taxes. All road related revenues are collected as general revenues and, in the past, have been more than sufficient to cover budgetary expenditures for road maintenance (which urtil recently were not sufficient to carry out neeaed maintenance). With increasing demand for road maintenance in the future and GOB's commitment to increase road maintenance budgets accordingly, there was concern whether this would continue to be the case, and it was agreed a road user charges study would be carried out in the course of preparing this and the Jamuna Bridge Project (the last study was done in 1986). The study's primary - objectives were to assess the extent to which road user charges recover GOB's expenditures on the subsector and to determine whether the allocation of costs among users is equitable and efficient. The study was carried out by local consultants under the direction of the Resident Advisor appointed under the BTSS project and BRTA. The study was completed in November 1993; an addendum was added by GOB in December 1993 which modifies some findings of the study based on appropriate assumptions and data. In February 1994, a project file document was prepared which summarizes Bank staff comments on the final report, identifying some further corrections to the estimates and outlining a methodology for future reviews of road user cost recovery in Bangladesh. 2.25 Briefly, the conclusions of the study are that the structure of user charges is sound and the aggregate level of cost recovery is adequate to cover road maintenance costs for the next 3-4 years. Each significant vehicle type pays adequately for the avoidable damage it causes to the roads; in fact, actual cost recovery is 50-200% in excess of the required minimum level. While auto rickshaws are an exception where cost recovery is marginally less than required, it is a relatively minor category and the shortfall is expected to be made up by annual registration fee increases. As for the adequacy of the aggregate level of charges, maintenance requirements (RHD and local government) in the near term are estimated to be Tk 3-3.5 billion, compared with total revenues collected from road users of about Tk 6.0 billion. Recognizing that a portion of these revenues must be considered general revenues for the budget and aiot user charges per se, the value added tax was netted out of fuel, vehicle and spares taxes and overall level of general revenues from road users raised to the general level of tax incidence on imports (22% in FY93). This reduces the level of cost recovery directly attributable to road users as "user fees" to about Tk 4.0 billion, still Tk 0.5-1.0 billion above near term maintenance requirements. Assuming present tax and fee levels, this is sufficient to ensure the adequacy of road user cost recovery for 3-4 years; at the same time, GOB is regularly increasing license and registration fees and improving the collection systems which will further enhance the level of cost recovery. To ensure the continuing adequacy of road user cost recovery, GOB should update the analysis from time to time as outlined in the project file document. Hence, it was agreed during negotiations that RHD/GOB will (a) not later than December 31, 1996, prepare, using a methodology along the lines of the current study (as modified), an analysis of the adequacy of the structure and level of road user charges and review its findings and recommended actions with IDA; and (b) thereafter implement the agreed actions. F. Develonment Strategv for the Road Subsector 2.26 Expansion and improvement of basic infrastructure, including transportation, is a key component of GOB's economic development strategy, and roads are the most dynamic area of transport development. IDA's recently - 78 - completed Bangladesh: Transport Sector Review concludes that the road subsector is fuinctioning reasonably well compared with other transport modes. rt identiftes the major issues affecting the subsector's development as a proliferationi of road projects with poor budgetary controls, planning and prioratizav-ir, inadequiate maintenance and a poor safety record. GOB's subsector strategy outlined in the Fourth Five Year Plan (FY91-95) broadly addxesses these concerns through calling for: deferral of new projects pending o--omnietiox of ongoiy projects, prioritization of ongoing projects to ensure early comp'½etion of high priority and economic projects, assigning priority to rehabilitation axnd improvement of the arterial road system, adequate funding and monitoiinng o£ the mlaintenance program, ensuring proper regional distribu- tion of the road network while giving responsibility (where possible) to local bodies to construct and maintain local, roads, and-designing roads with due consideration to safety, drainage and other environmental and land-use issues. 2.27 The R?P study characterizes the main road network in Bangladesh as adequate in extent but poor in condition and with narrow pavements, and as not meeting present demand satisfactorily. Based on an analysis of the needs of the RHD road network, the RMP provides the strategic framework for planning and prioritizing the network's future investment and maintenance requirements. A basic premise of the study, based on the international consultant's experi- ence, is that, wherever possible, it is more efficient and cost-effective to preserve the old pavement and strengthen its structure. Although the study found over 80% of the network to be in fair to poor condition, only a limited number of roads were in such poor condition that they require reconstruction at this time (and most of these are already included under ongoing projects). A fiist priority, therefore, is an intensive program of periodic maintenance (asphalt concrete overlays and resealing) on the more heavily trafficked roads before they deteriorate further and require rehabilitation or reconstruction. This should be complemented by a limited program of rehabilitation, including coordinated strengthening and widening of narrow roads and roads with narrow sections. Over the medium term, the RMP calls for 70-100 km of rehabilitation and 800-1,000 km of periodic maintenance per year plus routine maintenance, e.g., pothole filling, ditch and culvert cleaning, and shoulder and other routine maintenance, the works divided about evenly between the areas east and west of the Jamuna river. Other priority works on the existing network over the medium term include bridge maintenarce, repair (to reduce vulnerability to floods) and construction (committed/ongoing) and a small ferry improvement program. Construction of new roads should be limited to works relating to the Jamuna bridge. As for the upazila connecting roads program, the primary emphasis should be maintenance of the existing roads and, as traffic volumes increase, paving of the herring bone brick and earth roads. As noted above (para. 2.22), GOB has committed itself to follow the RMP for the majority of its investments in the RHD network. It also recognizes the need for institutional strengthening of RHD, particularly its planning, programming and execution capabilities, to enable it to use the RMP/HDM as practicable planning tools and to implement the physical works to high standard. 2.28 over the last ten years, stbstantial resources have also been expended for the development of local access roads, with the result that there is now an extensive non-RHD network which also needs to be maintained. In addition, some of the road construction programs did not include necessary structures along the access routes. These issues were identified in the course of IDA's Transport Sector Review, and GOB and concerned donors have taken steps to begin to address these issues, with increased attention being given to rehabilitation and maintenance works and to completion of structures. Nevertheless, the key issue for the future remains the sustainability of the - 19 - local access roads network which will require increased responsibility for maintenance being taken by the upazila and union parishads (as well as pourashavas), while relying on LGED for technical support and for maintenance and upgrading of feeder roads under its control. G. IDA's Role and Assistance Strategy for the Road Subsector 2.29 Past Experience and Lessons Learned. IDA's involvement in the road subsector since Bangladesh's independence has consisted of five road projects, of which two have been completed and three are ongoing, plus some multi- sectoral operations.' The First Highwav Project (Cr. 408-BD for US$ 25.0 million, approved June 1973) financed the 18-mile Feni bypass on the Dhaka- Chittagong highway, two bridges,-a new headquarters building for RHD in Dhaka and technical assistance (project supervision, feasibility studies and institutional strengthening of RHD) .8 The Second Highway Project (Cr. 964-BD for US$ 10.0 million, approved December 1979) financed bypasses at Comilla and Chandina (15 miles in total), also on the Dhaka-Chittagong highway. Phortly after opening to traffic in 1979, the Feni bypass began to deteriorate rapidly due to poor design and workmanship. It was further concluded that the need for future repairs would exceed RHD's maintenance capacity. Tn November 1982, IDA approved a supplemental credit (Cr. 1301-BD for SDR 5.6 million, equiva- lent to USs 6.0 million) to protect the US$ 12 million investment already made in the Feni bypass. Repair and strengthening of the bypass was completed in 1986, and construction of the Comilla and Chandina bypasses in 1987. A com- bined Project Performance Audit Report (No. 7954) was completed in June 1989. 2.30 Upon conclusion of these two projects, the main lessons learned and recomme.adations to be taken into consideration for future project preparation and monitoring comprised: (a) a more effective and efficient strategy should be defined with respect to the size, comvlexity and timing of local contracts so as to help strengthen the local construction industry; (b) contracts should not provide for horizontal splitting of works but should include all works in a given section to minimize coordina- tion problems; (c) during contractors' prequalification, the appraisal of contractors' technical and financial capacity to handle one or more contracts should be monitored closely, contract documents well prepared and additional contract management expertise provided through appropriate contract supervision arrangements; D In addition to two Rural Development Projects (para. 2.33), there have been several emergency projects, assisting Bangladesh to rebuild after natural disasters, which have included transpirt components (Cr. 339- BD after the 1970 cyclone and Credits 1587-BD, 1876-BD and 2048-BD after the 1984, 1987 and 1988 floods, respectively). The last of these closed in June 1992. The earlier emergency projects were affected by late appointment of consultants; the recent projects have generally disbursed satisfactorily. Al/ This project originated as Cr. 53-PAK for US1 22.5 million, approved in June 1964 (while Bangladesh was still part of Pakistan), and included construction of 135 miles of all-weather road betueen Dhaka and Chittagong. Land acquisition problems delayed the start of the project, and in 1965 the Indo-Pakistan conflict broke out. Over the next couple of years, the project underwent several revisions in scope of works due to underestimation of project costs and difficulty in attracting international contractors. Before implementation could begin, however, the Bangladesh war of indepenec broke out (1971), and disbursements were suspended. At GOB's request, the project was reactivated and the remaining proceeds of the credit CUSS 18.9 million) reallocated to Cr. 408-BD. - 20 - (d) more appropriate enforcement 3f contract conditions (including liquidated damages) should be emphasized; (e) necessary support should be provided by RHD to consultants so as to allow efficient supervision, strengthening of the local construc- tion industry and improvement of construction standards; (f) if the current method of construction equipment hiring is to be maintained, careful assessment should be made of RHD's capability to provide and maintain the equipment at a cost-based hire charge; (g) the short construction season (seven months) requires good organization and commencement of work at full speed as soon as the rains end; and (h) pavement designs should allow for substantial increases in traffic and axle loads, and particular attention should be given to compaction (local contractors have had serious difficulties in trying to meet required specifications) and to maintenance. 2.31 For several years after the first two highway projects, IDA suspended lending for new road projects because of GOB's lack of commitment to improve its low construction standards and maintain the existing network. However, it soon became obvious that the deteriorating condition of the ma; l road network was hampering road transport and economic development. Recogniz- ing this and .hat deterioration of the roads was beyond RHD's capability to restore them to satisfactory condition, GOB asked IDA and ADB in 1984 for assistance in rehabilitating its main roads. IDA responded with RRMP-I (Cr. 1827-BD for SDR 78.1 million, equivalent to US$ 102 million, approved in June 1987; cofinanced by OPEC Fund) which is financing about 305 km of rehabilita- tion and reconstruction works and 60 km of deferred maintenance on the national and regional roads in the northwest, and ADB with its Road Improve- ment Project which is financing similar works on about 295 km of the main road network in the south. RHD is the implementing agency for both projects. 2.32 Implementation of Oncroincr Operations. Drawing on lessons learned under the first two highway projects, the physical works under RRMP-I are being implemented in two phases, and the project includes institution31 sup- port in the form of preparing a Road Master Plan (UTNDP-funded, ADB-executed), implementing an agreed Road Maintenance Action Plan which includes preparing a Road Materials and Standards Study (European Union-funded), and preparing an action plan for development of the local construction industry (ODA-funded). Although RRMP-I started slowly due in large part to devab ating floods in 1987-88, Phase I works are now completed; physical implementation has gener- ally been good and quality high. Phase II works began in early 1993, after some delays because of a lack of transparency in the contractors' prequalifi- cation process; completion is expected in 1995 (before credit closing date). While implementation of the institutional support components of RRMP-I has been slow, the basic studies have been completed (paras. 2.5-2.8 and 2.18); they now need to be consolidated and made a part of RHD's everyday activities. 2.33 The second ongoing road project is the Rural Roads and Markets Improvement and Maintenance Project (Cr. 1940-BD for SDR 45.0 million, equivalent to US$ 62.3 million, approved in June 1988), cofinanced by Germany and Switzerland; LGED is the main implementing agency. The project entails reconstruction/upgrading of about 500 km of type B feeder roads, construction of about 3,700 meters of bridges and culverts, improvement of basic - 21 - infrastructure (roads, water supply, drainage) in 6S upazilas, repair of roads, bridges and municipal infrastructure damaged by the 1987-88 floods, and institutional strengthening of LGED and the zilas/upazilas to finance, execute and maintain roads and markets, repair flood-damaged roads and protect against damage from future floods; project operations are concentrated in eight zilas in northwestern Bangladesh. Following intensive supervision and a successful mid-term review in May 1092, project implementation has improved considerably. Agreements reached during the mid-term review concerning improvements to streamline project execution--i.e., funds flow, procurement, project manage- ment, land acquisition, staffing and -scope of consultants services--are being followed up, and LGED's commitment to implement policy reform continues to improve. The project is expected to be completed on schedule, successfully meeting its objectives, and a follow-up project is under preparation. Rural roads had previously been financed under two agriculture Rural Development Projects (Credits 631-BD and 1384-BD), both of which are closed. While substantial physical works were implemented under these projects, the issues of design and construction standards and maintenance were not systematically addressed until the ongoing project. 2.34 The third ongoing road project is the Jamuna Bridge Project (Cr. 2569-BD for SDR 143.6 million, equivalent to US$ 200.0 million, approved in February 1994, not yet effective), cofinanced by ADB and Japan; Jamuna Multipurpose Bridge Authority is the beneficiary. The project aims to achieve the strategic objective of connecting eastern and western Bangladesh separated by the Jamuna river. The project comprises construction of a multi-purpose bridge about 4.8 km long, initially to carry a 4-lane roadway with shoulders and foundations adequate to carry a meter gauge railway line in the future and capable of supporting an electric power interconnector, gas pipeline and telecommunication facilities; associated approach roads =nd guide/flood protection bunds, measures to mitigate the project's effects on the environment including resettlement, and technical assistance and training are also included in the project. The main contracts have been awarded, and construction is expected to commence in the 1994-95 dry season. The project has provided an umbrella for pursuing several key policy measures in the transport sector (e.g., reform of Bangladesh Railways). Development and application of policies and procedures to be followed in land acquisition and resettlement under the project have also provided guidance for the same under other projects including the proposed project. 2.35 IDA's Sectoral Assistance Strateciv and Rationale for Involvement. Although IDA previously financed new road construction, road rehabilitation and maintenance projects and the Jamuna bridge are now IDA's main vehicles for involvement in the road subsector in Bangladesh. This is consistent with the overall development strategy for roads outlined in Section F above and the recently completed Bangladesh: Transport Sector Review. Key objectives of IDA's assistance strategy for the road subsector comprise: (a) sound management of the existing road network, including adequate provision of resources for maintenance and rehabilitation, prioritized on an economic basis; (b) upgrading, to high standard, roads along corridors of proven high demand and inadequate existing capacity, the first priority being the arterial corridor linking the two seaports to Dhaka and the four regions; - 22 - (c) strengthening the main agencies involved in the road subsector (e.g., RHD and LGED), particularly their planning, programming and supervision of works, and development of local governments' capacity to maintain the local access roads; (d) improving the capacity and effectiveness of the domestic road construction industry; (e} implementation of sound and equitable practices with regard to environmental and resettlement aspects of road projects; (f) promotion of road safety; and (g) recovery of peration and maintenance costs from road users through appropriate charging mechanisms. The recently approved Jamuna Bridge Project will strengthen the northwest's linkage to the rest of the country and support the arterial corridor develop- ment strategy recommended in the Transport Sector Review; ADB-funded TA to prepare/assess options for development of the northwest, the poorest region of the country, is planned in connection with the project which will further enhance the bridge's impact. Proposed new lending in the road subsector, in addition to RRMP-II, includes the Second Rural Roads and Markets Improvement and Maintenance Project and Type A Feeder Roads Improvement Project, planned for FY96 and FY98, respectively. Sector work on the provision of all types of rural infrastructure is planned for FY95; this, together with experience under the ongoing Rural Roads and Markets Improvement and Maintenance Project, will provide the framework for the first project. Financing for a feasibility study and, if warranted, follow-up preparation work are provided under RRMP-II for the second project. 2.36 RRMP-I represented an important turning point in IDA's relations with GOB in the road subsector. RRMP-II follows up much of the work initiated under RRMP-I and will, in particular, assist RHD to initiate implementation of the Road Master Plan. A fundamental finding of the RMP is the high priority of periodic maintenance, particularly overlays, to defer more costly rehabili- tation and reconstruction of RHD's existina network. RRMP-II supports this strategy on two fronts--by physically impl'.fmenting a 4-year time slice of the periodic maintenance program in the west and by developing RHD's institutional capacity to plan and implement such a program. At the same time, it continues a limited program of rehabilitation on the highest priority roads begun under RRMP-I and complements a parallel project for the east approved by ADB in December 1993 (Road Overlay and Improvement Project). Through a comprehensive institutional development program, RRMP-II will also assist RHD/GOB to bring together the key findings of the recent studies and TA provided under RRMP-I and other donors' projects, and to operationalize them, so they can/will be used. ODA, which has traditionally been involved with bridges in Bangladesh (e.g., Priority Bridges Project), has agreed to grant-finance this component of the project which it sees as critical to sustaining the subsector's pro- gress and contributing to the country's overall development. Finally, RRMP-II is an important test case for new approaches to effecting land acquisition and resettlement in Bangladesh, in line with the Bank's guidelines, on a smaller scale than in the Jamuna Bridge Project. GOB has requested IDA's assistance in the proposed project, which supports the development strategy in Section F and is included in the FY93-95 TYRIP. The project is also consistent with IDA's sectoral and country assistance strategies (para. 1.22) and complements its three ongoing road projects. - 23 - 2.37 Project Sustainability. RRMP-II, together with ADB's paradlMei project, will assist RHD to initiate implementation of the RDIP which provides the framework for future road investments and maintenance works. While t:ne rehabilitation works will continue efforts under RRMP-I to bring imporiLanL national and regional roads in the northwest to maintainable condition, dho maintenance works will assist RHD to nearly eliminate its backlog of periodic maintenance in the west before the concerned roads also require rehabilitation and reconstruction. TA under the project will develop RHD's capability to update the RMP using the Highway Design and Maintenance Standards Model, u0e this as a basis for preparing annual work programs, and implement these programs in a timely manner and with good quality control. in an effoiL 1 3 ensure that this leads to sustainable improvements ir, the main nerworkls management and operation, various safeguards have been incorporated in thc: institutional development program and milestone achievements and target handover dates identified for key tasks. III. THE PROJECT A. Proiect Background 3.1 Preparation of the Second Road Rehabilitation and Maintenance Project dates back to the feasibility/engineering studies (1986/87) prepared for RRMP-I when a three-phase program of rehabilitation works in the northwest was identified. It was subsequently decided to limit the first project to two phases and designate the third phase to a second project, timed to provide continuing support to the Road Master Plan and other technical assistance under RRMP-I. Formal preparation of RRMP-II co.amenced in September 1990 but because of delays in completing the RMP, it was limited to the rehabilitatior. aspects of the project; following serious flooding in 1991 along some of the road sections proposed for inclusion in the project, some redesign was done, and the preliminary engineering report was finalized in May 1992. While the RMP study had been completed in draft somewhat earlier (July 1991), the consultant's presentation of the study findings and recommendations to GOB and the donors was delayed to August 1992. During this meeting, GOB requested IDA and ADB for assistance in financing the intensive program of periodic maintenance recommended by the RMP, particularly the program's foreign exchange requirements. RHD/GOB then requested the consultant team (Louis Berger International, Inc.-US and Sarm Associates, Ltd.-Bangladesh), who did the earlier preparation work, to finalize the engineering design and bid documents for the rehabilitation works and to prepare the first year of a 4- year program of periodic maintenance works for the northwest and southwest based on the RMP. The same consultants have also carried out an environmental analysis of the project and, in those areas involving land acquisition for bypasses/ realignments, a resettlement survey and have prepared a preliminary resettlement plan. In November 1993, RHD contracted Christian Commission for Development in Bangladesh (CCDB), one of the country's larger non-governmental organizations (NGOs), to assist in completing the planning for and in implementing land acquisition and resettlement under the project. A final resettlement action plan (RAP) was completed in May 1994. Financing for the preparation of RRMP-II has come from the Fifth and Sixth Technical Assistance Projects (Credits 1440-BD and 2393-BD), except for CCDB's services which will be financed under the project. In October 1992, RHD requested assistance from ODA and the Federal Highway Administration (US) in institutional strengthening through a possible twinning arrangement with road agencies in the two countries. In response, ODA agreed to finance some consultants to participate in the preappraisal and appraisal missions in formulating in more detail such - 24 - a TA component, and has subsequently agreed to finance the institutional development program under the project. B. Proiect Obiectives 3.2 The proposed project's overall objective is to reduce the total cost of road transport on Bangladesh's most travelled roads by improving the RMD road network through more effective planning, design and construction (including reconstruction) of road investments and more effective programming and implementation of road maintenance. More specifically, the project assists RHD/GOB: (a) to initiate physical implementation of the RMP in areas west of the Jamuna, thus preserving the country's -capital base of road infrastructure and improving high priority sections in a systematic manner; and (b) to develop its institutional and technical capacity to plan and program works, administer and supervise works contracts, and operate and maintain the country's main road system. The project complements ADB's Road Overlay and Improvement Project in areas east of the Jamuna. Upon completion of these projects, about 40% of RHD's 8,200 km of paved road network will have been included in a program of overlays, widening, rehabilitation and reconstruction since 1988. In addition, systematic procedures will have been established in RHD for planning and executing regular network maintenance, thereby deferring more costly rehabilitation and reconstruction. C. Project Description 3.3 The project comprises three main components: (a) Road works: a 4-year time slice (FY95-98) of RHD's Road Master Plan for western Bangladesh, including (i) rehabilitation of about 168 km of national and regional roads in the northwest, (ii) widening of about 100 km of narrow roads (less than 5 m) to 2-lane standard, and (iii) periodic maintenance (mostly asphalt concrete overlays and some resealing) of about 1,800 km of national, regional and tyoe A feeder roads in the northwest and southwest; (b) Prolect preparation and implementation support: consultancy services to (i) supervise implementation of the above road works over the project period, (ii) prepare the detailed design, bid documents and environmental/resettlement plans for Nalka-Hatikam- rul-Bonpara (N-H-B) road which is needed in conjunction with the Jamuna bridge, (iii) carry out feasibility studies, detailed engineering and other preparatory work for priority road rehabilitation and widening works, including improvement of type A feeder roads, which may be identified during the project, and (iv) prepare a plan for land acquisition and resettlement under the project and assist in implementing this plan; and (c) Institutional development: a 4-year program of integrated support, including consultancy services, twinning arrangements, officer and staff training, research and associated equipment, to (i) RHD, to strengthen its planning and HDM capabilities, improve data collection and use, enhance quality control of works, instill better work practices, and improve environment for and capabilities of local contractors, (ii) RRTD, to strengthen its planning and economics capabilities and improve information systems, and (iii) BRTA, to enhance its road traffic safety efforts and assist in establishing an integrated approach to improved road safety. - 25 - 3.4 Road Works. The project's road works component is essentially a 4- year time slice (FY95-98) of the Road Master Plan for the western part of the country. As contrasted with RRMP-I, which comprises mainly rehabilitation and reconstruction and a small amount of deferred maintenance, RRMP-II comprises a small amount of rehabilitation and widening works and a substantial amount of periodic maintenance. Taking into consideration (a) the magnitude of maintenance works required over the medium term to make up the backlogged periodic maintenance, (b) the need to introduce into Bangladesh new maintenance technologies as well as improvements in existing technologies to address limitations of current construction and maintenance practices, and (c) the need to institute improved quality control of contractors' works, it is proposed that IDA assist in financing periodic maintenance as well as - rehabilitation. Associated technical assistance, which transfers increasing responsibility for supervision to RHD over the project, will improve the sustainability of these efforts over the longer term. ADB is financing a similar project in the eastern part of the country. RHD will continue to use its own resources to carry out routine maintenance of roads and bridges. (a) Rehabilitation: The 168 km of rehabilitation works, located in the northwest and basically an extension of the works carried out under RRMP-I, include about 81 km of national road (N6) from Dasuria to Rajshahi, 44 km of regional road (R680) from Rajshahi to Nawabganj and 43 km of national road (N5) from Rangpur to Saidpur (Annex 3.1). Traffic flows are high, 800-1,800 motorized vehicles per day with high truck/bus traffic as well as high non- motorized vehicle counts, and road conditions are poor, with high roughness and narrow pavements and structures in some sections. The main rehabilitation works on 141 km of project roads involve strengthening and widening of existing roads including construction of new base leveling and surface courses, removal of old concrete where present and reconstruction of some road sections, to bring the roads up to modern trunk road standard. Substandard culverts and bridges will be reconstructed, both to widen spans to accommodate flooding conditions without overtopping and to widen carriageways to accommodate traffic flows and improve road safety. In addition, about 27 km of new road construction is required, including a 12 km section of the Rajshahi-Nawabganj road to avoid densely developed sections near Godagari village which are also vulnerable to erosion by the Padma river, bypasses for Natore (6 km) and Saidpur (8 km), and minor realignments (each <1 km) near Dasuria and Ghagot river (Rangpur-Saidpur road). The new construction under the project will require acquisition of about 115 hectares of land and will affect about 1,365 households (8,000 persons). (b) Widening: Roadway widths in Bangladesh are narrow, and coordinated strengthening and widening of narrow roads and roads with narrow sections is one of the priority activities for RHD identified in the RMP (para. 2.27). To assist RHD in initiating this, the project includes about 100 km of widening works to be started in year three of the project. The road sections to be included will be identified in the course of RHD's annual updating of the RMP/work program preparation; a separate feasibility study will be carried out under the project to confirm the proposed works' technical and economic justification. During negotiations, it was agreed that the widening program will be prepared on an economic basis using, inter alia, the Highway Design and Maintenance Standards Model (adjusted for congestion) and be reviewed with IDA by December 31 of the year before the work is to commence, to ensure agreement before bids are invited. (c) Periodic Maintenance: One of the proposed project's primary objectives is to assist RHD to initiate implementation of the RMP, particularly the - 26 - intensive program of periodic maintenance, to preserve the existing road network. A substantial portion of the road network in the northwest and southwest is in fair to poor condition and carries sufficient traffic (200- 2000 motorized vehicles per day) to warrant an asphalt concrete overlay program. Timely intervention is particularly important for the more heavily trafficked roads, since the repairs needed once the pavement starts to break up are 3-4 times more costly. Based on a partial updating of the RMP during project appraisal, the project includes about 1,800 km of periodic maintenance in the west during FY95-98, of which about 650 km are wide roads (5 m or more riding surface) and 1,150 km narrow roads (less than 5 m). The main works are expected to be asphalt concrete overlays averaging about 6 centimeters (cm) in thickness and some resealing; asphalt for the overlays will be pre-mixed in asphalt plants and laid with paving machines on the wide roads and manually on the narrow roads. The first year program was agreed during appraisal. It comprises about 417 km of asphalt overlays on 265 km of wide roads and 152 km of narrow roads; about 80% of the works are in the southwest (Annex 3.1). Preparation of the maintenance program for subsequent years of the project will be linked to RHD's annual updating of the RMP and work program prepara- tion, based on updated road and traffic conditions. During negotiations, it was agreed that the periodic maintenance program for the west for FY96-98 will be prepared on an economic basis using, inter alia, HDM and be reviewed with IDA by December 31 of the year before the work is to commence, to ensure agreement before bids are invited. The project also includes financing for vehicles and laboratory/office equipment for use in supervising the mainte- nance works and staff incentives/special pay for RHD staff working on project. 3.5 Proiect Prenaration and Implementation Support. The project provides for consultancy services to assist RHD in supervising implementation of the road works component over the 4-year period of the project. In addition to routine supervision responsibilities, the consultant will provide assistance in preparing the annual maintenance work programs on the basis of HDM runs, regular review of the RMP's implementation in the west, preparation of the detailed designs and bid documents for the FY96-99 periodic maintenance and road widening programs under the project and revision of the same for the Saidpur bypass (rehabilitation component)9. Training of RHD officers and staff to enable them to assume increasing responsibility for managing and implementing the maintenance program over the life of the project will be an important objective of the consultant's work. The consultant will need to coordinate closely with the institutional development consultant (para. 3.7). It is estimated that about 1,125 staff months of consultancy services will be required, including 277 staff months of international and 848 staff months of local consultants; agreed terms of reference for the supervisory consultant are at Annex 3.2. 3.6 The project also provides for project preparation consultancy services for (a) final preparation of the N-H-B road and (b) feasibility studies and other preparation assistance for future road improvement works, and for an NGO/consultants to assist in preparation and implementation of land acquisition and resettlement under the project. The feasibility study for the N-H-B road was completed in May 1993, confirming its viability if the Jamuna bridge is constructed. Due to time constraints in completing the road in time for the bridge, the final preparation work is financed under RRMP-II although actual construction is expected to be financed under a subsequent project 2/ Because the southern alignment agreed for the Saidpur bypass during appraisal faced difficult resettlement issues and potential congestion problems due to its proximity to the city, an alternative (northern) altgnment was agreed during negotiations. - 27 - perhaps with bilateral funds. Draft TOR for completing preparation of the N-H-B road have been prepared and a shortlist of consulting firms agreed; estimated staff mouths are about 150 (50 staff months international and lOO staff months local consultants). A budget of about US$ 3.0 million, equivalent to about 120 staff months of international consultants and 240 staff months of local consultants, has been allocated for feasibility studies, detailed engineering and other preparation activities to assist in preparing future road rehabilitation and widening works. RHD is already preparing draft TOR for a feasibility study for a type A feeder roads improvement project. Preparation of the land acquisition and resettlement plan for RRMP-II has taken about five months; plan implementation and monitoring of its impact is expected to extend over about 24 months. An estimated 240 staff months of local NGO and consultancy services, plus fiel- staff, will be required. 3.7 Institutional DeveloDment. The project's institutional development component aims at providing direct support to three government agencies--RHD, RRTD and BRTA in the Ministry of Communications--and indirect support to the Bangladesh road construction industry. The main objectives of this support are to improve planning, management and implementation of civil works for the road subsector and to improve road safety. Technical assistance will be provided through a twinning/consultancy arrangement comprising a joint venture with partners from a government road agency in a developed country, consul- tants, overseas universities and technical training establishments, and *-%vernment road agencies in other developing countries. A preliminary program of specialist assistance has been designed, and the joint venture will provide additional specialists in particular fields as needed. The Bangladesh Road Research Laboratory will be the center for the program's training activities, with active involvement of the Bangladesh University of Engineering and Technology (BUET) and Institution of Engineers of Bangladesh (IEB). An 8-10 year timeframe is envisaged for the program, of which the first four years will be financed under RRMP-II. The program will be broad-based and flexible, integrate and build on past TA to the road subsector (para. 2.18), and coordinate with ongoing/proposed projects and TA provided by other donors (e.g., ADB's Road Overlay and Improvement Project and TA to RHD for HDM support and to BRTA for vehicle registration, etc.). One of the first activities will be a skills gap assessment, although a number of specific action areas have already been identified, including HDM usage and adaptation, information systems in MOC, quality control of works, improved maintenance practices, management training, road safety study, assistance to the local construction industry, and economics of ferries and bridges. Annex 3.3 outlines the basic elements of the institutional development program; Annex 3.4 gives the detailed TOR. It is estimated that about 544 staff months of specialist services (274 staff months international and 270 staff months local specialists) will be required; financing is also provided for overseas exchanges/training, upgrading of facilities, and materials and equipment (e.g., laboratory equipment and supplies, computers and training aids). D. Proiect Costs and Financing 3.8 The project's estimated cost, including physical and price contin- gencies, is US$ 252.2 million, of which duties and taxes are US$ 27.6 million. The estimated foreign exchange cost is US$ 119.5 million. The estimates are based on January 1994 prices. Physical contingencies are included at 10% of base costs; price contingencies for foreign costs are 2.5% per year for the project period and for local costs 4.5% for FY94 and 5.0% per year thereafter. Due to uncertainty in the valuation of land a..d structures to be acquired under the project, physical contingencies of 80% and 20%, respectively, have - 28 - been used. Purchasing power parity is assumed for exchange rate changes over the project, starting from a base of Tk 40.07/US$ 1.00 in January 1994. Total price contingencies amount to about 5% of the base cost including physical contingencies. Project cost estimates are based on: (a) bid prices for the first year maintenance program, supervisory consultant ard NGO/consultants assisting in resettlement; (b) detailed engineering and recent bids for similar works under RRMP-I and other ongoing projects in Bangladesh; (c) RMP cost estimates; (d) suppliers' published prices for materials, equipment and spares; (e) prevailing fees for consultants in Bangladesh for similar activi- ties in the road subsector; and (f) information from the socio-economic survey of project affected households. Estimates for the rehabilitation works include-overheads (e.g., office, laboratory and reside.. .Ial facilities and inspection vehicles). Duties and taxes (including VAT) are estimated at 12% of civil works costs, 50% of the foreign exchange cost for imported equipment and 75% for imported vehicles. The summary cost estimate is given in Table 3.1; details are in Annex 3.5. Table 3.1: Proiect Cost Estimate Taka (mitlion) USS (million) Project Component Local Foreign Total Local Foreign Total Road Works Rehabilitation 1090.5 929.0 2019.5 27.2 23.2 50.4 Widening 320.6 320.6 641.1 8.0 8.0 16.0 Periodic Maintenance (Wide Roads) 1180.8 1047.1 2227.9 29.5 26.1 55.6 Periodic Maintenance (Narrow Roads) 1425.0 1263.7 268.7 35.6 31.5 67.1 Subtotal: 4016.9 3560.3 7577.2 10.2 88.9 189.1 PreDaration/Invlementation Support Road Works Supervision 156.3 104.2 260.5 3.9 2.6 6.5 DetaiLed Design/N-H-B Road 18.0 42.1 60.1 0.4 1.0 1.5 Feasibility Studies/Preparatory Work 36.1 84.1 120.2 0.9 2.1 3.0 RAP Preparation/Implementation 32.1 0.0 32.1 0.8 0.0 0.8 Subtotal: 242.4 230.4 472.8 6.0 5.7 1T.8 Institutionat Devetooment Specialists 6.7 217.7 224.4 0.2 5.4 5.6 Training/Research 18.0 46.2 64.1 0.4 1.2 1.6 Facilities/Equipment 17.6 22.4 40.1 0.4 0.6 1.0 Subtotal: 42.3 286.3 328.6 1.1 7.1 -8.2 .4iscellaneous Land Acquisiticn/Resettlement 172.3 0.0 172.3 4.3 0.0 4.3 Staff Incentives 40.1 0.0 40.1 1.0 0.0 1.0 Vehicles/Equipment (Maintenance) 30.1 50.1 80.1 0.7 1.2 2.0 Subtotal: 242.4 50.1 292.5 6.0 1.2 7.3 Total Base Costs 4544.1 4127.1 8671.1 113.4 103.2 216.4 Physical Contingencies 507.3 412.7 920.0 12.7 10.3 23.0 Price Contingencies 544.9 507.3 1052.2 6.6 6.2 12.8 Total Project Cost: 6 2 2 132.7 119.5 2 52 Note: Total project cost net of duties and taxes (USS 27.6 million) is USS 224.6 million. Totals may not add due to rounding. 3.9 The proposed credit of US$ 146.8 million equivalent will finance 93% of the project's foreign cost (ODA will finance the remaining 7*) and 27% of its local cost. ODA will provide US$ 8.8 million equivalent in grant financing for the institutional development program. External financing will cover 69% of the total project cost net of duties and taxes; this is lower than the 90% which is usual for IDA-financed projects in Bangladesh because of the large share of maintenance works included in the project. Consistent with the need for RHD to assume increasing responsibility for periodic maintenance over time, the credit will finance a declining balance of the periodic maintenance works over the project life (60% in the first year, 50* in the second and third years, and 40* in the fourth year). GOB will finance - 29 - US$ 96.6 million equivalent of the total project cost, of which US$ 27.6 million is duties and taxes. It was confirmed during negotiations that GOB's share of the project cost excluding the periodic maintenance works will be provided through the annual development program (ADP) (US$ 22.4 million equivalent) and its share for the periodic maintenance works through the recurrent (maintenance) budget (USS 74.2 million equivalent); the credit proceeds will be passed on to RHD through the ADP. COB will bear foreign exchange and cost overrun risks. The proposed financing plan is in Table 3.2; details are in Annex 3.6. Retroactive financing of up to US$ 8.0 million equivalent (5S of the proposed credit) for expenditures incurred after November 1, 1993 is provided for (a) the supervisory consultant and periodic maintenance works to enable the start of the maintenance and rehabilitation works in the 1994-95 dry season and (b) the NGO/consultants assisting in resettlement to enable completion of land acquisition and resettlement by mid- 1995; advance contracting for the same totals about US$ 43 million equivalent. Based on exchange rates and inflation estimates at the time of appraisal, an allocation of up to 6.4 million pounds sterling (now about US$ 9.5 million) of British grant assistance over four years for the project's institutional development program has been approved; signature of the ODA grant agreement is a condition of credit effectiveness. Table 3.2: Proiect Financing Plan (USS million) Project Component IDA ODA GOB Total Road Works Rehabilitation/Widening 61.9 - 21.7 83.6 Periodic Maintenance 71.4 - 74.2 145.6 Preparation/Implementation Support 13.5 - - 13.5 Institutional Development - 8.8 0.7 9.5 Total 146.8 8.8 96.6 252.2 E. Proiect EnqineerincT and Status of Prenaration 3.10 RHD, with the assistance of international and local consultants, has prepared: (a) a preliminary engineering/feasibility report (May 1992) and final engineering/economic feasibility report (October 1993) for the rehabilitation component under the project; (b) a comprehensive Road Master Plan study (December 1992) with recommendations on future road development plans and maintenance strategies for the RHD network; (c) a final engineering/ economic feasibility report (March 1994) and HDM input data/field survey results (October 1993) for the first year periodic maintenance program under the project; (d) an environmental analysis of the project (April 1993); and (e) final detailed design and bid documents for the rehabilitation component and first year maintenance program. During project appraisal, IDA, with the assistance of RHD and the international consultants who prepared the RMP study, carried out a partial updating of the HDM analysis in the RMP, focusing on the periodic maintenance works. Based on this, the 4-year 1,800 km periodic maintenance program for the west under the project was drawn up and a proposed list of road sections for the first year program selected. Preparation of the first year maintenance program, including field condition surveys, detailed designs, cost estimates, economic justification and bid documents, was then completed by RHD and the consultant assisting with project preparation. IDA has reviewed these documents and found them satisfactory. RHD will prepare the remaining road works (e.g., widening and maintenance works for years 2-4 of project) with the assistance of the supervisory consultant during project implementation (para. 3.13). Prequalification of contractors for the first year maintenance program was completed and bids 30 - invited in September 1993; contracts were signed with four firms", in May 1994, and contractors will mobilize to start work in September 1994. Prequalification of contractors for the rehabilitation works was completed and bids (except for the two bypasses"1) invited in ",ay 1994; contracts will be awarded by end-September 1994. The status of project preparation vis-a-vis land acquisition and resettlement in areas where land will be acquired for works under the rehabilitation component is discussed in Section J below. 3.11 The Project Concept Paper (PCP) for the proposed project, including the road works and project preparation/implementation support components, was approved by the Executive Committee of the National Economic Council in Sep- tember 1993; the revised PCP, based on agreements reached during negotiations, was approved in May 1994. The Project Proforma (a more detailed "PCP") was approved by the Ministry of Communications in June 1994. The Technical Assistance Project Proforma for the institutional development program under the project was approved by the Special Projects Evaluation Committee in December 1993. IDA has reviewed the documents and found them satisfactory. F. Prolect ImDlementation 3.12 Physical Works. The project supports RHD's rehabilitation and maintenance program over the period FY95-98 and is expected to be completed by about June 1999. RHD's organization for the project is in Annex 3.7 and the implementation schedule in Annex 3.8. RHD will implement the project, with its Chief Engineer having overall responsibility. The Additional Chief Engineer (ACE), Planning and Development, will be appointed Project Coordina- tor with responsibility for overall coordination and for implementation of the institutional development program. The Project Civil Works Director (PCWD, rank of ACE) under RRMP-I will be responsible for implementing the rehabilita- tion works (as "Engineer") and for coordinating implementation of the mainte- nance works. The PCWD will have final responsibility for implementation of all physical works under the project; his office will continue to be located in the northwest (Rajshahi). The Rajshahi, Rangpur, Khulna and Barisal zonal offices, under the direction of their respective Additional Chief Engineers, will be responsible for actual implementation of the maintenance works. That is, the zonal ACEs will be the Project Directors for maintenance works under the project in their respective zones and will responsible for implementing these works (as "Engineern); they will be assisted by their Executive Engineers, who will be field Project Managers for maintenance works implemen- tation in the concerned RHD circles. For the rehabilitation works, the PCWD will be assisted by one Additional PCWD (rank of Superintending Engineer), who will also be designated as the Chief Resettlement Officer for the project (para 3.31), and three Executive Engineers, who will be appointed field Project Managers for works implementation. These arrangements were confirmed during negotiations, and the Project Coordinator, PCWD, Additional PCWD and four Project Directors for the zonal maintenance programs have been appointed. 3.13 The supervisory consultant ("Engineer's Representative") will have two teams: one to supervise implementation of the rehabilitation works as ig/ Oriental Structural Engineers (tIndia) in association with Concord Pragatee Consortium (Bangladesh); Indian Railways Construction Company, Ltd. (India); Mir Akhter Hossain, Ltd. (Bangladesh) in association with China Harbour Engineering Company (China); Bengal Development Corporation, Ltd. (Bangladesh) and National Civil Engineers, Ltd. (Bangladesh) in association with F.F. Cruz and Company, Inc. (Philippines). 11/ The Natore and Saidpur bypasses will be bid with the second year maintenance program in 1995. These contracts have a 2-year construction period (as contrasted with three years for other rehabititation works) and require additional time before contract award to complete land acquisition. - 31 - under RRMP-I and one to supervise the maintenance works. For the latter, the consultant will draw heavily on RHD staff in the concerned zonal offices to be an integral part of his team, and supervision will include assistance in preparing RHD's annual maintenance work program for the northwest and southwest and in implementing this program. Preparation of the annual maintenance program will be linked to RHD's annual updating of its RMP and work program preparation, which is one of the areas identified for assistance under the institutional development program. For each year of the project, the sections identified for periodic maintenance for the year concerned will require detailed inventory of road conditions, updated cost estimates and economic justifications, and detailed design and bid documents to be prepared by RHD and the supervisory consultant. The staff in the HDM cell, starting from the HDM model, should eventually be able to do the full preparation, with the requisite support from the field staff and BRRL. RHD engineers will be directly involved, with the supervisory consultant, in quality control and supervision of the maintenance works and will assume increasing responsibility as the project progresses. At the start of the project, the consultant will prepare a detailed plan, including monitoring arrangements, for staff training and gradual transfer of responsibilities from the consultant to RHD staff. In an effort to reward staff for the increased work and responsibility and improve staff motivation, it was agreed during negotiations that RHD will need to introduce an appropriate incentive system under the project (e.g., in the form of special pay or project allowances); an allowance for this purpose has been included in the project financing plan. Proposals for the consultancy services were received from eight consulting firms; negotiations with the selected firm"2 have been completed and the contract signed in May 1994, for a June 1994 mobilization and start-up. 3.14 Institutional Development. The institutional development program will integrate and build upon past technical assistance to the road subsector. Considerable flexibility will be required in its implementation to enable adaptation to the evolving needs of RHD, RRTD, BRTA and the domestic road construction industry. Provision of assistance through the proposed twinning/ consultancy arrangement should provide this flexibility and enable the development of a more comprehensive and longer term relationship between the concerned agencies in Bangladesh and the supplying agencies. The team leader will be attached to the office of the Additional Chief Engineer, Planning and Development, for overall coordination throughout the four years of the program. He will be backed up by a deputy, the local senior highway engineer, to ensure continuity of command. While BRRL will be the center for the program's training activities, involvement of local institutions outside the Ministry, such as BUET and IEB, should foster greater sustainability of the institutional development efforts. Further, assistance in key functions carried out by the road agencies (e.g., annual planning and budget activities) is designed to enable local staff to gradually take increasing responsibility, i.e., activities are first done alongside the temporary specialists, then by the local staff under supervision and finally by the local staff on their own; operational manuals will also be produced, both as reference documents and as training guides. A preliminary program of specialist assistance and training has been designed, leaving scope for additional assistance as needs are identified. Proposals for provision of these services were invited in January 1994; negotiations are ongoing with the selected twinning/consultancy team, 1I: Snnw Mou ntains Ennirina CornnrAtion I td (Au4tralia) in associatinn with fgioal sni TranRoort - 32 - with a view to appointing and mobilizing the team by August 1954 (before credit effectiveness). 3.15 Formation of a permanent HDM unit (circle) in RHD and planning cell in RRTD, and assignment of sufficient qualified counterpart staff to individual specialists will be prerequisites for the program's success. Before each new phase of technical assistance commences, confirmation of a predefined capability threshold, including availability of trained local staff, adequate office space and equipment, and sufficient operating funds for the work, will be required; similarly, before each specialist is mobilized, the requisite counterparts will be posted. Milestone achievements and target handover dates will be identified for key tasks and will serve as indicators for monitoring program implementation. An Institutional Review Committee has been established in MOC to oversee the program; one of its first tasks will be to review and comment on the inception report prepared by the consultancy/ . twinning team and to agree a final detailed workplan and set of milestones for the program. These arrangements were confirmed during negotiations. It was also agreed that RHD/GOB will set up, by October 31, 1994, the HDM unit in RHD and planning cell in RRTD with adequate staff and facilities; the structure and functioning of these units will be reviewed during the mid-term review of the project (para. 3.35), with a view to making them permanent units. Provided the program is successful and further funding available, it is expected to continue for another 4-6 years after the project. 3.16 The above arrangements have been designed taking into consideration lessons learned under past technical assistance efforts in Bangladesh in general and in the road subsector in particular. RHD/GOB appear committed to the proposed program. A further, potentially serious constraint which these arrangements do not directly address, however, is the lack of motivation on the part of officers and staff in RHD and other public sector agencies, due in large part to low salaries and limited opportunities for promotion. Recogniz- ing that the salary situation cannot be addressed under the proposed project and is unlikely to change in the near term, a number of initiatives, e.g., access to new skills and improved technology, upgrading of faciliies, training opportunities at home and overseas, allowances for training, working contacts with universities and private sector firms, and a structured approach to career development, have been incorporated in the program to try to improve the overall situation and level of job satisfaction in RHD. G. Procurement 3.17 Procurement under the project will be managed and coordinated by RHD mainly through the PCWD, with the assistance of the supervisory consultant, for the road works and through the Project Coordinator for other consultancy services ard the institutional development program. Procurement of goods and works under the project will be in accordance with the Bank's Guidelines for Procurement under IBRD Loans and IDA Credits (May 1992). Based on the Bank's Standard Bidding Documents (SBDs), GOB and the Bank are in the process of jointly developing standard bid documents for Bangladesh. As soon as these are available, they will be used for procurement under the project where applicable. In the interim, bid documents for the rehabilitation works and first year maintenance program including prequalification of contractors have been based on the Bank's SBD for Procurement of Works (large and small contracts) and Standard Prequalification Document for Procurement of Works. These have been reviewed by IDA and found acceptable. Consultancy services financed by IDA will be procured in accordance with the Bank's Guidelines for Use of Consultants by World Bank Borrowers and by the World Bank as Executing - 33 - Agency (August 1981), and the Bank's Standard Form of Contract for Consultant's Services will be used for consultancy contracts. Use of the Bank's relevant SBDs for procurement under international competitive bidding (ICB) and for consultancy services, suitably modified, was confirmed during negotiations. Table 3.3 details the procurement arrangements for the project. Annex 3.8 gives the project implementation schedule which also indicates the main procurement steps for the project components. Table 3.3: Summary of Procurement Arrangements (USS million) Procurement Method Total Project Element ICa LCB Other U.B.F. Cost Civil Works Rehabilitation 58.2 - - 58.2 (46.6) (46.6) Widening 19.1 - - - 19.1 (15.3) (15.3) Periodic Maintenance 122.3 20.0 - - 142.3 (60.0) (10.0) (70.0) Materials and Eauiement Vehicles/Equipment (Maintenance) 0.8 1.0 0.5 - 2.3 (0.5) (0.6) (0.3) (1.4) Facilities/Equipment (Institutional Development) a/ - - - 1.1 1.1 Consultancv Services. Fellowshios and Trainins Road Works Supervision - 7.5 - 7.5 (7.5) (7.5) Feasibility/Detailed Design/Other Preparatory - 5.1 - 5.1 (5.1) (5.1) RAP Preparation/Implementation - - 0.9 - 0.9 (0.9) (0.9) Institutional Development Specialists 9/ - - - 6.5 6.5 Training/Research a/ - - - 1.9 1.9 C) ( ) Other Land Acquisition/Resettlement b/ -- 6.3 6.3 Staff Incentives W - - - 1.0 1.0 T210-0.4 2 1.0 1 16.8 252.2 (122.4) (10.6) (13.8) ( - ) (146.8) Note: Figures in parentheses are respective amounts financed by the credit. Totals may not add due to rounding. N.8.F = not Bank financed. j/ Financed by ODA and GOB. b/ Financed by GOB. 3.18 All civil works (US$ 219.6 million), except for up to US$ 20.0 million of periodic maintenance works, will be bid following ICB procedures. All ICB works will be bid on a slice-and-package basis, with the contractors bidding for individual/combined contracts up to their prequalified limit. Contracts for the first year maintenance program (about US$ 34 million) have already been awarded and bids for the rehabilitation works (about US$ 43 million, excluding the bypasses which will be bid in 1995) have been invited. The second, third and fourth year maintenance programs will be bid annually and widening works in the third year, in accordance with the implementation schedule. Packaging of works under the project will be done with due consideration to minimizing costs/maximizing efficiency while also enabling the domestic construction industry's participation. - 34 - 3.19 To accommodate scattered maintenance works which will not be likely to attract international competition and to foster local contractor development, up to US$ 20.0 million of the periodic maintenance works may be bid in contracts of up to US$ 3.0 million each, following local competitive bidding (LCB) procedures acceptable to IDA. LCB has been used for small civil works contracts under RRMP-I (Cr. 1827-BD) and the Rural Roads and Markets Improvement and Maintenance Project (Cr. 1940-BD). The agreement under RRMP-I on specific practices to make LCB procedures, as practiced by RED, consistent with the Bank's procurement guidelines was reconfirmed during negotiations (Annex 3.9). RHD, with the assistance of the sup"-visory consultant, will develop a standard bid document for these maintenance works which is acceptable to IDA, While in the near term GOB's standard form of contract (Form 2911) modified to make it consistent with the Bank's guidelines may be used, the longer term objective is to replace this contract with a more universally acceptable contract drawing on, inter alia, the Bank's SBDs for small/large works and alternative contract forms developed under the construction industry study. Assistance in this will be provided under the institutional development program. It was agreed during negotiations that such new standard contract forms for the road construction industry will be introduced and used by RHD/LGED by June 30, 1996. 3.20 Vehicles and equipment (US$ 2.3 million) to be procured by RHD under IDA financing under the project comprise motorcycles, station wagons and pick ups, laboratory and office equipment, and supplies to be used in supervising the periodic maintenance works. Contracts for goods valued (a) over US$ 200,000 will be procured following ICB; (b) US$ 200,000 or less, up to an aggregate value of US$ 1 million, following LCB; and (c) US$ 50,000 or less, up to an aggregate value of US$ 500,000, following international and local shopping (i.e., bids invited from at least three qualified suppliers). 3.21 Contractors bidding for civil works contracts valued at US$ 1.0 million or more will be prequalified; the prequalification data will be updated and new contractors allowed to apply for each round of bidding. Difficulties encountered under RRMP-I with regard to prequalification have been addressed through making the criteria more stringent and informing the contractors of their capacity limits at the time of inviting them to bid. Under ICB, qualifying domestic contractors and suppliers will be eligible for a margin of preference in the comparison of bids of 7.5% for civil works and 15% for goods (15% of the CIF cost of imported items or the applicable customs duty, whichever is less). All works contracts valued US$ 300,000 or more, goods contracts US$ 200,000 or more, consulting firm contracts Us$ 100,000 or more, and individual consultant contracts US$ 50,000 or more will be subject to prior review by IDA. This will cover about 85% of procurement financed under the proposed Credit. Further, with respect to all consulting services contracts, prior review by IDA will continue to be required for: (a) terms of reference, (b) single-source contracts, (c) contracts for assignments of a critical nature (e.g., because of environmental, safety or public health considerations), and (d) contractual amendments raising the total contract value to US$ 100,000 or more for consulting firms and US$ 50,000 or more for individual consultants. 3.22 IDA has been directly involved in the preparation of the institutional development program being financed by ODA; close cooperation will continue throughout implementation. Procurement of goods and services for the program will be in accordance with ODA's procedures. Land for realignments/bypasses under the rehabilitation component will be acquired by VTM/nrn in ancordance with "The Acauisition and Reouisition of Immovable - 35 - Property Ordinance, 1982"1, subject to modifications agreed with IDA under the resettlement plan for the project. Award of contracts for the rehabilitation works will be contingent on RHD's having legal possession of all land to be acquired for execution of these contracts. H. Disbursements 3.23 Disbursements under the proposed credit will be made as follows: (a) 80% of total expenditure for rehabilitation and widening works; (b) 60% of total expenditure for periodic maintenance works in FY95, 50% in FY96 and FY97, and 40% in FY98 and thereafter; (c) 100% of foreign expenditure for materials and equipment, 100t of ex-factory expenditure for goods manufactured locally, and 60% of expenditure for other goods procured locally; and (d) 100t of total expenditure for consultancy services and training. 3.24 To facilitate disbursement, a Special Account in US dollars will be established in a local bank acceptable to IDA. The initial deposit in the Account will be US$ 8 million equivalent, estimated on the basis of four months' average expenditures. All disbursements will be made following standard IDA documentation requirements, except for works contracts valued at US$ 300,000 or less per contract, goods and consulting firm contracts valued at US$ 100,000 or less per contract, and individual consultant contracts valued at US$ 50,000 or less per contract, for which Statement of Expenditure (SOE) procedures will be used. RHD will retain detailed documentation supporting SOEs for inspection by IDA supervision missions. 3.25 The disbursement schedule shown in Annex 3.10 is based on completion of the proposed project by June 30, 1999. The credit closing date will be March 31, 2000. The total disbursement period for the project is expected to be about 6 years after credit approval, compared with the 7.5 year standard disbursement profile for Bank-funded highway projects. The project is designed around a 4-year time slice of RHD's maintenance program which is expected to be completed by June 1998. The implementation and disbursement schedules allow an extra year. Final engineering for the first year periodic maintenance program has been completed and contracts signed; the contractors are expected to start work in September 1994. The rehabilitation and widening works are expected to take 3 and 2 years, respectively, with a 1-year warranty period after completion; the works are scheduled to begin in early 1995 and late 1996, respectively. Final engineering for the rehabilitation works has been completed and bids invited (except for the bypasses which will be bid in 1995); contracts are expected to be awarded by end-September 1994. While timely completion of land acquisition for the bypasses and realignments under the rehabilitation component (Section J) could delay its implementation, there is a year's leeway in the implementation schedule (rehabilitation works completion scheduled for end-1997), and construction of the bypasses is only expected to take two years. Hence, the implementation and disbursement schedules should be feasible. I. Environmental Imiact 3.26 The project is not expected to have a major impact on the environment. The road works are rehabilitation, widening and maintenance - 36 - along existing road alignments, except for 27 km of new construction in five sections under the rehabilitation component which will involve acquisition of about 19 km of new right-of-way. The consultants assisting RHD in preparing the project carried out an environmental analysis for the overall project, with particular attention to the road sections following new alignments, and prepared a plan for mitigating potential impacts and monitoring critical parameters during project implementation and after completion. The report was discussed with RHD/GOB during appraisal, and its basic findings and recommendations agreed. A summary of the environmental analysis and matrix of recommended actions is in Annex 3.11; the full report is in the project file. 3.27 The analysis concludes that environmental considerations have generally been incorporated in each stage of the project, including appro- priate attention to the project's potential impact on the area's hydrology. Project designs and construction specifications have been modified to take into account environmental safeguards (e.g., lessons learned in 1988 floods about sizing of drainage structures, practices for restoration of borrow pits and workers camps, and restrictions on use of bricks); these modifications have been reflected in the contract documents for the project. Tree removal is minimized by widening on one side where possible, and cut trees are replaced by new ones under RHD's afforestation program. As there is no focal point for addressing environmental issues and monitoring follow-up actions in RHD's present organization, the analysis recommends that (a) the responsibili- ties of the office of the Chief Arboriculturist under the Chief Engineer be expanded to an environmental unit with subunits responsible for environment, land acquisition and resettlement, and arboriculture; and (b) environmental training for RHD staff and contractors be initiated. Assistance in this will be provided under the institutional development program. Beneficial impacts of the project include improved access and road safety throughout the project area and reduced congestion and vehicle emissions and generally improved quality of life in the towns/villages being bypassed. Uncontrolled develop- ment and encroachment onto the improved roadway are potentially adverse impacts. RHD needs to undertake greater efforts to control such development. As recommended in the environmental analysis, improved coordination with local governments in integrating road improvements with rural and urban development programs could help address this issue. This would also facilitate consulta- tions with affected populations which have been mainly limited to areas involving resettlement under the project. During negotiations, it was agreed that RHD/GOB will take all necessary measures to mitigate any adverse impact of the project on the environment and will establish an environmental unit in RHD by June 30, 1995. J. Land Accuisition and Resettlement 3.28 The 19 km of new right-of-way (about 115 hectares) noted above will have to be acquired by RHD/GOB. This is distributed over five sections ranging from less than 1 km to 12 km in length, and 3 ha to 60 ha in area. An estimated 1,365 households, or about 8,000 people, are living, cultivating or working in the affected area. About 70% of the land to be acquired is agricultural. The estimated base cost of land acquisition and resettlement under the project is about US$ S.1 million, including US$ 4.3 million for land and compensation and US$ 0.8 for NGO/consultancy assistance in implementation; an additional US$ 2.1 million is included as contingencies due to uncertainty in the valuation of land and other property. Completion of eviction and handing over of sites to the respective contractors is scheduled for mid-1995. - 37 - 3.29 In November 1993, under TOR agreed with IDA, RHD contracted Christian Commission for Development in Bangladesh, one of Bangladesh's larger NGOs which has been active in the project area, to assist in preparing, implementing and monitoring a plan for land acquisition and resettlement under the project. While a preliminary socio-economic survey had been carried out by the preparatory consultants for the project in late 1992/early 1993, CCDB (assisted by individual consultants experienced in such activities) conducted a new survey over the period November 1993-February 1994. In parallel, it initiated preparation of a resettlement action plan detailing key characteris- tics of the affected population, nature of losses sustained, compensation policies, implementation schedule- Qrganizational framework and estimated budget. Bank staff have reviewed the RAP (dated May 26, 1994) and find that it meets the requirements of the Bank's resettlement policy with regard to the proposed project. It was agreed during negotiations that land acquisition and resettlement under the project will be carried out in accordance with the final agreed RAP. A summary of the RAP, including the compensation and resettlement policy matrix, timeframe for implementation and summary cost estimate, is in Annex 3.12; the full report is in the project file. 3.30 The Acquisition and Requisition of T:mmovable Property Ordinance, 1982 provides the legal basis for acquisition of land and other property under the project. The ordinance was amended in September 1993 to raise the premium on the calculated market value of land "in consideration of the compulsory nature of the acquisition" from 20* to 50%. The level of compensation for land in Bangladesh has generally been far below market value' of the lost properties; further, the Ordinance is primarily directed towa-d legal owners of properties which excludes those persons who may live on the land or derive income from it (or from enterprises affected by the acquisition) without legal ownership of the land and/or other property being acquired. The compensation policies developed under the RAP are primarily cash-based, with the exception of support for relocation to poor households (mainly squatters). This is judged appropriate for acquisition of strips of land (right-of-way) as under the project. The basic policy package under the agreed RAP includes: (a) compensation for land and other property based on replacement value; (b) compensation and assistance to affected non-property owners; (c) compensation for relocation costs; and (d) compensation for temporary loss of income. Important features of the policy are the introduction of area-specific Land Valuation Advisory Teams and Grievance Redressal Committees for the project. 3.31 RHD has primary responsibility for land acquisition and implementation of the resettlement plan under the project. It will establish three resettlement offices, one each in Rajshahi, Natore and Saidpur where the main resettlement activities are to occur. Three subdivisional engineers have been appointed to these offices with the requisite staff; the Additional PCID, located at Rajshahi, has been designated as the Chief Resettlement Officer for the project. The Deputy Commissioner's (DC's) Office is the acquiring body acting on behalf of RHD (the requiring body); there are at least five different DCs involved in the proposed project. CCDB is assisting RHD in preparing and implementing the plan ax.d monitoring its effectiveness. It will be assisted by technical experts as necessary and will set up a management information system for monitoring implementation of the RAP. 3.32 The Deputy Commissioner of the concerned district will be responsible for effecting payment of compensation for land, structures and trees; all other compensation payments to entitled persons will be effected by CCDB. Joint verification of the records of entitled persons, including the quantity and value of their losses and individual compensation packages, will - 38 - be carried out by the DC's Office and RHD. The mandate of the Land Valuation Advisory Teams is to recommend to the concerned DC valuation standards for land in the particular project area, based on a survey of the land market in the area; the objective is to ensure that the compensation paid by the DC reflects the full replacement cost of the land acquired. The project has also established its own grievance mechanism whereby a Grievance Redressal Committee is appointed to work with each resettlement office. For those cases where the grievance concerns issues covered by the appeal procedures under the 1982 Ordinance, the Committee will forward its recommendations to the DC; for those where the grievance relates to project specific definitions of entitlements and entitled persons, the Committee is empowered to take the final decision. The above arrangements were confirmed during negotiations. Government orders have subsequently been issued establishing the membership and mandate of the Land Valuation-Advisory Teams and Grievance Redressal Committees, and the Chief Resettlement Officer and three area Resettlement Officers appointed. over the longer term, RHD will need to establish a permanent land acquisition and resettlement unit as part of an overall environmental unit (para. 3.27). Because these arrangements go beyond GOB's traditional practices, it was also agreed during negotiations that a separate legal opinion, confirming that all necessary governmental action required for implementing the agreed resettlement plan has been taken, will be issued before credit effectiveness. 3.33 The expected timeframe and budget for land acquisition and resettlement under the project are in Annex 3.12. While the overall timeframe for implementation and monitoring is expected to extend over 24 months, the most intensive period of work will be during May 1994-July 1995. The land acquisition process for the project is still in its early stages--RHD has submitted its proposal for land acquisition to the respective DCs for all areas except the Saidpur bypass (pending GOB's decision on the alignment for the bypass which has now been taken), and the DCs, in turn, have issued the general notice under Section 3 of the Ordinance for all but one (Dasuria intersection) of these. The next step is joint verification of land and other property to be acquired, which should be completed as soon as possible to enable RHD to take legal possession of the land before awarding contracts for the rehabilitation works (scheduled for end-September 1994). Given the time constraints, it was decided during negotiations to delay bidding for the two bypasses to the second year of the project to give priority to completion of land acquisition for the remaining (three) road sections. Only after joint verification will the final numbers of affected households/people and final costs be known; the present budget estimates are considered adequate. Comple- tion of joint verification of land and other property to be acquired under the project and DC's provision to RHD of the estimated budgetary requirements for such acquisition is a condition of credit effectiveness. An information brochure outlining, inter alia, the project, entitlements and agencies involved will be distributed to the affected people during joint verification. K. RenortinT and Auditing 3.34 RHD will prepare, with the assistance of the supervisory and institutional development consultants, quarterly progress reports covering all project components and other pertinent information; these will be submitted to IDA within one month of the end of the quarter. The PCWD will coordinate these activities for the road works component, while the ACE, Planning and Development, will oversee the activities for the institutional development component. The main purpose of the reports is to provide timely and updated information on implementation of the project components, highlighting issues - 39 - and problems areas, recommending actions and commenting on progress in following up earlier recommendations. An outline of the road works quarterly report agreed during negotiations is in Annex 3.13; brief monthly progress reports will also be submitted for the road works (within 15 days of the end of the month). Reporting on environmental and resettlement issues will be included in the road works quarterly reports. The TOR for the institutional development consultant (Annex 3.4) identifies various other monitoring reports (e.g., milestone reports, self-audits and evaluations, and technical reports) to be prepared during program implementation. Details for reporting on the institutional development component will be discussed with RHD/GOB and ODA during the project launch workshop- (para. 3.35). -ithin six months of project completion, RHD/GOB will prepare and furnish to DA its portion of the Implementation Completion Report in accordance with Bank guidelines. An independent auditor, acceptable to IDA, will audit annually the project accounts and financial statements, including the Special Account and disbursements on SOEs, in accordance with appropriate auditing principles acceptable to IDA; RHD/GOB will submit these audit reports to YDA no later than nine months after the end of the corresponding fiscal year. L. Prolect Monitoring and Supervision 3.35 It is expected that three supervision missions per year will be required up to the time of the mid-term review and thereafter two per year, for an estimated total staff input of 80 staffweeks over the life of the project; the tentative staffing and timing of the missions, as well as key activities, are given in Annex 3.14. At least one of the missions each year should be a joint mission with ODA and possibly ADB who is implementing a parallel project in eastern Bangladesh. The first supervision mission will be a project launch workshop, with ODA's participation. During negotiations, various monitoring indicators for assessing implementation progress with respect to the main objectives of the project--initiating physical implementa- tion of the RMP in the west and developing the institutional and technical capacity of RHD and other road agencies to operate and maintain the country's main road network--were discussed; these will be developed in more detail in consultation with the supervisory and institutional development consultants during the project launch workshop. Key indicators could include kilometers of road rehabilitated, widened, overlaid and maintained, RHD expenditures, condition of road network, local capacity to prepare work programs and supervise works contracts, status of road data base, local capacity to use HDM and update RMP, dissemination and application of RMSS findings, availability of accident data and capacity of local contractors. It was also agreed during negotiations that a comprehensive mid-term review involving IDA, ODA and GOB will be carried out not later than December 31, 1996. This review will evaluate the progress of the first two years of the project, in terms of: (a) physical implementation of the road works program and overall Road Master Plan (with particular attention to maintenance); (b) implementation of the institutional development program against the indicators of achievement identified in the inception report; (c) adequacy of counterpart funds for the project, and budgetary allocations and actual expenditures for RHD's maintenance program; (d) technology transfer which has taken place under the technical assistance components; (e) implementation of environmental mitigation measures and resettlement plan; and (f) overall performance of RHD/other GOB entities, consultants, contractors and donors in assisting project implementation. Performance against the project monitoring indicators will also be evaluated. The primary objective of the review will be to plan and redesign, as necessary, the remainder of the project based on experience accrued to the review. - 40 IV. PROJECT JUSTIFICATION 4.1 The Road Master Plan study was completed in 1992, providing RHD with an objective and efficient basis for planning future investment and maintenance activities for the country's main road network. The proposed project assists RHD to initiate physical implementation of the RMP in areas west of the Jamuna, while ADB's parallel project provides similar assistance in the east. At the same time, RRMP-II assists RHD/GOB to operationalize the key findings of recent technical assistance efforts and significantly enhance its capacity to operate and maintain the road system. In summary, the main objective of the project, as of the RMP, is to reduce the total cost of road transport on Bangladesh's most travelled roads. The specific components include: 168 km of rehabilitation, 100 km of widening narrow roads and 1,800 km of periodic maintenance on the main road network in western Bangladesh, and technical assistance for implementing these works, carrying out feasibility studies/other preparation activities for future road works, and an institu- tional development program for RHD and other road agencies. A. Economic Evaluation 4.2 The RMP work provided the main basis for the economic evaluation of the proposed project. The RMP was prepared by international consultants using the Bank's Highway Design and Maintenance Standards Model/Version III; UNDP financed the study, and ADB and IDA were closely involved in its supervision. The HDM simulates life-cycle conditions and costs, for a given road project or for groups or links of an entire road network, to evaluate multiple road maintenance and rehabilitation alternatives based on discounted costs and benefits. The objective is to search out that combination of maintenance pol- icies which results in the minimum total costs, including costs borne by road users and the road authority, over the life of the road. The typical time period for analysis of a road network, as in the case of the proposed project, is 20 years. Since the HDM assumes free traffic flow, some of its functions were modified for use in Bangladesh where the narrow roads and presence of non-motorized traffic and pedestrians often result in congested conditions. 4.3 With the assistance of RHD and the RMP consultants and using the RMP data base, the appraisal mission updated the HDM analysis to FY93 condi- tions to define the framework of the 4-year neriodic maintenance nrocram under the project. RHD's maintenance program for its main road network in western Bangladesh (about 3,450 km of paved roads with traffic of more than 100 vehicles per day) for a 20-year period was evaluated. The economic internal rate of return (EIRR) of the 20-year program, mainly asphalt concrete overlays and some resealing as well as routine maintenance and patching, is about 100l (Annex 4.1). Due to the delay in the program's start (the RMP recommended an intensive program of periodic maintenance works which in FY92, when the RMP was planned to commence, was already backlogged), the first 4-year program was too large and unbalanced with the next 4-year program. Spreading the expenditures (and works) over an 8-year period resulted in a negligible cost for the overall net present value (NPV) calculation and a gain in the EIRR (because the lower priority works were deferred). The resulting 4-year periodic maintenance program comprised mainly asphalt concrete overlays and some resealing over 1,900 km of RHD roads in the northwest and southwest. Based on the RMP findings regarding the priority for widening narrow roads in Bangladesh (para. 2.27), it was decided to include in RRMP-II about 100 km of narrow roads in the identified program as combined widening and strengthening - 41 - works (para. 4.7) and the remaining 1,800 km of wide and narrow roads as periodic maintenance works. 4.4 To determine the order of priority of individual roads in the annual maintenance work programs, EIRR and NPV calculations will be done on a road-by-road basis each year. Programming requirements such as the practicality of bidding and execution will also be considered in formulating the annual programs. A first year program of 417 km of asphalt concrete overlays was selected from the 4-year program, and the consultants assisting RHD with preparation of the other project components (Louis Berger/Sarm Associates) carried out the detailed preparation, including final engineering and economic evaluation based on field conditions, for the individual roads. In April 1994, Bank staff updated the economic analysis of the first year maintenance program taking into account the actual bid prices fo- the works and a delay in project start-up from FY94 to FY95 (delay due to time needed for RHD/GOB to prepare the land acquisition and resettlement plan for the rehabilitation component). The EIRR for the first year maintenance program is about 45t (ranging from 24% to 92% for the more heavily trafficked wide roads and from 17% to 39% for the narrow roads). While lower than the EIRR calculated for the purposes of defining the maintenance framework, in part because investment costs include preparatory works which would be common among maintenance options, the EIRR for the first year program is more reliable as it is based on detailed analysis of specific road sections and is about as expected for periodic maintenance works. These figures were used to estimate an overall EIRR for the 4-year periodic maintenance program of about 34%. 4.5 RHD with the assistance of the supervisory consultant will similarly prepare annual maintenance work programs for the remainder of the project using updated field data and HDM analyses. These programs will be agreed with IDA before bids for the work are invited. One issue which needs to be resolved during preparation of the second year program is a difference in the optimal maintenance strategies between the original RMP and the prepa- ratory work done for RRMP-II; this is discussed in more detail in Annex 4.1. 4.6 Preparation of the 168 km of rehabilitation works under the project dates back to the preparation of RRMP-I when a 3-phase program of rehabilita- tion works in the northwest was identified (para. 3.1). Conventional feasibility and final engineering studies were prepared by Louis Berger/Sarm Associates for the road sections proposed for rehabilitation. The economic evaluation was done using the HDM based on field data and, where appropriate, the basic parameters used in the RMP. It was updated in April 1994 by Bank staff, taking into account the change in alignment at Saidpur (northern route), delayed start of the bypasses to FY96, and higher land acquisition and resettlement costs for the new right-of-way. Although the EIRR appear higher on overlays than on rehabilitation, the rate of return on the rehabilitation works is still acceptable, in the range of 16% to 28% for individual road sections and bypasses, or about 22% overall. Moreover, it is consistent with the general recommendations of the RMP which call for a continuing program of 70-100 km of high priority rehabilitation works per year over the medium term (para. 2.27). The road sections proposed for rehabilitation under the project are the priority sections in the west identified under the RMP for the project period, and they will complete rehabilitation of the main road network in the northwest. A further non-quantifiable benefit of the bypasses is the improved safety and living conditions in the areas being bypassed. 4.7 The 100 km widenina program, which is expected to commence in the third year of the project, will be subject to conventional feasibility and 42 - final engineering studies during the second year of the project. During appraisal, RHD agreed to use the Bank's HDM-Q, which has been designed to take congestion into consideration in its analysis of the network, in preparing this project component. As the HDM-Q has only recently been developed and Bangladesh is a good test case, IDA staff will provide assistance to RHD in this effort; longer term assistance will be provided under the project's institutional development program. Based on the RMP findings, the EIRR on the widening works is estimated to be about 25%. The widening program will be agreed with IDA before bids are invited. 4.8 Technical assistance and training provided during project implementation and through the institutional development program will lead to sustainable improvements in the country's management of its main road network. The potential benefits of this are high and might be=quantified in terms, for example, of the cost savings incurred vihen local staff/consultants are aLle to displace international consultants. For the purposes of the present analysis, only the cost of the technical assistance (about 9% of total project costs) has been included in the overall economic evaluation. 4.9 The weighted average EIRR for the project as a whole is estimated to be about 27*. Table 4.1 summarizes the estimated EIRR and NPV for the main components and overall project. Details of the economic evaluation are in Annex 4.1. Table 4.1: SUMMARY OF NPV AND EIRR ESTIMATES Item Share of Project Cost NPV EIRR (X) (US$ million) (X) Rehabitit ion 25 24 22 Widenin 8 na 25 Periodic Maintenance 58 142 34 Technical Assistance 9 na na TCtPM 100 166 27 na = not avai B. Proiect Risks 4.10 The main risks for the physical project are delays in project implementation and failure to implement the optimal maintenance program. To ensure prompt start-up, contracts for the supervisory consultant and first year maintenance works were signed in May 1994, for start of works in June and September 1994, respectively. For the rehabilitation works, bids were invited in May 1994, and joint verification of land and other property to be acquired in connection with these works will be completed in August 1994 (before credit effectiveness). To mitigate against risks of implementing a suboptimal maintenance program, the supervisory consultant will work closely with RED staff in preparing, tendering and implementing the annual work program. Relevant specialists under the institutional development program will also be available to provide assistance, particularly on strategic matters. By defining the project as a time slice of the RMP, with particular emphasis on periodic maintenance, the scope of project works has the flexibility to respond to experience gained during the early years of the project and adapt alternative approaches if warranted. The annual maintenance program will be prepared on the basis of HDM and agreed with IDA before bids are invited. - 43 - 4.11 On the institutional side, the main risks are over-dependence on the supervisory consultant, ineffective and slow implementation of the institutional development program, and lack of accountability and motivation on the part of RHD staff. To promote the development of local capabilities, RHD staff in the concerned zonal offices will be integral members of the supervisory consultant's team, and one of the consultant's first tasks is to draw up a detailed plan, including monitoring arrangements, for staff training and gradual transfer of responsibilities from the consultant to the counter- part staff. RHD also intends to introduce an incentive system under the project. The twinning/consultancy team for the institutional development program, which will be carried out in parallel, will be mobilized by August 1994 (before credit effectiveness). A first task will be a skills gap assessment to ensure the full extent of assistance needs are identified. An Institutional Review Committee in MOC will oversee program implementation; the consultant's team leader, together with the Additional Chief Engineer, Planning and Development, in RHD will be responsible for overall coordination. Various safeguards, including minimum criteria for staff to qualify as specia- list's counterparts, initiatives designed to motivate staff, and milestone achievements and target handover dates for key tasks, as well as a system of self-audits and evaluations, have been incorporated in the institutional development program in an effort to maximize its effectiveness. Involvement of local institutions outside MOC, such as BUET and IEB, will help enhance its sustainability. continued close cooperation among donors in the subsector, and careful monitoring by IDA and ODA through close project supervision and an in-depth review of implementation with RHD/GOB participation at the end of the second year of the project, will further help to minimize the risks. V. AGREEMENTS REACHED AND RECOMMENDATION 5.1 DurinQ negotiations, agreement was reached with RHD/GOB on the following: (a) key action areas for assisting the local road construction industry's development over the near term will include: (i) common classification/registration of contractors for the road subsector; (ii) streamlining of contracting procedures including introduction of new standard contract forms, for use by June 30, 1996; and (iii) training/other assistance to contractors (paras. 2.8 and 3.19); (b) (i) RHD will prepare and submit to IDA annually a report on the implementation of the previous year's work program; (ii) RHD will prepare and review with IDA, by April 15 of each year, the proposed work program for the next year and the updated RMP for at least the coming three years; and (iii) annual budgetary allocations to RHD will be in accordance with RMP requirements (para. 2.22); (c) RHD/GOB will (i) not later than December 31, 1996, prepare, using a methodology agreed with IDA, an analysis of the adequacy of the structure and level of road user charges and review its findings and recommended actions with IDA; and (ii) thereafter implement the agreed actions (para. 2.25); (d) the widening and periodic maintenance programs for the west under the project will be prepared on an economic basis using, inter alia, the HDM and be reviewed with IDA by December 31 of the year before the work is to commence (para. 3.4(b) and (c)); - 44 - (e) the services of the Project Coordinator, PCWD, Additional PCWD and four Project Directors for the zonal maintenance programs will be retained throughout the project (para. 3.12); (f) the Inst.tutional Review Committee will be retained throughout the project (para. 3.15); (g) the HDM unit in RHD and planning cell in RRTD will be set up with adequate staff and facilities by October 31, 1994 and will be maintained throughout the project (para. 3.15); (hY all necessary measures to mitigate any adverse impact of the project on the environment will be implemented, and an environ- mental unit established in RHD by June 30, 1995 (para. 3.27); (i) land acquirition and resettlement will be carried out in accordance with the final agreed resettlement action plan (dated May 26, 1994) which reflects the compensation policy, organizational framework, implementation timeframe and estimated budget (para. 3.29); (j) the services of the Chief Resettlement Officer, three area Resettlement Officers and adequate supporting staff in RHD will be retained throughout implementation of the resettlement plan (para. 3.31); (k) (i) an independent auditor, acceptable to IDA, will audit annually the project accounts and financial statements, including the Special Account and disbursements on SOEs, in accordance with appropriate auditing principles acceptable to IDA; and (ii) these audit reports will be submitted to IDA no later than nine months after the end of the corresponding fiscal year (para. 3.34); and (l) a comprehensive mid-term review will be carried out not later than December 31, 1996 (para. 3.35). 5.2 Before credit affectiveness, the following actions will be completed: (a) GOB/ODA to sign ODA grant agreement (para. 3.9); (b) GOB/ODA to appoint twinning/consultancy team for institutional development program (para. 3.14); and (c) RHD/GOB to complete joint verification of the land and other property to be acquired under the project, and RHD to receive from the concerned Deputy Commissioners the estimated budgetary requirements for acquisition of these properties (para. 3.33). In addition, a separate legal opinion confirming that all necessary governmental action required for implementing the agreed resettlement action plan has been taken, will be issued before credit effectiveness (para. 3.32). 5.3 With the above agreements and assurances, the proposed project constitutes a suitable basis for an IDA credit of SDR 103.9 million (US$ 146.8 million equivalent) on standard IDA terms with 40 years maturity to the People's Republic of Bangladesh. POLICY AND INSTITUTIONAL REFORM MATRIX Poticyllnatitut- Issues mmediate Measures Mediun-Term Neasures Agency Responsible Status lonal ObJective 1. Transoort Sector General Coordination of Lack of Establish Inter- Prioritization of Planning Commission INSCT (ch.iired by Member. Physical sector planning coordination of ministerial Steering transport investments Infrastructure, Planning Comrission) transport Comnittee on Transport for Annual Development established February 1992 with key investments. (I"SCI). Program (ANP) formuta- agency representatives as members. tion will be carried Mandate restricted to giving advice on out by INSCT. transport planning and policy and coordinating Bangladesh Transport Sector Stutjy 48TSS) project. GOB agreed (under Jamuna Bridge Project/ Cr.2569-BD) to use BISS resutts in formulating future transport investment plans. Inter-ministerial coordination generalty improved as result of preparing three year rotting investment programs for all sectors. Rational Goverrment account Develop a system of Implement contracting Ministry of Food, fertitizer distribution and marketing allocation of cargo, e.g., contracting with for Government account Bangladesh fully privatized since 1992. Lighter- Government foodgrains, now freight brokers for cergo through freight Agricultural age of imported cargo contracted account cargo not allocated Government account brokers. Development through open tender by Ministry of based on least cargo. Corporation Food. Goverrnent rote continues in cost transport. internat distribution of foodgrains U related to disaster relief and public food distribution; of this, about soX distributed by public agencies and rest by road and intand water operators. Deregulation of Regulated tariffs Deregulate higher Deregulate all Ninistries of High quality (reserved seat) bus passenger and route quality possenger passenger markets. Comunmications, services deregulated in 1991. transport market licensing system transport market Shipping Developments in this segment of bus causes significant segments. passenger mrrket to be monitored fo- distortions. soew time before undertaking full deresulation. Assessment to be carried out in course of updating Bangladesh transport Sector Review uinder BTSS project. Improv* High inport duties Reduce import duty on National Board of Import duties and taxes on vehicle maintenance of on spare parts. spare parts. Revenue spsre parts reduced to 45X duties plus vehicles 15X VAT in FY93 (from 60X duties plus 20X sales tax in FY92). but still above duties on CKDJSKD kits. * * OF rb Policy/Institut- Issues Imnediate Measures Medium-T'rm Measures Agency Responsible Status tonal . -ct.ve 2. Roads Sector lpove a) Check writing a) Curtail use of check a) Roads and Highways a) Administrative measures effected to budgetary privitege used writing privilege by Department control RHO expenditures beyond budget controt excessively by RHO. (funds avaltability must now be certi- RHD. fied at time of issuing check). RHD within 6X otfbudget in fr92. b) Underfunding of b) Projects in ADP to b) Planning b) Majority of projects in ADP are Projects in ADP. be fully funded. Comission donor-funded; availability of local currency not constraint in recent years. Road Master Plan, coqpleted in 1992, to be used as basis for priori- tizing RHD irnestments and maintenance works. Strengthening of RHD/RRTD planring and programming key element of institutional development program under RRMP-11. Improve a) Inadequate road a) Increase road a) Ministry of a) RHOD's revenue budg'et for mainte- maintenance of maintenance maintenance budget. Finance nance tripled since FY87 (tk 1500 RHO road network budget. million in Fr93). Further increases, as well as donor assistance (e.g.. RR1P-11), necessary to ioplement BP's maintenance program. Monitoring to contfnue under RRMP-JI. b) Poor road b) Develop pavement b) Implement PIGS. b) Roads and Hlighways b) KInitoring/evaluation units estab- maintenance management system Department tished in RHO headquarters ,and zonal planning. (P1ES). offi,ces. RRIIP-1I to finance time slice of RHO's periodic maintenance program including technical assistance in p4anning, programuing. design and implementation of maintenane works; instttutional development program to assist RHO in devetopmentfuse of PMS. Improve planning a) Excessive a) Restrict expansion a) Implement an a) Local Government a) auilding of new rurat roads now of rural road building of of rural roads network. expanded structures Engineering curtaited. LGEO prfmarity involved in network incomplete rural program. Department ifProveunt of feeder roads/B under roads under Food donor-funded projects. FFU (Ministry for Work (FF1). of Relief and Rehabilitation) mainly involved in restoration of existing enbankments/improvement of atigrment. Increased attention being given to completing structures. b) Poor planning b) Develop criteria for b) Implement new b) Upazila Parishads b) Upazita and union plan books circu- of rural roads. selection of rural criteria in Upezila lated throughout country. These roads for completion. Plan Books. include appropriate setection criteria and are tuxated annually to record physical infrastructure. f i 0 F oh. Policylinstitut- Issues Immediate Measures Medium-Term Measures Agency Responsible Status ional Obiective lprove Lack of Develop an expanded Implement expanded Ministry of Local Separate road maintenance unit estab- maintenance of maintenancs of rural maintenance rural maintenance Goverrnent lished in LGED; FY93 revenue budget rural roads rural roads. program plan. program with adequate provided Tk 250 mitlion specificalty funding and for maintenance (for first time). organization. Canada (CIDA) financing rural mainte- nance program employing destitute women and covering 61 of U4 districts (excluding Chittagong Mill Tracts). tmprove a) Restrictive a) Liberalize licensing a) Privatize PROGATI a) Ministry of a) Industrial Poticy of 1991 tiberati- availability of licensing for of CKD assembly plants. CltD assembly Irdustry zed licensing of CEO assembly plants, transport completely knocked operations. altowing private sector entry. Three vehicles doum tCK) new plants have opened. CtS generally assembly plants. moving toward disinvestment/privatiza- tion of nationalized industries but no decision to date regarding PROSAtI. b) Kish tariff on b) Equalize CKD and SKI) b) National Board of b) loport duties on SKO and CKD semi-knocked down import tariff. Revenue imports equalized and reduced in FY93 (SKID) Imports. (mostly in range of 1S:30X duties and 15% VAT). lmprove safety Unsafe vehicles, Develop a plan to Expand ORTA enforcement Bangladesh Road ADO/UMDP providing assistance to BRTA in road poor enforcement. increase the capabitity by shifting Transport Authority in clarifying its legislative, regula- transport enforcement capacity of ORTC staff to 8RTA. tory and enforcement functions; action 8RTA. to date mainly in area of registra- tion(licensinglvehicle inspection. Road safety stusy planned under RRMP- 11 institutional development program to identify main causes of accidents cnd appropriate remedial measures. ORTA enforcement capability remains weak, depending mainly on police. Elimifrte 8RTC Insolvent, 8RTC stops loss-making Privatize BRTC. Roads and Road GOB initiated various steps in FY93 to Bangladesh Road and prospects for services where it Transport Oivision, improve BRTC performance including Tranport viability are competes with priyate Ministry of chanee in management, reduction of Corporation poor. sector. Commications staff (1500 target for voluntary deficit retireet/others to be transferred to other agencies), concentration of resources on fleet rehabilitationt maintenance, restriction on new investments and closing of unprofit- eble routes. GOB consideration of privatization pending outcome of above actions. Improve Road user charges Update and impleent Increase road user Bangladesh Road AnalyOis of road user charges efficiency in do not reflect analysis on efficient charges to full cost Transport Authority completed by local consultants under road use costs Imposed by road user charges. recovery. BTSS project in December 1993. users. Present structure of charges and aggregate level of cost recovery found adeqwte for next 3-4 years. Additionatly, road user charges siJected to regular adJustments. Oa Analysis to be reviewed/updated by lb end-1996 (under RUMP-Il). art o Policy/institut- Issues Immediate Measures Medium-Term Measures Agency Responsible Status ional Obiective 3. Btail Sector Reduce Rail passengers Revise rail passenger Restructure passenger Railway Department, Tariffs for passenger and freight Bangladesh are subsidized in tariffs to equat other services to reflect ministry of services increased about 14X in Fv93. Rallways losses relation to other modes. changes in demand. Communications In addition, measures implemented to In passenger mcdes. reduce ticketless travel and consider- operations ation being given to private sector involvement in ticket sales/collec- tions. COB's Railway Recovery Program (RRP), formulated over last coupte years with donor assistance, comprises broad set of actions aimed at restor- ing BR's financial viability and transforming it into commercialtly oriented organization. ADS loan supporting RRP implementation negotiated in 1993; approval expected in 1994. Restructure BR Lack of mnagerial a) Reconstitute Railway a) Consolidate under a Bangladesh Railways Reform of BR's organizational organization to accountability and Board. single General Manager. structure is key element of RRP. ADB- inprove authority. b) Plan for b) Privatize container funded technical assistance to support accountability privatization of services, telecommuni- developsent and implementation of a selected BR operations. cations, etc. corporate plan including overall business strategy. 5-year firancial plan and specific commercial objec- tives for each of WR's main business Co units, commenced in 1994. In adldition, BR already transferred certain marginal activities to private sector and sold some surplus assets. Elifination of a) 50 percent of a) Establish policy on a) Offer severance a) Ministry of a) Reduction of redundant staff, 8R deficit rail labor is severance payments. payments to surplus Establishment another key element of RRP, is already surplus. 20,000 BR staff. underway. As of December 31, 1992 over 8,30T applications for voluntary retirement received; new hires frozen since fY90. Target is to reduce BR's workforce of 55,000 to 40,000 by fY95. Results to date suggest target may be attainable through voluntary separa- tions and attrition. b) Operation of b) Establish policy on b) Eliminate services b) Railway Depart- b) Termination of open-ended subsidies uneconomic subsidies to be and assets for which ment, Ministry of and introduction of PSO policy for services and provided as public PS0 denied. Cosmunications socially desirable but unremunerative excess assets. service obligation services is also a key element of RRP. (PSO) grants. In December 1992, O0 approved Government notification for PSO an allocated Tk 580 million for it in FY93 revenue budget; plans are to reduce this by 15X in real terms every year. BR to offset reduction through increasing fares, reducing money losing passenger trains, closing branch lines, improving operational efficiency, etc. Since FY90, mater of daily passenger trains reduced by O 40 and 2 branch lines closed. Policy/Jnstitut- Issues Ilmiediate ileasures Mediun-Term Measures Agency Responsible Status iona Objective 4. Uater Transport Sector Deregulation of Regulated tariffs Eliminate freight Ministry of Shipping Freight tariffs in IUT sector freight tariffs cause significant tariff regulation in dereiguated with effect from January in inland water distortions. IWT sector. 1992. transport sector lmprove Dredging resources Establish Dredging Unit BIWTA As part of BIWTA Institutional organization of of Bangladesh In- within 8IUTA. Development Action Plan agreed with dredging land Water Trans- IDA/FINIJDA/JGF during negotiations of activity port Authority Third inland Water Transport Project (BIUTA) (JUT-III/Cr. 2232-BD), separate fragmented. Dredging Unit established and staffed within BIUTA in July 1991. Strengthen Department of Establish Inland Ship Transfer surplus 8iwTC Ministry of Shipping Establishment of ISSA is part of DOS safety Shipping (DOS) has Safety Administration personnel to DOS to man Institutinal Development Action Plan administration negligible (ISSA). new positions in ISSA. agreed during IwT-111 pegotiations. for inland water enforcement Draft report on Its establishment transport capacity In IWT prepared in 1993; actual establishment sector. expected in 1994. Strengthen Inland deck Transfer Inland Deck Implement expanded Ministry of Shipping Transfer of DPTC from eSwTA to DOS is training of personnel training Personnel Training training program with also part of DOS Institutional inland deck Institutfon now Center (DPTC) to DOS. necessary budgets. Development Action Plan under IUT-III. personnel nearly defunct. Necessary steps taken by BIUTA; actual I transfer, however, pending action by P. Ministry of Shipping including 0 requesting budgetary transfer from I Ministry of Finance. Transfer of OPTC expected to be effected during 1994. technical assistance under JWT-III to assist in development of training program. Rationalize 81UTC fleet has Adopt 8IWTC strategic Restructure fleet, SIWTC 8IWTC Strategic Plan agreed during Bangladesh excess capacity plan and appoint redeploy manpower, and IWT-I1I negotiations. Primary Inland Water and surplus management consultants privatize cargo and objective to enable DIUTC to become transport manoer, and to implement. inland passenger financially viable organization Corporation operations now operations. concentrating on activities where COB (BIWTC) generate a involvement is required; key action operations deficit. areas include organizational and financial restructuring, fleet restructuring and rehablitation, nMroer rationalization, facilities irprovement and tariff adjustments. Draft Iplementation Plan prepared by management consultants to be finalized, and iaplementation of the Strategic Plan to commence in 1994. iprove BIWTA recurrent Increase BIWTA Ministry of finance Recurrent budget allocations to BIWTA maintenance of budget allocations recurrent budget. increased in FY93, Tk 140 million as waterway Inadequate. copared with Tk 105 million in FY92. infrastructure However, allocations still less than 0 required (BIWTA FY93 estimate, Tk 241 S million). Discussion of BIWITA finan- u cial situation with GOO regular part of IDA supervision of lIT-l1l project. 0 %A - 50 ANNEX 2.1 BANGLADESH ROAD NETWORK IN 1990 SURFACE TYPE/TRAFFIC VOLUMEiCARRIAGEWAY WIDTH (Kilometers) A. Total Road Network:Surface TyRe -Paved- --------Unpaved-------- Bitumen HBB Gravel Earth Tgtal RHD Network National Roads 2828 28 7 2863 Regional Roads 1385 199 - - 1584 Feeder Roads A a/ 4022 1888 147 3196 b/ 9253 Subtotal 8235 c/ 2115 147 3203 13700 LGED Network Paved Un_aved Feeder Roads B/Rural Roads 2900 15000 17900 Pourashava (Municipal) Roads 2200 2100 4300 Subtotal 5100 17100 22200 other Roads d/ - 130000 130000 Total 13335 B. RED Network: Traffic Volume Paved Unpaved Total Primary or Core Network over 2000 vpd e/ 504 - 504 1000 - 2000 vpd 1168 5 1173 Subtotal 1672 5 1677 Secondary Network 500 - 999 vpd 1378 1378 200 - 499 vpd 1666 141 1807 100 - 199 vpd 1533 484 2017 Subtotal 4577 625 5202 Tertiary Network up to 100 vpd 1750 3535 5285 Residual/Traffic Unknown 236 1300 1536 Total 8235 .54 _13700 C. RED Network: CarriagewaY Width < 4 m 4-6 > 6 m Unknown Total National Roads 585 1458 820 - 2863 Regional Roads 858 647 79 - 1584 Feeder Roads A 5725 1509 476 1543 9253 Total 7168 3614 1375 1543 ,13700 Source: RHD, RMP, Bangladesh: Transport Sector Review, Bank staff estimates Note: HS= Herring Bone Brick. a/ Includes upazita connecting roads (about 6300 km). bl Includes about 1550 km of Feeder Roads A for which no breakdown mas available. £/ Of which 6442 km were analyzed in the RMP. d1 Farm-to-market roads and tower standard earth roads (mwany of which are passable for only a few months a year) constructed primarily through food-for-work programs and coming under the jurisdiction of the Ministry of Local Government, Rural Development and Cooperatives and Ministry of Relief and Rehabilitation. SI Vehicles per day (motorized). - 51 - ANNEX 2.2 Page 1 of 5 ROAD MASTER PLAN STUDY Summary of Main Problems of RHD Roads and Recommended Solutions 1/ 1. Though the transport system of Bangladesh was initially more river and rail oriented, the 14,000 km long RHD road network has now become the main mode of communication within the country. Because the Jamuna river cuts the country in clearly distinct western and eastern parts, the network has developed more along the north-south than along the west-east axis, and as the country is a river delta (Jamuna/Padma and Meghna) it is very dependent on ferry services. To meet the growing demand for road transport, outlays on road rehabilitation have been increased and important construction programs have been undertaken during the last few years. Major projects, such as the Jamuna Bridge, are likely to further emphasize the pre-eminence of the road network in the country's transport system. 2. The Bangladesh road network comprises about 8,000 km of paved roads. Nearly 2,000 km carry motorized traffic of more than 1,000 vehicles per day (vpd). Only 500 km have traffic of more than 2,000 vpd. During the next ten years, the traffic volumes on these roads are expected to double. About 5,500 km are unpaved, herring bone brick (HBB) (2,000 km) or earth roads (3,500 km), of which about 4,500 km have traffic of less than 100 vpd and are subject to closure during the monsoon season. 3. Specific difficulties need to be solved to meet requirements in terms of raising the level of service and increasing the coverage (and length) of the network. The analysis of traffic and other physical data under the Road Master Plan study has enabled the identification of the major problems afflicting the country's roads. These include the narrow width of roads and bridges, poor pavement surfaces and construction quality, poor flood protection, major route discontinuities, and need to ensure, at low cost, minimum passability on the lightly used but rather extensive part of the rural network. A. Road W;dths 4. Annex 2.1 shows the existing distribution of the network according to traffic, but it conceals an important fact, namely, the high proportion of trucks and buses (70% to 80*) in the frequently congested traffic conditions on the road network. Annex 2.1 also shows that about 50% (7,000 km) of RHD roads, 8% of which are national roads, are single lane and have a carriageway of less than 4 m width. By far the most common width on the main paved roads (about 2,000 km) is 5.5 m. Only about 1,400 km have a carriageway width of more than 6 m. These conditions, along with the large proportion of non- motorized traffic, entail congestion, difficulties in crossing and passing, low average speed and road accidents. A total of 1,400 km of roads less than 4 m wide is forecast to carry more than 500 vpd by the year 2000, out of which 500 km will carry more than 1000 vpd, and 900 km of 4-6 m wide roads will I/ Summary extracted ffrom FinaL Report on the Road Master Plan Project (December 1992). - 52 - ANNEX 2.2 Page 2 of 5 carry more than 2,000 vpd. As a result, in the next ten years, the road widening problem is likely to affect between 1,500 and 2,000 km of the network. B. Pavements Maior Features s. Paved roads in Bangladesh have two mator features: (a) There -e many combinations of pavements, because many roads have been built in short sections and have been widened, with the structure on the widened part not the same as on the old road. However, due to the lack of stone aggregates, they are almost always designed using the same technique, relying mainly on brick aggregates and HBB layers. The natural subgrade is uniform over wide areas and is generally poorly compacted, with rather poor bearing characteristics, usually slightly improved by a sand layer. (b) Pavements are very flexible, deflection measurements give rather high values, with deflection core values of 1 mm to 1.5 mm, even on heavily used roads (more than 2,000 vpd). However, the overall condition of the network is moderate to poor, with no major evidence of extensive structural failure; no rutting with longitudinal cracks in the wheel paths has been observed. Core values of roughness measurements are from IRI 5 to 8. These features are seen on heavily used roads as well, except for some routes which are to be reconstructed as part of ongoing projects. The pavement performance is, to a certain extent, the result of the characteristics of the traffic: limited axle-loading and its unchanneled pattern. 6. Major pavement problems relate to cracking and roughness, and their main causes are the poor quality of works and deferral of adequate maintenance action. Cracking 7. Surveys and field investigations show that bituminous pavement surfaces frequently present different types of cracks. Many of them are fine and appear very soon after completion of work. They are due to premature bitumen aging, as a result of overheating during mixing, which can be observed at the work sites. Later, another type of wider crack appears, related to the fatigue of the bituminous layers. Rouahness 8. Road surface roughness is the most serious problem in Bangladesh. (a) Roughness on new roads mostly occurs on surfaces of manually laid coatings; the level of roughness is rather high, about 4.3 in IRI (or about 3,300 mm/km in terms of BI). At the same time, it is noticed that, on new, mechanically-laid asphalt concrete overlays, - 53 - ANNEX 2.2 Page 3 of 5 as in ongoing projects, the level of roughness is much lower, about 3.5 in IRI (or 2,500 mm/km in terms of BI). (b) Roughness on existing roads: the level of roughness is rather high, due to its initial level and its evolution under traffic. The rather rapid evolution is due to the underdesign of pavement structure3 and specifically to the insufficient thickness of the bituminous layer. Recommended Action 9. The major problems of paved roads could be solved by action on several fronts: - Improvement of pavement desicrn 2/: pavement design methods and specifically bituminous layer thickness definition need to be better adapted to the high levels of traffic expected on the main roads over the next ten years. Pavement design review must include the mix design of coatings, which should be suitable for equipment-based methods on heavily used roads, and use of mixing plants and finishers to prevent both cracking and rutting. Better specifications must be defined for some types of untreated base (boulders, bricks, mixes, etc.). New techniques, such as surface dressings, should be tested and introduced. - Imnrovement of construction aualitv: work supervision must be improved at all road work sites. A certain minimum of equipment is required to obtain good compaction of subgrade, to improve temperature control when mixing asphalt in situ, to obtain well-graded material, good compaction of surfacing, etc. - Improvement of maintenance methods: maintenance methods and optimal intervention thresholds must be defined to adapt pavement performance to the traffic requirements, which is a major objective of the RMP. 10. During the last three years, considerable effort has been made to reconstruct the most heavily used and deteriorated roads in Bangladesh. Reconstruction is expensive, and expenditures on this work have doubled. If maintenance activities are properly scheduled and maintenance strategies appropriately defined, the progressive adaptation of the network to traffic requirements should be feasible and a more economical solution to pursue. For this reason, immediate attention should be given to the maintenance needs of roads that could disintegrate if not attended to soon and would call for substantially larger outlays for reconstruction at a somewhat later date. This is especially true of heavily travelled roads where reconstruction is expensive in both direct outlays and indirect costs to users while roads are under reconstruction. 2/ This aspect has also been studied in the recently completed Road Materials and Standards Study. - 54 - ANNEX 2.2 Page 4 of 5 C. Unpaved Roads: IBB and Earth Roads 11. HsB pavement condition is often poor: roughness can be very high (IRI 20 and more). No maintenance is carried out on these roads. BEBB pavement is often used as the first stage in the eventual asphalt paving of a road in the future, but the upgrading of the HBB to asphalt pavement is rarely done in time. Deterioration of a HBB pavement under even minimal traffic can be very fast, generally within five years. As HB joints are not sealed, the permeability of the unsealed surface and the poorly compacted subgrade and sand layer lead to rapid deterioration under traffic conditions. When the HBB pavement condition becomes bad, traffic on the road decreases rapidly and the road ceases to exist. However, routine maintenance is the main issue for HBB roads. Maintaining HBB pavements seems difficult, almost impossible, in terms of road management. The interconnection between traffic and road condition needs to be analyzed, appropriate timing for paving HBB roads needs to be defined and upgrading undertaken in time. 12. Most unpaved roads are earth roads. Since there is a lack of aggregate in Bangladesh, there are only a few sections of gravel roads. The material used for earth roads is what is available locally in various parts of the country, generally a silty sand or a clay silt. Earth roads are generally not passable throughout the year and are subject to closure during the monsoon season. Due to the lack of aggregate, there is probably no means of upgrading earth roads economically to gravel roads. 13. A low cost paving solution needs to be defined, but considering the very low traffic volumes, it would certainly not be worth upgrading all earth roads to all-weather standard. Maintenance will be the main issue, including the setting up of an adequate organization under the local authorities and the method of providing the necessary equipment to make good maintenance possible (grading, compacting, drainage, etc.). D. Flood Protection for Roads and Bridces 14. only a small proportion of the main network is concerned with flood protection measures (raising of the embankments), but among them are some of the major national and regional routes. While only a limited - but not negligible - proportion of bridges (13t) is hydraulically inadequate (even recently constructed bridges), the majority (50%) of the bridges are lacking in bed and slope protection works and are highly exposed to failure risks in case of flooding. The extent of flood damage in an average year confirms the importance of improvements in this area. E. Bridge Condition and Width 15. Due to lack of maintenance, mainly routine maintenance, a fairly high proportion of bridges (18W) are in bad structural condition and need major repairs. About 40% of the bridges, on roads more than 5.5 m wide, are narrow bridges. - 55 - ANNEX 2.2 Page 5 of 5 F. Ferry Crossinqs 16. In spite of a fairly rapid pace of constructing bridges in the last few years, out of the 84 ferries which come under RHD, 34 concern the national and regional road networks. At 11 locations, at time of RMP study, bridges were under construction or just completed. At many locations the rivers are so wide that building bridges involves considerable investment and cannot even be considered for 50 of the remaining 73 ferries under RHD, because they have very low traffic (less than 10 vpd). Concurrently with constructing bridges, ferry service improvement must remain a principal concern of RHD. G. Conclusions 17. Making up the backlog of maintenance, especially periodic maintenance, undoubtedly has the highest priority in Bangladesh. This is where the economic returns are highest. This strategy is also the one which will minimize outlays over the long term. Nevertheless, road widening, raising of embankments, improvement and reconstruction of pavements, reconstruction of bridges, and bridging ferry crossings are high priority works in all ongoing development and improvement projects. Also, in order to derive full benefit from periodic maintenance outlays, some expenditures on upgrading and/or rehabilitation may be necessary (e.g. intervening sections may not be technically appropriate for overlay periodic maintenance work), and these should be judiciously planned to maximize the benefits of the investments undertaken. The medium and long term requirements for the different areas of road and road transport improvements have to be regularly and periodically assessed and priorities established to help in the systematic, long term development of the Bangladesh road network. 56 - ANNEX 2.3 SIZE OF VEHICLE FLEET IN BANGLADESH, 1988-91 (Number of Vehicles) Type of Vehicle 1988 1989 1990 1991 Rg9istered Motorized Road Vehicles Motor Car 35,443 38,278 41,340 43,960 Jeep/Station wagon/Microbus 23,049 24,893 26,884 28,673 Taxi 1,622 1,719 1,822 1,914 Bus 10,643 11,175 11,734 11,982 Mini-Bus 6,233 6,856 7,542 7,893 Truck 21,341 22,621 23,978 24,904 Auto-Rickshaw/Tempo 17,429 18,562 19,769 23,430 Motorcycle 97,639 108,379 120,301 130,292 Others 7,373 7,703 7,890 8,040 Subtotal 220,772 261.260 281,088 Mon-motorized Road Vehicles Cycle Rickshaw 698,000 Bullock Cart 160,000 Subtotal 858,000 Total 1"078 772 Source: BRTA, Finance & Development (Sept. 1992) Note The above numbers are likely in excess of the actual number of vehicles on the road as there are no records of cancelled vehicles. - 57 - ANNEX 2.4 CROSS-SECTION STANDARDS FOR RHD ROADS A. Existing Standards Pavement Shoulder Total Number Category Width Width Width of (meters) (me_ers) (meters) Lanes National Roads 6.7 5.5 a/ 12.2 2 Regional Roads 5.5 5.5 a/ 11.0 2 Feeder Roads A 3.7 3.6 a/ 7.3 1 S. Standards Reconmended in Road Materials and Standazds study S/ Pavement Shoulder Total Number Category Width Width Width of (meters) (meters) (meters) Lanes National HiQhwavs Category A 7.4 4.8 k/ 12.2 2 Category B 6.7 5.5 a/ 12.2 2 Recgional Hicrhwavs Category A 6.2 3.6 b/ 9.8 2 Category B 5.5 5.5 a/ 11.0 2 Feeder Roads A Category A 6.2 3.6 bl 9.8 2 Category B 3.8 6.0 b/ 9.8 1 Source: RMSS a/ Soft shoulders. i/ Combination of hard ard soft shoulders. SJ These represent the main classifications for single carriageway roads proposed in RNSS. Foreign-aided projects involving rehabilitation, reconstruction and new construction generally follow standards along these lines. - 58 -- ANNEX 2.5 ROAD ACCIDENTS IN BANGLADESH, 1983-92 (Number) Year Fatalities Injuries Total Accidents 1983 955 2,184 3,369 1984 1,220 2,477 3,790 1985 1,415 3,223 4,130 1986 1,984 4,127 4,300 1987 1,443 2,696 3,563 1988 1,431 2,571 3,S10 1989 1,301 1,626 2,990 1990 1,296 1,724 2,547 1991 1,107 1,698 2,450 1992 1,609 2,370 3,111 Source: BRTA Bagldesh Road Transpt Authbrity CHAIRM AFFAIRS 0 hECTOR DIRECTOR AND CONM AND Accmmls AND STANDARDS AMSTRATI LICENSING OFFICES"~~~~~~~~~~~~~OflCEOF ANINVICESTRATION SUDOE AND ENFORCEMENT SANDARD IICENSITG F.eW Office Locations; Dhaka, Nmensingh, Tangai, Chittaowg fterpmeti, Noakhahi. ComiIta. Sylhet. Raishaht. Pabna, -ora, Oinajpur, tanpSr. Khu*na. K_htsa, Barisal. Fari4au, Jessore Source: BETA DEPUY DIECTZDENT I IREcZ OEIY ORECT DEN fi ECI Roads and Highways Deportment Overall Stmctre (Headquartes, Planningn 8D-evlopment. Bridges and Mechankcl) Chitef EngIn.e, RHO | Addl. C. E. Pl Addi. C. E, Adn C E. E9 1 ~~~~~~~~~~~~~~~~~~~~~~~~Mehncal AddICE.~~~~~~~~~~~~~~~ ...nng 3 Dvisons 4 D0 1siwm 3 Disons 2 Divisions 3 Olvisons S.E. EE: SE. EEP PnnIng S.E. EES.EEE Establhets S E. EE Dhaka S E EE Dhaka EE I Plnig E sals- and Woilkshop EE Mymensincl Frr EE Construction _EE I1 S; ,=a afndmk EEE a wEngg , nwtadbasd_ Adnrdnisration Cirle _Crb _EE Syfttt C*de ElE-111Puogamm- EE Road OeAdrnrstra- DD Secuty DhakaDak Eastern S.E 3 Dvis2ns3 Divisions I bdDe I [EE-I Bd1lDa Ot3ssg EE Moitodng-lI g Cliet EA Dhaka SE. EE Chittagongs |E EE Ktruna EE' unow S.E. EE Monito"41 Astolr- EA Ra=shahi Workshop EE Rangamati F Cry EE Barisal EE.111 Ork[go 00990 Monitoring EE Land Record cutturist Cire PPLS = P eg a ard~~ EE P=crmr Exttavoe Kngiulna Zone saoon (id 3 Divisins 3 Divisions S E 6 Oteiseos EE R.seach &Economist-I Equipment (SfE) E Tesastn Sei&Eonms- Director S.E EE Santahar Conttrol EE EC Dhraka RoS)ad" m-o Economnist-Ill L Audit & Workshop EE Rajshahi n EE EC Chntagorng Resarc EE Soid & Sub-soil Economnist Maonagenit- Accounts L irce EE lhwlna Proc~we EE EC " Laboratory EE Ouatayonttllkmto e Circl EE P&SDhaka (BRRL) at d Training I3aa E &SCitgn Addi., C E. = Additionl Chief Engineer E.C =Equipment Control S E =Supenntending Engineer P&S =Procurement & Stofage E E = Executive Engineer D D. = DeputyODitectot E.A. = Executiv Abgrlcufturist 0 Roads mid syDsPad AiUCE ~~~~~~~Adi.C E. AddCE iC Adi CE AM CEAdIE CMagong ~~~~~~cunib Ua stNR WkJhini ana ZoeZn Zone oezone Zn ROMmians ZOvua,IMlan 2Muon 2Mss 2Donwos 2 Onwsions SE. EEPF&D SE EE P8. SE. EE PSD SE, EE ?8D S E EE P&O S E EE P&D S E EE P6D PO&E EE MIE PMSE EEW&EFU&E EWE MAEPME EE MSE FMSE EEME PMSE EEMSE PMSE EE MSE Somalans 3ohdIva 40Malans 30bllan 3Wwlsion 3Oivsoam 3DvsOns E.EEECorll io E E3S SE. IE SE. ~~EE 0D8aft S.E. EENwtskg S.E EE R*aplah SE EERg E K E au r QE Ua om EE YSNZOrM Dh.- EE Mw* R*tJp EE R EE Bogr Khulna EE Bageflot BaEisal a EEo i h"w' R~oad E ch.nw Road EE h*mlNq Road EE Nawabgaf R ifBO9r Road EE Salkiwa RioadE hlI- IlMi C i EaaC.d Cuc EE Ad*dl CC EEa zbC E Gawa circle CErcle E FeIozpu 9Ckcb R_ K Nsaualn Zane Oadalans Zcreian alone Zenelshan, 3me OMelane 3flh4sion 3 jDis3 S_E 2 . . .... SE. EEF&D S. EE SE EEMP D | SE. EEPatm SE EE DEIPSiO SE E | esOse SE EEPFaOp Rav- E IfE bIim S _tu E1E PIUEa _ EEll FMMM E116E OPE Set EMIE Th ga JessoEe EE Jenadal FaPM£u | EE Gopa|gani Mai P48~~Rod EE za sI10h FE browa Road EE Natix EEa i N4'amau Road EE Kusfia Road EE MadatIpi C.Cab Sb Ei tSSflaw ROd EE KSWI6eglI CacbD Ccla Cluie Circle Cclei EE Neth.on 2OMsansi Ad C E =Addasona Chid Enginee PM8E .Plannin. MOnnoi mg& Evauajaun SE. EEi"a-a S E = SuMper*ndg Enguuer P&O -Plarnurg& oesrg KWW dOws-I E~~~~~~~~~~~~~~~~~~~~~~~ E S EsecutveEngrier WE tA lmomuog & Eva3ualon eI m an EEY J"a0 Road cuf CINlC1 Bangladesh Road Research Laboratory EE RESEARCH EE SOIL AND 'SUB SOIL EE rJuALttY CONTROL AND TESTING tNVESTIGATION AND AE ADMINISTRATIVE SECTION DIVISION DIVISION TRAINING DIVISION SDE I SD£ A SDE I 10 Fietd Laboratories Technical 4 AE 2 AE 2 AE 2 AE 9 Secretariat 3 SAE I Geologist I ARo 4 ARO 9 Support Staff 8 ARO ARO 4 Support Staff 8 Support Staff at: 15 Support Staff 19 support Staff 18 Chittagong Rangamati * Sythet Mymensingh Barisat Jessore Rajshahi Rangpur Khagrachari SE * Superintending Engineer EE a Executive Engineer SDE - Sub-Oivisional Engineer AE Assistant Engineer SAE a Sub-Assistant Engineer ARO * Assistant Research officer * lot presently operating. Source: BRRL - 63 - ROADS AND HIGHWAYS DEPARTMENT STAFFING, APRIL 1994 (Number of People) A. ENGINEERS ------------Sanctioned Posts------------- Civil Civil/Proiect a/ Mechanical Subtotal Filled Posts Chief Engineer 1 - - 1 1 Addl. Chief Engineer 9 2 1 12 11 Superintending Engineer 28 1 6 35 35 Executive Engineer 88 11 19 118 118 Sub-Divisional Engineer 162 19 40 221 221 Assistant Engineer 169 10 21 200 127 Total (engineers) 457 43 87 587 513 B. NON-ENGINEERS Sanctioned Posts Filled Posts officers Class I 24 13 Class II 21 18 Non-officers Class III 5,196 3,829 Class IV 3,220 2,481 Total (non-engineers) 8,461 6,341 Total (permanent) ,048 6^.84 C. TEMPORARY STAFF Filled Posts Work-charged in the field k/ Class III 1,501 Class IV 3,020 Staff under muster roll c/ 7,349 Total (temporary) 11,870 Total (permanent & temporary) 18.724 Source: RHO j/ Engineers assigned to projects, holding charge of position. y Temporary staff for projects hired on monthly basis. However, they are effectiveLy permanent staff but with no retirement benefits. Work-charged staff are given preference in case of vacancies. St Temporary staff hired on daily basis. However, they are effectivety permanent staff but with no retirement benefits. Muster roll staff hired since 1988, numbering scm 1700, were recently removed from RHODs payroll. ANNEX 2.10 Page 1 of 7 OVERVIEW OF RECENT TECHNICAL ASSISTANCE TO RHD 1/ 1. Technical assistance (TA) projects can be broadly divided into three classes according to the primary objectives. The most common type has the completion of civil works as the primary aim. Historically, such projects include technology transfer objectives through counterpart training but have frequently failed to live up to expectations for a variety of reasons, one of the main reasons being the conflicting requirements to complete the civil works to time and budget and the time and effort required for effective training. Projects in Bangladesh have probably been less successful in this respect than in many other countries because of the greater difficulties in executing civil works. 2. The second type of projee.t involves direct training. Here, transfer of knowledge is a primary objective but the development of an "tin-house" training facility is also addressed in most projects of this type. 3. The third type of project involves institutional or operational reviews by a foreign consultant. The initial outputs from such projects are recommendations for reorganization at various levels, together with training. The second stage is expected to be a TA project to help with the reorganization. To date we could find no recent project that had progressed beyond the first stage although several were awaiting comments from the Government of Bangladesh and a major project for improving the operation of the Bangladesh Road Transport Authority was about to begin. 4. In the following sections of this Annex some of the most recent projects of all three types are discussed. Particular emphasis has been placed on the direct assistance to the Bangladesh Road Research Laboratory (BRRL). A. Technical Assistance to BRRL Institutional Development 5. In 1978 ODA provided funds for one year for an engineer and technician to assist BRRL. The task was to reorganise the laboratory, refurbish testing equipment, train laboratory staff in all aspects of laboratory testing, and begin formal training courses for staff from RHD. The original objectives of this project were all achieved and, in addition, considerable technical assistance was also given to RHD for ongoing civil works projects. Two manuals were produced, one on laboratory testing and one on road design, which were eventually used extensively throughout RHD. The project was considered successful, and this success prompted the planning of a two year extension of the programme to address wider problems identified during the study and to continue the training programme. This second project was eventually financed by IDA. I/ Overview prepared during pre-appraisal of project in December 1992. - 65 - ANMEX 2.10 Page 2 of 7 6. For various reasons the second project did not begin until 1983. The project lasted for four years with a total input of just under 100 staff months of expert assistance. The objectives of the project were to further improve the operations of BRRL, to explore ways in which the standards of road construction could be increased, and to make as much progress in this direction as possible. The objectives were somewhat open-ended but, given the uncertain nature of project planning in Bangladesh, this was understandable. 7. As before, the project included the purchase of laboratory test equipment, but also included road construction equipment for training and demonstration purposes as well as for use on construction projects. The equipment was valued at $ 1.Q million at 1983 prices and its arrival left the laboratory reasonably well equipped to carry out most of the tests likely to be required. Additional equipment was supplied in 1986 under a UK commodity aid budget to equip eleven regional test laboratories with basic facilities; these laboratories were set up by BRRL over the succeeding 18 months. 8. Outputs. (i) Technical advice. Throughout the project the consultants provided advice to RHD on a variety of topics. Detailed technical advice, including designs, was provided on 26 projects, testing and quality control services were provided on a further 17 major projects, and various sets of specifications, advice notes, manuals and guidebooks were written including advisory papers to the Ministry of Communications on 'the need for planned road maintenance' and 'improvements in the construction industry', both subjects of larger TA initiatives in the succeeding four years. Amongst the manuals produced were a bridge design manual for reinforced and pre-stressed concrete bridges and a Bailey bridge design manual. The latter was translated into Bangla and 1000 copies were distributed throughout RHD. Most importantly, the consultant prepared a Let of Standard Specifications for Road and Bridge Works which have been adopted by the RHD. Unfortunately these specifications are not used extensively because of institutional constraints associated with contracting procedures and construction control (see paragraph 60 and following). (ii) Training. With the exception of 10 specialist courses given by visiting lecturers, the training for degree level engineers was carried out by the consultants. BRRL staff as well as the consultants presented the courses for junior staff. In all, 30 separate courses were completed and just under 900 student weeks of training were provided, 530 at engineer level (degree graduates), 205 at sub-assistant engineer level (diploma) and 150 at supervisor level. Since the end of the project in 1988, BRRL staff have completed 12 more courses amounting to a further 227 student weeks of training plus industrial placement training for 151 polytechnic students over periods of either one or two months duration. Assessment 9. Assessment of the success of the project is hampered by lack of quantifiable assessment procedures built into the project. There is little - 66 - ANNEX 2.10 Page 3 of 7 doubt that the students benefitted considerably from the training and the numbers of engineers who received training was high (150 engineers out of a total RHD complement of about 500). It was apparent that the engineers originally lacked practical skills, and courses which included hands-on experience were always well received. 10. The transfer of training skills to BRRL staff was successful in that by the end of the project some of the counterpart staff were able to present lectures and training courses to more junior staff and some of the BRRL technicians themselves were also able to pass on their skills but the quality of this training could not be assessed during this study. 11. Problems arose over more practical issues such as the lack of accommodation and catering facilities at the BRRL site. A new hostel has since been built with rooms for 20 students but it is not clear whether this has solved all problems of this nature. 12. Late and non-arrival of equipment through bureaucratic delays caused difficulties and wasted much valuable time. This was the single greatest problem for the consultants. The greatest problem for the trainees and, ultimately, for the success of the project, was the realization that they were unable to put much of their new knowledge to good use because of lack of equipment and because of existing Departmental procedures. However, it is encouraging that the desire was strong among the trainees and that, given the opportunity, implementation of improved practices through increased knowledge should occur. 13. The Departmental policy of moving staff on a regular basis also caused difficulties and wasted resources. Special skills are necessary for training; not only must the subject be thoroughly understood by the trainer, but presentational skills usually take time and effort to develop. It is a serious waste of resources to transfer either the tutors, in whom much has been invested, or the trained engineers, who cannot then use their new knowledge effectively, unless the transfers are properly planned so that skills are passed on to successors in a way that makes the whole process sustainable. 14. The technical advice and the testing and design services provided by the consultant to RHD were of great value, and this aspect of the project was very successful. However, the transfer of such problem solving skills to counterpart staff is a very long-term educational process which could not be addressed fully during the project, and in any event, any progress was subsequently nullified by staff movement. 15. Post project evaluation of BRRL. (i) Training. Following the departure of the consultants, training courses at BRRL have continued at a reduced level. The success of such courses is difficult to assess. Facilities for providing course material to students are poor and the problem of staff transfers has resulted in the loss of the staff who had acquired the skills to prepare and deliver effective training. The ability of the present staff is unknown. - 67 - &N_X 2.10 Page 4 of 7 (ii) Testincq. It was hoped that the establishment of field laboratories would increase the level of testing and materials control carried out by the Department. The Table below shows some evidence of this, but the increase is not large and does not indicate that significant improvements have occurred. Most of the tests continue to be concerned with the approval of raw materials and not with the quality of the end products. This, of course, is not the fault of BRRL and remains one of the major institutional constraints to satisfactory progress in improving quality and standards. Summary of Materials Testing (Source BRRL records) Laboratory 1987 1988 1989 1990 1991 1992 Ranglamate - - - 192 118 408 Sylhet - - - 1067 2061 1175 Comilla - - - - - 1310 Rajshahi - - - 328 316 424 Chittagong - - - 409 953 1815 Jessore - - - - 1704 2827 Mymensing _ _ _ _ - 1260 Rangpan _ _ _ - 94 286 Basisal - - - 202 221 237 Dhaka 7244 4877 8641 8090 3794 4757 Totals 7244 4877 8641 10288 9261 14499* * Increased by the RMMS Study B. Road Materials and Standards Study (EEC) The Proiect 16. This study was funded by the European Economic Community (EEC) and carried out by a consortium of three consultants between October 1990 and June 1992. The study was wide-ranging and covered the following areas: (i) inventory of road building materials (ii) recommendations for pavement design (iii) revision of geometric standards (iv) review of axle load legislation (v) recommendations for overlay design (vi) maintenance standards (vii) recommendations for revised specifications The topics were well researched so that the outputs were well tailored to the needs of Bangladesh. Some on-the-job training was carried out but little - 68 - ANNX 2.10 Page 5 of 7 formal training. The project was successful in terms of the quality of work done and the standard of most of the outputs, but it is too soon to judge how much of the work is taken up by RHD. It will be an important component of the institutional development program under the proposed project to ensure that the results of the study are used by RHD and that a significant number of the recommendations are taken up. Implementation 17. One of the major constraints to the implementation of the outputs of TA projects appears to be the time taken for GOB approval of the reports and the development of an action plan to implement all or some of the findings. in particular, the full implementation of manuals and specifications, once approved, should be of high priority, and funds should be made available for printing such documents for distribution amongst all levels of staff who are in a position to implement the new or revised procedures. It is suggested that BRRL, who is currently given responsibility for skill training on an ad-hoc basis, should be responsible for dissemination of such documents and should act as coordinators for all such activities. Currently, as a result of overlap between projects, several consultants and other concerned parties are often involved in reviewing methods, standards, specifications and designs. Coordination of these activities is essential to ensure that the best practices are incorporated into official manuals. This appears to be an important role for BRRL, and staff of suitable calibre should be appointed for this purpose. C. Institutional Sunport for Road and Road Transport (UNDP/ADB) Technical Assistance to the Banaladesh Road Transport Authority (BRTA) 18. This project has several components concerned separately with 'roads' and 'road transport'. The first phase of this project was carried out by the Overseas Project Centre of Vicroads during late 1991 under ADB fi.ance. The objectives were to review the operation of BRTA which is the organization responsible for transport legislation, regulation and enforcement, and to recommend improvements. The output of the project was a series of recommendations as required by the terms of reference, but little transfer of knowledge to counterpart staff occurred during this initial phase and no progress has yet been made on phase 2, during which the major institutional changes are expected to take place, although it is understood that phase 2 is about to begin. Road Develonment 19. This component comprised two projects namely 'Road Administration' and 'Road Maintenance'. The Road Maintenance component comprised a review of the Planning and Development Wing of RHD and a review of the Rajshahi Pilot Scheme together with the drafting of a series of guidebooks, a set of specifications for bituminous materials, and a highway maintenance manual. The training component of the project has involved 133 officers from four zones and further courses are planned before the end of the project. 20. The success of the project is difficult to estimate. The content of the courses seems to be suitable but it appears that no real effort has been - 69 - ANNEX 2.10 Page 6 of 7 made to train the potential trainers. The institutional review has yet to be accepted by the GOB, and it remains to be seen whether this review leads to sustainable improvements through either additional TA input to facilitate changes within the organisation or through self-generated changes. 21. The Road Administration project was completed in 1992 with the production of 4 reports concerned with duties, procedures, execution of works, schedule of power, accounting rules, an accounts manual and monitoring. The majority of the reports appear to be merely a description of the procedures -currently being employed by RHD although some recommendations for changes are included. No transfer of skills has taken place to date, and the recommendations have not been accepted. 22. It would appear that the scope of the work and its short timeframe almost certainly mean that there was insufficient time for the consultant to take proper account of all the views of key RHD staff, and therefore it is unlikely that the recommendations will be sufficiently in tune with their ideas to be accepted, except perhaps in part. D. Road Master Plan Study (UNDP/ADB) 23. This major project was carried out by a consortium of three consultants and resulted in the publication of the master plan for road development. The project was based on a maintenance investment analysis of the roads within the jurisdiction of the RHD (national, regional and type A feeder roads) using the Highway Design and Maintenance Standards Model/Version III (HDM). The report identified maintenance and rehabilitation options for the entire network and also addressed, (i) the replacement of ferries with bridges, (ii) single lane bridges, (iii) narrow roads, (iv) the raising of embankment heights, and a number of other issues. In accordance with the usual practice, the consultants were also required to carry out on-the-job training for counterpart staff as well as training abroad for staff responsible for operating the HDM program. 24. The project itself had a very tight timescale which gave little time for on-the-job training. To our knowledge, this has not been quantified or assessed. There is, however, no doubt that the overall project was successful within the constraints of the timescale, and the staff who were trained in the UK and France received a thorough grounding in the use of HDM. There is an urgent need to consolidate this and to press ahead with the full adoption of HDM together with the principles of network maintenance and rehabilitation planning, as well as the adoption of economic principles for transport planning. It was the success of the technical aspects of this project that has been, in part, the catalyst for some of the proposed TA components of RRMP-II. 25. The practice of moving staff every 3 years or so seems to have affected this project. It should be agreed up-front that staff who have received expensive training are kept in post for at least 3 years or until - /'l) - ANNEX 2.10 Page 7 of 7 such time as they have themselves passed on the technical skills they have learned to other members of staff. This may require the development of an improved system of career management and needs to be included within the terms of reference for the TA component of RRMP-II. E. Summary of Recent Technical Assistance Experience in RHD 26. Almost all aid-funded projects include a requirement for the foreign experts to train counterpart staff in the skills needed to carry out the projects. This often results in a conflict of interest for the consultants, who are under pressure to deliver the main project outputs. It is usually found that technology transfer is time consuming and detrimental to the progress of the civil works. In order to encourage technology transfer, quantifiable outputs need to be included in the terms of reference and treated with a similar degree of importance as physical outputs. To enable this to occur successfully, aid agencies need to reassess project objectives and procurement strategies to allow consultants the time and flexibility to deliver an appropriate training package. 27. Technology transfer and training activities in Bangladesh have suffered from the same problems and constraints that have been identified in other review documents. Projects specifically aimed at training and institutional support have been moderately successful in the teaching of skills and techniques, but there is room for improvement especially in the areas of coordination of study outputs, dissemination of manuals, guidebooks and specifications, staff training itself, and optimum use of trained staff. There is a strong case to be made for a central unit for staff training which will also have responsibility for coordinating TA outputs and issuing official manuals and other documents. 28. Unfortunately the projects have been less successful in achieving significant improvements in the operation of RHD. Institutional constraints of a deep and fundamental nature have prevented the implementation of improved methods and application of new skills. Consultant advisers have been unable to influence this despite wide recognition of the problems and an apparent desire by some senior government officials to effect change. Thus consultants and TA experts have tended to concentrate on either merely identifying the problems and making recommendations, or c-i technology transfer at the individual level. - 71 AME 2.11 ACTUAL CAPITAL AND RECURRENT EXPENDITURES OF RED, FY86-93 (million Taka) Year Develocment Aided Non-aided Total Total Total RHD Projects Projects Development Maintenance Establishment Total 1985/86 326 1810 2136 476 184 2796 1986/87 996 1521 2517 512 222 3251 1987/88 1658 1481 3139 653 253 4045 1988/89 3518 1718 5236 810 a/ 248 6294 1989/90 4021 2266 6287 932 294 7513 1990/91 3093 774 3867 982 340 5189 1991/92 5299 1674 6973 1401 392 8766 1992/93 b/ 7454 998 8452 1500 320 10272 Year Maintenance Staff Ferries Force Account Contracted Salaries (including Work/Other Periodic Total operation) Expenses c/ Maint. Work 1985/86 51 107 123 195 476 1986/87 61 134 124 193 512 1987/88 70 157 139 287 653 1988/89 77 206 185 312 810 a/ 1989/90 93 264 162 413 932 1990/91 139 213 198 432 982 1991/92 164 209 212 816 1401 1992/93 k/ 173 230 185 912 1500 Source: RHD pj Including Taka 30 mitLion in flood damage repair. b/ Planned. St Including materials for force account maintenance, repair and operation of vehicles and equipment, and miscelLaneous expenses. - 72 - ANNEX 2.12 ACTUAL AND PROJECTED DEVELOPMENT, MAINTENANCE AND FERRY EXPENDITURES OF RHD, FY86-99 (million Taka) Maintenance Routine Periodic Year Equipment& Sta f Materials Transport Perm Temp Misc Totat Contract Overhead Total (1) (2) (3) (4) (5) (6) (7) (8) (9) (1)to(5) (7)+(8) Actual 1985/86 75 18 60 51 30 234 195 25 220 1986/87 62 33 60 61 29 245 193 32 225 1987/88 77 35 60 70 27 269 287 39 326 1988/89 82 41 60 77 62 322 312 38 350 1989/90 70 47 60 93 45 315 413 47 460 1990/91 65 82 60 139 51 397 432 56 488 1991/92 78 101 60 164 33 436 816 66 882 Budget 1992/93 80 100 60 173 5 418 912 56 968 ProIected 1993/94 90 100 60 175 20 445 1200 60 1260 1994/95 100 100 60 175 20 455 1800 70 1870 1995/96 110 100 60 175 20 465 2100 80 2180 1996/97 120 100 60 175 20 475 2300 85 2385 1997/98 130 100 60 175 20 485 2400 90 2490 1998/99 140 100 60 175 20 495 2400 95 2495 Develoement a/ Maintenance As & of Total Year Aided Nonaided Overhead Total Total Dev. Total Ferry RHD (10) (11) (12) (13) (14) (15) (16) (17) (18) (10)to(12) (6)+(9) (14)/(13) (14)/(18) (13)+C14)+(17) Actual 1985/86 326 1810 99 2235 454 20 16 107 2796 1986/87 996 1521 130 2647 470 18 14 134 3251 1987/88 1658 1481 154 3293 595 18 15 157 4045 1988/89 3518 1718 150 5386 702 b/ 13 11 206 6294 1989/90 4021 2266 187 6474 m 12 10 264 7513 1990/91 3093 774 224 4091 885 22 17 213 5189 1991/92 5299 1674 266 7239 1318 18 15 209 8766 Budset 1992/93 7454 998 204 8656 1386 16 13 230 10272 Prolected 1993/94 7499 857 200 8556 1705 20 16 235 10496 1994/95 7900 900 200 9000 2325 26 20 240 11565 1995/96 8100 900 200 9200 2645 29 22 245 12090 1996/97 8300 900 200 9400 2860 30 23 250 12510 1997/98 8300 900 200 9400 2975 32 24 250 12625 1998/99 8300 900 200 9400 2990 32 24 250 12640 Source: RHDO RMP, TYRIP, Bank staff estimates. Note: Perm = Wages for permanent staff Temp Wages for temporary staff pj Budget and projections include only allocations made directly to RHD (i.e., eXclude block aLlocations). k/ Including Taka 30 million in flood damage repair. PROJECT DETAILS REHABILITATION COMPONENT DESCRIPTION OF UORKS, ESTIMATED COSTS AND PROCUREMENT PACKAGING Contract Highway Section Description of Works Length Base Cost FUSS million) Nwiber Number Location (km) Local Foreign Total I N6-C Dasuria-Natore Road widening to 7.3 m carriageway with 2.5 m hard 39.0 7.4 6.1 13.5 (Natore Section) shoulders. New base course and 7.5 cm thick asphalt concrete wearing course. 2 N6-C Natore Bypass New road construction, 7.3 m carriageway with 2.5 m 5,9 1.7 1.8 3.5 hard shoulders. 7.5 cm thick asphalt concrete wearing course. 3 N6-C Natore-Ra}shahi Road widening to 7.3 m carriageway with 2.5 m hard 36.5 6.3 5.2 11.5 shoutders. New base course and 7.5 cm thick asphalt concrete wearing course. 4 R680 Raishahi-Mawabgani Remove old concrete road sections. Reconstruction 44.0 5.8 4.6 10.4 1 of 6.0 m carriageway with 1.9 m hard shoulders. New base course and 7.5 cm thick asphalt concrete 4 wearing course. The road link includes a 12 km new alignment with new road construction, 6.0 m carriageway and 1.9 m hard shoulders; wearing course is 7.5 cm thick asphalt concrete. 5 NS-G Rangpur-Saidpur Road widening to 6.7 m carriageway with 1.3 m hard 34.5 4.3 3.4 7.7 shoulders. New base course and 7.5 cm thick asphalt concrete wearing course. 6 N5-G Saidpur Bypass New road construction, 7.3 m carriageway with 2.5 8.0 1.6 2.2 3.8 (Northern Route) hard shoulders. 7.5 cm thick asphalt concrete wearing course. Total 167.9 27.1 23.3 50.4 Note: Costs exclude land acquistion and resettlement. r > 4-z Lo 0~ tt. - - 74 - ANNEX 3.1 Page 2 of 2 PROJECT DETAILS FIRST YEAR PERIODIC MAINTENANCE PROGRAM ROAD SECTIONS, ESTIMATED COSTS AND PROCUREMENT PACKAGING Contract Road Location Type of Length Base Cost Number Project Road (km) (US$ millior.) Southwest Region 1 a) Jhenaidah-Jessore Wide 45.5 3.4 1 b} Jessore-Khulna Wide 62.5 4.7 Subtotal 108.0 8.1 2 a) Navaran-Satkhira Narrow 42.5 2.9 2 b) Satkhira-Bhetkhali Narrow 56.5 3.8 Subtotal 99.0 6.7 3 a) Faridpur-Bhanga Wide 32.2 3.7 3 b) Bhanga-Tekerhat Wide 19.4 2.1 Subtotal 51.6 5.8 4 a) Tekerhat-Mostafapur Wide 16.0 1.5 4 b) Mostafapur-Barisal Wide 59.2 5.1 Subtotal 75.2 6.6 Northwest Region 5 a) Saidpur-Beldanga Wide 23.0 2.2 5 b) Rangpur-Bypass Wide 7.4 0.9 5 c) Rangpur-Kurigram Narrow 32.0 2.1 5 d} Palashbari-Gaibandha Wide/ Narrow 21.0 1.5 Subtotal 83.4 6.7 Total 417.2 33.9 gtM: Wide roads: carriageway width 5 meters or more. Narrow roads: carriageway width less than 5 meters. Estimated costs based on bid prices. Basic works comprise: (a) preparation of road surface including pothole repair, crack filting, Leveling and edge repair; (b) application of asphalt concrete overLay, 5-10 cm in thickness depending on road condition and traffic, using hot pre-mixed asphalt laid with a paving machine (wide roads) or manually (narrow roads) and compacted with rubber tire rollers; and (c) finishing of shoulders including bringing up to grade and rotling. - 75 - ANNEX 3.2 Page 1 of 11 TERMS OF REFERENCE SUPERVISORY CONSULTANT FOR RRMP-II ROAD WORKS 1. OBJECTIVES The main objectives of the consultancy services described herein are, (a) To supervise, with the RHD technical staff, the implementation of and procurement activities for the civil works of rehabilitation/- construction of about 165 km of selected road stretches on National and Regional Highways in north west of Bangladesh (FY 95-97) and preparation of design and supervision of additional about 100 km of roads to be selected for widening. (b) to assist RHD with the supervision of the implementation of and procurement activities for a four year periodic maintenance program (overlays and reseals) of about 2000 km of selected road sections in Southwest and Northwest Bangladesh (FY 94-97), including annual updating of the Road Master Plan for western Bangladesh using the HDM 3 model, and preparation of work programs, detailed engineering and bid documents for 2000 km of road stretches to be implemented in the last 3 years of the above 4 year program and first year following the program (FY 95-98); and (c) to develop capability within RED, through on-the-job training and other means as appropriate, in planning and executing maintenance works, with a view to RED staff taking increased responsibility for works over the period of consultancy services. 2. SCOPE OF CONSULTANT SERVICES General Recuiremerts: The principal services to be provided by the consultants are set forth below. They are indicative of general tasks to be performed by them. The consultant shall perform all necessary technical and economical study (pertaining to the requirement of the project for both the Rehabilitation Components and Periodic Maintenance Components individually), field survey and investigation, laboratory testing and related works, procurement activities and other works described below to attain the stated objectives. The consultant can use the engineering, traffic and other data provided by reports from related previous studies, but responsibility for the accuracy of data and their analysis and foi all findings and conclusions shall rest with the consultant. The consultant shall perform his duties in accordance with accepted professional standards, utilizing sound international standard engineering and economic practices. Scope of services for the rehabilitation, periodic maintenance and training components are detailed below: 76 - ANNEX 3.2 Page 2 of 11 2. A REHABILITATION COMPONENT 2.A.1 Descript_on of Works The rehabilitation of about 165 km of selected sections on National and Regional roads, comprising: (a) overlay/betterment of the Dasuria-Natore (38.30 km), the Natore- Rajehahi sections of N6 (36.30 km) and the Rangpur-Saidpur section of N5 (34.50 km); (b) overlay/betterment/new construction of the Rajshahi-Nawabganj section of R680 (43.90 km); (c) new construction of the Natore by pass (5.90 km) and the Saidpur by pass (5.30 km); and (d) reconstruction/construction of 372 meters of reinforced concrete bridges and 698 meters of reinforced concrete box culverts on above road sections. (e) Preparation of design and supervision of additional about 100 km of roads to be selected for widening. 2.A.2 Scope of Services The consultant will undertake the supervision of the contracts and procurement activities under the direction of the RHD. The Department will appoint one of its Senior Officers as the "Engineer". He will also be designated as "Project Civil Works Director". The Consultant will undertake the following activities under this component of the consultancy: (a) Pre-cualification of the Contractors: The Consultant will assist RHD with the pre-qualification exercise, e.g., preparation of prequalification notices and documents, analyses of the prequalification proposals and preparation of subsequent prequalification evaluation reports, which will be forwarded to GOB for approval; (b) Bid Invitation: The consultant, assisted by RHD technical staff, will arrange to issue bid documents (already prepared) to the approved pre-qualified contractors; (c) Bid Evaluation: The consultant will develop, with the assistance of RHD technical staff, a suitable evaluation methodology and criteria and provide the same to IDA through RHD for IDA's review and comments. On the basis of the approved evaluation technique, they will evaluate the bids and submit their recommendations to the Government for approval; and (d) Construction Supervision: The consultant will set up suitable site supervision organizations, including local consultant staff and technical personnel from RHD, to ensure thdt the works under 77 - ANNEX 3.2 Page 3 of 11 contract are completed in accordance with the documents. Specifically, the consultant will be required to: (i) provide such information as is necessary for the contractor to set out the works correctly and check that this setting out is correct; (ii) review the contractor's vwork proposals, working drawings, etc. to the extent required by the contract, advise modifications in consultation with the Project Civil Works Director (PCWD) where necessary, and recommend the proposal for approval; (iii) review the contractor's work programs and where necessary, in consultation with the Project Civil Works Director, request revision of these to account for the current status of the works; (iv) regularly inspect civil works and ensure that they conform to the technical specifications and meet specifLed standards for quality control and that they are carried out according to schedule; (v) regularly inspect contractor's construction equipment, installations, housing, medical facilities, etc. to ensure they are adequate and in accordance with the terms and conditions as specified in the contracts of civil works; (vi) test materials to be used in the works and test completed parts of the works for compliance with the contract specifications, carry out deflection analysis of various sections of the road works to determine what, if any, variations to pavement structures are required and generally ensure that the final structures are in accordance with the intent of the contract; (vii) maintain permanent record of all measurements of work quantities to be paid for and results of all tests carried out to monitor the quality of civil works: (viii) prepare Bills of Quantities after taking measurements jointly with RHD staff and certify all payment to be made to contractors; (ix) inform the Project Civil Works Director (PCWD) and the Project Managers of problems arising in connection with the implementation of civil works and make recommendations for possible solutions; (x) evaluate and make recommendations to the PCWD and the Project Managers on Contractor's claims for additional payment, disputes, extension of time and other matters based on consultant's interpretation of contract documents, the relevant site conditions and contractor's detailed submissions; - 78 - ANNEX 3.2 Page 4 of 11 (xi) revise plans and specifications as necessary, prepare variation orders and assist the PCWD and the Project Managers in negotiating with the contractors implementation of such changes/variations; if a revision involves additional cost over a certain value to be d-termined, necessary documentation should be prepared for submission to IDA; (xii) set up and maintain a correspondence and document storage and retrieval system to record all relevant communications between the parties to the contract, all measurements, quality control details and variations to the work as they occur; (xiii) maintain all as built drawings and documents; (xiv) call and keep Minutes of routine site meetings between parties to the contract and forward minutes to PCWD and Project Managers for follow-up action; (xv) prepaie monthly contract payment estimates and certification nor payment, including updated cost estimates for construction supervision; (xvi) provide timely assistance to the contractors in all matters related to interpretation of contract documents, ground survey controls, quality control testing and other matters relating to contracts and projects; (xvii) prepare and submit monthly and quarterly progress report, in a form acceptable to IDA and RHD; (xviii) carry out final inspection of works and recommend the issue of completion certificates; (xix) check the contractor's final accounts and certify their payments as per contract; and (xx) prepare completion reports in a manner satisfactory to the GOB and IDA including as built drawings after completion of civil works. (e) Unit Cost Analysis: The Consultant shall undertake annually a comparison of all unit costs for major civil works items in the Bills of Quantities (BOQI for the rehabilitation works. There should be an in-depth analysis of the reasons for unit cost increases, including but not limited to inflation, changes in scope of work, and procurement related issues. The consultant shall also carry out a comparative analysis of road construction unit costs for similar projects in other countries in the region. The results of such an analysis would give an indication of the level and magnitude of mit costs for road construction in Bangladesh compared with those from contractors in neighboring countries. The consultant is required to develop a simplified spreadsheet analysis system, suitable for personal computers (pc) available at RHD or to be at disposal of the RHD staff at the consultant's office as part _ 7') - ANNEX 3.2 Page 5 of 11 of their normal services. This system is to be used for regular updating, comparison and analysis of unit costs for the major items. The consultants will forward recommendations to RHD Headquarters on appropriate unit costs on a periodic basis which should be used in connection with the preparation of future year's work programs. (f) Environmental Monitorinc.: An environmental analysis was carried out in the course of preparing the project. As most of the works are on existing right-of-ways, the project works are not expected to have a major impact on the environment. Nevertheless, certain safeguards will be necessary to minimize the potentially harmful impacts and maximize the beneficial ones. A matrix of recommended actions is attached (see Annex 3.11); this is intended as a praliminary list only and may be modified during project pieparation/implementation. The consultant will be responsible for ensuring works planning, design and execution are carried out following sound environmental practices and for monitoring RHD's and the contractor's performance in this regard. Further responsibilities vis-a-vis the project's environmental impact may be identified as the work proceeds. (g) Land Acquisition and Resettlement: A limited amount of land acquisition is associated with the bypasses/realignments under the Project. An NGO will be involved in assisting RED with resettlement of project affected persons, and an independent monitoring agency will be monitoring implementation of the resettlement program. The consultant's main concern will be ensuring land acquisition and eviction proceed as planned so as to minimize the impact on the construction works. Further monitoring responsibilities may be identified as the work proceeds. (h) Road Safety Issues: The consultant will review the geometric design drawings for the rehabilitation works to be carried out and undertake a road safety "audit" (check) of the engineering details before the actual construction work commences. In particular the safety aspects of the geometric design of road junctions, facilities for pedestrians and non-motorized traffic will be reviewed by the supervision consultant. Prior to the opening of the new road sections to general traffic, road safety audits will again be carried out by the consultants and RHD staff to check that no safety hazards have been created due to the completed works. Upon completion of the one year maintenance period, a final road safety audit will be carried out to ensure that no accident prone areas have been created as a result of the project. It is also important that road safety checks continue on a regular basis after the road has been opened to traffic. The consultant will assist RED to cevelop road safety audit check lists and a regular system of safety checks. (i) Post Evaluation of Proiect: Construction work of phase-1 of RRMP-I is almost complete; phase-2 work of RRMP-I has just started and is expected to be complete by the end of June 1995. It is important to assess the benefits derived by the completed project in planning - 8( - ANNEX 3.2 Page 6 of 11 future projects. The supervision consultant will evaluate the first year project benefits in terms of growth of traffic, reduction of road user charges, socio-economic advancement, increase or decrease in accident rates, reduction in maintenance cost etc. and train/assist RHD staff in preparing such evaluation reports in future years. 2. B. PERIODIC MALNTENANCE COMP_ONENT 2.B.l Description of Works The Roads and Highways Department has identified approximately 2000 km of roads in western part of the country (Khulna, Barisal and Rajshahi Zones) for periodic road maintenance program with the hell. of the Road Master Plan based on the HDM-III (Highway Design and Maintenance Standards Model). This plan calls for program of construction of about 2000 km of asphalt concrete overlays and seal coats to be constructed over FY '94 - FY '97, i.e. about 500 km of overlays and seal coats in every year. In order to start the work in the 1993/94 dry season, preparation of the pre-qualification documents, detailed specification and bid documents has been completed for about 500 km of overlay component in the first year of the 4 years road maintenance component. Hence this volume of work has been excluded from the scope of services from the consultancy, i.e. detailed engineering, including works programs and preparation of pre-qualification and bid documents of about 1500 km of road section has been kept in the scope of services where as provision had been kept therein for the construction supervision of 2000 km of road section under the purview of the road maintenance component. However, the consultant would also be required to assist RMD with the preparation of the FY 98 periodic maintenance program before the completion of this consultancy contract, i.e., for an additional 500 km of periodic maintenance works. 2.B.2 Scope of Services The consultant, assisted by technical staff from RMD, will undertake detailed engineering and construction supervision of the identified periodic maintenance works. This will include assistance in preparing RMD's annual maintenance work program for the western part of the country (e.g., detailed inventory of road conditions, updated cost estimates and economic justifications, detailed engineering and bid documents) and assistance in implementing the program (e.g., contractor prequalification, bid evaluation, contracting and supervising works). The respective Additional Chief Engineer of the Project Area will be the "Engineer" for periodic maintenance (overlay and resealing) work, and PCWD will be co-ordinator over the maintenance works in the three zones concerned. The consultant will also need to coordinate with the institutional development consultants who will assist RHD staff annually in updating the Road Master Plan and preparation of a country wide maintenance work program. The supervision consultant - 81 - ANNEX 3.2 Page 7 of 11 will undertake the following activities under this component of the consultancy. (a) Desiqn Phase (i) Investigation: The consultant will assist RHD personnel in establishing priorities among road sections in the periodic maintenance (overlay/seal coat) program based on updated road condition surveys and HDM-III analysis for western Bangladesh for each year of the program (beginning with year 2). Based on apprQpriate economic and engineering criteria, the consultant will then assist RHD personnel to draw up a maintenance work program for the coming year. This would be forwarded to the respective Additional Zonal Chief Engineer (designated as the "Engineer" of the Project as per contract provision) in timely manner for obtaining approval of the list of road sections selected for periodic road maintenance program. The program would also be agreed with IDA before bids would be invited. (ii) Desian: Using results obtained from the investigation phase, the consultant, assisted by RHD technical staff, will design the annual overlay/seal coat programs for the remaining road sections, including preparation of detailed engineering, technical specifications, engineering drawings, bill of quantities and detailed cost estimate of overlay and other related works. (b) Procurement Documentation: The consultant will assist RHD with the preparation of the bidding documents for the annual periodic maintenance work programs in accordance with Banks Guidelines for procurement under IBRD loans and IDA credits. The consultant will review and mark up the IDA's Sample Bidding Document with changes recommended for Bangladesh. (i) The bidding would be on a slice and package basis whereby all contracts would bid simultaneously and bidders would be allowed to bid for individual or several contracts to form a package, up to their prequalification limit. (ii) During the Project period, concrete asphalt overlay contracts will be mostly for International Competitive Bidding (ICB). It is possible that a limited number of smaller contracts (e.g. for short lengths of narrow roads) will also be included in the Project for Local Competitive Bidding (LCB). In determining the packaging, due consideration should be given in minimizing the cost and maximizing the efficiency with special emphasis on encouraging the development of the local construction industry. The bidding documents should follow IDA's Sample Bidding Document and should include: (1) Instructions to bidders (2) General condition of contract (3) Special condition of contract - 82 - ANNEX 3.2 Page 8 of 11 (4) Technical specification (5) Form of bid a--d bid security (6) Bill of Quantity (BOQ) (7) Schedule of supplementary information (8) Form of agreement (9) Acceptable form of performance security and etc. (10) All necessary engineering drawings (iii) It is RHD's intention that these contracting procedures/documents would form the basis for standardized procedures/dccuments for future contracting of RHD,s maintenance works throughout Bangladesh. (c) Preaualification and Bidding: The consultant, assisted by RHD technical staff, will be required to update the prequalification information collected in the first year, if necessary by calling fresh prequalification of contractors for bidding in the subsequent years of the program. Such updated prequalified list should be recommended to RHD/IDA for appro-val. The consultant will arrange issuance of bid documents to the prequalified contractors. (d) Bid Evaluation: The consultant, assisted by RHD technical staff, will develop a suitable evaluation methodology and criteria and provide the same through RHD for IDA's review and comments. They are expected to participate in the first year's (as well as in future year's) bid evaluation . Or. the basis of the agreed evaluation technique, they will evaluate the bids and will submit them along with their recommendation to IDA, through RHD, for approval. (e) Construction Phase: The consultant, assisted by RHD technical staff, will supervise the maintenance works in accordance with the requirements, mentioned earlier, for supervision of the rehabilitation works (Para.2.A.2.(d)). (f) Unit Cost Analysis: The consultant will annually carry out analysis of the unit costs for the major civil work items, which are shown in the Bills of Quantities (BOQI for the periodic maintenance contracts, as mentioned in Para. 2.A.2(e). (g) Environmental Monitorinc: The consultant, assisted by RHD technical staff, will be responsible for ensuring works are carried out following sound environmental practices as indicated in Para. 2.A.2(f). 2.C TRAINING AND TECHNOLOGY TRANSFER COMPONENT (a) Training of local personnel, both from the local consultant and RHD, is a component of the consultancy, which is considered equally important as the supervision of the rehabilitation and periodic maintenance works. In particular, the consultant will undertake training of RHD's technical staff, including establishment of systematic procedures for planning, designing, programming and quality control in the supervision of maintenance works carried out - 83 - ANNEX 3.2 Page 9 of 11 by contract. The expatriate consultant will also be expected to provide appropriate training to the local consultant's and RHD's staff in the supervision of the rehabilitation works. (b) During the first two years of the project, the consultant will endeavor to impart sufficient training to RHD staff, so that starting from the third year RHD staff should be able to take more responsibility in the overall maintenance activities; and eventually by the end of the project period, RHD would have established a modern pavement management system for carrying out effective maintenance of their roads. The supervision consultant will also be conducting on the job training for maintenance work for contractors. (c) Reducing the dependence upon technical assistance is a key objective of the training component of the project. It is essential that targets be established which focus on a schedule for reducing the need for technical assistance over a realistic time period. Immediately upon arrival to the project, the consultant will prepare a complete list of job assignment tasks to be carried out. This list will then be reviewed with the counterparts and their supervisors, and time tables prepared for the full transfer of responsibility from the consultant's staff to the counterparts. As the counterparts acquire the necessary expertise for each task, this will be noted on the task list and initialed by the consultant, the counterparts and their supervisors. The proposed task list and handover plan will form part of the consultant's inception report; progress will be regularly monitored and reported in the consultant's quarterly progress reports. (d) The consultant will include in his proposal, a detailed plan of his approach to this aspect of the consultancy, including a breakdown between formal and site training and a full listing of the facilities and equipment which he considers will be required to successfully achieve the objective of developing these skills within the local staff organization. The final report will contain an evaluation of the training program, with suggestions for continuation work and for improvements in future similar programs. (e) The Institutional Development Program consultant under the project will monitor the maintenance work from time to time to ascertain how far the supervision consultant has been able to achieve in transferring the knowledge and state of art on maintenance to RHD staff and the contractor. The supervision consultant will monitor on a regular basis the routine maintenance work carried out by RHD and report on the achievements and shortfalls. 3. TIME SCHEDULE (a) The consultancy services for rehabilitation work are expected to commence in late '93 (prequalification and bidding), with construction beginning in October 1994, and will terminate around June '97; the consultancy services for periodic maintenance program - 84 - ANNEX 3.2 Page 10 of 11 are expected to commence around August '93 and will terminate around June '97. (b) There will be a Midterm Review of the Project when officials from GOB, IDA and a possible bilateral donor agency will assess the progress of the works and the performances of the contractors and the appointed supervision consultants. 4. STAFFING It is estimated that about 300 mm of expatriate and 900 mm of local personnel would be required for the accomplishment of the tasks as described in the Terms of Reference for both rehabilitation and periodic maintenance components. The consultant will propose the schedule of personnel required for the different disciplines as per TORs for each of the components separately. It is also specified in Annex I that the provision shall be made in the proposed manning schedule to utilize the input of at least three expatriates and a deputy team leader (probably recruited from an associated local consulting engineering firm) full time in every year throughout the implementation period. 5. SUBMISSION OF REPORTS/DOCUMENTS (a) Inception Report (three copies to IDA and seven copies to RHD) within one month of mobilization; report to include detailed plan for staff training and technology transfer. (b) Yearly Road Maintenance Program (seven copies to RHD and three copies to IDA) recommending the overlay and reseal sections to be included in the periodic maintenance program. The reports to be submitted in timely manner. (c) Draft tender documents (five copies to RHD and two copies to IDA) to be submitted in timely manner. Final tender documents (five copies to RHD and two copies to IDA) incorporating the comments of RHD and IDA to be submitted within two weeks after getting the comments. (d) Submission of final cost estimates (five copies to RHD and two copies to IDA) to be submitted in a timely manner. (e) Prequalification documents and prequalification evaluation reports to be submitted in a timely manner (five copies to RED and two copies to IDA). (f) Tender evaluation reports to be submitted within ten days after the closing date for the receipt tenders (three copies to RHD and two copies to IDA). (g) Monthly progress report (20 copies to RHD and 3 copies to IDA). (h) Quarterly progress report (20 copies to RHD and 3 copies to IDA). - 85 - ANNEX 3.2 Page 11 of 11 (i) Completion report (25 copies to RHD and 3 copies to IDA) on completing of the project. (j) In addition to reporting on standard project implementation aspects, the quarterly and completion reports will also cover, as appropriate, environmental and resettlement monitoring, training and technology transfer, unit cost analyses, safety audits, etc. as indicated in Section 2 above. 6. PERSONNEL, FACILITIES, EQUIPMENT AND OTHER ASSISTANCE TO BE PROVIDED BY THE GOVERNMENT (a) RHD will secure requisite numbers of counterpart personnel, i.e. Additional Project Directors (SE's), Project Managers (EE's), Sub- Divisional Engineers (SDE's) under the administrative control of the Project Director. These supporting personnel would assist the consultant's personnel with the necessary local support in the implementation of the project. In addition, they would be responsible for the routine contact between RHD and the consultant and would also be responsible to RHD for ensuring that the services provided by the consultant are in accordance with consultancy contract and conform with the requirements and policies of RHD. (b) The Government will provide the consultants with the necessary entry and exit visas and import privileges for their expatriates personnel. (c) GOB will provide available reports of surveying, material testing, site investigations, data and maps for carrying out the assignment. (d) Each rehabilitation/construction contract includes the provision and maintenance, by the contractor, of the necessary -ehicles, laboratory and survey equipment, computers and furnished office space. The Department will provide these at no cost to the consultant for the duration of these services. However, the consultant shall include in his proposal a list of facilities and equipment he considers necessary to adequately supervise the works and provide detailed costs of these. In the event that RHD is unable to provide the items listed above, or accepts that additional or different equipment is required, then the consultant shall provide these on a reimbursable basis. At the conclusion of the consultancy, these items will be handed over to RHD. (e) For the supervision of the periodic road maintenance work, the consultant will have to submit a proposal for requirements regarding the necessary vehicles, equipment, office accommodation, etc. The costs of these shall be detailed in the financial proposal. In the event that RHD is unable to provide these items, then the consultant shall provide them on a reimbursable basis. Equipment so provided will be handed over to RHD at the conclusion of the consultancy services. - 86 - ANNEX 3.3 Page 1 of 11 OVERVIEW OF INSTI TUIONAL DEVELOPMENT PROGRAM A. Objectives of the Program 1. The overall objective of the Project is to reduce the total cost of road transport on the most travelled roads in Bangladesh by improving the RHD network through more effective planning, design and construction of road investments and the more effective programming and implementation of road maintenance. These objectives are to be achieved through civil works, through the associated technical assistance needed to deliver the works, and through institutional development. 2. There are two essential institutional objectives. These are to strengthen institutional capability and to strive for institutional self sufficiency. Although self sufficiency is the highcr priority, the two are inter-linked and improvements in capability must precede the achievement of the prime objective. 3. It is important that the supplier of technical assistance understands this point. It may well be that for some operations the latest state-of-art techniques may not be appropriate and less sophisticated solutions may be better, ones which the Ministry staff fully understand and can successfully use to produce reliable results. B. Description of the Program The Basic Elements 4. The Institutional Development component of the Project will reach out directly to three government agencies (RHD, RRTD and BRTA), and indirectly to the Bangladesh road construction industry. This will be achieved through four intermediaries comprising a twinning supplier, the Bangladesh Road Research Laboratory (BRRL), the Bangladesh University of Engineering and Technology ( BUET), and the Institution of Engineers of Bangladesh (IEB). The program will focus on improvements in the planning, management and implementation of the civil works and also improvements in road safety. It will be delivered over a period of from 8 to 10 years with the initial 4-year Phase 1 being included in the Road Rehabilitation and Maintenance Project Phase II. 5. Within RHD, the program is designed to penetrate most sections of the Planning and Development Wing in Dhaka with improvements in management, planning and information systems. There is an emphasis on the planning processes, following the initiatives that have occurred as a result of the Roads Master Plan Study in 1990, in particular, the setting up of the HDM Cell. For the continuation of these developments under the RRMP-II, a new set-up called the HDM Circle is to be created in the Planning and Development Wing. It will interact with the Planning and Programming Circle for the development budget, with the Monitoring and Evaluation Circle for the maintenance budget, and with the Economics Circle for assistance with general economic aspects and for the coordination of the parts of the RHD's overall program, suah as those concerned with bridges and ferries, that cannot be readily processed through the HDM-3. ANNEX 3.3 Page 2 of 11 6. Improvements in the collection and handling of information is most urgently needed in the Monitoring and Evaluation Circle, but this must be achieved through a coordinated effort throughout all departments, and also in the MOC, because certain parts of the database are needed by all groups (i.e. the fixed inventory of roads and the associated maps). Wherever data is exchanged and processed, a common system and frame of reference should be used. 7. For impro-ving the quality of the physical works, the program is designed to reach the contractors as well as the RHD supervisory staff. First, through the general promotion of better contract documents where the quality of the finished product is a primary objective, and then through the training at BRRL of practitioners from both sides of the industry. 8. At BRTA there are many requirements for institutional development arising because of the short time (3 years) that the authority has been in operation. BRTA is receiving some technical assistance from the UNDP/ADB Institutional Support Program, and is likely to receive further assistance under the ADB Road Maintenance and Improvement Project starting later in 1993. But no provision has been made to specifically address the problem of improving road safety and so this component has now been identified as a part of the RRMP-II. 9. For the delivery of the desired improvements to these three agencies, a twinning approach is proposed. The long-term objective is to sustain the institutional improvements resulting from this project and, to this end, local organizations outside the Ministry have also been sought to supplement the efforts that will be focused on BRRL as a training center to the Ministry. Agreement in principle has been made with BUET for assistance with computer courses and participation in the HDM-3 work, and with the IEB for computer and management training courses. 10. The supplier twin will be the main facilitator for the program and will coordinate all of the institutional development activities for the Ministry, including the arrangements with BUET and IEB in Bangladesh. The twin will be a joint venture with partners from a government organization in a developed country, a consultant, overseas universities and technical training establishments, and representatives from developing country organizations; and the JV will provide individual experts in particular fields as needed. Whilst there will be a defined baseload of institutional improvement measures to be delivered to the Ministry, the keynote of the twinning approach is the flexibility of the supplier to respond to changing needs. 11. one of the first tasks called for in the Terms of Reference is a Skills Gap Study which will formally and quantitatively confirm the skills needed to manage the business of maintaining the country's roads, and the types and amounts of training needed to fill the gaps. Highway Desiqn and Maintenance Standards Model (HDM-3) 12. In 1989-90 the Road Master Plan Study for the main trafficked routes in Bangladesh was carried out by the consultant team of Transroute/Stup/BCL with the objective of producing a master plan for implementing the most rational works program for the immediate period 1992-96, - 88 - ANNEX 3.3 Page 3 of 11 and with an indicative program for the following 6-year period. The network under consideration comprised around 13,000 km of the primary, secondary and tertiary roads within the responsibility of RHD. The planning tool used for the RMP was HDM-3, which has been developed and promoted by the World Bank for general use in the evaluation and optimization of any road construction and maintenance projects, but is of particular relevance to the evaluation of IBRD funded projects because of the verifiable standards that have been built into the model. 13. Three engineers and one economist from RHD received extensive training in the use of the model with emphasis placed on the computing aspects of its use. Subsequently the Senior Economist has received a shorter overview course on HDM-3. From this group will be drawn the nucleus for the new HDM Circle, but it will be necessary to introduce more staff to HDM-3 procedures and to increase present HDM-3 knowledge to encompass all che requirements for running the system including field data collection and the calibration of certain key data to achieve a level of accuracy commensurate with demands and the sensitivity of the evaluations. 14. The set-up indicated for the HDM Circle shows a link with the Monitoring and Evaluation Units in the Zones. This will be satisfactory for the collation of construction cost and materials data, but for road roughness data it is recommended that this function is carried out by the HDM Circle with help from BRRL. 15. There are two aspects of HDM-3 that should be the subject of further experimental trials. These are (a) testing the road deterioration sub-model that has been assumed for Bangladesh and (b) developing the new modified version, called HDM-Q, which takes account of factors preventing free flow of traffic. This problem is particularly severe in Bangladesh because of the high level of non-motorized traffic combined with the narrowness of many of the roads. It is proposed that RHD, through the HDM Circle and BRRL, and with the help of BUET, will monitor the deterioration over time of a sample of RED roads of each class by taking accurate and regular measurements of roughness, surface condition and pavement strength, together with traffic levels, axle loading and other factors which affect road behavior. Similarly it is proposed that a research program be mounted during RRMP-II to calibrate the HDM-Q model and to test its general applicability for dealing with traffic constraint. 16. It is equally important to improve the skills of the staff responsible for interpreting the results obtained from HDM-3 so that the civil works programs may be prepared ready for appraisal by RHD. These interpretive skills will be developed by working alongside the HDM4-3 expert from the supplier twin during the course of this Project. Apart from this technical assistance, the project will also provide computers and training equipment for the HDM Circle and similar asaistance to BUET for its role as research partner and trainer. Information Systems in the Ministry 17. The general lack of information in RHD and the RRTD is now a major constraint on the everyday work of planning and implementing road maintenance. Apart from returns on expenditure, the headquarters office of the Additional - 80- ANNEX 3.3 Page 4 of 11 Chief Engineer, Planning and Development often has to refer back to the zonal offices to find out further details, in particular, the exact location and extent of physical works. This is unsatisfactory and steps will be taken at the outset of RRMP-II to improve the collection, flow, storage and retrieval of information. At its simplest this should include a more organized filing system and the representation on simple schematic plans of the work done on each road in each year. Depending on the suitability of the application, this could make use of some form of geographic information system (GIS). 18. Resulting from the 1990 RMP, there is a database (the BROF database) which could be either extended or adapted to suit the requirements of both RHD and RRTD. The Project is supporting both these agencies and in the information technology field it is proposed that the same specialist addresses the requirements of both offices utilizing the same basic software. 19. In RHD it has already been established that a management information cell should be located in the Economics Circle but at the time of appraisal no staff or resources had been allocated. Whilst this cell may be responsible for the core database, modules will need to be kept by other departments. These include accident records kept at BRTA and roughness and strength data kept by the EDM Circle, both of which must interface with the main database. The policy o.. data management and the responsibility for maintaining the databases will need to be established by the supplier through discussion with the Ministry at the earliest stages if this Project is to make the necessary impact on information systems. 20. To facilitate these improvements in information storage and retrieval in the RRTD, there is a proposal for a new set-up for the duration of the Project comprising a Planning Cell under the general direction of the Joint Secretary (Development) to be located in the MoC Secretariat building. 21. The benefit of good information is so far reaching that many sections will be affected by these improvements. To take advantage of this it is necessary for computers and ancillary equipment to be widely available and therefore provision has been made for this in the Project. Encrineerinc Materials and Ouality Control 22. Without good control of the quality of engineering works, civil works designed to last for, say, 10 years without serious attention, deteriorate below acceptable standards in a fraction of the time. Guarantees about the durability and life of a road are just as much part of the design as the geometric alignment and structural strength calculations. This has been a serious problem in Bangladesh because of the extensive use of the Conditions of Contract Form 2911 which concentrates on a fixed cost for the works and thereby reduces the "works contract" to essentially a labor-only contract with no clear responsibility for guaranteeing quality and durability. 23. Under bilateral and multilaterally funded projects, the FIDIC type of contract is used with the contractor free to enter his own rates in the Bill of Quantities that are sufficient for him to be able to comply with the requirements of the Specification of the Works. Whilst local contractors are keen to move away from the Form 2911 type of contrac._s, they are not yet sufficiently experienced in producing work of a quality that matches the _ 90 ANNEX 3.3 Page 5 of 11 specification. There are two main reasons for this, (a) a general lack of understanding of the ways to produce good quality work and the need to do so, and (b) a lack of mechanical equipment to achieve the specified results (especially compaction equipment). 24. To encourage good work there has to be an education process involving both the RHD supervisors and the local contractors. In its simplest terms this process will cover the technical aspects of good working practices, the laboratory tests needed to prove quality, and methods of measuring the works for payment. In the process, the contractor will also need instruction on how best to organize-and manage his resources to achieve the standards, and ultimately, to know how to interpret correctly the clients intentions when tendering for new contracts. Much can be learnt from the job site through sensitive supervision, especially where the contractor is trying his best to work to the specification but is lacking in experience and equipment. Alternatively, much can also be learnt through the experience of being subcontracted to an international contractor for part of a bigger job. 25. BRRL is being nominated under the Project for designing and running the necessary training courses at the offices in Mirpur where there are accommodation facilities for up to 20 trainees on the campus. Using the facilities at the laboratory, the full range of tests can be demonstrated and taught in relation to the specifications that the supervisory staff will be using on site, and a better appreciation will be gained of the quality control tests available through the present 10 field laboratories (shortly to be increased to 14). Alternative courses are also necessary for contractors' staff. A materials engineer from the supplier twin will be attached to the laboratory for the first two years of the Project to raise the standard of quality control sampling and testing, to assist with the design of the courses and demonstrations, and to train the BRRL staff who will continue to deliver the courses in future years. This materials specialist will also help to set up specific and properly controlled research trials which will probably include investigating the potential use of lime-stabilization. 26. The Project will support BRRL by (a) bringing its complement of testing equipment up to full strength, (b) upgrading the facilities at BRRL Headquarters for running training courses, including the addition of a second training room and the provision of air-conditioning to improve the conditions in the monsoon season, when most training courses will be given, (c) providing computers and ancillary equipment, (d) providing equipment for the training rooms, including a high quality robust photocopier for the reproduction of in- house training materials and other specific training equipment, and (e) providing a mini bus for the transportation of trainees to site demonstrations and courses away from the main campus. 27. In addition, advantage will be taken of the courses on Quality Control for Concrete run by the IEB (next door to RHD Headq"arters). IEB has indicated that it can design and deliver other trainirng courses not only to the specific requirements of RHD, but also to the general requirements of the construction industry of Bangladesh. Under the Project, support will be given to the IEB in the form of improved facilities at its Ramna Headquarters including (a) computing equipment for its own administration and for general training for industry participants, (b) the provision of a regular supply of technical proceedings and journals from the UK Institution of Civil Engineers - 91 - aMW_X 3.3 Page 6 of 11 and (c) sponsoring of possible visits by members of the Joint Board of Moderators of ICE to ensure that entry requirements and teaching scandards of some of the Bangladesh Universities are of sufficiently high standards to accredit their civil engineering degrees for professional recognition in UK and, by extension, in many other developed countries. Maintenance Practices 28. To help translate the improved planning procedures into effective works programs, the Project will provide medium-term institutional support on the implementation side for both roads and bridges. This will be designed to assist not only the supervisory staff o4 RHD but also smaller contractors. This will be done througn the provision of construction management courses designed to help the contractor in understanding the techniques and methods of working with the FIDIC type of contracts in which he can choose his price rates according to his own work methods and resources, and where quality becomes a much more important objective in making a profit. 29. On roadworks, a major effort is to be made in guaranteeing compaction, a problem that is strongly linked to the inability of the small contractor to hire equipment, which, in turn, is linked to the performance of the whole of the construction industry. Even with limited resources, it is possible to achieve better compaction by making use of appropriate locally made equipment, but this needs the concerted encouragement of the Road Maintenance Engineer from the twinning supplier. He will also ensure that the zonal engineers follow a systematic method of recording as-built drawings. During the course of the next 10 years, this may be represented very efficiently on a GIS, but an immediate start will be required using large- scale plans or maps. 30. The systematic recording of condition data applies equally to bridges as to it does to roads and under the Project there is provision for one Bridge Engineer to consolidate the maintenance procedures set up under an ODA project due to finish in 1993. 31. For maintenance, there needs to be a greater emphasis on the training of artisans and a technician cadre. This appears to be virtually non-existent at this time. The Skills-gap study will confirm this need, and also ,no doubt, the value of on-the-job training. This will have to be structured and encouraged for it to be effective, and the Road and Bridge Engineers, with their local consultant and counterpart colleagues, have an important role to play in this activity. Management Training 32. During appraisal it was pointed out that the managers of the road maintenance program had little or no training in the techniques of project or personnel management and so three provisions are being built into the Project to address this omission. These are, (a) the opportunity for top managers in RED and MoC to attend short c.ourses (4-6 weeks) in the home country of the supplier coupled with brief work placements in the supplier organizations to see how different management practices operate, (b) 1-2 week visits to countries in the region, likely to be coupled with attendance at conferences such as the regular conference of the Road Engireering Association of Asia and ANNEX 3.3 Page 7 of 11 Australasia (REAAA' with participation and presentation of papers on Bangladesh experience (which are unusual and professionally interesting to engineers from other counties) and visits as guests of the host Ministry of Public Works to compare practices, an.d (c} sponsorship of the IEB for the running of management courses at different levels for engineers and managers in the RED, the MoC, and members of the construction industry. Road Safety Study 33. The Project objective, to reduce the overall transport costs on the main roads of Bangladesh, encourages an increase in traffic volumes and an increase in the speed of individual vehicles. The common belief is that this causes more road accidents; certainly there seems to be an increasing number of horrific head-on collisions reported in the newspapers, but there is no conclusive data supportizig this hypothesis. The causes of accidents are usually a combination of factors involving the road geometry, pavement surface conditicn, vehicle fitness, driver capability, the time of day, and the weather. Information on the road accident situation in Bangladesh is urgently needed so that improvements can be properly targeted. No other agency appears to be addressing this problem and therefore the Project includes a road safety component based at the BRTA. This will begin with a Road Safety Study to provide the basic information on which an action plan can be based. 34. The Road Safety Study will be arranged early in the Project and it is expected that this will recommend the use of a powerful yet simple procedure now available with computer software, which has been tried and tested in more than ten developing cou-.tries, for objectively recording and analyzing accident data to produce a strategy for identifying and implementing the most cost effective accident reduction measures. These are expected to include modifications to existing standards and specifications for roads and should be included in the works program and the budget. Improvement in the Construction Industry 35. Following the ODA sponsored study of the construction industry in 1989, an Action Plan has been pursued by GOB. This is a 12-point plan the main thrusts of which are directed at reforms in the procurement of civil engineering works, the recognition of construction as an industry, the establishment of various boards and associations, provision for hiring equipment, unified registration of contractors, attention to training and information exchanges within the industry, and the role of women. 36. During the course of the Project, this action plan should move forward and begin to achieve some of its objectives. Since these are institutionai matters, it is appropriate that a further review of progress be made during this Project, and provision has been made for a short-term visit by a construction industry specialist to work with the local consultant staff to monitor progress and to recommend any further revisions that could usefully be made as the action plan develops. 37. There are differing views, for example, on the way forward for equipment hire in the industry. In Bangladesh there is a considerable stock of equipment in the hands of Government departments and authorities. If this were all in working order and suitably distributed, it would go a long way to - q3 - ANNEX 3.3 Page 8 of 11 resolving the equipment shortages in the country. Whether this is possible, whether there should be a single Government-owned plant hire organization, or whether the country is ready for a true market in plant hire, are all points that ate being debated at the present time. A useful institutional commentary would be to arrange a study of the equipment aspects to quantify the likely demand from the industry, taking into account the moves for better quality control on contracts by the RHD, and to identify the best way forward towards a situation where small contractors can have access to newer and well maintained equipment. The Economics of Ferries and Bridges 38. The view has been expressed that RHD is under pressure to reduce the 64 ferry crossings by the construction of bridges. In Bangladesh, ferries are an important part of the road network. Bridges are usually very expensive because the foundation conditions are generally poor. Therefore, before making a popular recommendation to replace a ferry by a bridge, further studies should be carried cut by the Economics Wing to establish the proper thresholds of traffic and bridge span that are the main factors affecting the economic justification. 39. The study would need to take into account (a) the efficienc-r of the RED's ferry operations, (b) the choice of boats, and (c) traffic generated as a result of a new bridge. The Study should be overseen by the Transport Economist with inputs from the Bridge Engineer. History shows that most of the bridges erected under the ODA Priority A and B Bridge Programs were replacements of sub-standard or failed bridges. This raises the further question about the great value of proper bridge maintenance and of building to higher durability standards in the first place. Bridges and fer- :es are all part of the same road network and so they are competing for the same maintenance funds. Thus a proper balance should be achieved in the ferry study by evaluating each proposal in the same economic terms as any other road proposal. Environmental and Resettlement Issues 40. These issues are increasingly important to the RHD and therefore the Project will include advice and training in environmental assessment and environmental protection. In addition, help will be provided for the RHD to develop a systematic approach to resettlement problems. These topics will be dealt with within a new cell of the RHD specifically set up for this purpose. Activities Schedule 41. A list of the main activities in the Institutional Development Program is shown in Figure 2 of the Terms of Reference (Annex 3.4), with timings indicated during the currency of the present Project but which should be seen as the initial period of an 8-10 year development process. 42. The activities are grouped by discipline although owing to the overlapping nature of the inputs by the various specialists, many of the activities are shared. For details of individual responsibilities and fields of operation of the twinning JV Specialists, reference should be made to the Terms of Reference. _ Q4 - ANNEX 3.3 Page 9 of 11 C. Overcominct the Constraints on Institutional Development 43. One of the main constraints to the success of institutional development initiatives are the low salary levels in the Bangladesh Civil Service and the rotation of staff, whose average tenure in any one position is three years. A civil engineering graduate entering a contracting or consulting firm will, on average, start at slightly less take-home pay than his university classmate who enters RHD as an Assistant Engineer drawing Tk 2,800 pm basic salary and, in addition, with a housing allowance of 40-45* basic salary depending on location, Tk 150 pm medical allowance, an additional 2 months basic salary paid at the Id, and the possibility of some shared transport. He will also have to contribute to a compulsory savings scheme with preferential interest rates to Government officers which, in due course, may be used as collateral for a loan. 44. After 10 years the picture is quite different, with the private sector engineer taking home between 2 and 4 times the pay of his counterpart in RHD and, if he shows that he is talented and works hard, he will be progressing through the firm and taking responsibility for interesting work. There is also every possibility that he will be sent on courses which will also help to keep him interested in staying with the firm. In RHD a graduate will have been promoted after about 7 years to Sub-divisional Engineer at a basic salary of around Tk 4,100 and could wait another 5 years before promotion to Executive Engineer wh1ere the earnings from salary will be about Tk 4,800 pm. 45. The Government salary scales cannot be changes for this Project and so ways have to be found to work within the system and yet generate an interest in making things run better. Six initiatives will be used in the Project to try to improve the situation and level of job satisfaction at RHD. (a) Introduction of new and interesting skills (b) Better working environment (c) Working contacts with universities and the private sector firms (d) Per diem allowances when staff attend training courses in Bangladesh (e) The opportunity for overseas training (f) A structured approach to career development 46. There is little evidence of the widespread use of computers in RHD or RRTD and yet there is a demand from staff to have access to computers to make use of the new technologies. The Project will provide personal computers for all the sections targeted for institutional improvements along with the usual software for word processing, spreadsheets and databases. Tuition will also be given in the basic techniques by local consultants. 47. Partly to do with the conditions needed to protect the investment in computers, but also because a comfortable working environment promotes a good work ethic, offices will be improved in the BRRL, the RED Headquarters ana the MoC Secretariat. 48. The leading engineering university in Bangladesh is BUET and it has been agreed that three initiatives may be followed with benefit to all - 95 - A&NEX 3. Page 10 of 11 parties, (a) BUET will introduce HDM-3 to the final year syllabus with the possible involvement of the staff of the HDM Circle in the teaching and practical sessions, (b) BUET will be involved in the calibration of the basic HDM-3 model for Bangladesh conditions and in the testing of the new HDM-Q for taking account of restrictions on the free flow of traffic, especially the interference by rickshaws on motorized traffic, and (c) BUET will assist with the running of computer training courses for RHD and MoC staff. 49. To encourage attendance at training courses in RHD, BUET, IEB and at other locations in Bangladesh, the Government shouild make per diem payments to cover additional expenses. This could also be used as a means of ensuring attendance for the full duration of the courses. 50. The opportunity for overseas training is seen as a major incentive and so provision is being made under the Project for a small number of 12- month MSc courses, a few medium term courses in special topics such a management, road maintenance and road safety, and short visits to regional centers for staff to participate in conferences, workshops, seminars and the like. In addition, staff from the regional twinning authority will visit Bangladesh to work within the Bangladesh institutions to exchange skills and experiences in the areas covered by the components of this Project. 51. Staff assessments are to be encouraged under the project to determine the career aspirations of the staff of the RHD and MoC and to identify ways of helping to achieve them. The IEB offers advice in the area of personal advancement, and can help set up a screening procedure to select candidates for the overseas courses. The Project will also be supporting the IEB in the design and running of courses both for RHD staff and for industry members from the private sector. D. Progress Monitoring and Performance Indicators 52. Unlike civil engineering works, which can be readily monitored for progress by physical and financial measurements, Institutional Development is difficult to monitor. The questions to be asked should be concerned primarily with the transfer of technology that is being achieved where local staff are taking over, in stages, the responsibility for the management of programs. Such programs usually occur in cycles. On the first cycle, the specialist will be primarily concerned with the development of new procedures and methods and with the production of useable results. In this cycle he will need to use his counterparts mainly as staff resources, but on the next cycle he will have set up the procedures (and provided training and draft manuals) so that the counterparts should be able to do the job under his close guidance and supervision. At this stage, the specialist will refine and finalize the manuals and training materials. In the final stage, the counterparts take over the job in question whilst the specialist is still available to give advice and to monitor the progress as the responsibility is finally handed over. 53. For many of the activities shown in the Activity Chart, milestone achievement dates may be chosen to correspond with the above stages of hand- over. This can only be done meaningfully when the start date of the Project and the institutional development services are known with certainty because programs and budgets have to adhere to fixed calendar dates. For other tasks, Page 11 of 11 such as reviewing data requirements or designing training courses, the milestones should be staggered so that where inputs are needed from various of the team members, there will be no conflicts of deadlines. S4. At the time of negotiating the contract for the institutional development services, the milestone details should be agreed and built into the contract. 07 - ANNEX 3.,4 Page 1 of 13 TERMS OF REFERENCE TWINMING/COWSULTANCY TEAPI FOR INSTITU-TIOMqL DEV7ELOPM33'NT PROGRAM 1. -INTRODUCTION 1.1 General Backcround , --It has- been recogn'ized for-some- time -that the-institutional -capability-of the --- roads administration in Bangladesh has not kept pace with the growth in road _us,age+, and in_tlhe preparations for the Second Road Rehabilitation and Maintenance Project iRRMP-II) provision has been made for institutional strengthening commensurate with the physical targets to rehabilitate 165 km of paved roads by contract and to carry out periodic maintenance on around 20O0 km of roads over a 4-year period in the western half of the country. Under an Asian Development Bank sponsored program a similar project is in preparation for roads in the eastern half of the country. The institutional development component of the RRMP-I1 is designed to build on the work of earlier programs and focuses on the training of local counterparts to the foreign specialists who will be used in the short to medium term to raise the levels of capability and efficiency in implementing the Project. Constraints on the efficiency of the Roads and Highway Department (RHD) in carrying out its responsibilities for the road network of Bangladesh are (a) the generally low levels of staff salaries and the high numbers of staff, (b) the average period of only three years for staff in any one position and (cl) the compartmentalization of activities concerned with road maintenance. The raising of salaries and reductions in staff cannot be remedied by or for the RRMP-TI alone, and so institutional improvements have to be cast within a framework where other aspects of career development and a broader approach to technical training is needed. Key to the sustainability of institutional improvement is the establishment of a training culture and cadre within RHD, and this is the main feature of these TORs. At the beginning activities are done alongside temporary specialists. This progresses to a stage where the same activities are done by the staff under supervision, and finally the stage is reached where the staff are able to initiate the work and carry out the activities themselves. 1.2 OiDtions for Institutional DeveloDment The options available for raising the efficiency of the Ministry in maintaining and rehabilitating the road network include (a) the provision of conventional technical assistance to existing staff, (b) the development of the institution through a "twinning" arrangement, (c) the taking over of certain line management functions by foreign experts on a longer term basis and (d) the increased participation of the private sector in managing the Ministry's road business. Although increased privatization is a declared goal, there is still a long way to go at the institutional level before this represents a real option for higher management. Because sustainability is a major priority of the Government, the choice of assistance is between a series of conventional consultancy contracts with tight terms of reference and ARNNEX 3.4 Page 2 of 13 correspondingly tight time schedules for each input, or an all-embracing twinning arrangement where the client looks to a single organization to satisfy all its institutional development needs within a defined framework. In the preparation of the RRMP-II it was agreed that the twinning option provides a good choice for the Ministry to achieve its institutional - development objectives. The British Government through its Overseas Development Administration (OTQA) is appraising this option and may provide the funding for the institutional improvements under RRMP-II. It is recognized that -the program-under --R_IP- I -can only achieve-part of--the overall ------ institutional objectives and that the activities provided by this particular __support should be treated as the first part of a 8 to 10 year program. No indication or assurances are given about donors- in the futti.re, ,ut the'y will- certainly take account of the measured achievements of this first proaram, and these TOR are so arranged to provide a basis for these measurements. These TOR describe the arrangements for a cwinning program between client and supplier, the services required of the supplier and the obligations by the client. They are geared to the total needs of the roads program of the Ministry of Communications as funded from all sources, and whilst being the main vehicle for institutional develonment, this RRMP-II component is also to be complementary to the institutional aspects of other projects. Should the scope of any of the other projects now in preparation be modified, then there is the flexibility in the twinning arrangement to ensure that any omissiolns or shortfalls in essential institutional dcvelopment are addressed. It has been agreed and accepted that specific training programs in the Ministry of Communications will be based in the Bangladesh Road Research Laboratory (BRRL), and the campus will provide one of the base offices for the Team Leader of the twinning organization. 2. OBJECTIZVS AND SCOPE 2.1 Overall Prolect Obiectives The overall objective of the Project is to reduce the total cost of road transport on the most travelled roads in Banigladesh by improving the RHD network through more effective planning, design and construction of road investments and the more effective programming and implemer.tation of road maintenance. There are three main institutions concerned with the roads sector : Road and Road Transport Division (RRTD) in the Ministry, dealing with policy and forward planning. Roads and Highways Department (RHD) doing detailed planning, des4gn, implementation and maintenance of the roads infrastructure. Bangladesh Road Transport Authority (BRTA) recently formed to better regulate road users. Other projects, principally the ADB Road Overlay and Improvement Project, are addressing similar objectives, but it has been agreed that the RRMP-II will ANNEX 3.4 Page 3 of 13 deal with the institutional development issuea in RHD, RRTD and the road safety responsibilities of the BRTA. 2.2 Institutional Obiectives There are two essential inssitutional objectives. These are to strengthen institutional capability and to achieve institutional self-sufficiency. Although--self-sufficiency is the higher priority, the two are inter-linked and improvements in capability must precede the achievement of the prime objective.- --To- ensurethat-heseob-ectivs-are being-proper.ly -addressedr.e.an-Insttitutiona1 = Review Committee will be set up by the Ministry to monitor this and the general progress of the project. The Chairman will be the Joint Secretary (Development) at the MOC who will appoint a small committee that will include the Team Leader from the twinning organization, representatives from the Office of the Chief Engineer, plus the Additional Chief Engineer, Planning and Development in the RHD, and representatives from ODA and IDA. A part of the review process will be to monitor the separate obligations of both the supplier and the client and to agree how any associated problems may be dealt with to ensure that the institutional development work under RRMP-II moves towards the two main objectives. S. GEN8RAL RBQUIREMNNTS OF THE TWINNING ARRANGAEMNT 3.1 The Relationship of the Client and the Suprlier The essential requirement of a successful twinning arrangement is to create an environment in which the transfer of technology can be optimized. The Supplier of knowledge and technical expertise must be able to respond to the changing needs and abilities of the receiver and the receiver must be prepared to improve performance by the introduction of changes. This is a technical assistance relationship in which the Supplier is contracted by the receiving Client to provide the assistance he needs to run hsa business more efficiently, and eventually on his own. These TOR contain goals that are to be measured in terms of sustainability and efficiency, with the greatest empharis on the former. Ideally the twin should be able to offer experience and expertise across the whole range of road maintenance activities, embracing state-of-art methods of planning and implementation, and the ability to carry out research, development and trairing in this field. It is unlikely that all these requirements can be resourced from a single authority or consultant, and so the Supplier is expected to be a joint venture (JV) comprising three or four members: 1. Government agency 2. Foreign consulting firm 3. Local consulting firm 4. Developing country representatives It will be the responsibility of the JV to organize its activities to suit the requirements of the Client. This necessary flexibility is to be reflected in - 100 - ANNEX 3.4 Page 4 of 13 the contract agreement between the JV and the Client, to the extent that the developing country representatives will be confirmed at a later stage. In entering into a twinning agreement with the Supplier, the Client will take on certain obligations to present sufficient and suitable staff for training and to provide the physical environment and facilities for the supplier to carry out his services according to the TOR. The timing associated with the - Client meeting these obligatiQna introduces a further elament to the flexibility that the JV must build into its program. 3.2 Obligations of the Client With this twinning arrangement the obligat ons of the Client are to provide: - counterpart staff - suitable office space to house the experts and counterparts - sufficient tools to do the job - sufficient funds to run the business. From the outset it is a requirement of these TOR that each specialist of the JV will work alongside his counterpart(s), preferably in the same office. In certain cases the counterpart will also retain his own office. Allowance may be made in the JV contract for the refurbishment of certain offices and the provision of furniture and office equipment in addition to the technical and training equipment that will be provided. For the running costs of the various GOB offices where institutional development is targeted in the Project, and where the twinning agency will interface with the client, it will be the responsibility of the client to make adequate provision in its budgets to ensure that local funds are in place. These should cover transport, out-of-station allowances for its sta.ff, and the provision of consumables. Details of specific requirements are included in Appendix A to these TORs against each of the individual specialists where the provision of particular facilities and equipment is a pre-requisite for the mobilization of each of the supplier's experts. These conditions are beirng set to maximize the benefits available from the twinning. 3.3 Outputs and Goals In order to have some measure of the performance of the twinning arrangement, it is important to agree upon a list of outputs and goals before the start of the services. The bases for this agreement are indicated in the detailed job descriptions which appear as Appendix A and in Figure 2 which indicates the way responsibility for certain tasks is transferred from the JV specialists to the Government counterparts over the course of the Project. It will be the job of the Institutional Review Committee to monitor the progress of institutional development, using the status of transfer over time as the main indicator of success, and to investigate the reasons for delays in this process by examining the performance of specialists, counterparts and their staffs and external factors outside of the direct control of the Jv or the Client. - 101 - ADIEX 3.4 Page S of 13 3.4 Timeframe All the tasks in the areas of planning and budget are cyclical and the timing of the associated outputs are linKed to the financial year of the Ministrv. With or without the twinning, these processes have to continue, 1eading to the draft submissions in May each year of the establishment, maintenance and development budgets. Working back -from this date, the full schedule of planning_-activities can be set out, from field surveys and the routine annual updates of basic information through to the formulation of the investment program for the coming year in the form of an economically justified list of subr-prc3erts.-- - - - :--- =- The whole area of training must follow a different pattern because the first step will be a "skills gap" study by experts in road maintenance to establish target groups for training, the skills in which they should be trained and the priorities for training development. Out of this will come the training program for the 4-year period of the Project but for the process to be self sustaining it may take 8-10 years before in-house trainers are providing all the training of RHD and RRTD staff. Following the initial inputs by foreign specialists, the use of local consultants in the team is seen as an interim and transitional measure. 3.5 Procrram for Takinc Over the Jobs To maintain the first priority of self sufficiency, the real measure of achievement will be the timely handover of responsibility to counterpart staff. The whole cycle will comprise four phases: - design and establish.etit of improved or new procedures - application in the real situation - refinement and adjustments - hand-over The length of this cycle depends on the activity in question. Many activities will be associated with the planning of the annual works programs which will require a 2 or 3 year period before hand-over can be achieved, depending on the timing when assistance can start ana the assessment of the staff capabilities after training. In the Activity Chart of Figure 2 the four stages above are translated into responsibility status under the symbols s, a, b, and c, where s is by the specialist alone, a is a joint application by the specialist and counterpart, b is an intermediate stage where the counterpart works under supervision whilst the specialist checks that procedures are readily achievable by the counterpart, and c is complete hand-over. 3.6 Operational Manuals Apart from the normal progress and technical reporting detailed in Section 6, to satisfy the primary objective of sustainability it is required that operational manuals be prepared and left with the Client for use in the day- to-day business of the Ministry, and later as training materials to be used by MOC's own trainers. - 102 _. ANNEX 4 Page 6 of 13 Manuals must be clear and concise, preferably with some graphics and in a form that can be slipped in the pocket, or in video format or a user-friendly disk format where the application is to do with work on computers. Manuals will normally be in the English language, but for operational manuals for use in the field by -sub-professional staff or contractors, a greater appreciation will be gained of these documents if they are presented in Bengalisa8 we.1 as Englih. -_ 4. PROVISION OF GoVERsM1T COUNTERPARTS 4.1 Countervarts Linked to Each Technical Assistant In the job descriptions of Appendix A, the counterpart(s) 'or each of the technical assistance specialists is specified in terms of his grade and attachment, and it will be a requirement that before each special-4st is mobilized the actual nomination shall be confirmed. Notwithstanding the fact that some staff will be moved during the course of the Project, it is preferable that staff wac. have newly arrived in their section are nominated in order to give them the maximum possible exposure to the new systems and procedures and to benaeLit from a coordinated training program over the period of tenure in that position. If a counterpart has to be moved to another section then his replacement will be nominated well in advance and there will be a period of overlap not less than three months, and preferably six months, during which time the original counterpart will brief and train his successor. In the case of the BRRL staff and the future trainers from amongst government staff, arrangements will be made for longer periods assigned to the specialists, and for a much longer hand-over period if changes cannot be avoided. 4.2 Minimum Oualifications and Initial Trainina It is likely that the nominated counterparts will already have the necessary skills but their assistants will have to be assessed for competence and the Skills Gap Study will indicate the areas, and to what extent, basic training is needed. This could be provided by the local consultant of the JV. A reasonable competence in the English language is a necessary requirement for the counterparts because it is the most common language used to disseminate technical information. If this proves to be a major problem then steps can be taken within the Project to arrange for language training by existing agencies or by specialists. 5. THE SERVICUS 5.1 Coordination of Services The advantage of the twinning arrangement is its flexibility, where the Client can rely on the JV to respond to what might be a changing situation during the period the Project. Good coordination is essential for the success of the services and much of the responsibility for this will fall on the Team Leader. - ln3 _ ANNEX 3.4 Page 7 of 13 At the commencement of the services the Team Leader will make an appraisal of the specialist requirements that have already been identified and for which job descriptions are given in Appendix A of these Terms of Reference, and he will check that counterparts are available and that all the necessary facilities are in place for each expert to be mobilized and able to work with reasonable efficiency. If the pre-requisites are not in place, then this will be reported to the Client who will make the best endeavors to clear outstandir. matters to facilitate the mobilization. The intended organization and location of the twinning specialists is shown in Figure i which also gives their relationship to the respective heads of sections and counterparts. Within the JV team each specialist will also report to the Team Leader to e4sure overall coordination and to appraise the Team Leader of ar.y matters pertinent to the work of the Institutional Review Committee. To ensure continuity of command in the JV team during periods of leave, the Team Leader will appraise the local Senior Roads Engineer on the JV team at all times so that he can advise as well as deputize when needed. 5.2 Work Plan Figure 2 shows the basis of an Activity Chart for the institutional development program of the Project. As well as the expected timing and duration of the activities, the Figure also indicates how the responsibility for carrying out the activities moves from a responsibility shared by the specialist and the counterpart (denoted by "all on the chart) to the stage where the counterpart takes over the job .ompletely ( denoted by ac") after a trial period of working under supervision (denoted by "b"). Where the specialist alone is responsible an output, such as the Skills Gap Study, this is denoted by "s". Bangladesh has very sharply defined work periods as a result of the monsoon season when civil works are impossible. During the monsoon months it is a good time to hold staff training courses and for the purposes of the Activity Chart of Figure 2 it has been assumed that the Project will start in October 1993 with the first training courses held in the fourth quarter of the first year of the Project. Similarly, the budget planning process starts every October an;. reaches its finalization in June or the third quarter of the Project's first year. If the Project starts at a different month Figure 2 will require significant revision. 5.3 Staffing The main roles in the twinning arrangement have been carefully identified and the duties specified in Appendix A, with the relationships between specialist and Client spelled out in Figure 1. The intended assignments for each specialist are shown in Figure 3 - Staffing Schedule for Institutional Development Program, including the estimated total input. 6. REPORTX1G REQUZRBMEUTS Five types of report are required of the JV. The frequency and numbers of copies are given in the respective sections below. All reports are to be - 104 - ANNEX 3.4 Page 8 of 13 drafted in a concise format with numerical data presented in tabular form where possible, and each report to be prefaced with a brief summary. 6.1 Routine Progress ReRorrs A short report to be issued 15 days after the expiry of each quarter in 10 copies describing the status of government counterparts, facilities, the mobilization details of the JV specialists, a brief description of their respective activities during the previous quarter and the expected activities for the present quarter, finishing with a description of current problem areas with the recommendations of the JV on possible solutions. 6.2 Milestone Reports The first milestone report will list the dates and key achievements that are anticipated during the course of the Project. Where possible these are to be associated with one or other of the JV's technical assistants who would have the main responsibility from the Supplier's side for hitting the milestone targets. A summary table is to be developed based on the format of Figure 2 of these TOR and updated each quarter for inclusion in the Quarterly reports. As each milestone is passed, an assessment is required of the improvement in institutional capacity relating to the particular aspect, with special emphasis on quantifying the response to the two major objectives of whether self sufficiency has improved, and whether the agencies are becoming more efficient in the business of maintaining the road network. The Milestone Report may appear as an annex to the Quarterly Report. Ten copies. 6.3 Self Audits and Evaluations It is desirable to carry out a systematic audit of the institutional developments attributable to the Supplier, to check that real progress is being made, that the planned developments are still in tune with the needs of the Ministry and that they still have the right balance. This examination will need the input of JV specialists not directly connected with the aspect of the work under examination to ensure a critical evaluation, and a report will be presented to the Institutional Review Committee every six months. Similarly there will be an Evaluation Report following each training course which will include the comments of participants as well as the assessment of the effectiveness of course. Ten copies. 6.4 Specialist Technical Reports One set of Specialist Technical Reports will be generated by the BRRL for any new research assignments and the twinning agency will be working very closely with the laboratory on this to generate the research ethic and the maintenance of the highest standards of documentation. Other types of Specialist Report will include the work by the BRRL/BUET team on side friction effects to traffic and the HDM-Q, and for any innovative planning methods that mighL be evolved by RHD in getting to grips with the systematic planning of all elements of the road, bridge and ferry systems of Bangladesh. Appropriate and new methods of carrying out civil and maintenance works by contract should be written up objectively by the JV and presented in expert reports for international reference. Ten copies to be produced initially with disk files and original plates held for further copying on demand. - 105 - ANNEX 3.4 Page 9 of 13 6.5 Operational Manuals As systems are developed to deal with all aspects of planning for the maintenance and rehabilitation of the road network, operational manuals need to be produced, firstly as a reference document for future applications (possibly by different staff new to the job), and secondly for use as training documents in formal training courses. Ten copies to be produced initially with disk files and original plates held for further copying on demand. APPED IX A: JOB DESCRIPTIONS OF INDIVIDUAL SPECIALISTS (in project file) 1) TEAM LEADER / TRAINING COORDINATOR 2) PAVEMENT MANAGEMENT / HDM 3) ROAD MAINTENANCE 4) DATABASE / MANAGEMENT INFORMATION 5) BRIDGES 6) TRANSPORT ECONOMICS AND PLANNING 7) MATERIALS 8) MANAGEMENT TRAINING 9) ROAD SAFETY 10) LOCAL CONSULTANTS - lOCi - ANNEX 3.4 Page 10 of 13 Figure 1 ORGANIZATION AND LOCATION OF SPECIALISTS Specialist Circle Approx Location(s) Reporting Counterparted %Time to: b y (Ali in RHD Planning and Development Wir.c unless in BRRL. RRTD or 3RTA as stated) Team Leader/ ACE (Plan&Devl 60 8RRL ACE Plan & Uevt D:rec#- RRL Training Coordinator 40 RHD ACE Plan & Devt Drec. dRRL Pavement Manage- HDM 60 HDM Room SE HDM Circle EEs(2No) ment / HDM Monitoring & 40 M & E SE M & Evaluation EE Evaluation Road Maintenance Monitoring & 100 M & E SE M & Evaluation EE Engineer Evaluation Database/MlS HDM 10 HDM Room SE HDM Circle EE - Tranp E,on Monitoring & 15 M & E SE M & Evaluation EE Evaluation Planning & 10 P & P SE Planning & Prog EE Programming Economics 40 Ml Cell Snr Economist EE M.l Cell RRTD 20 Planning Cell Joint Secretary (Devt? Deputy Chief BRTA 5 Engineering Director (Engineering) Snr Staff Nomination Bridge Engineer SE Br Design 100 Br Design E SE Br Design East EE Br Design W SE Br Design West EE Transport Economist Economics 60 Economics Snr Economist Economist HDM 20 HDM Room SE HDM EE RRTQ 20 Planning Cell Joint Secretary (Devt) Transp Economist Materials Engineer BRRL 100 BRRL Director BRRL EE Training & QC Management Expert Estab & Admin 85 BRRL SE Estab & Admin Snr Staff Nomination RRTD 10 Planning Cell Joint Secretary (Devtl Snr Staff Nomination P-RTA 5 Engineenng Director (Engineering) Snr Staff Nomination Road Safety Expert ORTA 80 Engineering Director (Engineering) Snr Staff Nomination BRRL 20 BRRL Director BRRL EE Research & Test Note: Local consultants will work with corresponding foreign specialists. Other Specialists will be called as needed. Proposal of selected consultancy/twinning team has separate specialist for human resources developmentV training (Figure 3). Table will be revised/updated in Project Inception Report. Figure 2 ACTIVITY CIIART FOR INSTITUTIONAL DEVELOPMENT PROGRAM , ,, ,, ,,, ,, ,,,. ........ I -t S I 1'- -I - l_ s l - Activity Year 1 Year 2 Year 3 Year 4 Overall Institutional Coordination s- - -- a _ Make Links with Developing Country Representatives s- Negotiation and Agreements with BUET and IEB a - Skills Gap Study _ - Overseas Training Program _s a Domestic Training Program a cc Coordinate Upgrading of Facilities a-- Acquisition of Computer Hard and Software a- - Mid-Term Review s Report on Institutional Development through RRMP-11 s s s s s s s Training of Trainers in BRRL - a- I,, Management Training Courses s _ s Staff Assessments for Career Development s- -a_ l Rationalisation of HDM Database _ - Regular Data Updates a - c- TORs and Liaison tor HDM-O Research Project s - b - Recallibration of HDM for Bangladesh b _C -c H)DM Interpretation Course s Formulation of Annual Works Programs a - -b- Improvements to Field Data Measuring Techniques a--_ b - c- Manual and O-T-J Training for Field Teams -s a _ - b | Increased Awareness of QC Procedures _s-- _ _ -a- --_-_ - --b-_ Development of Standard Contract Docs in RHD a Improved Management in Road Maintenance a- b -c Interim Report on the Status ot Industry Action Plan a - PIX o x Figuire 2 (cunct.) Review Total Ml Needs fot RHD and MOC s- Recommend MIS, Design and Apply a Manuals and Courses for Data Entry for RHD -a a Manuals and Courses for Data Entry for RRTD -a _ - Manuals and Courses lof Data Entry for BRRL s _ Data lnteruoation Courses - s Report on Introduction of GIS s - O-T-J Training in Bridge Maintenance _ b c _ Collation of Bfidge Condition and Risk Data a- Construction Management Course for Contractors _s sa Concrete lQC Course and O-T-J Training _ _ a- t) c Manual for Systematic Updating of Cost Models a- -b- cc TORs and Liaison of Ferries Elficiency Study s -a Value of Time Study a b c _ Shadow Pricing Study a- -b_: Environmental and Energy Audit Procedures s- a- Training Program for BRRL Testing Cadre .._.Q. .-. _ .. _ - _ ......... _. _ . _ . -.... . . .... _ _ . - a....- . . . b. Research Prooram for Lime Stabilisation, with Trials a- b_ -b -- -c- Contractors and Artisans Training Courses a b Road Safety Studylfmplementation -d RMSS Summary Reportlimplementation s _ Key: s = By Specialist alone a By JV Specialist and Counterparts b = By Counterpart under Supervision c q B ounterpar subject only to checking by JV Specialist I - -r -- > Note: Table assumies 2td quartet (Oct) start-up. Trainini courses (durinig June-Septl shown in 3rd and 4th quareters. Budget preparation indicated for completion in 3rd quarter. Table will be revised/updated in Project Inceptioni Reportt - - 1cw° - ANNX 3. 4 Figure 3 Page 13 of 13 STAFFING SCHEDULE FOR THE INSTITUTIONAL DEVELOPMENT PROGRAM Months Year 1 Yea, 2 vear 3 Year 4 _oreign Local Tea- Leader Pfo ec- CocrdUmator _ 42 Semnor H.gh*vav Er.g-ee' _______ HRTraining Soeca st 31 i 5 PM4S HDM Soeciasust . ._._._._31 5 PMS ' HOM Spec.ahst ____________38 Road Maintenance Engineer - . 31-5 Road Maintenance Engmeer g f _ 42 Oatabase / MIS Specialist ____- 18 - Database / MIS Specialist __________38 Bridge Engineer 28.5 ___ Bridge Engineer - _ _ _ _ _ 35 Transport Economtst ______.___._,_15.6 Transport Economist _ _. - - 28 Materials Engineer . _ * ; . . -21 Materials Engineer - -..-_, ._-. _ -_; _ _33 Management Specialist - --.---;-. 8 Road Safety Specialist - _ _ . _ _ 2 Road Safety Spectalhst _ _ 6 e Senior Bnidge Engineer Senior Economist _ _ 1 _ 1 Skills GaD Analyst _ _ 1 Other Specialists on Oemand- - ; - j 35 12 Total W _ . _ _. 274.5 270 Note: Staffing schedule proposd by selected consultancy/twinning team; schedule with TOR had tugher foreign:local fx, but invitation encouraged maximum use of local expertise. I I SECOND SW AEAMILITATION AND NAI&TENAMCE PROJECI Projects Caqomenta by Tear Total* Ilcluding CemtiIlnicfe lotatc Inctuding Citingeaiclts TAKA SOLI .................. .... ;............................. .......................... ....................................................... . ) ....... ..... ... .. 93/94 94/95 "5/96 96/97 97/9 98/99 lotal 93/94 94/95 95/96 96M91 97/96 98/99 lotat A. aO WORKS 1. REABILITATIIOI 0.0 388.5 5.3 1046.0 256.3 0.0 2445.1 0.0 9.6 16.2 24.6 S.9 0.0 58. 2 2. WIOENING 0.0 0.0 0.0 239.1 418.4 175.7 833.2 0.0 0.0 0.0 5.6 9.4 3.9 19.1 3. PERIODIC AINU T-UIDE ROS 207.2 641.5 60.4 547.9 53.S 109.8 2680.3 5.2 15.8 1S.4 12.9 12.2 2.5 6 O 4. PERIODIC 1I6A11 4AA W 3I0S 92.6 275.6 S15.9 941.4 98.5 214.2 3328.1 2.3 6.8 19.6 22.1 22.7 4.8 7 8.3 .~~~~~~~~~~... Shrlotat 2119.7 130.7 2210.6 2174.4 2196.6 499.7 9286.7 7.5 32.2 53.2 65.2 50.4 11.2 219.6 U. POEP/IWLENEMI SUPPWRT 1. A0 NIOKS SUPERVISION 57.3 So.7 61.7 54.6 S2.3 27.S 312.3 1.4 1.4 6 .5 1.3 1.2 0.6 7.5 2. DETAILED GESIGNI/11-6e- B0 0.0 49.7 19.0 0.0 0.0 0.0 68.7 0.0 1.2 0.5 0.0 0.0 0.0 1.7 3. fEASSSILIIV/PIEP ueI 0.0 13.6 42.7 ".0 31.4 16.5 148.9 0.0 0.3 1.0 1.1 0.7 0.4 3.5 4. WAP PREPIIMPLENENII 8.6 13.6 14.2 0.0 0.0 0.0 36.6 0.2 0.3 0.3 0.0 0.0 0.0 0.9 S"-Total 66. 1355 137.6 99.6 13.T 43.9 56.S 1.6 3.3 3.3 2.3 1.9 1.0 13.5 C. IUSTITUTIOWAL DEIELOPHEN 1. iPCIALISIS 0.0 67.8 15.9 74.1 36.6 16.5 271.5 0.0 1.7 1.6 1.a 0.o 0.4 6.5 2. TRAINIGIRESEARCII 0.0 9.0 23.7 24.9 15.7 S.5 78.8 0.0 0.2 0.6 0.6 0.4 0.1 1.9 3. FACILITIESE3IPIENT 0.0 18.1 28.5 0.0 0.0 0.0 46.S 0.0 0.4 0.7 0.0 0.0 0.0 1.1 .................................. ................................................. ............ ................ ......................... . ... .,,....^ . SAi-TotaI 0.0 94.9 12.1 99.6 52.3 22.0 396.8 0.0 2.3 3.1 2.3 1.2 o.s 9.5 lt. NllscILAiEIXIaS 1. LAID A IIESEIIENENt 0.0 187.9 67.8 0.0 0.0 0.0 255.8 0.0 4.6 1.6 .0.0 0.0 0.0 6.3 2. STAFF tllENTIVES 0.0 12.3 12.9 9.1 4.8 S.O 44.1 0.0 0.3 0.3 .0.2 0.1 0.1 1.0 3. fIf CLISAJSlUIENT-HA1NT 0.0 63.3 9.S 10.0 5.2 5.S 93.4 0.0 1.6 0.2 0.2 0. 0.1 2.3 SkhrTotat 0.0 26.S 90.3 19.0 10.0 10.5 393.3 0.0 6.5 2.2 0.4 o.a 0.2 9.6 ... ..*_.......... ............................. I....................................... .... . ..... . ...... ....... .... ..... .......... ..................... Total PIOJEClS COSIS 365. 17W9.6 2566.5 292.7 2342.6 576.1 10643.3 9.1 44.4 61. 70.13 53.7 12.9 252.2 ........................... ... ..... ..... .*. .... . . *. . . . ............ . . ... ... ......... ... .. .. .. .. ........ ............ values Sccled by 1000000.0 S/13/119 9:59 - Ill - FINANCING PLAN (US$ million) --- Source of Funds--- Category IDA ODA I/ GOB Total Road Works Rehabilitation 46.6 - 11.6 58.2 Widening 15.3 - 3.8 19.1 Periodic Maintenance (Wide Roads) 31.5 - 32.5 64.0 Periodic Maintenance (Narrow Roads) 38.5 _ 39.8 78,3 Subtotal: 131.9 - 87.7 219.6 Preparation/Imnlementation Support 9oad Works Supervision 7.5 - - 7.5 Detailed Design/N-H-B Road 1.7 - - 1.7 Feasibility Studies/Preparatory Work 3.5 - - 3.5 RAP Preparation/Implementation 0.9 - 0.9 Subtotal: 13.5 - - 13.5 Institutional Development Specialists - 6.5 - 6.5 Training/Research - 1.7 0.2 1.9 Facilities/Equipment - 0.6 0.5 l.l Subtotal: - 8.8 0.7 9.5 Miscellaneous Land Acquisition/Resettlement - - 6.3 6.3 Staff Incentives - - 1.0 1.0 Vehicles/Equipment (Maintenance) l.4 - 0O.9 2.3 Subtotal: 1.4 - 8.2 9.6 Total: .8 ,96.6 254.32 Note: Totals may not add due to rounding. a/ An allocatfon of up to 6.4 million pounds sterling (about US$ 9.5 million) of British grant assistance over four years for the project's institutionaL deveLopment program has been approved. RHD ORGANIZATION FOR PROJECT IMPLEMENtATION Rehabiltion Componenl AdIbonat PCWDI *...... ChitPeeer,el Otet r m----------------. NATOFK .RFtKStAHI tl .RANGPUR FIEL>D Of FICE FIELD OFFICE FIELD OFFICE Prejea tshnagv * ~~~~Pwqei tmanasf Prqeci Manager SU8NtSON USDVtSOFRC SUBFSCONt StOFFIeCE0 SUB0DIVISIOEN OFFIplCE,O Resetement CbUm kquisilYWorks Acquisdton 8 iNbk ~~~~~~~~~~~~~~~~~~~~~~~~~~~& Pteselletnent Ws8R#bmr PCWD = Pro CMI Works Dieclor Noe: PrFect Magr at Nae wit be responsibe tor Contracts 1 and 2 coveming Dasua to Natore irncdung the Natore bypass Pr*td Manager at FjthahiW wI be responsible fot Contracts 3 and 4 comeng Natore to Nawabgenl. PF*cat M r at Ragp wil be responsble lor Contracts 5 and 6 cvefing Rangpur to Saldpur Mcludng Ihe Saidpur bypass. Eath d three sutislon ofces dealno Mh land usuition and reselement wit be nder dtarge d designted Resettlement Oticer who w have red nta wh the A= ionat DChl Psenemen Ofic Iot the pcea. Located at Saidpur as main land acqwiesee t acties petain to Saldpu bypass. sadskw53768b N RHD ORGANIZATION FOR PROJECT IMPLEMENTATION Pefiodic Maiftenance Program | PCWD COORDINATOR ADDITIONAL CE AD|UM ADDITIONAL CE | ADtDITIONAL CE RANPUR ZONE RAElSIUflZONE K11ULNA ZONE BARISAL ZONE Psqec Dhctw Pt*4Dcw DiOWolect Dirtx ot Ptoject Dlstcltr | . | 1. X . | , ^ L~S.E S , S SINAJPUR RANGPUR PABNA RAJSHAIIt S E. JESSORE FARIDPUR BARISAL ROAD CIRCIE sROAD CIRCLE ROAD ORCLE ROAD CIRCLE ROAO CRCLE ROAD CIRCLE ROAD CIRCLE ROAD CIRCLE lional AbSlbtWI Aid btwl hAiddbmat Mdeonal Addxboal Addtional Addibonal Pskta PlojrPoPoje Pro1ecl Project Oiclx lkedwctOiredor 0Eredor tCrecIor lDrecor Director Direclor -EE IEE _ _ EE EE -EE EE EE EE oqEE R9puir _PaRaEKa -JEessore Fandpur Bantsa tEExurgak lt KEEaMSeErogar -Nogeton Bagertat Junaidah Gopan- Paluakhali E E E EE EE EE EE EE FE N "oNhamaatoe Natwabganj Sahtera Kusuba Madaripur ehcta rEE _EE Gafandba Ferozpur PCWD: Proect Cd Woirks Director SE. Supenntending Engineet E.E: Executve Engineer Note: bT EEs wd be Pro Managers fr perodic mienance work cafied t rt dter rons undr the prqect. sadskte3766a Ela Ph Second Road Rehabilitation & Maintenance Project Project Impntlentatlon Schedule .1. . t993 1994 1995 1996 1997 1998 1999 2000 ID Name 0|Q23041020 Q04Q01102103|04 0110203040Q102103104 j1Q2031044 230 102103104 01 II 16Rhabilitation aI Rehabilitation 2 1.1 Preraion of Bid Documents - _ _ - - 3 1.2 Prequalification of Contractor 4 1.3 Tendering Petiod 5 1.4 Evaluation of Bide 6 1.5 Award of Contract 7 1.6 Contract Mobilizetion 8 1.7 Statn of Work 9 1.8 Construction Period 10 1.9 Maintenance Period t1t 2W2 Widening _ ___deni 12 2.1 Pteparation of Work Programn 13 2.2 Preparation of Bid Documents 14 2.3 Prequatification of Contractor 15 2.4 Tendering Period to 2.5 EvaluatIon of Bide 17 2.6 Award of Contract 18 2.7 Contract Mobilization 19 2.8 Start of Work 20 2.9 Construction Period 21 2.10 Maintenance Period 22 3 1at Year Periodic Maintenance _tY _ Periodic M,int ngkc_ 23 3.1 Preparation of Bid Documents 24 3.2 Proequlificatlon of Contractor 25 3.3 Tendering Period 0 - 26 3.4 Evaluaton of Bide 27 3.6 Award of Contract _ 28 3.6 Contract Molization Sond Road Reheb_ttlo n Maintenc Profect Project Implemwmntto Sehedu 1993 1994 199S 1996 1997 1998 1999 2000 ID Name 11020I13104C)1102103104 1t020Q30Q41 0Q2Qa(3a04 a1 0203 04 Q1 0210304Q1 0203104 0102 03a04 29 3.7 Start of Work - - - 30 3.8 Construction Perod 31 4 2nd Year Periodic Maintenance 7dYa eidcMi 32 4.1 Preparation of Work Program 33 4.2 Preparation of Bid Documents 34 4.3 PrequalHicatlon of Contractor _-- 35 4.4 TendrWing Period 36 4.5 Evaluation of Bids 37 4.6 Award of Contract 38 4.7 Contract Mobilizatin 39 4.8 Start of Work 40 4.9 Construction Period 41 5 3rd Year Periodic Maintenance __ _ 3rd Year Periodic i.ntenance 42 5. 1 Preparation of Work Program _ _- 43 5.2 Preparation of Bid Documents _ _ __ _ _r- t t 44 5.3 Prequalification of Contractor 45 5.4 Tendering Period 46 5.5 Evaluation of Bids 17 5.6 Award of Contract 48 5.7 Contract Mobilization 49 5.8 Start of Work 50 5.9 Construction Period 2 | | |.-_ 51 6 4th Year Periodic taintenance - H - 4th Year Peic M antenance 52 6.1 Preparation of Work Program 53 6.2 Preparation of Bid Documents 54 6.3 Prequalificatlon of Contractor 55 6.4 Tendering Period 56 6.5 Evaluation of Bids o 0 Second Road Rehabltation & Maintenace Project Project imlementation Schedule 1993 1994 196 1996 1991 1998 1999 2000 ID Name 01021031040l10210310401Q20Q30Q4Q1 Q21030 1 Q 02QC3104 GI 02030401Q203 4 01102 03 04 67 6.6 Award of Contract Q4 _ - _ . _ _ _ _ _ _ _ _~ _- _ _ _ _ _ - . --I. - I 68 6.7 Contract Mobgization_ 69 6.8 Start of Work _ 60 6.9 Construction Period , ,. 61 7 Civil Works Supervision _f _ _ _ * Civil Works 62 7.1 Preparation of TORLOI/Shortlist - 63 7.2 Tender Period 64 7.3 Evaluationof Proposals 66 7.4 Negotiation and Contract Award 66 7.5 Mobilization Period 67 7.6 Start of Work 68 7.7 Supervision Period _ . _ 1 69 8 Institutional Development Program Institutional Develo me nt 70 8.1 Preparation of TORiLOIIShortlist 71 8.2 Tender Period 72 8.3 Evaluation of Proposals 73 8.4 Approval of Consultant 74 8.5 Negotiation and Contract Awad 76 8.6 Mobilization Period 78 8.7 Stant of Work 77 8.8 Implementation Period , /, - , - a/ Schedule for bidding rehabilitation works pertains to four contracts starting in first year of project; bidding of two remaining contracts (&atore and Saidpur bypasses), which have a 2-year construction period, will follow schedule for second year peri.odic maintenance works. 0- - 117 - Annex 3.9 LOCAL COMPETITIVE BIDDING PROCEDURES The understandings below, agreed during negotiations, will bring RHD's local procurement procedures into line with the Bank's guidelines: (a) no numerical limitation will be placed on qualified firms which may be - registered except that firms of a member country or goods manufactured in a member country may be excluded if, as a matter of law or official regulation, Bangladesh prohibits commercial relations with that country, provided that the Bank is satisfied that such exclusion does not preclude effective competition for the supply of goods or works required; (b) prior registration of local firms may be made a condition of qualification to bid, but unregistered eligible foreign bidders are permitted to participate in the bidding. The bidder to whom it is proposed to award the contract, however, may be required to register before award is made; (c) any of the following forms of earnest money and/or performance guarantee will be accepted: bid bond through local bank, government securities, guar-antee bl local bank or performance bond; (d) all sources eligible under World Bank procurement guidelines will be accepted as eligible source countries; (e) prior concurrence of IDA will be obtained before rejecting all bids and/or negotiating with bidders; (f) any re-bidding because of lack of competition will be on a fully open basis (not limited) and time for re-bidding will not be less than 30 days; (g) no preference of any kind will be given to any bidder; (h) no "bracketing" (rejection of bid outside pre-established brackets) will be used; (i) performance security will be required of all successful bidders on a uniform basis; (j) all disputes will be resolved through arbitration carried out in accordance with the Bangladesh Arbitration Act of 1940 by fully independent arbitrators, or a sole arbitrator agreed between the parties and not in any way associated with the parties to the dispute or having any responsibility for the contract or the work thereunder; if arbitration is not successful, then the disputes will be referred to the local courts; (k) no discretionary power to waive any procurement procedure will be given; (1) GOB will reimburse contractors for unilateral modificetions of work and the costs related thereto; IDA may be requested to reimburse such expenses resulting from such modifications as IDA may find were made in the interest of the project or were beneficial to the project; and (m) a contractor's performance guarantee will apply only to the specific contract under which it was furnished and not to any other losses unrelated to such contract. - 118 - ANNEX 3.10 DISBURSEMENT SCHEDULE IDA Fiscal Year Semester Cumulative Disbursement 8arTk Profile and Semester Disbursement (AD RegionsllHihways) (US$ milonl US$ million) t%) _ (% FY95 Dec. 31, 1994 6.2 6.2 4 0 June 30, 1995 18.5 24.7 17 3 FY96 Dec. 31, 1995 16.0 40.7 28 6 June 30. 19968 16.2 56.9 39 14 FY97 Dec. 31, 1996 19.3 76.2 52 26 June 30, 1997 18.8 95.0 65 34 FY98 Dec. 31, 1997 15.9 110.9 76 46 Juna 30, 1998 14.9 125.8 86 58 FY99 Dec. 31, 1998 10.6 136.4 93 70 June 30, 1999 6.9 143.3 98 78 FYOO Dec. 31, 195> 3.0 146.3 99 86 June 30, 2000 0.5 146.8 100 94 FYO0 Dec. 31, 2000 --Disbursed-- - 96 June 30, 2001 .- Disbursed- 98 FY02 Dec. 31, 2001 ----Disbursed-- 100 100 90 80X 70 * 60 o 50 - SAR Estimates *30 Bank Profile 20__ _ _ _ _ _ _ _ _ _ 10 0, 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Semester - 119 - ANNEX 3.11 Page 1 of 5 SUMMARY OF PROJECT ENVIRONMENTAL ANALYSIS Introduction 1. The Environmental Analysis of the Second Road Rehabilitation and Maintenance Project (RRMP-II) presents the findings of an enlvironmental investigation undertaken on behalf of the Bangladesh Ministry of Communications, Roads and Highways Department (RHD). RRMP-I-I is planned to implement specific road improvements in the western part of Bangladesh and is funded by the World Bank. The level of analysis is established by the Bank's determination that the project does not require a full environmental assessment (EA) as that term is defined by its Operational Directive 4.01. The project has been designated by the World Bank as Category B within its three-part classification system. (Category A requires a full EA; Category C requires no environmental analysis beyond that determination). The project does, however, require a lesser level of environmental investigation as defined by the investigation's terms of reference, i.e., a Category B environmental analysis as summarized herein. 2. The analysis focuses primarily on five road realignments and town bypasses to be constructed as part of RRMP-II and assesses other improvements and maintenance activities. Other than the five sub-projects, activities are confined to existing rights-of-way (ROWs), but road widenings, other earth- disturbing activities and indirect impacts beyond the ROWs (e.g., borrow pits) will also occur. Improved access will have a generally positive impact throughout the area, as well as reduced congestion resulting in generally lower levels of emissions, although no detailed modeling was conducted. Puroose 3. The purpose of the analysis is to ensure that the project options in general and the five sub-projects in particular are environmentally sound and sustainable and to identify ways of improving the project environmentally, by preventing, minimizing, mitigating or compensating for adverse impacts. Organization 4. Although the project has been determined to fall in Category B and does not require a formal EA, the analysis is organized in the format outlined for an EA by Bank directives, i.e., an overview assessment of the existing conditions in the study area; identification and assessment of the potential positive and negative impacts of RRMP-II; analysis of alternatives to and within RRMP-II in general, including alternative realignment and bypass proposals, alternative construction materials and other details; mitigation and enhancement recommendations; environmental management and training recommendations; and environmental monitoring recommendations. Findings 5. Potential impact on the area's hydrology is one of the most important topics of potential environmental concern. Earlier projects have had adverse impacts on flooding characteristics. Following the re-evaluation - 120 - ANNEX 3.11 Page 2 of 5 of the RHD's design parametere after the 1988 floods, however, the sizing of bridges and other drainage structures no lcnger assumes that planned, but as yet unrealized, flood control, drainage and irrigation schemes will limit future flood flows. Bridges, culverts and other drainage structures are, therefore, sized to accommodate flood levels under existing rather than hypothetical conditions and incorporate the best available flood data. As a result of this revised approach, RRMP-II is not expected to have an adverse effect on flood and drainage patterns; vulnerability of roads to flood damage will be minimized. To ensure that potential adverse hydrological impacts are minimized, while at the same time taking changing conditions into account, the analysis recommends: * Monitoring of flood conditions aa they may change over time or become better known. Although the project is proceeding on the basis of the best available data and safest assumptions, changes to existing conditions are likely due to eventual implementation of flood control, drainage and other schemes and other factors. New information may be generated by Flood Action Program and its supporting analysis. Monitoring of the situation to ensure optimal sizing of drainage structures is recommended. 6. In other areas of potential environmental concern, the analysis finds that environmental considerations have been incorporated in each stage of the project. Resettlement and cultural resource issues at one sub-project location (Saidpur) will require resolution I/; generally, however, selected sub-project alternatives are those with the least potential for adverse environmental impact. Nonetheless, in spite of the lack of significant adverse impact as that term is defined for environmental review purposes, impacts to the environment, both positive and negative, will occur and a series of mitigation and/or enhancement actions are recommended as follows: * Integrate Road improvements with Urban Planning & Commercial Accovaodation Actions. Road development in Bangladesh in general and improvements in the RRMP I in particular have been successful in opening trade and commerce and getting goods to market. Unfortunately, however, sometimes there is no "market" there in the physical sense. Transport and land use planning are not coordinated. Physical accommodations for commercial activities are meager. The effectiveness of the RRMP-II road improvements will be diminished by the overspill of commercial activity into the roadway and related congestion. It is recommended that the program mitigate these impacts by including delineation of commercial activity areas for coordinated actions with the Ministry of Local Government (MLG), the lead agency for non-transport physical planning. Coordinated actions are recommended in both rural market areas and urban centers, particular Saidpur and Natore. Coordination with local officials will be critical to the success of these efforts. J/ An alternative alignment was agreed during negotiations to avoid potential resettlement problems; environmental considerations as discussed in the environmental analysis will be incorporated in the detailed designJbid documents. - 121 - ANNEX 3.11 Page 3 of 5 * Increase the Extent of Consultation with Potentially Affected Populations. Consultation with potentially affected populations have been limited, possibly due to the largely remedial nature of the project thus far, but have been conducted in conjunction with the resettlement aspects of the project. Opportunities for integration of actions as recommended above and potential impacts on human settlements in both rural and urban areas (e.g., the Rajshahi-Nawabganj Alternate Route and Saidpur, respectively) make more broadly-based consultation with affected populations increasingly important. Mechanisms to facilitate such consultations exist at the local level. -Greater coordination with local government officials will facilitate both the coordination of development programs and consultations with affected populations. Moreover the assistance of non-governmental organizations (NGOs) in resettlement will also support RHD in this process. O Incorporate Environmental Provisions in Contracts and Specifications. RRMP-II is particularly fortunate that certain votential direct and indirect impacts of the program do not appear to be substantial issues in practice, e.g., reported practices in regard to the restoration of borrow pits and construction camps. It is postulated that if this is indeed the case, it is probably attributable to the fact that these elements are the subject of short-term lease agreements with property owners who have a continuing long-term, stewardship interest in the land. To reinforce this stewardship and to provide for the contingency of its absence, standard provisions for the avoidance of environmental degradation and encouragement of environmental restoration should be included in RRMP-II contractor contracts to provide a contractual basis for enforcement. Specific recommendations are presented. * Use Lime Consolidation In Preference To Brick Aggregate. The possible use of alternative construction materials is an important environmental consideration. RHD has generated some technical and economic documentation regarding the use of lime consolidation versus brick aggregate. From an environmental perspective, the indirect impact of increasing the demand for brick with its attendant degradation of agricultural land (even if temporary), additional air pollution caused by the burning of imported coal (at best) and depletion of scarce wood resources (as is currently common practice) to create the brick, in the face of an apparently viable and cheaper alternative, must be considered questionable. The lack of local contractor expertise in the use of lime consolidation techniques is recognized. While it is not an immediate issue under RRMP-II because no reconstruction is currently envisioned, an effort to upgrade contractor expertise in industry training programs (discussed below) could mitigate the impediment to use of the technique over the longer term. * Continue Aind Where Possible Expand Tree Planting Activities. Extensive roadside tree planting occurs throughout the project - 122 - ANNEX 3.11 Page 4 of 5 area, including areas of tree removal by RRMP-II. These actions mitigate adverse impacts of RRMP-II and should be continued. * Assign Environmental Management To A Designated Office. RHD's organizational structure does not currently provide a focal point with responsibility for environmental issues. In the absence of assigned responsibility, follow-up and monitoring of recommended environmental actions will be haphazard at best. Currently, the office of the Chief .Ar-boriculturist is the clQsest approximation of an environmental unit within the RHD structure. It is recommended that this office become the nucleus of an environmental unit. Responsibilities and staff of the office should be expanded to include environmental monitoring responsibility, including, but not limited to tree-planting. Expanded responsibilities would include the monitoring of environmental data sources (e.g., the flood control projects), enforcement of environmental restoration actions recommended as part of the standard contract provisions and organization of environmental training programs as discussed below. _ Initiate Environmental Training & Adaptation of Environmental Guidelines for RHD Staff and Contractors. As far as has been determined in the course of the environmental investigation, no environmental training or guidelines are offered to RHD Staff or road contractors. Such activities do occur in other ministries with related mandates, as witnessed by the Guidelines on Environmental Issues Related to Physical PlanninQ, published by the MLG and Environmental Reference Book and related materials prepared as a part of the CARE Integrated Food for Work (IFFW) project which also undertakes road projects. The World Bank has already noted the need for "improved techniques and environmentally sound approaches to road construction" by contractors (Annex 8 of the Aide Memoire following the November-December 1992 Mission), presumably through institutional development programs, including programs targeted at the road-construction industry. An environmental training component is recommended as a part of that effort, possibly through adaptation of the materials noted and in concert with the MLG and others. 7. A table summarizing recommended actions, rationale and lead responsibilities is attached. A tabular summary of recommended actions by environmental criteria is also presented in the body of the full report on the project environmental analysis. Resettlement Issues S. Population resettlement issues are discussed in summary in the environmental analysis and in detail by a separate survey and resettlement plan prepared for the project (Annex 3.12). Compensation with assistance in locating and purchasing replacement land, rather than resettlement sites, are proposed. Unresolved resettlement issues existed at one sub-project location (Saidpur) at the time of the environmental analysis; these have subsequently been resolved by agreeing an alternative alignment for the Saidpur bypass. - 123 - ANNEX 3.11 Page 5 of 5 SUMMARY OF RECOMMENDED P.CTIONS RECOMMENDED SUPPORTING LEAD/COORDINATION ACTION RATIONALE RESPONSIBILITY Monitor existing conditions Design-of bridges & culverts RHD and Project & best available flood based on actual rather than Consultants. data. hypotechnical situation minimizes the potential for undersizing. The situation will change over time, however. Integrate RRMP-II with Mitigates adverse impacts of RHD in cooperation rural & urban development overspill onto roads; eliminates with Ministry of Local programs. congestion; maximizes benefits. Government and Thana engineers and l________________________________ officials. Increase consultation with Increasingly important to RHD and NGOs assisting potentially affected achieve integration of in resettlement, in populations. development programs. cooperation with Thana officials. Inco.L'porate environmental Provides a contractual basis for RED and Project provisions in contracts and enforcement of environmental Consultants. specifications. mitigation actions. Use lime consolidation in Avoids adverse impacts on land RHD assisted by preference to brick and air quality; avoids institutional aggregate. depletion of wood; cheaper. development initiatives under the project. Continue and expand tree Provides renewable resource and RHD as an on-going planting. habitat. activity. Assign environmental Ensures follow-up. RHD. management responsibility. l Initiate environmental Minimizes adverse impacts. RHD assisted by training. institutional development initiatives under the project. - 124 - ANNEX 3.12 Page 1 of 11 LAND ACQUISITION AND RESETTLEMENT Backaround 1. There are five sites under the project where construction of new road alignments has been proposed, necessitating acquisition of land: (a) Rajshahi-Nawabganj Alternate Route: This is a 12 km realignment where the existing road is threatened by erosion from the Padma river. The road will pass through mostly thinly populated agricultural area. Total area to be acquired is 59.5 ha; (b) Natore Bypass: The 5.9 km alignment follows an old embankment owned by Bangladesh Railways for about 4 km, while the rest is private semi-urban land. Total area to be acquired is 29.5 ha; (c) Saidpur Bypass: Two alternative alignments have been considered--a northern and a southern route. In part to reduce impacts in terms of land acquisition and resettlement, GOB has decided to follow the northern route. This entails a total alignment of 8 km, of which about 4 km have to be acquired, mostly agricultural area. The total area to be acquired is 19.7 ha; (d) Ghagot River: A new bridge across Ghagot river will be constructed, which will require acquisition of 0.8 km right-of-way, mostly farm land. Total area to be acquired is 3.7 ha; and (e) Dasuria Intersection: This is a 0.5 km new alignment to improre an existing intersection. Total area to be acquired is 2.6 ha. Total area of land to be acquired under the project is 115 ha. Impact of Land Accuisition 2. Land acquisition in Bangladesh is known to cause severe adverse impacts on the majority of affected people, for the following reasons: (a) The level of compensation for land has generally been far below the market value of the lost properties; (b) Because of the small average land holdings in Bangladesh, people are extremely vulnerable to losses of productive land; and (c) The Ordinance which governs land acquisition by the Government only recognizes legal owners of properties being acquired. This excludes different kinds of people in Bangladesh who commonly live on land or derive their income from land (or from enterprises on the affected land) without legal ownership of the land (and/or property) being acquired. 3. In compliance with the principles of the Bank's Operational Directive 4.30, a resettlement action plan (RAP) has been prepared for the project, which addresses the above mentioned problems. The main challenges of this plan have been to: (a' develop an improved mechanism for valuation of - 125 - ANNEX 3.12 Page 2 of 11 land; (b) develop policies which adequately address the need for restoring income levels of agriculture-based households; (c) identify and define non- property owners in need of assistance; and (d) design mechanisms which adequately ensure proper relocation of households losing their homesteads. 4. One of Bangladesh's larger NGOs--Christian Commission for Development in Bangladesh (CCDB)--was contracted by RHD, in November 1993, to prepare the RAP and later be involved in assisting RHD during implementation. Previously, a socio-economic survey and preliminary resettlement plan had been prepared by Louis Berger/Sarm (January 1993). CCDB conducted a new survey over the period November 1993-February 1994 which gave the following results: (a) 963 land owners will lose land; (b) of which, 260 represent households that will have to relocate their homesteads; (c) in addition, 260 squatter households will also have to be relocated; (d) 164 farmers will lose access to land they presently sharecrop, lease or have as mortgage for a loan; and (e) 560 workers will lose regular wage income. 5. These people come from 1,365 households, identified by the survey and who are living, cultivating or working in the affected area. This constitutes a total affected population of about 8,000 people. It is expected that the number of individual landowners will be considerably higher than 963, since the survey covered only households resident in the area and not all owners registered in the land title deeds (e.g., absentee owners). Details are in Table 1. Leaal Framework 6. Land and other properties will be acquired under the Acquisition and Requisition of Immovable Property Ordinance, 1982. Para. 8(2) of the Ordinance was amended in September 1993, to raise the premium on the calculated market value of land "in consideration of the compulsory nature of the acquisition" from 20% to 50%. 7. The Deputy Commissioner's (DC's) Office is the acquiring body acting on behalf of RHD (the requiring body). In this project there are five DCs involved: Rajshahi, Natora, Pabna, Rangpur, Nilphamari; and possibly two additional ones, Dinajpur and Chapai Nawabganj, depending on the final alignment of Saidpur bypass and Rajshahi-Nawabganj realignment. 8. The land acquisition process is still in its early stages for all sites. As of March 1994, the Notice under Section 3 of the Ordinance (notifying publicly which plots have been proposed for acquisition) had been served for three sites, the exceptions being Dasuria (in progress) and Saidpur. Field verification of assets to be acquired has yet to be initiated. - 126 - AMEX 3.12 Page 3 of 11 Compensation Policy 9. The policies and mechanisms developed in the RAP are primarily cash-based, with the exception of support for relocation to poor households (primarily squatters). It is recognized that land-for-land compensation is not feasible nor desirable with the acquisition of long strips of land (right- of-way). Most farmers will lose only parts of their holdings and will prefer not to move, and cannot make use of land allocated by the Government somewhere else. The primary focus of the policy is therefore on adequate cash compensation. Within this framework, GOB has agreed to: (a) offer compensation for properties/aspets based on their --placement value; (b) include compensation and assistance to affected non-property owners; (c) compensate for relocation costs; and (d) provide compensation for temporary loss of income. These provisions meet the requirements of Operational Directive 4.30 with respect to resettlement and rehabilitation. 10. The following types of losses are recognized under the compensation and resettlement policy: (a) Loss of land which is acquired, assets thereon, and proceeds/benefits thereof: -agricultural land including ponds, trees/orchards and income losses until these assets are replaced; and -homestead land including structures/shops and dislocation costs until these are replaced or relocated. (b) Loss of assets on land not owned but acquired: -structures on unauthorized (e.g., government/khas land) or other people's (e.g., father, relative), costs of finding alternative place of residence and dislocation costs. (c) Loss of employment/income from loss of access to other people's assets--agricultural land, shops, factories which are acquired: -agricultural land for sharecropping/leasing; -agricultural land for mortgaging; -rented house or commercial structure; and -employment/income sites (e.g., farm house, factories). (d) Loss of income from disruption in profession resulting from losses noted above: -business or industry (from own or rented premises). 11. Definition of the persons recognized as having these losses (i.e., entitled persons), level/form of compensation and assistance offered, and specific guidelines for calculating compensation are presented in the compensation and resettlement policy in the RAP (the policy matrix is included as Table 2). The policy commitments and institutional arrangements reflected in the matrix will be translated into Bangla and distributed to the affected people during joint verification. 12. An important feature of the policy pertains to the procedures for valuing land to be acquired. GOB has appointed a special Land Valuation Advisory Team with the mandate to recommend to the DC valuation standards for land in the particular project area, based on a survey of the land market in - 127 - ANNEX 3.12 Page 4 of 11 the area. The objective is to ensure that the total compensation paid by the DC reflects the replacement cost of the land acquired. This will replace the present method of calculating "market value" used by the District Land Acquisition Office. A Land Valuation Advisory Team has been appointed for each of the districts where land acquisition will take place, with an agreed terms of reference. The members of each of the Teams are as follows: (a) Resettlement Officer from RHD (for the resettlement office concerned: Rajshahi, Natore or Saidpur), as convener; (b) a representative of the DC for the district concerned; (c) Area Manager for CCDB (for the resettlement office concerned: Rajshahi, Natore or Saidpur); and (d) an independent consultant (to be contracted by CCDB and to participate in all Teams). OrQanization 13. The project will establish three Resettlement Offices, one each in Rajshahi, Natore and Saidpur. For each of these offices, RHD has appointed a subdivisional engineer (SDE) designated as Resettlement Officer in-charge, with the support staff which accompanies the position of SDE. The appointment will be for 24 months. The Additional Project Civil Works Director under the project, located in Rajshahi, will serve as the Chief Resettlement Officer, supervising the work of the three area Resettlement Officers and being the overall coordinator for implementation of the RAP. Resettlement work is expected to occupy at least half of his time for the first 15 months or so of his assignment. Job descriptions for the positions were agreed during negotiations. 14. The DC will be responsible for effecting payment of compensation for land, structures and trees. All other payments to entitled persons following from the compensation and resettlement policy will be effected by CCDB. Additionally, CCDB will assist the Resettlement Offices of RHD with: (a) finalizing registration of all entitled persons and their respective losses and entitlements, by participating as observer to the joint verification with the DC's office and RHD; (b) informing all project affected people about the resettlement policy and their entitlements, including issuance of identification cards; (c) giving special assistance in the relocation of squatter homesteads; and (d) developing a management information system with records of all entitled persons, for daily administration and subsequent monitoring of delivery of compensation and assistance. CCDB has the provision for contracting up to 20 staff-months of technical experts to assist in carrying out these tasks. - 128 - ANNEX 3.12 Page 5 of 11 Grievance Mechanisms 15. In addition to the existing appeal procedures under the land acquisition Ordinance, the project will establish its own grievance mechanism. Grievance Redressal Committees have been appointed to work with the respective Resettlement Offices in Rajehahi, Natore and Saidpur. These Committees will hear individual grievances raised by people affected by land acquisition in relation to the resettlement policy for the project. Where a grievance concerns issues covered by the appeal procedures outlined in the 1982 Ordinance, the Committee will forward the case with its recommendations to the DC. Where a grievance relates to project specific definitions of entitlements and entitled persons, the Committee will be empowered to make a final decision. Terms of reference for the Committees have been agreed; composition of the Committees is as follows: (a) the respective Resettlement Officer of RHD, or his/her appointee; (b) the respective Area Manager of CCDB. or his/her appointee; and (c) a member of the Union Parishad in the Union where the complainant is registered as entitled person. Timina 16. It has been agreed that bidding of the contracts for the Natore and Saidpur bypasses will be deferred to 1995; contracts for the other rehabilitation works are expected to be signed by October 1994. Contract signature will be contingent on RHD's having legal possession of the land. To meet this, the DCs of Rajshahi, Pabna and Rangpur must be in a position to give RHD legal possession of the land in September 1994. As for physical possession of the land (i.e., eviction of people as per the policy and handing over to the respective contractors), it has been agreed to aim for this by mid-1995. The sites at Ghagot and Dasuria could possibly be handed over in March 1995, if required by the contractors. For the other three sites, land acquisition and resettlement will realistically take 12-15 months from the DC's start of field verification. The key action steps and timeframe are given in Table 3. Budcret 17. Table 4 gives the detailed budget estimate for land acquisition and resettlement under the project. The area of land to be acquired is based on the detailed design of the realigned road sections (except at Saidpur where only a preliminary design has been done). Quantities for other property and compensation/assistance requirements are based on CCDB's socio-economic survey. Final numbers will only be known after joint verification and completion of the market survey. Given uncertainty about land and structure values, sizable contingencies have been included in the budget estimates for these items (80% and 20%, respectively). Estimates for other items are considered reasonable. Implementation assistance is based on the existing contract with CCDB for RAP preparation and implementation, taking into consideration the longer period for implementation than initially estimated and requirements for continued assistance from technical experts. - 129 - Annex 3.12 Page 6 of 11 Table 1: Number of Entitled Persons by Type of Loss and Proiect Site _ _ _ - Project Site Loss Category Rajdshahi- Natore Dasuria Saidpur Ghagot Nawabganj Bypass Intersection Bypass River Total 1. Apicultr land 376 131 18 141 37 703 (owned) 2. Homestead and 78 150 17 14 1 260 (incl. structures) 3. Structures on land not 36 203 9 10 2 260 owned (squatters, uthulis) 4. Access to agricultural land 85 23 5 32 7 152 (sharecropped, leased) S. Acces to agricultural land 5 2 1 4 - 12 (mortgaged in) 6. Regular wage income 184 330 11 28 7 560 7. Tenant contract for any 3 - 4 1 - 8 structure S. Income from business/ 7 14 15 10 3 49 industry operated on acquired land No. of households 54' 566 42 175 41 1365 Hectares of land to be acquired 59.5 29.5 2.6 19.7 3.7 115.0 Source: Resettlment Action Plan (May 1994). Note: Componts do not add to totals because of vedapping anwDg loss categories. Table 2: Coawensatiork and Resettlement Policy Tvme of Loss Entitled Person Entitlement lemlementation lssuestGuidelines organizations Res0onsible 1. Agricultural land, Legal owner of land, i. Replacement value of land, a. Assessment of quality & quantity of a. PC + Joint Verification including waterbodies & waterbodies & trees land. waterbodies & trees by Joint team waterbodies, trees/orchards at according to quality and Verification team (JVT). trees/orchards, the time of serving quantity/size at the time b. DC + Lard Valuation etc Section 3 notice of joint verification. b. Determination of replacement value/ Advisory team according to title market value of tand. deed verified by ii. Stamp duty will be c. Land Acquisition office Deputy exempted if purchase of c. Title updating. (LAO), Revenue office & Comissioner's (DC) land/waterbody is reported Sub-Registrar's office office within 6 months of receipt d. Payment of compensation for land and of compensation. The trees will be made by DC on the basis d! DC exemption will be for up of information provided by Joint to the amout of land one Verification Team. e. CCD8 ROHD can buy using the coopensation money. e. PAPs to be fully informed about f. CCOB entitlement (i.e., information iii. Crop Compensation for: brochure) and assisted in obtaining it. Single crop land f. Payment of stamp duty and crop Tk. 150/decimal cospensation will be made by CCDB8 Double crop land based on data provided by Joint Tk. 200/decimal Verification Team. Triple crop land Tk. 250/decimal. 2. Homestead Land Legal owner of land, i. Replacement value of a. Assessment of quality & quantity of a. DC + Joint Verification with house or structures and trees homestead land. homestead land by Joint Verification Team other structures at the time of Team serving Section 3 ii. Stamp duty will be b. DC + Land Valuation v notice exempted if purchase of b. Determination of replacement valuel Advisory team land is reported within 6 market value of land. months of receipt of c. LAO, Revenue office & compensation. The c. Title updlating. Sub-Registrar's office exemption will be for up to the amount of tand one d. Payment of compensation for land, d. DC can buy using the structures and trees it4t be made by DC compensation money. on the basis of information provided by e, CCD8 + RHD Joint Verification Team. iii. Compensation for f. CCD8 structures. trees and e. PAPs to be fully informed about their fruits determined by JVT. entitlement end assisted in obtaining g. CCDB In addition, the Entitled it. Person witl be allowed to cut the trees and take all f. Transfer allowance: Up front payment of the salvageable materials Tk.1000-3000 per family depending on free of cos without size, on the basis of lk. 300 per delaying the project work. member within the limit. iv. Transfer allowance to each g. Payment of stamp duty will be made by household depending on the CCDB. family size. PI v. Transfer allowance for com ercial structures J[I would be fixed by JVT on o the basis of type of hF structure and area,F Type of Loss Entitled Person Entitlemenet lnlementation Issues/Guidelines Organizations Resoonsible 3. Structures on Head of the i. Caopensation for structure a. Value of the structure determined by a. CCD8 unauthorized or household in these determined by JVT. JVT. Payment of coapensation by CCD8. other's land structures b. DC (squatters & ii. Grant of a hamestead plot b. Land to be provided by OC. uthulis) of 2.5 deciaul on Khas c. cco0 land or in a cluster c. CCDB will help to purchase the land and village. assist in relocation. d. CCDB iii. If such land not d. Transfer allowance and cash grant to be e. CCOB available: a cash grant paid by CCDB. equivalent to the value of 2.5 decimal of homestead e. CCD8 survey will be considered as the land in the area. cut-off date. iv. Transfer allouance: Up front payent of Tk. 1000- 3000 per family depending on the size, on the basis of Tk. 300 per meaer within the limit. 4. Agricultural land Sharecropper or i. Crop coipesatlon for: a. Cropping pattern and asout of land, a. Joint Verification tean for sharecropping leaseholder at the based on Joint Verification. Payment + CODs or leasing-in time of survey on Single crop land to be made by CCD8. land acquired. Tk. ISO/decimal b. t.38 Doihle crop land b. Determiration of share of crop based on Tk. 200/decimal CCDI surwvey. c. CCDO Triple crop land Tk. 250/decimat. c. Information on tease contracts to be based an CCD8 survey. W ii. Nust be shared between the osear and sharecropper d. CCD8 survey is cut-off-date. according to their agreement. iii. In case of leasing-in, repayment of the remaining part of the contracted money to the leasee be enswred by CCD8. 5. Agricultural land Nortgagor of i. Repayment of btalance of a. Determination of mort8gae status. a. CCD8 mortgaged-in acquired land mortgaged mney from owner of land b. Cropping pettern and amount of land b. CCrs based on Joint Verification. Payment ii. Crop% coqaensation to to be made by CCDO. ortgagor for: c. CCDB Survey Is cut-off date. Singlo crop land Tik. 150/decimal Doubjle crop land Tk. 200/decimal0 Triple crop land Tk. 250/decimal. : e,~~~~~~~~~~~~ Type of Loss Entitled Person Entitlement lamlementation issues/Guidelines Organizations Responsible 6. Epltoyment/income Persons whose i. Compensation for the wages a. Identification ot the Entitled Person a. gCDB regular p(ace of for 120 days at Tk. 30 per and his employer on the basis of the work has been day for unskilled and 7k. 80 CCDB survey. b. CCGO acquired, e.g. per day for skilled workers. worker in an b. Payment of compensation by CCD8. c. ROD acquired factory or ii. Preferential access to long term construction work within c. Negotiate agreements with contractors. agricultural the project. laborers in a d. CCDB survey is cut-oft date. farmer'S house which Is acquired 7. Rented house or Rent payer of house i. Rent for 3 months in case of a. Rent should be determined by JVt. a. JV7 comereiat or comuercial house 6 months ir. case of structure structure conuerciat structure atd b. Payment to be effected by CCDO. b. CCDB factory. c. CCDB survey is cut-off date. 8. Business or Proprietor of i. Displacement benefit a. Assessment of loss. a. JVT Industry from business or industry determined by JVT. owned or rented which i8 acquired b. Payment to be effected by CCDB. b. CCDB presises c. CCOe survey is cut-off date. Mote: I decimal t 0.01 acre = 0.004 hectare. 0-0 ft1i Table 3: Timefra!M for Land Acauisition &ad Res*tticment 8993 £994 199S _ _ _ _ _ 6996 Acti90Skpa Sep Oct NoDec b PFb Ma. Apr Msy J.a hi A_ Sp ocr Nov Dcc la Pb M Apt May Ja Jul Au Sp Ocl Nov Dcc Jan Pb |M 1. Appolcatl Of totla acqueil_tlo O :m;a 4. SCsev (by$ Seidji S. Soctioas3 of RAu 6. App4olame f RAP 4. EstayblishRItP-W 9. Pzpratka f _At .!.4s.> S 4 j . SSIiii RHO PI S. SdeabU"a C9JWJ , 'i ;. . Tnila of suctdm .c6 to. Jo ,in iM S ; . Ni. Pi lams: cm a (bcochwahuimgstba Rs^bUNtot;; ,.I l2. bl>eAca miy lea .,;.' ... :. :,::::.:;p D £3. .qal powcelmof lAnd by ROi Htiaiowlidput 14. vAm ID-cards mad raufles .R. ~. co.olticusocmcitofab~. 26. ldcatificatift Of load (ar I?. Nola?latm of .vicdc OassudsAtaagot Rojba"IatorIsuisot it. Rcsckat£mo* at PaNa p,Ovi4d with leil 19. Po.,icasioof land by Ob.goUDamurio 20. lAslatito of impact of wesctIlotacO Tab 4: Stvsang Coat imaf PK Lad Ac.iu Ad (OboUM6 Takal Leu Catquy Rajebabi-Nawabga,Uj Hatom Rypeas D _aui bhtnech sadt By"P bgot River TOtWl QtY Vahe Qay Valve Qu Valu Qy Vle Quay Vae Quay Value 1. AdCUbodLan Laid O) S7.30 MO0O5 21.12 15,683 2.15 1.173 19.53 7.289 3.62 1.399 103.72 43.569 TM" (9) 1.04 1,501 16,872 23.712 334 116 59 446 - - 1.18 25.P4 Crep 7.2W 7.259 562 ,339 296 23,745 SuLall 26-935 4724 JJ: 51 16.074 6939 2. Room"a La LAW ) 2.20 1.S01 8.38 31.050 0.40 9 0.17 210 0.07 85 11.22 34,236 sbutuu (0) 299 6.792 362 7,93 47 1.208 48 2,315 4 iS 760.00 19.213 Rcl_oaUo.Gua S53 724 91 93 7 1.468 TM* (0) 12m 1.069 6,167 8.693 1.10 386 79 5" n7 77 10.616 94" sS -aI- 2.673 _3211646473 3. Stuetma an Uaaubmaae ug_ueag.e49) 77 s9 202 1.156 7 47 a 93 1 0.40 295 2.1S5 -uIo-m 77 158 202 464 7 14 0 16 1 2 25 634 ao bt e 9 wI W 36 360 203 2.030 9 90 10 1o0 2 20 260 2,60D _Mla J,f 165 0 151 299 22 4. AgkW_ellf a 9w Lmia 28.70 1.419 2.11 124 1.01 50 13.29 657 0.83 41 45.4 2.290 . Ap aa Lud LMt _ 0.52 26 0.12 6 0.O6 3 0.49 40 - - 1.19 6I Wo. Labua ra 284 1.74 393 2.3s 12 72 36 228 11 66 736 4,429 7. lwdlinsaCincis 3 is - - 4 24 3 is - - 10 60 SMVWA (4) n. u_ biAVES 7 210 17 530 16 430 12 MO 4 120 56 1.6,0 TOW 41.893 101,732 5.304 20,.13 2.129 1713160 JmIsa,almAdiM S 32.002 1Crmia U 76,796 Tol ei 200.658 athludue au~mem inpimlas. lowboomeuat" eni 1:4f w io as51 laud 2051 ON omail. 105 en anl ashore; M wb lu r a w la O ad imcue abe to ,meaaluh in valaaaUm of Mame. U D %Zk%",IOSo COMMIM_, O dse~~~~~~~~~~~~~~~~~~~~~~~~~~* - 135 - ANNEX 3.13 Page 1 of 2 PROJECT PROGRESS REPORTING REOUIREMENTS Progress reports will be prepared by RED, with the supervisory consultant's assistance. They will be submitted quarterly in triplicate no later than one calendar month after the end of the quarter. The first report should cover the quarter ending September 1994. The reports should contain the following information: 1. General Information (a) physical progress accomplished during the reporting period in respect of: (i) Rehabilitation/Widening Works a. prequalification of contractors b. invitation of bids c. bid receipt and evaluation d. contract award e. preliminaries to mobilization f. construction progress (ii) Periodic Maintenance Program a. prequalification of contractors b. invitation of bids c. bid receipt and evaluation d. contract award e. preliminaries to mobilization f. construction progress (iii) Technical Assistance a. call for proposals b. proposal receipt and evaluation c. contract award d. arrival date of staff e. staff-months expended/planned f. activities carried out during reporting period (iv) Training a. preparation of training program b. selection of trainees c. course(s) held with dates d. numbers and categories of staff trained e. status report on transfer of responsibilities from consultant to RHD staff (b) actual or expected deviations from the project implementation schedule; - 136 - ANNEX 3_.13 Page 2 of 2 (c) actual or expected difficulties or delays and their effects on the implementation schedule, and the steps taken or planned to overcome the difficulties and avoid further delays; (d) expected changes in the completion date of the project; (e) key personnel changes in the staffs of the RHD, consultants or contractors, (f) matters which may affect the cost of the project; and (g) any development activity likely to affect the economic viability of project components. 2. A bar-tvye nroqress chart, based on the project implementation schedule, showing the progress on each project component and schedule of further works. 3. A financial statement set out in a tabular form showing for each project component: (a) original estimated cost; (b) revised cost, if appropriate; (c) actual expenditure; (d) projected expenditure; and (e) actual and projected withdrawals from the Credit. 4. Status renort on environmental monitorinQ being carried out focusing on particular issues, if any, which have arisen. 5. Status renort on land acauisition and resettlement including progress in implementing resettlement action plan and effecting land acquisition in line with construction schedule. 6. Status of comoliance on each covenant of the Development Credit Agreement. - 137 - ANNEX 3.14 PROJECT SUPERVISION 1. Bank Input to Key Activities The Bank staff input indicated below (57 staffweeks) is in addition to regular supervision needs at Headquarters for handling correspondence and reviewing/commenting on procurement actions, disbursement requests, progress reports, annual audits, etc. (another 15 staffweeks). Other specialists- may-also participate in supervision missions as required (e.g., HDM, construction industry and institutional specialists for an additional 8 staffweeks). Total staff input is estimated at 80 staffweeks over 5 years. Supervision Input to Key Activities Approximate Skills Staff Input Dates Activity Required (staffweeks) 1. 08/94 Project Launch Workshop/start of project TM, EC, PRO, TRG, RES 6 2. 12/94 Review progress of civil works, resettlement and proposed work program TM, EC, RES 5 3. 04/95 Review progress of project implementation, resettlement and RHD overall program TM, EC, RES 5 4. 08/95 Review progress of inscitutional development program and resettlement TM, TRG, RES 5 5. 12/95 Review progress of civil works and proposed work program TM, EC 4 6. 04/96 Review progress of project implementation and RHD overalt program TM, EC 4 7. 08/96 Mid-term review of all project components TM, EC, TRG, ENV, RES 8 8. 12/96 Review proposed work program TM, EC 4 9. 06/97 Project supervision TM 2 10. 12/97 Review proposed work program TM, EC 4 11. 06/98 Project supervision TM 2 12. 12/98 Review proposed work program TM, EC 4 13. 06/99 Project supervision and start of ICR preparation TM, EC 4 TM = Task Manager/Transport Engineer EC = Transport Economist RES = Resettlement Specialist ENV = Environmental Specialist PRO a Procurement Specialist TRG - Training Specialist 2. Borrower' s Contribution to Supervision RHD will be responsible for project implementation and monitoring and for coordination among concerned agencies and with donors. More specifically, RHD's functions will involve: (a) initial review, recording and forwarding of all procurement orders, disbursement requests and special accounts expenditures/reimbursements; (b) preparation of annual project implementation budget; (c) preparation of bidding and other project contract documents; (d) preparation of monthly financial statements; (e) preparation and submission of monthly and quarterly progress reports; (f) preparation of annual project accounts; (g) arranging for annual audits of project accounts; and (h) coordinating arrangements for Bank supervision missions and providing required information for the missions. - 13X - ANNEX 4.1 Page 1 of 28 ECONOMIC ANALYSIS 1. The Road Master Plan study was completed in 1992, providing RED with an objective and efficient basis for planning and prioritizing future investment and maintenance activities for its 13,700 km road network. A primary objective of the proposed project is to assist RHD to initiate implementation of the RMP, particularly the intensive program of periodic maintenance, to preserve the existina network. The RMP was prepared using the Bank's Highway Design and Maintenance Standards Model/Version Three for Personal Computers, by a team of consultants working with RHD under a JNDP- funded, ADB-executed project (IDA was closely involved in the study, although not as executing agency because of potential conflict of interest {RMP study was a project component under RRMP-I1). Under the RMP study, the HDM was modified slightly to take into consideration congestion conditions in the Bangladesh road network; moreover, special issues such as earth roads with low traffic, a road widening program, and bridge repair and construction were analyzed exogenously. 2. The RMP work provided the main basis for the economic evaluation of the proposed project. With the assistance of RHD and the international consultants who prepared the RMP study, the appraisal mission updated the HDM analysis (using the 1990 RMP data base) in order to define the framework (magnitude, in Taka and kilometers, and type of works) of a 4-year periodic maintenance program for areas west of the Jamuna. A first year program of 417 km was then selected from this program, and the consultants assisting RHD with preparation of the other project components (Louis Berger International, Inc./ Sarm Associates, Ltd.) carried out detailed preparation on a road-by-road basis. Following a 1-year delay in the start of the project to FY95, due to time needed for RHD/GOB to prepare the land acquisition and resettlement plan for the rehabilitation component, Bank staff updated in April 1994 the economic analysis of the first year maintenance program and rehabilitation works using updated/actual road conditions, traffic and costs. Since the HDM analysis discussed in Sections A and B below was used to define the overall framework for the periodic maintenance program and not the detailed annual work programs, and a 1-year delay would only lead to a higher rate of return, it was not considered necessary to update the analysis; hence, the starting date for the analysis is FY94, whereas the program will actually start in FY95. The economic analysis carried out during project preparation is summarized below and in the attached tables; further details on the HDM analysis and the consultants' reports are in the project file. Work programs for future years of the project will be developed annually based on updated field data and HDM analyses. A. HDM Computer Analysis of RMP Data V 3. The HDM estimates life-cycle costs of different road design and maintenance options, including different time-staging strategies, for a given road project on a specific alignment or for groups or links of an entire road network. It estimates the totai costs for a large number of alternative maintenance policies on a year-by-year basis and can therefore be used to / The Hon analysis under the RMP is set up for 20 years (FY92-11), but at the time of doing the update (January 1993), the first two years (FY92-93) had already passed. The updating carried out by the appraisal mission used the HDY to determine the actual conditfon of the netuork in FY93 (subJect to field confirmation durino final enrineerinal. Hence the full nroaram in cnLv 18 vears CFY94-11). - 13q - ANNEX 4.1 Page 2 of 28 search for the alternative with the highest net present value at given discount rates or the highest internal rate of return. The objective is to search out that combination of maintenance policies which results in the minimum total life-cycle costs, including costs borne by road users and the road authority. Vehicle speeds and operating costs and road deterioration and maintenance costs are estimated by the model as a function of the road design and maintenance standards, traffic volume and axle loads, and environmental conditions. Maintenance and vehicle operating costs are first estimated in physical quantities; prices and unit costs, as specified by the user, are then applied to determine the total financial, economic and foreign exchange costs. 4. The network analyzed in detail under the RMP using the HDM consists of 6,442 km of the most heavily trafficked roads in RHD's network (Table 1.1). For the present exercise, the country was divided into two regions (west and east of the Jamuna). Tle network of the western region, for which works will be partially financed by IDA under RRMP-II, was further divided into narrow (up to 4 m) and wide (wider than 4 m} roads 21 to take into consideration different maintenance technologies for different width roads (matrices A and B); the network of the eastern region, for which works will be partially financed by ADB under the Road Overlay and Improvement Project, contains all RHD roads surveyed in the region (matrix C). Table 1.2 gives the length in kilometers for each link in each matrix. The three matrices were then divided into subgroups on the basis of levels of traffic (1 to 5) and pavement condition (good, Fair, Poor). The cells in each matrix are identified as "links"l. Link identification codes for each matrix are given in Table 2. 5. The input data for the analysis were obtained from measurements in the field and are contained in the Road Master Plan data files prepared by the RMP consultant and to be updated regularly by RHD. Basic cost inputs for the RMP were obtained from field data and theoretical cost analysis. For paved roads, this included unit costs for routine maintenance, pothole patching, seal coats, surface dressings, asphalt concrete overlays (6 cm on average) and typical rehabilitation works (Table 3). Basically the same data (at 1990 prices) were used in the original RMP and in the Bank's re-evaluation as they were the best available data and were internally co-sistent with other cost data (e.g., vehicle and road user costs). 6. Table 4 of this annex gives a set of 12 maintenance standards for good, fair and poor pavenent conditions. The set for the roads in good condition (international roughness index, IRI, less than 4) includes (a) a 6 cm overlay between years 4 and 9 or resealing between years 1 and 6 as the first intervention and (b) a future 6 cm overlay when the roughness reaches 6.5 IRI. The set for roads in fair (IRI between 4 and 6.5) and poor (IRI greater than 6.5) condition includes (a) a 6 cm overlay between years 1 and 6 or rehabilitation between years 1 and 6 as a first intervention and (b) a future 6 cm overlay when the roughness reaches 6.5 IRI. All alternatives assume and provide for routine maintenance and patching. The base case consists of basic routine maintenance and rehabilitation/reconstruction at a high level of roughness (IRI = 11.5). g/ The RMP groups roads according to width in ' 4 m, 4-6 m and > 6 m categories; the KOM analysis was done accordingly, for up to 4 m and wider than 4 m roads. In defining the periodic maintenance program (narro/wlide roads) under RRNP-II, the roads were divided at 5 m which corresponds to the distinction between single and 2-lane roads. In fact, it makes Little difference in the results because few roads are within the range of 4-5 m. - 140 - ANNEX 4.1 Page 3 of 28 7. Four vehicle categories, ranging from car to truck, were used to represent traffic composition in the analysis (Table 5). Under the RMP, detailed iinformation, including fuel type, gross vehicle weight, payload, equivalent number of axles, normal vehicle service life, hours and kilometers driven per year, and average number of passengers per vehicle, was developed for each category. Similarly, economic unit costs of vehicles and their maintenance and operation were developed. The present exercise used these same data and the HDM vehicle operating costs submodel for their analysis. Traffic volumes in terms of average daily traffic (ADT), ranging from 150 to 1,500 vehicles in the west (12,700 maximum in the east), for all links and vehicle types, were obtained from the RMP data (Tables 6.1 and 6.2). The annual traffic growth rates used range from 6.5% to 9.0% in the first 10 years and are 0.5 percentage points lower for the last 10 years. The existing link characteristics, as weighted average values, are summarized in Table 7. 8. The maintenance alternatives were evaluated for each link on the basis of (a) the net present value of each alternative, when compared with the base case at a discount rate of 12%, ard (b) the economic internal rate of return. Without budgetary constraints, the optimal policy on each link is the one that maximizes the NPV of the whole program. (The discount rate of 12% represents the opportunity cost of capital in Bangladesh; a higher discount rate would change the optimum policies toward less capital-intensive alternatives.) Tables 8.1 to 8.3 summarize the economic indicators for all links and maintenance standards, including agency cost, total economic cost, NPV, EIRR and NPV/investment ratio, for the western region. The optimal maintenance st,ndards, selected on the basis of the NPV, are underlired in the tables, which are divided for links in good condition (Table 8.1), narrow links in fai' and poor condition (Table 8.2) and wide links in fair and poor condition (- ble 8.3). Table 9 shows that the optimal solution without budgetary cc-nstraints requires a financial outlay of Tk 11.4 billion over the 20-year period of the program, with an NPV of Tk 9.3 billion, an EIRR of about lOOt and an NPV/investment ratio of 1.9. However, the table also shows a very unequal distribution of the program between the FY94-97 and FY98-01 periods. To spread the expenditures (and works) more evenly, the Expenditure Budgeting Model (EBM) was applied as described below. B. Expenditure Budgeting Model Alrplied to RMP Data 9. The Bank's EBM uses mathematical programming to evaluate the trade- offs between competing alternatives to maximize the objective NPV function, against the resource constraint and budgetary provision for distinct periods of time. The application of EBM in conjunction with the HDM exercise shows that the FY94-97 program for the western region could be reduced from Tk 3.9 billion to Tk 2.9 billion at minimal cost, postponing Tk 1 billion of outlays to the next period (Table 10). The NPV penalty for the overall 20-year program is only Tk 71 million (less than US$ 2 million). Table 10 shows the new series of selected maintenance standards and expenditures for all links in the western region after application of the EBM. Because the higher priority maintenance works are done first (i.e., the lower priority ones are deferred due to budgetary constraints), the EIRR and NPV/investment ratio increase to over 100% and 2.0, respectively. 10. Table 11 shows the selected physical works program for the adopted maintenance alternatives for the proposed project over FY94-97 and for the full program FY94-ll. The mainstay of the FY94-97 program is 1,897 km of asphalt concrete overlays (6 cm on average) on RHD's paved road network in the ANNEX 4.1 Page 4 of 28 west. Only 4 km of roads were selected for resealing in the first four years. Table 12 lists all roads on which intervention is to take place during PY94- 97. This list was used as the basis for selecting the actual work program for the first year of the project, which while concentrating on the roads in the poorest condition with the highest traffic levels, also conisidered other programming requirements such as practicality of bidding and execution. Based on the RMP's findings vis-a-vis the need for widening narrow roads in Bangladesh (para. 13 below), it was decided to include in RRMP-II about 1,800 km of the identified program as periodic maintenance, mainly asphalt concrete overlays and some resealing, over FY94-97 (now FY95-98), and the remaining lo km as combined widening and strengthening of narrow roads over FY96-97 (now FY97-98). C. Road-by-Road Analysis and Final Enqineerinc 11. After identifying the optimal 20-year program for western Bangladesh with the HDM model and selecting a balanced 4-year program with the EBM, a first year work program was identified for final engineering and economic evaluation road-by-road. The preparatory consultants with the assistance of RHD have completed the road-by-road preparation of the first year maintenance program, including field condition and traffic surveys, detailed designs, cost estimates, economic evaluations, final bills of quantities and bid documents. The program comprises asphalt concrete overlays on about (a) 265 km of roads with a riding surface of 5 m or more (2 lanes), on which overlays will be laid with a mechanical paver; and (b) 152 km of roads with a riding surface less than 5 m, on which overlays will be laid manually (using pre-mixed asphalt from an asphalt plant), as it is not possible to lay the narrow strip satisfactorily with a mechanical paver. Bank staff updated the economic analysis of the first year program in April 1994 using actual road condition and traffic data provided by the consultants, actual bid prices, RMP cost data updated to January 1994 prices, and start of wiorks in the 1994-95 dry season; the base case was the same as in the overall HDM analysis (i.e., routine maintenance until the IRI reaches 11.5 at which point the road would be rehabilitated/reconstr cted). The EIRR for the first year maintenance program is about 45%, ranging from 24% to 92% for the more heavily trafficked wide roads and from 17% to 39% for the narrow roads. While this is lower than the EIRR calculated above for purposes of defining the maintenance framework, in part because the investment costs include preparatory works which would be common among maintenance options, it is more reliable as it is based on detailed analysis of specific road sections and is about as expected for periodic maintenance works. Summary results are in Table 13, and details in the project file. The first year bid prices were used as a basis for finalizing the cost estimate for the 4-year program and first year EIRRs for estimating the EIRR for the maintenance component. Because thera is a greater proportion of narrow roads in the outer years, the EIRR for the 4-year program is estimated to be 34*. Maintenance work programs for the remaining three years of the project will be developed in a similar manner with the assistance of the supervisory consultant under the project based on updated field data and HDM analyses. 12. Preparation of the 168 km of rehabilitation works under the proposed project dates back to the preparation of RRMP-I when a 3-phase program of rehabilitation works in the northwest was identified. As discussed in Chapter II, the RMP calls for a continuing program of 70-100 km of high priority rehabilitation works per year over the medium term to bring the road sections to maintainable condition. The road sections proposed for - 142 - ANNEX 4.1 Page 5 of 28 rehabilitation under the project are the priority sections in the west identified under the RMP for the project period, and they will complete rehabilitation of the main road network in the northwest. The economic feasibility of the proposed rehabilitation component was evaluated by the consultants assisting RHD in project preparation, using the HDM based on field data and, where appropriate, the basic parameters used in the RMP. Final engineering, including final bills of quantities and bid documents, have also now been completed. Bank staff updated the consultant's analysis in April 1994 taking into consideration the higher land acquisition and resettlement costs for the new right-of-way, bids for the maintenance works, delayed start of the bypasses to the 1995-96 dry season, decision to follow the northern (rather than southern) alignment for the Saidpur bypass, and other relevant information. In the case of the bypasses at Natore and Saidpur, both busy urban areas, bhiefits to traffic remaining on the existing road (including non-motorized traffic) were taken into consideration in the analysis, as well as higher running costs for vehicles in highly congested conditions. A further benefit of the bypasses which has not been quantified is the improved safety and living conditions in the areas being bypassed. The EIRRs for the four road sections and two bypasses range from about 16% to 28%; the weighted average of the EIRRs is 22%. Summary results are in Table 14; details are in the project file. 13. Under a separate study, the RMP identified the need for widening some 15% (1,500-2,000 km) of RHD's road network less than 6 m by 2000, with the bulk of the works to be done in the latter part of this period. The EIRR for widening roads with traffic above 400 vehicles per day was found to be in the range of 15%-40%. Given the extent of narrow roads in the periodic maintenance program analyzed for the proposed project, it was decided that RRMP-II should help RHD to initiate this widening program in the outer years of the project. This will be subject to re-analysis during preparation of the FY96 program and final engineering, which will be carried out by RHD with the assistance of the supervisory consultant during the second year of the project. It is expected that the Bank's HDM-Q, which has been designed to take congestion into consideration in its analysis of the network, will be used in the preparation of this project component. D. Topics for Further Analysis 14. One issue which should be addressed in the course of preparing the second year maintenance program under the proposed project is a difference in the optimal maintenance strategies between the original RMP and the preparatory work done for RRMP-II. The main difference is for roads with between 100 and 1000 vehicles per day where: (a) the RMP strategy calls for resealing every 4-6 years and overlaying once the IRI reaches 10; and (b) the RRMP-II strategy, for roads in fair or poor condition (IRI greater than 4 or 6.5, respectively), calls for overlaying within the first 6 years followed by further overlays when the IRI reaches 6.5. The base case strategy is the same for both, routine maintenance until the IRI reaches 11.5 at which point the road would be rehabilitated/reconstructed. - 143 - ANBX 4.1 Page 6 of 28 LIST OF TABLES Table 1.1 RHD Paved Road Network Table 1.2 Analyzed Paved Road Network by Region Matrix A: Western Region, narrow roads (up to 4 m} Matrix B: Western Region, wide roads (wider than 4 m) Matrix C: Eastern Region, all roads Table 2 LINK Identification Codes for Paved Roads Matrix A: Western Region, narrow roads (up to 4 m) Matrix B: Western Region, wide roads (wider than 4 m) Matrix C: Eastern Region, all roads Table 3 Unit Cost of Maintenance Operations Table 4 Maintenance Standards on Paved Roads Table 5 Economic Unit Costs and Vehicle Fleet Characteristics Data Table 6.1 Average Daily Traffic in 1990 and Annual Growth Rate of Traffic on Paved Roads Matrix A: Western Region, narrow roads (up to 4 m) matrix B: Western Region, wide roads (wider than 4 m) Table 6.2 Average Daily Traffic in 1990 and Annual Growth Rate of Traffic on Paved Roads Matrix C: eastern Region, all roads Table 7 Weighted Average Values of LINK Characteristics Table 8.1 Economic Indicators and Maintenance Standards LINKS in Good Condition/All Roads (Western Region) Table 8.2 Economic Indicators and Maintenance Standards LINKS in Fair and Poor Condition/Narrow Roads (Western Region) Table 8.3 Economic Indicators and Maintenance Standards LINKS in Fair and Poor Condition/Wide Roads (Western Region) Table 9 Optimal Maintenance Standards and Expenditures, Without Budget Constraints, FY1994-2011 by Period, Western Region Table 10 Selected Maintenance Standards and Expenditures, With Budget Constraints, FY1994-2011 by Period, Western Region Table 11 Selected Maintenance Standards and Physical Works, FY1994-2011 by Period, Western Region Table 12 Proposed Paved Roads Program, FY94-97, by Road,' Western Region Table 13 First Year Periodic Maintenance Program: Summary Economic Evaluation Table 14 Rehabilitation Component: Summary 8conomic Evaluation - 144 - ANNEX 4.1 Page 7 of 28 Table 1.1: RHD Paved Road Network a/ (Length in kilometers, 1990) ADT Range Gocod Pair Poor Total c 300 37 1,071 1,412 2,519 300 - 1000 204 944 1,111 2,259 1000 - 3000 722 409 190 1,321 3000 - 6000 77 219 25 322 > 6000 -- 11 11 22 Grand Total L1.04 2a.6S3 2748 6.442 169 41% 43% 100% Source: Road Master Plan data fites. M/ Includes only those roads analyzed with the HDM4; does not include Herring Bone Brick roads. - 145 - ANNEX 41 Page 8 of 28 Table 1.2: Analyzed Paved Road Network by Region (Length in kilometers, 1990) Matrix A: Western Region, narrow roads (up to 4 m) a/ ADT Range Good Fair Poor Total < 300 3.5 664.0 695.5 1,363.0 300 - 1000 25.0 232.5 286.5 544.0 1000 - 3000 -- 1.0 1.0 Subtotal 28.5 897.5 982.0 1,908.0 Matrix B: Western Region, wide roads (wider than 4 m}) / ADT Range Good Fair Poor Total < 300 -- 109.5 84.5 194.0 300 - 1000 86.0 323.5 149.0 558.5 1000 - 3000 641.0 124.0 21.5 786.5 Subtotal 727.0 557.0 255.0 1,539.0 Subtotal 755.5 1.454.S _1237.0 3.447.0 (A+B matrix) Matrix C: Eastern Region, all roads ADT Range Good Fair Poor Total c 300 33.5 297.0 631.5 962.0 300 - 1000 93.0 388.0 675.0 1,156.0 1000 - 3000 81.0 283.5 168.5 533.0 3000 - 6000 77.5 219.0 25.0 321.5 > 6000 -- 11.0 11.0 22.0 Subtotal 285.0 1,198.5 1,511.0 2,994.5 Grand Total 1.040.5 2.653.0 2.748.0 6.441.5 (A+B+C matrix) Source: Road Master Plan data files. j, The HDM analysis was done with roads up to 4 m and wider than 4 m; the first year work program under the project uses a classification of less than 5 m and 5 m or more which reflect, respectively, single-lane and two-lane roads. In fact, it makes little difference in the results because few roads are within the range of 4-5 m. - 146 - ANNEX 4.1 Page 9 of 28 Table 2: LINK Identification Codes for Paved Roads Matrix A: Western Region, narrow roads (up to 4 m) ADT Range Level Good Fair Poor < 300 (1) A1G A1F AIP 300 - 1000 (2) A2G A2F A2P 1000 - 3000 (3) A3G A3F A3P Matrix B: Western Region, wide roads (wider than 4 m) ADT Range Level Good Fair Poor < 300 (1) BIG BlF BlP 300 - 1000 (2) B2G B2F B2P 1000 3000 (3) B3G B3F B3P Matrix C: Eastern Region, all roads ADT Range Level Good Fair Poor < 300 (1) CIG CiF CiP 300 - 1000 (2) C2G C2F C2P 1000 - 3000 (3) C3G C3F C3P 3000 - 6000 (4) C4G C4F C4P > 6000 (5) C5G C5F C5P Note: For LINK identification, the tetters (A,S or C) irdicate the region and/or width of roads (matrix), the arabic numerat indicates the level of traffic (1,2,3,4.5) and the third letter (G,F,P) the pavement condition according to the roughness level (Good IRI < 4, Fair IRI between 4 and 6.5 IRI, and Poor IRI > 6.5). IRI=tnternational Roughness Index. - 147 - ANNEX 4.1 Page 10 of 28 Table 3: Unit Cost of Maintenance Operations (1990 prices) Maintenance Operation Unit Cost in Taka Cost in US$ a/ Financial Economic Financial Paved Roads Patching m2 165 140 4.77 Slurry Seal m2 S5 43 1.45 Single Surface Treatment m2 120 101 3.47 Double Surface Treatment M2 280 236 8.09 Reseal (used in HDM run)k/ m2 80 68 2.31 Overlay 6 cm (manual) 2I M2 298 253 8.61 Overlay 6 cm (automated)d/ m2 395 335 11.42 Rehabilitation m2 1,185 1,007 34.25 Routine Maintenance km/year 18,500 15,725 534.68 Unoaved Roads Grading km 84,000 71,400 2427.75 Spot Regraveling m3 1,000 850 28.90 Gravel Resurfacing m3 1,000 850 28.90 Routine Maintenance km/year 3,300 2,805 95.38 Source: Road Master Plan data files and Bank staff estimates. a USS I = Tk 34.6 A mean cost value was used for reseals in the HDi simulation (slurry seal and surface dressing). LI Applied manually on narrow roads (up to 4 m), with initial condition IRI = 4.3. St Applied with automated paver on wide roads (wider than 4 m), with initial condition IRI = 3.5. - 148 - ANNEX 4.1 Page 11 of 28 Table 4: Maintenance Standards on Paved Roads Maintenance Standards First Intervention Future Intervention Code BASE Routine Maintenance Routine Maintenance Rehabilitation at 11.5 IRI Good Condition 06Y4 Overlay 6 cm in Year 4 Overlay 6 cm at 6.5 IRI 06Y5 Overlay 6 cm in Year 5 Overlay 6 cm at 6.5 IRI 06Y6 Overlay 6 cm in Year 6 Overlay 6 cm at 6.5 IRI 06Y7 Overlay 6 cm in Year 7 Overlay 6 cm at 6.5 IRI 06Y8 Overlay 6 cm in Year 8 Overlay 6 cm at 6.5 IRI 06Y9 Overlay 6 cm in Year 9 Overlay 6 cm at 6.5 IRI SEYl Reseal in Year I Overlay 6 cm at 6.5 IRI SBY2 Reseal in Year 2 Overlay 6 cm at 6.5 IRI SEY3 Reseal in Year 3 Overlay 6 cm at 6.5 IRI SEY4 Reseal in Year 4 Overlay 6 cm at 6.5 IRI SEYS Reseal in Year S Overlay 6 cm at 6.5 IRI SEY6 Reseal in Year 6 Overlay 6 cm at 6.5 IRI Fair and Poor Condition 06Yl Overlay 6 cm in Year I Overlay 6 cm at 6.5 IRI 06Y2 Overlay 6 cm in Year 2 Overlay 6 cm at 6.5 IRI 06Y3 Overlay 6 cm in Year 3 Overlay 6 cm at 6.5 IRI 06Y4 Overlay 6 cm in Year 4 Overlay 6 cm at 6.5 IRI 06Y5 Overlay 6 cm in Year 5 Overlay 6 cm at 6.5 IRI 06Y6 Overlay 6 cm in Year 6 Overlay 6 cm at 6.5 IRI RCYl Rehabilitation in Year I Overlay 6 cm at 6.5 IRI RCY2 Rehabilitation in Year 2 Overlay 6 cm at 6.5 IRI RCY3 Rehabilitation in Year 3 Overlay 6 cm at 6.5 IRI RCY4 Rehabilitation in Year 4 Overlay 6 cm at 6.5 IRI RCY5 Rehabilitation in Year 5 Overlay 6 cm at 6.5 IRI RCY6 Rehabilitation in Year 6 Overlay 6 cm at 6.5 IRI Note: ALl reseals in HDM simulation were considered as US$ 2.31 per .2 (mean cost value of slurry seal and surface dressing). On narrow roads (up to 4 m), a manual overlay with initial condition IRI = 4.3, was used. On wide roads (wider than 4 m), an overlay with automated paver with initial condition IRI = 3.5, was used. Rehabilitation with an asphalt concrete Layer of 6 cm over a granular base with initial condition structural maber = 4.5 and IRI a 3.5, was used. - 149 - ANNEX 4.1 Page 12 of 28 Table 5: Economic Unit Costs and Vehicle Fleet Characteristics Data Economic Costs (1990 Taka) Item Unit Car Pick-Up Bus Truck Van Vehicle Tk/Unit 270,000 446,000 810,000 670,000 Tire Tk/Tire 1,100 1,400 3,700 4,100 Maint.Labor Tk/Hr 38 38 38 38 Crew Tk/Hr 16 16 36 29 Time Tk/Hr 20 15 6 8 Overhead Tk 14,000 14,000 89,000 52,000 Interest (%) 12 12 12 12 Petrol Tk/Lt 8.5 8.5 -- -- Diesel Fuel Tk/Lt -- -- 8.2 8.2 Engine Oil Tk/Lt 41 41 41 41 vehicle Characteristics Item Unit Car Pick-Up Bus Truck Van Vehicle Type (Brazil) 1 4 5 8 Number of Tires 4 4 6 6 Gross Vehicle Weight (in ton) 1.1 2.1 9.2 10.4 Equivalent Axles (Exp. 4) 0 0 0.5 1.1 Number of Vehicle Axles 2 2 2 2 Payload (in ton) 0 0 0 5 Desired Speed Paved (km/hr) 90 80 70 70 Desired Speed Unpaved (km/hr) 80 70 60 60 Depreciation code 1 1 1 1 Utilization code 3 3 3 3 Km Driven per Year (km) 20,000 44,000 70,000 50,000 Vehicle Life (years) 10 8 8 10 Hours Driven per Year (hours) 500 1,100 1,750 1,250 Number of Passengers 3 4 49 3 Source: Road Master Plan data files. - 150 - ANNEX 4.1 Page 13 of 28 Table 6.1: AveraQe Daily Traffic (ADT) in 1990 and Annual Growth Rate of Traffic on Paved Roads Matrix A: Western Region, narrow roads (up to 4 m) ADT Range LINK Length Car Pick-up Bus Truck Total Code (km} Van < 300 A1F 664.0 10 20 61 64 155 < 300 AIG 3.5 10 10 100 30 iSo < 300 AlP 695.5 10 24 69 51 155 300 - 1000 A2F 232.5 29 61 187 170 447 300 - 1000 A2G 25.0 20 100 300 300 720 300 - 1000 A2P 286.5 41 55 199 234 529 1000 - 3000 A3F 1.0 140 80 410 370 1,000 Matrix B: Western Region, wide roads (wider than 4 m) ADT Range LINK Length Car Pick-up Bus Truck Total Code (km) Van < 300 BlF 109.5 33 40 102 68 242 < 300 BIP 84.5 4 17 73 60 155 300 - 1000 B2F 323.5 41 76 212 287 615 300 - 1000 B2G 86.0 40 84 307 342 773 300 - 1000 B2P 149.0 56 75 171 257 559 1000 - 3000 B3F 124.0 80 107 386 567 1,139 1000 - 3000 B3G 641.0 105 97 452 812 1,465 1000 - 3000 B3P 21.5 88 103 380 676 1,247 Annual Growth Rate (-) Year Car Pick-up Bus Truck Van Starting 1991 9.0 9.0 6.5 7.0 Starting 2001 8.5 8.5 6.0 6.5 Source: Road Master PLan data fiLes. - 151 - ANNEX 4.1 Page 14 of 28 Table 6.2: Average Daily Traffic (ADT) in 1990 and Annual Growth Rate of Traffic on Paved Roads matrix C: Eastern Region, all roads ADT Range LINK Length Car Pick-up Bus Truck Total Code (km) Van < 300 CiF 297.0 13 26 78 71 188 < 300 CIG 33.5 20 10 30 110 170 < 300 CiP 631.5 19 28 80 68 196 300 - 1000 C2F 388.0 70 71 187 239 566 300 - 1000 C2G 93.0 90 20 260 280 650 300 - 1000 C2P 675.0 77 64 212 251 604 1000 - 3000 C3F 283.5 171 90 540 592 1,392 1000 - 3000 C3G 81.0 173 75 592 466 1,306 1000 - 3000 C3P 168.5 154 79 502 630 1,366 3000 - 6000 C4F 219.0 358 200 1,148 2,153 3,859 3000 - 6000 C4G 77.5 255 85 901 2,290 3,532 3000 - 6000 C4P 25.0 472 317 1,323 2,212 4,324 > 6000 C5F 11.0 4,000 3,000 2,900 2,800 12,700 > 6000 C5P 11.0 1,480 1,480 1,390 1,650 6,000 Annual Growth Rate (%) Year Car Pick-up Bus Truck Van Starting 1991 9.0 9.0 6.5 7.0 Starting 2001 8.5 8.5 6.0 6.5 Source: Road Master Plan data files. -152- AMINEX 4.1 Page IS of 28 i | i'- - - - - -' Vt C* 0 . . . 4 -i 4 - - 4, - - - - - - - 0 - - - - ~ J 3 4' 0 4, 4' 0 V 0 V 0 0 . 0 . 0 4 0 0 - 0 __ 4 0 0 l~ ~ 3 J -0 ore o O §00 @ v o40 - o0 00 0 4,^o "oa^ s ~~ ~ a _ _4' 2,4 04 2 4 00 204^_' 00- 04 30 0 'e ; ~ ~ 0 . = E - 1i n - - - o- S ~I N 2 e e e __ 4 e= I E…4 4' °.4 ,4 , ' , 41 o, 4' - 4' - - 44 - 4' 4' - 4' e, 4, o' 4 - Zn * 0 * 4,,4 vi vi o - F 4-O a qw w 0 .4o q0F 0 I = =44 00 e' d==*n o' o oV o'~ o' o' o q'd o oo .o o oo q 0,4 ' g0,4' 0~ W 1 I 4, q' , 4, ' 4' O. V4 i 4, 4 O., 0. Vi O, qi 4 O., q n j q0 O, 4' O, O, O, 0 0 S s 2 < NS |2~ - "|g||gas8B Table 8.1 1EconoiC Indicators and M_iteme Sbtndards LINKS in Good iIasLAl Roads (Westen Region) (1990 prces) L3NK2 AIG WDC4VLOWIGD MG WHOMOWW MG WDR44LOWM100 3 WB>41ME D b. cam "n NPV Nam "VI com NP NWi Cog.n3 NW 133 mWi Cadog NPV M3 NPV Mm As 5=. .n s 34. Alm sac. on S WV. Ab E. 1n s WV. A cy s cv. nU £ lisYv. ge Tdia TOM Tdul TOW3 TOW Toald TOW Toa 12% 12% 12% 12% 12% 12% 12% 12% MSw 13J9 3B.6 58.39 893.0 221.42 3.319 231413 44.146 0614 3.61 33.7 6.9 46 1.9 22.s s36. 313 AMA IA t5226 3,194 125 MAW 0.8 1.380.0 42.33 3.835 42A I.3 065 3. 3S Gs NONE 2. 20.82 *60.1 32.9 MA" 1.6 140.1 3,1S7 132 M 0.9 1.243.9 42.29 1,87 5.3 L.5 O6 2.99 31.9 6.7 NONE 2.2 19.00 8I9. 34.1 MANY IS 126.92 3.179 139 MANY 1.1 1,149.1 42193 1,953 74.7 1.7 06Y7 273 32.0 6. MANY 24 1738 5.6 34.2 MAY 2.0 117.34 3.172 147 MA1Y 1.3 ,036.t 42.31 3.915 MAY 1.8 1 O0m 2.49 32.1 6.5 MANY 2.6 1632 39.4 33.6 MWY 2.1 106.22 1.172 147 MANY IA 936.5 42.378 1,768 MANY 1.9 . OSY9 2.31 32.2 *.4 MANY 28 14.98 662. 30.2 MANY 2.0 7W.33 3.1355 3 MNY 2.1 846.9 42Z683 1,463 tMY 1.? J8Wi 3.66 31.2 7.4 MANY 2.0 16.22 86.2 36.7 MANY 2.3 94.62 3.315 164 MAN 1.7 863.8 4XlC9 2,037 MAY 2.4 332 3.41 3M. 7.5 MA 2.2 14.90 854.7 38.2 MANY 2.6 91.17 3.149 170 MANY 1.9 782.2 42.47 2,09 5.3 2.7 se 3.37 31.3 7.3 MAY 2.2 3.72 833 39.2 MANY 2.9 82.84 3.145 374 MANY 2.3 709.2 42027 2,119 70. 3.0 S334 333 33.6 7.0 MAWY 2.1 3." 853.7 .3 MANY 2.8 80.09 3,142 177 63.9 2.2 732.7 4014 2,132 89.0 2.9 37 3.9 31J 6* MAY 2.2 3 3.65 i53A 39.2 MANY 2.9 78.03 3.143 176 MANY 2.3 717.6 41.9" _X151 320. 3.0 33m8 2J7 31.9 6.7 MANY 2.3 12.84 U3.6 39.4 MANY 3.1 76.931 3.142 m77 MANY 2.3 664.5 42,03 2,338 173.9 3.2 AM ISO 7o 773 1406 Laf* ) 3.5 25 S6 641 r 0W Tabloe 8.2 o i ndicators and Mainteane Standards LINKS in Pai and Poor Nano w Roads Westem Reo (1990 pnces) UN3. ASF W1041VL0WIPAR AIP WU4PdtJoP0R AV Wlk44.W IPA8 A2JU 11IIK41W WIO ASP W5C4lMfDOAUt Mao. coo NFl NPV - MpV/ ca w7k EP MR "VW Cogn NV MR NW cad mir NOV 331 NWIt COO NW V 33* NW Akr A"7 Em.. .,n s INV. A,M eV .n3 s INV. Agmw EM.. mU s WNV. Ag=cy EMU. nm s INV. Agm.Y EI mi s INV. .33w Thai IdTld t TOW Tol TOW T.u Toi TOW3t T1 Tzt Thaw 12S 12% 12S t2S 12S 12% 125 12% 12S 12S WAE 2161.5 6.8I6 2.147.s 7.36 7168 5,71i1 90.6 *,327 3,10 St7 06SI 1,007.7 S,7S3 t.123 MANY 1.1 1,004.3 6.142 1,224 MAW .2 352.7 5,252 S29 MANY 1.$ 428.1 7,S30 797 93.i 1.9 I.66 48.3 3.4 81.0 2.0 06Y2 834.9 5.627 1.249 s4.5 1.1 332.0 6.060 1.306 89.4 1.6 292.1 5.225 5S7 103.7 1.9 387.2 77.94 734 1210- 1.9 1.54 484 3.3 116.9 2.1 (6Y3 756.5 5,592 3,284 146.8 t.7 751.3 6,062 ON304 310.7 1.7 264.7 5S240 542 373.6 2.0 318.6 7.628 699 1".1 2.2 1.41 41.5 3.2 t9S.2 2.3 06Y4 666.5 5.578 1.i2 474.8 1.9 686.0 6.069 1,297 477.7 1.9 240.2 5.273 50s NONE 2.1 2S9.2 7.694 634 NONE4 2.2 127 48. 2.9 NONE 2.3 06YS 623.9 5.581 3,29S NONE 2.1 624.0 6.08o t.285 NONE 2.1 216.3 5.3l7 465 NONE 2.1 263.0 7,760 568 NONE 2.2 103 49.1 2.6 NONE 2. 06Y6 568.1 5.192 1.284 NONE 2.3 568.7 6.097 1.269 NONE 2.2 398.8 5,360 423 NONE 2.1 239.5 7.826 503 NONE 2.1 0.93 49.6 2.1 NONE 2.3 RCYI 3.477.7 t.806 (932) MANY 4.3 3.451.7 8,17S (312) MANY 40.2 1.229.3 5,940 (359) 7.0 -4.1 1,475.2 8.341 (14) 11.7 0.0 5.73 51.4 0.3 13.6 0.3 RCM2 3.116.2 7.529 (653) MANY -0.2 3,W07.1 7.949 (182) MANY 0.2 1,103.5 5.861 (80) 8.5 0.3 1,322.1 8,309 19 32.7 0.0 5.13 51.0 0.7 16.4 0.3 RCYI 2,305.7 7.297 (421) MANY -0.1 2,7S5.8 7,750 (3841 MANY .0.t 987.3 1.809 (28) 10.1 0.0 1,385.2 8.295 33 13,7 0.0 . 4 59 50.8 0.9 20.3 0.2 RCY4 2,516.1 7.101 (25 MANY -0.1 X498.9 7.58 (212 MANY -0.3 885.4 5.7S3 (1) 11.9 0.0 1.063.0 8,290 37 15.5 0.0 4t,1 50.8 0.9 25.4 0.2 RCYS 2,257.6 6.942 166) MANY 0.0 2,242.8 7.410 (64) MANY o.a 794.1 5.773 30.6 0.0 953.9 S.292 35 82.6 0.0 3 69 51.0 0.6 156.0 0.2 RCY6 2,026.8 6.8= 68 9.1 0.0 2,014.3 7,302 64 9.2 0.0 713.3 5.768 13 MANY 0.0 856.5 8.301 26 NONE 0.0 3.31 51.3 0.4 NONE 0.1 AMr 155 114 447 529 1000 paRob 0 664 695.S 232.1 286.5 3 st* O r Table 8.3 Econmic Indicators and -Mainteanc Standard LINKS in Pair and Poor Condition/Wide &aads (Wilatern Reon~ (1990 prices) SWF wa)6V1.OWIFAIR DlIP eWV>7low/PoOE 32 WS>44.0W IhAIt 32P we>4/Low niomS 83? W>4ImrD (fAIR 93P WB>4f&&V0 (900 Mowd. c68 amf Ni' MRS NPV( coo m7k Nil' IRS NPW CAW ioYh Ni' Om5 PWI Cod on~ Nil MR RiV/ C.0 soIl 'prV ERt NPYI coo soln Nil' amS N PA" how? F.oin. lh S INV1. Ay F~. aon INV. Agy. Eos. il S INY. A&~7 Esos. Osi S WNV. Age=y E~. asoi IS 371. Agoty Eoo. pTl S WV41. sioil Toed TOWd TobA Tdol TOW TOW) T.Wo Tota Total TOWa TOWa TtAhl 12%s 12 % 12 % 12 ? I 12 S 12%S 12% S 12%9 12%9 12% 12% 32 9AS. S12.4 1.703 374.2 I.005 1.595.2 10.013 309.3 4.517 632.3 7.411 100 62 3.317.5 06Y3 2S8.A 1.438 265 48. 32.0 330.8 806 99 MANY 3.3 343.9 9.703 1.111 S8.1 1.3 366.4 3.99 3S29 63.5 1.4 303.7 6.730 681 78A 2.0 548 , .2LIMA 129.5 95 9 2.4 0612 212.5 3,423 20 68.2 3.2 366.1 331 203 MANY 3.2 '113.9 9.692 1.121 02.3 1.5 333.3 4,01% 520 35.0 3.5 33.9 6.760 653 107,2 2 1 49.31 2 70.4 137.2 139.3 2 4 0617) 209.2 1.414 239 334.4 3.4 349.3 795 20 MANY 1.4 633.1 9.717 1.090 132.9 3.6 304.4 4.044 434 132.3 t.6 2T7.9 6.333 593 1S991 231 443 3 .23.S 204.3 3 70.3 2.3 0614 133.7 1.410 293 1AANY 1.6 133.1 392 212 MANY 3.6 635.3 9,777 1.036 360.2 1 7 214.5 4.071 456 316.6 1.7 250 2 6.334 526 393.4 23 1999" 1296.6 91 0 407.0 2.3 0613 374.2 3.433 292 MANY 1.7 122.3 790 234 MANY 1.3 554.3 9,031 961 ONE 1.7 247.4 4.100 427 NONM 3.1 225.4 6.93t 459 NON?R 206 36 06 1.309.7? 79 NONE 2.2 - 36Y6 IS?74 1.413 290 MANY 2.3 3*0.4 7819 236 MANY 2.0 514.2 9.922 893 ONE 1 7 22) 4 4,329 39 NONE 3.3 3031 3 1.018 392 NONE 3.9 32 35 1.322 7 6430 NONE 2 0 UCYI 339.3 3.932 (2303 MANY 0.3 609 4 1.170 (365) MANY .0).3 2,632.3 312.21 (430) 5.7 0).2 3. 17071 4.679 (152) 6 6 -0.3 3,050.9 7.311 94 14,13 031 168 22 3.3434 39. 39 2 0.2 RCY2 753.6 3,365 (3635 MANY 0 2 5413 3.1323 (3392 MANY 0 2 2,355.7 I31.0331 (7403 6.6 0.3 3,047.0 4.673 ("93 6.9 -0.31 9472 7.203 327 37.1 03 350.OL56 1.132I6 33.9 20 6 0 2 OMI 672.9 1.309 (t06) MANY 0.2 491 3 3.085 (31) MANY 0.2 2,322.3 10.930 (117) 3.0 0.3 944 0 4.306 (593 7.6 0.3 34738 7.2371 23 19.1 03 3 3439 1.316 4 13.3 22.4 0.2 OCY4 402.7 1.762 (59) MANY -031 439 9 3.01* (46) MANY 06.1 3,900.3 10.363 (1m0) .5 0.0 343 4 4.556 (29) 7.1 0.0 739.1 7.106 304 213I' 03 120170 2,362.1 25. 25.4 0.2 RC'S $43.3 3.225 (22) MANY 0.0 394.2 3,022 (27) NONE 0.0 3,702.3 30.326 (133 3.3 0,0 757 4 4.534 (7) 2.2 0 0 679.0 7.330 OD 90. 034 309 19 3.3691 33.4 342.0 0.2 AcY6 436.7 3.694 9 30.5 0 0 333.6 919 26 MANY 0.3 1.525,3 30.900 14 ANY 0.0 673.7 4,533 9 MANYT 0.0 60931 7.350 53 NON? 0.3 96 94 1.376 0 1.35 740(3 0.3 AM 243 354 636 539 3340 1247 3.00bAn 309.51 84.5 323.3 349 124 2. Table 9. Wfmlt Maintenance Stardards cnd ExLenditures. ithout eudaet Constraints. F1Y994-2011 by Period Uestern Realon (i1llions of 1990 Taka) Net Present Ratio financial Costs f nincist Costs Undsscowuted LINK DT Length Naint. Maintenance Standard Value tRR PV/ fn Present Value _ Cspital t Reciirent Code km Standard Description (12K) Total discounted at 12X fY94-97 FY98-01 F102-t1 FY94-11 Code Cap.Rec Capital Recurrent Total Total a Take (X) u Take a Taks a TakO n Take Tak m Toa m Taks Nbria Rook. Cup to 4 m) Aif 1SS 664 06Y4 Overlay In 1996 and 2004 1.296 t100 1.9 583 103 687 781 49 857 1.687 Ale 150 4 SEY2 Reseal in 1994 mnd verlay in 2000 8 173 2.2 3 1 3 2 4 5 10 AlP t55 696 063 Overlay In 1995 ndi 2003 1,304 151 1.7 647 108 75s m 52 856 1.684 A2F 447 233 06Y2 Overtay in 1994 nd 200 SS7 104 1.9 256 36 292 274 17 299 590 A20 720 2S SE6 Newel in 1998 and Overlay In Z 4 39 136 3.1 9 4 13 2 9 29 40 A2P 529 287 06Y1 Overlay In 1993, 2001 ad 2009 797 92 1.9 384 44 428 329 21 668 1,017 3F 1,000 I 0611 Overlay In 993, 2001i s2008 3 81 2.0 2 0.2 2 1 0.1 3 4 Subtotal IM 4-006 l * 1 .M A I,8.10 L1o iz ?LJM 5.2lB Wide RPa_t (ider thM 4 m) SIF 242 110 06Y4 Overlay In 1996 and 2007 293 >100 1.6 171 18 189 243 6 256 508 BIP 155 85 06Y6 Overlay in 1998 and 2001 216 >100 2.0 97 13 110 6 177 18 371 B2F 615 324 06Y2 Overlay In 1994 nd 2003 1,121 82 1.5 708 51 759 755 24 795 1,573 B2G 774 86 SEY6 Reseal In 1998 and Overtay in 2004 177 104 2.3 62 1S 77 6 48 210 265 82P 559 149 06Y1 Overlay In 1993 and 2003 529 64 1.4 342 24 366 336 11 356 703 O3F 1.139 124 06Y1 Overlay In 1993 and 2001 681 79 2.0 325 19 344 299 9 313 621 930 1.465 641 SEYS Reseal In 1997 and Overlay in 2003 2,151 121 3.0 611 107 718 47 406 1,821 2,274 83P 1.247 22 06Y1 Overlay In 1993 nd 2001 130 96 2.4 52 3 SS 48 2 50 99 a6trSrbl 1.5" 5.297 85_ ]k 23B i 2B ^4 E ^B . .~ ~ ~ ~~~~~~~~~~~~~~~~~~~~L .. . ..61 _ . .. .... __ .._. lotol 3.447 9,303 101 1.9 4.251 S47 4,79? 3,905 83? 6,153 11'44? 09 oe 0 O M Table 10. Selected Maintenance Standards and Expenditures. With Budbet Constraints, FY1294-2011 by Period Western Regi (millians of 1990 Taka) Met Present Ratio Financial Costa Financial Costs UkhIscounted LINK ADY Lenrth Mafnt. Maintenance Standard Value IRR mPV/ In Present Va(ue C2Rital 4 Recurrent Code km Standard Description (122) Totat discounted at 122 FY94-97 FY98-01 fY0e-11 1Y94-11 Code Cap8Rec Capital Recurrent Totat Totat m Taka (M) a Take m Taka m Tako a Taka a Take n Take a Take atrrm Raubd (te to 4 ml AIF 155 664 06Y5 Overlay in 1997 and 2005 1.295 >100 2.08 521 103 624 49 781 857 1 687 AiG 150 4 SE12 teseal in 1994 and Overlay in 2000 173 2.18 3 0.7 3 2 4 5 10 AIP 155 696 06 Overlay In 1996 and 2004 1,297 '100 1.89 578 108 686 777 52 856 1,684 A2F 447 233 06M Overlay in 1995 ad 2003 542 174 2.05 229 36 265 274 17 299 590 A2G 720 25 SEY6 Resesl In 1998 and overlay fn 2004 39 138 3.07 9 4 13 2 9 29 40 A2P 529 287 0611 overlay In 1993, 2001 and 2009 797 92 1.86 384 44 428 329 21 "68 1017 3F 1,000 1 06 Owolaty n I993, 2001 ond 2008 3 81 2.02 2 0.2 2 1 0.1 3 4 Subtotat j.08 151 1,97 .724 297 2.021 132 2 716 5. Wide Book (of th, 4 a) 61F 242 110 06Y5 Overlay in 1997 and 2007 292 >100 1.68 157 17 174 8 243 256 507 SIP 155 85 06Y6 Overlay in 1998 and 2001 216 >100 1.95 97 13 110 6 177 188 371 8Zf 615 324 06Y2 Overlay In 1994 and 2003 1,121 82 1.48 708 51 759 755 24 795 1,573 82G 774 86 SEY6 Reseat In 1998 and Overlay In 2004 177 104 2.31 62 15 77 6 68 210 265 02P 559 149 06Y3 Overlay in 1995 and 2004 484 132 1.59 281 24 304 336 11 354 701 B3f 1,139 124 06Y1 overlay in 1993 an 2001 681 79 1.98 325 19 344 299 9 313 621 830 1,465 641 SEYS Reseal fn 199? end Overlay in 2003 2,151 121 3.00 611 107 718 4? 406 1,821 2,274 93P 1,247 22 06Y1 overtay fn 1993 nd 2001 130 96 2.36 52 3 55 48 2 50 99 Subtotal 1^L I L f ,.- m L53t LM 9 LW6t O Yotal 3.44? 4 9,232 119 2.02 4,016 546 4,567 2,98 m I,= 6m703 11,45 W For adjusted link length see lable 11 footnote. o f Table 11. Selected Maintenance Standards and Physical Uorks. FY1994-2011 by Period Western Resion p/ (Cn kilometers) LINK ADt Length Maint. Maintenance Standard Ratio Overlaw Uwks _ Wes&sl Marks Code km Standard Description NPV/ FY94-97 FY98-O1 FY02-11 Total FY94-97 FY98-01 FY02-11 Total Code Total Cap4Rec ki km km km km kim km k bnros Reeds (Me to 4 a) AIF 155 oT 06Y5 overlay In 1997 And 2005 2.08 -- 647 647 1294 -- AIG 150 4 SEY2 Reseal in 1994 and Overla In Z000 2.18 -- 4 - 4 4 4 AIP 155 641 06Y4 Overlay in 1996 and 2004 1.89 661 -- 641 1,282 -- - A2F 44T 233 063 Overtsy In 1995 wnd 2003 2.05 233 -- 233 466 -6 -- -- A2G 720 25 SEY6 Reseat fn 1998 and Overlay in 2004 3.07 -- -- 25 25 -- 25 25 A2P 529 287 0611 overlay In 1993. 2001 and 2009 1.86 287 -- 574 861 - - A3F 1,000 1 06Y1 Overlay in 1993, 2001 and 2008 2.02 1 -- 2 3 -- -- - - subtotal~~~~ ~ ~ 1-9t q^m$ I.16 2&22 3.9354 2 MId. Rieds (wider than 4 e) BIF 242 106 06v5 Overlay In 1997 and 2007 1.68 - 106 lS 06 212 SIP 155 60 066 overlay In 1998 and 2001 1.95 - 60 60 120 B2F 615 332 0612 Overlay in 1994 nd 2003 1.48 332 -- 332 664 - 52G 774 86 SEY6 Reseat In 1998 and Overlay In 2004 2.31 -- -- 86 86 86 -- 86 U2P 559 149 06Y3 Overlay In t995 and 2004 1.59 149 -- 149 298 - -- -- B3f 1,139 126 0611 overlay In 1993 eod 2001 1.98 124 - 124 248 - -- -- -* 93G 1,465 533 SEYS Reseat In 1997 end Overlay In 2003 3.00 - - 533 533 - - 533 -- 53 B3P 1,247 130 06Y1 overlay in 1993 and 2001 2.36 130 - 130 260 -- -- -- -- Subtotetl J i3 16 .5220 ?,421 e 619 Totat 3,358 at 2.02 I,89m 817 3.642 6,356 4 644 a 643 "~~~~~~~~~~~_ _ _ _ _ _ .. .. = p/ There Is a marginal difference in the link iength of this table ccmpared to previous tables because 89 km of roadr in tiXe oriqnai analysis were incorrectly classified as being in the 9estern Region when they were actually in the Eastern 8egiwn. This does not mste- aWO affect the analysis, only the final numaber of kilometers selected. ehich has beep reftected correctly In this tabte ond in imb. 12. t4 crE OQ Z N3r ANN5lFX 4. 1 Page 22 of 28 TThJle 12: PopoHsed Paved Roads Prram F94-9 by Joad Western Reg ion (1990 bage data) Route Section: Road Length Req, Widtth IRI ADT LINK Maintenan. Cumulat. Number, Route flame Road SHlovd in Length (kin) (i) (m) (vpd) Code Year (km) 0041 -l : N5 ; BEL0ANGA-PANCHAGAR 16.0 R 5.5 1 5 6.0 560 52P O&Y3 3 16 0041 -2 :S , BELOANGA-PANCHAGAR i4.5 R 5.4 1.4 f.3 560 82P 06Y3 3 31 0041 -3 N5 , BELDANGA-PANCHAGAR 6.5 R 5.4 1.5 8.6 560 82P 06Y3 3 37 0041 -4 Ns , BELDANGA-PANCHAGAR 4.0 R 3.5 1.9 6.6 560 A2P 06Y1 1 41 0041 -5 :N5 BELQANGA-PANCHA6AR 12.5 R 3.2 Z.1 7.4 560 A2P 06Yt 1 54 0041 -6 N5 BELDANGA-PANCHAGAR 24.0 R 3.3 2.0 8.9 560 A2P 06Yl 1 78 0042 -2 :NS PANCHAGAR-sANGLABANDH 27.0 R 3.3 2.0 6.7 270 AIP 06Y2 2 105 0042 -3 : Ns PANCHAGAR-BANGLABANDH 12.5 R 3.1 2.0 7.6 270 AIP 06Y2 2 117 0042 -4: NS PANCHAGAR-BANGLABANDR 1.0 R 3.0 1.8 9.3 270 AlP 06Y2 2 118 0043 -1 : N52 BOGRA-NATORE 11.5 R 5.6 1.6 4.9 1,150 B3F 06Y1 1 130 0043 -2 : N52 BOGRA-NATORE 39.5 R 5.5 1.9 5.5 1,150 B3F 06Y1 1 169 0043 -3 : N52 , BOGRA-NATORE 4.0 R 5.6 1.7 6.3 1,150 B3F 06Y1 1 173 0043 -4 : N52 BOGRA-NATORE 7.0 R 5.4 1.6 7.5 1,150 83P 06Y1 1 180 0043 -5 : N52 BOGRA-NATORE 1.0 R 5.4 1.5 8.5 1,150 83P 06Y1 1 181 0044 -1 : N56 , RANGPUR-KURIGRAM 15.0 R 5.5 2.4 5.8 420 B2F 06Y2 2 196 0044 -2 : N56 RANGPUR-KURIGRAM 21.0 R 4.0 2.3 5.7 420 A2F 06Y3 3 217 0044 -3: N56 RANGPUR-KURIGRAM 14.5 R 4.0 2.4 6.2 420 A2F 06Y3 3 232 0045 -1 : N58 , DINAJPUR-BELDANGA 1.0 R 6.8 1.3 5.6 960 82F 06Y2 2 233 0045 -2: N58 , DINAJPUR-BELDANGA 15.5 R 6.8 1.2 6.2 960 B2F 06Y2 2 248 0046 -2 : N59 , BARABARI-LALMONIRHAT 1.0 R 3.3 1.5 7.2 220 AlP 06Y2 2 249 0047 -3 : N59 t LALMONIRHAT-PATGRAM 2.5 R 3.6 1.7 7.3 160 AlP 06Y4 4 252 0053 -1: N7 , JHENAIDAH-JESSORE 6.5 K 7.0 1.5 7.5 2,210 B3P 06Y1 1 258 0053 -2 : N7 , JHENAIDAH-JESSORE 10.5 K 6.4 1.3 6.3 2,210 83P 06Y1 1 269 0053 -3 : H7 , JHENAIDAH-JESSORE 17.0 K 6.5 1.3 8.4 2,210 83P 06Y1 1 286 0053 -4 : N7 , JHENAIDAH-JESSORE 11.5 K 5.9 1.5 6.5 2,210 B3P 06Y1 1 297 0054 -1 :N7 , JESSORE-KHULNA 18.0 K 9.4 2.0 6.7 2,230 B3P 06Y1 1 315 0054 -2 :17 , JESSORE-KHULNA 39.0 K 6.7 1.6 6.0 2,230 83P 06Y1 1 355 0054 -3 N7 JESSORE-KHULNA 5.5 K 6.7 1.7 7.4 2,230 83P 06Y1 1 360 0055 -1 :7 , KHULNA-NOWAPARA 10.0 K 8.6 1.9 4.9 1,020 83F 06Y1 1 370 0056 -1 N7 , NOWAPARA-MONGLA 26.5 K 7.6 2.2 4.9 420 82F 06Y2 2 396 0057 -5 :N72 JESSORE-MAGURA 7.5 K 3.5 2.5 7.8 240 AlP 06Y2 2 404 0057 -6: N72 JESSORE-MAGURA 7.5 K 3.6 2.3 9.4 240 AlP 06Y2 2 411 0058 -2: N74 , JHENAIDAH-KUSHTIA 1.5 K 6.2 1.8 7.0 1,180 B3P 06Y1 1 413 0059 -1 1N74 , KUSHTIA-BHERAM4ARA 8.0 K 6.8 1.0 6.7 810 B2P 06Y3 3 421 0059 -2 : N74 , KUSHTIA-BHERAMARA 3.0 K 6.2 1.5 9.5 810 B2P 06Y3 3 424 0059 -3 : N74 , KUSHTIA-BHERAMARA 7.0 K 5.1 1.7 6.9 810 82P 06Y3 3 431 0059 -4 : N74 KUSHTIA-BHERAMARA 1.0 K 4.2 2.0 8.4 810 82P 06Y3 3 432 0061 -1 : N76 , JESSORE-BENAPOLE 6.5 K 5.7 2.2 4.8 1,320 83F 06Y1 1 438 0061 -2 : N76 , JESSORE-BENAPOLE 21.0 K 5.5 2.0 5.4 1,320 83F 06YI 1 459 0061 -3 : N76 JESSORE-BENAPOLE 4.0 K 5.2 1.7 6.7 1,320 83P 06Y1 1 463 0061 -4 : N76 JESSORE-BENAPOLE 3.5 K 5.5 1.5 7.4 1,320 B3P 06Yl 1 467 0061 -5 : N76 , JESSORE-BENAPOLE 4.5 K 5.1 1.7 8.9 1,320 83P 06Y1 1 471 0065 -1 : N84 FARIBPUR-BHANGA 5.5 K 6.7 1.5 5.6 1,000 B3F 06Y1 1 477 0065 -2 : N84 FARIDPUR-BHANGA 3.5 K 6.7 1.5 6.3 1,000 B3F 06Y1 1 480 0065 -3 : N84 , FARIOPUR-BHANGA 11.5 K 5.7 2.5 5.5 1,000 83F 06Y1 1 492 0065 -4 : N84 , FARIDPUR-BHANGA 11.0 K 5.7 2.3 6.2 1,000 B3F 06Y1 1 503 0065 -5 : N84 , fARIOPUR-BHANGA 1.0 K 4.0 2.5 5.5 1,000 A3F 06Y1 1 504 0066 -1 : N8 BHANGA-TEKERHAT 18.0 K 5.6 1.9 5.3 840 B2F 06Y2 2 522 0066 -2 : Ns BHANGA-TEKERHAT 1.5 K 5.6 1.8 6.3 840 B2F 06Y2 2 523 0067 -1 : N8 TEKERHAT-ROSTAFAPUR 11.5 K 5.3 1.6 5.4 430 B2F 06Y2 2 535 0067 -2 : N8 TEKERHAT-MOSTAFAPUR 2.5 K 4.9 1.8 6.8 430 B2P 06Y3 3 537 0067 -3 :11 , TEKERHAT-MOSTAFAPUR 1.0 K 3.4 2.5 6.4 430 A2F 06Y3 3 538 0067 -4 : N8 TEKERHAT-MOSTAFAPUR 1.0 K 3.4 2.5 7.2 430 A2P 06Y1 1 539 0068 -1 : Ns MOSTAFAPUR-BARISAL 9.0 K 6.6 1.5 5.5 420 B2F 06Y2 2 548 0068 -2: N8 , MOSTAFAPUR-BARISAL 19.0 K 5.5 1.5 5.7 420 B2F 06Y2 2 567 Table 12 Page 1 160 - ANNEX 4.1 Page 23 of 28 Table 12 Proposed Paved Roads Protram, FY94-97, by Road Western Region (continued) (1990 base data) Route Section: Road Length Reg Width IRI ADT LINK Maintenan. Cuwutat. Number, Route Name Road Should in Length (km) (m) (m) (vpd) Code Year (km) 0068 -3 :N8 a ,4OSTAFAPUR-BARISAL 4.0 K 5.5 1.7 6.4 420 B2F 06Y2 2 571 0068 -4 N8 , MOSTAFAPUR-BARISAL 24.0 K 3.2 2.4 6.6 420 A2P 06Y1 1 595 006& -5 NB- ,MOSTAFAPUR-8ARISAL 3.5 K 3.3 2.5 7.5 420 A2P 06Yt 1 599 0218 -1 : R540 , SSRAJGANJ-HATIKAMRUL 10.5 R 5.6 1.9 5.3 510 82F 06Y2 2 609 0218 -2 : R540 , SIRAJGANJ-HATIKAMRUL 8.0 R 5.2 1.5 6.3 510 82F 06Y2 2 617 0218 -3 : R540 SIRAJGANJ-HATlKANRUL 1.0 R 5.1 1.5 7.3 510 82P 06Y3 3 618 0219 -1 : R545 , BOGRA-NAOGAON 2.0 R 7.5 1.0 6.0 930 82F 06Y2 2 620 0219 -2 R545 BOGRA-NAOGAON 48.0 R 5.4 2.3 6.5 930 82F 06Y2 2 668 0221 -1 R545 , NAOGAON-MOHADEVPUR 4.0 R 5.5 1.0 5.0 670 B2F 06Y2 2 672 0221 -2 : R545 , NAOGAON-MOHADEVPUR 11.5 R 3.6 2.3 5.8 670 A2F 06Y3 3 684 0221 -3 : R545 , NAOGAON-MOHADEVPUR 2.0 R 3.6 2.5 7.0 670 A2P 06Y1 1 686 0221 -4 : R545 , NAOGAON-MOHADEVPUR 4.0 R 3.6 2.4 9.9 670 A2P 06Y1 1 690 0222 -1 R550 MOKAMTOLA-JOYPURHAT 9.5 R 5.4 2.3 5.5 530 82F 06Y2 2 699 0222 -2 : R550 MOKAMTOLA-JOYPURHAT 22.5 R 5.4 2.1 6.2 530 82F 06Y2 2 722 0222 -3 : R550 , MOKAMTOLA-JOYPURHAT 2.0 R 3.6 1.6 5.7 530 A2F 06Y3 3 724 0222 -4 : R550 MOKAMTOLA-JOYPURHAT 2.0 R 3.6 2.0 6.5 530 A2F 06Y3 3 726 0222 -5 : R550 MOKAM;QLA-JOYPURHAT 1.0 R 3.6 2.0 7.5 530 A2P 06Yt 1 727 0223 -1 : R555 PALASHBARI-GAIBANDAH 1.5 R 5.6 1.1 5.5 330 B2F 06Y2 2 728 0223 -2 : R555 PALASHBARI-GAIBANDAH 1.0 R 5.6 1.1 6.0 330 B2F 06Y2 2 729 0223 -3 : R555 , PALASHBARI-GAIBANDAH 6.5 R 3.6 1.7 5.4 330 A2F 06Y3 3 736 0223 -4 R555 , PALASHSARI-GAIBANDAH 12.0 R 3.5 1.6 6.1 330 A2F 06Y3 3 748 0225 -1 : R585 DINAJPUR-PHULBARI 8.0 R 5.4 1.5 6.4 690 82F 06Y2 2 756 0225 -2 : R585 , DINAJPUR-PHULBARI 25.0 R 4.3 1.8 6.5 690 B2F 06Y2 2 781 0225 -3 : R585 , DINAJPUR-PHULBARI 7.0 R 3.6 2.0 6.9 690 A2P 06Y1 1 788 0226 -4 : R585 , PHULBARI-GOBINDAGANJ 1.5 R 3.6 2.3 7.3 260 AIP 06Y2 2 789 0228 -1 R685 RAJSHAHI-NAOHATTA 6.5 R 5.6 1.5 5.5 640 B2F 06Y2 2 796 0228 -2 R685 RAJSHAHI-NAOHATTA 3.5 R 5.6 1.5 7.3 640 82P 06Y3 3 799 0229 -1 : R685 , NAOHATTA-CHOUMASHIA 1.0 R 5.6 1.5 7.1 320 G2P 06Y3 3 800 0229 -2 : R685 N HAOHATTA-CHOUMASHIA 3.0 R 5.6 1.5 7.6 320 B2P 06Y3 3 803 0229 -3 : R685 , NAOHATTA-CHOUMASHIA 13.5 R 3.6 2.1 5.5 320 A2F 06Y3 3 817 0229 -4 R685 r NAOHATTA-CHOUMASHIA 37.0 R 3.7 2.3 6.2 320 A2F 06Y3 3 854 0229 -S : R685 , NAOHATTA-CHOUMASHIA 1.5 R 3.8 2.3 7.0 320 A2P 06Y1 1 855 0230 -1 R710 , AHLADIPUR-RAJBARI 1.0 K 5.6 1.0 6.2 460 82F 06Y2 2 856 0230 -2 R710 AHLADIPUR-RAJBARI 4.0 K 3.7 2.0 5.2 460 A2F 06Y3 3 860 0230 -3 : R710 , AHLADIPUR-RAJBARI 5.0 K 3.7 2.0 6.2 460 A2F 06Y3 3 865 0231 -2 : R745 KUSHTIA-MEHERPUR 20.0 K 3.8 1.8 7.6 200 AIP 06Y2 2 885 0231 -3 : R745 KUSHTIA-MEHERPUR 29.0 K 3.8 1.8 8.6 200 AIP 06Y2 2 914 0231 -4 R745 K KUSHTIA-MEHERPUR 1.5 K 3.9 1.8 9.5 200 AlP 06Y2 2 916 0232 -4 R745 , MEHERPUR-CHUADANGA 2.5 K 3.4 2.7 7.4 180 AlP 06Y4 4 918 0232 -5 R745 , MEHERPUR-CHUADANGA 11.5 K 3.2 2.8 9.2 180 AlP 06Y4 4 930 0232 -6 : R745 M MEHERPUR-CHUADANGA 2.0 K 3.2 2.8 11.4 180 AlP 06Y4 4 932 0233 -1 R745 , CHUADANGA-JHENAIDAH 1.0 K 5.6 1.5 5.9 370 B2F 06Y2 2 933 0233 -2 R745 , CHUADANGA-JHENAIDAH 2.0 K 5.6 1.5 8.5 370 82P 06Y3 3 935 0233 -3 R745 , CHUADANGA-JHENAIDAH 10.0 K 3.5 2.5 5.7 370 A2F 06Y3 3 945 0233 -4 : R745 , CHUADANGA-JHENAIDAH 5.0 K 3.4 2.5 6.6 370 A2P 06Y1 1 950 0233 -5 : R745 , CHUADANGA-JHENAIDAH 8.0 K 3.7 2.4 8.0 370 A2P 06Y1 1 958 0233 -6 : R745 , CHUADANGA-JHENAIDAH 12.0 K 3.6 2.4 9.8 370 A2P 06Y1 1 970 0234 -1 : R750 , JESSORE-NARAIL 3.0 K 5.6 1.8 5.4 540 82F 06Y2 2 973 0234 -2 : R750 , JESSORE-NARAIL 10.0 K 5.3 1.5 7.6 540 82P 06Y3 3 983 0234 -3 : R750 , JESSORE-NARAIL 4.0 K 3.6 2.4 6.6 540 A2P 06Y1 t 987 0234 -4 : R750 JESSORE-NARAIL 9.0 K 3.7 1.9 7.6 540 A2P 06Y1 1 996 0234 -5 : R750 JESSORE-NARAIL 6.5 K 3.6 2.0 10.1 540 A2P 06Y1 1 1,002 0235 -1 : R755 , JESSORE-CHUKNAGAR 16.5 K 3.5 2.3 6.3 590 A2F 06Y3 3 1,019 0235 -2 : R755 , JESSORE-CHUKNAGAR 13.5 K 3.6 2.3 7.4 590 A2P 06Y1 t 1,032 0235 -3 : R755 , JESSORE-CHUKNAGAR 8.5 K 3.8 2.5 8.6 590 A2P 06Y1 1 1,041 0236 -1 : R760 , KHULNA-SATKHIRA 2.5 K 6.3 2.5 6.0 790 B2F 06Y2 2 1,043 Table 12 Page 2 - 161 - ANNEX 4.1 Page 24 of 28 Table 12: Proposed Paved Roads Progrram, FY94-97, by Road Western Region (continued) (1990 base data) Route Section: Road Length Reg Width IRI ADT LINK Maintenan. CumuLat. Nuiber, Route Name Reoa Should iri Length (km) (m) (m) (vpd) Code Year (km) 0236 -2 R760 KHULNA-SATKHIRA 1.0 K 4.7 2.5 5.7 790 B2F 06Y2 2 1,044 0236 -3 R760 K, ULNA-SATKHIRA 1A. K 4.7 2.5 6.2 790 B2f 06Y2 2 1,045 0236 -4 R760 KHULNA-SATKHIRA 1.0 K 4.7 2.5 8.6 790 82P 06Y3 3 1,046 0236 -5 : R760 , KHULNA-SATKHIRA 15.0 K 3.9 2.5 6.0 790 A2F 06Y3 3 1,061 0236 -6 : R760 , KHULNA-SATKHIRA 36.0 K 3.8 2.5 7.2 790 A2P 06Y1 1 1,097 0236 -7: R760 , KHULNA-SATKHIRA 3.0 K 3.8 2.5 8.6 790 A2P 06Y1 1 1,100 0237 -1 :R770 , NOAPARA-BAGERHAT 20.0 K 5.6 2.4 5.0 440 B2f 06Y2 2 1,120 0238 -1 :R770 , BAGERHAT-PIROJPUR 8.5 K 5.5 2.3 5.4 340 82F 06Y2 2 1,129 0238 -2 : R770 BAGERHAT-PIROJPUR 10.5 K 3.9 1.5 5.3 340 A2F 06Y3 3 1,139 0238 -3 : R770 fBAGERHAT-PIROJPUR 1.0 K 4.0 1.8 6.3 340 A2F 06Y3 3 1,140 0238 -4 : R770 , BAGERHAT-PIROJPUR 1.0 K 3.8 1.5 8.5 340 A2P 06Y1 1 1,141 0239 -1 : R860 , MOSTAFAPUR-MADARIPUR 6.0 K 5.6 1.8 5.7 490 B2F 06Y2 2 1,147 0239 -2 : R860 MOSTAFAPUR-MADARIPUR 1.0 K 5.6 1.8 6.8 490 82P 06Y3 3 1,148 0242 -1 : R880 PATUAKHALI-AMTALI 10.0 K 3.5 1.0 8.5 70 AIP 06Y4 4 1,158 0246 -1 :R545 , MOHADEBPUR-PATNITALA 1.5 R 3.8 2.0 5.5 360 A2F 06Y3 3 1,160 0246 -2 :R545 , MOHADEBPUR-PATNITALA 5.0 R 3.8 2.0 6.5 360 A2F 06Y3 3 1,165 0246 -3 :R545 , MOHADEHPUR-PATNITALA 6.0 R 3.8 2.0 7.6 360 A2P 06Y1 1 1,171 0246 -4 : R545 , MOHADEBPUR-PATNITALA 1.5 R 3.8 2.0 8.8 360 A2P 06Y1 1 1,172 0248 -3 : R780 , NOAPARA-MOLLARHAT 6.5 K 3.9 1.5 7.2 90 AlP 06Y4 4 1,179 0249 -3 : R850 , TAKERHAT-GOPALGANJ 2.0 K 3.6 1.5 11.4 110 AlP 06Y4 4 1,181 0250 -3 : R860 , MADARIPUR-SHARISTAPUR 1.5 K 3.5 2.3 7.2 106 AlP 06Y4 4 1,182 0252 -4 : R545 , PATNITALA-DHAMOIRHAT 4.5 R 3.8 2.0 7.3 130 AlP 06Y4 4 1,187 0252 -5 : R545 PATHITALA-DHAMOIRHAT 1.0 R 3.8 2.0 11.4 130 AIP 06Y4 4 1,188 0253 -2 : R545 OHAMOIRHAT-JOYPURHAT 1.0 R 3.8 2.0 6.8 70 AlP 06Y4 4 1,189 0253 -3 : R545 , DHAMOIRHAT-JOYPURHAT 3.0 R 3.8 2.0 8.7 70 AIP 06Y4 4 1,192 0253 -4 :R545 , DHAMOIRHAT-JOYPURHAT 2.0 R 3.8 2.0 11.4 70 AlP 06Y4 4 1,194 0254 -1 : R880 , AMTALI-BARGUNA 10.5 K 3.4 0.7 11.4 40 AIP 06Y4 4 1,204 0255 -1 :R585 , DINAJPUR-PHULBARI 8.0 R 5.4 0.0 11.4 690 82f 06Y2 2 1,212 0256 -2 :R710 RAJBARI-KUMARKHALI 7.0 K 3.7 2.5 8.5 90 AlP 06Y4 4 1,219 0257 -1 : R710 KUMARKHALI-KUSTIA 3.5 K 3.7 1.9 11.4 418 AlP 06Y4 4 1,223 0258 -1 : R850 , GOPALGANJ-MOLLARHAT 5.0 K 3.5 1.3 11.4 30 AlP 06Y4 4 1,228 0547 -3: F5002 ,DHARMAGARH-THAKURGAON 1.5 R 4.0 1.5 7.5 160 AlP 06Y4 4 1,229 0547 -4 : F5002 ,DHARMAGARH-THAKIURGAON 5.0 R 4.0 1.5 9.2 160 AlP 06Y4 4 1,234 0547 -5 :F5002 , DHARMAGARH-THAKiURGAOM 3.5 R 4.0 1.5 11.4 160 AIP 06Y4 * 1,238 0550 -3 : F5004 , BIRGANJ-HARIPUR 6.5 R 3.7 1.6 7.6 140 AlP 06Y4 4 1,244 0550 -4 : f5004 , BIRGANJ-HARIPUR 17.0 R 3.6 1.6 8.3 140 AIP 06Y4 4 1,261 0550 -5 :F5004 , BIRGANJ-HARIPUR 1.0 R 3.6 1.5 11.4 140 AlP 06Y4 4 1,262 0554 -2 : F5009 , RANISHANKAIL-NEKMORD 1.0 R 3.6 2.0 6.8 70 AlP 06Y4 4 1,263 0555 -1 : F5011 , SAIDPUR-PARBATIPUR 2.5 R 5.4 1.5 9.2 400 82P 06t3 3 1,266 0555 -2 :F5011 , SAIDPUR-PARBATIPUR 3.0 R 3.7 1.5 6.9 400 A2P 06Y1 1 1,269 0555 -3 :F5011 , SAIDPUR-PARBATIPUR 4.5 R 3.7 1.5 8.1 400 A2P 06Y1 1 1,273 0555 -4 :F5011, SAIDPUR-PARBATIPUR 4.0 R 3.7 1.5 9.3 400 A2P 06Y1 1 1,277 0559 -3 : F5025 , RANGPUR-BARDARGANJ 3.5 R 3.5 1.2 11.4 120 AlP 06Y4 4 1,281 0561 -3 : F5035 , MOKAMTOLA-SONATOLA 4.5 R 3.8 1.3 7.1 130 AIP 06Y4 4 1,285 0562 -1 :F5041 , BHUIYGATTI-TARAS 13.5 R 3.6 1.0 7.5 120 AlP 06Y4 4 1,299 0566 -3 :F5451 NAOGAON-BADALGACHJ 5.0 R 3.2 0.9 7.4 160 AlP 06Y4 4 1,304 0566 -4 *F5451 NAOGAON-BADALGACHI 5.0 R 3.4 1.0 10.1 160 AIP 06Y4 4 1,309 0566 -5 : F5451 , NAOGAON-BADALGACHI 1.0 R 3.4 1.0 10.8 160 AlP 06Y4 4 1,310 0568 -1 : F5454 , PATNITOLA-SHAPAHAR 2.0 R 3.7 2.0 6.8 170 AlP 06Y4 4 1,312 0568 -2 :F5454 , PATNITOLA-SHAPAHAR 20.0 R 3.7 2.0 7.5 170 AIP 06Y4 4 1,332 0568 -3 : F5454 , PATNITOLA-SHAPAHAR 2.5 R 3.7 2.0 8.9 170 AIP 06Y4 4 1,334 0569 -3 :f5457 , NAOGAON-ATRAI 3.0 R 3.5 1.1 7.3 130 AlP 06Y4 4 1,337 0569 -4 : f5457 , NAOGAON-ATRAI 1.0 R 3.5 1.0 11.4 130 AIP 06Y4 4 1,338 0570 -2 :f5612 , MAHIGANJ-HARAGACHA 1.0 R 3.6 1.5 7.1 140 AIP 06Y4 4 1,339 0570 -3 :F5612 , MAHIGANJ-HARAGACHA 2.5 R 3.6 1.5 8.7 140 AlP 06Y4 4 1,342 0570 -4 :F5612 , MAHIGANJ-HARAGACHA 1.0 R 3.3 1.3 11.4 140 AIP 06Y4 4 1,343 Table 12 Page 3 - ( 62 ANNEX 4.31 Page 25 of 28 , - Pri --osed Paved Ro sro ramF ,9497 ._b Road :.esLexnPeq4I (cantitinuedl (1OO bswe data) Pout e Soc- loaj a ength wtS Width IRI AOTJ L[iNK Maintenan. Clumat. 4;. >4n' .; ;P. P5707, NT.rHAMARI-011?0 R 3.7 1.1 7.6 130 AlP 06Y4 4 1.349 0MG0 -2 :FS!r2 O i IAJPUP - KHANPiJR '0 R 3.6 2.0 7.7 150 AlP 06Y4 4 1,353 0564 3 :F6'J0O, ISnJAROI ;AHCSVAI S tR 3.,< 1.7 6.9 180 Al1x O6Y4 4 1,56 0584 -4 F6006 1SWARI-SBANESWAR t.0 R 3.4 1.4 7.6 180 AlP 06Y4 4 1,360 0584 -: F6006 ISWARP.V1B3NESW5R s G R 3.3 2.3 9.0 180 AIP 06Y4 4 1,363 051W. 6 r6OF00,I Slti RD!-BANESUAR I ?.O R 3A 4 1.6 11.4 180 AlF 06Y4 4 1,380 0586 -5 :F680, hAWASGANJ-KANSAt 5.C R 3.5 1.3 7.6 120 AlP 06Y4 4 1,385 0586 -6 F6801 r NlAWABGANJ-KANSAI 2.0 R 3.5 1.1 9.8 120 AIP 06Y4 4 1,387 0591 -2 F7031 CHURAMONKCA1I-CHOWGACHA 6.5 K 3.6 1.7 6.8 230 AIP 06Y2 2 1,393 0591 -3 F7031 , CHURANONKATI-CHOWGACtHA 8.5 K 3.5 1 6 7.7 230 AIP 06Y2 2 1,402 0591 -4 F7031, CHURAMONKATI-CHOWGACIIA 1.0 K 3.7 1.8 9.4 230 AIP 06Y2 2 1,403 0593 -2 F7102 , RAJBARI-MADHUKHALI 1 5 K 3.7 1.5 7.3 160 AIP 06Y4 4 1,404 05S4 -1 F745F4, CHlJADANGA-DATTANAGAR 6.5 K 5.7 2.5 6.7 430 B2P 06Y3 3 1,411 0596 -.2 F7454 , ZHJADANGA-DATTANAGAR 11.0 K 5.7 2.5 7.3 430 82P 06Y3 3 1,422 u594 -S F?454 , tHUADANGA-DATTANAGAR 2.0 K 5.7 2.5 8.1 430 82P 06Y3 3 1,424 0594 -4 P7454, GHUADANGA-DATTANAGAR 4.5 K 1.i 2.0 6.5 430 A2F 06Y3 3 1,428 0594 -5 . F7454, CNJA0ANGA-0ATTANAGAR 9.0 K 3.7 2.F 7.1 430 A2P 06M1 1 1,437 0594 -6 F7454, CHUADANGA-DATTANAGAR 4.0 K 3.7 2.8 8.5 430 A2P 06Y1 1 1,441 0596 -1 F7601 , NAVARAN-SHATKHIRA 5.0 K 3.8 1.6 5.1 480 A2F 06Y3 3 1,446 0596 -2 F7601 , NAVARAN-SHATKHIRA 15 5 k