Preparation of a Comprehensive National Transportation Master Plan for Belize

Short Term Action Plan Report Version 2

August 2017

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Document Quality Information

General information

Author(s) Victor Bonilla, Moisés Muguerza, Gregory Narce, François-Marc Turpin, Patricia Morgan Project name Comprehensive National Transportation Master Plan for Belize Document name Short Term Action Plan Report Date 24 August 2017

Addressee(s)

Sent to: Name Organisation Sent on (date): Tracey RECINOS Office of the Prime Minister 24.08.2017

Yuri ALPUCHE Office of the Prime Minister 24.08.2017

History of modifications

Version Date Written by Checked by Approved & signed by: 1 17.04.2017 Roni Adiv Julian Aron Roni Adiv Victor Bonilla and 2 17.07.2017 Rodolfo Martinez Rodolfo Martinez other modal experts Victor Bonilla and 3 24.08.2017 Rodolfo Martinez Rodolfo Martinez other modal experts

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Contents

Executive Summary ...... xiii 1.1 General ...... xiii 1.2 Proposed Action Plans and Estimated Costs ...... xiii 1.2.1 Roads ...... xiii 1.2.2 MoT & Public Transport ...... xiv 1.2.3 Ports and Waterways ...... xiv 1.2.4 Aviation ...... xv 1.2.5 Trade facilitation and logistics ...... xvi 1.3 Key actions ...... xvi

Chapter 1 - Introduction ...... 1 1.1 General ...... 1 1.2 Analytical Structure ...... 1 1.3 Report Chapters ...... 2

Chapter 2 - Main shortcomings of the system and short-term actions identification ...... 3 2.1 Key issues identified during the baseline ...... 3 2.1.1 Roads ...... 3 2.1.2 Public Transport ...... 5 2.1.3 Ports and inland waterways...... 6 2.1.4 Aviation ...... 7 2.1.5 Other issues not covered for the short-term action plans ...... 8 2.1.5.1. Regional Trade ...... 8 2.1.5.2. Vulnerability and resilience to climate change ...... 9 2.2 Comments on the criteria use for short-term measure identification ...... 10 2.2.1 Implementation period ...... 10 2.2.2 Funding issues ...... 11 2.2.3 Impact ...... 11

Chapter 3 - The Road System/Ministry of Works ...... 12 3.1 Introduction ...... 12 3.2 Adding Road Sections & Bridges to the National Road Network ...... 12 3.2.1 Rationale / Problem Description ...... 12 3.2.2 Action Description ...... 13 3.2.2.1. Scope of Work ...... 13 3.2.2.2. Summary ...... 7 3.2.2.3. Financial Dimensions ...... 8 3.2.2.4. Institutional Dimensions ...... 8 3.2.2.5. Time Dimensions ...... 8 3.2.2.6. Monitoring Dimensions ...... 8 3.3 Improving Road Maintenance Program ...... 9 3.3.1 Rationale...... 9 3.3.1.1. 2017 Current MoW Road Maintenance Programs ...... 9 3.3.1.2. MoW Road Maintenance Budget ...... 9 3.3.1.3. Main Issue ...... 11 3.3.2 Action Description ...... 11 3.3.2.1. Maintenance Activities Proposed ...... 11 3.3.2.2. Methodology - Summary ...... 11 3.3.2.3. Optimal Maintenance Program ...... 11 3.3.2.4. Minimum Maintenance Program ...... 15

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3.3.2.5. Upgrade Maintenance Software ...... 18 3.3.3 Financial Dimension ...... 18 3.3.4 Institutional Dimensions ...... 20 3.4 Bridges Replacement Program along the Primary Highways ...... 20 3.4.1 Rationale...... 20 3.4.2 MoW Current Bridge Program ...... 21 3.4.3 Time Dimension ...... 24 3.4.4 Financial Dimensions ...... 25 3.4.5 Institutional Dimensions ...... 25 3.5 National Road Safety Project ...... 26 3.5.1 Rationale...... 26 3.5.1.1. Rationale of the previous Road Safety Project ...... 26 3.5.1.2. Impact ...... 27 3.5.2 Action Description ...... 28 3.5.2.1. Scope of Work ...... 28 3.5.2.2. Financial Dimension ...... 29 3.5.2.3. Institutional Dimensions ...... 30 3.5.2.4. Time dimension ...... 30 3.5.2.5. Speed Bumps Alternatives ...... 30 3.6 Monitoring Dimensions for Road Maintenance, Bridges Replacement and National Road Safety Project ...... 31 3.6.1 Objective ...... 31 3.6.2 Background ...... 31 3.6.3 Proposals ...... 32 3.6.4 Periodicity ...... 32 3.6.5 Budget ...... 32 3.7 Manual of Standards ...... 32 3.7.1 Rationale...... 32 3.7.2 Action Description ...... 33 3.7.2.1. Scope of work ...... 33 3.7.2.2. Financial Dimension ...... 34 3.7.2.3. Institutional Dimension ...... 35 3.7.2.4. Time Dimension ...... 35 3.8 Implementation of new legislation on vehicle weights and overloads and a system of weighbridges for its enforcement...... 35 3.8.1 Rationale / Problem Description ...... 35 3.8.2 Action Description ...... 36 3.8.2.1. Scope of Work ...... 36 3.8.2.2. Financial Dimensions ...... 37 3.8.2.3. Institutional Dimensions ...... 37 3.8.2.4. Time Dimensions ...... 37 3.8.2.5. Monitoring Dimensions ...... 37 3.9 Scholarship program to educate future staff of MoW and DoT ...... 38 3.9.1 Rationale / Problem Description ...... 38 3.9.2 Action Description ...... 38 3.9.2.1. Scope of Work ...... 38 3.9.2.2. Financial Dimension ...... 38 3.9.2.3. Institutional Dimension ...... 38 3.9.2.4. Time Dimension ...... 39 3.9.2.5. Monitoring Dimension ...... 39 3.10 Explore the options for a pilot PPP for operations and maintenance on the future paved Manatee road ...... 39 3.10.1 Rationale / Problem Description ...... 39 3.10.2 Action Description ...... 39 3.10.2.1. Scope of Work ...... 39 3.10.2.2. Financial Dimension ...... 40 3.10.2.3. Institutional Dimension ...... 40

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3.10.2.4. Time Dimension ...... 40

Chapter 4 - Ministry of Transport (MoT) and National Emergency Management ...... 41 4.1 Introduction ...... 41 4.2 National Belize Motor Vehicle Registration and Licensing System ...... 41 4.2.1 Rationale / Problem Description ...... 41 4.2.2 Proposed Action ...... 41 4.2.2.1. Vehicle Registration Requirements ...... 42 4.2.2.2. Licensing of vehicles motors ...... 43 4.2.2.3. Driving Licenses Requirements ...... 43 4.2.2.4. Documents Validity ...... 45 4.2.2.5. Traffic Violations...... 45 4.2.3 Financial Dimensions ...... 46 4.2.4 Institutional dimensions ...... 47 4.2.5 Time Dimensions ...... 47 4.2.6 Monitoring Dimensions ...... 48 4.3 Developing Bus Stops Program for Intercity Bus Service ...... 48 4.3.1 Scope of Work ...... 48 4.3.2 Implementation Phases ...... 49 4.3.3 Financial Dimension – Estimated Costs ...... 49 4.3.4 Monitoring Dimensions ...... 50 4.4 Design, build and operate the new bus intercity bus terminal of Belize City .... 50 4.4.1 Rationale...... 50 4.4.2 Scope of Work ...... 50 4.4.3 Financial Dimension ...... 51 4.4.4 Institutional Dimension ...... 51 4.4.5 Monitoring Dimension ...... 51 4.5 Modernizing Public Bus Service and Issuance of Public Transport Permits ...... 51 4.5.1 Scope of Work ...... 51 4.5.2 Institutional Dimensions ...... 53 4.5.3 Implementation Phases ...... 54 4.5.4 Financial Dimension ...... 54 4.5.5 Monitoring Dimensions ...... 55

Chapter 5 - Ports and Maritime ...... 56 5.1 Introduction ...... 56 5.2 Technical Assistance and Capacity Building for the Belize Port Authority ...... 56 5.2.1 Rationale / Problem Description ...... 56 5.2.2 Action Description ...... 57 5.2.2.1. Scope of Work ...... 57 5.2.2.2. Financial dimensions ...... 58 5.2.2.3. Institutional dimensions ...... 58 5.2.2.4. Time dimensions ...... 58 5.2.2.5. Monitoring dimensions ...... 58 5.3 Provide Support to the Government to Shift toward a More Efficient Organization of Stevedoring in the Port of Belize Ltd...... 59 5.3.1 Rationale / Problem Description ...... 59 5.3.2 Action Description ...... 60 5.3.2.1. Scope of Work ...... 60 5.3.2.2. Financial dimensions ...... 61 5.3.2.3. Institutional dimensions ...... 61 5.3.2.4. Time dimensions ...... 61

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This considered, the services should start by mid-2018 only if an agreement between GOB and Belize Port Ltd was obtained. The services are expected to last 6 months to propose recommendations...... 61 5.3.2.5. Monitoring dimensions ...... 61 5.4 Comprehensive Strategy for the Development of Belize Port Ltd...... 61 5.4.1 Rationale / Problem Description ...... 61 5.4.1.1. Cruise Ship Warf and Terminal ...... 61 5.4.1.2. Containers ...... 62 5.4.1.3. Bulk ...... 62 5.4.1.4. Feasibility Study ...... 63 5.4.2 Action Description ...... 63 5.4.2.1. Scope of Work ...... 63 5.4.2.2. Financial dimensions ...... 64 5.4.2.3. Institutional dimensions ...... 64 5.4.2.4. Time dimensions ...... 64 5.4.2.5. Monitoring dimensions ...... 65 5.5 Support to Big Creek Group to Finalize Dredging Works in the Port of Big Creek ...... 65 5.5.1 Rationale / Problem Description ...... 65 5.5.2 Action Description ...... 65 5.5.2.1. Scope of Work ...... 65 5.5.2.2. Financial dimensions ...... 66 5.5.2.3. Institutional dimensions ...... 66 5.5.2.4. Time dimensions ...... 66 5.5.2.5. Monitoring dimensions ...... 66 5.6 Open New Market Opportunities at The Port of Big Creek (LPG And Import of Petroleum Products) ...... 67 5.6.1 Rationale / Problem Description ...... 67 5.6.2 Action Description ...... 67 5.6.2.1. Scope of Work ...... 67 5.6.2.2. Financial dimensions ...... 67 5.6.2.3. Institutional dimensions ...... 68 5.6.2.4. Time dimensions ...... 68 5.6.2.5. Monitoring dimensions ...... 68 5.7 Mapping and review of the possibilities for inland waterway transport ...... 68 5.7.1 Rationale / Problem Description ...... 68 5.7.2 Action Description ...... 69 5.7.2.1. Scope of Work ...... 69 5.7.2.2. Financial dimensions ...... 69 5.7.2.3. Institutional dimensions ...... 69 5.7.2.4. Time dimensions ...... 69 5.7.2.5. Monitoring dimensions ...... 69 5.8 Study of PSO contracts for rendering commuting ferry services for employees of the tourist industry – preparation of tender documents ...... 70 5.8.1 Rationale / Problem Description ...... 70 5.8.2 Action Description ...... 70 5.8.2.1. Scope of Work ...... 70 5.8.2.2. Financial dimensions ...... 71 5.8.2.3. Institutional dimensions ...... 71 5.8.2.4. Time dimensions ...... 71 5.8.2.5. Monitoring dimensions ...... 71

Chapter 6 - Civil Aviation ...... 72 6.1 Introduction ...... 72 6.2 Restructure the Regulatory Oversight of the Civil Aviation Sector (In accordance with the standards and recommended practices of ICAO through the creation of a

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Belize Civil Aviation Authority, and strengthening of the Belize Airports Authority) ...... 73 6.2.1 Rationale / Problem Description ...... 73 6.2.2 Action Description ...... 73 6.2.2.1. Creation of the Belize Civil Aviation Authority (BCAA) ...... 73 6.2.2.2. Restructuring of the Belize Airports Authority (BAA) ...... 74 6.2.2.3. Capacity building activities ...... 75 6.2.2.4. Financial dimensions ...... 75 6.2.2.5. Institutional dimensions ...... 76 6.2.2.6. Time dimensions ...... 76 6.2.2.7. Monitoring dimensions ...... 76 6.3 Address Shortcomings in the Security Arrangements at the Regional Aerodromes ...... 76 6.3.1 Rationale / Problem Description ...... 76 6.3.2 Action Description ...... 77 6.3.2.1. Scope of Work ...... 77 6.3.2.2. Financial dimensions ...... 77 6.3.2.3. Institutional dimensions ...... 78 6.3.2.4. Time dimensions ...... 78 6.3.2.5. Monitoring dimensions ...... 78 6.3.3 Rationale / Problem Description ...... 78 6.3.4 Action Description ...... 79 6.3.4.1. Scope of Work ...... 79 6.3.4.2. Financial dimensions ...... 79 6.3.4.3. Institutional dimensions ...... 79 6.3.4.4. Time dimensions ...... 79 6.3.4.5. Monitoring dimensions ...... 79 6.4 Develop Airport Master Plan for San Pedro ...... 80 6.4.1 Rationale / Problem Description ...... 80 6.4.2 Action Description ...... 80 6.4.2.1. Scope of Work ...... 80 6.4.2.2. Financial dimensions ...... 80 6.4.2.3. Institutional dimensions ...... 81 6.4.2.4. Time dimensions ...... 81 6.4.2.5. Monitoring dimensions ...... 81 6.5 Review terms in the Concessions Agreement between the Belize Airports Authority and the Belize Airport Concession Company (that inhibit appropriate oversight by the BAA and future airport development by new entrants) ...... 81 6.5.1 Rationale / Problem Description ...... 81 6.5.2 Action Description ...... 82 6.5.2.1. Scope of Work ...... 82 6.5.2.2. Financial dimensions ...... 82 6.5.2.3. Institutional dimensions ...... 82 6.5.2.4. Monitoring dimensions ...... 82

Chapter 7 - Trade facilitation and logistics ...... 83 7.1 Introduction ...... 83 7.2 Establish the minmum infrastructure for border control in Jalacte border crossing ...... 83 7.2.1 Rationale / Problem Description ...... 83 7.2.2 Action Description ...... 83 7.2.2.1. Scope of Work ...... 83 7.2.2.2. Financial dimensions ...... 84 7.2.2.3. Institutional dimensions ...... 84 7.2.2.4. Time dimensions ...... 84 7.2.2.5. Monitoring dimensions ...... 84

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7.3 Reduce and if possible remove the ad valorem tax applied to transhipment goods Rationale / Problem Description ...... 84 7.3.1 Action Description ...... 84 7.3.1.1. Scope of Work ...... 84 7.3.1.2. Financial dimensions ...... 85 7.3.1.3. Institutional dimensions ...... 85 7.3.1.4. Time dimensions ...... 85 7.3.1.5. Monitoring dimensions ...... 85

Chapter 8 - Summary, Conclusions and Next Steps ...... 86 8.1 General ...... 86 8.2 Proposed Action Plans and Estimated Costs ...... 86 8.2.1 Roads ...... 86 8.2.2 MoT & Public Transport ...... 87 8.2.3 Ports and Waterways ...... 87 8.2.4 Aviation ...... 88 Trade facilitation and logistics ...... 89 8.2.5 ...... 89 8.3 Key actions ...... 89 8.4 Next Steps ...... 89

Annexes ...... 90 Annex 1: Detailed data for maintenance program ...... 91

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List of Figures

Figure 3-1: Crooked Tree Road Access to the Northern Highway ...... 13 Figure 3-2: Baking Pot (Western Highway to Spanish lookout ...... 5 Figure 3-3: Branch Mouth Park Bridge ...... 6 Figure 3-4: Cotton Tree - Meditation ...... 7 Figure 3-5. MoW Bridges Replacement Impacts for Short – Term Action Plan, George Price Highway ...... 22 Figure 3-6. MoW Bridges Replacement Impacts for Short – Term Action Plan, Philip S.W. Goldson Highway...... 23 Figure 3-7. MoW Bridges Replacement Impacts for Short – Term Action Plan, Hummingbird Highway ...... 23 Figure 3-8. Distribution of fatalities by road (2013) ...... 28 Figure 4-1. Motor Vehicle Classification ...... 44 Figure 4-2: Formal Bus Stop with Hard Shoulder and Safe Pedestrian Cross on The Belize City – Belmopan Road ...... 49 Figure 4-3: Buses available in the market for interurban or peri-urban trips (Volvo and Dina) ...... 52

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List of Tables

Table 2-1. Regional Comparison ...... 4 Table 3-1: Road Maintenance Budget 2017 (US$) ...... 10 Table 3-2: Authorized MoW Budget by Road (US$) ...... 10 Table 3-3: Authorized MoW Budget by Task (US$) ...... 10 Table 3-4: Authorized MoW Budget vs Optimal Maintenance Budget Required ...... 13 Table 3-5: Budget Balance per Highway (US$) ...... 14 Table 3-6: Road Maintenance Budget by Period, Optimal Program (US$) ...... 14 Table 3-7: Additional Task for the Optimal Maintenance Program (US$) ...... 15 Table 3-8: Authorized MoW Budget vs Minimum Maintenance Budget Required .... 17 Table 3-9: Budget Balance per Highway (US$) ...... 17 Table 3-10: Road Maintenance Budget by Period, Minimum Program (US$) ...... 17 Table 3-11: Additional Task for the Minimum Maintenance Program (US$) ...... 18 Table 3-12: Percentage of Government taxes of fuel pump price ...... 19 Table 3-13: 2017 MoW Bridges Replacement, Primary Network ...... 21 Table 3-14: MoW Bridges Replacement Impacts for Short – Term Action Plan ...... 24 Table 3-15: 2017 MoW Bridges Replacement, Secondary Network ...... 24 Table 3-16: Number of Accidents, Fatalities and Fatality Rate ...... 26 Table 3-17: Belize Safer Roads Investment Plan ...... 29 Table 3-18: Comparison between Current Manual of Standards and Proposed Additional Sections for Manual of Standards ...... 33 Table 4-1: Minimum Requirements for Vehicle Registration ...... 42 Table 4-2: Driver Licenses Categories ...... 43 Table 4-3: Minimum Requirements for Driver Licenses ...... 44 Table 4-4: Estimation of fuel consumption reduction modernizing fleet ...... 55 Table 4-5: Benchmark for cost of imports ...... 59

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Acronyms and Abbreviations

AADT Annual Average Daily Traffic AASHTO American Association of State Highway and Transportation Officials ATC Air Traffic Control BAA Belize Airport Authority BACC Belize Airport Concession Company BAHA Belize Agricultural Health Authority BCAA Belize Civil Aviation Authority BIL Belize Infrastructure Limited BMA Border Management Agency BMVRALS Belize motor Vehicle Registration and Licensing Systems BPA Belize Port Authority BZD Belizean Dollar CAD Civil Aviation Department CEO Chief Executive Officer CITO Central Information Technology Office CNTMP Comprehensive National Transportation Master Plan for Belize CARICOM Caribbean Community CDB Caribbean Development Bank CAGR Compounded Average Growth Rate DMRB Design Manual for Roads and Bridges – UK DFID Department for International Development - UK EIRR Economic Internal Rate of Return EU European Union Federal Highway Administration of the United States Department of FHWA Transportation GHE Green House Effect GIS Geographic Information System GOB Government of Belize HDM-4 Highway Development and Management software HMA Hot Mixed Asphalt ICAO International Civil Aviation Organization IIC Interamerican Investment Corporation ICDF International Cooperation and Development Fund – Taiwan IDB Inter-American Development Bank IDP International Driving Permit convention IFI International Finance Institutions IMMARBE International Merchant Marine Registry of Belize IMO International Marine Organization

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iRAP International Road Assessment Program IT Information Technology IW Inland Waterways IWT Inland Water Transport LPG Liquefied Petroleum Gas LOS Level of Service KFAED Kuwait Fund for Arab Economic Development MED Ministry of Economic Development MoE Ministry of Education MoF Ministry of Finance MoH Ministry of Health MoT Ministry of Transport and NEMO MoW Ministry of Works MoA Ministry of Agriculture NEMO National Emergency Management Organization NBMVLRS National Belize Motor Vehicle Licensing and Registration System NPV Net Present Value OD Origin - Destination Organization of the Petroleum Exporting Countries for International OFID Development OPEC Organization of the Petroleum Exporting Countries O&M Operating and Maintenance PGIA Philip Goldson International Airport PPP Public – Private Partnership PSO Public Service Obligation contracts SICA Central America Integration System SMA Stone Mastic Asphalt SP Stated Preference TA Technical Assistance TEU Twenty Feet Equivalent unit UNDP United Nations Development Program USD US Dollar VIN Vehicle Identification Number VR Vehicle Registration WB World Bank WEF World Economic Forum YOURS Youth for Road Safety program

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Executive Summary

1.1 General The short-term horizon is the year 2020. Thus, the short-term period encompasses the four- year period 2017 - 20201. This “Short-Term Action Plans Report” is a focused selection of the most significant problems identified before (in the Base Line Report), followed by a detailed analysis of how to remediate them in the short term -– the proposed action plans. The selected short-term action plans reported here are actions plans which are: (1) Significant; (2) “Doable”; can be executed within the immediate period of the next four years; and (3) Relatively inexpensive; not requiring significant additional budgetary resources The report is organized along transport sub-sectors /travel modes in Belize after a brief summary of the shortcomings of the transport system in Chapter 2:

 Roads and the Ministry of Work (MoW) (Chapter 3)  Public Transport and the Ministry of Transport (MoT) and National Emergency Services (Chapter 4)  Ports and Waterways (Chapter 5)  Aviation (Chapter 6)

1.2 Proposed Action Plans and Estimated Costs The Short-Term Action Plans include:

1.2.1 Roads  Adding Road Sections & Bridges to the National Road Network Upgrading to highway standard of some 10.8 miles of road and the construction of three (3) bridges. Total estimated cost in the short-run is 12 Million BZD ($US 6.0 million).

 Improving Road Maintenance Program “Optimal” improvement plan approximately $US 2.2 million. “Minimal” improvement plan approximately $US 1.5 million per annum, quite similar to existing (2017) MoW budget.

 Replacing Four Single Lane Bridges with Dual-Lane ones Estimated cost, by the Consultant, based on International experience is approximately $US 5.2 million.

1 The Medium-term time horizon is 2025, and the Long-term horizon is 2035.

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 Replicating Road Safety Program – Northern Corridor Approximately US$ 0.3 million per mile. Ten (10) mile cost = $US 3.0 million.

 New Manual of Standards Three men-months of regional consultant for $US 30,000.

 Protect Road Assets from Overloads –TA Program About 1.5 Million BZD ($US 0.75 million) for the first (basic) option. Between 2.0 million and 4.0 Million BZD ($US 1.0 – 2.0 million), for second (comprehensive) option.

 Scholarship Program to educate future staff of MoW and DoT Fund of US$ 0.5-1 million for scholarships in technical fields for students in exchange of several years of work for the MoW/DoT.

 Explore the options for a pilot PPP for operations and maintenance on the future paved Manatee road Assess the different funding possibilities to implement a PPP contract for O&M on that road. Advisory services and additional traffic surveys may have a cost of approximately $US 100,000.

1.2.2 MoT & Public Transport  Establishing a National Belize Motor Vehicle Registration and Licensing System Initial estimated cost of computational equipment, software development, installation adjustment, and training is approximately $US 1.0-1.5 million.

 Developing intercity bus stops and enforce their usage 2018 – 2019: Approximately 960,000 BZD to 1,400,000 BZD ($US 0.5 million- 0.7 million). 2020: Approximately 1,600,000 BZD to 2,400,000 BZD ($US 0.8 million – 1.2 million), based on unit pricing.

 Design, build and operate the new intercity bus terminal of Belize City On-going project for construction of new intercity bus in Belize City by using a PPP model.

 Modernizing Public Bus Service and Issuance of Public Transport Permits A one-year technical assistance to the MoT to develop the public transport controls, provided by an international firm, is estimated between 1.0 million BZD to 2.0 million BZD ($US 1.0 million) over twelve (12) months

1.2.3 Ports and Waterways  Technical Assistance and Capacity Building for the Belize Port Authority Based on the estimated inputs, the cost of the Technical Assistance is estimated to about 2.0 Million BZD ($US 1.0 million).

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 Provide support to the Government of Belize to shift toward a more efficient organization of stevedoring in Belize Port Ltd. Based on the estimated inputs, the cost is estimated to about 0.3 Million BZD ($US 0.15 million), not including assistance during implementation.

 Comprehensive strategy for the development of Belize Port Ltd The cost of the services is estimated to about 1.5 Million BZD ($US 0.75 million) including field surveys.

 Support to Big Creek Group for completing dredging works in the Port of Big Creek Dredging works are financed by Big Creek Group (estimated at $US 12 million) and the Government provides neither the funds nor a guarantee.

 Open new market opportunities at the Port of Big Creek LPG and import of petroleum products) As the changes in the regulation should be made by the legal advisors of the GOB, no cost has been estimated for this measure, being more dependent of the political will.

 Mapping and review of the possibilities for inland waterway transport Inventory of inland waterways with bathymetry in screened sections and then comparison with road transport alternatives. 60,000 BZD considering high involvement of MoW

 Study of PSO contracts for rendering commuting ferry services for employees of the tourist industry – preparation of tender documents Market study and business plan for ferry services between Corozal to/from San Pedro and Stan Creek to/from Placencia. 0.5 Million BZD including willingness to pay surveys.

1.2.4 Aviation  Restructure the Regulatory Oversight of the Civil Aviation Sector The increase to the BAA budget for staffing is estimated at 1.0 million BZD ($US 0.5 million) per year. A full assessment of the cost of providing ATC, with a full complement of controllers will need to be undertaken and charges may need to be revised accordingly.

 Address shortcomings in the security arrangements at the regional aerodromes Training: 100,000 BZD ($US 50,000) for personnel. 1,000 BZD ($US 500) for each hand- held wand. Installing baggage screening x-ray machines at the Sir Barry Bowen and John Grieff II aerodromes: approximately USD 20,000 each.

 Upgrade the runway at Caye Caulker The phase 1 – resurfacing will cost approximately 2.0 million BZD ($US 1.0). Total rehabilitation, runway widening, shore protection and the installation of runway lighting will be in the order of 6.0 million BZD ($US 3.0 million).

 Develop airport master plan for San Pedro Approximately 300,000 BZD ($US 150,000), including field surveys.

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 Review terms in the Concessions Agreement between the Belize Airports Authority and the Belize Airport Concession Company No costs are presented, as the recommended actions fall within the normal purview of government departments.

1.2.5 Trade facilitation and logistics

 Establish the minimum infrastructure for border control in Jalacte border crossing Build urgently a minimum of facilities so immigration, customs and BAHA controls can be undertaken for the informal flow of passengers and goods crossing the border in Jalacte.

 Reduce and if possible remove the ad valorem tax applied to transshipment goods. Study the advantages for the country of reducing or removing the tax applied to transhipment goods.

1.3 Key actions Among the list presented above, there are certain actions that have more priority than others: - All institutional reforms and capacity building programs are important to build capacity and an appropriate framework for medium and long-term actions - Starting to explore private involvement in roads maintenance seems urgent to start building experience. A first experience could be tried for the Coastal Road, after its rehabilitation and paving. - The national vehicle registry is essential to collect data necessary to monitor the transport sector - The public transport reform is very urgent to rationalize the sector and increase the level of service. It should be implemented in parallel to the construction of the new terminal as it has been explained - The implementation of security procedures in regional aerodromes as well as the upgrade of the Caye Caulker runway should be a priority. A security mistake or an accident would have huge impact in tourism which is one of the main sources of revenue for the country.

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Chapter 1 - Introduction

1.1 General This “Short-Term Action Plans Report” is a follow up to the first analytical report “Base Line Report,” Final, April 2017. Recall, the concluding section of each chapter of the “Base Line Report” included:

 Review of Problems and Issues; and  Initial proposal for short-term action plans. The Base Line Report provided a “static picture” of the transport sector in Belize in 2017. A follow up of this “picture” were answer to the question of what can be done now, in the short –term to alleviate pressing problems. The short-term horizon is the year 2020. Thus, the short-term period encompasses the four- year period 2017 - 20202. This “Short-Term Action Plans Report” is a focused selection of the most significant problems identified before, followed by a detailed analysis of how to remediate them in the short term - – the proposed action plans. The selected short-term action plans reported here are actions plans which are:

 Significant  “Doable”; can be executed within the immediate period of the next four years  Relatively inexpensive; not requiring significant additional budgetary resources Detailed comments about the approach for short-term measures identification are included in Chapter 2.

1.2 Analytical Structure The report is organized along transport sub-sectors /travel modes in Belize after a summary of the shortcomings of the transport system in Chapter 2:

 Roads and the Ministry of Work (MoW)  Public Transport and the Ministry of Transport (MoT) and National Emergency Services  Ports and Waterways  Aviation  Trade facilitation and logistics

Each proposed action plan is analyzed and assessed along the following components/dimensions:

2 The Medium-term time horizon is 2025, and the Long-term horizon is 2035.

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 Part 1 – Rationale / Problem Description  Description of the problem at hand. A summary of the existing problem (extracted from the Base Line Report)  Part 2 – Activity Description  Scope of Work: detailed activities to be undertaken in case of regulatory reforms, studies… For infrastructure projects, description of physical dimensions involved.  Financial dimensions - Cost estimates of the proposed action plan: Source of information—MOW, IDB, other, etc.; Unit price cost; Total Cost; Possibility of financing by GOB and/or private sector or donor).  Institutional dimensions – What is needed in term of institutional change – type and quality of new staff, training to existing staff, new legislations, etc.  Time dimensions – Implementation period  Monitoring dimensions- Propose monitoring dimensions

1.3 Report Chapters The report includes the following chapter:

 Executive Summary  Chapter 1: Introduction (this chapter)  Chapter 2: Main shortcomings of the transport system and short-term actions identification  Chapter 3: Roads and the Ministry of Works  Chapter 4: Ministry of Transport (MoT) & National Emergency Services  Chapter 5: Ports and Maritime  Chapter 6: Aviation  Chapter 7: Trade facilitation and logistics  Chapter 8: Summary, Conclusions and Next Steps

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Chapter 2 - Main shortcomings of the system and short-term actions identification

2.1 Key issues identified during the baseline

This section briefly summarizes the findings of the baseline report and presents the main shortcomings of the transport sector, presenting them by mode. The last section introduces two topics that will be developed more deeply in the Medium and Long-Term Action Plan report.

2.1.1 Roads The main problems identified during the review of the existing situation are the following: 1) Deficiencies in the road maintenance system. In Belize’s Primary Highway Network, 27% of the surface is in bad conditions; 69% in fair conditions; and only 4% in good conditions. Raveling, potholes, and edge cracking are found along the network. Several elements play a role in the shortcomings on road maintenance: a. Insufficient budget: according to our estimates, the maintenance budget only covers 60% of the optimum budget to maintain the primary network. This does not include other rural roads with importance as feeders. MoW receives yearly a similar proportion of the national budget regardless the increase of network extension. It is evident that the funding needs for maintenance are increasing as the network develops; the new paved sections around Blue Creek or the road to Jalacte are examples of this. Finding a sustainable solution for road maintenance is not easy. Several options are presented lately in this report; whereas it is unlikely to find a solution in the short-term, a combination of short-term and medium-term actions is explored to address this issue. b. Outdated construction methods: the common method used in Belize (“chip- seal”) is characterized by a low cost for investment and a high cost of maintenance. Moreover, as it ravels easily, it is not an appropriate method for the climate of Belize. A change in the standard is suitable. However, the real application of this change depends on the capacity of the local contractors to adapt to new construction methods. c. Lack of control of vehicle weights and overloads; former surveys showed that over 25% of the trucks were overloaded. In a country with difficulties to protect the road assets, clear regulation on vehicle weights and proper enforcement would help, with relatively low cost, to protect the road network 2) Road Safety. There are more accidents in Belize that in the average of the central American countries. It is difficult to determine the causes of road accidents in Belize due to the lack of detailed statistics. But the road safety issue seems related to: a. Infrastructure: the consultant was able to observe a lack of vertical and horizontal signaling even if efforts are under way in this area. Other elements increasing safety risk are narrow bridges in poor conditions and insufficient shoulder width

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b. Behavior of drivers: speeds on the network are a major problem, as illustrated by a speed survey conducted in November 2011, which indicated that more than 50% of vehicles exceeded the posted limit. c. Vehicles: there is no technical inspection After a pilot program implemented between Belize City and Belmopan focused on infrastructure and enforcement with good results, it is logical to roll out the program to the rest of the country, being the lack of resources the main constraint. 3) Below average quality of the road network. According to the regional scenario, the quality of Belizean roads is below the average considering they have been qualified as poor (3.0) compared to the rest of the countries in the region (3.7) and the rest of the world (3.5). Table 2-1. Regional Comparison Km of road Population Sq Km of land GDP 2016 Km of road/ Quality of roads Country (2015) (2016) area (billions of US$) Sq Km of land (WEF) Belize 5,050 366,954 22,810 1.7 0.22 3.0 El Salvador 6,979 6,344,722 20,720 26.8 0.34 3.9 Guatemala 17,621 16,582,469 107,160 68.8 0.16 3.4 Mexico 377,660 127,540,423 1,943,950 1,045.9 0.19 4.3 Costa Rica 39,018 4,857,274 51,060 57.4 0.76 2.7 Dominican Republic 19,705 10,648,791 48,310 71.5 0.41 4.4 Jamaica 22,121 2,881,355 10,830 14.0 2.04 3.8

Source: World Bank, 2016; WEF, 2017

4) Insufficiency of redundancies in the road network. The low population of the country as well as budget constraints make difficult to invest in the road network to create new access to certain regions with low accessibility or improve the existing ones. In many case, only one acceptable road exists for a single route, and this results in a high vulnerability of the road network to natural disasters. As extending the primary network requires significant resources, such proposals will be presented for the medium and long term. Even though, a small number of short road sections and bridges have been proposed for the short-term in view of decreasing the vulnerability of certain areas of particular interest. 5) Lack of capacity in the road transport sector. The lack of capacity manifests not only in the public sector but also in the private sector. a. For the Ministry of Works, the following elements have been identified: i. The technical staff has been decreasing as the private sector proposes better financial conditions and engineers tend to quit the Ministry as they have won enough experience to become consultants ii. There is a real lack of skills in certain disciplines as transport economics/planning, legal/contractual issues, hydrology… iii. The monitoring process requested by the IFIs tend to be pretty demanding, in some cases with high amounts of bureaucracy and low flexibility iv. For the reasons above, some of the trainings are not effective as often the staff is not available or cannot focus enough on the issue which hinders the improvement of capacity b. On the private sector, the main weaknesses are as follows:

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i. Low size of companies, and low number of competent contractors ii. Lack of knowledge of newer methods iii. As the construction tends to be protected market, programs funded by IFIs tend to divide the roads in very small road sections so the local contractors are eligible. This has a double consequence: it reduces the attraction of those contracts for international countries that could transfer knowledge, and it increases the bureaucracy and the monitoring efforts as the number of contracts is higher. This also harms local companies that wish to benefit from the technology transfer. iv. In terms of works supervision, local consultants have difficulties to align to IFIs procedures MoW capacity problems seems to be mainly a problem of lack of staff which reduces the efficacy of trainings. Suggestions are presented in this report but if implemented they will only have impact mostly at medium term. Private sector capacity problems are more complex. Certain solutions are being explored but the measures identified until now are more focused on the medium term so they are not presented in this report. The proposed short-term actions for the roads sector are presented in chapter 3.

2.1.2 Public Transport The main problems identified during the review of the existing situation are the following: 1) Lack of vehicle and license database. Today the registration of vehicles is done by the Department of Transport in rural areas and by the municipalities. The licenses are not standardized and the data is not integrated. Therefore, it is impossible to prepare analysis about the age and type of vehicle fleets, size of companies (for trucking services). This is a great shortcoming to for instance control the problem of Guatemalan trucks using Belizean plates after crossing the border. It makes as well impossible to design and monitor policies to promote certain types of vehicles (low emissions) or study the concentration of the transport sector. 2) Inappropriate intercity bus stop infrastructure which increases road safety risks and hinders proper bus operations as drivers tend to stop arbitrary. 3) Insufficient bus termini infrastructure for national and international services, especially in Belize City but also applicable to several cities of the country. 4) Inefficient organization and operations of the bus transport system. The shortcomings in this area are very important and include: a. Lack of professionalism in the profession, with very few legally constituted companies b. Extremely old fleet (average age 25 years) c. Inadequacy of supply and demand, with significant oversupply for many routes d. Duration of route permits very low (2 years) e. Difficulties to generate revenue for the operators and to obtain funding which partially explains the age of the fleet

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f. Unclear policy for issuing route permits g. Low level of requirements to obtain a permit (easy access to the sector with impact on the quality of service h. Presence monopolies or lack of minimum services (no bus services to the airport, monopoly for taxis, and so no public transport for the airport after certain hours). Reforms in this area are urgent if the GoB really wants to improve the quality of the public transport.

2.1.3 Ports and inland waterways There are several problems in the ports sector but probably the main issue is the lack of ability of the Government of Belize to influence the development of the existing ports. As both are entirely private, the operators could take decisions confronted to the strategic interests of the country. To give an example, in this study the Consultant is developing infrastructure scenarios for medium and long term, which include several options for ports development. The stakeholders will select one of these scenarios as more suitable but today there is no guarantee that it can be implemented at the ports level as the owners of the ports could choose a different strategy. The complicated relations between GoB and especially Belize Port Ltd make very difficult to establish cooperation between both sectors and try to align the development strategies. This is a problem with difficult solution in the short-term. The ideal situation would be that the receiver of the port finds a foreign investor willing to buy the port of Belize City and the Government gets to an agreement with him with a common plan for the development of the port, including a revision of the license. In that case, it could be possible to reinforce the role of the GoB (through the Port Authority). Other specific issues identified during the baseline are the following: 1) Outdated regulatory framework. The Ports Authority Act is outdated, with several provisions inconsistent with the current situation after privatization, tariffs fixed since the Independence, lack of definition for the role of “general supervisor of port activities” for Belize Ports Authority, and unclear distribution of Maritime administration responsibilities. 2) Lack of capacity of BPA. In addition to the inadequate regulatory framework, BPA needs training and staff reinforcement in several legal and operational fields in order to have enough resources and skills to be able to fulfill its responsibilities. 3) Lack of long-term planning for the Port of Belize City. Several needs will arise for the port in the short-medium term, depending on traffic growth rates: o The new for cruise terminal o The extension of the existing wharf with a second dock for containers o A bulk facility with a specialized dock to avoid the current conflict between bulk and container ships (container ships have always priority and bulk ships are forced to wait for several days) The existing land makes possible to propose different configurations for the development of the port. To implement some of the solutions by the medium term (2025) it would be necessary to start soon a feasibility study and the detailed design.

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However, the situation seems in stagnation. If a solution is not found relatively soon there are several potential risks:

o Possible appearance of more congestion for container and bulk cargo, with impact on costs for both imports and exports o Risk of loss of tourist traffic due to the lack of proper infrastructure to receive the cruise passengers. A case extreme but not impossible would be that the company Norwegian Cruise Line proposes the other companies to dock in its cruise terminal in Harvest Caye. This could give the cruise companies the capacity to create their own activities and circuits in the south of the country bypassing local operators and increasing their own margins. The impact for the economy of Belize City and the central part of the country would be very severe 4) Difficulties for Big Creek Port to structure financially its dredging project. Big Creek Group has planned to increase the depth of the access to the port to 11 m to attract bigger ships that can dock directly in the port and hence reduce the maritime transport costs for exports (banana, among others). However, they have facing problems to obtain funding from private institutions as their conditions (interest rates, payment period for loans…) are quite severe. Even if the GoB cannot support financially this operation, it can provide assistance through exemptions, incentives and lease extensions where possible. 5) Lack of information regarding inland waterways. The Ministry of Works, which is in charge of maintenance and development of inland waterways, has neither the budget nor the skills to explore the potential of that transport mode. Even a proper mapped network of rivers and their navigability is lacking. These issues have inspired most of the short-term measures presented in chapter 5. A few of them have been proposed as especial request as the study for PSO contracts for ferry services between Corozal to/from San Pedro and Stan Creek to/from Placencia.

2.1.4 Aviation The main issues identified during the review of the existing situation are the following: 1) The Regulatory Authority. ICAO’s Regional Performance Dashboard highlights performance gaps in Belize’s implementation of ICAO standards and recommended practices, which arise from the ICAO’s Coordinated Validation Mission in Belize in 2014. Amongst the shortcomings is CAD’s role as both regulator and service provider, and the lack of autonomy. CAD’s role as air navigation services provider means that the organization effectively has to regulate itself, contrary to international best practice. With no economic regulatory function, the CAD has no authority to, and is unable to review rates and charges at the airport given in concession and the regional aerodromes to ensure that these are fair. 2) Improvements needed in regional aerodromes. Infrastructure improvements are needed in several regional aerodromes, requiring: a. Fencing and review of the security procedures in the main regional airports b. Probable relocation of the aerodrome in San Pedro,

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c. Considerable capital investment at Caye Caulker in reason of the poor state of the runway 3) BACC Concession Agreement. The terms and conditions of the Concession Agreement between the Airports Authority and the BACC give all the benefit to the BACC and little or none to the Airports Authority on behalf of the Government of Belize. Furthermore, the Agreement is deficient in stating the obligations of the BACC as regards submitting financial information to the Authority. As a consequence, the Authority is unable to verify any statements made by BACC as to its revenues, and justification for payments (or lack thereof). The Phase 1b capital improvements scheduled to commence in the 6th year of the term, were delayed until the 11th or 12th year, but it seems that the Authority has not been able to independently audit the BACC’s justification for the delay. The Concession Agreement, whilst stating that the Company shall « keep the Airport functioning in an efficient and safe manner ….. in compliance with current practices for airports national and international …… » fails to explicitly require the airport to be certified. For all these problems short-term actions have been proposed in chapter 6.

2.1.5 Other issues not covered for the short-term action plans Besides some issues already mentioned above, there are two main topics which after a preliminary assessment have not been thoroughly covered in this report, as it has been considered more appropriate to cover them on the Medium and Long-Term Action plans.

2.1.5.1. Regional Trade Belize today is part of the SICA (Central America Integration System) and the CARICOM which gives it access to two common markets. However, regional trade is not as fluid as it should be. Border management in Belize is complex, with several entities applying fees and taxes for very varied concepts. In parallel, several irregularities are observed often, as vehicles with double plate (one for Guatemala and another for Belize) used to avoid paying the axle fees applied at the border. The lack of a common registry in Belize with appropriate rules hinders the control of bad practices. The Consultant is currently analyzing potential measures to facilitate transport at regional level. However, at this stage it has been preferable to suggest measures for the medium term for the following reasons:

 The lack of data on vehicles and the freight transport market makes preferable not to rush. The action to create a single vehicle registry shall create the database that will support policies on the medium term. Moreover, with a proper management of the database and the application of Belizean nationality of residence permit for vehicle registry, the current practice at the border with double plates shall be less common provided that the enforcement is adequate  The number of stakeholders involved in border management is pretty large and we considered preferable to have more consultations with them prior to proposing any institutional change. Moreover, any change in border management will require the

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agreement of several agencies and as a result this will require extensive discussions which makes quite difficult to apply measures in the short-term.  Belizean road haulers are in a weak position compared to the truckers of neighboring countries: they have higher wages/costs, they are less professionalized and with smaller fleets and Belize generates less freight than neighboring countries. Therefore, in a scenario of transport facilitation the consequences for the road freight transport industry of Belize risk to be negative. We prefer to assess the impact of this risk prior to presenting any proposal In light of this, we prefer to submit most of our proposals on regional trade as medium-term measures in the Medium and Long-Term Action Plan Report. These proposals will include as well the study of Belize's integration to SICA and future linkages between Belize's CNTMP and the international Network of Mesoamerican Highways under the Mesoamerica project. However, following the suggestions of the stakeholders during the consultation process we have included two urgent measures on this topic, one referred to the need to control the informal flows crossing the border in Jalacte (whose official opening would have a positive impact on Big Creek), and the other suggesting to remove a trade barrier on transshipment of goods. In the case that after discussion with the stakeholders some of the other measures are applicable in the short-term, it will be included in the moved from the medium term to the short term in the Final Report of the National Transport Master Plan.

2.1.5.2. Vulnerability and resilience to climate change Belize faces a high risk of flooding due to hurricanes and storms. In average, there is a hurricane every 3 years and severe flooding episodes every year in numerous locations of the country. Indeed, over half of the settlements are in areas with yearly risk of flooding. The impact of climate change should intensify these disasters so an assessment to increase the resilience of the transport system to these risks is necessary. In addition to this, the current method of construction (chip-seal) is not adapted to the climate conditions of Belize. It is very weak against water which results in very high maintenance costs. Proposals to change this method have been included in the roads chapter (chapter 3). The vulnerability assessment of the transport system is currently ongoing. The following methodology is being used:

 Classification of the roads by flooding risk, the categorization of the flooding risk done by using the return period  Assessment of the criticality of each road for the transport system considering: o Volumes of traffic (when available) o Relevance for exports industries or access to tourist attractions o Access to main cities/services  Estimate, if data available, the impact on flooding and criticality of climate change to Belize. In particular, the road sections whose level of criticality will increase because of climate change  For high critical road sections, estimate the annual cost (present and in the long term) linked to that vulnerability

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 Assess which of the following options is preferable: o Business as usual o Specific protection of the infrastructure (higher carriageway…) o Redundancy (alternative road is a less risky area)  Integrate ports to the resilience analysis Due to the budgetary constraints of the country, it is more reasonable to propose most of the actions on this section for the medium and long term, especially potential redundancies for main axis. The exception to these are a few short road sections proposed in the roads chapter whose utility for the tourist and agricultural sector seem justified.

2.2 Comments on the criteria use for short-term measure identification Based on the problems presented above and discussions with the related stakeholders for each mode, the Consultant has prepared a set of short-term actions by sector. The ToR specify that “the short-term action plan will identify immediate opportunities (1-2 years) for change. The recommended actions should meet two criteria:  be able to be implemented quickly; and  have high impact in addressing some of the major problems of the passenger and cargo transport system in the short-term” However, some clarifications need to be made in regards the criteria chosen and how this fits or not to the ToR.

2.2.1 Implementation period A review of the main problems shows that several of the transport system problems are related to inappropriate regulatory/institutional frameworks and lack of capacity of the different institutions. A period of 1-2 years for action implementation seems appropriate if: - The institutions in place have the capacity and experience to implement quick reforms - Funds are easily available to obtain required support to implement the actions None of these conditions apply to Belize. Institutional capacity is in general low, so any revision of regulations or institutions required longer periods for preparation and implementation. Moreover, budgetary constraints are very high and the country depends regularly on IFI grants/loans for infrastructure programs or institutional reforms. As a consequence, project preparation is quite long as usually an IFI is involved. There are actions for which it is possible to involve IFIs in a relatively short-term, but even in the most optimist situations 1-1.5 years are required to start a project funded by an IFI. In light of all these reasons, we have preferred to propose short-term actions over a period of 3-4 years, with a maximum year of implementation of 2020 (with a few exceptions). ToR requirements were too hard to apply considering local situation. A few actions that have been included are a continuation of precedent technical assistances or studies, for instance, the TA for protecting road assets from overloads. In those cases, actions are already partially carried out and the implementation period would be short if the funds are available quickly. Even if the impact is moderate, the fact that there are drafted

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documents that could be quickly implemented has pushed us to add them to the short-term action plan.

2.2.2 Funding issues As briefly mentioned above, budgets in Belize are very tight and are focused to running programs that have deficit of resources. Investment is transport low and highly dependent on IFI funding. The resources allocated to entities focused on regulatory responsibilities (DoT, for instance) seemed to be clearly insufficient. The result is that there is low funding flexibility; therefore, expecting a very quick implementation for most of the actions is unrealistic because the funds are rarely available. In our proposals, we have indicated those actions for which private sector involvement is possible, as for some of the infrastructure related measures (road maintenance program, operations of weighbridges, intercity bus station, measures for ports…) but still the country is very depending on funding from development agencies. Obviously, short-term actions that have already (or almost) obtained funding from an IFI have been included in the report even if the impact could be moderate. In particular for institutional/regulatory reforms and capacity building programs it is not possible to envisage other funding sources than IFIs. The GoB could try to concentrate in a few of them with local funds, and for this we have mentioned those actions which seem the most urgent for us in the last chapter of the report. Finally, the Technical Assistance services costs have been estimated using men-month costs of international consultancies from Europe/US which tend to have experience in all the areas proposed but are more expensive. For some of them, we have suggested the use of regional consultants to reduce the cost by half and increase the possibility of implementation in the short-term.

2.2.3 Impact Measuring the impact is not evident for several of our actions proposed as they focus on institutional and capacity building issues and for such actions there is always a risk of failure non-negligible. There are measures proposed which have a clear impact. Examples are those increasing security procedures for the regional aerodromes, the national registry for vehicles, the intercity bus station or the upgrade of the runway in Caye Caulker aerodrome). They reduce safety or security risks, generate valuable data for future policy making or provide needed infrastructure. However, we have put a lot of attention to measures focused on adopting best practices on institutional issues, increasing capacity in the Ministries and regulatory agencies, or simply actions that build experience. The impact of those measures can be considered low in the short-term but we see them as prerequisites for more ambitious reforms for the medium and long-term.

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Chapter 3 - The Road System/Ministry of Works

3.1 Introduction Based on the findings presented in the Base Line Report and of meetings held with the Ministry of Work (MoW) and other the stakeholders in the road sector the following (07) Short Term Action Plans are proposed:

 Adding Road Sections & Bridges to the National Road Network  Improving Road Maintenance Program  Bridge Replacement Program  National Road Safety Project  Manual of Standards  Protect Road Assets from Overloads –TA Program  Scholarship for future MoW / DoT technical staff

3.2 Adding Road Sections & Bridges to the National Road Network

3.2.1 Rationale / Problem Description Among the findings described in the Base Line Report for the roads sector, was the need to upgrade and/or develop new road sections and/or bridges, in view of the increasing network redundancies. These underlined proposed actions would improve accessibility of rural areas to the National Road Network, and mitigate flood risks in areas which still face limited accessibility for both people and goods movements. Most of the additional road sections slated for the National Primary Highway system are candidates for medium-long term horizon in the Master Plan rather than short term implementation. The forthcoming reports on medium and long-term scenarios will provide more details on proposed new road developments, and their impact on network resilience with respect to traffic forecasts and other economic indicators. Nevertheless, some selected road sections and bridges are candidates for improvements already in the short-term. The criteria for selecting road sections and/or bridges in the short term include:

 The road section is short in length (ideally, less than 5 miles)  The road section and/or new bridge has at least one of the following characteristics:

 It is an important road for movement of exports  It has of interest for tourism development  It solves a major accessibility problem for the target population

 The road section faces serious risk of flooding during heavily rainy seasons

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Based on these criteria, a small number of sections was selected for improvements in the short term. Some should be upgraded to a full national standard (2x1 paved lanes), whereas in others only bridge construction urgent while paving is not.

3.2.2 Action Description

3.2.2.1. Scope of Work Based on discussions with the Ministry of Works (MoW), the following road sections and bridges have been identified:

 Crooked Tree – Northern highway: Roughly 3.7 miles, connecting the highway with a village popular for bird watching with high touristic potential (Figure 3-1) In the long term, this would be the central section of a road from Maskal (Altun Ha Mayan ruins) to Lamanai (Mask Temple Mayan ruins impacting tourism. Development of the entire road section is to be assessed during the medium-long term scenarios stage.

Figure 3-1: Crooked Tree Road Access to the Northern Highway

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 Baking Pot (Western Highway) – Toward Spanish Lookout: A section of 2.4 miles connecting the western highway to the southwestern area of Spanish Lookout (Figure 3-2) The paving would stop about 0.8 miles after the Belize River. A bridge of roughly 300 feet in length, will replace the existing ferry service. Today, Spanish Lookout is one the main areas of agricultural production in the country. In difference to other regions in Orange Walk or Stan Creek, the production is Spanish Lookout is very varied, being the main producer of Belize of dairy products, poultry, vegetables, rice (40% of the domestic market) and cattle produce. The products are distributed all over the country, with some of them for exports. Moreover, the production in several products is expected to increase during the next years. Ensuring a short and all-weather access to the primary road network is important to ensure the timely supply of these products to the rest of the country. This proposed improvement is expected to have three positive impacts.  Accessibility of the population from Spanish Lookout to the national highway network. It will improve mobility over the road section through Iguana Creek Bridge, which suffers several flooding episodes each year.  Shorten travel distance of agricultural products to the national road network, reducing travel time and travel cost.  Lower maintenance costs for the road section from Spanish Lookout to San Ignacio through Buena Vista. Figure 3-2: Baking Pot (Western Highway to Spanish lookout

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 Branch Mouth Park Bridge: 250 feet bridge connecting directly San Ignacio to Santa Familia (Figure 2-3). The main priority is the bridge construction for accessibility to the national road network for the Santa Familia village (roughly 1,600 people) and other farming communities on the other side of the river; however, paving of the access road is of lower priority. With the Macal Bridge, the distance to the Western Highway will be only 2.4 miles, and from Santa Familia 3.4 miles.

Figure 3-3: Branch Mouth Park Bridge

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 Cotton Tree (Western Highway) – More Tomorrow – Meditation (Santander): A 4.7 miles section providing a paved road accessible year-round for the village of More Tomorrow. A 250-foot bridge crossing Belize River will connect the Western Highway with the sugar production area of Santander in Meditation (Figure 3-4) This will shorten travel times and reduce the number of trucks needed today to cross Belmopan to the Western Highway (Figure 3-4). Santander Sugar Group is one of the main foreign private investors of the country. In 2016 started the production and export of sugar (11,000 tons) which is expected to increase importantly by the next years. The current access goes through Valley of Peace using an unpaved road. Figure 3-4: Cotton Tree - Meditation

3.2.2.2. Summary These proposed action plans involve upgrading to highway standard of some 10.8 miles of road and the construction of three (3) bridges. This relatively short length of upgraded roads is expected to have significant impact on both freight transport and on accessibility of the communities involved. It would be suitable that the method used is HMA. Being short sections, this could be used to help local contractors to gain experience with this method.

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3.2.2.3. Financial Dimensions An average cost of 1.0 Million BZD per mile ($US 0.5 million) was used, instead of the 0.8 Million BZD ($US 0.4 million), indicated in the Base Line Report. This increase was suggested by the Ministry of Works as part of its latest feedback from recent road projects. Based on recent studies of similar bridge projects, the estimated average cost of bridge construction (about 250-300 feet) is approximately 0.4 Million BZD ($US 0.2 million). Finally, a 6% total provision was added for design studies and work supervision. Based on these average costs, the total estimated cost of upgrading road and constructing bridges in the short-run is 12 Million BZD ($US 6.0 million) which could be funded by the local budget or eventually with unused funds from other IFI programs.

3.2.2.4. Institutional Dimensions This action depends entirely on the structuring of the funding as the Ministry of Works will remain the major stakeholder and responsible for implementing the measure. Due to the short length and apparent low complexity of these road/ bridge sections, local contractors should be capable of carrying out the work. If the road sections/bridges are to be funded by various IFIs, the supervising requirements are expected to be higher, as different monitoring procedures will have to be established to satisfy IFIs.

3.2.2.5. Time Dimensions Some of the project designs are already done or ongoing and others may be carried out during 2017. Construction is expected to take place between 2018 and 2020 depending on when construction funds become available. A road section per year should be affordable for the local budget and the selected sections are very short.

3.2.2.6. Monitoring Dimensions This proposed action plan will be monitored by checking the achievement of the following indicators:

 Sections upgraded and percentage (%) completion for each section  Number of bridges built

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3.3 Improving Road Maintenance Program

3.3.1 Rationale

3.3.1.1. 2017 Current MoW Road Maintenance Programs

The 2017 MoW Road Maintenance Programme3 includes the following activities, in each of the seven-main highway.

 Vegetation Control: This task consists in cutting off the vegetation growing at each side of the Right of Way. The aim of this task is to prevent erosion of the pavements allowing water drainage, give a safe path for cars edging and provide visibility of the roads for the users.  Clean and Reshape Ditches: This task is performed after the Vegetation Control, and consists in the cleaning and reshape of the ditches to provide a good drainage of water at each side of the road.  Clean Culverts: This task consists in the cleaning of the inside part of the Culverts to guarantee the drainage of water from one side to another beneath the roads.  Maintenance of Roadside Furniture: This task consists in the cleaning and substitution of the vertical signs of the roads to guarantee the correct reading of information, prevention and warnings for the users.  Minor Bridge Repairs: This task consists in the cleaning and painting of the bridges, and some minor repairs to potholes and cracking, providing safety for users.  Pothole Patching: This task consists in the patching of potholes, to prevent further damages of the pavement profile and give users safety and comfort.  Pavement Repairs: This task consists in the repair of sections with damage affecting the pavement’s profile to prevent further damages of the pavement profile and give users safety and comfort.  Grading Shoulders: This task consists in giving the damaged shoulders the correct width according to standards to guarantee the drainage of the roadway without affecting the pavements’ profile.

3.3.1.2. MoW Road Maintenance Budget The Table 3-1 shows the summary road maintenance budget of the MoW, for 2017. It shows the budget for each Primary Highway section, as well as the total (in $US). Total road maintenance budget for 2017 is approximately US$ 1.7 million (US$ 1.8 million considering US$ 150,000 additional annual budget). Of which, the largest share is for George Price highway (23%), followed by Phillip S.D. Goldson (20%), Manatee Road (20%), and Southern Highway (19%). Detailed budgets, per task, at each corridor are shown in the Annexes.

3 Based on Discussion with MoW Chief Engineer

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Table 3-1: Road Maintenance Budget 2017 (US$) Miles/ $US/Mile Highway Budget (US$) % of Total Kilometres $US/Km 77 miles 5,247 George Price $404,031 23% 125 km 3,232 12 miles 5,202 Hattieville - Boom $62,423 4% 19 km 3,285 91 miles 3,758 Phillip S.W. Goldson $341,974 20% 145 km 2,358 5 miles 1,286 Orange Walk Bypass $6,429 1% 8 km 804 54 miles 428 Hummingbird $230,975 13% 88 km 262 98 miles 3,275 Southern $320,996 19% 157 km 2,045 36 miles 2,349 Manatee Road $341,974 20% 58 km 1,458 373 miles 3,891 Total $1,708,803 100% 601 km 2,415 Source: MoW, 2017

As shown in the table, the George Price Highway and the Philip S.W. Goldson have the most expensive costs by kilometre as result of the wear due to the high demand both Highways present compared with the rest of the network. The MoW provided the consultant with the current maintenance program for 2017. The MoW explained that the same budget (increased by inflation) is authorized for the roads every year by the MoF, regardless the increase of kilometres or the different task and environmental issues which take part separately. An additional maintenance budget of $US150,000 is also considered during the year for primary network. The Authorized Budget is presented in Table 3-2 and Table 3-3 to be considered as Baseline for the further proposals. Table 3-2: Authorized MoW Budget by Road (US$) Authorized Budget (US$) Highway 2017 George Price $ 404,031 Hattieville - Boom $ 62,423 Philip SW Goldson $ 341,974 OWT Bypass $ 6,429 Hummingbird $ 230,975 Southern $ 320,996 Manatee $ 341,974 Total $ 1,708,803 Additional Maintenance Budget $ 150,000 Total Authorized $ 1,858,803 Source: Egis - Transconsult, 2017

Table 3-3: Authorized MoW Budget by Task (US$) Task Units Quantity Periodicity Proposed by Cost Vegetation Control - Mechanised sq. ft. 353,544,026 Every year/ RM MOW $751,294 Vegetation Control - Labour Based sq. ft. 34,143,443 Every year/ RM MOW $165,916 Clean and Reshape Ditches - Mechanised ft. 701,878 Every year/ RM MOW $60,496 Clean culverts ft. 3,142 Every year/ RM MOW $48,669 Maintenance Roadside Furniture - Paved Roads units 184 Every 5 years/ PM MOW $ 6,474.50 Minor Bridge Repairs sq. ft. 28,390 Every 2 years/ PM MOW $99,121 Paved Road Pothole Patching sq. ft. 18,101 Every year/ RM MOW $ 330,895 Spot Patching Unpaved Roads sq. ft. 5,117 Every year/ RM MOW $11,702 Pavement Repairs sq. ft. 1,537 Every 4 years/ PM MOW $ 26,918 Grading Shoulders - Paved Roads & Unpaved Roads mls. 489 Every 4 years/ PM MOW $119,381 Light Grading Unpaved Wearing Surfaces sq. ft. 4,965,910 Every year/ RM MOW $81,037 Grade and Shape Gravel Roads sq. ft. 1,161,482 Every 4 years/ PM MOW $6,900 Original MOW Budget $ 1,708,803 Additional Maintenance Budget $ 150,000 Total Authorized $ 1,858,803 Source: Egis - Transconsult, 2017

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3.3.1.3. Main Issue The Consultant, as-well-as the MOW, considers the existing road maintenance budget too small to maintain the assets of the Primary Highway System. The MoW is doing its best to maintain the road system under overly tight budget. However, this is not enough. This section deals with assessment of the appropriate necessary increase in road maintenance programs and budget to maintain the road system in good conditions.

3.3.2 Action Description

3.3.2.1. Maintenance Activities Proposed The Short-Term Action Plan seek to relieve within the next four years those existing problems4. There are four mainstays for the proposals:

 A well-designed surface road maintenance programme to provide full operational service for the next 4 years. It will include considerations for asphalt concrete highways and maintenance periods (annual maintenance, every four-year maintenance and every eight-year maintenance).  Inclusion of horizontal signs, vertical furniture and major bridge maintenance in the MOW budget distribution.  Upgrade maintenance software to HDM – 4 Version 2.

3.3.2.2. Methodology - Summary The Consultant assessed two type of budget increase: 1. Optimal maintenance Program – The optimal maintenance program in the short term, without budget constraints. Total optimal budget about an average of US$3.2 million per annum. This implies an increase of 66% - 78% (an average of 71%) more of the current road maintenance budget. 2. Minimum necessary maintenance program, with budget constraints. Total minimal maintenance program about US$ 1.9 million. This minimal program implies a slight budget increase of 2% -12% (an average of 6%) per annum. Cost and time estimations of the proposed additional maintenance tasks, for either the optimal or the minimal program, are based on regional prices and construction techniques, and on performance used in Coastal Mexican Projects5. This approach is considered appropriate as both Mexico and Belize are located within the same geographical area, and have access to similar construction markets.

3.3.2.3. Optimal Maintenance Program One of the consultant’s target is to identify the current needs that will solve or mitigate existing problems; and to estimate approximative costs to carried out those solutions. This

4 Solutions for Insufficient Shoulder Width will be proposed in the Medium Long- Term Action Plan.

5 Costs estimation for additional potholes and ravelling patching were those provided by MoW

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scenario is called Optimal as it identifies all the required activities that must be done under an “ideal” scenario to optimize the Level of Service (LOS) – regardless of costs. Taking the 2017 MoW maintenance programme as basis, additional tasks were added so a comprehensive programme is obtained. The need of those additional activities was perceived during the in–field road assessment conducted in January 9-12, 2017, and based on the physic characteristics of roads described in the 2016 Road Condition Assessment Summary (delivered by the MoW). The criteria to select the concepts included in the Optimal Scenario correspond to those activities which will warranty the highest functioning and maximize the LOS given the current geometry: foremost pavement conditions allow good visibility and maintain proper drainage. All these elements have an impact on operating speed, vehicular costs; and driver’s and pedestrian’s safety. The consultant’s proposed additional maintenance concepts are:

 Horizontal Signs: This task considers the road painting with thermoplastic road marking paint or hot melt marking paint, which is applied on the roads’ surface to mark lanes, shoulders, logarithmic lines for stop warning, start-end of a structure on the road (sidewalk or ridge) and pedestrian crossing. These horizontal signs paint is applied together with Cat’s Eyes (Roadstuds), which are retroreflective safety devices placed according the colour of the painting to make the road visible with low light to give road safety. Cat’s Eyes (Roadstuds) must be similar in colour and span to horizontal marks and with the correct specifications for the pavement type. Horizontal marks and dividing lines should be painted using a thermoplastic reflective paint. This special paint has a reflective layer which helps the drivers see during low light/dark hours.  Major Bridge Maintenance: This task aims to give a maintenance to bridges with higher damages, considering the works of the minor maintenance (painting of bridges, signalization of width, cleaning of drainage) plus a reinforcement of foundations, repair of damage of the superstructure sections, inspection with x – rays for the reinforced concrete, cleaning with sand of the rusted metal structures and painting with fireproof paint, coating and sealing, adjustment of bearing systems, crack and joints repairs, stabilizing banks and correcting erosion of the area to give their total support capacity and ensure safety.  Pavement Reconstruction: This task is considered in the areas where the pavement presents the deepest damage. This means, to demolish the complete structure of pavement in a section of the road and build it back again (In some sections, the pavement was already destroyed probably by natural conditions). This is the most expensive of the proposed additional activities since demolishment and reconstruction are to be done. The consultant suggests this activity to be done as conditions in many sections are very damaged and safety driving is compromised. The more this activity is postponed, the most complicated and expensive it will be. The consultant’s proposal also considers Additional Maintenance Roadside Furniture, and Additional Pothole and Ravelling Patching to be added to the 2017 MoW Road Maintenance Programme.

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All the “additional” activities, identified as necessary, included in the Optimal maintenance programme for each corridor is found in the Annexes. Detailed costs per activity are also included. Cost and time estimations of these additional tasks are based on parametric regional prices and construction techniques and performance used in Coastal Mexican projects. This approach is considered appropriate as both countries are located within the same region, are geographically close and have access to similar construction markets. Once the estimation of “ideal”/” optimal” economic requirements was finalised, a comparison with the MoW Current Maintenance Budget was done in order to have an order of magnitude of the total missing sources that the MoW is facing. As a summary, the 2017 Optimal maintenance programme for the six main highways and the Manatee Road has an average of US$ 3.2 million. This implies that to give the proper maintenance of the highways, US$ 1.3 million more is required. The next table shows for the following 4 years (2017-2020):  The Authorized MoW Budget. Since data is available only for 2017, the consultant supposed for purposes of this analysis that the budget for the following years remains the same.  The Optimal Maintenance Budget Required for corridor (detailed information per task and corridor is in the Annexes section)

Table 3-4: Authorized MoW Budget vs Optimal Maintenance Budget Required Authorized Budget (US$) Proposed Optimal Maintenance Budget Required (US$) Highway 2017 2018 2019 2020 2017 2018 2019 2020 George Price $404,031 $404,031 $404,031 $404,031 $562,806 $502,974 $531,792 $568,450 Hattieville - Boom $62,423 $62,423 $62,423 $62,423 $70,518 $65,640 $56,537 $60,548 Philip SW Goldson $341,974 $341,974 $341,974 $341,974 $1,163,751 $1,212,862 $1,205,514 $1,247,163 OWT Bypass $6,429 $6,429 $6,429 $6,429 $9,786 $12,312 $5,851 $7,574 Hummingbird $230,975 $230,975 $230,975 $230,975 $551,933 $560,258 $591,092 $591,408 Southern $320,996 $320,996 $320,996 $320,996 $411,531 $431,370 $489,869 $526,705 Manatee $341,974 $341,974 $341,974 $341,974 $341,974 $305,106 $306,514 $305,106 Original Authorized $1,708,803 $1,708,803 $1,708,803 $1,708,803 $3,112,299 $3,090,522 $3,187,168 $3,306,954 MOW Budget Additional Authorized MOW $150,000 $150,000 $150,000 $150,000

Budget Total Authorized $1,858,803 $1,858,803 $1,858,803 $1,858,803 MOW Budget

Source: Egis - Transconsult, 2017 The difference between these two previous costs is in Table 3-5.

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Table 3-5: Budget Balance per Highway (US$) Balance (Authorized MoW Budget – Proposed Optimal Maintenance Budget Required) (US$) Highway 2017 2018 2019 2020 George Price -$158,775 -$98,943 -$127,761 -$164,418 Hattieville - Boom -$8,094 -$3,216 $5,886 $1,876 Philip SW Goldson -$821,777 -$870,888 -$863,540 -$905,189 OWT Bypass -$3,357 -$5,883 $578 -$1,145 Hummingbird -$320,958 -$329,283 -$360,117 -$360,433 Southern -$90,535 -$110,373 -$168,872 -$205,709 Manatee $- $36,868 $35,460 $36,868 Additional Budget Required -$1,403,496 -$1,381,719 -$1,478,366 -$1,598,151 Additional Authorized MOW $150,000 $150,000 $150,000 $150,000 Budget Missing/ Remaining Budget -$1,253,496 -$1,231,719 -$1,328,366 -$1,448,151 % Missing/ Remaining Budget 67% 66% 71% 78% Source: Egis - Transconsult, 2017 As shown in Table 3-5, for the MoW to carry out the optimal maintenance programme the 2017 budget must be increased by 67%; 66% in 2018; 71% in 2019 and 78% in 2020. The next classification of maintenance periods was added to the details per highway contained in the annexes:

 Routine Maintenance: Maintenance considered yearly to keep roads in optimal conditions. Vegetation Control, Clean and Reshape Ditches, Clean Culvers, Paved Road Porthole Patching, Spot Patching Unpaved Roads, and Light Grading Unpaved Wearing Surfaces.  Periodic Maintenance: Maintenance considered every 2, 3, 4 or 5 years to repair minor damages. Maintenance Roadside Furniture, Minor Bridge Repairs, Pavement Repairs, Grading Shoulders, Grade and Shape Gravel Roads, Horizontal Signs, Additional Roadside Furniture, and Additional Pothole and Ravelling Patching.  Major/ Extraordinary Maintenance: Maintenance considered every 8 years as required to reconstruct and make major repairs. Major Bridge Maintenance, and Pavement Reconstruction

Table 3-6: Road Maintenance Budget by Period, Optimal Program (US$) Period Periodicity 2017 2018 2019 2020 Total Cost (US$) Routine Every year $1,450,009 $1,657,480 $1,657,480 $1,657,480 $6,422,448.44 Periodic Every 2 to 5years $497,415 $268,166 $118,836 $238,621 $1,123,039 Major Every 8 years $1,164,875 $1,164,875 $1,410,853 $1,410,853 $5,151,455.69 Total $3,112,299 $3,090,522 $3,187,168 $3,306,954 $12,696,943

Source: Egis - Transconsult, 2017

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The additional tasks suggested to be included in the Optimal Scenario are the following: Table 3-7: Additional Task for the Optimal Maintenance Program (US$) Task Units Quantity 2017 2018 2019 2020 Horizontal Signs mls. 427 $238,620.93 $238,620.93 $- $238,620.93 Additional Pothole and Ravelling Patching sq. ft. 19,906 $- $207,471.35 $207,471.35 $207,471.35 Additional Roadside Furniture - Paved Roads Units 217 $- $29,545.53 $19,715.29 $- Major Bridge Maintenance sq. ft. 23,733 $- $- $245,977.42 $245,977.42 Pavement Reconstruction sq. ft. 2,044 $1,164,875.21 $1,164,875.21 $1,164,875.21 $1,164,875.21 Additional Budget Required (B) $1,403,496 $1,640,513 $1,638,039 $1,856,945 Total Budget Required (C = Total MoW Budget + B) $3,112,299 $3,090,522 $3,187,168 $3,306,954 Original Authorized MOW Budget (D) $1,708,803 $1,708,803 $1,708,803 $1,708,803 Additional Authorized MOW Budget (E) $150,000 $150,000 $150,000 $150,000 Total Authorized MOW Budget (F = D + E) $1,858,803 $1,858,803 $1,858,803 $1,858,803 Missing/ Remaining Budget (G = F – C) -$1,253,496 -$1,231,719 -$1,328,366 -$1,448,151 % Missing/ Remaining Budget (H = G/ F) 67% 66% 71% 78%

Source: Egis - Transconsult, 2017 As previously explained, the estimated missing budget considers the Pavement Reconstruction. Despite its high cost, the consultant suggests the MoW ponders to carry out this activity promptly. Otherwise, maintenance costs will significantly increase in the future and eventually, the reconstruction will be imperative and more expensive. Aware of the difficulties involved in obtaining such high additional resources, the consultant set up an alternative, more feasible/realistic scenario called “Minimum” Maintenance Programme. Further analysis will evaluate the pertinence of implementing this scenario in the medium/long run.

3.3.2.4. Minimum Maintenance Program The Minimum Maintenance Programme is an alternative scenario to the Optimal. As it can be inferred, the Minimum Programme considers the essential additional activities that, to the best judgment of the consultant, must be done and should not be avoided or delayed as they allow the elemental conditions to drive even without reaching the maximum design speed. In order, not to significantly exceed the current 2017 MoW Maintenance Budget, but adding the essential missing tasks, this proposal presents an adjusted maintenance programme which considers the main tasks already identified by the MoW. The idea is to add to the 2017 MoW Budget missing actions identified by the consultant; and help prioritize the tasks, without significantly exceeding the current budget. The process carried out was: 1. Initially, additional maintenance tasks for each highway were proposed, including horizontal signs, major bridge maintenance, additional maintenance roadside furniture: in the access to the bridges, maximum width could be advertised to prevent trucks from getting stuck. All concepts and costs for each corridor are to be found in the Annexes. 2. Prioritization of tasks, including those originally considered by the MoW plus the consultant’s suggested minimum additional concepts (details in the Annexes). The tasks’ prioritization was done according to engineering criteria so that impacts on level of service and driver’s safety are maximized. Tasks allowing visibility and avoiding flooding and puddling were prioritized (vegetation control, clean and reshape

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ditches, clean culverts, maintenance of roadside furniture). Secondly, pavement roughness reduction was considered (pothole patching and pavement repairs), whereas bridges repairs are thought to be less urgent and prone to be postponed. 3. Based on the prioritization, tasks considered less important or which can be delayed, were postponed and/or forwarded to the Medium and Long – Term Action Plans (see Annexes for detailed information). As part of the tasks redistribution, Grading Shoulder was considered unnecessary now and removed from the MOW budget since widening the shoulders are part of the Medium and Long – Term Action Plans to be proposed in the CNTMP. Minor Bridges Repairs are delayed to the third year, close to the time when Major Bridges Maintenance is to be carried out during the fourth year. Performing these tasks together will provide for economy of scale. These adjustments are made, while keeping in mind that priority maintenance works must be assured (details by task and corridor in the Annexes), and that major maintenance activities could be postponed to the last-years (2019 and 2020) of the Short - Term Action Plan. The result is a Maintenance Programme which includes the minimum tasks to be done in the pertinent moment in time. Once more, the comparison with the MoW Current Maintenance Budget was done in order to have an order of magnitude of the total missing sources that the MoW is facing even in a Minimum Maintenance scenario. As a summary, the average Minimum maintenance programme for the seven main highways is equivalent to US$ 1.9 million. This implies that to give the minimum maintenance of the highways, an average of 6% more are required for 2017. Table 3-8 shows for the following 4 years (2017-2020):  The Authorized MoW Budget. Since data is available only for 2017, the consultant supposed for purposes of this analysis that the budget for the following years remains the same.  The Minimum Maintenance Budget Required for corridor (detailed information per task and corridor is in the Annexes section) The difference between the current and the minimum budgets could be positive or negative and it corresponds to the missing/remaining budget to accomplish the basic maintenance required (see Annexes for detailed information). If there is some remaining budget in one highway, the consultant’s proposal is to reallocate those financial resources among the other highways. By doing this, the original budget is completely used.

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Table 3-8: Authorized MoW Budget vs Minimum Maintenance Budget Required Proposed Optimal Maintenance Budget Required Authorized Budget (US$) Highway (US$) 2017 2018 2019 2020 2017 2018 2019 2020 George Price $404,031 $404,031 $404,031 $404,031 $414,032 $402,633 $431,451 $468,108 Hattieville - Boom $62,423 $62,423 $62,423 $62,423 $63,387 $65,640 $56,537 $60,548 Philip SW Goldson $341,974 $341,974 $341,974 $341,974 $431,013 $444,219 $415,357 $467,763 OWT Bypass $6,429 $6,429 $6,429 $6,429 $8,152 $12,312 $5,851 $7,574 Hummingbird $230,975 $230,975 $230,975 $230,975 $263,077 $264,032 $289,915 $292,707 Southern $320,996 $320,996 $320,996 $320,996 $392,858 $399,551 $445,085 $488,404 Manatee $341,974 $341,974 $341,974 $341,974 $341,974 $305,106 $306,514 $305,106 Original Authorized $1,708,803 $1,708,803 $1,708,803 $1,708,803 $1,914,494 $1,893,494 $1,950,710 $2,090,210 MOW Budget Additional Authorized MOW $150,000 $150,000 $150,000 $150,000 Budget Total Authorized $1,858,803 $1,858,803 $1,858,803 $1,858,803 MOW Budget

Source: Egis - Transconsult, 2017 The difference between these two previous costs is in Table 3-9. This represents the missing resources to carry out the Minimum maintenance programme. Table 3-9: Budget Balance per Highway (US$) Balance (Authorized MoW Budget – Proposed Optimal Maintenance Budget Required) (USD) Highway 2017 2018 2019 2020 George Price -$10,001 $1,398 -$27,420 -$64,077 Hattieville - Boom -$964 -$3,216 $5,886 $1,876 Philip SW Goldson -$89,039 -$102,245 -$73,383 -$125,789 OWT Bypass -$1,723 -$5,883 $578 -$1,145 Hummingbird -$32,102 -$33,057 -$58,940 -$61,732 Southern -$71,862 -$78,555 -$124,088 -$167,407 Manatee $- $36,868 $35,460 $36,868 Additional Budget Required -$205,691 -$184,691 -$241,907 -$381,408 Additional Authorized MOW $150,000 $150,000 $150,000 $150,000 Budget Missing/ Remaining Budget -$55,691 -$34,691 -$91,907 -$231,408 % Missing/ Remaining Budget 3% 2% 5% 12% Source: Egis - Transconsult, 2017 Table 3-9 indicates that to carry out the minimum maintenance tasks, the MoW would need in 2017 an additional 3% to its current budget. In 2018, the budget should be increased by 2%; 5% in 2019 and 12% in 2020. An internal budget distribution review inside the MOW is suggested as based on their information, only 16% of the total budget (Authorized Maintenance Budget for the 7 Main Roads [$US 1.8 million] divided into MOW Total Authorized Budget [US$ 10.8 million]) for 2017 is directed to maintenance works along the seven highways.

Table 3-10: Road Maintenance Budget by Period, Minimum Program (US$) Period Periodicity 2017 2018 2019 2020 Total Cost (US$) Routine Every year $1,605,612 $1,605,612 $1,605,612 $1,605,612 $6,422,448 Periodic Every 2 to 5 years $307,474 $287,882 $99,121 $238,621 $933,097 Major Every 8 years $- $- $245,977 $245,977 $491,955 Total $1,913,086 $1,893,494 $1,950,710 $2,090,210 $7,847,500

Source: Egis - Transconsult, 2017

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Table 3-11: Additional Task for the Minimum Maintenance Program (US$) Task Units Quantity 2017 2018 2019 2020 Horizontal Signs mls. 427 $238,620.93 $238,620.93 $- $238,620.93 Additional Pothole and Ravelling Patching sq. ft. 19,906 $155,603.51 $155,603.51 $155,603.51 $155,603.51 Additional Roadside Furniture - Paved Roads Units 217 $- $49,260.82 $- $- Major Bridge Maintenance sq. ft. 23,733 $- $- $245,977.42 $245,977.42 Additional Budget Required (B) $394,224 $443,485 $401,581 $640,202 Total Budget Required (C = Total MoW Budget + B) $1,913,086 $1,893,494 $1,950,710 $2,090,210 Original Authorized MOW Budget (D) $1,708,803 $1,708,803 $1,708,803 $1,708,803 Additional Authorized MOW Budget (E) $150,000 $150,000 $150,000 $150,000 Total Authorized MOW Budget (F = D + E) $1,858,803 $1,858,803 $1,858,803 $1,858,803 Missing/ Remaining Budget (G = F – C) -$54,283 -$34,691 -$91,907 -$231,408 % Missing/ Remaining Budget (H = G/ F) 3% 2% 5% 12%

Source: Egis - Transconsult, 2017

3.3.2.5. Upgrade Maintenance Software Regarding the construction of the road maintenance program, it is currently based on the frequency defined in the Manual of Standards and subsequently on a priority set by the MoW staff in line with the AADT, road conditions and, to a lesser extent Measure, people affected by the state of the road. MoW is currently in the process of establishing a set of technical and economic criteria to help prioritize road investment and maintenance. It would be suitable to consider the acquisition of a specialized software for maintenance planning HDM – 4 Version 2, which is currently used in Europe and the Americas to analyse, plan and manage Roads Maintenance Programs. The implementation of a specialized program as the HDM – 4 allows to deliver more accurate estimation for future maintenances required for each road, and to have a better control of the assets according to demand evolution. The upgrade to the HMA and HDM-4 and has been discussed with the MoW’s. Both the CEO and the Chief Engineer have upraised their concerns about it due to the lack of capacity/knowledge of most companies, restricting the chance to participate to only few of them. The consultant considers that if those upgrades are carried out by the government, the use of the new technologies would encourage the private companies to train their staff and acquire the necessary equipment. In this way, the framework for international competitiveness and the development of infrastructure could be established in the country. The technology improvement will be effective only if specialized staff can support MOW on it. For this, it is suggested to hire at least one engineer with minimum profile as follows: - Studies in civil engineering, preferably at master level and 10 years of experience in road maintenance management using HDM-4 - Experience in implementing a similar reform in another country would be a great asset - Training experience in HDM-4 and maintenance planning

3.3.3 Financial Dimension According to the MoW, the process to request the maintenance budget is the following: First the MoW requests the budget to the MoF; then the MoF approves a budget, but due to the

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lack of resources, they only consider inflation, instead of aligned the increase of budget with the increase of miles on roads. The problem identified gives no opportunity to have improvement for road’s maintenance. The consultant, in agreement with the MoW, suggests the following investment schemes for the required road maintenance works:

1. Structure a Maintenance Fund in which the government saves and invests money for further road maintenance and construction so that interests are earned. Such funds already successfully operate in the region and good practices can be adapted to Belize6. MoW has already considered this a scheme to be developed, but not yet implemented. Road funds are usually funded by using specific taxes to fuel allocated for road maintenance purpose. The table below shows that for main petroleum products the amount of government taxes is already 50% which is high. Adding additional taxes will not be politically acceptable in the short term. Moreover, the GoB prefers to avoid establishing such type of taxes lest this creates similar requests from other sectors. Table 3-12: Percentage of Government taxes of fuel pump price

Effective 21-Jun-17 Premium Regular Kerosene Diesel Landed Cost 4.1602 4.2133 3.6800 3.6114 Commercial Margins 1.4086 1.3779 0.7658 1.2071 Government Taxes 4.9623 47% 4.5904 45% 0.7470 14% 4.1378 46% Pump Price 10.53 10.18 5.19 8.96 * Prices in Belize City

2. Develop Public – Private Partnerships (PPP): i) Management and Operating Contracts: packs of roads maintenance (possible combination of rural roads and highways) granted to private entities and whose payment depends on a minimal level of service to accomplish. ii) Service Contract: private entities construct, operate and maintain the assets; and the government pays annually according to a defined standard condition required. The suggestions for PPP is to establish them for a 30-year or 40-year duration in order to give certainty to the private entities and lower costs as constant work is secured. PPP are advantageous since they allow to reduce the government expenditure in construction, operation and maintenance and costs are not transferred to the users. Experience in the region proves success and more countries in the Americas opt for this scheme under the auspices of the IDB7.

6 Similar schemes are currently operating in the region: Fonadin in Mexico since 2008, COVIAL in Guatemala since 1997, and Fondo Vial in Honduras since 2013. Their objective is the funding for construction and maintenance of roads.

7 Neighbouring countries have created specific agencies to conduct the PPP implementation: PIAPPEM for Mexico with 3,112 km under PPP schemes, COALIANZA for Honduras with 435 km under PPP schemes, and ANADIE for Guatemala with 53 km under PPP schemes.

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3. Consider some maintenance program tasks as part of a Major Project's budget. For example, horizontal signs and roadside furniture were part of the “Road Safety Project” in the George Price Highway. This kind of projects could be financed by alternative sources other than national budgetary resources (the Caribbean Development Bank sponsored the previous Road Safety Project). This scheme would give the MoW the necessary budget for the maintenance programme proposed, the replacement for bridges and the implementation of the National Road Safety Project. It is often as well to include in the budget for the rehabilitation/construction of a road funded by an IFI a provision for maintenance during a few number of years. In any case, this alternative is not sustainable in the long term but it can open from time to time alternatives to reduce temporary maintenance costs. All things considered, the Consultant recommends option 2. Even if there is still no experience in the country, Operations and maintenance contracts with private operators can be a solution to compensate budget limits. Neighbouring countries have gained experience in such contracts during the last 20 years. It is possible that the first operations will not be entirely satisfactory for GoB but as experience is built this can be a way to increase the financial sustainability of road maintenance. It is worth noting that changing the road construction method to HMA or Whitetopping shall reduce medium and long-term road maintenance costs.

3.3.4 Institutional Dimensions  The MOW should consider a review and update of its current Manual of Standards, according to new technologies (such as Hot Mix Asphalt technics for paving). This revision should include standardization of the measurement units (to metrical system) for become aligned with the rest of the region.  All proposals are located within a 100 ft. Right of Way. Hence, no additional Right of Way is required.  The recommended maintenance programme for the first two years is consistent with the MOW budget  Minimum maintenance program action plans for the first two years (2017-2018) is feasible in terms of technical requirements, timing, institutional and available financial resources. However, the proposed action plans for year 3 and 4 (2019-2020) requires additional financial resources.

3.4 Bridges Replacement Program along the Primary Highways

3.4.1 Rationale The In-Field Analysis, reported in the Base Line Report identified the following problems, concerning the Belize road’s bridges:

 Narrow bridges in poor conditions. The road network includes single lane narrow bridges whose width does not meet the standard lane (3.5 m; 11.5 ft.). This setup slows traffic on the approaches to the bridges and creates road safety hazards. Twenty-one (21) bridges, along the Primary Highway Network, and Twenty-Four (24) along the Secondary Network, are single lane bridges on a dual-carriage road. Thus, slowing

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traffic and posing road safety. These Bridges should be replaced and/or upgraded to two- lanes, up to 35 ft. in width (11’6” per lane – 23 ft. in total; plus 6 ft. per each shoulder – 12 ft. in total). The Mow is currently executing a Bridge Improvement Programme, described in the following section.

3.4.2 MoW Current Bridge Program The 2017 MoW Bridge Improvement Programme for the Short-Term Action Plan includes:  Thirteen (13) single-lane bridges of the Primary Highway Network and six (6) single- lane bridges of the Secondary Road Network to be replaced by dual-lanes.  The replacement of the bridge in Punta Gorda for road safety reasons. After several flooding episodes, the structure seems to be weakening and there is risk of collapse as it happened not long ago with a bridge in Dangriga. The collapse of Punta Gorda bridge would have huge impact in the mobility of the inhabitants as it is the main access to the Southern Highway and hence to the rest of the country.  3 Bridges to be added in rural areas as part of the additional road section to the National Highway system (discussed above in section ¡Error! No se encuentra el origen de la referencia.) Table 3-13 shows detailed information on MOW Bridge Replacement Program along the Primary Highway Network, provided by the Chief Engineer, with estimated costs by the Consultant, based on international experience. Table 3-13: 2017 MoW Bridges Replacement, Primary Network Year for Current Width Bridge Name Highway AADT Replace Mow Priority (ft.) ment Precise alignment of Suspenders, replacement Hawkesworth Bridge Mile 66.7, George Price Hwy 35 818 2017 of cross beams, braces, sand blasting and painting . CDB Funding on-going major repairs. Substandard Geometry - OFID to fund Alta Vista Mile 14.5 Hummingbird Hwy 15 968 2017 replacement structure. Roaring Creek Mile 46.9, George Price Hwy 18 2,508 2018

CDB / EIB/GOB Funds - Design of Bridge Haulover Bridge Philip S.W. Goldson 20 1,233 2018 completed. Substandard Geometry - OFID to fund

St. Margaret’s Mile 32.3 Hummingbird Hwy 11 653 2019 replacement structure. Substandard Geometry - OFID to fund

Dry Creek Bridge Mile 28.7 Hummingbird Hwy 13 653 2019 replacement structure. Substandard Geometry - OFID to fund Valley Community Mile 18.5 Hummingbird Hwy 15 893 2019 replacement structure. Small Barton Creek - Mile 59.2, George Price Hwy 18 2,198 2020 To be replaced under IDB Project Unitedville Prone to Flooding /Near Galen University. IDB Garbutt Creek Bridge Mile 62.6, George Price Hwy 35 818 2020 Funds will address repairs & enhance hydraulic capacity Some Repairs and enhancement of Hydraulic Red Creek Bridge Mile 65.4, George Price Hwy 30 818 2020 Capacity to be done with IDB Funds Substandard Geometry - OFID to fund St Catherine’s Mile 18.25 Hummingbird Hwy 15 883 2020 replacement structure. Substandard Geometry - OFID to fund Sister # 1 - Steadfast Mile 16.45 Hummingbird Hwy 15 882 2020 replacement structure. Substandard Geometry - OFID to fund Sister # 2 - Steadfast Mile 16.75 Hummingbird Hwy 15 882 2020 replacement structure. Source: MoW, 2017

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The current program includes thirteen (13) bridges replacements proposed by the MoW8 and the replacement of Punta Gorda Bridge. The Consultant supports the Bridge Replacement Program by the MoW and considers it an appropriate bridge replacement program in the short-term because the current widths of those bridges are among the narrowest for the Hummingbird Highway, and the George Price Highway has the major traffic volume. The impact of the replacement of those 13 bridges is of over 128,952 inhabitants in a radio of 5km detailed as shown in the Figure 3-5 to Figure 3-7 and detailed on Table 3-14.

Figure 3-5. MoW Bridges Replacement Impacts for Short – Term Action Plan, George Price Highway

Source: Egis - Transconsult, 2017

8 Replacement of another six bridges discussed with the MoW, will be included in the Medium-Term Action Plan. At the request of MoW, the Consultant prepared a cost estimate (not shown here) of these six bridges, based on international parametric costs.

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Figure 3-6. MoW Bridges Replacement Impacts for Short – Term Action Plan, Philip S.W. Goldson Highway

Source: Egis - Transconsult, 2017 Figure 3-7. MoW Bridges Replacement Impacts for Short – Term Action Plan, Hummingbird Highway

$ $

$ $ $ $  $ $ $ $

$

Roaring Creek $ Belize $ $

$$ $ $ $ $

Z $$ $ &Belmopan $

$ $ $ $ $

$ $

$ $ $ $ $

$ $ $ $ St Margaret Z

$ $ Dry Creek

$ $ $ $ $ Z $ $ $ $ $ $ &$ Dangriga Cayo

$ $ . $ Stann Creek Z Bridges $$ $ .

$ 50000 $ 25000 12500

$ $ Population $ $ $ 0 6 12 18 $ Kilometers $

Source: Egis - Transconsult, 2017

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Table 3-14: MoW Bridges Replacement Impacts for Short – Term Action Plan Population Impact Replacement of the Bridges AADT impact (r=5 km) Hawkesworth Bridge 17,918 818 Alta Vista 370 968 Roaring Creek 18,545 2,508 Haulover Bridge9 62,778 1,233 St Margaret 1,137 653 Dry Creek 484 653 Valley Community 631 893 Small Barton Creek - Unitedville 1,345 2,198 Garbutt Creek Bridge 2,475 818 Red Creek Bridge 17,918 818 St Catherine’s 484 883 Sister # 1 - Steadfast 484 882 Sister # 2 - Steadfast 484 882 Punta Gorda Bridge 5,351 474 Source: Egis - Transconsult, 2017

Additionally, to the Primary Network’s bridges, the MoW considers the replacement of the next Secondary Road Network bridges to increase safety and accessibility to villages. Table 3-15: 2017 MoW Bridges Replacement, Secondary Network

Current Year for Bridge Name Road Mow Priority Width (ft) Replacement 2.5 miles. Santa Teresita Single lane Wooden Bridge needs to be Santa Teresita 14 2018 Road, Cayo District replaced Mile 5.68, Valley of Peace Single lane Wooden Bridge needs to be Valley of Peace Wooden Bridge #1 14 2018 Road replaced. MOW Funds Mile 5.6, Valley of Peace Single lane Wooden Bridge needs to be Valley of Peace Wooden Bridge #2 14 2018 Road replaced. MOW Funds Needs Replacement. Served its useful Lemonal Timber bridge Mile 6.9, Lemonal Road 14 2018 life already. Mile 1.83, Buena Vista Road, Single lane Wooden Bridge needs to be Buena Vista Bridge 14 2019 Cayo District replaced Timber Superstructure on Reinforced Mile 6, Selena Village Road, Selena Bridge 20 2019 Conc. Abutments. Major repairs and Cayo District replaement of decking. Source: MoW, 2017

The remaining eight (8) bridges for the Primary Network and eighteen (18) bridges for the Secondary Network are considered for the Medium and Long – Term Action Plan.

3.4.3 Time Dimension The construction of bridges requires preliminary planning stages. The process to build a new bridge includes the following steps:

 Executive Project (4 month/ $US 25,000): The Executive Project for the bridge must consider foundations and superstructure. This consists on the assessments and costs for preliminary studies, geotechnical studies, topography studies, hydraulics studies, feasibility studies, architectonic design, structural design, civil works schedule. The Executive Project must also deliver an in-field report, detailed photographic or movie record, stratigraphic profile, calculation memory, and conclusion for the works. The project must be based on the Standard Specifications for Highway Bridges of the

9 For Haulover Bridge, the population of Belize City and Ladyville is considered due to the importance of its connections. This bridge also connects the International Airport to Belize City.

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AASHTO. The consultant recommends the selection of a company to develop the Executive Project considering previous experience in similar previous project to guarantee technical level. The selection of the company requires a previous bid process.  Bid Process for Construction Selection (2 months/ US$ 30,000): The MoW is the responsible to carry out the Bid process. . Content: The bases must include the timeline for the construction, a breakdown of the costs, the overall price of the project, a summary of the scope of work, the risks implied, the deadline for the project, the equipment that will be considered. These bases should be developed by the MoW for each specific bridge. . Specific Conditions: The constructor alternatives may consider international and local companies. The advantage of an international bid is to guarantee the lowest costs. Every international company registered in the bid must have an association with a Belizean company to ensure the development of local capacity.  Construction Development (6 months/ cost considered per bridge): Once the constructor is selected, a Contractor and a Supervisor must be assigned. These companies must be different to guarantee execution of works on time, at the estimated budget and using the correct materials in order to avoid conflicts of interest. . Construction company: Is the company or companies building the infrastructure. This must consider at least one local company. The contractor must have the equipment and personal necessary for the works development. The company will analyse the detailed information delivered for the civil works; perform the construction according to planned schedule optimizing the public resources. . Supervising Company: This will be the company supervising the execution of works according to time and budget. This could be compound by a local or an international company. Roaring Creek Bridge is already in construction phase but for the rest of the bridges the periods described can apply. St Margaret Bridge construction should start in 2018 and Dry Creek Bridge in 2019, provided that the funds are confirmed. Punta Gorda Bridge is more urgent and the design should already start this year so the construction is done during 2018.

3.4.4 Financial Dimensions The Roaring Creek Bridge is already being funded by EU/IDB. St Margaret and Dry Creek are expected to be financed by grants from the Kuwait/OPEC fund. However, committed funding is not final yet. Punta Gorda Bridge should be funded with local resources. If Kuwait/OPEC grants were not finally available, it would be preferable to use local funds for Punta Gorda Bridge and postpone the replacement of St Margaret and Dry Creek Bridges.

3.4.5 Institutional Dimensions Action to be implemented and supervised by MoW.

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3.5 National Road Safety Project

3.5.1 Rationale In 2013 the Road Safety Project was implemented on a Demonstration Corridor. This Corridor was established on the George Price Highway (Western Highway) in the section between Belize City and Belmopan. This section was selected because it is considered the most demanded of the country and was the one with the highest rate of accidents.

3.5.1.1. Rationale of the previous Road Safety Project The aim of this project was the reduction of accidents improving safety infrastructure, equipment, training and making society aware about risks of driving. Rationale Traffic Accident rate was too high before the project implementation, and an Action Plan had to be developed. The table below shows the traffic accidents before the Road Safety Project was implemented. The rate of fatalities (number of deaths / 1000 accidents) thus rose from 24% to 28% between 2011 and 2013. Table 3-16: Number of Accidents, Fatalities and Fatality Rate Concept 2011 2012 2013 Traffic Accident (A) 2,411 2,470 2,035 Fatalities (B) 57 69 56 Death per accident (B/A) 24% 28% 28%

Source: Belize Crime Observatory / National Security Council The origins of Traffic Accidents are determined by different causes considering:

 Missing horizontal signs and roadside furniture  Lack of speed traffic control Programmed Actions

 Improving the safety of road infrastructure  Enhancing the behaviour of road – users  Improving enforcement of traffic laws  Improving post – crash care  Building road safety management capacity These solutions were implemented on the Demonstration Corridor.

 Improvement of Road Safety Infrastructure. Horizontal signs and roadside furniture was upgraded. An estimate of 50% of the budget was considered to upgrade infrastructure signalization to meet the minimum standards according to iRAP “star – rate” evaluation. Reflective Thermoplastic Painting was used for the horizontal signs, considering Cat’s Eyes (Roadstuds) for Chip & Seal roads. Two static dynamic speed signs were located in the Corridor, and two mobile dynamic speed signs were given to police to be located in different sites of the Corridor to make road – users awareness of their speed. Feedback was constantly given to stakeholders for maintain engagement.  Road User Education Awareness. Campaigns to aware road users were developed in schools along the Demonstration Corridor. The involvement of society is the main tool to pass the message. An educational programme was conducted through the Youth for

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Road Safety (YOURS) Program to increase youth’s understanding of road safety. First responder training was delivered to Police Recruits. Defensive Driving Training was given to drivers. Road Safety Communications Strategy were developed for transmitting awareness through the national media.  Road Safety Enforcement. Develop special training for the relevant authorities, making them concern of the importance of their activities with society. Two patrol vehicles were displayed in the Corridor with radar guns and twelve breathalysers were displayed to avoid drivers under the influence of alcohol.  Road Accident Emergency Service. Improvement of the post – crash trauma care. Two Type III Ambulances were displayed in strategic point in Belize City and Belmopan to attend any emergency presented in the Corridor in less than 10 minutes. These ambulances can attend the crash injuries on their way to the nearest Hospital. Basic Life Support and Medical First Responders was given to Ministry of Health Staff.  Road Safety Management. Provided the implementations of Road Safety Project in the agencies and with the stakeholders. Developed the Road Safety Master Plan 2030. Continued the strategy during implementations empowering stakeholders to identify their road in the system. Continued their efforts to take it to national level. Stakeholders

 Safety Department  Police Department  Ministry of Health  Ministry of Works  Ministry of Transports  Schools and Universities  Media  Private Transport Companies  Civil Society Implementation Costs and Time The Demonstration Corridor considered a section of 47 miles in the George Price Highway between Belize City and Belmopan. A $25.3 million BZD ($US 14.1 million) budget was considered to implement this project. The period time of execution is considered for 5 years, the project started in 2013 and will be ending in 2018. To fund this project was considered:

 A loan of 20 million BZD (US$ 10 million)  A fund of 5 million BZD (US$ 2.5 million) from YOURS  An assign of 300 thousand BZD (US$ 150 thousand) from the GOB

3.5.1.2. Impact The Demonstration Corridor was highly upgraded, having a safer section for users between the two main cities of the country. This gives the users a better life quality when their lives are more protected on the road. Some of these impacts can be summarized as:

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Economic

 90% of completion of road works for the Belmopan Area.  Provision of sustainable financing to improve road safety.  Improvement of Healthcare infrastructure, equipment and training Social

 The standards for permitting driver of Belizean roads have been improved.  Reduction of fatalities on George Price Highway with 19% of total fatalities occurring in the country for 2015, and 11% of these fatalities corresponds to the Demonstration Corridor and having 0 deaths during the current year. As shown in Figure 3-8, the Demonstration Corridor together with the rest of the George Price Highway represent 16% of fatalities by road. The consultant recommends the replication of the Road Safety Project at a National level. Figure 3-8. Distribution of fatalities by road (2013)

Philip S.W. Goldson Highway

28% George Price (Demonstration 42% Corridor) George Price (From Belmopan 4% to Santa Elena) 10% Hummingbird Highway 13% Southern Highway

Other 3%

Source: Ministry of Economic Development and Petroleum, 2013

 Communication spread among the civil society transferring road safety message improving their quality of life among with safety for drivers, cyclists and pedestrians as users of the roads. Considering these statements, the Road Safety Project has been successful improving infrastructure development, education and awareness of safety in society, enforcing emergency services and contributing a positive change in Belizean culture.

3.5.2 Action Description

3.5.2.1. Scope of Work The consultant suggests rolling out the Road Safety Project for the complete Road Network. The Government of Belize and the Caribbean Development Bank aim to implement a Road Safety Project for the country considering an estimated in US$ 130 million for the rest of the country.

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To develop this project along the country, the actions should be done in parallel considering an implementation time of 5 years. The project should be considered as successful once the deaths reported approach to zero. The structure to coordinate a comprehensive implantation and involve the whole agencies must include:

 Education Leaders  Transport Leaders  Works Leaders  Police Department Leaders As part of the administration staff for the project must be consider as minimum:

 Project Manager  Office Administration  Office Assistant  Financial Specialist  Team of Full Time Project Engineers As shown in the Demonstration Corridor, the Road Safety Project aims to strengthen the Road Maintenance Programme with funds for improving horizontal signs and roadside furniture. This project should be considered in the alternatives for the budget source for improving roads infrastructure.

3.5.2.2. Financial Dimension According to iRAP, a budget of US$ 11.8 million is required to invest in infrastructure as shown in the next table. Table 3-17: Belize Safer Roads Investment Plan Countermeasure Type Quantity Estimated Cost ($US) Shoulder widening 213.9km $6,481,106 Roadside Safety - Barriers 34.7km $2,556,143 Delineation 51.1km $1,152,097 Pedestrian Crossing 77 sites $677,201 Traffic Calming 10.1km $283,689 Road Surface Upgrade 2.6km $198,317 Pedestrian Footpath 3.5km $190,695 Intersection - signalise 2 sites $120,000 Intersection - delineation 7 sites $74,520 Roadside Safety - Hazard Removal 0.8km $54,680 Bicycle Facilities 0.7km $27,594 Lane widening 0.1km $5,777 Total $11,821,819

Source: iRAP, 2015 For funding the Road Safety Project, the amounts are too high to be supported by GoB even if it has expressed its interest in rolling out the pilot. The consultant suggests considering the following regional and global development banks and financial institutions (CDB participated in the funding of the pilot):  Interamerican Development Bank (IDB) – Grant financing to the social and economic development in Latin America and the Caribbean.

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 Economic Commission for Latin America and the Caribbean (ECLAC) – Promotes economic and social development cooperation in the Latin America and Caribbean region.  The Organization of the Petroleum Exporting Countries for International Development (OFID) – Provides financing to build essential infrastructure, strengthen social services delivery and promote productivity, competitiveness and trade.  Europe Union Fund (EU Fund) - The EU provides funding for a broad range of projects and programmes covering areas such as regional & urban development, employment & social inclusion, agriculture & rural development, maritime & fisheries policies, research & innovation, humanitarian aid.  Kuwait Fund for Arab Economic Development (KFAED) – The Kuwait Fund extends Loans on concessionary term to finance development projects in the developing countries (currently the MoW has been funded by this entity).  Caribbean Development Bank (CDB) – A financial institution which aims to develop Caribbean countries towards the systematic reduction of poverty and increase social and economic development working in a collaborative scheme with the borrowing countries.

An alternative would be to implement the project by phases. In that case, priority should be given to the Philip Goldson Highway as it concentrates a high percentage of accidents. If no funding source was available, this action would shift to the medium-term action plan.

3.5.2.3. Institutional Dimensions A coordination among the MoW, MoH, MoT, MoE, Police Department and Safety Department must be ensured to guarantee the implementation of the National Road Safety Project.

3.5.2.4. Time dimension Starting the roll-out to at least Philip Goldson Highway by 2019 which should give enough time to the GoB to identify funding sources.

3.5.2.5. Speed Bumps Alternatives The Road Safety Project considers the reduction of Speed Bumps with better practices for driving and a campaign of making the users conscious of the risks on the roads, and we support this initiative. Also, speed control with radars are essential items to ensure speed reduction, but radars are expensive. Speed Bumps are the cheapest and easiest way to reduce the speed of vehicles on a highway, but in places with increased urbanization some alternatives to reduce the speed are also available. One alternative is to place logarithmic lines with road studs which force drivers to reduce their speed without having to stop. Current Speed Bumps should be maintained in the rural areas, where the excess of speed can be a risk for pedestrians and scholars, but they must be correctly signalized considering the logarithmic lines and vertical warning signs at the required stop distance.

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According to the in – field survey made for the Baseline Report, the following speed bump has been identified: George Price Highway: 21 Speed Bumps detected Recommendations: Replace 3 Speed Bumps with logarithmic lines and road studs from Km 0 to Km 23; signalize 3 Speed Bumps in the rural area from Km 23 to Km 74; replace 15 Speed Bumps with logarithmic lines and road studs from Km 74 to Km 125 Philip S.W. Goldson Highway: 28 Speed Bumps detected Recommendations: Replace 6 Speed Bumps with logarithmic lines and road studs from Km 0 to Km 24; signalize 6 Speed Bumps from Km 27 to Km 80; replace 2 Speed Bumps with logarithmic lines and road studs from Km 80 to Km 99; signalize 12 Speed Bumps from 99 to Km 131; replace 2 Speed Bumps from Km 131 to Km 145. Hummingbird Highway: 9 Speed Bumps detected Recommendation: Signalize 8 Speed Bumps from Km 14 to Km 73; Give maintenance to 1 Speed Bump’s signalization in Km 74 Southern: 7 Speed Bumps and 3 Speed Reducers detected Recommendation: Signalize the 7 Speed Bumps and the 3 Speed Reducers All Bypass should replace their Speed Bumps with logarithmic lines and road studs: Orange Walk Town Bypass (2 Speed Bumps); Hattieville – Boom Highway (2 Speed Bumps).

3.6 Monitoring Dimensions for Road Maintenance, Bridges Replacement and National Road Safety Project Detailed infrastructure monitoring needs to be performed to preserve the best conditions on roads and identify precautionary actions to avoid major damage. The review and adjustment of the maintenance programme is (as currently) a routine task within the MOW duties.

3.6.1 Objective Monitoring is to be based on observation, measuring, reporting and evaluation of the physical conditions for each section along all roads. Data must be recorded to track historic results which will be the basis for future investment decision-making and maintenance programme adjustments.

3.6.2 Background For monitoring purposes, the MoW divided Belize into three (3) zones:

 North: Orange Walk, Corozal  Centre: Belize, Cayo  South: Stann Creek, Toledo Each zone has a designated Zone Engineer which manage District Technical Supervisors assigned per District The qualifications for the District Technical Supervisors is a Higher National Diploma or 3 years of experience, and is responsible of the surveillance of the district’s roads.

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There is also a “workshop for planning”, located in Belmopan MoW headquarters. The working group is composed of:

 5 Civil Engineers (Bachelor’s Degree)  3 Civil Engineers (Master’s Degree) The MoW has a Management Information System (MIS) which focus on monitoring and update road inventory, along with district personnel.

3.6.3 Proposals According to the current monitoring team, the consultant suggests the following adjustments:

 Increase the level of studies required for the staff.  Develop a scholar program with the universities to form Civil Engineers Associates, integrating them in the planning workshops, and on – field practices. According to the necessities of roads, the next activities are proposed for the monitoring of good conditions:

 The District Technical Engineer must physically review each road according to a checklist for registering the current conditions  Registration must contain all characteristics to valuate and must be supported by a picture record  If an issue is detected, it must be registered in the MIS and an alternative of solution must be suggested and later reviewed by the MoW so a maintenance action is carried out This monitoring scheme will follow up the Road Maintenance Program and the National Road Safety Project continuity.

3.6.4 Periodicity The monitoring is to be developed during a week and a half, every 2 months. Once a year, after the rainy season a more specialized monitoring must be carried out to carefully analyse all drainage works.

3.6.5 Budget Fulfil the monitoring tasks will warranty the LoS in each road. The budget required for these tasks is considered in the “Strategic management and administration” concept on the Baseline Report section 4.9.1 which means no additional financing sources are required.

3.7 Manual of Standards

3.7.1 Rationale In a review of the documents which support the current specifications for the construction and maintenance of roads and in review with the MoW, there is an absence of a Comprehensive Manual of Standards. Currently the MoW uses a Manual of Standards with a limited technical information of construction and maintenance. To complete these information, the MoW use the AASHTO Manual, the DMRB (Design Manual for Roads and

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Bridges) of the UK, and the Australian Manual of Standards. The use of those manuals, gives a gap for the own development of a uniform measure unit, and of construction technics.

3.7.2 Action Description

3.7.2.1. Scope of work The Consultant suggests reviewing the existing Belize Standards Manual, and compare it with the international framework. Then the MoW could adopt a Manual and adapt it to the orography and specific characteristics of the country. The comparison between the current content of the Manual and the suggested additions is the following: Table 3-18: Comparison between Current Manual of Standards and Proposed Additional Sections for Manual of Standards

Concept Current Manual of Standards Proposed Additional Sections for Manual of Standards

New construction process, techniques as HMA, SMA and Whitetopping Profile section; construction techniques; and paving considered in further recommendations; and quality control Construction Quality Control according AADT, terrain, ground mechanics and weather; geometric alignment details

Detail of signs in English; distance and space for placement; colour and Signs Signs classification with drawings in Spanish reflective materials

Roadside Furniture None Consider proper distance; and required places

Update periodicity considering routine, periodic and major maintenance Maintenance Periodicity; tasks according the Optimal Maintenance Program; and update tasks according to the types of pavements upgrade

Safety Equipment None Consider the adequate equipment and procedure to keep personal safe

Source: Egis – Transconsult, 2017 Therefore, the proposal is to have a specific Manual of Standards adapted to Belize’s current needs and road operative objectives. A Comprehensive Manual of Standards will define the standards for construction, homologate the characteristics throughout the country, give direction on safety conditions during construction and help develop the future maintenance programs and therefore have a positive effect in the safety level or the road network. This Manual of Standards must contain at least;

 Bridges width: 11’6” per lane plus shoulders  Language standardization (traffic signs chapter)  Standardization of the measurement system  Construction techniques update (Hot Mix Asphalt, Warm Mix Asphalt, Foam Mix Asphalt. Stone Mastic Asphalt)  Construction safety measures (preventive traffic diversion, warning signs disposal, personal protective equipment) With the implementation of an own Comprehensive Manual of Standards, the construction and maintenance processes would be aligned with the regional, and improve road safety.

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The MOW should consider a review and update of its current Manual of Standards, according to new technologies (such as Hot Mix Asphalt technics for paving) currently applied in Guatemala, Honduras, El Salvador, Mexico and other countries in the region. Respecting construction, Chip & Seal is the currently used technique for the construction of roads in Belize. This is an Asphalt Pavement technique of more than 100 years old, whose required investment is low, but maintenance costs are high because the surface tends to ravel due to the volume of vehicles passing through the main road. The consulting team proposes to change to more recent and effective construction techniques such as the following:

 Hot Mix Asphalt (HMA): used in any types of weather because of the capability for bind materials at high temperature. It is considered for perpetual pavements designs having a longer useful life.

 Stone Mastic Asphalt (SMA): mixed and placed as conventional HMA, but with higher capacity for supporting loads in long term. It considers the addition of fibres, homogeneously mixed to make the compound more flexible, having a high coarse of aggregate which interlocks to form a resistant skeleton allowing binding and drainage.

 Whitetopping: concrete carpet considered to rehabilitate current asphalt roads, using asphalt as the base of the pavement. The costs of investment are 20% higher than conventional asphalt, but the maintenance is 90% lower. Considering the life time, the overall cost is 50% lower than the HMA.

 Chip & Seal for Rural Roads: The current technology of pavements can be used for the Secondary Network which traffic is lower than the Primary Network, this would allow to lower the maintenance of these roads avoiding the necessity to reconstruct the road every year and providing them more environmental resilience. Out of these 3 options, Hot Mix Asphalt and Whitetopping are considered the best solutions in the case of Belize in terms of soil, weather, demand levels and budget conditions.

3.7.2.2. Financial Dimension Due to the current limitations of staff in MoW, it is preferable to contract a regional consultant for 3 men-month to support the MoW in the preparation of the Manual. There are several examples in neighbouring countries that can serve as guideline. An estimated cost of 30,000 USD has been considered. Alternatively, it would be possible to hire permanently an engineer to assist MOW on the preparation of the Manual of Standards and it implementation, as well as assisting the Belizean contractors into the application of the new methods. The requirements for this expert would be: - Civil engineer studies, preferably at master level, with minimum of 5 years of experience (preferably 10) - Well knowledge of the existing Manuals of Standards in the region is necessary - Experience of 5 years in works management or supervision using the techniques proposed for the new manual of standards. - Experience in drafting Manuals of Standards in the region would be an asset

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3.7.2.3. Institutional Dimension MoW is the institution responsible for this action. However, consultation to local contractors to determine their capacity to apply the new methods is necessary.

3.7.2.4. Time Dimension The Manual should be ready as soon as possible in order to start using new methods for small pilot projects. A preparation during early 2018 the latest would make possible start its implementation by 2018-2019.

3.8 Implementation of new legislation on vehicle weights and overloads and a system of weighbridges for its enforcement.

3.8.1 Rationale / Problem Description The difficulties of establishing a financially sustainable maintenance program was one of the main findings of the Baseline Report for the roads sector. The problem of road asset conservation involves lack of financial resources, outdated maintenance planning systems, lack of staff, specific climate vulnerabilities, inappropriate designs or inadequacy of the final construction with the design and overloads. According to the 2013 EU Study in Belize: “Vehicle Weight Control Study”, over 25% of the vehicles exceeded the Gross Vehicle Mass, and between 25% and 40% of the total axles were overloaded. The report concluded that overloads had a non-negligible part in deterioration of the national roads. The key outputs of the study were (using the study as direct source):

 An assessment of the extent of overloading on the main road network  The determination of optimum axle load limits  The preparation of draft regulations in line with international best practice Recommendations on:

 Vehicle axle loads, gross vehicle mass, and dimension limits  Approach to determining overloading fees  Measures for improved overload control  A phased Implementation Plan to usher in a new era in overload control The proposed reform was not implemented, seemingly because of lack of resources and perhaps political will and the situation has continued to deteriorate. Since revising and upgrading the road maintenance system will take time (options, such as creation of a “road fund” will be explored in the medium-long term plans), conserving the road assets by tackling overload hence extending the economic lifetime of the road system is appropriate. The moment is quite propitious: Recently paved roads in the Orange Walk District; ongoing and/or future rehabilitation of the Northern, Western and Hummingbird Highways; and future paving of the Coastal Highway are ripe for overload monitoring. Since the two main ports have installed weighbridges in their sites, an effective program in the short term, limiting the impacts of overloads would have a significant impact on maintenance needs in the medium- long term.

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It is worth noting that the regulations are already drafted, so with minor revisions it would be possible to start its approval and focus on the weighbridge infrastructure and operations.

3.8.2 Action Description

3.8.2.1. Scope of Work The objective of this action plan is implement an efficient system to monitor the weight of vehicles, and enforce the legislations adopted. The activities will resume the work stopped after the study carried out in 2013 “Vehicle Weight Control Study”. In the study, new draft legislation was proposed with 52 provisions and revisions for vehicle axle loads, gross vehicle mass, vehicle dimension limits and overloading fees. The key activities will be:  Legislation and regulations: Review and refine in consultation with stakeholders the legislation drafted. An adoption of the same axle loads as applied in the other countries of the region is strongly recommended to facilitate regional trade.  Weighbridge infrastructure and equipment: For this activity, a consultancy will be required to provide guidance for the selection of weighbridge infrastructure and equipment, layout of weighbridge stations and strategic placement on national routes including:  Criteria for selection of weighbridge infrastructure and equipment.  A model weighbridge station layout.  A strategic plan for locating weighbridges on national routes Adding to this activity the identification of large freight generators will account for not only truckers, but also companies generating large freight volumes. For instance, any company generating more than 100,000 tons of freight per year should weigh vehicles before exiting the compound. Particular attention will be paid to ports and border crossings. New paved roads as the future Manatee road will provide good opportunities to place fixed or mobile weighbridges.

Weighbridge operation and management: Provide guidance for facilitating effective and efficient weighbridge operations and management including development of the following:

 Operation and maintenance guidelines on overload control  A Weighbridge Information Management System.  A self-regulation and accreditation system for axle load control.  Institutional arrangements: Review alternative institutional arrangements and funding requirements as a basis for recommending the preferred organizational structure and financial plan.  Human resources and training:

 Develop training manual and syllabus  Undertake training needs assessment  Provide training to staff

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 Public awareness and support: Sensitize stakeholders to the importance of overload control.  Undertake awareness campaigns to prepare for a change in the status quo to the new regime for overload control.  Determine the tariff for weighting and prepare bidding documents for the operations contract of the weighbridges During all these activities of the consultancy, it is suggested that MOW/MOT assign one person to work full time with the experts. It may be required to hire an engineer to support in the implementation of this reform. A junior engineer can be suitable for this program provided that is supported regularly by a senior official from MOW. An important part of his job besides technical tasks would be to consult and coordinate with local stakeholders.

3.8.2.2. Financial Dimensions Based on the estimated inputs, the cost of the advisory services purely for assistance on the weighbridge system and capacity building is estimated at about 0.5 Million BZD ($US 0.25 million) provided that regional consultants are chosen. The funds should come from GOB budget. This estimate does not include a provision for the acquisition of weighbridges (in some countries, IFIs funded the acquisition of some weighbridges as part of the program). Weighbridges operations are usually contracted to a private operator and in many cases the operators invest on the material provided the contract in long enough.

3.8.2.3. Institutional Dimensions The main stakeholders will be the Ministry of Works and the Department of Transport. The latter will become an essential partner, if additional components such as controlling trucking fleet quality and age are included. The Consultant team will be embedded within the Ministry of Works for the duration of their assignment.

3.8.2.4. Time Dimensions The revision of the legal framework and discussion with the stakeholders can already start. Depending on the feedback obtained and decision of GOB to implement the regulation the consultancy can be contracted during 2018.

3.8.2.5. Monitoring Dimensions This Action would be monitored according to the following indicators:

 Regulations enacted  Weighbridges in operation If other components are included, additional indicators should be added as:

 Preparation of a database of freight transport companies and fleet  New regulations on goods fleet renewal

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 Number of old vehicles retired from the market during the first year after the new regulation is enacted

3.9 Scholarship program to educate future staff of MoW and DoT

3.9.1 Rationale / Problem Description The Ministry of Works has expressed several concerns about its decreasing staff capacity to carry out its duties as well as lacking capacity in several disciplines as transport economics and planning, contractual issues, project management, hydrology… Indeed, better financial conditions attract some public servants to the private sector. This combined to the increasingly demanding monitoring processes requested by the IFIs for their programs is increasing the needs for additional staff so the MoW can fulfill its duties. Similar problems are faced by the Department of Transport.

3.9.2 Action Description

3.9.2.1. Scope of Work The objective of this action plan is to create an scholarship program for Belizean students that would fund studies in areas of utility for the MoW and eventually the DoT:

 Roads engineering adapted to climate change  Road safety and traffic management  Transport economics  Road PPP contracts  Transport operations and fuel emissions  Transport law The program should include at least 10-15 students to cover some of the disciplines of interest. The scholarship would be in condition of an engagement with the MoW/DoT to work in those institutions (depending on the program funded) without resigning, or with a high penalty if doing that. Such condition is applied in some public engineering schools in Europe and the region by governments and private companies. It is likely that after the period some of the experts will pass to the private sector, but others will stay in the Ministry, and at least the technical capacity of the local consultants will increase as well.

3.9.2.2. Financial Dimension It is suggested to create a fund of US$ 0.5-1 million for scholarships in technical fields. Choosing neighboring countries or EU English-speaking countries as the UK, and Netherlands can be a good alternative to more expensive programs in the USA. The funding should come from the national budget.

3.9.2.3. Institutional Dimension The Ministry of Works and the Department of Transport are the key stakeholders. A board to monitor the program should be established

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3.9.2.4. Time Dimension If the program starts in 2018 and some potential candidates are selected for 2-year Graduate Programs it could be possible to have them in Belize by 2020 and start their work with MoW/DoT. If more year cycles are included (Bachelor’s + Master’s) the impact of the program will not be visible until the medium term.

3.9.2.5. Monitoring Dimension A board to monitor the program should be established with representatives of MoW, DoT and the Ministry of Education. One person of the board should keep regular contact with the students and check their progress.

3.10 Explore the options for a pilot PPP for operations and maintenance on the future paved Manatee road

3.10.1 Rationale / Problem Description In Action 3.3 it has been stressed the need to explore alternative sources of funding for road maintenance. The Manatee Road, also known as Coastal road, is going to be upgraded thanks to a program funded by the Caribbean Development Bank and DFID (UK). This road is expected to receive significant traffic. Indeed, it will reduce the time from both Belize City and Belmopan to Dangriga, Placencia and Big Creek. Therefore, vehicles for both tourism and commercial purposes should be using the road. The Manatee highway is then a great candidate to develop a pilot PPP for operations and maintenance. Moreover, ideally it should be used as well to implement the newer methods of construction suggested for the new manual of standards. It is worth noting that there is a legal framework on PPP being finalized so the moment seems propitious to start building experience on that sort of contracts.

3.10.2 Action Description

3.10.2.1. Scope of Work The action is focused on the study of PPP possibilities for O&M for the future paved Manatee road. However, to keep the consistency with the measures proposed in this report it is suggested that prior to the financial studies, GOB agrees with CDB and DFID on the construction method to be used. We strongly recommend using HMA as included in the new manual of standards because the maintenance costs in the long term are lower and it is more appropriate for the climate of Belize. The activities to be undertaken for the PPP study are as follows: - Carry out SP surveys (including OD questions) and traffic counts on the Hummingbird Highway and eventually the George Price Highway. Traffic surveys (counts and OD data) from the CNTMP can be used as well. - Make a preliminary estimation of the traffic using the model of the CNTMP or even an ad hoc model

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- Estimate costs for maintenance and operations and test different financial models (toll roads, shadow tolls…) - Conduct a market sounding, including consulting construction companies from Belize and eventually road concessionaires of neighboring countries to assess their interest - Prepare bid documents and launch the bidding process - Prepare the contract and monitor the start of the PPP operation

3.10.2.2. Financial Dimension The design and construction of the road will be funded by CDB and DFID. To attract private operators to bid of the O&M contract, it will be necessary to make some preliminary traffic analyses. The traffic model of the CNTMP can be used. Additionally, stated preference surveys to estimate willingness-to-pay will have to be undertaken as well as some additional traffic counts. Finally, it is expected that a consultant on PPP will support GOB for bid documents preparation and transaction advisory. The total cost for both SP and 2-3 men-months of specialized advisory should cost around US$ 100,000. Ideally, it would suitable that the traffic counts and maybe the SP surveys could enter in the budget funded by CDB.

3.10.2.3. Institutional Dimension The Ministry of Works and Belize Infrastructure Limited will be the key stakeholders. MOW will oversee most of the technical elements of the project and negotiations whereas BIL shall be in charge of the bid process and contractual negotiations.

3.10.2.4. Time Dimension The design should be ready by 2018 and the construction start that same year. The study of the PPP possibilities for this road should start then early 2018 provided that the legal framework on PPP has been enacted.

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Chapter 4 - Ministry of Transport (MoT) and National Emergency Management

4.1 Introduction This chapter deals with the short-term action plans concerning the Ministry of Transport (MoT) and National Emergency Management of Belize, based on the findings presented in the Base Line Report and on meetings and discussions with various stakeholders during two missions to Belize: January 9th to 13th and March 6th to 10th. The following four (4) short terms action plans are proposed:

 Establishing a National Belize Motor Vehicle Registration and Licensing System  Developing intercity bus stops and enforce their usage  Building and operating the new bus intercity bus terminal of Belize City  Modernizing Public Bus Service and Issuance of Public Transport Permits

4.2 National Belize Motor Vehicle Registration and Licensing System

4.2.1 Rationale / Problem Description Currently, vehicle registration and licenses issuance are managed by municipalities independently and without centralized registration nor unified rules. The MoT conducts registration only in rural areas, out of municipalities’ jurisdictions. The records are scattered throughout the country, which prevents proper planning, control and appropriate investment in road transport projects and public transport services.

4.2.2 Proposed Action The most important proposed Short-Term Action is to establish a National Belize Motor Vehicle Licensing and Registration System to replace the archaic and inefficient system in Belize where the MoT issues licensing only in rural areas, while municipalities issue their own. Under the proposed new system, the MoT will become the sole agency in charge of licensing and issuing motor vehicle permits and driving licences all over the country. The existing municipal offices and assigned employees may continue to provide the service to the public, to avoid additional implementation costs for the MoT, and reduce resistance to change by the municipalities. MoT will be the sole agency in charge of vehicle and driver registration, incorporating new updated national standards and maintaining a computerized national database. This scheme will provide a tool for better management of vehicles and driving activities in Belize, and a means for better planning and transportation improvement in the country. The new system should be able to connect to the police and customs systems through a designed standard interface to revise if the fine of the vehicles has been paid and if the customs fees have been paid properly.

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The proposed scheme suits the duties of the MoT as stated in the “Motor Vehicles and Roads Traffic Act” Chapter 230, the objectives of which is to increase the standards and controls.

4.2.2.1. Vehicle Registration Requirements It is proposed that a set of requirements for vehicle registration is to be developed at the national level. The documents that certify the Vehicle Registration (VR) are license plates, sticker, and circulation card. It is proposed that to obtain those documents the vehicle’s owner will be required to present the information shown in Table 4-1.

Table 4-1: Minimum Requirements for Vehicle Registration Commercial Commercial Private Public Service Requirement Vehicles Vehicles Vehicles Vehicles (Trucks) (Trailers) Owner Name (or Legal Right of Possession) • • • • Owner Document establishing Belizean nationality • • • • information Address • • • • Migration card / Visa if foreigner • • • • Affidavit or notary public if vehicle is not 100% paid by the owner • • • • Vehicle Insurance Policy • • • • Vehicle Identification Number (VIN) • • • • Vehicle type* • • • • Year (of manufacturing) • • • • Make • • • • Model • • • • Color • • • • Information given by the custom of entry proved that customs duty has been paid • • • • Actual Plate number ** • • • • Empty weight • • • • Carrying capacity • • Fuel type • • • • Axles • • • • Cylinder and engine power • • • • Vehicle information Windows (roll up and down) • • • • Windows (approved/legislated grade of tint) • • • • Passengers capacity • Seating • Inspection of following issues: •  Outside condition, fender condition, body  Lights  Tyres conditions  Seats conditions and fixation  Doors lock revision Inspection of following issues: • •  Condition of the vehicle body  Lights  Tyres conditions  Trailer condition Vehicle use (Non-commercial / Commercial) • • • • Trailer type • Classification in the annex * see vehicles classification **Apply only for actually registered vehicles Source: Egis - Transconsult, 2017

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4.2.2.2. Licensing of vehicles motors

To have the right to circulate, a registered vehicle will need to renew every year his license. Proof that the Vehicle License has been paid will be done by a sticker that will be placed on the windscreen of the vehicle.

4.2.2.3. Driving Licenses Requirements It is proposed that driving license are to be issued according to the operated vehicle type categories. It is proposed to use at the national level the following vehicle categorizations (see Table 4-2): Table 4-2: Driver Licenses Categories Licenses Vehicle class Type 1 Type 2 Type 3 class Motorcycle Class A •

Automobiles, other than those of class A, the maximum authorized weight of which does not exceed Class B • 3500 kg and the seated passenger capacity of which does not exceed eight people in addition to the driver. Automobiles intended for the transport of goods and Class C the maximum authorized capacity of which exceed •

7500 kg. (six-wheel truck) Automobiles intended for the transport of goods and Class C1 the maximum authorized capacity of which exceed • 3500 kg, but doesn’t exceed 7500 kg. Allows for a class B or C1 vehicle and a trailer of more Class C1E than 750 kg GTWR, if the combined gross weight • does not exceed 12000 kg. Automobiles of category C towed to a trailer with a Class CE maximum authorized mass exceed 750 kg. •

(Articulated truck) Automobiles intended for the transport of persons with Class D a seating capacity of more than eight passengers in • addition to the driver. Automobiles intended for the transport of persons with Class D1 a seating capacity of more than eight, but less than •

sixteen passengers in addition to the driver. Taxi. Class DT •

Tractor Class E •

Source: Belize City Council adjusted to IDP convention

Implementing a similar categorization than the one of International Driving Permit Convention is possible adjusting some categories and letter for categorization from the one used today in Belize City. These changes are minimum as a categorization closed of the one used by the countries of the convention. Major changes will be to change Class (e.g. class A in Belize is private Vehicles, in international convention class A correspond to Motor Cycles).

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Figure 4-1. Motor Vehicle Classification

Table 4-3 shows the proposed requirements set by MoT for issuing driver licenses. Table 4-3: Minimum Requirements for Driver Licenses Private Vehicles Commercial Public Service Requirement Licenses types Vehicles (Trucks) Vehicles 1 Licenses type 2 Licenses type 3 Name • • • Photography • • • Birth Date • • • Sex • • • Height (ft – in) • • • Weight (lbs) • • • Applicant / Driver Blood type • • • information Nationality • • • Address • • • Registration office • • • Vehicle motor class that driver can operate with the • • • driver’s license Official document certifying • • • Belizean nationality Training accreditation for vehicle type that certifies the theoretical and • • • practical tests (Skill certification) Visual acuity test (Physical • • • certification) Doping and psychological

tests (Physical • • Documentation certification)

Minimum age accreditation to obtain a driver's license (17 years old for types 1 & • • • 4, 23 years old for types 2 &3 and at least 3 years of driver’s license 1) Accredit the "Public • Service Written Test" For license issue of trucks license bigger than 5 axles. Certification of two • year driving in the previous category must be submitted Source: Egis - Transconsult, 2017

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4.2.2.4. Documents Validity It is proposed that each vehicle will be registered, only once, solely at the national level (Mot). The database maintained by DoT will be updated whenever a user pays for the vehicle’s annually licence fee (sticker), renewal of or circulation card, and/or license plates changes (with change of ownership). Private vehicle

 Sticker: Will be renewed every year and provide proof that the Vehicle License has been paid. The stickers will be placed on the windscreen of the vehicle.  Circulation card: It is recommended that renewal will occur every 1 to 5 years for cars.  Driving Licenses: Licenses categories 1 and 4 (private) will be valid for 5 years. Buses and commercial vehicles

 For buses and commercial vehicles, it is recommended to renew the circulation card every 3 years.  Mandatory inspection by MoT inspectors (or certified service stations) will be required prior to obtaining vehicle license card - stickers.  Vehicle license to be renewed every year on January – stickers are to be proof of payment.  Buses registered are to be coupled with a public transport permit – authorised for a route service.  Plates: Plates are to be issued at the national level by MoT for all vehicle types, without expiration date.  Driving licenses types 2 and 3 are to be renewed every 2 years with a preliminary medical examination

4.2.2.5. Traffic Violations In case of accident or hazardous behaviour, driving license should be retired and every infraction should be classified per class and fine, or per temporally or total confiscation of driving license. There are few control today, no speed limit controls. The existing legislation should be implemented with a classification of traffic violations. Principal traffic violation classification is recommended as follows:

 Speed excess in urban/interurban zones  Driving under the alcohol or drug influence  Phone use while driving  Respect of stop or priority  Traffic light infraction  Repetition of small infractions  Security Belt For public transport and commercial vehicle drivers, sanction should be applied. Fines, if applied, should be centralized and paid to the MoT. A national traffic violation database should be developed as part of the driving license database.

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4.2.3 Financial Dimensions It is proposed to try and use the personnel who currently carry out the procedures in each municipality under the supervision and management of the MoT. This scheme could reduce implementation cost, and reduce opposition to the new scheme by municipalities (which currently enjoy the revenues generated by the registration fees within their jurisdictions). For Belize City, revenue estimated from motor vehicle licensing, motor vehicle registration, driver’s license, learner’s permits are estimated at $4,625,825 for 2016-2017 budget period (source approved budget 2016/2017 of the Belize City Council) representing 18% of the $25,692,195 total revenues expected. In Orange Walk, expected income for the same concepts represents $1,315,000 BZD, 35% of the 3,747,693 BZD expected revenue of the Council for the 2016-2017 budget.

Nevertheless, all staff should be re-trained by the MoT to ensure standard procedures by all officers. Implementing a national vehicle database requires at least the following elements:

 Technical Assistance and equipment -- central computing processor and staff for maintaining a centralized database, and electrical communication capabilities with local offices.  Local office equipment, including acquisition of standard hardware and software, with electronic communication to the main processor.  National level formats to request licenses, permits, vehicle registration, etc.  Printers for the driver's licenses and circulation cards issuance that allows the implementation of security seals such as holograms, chips, encoded information with magnetic stripes, etc.  According to MoT, issuance of new plates at national level will be estimated about 20 BZD per vehicle.  Additional hardware: Photo cameras, fingerprint digitizers, signature capture  MoT personal recruitment.  Training programs to the involved staff Belize’s Department of Transport (DOT) and Central Information Technology Office (CITO) have requested assistance in 2015 from the Taiwanese government through the submission of a proposal for a Belize motor Vehicle Registration and Licensing Systems (BMVRALS) Project, with the objective of using information management in the field of transportation to improve Belize’s transport services. The agreement between the Taiwan ICDF and the Belize Government was signed recently. The Taiwanese government’s experience in the field of transportation, combined with its technological resources and knowledge, make it capable of providing a “Package Plant Export,” which means that the necessary equipment, technical team and know-how can be provided as an integrated solution. The budget of the Initial estimated cost of computational equipment, software development, installation adjustment, and training between the Taiwan ICDF and the Belize Government is approximately $US 1.0 to 1.5 million, (information provided by the MoT). Belize will fund 1/3 of the project and Taiwan ICDF 2/3.

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4.2.4 Institutional dimensions Actually, MoT issues licensing only in rural areas, while municipalities issue their own license inside the municipality. For Political / economic reasons, municipalities will conserve the staff & revenues under the control of MoT within common rules and standards and unique database. This program will include various dependencies, DoT, Municipalities, Police Department, Customs and Excise Department.

4.2.5 Time Dimensions Three phases are required to implement the RV and the new issuance of driver's licenses, as follows:

Phase 1: mid 2017 – mid 2018 – dimensioning –organisation – equipment - training

 Agreement between Taiwan Cooperation and Belize Government Obtaining financing & Technical assistance for dimensioning and implementation of the Registration system.  Technological Infrastructure  Required Equipment  National Plate Cost funding  Vehicles registration and license: plates, sticker, circulation card  Test for driving Licenses: Physics and Knowledge. Test definition and institution that will apply them and certify  Installation and equipment of offices for registration and issuance of plates, licenses and circulation cards  Registration Offices  Location

Staff required and train Phase 2: mid 2018- mid 2021 - implementation

 Mid 2018 mid 2019: Start of registration of vehicles and issuance of plates, and licenses circulation cards (Year 1) –project start with new registered vehicles and license only  Mid 2019 - 2021: Year 2 and 3 of implementation – start to previous registered vehicles to complete the database with the overall vehicles operating in Belize

Phase 3: mid 2021 hereafter

 Mid 2021- hereafter: Maintenance of the updated database, manage the circulation cards and licenses renewal.

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4.2.6 Monitoring Dimensions This Action will be monitored by checking the implementation of:

 National vehicle permits and licence  National driving licence  National public transport permit

4.3 Developing Bus Stops Program for Intercity Bus Service

4.3.1 Scope of Work This short-term action calls for the Department of Transport to designate intercity bus stops and enforce their usage, to increase road safety and improve bus operations. It is proposed that the Ministry of Works will be in charge of design standards and construction supervision of intercity Bus stops. Construction of new bus stops, as-well-as speed bumps and crosswalk construction, adjacent to them could be done in coordination with the road maintenance program initiated by the Ministry of Woks, to improve efficiency and minimize costs. Standardised intercity bus stops, built on hard surfaced bus bays are to be designated throughout all built areas (villages or cities). In isolated areas bus stops may remain on gravelled surface. The principal elements to review are:

 Mapping (GIS) location of the current bus stop  Assessing physical conditions of existing bus stops  Conserving bus stops in good conditions  Constructing hard shoulder of 27m in length minimum, in urban zones, to guaranty optimal operation and safety conditions, and provide for a safe decelerating/accelerating zone  Construing hard shoulder of 52m in interurban zones where speed is higher to provide safe decelerating/accelerating zone – few bus stops will be in that configuration  Decreasing costs of connection to the electric network, via installation of solar panels as an option  Constructing safe pedestrian crossings, and speed bumps, adjacent to designated bus stops  Limiting the number of bus stop locations within cities and village. Proposing: intercity bus stop every 500 to 600 meters, as a minimum

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Figure 4-2: Formal Bus Stop with Hard Shoulder and Safe Pedestrian Cross on The Belize City – Belmopan Road

Source: Egis - Transconsult, 2017

4.3.2 Implementation Phases This program will be developed progressively within the next few years. The proposal calendar is based on the intensity of public transport demand. Estimated number of stops varies: the first number is the proposed minimum to cover major needs, and the second is the optimal number.

 2018 – 2019: Implementing in the George Price (former Western Highway) road inside the villages and towns – between 24 points of stop to 35 points of stops, which means 48 to 70 bus stops and hard shoulder (2 bus stops per points of stops, one in each direction)  2020: Implementing in the Philip S.W. Goldson (Former Northern Highway) inside villages and towns, within the rehabilitation program – about 40 to 60 points of stop (80 to 120 bus stops, on both sides of the road)  2021: implementing in the Hummingbird and the Southern road inside villages and towns – about 15 to 22 points of stop (30 to 44 bus stops, on both sides of the road) The program may be adjusted to include only the main bus stops if the road program to increase the width on the main roads proposed in the medium-term is realized at the beginning of the next decade and bus stops are included in the road widening. Part of the cost of the bus stop construction or maintenance may be financed by advertising. A concession contract may be analysed.

4.3.3 Financial Dimension – Estimated Costs  2018 – 2019: Estimated costs of implementing in the George Price Highway (former Western Highway) inside villages towns: Approximately 960,000 BZD to 1,400,000 BZD ($US 500,000 – 700,000), based on unit cost pricing.

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 2020: Estimated cost of implementing in the Philip S.W. Goldson Highway (Former Northern Highway) inside villages and towns, within the rehabilitation program: Approximately 1,600,000 BZD to 2,400,000 BZD ($US 800,000 -1,200,000), based on unit pricing.  2021: Estimated cost of implementing the Hummingbird and the Southern Highways inside villages and towns: Approximately 680,000 BZD to 880,000 BZD ($US 340,000 – 440,000), based on unit pricing. Costs are based on a designed project realized in Mexico, in the state of Durango, and have been adjusted to local cost conditions. Prices may vary depending the quantity contracted, if the construction is done during a major maintenance program.

4.3.4 Monitoring Dimensions This proposed action plan is to be monitored annually on each of the designated intercity highways a special designated unit at the MoT, reporting to the Minister and the public at large.

4.4 Design, build and operate the new bus intercity bus terminal of Belize City

4.4.1 Rationale Together with a confusing and ineffective regulatory framework, public transport faces severe problems on the age of the fleet, lack of professionalism of the operators and inadequate infrastructure for providing public transport services of a minimum level of service. On the infrastructure side, besides the bus stops for intercity bus services, there is as well a real need for a network of bus stations that can support the reorganization of bus services needed by the country. Indeed, in most of the cities, and in Belize City in particular, the lack of proper infrastructure impacts severely the quality of services that can be provided, and hinders the supervision from the MoT. The construction of a new bus station for intercity services should concentrate all such services in a modern infrastructure. Moreover, the access to the infrastructure from operators shall be used strategically together with the bus services reform suggested in section 5.5.

4.4.2 Scope of Work The key elements of this task are the following:

 Design the basic layout of the bus terminal. The site selection is already complete)  Prepare a financial model for the bus terminal and different levels of participation of the private sector in the construction and the operations (on-going)  Bid the contract for the construction (it may include the operations according the selected funding option) and supervise its implementation  Start operations  First Phase Reform; User Fees to be established and rolled out In parallel to this project, a public transport services reform will be prepared with a revision of the length of route permits, and increase of requirements to obtain such permits, a differentiation by type of qualities which should force the operators to concentrate and

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organize themselves as major companies. It is expected that the implementation of the reform will be done after the construction of the terminal is ready, so the access to the new terminal can be conditioned with satisfying the new requirements from DoT for obtaining a permit. This has been developed in detail in the last action of this chapter.

4.4.3 Financial Dimension The project is envisioned at this time as a 3P under a BOOT or BOFOM.

4.4.4 Institutional Dimension Key stakeholders are the Department of Transport and Belize Infrastructure Limited (BIL). BIL is in charge of the structuring of the operation and the Department of Transport will be the main beneficiary of the project and will be the supervisor of the operator (probably private) of the terminal.

4.4.5 Monitoring Dimension The project is monitored by the progress in the construction of the terminal and moment in which it is really operational. There must be synchronization between this action and the bus permit reform (see below).

4.5 Modernizing Public Bus Service and Issuance of Public Transport Permits

4.5.1 Scope of Work The fourth proposed short-term action plan is related to modernization of the public bus service through the development of new public transport permits (route permits) that will include contractual clause about standards of operation and safety, fleet type and age, services to be provides and with the modification of permit duration and terms: from 2 (currently) to 8 to 10 years (in the future). This new proposed duration is compatible with the average period of bus re-purchasing, and facilitates easier obtaining of bank loans (to finance bus purchasing). MoT will increase the general requirements for issuing bus operating permits including: adherence to operational standards, provision of operational data and age of buses limitation (see below). Moreover, it will be necessary prior to the emission of new permits to evaluate the level of oversupply. For that, a comparison between supply and demand shall be done in order to estimate the quantity of new permits necessary to satisfy the demand. Part of the no-renewal buses problem is due to the change of technology between old buses (more than 20 years). Older buses have few electronic components, while “newer” ones require investment in the more modern maintenance facilities to accommodate, among others, electronic monitoring equipment. Currently, small company’s maintenance is carried out by unqualified persons, and sometimes by the drivers themselves, as mechanical systems and engines are relatively simple. It is expected that part of the additional investment in more modern maintenance facilities will be compensated by reduction in bus fuel consumption.

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Additionally, maintenance facilities could be developed sharing the inversion between various public transport companies or by a concentration of the actual public transport companies. The same strategy may be developed to buy some recent / new buses by volume to have a discount price and better loan prices. The news investments and organization will induce important changes in the organization of the public transport companies and the best way to achieve it is by concentration of the companies. Another expected benefit associated with the 10 years renewal is to rationalize halting of issuing new public bus transport permits. This is a necessity to achieve higher bus occupancy rates, beyond the current average rate of 54%. The new renewal permit scheme is also expected to guaranty more consistent fare revenue to public bus companies. Thus, reducing their risks and improving their business plans, there will be able to realize new investment in new units. Finally, most of the actual fleet age is above 25 years old, so most of the fleet will be renewed in the next 2 to 3 years. For Express long trips, in short term, we recommend changing the type of bus to interurban buses, more efficient and more comfortable for users. Those buses may include AC and may have a distinct fare (today fares for direct buses is higher than for normal service but difference is small). MoT should develop a strategy of negotiation with the Belize Customs and Excise Department and the Ministry of Finance and Natural Resources to decrease tax on import buses, for recent / new buses for a short period or a longer one, as Public Transport services may be considered as a basic service. Today, the total rates of duty for buses is at 35%.

Figure 4-3: Buses available in the market for interurban or peri-urban trips (Volvo and Dina)

The key activities in this task are the following: 1) Make an inventory of existing routes and permits (buses) for each route and map the existing national route network 2) Using demand estimations from the transport model or surveys, design a revised bus route network and estimate the necessary services to operate the network 3) Define the requirements for having access to a future 8 to 10-year permit considering: a. The required legal status of the company;

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b. The number of vehicles required; c. Vehicles specifications (including age, emissions, number of seats, type of fuel…) d. Differences of quality of services to be proposed (direct services with AC and high standard, services more accessible to local population…) 4) Based on the precedent analysis, in particular the number of vehicles required by type of permit, estimate the number of permits suitable for operating the network, by type of quality of service. This, combined with the higher technical requirements of point 3, shall push the sector to a concentration of companies, as the number of permit would be lower and the requirements in terms of number of vehicles and age of the fleet will be more demanding. The goal is to reduce the number of existing companies so they are bigger and can better provide public transport services. Bigger companies as well should have easier access to funding for fleet renewal 5) Establish the fares to be paid by the passengers and the cost of the permit. For certain rural areas, it is possible to regulate minibuses route services or even integrate some rural services to routes with higher traffic as public service obligations (specific subsidies might be necessary in this case) 6) Establish standards for fare actualization 7) Prepare a program to support small operators that risk to be expelled from the market 8) Revise the possibility to decrease the duties for buses, for a short period at least to help the industry modernization 9) Implement the reform A second set of activities is proposed in terms of capacity building for the MOT by providing on the job training to Ministry officials in topics as: – Preparing demand estimations (or using existing models) – updating the network of bus public transport with new services following changes in population or land use – defining technical requirements and drafting future changes, for instance, increasing the requirements in GHE emissions – updating fares following macroeconomic changes To increase the success probabilities of the reform it is suggested to implement it together with the construction of the new bus terminal in Belize City. The reform must result in a sector concentration and an increase of the quality of service. For this, it is important that the issuance of 8 to 10 year-permits do not start until the increased requirements to operate are properly defined. Those requirements will be part of the route permit and will describe the standard that must be meet by the public transport companies and the conditions to suspend or cancel the routes permits. The goal is that only bus operators adhering to the new requirements can operate in the new terminal.

4.5.2 Institutional Dimensions It is recommended that a Technical Assistance is awarded to a recognized international consultant firm to assist MoT to develop public transport services controls (operation database, permits, regulation, fares adjustment guidelines).

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MoT should develop an area that will act as an authority to follow the permits and presents the inconformity to the transport board for fine, suspension, revocation. In addition to in-field supervisor, officers in charge of the public transport database will be needed to monitor and manage:

 Demand data, provided by the bus companies  Supply data, based on the routes permits  GIS mapping of bus routes  Traffic accidents reports  Permits issuance, failure and fines  Control of operational standards  Permits suspension or revocation based on the new terms and standards of the routes permits In addition, the MoT should develop a clear strategy and guidelines to assess and review public transport fares increases. The data above can assist in developing a rationalized fare policy.

4.5.3 Implementation Phases MoT technical external assistance

 To be hired end 2017 Limit progressively the age of buses:

 End of 2019 – 30 years old and above  End of 2020 – 26 years old and above  End of 2021 – 22 years old and above  End of 2022 - 18 years old and above New permits conditions and regulation, and user fee legislation enacted

 End of 2019 (ideally end 2018) Development of the public transport database

 End of 2019

Fares adjustment guidelines

 End of 2019

4.5.4 Financial Dimension A one-year technical assistance to the MoT to develop the public transport controls provided by an international firm is estimated between 1.0 million BZD to 2.0 million BZD ($US 0.5 – 1.0 million) over twelve (12) months. UNDP and JICA have shown interest in participating in the funding of bus transport reforms with a focus on fleet renewal. Interviews with various bus transport companies indicate that currently the average age of previously purchased buses is 15 – 17 years old, and their average cost is 20,000 to 40,000 BZD ($US 10,000 – 20,000). Recently purchased buses, about 5 years old, cost on the

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average 100,000 BZD to 120,000 BZD ($US 50,000 – 60,000). The difference in cost can be partially offset by reducing fuel consumption and savings on operating costs. The following table presents a simple exercise estimating savings changing buses from 30 years old to 5 years old. Bus companies may save from 17,000 USD to 30,000 USD / year of diesel. Table 4-4: Estimation of fuel consumption reduction modernizing fleet 30 years old bus 30 years old Bus with bad 5 years old bus normal consumption maintenance Consumption (miles per gallon)* 5.4 4.0 7.2 Diesel consumption in gallon Hyp 60,000** miles / year 11,111 15,000 8,333 Total Diesel Yearly Cost (USD) $50,000 $67,500 $37,500 *Source United States Environmental Protection Agency ** Miles per year vary depending routes – 60,000 miles / year may be closed to an average. Some run 30,000 miles per year, other above 85,000 mile per year. *** cost estimated on a diesel gallon at 9 BZD or 4.5 USD

4.5.5 Monitoring Dimensions This proposed a plan will be monitored by checking annually (or semi-annually) the progress of the:

 Contracting and implementing technical assistance  Modernizing the bus fleet  Assessing demand and supply change

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Chapter 5 - Ports and Maritime

5.1 Introduction Based on the findings presented in the baseline report and of meetings held with the main sector stakeholders during a mission in Belize of the Port Expert of the Consultant from 2nd to 7th April 2017, the following eight (08) Short Term Actions have been identified: . Technical Assistance and Capacity Building for the Belize Port Authority. . Provide support to the Government of Belize to shift toward a more efficient organization of stevedoring in Belize Port Ltd. . Detailed feasibility study for the development of Belize Port ltd. . Support to Big Creek Group for completing dredging works in the Port of Big Creek . Open new market opportunities at the Port of Big Creek (LPG and import of petroleum products) . Map and review the possibilities for inland waterway transport . Study of PSO contracts for rendering commuting ferry services for employees of the tourist industry – preparation of tender documents These eight (08) Short Term Actions are presented below.

5.2 Technical Assistance and Capacity Building for the Belize Port Authority

5.2.1 Rationale / Problem Description In 2013 the “Voluntary IMO (International Maritime Organization) Member State Audit Scheme” (VIMSAS) highlighted deficiencies in the technical staff of the Belize Port authority (BPA). As a result the BPA’s strategy over the last four years the BPA has been to invest heavily in technical/professional training. However, and although significant improvements have been observed, BPA recognizes that it still lacks capacity in the following areas: . Information technology . Legal drafting . Nautical engineering . Naval architecture . Security specialists (including cyber security and emergency response) . Hydrographic survey . Marine salvage The interviews which have been performed with the main stakeholders during and after the preparation of the base line report have shown that legal issues are major concerns for both the BPA and the port operators: The existing Laws and Regulations governing the port and maritime sector (Belize Port Authority Act – CA 233 and its subsidiaries CA 233s on tariffs and CA 234s on the delineation of the wharves; Harbors and Merchant Shipping Act – CA

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234; Merchant Shipping Registration Act 2010) are outdated and do not draw all conclusions of the past privatization policy. As a result, some of their provisions are sometimes inconsistent, others need to be clarified and developed (for instance the BPA’s general oversight responsibility of activity of the port operators) or updated (among other, tariffs). In addition, the existing framework does not allow for an actual cooperation between the public and the private in the decision process with negative impacts on day-to-day work. Finally, responsibilities in terms of maritime administration are shared between several governmental entities such as the BPA, the Ministry of Natural Resources and Environment and IMMARBE. This creates confusion of responsibilities and does not always comply with best international practices and IMO recommendations.

5.2.2 Action Description

5.2.2.1. Scope of Work The objective of this Action is to provide a Technical Assistance to BPA for capacity building with an emphasis on legal issues. The Technical Assistance will include on-the-job training, preparation of a comprehensive training plan and assistance to the BPA in implementing this training program. The training program will cover the following aspects: . Information technology . Legal drafting . Nautical engineering . Naval architecture . Security specialists (including cyber security and emergency response) . Hydrographic survey . Marine salvage Among on-the-job training activities there can be: . Drafting licenses for port concessions . Update of nautical charts . Updating ports tariffs . Preparation of emergency response plans . Monitoring and enforcement training and planning The Technical Assistance will give a special emphasis on legal aspects with the aim to revamp and modernize the overall legal and institutional framework. The objective is that it fully complies with the best international practices and IMO recommendations and draws all conclusions from the privatization policy. A key objective is to clarify the role of the Ports Authority and its role of general oversight. This includes having a better access to supervise the activities of the ports, the access to the financial statements and a revision of the licensing system including quality of service requirements.

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Another of the objectives is also to allow for an actual cooperation between the public and the private sectors in the decision process. This could be achieved by setting up ad-hoc advisory bodies or by allowing representatives of the private sector to participate in the board of public entities. To avoid major institutional changes a suitable solution would be to establish a regular meeting between BPA, the Chamber of Commerce, representatives of the Ports, Shipping Agents, Freight Forwarders, the Customs. This would create a platform in which problems could be discussed face to face and decision-making would be faster. The Technical Assistance will also proceed to a review of best practices worldwide in port tariffs and a benchmarking with tariffs in force in ports in the Caribbean Sea with a view to allow updating the tariff structure and the schedule of tariffs. This said, port tariff changes should not be applied without a full review of the economic impact of the total cost of using either port. In this sense, a reform on stevedoring services has been proposed as complementary measure and that reform should be implemented prior to any potential adjustments in tariffs. Other costs for imports as the costs of the shipping agents must be studied as well. In particular, existing arrangements and procedures must be analysed and feedback collected from sector stakeholders to identify opportunities for improvement. It is expected that this Technical Assistance will be provided during 24 months with a Team Leader on a long-term basis, assisted with short term experts in the following fields: institutional and legal experts in port and maritime administration; human resources and training expert; IT expert; hydrography, nautical and naval experts; port operation expert; etc. Totally, the men-month input required for this Technical Assistance is expected to be of the order of 40 men-months of international expertise.

5.2.2.2. Financial dimensions Based on the estimated inputs, the cost of the Technical Assistance is estimated to about 2 Million BZD ($US 1 million). This amount can be significantly reduced by contracting regional consultancy firms.

5.2.2.3. Institutional dimensions It is recommended that the Technical Assistance is awarded to a recognized international consultant firm. The Consultant team will be embedded within the BPA during the all duration of their assignment.

5.2.2.4. Time dimensions The Technical Assistance should start has soon as possible when funds are available (recommended end of 2017, beginning of 2018) and is expected to last 24 months (2018- 2019).

5.2.2.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators: . Number of trainees having followed training session and results of the evaluation of the training sessions. . Draft Laws and Regulations prepared and approval process launched.

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5.3 Provide Support to the Government to Shift toward a More Efficient Organization of Stevedoring in the Port of Belize Ltd.

5.3.1 Rationale / Problem Description Port of Belize Ltd currently employs approximately 100 full time employees and 150 stevedoring workers on a non-permanent basis. The organization of stevedoring in Port of Belize Ltd is based on the outdated “gang system”. There are 9 gangs of 15 workers each in addition to the crane operator. Additionally, a ‘one gang per vessel’ system is still in place: each vessel must be unloaded/loaded by the same gang, independently of the time needed, resulting in the gang sometimes working 24 hours straight. In addition, all 15 gang members are mobilized and paid regardless the work done and the actual needs. This situation leads to inefficient, costly and dangerous working conditions. The following table presents a benchmark for cost of import in 12 caribbean ports. The cost in US$/TEU in Belize City is below average but the impact of the stevedoring costs in the total are significantly above the average. Table 4-5: Benchmark for cost of imports

Source: Caribbean Development Bank Among the different studies consulted, it was possible to collect stevedoring costs data only for 12 CARICOM ports. Doing Business 2016 though, provides some data on the cost of handling a container on the main regional ports: . Puerto Cortés: $2,308 . Manzanillo: $665 . Quetzal: $997 . Santo Tomas: $1,450 . Puerto Limon: $1,020 . Acajutla: $1,040 . Corinto: $1,140 Port users complain about operational performances, and particularly about BP Ltd's incapacity to commit itself on the actual duration of handling operations. Ongoing discussions with the strong stevedoring labor union have not yet resulted in any agreement for shifting to a more efficient system. Generally speaking, the working relationships between the stevedoring workers and the port management seem to be difficult as evidenced by the strikes that occurred in the recent years. Overall, a common view is that this situation results, among other, from an incorrect enforcement of the provisions of the Labor Law. In addition, certain stakeholders consider

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that the Law does not always provide sufficient guidance on this issue and that it would be required that it clarifies the tasks covered by stevedoring and those that are not. It has to be noted that the situation in Belize Port Ltd. is far from being unique and that many ports in the world have faced or are still facing similar problems. If some of them have failed to solve this issue, many of them have achieved to implement ambitious reforms which have boosted their competitiveness and efficiency. It is clear however that, beyond the legal aspects, modifying the organization of stevedoring might face strong opposition from the workers and their trade unions. There is no example where such reform has been successfully achieved without a very strong political will at the highest level of the Government. Considering the current relations between GOB and Belize Port Ltd. It is very likely that GOB would require from Belize Port Ltd at minimum a short term strategic plan before they engage in such negotiations with the stevedores.

5.3.2 Action Description

5.3.2.1. Scope of Work The objective of this Action is to provide Consultant services aimed to provide guidance and assistance to the Government of Belize Technical Assistance with the aim to shift toward a more efficient organization of stevedoring in Belize Port Ltd. Reforms impacting waterfront services are typically very difficult to implement. Such reforms have been implemented during the last 20 years in countries as UK, Canada, Australia, New Zealand or in the EU countries. In the EU, a Directive applied in 2014 has forced several countries to apply reforms in the sector, in Spain during the recent months. A justification for the reform in that country is the lack of transparency of the access to the stevedore profession as it is a common practice that to become a stevedore it is necessary to have family ties with somebody already working in the port. The other issue is the current lack of freedom to contract by the handling companies as today they are forced to deal exclusively with the company created by the stevedores. This provides enough legal justification to apply the reform which should lead to a decrease of handling costs. However, as in several countries before, its implementation is not being easy and negotiations are ongoing with the collective of workers to establish compensating measures. The services will comprise: . A comprehensive diagnosis of the current situation and an identification of the main shortcomings. . A comprehensive review of the existing Labor Law and of all regulations governing stevedoring activities and an identification of the shortcomings and deficiencies. . A benchmarking of stevedoring reforms worldwide with an emphasis on what has worked, what has not worked and what could be applicable to the specific case of Belize. . Recommendations about the revision of the legal and regulatory framework governing stevedoring and about the most appropriate method which could be followed in Belize to propose and acceptable reform of stevedoring. . If desired, an assistance to the Government for implementing the proposed reform.

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The services will require the expertise of legal and port operation experts with recognized experience on labor law and in stevedoring, including implementation of stevedoring reform. Totally, the men-month input required for these services is expected to be of the order of 6 men-months of international expertise, not including assistance during implementation.

5.3.2.2. Financial dimensions Based on the estimated inputs, the cost of the services is estimated to about 0.3 Million BZD ($US 0.15 million), not including assistance during implementation.

5.3.2.3. Institutional dimensions It is recommended that the services are awarded to a recognized international consultant firm.

5.3.2.4. Time dimensions As this measure requires strong political will, prior to its implementation, some commitments from Belize Port Ltd in terms of investment or improvement of services are required from GOB. Additionally, this reform should be done prior or at minimum at the same time as the application of new port tariffs, especially if other tariffs besides stevedoring were to increase.

5.3.2.5. This considered, the services should start by mid-2018 only if an agreement between GOB and Belize Port Ltd was obtained. The services are expected to last 6 months to propose recommendations. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators: . New organization of stevedoring in place.

5.4 Comprehensive Strategy for the Development of Belize Port Ltd.

5.4.1 Rationale / Problem Description

5.4.1.1. Cruise Ship Warf and Terminal With 4 cruise ships at anchorage on the busiest days, and about 1 million cruise passengers being transferred every year by tenders between the cruise ships and the tourist village, Belize City Port needs a cruise port terminal where cruise ships can berth. In order to reduce the huge amount of dredging works required to be able to provide the 12.5 m-depth which are needed by the largest cruise ships calling in Belize, the project should take advantage of the existing channel and, thus, be located nearby the existing port facilities. Note however, that the opening of the new cruise port at Harvest Caye near Big Creek might significantly impact the patterns of cruise tourism in Belize by diverting cruise traffic to the south of the country with a rich and underexploited tourist potential.

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5.4.1.2. Containers The container traffic in Belize City Port has grown robustly during the last six years. It has reached 48,000 TEUs in 2015 from 31,000 TEU, showing a robust +7% Compounded Average Growth Rate (CAGR). With the limited characteristics of King’s Wharf (short and narrow wharf with a unique berth 63 m-long accessible via a long and narrow one-way access trestle), the maximum theoretical capacity of Belize City Port can be roughly assessed to 70 000 TEUs per annum with very limited available capacity for bulk cargo (general cargo and dry bulk). These numbers shows that King’s Wharf is already not far from congestion. This has been confirmed by the port users and results in significant waiting times for bulk carriers and general cargo vessels: they often need to interrupt operations and shift to wait at anchorage to free the berth for container vessels which have priority when they call during the “window” which has been allocated to them. This shows that actions will be urgently needed to increase the port capacity if past trends are confirmed. On the short term, congestion can be reduced by increasing the port productivity through the improvement of the port handling equipment (enhanced maintenance to increase availability; upgrade and modernization). However, as discussed above, the efficiency of the port operator is already relatively good considering the limited characteristics of the existing marine facilities. Thus, it is not realistic to expect a spectacular increase of productivity if the marine facilities are not improved. The project which has been contemplated and which consists of extending King’s wharf from 67 m length to 200 m length including widening from 21 m to 40 m would participate to improve port efficiency. Even though this extension will not allow two vessels berthing at the same time, it is aimed at easing port operations and thus reducing time for operating vessels at berth. Even though container ships will continue being given priority, it is expected that the frequency of delays for bulk handling will be notably reduced. However, a simple calculation shows that it is unrealistic to expect that these works could extend the capacity of King’s Wharf above 80,000 – 90,000 TEUs with limited additional capacity for bulk cargo. Ultimately the construction of a second berth in the alignment of the existing one will certainly be the only realistic alternative, at least for the long-term.

5.4.1.3. Bulk Finally, Belize Port Ltd. and more generally the northern part of Belize suffers from the absence of appropriate facilities for dry bulk cargo. With this regards, projects have been envisaged for improving the logistic chain for the export of sugar and molasses produced at Tower Hill sugar refinery near Orange Walk. Because there is no access for deep-sea vessels in the vicinity of the refinery, sugar and molasses are presently transported from the factory through barges and tugs sailing 33 miles north along the New River to Corozal Bay, and then 89 miles south-west along the coast to a deep water anchorage situated a few miles offshore from Port of Belize. This is a cumbersome, highly inefficient and costly transportation system leading to excessive loading times. Different solutions have been studied including the construction of an offshore platform where sugar and molasses are transshipped to the sea-going vessels or the construction of storage and loading facilities at Belize City Port. The latter has obviously the advantage of being more versatile and flexible because it is suitable for all kinds of dry bulk and bulk cargo.

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5.4.1.4. Feasibility Study All these remarks show the urgent need of an ambitious program for the development of Belize Port Ltd. If some of these developments shall be implemented prior to the medium term, the feasibility studies and detailed design should not wait too much to start. It is important to clarify that in the framework of the National Transport Master Plan several scenarios are being studied and compared, included different configurations for Belize Port Ltd. At the end of the project, the plan will have selected a scenario including specific port projects. However, the level of detail of that assessment cannot be compared to a feasibility study. This applies in particular to cost estimations and the financial models, which are essential prior to decide any investment, especially in the current situation of a private owner of the port. This said, the current operator of the port already made feasibility studies for two possibilities (a bulk terminal and a cruise terminal). Regardles of who will be the future operator, it is necessary to align the visions of the Government of Belize and the private operator. Using the forecasts and the vision selected during the Master Plan study, Belize Port Ltd must complete the missing parts of the feasibility studies and prepare development strategy of the port that should include as well a schedule for modernization and upgrade of handling materials.

5.4.2 Action Description

5.4.2.1. Scope of Work The feasibility will cover the following aspects: . Establishment of traffic forecasts for the next 20 years for containers, dry bulk, general cargo, liquid bulk and for passengers; these forecasts will be established based on a thorough analysis of the economic prospects for Belize and more specifically for the northern part of the country and considering the role likely to be taken by other ports in Belize (Big Creek Port; Harvest Caye Cruise Port). . Technical :

 Field surveys including, among others, bathymetry of the access channel and of the port waters including all zones envisaged for port development; with this respect, it should be noted that although the port used to be dredged to -10 m, port users have indicated that significant siltation have occurred; the maximum draft of ships calling in Belize City Port is now limited to 7.5 m.

 Short and medum term improvements in capacity and efficiency by upgrading handling equipment

 Propose different scenarios for the future development of the port in order that it can accommodate the forecasted traffic ; with this regards, it should be noted that the space available between King’s Wharf and the zone with the unfinished cruise terminal west of King’s Wharf is probably not large enough to allow developing in this very area both the bulk terminal and the cruise terminal; on the other hand the area east of King’s Wharf is presently occupied by the low berth dedicated to barge traffic to the Cayes and is probably not large enough for developing any

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other terminal; accordingly, it seems that the only possible alternative to develop two additional terminals (cruise and bulk) is to develop some marine structures southward, south of the zone with the unfinished cruise terminal.

 Preliminary design and cost estimate of the preferred development scenario. . Economic evaluation aimed at assessing the economic return of the proposed project based on classical economic ratios (EIRR, NPV, etc.). . Financial analysis aimed at assessing the financial profitability of the project from the point of view of a private investor; this analysis is also aimed to determine the condition under which the project can be made bankable, and particularly the amount of public financing which might be required in order to make the project bankable. . Legal and institutional analysis aimed at determining the legal and institutional framework under which the project should be implemented; in the case the financial analysis has shown that public support is required in order to make the project bankable for a private investor, this analysis shall aim to propose the institutional and legal framework ensuring an appropriate risk sharing and return on investments for both the public and the private partners. It must be noted that some of thiese activities have already been carried out by the private operator of the port. In any case, the result must be a detailed plan for the port that should be compatible with the vision established by the CNTMP.

5.4.2.2. Financial dimensions The cost of the services if the studies should be done entirely by a Consultatn is estimated to about 1.5 Million BZD ($US 0.75 million) including field surveys. As mentioned above, some feasibility studies have been made including the extension of the King’s Wharf and a new Cruise Terminal. Bulk facilities and medium term congestion problems for containers have not been properly assessed tough, and depending on the scenario chosen these assessments could be necessary. A preferred option consists of updating the existing feasibility study with the development suggested in the Transport Master Plan document (final output of this study) which would reduce significantly the cost. In any case, the completion of the feasibility study should be funded by Belize Port Ltd.

5.4.2.3. Institutional dimensions It is recommended that the services are awarded to a recognized international consultant firm.

5.4.2.4. Time dimensions The services should start has soon as possible after the selection of the preferred scenario for the CNTMP, especially if the solution makes possible to use the results of the feasibility studies already done. If the study should be redone entirely it would last 12 months.

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5.4.2.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators: . Comprehensive feasibility report approved.

5.5 Support to Big Creek Group to Finalize Dredging Works in the Port of Big Creek

5.5.1 Rationale / Problem Description The access channel to Port of Big Creek and the port basins is presently dredged at -7 m. Due to this limited depth, large vessels loading bananas which is the main export in Big Creek Port (~125 000 tons in 2015 representing 36% of the total traffic and 64% of the exports) are operated at anchorage via a barging system. There is presently an on-going project to deepen the port and its access channel to -11 m. This will allow the container vessels loading bananas to call at berth. This is also needed to accompany the development of exports of raw sugar which are planned under the contract signed with Santander, the owner of the new sugar factory in Cayo district. More generally, dredging the port to -11 m will facilitate exports and, thus, is expected to open huge prospects for the development of the agricultural sector in the southern regions of Belize. Big Creek Group has started dredging works with two cutter dredgers owned by the port. In April 2017 the port basin and about 10% of the length of the access channel have been dredged, the works remaining to be done correspond to the portion of the access channel from the end of the mangrove to the anchorage point. The dredgers belonging to the port are not appropriate for the works remaining to be done and Big Creek Group has entered into negotiation with dredging companies (Jan de Nul and then BOSKALIS) operating in the region. The idea is to minimize mobilization costs using a dredger not far from the site. The cost of dredging the remaining portion of the access channel of Port of Big Creek has been estimated at $US 12 Million and the period required to complete the works to 12 weeks. The dredging companies have proposed to offer a line of credit to Big Creek Group to finance the work but need bank guarantee in USD for this credit. Until now no bank has accepted to provide a guarantee under conditions which can be accepted by the dredging companies but Big Creek groups continues negotiating with both the dredging companies and the banks in order to find a solution. The main reasons why the banks are reluctant to provide the guarantee are the current economic situation of Belize and the uncertainties on the prospects for the banana market in Europe.

5.5.2 Action Description

5.5.2.1. Scope of Work It has been understood by the Consultant than the GOB will not provide any type of direct support (funds or guarantee) to this project. There are two different ways to indirectly support Big Creek Group on the development of Port of Big Creek:

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 Supporting Big Creek Group in a request for assistance to the Inter-American investment Corporation (part of IDB group). IIC has several funding initiatives for medium enterprises as Port of Big Creek and for some of them the project could be eligible, with could provide either additional funding or a guarantee for this operation  Applying certain measures that could positively impact the operations of the Port of Big Creek, and hence, by increasing its future cash-flows the length of the loan period as well the risk of the project could be reduced. In those conditions, obtaining a guarantee may be more feasible and Big Creek Group could proceed with the implementation of the dredging with their own means. Two such measures have been identified:  The building of a LPG terminal in the area of the Port of Big Creek (provided that an agreement is reached between GOB and Big Creek Group)  The removal of the regulation forbidding petroleum products imports to any company with the exception of Puma Energy (more details are presented in the next short-term measure) It is worth noting that a revision of the tariffs, as suggested for one of the axis of the technical assistance to BPA, will have as well an impact in the ports financials. However, this measure is of utmost urgency and it is better to explore the options mentioned above because the TA to BPA will not provide new revision of the tariffs until 2018-2019. Finally, it must be stated that these measures are conditioned to commitment of Port of Big Creek. In particular, Port of Big Creek should provide GOB a letter of commitment to dredge by end 2017 to ensure its support.

5.5.2.2. Financial dimensions Dredging works are financed by Big Creek Group (estimated at 12 million USD) and the Government provides neither the funds nor a guarantee.

5.5.2.3. Institutional dimensions The latest information received by the Consultant is that the project for the construction of a LPG Terminal close to Big Creek has received the green light from the GOB. A representative from GOB should initiate contacts with Big Creek Group to negotiate the conditions of a potential agreement. It is suggested that a representative of GOB (either from MED or eventually BIL) introduces Big Creek Group with IDB and IIC and accompanies it in the discussions with those institutions.

5.5.2.4. Time dimensions This Action is very urgent (before the end of 2017).

5.5.2.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators: . Big Creek Port dredged to -11 m.

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5.6 Open New Market Opportunities at The Port of Big Creek (LPG And Import of Petroleum Products)

5.6.1 Rationale / Problem Description The agreement existing between the Government of Belize and the Government of Venezuela on oil has made of Puma Energy the sole importer of petroleum products in Belize. As a result, the existing tanks for fuel in the Port of Big Creek (6) have become useless due to the incapacity to import even for the own use of the port (including the refueling of ships calling to the port). In relation to the measure described in the precedent measure, a removal of the monopoly on imports would increase the business opportunities in Big Creek and thus the value of the port, putting it in a better position to negotiate financing for its development projects. This said, it is understood that this measure covers a topic out of the scope of the master plan and that other factors of more economical or political relevance can justify keeping the existing imports agreement with Puma. This partially explains that this measure is presented the last in this chapter. In parallel to this, it must be stated that the Government of Belize is also supportive of new markets and diversification of this port - LPG and cross border export potential by developing Jalacte border crossing as well as internal road network that opens the opportunity for additional country bulk export. The LPG terminal has been presented precedently and the other elements will be part of the scenario study.

5.6.2 Action Description

5.6.2.1. Scope of Work The scope of works here described only relates to the impact of the measure in the Port of Big Creek. It is obvious that other more important factors govern oil trade agreements and it is assumed that these will be evaluated separately by the Ministry of Finance. In regards to the Port of Big Creek it is suggested that a representative of GOB requires to Big Creek Group the following elements:  The estimated positive impact for the port financials of petroleum products imports  The estimated positive impact (if any) of this measure for Big Creek Group in the negotiation of loans and funding related to their development projects for the port This evaluation shall be made by Big Creek Group management and submitted to GOB. Depending on the degree of impact of the measure, GOB will take the final decision on removing the existing petroleum products imports limitation.

5.6.2.2. Financial dimensions This sort of measures are usually developed and implemented directly by the Government. As the changes in the regulation should be made by the legal advisors of the GOB, no cost has been estimated for this measure, being more dependent of the political will.

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5.6.2.3. Institutional dimensions The changes in the regulation will likely depend on the Ministry of Finance and the Office of the Prime Minister. For the discussions with the Port of Big Cree, the representative from GOB can be from the Public-Private Dialogue Unit. Alternatively, the cooperation of Belize Infrastructure Limited can be requested for the dialogue with Big Creep Group.

5.6.2.4. Time dimensions If linked to the measure “Support to Big Creek Group for finalizing dredging works in the Port of Big Creek” it would be suitable that this measure be implemented during 2017.

5.6.2.5. Monitoring dimensions The action will be monitored by evaluating the real impact of oil imports activities in the operations of the Port of Big Creek compared to the estimations done prior to the implementation of the measure.

5.7 Mapping and review of the possibilities for inland waterway transport

5.7.1 Rationale / Problem Description Inland waterways are used today in Belize only to transport sugar from Orange Walk down the New River to Corozal and from there to continue to Belize City. In the past, the Belize River was used as well to carry out some goods from Cayo to the sea. As society has become more aware of environmental issues, greener modes as inland waterways transport become more attractive due to its low environmental impact and cost (for certain distances and if modal transfer costs are minimized). In the case of Belize, it will be useful to identify: . How efficient is the current sugar transport in comparison with road transport . If any sections north of Orange walk of the New River are navigable and for which type of transport (goods or passengers) . The potential of the Belize River to be used again for freight transport . Any other IW that could be a cost-effective alternative to road transport However, when these topics were consulted with the Ministry of Works and other stakeholders during the baseline the findings were that: . The total budget for inland waterways in the Ministry of Works does not exceed US$ 50,000; . The MoW does not have an inventory of inland waterways for the country (length, wide, depth); . The MoW does not have expertise in that domain anymore. In order to evaluate the real potential of inland waterway transport it is then necessary to carry out an inventory of waterways and a comparative analysis between certain inland waterway routes and their road transport alternatives.

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5.7.2 Action Description

5.7.2.1. Scope of Work This action must address the following issues:  Collect all existing information in the MoW and NEMO on inland waterways of Belize, in particular about depth if existing;  Identify those inland waterway sections which can be of interest cargo or passenger transport et undertake a bathymetry on them;  Considering the results of the bathymetry, to compare road transport and inland waterway transport routes to assess whether some new services could be feasible  In case some inland waterways have real potential, make recommendations on the next steps to be taken in order to develop them

This action aims then at identifying unused inland waterways with real potential for transport.

5.7.2.2. Financial dimensions Based on the estimated inputs, the cost of the services is estimated to roughly 60,000 BZD, which may vary depending on the final method used for the bathymetry.

5.7.2.3. Institutional dimensions The action should be implemented by the Ministry of Works. If it is done before the end of the study, the Consultant can guide the MoW on the analysis of new services.

5.7.2.4. Time dimensions The inventory could start immediately and last 4-6 weeks.

5.7.2.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators:  Inventory of inland waterways useful for cargo and passenger services  Analysis of potential new services using IWT

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5.8 Study of PSO contracts for rendering commuting ferry services for employees of the tourist industry – preparation of tender documents

5.8.1 Rationale / Problem Description The growth of Placencia and San Pedro is presently outstripping the islands ability to accommodate at affordable prices the local workers which are mainly employed in the tourist industry. This leads to social problems that can severely hamper the development of tourism in these islands and more generally in Belize. The development of ferry services from San Pedro to Corozal or Belize City and from Placencia to Stan Creek can be an answer to the high housing costs for employees in San Pedro and Placencia. The idea could be to provide inexpensive housing in Corozal / Stan Creek and daily commuting ferry services to / from San Pedro / Placencia. Such ferry services should be operated by private operators preferably to a Government entity. Even though it is most likely that these services are not profitable, this may be possible through the so-called “Public Service Obligation Contracts” (PSO contracts of “concession contracts”). Typically, a PSO contract can make provisions, if required, for a public financial participation to the project in order that the concession is profitable. Depending upon the local situation and the results of the financial analysis, this public participation can be either an investment grant or / and an operating subsidy. There is presently no available information enabling to give any estimate of the actual demand and of the operating costs for daily commuting ferry services for employees of the tourist industry between Corozal / San Pedro and Stan Creek / Placencia. It is thus recommended to carry out a comprehensive study of PSO contracts for rendering these ferry services. It must be noted that this action was proposed upon request from the Office of the Prime Minister in order to find a short-term solution for the workers in San Pedro and Placencia. The Consultant must clarify two points: - Especially for San Pedro – Corozal line, it is very likely that a subsidy will be necessary. Today Belize City – San Pedro watertaxi costs 25 BZD one way. Corozal is further from San Pedro so the market cost should be higher which makes impossible for workers to pay those amounts every day. If the GoB is not willing to consider paying subsidies the study might just serve to waste time. - This should be only considered as a short-term measure, again especially for San Pedro – Corozal. To solve this kind of problems it makes more sense to apply housing/land use policies on the medium-long term.

5.8.2 Action Description

5.8.2.1. Scope of Work The proposed study should address the following issues:  Thorough analysis of the demand, including “willing-to-pay” aspects.

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 Recommendations on the services to be performed to meet the demand (specification of the ferry required; schedule; onshore facilities required, if any; assessment of investment and operating costs).  Comprehensive financial analysis aimed at determining under what conditions the project can be profitable and bankable for a private operator (level of investment to be borne by the private operators and by the Government, if required ; level of operating subsidies to be paid by the Government, if required; etc.).  Preparation of tender documents for awarding the PSO contract.

5.8.2.2. Financial dimensions Based on the estimated inputs, the cost of the services is estimated to about 0.5 Million BZD.

5.8.2.3. Institutional dimensions It is recommended that the services are awarded by the Office of the Prime Minister - Department of Public-Private Dialogue or by the Ministry of Works and Transport to a recognized international consultant firm.

5.8.2.4. Time dimensions The study should start has soon as possible when funds are available (recommended end of 2017, beginning of 2018) and is expected to last 6 months (2018-2019).

5.8.2.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators:  Commuting ferry services in operation between San Pedro / Placencia and Corozal / Stan Creek.

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Chapter 6 - Civil Aviation

6.1 Introduction During the Consultant’s second mission to Belize during April 4-12, meetings were held with the following persons: Mr Yashin Dujon, CEO, Ministry of Tourism and Civil Aviation Mr Jorge Espat, CEO, Belize Airport Concession Company Mr Enrique Hoare, Manager of Operations, BACC Mr Lindsay Garbutt, Director of Civil Aviation Ms Marion McNab, Consultant to CAD Mr John Arana, Urban Heritage Planner, Ministry of Tourism & Civil Aviation Mr Nicholas Ruiz, General Manager, Belize Airports Authority Ms Elise Montalvo, legal counsel, BCAA Mr Cedric Flowers, external auditor, BCAA Mr Dwayne Thurton, Anthony Thurton & Associates Ambassador Daniel Gutierrez (informal discussion). Based on the findings presented in the Baseline Report and further discussions with the above-mentioned stakeholders, the following Short Term Actions are recommended:

 Restructure the regulatory oversight of the civil aviation sector in accordance with the standards and recommended practices of ICAO through the creation of a Belize Civil Aviation Authority, separating regulatory and operational responsibilities, and strengthening of the Belize Airports Authority;  Address shortcomings in the security arrangements at the regional aerodromes;  Upgrade the runway at Caye Caulker;  Develop airport master plan for San Pedro;  Review terms in the Concessions Agreement between the Belize Airports Authority and the Belize Airport Concession Company that inhibit appropriate oversight by the BAA and future airport development by new entrants.

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6.2 Restructure the Regulatory Oversight of the Civil Aviation Sector (In accordance with the standards and recommended practices of ICAO through the creation of a Belize Civil Aviation Authority, and strengthening of the Belize Airports Authority)

6.2.1 Rationale / Problem Description Belize is a signatory and ratified member of the Chicago Convention and is required to comply with all of ICAO standards and recommended practices for civil aviation, including safety, security, operations, governance and environmental protection. ICAO has mandated the separation of regulatory and operational activities in civil aviation for more than 30 years. In many Member States this has led to the transition from civil aviation departments embedded in ministries of transport to civil aviation authorities and airports authorities. Since 2008 the focus has been more specifically on the separation of air traffic management from those civil aviation authorities that retained this operational activity. It is therefore appropriate that Belize now comply with international best practice in the institutional arrangements for civil aviation regulation and operation, and it is recommended that this be achieved through the creation of a Civil Aviation Authority and the re-structuring of the Belize Airports Authority, so that the responsibility for air traffic management may be transferred from CAD to BAA.

6.2.2 Action Description

6.2.2.1. Creation of the Belize Civil Aviation Authority (BCAA) It is proposed that the BCAA would be a statutory organisation under the Ministry of Tourism and Civil Aviation, to be established by law under a Belize Civil Aviation Authority Act. In accordance with international best practice, the BCAA shall have the following responsibilities:

 Personnel licensing of aviation industry personnel, including air traffic controllers, pilots and flight crews, maintenance engineers;  Regulation of flight operations for all aircraft, including fixed wing, rotor, balloons, and drones;  Aviation security – ensuring compliance with and implementation of the aviation security regulations by all sectors of the industry, such as airline operators, private operators, the international and the domestic aerodromes;  Consumer protection – overseeing the development and implementation of policies related to fair compensation to employees and passengers, complaints resolution, etc.;  Certification of the international airport, airport licensing, and airport operations regulation;  Economic regulation – economic oversight of the airports and air navigation services, ensuring that these entities do not take advantage of their monopolistic position.

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In order to best utilise scarce financial and human resources, and to meet the requirement for the separation of regulatory and operational functions, it is recommended that the provision of air traffic control services shall be transferred to the Belize Airports Authority. Air traffic controllers shall retain their pre-existing benefits (pension, health insurance).

6.2.2.2. Restructuring of the Belize Airports Authority (BAA) The Belize Airports Authority as presently structured has responsibility for management, services (crash, fire, rescue and security) and development of the airports in Belize. BAA’s mandate, as specified in the Act, relates specifically to three prescribed airports: P.S.W. Goldson International Airport, the Belize City Municipal Airport (now Sir Barry Bowen Municipal Airport) and the San Pedro Airport (now John Grieff II Airport). The BAA’s mandate over the other government-owned airports in Belize is not specified, but BAA has in effect assumed the same responsibilities for these additional airports, and committed to significant expenditure for maintenance and upgrading. Under the terms of the concession agreement between BAA and the Belize Airport Concession Company, responsibility for infrastructure improvement to PGIA is transferred to BACC, but BAA retains oversight responsibility. Air traffic controllers shall be transferred to the BAA from CAD. There are currently 13 qualified air traffic controllers in the CAD, however, according to the Director of Civil Aviation, a recent study10 has advised that the ideal staff complement is in excess of 30 controllers. With the growth in air traffic over and within Belize, the shortfall will need to be addressed with some urgency, given that it takes 2-3 years to train new entrants, and not all entrants will eventually qualify. In order to address the lack of specificity in the current law and to empower the BAA to properly carry out the functions of an airport operational organisation and air traffic service provider, it is recommended that the Belize Airports Authority Act be revised to ensure that the BAA is properly equipped to comply with all operational standards and practices for airports, airport services and air traffic services in accordance with ICAO Standards and Recommended Practices. The revised Act should provide for the BAA to:  Oversee the operational performance of all government-owned airports;  Ensure that all government-owned airports meet ICAO requirements as regards physical infrastructure and provisions for safety and security;  Ensure that all airports are properly maintained: grass verges are kept to the minimum specified height (no greater than 6 inches); centre-line and runway edge lines are painted and maintained; runway and other lighting is kept at appropriate levels of brilliance per ICAO and national specifications; runways are swept; buildings and equipment are properly maintained;  Lease and/or make arrangements with private sector entities for the operation of government-owned airports;  Provide air traffic control services;

10 Rene Sanchez Rodriguez, “Determination of Personnel Requirements in Belize”, COCESNA, July 2017

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 Promote and market those airports for which BAA is responsible;  Introduce and/or improve retail and other concessions opportunities at the airports in order to increase its revenue.

6.2.2.3. Capacity building activities The consultancy that will support the institutional reform will provide a training needs assessment and develop a comprehensive capacity building program for both BCAA and BAA that meets ICAO standards, such as courses offered by Airports Council International and ICAO, some of which are offered online. For BCAA, the trainings will focus on : - economic regulation - airports certification – best practices on aviation security - personnel licensing - air transport statistics - safety management systems For BAA, the capacity building activities may cover: – safety management systems - airside safety and operations - safety risk assessment - concession management - promotion of regional airports and revenue generation.

6.2.2.4. Financial dimensions Some adjustments shall have to be made to revenue streams to the Belize Civil Aviation Authority to ensure that these meet their operational costs, such as the fees for aircraft registration and licensing, and new fees may have to be introduced, such as a fee for aerodrome licensing and certification. Operational costs of the BAA will increase substantially due to the addition of the ATC personnel as well as airport operations and management personnel to oversee BAA’s responsibilities. As a general principle, revenue from operational activites should accrue to the operating company, such that fees for air navigation services should therefore accrue to the BAA, once that organisation assumes responsibiity for those services. The increase to the BAA budget for staffing is estimated at 1.0 million BZD ($US 0.5 million) per year. BAA shall benefit from revenue relating to ATC provision, but shall need to review and revise its existing revenue streams and possibly develop new ones. It will be important for BAA to have the resources to assess and collect revenues related to passenger throughput at the regional airports and the concession fee at PGIA, as indications are that these have been under-reported. A full assessment of the cost of providing ATC with a full complement of controllers will need to be undertaken and charges may need to be revised accordingly. Similarly, a review of all fees relating to regulatory services should be undertaken.

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It is suggested that the Inter-American Development Bank or other multi-lateral institution may be able to assist in funding consultancy and institutional development costs.

6.2.2.5. Institutional dimensions The Civil Aviation Authority shall need to prepare new job descriptions for all retained personnel as well as recruit additional trained and experienced inspectors for safety oversight functions. The BAA shall have to increase its core administrative staff to handle the additional human resource and administration costs related to the ATC services. Furthermore, as the BAA is currently under-staffed in respect of its present responsibilities of airport operations, this shortfall will also need to be addressed. It is also strongly recommended that the BAA appoint regional managers to oversee operations at the largest regional aerodromes: Sir Barry Bowen Municipal, John Grief II, and Placencia. It will not be necessary to relocate air traffic controllers from their facilities at PGIA. It is important to note that for both the new CAA and the enhanced BAA, it will be necessary to ensure that no stakeholder is nominated to the boards of directors, thus ensuring that there is no possibility of conflict of interest. In the case of the BAA, it would be appropriate for the BAA to consult with an airports user group as recommended by ICAO, so that stakeholders may have an opportunity to review and advice on facilitation matters, such as the provision of security, airport facilities and airport operations.

6.2.2.6. Time dimensions It is anticipated that 12 months shall be needed for the drafting, review and passage of the new CAA law and the revisions to the BAA law. During this period, BAA should commence recruitment of the additional administrative and airport operations personnel, as well as prepare for the recruitment of trainee air traffic controllers, in order to ensure that the recommended complement of trained controllers wil be available within the next 3 years. Similarly, the new CAA shall develop its organisation structure and staffing in preparation for its new responsibilities. In case of support from a Consultancy, capacity building

6.2.2.7. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators: Drafting and passage of the new Civil Aviation Law Revision of the Belize Airports Authority Law.

6.3 Address Shortcomings in the Security Arrangements at the Regional Aerodromes

6.3.1 Rationale / Problem Description There are two important security issues at the regional aerodromes: namely a lack of perimeter fencing, and the lack of security procedures.

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The Dangriga, Placiencia, and Caye Caulker aerodromes all need security fencing around the entire aerodrome perimeter in order to prevent access by unauthorised persons as well as wildlife, which can pose a hazard to aircraft. There are no proper security procedures in place at any aerodrome, including John Grieff II aerodrome, and the Sir Barry Bowen Municipal Airport. The problems identified are as follows:  Passengers are not required to provide any ID before receiving boarding passes;  Passenger baggage and cargo is not screened;  Passengers are not required to declare and hand over weapons before boarding a flight. Additionally, at the Sir Barry Bowen Municipal Airport there are too many access points to the airside from the air operators’ facilities, as well as at the main gate which has been observed to be open on multiple occasions. Flights originating at all of the above aerodromes land at the international airport, thus posing a security hazard to international air transport.

6.3.2 Action Description

6.3.2.1. Scope of Work  Immediate steps should be taken to fence the perimeters of all the regional aerodromes.  New regulations should be put into place with respect to the screening of passengers on domestic flights. The BAA should take the appropriate steps to fence the perimeters of the Dangriga, Placencia and Caye Caulker aerodromes. The BAA should initiate discussions with the airline operators at the Sir Barry Bowen Municipal Airport with regard to:  Restricting passenger access to the airside to a single gateway;  Ensuring boarding passes are issued to the person for whom the reservation is made;  Introducing screening of passengers and carry-on bags, baggage and cargo;  the possibility that some routes may need to be changed in order to facilitate screening;  Ensuring that any unscreened baggage and cargo cannot be accessed by passengers on the ramp at PGIA, and that cargo undergoes screening on arrival at PGIA if not previously screened.

6.3.2.2. Financial dimensions It is recommended that the BAA engage trained security personnel, at a minimum at the John Grieff II, Placencia, Caye Caulker and Sir Barry Bowen Aerodromes, who shall be responsible for screening passengers and passenger carry-on baggage. The cost is estimated at: 100,000 BZD ($US 50,000) for personnel 1,000 BZD ($US 500) for hand-held wands

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BAA should procure and install baggage screening x-ray machines at the Sir Barry Bowen and John Grieff II aerodromes, in the first instance. The approximate cost of each machine is USD 20,000. Installation of such machines at Dangriga would not be cost-effective due to the relatively low traffic volumes. For the short-term there are two possibilities: (i) Carriers adjust their schedules so that passengers for Belize City are picked up at Dangriga and screened at Placencia, with no stop at Dangriga on the return11. This would be an inconvenience to passengers who would then be obliged to travel south before heading north. (ii) BAA introduces a security programme whereby passengers are screened with hand-held wands and all baggage is hand-searched prior to boarding. The costs of this option would be passed on to the carriers and result in higher ticket prices.

6.3.2.3. Institutional dimensions BAA should examine the option of contracting out the security screening as well as the implications of hiring additional staff.

6.3.2.4. Time dimensions Procurement of fencing should commence as soon as possible when funds are available. Discussion with the air service providers should also begin as soon as possible, with the intention of instituting screening of passengers and hand baggage within 6 months.

6.3.2.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators:  New perimeter fencing in place;  New regulations are enacted in respect of security screening at the regional aerodromes;  Passenger and hand-baggage screening is introduced;  X-ray screening machines ordered.  Upgrade the Runway at Caye Caulker

6.3.3 Rationale / Problem Description Whilst most of the aerodromes are in need of upgrading to bring them into compliance with ICAO standards, the runway at Caye Caulker is in need of urgent repair. The runway is noticeably uneven and the surface has degraded to the point where it comprises loose gravel in many places. Not only is this potentially dangerous, but also leads to additional costly wear and tear on aircraft tires. Furthermore, the runway needs to be widened from its present width of 40 feet to a width of 59 feet, to bring it to ICAO category 1A.

11 At the time of writing, data available to the Consultant indicated that these numbers are very low.

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6.3.4 Action Description

6.3.4.1. Scope of Work Belize Airport Authority needs to complete plans for the upgrading of the runway, specifically to complete the design and engineering specifications so that the project may be put out to tender. The total scope of the project will encompass:  Correcting and levelling the sub-surface of the runway  Widening of the runway  Resurfacing of the runway with hot asphaltic mix  Development of runway shoulders  Shore protection  Fencing and lighting. This work will require the complete shutdown of the airport for 4-5 weeks.

6.3.4.2. Financial dimensions To be financed by Belize Airports Authority. The phase 1 – resurfacing will cost approximately 2.0 million BZD ($US 1.0). Total rehabilitation, runway widening, shore protection and the installation of runway lighting will be in the order of 6.0 million BZD ($US 3.0 million). Additional funds will be needed for a new terminal building, as the present building is in a state of serous disrepair.

6.3.4.3. Institutional dimensions Belize Airports Authority will be the contracting and supervising agency. The plans should be submitted to Belize Civil Aviation Authority to confirm conformity with ICAO and national regulations. BCAA shall also inspect on completion of the project.

6.3.4.4. Time dimensions The project should commence before the end of 2017 with completion by the end of 2018.

6.3.4.5. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators:  Runway improvements works put out to tender.  Completion of runway sub-surface and overlay.  Completion of the project.

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6.4 Develop Airport Master Plan for San Pedro

6.4.1 Rationale / Problem Description With over 20,000 aircraft landings in 2016, the John Grieff II Aerodrome at San Pedro is the busiest of the regional aerodromes. However, the airport has no space for expansion. Whilst the runway can accommodate all of the aircraft types presently in operation, there will be challenges in introducing larger aircraft types, or even to cope with a higher volume of traffic. The side strip is bordered by numerous buildings which invade the transitional clearance area for obstacles and the recent construction of a 3-storey building close to the airport towards the south poses a hazard to safe aircraft operations. It is understood that clearance was given by CAD for a 2-storey building only. The land occupied by the airport is in the center of town and is commercially desirable. It is understood from discussion with the Belize Airports Authority that land to the south of San Pedro has been reserved for future airport development. Whilst one can anticipate that the airline operators and local community may have some resistance to relocating the airport, especially given the level of investment made by the operators in their facilities, it is appropriate to consider the long-term prospects for an island where tourist visitors are increasing at a significant rate. It is therefore recommended that the Belize Airports Authority commission a feasibility study, land-use and airport master plan study so that informed decisions may be made about the future of the current airport facilities, the best opportunities for growth and to serve the local and international communities.

6.4.2 Action Description

6.4.2.1. Scope of Work The feasibility study will include the following:  Establishment of traffic forecasts for the next 15 years, taking into account the possibility of future international traffic (currently not feasible);  A site survey to determine the soil and other geographic and geologic aspects to determine suitability, accessibility and orientation of runways and taxiways, as well as the optimum location of buildings;  Preparation of different development scenarios, taking into account the results of the traffic forecasts;  Preliminary design and cost estimates;  Economic evaluation aimed at assessing the economic return of the proposed project based on standard economic ratios (EIRR, NPV, etc.).  Financial analysis to determine the optimum financing modality and structure, including the potential for concessioning to a private operator.

6.4.2.2. Financial dimensions The cost of the services is estimated at approximately 300,000 BZD ($US 150,000) including field surveys.

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6.4.2.3. Institutional dimensions It is recommended that the services are awarded to a recognized international aviation consulting firm.

6.4.2.4. Time dimensions Ideally the project should commence as soon as possible, but as the BAA will have other projects to manage as well as securing funding for the consultancy, it is recommended that the feasibility study be performed no later than the end of 2018. The feasibility study is expected to last approximately 6 months.

6.4.2.5. Monitoring dimensions This Action will be monitored by checking the following indicators: Request for Proposals issued for the consultancy; Comprehensive feasibility, land-use and masterplan study completed. Study approved.

6.5 Review terms in the Concessions Agreement between the Belize Airports Authority and the Belize Airport Concession Company (that inhibit appropriate oversight by the BAA and future airport development by new entrants)

6.5.1 Rationale / Problem Description As has been discussed in the baseline report, the Concessions Agreement between the Belize Airports Authority and the Belize Airport Concession Company is biased in favour of the BACC. Whilst the arrangement facilitated the government of Belize in debt-servicing, the duration of the contract without provision for review, as well as the provision that “The Government and the Authority grants to the Company a right of first refusal to operate any additional airports in Belize which have international arrivals and departures…….” essentially ensures that the BACC shall continue to enjoy a monopoly position, thus inhibiting private sector development and competition as regards new routes and air service providers. Neither the Concessions Agreement nor the Airports Authority Act specifically state that the BACC shall provide full disclosure of its audited accounts so that the BAA may review the BACC financial and operational performance. It has been understood by the Consultant that the BACC provides only an annual statement by its auditors as to whether the threshold (at which payment of the concessions fee is triggered) has been reached, and although the BACC claim that BAA’s auditor has been invited to review its accounts, no documentary proof was provided, and BAA claim that they have been unable to obtain such information. The BAA should have the power to ensure that best practice in contracting for goods, services and infrastructure works is strictly adhered to. Effective June 2005, BACC has made advance payments of Concession Fees of BZ$50,000 ($US 25,000) per annum. This has effectively enabled funded BAAs operations to date. BACC claims to adhere very closely to the terms of the Concessions Agreement and the Supplemental Agreement. Whilst it may be true that the BACC does not breach the Concessions Agreement as drafted, it nevertheless seems that the BACC is able to benefit

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from the lack of specificity in both the Agreement and the Airports Authority law as to how the Belize Airports Authority should monitor the airport and carry out its responsibilities in respect of section 17 of the Belize Airports Authority Act.

6.5.2 Action Description

6.5.2.1. Scope of Work It is recommended that the Minister enact regulations specifying that the Belize Airport Concession Company shall provide its annual audited financial statements to the Belize Airports Authority and that the BAA shall have the authority to examine all books of accounts held by the BACC in order to verify income and expenditure and to ensure that expenditures are prudent and in the case of contracts, are awarded in accordance with government guidelines and practice. It is in the national interest to encourage private sector investment in Belize and to encourage improvements in service provision through competition. It would therefore be appropriate to limit the BACC operations to PGIA, or to ensure that there is open competitive bidding for opportunities in the development of other airports. With respect to Clause 2.4 of the Concessions Agreement, it is recommended that the Government seek the advice of the Attorney General as to whether the clause extends (1) to any airport operated by a private operator; and (2) if a private operator may then negotiate with an international air service operator (passenger or cargo) not presently providing service to and from Belize.

6.5.2.2. Financial dimensions No costs are presented, as the recommended actions fall within the normal purview of government departments. This action will be dependent of the level of political will to address the shortcomings in the existing arrangements.

6.5.2.3. Institutional dimensions BAA needs to be strengthened (as recommended at 5.2 above) in order that the organisation may fully exercise its functions.

6.5.2.4. Monitoring dimensions This Action will be monitored by checking the achievement of the following indicators: Enactment of new regulations pertaining to oversight by BAA of the BACC.

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Chapter 7 - Trade facilitation and logistics

7.1 Introduction In chapter 2 it has already been mentioned that most of the issues regarding transport facilitation will be covered in the reports on medium and long term measures. However, two actions are proposed in this report, the first would have high impact in the transport through Belizean ports, the second is a temporary measure to solve an existing need:  Establish the minmum infrastructure for border control in Jalacte border crossing;  Reduce and if possible reduce the ad valorem tax applied to transhipment goods.

7.2 Establish the minmum infrastructure for border control in Jalacte border crossing

7.2.1 Rationale / Problem Description Since the paving of the road from the Southern Highway until the border with Guatemala at Jalacte, informal traffic has developed and intensifies as time passes. Even if there is not an official border crossing approved by both countries in Jalacte, the reality cannot be ignored and there is a flow of persons and goods crossing the border. It is necessary to implement a minimum of border post facilities so standard controls can be done.

7.2.2 Action Description

7.2.2.1. Scope of Work

This action should be undertaken in parallel with the negotiations with Guatemala for creating an official crossing and the study of a potential reform on land border crossings (this will be more developed in the medium and long term action plan report).

The activities are pretty straightforward and consist of building a minmum of facilities for inmigration, customs and fitosanitary control in Jalacte. Especially for BAHA (agency in charge of fitosanitary control) it can be hard to implement a fast solution. The Consultant did not have the time to discuss in detail with the involved stakeholders prior the revision of this report.

It would be preferable to have some time for proper border post design, ideally considering the impact of the potential reform. If the negotiations with Guatemala are advanced enough a real feasibility study for Jalacte border post can be launched urgently. Otherwise it seems necessary to implement fastly the minmum controls.

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7.2.2.2. Financial dimensions This action has been a late suggestion made to the Consultant. Therefore it has not been possible to discuss it with the stakeholders. All things considered, the cost of any infrastructure built in Jalacte border crossing should be borne by GOB.

7.2.2.3. Institutional dimensions BMA, Customs, BAHA, the Ministry of Defense and MOT are the key stakeholders involved on this action. It is suggested that Customs takes the lead on this operation.

7.2.2.4. Time dimensions Unless the negotiations with Guatemala justify a study for a proper design of the border post in view of the opening of an official border crossing, the temporary facilities should be built as soon as possible so coordination meetings between the stakeholders involved should start immediately.

7.2.2.5. Monitoring dimensions This Action will be monitored by checking if a minimum of border facilities are in Jalacte by early 2018.

7.3 Reduce and if possible remove the ad valorem tax applied to transhipment goods Rationale / Problem Description

Belize is in a geographical situation suitable to serve as transshipment goods for certain areas of Mexico (Yucatan) and Guatemala. In the past, there was a existing flow of goods imported by Mexico using the port of Belize City as port of transit. In the Customs Regulations Act of 2003, an ad valorem tax of 1.5% for all transshipment goods (with small variations) was introduced. As consequence, most of the transshipment shifted to other ports of the region as most of the neighbouring countries do not apply that trade barriers.

7.3.1 Action Description

7.3.1.1. Scope of Work

In this action a comparison will be make between the past transshipment flows prior to the application of the tax and the existing ones. The idea is to estimate the present revenue from this tax for GOB and test whether the economic activity created by transshipment flows could have a more positive effect not only in the Belizean economy but also for GOB tax revenue Maybe the tax revenue from a higher economic activity would be more significant that the current amount from the ad valorem tax on transshipment goods, especially if the tax has thrown all transshipment movements out.

In that situation, the Customs Regulations Act should be modified for a more reasonable alternative.

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7.3.1.2. Financial dimensions The comparative study proposed can be undertaken by a working group formed by the Ministry of Finance, the Customs, the Chamber of Commerce, BPA and representatives of both ports.

7.3.1.3. Institutional dimensions The initiative for this action should come by the Customs or the Ministry of Finance.

7.3.1.4. Time dimensions If the discussions and analyses start immediately it would be possible to have a decision before end 2017.

7.3.1.5. Monitoring dimensions This Action will be monitored by checking if the analysis has been done and whether a decision has been taken before 2017.

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Chapter 8 - Summary, Conclusions and Next Steps

8.1 General The short term horizon is the year 2020. Thus the short-term period encompass the four year period 2017 - 202012. This “Short-Term Action Plans Report” is a focused selection of the most significant problems identified before (in the Base Line Report), followed by a detailed analysis of how to remediate them in the short term -– the proposed action plans. The selected short term action plans reported here are actions plans which are: (1) Significant; (2) “Doable”; can be executed within the immediate period of the next four years; and (3) Relatively inexpensive; not requiring significant additional budgetary resources.

8.2 Proposed Action Plans and Estimated Costs The Short Term Action Plans include:

8.2.1 Roads  Adding Road Sections & Bridges to the National Road Network Upgrading to highway standard of some 10.8 miles of road and the construction of five (3) bridges. Total estimated cost in the short-run is 12 Million BZD ($US 6.0 million).

 Improving Road Maintenance Program “Optimal” improvement plan approximately $US 2.2 million. “Minimal” improvement plan approximately $US 1.5 million per annum. Quite similar to existing (2017) MoW budget.

 Replacing Four Single Lane Bridges with Dual-Lane ones Estimated cost, by the Consultant, based on International experience is approximately $US 5.2 million.

 Replicating Road Safety Program – Northern Corridor Approximately US$ 0.3 million per mile. Ten (10) mile cost = $US 3.0 million.

 New Manual of Standards Three men-months of regional consultant for $US 30,000.

 Protect Road Assets from Overloads –TA Program

12 The Medium-term time horizon is 2025, and the Long-term horizon is 2035.

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About 1.5 Million BZD ($US 0.75 million) for the first (basic) option. Between 2.0 million and 4.0 Million BZD ($US 1.0 – 2.0 million), for second (comprehensive) option.

 Scholarship for engineering students Fund of US$ 0.5-1 million for scholarships in technical fields for students in exchange of several years of work for the MoW/DoT.

 Explore the options for a pilot PPP for operations and maintenance on the future paved Manatee road Assess the different funding possibilities to implement a PPP contract for O&M on that road. Advisory services and additional traffic surveys may have a cost of approximately $US 100,000.

8.2.2 MoT & Public Transport  Establishing a National Belize Motor Vehicle Registration and Licensing System Initial estimated cost of computational equipment, software development, installation adjustment, and training is approximately $US 1.0-1.5 million.

 Developing intercity bus stops and enforce their usage 2018 – 2019: Approximately 960,000 BZD to 1,400,000 BZD ($US 0.5 million- 0.7 million). 2020: Approximately 1,600,000 BZD to 2,400,000 BZD ($US 0.8 million – 1.2 million), based on unit pricing.

 Design, build and operate the new intercity bus terminal of Belize City On-going project for construction of new intercity bus in Belize City by using a PPP model.

 Modernizing Public Bus Service and Issuance of Public Transport Permits A one-year technical assistance to the MoT to develop the public transport controls, provided by an international firm, is estimated between 1.0 million BZD to 2.0 million BZD ($US 1.0 million) over twelve (12) months

8.2.3 Ports and Waterways  Technical Assistance and Capacity Building for the Belize Port Authority Based on the estimated inputs, the cost of the Technical Assistance is estimated to about 2.0 Million BZD ($US 1.0 million).

 Provide support to the Government of Belize to shift toward a more efficient organization of stevedoring in Belize Port Ltd. Based on the estimated inputs, the cost is estimated to about 0.3 Million BZD ($US 0.15 million), not including assistance during implementation.

 Comprehesive strategy for the development of Belize Port Ltd The cost of the services is estimated to about 1.5 Million BZD ($US 0.75 million) including field surveys.

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 Support to Big Creek Group for completing dredging works in the Port of Big Creek Dredging works are financed by Big Creek Group (estimated at $US 12 million) and the Government provides neither the funds nor a guarantee.

 Open new market opportunities at the Port of Big Creek LPG and import of petroleum products) As the changes in the regulation should be made by the legal advisors of the GOB, no cost has been estimated for this measure, being more dependent of the political will.

 Mapping and review of the possibilities for inland waterway transport Inventory of inland waterways with bathymetry in screened sections and then comparison with road transport alternatives. 60,000 BZD considering high involvement of MoW

 Study of PSO contracts for rendering commuting ferry services for employees of the tourist industry – preparation of tender documents Market study and business plan for ferry services between Corozal to/from San Pedro and Stan Creek to/from Placencia. 0.5 Million BZD including willingness to pay surveys.

8.2.4 Aviation  Restructure The Regulatory Oversight of the Civil Aviation Sector The increase to the BAA budget for staffing is estimated at 1.0 million BZD ($US 0.5 million) per year. A full assessment of the cost of providing ATC, with a full complement of controllers will need to be undertaken and charges may need to be revised accordingly.

 Address shortcomings in the security arrangements at the regional aerodromes Training: 100,000 BZD ($US 50,000) for personnel. 1,000 BZD ($US 500) for each hand- held wand. Installing baggage screening x-ray machines at the Sir Barry Bowen and John Grieff II aerodromes: approximately USD 20,000 each.

 Upgrade the runway at Caye Caulker The phase 1 – resurfacing will cost approximately 2.0 million BZD ($US 1.0). Total rehabilitation, runway widening, shore protection and the installation of runway lighting will be in the order of 6.0 million BZD ($US 3.0 million).

 Develop airport master plan for San Pedro Approximately 300,000 BZD ($US 150,000), including field surveys.

 Review terms in the Concessions Agreement between the Belize Airports Authority and the Belize Airport Concession Company No costs are presented, as the recommended actions fall within the normal purview of government departments.

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8.2.5 Trade facilitation and logistics  Establish the minmum infrastructure for border control in Jalacte border crossing Build urgently a minimum of facilities so inmigration, customs and BAHA controls can be undertaken for the informal flow of passengers and goods crossing the border in Jalacte.

 Reduce and if possible reduce the ad valorem tax applied to transhipment goods. Study the advantages for the country of reducing or removing the tax applied to transhipment goods.

8.3 Key actions Among the list presented above, there are certain actions that have more priority than others: - All institutional reforms and capacity building programs are important in order to build capacity and an appropriate framework for medium and long term actions - Starting to explore private involvement in roads maintenance seems urgent to start building experience. A first experience could be tried for the Coastal Road, after its rehabilitation and paving. - The national vehicle registry is essential to collect data necessary to monitor the transport sector - The public transport reform is very urgent to rationalize the sector and increase the level of service. It should be implemented in parallel to the construction of the new terminal as it has been explained - The implementation of security procedures in regional aerodromes as well as the upgrade of the Caye Caulker runway should be a priority. A security mistake or an accident would have huge impact in tourism which is one of the main sources of revenue for the country.

8.4 Next Steps The next steps include:

 Phase 2 (completion): Development of future Scenarios for the Medium (2025) and Long Term (2035), and running assignment of these scenarios on the demand Model. Report is due by 15 August, 2017. The technical model was submitted on April 2014.  Phase 3: Preparation of Comprehensive National Transportation Master Plan (CTMP) for Belize for the Medium Term (2025) and the Long Term (2035). These activities are to take place during August-September 2017.

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Annexes

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Annex 1: Detailed data for maintenance program

3. General Content

Total Cost Proposed Priority Task Units Quantity Periodicity Proposed by 2017 2018 2019 2020 (US$)

Quantity required to complete the Routine: Every year Proposed priority objective. This Periodic: Every 2, 3, 4 or Entity that proposes the task according task Description of the task/ Total costs of Units of measure quantity can be 5 years (MOW or Egis – Cost per year for each task according to the periodicity relevance, periodicity activity to be developed. task divided in two or more Major/ Extraordinary: Transconsult) and beginning year. years according the Every 8 years budget available

Total MOW Budget (A) Total Proposed Additional Tasks

Additional tasks proposed by the consultant Total

Additional Budget Required (B) Budget Required (C = A + B) Original Authorized MOW Budget (D) Total Additional Authorized MOW Budget (E) Authorized MOW Budget (F = D + E) Missing/ Remaining Budget (G = F – C) % Missing/ Remaining Budget (H = G/ F) Total

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higer priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years) Modified Concept (reduced amount to have more resources available for higer priority tasks not being considered or distribute more equitative the available resources)

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4. Overall Maintenance Program for the 6 Main Highways and the Manatee Road 2.1. Overall Maintenance Program, Optimal Program (US$) Proposed Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 Priority 1 Vegetation Control - Mechanised sq. ft. 353,544,026 Every year/ RM $751,293.95 MOW $751,294 $751,294 $751,294 $751,294 1 Vegetation Control - Labour Based sq. ft. 34,143,443 Every year/ RM $165,916 MOW $165,916 $165,916 $165,916 $165,916 1 Clean and Reshape Ditches - Mechanised ft. 701,878 Every year/ RM $60,496 MOW $60,496 $60,496 $60,496 $60,496 1 Clean culverts ft. 3,142 Every year/ RM $48,669 MOW $48,669 $48,669 $48,669 $48,669 2 Maintenance Roadside Furniture - Paved Roads units 184 Every 5 years/ PM $6,475 MOW $6,475 3 Minor Bridge Repairs sq. ft. 28,390 Every 2 years/ PM $99,121 MOW $99,121 $99,121 1 Paved Road Pothole Patching sq. ft. 18,101 Every year/ RM $330,895 MOW $330,895 $330,895 $330,895 $330,895 1 Spot Patching Unpaved Roads sq. ft. 5,117 Every year/ RM $11,702 MOW $11,702 $11,702 $11,702 $11,702 2 Pavement Repairs sq. ft. 1,537 Every 4 years/ PM $26,918 MOW $26,918 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 489 Every 4 years/ PM $119,381 MOW $119,381 2 Light Grading Unpaved Wearing Surfaces sq. ft. 4,965,910 Every year/ RM $81,037 MOW $81,037 $81,037 $81,037 $81,037 3 Grade and Shape Gravel Roads sq. ft. 1,161,482 Every 4 years/ PM $6,900 MOW $6,900 Total MOW Budget (A) $1,708,803 $1,450,009 $1,549,129 $1,450,009 Proposed Additional Tasks 2 Horizontal Signs mls. 427 Every 3 years/ PM $477,241.86 Egis - Transconsult $238,621 $238,621 $238,621 2 Additional Pothole and Ravelling Patching sq. ft. 19,906 Every 4 years/ PM $622,414.05 Egis - Transconsult $207,47 $207,471 $207,471 3 Additional Roadside Furniture - Paved Roads Units 217 Every 5 years/ PM $49,260.82 Egis - Transconsult $29,545.53 $19,715 3 Major Bridge Maintenance sq. ft. 23,733 Every 8 years/ MM $491,954.85 Egis - Transconsult $245,977 $245,977 4 Pavement Reconstruction sq. ft. 2,044 Every 8 years/ MM $4,659,500.85 Egis - Transconsult $1,164,875 $1,164,875 $1,164,875 $1,164,875 Additional Budget Required (B) $1,403,496 $1,640,513 $1,638,039 $1,856,945 Total Budget Required (C = A + B) $3,112,299 $3,090,522 $3,187,168 $3,306,954 Original Authorized MOW Budget (D) $1,708,803 $1,708,803 $1,708,803 $1,708,803 Additional Authorized MOW Budget (E) $150,000 $150,000 $150,000 $150,000 Total Authorized MOW Budget (F = D + E) $1,858,803 $1,858,803 $1,858,803 $1,858,803 Missing/ Remaining Budget (G = F – C) -$1,253,496 -$1,231,719 -$1,328,366 -$1,448,151 % Missing/ Remaining Budget (H = G/ F) 67% 66% 71% 78% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years)

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2.2. Overall Maintenance Program, Minimum Program (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 353,544,026 Every year/ RM $751,293.95 MOW $751,294 $751,294 $751,294 $751,294 1 Vegetation Control - Labour Based sq. ft. 34,143,443 Every year/ RM $165,916 MOW $165,916 $165,916 $165,916 $165,916 1 Clean and Reshape Ditches - Mechanised ft. 701,878 Every year/ RM $60,496 MOW $60,496 $60,496 $60,496 $60,496 1 Clean culverts ft. 3,142 Every year/ RM $48,669 MOW $48,669 $48,669 $48,669 $48,669 2 Maintenance Roadside Furniture - Paved Roads units 184 Every 5 years/ PM $6,475 MOW $6,475 $- $- $- 3 Minor Bridge Repairs sq. ft. 28,390 Every 2 years/ PM $99,121 MOW $- $- $99,121 $- 1 Paved Road Pothole Patching sq. ft. 18,101 Every year/ RM $330,895 MOW $330,895 $330,895 $330,895 $330,895 1 Spot Patching Unpaved Roads sq. ft. 5,117 Every year/ RM $11,702 MOW $11,702 $11,702 $11,702 $11,702 2 Pavement Repairs sq. ft. 1,537 Every 4 years/ PM $26,918 MOW $26,918 $- $- $- 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 489 Every 4 years/ PM $119,381 MOW $28,560 $- $- $- 2 Light Grading Unpaved Wearing Surfaces sq. ft. 4,965,910 Every year/ RM $81,037 MOW $81,037 $81,037 $81,037 $81,037 3 Grade and Shape Gravel Roads sq. ft. 1,161,482 Every 4 years/ PM $6,900 MOW $6,900 $- $- $- Total MOW Budget (after adjustments) (A) $1,518,862 $1,450,009 $1,549,129 $1,450,009 Proposed Additional Tasks 2 Horizontal Signs mls. 427 Every 3 years/ PM $477,241.86 Egis - Transconsult $238,620 $238,620 $238,620 2 Additional Pothole and Ravelling Patching sq. ft. 19,906 Every 4 years/ PM $622,414.05 Egis - Transconsult $155,603 $155,603 $155,603 $155,603 3 Additional Roadside Furniture - Paved Roads Units 217 Every 5 years/ PM $49,260.82 Egis - Transconsult $49,260 3 Major Bridge Maintenance sq. ft. 23,733 Every 8 years/ MM $491,954.85 Egis - Transconsult $245,977 $245,977 4 Pavement Reconstruction sq. ft. 2,044 Every 8 years/ MM $401,364 Egis - Transconsult Additional Budget Required (B) $394,224 $443,485 $401,581 $640,202 Total Budget Required (C = A + B) $1,913,086 $1,893,494 $1,950,710 $2,090,210 Original Authorized MOW Budget (D) $1,708,803 $1,708,803 $1,708,803 $1,708,803 Additional Authorized MOW Budget (E) $150,000 $150,000 $150,000 $150,000 Total Authorized MOW Budget (F = D + E) $1,858,803 $1,858,803 $1,858,803 $1,858,803 Missing/ Remaining Budget (G = F – C) -$54,283 -$34,691 -$91,907 -$231,408 % Missing/ Remaining Budget (H = G/ F) 3% 2% 5% 12% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted task to have more resources available for higher priority tasks not being considered) PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years) Modified Concept (reduced costs amount to have more resources available for higher priority tasks not being considered or distribute more equitable the available resources)

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5. George Price Highway 3.1. GP Hwy Original 2017 Authorized MOW Budget (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 1 Vegetation Control - Mechanised sq. ft. 99,191,508 Every year/ RM $ 173,055 MOW $ 173,055 1 Vegetation Control - Labour Based sq. ft. 9,655,160 Every year/ RM $ 37,994 MOW $ 37,994 1 Clean and Reshape Ditches - Mechanised ft. 187,166 Every year/ RM $ 12,455 MOW $ 12,455 1 Clean culverts ft. 912 Every year/ RM $ 11,598 MOW $ 11,598 2 Maintenance Roadside Furniture - Paved Roads units 96 Every 5 years/ PM $ 3,378 MOW $ 3,378 3 Minor Bridge Repairs sq. ft. 6,223 Every 2 years/ PM $ 21,777 MOW $ 21,777 1 Paved Road Pothole Patching sq. ft. 5,968 Every year/ RM $ 109,098 MOW $ 109,098 2 Pavement Repairs sq. ft. 458 Every 4 years/ PM $ 8,021 MOW $ 8,021 Grading Shoulders - Paved Roads & Unpaved 3 mls. 140 Every 4 years/ PM $ 26,656 MOW $ 26,656 Roads Original Authorized MOW Budget $ 404,031 Source: MoW, 2017 3.2. GP Hwy Optimal Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 99,191,508 Every year/ RM $ 173,055 MOW $ 173,055 $ 173,055 $ 173,055 $ 173,055 1 Vegetation Control - Labour Based sq. ft. 9,655,160 Every year/ RM $ 37,994 MOW $ 37,994 $ 37,994 $ 37,994 $ 37,994 1 Clean and Reshape Ditches - Mechanised ft. 187,166 Every year/ RM $ 12,455 MOW $ 12,455 $ 12,455 $ 12,455 $ 12,455 1 Clean culverts ft. 912 Every year/ RM $ 11,598 MOW $ 11,598 $ 11,598 $ 11,598 $ 11,598 2 Maintenance Roadside Furniture - Paved Roads units 96 Every 5 years/ PM $ 3,378 MOW $ 3,378 3 Minor Bridge Repairs sq. ft. 6,223 Every 2 years/ PM $ 21,777 MOW $ 21,777 $ 21,777 1 Paved Road Pothole Patching sq. ft. 5,968 Every year/ RM $ 109,098 MOW $ 109,098 $ 109,098 $ 109,098 $ 109,098 2 Pavement Repairs sq. ft. 458 Every 4 years/ PM $ 8,021 MOW $ 8,021 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 140 Every 4 years/ PM $ 26,656 MOW $ 26,656 Total MOW Budget (A) $ 404,031 $ 344,199 $ 365,976 $ 344,199 Proposed Additional Tasks 2 Horizontal Signs mls. 78 Every 3 years/ PM $ 116,867 Egis - Transconsult $ 58,434 $ 58,434 $ 58,434 3 Major Bridge Maintenance sq. ft. 2,595 Every 8 years/ MM $ 130,951 Egis - Transconsult $ 65,475 $ 65,475 4 Pavement Reconstruction sq. ft. 2,044 Every 8 years/ MM $ 401,364 Egis - Transconsult $ 100,341 $ 100,341 $ 100,341 $ 100,341 Additional Budget Required (B) $ 158,775 $ 158,775 $ 165,816 $ 224,250 Total Budget Required (C = A + B) $ 562,806 $ 502,974 $ 531,792 $ 568,450 Authorized MOW Budget (A) $ 404,031 $ 404,031 $ 404,031 $ 404,031 Missing/ Remaining Budget (D = C – A) -$ 158,775 -$ 98,943 -$ 127,761 -$ 164,418 % Missing/ Remaining Budget (E = D/ A) 39% 24% 32% 41% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years

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3.3. GP Hwy Minimum Budget Required (US$) Proposed Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 Priority 1 Vegetation Control - Mechanised sq. ft. 99,191,508 Every year/ RM $ 173,055 MOW $ 173,055 $ 173,055 $ 173,055 $ 173,055 1 Vegetation Control - Labour Based sq. ft. 9,655,160 Every year/ RM $ 37,994 MOW $ 37,994 $ 37,994 $ 37,994 $ 37,994 1 Clean and Reshape Ditches - Mechanised ft. 187,166 Every year/ RM $ 12,455 MOW $ 12,455 $ 12,455 $ 12,455 $ 12,455 1 Clean culverts ft. 912 Every year/ RM $ 11,598 MOW $ 11,598 $ 11,598 $ 11,598 $ 11,598 2 Maintenance Roadside Furniture - Paved Roads units 96 Every 5 years/ PM $ 3,378 MOW $ 3,378 3 Minor Bridge Repairs sq. ft. 6,223 Every 2 years/ PM $ 21,777 MOW $ 21,777 1 Paved Road Pothole Patching sq. ft. 5,968 Every year/ RM $ 109,098 MOW $ 109,098 $ 109,098 $ 109,098 $ 109,098 2 Pavement Repairs sq. ft. 458 Every 4 years/ PM $ 8,021 MOW $ 8,021 Grading Shoulders - Paved Roads & Unpaved 3 mls. 140 Every 4 years/ PM $ 26,656 MOW Roads Total MOW Budget (after adjustments) (A) $ 355,599 $ 344,199 $ 365,976 $ 344,199 Proposed Additional Tasks Egis - 2 Horizontal Signs mls. 78 Every 3 years/ PM $ 116,867 $ 58,433 $ 58,434 $ 58,434 Transconsult Egis - 3 Major Bridge Maintenance sq. ft. 2,595 Every 8 years/ MM $ 130,951 $ 65,475 $ 65,475 Transconsult Egis - 4 Pavement Reconstruction sq. ft. 2,044 Every 8 years/ MM $ 401,364 Transconsult Additional Budget Required (B) $ 58,434 $ 58,434 $ 65,475 $ 123,909 Total Budget Required (C = A + B) $ 414,032 $ 402,633 $ 431,451 $ 468,108 Authorized MOW Budget (A) $ 404,031 $ 404,031 $ 404,031 $ 404,031 Missing/ Remaining Budget (D = C – A) -$ 10,001 $ 1,398 -$ 27,420 -$ 64,077 % Missing/ Remaining Budget (E = D/ A) 2% 0% 7% 16% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higher priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years)

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6. Hattieville – Boom Highway 4.1. H-B Hwy Original 2017 Authorized MOW Budget (US$) Total Cost Proposed Priority Task Units Quantity Periodicity Proposed by 2017 (US$) 1 Vegetation Control - Mechanised sq. ft. 12,050,379 Every year/ RM $ 21,024 MOW $ 21,024 1 Vegetation Control - Labour Based sq. ft. 1,362,620 Every year/ RM $ 5,362 MOW $ 5,362 1 Clean and Reshape Ditches - Mechanised ft. 53,476 Every year/ RM $ 3,559 MOW $ 3,559 1 Clean culverts ft. 344 Every year/ RM $ 4,375 MOW $ 4,375 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 1,167 Every 2 years/ PM $ 4,084 MOW $ 4,084 1 Paved Road Pothole Patching sq. ft. 992 Every year/ RM $ 18,134 MOW $ 18,134 2 Pavement Repairs sq. ft. 130 Every 4 years/ PM $ 2,277 MOW $ 2,277 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 16 Every 4 years/ PM $ 3,046 MOW $ 3,046 Original Authorized MOW Budget $ 62,423 Source: MoW, 2017 4.2. H-B Hwy Optimal Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 12,050,379 Every year/ RM $ 21,024 MOW $ 21,024 $ 21,024 $ 21,024 $ 21,024 1 Vegetation Control - Labour Based sq. ft. 1,362,620 Every year/ RM $ 5,362 MOW $ 5,362 $ 5,362 $ 5,362 $ 5,362 1 Clean and Reshape Ditches - Mechanised ft. 53,476 Every year/ RM $ 3,559 MOW $ 3,559 $ 3,559 $ 3,559 $ 3,559 1 Clean culverts ft. 344 Every year/ RM $ 4,375 MOW $ 4,375 $ 4,375 $ 4,375 $ 4,375 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563

3 Minor Bridge Repairs sq. ft. 1,167 Every 2 years/ PM $ 4,084 MOW $ 4,084 $ 4,084

1 Paved Road Pothole Patching sq. ft. 992 Every year/ RM $ 18,134 MOW $ 18,134 $ 18,134 $ 18,134 $ 18,134 2 Pavement Repairs sq. ft. 130 Every 4 years/ PM $ 2,277 MOW $ 2,277

3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 16 Every 4 years/ PM $ 3,046 MOW $ 3,046

Total MOW Budget (A) $ 62,423 $ 52,453 $ 56,537 $ 52,453 Additional 2 Horizontal Signs mls. 12 Every 3 years/ PM $16,188.70 Egis - Transconsult $ 8,094.35 $ 8,094.35 $ 8,094.35

3 Additional Roadside Furniture - Paved Roads Units 23 Every 5 years/ PM $5,092.05 Egis - Transconsult $ 5,092.05

Additional Budget Required (B) $ 8,094.35 $13,186.40 $- $ 8,094.35 Total Budget Required (C = A + B) $ 70,517.51 $65,639.64 $56,536.99 $60,547.59 Authorized MOW Budget (A) $ 62,423.16 $62,423.16 $62,423.16 $62,423.16 Missing/ Remaining Budget (D = C – A) -$ 8,094 -$3,216 $5,886 $1,876 % Missing/ Remaining Budget (E = D/ A) 13% 5% -9% -3% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years

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4.3. H-B Hwy Minimum Budget Required (US$) Total Cost Proposed Priority Task Units Quantity Periodicity Proposed by 2017 2018 2019 2020 (US$) 1 Vegetation Control - Mechanised sq. ft. 12,050,379 Every year/ RM $ 21,024 MOW $ 21,024 $ 21,024 $ 21,024 $ 21,024 1 Vegetation Control - Labour Based sq. ft. 1,362,620 Every year/ RM $ 5,362 MOW $ 5,362 $ 5,362 $ 5,362 $ 5,362 1 Clean and Reshape Ditches - Mechanised ft. 53,476 Every year/ RM $ 3,559 MOW $ 3,559 $ 3,559 $ 3,559 $ 3,559 1 Clean culverts ft. 344 Every year/ RM $ 4,375 MOW $ 4,375 $ 4,375 $ 4,375 $ 4,375 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 1,167 Every 2 years/ PM $ 4,084 MOW $ 4,084 1 Paved Road Pothole Patching sq. ft. 992 Every year/ RM $ 18,134 MOW $ 18,134 $ 18,134 $ 18,134 18,134 2 Pavement Repairs sq. ft. 130 Every 4 years/ PM $ 2,277 MOW $ 2,277 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 16 Every 4 years/ PM $ 3,046 MOW Total MOW Budget (after adjustments) (A) $ 55,293 $ 52,453 $ 56,537 $ 52,453 Proposed Additional Tasks 2 Horizontal Signs mls. 12 Every 3 years/ PM $ 16,188.70 Egis - Transconsult $ 8,094 $ 8,094 $ 8,094

Additional Maintenance Roadside Furniture - Paved 3 Units 23 Every 5 years/ PM $ 5,092.05 Egis - Transconsult $ 5,092 Roads Additional Budget Required (B) $ 8,094 $ 13,186 $- $ 8,094 Total Budget Required (C = A + B) $ 63,387 $ 65,639 $ 56,536.99 $ 60,547 Authorized MOW Budget (A) $ 62,423 $ 62,423 $ 62,423.16 $ 62,423 Missing/ Remaining Budget (D = C – A) -$ 964 -$ 3,216 $ 5,886 $ 1,876 % Missing/ Remaining Budget (E = D/ A) 2% 5% -9% -3% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higher priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years)

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7. Philip S.W. Goldson Highway 5.1 PSWG Hwy Original 2017 Authorized MOW Budget (US$) Maintenance Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 1 Vegetation Control - Mechanised sq. ft. 87,539,486 Every year/ RM $ 152,726 MOW $ 152,726 1 Vegetation Control - Labour Based sq. ft. 8,798,654 Every year/ RM $ 34,623 MOW $ 34,623 1 Clean and Reshape Ditches - Mechanised ft. 233,961 Every year/ RM $ 15,569 MOW $ 15,569 1 Clean culverts ft. 743 Every year/ RM $ 9,449 MOW $ 9,449 2 Maintenance Roadside Furniture - Paved Roads units 40 Every 5 years/ PM $ 1,408 MOW $ 1,408 3 Minor Bridge Repairs sq. ft. 3,344 Every 2 years/ PM $ 11,702 MOW $ 11,702 1 Paved Road Pothole Patching sq. ft. 4,433 Every year/ RM $ 81,037 MOW $ 81,037 2 Pavement Repairs sq. ft. 394 Every 4 years/ PM $ 6,900 MOW $ 6,900 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 150 Every 4 years/ PM $ 28,560 MOW $ 28,560 Original Authorized MOW Budget $ 341,974 Source: MoW, 2017 5.2. PSWG Hwy Optimal Budget Required (US$) Maintenance Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 87,539,486 Every year/ RM $ 152,726 MOW $152,726 $152,726 $152,726 $152,726 1 Vegetation Control - Labour Based sq. ft. 8,798,654 Every year/ RM $ 34,623 MOW $ 34,623 $ 34,623 $ 34,623 $ 34,623 1 Clean and Reshape Ditches - Mechanised ft. 233,961 Every year/ RM $ 15,569 MOW $ 15,569 $ 15,569 $ 15,569 $ 15,569 1 Clean culverts ft. 743 Every year/ RM $ 9,449 MOW $ 9,449 $ 9,449 $ 9,449 $ 9,449 2 Maintenance Roadside Furniture - Paved Roads units 40 Every 5 years/ PM $ 1,408 MOW $ 1,408

3 Minor Bridge Repairs sq. ft. 3,344 Every 2 years/ PM $ 11,702 MOW $ 11,702 $ 11,702

1 Paved Road Pothole Patching sq. ft. 4,433 Every year/ RM $ 81,037 MOW $ 81,037 $ 81,037 $ 81,037 $ 81,037 2 Pavement Repairs sq. ft. 394 Every 4 years/ PM $ 6,900 MOW $ 6,900

3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 150 Every 4 years/ PM $ 28,560 MOW $ 28,560

Total MOW Budget (A) $341,974 $293,404 $305,106 $293,404 Proposed Additional Tasks 2 Horizontal Signs mls. 92 Every 3 years/ PM $ 128,216 Egis - Transconsult $ 64,108 $ 64,108 $ 64,108

3 Additional Roadside Furniture - Paved Roads units 69 Every 5 years/ PM $ 21,514 Egis - Transconsult $ 10,757 $ 10,757

3 Major Bridge Maintenance sq. ft. 1,129 Every 8 years/ MM $ 90,116 Egis - Transconsult $ 45,058 $ 45,058

2 Additional Pothole and Ravelling Patching sq. ft. 14,265 Every 4 years/ PM $ 260,771 Egis - Transconsult $ 86,924 $ 86,924 $ 86,924

4 Pavement Reconstruction sq. ft. 18,304 Every 8 years/ MM $ 3,030,675 Egis - Transconsult $757,669 $757,669 $757,669 $757,669 Additional Budget Required (B) $821,777 $919,458 $900,408 $953,759 Total Budget Required (C = A + B) $1,163,751 $1,212,862 $1,205,514 $1,247,163 Authorized MOW Budget (A) $341,974 $341,974 $341,974 $341,974 Missing/ Remaining Budget (D = C – A) -$821,777 -$870,888 -$863,540 -$905,189 % Missing/ Remaining Budget (E = D/ A) 240% 255% 253% 265% Source: Egis - Transconsult, 2017 RM: Routine Maintenance (Every year)

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PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years 5.3 PSWG Hwy Minimum Budget Required (US$) Total Cost Maintenance Task Units Quantity Periodicity Proposed by 2017 2018 2019 2020 (US$) 1 Vegetation Control - Mechanised sq. ft. 87,539,486 Every year/ RM $ 152,726 MOW $ 152,726 $ 152,726 $ 152,726 $ 152,726 1 Vegetation Control - Labour Based sq. ft. 8,798,654 Every year/ RM $ 34,623 MOW $ 34,623 $ 34,623 $ 34,623 $ 34,623 1 Clean and Reshape Ditches - Mechanised ft. 233,961 Every year/ RM $ 15,569 MOW $ 15,569 $ 15,569 $ 15,569 $ 15,569 1 Clean culverts ft. 743 Every year/ RM $ 9,449 MOW $ 9,449 $ 9,449 $ 9,449 $ 9,449 2 Maintenance Roadside Furniture - Paved Roads units 40 Every 5 years/ PM $ 1,408 MOW $ 1,408 3 Minor Bridge Repairs sq. ft. 3,344 Every 2 years $ 11,702 MOW $ 11,702 1 Paved Road Pothole Patching sq. ft. 4,433 Every year/ RM $ 81,037 MOW $ 81,037 $ 81,037 $ 81,037 $ 81,037 2 Pavement Repairs sq. ft. 394 Every 4 years/ PM $ 6,900 MOW $ 6,900 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 150 Every 4 years/ PM $ 28,560 MOW Total MOW Budget (after adjustments) (A) $ 301,712 $ 293,404 $ 305,106 $ 293,404 Proposed Additional Tasks 2 Horizontal Signs mls. 92 Every 3 years/ PM $ 128,216 Egis - Transconsult $ 64,108 $ 64,108 $ 64,108

Additional Maintenance Roadside Furniture - Paved 3 units 69 Every 5 years/ PM $ 21,514 Egis - Transconsult $ 21,514 Roads 3 Major Bridge Maintenance sq. ft. 1,129 Every 8 years/ MM $ 90,116 Egis - Transconsult $ 45,058 $ 45,058

2 Additional Pothole and Ravelling Patching sq. ft. 14,265 Every 4 years/ PM $ 260,771 Egis - Transconsult $ 65,193 $ 65,193 $ 65,193 $ 65,193 4 Pavement Reconstruction sq. ft. 18,304 Every 8 years/ MM $ 3,030,675 Egis - Transconsult Additional Budget Required (B) $ 129,301 $ 150,815 $ 110,251 $ 174,359 Total Budget Required (C = A + B) $ 431,013 $ 444,219 $ 415,357 $ 467,763 Authorized MOW Budget (A) $ 341,974 $ 341,974 $ 341,974 $ 341,974 Missing/ Remaining Budget (D = C – A) -$ 89,039 -$ 102,245 -$ 73,383 -$ 125,789 % Missing/ Remaining Budget (E = D/ A) 26% 30% 21% 37% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higher priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years) Modified Concept (reduced costs amount to have more resources available for higher priority tasks not being considered or distribute more equitable the available resources)

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8. Orange Walk Town Bypass Highway 6.1 OWT Bypass Hwy Original 2017 Authorized MOW Budget (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 1 Vegetation Control - Mechanised sq. ft. 398,360 Every year/ RM $ 695 MOW $ 695 1 Vegetation Control - Labour Based sq. ft. 116,796 Every year/ RM $ 460 MOW $ 460 1 Clean and Reshape Ditches - Mechanised ft. 6,685 Every year/ RM $ 445 MOW $ 445 1 Clean culverts ft. 29 Every year/ RM $ 369 MOW $ 369 3 Minor Bridge Repairs sq. ft. 467 Every 2 years/ PM $ 1,634 MOW $ 1,634 1 Paved Road Pothole Patching sq. ft. 123 Every year/ RM $ 2,249 MOW $ 2,249 2 Pavement Repairs sq. ft. 33 Every 4 years/ PM $ 578 MOW $ 578 Original Authorized MOW Budget $ 6,429 Source: MoW, 2017 6.2 OWT Bypass Hwy Optimal Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 398,360 Every year/ RM $ 695 MOW $ 695 $ 695 $ 695 $ 695 1 Vegetation Control - Labour Based sq. ft. 116,796 Every year/ RM $ 460 MOW $ 460 $ 460 $ 460 $ 460 1 Clean and Reshape Ditches - Mechanised ft. 6,685 Every year/ RM $ 445 MOW $ 445 $ 445 $ 445 $ 445 1 Clean culverts ft. 29 Every year/ RM $ 369 MOW $ 369 $ 369 $ 369 $ 369 3 Minor Bridge Repairs sq. ft. 467 Every 2 years/ PM $ 1,634 MOW $ 1,634 $ 1,634 1 Paved Road Pothole Patching sq. ft. 123 Every year/ RM $ 2,249 MOW $ 2,249 $ 2,249 $ 2,249 $ 2,249 2 Pavement Repairs sq. ft. 33 Every 4 years/ PM $ 578 MOW $ 578 Total MOW Budget (A) $ 6,429 $ 4,217 $ 5,851 $ 4,217 Proposed Additional Tasks 2 Horizontal Signs mls. 92 Every 3 years/ PM $ 6,714 Egis - Transconsult $ 3,357 $ 3,357 $ 3,357

3 Additional Roadside Furniture - Paved Roads units 31 Every 5 years/ PM $ 4,738 Egis - Transconsult $ 4,738

Additional Budget Required (B) $ 3,357 $ 8,095 $- $ 3,357 Total Budget Required (C = A + B) $ 9,786 $ 12,312 $ 5,851 $ 7,574 Authorized MOW Budget (A) $ 6,429 $ 6,429 $ 6,429 $ 6,429 Missing/ Remaining Budget (D = C – A) -$ 3,357 -$ 5,883 $ 578 -$ 1,145 % Missing/ Remaining Budget (E = D/ A) 52% 92% -9% 18% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years

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6.3 OWT Bypass Hwy Minimum Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 398,360 Every year/ RM $ 695 MOW $ 695 $ 695 $ 695 $ 695 1 Vegetation Control - Labour Based sq. ft. 116,796 Every year/ RM $ 460 MOW $ 460 $ 460 $ 460 $ 460 1 Clean and Reshape Ditches - Mechanised ft. 6,685 Every year/ RM $ 445 MOW $ 445 $ 445 $ 445 $ 445 1 Clean culverts ft. 29 Every year/ RM $ 369 MOW $ 369 $ 369 $ 369 $ 369 3 Minor Bridge Repairs sq. ft. 467 Every 2 years/ PM $ 1,634 MOW $ 1,634 1 Paved Road Pothole Patching sq. ft. 123 Every year/ RM $ 2,249 MOW $ 2,249 $ 2,249 $ 2,249 $ 2,249 2 Pavement Repairs sq. ft. 33 Every 4 years/ PM $ 578 MOW $ 578 Total MOW Budget (after adjustments) (A) $ 4,795 $ 4,217 $ 5,851 $ 4,217 Proposed Additional Tasks 2 Horizontal Signs mls. 92 Every 3 years/ PM $ 6,714 Egis - Transconsult $ 3,357 $ 3,357 $ 3,357

3 Maintenance Roadside Furniture - Paved Roads units 31 Every 5 years/ PM $ 4,738 Egis - Transconsult $ 4,738

Additional Budget Required (B) $ 3,357 $ 8,095 $ 3,357 Total Budget Required (C = A + B) $ 8,152 $ 12,312 $ 5,851 $ 7,574 Authorized MOW Budget (A) $ 6,429 $ 6,429 $ 6,429 $ 6,429 Missing/ Remaining Budget (D = C – A) -$ 1,723 -$ 5,883 $ 578 -$ 1,145 % Missing/ Remaining Budget (E = D/ A) 27% 92% -9% 18% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higher priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years)

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9. Hummingbird Highway 7.1 Hummingbird Hwy Original 2017 Authorized MOW Budget (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 1 Vegetation Control - Mechanised sq. ft. 56,766,220 Every year/ RM $ 99,037 MOW $ 99,037 1 Vegetation Control - Labour Based sq. ft. 5,450,494 Every year/ RM $ 21,448 MOW $ 21,448 1 Clean and Reshape Ditches - Mechanised ft. 100,269 Every year/ RM $ 6,672 MOW $ 6,672 1 Clean culverts ft. 543 Every year/ RM $ 6,905 MOW $ 6,905 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 9,878 Every 2 years/ PM $ 34,567 MOW $ 34,567 1 Paved Road Pothole Patching sq. ft. 2,317 Every year/ RM $ 42,356 MOW $ 42,356 2 Pavement Repairs sq. ft. 196 Every 4 years/ PM $ 3,433 MOW $ 3,433 Grading Shoulders - Paved Roads & Unpaved 3 mls. 84 Every 4 years/ PM $ 15,994 MOW $ 15,994 Roads Original Authorized MOW Budget $ 230,975 Source: MoW, 2017 7.2 Hummingbird Hwy Optimal Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 56,766,220 Every year/ RM $ 99,037 MOW $ 99,037 $ 99,037 $ 99,037 $ 99,037 1 Vegetation Control - Labour Based sq. ft. 5,450,494 Every year/ RM $ 21,448 MOW $ 21,448 $ 21,448 $ 21,448 $ 21,448 1 Clean and Reshape Ditches - Mechanised ft. 100,269 Every year/ RM $ 6,672 MOW $ 6,672 $ 6,672 $ 6,672 $ 6,672 1 Clean culverts ft. 543 Every year/ RM $ 6,905 MOW $ 6,905 $ 6,905 $ 6,905 $ 6,905 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 9,878 Every 2 years/ PM $ 34,567 MOW $ 34,567 $ 34,567 1 Paved Road Pothole Patching sq. ft. 2,317 Every year/ RM $ 42,356 MOW $ 42,356 $ 42,356 $ 42,356 $ 42,356 2 Pavement Repairs sq. ft. 196 Every 4 years/ PM $ 3,433 MOW $ 3,433 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 84 Every 4 years/ PM $ 15,994 MOW $ 15,994 Total MOW Budget (A) $ 230,975 $ 176,419 $ 210,986 $ 176,419 Proposed Additional Tasks 2 Horizontal Signs mls. 55 Every 3 years/ PM $ 74,717 Egis - Transconsult $ 37,359 $ 37,359 $ 37,359

3 Additional Roadside Furniture - Paved Roads units 24 Every 5 years/ PM $ 4,951 Egis - Transconsult $ 2,476 $ 2,476

3 Major Bridge Maintenance sq. ft. 13,451 Every 8 years/ MM $ 67,251 Egis - Transconsult $ 33,626 $ 33,626

2 Additional Pothole and Ravelling Patching sq. ft. 9,913 Every 4 years/ PM $ 181,214 Egis - Transconsult $60,405 $ 60,405 $ 60,405

4 Pavement Reconstruction sq. ft. 6,808 Every 8 years/ MM $ 1,134,399 Egis - Transconsult $ 283,600 $ 283,600 $ 283,600 $ 283,600 Additional Budget Required (B) $ 320,958 $ 383,839 $ 380,106 $ 414,989 Total Budget Required (C = A + B) $ 551,933 $ 560,258 $ 591,092 $ 591,408 Authorized MOW Budget (A) $ 230,975 $ 230,975 $ 230,975 $ 230,975 Missing/ Remaining Budget (D = C – A) -$ 320,958 -$ 329,283 -$ 360,117 -$ 360,433 % Missing/ Remaining Budget (E = D/ A) 139% 143% 156% 156% Source: Egis - Transconsult, 2017 RM: Routine Maintenance (Every year)

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PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years 7.3 Hummingbird Hwy Minimum Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 56,766,220 Every year/ RM $ 99,037 MOW $ 99,037 $ 99,037 $ 99,037 $ 99,037 1 Vegetation Control - Labour Based sq. ft. 5,450,494 Every year/ RM $ 21,448 MOW $ 21,448 $ 21,448 $ 21,448 $ 21,448 1 Clean and Reshape Ditches - Mechanised ft. 100,269 Every year/ RM $ 6,672 MOW $ 6,672 $ 6,672 $ 6,672 $ 6,672 1 Clean culverts ft. 543 Every year/ RM $ 6,905 MOW $ 6,905 $ 6,905 $ 6,905 $ 6,905 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 9,878 Every 2 years/ PM $ 34,567 MOW $ 34,567 1 Paved Road Pothole Patching sq. ft. 2,317 Every year/ RM $ 42,356 MOW $ 42,356 $ 42,356 $ 42,356 $ 42,356 2 Pavement Repairs sq. ft. 196 Every 4 years/ PM $ 3,433 MOW $ 3,433 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 84 Every 4 years/ PM $ 15,994 MOW Total MOW Budget (after adjustments) (A) $ 180,415 $ 176,419 $ 210,986 $ 176,419 Proposed Additional Tasks 2 Horizontal Signs mls. 55 Every 3 years/ PM $ 74,717 Egis - Transconsult $ 37,359 $ 37,359 $ 37,359

Additional Maintenance Roadside Furniture - Paved 3 units 24 Every 5 years/ PM $ 4,951 Egis - Transconsult $ 4,951 Roads 3 Major Bridge Maintenance sq. ft. 13,451 Every 8 years/ MM $ 67,251 Egis - Transconsult $ 33,626 $ 33,626

2 Additional Pothole and Ravelling Patching sq. ft. 9,913 Every 4 years/ PM $ 181,214 Egis - Transconsult $ 45,304 $ 45,304 $ 45,304 $ 45,304 4 Pavement Reconstruction sq. ft. 6,808 Every 8 years/ MM $ 1,134,399 Egis - Transconsult Additional Budget Required (B) $ 82,662 $ 87,613 $ 78,929 $ 116,288 Total Budget Required (C = A + B) $ 263,077 $ 264,032 $ 289,915 $ 292,707 Authorized MOW Budget (A) $ 230,975 $ 230,975 $ 230,975 $ 230,975 Missing/ Remaining Budget (D = C – A) -$ 32,102 -$ 33,057 -$ 58,940 -$ 61,732 % Missing/ Remaining Budget (E = D/ A) 14% 14% 26% 27% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higher priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years)

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10. Southern Highway 8.1 Southern Hwy Original 2017 Authorized MOW Budget (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 1 Vegetation Control - Mechanised sq. ft. 87,141,137 Every year/ RM $ 152,031 MOW $ 152,031 1 Vegetation Control - Labour Based sq. ft. 7,981,079 Every year/ RM $ 31,406 MOW $ 31,406 1 Clean and Reshape Ditches - Mechanised ft. 93,583 Every year/ RM $ 6,227 MOW $ 6,227 1 Clean culverts ft. 513 Every year/ RM $ 6,524 MOW $ 6,524 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 6,844 Every 2 years/ PM $ 23,950 MOW $ 23,950 1 Paved Road Pothole Patching sq. ft. 4,268 Every year/ RM $ 78,021 MOW $ 78,021 2 Pavement Repairs sq. ft. 326 Every 4 years/ PM $ 5,709 MOW $ 5,709 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 87 Every 4 years/ PM $ 16,565 MOW $ 16,565 Original Authorized MOW Budget $ 320,996 Source: MoW, 2017 8.2 Southern Hwy Optimal Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 87,141,137 Every year/ RM $ 152,031 MOW $ 152,031 $ 152,031 $ 152,031 $ 152,031 1 Vegetation Control - Labour Based sq. ft. 7,981,079 Every year/ RM $ 31,406 MOW $ 31,406 $ 31,406 $ 31,406 $ 31,406 1 Clean and Reshape Ditches - Mechanised ft. 93,583 Every year/ RM $ 6,227 MOW $ 6,227 $ 6,227 $ 6,227 $ 6,227 1 Clean culverts ft. 513 Every year/ RM $ 6,524 MOW $ 6,524 $ 6,524 $ 6,524 $ 6,524 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 6,844 Every 2 years/ PM $ 23,950 MOW $ 23,950 $ 23,950 1 Paved Road Pothole Patching sq. ft. 4,268 Every year/ RM $ 78,021 MOW $ 78,021 $ 78,021 $ 78,021 $ 78,021 2 Pavement Repairs sq. ft. 326 Every 4 years/ PM $ 5,709 MOW $ 5,709 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 87 Every 4 years/ PM $ 16,565 MOW $ 16,565 Total MOW Budget (A) $ 320,996 $ 274,210 $ 303,869 $ 274,210 Proposed Additional Tasks 2 Horizontal Signs mls. 98 Every 3 years/ PM $ 134,538 Egis - Transconsult $ 67,269 $ 67,269 $67,269

3 Additional Roadside Furniture - Paved Roads units 70 Every 5 years/ PM $ 12,966 Egis - Transconsult $ 6,483 $ 6,483

3 Major Bridge Maintenance sq. ft. 6,558 Every 8 years/ MM $ 203,636 Egis - Transconsult $ 101,818 $ 101,818

2 Additional Pothole and Ravelling Patching sq. ft. 9,870 Every 4 years/ PM $ 180,428 Egis - Transconsult $ 60,143 $ 60,143 $ 60,143

4 Pavement Reconstruction sq. ft. 282 Every 8 years/ MM $ 93,063 Egis - Transconsult $ 23,266 $ 23,266 $ 23,266 $ 23,266 Additional Budget Required (B) $90,535 $157,160 $191,709 $252,496 Total Budget Required (C = A + B) $411,531 $431,370 $489,869 $526,705 Authorized MOW Budget (A) $320,996 $320,996 $320,996 $320,996 Missing/ Remaining Budget (D = C – A) -$90,535 -$110,373 -$168,872 -$205,709 % Missing/ Remaining Budget (E = D/ A) 28% 34% 53% 64% Source: Egis - Transconsult, 2017 RM: Routine Maintenance (Every year)

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PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years 8.3 Southern Hwy Minimum Budget Required (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 2018 2019 2020 1 Vegetation Control - Mechanised sq. ft. 87,141,137 Every year/ RM $ 152,031 MOW $ 152,031 $ 152,031 $ 152,031 $ 152,031 1 Vegetation Control - Labour Based sq. ft. 7,981,079 Every year/ RM $ 31,406 MOW $ 31,406 $ 31,406 $ 31,406 $ 31,406 1 Clean and Reshape Ditches - Mechanised ft. 93,583 Every year/ RM $ 6,227 MOW $ 6,227 $ 6,227 $ 6,227 $ 6,227 1 Clean culverts ft. 513 Every year/ RM $ 6,524 MOW $ 6,524 $ 6,524 $ 6,524 $ 6,524 2 Maintenance Roadside Furniture - Paved Roads units 16 Every 5 years/ PM $ 563 MOW $ 563 3 Minor Bridge Repairs sq. ft. 6,844 Every 2 years/ PM $ 23,950 MOW $ 23,950 1 Paved Road Pothole Patching sq. ft. 4,268 Every year/ RM $ 78,021 MOW $ 78,021 $ 78,021 $ 78,021 $ 78,021 2 Pavement Repairs sq. ft. 326 Every 4 years/ PM $ 5,709 MOW $ 5,709 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 87 Every 4 years/ PM $ 16,565 MOW Total MOW Budget (after adjustments) (A) $ 280,482 $ 274,210 $ 298,159 $ 274,210 Proposed Additional Tasks 2 Horizontal Signs mls. 98 Every 3 years/ PM $ 134,538 Egis - Transconsult $ 67,269 $ 67,269 $ 67,269

Additional Maintenance Roadside Furniture - Paved 3 units 70 Every 5 years/ PM $ 12,966 Egis - Transconsult $ 12,966 Roads 3 Major Bridge Maintenance sq. ft. 6,558 Every 8 years/ MM $ 203,636 Egis - Transconsult $ 101,818 $ 101,818

2 Additional Pothole and Ravelling Patching sq. ft. 9,870 Every 4 years/ PM $180,428 Egis - Transconsult $ 45,107 $ 45,107 $ 45,107 $ 45,107 4 Pavement Reconstruction sq. ft. 282 Every 8 years/ MM $ 93,063 Egis - Transconsult Additional Budget Required (B) $ 112,376 $ 125,342 $ 146,925 $ 214,194 Total Budget Required (C = A + B) $ 392,858 $ 399,551 $ 445,085 $ 488,404 Authorized MOW Budget (A) $ 320,996 $ 320,996 $ 320,996 $ 320,996 Missing/ Remaining Budget (D = C – A) -$ 71,862 -$ 78,555 -$ 124,088 -$ 167,407 % Missing/ Remaining Budget (E = D/ A) 22% 24% 39% 52% Source: Egis - Transconsult, 2017

RM: Routine Maintenance (Every year) Deleted Concept (deleted frequency or complete task to have more resources available for higher priority tasks not being PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) considered) MM: Major Maintenance/ Extraordinary (Every 8 years)

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Short Term Action Plan

11. Manatee Road 9.1 Manatee Road Original 2017 Authorized MOW Budget13 (US$) Proposed Priority Task Units Quantity Periodicity Total Cost (US$) Proposed by 2017 1 Vegetation Control - Mechanised sq. ft. 10,456,936 Every year/ RM $ 152,726 MOW $ 152,726 1 Vegetation Control - Labour Based sq. ft. 778,640 Every year/ RM $ 34,623 MOW $ 34,623 1 Clean and Reshape Ditches - Mechanised ft. 26,738 Every year/ RM $ 15,569 MOW $ 15,569 1 Clean culverts ft. 58 Every year/ RM $ 9,449 MOW $ 9,449 3 Minor Bridge Repairs sq. ft. 467 Every 2 years/ PM $ 1,408 MOW $ 1,408 1 Spot Patching Unpaved Roads sq. ft. 5,117 Every year/ RM $ 11,702 MOW $ 11,702 2 Light Grading Unpaved Wearing Surfaces sq. ft. 4,965,910 Every year/ RM $ 81,037 MOW $ 81,037 3 Grade and Shape Gravel Roads sq. ft. 1,161,482 Every 4 years/ PM $ 6,900 MOW $ 6,900 3 Grading Shoulders - Paved Roads & Unpaved Roads mls. 12 Every 4 years/ PM $ 28,560 MOW $ 28,560 Original Authorized MOW Budget $ 341,974 Source: MoW, 2017

RM: Routine Maintenance (Every year) PM: Periodic Maintenance (Every 2, 3, 4 or 5 years) MM: Major Maintenance/ Extraordinary (Every 8 years)

13 Remains equal every year until the upgrade to paved road is completed

Preparation for a Comprehensive National Transportation Master Plan for Belize Page 106