World Bank Document

Document of The World Bank

Report No: ICR2327 Public Disclosure Authorized

IMPLEMENTATION COMPLETION AND RESULTS REPORT (IDA-37450 IDA-3745A IDA-H0320 IDA-H6160)

AN INITIAL CREDIT IN THE AMOUNT OF SDR 36.0 MILLION (US$49.5 MILLION EQUIVALENT) AND AN INITIAL GRANT

Public Disclosure Authorized IN THE AMOUNT OF SDR 30.9 MILLION (US$42.6 MILLION EQUIVALENT)

AND

AN ADDITIONAL GRANT IN THE AMOUNT OF SDR10.7MILLION (US$16.0 MILLION EQUIVALENT) FROM PILOT CRISIS RESPONSE WINDOW

Public Disclosure Authorized BURKINA FASO

FOR A

TRANSPORT SECTOR PROJECT

March 14, 2014

Transport Sector Country Department AFCF2 Public Disclosure Authorized Africa Region

CURRENCY EQUIVALENTS

(Exchange Rate Effective March 31, 2013)

Currency Unit = FCFA SDR 1.00 = US$1.50 US$1.00 = 450 FCFA

FISCAL YEAR July 1 – June 30

ABBREVIATIONS AND ACRONYMS

AGETIB Agence des Travaux d’Infrastructures du Burkina (Infrastructures Works Agency of Burkina) AF Additional Financing ANAC Agence Nationale de l’Aviation Civile (National Agency of Civil Aviation) ARV Antiretroviral CAS Country Assistance Strategy CBC Conseil Burkinabé des Chargeurs (Burkina Shippers Council) CCVA Centre de Contrôle des Véhicules Automobiles (Center for Automobile Control) CDMT Cadre des Dépenses à Moyen terme (Medium Term Expenditure Framework) CEA Cost-Effectiveness Analysis CFP Centre de Formation et de Perfectionnement (Training and Development Center) CGES Cellule de Gestion Environnementale et Sociale (Environmental and Social Management unit) CMLS Comité Ministeriel de Lutte contre le Sida (Ministerial Committee for the Fight against AIDS) CONASER Comité National pour la Sécurité Routière (National Committee for Road Safety) CRW Crisis Response Window CTTRA Centre de Formation en Transport Routier et Activités Auxiliaires (Road Transport DAF and Auxiliary Activities Training Center) Direction de l'Administration et des Finances (Directorate of Administration and Finance) DEP Direction des Etudes et de la Planification (Directorate for Studies and Planning) DES Direction des Etudes et du Suivi (Directorate of Studies and Monitoring) DFA Development Financing Agreement DFP Direction de la Formulation des Politiques (Directorate of Policy Formulation) DGACM Direction Générale de l'Aviation Civile et de la Météorologie (General Directorate of Civil Aviation and Meteorology) DGESS Directions Générales des Etudes et des Statistiques Sectorielles (General Directorates of Studies and Sector Statistics) DGPR Direction Générale des Pistes Rurales (General Directorate for Rural Roads) DGR Direction Générale des Routes (General Directorate of Roads)

DGTTM Direction Générale des Transports Terrestres et Maritimes (General Directorate of Road and Maritime Transport) DRH Direction des Ressources Humaines (Directorate of Human Resources) EMP Environmental Mitigations Plans EIRR Economic Internal Rate of Return ERR Economic Rate of Return ESMP Environmental Strategic Management Plan EU European Union FCFA CFA Franc FER Fonds d’Entretien Routier (Road Maintenance Fund) GNI Gross National Index GoBF Government of Burkina Faso HILM High Intensity Labor-based Method HIPC Heavily Indebted Poor Countries HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome ICAO International Civil Aviation Organization IDA International Development Association IMT Intermediate Means of Transport INSD Institut National de la Statistique et de la Démographie (National Institute of Statistics and Demography) ISR Implementation Supervision and Results Report MCC Millennium Challenge Corporation M&E Monitoring and Evaluation MEF Ministry of Economy and Finance MID Ministère des Infrastructures et du Désenclavement (Ministry of Infrastructure) MITH Ministère des Infrastructures, du Transport et de l’Habitat (Ministry of Infrastructure, Transport and Housing) MS Moderately Satisfactory MT Ministry of Transport MTR Mid-Term Review MHU Ministère de l’Habitat et de l’Urbanisme (Ministry of Housing and Urban Development) CNSR National Committee for Road Safety NGO Non-Governmental Organization NRTS National Rural Transport Strategy ONASER Office National pour la Sureté Routière (National Office for Road Safety) PAD Project Appraisal Document PASEC-T Programme d'Ajustement Sectoriel des Transports (Transport Sector Adjustment Program) PCU Project Coordination Unit PDO Project Development Objective PIA Project Impact Area PIP Programme d'Investissement Prioritaires (Priority Investment Program)

PRSP Poverty Reduction Strategy Paper PST-2 Second Transport Sector Strategy QAG Quality Assurance Group RAI Rural Access Index SCADD Stratégie de Croissance Accélérée de Développement Durable (Accelerated Growth Strategy for Sustainable Development) SDR Special Drawing Rights SGES Service de Gestion Environnementale et Sociale (Social and Environmental Monitoring Unit) SME Small and Medium Enterprise SPPST Stratégie et Programme Prioritaire du Secteur des Transports (Transport Sector Strategy and Priority Program) TOR Terms of Reference TSP Transport Sector Project TSP-2 Second Transport Sector Program VPD Vehicles Per Day

Vice President: Makhtar Diop Country Director: Ousmane Diagana Sector Director: Jamal Saghir Sector Manager: Supee Teravaninthorn Country Manager: Mercy Miyang Tembon Project Team Leader: Aguiratou Savadogo Tinto ICR Team Leader: Alexandre K. Dossou

BURKINA FASO TRANSPORT SECTOR PROJECT

CONTENTS

Data Sheet A. Basic Information B. Key Dates C. Ratings Summary D. Sector and Theme Codes E. Bank Staff F. Results Framework Analysis G. Ratings of Project Performance in ISRs H. Restructuring I. Disbursement Graph

1. Project Context, Development Objectives and Design ...... 1 2. Key Factors Affecting Implementation and Outcomes ...... 1 3. Assessment of Outcomes ...... 2 4. Assessment of Risk to Development Outcome ...... 2 5. Assessment of Bank and Borrower Performance ...... 3 6. Lessons Learned ...... 3 7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners ...... 3 Annex 1. Project Costs and Financing ...... 4 Annex 2. Outputs by Component ...... 5 Annex 3. Economic and Financial Analysis ...... 6 Annex 4. Bank Lending and Implementation Support/Supervision Processes ...... 7 Annex 5. Beneficiary Survey Results ...... 9 Annex 6. Stakeholder Workshop Report and Results ...... 10 Annex 7. Summary of Borrower's ICR and/or Comments on Draft ICR ...... 11 Annex 8. Comments of Cofinanciers and Other Partners/Stakeholders ...... 12 Annex 9. List of Supporting Documents ...... 13 MAP : Non-Bank Map

A. Basic Information

TRANSPORT Country: Burkina Faso Project Name: SECTOR PROJECT IDA-37450, IDA- Project ID: P074030 L/C/TF Number(s): 3745A, IDA-H0320, IDA-H6160 ICR Date: 11/22/2013 ICR Type: Core ICR GOVERNMENT OF Lending Instrument: SIM Borrower: BURKINA FASO Original Total XDR 66.90M Disbursed Amount: XDR 75.05M Commitment: Revised Amount: XDR 77.6M Environmental Category: A Implementing Agencies: Program Coordination Unit Co-financers and Other External Partners:

B. Key Dates Revised / Actual Process Date Process Original Date Date(s) Concept Review: 07/18/2002 Effectiveness: 08/15/2003 08/15/2003 06/27/2006 08/07/2007 Appraisal: 12/09/2002 Restructuring(s): 07/14/2008 03/20/2010 03/15/2011 Approval: 04/08/2003 Mid-term Review: 12/11/2006 12/04/2006 Closing: 09/30/2008 03/31/2013 AF 09/13/2010 Closing: 03/31/2013 03/31/2013

C. Ratings Summary C.1 Performance Rating by ICR Outcomes: Moderately Satisfactory Risk to Development Outcome: High Bank Performance: Moderately Satisfactory Borrower Performance: Moderately Satisfactory

C.2 Detailed Ratings of Bank and Borrower Performance (by ICR) Bank Ratings Borrower Ratings Moderately Moderately Quality at Entry: Government: Unsatisfactory Unsatisfactory

Implementing Quality of Supervision: Satisfactory Satisfactory Agency/Agencies: Overall Bank Overall Borrower Moderately Moderately Satisfactory Performance: Performance: Satisfactory

C.3 Quality at Entry and Implementation Performance Indicators Implementation QAG Assessments (if Indicators Rating Performance any) Potential Problem Project Quality at Entry No None at any time (Yes/No): (QEA): Problem Project at any Quality of Supervision Yes Moderately Satisfactory time (Yes/No): (QSA): DO rating before Satisfactory Closing/Inactive status:

D. Sector and Theme Codes Original Actual Sector Code (as % of total Bank financing) Central government administration 10 13 Roads and highways 90 87

Theme Code (as % of total Bank financing) Administrative and civil service reform 14 16 Infrastructure services for private sector development 29 28 Injuries and non-communicable diseases 14 14 Micro, Small and Medium Enterprise support 14 14 Rural services and infrastructure 29 28

E. Bank Staff Positions At ICR At Approval Vice President: Makhtar Diop Callisto E. Madavo Country Director: Ousmane Diagana A. David Craig Sector Manager: Supee Teravaninthorn Maryvonne Plessis-Fraissard Project Team Leader: Aguiratou Savadogo-Tinto Moctar Thiam ICR Team Leader: Alexandre K. Dossou ICR Primary Author: Alexandre K. Dossou

F. Results Framework Analysis

Project Development Objectives (from Project Appraisal Document)

The Project Development Objective (PDO) is to assist the recipient to increase the mobility possibilities for people and goods in its territory through: (i) decreasing social, economic and financial transport costs; (ii) increasing sector management capacity of the Ministry of Infrastructure, Transport and Housing (Ministère des Infrastructures, du Transport et de l'Habitat - MITH); (iii) improving mobility for the rural population; and (iv) improving road network condition.

Revised Project Development Objectives (as approved by original approving authority) The initial PDO was not revised.

(a) PDO Indicator(s)

Original Target Actual Value Formally Values (from Achieved at Indicator Baseline Value Revised approval Completion or Target Values documents) Target Years 10 percent increase in the number of transport operators in the affected areas by the end Indicator 1: of the Project (number). Value 2 transport operators quantitative or 0 8 8 per itinerary Qualitative) Date achieved 12/31/2006 12/31/2006 12/31/2006 12/31/2011 100 percent achieved in terms of mean number of transport operators per itinerary. Comments The initial indicator 10 percent decrease in non-urban road transport fares was (incl. % reformulated during the Mid Term Review (MTR) of December 2006. achievement)

20 percent decrease in average access time to health centers in the affected areas by the Indicator 2: end of the Project Value quantitative or 36 minutes 28 minutes 24 minutes Qualitative) Date achieved 05/07/2003 03/12/2013 Comments (incl. % 116 percent achieved. achievement) Increase in number of teaching months in primary schools in the project impacted areas. Indicator 3:

Value quantitative or 8 Months 8 Months 9 Months 9 Months Qualitative) Date achieved 05/07/2003 12/31/2006 03/31/2013 113 % achieved. The initial indicator was reformulated during the MTR to Increase in Comments number of teaching months in primary schools in the PIA. The later indicator was (incl. % measured and fully achieved. This increased the number of teaching months in primary achievement) schools Indicator 4: Direct beneficiaries in the PIA (number), of which female (%) Value 250,000 250,000 719,022 quantitative or 30 percent female 30 percent female (52 percent)

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Qualitative) Date achieved 09/13/2010 09/13/2010 03/31/2013 Indicator was introduced at Additional Fin. (AF) preparation as part of the mandatory Comments core indicators launched in 2009. (incl. % 288% achieved for the PIA of the AF road works. Overall, total number of TSP achievement) beneficiaries is 4,140,982, of which 2,151,311 are female. a) Share of rural population with access to an all season road in the PIA (%) Indicator 5: b)Number of rural people with access to an all season roads in the PIA

Value a) 25% a) 26% a) 33.46% quantitative or b) 2,950,000 b) 3,000,000 b) 2,419,658 Qualitative) Date achieved 09/13/2010 09/13/2010 03/31/2013 Comments Indicator was introduced in Sept. 2010 at the time of the AF. (a) 129% achieved (b) (incl. % 81% achieved. Statistics were calculated from data collected by the Demography and achievement) Statistic National Institute from 2009 and updated in 2013 Indicator 6: Roads in Good and Fair Condition as a Share of Total Classified Roads (%) Value quantitative or 0 100% 70% 70% Qualitative) Date Achieved 05/07/2003 05/07/2003 09/13/2010 03/31/2013 Comments 100% achieved. Initial indicator was reformulated for the AF: 70% of Total Classified (incl. % Roads are in Good/Fair Condition to better reflect the reality: (a) road fund capacity to achievement) finance the network maintenance (b) exclude the portion of rehabilitated Roads

(b) Intermediate Outcome Indicator(s)

Original Target Actual Value Formally Values (from Achieved at Indicator Baseline Value Revised Target approval Completion or Target Values documents) Years

Indicator 1: The DRH personnel data base is operational and MITH personnel are adequately managed according to the ministry needs. Yes. DRH data base is in Yes. place. 165 staff were DRH personnel data trained. MITH Value base is in place and personnel data base is (quantitative No MITH personnel connected with the or Qualitative) adequately national system making managed. career and salaries management automatized and fluent. 05/07/2003 Date achieved 05/07/2003 03/31/2011

Comments 100% achieved. (a) DRH has a better skill mix and MITH personnel management has (incl. % improved in areas like performance assessment. (b) DRH data base is now connected with achievement) the national data base managing civil servant salaries and career development.

DGTTM duly collects, processes, analyses and publishes sectoral data on a semi-annual Indicator 2: basis. Yes. A data base was designed and installed inside DGTTM and staff is well trained in its use. Data on road Value accident are now Yes. (quantitative No collected and analyzed or Qualitative) in systematic by DGTTM and published. Transport documents, such as driving permits, are now delivered more quickly. Date achieved 05/07/2003 05/07/2003 03/31/2013 Comments 100% achieved. Information technology equipment was financed and DGTTM staff (incl. % (about 154) trained in data collection, processing analysis, road safety etc. achievement) Indicator 3: DEP builds efficient MITH-wide activity programs based on appropriate studies. Yes. Value A three year planning Yes. (quantitative No cycle is now in place or Qualitative) and well mastered by staff. Date achieved 05/07/2003 05/07/2003 03/31/2011 Comments 100% achieved. MITH is now planning its activities based on the 3-year rolling program, (incl. % which involve all directorates of the ministry. A series of training were financed; achievement) environmental and social issues, project management, Communication, & audit, etc. DAF manages and reports efficiently the use of MITH funds allowing for full budgetary Indicator 4: monitoring Yes. Regular reporting system in place and Yes DAF is producing DAF manages and regular financial status Value reports efficiently reports used for (quantitative No the use of MITH planning, establishment or Qualitative) funds allowing for and execution of the full budgetary annual budget and its monitoring control. Planning is based on CDMT Date achieved 05/07/2003 05/07/2003 03/31/2011 Comments 100% achieved. Capacity building program was implemented for DAF staff. ICT (incl. % equipment was provided to DAF directorates for coordination with other directorates in achievement) the Ministry

Indicator 5: Three mock-CDMT exercises have been successfully conducted Yes. Three mock budget Yes Value programs have been The ministry has (quantitative No successfully conducted budget or Qualitative) conducted within programs within the the CDMT CDMT framework. framework. Date achieved 05/07/2003 05/07/2003 03/31/2011 100% achieved. Comments The Ministry is functioning based on CDMT approach. The project financed training (incl. % program for the ministry staff (all the directorates) on CDMT approach as well as the achievement) ministry of finance staff. Indicator 6: The Sectoral Framework Law (Loi D’orientation Sectorielle) has been enacted. Yes. Yes. The Sectoral The Sectoral Framework Law (Loi Value Framework Law d’orientation (quantitative No (Loi d’orientation Sectorielle) was or Qualitative) Sectorielle) has been adopted by the enacted. parliament in 2008 and under implementation. Date achieved 05/07/2003 05/07/2003 03/31/2008 Comments 100% achieved. The sectoral framework law has been adopted by the parliament in 2008. (incl. % The Ministry is actually implementing the recommended actions achievement) Coordination committees between the MITH and the private sector are set and all sector Indicator 7: issues are discussed openly. Yes. Indicator achieved. The framework for private sector and MITH consultations is in Value place and effective. (quantitative No Yes Meetings are regularly or Qualitative) organized and the actions plans implemented and assessed.

Date achieved 05/07/2003 05/07/2003 03/31/2011 Comments 100 percent achieved. The project assisted the Ministry to create technical consultation (incl. % committee for public works and for transportation. The consultation committee is now achievement) annually organized. 50 percent of carriers have been trained to transport hauling company management and Indicator 8: received technical assistance to benefit from regional guarantee operations. Yes. Value Indicator achieved. The (quantitative No Yes carriers have benefited or Qualitative) from training.

Date achieved 05/07/2003 05/07/2003 03/31/2013 Comments (incl. % 100 percent achieved. Training was provided to carriers and transport stakeholders. achievement) Conseil Burkinabé des Chargeurs (CBC) increases the outreach of its activities toward Indicator 9: private small carriers Yes. A data base Value providing information (quantitative No Yes of freight availability is or Qualitative) in place. Date achieved 05/07/2003 05/07/2003 03/31/2013 Comments (100 percent achieved). CBC has developed a platform for freight disclosure and its (incl. % outreach with the support of the project. A study was conducted to set up a virtual market achievement) platform for freight. Appropriate road maintenance policy is implemented and routine maintenance is carried out on the entire classified network and on 25 percent of the network under the jurisdiction of local governments. In particular: (i) annual funding required for routine Indicator 10: maintenance is duly allocated; (ii) annual maintenance plans are prepared timely; (iii) quality maintenance works are contracted out; and (iv) efficient procurement and payment procedures are enforced Value Yes. (quantitative No Yes The road fund is in or Qualitative) place and functional. Date achieved 05/07/2003 05/07/2003 03/31/2008 Comments (incl. % achievement) DGPR (currently DGDR) is operational and active in all the provinces according to the Indicator 11: NRTS implementation manual Yes. Indicator achieved. Forty-five (45) technical staff were recruited, trained and Value equipped by the TSP (quantitative No Yes and assigned to the 45 or Qualitative) provincial units. High Intensive labor approach was successfully implemented Date achieved 05/07/2003 05/07/2003 03/31/2013 Comments 100% achieved. Training and equipment were provided to DGPR. 45 recruited staff were (incl. % trained & equipped. The project supported MITH to start implementation of NRTS achievement) through the pilot of HILM for rural roads. A rural roads database was created 50 percent of the rural households have access to affordable transport services and/or Indicator 12: means of transport. Value Yes. No Yes (quantitative Indicator achieved.

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or Qualitative) Rural households benefited from the rural roads which improved the transport condition and allow MIT through an intensive training and awareness campaign toward IMT stakeholder and users Date achieved 05/07/2003 05/07/2003 03/31/2011 Comments 100% achieved. Improved capacity of IMTs through several rounds of training provided (incl. % to 279 IMT stakeholders, 111 IMT manufacturers in the 45 provinces, and promotion achievement) activities towards 882 users of in rural areas. Rehabilitated rural roads enlarge access Indicator 13: Civil aviation rules are updated. Yes. Value Indicator achieved. The (quantitative No Yes civil aviation code was or Qualitative) updated and ANAC was created in 2009. Date achieved 05/07/2003 05/07/2003 03/31/2011 100% achieved. The Civil Aviation Code in Burkina Faso dated from 1960 was updated Comments by the Parliament with the adoption of the new law No 013-2010/AN on April 2010. The (incl. % project funded a study which led to the restructuring of DGACM into ANAC in 2009 achievement)

Indicator 14: DGACM staff is trained to air transport security and safety Yes. Indicator achieved. 17 Value staff were trained in (quantitative No Yes security and ICAO or Qualitative) safety standards requirement Date achieved 05/07/2003 05/07/2003 03/31/2013 Comments 100% achieved. DGACM staff has improved service delivery and improved the audit (incl. % rating in 2007. This activity was taken over by the regional air safety and security project achievement) and significant improvements were made. The National Road Safety Strategy has been adopted by the Borrower and the relevant Indicator 15: laws and decrees have been passed Yes. Indicator achieved. Value National Strategy for (quantitative No Yes Road Safety is in place or Qualitative) with its national plan and ONASER is created and functional. Date achieved 05/07/2003 05/07/2003 03/31/2011 Comments 100% achieved. National Strategy for Road Safety was adopted by the decree No 2009- (incl. % 055/PRES/PM/MT/MEF/SECU with its action plan for the period 2011 – 2020 adopted. achievement) Also ONASER was created and CONASER strengthened. Indicator 16: Rehabilitation and maintenance of key Main roads.

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Roads Rehabilitated under original TSP (Sub-component 1)

Total Roads rehabilitated (km) -Periodic maintenance of main earth road (part of classified network) -Rehabilitation of secondary roads (part of unclassified network)

0 1,424 km Value 4,227 km 1,710 km 0 -840.3 km (quantitative -2,616 km -850 km 0 -583.5 km or Qualitative) -1,611 km -860 km

Date achieved 05/07/2003 05/07/2003 06/27/2006 03/31/2011 Comments (incl. % 83 percent achieved. achievement) The achievement has exceeded the revised target. a) 185 percent achieved in terms of revised target and including the HIPC funded road Comments works. (incl. % b) 118 percent achieved of revised road length target without the HIPC funded road achievement) works.

Indicator 17: Marking with milestones of main roads Value 0 13,408 km of rural (quantitative 0 13,400 roads are marked. or Qualitative) Date achieved 09/13/2010 09/13/2010 03/31/2013 Comments (incl. % 100 percent achieved achievement) Road Rehabilitated under Additional Financing Total Roads Rehabilitated Indicator 18: -Rehabilitation of secondary roads -Rehabilitation of rural roads -Rural roads rehabilitated with High Intensity Labor-based method

216.3 216.3 Value 0 88.8 km 88.8 km (quantitative 0 92.5 km 92.5 or Qualitative) 0 35.0 km 35 km

Date achieved 09/13/2010 03/31/2013 Comments 100 percent (incl. % The entire planned length was rehabilitated. achievement) Indicator 19: Rehabilitation of culverts rehabilitated (number) Value (quantitative 0 17 0 17 or Qualitative) Date achieved 09/13/2010 09/13/2010 03/31/2013 Comments 100% achieved. (incl. % This indicator was introduced at the time of the AF preparation

achievement)

Indicator 20: Number of people benefiting from short-term jobs in the affected areas Value 3,600 (quantitative 0 3,864 or Qualitative) Date achieved 09/13/2010 09/13/2010 03/31/2013 Comments 107 percent achieved (incl. % Indicator introduced at the time of the AF preparation achievement) Rural Access Roads Rehabilitation under original TSP (Sub-component 2)

-Total Roads rehabilitated Indicator 21 -Department capital city access road -Access roads in cotton areas -Light spot improvement of rural roads (RR) -Light spot improvement of RR by HIPC financing 0 2,830 km 1,064 km 1,969.3 km 0 -1,580 km -500 km -516.5 km Value 0 -250 km -250 km -215.1 km (quantitative 0 -1,000 km -314 km -524.5 km or Qualitative) 0 0 0 -713.2 (HIPC)

Date achieved 05/07/2003 06/27/2006 06/27/2006 12/31/2011 Comments The achievement has exceeded the revised targets. (incl. % a) 185 percent achieved including the HIPC funded road works. achievement) b) 118 percent achieved of revised road length target without the HIPC funded road works

Note: The indicators that achieved their targets by 2011 or earlier were not measured after 2011.

G. Ratings of Project Performance in ISRs

Date ISR Actual Disbursements No. DO IP Archived (USD millions) 1 05/08/2003 Satisfactory Satisfactory 0.00 2 10/29/2003 Satisfactory Satisfactory 0.58 3 12/01/2003 Satisfactory Satisfactory 6.33 4 05/28/2004 Satisfactory Satisfactory 6.56 5 11/11/2004 Satisfactory Satisfactory 7.06 6 03/10/2005 Satisfactory Satisfactory 7.39 7 09/16/2005 Unsatisfactory Unsatisfactory 10.62 8 03/10/2006 Unsatisfactory Unsatisfactory 13.80 9 06/27/2006 Moderately Satisfactory Moderately Unsatisfactory 17.64 10 06/30/2006 Moderately Satisfactory Moderately Unsatisfactory 17.64 11 09/14/2006 Moderately Satisfactory Moderately Unsatisfactory 19.05 12 03/17/2007 Moderately Satisfactory Moderately Unsatisfactory 24.80 13 06/27/2007 Moderately Satisfactory Moderately Satisfactory 29.10 14 12/07/2007 Moderately Satisfactory Moderately Satisfactory 36.78 15 05/11/2008 Moderately Satisfactory Moderately Satisfactory 44.08 16 11/28/2008 Moderately Satisfactory Moderately Satisfactory 50.40 17 06/18/2009 Moderately Satisfactory Moderately Satisfactory 63.99 18 11/30/2009 Moderately Satisfactory Moderately Satisfactory 76.97 19 05/25/2010 Moderately Satisfactory Moderately Satisfactory 97.29 20 11/28/2010 Moderately Satisfactory Satisfactory 98.32 21 09/24/2011 Satisfactory Satisfactory 99.39 22 04/18/2012 Satisfactory Satisfactory 101.14 23 02/12/2013 Satisfactory Moderately Satisfactory 105.81

H. Restructuring

ISR Ratings at Amount Board Restructuring Restructuring Disbursed at Reason for Restructuring & Key Approved PDO Date(s) Restructuring Changes Made Change DO IP in USD millions a) Increase the percentage of expenditures financed by IDA in order to reduce the amount of counterpart funds provided by GOBF. The change was triggered by the spike in construction costs 06/27/2006 MS MU 17.64 and a drop in the exchange rate between SDR and FCFA. b) Reallocate the credit proceeds c) Reduce the scope of the rural roads to be treated from 7,000 km to about 3,000 km in light of the above factors. This restructuring was a follow-up action to the recommendations of the December 2006 MTR, which resulted in: (a) 5.04 percent of the total Credit and Grant amount (US$ 92.1 million) being reallocated among various 08/7/2007 MS MS categories. The change led to an amendment of the Development Financing Agreement in order to adjust the key performance indicators to make them more measurable and to better focus on the achievement of the PDO as well. First extension of the closing date 07/14/2008 MS MS 45.75 by 18 months from September 30, 2008 to March 31, 2010. Second extension of the closing 03/20/2010 MS MS 84.47 date by 12 months, from March 31, 2010 to March 31, 2011. Reallocation of the remaining undisbursed and unallocated funds 03/15/2011 MS S 98.32 of the Original Credit and Grant proceeds before closure on March 31, 2011.

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I. Disbursement Profile

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1. Project Context, Development Objectives and Design

1.1 Context at Appraisal

1. Economic context at appraisal. At the time of appraisal in 2002, Burkina Faso had a population of about 11.8 million, a Gross National Income (GNI) per capita of US$230 and an overall poverty rate for the country estimated at 45 percent. Since 2002, Burkina Faso’s average growth rate of the GNI has been around 5.5 percent per year, but persisting high levels of predominantly rural poverty continue to undermine the country’s development efforts. Currently, Burkina Faso has approximately 16.461 million inhabitants predominantly living in rural areas (80 percent), where poverty is particularly high: 50.7 percent of the rural population lives below the poverty line, compared with 23.7 percent in urban areas. The country’s GNI per capita income is US$670 and represents less than half the sub-Saharan Africa average. Burkina Faso’s poverty rate is estimated at 43.9 percent, and the country has been ranked 183 out of 187 countries in the United Nations Development Program Human Development Index in 2012.

2. The country had successfully implemented the Transport Sector Adjustment Program (Programme d'Ajustement Sectoriel des Transports, PASEC-T), from 1997 to 2000, during which some major reforms and investments had been implemented increasing the classified network by 50 percent to reach about 15,000 km. In addition and based on its Transport Sector Strategy and Priority Program (Stratégie et Programme Prioritaire du Secteur des Transports, SPPST), the Government of Burkina Faso (GoBF) conducted a participatory and consensual process which led to the definition of the sectoral priority reforms and the Programme d’Investissement Prioritaires – PIP (Priority Investment Program).

Sector main issues and Government strategy

3. Road infrastructure in general. The condition of the Burkina Faso road network suffered from the political crisis that occurred in Côte d'Ivoire due to the shift in transit traffic from Abidjan to other ports in the region, with overloaded trucks transiting via Burkina Faso to Niger and Mali. At the time of appraisal, the country road asset was characterized by: (a) insufficient periodic maintenance; (b) insufficient accessibility to remote rural areas; and (c) lack of consistency between road maintenance strategies and actual transport demand.

4. Rural Transport. Rural transport and mobility has a major impact on the rural economy which remains the main source of employment and income for 80 percent of the country’s population. Despite the importance of rural transport, more than 60 percent of 8,230 villages in Burkina Faso are more than three km away from a main all-weather road2 . At appraisal, the

1 Source: World Bank Development Report, 2012.

2 The World Bank Transport Sector core indicator is two km.

villages were connected to the road network by about 112,000 km of foot paths, many of which were impassible even to non-motorized transport during the rainy season.

5. Road maintenance. Burkina Faso had made progress in providing routine maintenance implemented by the local private sector but periodic maintenance remained inadequate, particularly for unpaved and rural road networks requiring heavy and costly works. The funding of routine maintenance program was satisfactorily managed by the General Directorate of Roads (Direction Générale des Routes, DGR) until 2002 when the Ministry of Economy and Finance introduced new procedures for payment of maintenance contracts. However, persistent difficulties in resource mobilization led to delays of up to eight months in arrears. Addressing this situation coupled with the weak capacity (financial, organizational and technical) of the private sector and road administration, was considered as part of the reforms the project should address.

6. Road Transport Services. The reforms introduced during the PASEC-T had notably improved road passenger transport quality while keeping relatively stable transport prices. The freight transport market was dominated by small operators (94 percent of trucking firms had less than five vehicles) and was economically unprofitable. Furthermore, the transport services industry faced a number of issues to overcome, among which the most important were: (a) weak demand for national and international freight services; (b) high cost of transport services, compounded by expensive bribes at road barriers; (b) lack of cost control in the road transport; (c) obsolescence of vehicle fleets; (d) uncertainty clouding the profession of owners-operators providing freight transport services; (e) low compliance with permissible axle load regulations; (f) absence of an effective road safety policy and lack of resources for implementing it; and (g) lack of reliable data on road traffic accidents.

7. Institutional Planning and Regulations. The General Directorate of Road and Maritime Transport (Direction Générale des Transports Terrestres et Maritimes – DGTTM had a central role in regulating and supervising land and overseas transport, but had inadequate human and financial resources to carry out its mandate, especially in regards to sustainable data gathering and analysis. Furthermore, the following major constraints were identified during the preparation of the TSP: (a) persistent lack of coordination and communication between sector institutions, compounded by the multiplicity of actors; (b) weak planning and management capacity among sector institutions due to lack of skilled human resources, financial and material resources, as well as non-availability of reliable and updated information on sector activities; (c) weak Government capacity to enforce traffic regulations compounded by administrative red tape; (d) insufficient and ill-adapted sector regulations; and (e) ill-adapted legal and regulatory environment for the promotion of private initiatives.

8. Road Safety. The GoBF committed to tackle the road safety issues and engaged in a large program with the European Union3 (EU). This program financed various studies, a pilot project,

3 As part of the 9th European Development Fund

technician and financial support to the Center for Automobile Control (Centre de Contrôle des Véhicules Automobiles- CCVA) and special training for DGTTM staff. However, this sub-sector continued lacking a national strategy, strengthening of DGTTM services in road safety issues, enforcement of data collection and management and enlargement of sensitization campaigns.

9. Air Transport. The General Directorate of Civil Aviation and Meteorology (Direction Générale de l’Aviation Civile et de la Météorologie, DGACM) – under the Ministry of Infrastructure, Transport and Housing (Ministère des Infrastructures, des Transports et de l’Habitat, MITH) was responsible for air transport and civil aviation. The main challenges in this sub-sector were related to: (i) sub-optimal use of Ouagadougou, and particularly Bobo-Dioulasso airports; (ii) obsolete and insufficient meteorological equipment as well as safety equipment at Ouagadougou Airport; and (iii) insufficient maintenance of secondary airports in the context of their potential contribution towards improving country-wide accessibility.

10. The Government’s policies and plans. Burkina Faso’s 2000 Poverty Reduction Strategy Paper4 (PRSP) highlighted the transport sector as a priority. Furthermore, to respond to the challenges described above, the GoBF also adopted in 2000, a ten year Transport Sector Strategy that included a National Rural Transport Strategy (NRTS). The General Directorate for Rural Roads (Direction Générale des Pistes Rurales, DGPR) was created to address issues related to rural transport services and Intermediary Means of Transport (IMT)5.

Sector issues addressed by the project

11. To enable the transport sector to play its role of key driver of economic growth, the GoBF adopted in 2002 a ten year priority investment plan, Second Transport Sector Program (Deuxième programme sectoriel des transports - PST-2). The PST-2 would focus on the following four areas: (i) decreasing social, economic and financial transport costs to final users; (ii) increasing MITH sector management capacity; (iii) sustaining and improving mobility for rural population; and (iv) improving road network conditions through a steady (routine and periodic) maintenance of the classified road network.

12. The Transport Sector Project (TSP), now under evaluation, was aligned with the Poverty Reduction Strategy Paper (PRSP-1) and the Bank's FY01-03 Country Assistance Strategy 6 (CAS) for Burkina Fasothat identified transport weaknesses as a key impediment to growth in Burkina Faso and proposed to assist the Government. It provided a continuation of the PASEC-T launched in 1992 and completed in 2000. As a cross sub-sectoral transport project, the TSP was

44 Report 20127

5 Burkina Faso has exceptionally developed IMT among West Africa countries

6 Report No. 21285-BUR dated November 03, 2000

expected to address some of the sector issues remaining after completion of the PASEC-T7 and to assist the GoBF to implement its sector policy and strategy adopted in June 2000.

13. The World Bank’s strategic activities proposed by the TSP addressed road infrastructure, focusing on unpaved roads, which were identified GoBF and supported by the Bank team as a critical part of the Burkinabè road network. New technical standards were, applied in line with existing demand and focused on spot improvements rather than full length treatments to reduce investments and maintenance costs as much as possible. The TSP also supported the implementation of the NRTS and road transport services through DGTTM and provided assistance to the Burkina Shippers Council (Conseil Burkinabé des Chargeurs – CBC) to increase its outreach among small haulers. In terms of planning and regulations, the TSP focused on improving the MITH capacity in planning and sector regulation functions in addition to investment programs. As for reforms, the TSP supported the newly developed programmatic approach and the sectoral CDMT in line with priorities laid out in the CSLP. The TSP also assisted in developing the National Road Safety Policy, in building capacity within two relevant institutions (DGTTM and CONASER), and provided technical support and capacity building to the DGACM.

14. In addition, the TSP had a strong social focus and specific activities were selected to receive IDA grant funding such as: (i) Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome (HIV/AIDS) curative actions in the transport sector; (ii) investments in the tertiary road network on roads with low traffic levels but high social impacts especially through improved access to health care and education facilities; (iii) ancillary social measures aimed at generating direct social and economic benefits to the population living next to roads improved through the project; (iv) introduction on a limited basis of labour based construction methods to address rural unemployment/underemployment.

1.2 Original Project Development Objectives (PDO) and Key Indicators (as approved)

15. Original PDO. The Development Objective as stated in the Development Credit Agreement was to assist the Recipient to increase the mobility possibilities for people and goods in its territory through: (i) decreasing social, economic and financial transport costs; (ii) increasing sector management capacity of MITH; (iii) improving mobility for the rural population; and (iv) improving road network condition.

16. Original Key Indicators. The PDO indicators were: (i) 10 percent decrease in non-urban road transport fares; (ii) Average access time to health care facilities has decreased by 20 percent

7 The PASEC-T enabled the implementation of reforms and improvements in the sector, such as: (i) privatization of the road maintenance, railroad operations, and transport in Ouagadougou; (ii) development and full participation of Small and Medium Enterprises (SME) in road maintenance; and (iii) institutional restructuring of the road network management under one entity and simultaneous establishment of the works supervision procedures and an operational road database.

in project intervention areas; (iii) Average access time to primary schools has decreased by 20 percent in project intervention areas; and (iv) 100 percent of classified road network’s condition has improved.

1.3 Revised PDO (as approved by original approving authority) and Key Indicators, and reasons/justification

17. The PDO remained the same, although the project was restructured five times these did not impact the PDO and its outcomes. However, some of the PDO indicators were reformulated in August 2007 following the recommendations of the Mid-Term Review (MTR) in December 2006 and during the preparation of Additional Financing (AF) in 2010. The rationale was two- fold: (a) to make the indicators more measurable and better focused on the achievement of PDO; and (b) to reflect the new core sector indicators introduced as IDA’s requirements in 2009. As part of the AF, additional intermediate outcome indicators were included to the results framework to measure activities included by the AF. The original intermediate outcome indicators remained unchanged. Table 1 summarizes the revisions of the indicators.

Table 1: Revised PDO Indicators Original Indicators Revised Indicators Revised April 2003 August 2007 Indicators September 2010 1. 10 percent decrease in 10 percent increase in the No change non-urban road transport total number of transport fees operators in the project intervention areas (PIA) by the end of the Project 2. Average access time to 20 percent decrease in No change health care facilities has average access time to decreased by 20 percent health centers in the PIA by in project intervention the end of the project areas 3. Average access time to 20 percent decrease in No change primary schools has average access time to decreased by 20 percent primary schools in the in project intervention affected areas by the end of areas the project Increase in the number of No change teaching months in primary schools in PIA. 4. 100 percent of classified 100 percent of classified 70 percent Roads road network’s road network’s condition in good and fair condition has improved has improved condition as a share of total classified roads

5. Direct beneficiaries in the Project intervention areas (PIA) (of which female %) 6. Share of rural population with access to an All- season road in the PIA (%) 7 Number of rural people with access to all-season roads in the PIA

1.4 Main Beneficiaries

18. Rehabilitation of the transport infrastructure under the TSP benefited all transport users directly and most of the population of Burkina Faso indirectly. In the road sub-sector, the primary beneficiaries were the primary users of roads, including car owners, transport companies and industries, and the road sector administration. In the airport sub-sector, the primary beneficiaries were the primary users of the improved legal framework, including air transport administration, private sector, air transport companies, passengers, and freight owners. Other benefitting sectors of the economy included: (a) the agricultural sector benefiting from the improved accessibility to production areas as a result of the road rehabilitation works; (b) the construction industry benefiting from the creation of jobs induced by the road works and the gains in travel time; (c) the public sector such as Ministries and parastatal entities in the transport sector benefitting from the institutional support and training provided through the project; and (d) the trade industry benefitting from improved trade facilitation due to enhanced circulation of persons and goods.

1.5 Original Components (as approved)

19. The achievement of the PDO was supported by the following components:

20. Component A: Institutional Support and Sector Reforms (US$11.54 million). This component aimed at strengthening planning, management, and monitoring capacities of Transport Sector related institutions through the following sub-components:

• Sub-component A.1. Reorganization and Strengthening of MITH. This sub-component aimed at streamlining the Ministry in-charge of the transport sector after merging the two ministries of transport and infrastructure; • Sub-component A.2. Promotion of the private transport service industry. To support the development of the private sector involved in transport services, the TSP will conduct a range of activities spanning from sectoral regulation overhaul to direct support to the transport Small and Medium enterprises (SMEs); • Sub-component A.3. Improvement of the road network management. This sub- component focused on all institutional activities aimed at improving the management of the road network. It also concentrated on support to the two general directorates in charge of implementation, i.e. DGR –and the newly created DGPR. This allowed an all-inclusive and consistent approach over the whole road network regardless of the Directorate in charge and their respective strategy. This sub-component complemented the investments managed by those two directorates and financed through the component B. • Sub-component A.4. Support to the DGACM. The DGACM was to strengthen its capacity to supervise the air transport security and safety. • Sub-component A5. Road Safety Improvement and HIV/AIDS Program. This sub- component aimed at increasing road safety in Burkina Faso. These activities were complementing the large engagement of the EU in Road safety. In addition, the sub- component aimed at supporting the newly created AIDS-dedicated Ministerial Committee against Aids (Comité Ministériel de Lutte contre le Sida – CMLS) in the MITH.

21. Component B: Road Network Improvement (US$129.26 million). This component aimed to preserve and improve the national road network. Special emphasis was put on financing periodic maintenance and rehabilitation of unpaved roads ranging from national roads to local government capital access roads. Those activities were to complement investments financed by other donors thus allowing for the completion of the PIP. Activities were broken down as follows:

• Sub-component B.1. Main Road Rehabilitation and periodic maintenance. (a) periodic maintenance of main earth roads – 2,616 km at a unit cost of 15 MFCFA/km; (b) rehabilitation of 1,611 km of secondary roads (911 km at 15 MFCFA/km and 700 km at 6 MFCFA/km; (c) road marking works; and (d) social ancillary measures to increase the direct benefits to the population leaving along the main roads receiving investment from the TSP, a dedicated envelope allowed local investments that benefited both the local population and road users. • Sub-component B.2. Rural Access Road Rehabilitation. Support DGPR to rehabilitate. (i) 1,580 km of Department capital access roads at a unit cost of 4.4 MFCFA/km; (ii) 250 km of access roads in cotton area at a unit cost of 4.4 MFCFA/km; and (iii) slight spot improvement of 1,000 km of rural roads at a unit cost of 2 MFCFA/km.

22. Component C: Project Coordination (US$3.63 million). Provision of technical advisory service to the Project Coordination Unit (PCU) to coordinate, monitor and evaluate the Project.

1.6 Revised Components

23. The original components were slightly revised as a result of the 2006 restructuring, and later as a result of the AF. In June 2006, the scope of road length to be rehabilitated under Component B was reduced from the initial 7000 km to about 2,700 km due to the following factors: (i) a 13 percent drop of the exchange rate between SDR and FCFA; (ii) 30 percent higher construction costs than at appraisal because of a spike in fuel and bitumen prices; (iii) firms unaccustomed to costing the innovative spot improvement approach for maintenance and rehabilitation of low-volume roads; and (iv) lack of counterpart funding. In 2010, the AF further revise the project components to include:

24. Component A: Institutional support to DGPR and DGR and the Regional Directorates of MID (about US$1.47 million). This component was designed to strengthen the DGPR capacity to better manage and monitor the: (i) construction of rural roads and small bridges; (ii) labor based maintenance approach of rural roads; and (iii) Regional Directorates of the Ministry in charge of Infrastructures in supervising the road works.

25. Component B: Rehabilitation of rural roads and reconstruction of small bridges/culverts) (about US$17.103 million). This component funded: (a) the rehabilitation of about 180km of key rural roads; (b) the construction of 17 small bridges/culverts; (c) maintenance of about 35 km of key rural roads using high intensity labor-based method; and (d) design and supervision of the works.

26. Component C: Project management and monitoring (about US$1.132 million). The component funded the project coordination, monitoring and evaluation activities and the project operations costs.

1.7 Other significant changes

27. Implementation arrangements. At approval, the governmental entity in charge of the Project was the MITH. In 2006, the MITH was split into three ministries: the Ministry of Infrastructure (Ministère des Infrastructures et du Désenclavement – MID), the (Ministry of Transport (Ministère des Transports - MT) and the (Ministry of Housing and Urban Development (Ministère de l’Habitat et de l’Urbanisme - MHU). While the DGTTM and the DGPR were not affected, the Directorate of Human Resources (Direction des Ressources Humaines- DRH), the Directorate of Administration and Finance (Direction de l'Administration et des Finances - DAF) and the Directorate for Studies and Planning (Direction des Etudes et de la Planification - DEP) were duplicated in each of the ministries, hence multiplying the number of executing agencies. The split thinly spread human resources across the newly created ministries substantially affecting staff responsible for project activities thus hindering implementing capacity and experience. As a result of the lack of capacity in the concerned implementing agencies due to the fragmentation of ministerial competencies in the transport sector, the MTR recommended to postpone the transfer of the Project Coordination Unit (PCU) responsibilities to the newly created agencies within the ministries. This recommendation was adhered to by GoBF.

28. Financing parameters. New Country Financing Parameters, approved by the World Bank on January 25, 2005, allowed IDA to finance local costs and any proportion of project expenditures, including taxes and recurrent expenditures. During the restructuring in June 2006, the World Bank team seized this opportunity to amend the Development Financing Agreement increasing IDA percentages of expenditures and reducing the GoBF share of counterpart funding as follows: (i) Category (1) – Civil works from 63 percent to 85 percent; (ii) Category (2) – Goods, including vehicles from 80 percent of local expenditures to 85 percent; and (iii) Category (3) – Consultants’ services, including audit fees from 80 percent of local expenditures to 85 percent.

29. Modified technical approach for the road rehabilitation works. The TSP’s rehabilitation works were initially planned to be based on the spot improvement of roads with less than 50 Vehicles per Day (VPD) traffic levels. Most of the road sections to be rehabilitated in the project belonged to this group of roads, which could not generate positive economic rate of return. However, due to insufficient know-how and acceptance of the approach by the DGR and difficulties experienced with private firms and contractors’ weak capacity, the application of this approach was limited to low traffic rural roads only, while higher traffic rural road sections included in the TSP were fully rehabilitated regardless of traffic levels. During the 2006 MTR, it was decided to adopt this modified approach for the rehabilitation of the Sub-component B-2 roads while the roads targeted in Sub-Component B-1 were to be fully rehabilitated. This modified approach contributed to the increase in rehabilitation costs leading to shortage of funds to rehabilitate the planned road length of 7,000 km. As a result, the scope of road length was also reduced to about 2,700 km during the June 2006 restructuring.

30. Road Fund (RF). Although the creation of a road fund was not one of the project objectives, it supported its creation and initial operationalization to ensure road maintenance funding sustainability. Its creation in 2008 has led to the doubling the maintenance budget which increased from about FCFA10 Billion (around US$22 million) in 2008 to about FCFA24 Billion (around US$53 million) in 2014, providing a more stable mechanism to finance the road maintenance program and management of the road network. The RF is now a tool used by the sector’s donor’s community to leverage sustainability of road construction operations. It still has limited financial autonomy and is in the process of evolving into a second generation RF.

31. Extension of closing dates. The TSP was scheduled to initially close on September 30, 2008, but the closing date had to be extended three times. The first extension was for 18 months to March 31, 2010 to allow for full completion of the rural road works under Component B. At that time, the project had made good progress in implementing the institutional support and sectoral reform component (Component A), but the implementation of the physical works under Component B was slower than expected for a variety of reasons ranging from challenges in introducing the concept of low-cost spot improvement approach to rural roads to procurement delays to GoBF counterpart funding constraints. The second extension of the closing date was for 12 months from March 31, 2010 to March 31, 2011, to enable the completion of outstanding project activities. The third and final extension of closing date to March 31, 2013, was a result of the AF, approved by the Board.

32. Additional Financing. An additional grant in the amount of SDR 10.7 million (about US$16.0 million equivalent) was approved on September 13, 2010 funded under the Crisis Response Window (CRW), to mitigate the impacts of the 2008/2009 financial crisis in the transport sector by supporting the rehabilitation of key rural roads and rehabilitation and construction of culverts that could not be funded under the original project due to cost overruns. The AF became effective on July 21, 2011 and closed on March 31, 2013. Its main objectives were to: (a) achieve in full the revised road rehabilitation targets set out in TSP; (b) contribute to alleviating rural poverty for vulnerable groups employed as temporary labourers in roads works; (c) focus on culverts construction or rehabilitation as a way to better sustain the spot improvement rehabilitation works on low traffic roads; and (d) test the high intensity labour- intensive method in rehabilitation of 35 km of key rural roads.

2. Key Factors Affecting Implementation and Outcomes

2.1 Project Preparation, Design and Quality at Entry

33. Project Preparation. Project preparation drew lessons from previous operations and kept the momentum of the successful transport sector reforms launched by the PASEC-T. The project benefitted from both a Japanese Policy and Human Resources Development Fund Grant (about US$850,000) and a Project Preparation Advance (US$600,000) for its preparation. Furthermore, in 2004, a Swiss Trust Fund (about US$280,000) was also granted to hire Technical Assistance to reduce the shortcomings of technical studies related to the rural roads works.

34. Project design. The TSP was prepared following a consultative approach which supported the Government’s adopted medium term strategy in the transport sector. More specifically, the components and the institutional set up of the TSP were designed based on the successful implementation of the PASEC-T, which had started rehabilitating transport infrastructure and had laid out the foundations for the institutional policy reforms as mentioned in the SPPST. This strategy led to the participatory definition of priority reforms in the sector and a prioritized list of transport investments, named PIP. In addition, the adoption of spot improvement for rehabilitating the road network was appropriate for the category of TSP funded roads, which were part of the tertiary road network with very low traffic volumes. Nevertheless, the project design depended on the capacity and commitment from the implementing agencies and the local private sector.

35. Assessment of Risks. Identification of project risks at preparation was adequate. The risks were identified and discussed in the PAD and focused on: (a) inadequate resource allocation to relevant MITH units; (b) sector and ministry management is more political than technical; (c) inadequate annual road maintenance management funding from GOBF; (d) inadequate technical capacity of newly created local government to manage their portion of the road network; (e) delays in payment to private road works contractors by the GoBF jeopardizing their survival; and (f) Road Safety laws not appropriately enforced. These risks did materialize during implementation; specifically the lack of human resources within the ministries was exacerbated by the split of the MITH into three ministries, and the reluctance of the Ministry of Finance to provide a dedicated budget for the Road Maintenance Fund. In addition, the following risks should have also been identified during preparation and partly mitigated during implementation: (a) poor quality of engineering design and procurement documents at approval for the first year’s implementation plan that did not adequately take into account the spot improvement approach; (b) lack of counterpart funding; and (c) tweak capacity of road contractors that led to long delays and early termination of some contracts.

36. Project readiness. The project was approved in April 2003 and became effective in August 2003. Implementation readiness was inadequate, particularly for the road rehabilitation works - Component A. Although the design and technical studies of the rehabilitation works to be implemented during the first year of the project were completed, the studies did not conform to the spot improvement concept supported by the project. Despite the GoBF and the Bank’s review of the draft technical studies, the consulting firms could not produce acceptable quality reports that would have enabled the launch of the bidding process for civil works. This had a major impact at early stage of the project implementation.

37. The Quality-at-Entry (QAE) was not reviewed by the Quality Assurance Group (QAG).

2.2 Implementation

(a) Factors outside the control of government or implementing agencies

38. Contractors’ capacity. The capacity and financial strength of the local small to medium sized construction industry in Burkina Faso at the time of both appraisal and implementation was weak. The contractors’ performance substantially affected project implementation at the onset and remained inadequate during the first phase (2003-2006) of the project. This led to delays in 11

the implementation of the first phases of the rehabilitation works funded under the project.

39. Financial crisis and flooding in 2009. The 2008-2009 global financial crisis had a negative impact on the overall Burkina Faso economy, which was further aggravated by the 2009 flooding. The Post Disaster Needs Assessment (PDNA) prepared jointly by the GoBF and development partners estimated the post flooding reconstruction needs at about US$250 million, of which a greater proportion was allocated for the rehabilitation of damaged road infrastructure. The economic impact of the flooding was estimated at approximately two percent of Gross Domestic Product (GDP). The combined effect of the macroeconomic shocks to the Burkinabe economy affected the Government budget allocation which led to reduction in investments in the transport sector. To partially mitigate the negative effects of the financial crisis and 2009 exceptional floods, IDA approved an additional grant of SDR 10.7 million (US$16 million equivalent) using the pilot CRW funds.

40. Spike in road construction costs. The primary reasons for the financing gap that the project faced were as follows: (a) a major drop of about 32 percent in the value of the US$ vis-à- vis the FCFA from FCFA660 at appraisal (December 2002) to FCFA450 at the original project closing date (September 30, 2008); and (b) an increase in overall construction costs by about 30 percent between the launch of the project implementation and the 2006 restructuring. Also, since most road contracts of the TSP were paid in FCFA, the exchange rate fluctuations caused additional costs to the road component. Last but not least, the steady increase of oil prices from 2003 to 2008 affected the overall price of road rehabilitation costs. For instance, the Organization of Petroleum Producing Countries basket price for crude oil was US$28 in 2003 whereas it increased to over US$140 in 2008.

(b) Factors generally subject to government control

41. Counterpart funding for the first phase of the project (2003-2006). Initially, GoBF was planning to provide counterpart funding for about 37 percent of roads works and 80 percent for institutional component. The 37 percent was supposed to come from the HIPC funds to be used to finance targeted rural roads works. Because of financial constraints and overly optimistic budget planning, GoBF was not able to meet its counterpart funding obligations. As a result, the project was restructured in June 2006 and the Financing Agreement amended to accommodate: (a) increase of percentage of expenditure to be financed by IDA, from 63 percent to 85 percent for civil works; and (b) reduction in scope of the roads to be treated from 7,000 km to about 2,700 km.

42. Capacity building program and sector reforms. Many significant reforms and capacity building activities in the management of the transport sector were completed and implemented under the project such as: (a) institutional reinforcement of the ministries in charge of transport and infrastructure; (b) establishment of the Road Maintenance Fund; (c) establishment of the National Committee for Road Safety and CNSR; (d) establishment of the National Agency of Civil Aviation; (e) development and adoption of the Transport Sector Framework law; (f) the improvement of safety and security in the transport sector; and (g) the promotion of private transport services industry. Overall, the reforms in the transport sector were achieved despite some resistance from vested interest groups in the country.

43. Implementation constraints. Implementation capacity of the main implementing agencies, DGR and DGPR, was inadequate to implement the project has designed. More specifically, the implementing agencies had difficulties in following World Bank procurement procedures and guidelines which slowed down project implementation. Furthermore, project activities added to the already heavy work load of technical staff in the concerned implementing agencies. The combination of slow procurement, limited capacity and poor performance of contractors, resulted in low disbursement for the project during the first 24 months of implementation. The MTR followed by the June 2006 restructuring put in place the necessary corrective measures to substantially improve the pace and the quality of the project implementation.

44. Project supervision was reviewed by the Quality Assurance Group in November 2004 and was rated as “Moderately Satisfactory”.

2.3 Monitoring and Evaluation (M&E) Design, Implementation and Utilization

(a) Design

45. The M&E design. The monitoring and evaluation design defined in the PAD required continuous monitoring semi-annual reviews on predetermined indicators which would measure inputs, process, outputs and outcomes. To ease the collection and monitoring of the data related to the first three original indicators, methodologies and measurement were clarified and simplified during the MTR. Some indicators were rephrased for clarity. Two core sector indicators were introduced at the AF: (i) the total number of Project beneficiaries; and (ii) the Rural Access Index (RAI) of the project intervention area (PIA).

(b) Implementation

46. Lack of baseline data. Performance and monitoring indicators defined in the PAD were not monitored at the onset of the project because the baseline values were not available, and some of them turned out to be difficult to measure. The GoBF made efforts later on to address the situation by hiring the National Institute of Statistic and Demography (Institut National de la Statistique et de la Démographie – INSD) to: (a) reconstruct the 2005 baseline data; and (b) collect the 2008 performance indicators values.

47. Data collection during implementation. Regular semi-annual collection of data was planned in the PAD to measure the progress of all performance indicators; but data collection and updates were done only on an annual basis instead of semi-annually. Conversely, data for intermediate output indicators was regularly collected because of their better measurability or availability. One institutional impact evaluation survey was carried out at the end of the project in May 2010 for Component A. Annex 2 provides the status of output indicators.

48. The M&E framework utilization. The PMI data presented in the different project reports, and the CBC and DGTTM’s publications related to relevant transport data, give strong evidence of the M&E framework utilization as a decision making tool for the project implementation.

2.4 Safeguard and Fiduciary Compliance Rating of compliance is Satisfactory

(a) Safeguards

49. The TSP environment assessment was rated as category A. The reason for the category A rating can be found in the risk adverse stance that the World Bank took during that period in terms. Two safeguards policies were triggered: (a) Environmental Assessment (OP/BP/GP 4.01); and (b) Involuntary Resettlement (OP/BP4.12). Both Sectoral Environment Assessment and Resettlement Policy Framework were prepared and disclosed during project preparation. There was no significant deviation or waiver from the World Bank safeguards policies and procedures during both preparation and implementation.

50. The environment impact of road works was systematically mitigated as a result of the standards guidelines developed. The TSP helped to establish the (Environmental and Social Management Unit (Cellule de Gestion Environnementale et Sociale - CGES) within the MITH in charge of management and monitoring of all environmental and social aspects of the TSP. Based on the positive role of the CGES in the management of the safeguards issues for the project investments program and its leadership within the MITH for other investment projects, it was transformed into Environment and Social Management Services (Service de Gestion Environnementale et Sociale – SGES), to become a permanent unit for the entire transport sector within the organizational structure of the MITH, with its own operating budget making it fully operational and functional. Finally, during project implementation there were very few people affected by the project activities and they were all compensated.

(b) Fiduciary

51. Financial management. The project’s overall financial management was satisfactory since inception. All audit reports had been transmitted on time, the auditors’ opinion on the annual financial statements, the special account and the statements of expenditures were unqualified. Financial monitoring reports were produced timely on a quarterly basis, and there were no outstanding audit reports at the end of the project.

52. Procurement. Procurement delays occurred during mostly the two first years of the project implementation period due to: (a) inadequate detailed design engineering studies preliminary to launching the first batch of civil works contracts; (b) unfamiliarity with World Bank procurement procedures and guidelines by the implementing agencies; and (c) insufficient know-how of low-cost spot improvement approach. Following QAG and MTR recommendations, there was constant tight procurement monitoring and correctives actions implemented accordingly in order to remedy the shortcomings and streamline the procurement process. The last few years of implementation, procurement and disbursement improved. The original credit

and grant were fully disbursed (In addition, a procurement specialist was recruited at the World Bank field office. At project closing, procurement was rated Satisfactory.

2.5 Post-completion Operation/Next Phase

53. IDA has prepared a Country Partnership Strategy (CPS) for 2013-2016. In this document, the transport sector still remains a priority for GoBF and this demonstrated by one IDA funded project in the transport sector. Furthermore, there are other projects such as the Bagre Pole and Sahel mining growth pole project which have rural roads as one of their components.

3. Assessment of Outcomes

3.1 Relevance of Objectives, Design and Implementation

54. The PDO remained relevant throughout the project, and the objective of increasing mobility of people and goods was substantially achieved. More specifically, the project rehabilitated and constructed about 3,600 km of roads and constructed culvers to allow all weather usage by all kinds of vehicles including Intermediate Means of Transport. As a result, rural mobility of people and goods improved substantially in large parts of Burkina Faso. Furthermore, the TSP’s objectives and activities were fully aligned and supported in the Country Assistance Strategies of 20058 and 20099, which in turned contributed to country’s development goals stated in the Poverty Reduction Strategy Paper-II 10 and the Stratégie de Croissance Accélérée de Développement Durable – SCADD (Accelerated Growth Strategy and Sustainable Development), adopted in 2011.

55. The project was designed to strengthen planning, management and monitoring of capacities of transport sector-related institutions and to improve the condition of the road network. The choice of lending instrument “Sector Investment and Maintenance Loan” (SIM) was also appropriate instead of an APL because of the major needs identified during the preparation of the project: (a) the sectoral project was better designed to build MITH capacities and to complete other donors' investments; and (b) align their position under one transport policy and strategy (Letter of Sector Policy) and thus achieve the government sectoral PIP. The TSP put in place tools for improved management of the sector by fostering annual discussions between the GoBF, the private sector and other stakeholders within the sector, and enhanced sector reforms implemented by the GoBF in regards to the management of the Ministries including: (a) the creation of General Directorates of Studies and Sector Statistics (Directions Générales des Etudes et des Statistiques Sectorielles- DGESS), National Office for Road Safety (Office

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National pour la Sureté Routière – ONASER), Road Maintenance Fund (Fonds d’Entretien Routier – FER), etc; (b) the strengthening of the DAFs, DGTTM, DGACM, etc; (c) introduction of the CDMT approach in the budgetary execution; and (d) the establishment of the DGR and DGPR’s database for planning and programming of the roads networks’ investments and maintenance. These well-functioning institutions are evidences for the relevance of the PDO at the completion of the TSP.

3.2 Achievement of Project Development Objectives The PDO rating is Moderately Satisfactory.

56. Achievement of objective 1. Decreasing of social, economic and financial transport costs is rated satisfactory. More specifically, due to the improved road condition after the rehabilitation were completed; the number of transport operators in the PIA has on average increased from two to eight enabling all weather access to isolated markets and production areas. This increased number of transport operators has enhanced the mobility of goods and people from rural to urban areas.

57. Achievement of objective 2. Increasing sector management capacity of MITH is rated satisfactory. More specifically, the project specific capacity building and institutional strengthening program has led to a series of positive and tangible changes in the transport sector, such as: (a) adoption of the sectoral framework law; (b) improvement in the performance of sector staff management; and (c) improvement in sector budget planning and investments execution; (d) the establishment of the Road Fund was key in sustaining road network investment program; (e) DGACM staff was trained in air transport security and safety to improve the safety and security in Civil Aviation sub-sector (see Annex 2 for more details); and (f) the establishment of the road safety body. Furthermore, many sector studies have been completed and are being used by other donors and the government to identify additional reforms and activities. This is the case of the current national budget support measures and the next coming regional budget support to freight liberalization, fleet renewal etc.

58. Achievement of objective 3: Improving the mobility of the rural population is rated satisfactory. More specifically, with a total of 3,600 km of rehabilitated/constructed roads (100 percent of revised target) of which 1,424 km periodically maintained roads (83 percent of revised target achieved), the impact on the provision of rural mobility and provision of transport services is considerable. The project has made tangible contributions to social development such as improved employment, education, and health outcomes, which in turn are likely to have contributed to poverty reduction. An important number of SMEs have benefited from a steady multi annual stream of road works contracts during project implementation. A total, 253 contracts were implemented by SME’s for a total amount of around US$86 million from 2004 to 2013. Furthermore, most of social mobility target values for the project, such as access to health centers (decreased by 22 percent in terms of time against a target of 20 percent on average) and increased number of teaching months in primary schools in the PIA (increased from 8 to 9 months) and the share of rural population with access to an all- season road (33.5 percent against a target of 25 percent) were exceeded. Furthermore, the number of rural people that had access to all-season roads due to the project was about 2.42 million, which is about 15 percent of the

current population of Burkina Faso (see Annex 2 for more details). In addition, the increased use of IMT has also contributed to the achievement of this objective.

59. Achievement of objective 4. Improving the road network condition is rated satisfactory. Most of the revised periodic maintenance and rehabilitation works were substantially completed to a good quality standard (see Annex 2). The revised target about 70 of the road network in good and fair condition has been met. Additionally, the Road Fund created in 2007 by decree was established and operational with competent staff operating within a sound regulatory framework for planning, procurement and supervision of roads and with regularized funding. The Road Fund has progressively generated effective resources for road maintenance since its inception from FCFA10.8 Billion (about US$24 million) in 2008 to about FCFA17.1 billion (about US$38 million) in 2013, comprising about 76 percent, in 2012 and 63 percent in 2013 for periodic maintenance works. This progress in the mobilization of the FER resources has facilitated dialogue with the Donor Community on the sustainability of the road investments program and had led the MCC to provide resources to GoBF to support the road maintenance program (routine and periodic). A study conducted in 2010 has provided the GoBF with a strategy to optimize the road network maintenance on a ten year period (2011-2020)11.

3.3 Efficiency

60. The efficiency of the TSP is rated satisfactory. The average unit cost per kilometer for all the rehabilitated roads at completion was US$20,000/km, which is about 38 percent higher than the initial average unit cost estimated at US$14,400/km, but lower than the about 50 percent increase in directly relevant road construction input costs experienced over the course of project implementation. Furthermore, the service standard of the roads rehabilitated under the project was higher than what was originally envisaged explaining part of the higher per km construction costs.

61. The Project Investment Plan (PIP) established in 2000 was based on some economic criteria and the TSP financed the periodic maintenance and rehabilitation of gravel roads that were part of this program which satisfied an economic selection criteria. The economic analysis conducted in 2000 within the framework of TSP-2 for the establishment of the PIP had already shown that 75 percent of the roads to be rehabilitated had a traffic less than 20 vehicles per day, while for the roads under periodic maintenance program, only 20 percent had a traffic less than 20 vehicles per day. In addition, the analysis demonstrated that gravel roads had daily traffic superior to 20 vehicles, 77 percent of the roads had an Economic Rate of Return (ERR) superior to 12 percent and the remaining 23 percent would need other justification like access equity to administrative centers. Furthermore, most of the roads on which the TSP invested in were at the low end of the road network in terms of traffic. This fact induced specific choices for the economic analysis of those investments. It has been therefore decided, at the project appraisal, that three different tools would be used depending on the level of traffic as explained in Annex 3.

11 “Etude pour l’élaboration d’une stratégie d’optimisation de l’entretien routier au Burkina Faso”, dated June 2010.

Accordingly, the ex-post economic analysis carried out on the basis of that decision, in 2005, has come out with EIRRs ranging from 5 to 40 percent, and an average of 14 percent which confirmed the value for money of the TSP investments. (see Annex 3 for details on the economic analysis).

3.4 Justification of Overall Outcome Rating Rating: Moderately Satisfactory

62. The overall outcome is rated Moderately Satisfactory based on the following ratings: (a) the relevance of the project is rated Satisfactory; (b) efficacy is rated Moderately Satisfactory due to the reduction in the scope of the component B related to the road investment program; and (c) efficiency is rated Satisfactory.

63. The project has substantially achieved the key objective of increasing mobility of people and goods through improvement of transport infrastructure, in order to create an environment of improved economic growth and expanded access to the road network. Increased mobility caused by the provision of all-weather roads has contributed to greater access to markets and other social services. Moreover, road condition improvements have produced benefits in terms of travel time, creation of temporary employment, capacity building for SMEs, access to schools and health centers, and increase of teaching months in primary schools. GoBF has also achieved the institutional reforms, and regulatory improvements. The project has laid a firm foundation for the continuous road maintenance of the road network. Based on the above, project outcomes have been substantially achieved consistent with key performance indicators and expectations despite delays resulting from implementation challenges at the beginning.

64. Furthermore, the substantial progress made in the sector reform which was the most challenging and transformation part of the project, has greatly contributed to setting up a sustained capacity in the road administration and a sustainable system for road maintenance. Finally, the TSP was able to handle in a very flexible and proactive manner the different issues that arose during implementation to complete the institutional strengthening of the ministries and the rehabilitation activities.

65. Consequently, on the basis of the significant relevance, moderate efficacy, and significant efficiency, the overall project outcome rating is moderately satisfactory as stated earlier.

3.5 Overarching Themes, Other Outcomes and Impacts

(a) Poverty Impacts, Gender Aspects, and Social Development

66. Gender aspects and social development. The improvement in rural accessibility and mobility, which was partly supported by the project, contributed to Burkina Faso’s poverty reduction and social development. Indeed, many villages in the PIA which were cut off for four to six months per year because inaccessibility have been linked by an all-season road either through the road rehabilitation works or through construction or rehabilitation of culverts under the TSP. Villages partially cut off during the rainy season due to the poor condition of their access roads were reconnected by all-season roads. For example people living in the Sirakoro

and Mangodara villages before the project, had to travel about 100 km to access the health center in Banfora. Their main market and health center in Mangodara are now linked within about one hour of travel time. The construction of the 17 culverts under the AF provided an all-season access to 34 villages with about 345,908 inhabitants. In addition, about 19,000 jobs were created to carry out all the road works representing remunerations of more than US$4 million (about 1,832,480,000 FCFA and also provided about US$200,000 (around 89,631,200 FCFA) of financial benefits through the provision of socio economic infrastructures to the youth in the villages along the rehabilitated roads. Furthermore, while the direct beneficiaries of the AF were expected to reach 250,000 within 78 municipalities, (of which 30 percent female), the total direct beneficiaries for the entire TSP was in 2012, about 4,140,000, (of which about 52 percent female). The TSP has also provided training to 279 IMT stakeholders and 111 IMT manufacturers in the 45 provinces and a promotion workshop between the manufacturers and 882 users of IMT in rural areas ensuring availability of trained manufacturers to enable easy access to and repair of IMT in each of the 45 provinces of the country.

67. The strengthening MITH. With the support of the TSP, not only the DEP and the CGES have been created or reinforced, but also the GoBF has highlighted the importance of the programming and environmental stakes in the transport sector by transforming these structures respectively into General Directorate of Studies and Sector Statistics and the Social and Environmental Monitoring Unit (an autonomous service). In light of the strong support of the TSP in financing the creation of key databases to the different MITH departments and services, Comité d’Harmonisation des Bases de Données des Transports - CHABDT (the Transport Database Committee ) has been created with the main functions of harmonizing and monitoring all the databases related to the transport sector in Burkina Faso.

68. The MTR recommendation not to transfer the PCU to the Ministry as initially planned, offered the PCU the opportunity to grow and expand its abilities in project coordination, management (i.e. supervision, procurement, financial management, M&E and environment monitoring). By doing so, the PCU not only gained strong capacity but also recognition by the transport sector country wide. Furthermore, the GoBF has also entrusted the PCU with the management responsibility of many other projects financed by development partners, as well as the function of the National Secretary of the Transport Sector within the SCADD framework.

69. Improvement in road network management. The TSP had a positive impact on improving road network management through contributing to the creation and support of the FER which would provide a stable way to ensure sustainable availability of resources for the network maintenance program. The TSP has also supported the Agence des Travaux d’Infrastructures du Burkina, AGETIB (Infrastructure Works Agency of Burkina) as a solution to some dysfunctions of the road sector, with the objectives to: (a) streamline the current long procurement process and delays in payment to contractors; and (b) improve the project management in order to speed up the completion time of projects, in respecting the quality of works in the right timing.

70. Improvements in civil aviation security and safety. The unplanned study on the restructuring of the DGACM, supported by TSP, led to the creation of the civil aviation authority (ANAC) which has fully contributed to improving the compliance of Burkina Faso civil aviation sub-sector with the International Civil Aviation Organization (ICAO) security and safety standards.

71. Road safety improvements. The study on upgrading the operating conditions of vehicles in Burkina led to development of a tax and custom exemption scheme. As a consequence in 2013, 188 old fuel tankers were replaced by new ones in Burkina Faso out of 200 authorized vehicles (94 percent), 50 haulage trucks were replaced by new ones among the 400 authorized vehicles (12.5 percent), and 15 taxis were replaced by new ones among the 300 authorized vehicles (5 percent). Road safety on rehabilitated roads also improved considerably with the construction of new two-lane bridges and culverts in replacement of the old one-lane structures.

72. Creation of SMEs in the construction industry. The capacity of small and medium firms in civil engineering was reinforced with the experience gained in roads rehabilitation financed by the project, and these SMEs have acquired more capacity to perform more complex works.

3.6 Summary of Findings of Beneficiary Survey and/or Stakeholder Workshops

73. The institutional audit related to the achievements of the TSP’s Component A showed positive results and impact on the day-to-day management of the different ministries’ entities concerned by the reforms and the capacity strengthening led by or provided through the TSP. Most of the data in the Annex 2 derived from the conclusions and recommendations of this report. In addition, the ICR team held a very open discussion forum with the local SMEs and road works studies or/and supervision firms to share lessons from their experiences as contractors for the implementation of the TSP’s investment program. Even if at the beginning there were challenges, as described above, at the end of the TSP, the local companies constituted a new generation of road rehabilitation or maintenance industry in Burkina Faso. Discussion in the field was also held with the direct population living along side of the rehabilitated roads and helped to assess the impact of the implementation of the investment program.

4. Assessment of Risk to Development Outcome Rating: High

74. Political and financing risk. Despite the progress made in the transport sector with the support of the TSP, major changes in government transport policies, commitments or resource allocation could pose a risk to the resource needs of the sector and the project activities. Any loss of commitment by GoBF’s vis-à-vis the realized and ongoing reforms, could also jeopardize the sustainability of some of the project’s outcomes. Although funding for maintenance has improved, the vast financial needs of the sector may pose a financing risk. This is because to sustain the improvement of the national and rural road networks achieved under the project, the GoBF would need to ensure constant supply of the Road Fund resources or other sources of finance in order to cover the road maintenance needs effectively. In

addition, turnover and loss of people trained under the TSP could erode the acquired technical and management capacity of MITH’s different departments. Considering these factors, the risk to the development outcome is high.

5. Assessment of Bank and Borrower Performance

5.1 Bank Performance

(a) Bank Performance in Ensuring Quality at Entry Rating: Moderately Unsatisfactory

75. The project was fully aligned with both the GoBF priorities and the CAS and was prepared in full consultation with the other development partners. The project design was coherent and balance by responding both to institutional and sector reforms, and to priority investment needs in the transport infrastructure sector. The World Bank project preparation team possessed the necessary relevant experience and skills to for addressing both the works and institutional reform aspects of the transport sector that the project was supporting. Nevertheless, the delay in the start of the investment program due to the difficulties related to the quality of the technical studies puts a question mark on the readiness for implementation of the project. Furthermore, the inadequate preparation of the spot improvement approach for the road maintenance works, delayed the start of the works component. The combined effect of poor quality technical studies, inadequate preparation of the stop improvement maintenance concept and higher than expected road construction costs, led to the slow implementation of the project during its first phase of implementation from 2003 to 2006. A more conservative approach by the project preparation team, in terms of technical approach to be adopted, procurement readiness and cost estimates, should have ensured a higher Quality at Entry standard for the project.

76. Finally, although the M&E framework captured exhaustively the outputs and the outcomes of the sector reforms and the Government road rehabilitation program of the TSP, even the baseline values were not defined during preparation and the project had too many indicators which were difficult to collect. This led to major difficulties throughout the project in the collection of data for the project.

(b) Quality of Supervision Rating: Satisfactory

77. The project, due to its size and complexity, required intense and close supervision right from the start. This did not happen during the first year (FY 2004) corrective actions were rapidly taken, the following years. Indeed, after the effectiveness of the project on August 15, 2003, only the project launching workshop mission was conducted in November 2003. A reverse supervision mission, Washington on April 2004 during the Annual Meetings, discussed the project’s pending issues after the project launch. Seventeen supervisions missions were conducted during the implementation of the project with an average of two missions per year. Strong World Bank management support to restructure the project in 2006, and the presence of transport staff at the country office, helped to provide close management and technical oversight. The design was modified in a timely fashion to respond to the changes and

deficiencies, contributed to the restructuring of the MITH into three ministries. The impacts of the 2008/2009 financial crisis and the series of external shocks that affected project implementation were handled appropriately by the World Bank through the quick mobilization of AF.

78. After the corrective actions were taken in the early stages of project implementation, different Task Team Leaders (TTLs) were able to intensify their supervision effort resulting in: (a) closer interaction with the Borrower, the implementing agencies and the partners; and (bi) more extensive field visits of project sites scattered all over the country.

79. Despite the multiplicity of implementing agencies and project restructuring early on, the Bank’s supervision efforts and engagement with the GoBF and consistent and constructive. The Bank team involved in the project preparation and implementation helped the GoBF to face multiple challenges and risks and to accelerate the technical assistance to support the DGR and DGPR staff tackle and understand the spots improvement rehabilitation approach and also to support SMEs and local consulting firms. Mechanisms to address implementation issues supported by the number of restructurings signaled the World Bank team’s proactivity and timely responsiveness during the implementation period. Key indicators were streamlined at restructuring. The World Bank’s efforts to keep implementation on track paid off with most of the project activities implemented and disbursements topping 99 percent.

5.2 Borrower Performance

(a) Government Performance Rating: Moderately Satisfactory

80. During project preparation and throughout implementation, the GoBF ownership was remained strong. More specifically, it adopted a comprehensive transport policy and strategy and was able to involve development partners around its multi-year holistic institutional and sector reforms and road transport rehabilitation program. The needs for institutional and physical improvements in the sector were large despite earlier investments in PASEC-T. Maintenance of the transport infrastructure was intensive and complex. The GoBF took the necessary actions to properly implement the project. Such actions included: (a) the timely staffing of the PCU; (b) the updating of the National Rural Transport Strategy or NRTS; (c) the adoption of the Transport Sector Framework Law; (d) the decentralization of the management of the rural roads network by DGPR in creating its 45 provincial branches; (e) the implementation of a least-cost methodology for the design of the rural roads; (f) the appropriate maintenance of the rehabilitated roads; and (g) the adoption of the Medium Term Expenditure Framework (Cadre de Dépenses à Moyen Terme, CDMT). Also, as part of the sector reforms, the GoBF created different autonomous agencies such as the Road Maintenance Fund (FER), the AGETIB, the CONASER and CNSR, and the ANAC.

81. In spite of the downward revision of the total length of roads maintained, the physical results achieved have been above the revised objectives (121 percent). The GoBF had also continued discussion with the donor community, mainly the African Development Bank and the European Union, to mobilize resources for the rehabilitation of the remaining roads to complement the 713 km of rural roads funded under HIPC resources (see data sheet).

(b) Implementing Agency or Agencies Performance Rating: Satisfactory

82. Several implementing agencies were involved in the project, each one with its own activities to implement during different periods of the project life. Globally, all activities executed by these implementing agencies were broadly achieved. However, and as explained in section 2.2(c) above, there were delays especially during the first part of the project in implementing the key rural roads component by DGR and DGPR. Furthermore, both DGR and DGPR had weak ownership of the spot improvement concepts supported by the project. However, as a result of the 2006 project restructuring, the PCU was given a more central role in coordinating, monitoring and ensuring the implementation of all project activities. This produced strong results especially in terms of implementation of the road works component of the project and greatly ensured that all project activities were substantially implemented by the end of the project.

83. The Ministry in charge of infrastructure and the nine implementing agencies actively worked to implement the project. While the first half (2003-2006) of the project implementation had a slow start in terms of the road works activities and disbursements, the restructuring and some adjustments made by the GoBF allowed a significant improvement in implementation. More importantly, GoBF worked closely with World Bank team to overcome implementation bottlenecks in order to effectively implement the project and substantially achieve the PDOs.

6. Lessons Learned

84. Complex project design in a low capacity environment requires close and intense supervision. Major risks and adequate mitigations measures were identified during project preparation. However, the insufficient supervision at the early stage of this complex project negatively impacted project implementation. For instance, the project suffered for a while from the initial absence of baseline data, the design flaws of the initial tender documents of road works with the new spot improvement approach, and the non-application of the planned annual institutional audits and evaluation surveys in the PAD. These key issues led to cumulative difficulties for the management and monitoring of the project.

85. Adequacy of the M&E system is the key to proper monitoring of results. The choice of the PDO indicators should take into account the type of data which can be collected during implementation. For instance, non-urban road transport fare was one of the PDO indicators of

the TSP. Nevertheless, this data was not annually available during implementation. And the most important, baseline values of all selected PDO indicators should be measured and given at the early start of the project, and should be seriously considered as a covenant, and not an option. As a result, it was not easy to assess the achievements, the outcomes and the impacts of the project.

86. Quality Enhancement Review is critical to ensure implementation readiness. The low quality of the final engineering design and procurement documents that were certified to be ready at approval for the first year’s activities of the project and that did not address adequately the technical approach of road improvement envisaged by the project, has led to important delays for the project implementation. It would be appropriate to ensure technical design studies and bidding documents completely validated and approved before declaring them ready when considering the project first year’s investment program.

87. Project components/activities should be properly funded/supported to achieve PDOs. The project faced some difficulties resulting from untimely and insufficient resources made available for funding of certain activities. To avoid such perils, a robust and realistic cost estimates must be provided during the preparation of projects to clarify the level of funding to be included in the counterpart resources to avoid further financing gaps jeopardizing the functioning of government units in charge of specific activities. For example, the project encountered this problem for the operation costs of the CGES and the data collection activities to feed the different transport sector databases financed by the TSP. Such operating costs should normally be assessed at the preparation stage and regularly included in the direct expenses of the project whether there are funded through IDA resources or the Government counterpart funds. In addition; even though the cost overrun encountered by the project and which led to halve its objectives in terms of length of roads to be rehabilitated or with periodic maintenance works mostly derived from external causes during the project implementation, the estimates cost of roads works in the conditions of the TSP, a multiyear complex road project, needed to be very realistic and prudent to take into account the fact that: (a) the specific roads were not all determined at the beginning of the project; (b) the economic environment would certainly not be the same inducing fluctuation of exchange rates, and; (c) the project technical approach for the rehabilitation works is new in the context of the country.

88. Flexibility during project implementation is crucial. The design of the TSP was adjusted during implementation to take into account the evolving situation (lack of counterpart funding, keeping the PCU because of the unreadiness of the ministerial executing agencies, needs for unplanned key studies, etc.). All of these contributed to reaching almost 100 percent disbursement rate of the project and to optimizing the achievements of the PDOs and the project intermediate outcome indicators.

89. Assessment of capacity of all stakeholders/key players is essential to ensure innovative approach can be implemented with success. The introduction of the spot improvement concept in rehabilitation works on roads with low traffic requires careful preparation/advocacy/planning so it can work locally. The tendency of road administrations, contractors and consultants is to fully rehabilitate the concerned roads. For TSP, technical studies did not appropriately take this concept into account while designing the needed works, and bids came in higher than expected.

Contractors misunderstood the concept introduced by the project of road spot improvements at the start of the project. This means that without full ownership of the spot improvement rehabilitation concept and capacity to implement it, it should not be attempted or should be redefined as a classical bridges/culvert/drainage works rehabilitation/construction approach.

90. High Intensity Labor-based Method (HILM) approach for small scale roads should be promoted as a way to provide job opportunities for local populations. The pilot 35 km road section rehabilitated with HILM under the AF was a success and provided substantial revenues for local populations involved in road works execution. This approach generated two important benefits to the villages: (a) the physical infrastructure access; and (b) source of revenue to improve their living conditions. This Lesson should be underscored as to what extent this method could be disseminated in rural areas for the implementation of the Rural Transport Infrastructure Strategy.

7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners

N/A

(b) Co-financers

N/A

Annex 1. Project Costs and Financing

(a) Project Cost by Component (in USD million equivalent)

Components Original AF Total Actual/Latest Percentage Appraisal Appraisal Appraisal Estimate of Appraisal Estimate Estimate Estimate USD million USD million USD million USD million Institutional Support and Sector 11.5 1.3 12.8 12.8 100% Reforms Road Sector Improvement 129.3 17.4 146.7 130.1 89% Project Coordination Unit 3.6 1.3 4.9 8.2 167% Total Baseline Cost 144.4 20.0 164.4 151.1 92% Physical Contingencies 0 0 0 0 Price Contingencies 0 0 0 0 Total Project Costs 144.4 20.0 164.4 151.1 92% Frond-End fee PPF Front-end IBRD Total Financing Required 144.4 20.0 164.4 151.1 92%

(b) Financing (in USD million equivalent)

Original Total AF Appraisal Actual/Latest Appraisal Appraisal Percentage of Source of Funds Estimate Estimate Estimate Estimate Appraisal USD million USD million USD million USD million Borrower 52.30 4.00 56.30 36.45 65% IDA 49.50 0.00 49,50 53.00 107%

IDA Grant For Debt 42.60 0.00 42.60 46.54 109% Vulnerable IDA Grant 16.00 16.00 15.11 92% (H6160) Total 144.40 20.0 164,4 151.10 92% Exchange rate as of July 31, 2013: 1SDR = US$1.513260

Annex 2. Outputs by Component

Table 2-1: Objectives and Indicators

Objectives Indicators Status as of 2012 and indicators (as per the PAD, PP) Comments (as per DFA) and sources

Project Development Objectives

PDO 1 10 percent increase in the number To increase the mobility of transport operators in the The number of Initial possibilities for people and affected areas by the end of the transport DFA goods in its territory through: Project (number). operators has version : (i) decreasing social, increased “10 economic and financial more than 10 percent transport costs; (ii) increasing percent in the decrease sector management capacity PIA in non- of MITH; (iii) improving (from 2 urban road mobility for the rural operators in transport population; and (iv) 2005 to 8 in fares.” improving road network 2012) condition12.

PDO 2 The average 20 percent decrease in average access time access time to health centres in the to health

affected areas by the end of the centres in the Project. PIA has decreased by

20 percent (from 36 minutes in 2005 to 28 in 2012)

12 A slightly different formulation of the PDO was used in the PAD compared to what was used in the Financing Agreement of the original project. To avoid confusion the proposed FA will use the above PDO, which is the one from the original Financing Agreement.

Objectives Indicators Status as of 2012 and indicators (as per the PAD, PP) Comments (as per DFA) and sources

PDO 3 The teaching Initial Increase in number of teaching months in DFA months in primary schools in the primary version: affected areas. schools in the “Average PIA increased access time to from 8 months primary in 2005 to 9 schools has months in decreased by 2012 20% in project intervention areas.” PDO 4 4,140,982 A dded for Direct beneficiaries in the PIA direct proposed (objective = 250,000), of which beneficiaries AF female 30 percent) of the project activities in the PIA, Source : of which enquête 51.76 percent INSD Mai female (for the 2012 entire TSP)

PDO 5 33.46 percent of Added for Share of rural population with the rural proposed AF access to an all- season road in the population in the activities PIA (25 percent) PIA have access IAR to an all- season calculated road mars 2013

Objectives Indicators Status as of 2012 and indicators (as per the PAD, PP) Comments (as per DFA) and sources

Number of rural people with 2,419,658 Added for access to all- season roads in the population AF activities PIA (objective=3,000,000) have access to all- season road in the PIA

Added for 70 percent of proposed AF Roads in Good and Fair Condition the Total activities as a Share of Total Classified Classified (Initial Roads (70 percent) Roads are in DFA Good and Fair “100 percent Condition of classified road network’s condition has improved.”)

Added for AF activities Size of the total classified network 15,272 Km is (15,400 km) the size of the total classified network in Burkina

Table 2-2: Outputs

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP Component A: Institutional Support and sector reform Sub-Component A1: Reorganization and strengthening of MITH The DRH Database is in place. In addition, 165 staff of DRH The DRH personnel were trained under various themes (procurement, HR database is database is management, audit, communication, project connected to the operational and management, etc. equipment and office furniture were SIGASPE the MITH also provided (Annex 8 personnel is provides details adequately of equipment managed and office Improved according to furniture human the ministry provided. resources needs given its management constraints The CFP and Due to the division of the original MITH in the two Institutional the CFTRA ministries, it was decided to keep the two training audit report – have merged centers as it is and strengthen each of them by creating May 2010 and appropriate new training courses as training for road works training taken machine operators or specialization in road safety place. issues, etc SG can fully Trainings in ownership of the budgetary support Institutional supervise the approach were provided to the SGs of the different audit report – MITH ministries of the sector, and equipment, office May 2010 investments furniture and vehicles were also provided by the TSP. and other ancillary activities The DGTTM Capacity of DGTTM was strengthened, trainings were The severe dully collects, provided to 154 staff in various fields like, floods of 2009 processes, procurement, legal safety of maritime operations, road caused serious analyzes and safety, projects M&E, audit, transportation, damages to the publishes communication etc. its database was updated and DGTTM sectoral data on modernized. equipment and a semi-annual consequently to basis. the database which needs Improved some update and management of equipment. the transport Report from sector PCU Five annual Two annual conferences were held (2004 and 2006) Institutional Conferences on and then the conference was replaced by an annual audit report – the Transport meeting concerning the private sector, the public May 2010 sector have Administration and the sector’s users. been carried

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP out. The CGES The CGES met all the requirements of the TSP and See section improves the was transformed into SGES, as permanent unit for the 2.4(a) above. environmental entire transport sector within the organizational And the and social structure of the MID, with its own operating budget institutional responsiveness making it fully operational and functional audit of MITH activities. The DEP DEP’s staff was trained in environmental and social The DEP has builds efficient issues, project management, project M&E, finally been MITH wide Communication, audit, Transportation, etc. equipment transformed into activity and furniture and vehicles were also provided. In DGESS and an programs addition, the ministries computerization systems were autonomous based on assessed and updated, and databases were put in place service, as a appropriate to ease planning activities within the DEP. Statistics consequence of studies year books are published. the strengthening from the TSP. Report from PCU and institutional audit report. The DAF 718 staff of the DAF were trained in various themes Institutional manages and such as financial management, auditing, Medium audit report – Improved reports Term Expenditure Framework approach (CDMT), May 2010 budgetary, efficiently the Procedures, Communication, project management programming use of MITH project M&E, etc. equipment and furniture and and financial funds allowing vehicles were also provided. capacity full budgetary monitoring. All the MITH As said above the training to staff included CDMT Institutional top executive budgetary approach. audit report – have been May 2010 Readiness for trained to the CDMT MDTF. implementation Three mock The ministries are functioning based on the CDMT Institutional (programmatic budget- approach and MITH is among the pilot ministries for audit report – approach ) programs have this programmatic approach. The establishment of the May 2010 been ministries annual budget, the budget execution successfully monthly report and the control senses are regularly conducted presented by the DAFs. within the CDMT framework

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP Sub-Component A-2: Promotion of the private transport service industry. The Sectoral The law was adopted by the Parliament in 2008. Report from the Framework PCU Law (loi d’orientation sectorielle) has been adopted by the GoBF and presented to the National Parliament. Coordination Two Technical Consultation Committees were created Report from the Committee by minister’s decrees (one for Building and Public PCU between the Works issues, and the second related to Transportation MITH and the issues), following recommendation from the first private sector Conference on the transport sector. In addition, the are set, operate GoBF held regularly a global annual meeting with the properly and private sector and the meetings’ reports (2005-2012) all sector issues are available. are discussed. 20 percent of 516 carriers were trained in financial and commercial Report from the carriers have management, logistical and technical management of PCU been trained in the public transport vehicles and legal environment of transport the carriers. This number is above the target of 20 hauling percent. company management. 50 percent of No data available. It seems the regional guarantee is Report from the carriers have not yet operational. PCU received technical assistance to benefit from the regional guarantee operations.

10 surveys on One survey was conducted and allowed to put in place Report from the hindrance to a monitoring system of the hindrances to road PCU road transport transport and to discuss with concerned stakeholders have been the DGTTM methodology. However, with the regular performed and publications provided by the UEMOA’s Abnormal their results Practices Observatory (OPA) the DGTTM’s survey published. had become inappropriate. The CBC The TSP helped the CBC for: (i) establishment of a Report from the increases its virtual transport market; (ii) elaboration of a PCU outreach of communication plan; and (iii) wiring of the CBC.

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP private small Training on M&E, Computer operation, audit and carriers. communication were provided to 30 staff. The CBC Following a study conducted by the CBC, the Report from the collects transport data base was strengthened and updated and PCU processes, is operational. analyses and published relevant transport data on a semi- annual basis. Sub-Component A-3: improvement of the road network management Appropriate Initially the network maintenance works were funded Report from the road directly through a budgetary line. However and since PCU maintenance the FER is operational its resources has increased from policy is FCFA10.8 Billion (about US$24 million) in 2008 to implemented about FCFA17.1 Billion (about US$38 million) in and routine 2013. The estimates for 2014 are FCFA 23.6 Billion maintenance is (about US$52 million). in addition and since 2012, carried out on FER estimates include 76 percent for periodic the entire maintenance in 2012 and 63 percent for 203 and 2014 classified periodic maintenance planned works. (ii) annual network. In maintenance program are generally adopted before the particular: (i) end of the preparation year. (iii) Maintenance works annual funding are outsourced to the private sector as there is no more required for Force Account brigade in Burkina, since the PASEC- routine T; (iv) total period for contracting for maintenance maintenance is works were reduced and the necessary period for dully allocated; works invoices payment was also reduced to 15 days, (ii) annual currently. maintenance plan are prepared by 31 October of each year; (iii) maintenance works are contracted out and executed according to contracts; and (iv) efficient procurement and payment procedures are enforced. 30% of the Due to difficulties encountered in the ownership of the

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP road network spot improvement approach by the DGR, DGPR, receives spot Consultant Firms and SMEs, most of the initial project improvement roads were rehabilitated with the full gravelling investments. approach. One of the recommendations from the MTR was to limit the spot improvement approach to rural roads which has finally represented 60 percent of the length achieved and proceed with full re-graveling for the main roads which has covered 40 percent of the achievement of Component B. 30 percent of The progressive upgrading approach derives from the the road spot improvements approach. So, the extent at which networks are the spot improvement was followed would also managed with determine the extent at which the progressive a progressive upgrading was implemented. In fact, the progressive upgrading upgrading approach has been abandoned and finally approach. replaced by the spot improvement. This had contributed to the cost overrun described above. The case of the construction of 17 culverts under the AF was a good opportunity to implement the progressive upgrading approach. Law and President Decree No 2003- Report from decrees 138/PRES/PM/MITH/MAHRH/MATD/MFB/MCPEA PCU relevant to the dated March 14, 2003. NRTS approved by GoBF. The DGPR is DGPR was provided with trainings, equipment and Report from operational and furniture and vehicle. Forty-five (45) technical staff PCU active in all the were recruited, trained and equipped by the TSP and provinces sent in the 45 provincial units of DGTP. In addition, according to the Regional Directorates coordinating the provincial the NRTS units’ functioning were also equipped by the project. implementation The TSP also helped experiment Labour Intensive manual. works for rehabilitation of rural roads in implementing the NRTS. A rural roads database was put in place with a geographic information system for localization. 50 percent of The assessment for this indicator was mainly based on Reports from the rural the training provided to 279 IMT stakeholders and 111 the PCU households IMT manufacturers in the 45 provinces and a have access to promotion workshop between the manufacturers and affordable 882 users of IMT in rural areas. The objective was to transport ensure availability of trained manufacturers for the services and/or construction and the repair of IMT in each of the 45 means of provinces of the country and liaising manufacturers to transport. users. This combined with the passability of the rehabilitated rural roads has enlarged access to affordable transport services and/or means of transport

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP to more than 50 percent of the rural households in the PIA. Sub-Component A-4: Support to the DGACM Civil Aviation The Civil Aviation Code in Burkina dated from year Report from rules are 1960 was updated by the Parliament with the adoption PCU updated. of the new law No 013-2010/AN, on April 2010. The DGACM 17 staff from DGACM were trained and this had Report from staff is trained impacted the 2007 audit from the ICAO which results PCU in air transport were: (i) security conformity ration has moved from security and 48.3 percent to 70 percent, (ii) safety conformity ratio safety. moved from 54 percent to 75 percent; (iii) the percentage of technical staff in conformity with ICAO safety standard moved from 20 percent to 60 percent, etc. New back-up The generator is operational. Report from power PCU generator is operational at Ouagadougou airport. The study on The study was conducted and led to: (i) the creation of Report from safety and the ANAC by decree No 2009-940/PRES/PM/MEFM PCU security issues dated December 31, 2009; (ii) the adoption of a new at the organizational chart for the DGACM, and; (iii) the Ouagadougou redeployment and recruitment of new qualified staff. airport has been carried out. Sub-Component A-5 : Road safety improvement & HIV/AIDS program The National The Road Safety National Strategy was adopted by the Report from Road Safety decree No 2009-055/PRES/PM/MT/MEF/SECU and a PCU Strategy and Road Safety National Plan was adopted for the period Road Safety relevant laws covering 2011 – 2020 on July 26, 2011. A study improvement and decrees related to the upgrading and operating conditions of have been vehicles was also conducted. Based on the conclusions adopted by the of the study and according to facilities offered by the GoBF GoBF for the implementation of these conclusions, 188 old fuel tankers were replaced by new ones in Burkina Faso out of 200 authorized vehicles (94 percent), 50 haulage trucks were replaced by new ones among the 400 authorized vehicles (12.5 percent), and 15 taxis were replaced by new ones among the 300 authorized vehicles (5 percent). In addition, the TSP supported the creation of the ONASER and the strengthening of the CONASER. DGTTM has The TSP has supported: (i) strengthening of DGTTM Report from been trained in staff in road transportation and road safety PCU

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP road safety organizational and management technics; (ii) on-site actions. training of trainers for driving license instructors; (iii) organization of road safety sensitization campaigns; (iv) training of 60 teachers, 50 trucks drivers, 50 policemen, 300 members of communities’ organizations, 50 associations’ leaders for promotion of road safety sensitization, and (v) road safety campaigns films and spots were realized for radio and TV emissions, etc. 60 percent of Sensitization campaigns were organized for the Report from the transport prevention and detection for the staff from the two PCU professionals ministries or from the transport private sector. the HIV/AIDS are reached by local cells of the CMLS were also trained for better program HIV/AIDS results in the sector. Training for the implementation prevention of income-generating activities was also provided for campaigns. yet infected persons. Globally about 9,000 persons were sensitized. 10 percent of 400 infected patients received free ARV. Through the Report from transport CMLS, all the ministry projects include HIV/AIDS PCU professionals activities and the estimates from the PCU report that have access to 90 percent of infected patients received a treatment. appropriate HIV/AIDS treatments. Component B: Road Network Improvement. Sub-Component B-1: Main roads rehabilitation and periodic maintenance. 2,616 km of These objectives were downgraded to 1,710 km with Report from the unpaved roads the 2006 restructuring and became 850 km of periodic PCU. have received maintenance and 860 km of rehabilitation works. About 84% of periodic Finally, 840.3 km of periodic maintenance and 583.5 the revised maintenance km of rehabilitation were completed for a total of objectives were and 1,611 km 1,424 km. This reduction was due to financing gap and achieved. are cost overrun, as explained in para 43 above. rehabilitated. Sub-Component B-2: Local government access roads. 350 km As described in p.13 in the PAD the TSP had planned Report from the departments’ to rehabilitate 1,580 km of Department capital city PCU. About capital cities access and 250 km of cotton area access roads, totaling 98% of the have year-long 1,830 km. These estimates were reduced to 500 km of revised car passable Department capital access and 250 km of cotton area objective was access access at the 2006 restructuring, reducing the initial achieved. length to 750 km. Finally, the TSP has completed However, when 516.5 km of department capital city access and 215.1 considering km of cotton area access, totaling 731.6 km. together all the Sub-component B-2 the achievement is

Outputs from Indicators as Status as per 2012 Comments and Components per PAD or sources PP 185 percent. 1,000 km of The initial length of 1,000 km of rural roads was About 400 rural roads reduced to 314 km at the 2006 restructuring. However, percent of the have been at the closing of the TSP 524.5 km of rural roads were revised opened to year- treated and the GoBF had also reopened 713.2 km of objective was long car traffic rural roads under the HIPIC funding, totaling 1,237,7 achieved. km. However, when considering together all the Sub-component B-2 the achievement is 185 percent.

Table 2-3: Unit costs of road works financed by TSP Unit price Initial estimates Actual Realization difference Benchmark A B in % C=B/C Periodic maintenance Revised objective : 850 of 2,616 km of main km/2,616 km earth roads at a unit Periodic maintenance of 840 +30.7% cost of FCFA15 M/km km of main earth roads at FCFA19.6 M/km Rehabilitation of Revised objectives secondary roads type 1 Rehab 1 : 500 km / 911 km of 911 km at FCFA15 Rehabilitation (type 1) of +32% (i) a major drop in M/km 373 km of secondary roads at the value of the FCFA19.8 M/km US$ vis-à-vis the Rehabilitation of Revised objectives FCFA from FCFA660 at secondary roads type 2 Rehab 2 : 350 Km / 700 km appraisal to of 700 km at FCFA6 Rehabilitation (type 2) of -15% FCFA450 at the M/km 210 km of secondary roads at initial project FCFA5.1 M/km closing date Rehabilitation of Revised objective: 500 (September 30, 1,580 km of km/1,580 km 2008); and (ii) an Department capital Rehabilitation of 516 km of +61.4% increase in overall city access roads at a Department capital city construction costs unit cost of FCFA4.4 access roads at FCFA7.1 by about 58 percent M/km M/km since the start of the project Rehabilitation of 250 Same objective: 250 km km of Cotton area Rehabilitation of 215 km of Depreciation Rate access roads at a unit Cotton area access roads at +204% as a benchmark : cost of FCFA4.4 FCFA9 M/km 50 percent M/km

Light spot Revised objective: 420 improvement of 1,000 km/1,000 km km of rural roads at a Light spot improvement of +450% unit cost of FCFA2 M 524 km of rural roads at FCFA9 M/km Average FCFA9.51 M/km FCFA13.16 M/km +38.3% +50% Unit Price

Annexes 3 : Inventory for Purchase of equipment for Implementing Agencies

EQUIPMENT DEP DAF DRH DGPR DGR DGTTM AGCT AUTRES TOTAL COMPUTER HARDWARE - Printers 3 18 14 3 4 5 44 22 113 - Inverters 8 14 14 8 6 2 44 24 120 - l Computer software 1 1

- Scanner 1 1 2

- Office computer 3 6 9

- Digital Camera 1 1 1 3

- Video Projector 1 1 2

- Laptops 1 2 1 2 20 26

- Microprocessors 12 13 8 7 3 45 34 122

OTHER COMPUTER 1 11 4 16 EQUIPMENT OFFICE EQUIPMENT

- Photocopiers 2 3 5 10

- Canon Fax Laser Multi-Fonc 3 3 6

- Drawing Board 50 57 107

- Standing Fans 1 1

OTHER OFFICE EQUIPMENT 17 478 495

Office Furniture

- Visitor Chairs and others 19 19

- Office desk with return 2 28 30

- Arm Chair for Director 3 10 13

- Office cabinets 4 2 6

- Office shelves 3 7 10

- Regular Office chairs 6 25 31

- Office right desk with DOLBY type 10 10

- Chairs for Conference room 18 18

- Computer table 1 1

- Standard Office Cabinet 18 18

- Complete living room set + coffee 1 49 50 table - Metallic cabinets 1 3 4

OTHER OFFICE EQUIPMENT 39 532 80 46 697

ROLLING STOCK

- Mutsubishi L200 4X4 3 1 1 3 7 15

- Toyota Land Cruiser 2 1 11 14

- Motobikes 46 46

VARIOUS OTHER EQUIPMENT 1 1 155 47 2 2 208

Source PST-2009 39

Annex 4. Economic and Financial Analysis

1. The agreed “economic analysis framework” to be applied to all road maintenance or rehabilitation works with the TSP financing consists of the following:

• For all planned rural road links slated for rehabilitation/periodic maintenance that have more than 200 Vehicles Per Day (VPD) the Highway Design Model (version IV) will be used to conduct the economic analysis. • For all planned rural road links slated for rehabilitation/periodic maintenance that have between 50 VPDs and 200 VPDs the Roads Economic Decision Model (RED) will be used to conduct the economic analysis. • For all planned rural road links slated for rehabilitation/periodic maintenance that have less than 50 VPDs the Cost Effectiveness Analysis model will be used to conduct the economic analysis.

2. For practical reasons, the planned economic analysis has been applied with some additional adaptation for some cases by using multi-criteria analysis base on least cost methodology. The economic analyses realized in 2005 during the implementation of the PST for roads whose traffics are available and more than 50 VPDs are summarized as follows:

Table 4-1: Economic Internal Rate of Return File Itinerary Sensitivity Economic Internal Immediate analysis Rate of Return Rate of (EIRR) Return Periodic maintenance works of 850 km

500 km Dori - Gorom Gorom Option 1 13%

Option 2 7%

Sebba - Dori Option 1 NA Option 2 5% Option 3 -2% Djibo - Dori 20%

Bourzanga - Djibo Option 1 7% Option 2 5%

Option 3 -7% Dindéresso - Banzon Option 1 21% Option 2 26% Option 3 14% Balavé - Front. Mali Option 1 NA Option 2 -6% 475 km

File Itinerary Sensitivity Economic Internal Immediate analysis Rate of Return Rate of (EIRR) Return Group 1 Kombissiri - Gana-GANA - Toessé-Embr. 47% 51% National Road 5 -Bazèga

Group 2 Koudougou-Kindi 12% 21% (43,6km) Group 3 Dakoro -Gouindougouba (12 km)- 120% 121% Soubakaniedougou - Toumousseni (25.3 km)-Niangoloko - Soubakaniedougou (24km) Group 4 Boroum -Bouroum - Kampti (88 km) 76% 78%

Group 5 Orodara- Samorogouan (51km) 18% 26% Group 6 Balavé - Solenzo (25.0 km)-Kolonkura-Soin 18% 26% (5.2 km)-Ouahabou - Mamou (43.4 km)- Boromo -Satané (55.4 km) Group 7 Boulsa -Piela(50.4km) 17% 25% Rehabilitation 850 km 350 km of Earth Road 1 NPV Kiembara- Louta Option-l 27% 0 .982 Option -2 30% 0 .81 Options 29% 0 .608 Sidéradougou - Klesso Option -l 26,70% 1,707 Option -2 22,60% 0 .849 Options 26,80% 0 .616 Koueré - Mangodara Option -l 24% 1,77 Option -2 18% 0 .536 Options 14% 0 .101 Beune - Tiogo Option -l 40% 6,086 Option -2 30% 2,435 Options 13% 0 .076 Kofila - Sogossagasso Option -l 7% - 0.0257 Option -2 4% - 0.31 Options 8% - 0.069

3. The economic analysis as planned has estimated the EIRRs of the road works at a range between 5 percent and 40 percent, with an average approx. at 14 percent.

The ranking process realized during the implementation of the PST for the selection of roads whose traffics are not available and likely less than 50 VPDs, are summarized as follows:

Assumption: Road work unit cost for basic access level of service at FCFA2 M/km

Table 4:2- Cost Effectiveness Analysis (CEA)

Road Work Type Length Financing Start location End location Impacted CEA in km population index (* 100000)

165 km Rural 27.00 TSP Embr (Kaîbo - Manga) Ouahigouya - 123,042 227.86 Roads -Rayassemenoré Namissiguian

81 km Rural 5.00 Embr.Manga-Kaïbo- Dayassemnoré 19,860 198.60 Roads

80 km Rural 6.00 TSP Kombissiri Tarkoudg Tenga 23,460 195.50 Roads 67 km Rural 14.00 TSP Dédougou Soukuy 39,921 142.58 Roads 200 km Feeder 6.66 TSP Emb National Road 17 Komtoèga 17,153 128.78 Roads 35 km HILM 2.14 TSP bretelle Koulfo 3,618 84.49 Roads 200 km Feeder 17.11 TSP Titao (Hospital) Windigui (marché 22,726 66.41 Roads 80 km Rural 12.60 TSP Kokologo Doundouni 15,059 59.76 Roads 300 km Feeder 25.00 TSP Gourcy Bassi 27,756 55.51 Roads 81 km Rural 5.00 TSP Nioniogo Goupana 3,978 39.78 Roads 80 km Rural 25.00 TSP Nioko I Badnogo II 17,466 34.93 Roads 300 km Feeder 23.00 TSP Imasgo Soaw 15,370 33.41 Roads 35 km HILM 4.33 FA TSP Gori National Road 18 2,720 31.45 Roads 35 km HILM 5.80 FA TSP Tangaye (S54) Kankalsi 3,580 30.85 Roads 300 km Feeder 20.80 TSP Koalla Dakiri 12,693 30.51 Roads 35 km HILM 5.73 FA TSP Dabilgou Tangaye 3,452 30.12 Roads

Road Work Type Length Financing Start location End location Impacted CEA in km population index (* 100000)

35 km HILM 6.20 FA TSP Boulyend National Road 18 3,724 30.02 Roads (6203m 35 km HILM 5.33 FA TSP Obdaga Kamassi -Gori 3,025 28.37 Roads 35 km HILM 5.97 FA TSP Sommet S1 6 Sommet S54 3,250 27.21 Roads 80 km Rural 7.00 TSP Toessé-Dakolin- Bouré 3,686 26.33 Roads 80 km Rural 7.00 TSP Embr. National Road Bonsrima 3,508 25.06

Roads OS(Toécé) 81 km Rural 18.00 TSP Mané Baskouda 8,994 24.98 Roads 300 km Feeder 18.40 TSP Bilanga Yanga Moaka 8,975 24.39 Roads 67 km Rural 25.00 TSP Zogoré Gomboro 10,906 21.81 Roads 67 km Rural 15.20 TSP Kari Toroba 6,536 21.50 Roads 250 km Cotton 13.00 TSP Dissin Ouezzine 5,208 20.03 area access roads 200 km Feeder 60.30 TSP Titao (Hospital) Banh 23,158 19.20 Roads 250 km Cotton 39.00 TSP Samorogouan Sindou Sindo 14,812 18.99 area access roads 165 km Rural 29.15 TSP Moudasso -Lokakuy / /Zanzaka - 10,896 18.69 Roads Koumana -Zanzaka Balmakoté 250 km Cotton 22.65 TSP Yaba Goin 8,148 17.99 area access roads 80 km Rural 4.50 TSP Bonsrima Nayalgué 1,564 17.38 Roads 300 km Feeder 50.25 TSP Sapouy Bougnounou 17,343 17.26 Roads

300 km Feeder 22.00 TSP Ténado/Zindin Tiogo / Bow 6,515 14.81 Roads

250 km Cotton 16.00 TSP Samorogouan Sokorola 4,535 14.17 area access roads

Road Work Type Length Financing Start location End location Impacted CEA in km population index (* 100000)

300 km Feeder 20.50 TSP Bougnounou Guenien 5,729 13.97 Roads

200 km Feeder 40.50 TSP Arbinda (embrRD23) Koutougou 10,945 13.51 Roads

165 km Rural 20.00 TSP Toumousséni - Site Tamassari - 5,051 12.63 Roads PIV Léra

80 km Rural 18.00 TSP Arbolé Dourou 4,278 11.88 Roads 165 km Rural 47.00 TSP Borne km 5 - Kompienbiga - 10,210 10.86 Roads Foulpoudi/ Kaboanga 1/ Kompienga - Borne km 1 9 - Kpenkankandi / Kaboanga 1

81 km Rural 36.00 TSP Bindé-Sondré-Béré Pawamtoré 7,445 10.34 Roads

200 km Feeder 44.03 TSP Tongomayel Kelbo 8,818 10.01 Roads 250 km Cotton 10.00 TSP Sidi (en National Village Sidi 1,958 9.79 area access Road 8) roads 250 km Cotton 13.00 TSP Bamako Neborgane 2,210 8.50 area access roads 250 km Rural 17.00 TSP Mining site Dipienga 2,724 8.01 Roads 250 km Rural 29.40 TSP Pompoî Siby 4,677 7.95 Roads

250 km Cotton 23.90 TSP Nagnimi / Bassiri / Widi - Toaga / 3,783 7.91 area acces Siologen (National Toaga / s roads Road) Sabraogo

165 km Rural 42.00 TSP Bilanga Peulh / Mining site/ 6,305 7.51 Roads Karmama / Gayéri / PK 16

250 km Rural 27.55 TSP Goin Niempourou 3,293 5.98 Roads

Road Work Type Length Financing Start location End location Impacted CEA in km population index (* 100000)

250 km Cotton 29.00 TSP Tuili / Nagouma / Kalwiga / Bas 3,291 5.67 area access Koulpele / Guirgo / fond de Koupélé roads Konlobwamdé / / Village de Koulpele / Guirgo Koupélé / Dagouma (National Road 5) / Dagouma (marché)

250 km Cotton 35.00 TSP Navielgane Monvielo 3,460 4.94 area access roads 250 km Rural 28.00 TSP Pk 16/Pk31 Pk31 /Haaba 2,730 4.88 Roads

250 km Cotton 16.00 TSP Timba Kan goura 1,412 4.41 area access roads

This ranking process has been realized for selection purpose with the main objective to justify the choice and the priority of any selected road for a TSP financing.

Annex 5. Bank Lending and Implementation Support/Supervision Processes

(a) Task Team members

Responsibility/ Names Title Unit Specialty Lending Moctar Thiam Country Manager AFMMR Team Management Hedi Larbi Sector Manager MNISF Peer Reviewer Dieter Schelling Lead Transport Specialist AFTTR Rural Development Christine Ivarsdotter Environmental Specialist AFTEN Environment Renee Desclaux Disbursement Officer LOAF Finance/Disbursement Chief Suspension and Debarment Pascale Dubois OSD Legal Officer Celestin Bado Senior Economist AFTP4 Macroeconomics Alexandre Dossou Sr Transport. Specialist AFTTR Engineering Omar Serigne Fye Consultant, Environmental Specialist AFTHW Environment Financial Siaka Bakayoko Lead Financial Management Specialist AFTMW Management Mamadou Sevede Consultant, Procurement AFTN2 Procurement Financial Mamadou Yaro Sr. Financial Management Specialist AFTFM Management Brahimi Niebe Ag. Senior Agricultural Specialist AFTA2 Rural Agriculture Engineering/ Aguiratou Savadogo Sr Transport. Specialist AFTU2 Procurement Amadou Konare Consultant, Environmental Specialist AFTN1 Environment Cheick Sagna Sr. Social Safeguards Specialist AFTCS Safeguards Yvette Monga Sr. Social Safeguards Specialist AFTCS Safeguards Tidiane Toure Lead Procurement Specialist AFTPM Procurement

Supervision/ICR Engineering/ Aguiratou Savadogo-Tinto Sr Transport Specialist AFTTR Procurement Alain L. Labeau Consultant SASFP Engineering Alexandre K. Dossou Sr Transport Specialist AFTTR Engineering Alphonse Soh Consultant AFTTR Engineering Amadou Konare Consultant AFTED Environment Andreas Schliessler Lead Transport Specialist ECSS5 Transport Economist Arnaud Desmarchelier Consultant SDV Rural Development Bassega Celestin Zinkone Consultant AFMBF M & E Financial Bella Lelouma Diallo Sr Financial Management Specialist AFTFM Management C. Sanjivi Rajasingham Sector Manager AFTTR Management Cheikh A. T. Sagna Senior Social Development Specialist AFTCS Social Safeguards

Fabio Galli Lead Transport Specialist AFTTR Team Management Felly Akiiki Kaboyo Operations Analyst AFTTR Operations Heinz Bender Consultant AFTTR Rural Development Jocelyne O. Do Sacramento Operations Analyst AFTTR Operations Kolie Ousmane Maurice Financal Sr Financial Management Specialist AFTFM Megnan Management Laure Deffa Barry Team Assistant AFTTR Operations Mamadou Yaro Sr Financial Management Specialist AFTFM FMS Mamata Tiendrebeogo Procurement Specialist AFTPC Procurement Mustapha Benmaamar Sr Transport. Specialist. EASIS Rural Development Peter Kristensen Lead Environmental Specialist ENV Environment Robert A. Robelus Consultant AFTWR Environment Thomas Jeffrey Ramin Senior Operations Officer AFTDE M&E William Dakpo Procurement Specialist AFTPC Procurement Wycliffe Okoth Temporary AFTTR Operations Yollande Bougouma Zagre Program Assistant AMFBF Operations Yvette Laure Djachechi Senior Social Development Specialist AFTCS Social Safeguards

(b) Staff Time and Cost Staff Time and Cost (Bank Budget Only) Stage of Project Cycle USD Thousands (including No. of staff weeks travel and consultant costs) Lending FY02 8.25 69.17 FY03 37.42 236.28 Total: 45.67 305.46 Supervision/ICR FY04 32.00 118.55 FY05 29.00 145.32 FY06 41.00 134.21 FY07 45.00 206.12 FY08 27.00 129.24 FY09 28.26 106.00 FY10 16.36 115.60 FY11 18.75 84.98 FY12 8.37 24.52 FY13 7.17 80.48 FY14 5.30 46.66 Total: 258.77 1192.28

Annex 6. Beneficiary Survey Results

N/A

Annex 7. Stakeholder Workshop Report and Results

N/A

Annex 8. Summary of Borrower's ICR and/or Comments on Draft ICR

A. Overall overview of projects

1. The Transport Sector Project (TSP), with a cost of US$144.43 million of which $92.1 million financed by IDA in the form of a loan (US$49.5 million) and a donation (US$42.6 million), is a project to support the implementation of the Second Transport Sector Program (PST-2). Originally planned for the period 2003-2008, it had a first extension to 31/03/2010; the second was achieved on 31/03/2011. It aims to: (i) the acceleration of economic growth based on equity; (ii) the expansion of employment and income generating activities’ opportunities for the poor; and (iii) the promotion of good governance and sectoral reforms. It includes two technical components A and B implemented by the DGR, the DGPR, DEP, DAF, DRH, DGTTM and CBC and an administrative component C implemented by a coordination unit recruited and established for this purpose.

2. The additional funding for the Transport Sector Project (FA / PST), with a cost of US$20 million with a contribution of US$16 million in grant form from IDA, implemented through the World Bank Emergency Fund CRW to help mitigate the effects of: (i) September 2009 floods which have caused lots of damage to road infrastructure; and (ii) the financial crisis has caused higher development costs than expected. It was executed from 2011 to 2013. FA-PST has the same components as PST.

B. Projects’ achievements

Under both projects, the main achievements can be summarized as follows:

3. Component A: Capacity building of Ministries responsible for Infrastructure, Transport and Habitat well as the private sector through the training of over 2,722 executives on various topics, the provision of more than 384 hardware and related sectors, 900 materials and office furniture and other equipment, 36 vehicles and 46 motorcycles.

4. The reorganization of the sector and the improvement of road safety through the conduct of studies that have resulted in, among others: (i) the adoption of the framework law on land transport; (ii) the adoption of the road safety National Policy; (iii) the creation and implementation of the Road Safety National Office (ONASER); (iv) the creation of the Road Safety National Council (CNRD); (v) the creation and implementation of Burkina Faso Road Maintenance Fund (FER-B); (vi) the creation of the National Agency of Civil Aviation (ANAC); (vii) the creation and implementation of the Infrastructure Works Management Agency of Burkina (AGETIB); (viii) the creation of cycles of machine operators and a specialization in Road Safety at the School of Education and Fostering of Public Works (EFP-TP); (ix) The establishment of banks and databases within the DRH, DGTTM, DEPs, the DGPR, CBC; and (x) the establishment of a virtual freight market in road transport sector of goods within CBC. The implementation of all these activities helped lead to several reforms in the sector.

5. The implementation of an HIV / AIDS program through the sensitization of 17,301 stakeholders, the HIV testing of more than 2,826 people and the distribution of Antiretroviral (ARV) to over 400 patients for free.

Component B: (i) Rehabilitation and periodic maintenance of 1,507.7 km of main roads of 1,887.8 km reviewed; (ii) the development of 516 km of feeder roads of towns department on 500 km, 215 km of cotton trails on 250 km planned, 615.5 km of rural roads on 406.5 km.

6. Planned, 35.5 km of rural roads through High Intensity Labor-based (HIL) method on 35 km provided and 713 km of groomed trails in the context of PPTE resources, either 3 607.4 km rehabilitated on a revised target of 3 079.3 km (117 percent). These achievements have been supervised by the DGR and DGPR.

7. Component C: The conduct of various technical and financial audits, the implementation of a development strategy for the transport sector 2011-2025, the coordination and monitoring and evaluation actions of the Project, the completion of an update survey of PST impact indicators and the definition of the baseline indicators FA / PST.

8. After their implementation, the PST and FA-PST, respectively recorded physical implementation rates of 104 percent and 98.45 percent and 94 percent of financial rate and 93 percent.

C. Impacts of projects

9. At the institutional level: Improving governance and legislative and regulatory environment and the leadership of a new dynamism to the sector of Burkina Faso transport, with a more rational management of human resources and planning and budget management improved through the use of CDMT.

10. At the economic and social levels: The service, in any season of areas crossed by the project, the creation of more than 19,036 temporary jobs and the development of income generating activities for a total amount of more than FCFA5,839,090,289 or 7.4 percent of the total cost of both (02) projects.

D. Performances of actors and key lessons learned Actors' performances 11. At the Government’s level, the overall performance is very satisfactory and, through the willingness and support for the implementation of new reforms in the sector (implementation of maintenance funds) and for experimenting new management methods (Treatment of critical points and HILM).

12. At the Bank’s level, the performance is very satisfactory due to the strong involvement of the Bank which enabled to take decisions to modify the original objectives of PST, the

spontaneous support put in place after the PST and through the FA / PST in order to achieve the initial objectives of the PST.

13. The main lessons learned: (a) project management method with the setting up of the implementing agencies, as well as the designation of focal points and an effective monitoring and evaluation system and the establishment of management and monitoring bodies (supervision missions, technical committees, coordination and steering); (b) the establishment of Ministries executives operational and continuous capacity building system, SME 's and the conduct of specific reforms that enabled the timely implementation of both projects’ activities and the creation of a network of SMEs that are able to compete at the regional level (c) the establishment of consultative frameworks that have contributed to give more visibility to the actions of transport sector and encourage a better coordination of PTFs in the sector; and (d) the implementation of sensitization and preservation actions of the environment that have resulted in the institutionalization of environmental and social cells management in different sector departments of Burkina Faso.

Annex 9. Comments of Co-financiers and Other Partners/Stakeholders

N/A

Annex 10. List of Supporting Documents

Bank Documents • Burkina Faso CAS - FY01-03 • Burkina Faso CAS - FY 10-12 • Project Appraisal Document – March 6, 2003 • Development Financing Agreement – April 18, 2003 • Restructuring Papers • Project Paper of Additional Financing – September 13, 2010 • ISRs

• Aide Memoires • Burkina Faso Aide Memoire - Mission de Supervision Financement Additionnel au Projet Sectoriel des Transports (FA-PST) (Don: N° H6160 _BF) (8 au 11novembre 2011) • Aide-memoire for the Supervision Missions June 11 - June 18, 201) • Burkina Faso Aide Memoire Mission de Supervision Financement Additionnel au Projet Sectoriel des Transports (FA-PST) (Don: N° H6160 _BF) (13 au 19 novembre 2012) • Burkina Faso Aide Memoire de la mission de supervision du FA /PST 12/24/2012.

• AFTPC Procurement Review FY12 Procurement Post Reviews Supervision Mission Report • AFTTR Procurement Supervision Review - Burkina Faso Transport Sector project part 2 • BF-Transport Sector Project-P074030 - Completed Questionnaire • Audit des comptes de quatre projet transport pour les annees 2013, 2014 et 2015 ~ P079749 • Burkina Faso Transport Sector Project (P074030) - Legal documents demonstrating legal/financial link between COGEB International and COGEB International S.A. • Burkina Faso - Transport Sector Project P074030 - Extension of Closing Date - Signed memorandum and letter.

Other • Letter of Sector Policy and Strategy – June, 2000 • Design and Appraisal of Rural Transport Infrastructure – World Bank Technical Paper 496 • Rural Access Index – World Bank Transport Paper 10 – March 2006

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