Document of The World Bank
FOR OFFICIAL USE ONLY Public Disclosure Authorized
Report No. 5798-GM
STAFF APPRAISAL REPORT Public Disclosure Authorized
REPUBLIC OF THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Public Disclosure Authorized February 28, 1986
Public Disclosure Authorized Western Africa Projects Department Transportation 1
This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCYEQUIVALENTS
Currency Unit - Dalasis (D) US$ 1.0 = D 5.2 D 1.0 - US$ 0.19 US$ 1.0 = SDR 1.11
FISCAL YEAR
July 1 - June 30
SYSTEM OF WEIGHTS AND MEAStRES (METRIC)
1 meter (m) = 3.28 feet (ft) 2 1 square meter (m ) = 10.76 square feet (sq ft) 3 1 cubic meter (m ) = 35.3 cubic feet (cu ft) 1 hectare (ha) = 2.47 acres 1 kilometer (km) = 0.62 mile (mi) 2 1 square kilometer (kM ) = 0.39 square mile (sq mi) I metric ton (t) = 2,205 pounds (lb) I liter (l) = 0.26 US gallons (gal)
ABBREVIATIONS AND ACRONYMS
AfDF African Development Fund EEC European Economic Community GPA Gambia Port Authority GPMB Gambia Produce Marketing Board GPTC Gambia Public Transport Company GRTA Gambia River Transport Authority GRTC Gambia River Transport Company GTTI The Gambia Technical Training Institute GITC Gambia Utility Corporation MDI Management Development Institute MED Mechanical Engineering Division MEPID Ministry of Economic Planning and Industrial Development MF&T Ministry of Finance and Trade MWC Ministrv of Works and Communications ODA(IUK) Overseas Development Administration (UK) PWD Public Works Department SIDA Swedish International Development Association UNDP United Nations Development Programme UNSO United Nations Sudano-Sahelian Office USAID United States Agency for international Development
WAPT]1 February 1986 THE GAMBIA F 0MCIL USE ONLY
STAFF APPRAISAL REPORT
SECOND HIGHWAYMAINTENANCE PROJECT
*c TABLE OF CONTENTS
DOCUMENTS IN THE PROJECT FILE ...... i
CREDIT AND PROJECT SUMMARY ...... ii
I. INTRODUCTION ...... 1
II. THE TRANSPORT SECTOR ...... I
The Transport System ...... I The Roads Subsector...... 4 IDA Involvement in the Transport Sector...... 7
III. THE PROJECT ...... 8
Project Background and Objectives ...... 8 Project Description ...... 9 The Road Maintenance Program...... 9 Road and Bridge Rehabilitation...... 11 InstitutionalStrengthening and Training...... 12 Refinancing of PPF ...... 13 Project Cost Estimates and Financing...... 13 Implementationand Present Status of the Project...... 14 Procurement ...... 14 Disbursements ...... 15 Reporting and Auditing ...... 16
VI. ECONOMIC EVALUATION ...... 17
Nature of Project Benefits ...... 17 Economic Returns and Sensitivity...... 17 Project Risks...... 18
V. AGREEMENTS REACHED AND RECOMMENDATION...... 18
The project and this report were prepared on the basis of an appraisal mission in January and February, 1985 by Messrs. Peter Morris (Mission Leader, Deputy Division Chief), Rudolf Einthoven (Sr. Economist), Mohammed Rasheed (Sr. Financial Analyst), and Steven Berkman (Training Specialist). Ms. Carolina Machado (Operations Assistant) and Farida Khan (Administrative Assistant) provided computing assistance. Secretarial work was done by Ms. Susan Sing, Ms. Janine Vieira da Luz, Ms. Marcelle Houle and Ms. Tracy McMahon.
Thisdocument has a esicted distribution and maybe uud by recipientsonly in the perform_e oftherofficiul dute.. Its contentsmay nototherwise be dickued withoutWordd Bk authoriiio ANNEXES
2-1 Banjul Port Traffic 2-2 Banjul Airport Traffic 2-3 Gambia River Traffic 2-4 Road Network Evolution 2-5 Transport Investments 2-6 Estimated Vehicle Fleet 2-7 OrganizationChart of MWC 2-8 Training Institutions 2-9 MWC Budgeting. Accounting and Costing 2-10 Revenue from Road User Taxes 2-11 Fuel Consumption Statistics 2-12 Road Maintenance Recurrent Budget
3-1 Local Roads Included in the Maintenance Program 3-2 Periodic Maintenance Program 3-3 Equipment Procurement Summary 3-4 Terms of Reference for Road Maintenance Management 3-5 Terms of Reference for MED Workshop Management 3-6 Personnel Development Program for MWC and Terms of Reference 3-7 Technical Assistance for Transport Planning 3-8 Terms of Reference for Study of Domestic ConstructionIndustry 3-9 Cost Estimate and Financing Plan 3-10 ImplementationSchedule 3-11 Estimated Disbursement Schedule 3-12 Unit Rates for Road Maintenance Activities 3-13 Annual Road Maintenance Targets
4 Economic Analysis
MAP: IBRD 18944
WAPT1 February 1986 THEGAMBIA
SECONDHIGWAY NAINTEIANCEPROJECT
DOCUMENTSIN TEE PROJECT FILE Reference WAIC lumber Documnet Code
1. Maintenance Requiremnts and Resources for Feeder Roads (November1982). ILO World EmploymentPrograme 223.375
2. Pilot Projectof Labour-b"aedRoad Maintenance in The Gmbia , I10. 223.376
3. Firot HighwayMaintenance Project: Follow Up Road MaintenanceStudy, by Lavalin International: - Final Report, 1983 (1-3) 223.799 - Update of Final Report,Docember 1984 (GG) 124.153 - Rehabilitationand Strangthening South Bank Road (1 & 2) 227.527
4. First HigbwayMaintnanece Project: Road Upgrading Study, by Henry Grace and Partners (JUne 1985): - First Phase Methodology 223.377 - Second Phase Design (2 volumes) 227.820/1
5. The Feeder Road Rehabilitationand Maintenance Projectof Roads built with the assistanceof UNSO the Gambia: Biannual Work Programme Maintenance Budget, UNDP/OPE (March 1985). 223.805
6. Regularization for the Implementation of the Management System of the Mechanical EngineeringDivision (MED). 223.315
7. Authorization for Parts Removal (Cannibalization) for the MechanicalEngineering Division (MED). 223.316
8. Store Managementand Organizationat Kotu Workshop MechanicalEngineering Division (NED). 223.317
9. PreventiveMaintenance Objectives for the Mechanical Engineering Division (NED). 223.318
10. PWD TrainingCenter-Review of Progress 1984, and 1985-88 Three Tear Plan. 223.319
11. Brumen Bridge: Report on the recent visit of a Maunsell Engineer, May 1984. 223. 378
12. FeasibilityAnalyses Designated High Priority Projectsfor Governmentof The Gambia and Kuwait Fund, Wilbur Smith and Associates, Final Report, April 1979. 223.379
13. MWC ReorganizationStudy, by IME Consult, Draft Report, January 1986. 228.397
14. Working Papers on Economic Analysis 228.023 WAPT1 February 1986 - ii -
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
CREDIT AND PROJECT SUNMARY
Borrower: The Republic of The Gambia
Credit Amount: SDR 5.3 million (US$ 5.8 million equivalent)
Terms: Standard
Co-Lenders: IDA (US$5.8million equivalent);AfDF (US$4.5million equivalent);EEC (US$2.0 million equivalent);UNSO (US$0.6million equivalent) and UNDP (US$0.7million equivalent).
Project Description: The project would support the efforts of the Ministry of Works and Communications (MWC) in carrying out its four-and-one-half-year (1986 to mid-1990) road maintenance program which is comprised of the following components: (a) rehabilitation of part of the paved network; (b) continuation and expansion of routine and periodic road maintenance programs; (c) strengthening of the organisation and management of MWC to improve the efficiency of road and equipment maintenance; (d) introductionof sound transport planning procedures; and (e) assistance to domestic contractors to enable their more effective participation in road maintenance activities.
Project Benefits and Risks: The main benefits of the proposed project would be improvement in the physical condition of The Gambia's road network and in the functional efficiency of MWC. These two aspects are essential in the protection of highway investments, the reduction of vehicle operating costs, and the prevention of rising road user costs as a result of worsening road conditions. Other benefits include the positive effects on agriculturalproduction because of reduced transport costs. Based on the satis- factory implementationof the First Highway Maintenance Project (1979) and the commitment of the Government to reorganize NWC and improve its management procedures, there would be no major risks concerning project imple- mentation. However, further aggravation of The Gambia's economic situation could limit the timely availability of the Government's contribution of funds for maintenance. - iii -
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Sumary Project Cost Estimate
- US$ Thousands - Estimated Cost Local Foreign Total
1. Road Maintenance Program (a) Regravelling, Resealing. Paving 367 1,570 1,937 (b) Routine Road Maintenance 946 1,513 2.459 (c) Feeder Road Maintenance 172 401 573 (d) Equipment and Vehicles 0 1,748 1,748 (e) Road Maintenance and Workshop Mgmt. 160 1,430 1,590
2. Road and Bridge Rehabilitation (a) Bund Road 188 784 972 (b) South Bank Road 376 '.,558 1.934 (c) Brumen Bridge 172 748 920
3. Institutional Strengthening (a) Planning, Studies, and Auditing 40 360 400 (b) Management and Training for MWC 39 351 390 (c) Study and Training for Domestic Contractors 4 36 40 (d) Equipment, Materials, and Courses for MWC 70 110 180
4. Repayment of PPF Advance 55 495 550 Base Cost (February 1986) 2,589 11,104 13,693 Physical Contingencies 81 352 433 Price Contingencies 487 1,789 2,276
Total Project Cost a/ 3,157 13,245 16,402
Financing Plan (Rounded) Local Foreign Total
IDA 580 5,220 5,800 UNSO 115 485 600 AfDF 480 4,020 4,500 EEC 35 1,965 2,000 UNDP 70 630 700 Government 1,877 925 2,802 Total 3,157 13,245 16,402
Estimated IDA Disbursements IDA Fiscal Year (CTSSMillions) FY87 FY88 FY89 FY90 FY91 FY92
Annual 1.6 1.4 1.2 0.7 0.6 0.3 Cumulative 1.6 3.0 4.2 4.9 5.5 5.8
Economic Rate of Return The estimated economic rate of return (ERR) for the project, based on quantifiable benefits covering about 79% of overall cost, is about 382. WAPTI February 1986 aJ Project items are exempt from all taxes and duties except for a small amount from local contracts for road maintenance activities. THE GAMBIA
SECOND HIGHWAY MAINTENANCE PROJECT
I. INTRODUCTION
1.01 The Government of The Gambia has requested IDA's assistance in financing a follow-up project to the First Highway Maintenance Project (Cr. 897-GM of April 1979). The proposed project will support the efforts of the Ministry of Works and Communications (MWC) in carrying out a four-and-one-half-year(1986 to mid-1990) road maintenance and upgrading program. In addition to routine and periodic road maintenance operations and priority road and bridge rehabilitation, the project supports a major institution building effort of MWC and assistance to domestic contractors to enable their more effective participation in road maintenance activities.
1.02 IDA's strategy in the highway sector has focussed on develop- ing the country's road maintenance capability, while trying to ensure that traditional priority to construction and expansion of the paved road network is replaced by a strong emphasis in maintaining and improv- ing the country's deteriorating road infrastructure. IDA's support of the proposed project is crucial to consolidate these initiativesand to assist the Government in building up sustainable road and equipment maintenance management systems. Furthermore, IDA's support under the project in intensifying the policy dialogue on road maintenance financing and investment planning for the transport sector will (a) enable more rational use of scarce local funds, and (b) help enlist the support of international financing agencies towards these worthwhile objectives.
II. THE TRANSPORT SECTOR
A. The Transport System
2.01 The Gambia, with a land area of 11,300 kM2, the smallest country in continental Africa, consists of an east-west strip of mainly flat terrain 30-50 km wide, etending some 350 km inland along the shores of the Gambia river. The country is surrounded by Senegal on the North, East and South and by the Atlantic Ocean on the West. The transport system links the interior of the country with the capital and principal port of Banjul at the mouth of the Gambia river and provides for north-south overland transport corridors connecting Northern and Southern Senegal. The system consists of a relatively well-developed road network comprising some 510 km of paved roads, 800 km of laterite gravel roads and about 1,080 km of earth roads and tracks. Because the river separates the country in two, a partial duplication of road facilities on the river's northern and southern sides has taken place. The river is navigable for vessels up to about 4,000 dwt fully laden as far as the port of Kaur, some 230 km upstream, and for smaller craft over the remaining 120 km portion in The Gambia. The river system can be crossed in seven places by vehicular ferries. The Gambia has an inter- national airport at Yundum, some 20 km from Banjul, but no railway, aviation or maritime shipping lines (Map IBRD 18944). -2- 2.02 Port facilitiesat Banjul are undergoingrenewal and expansion under the IDA-financedSecond Port Project (Credit1266-GM of September 1982). After projectcompletion, the port's capacitywill be adequate for the foreseeablefuture. Present annual traffic consistsof about 285,000 tons of dry cargo and 44,000 tons of petroleumproducts as imports,and 12,000tons of groundnutoil as exports(Annex 2-1). 2.03 Banjul airportis adequatelyequipped and includesone of the longest runways (3,600m) in West Africa. Terminal facilitiesare modest and only requireminor improvementsto handle efficientlysome 160,000passenger movements per year, 60Z of whom travel on charter flights. Gambian Airlines is a handling agent only, and does not possessany aircraftor operateany air services(Annex 2-2). 2.04 Passengertransport is providedby the private sector which uses mostly minibusesin competitionwith the Government-ownedGambia PublicTransport Company (GPTC) which operatesabout 50 large buses for urban, suburban,rural and tourist services. Passengertransport by river is negligible,except for the vehicle ferry servicesand small ferryboats.
2.05 Freight is carried by about 500 trucks, mostly privately owned,and by a fleet of 50 barges and 8 tugs owned by the GambiaRiver TransportCompany (GRTC)which is aging and in need of rehabilitation and renewal. There are no reliablestatistics on road transportvolumes or the trends over recentyears. Commoditiestransported by river are especiallygroundauts and other bulky goods such as cementand fertiliz- er. The annualvolume of river transportranges from 60,000 to 110,000 tons,mostly dependingon harvestresults (Annex 2-3). 2.06 Ferry servicesacross the Gambia river are operatedby the GambiaPort Authority(GPA). The main vehicularferries are at Banjul and some 120 km upstreamwhere the Trans-Gambiahighway, linking the southern and northern parts of Senegal, crosses the Gambia river. Smallerferry boats provideriver crossingservices for motor vehicles at five other points. All ferriesare in poor conditionand many of the smallerones are frequentlyout of service. The ferry boats and ramps for the ferry at Banjulare to be rehabilitatedwith Germanassistance, and financing is being sought from the Governmentof Japan for the replacementof ferryboats at the Trans-Gambianhighway crossing. Ferry serviceshave been operatingat a substantialloss but a recent tariff increaseof 75% aims at remedyingthis. Furthermore,efforts will be made to collectall ferry chargesfrom Senegalesevehicles in convert- ible CFA Francs.
2.07 Transportsector administration is predominantlythe responsi- bilityof the Ministryof Works and Communications(MWC). The national (primaryand secondary)road network (1,210km - 450 km paved, 610 km gravel and 150 km earth) comes directly under MWC. Banjul city and KanifingUrban District(near Banjul) are, in principle,responsible for about 70 km of paved streets. A further180 km of graveland 930 km of earthroads and trackscome under local jurisdictions.In practice,MWC is the only organizationdoing regular road maintenance,and provides ad-hoc assistancefor roads under other jurisdictions.The local road network is generallyadequate for the country'sneeds, except in the Northeast.About 80% of all villagesare within5 km of a road or track, - 3 - and the main transportactivity (groundnuts) occurs in the dry season. Local authoritiesand communitiescarry out road repairsas needed and when funds are available. About 420 km of local tracks have been upgradedsince 1978 to semi-engineeredgravel standard(6 m wide) under the UNSO FeederRoad Program,and maintenanceresponsibility for 246 km has been handedover to MWC. A further83 km are about to be upgraded by UNSO, with EEC financing,in the Northeast. Annex 2-4 provides detailsof the country'sroad networks. 2.08 GPA and GPTC are financiallyand operationallyautonomous agenciesunder MWC, but ferry,bus and port tariffshave to be approved by Government. GPTC has operatedat a loss in recentyears while GPA has until recentlybeen losingmoney becauseof low ferry tariffs(para 2.06). GRTC forms part of the Gambia Produce MarketingBoard (GPMB) which falls under the Ministryof Agriculture. As part of the Second Banjul Port Projectagreement was reachedthat river freighttransport servicesunder GRTC, and the ferry services,under GPA, would transfer to a new state-ownedriver transportauthority (GRTA) within MWC's portfolio. However, a recent study by consultantshas shown that the nature and scope of financialand operationalproblems in the river system merit a more careful scrutiny,and a new approach involving possibleparticipation of the private sector is being discussedwith Government. Additionally,the role of river transportin the future developmentof The Gambia will be assessed under the project (para 3.11), and the resultinginvestments, if justified,and institutional aspectswould then be the objectof a possibleriver transportproject. 2.09 Transportregulation does not presentmajor problems. There are no restrictionson entry to the road transportindustry nor are there regulationsassigning routes, commoditiesor certain types of traffic to a particularmode. GPMB is the dominant user of river transport,but uses road transportwhen cheaper or more convenient. Transport coordinationhas, therefore, largely been the result of operationalpractices by GPMB ratherthan the outcomeof carefulplan- ning. Road and river transportfreight rates are not regulated,al- thoughGPMB sets rates for its own freightmovements. However,passen- ger fares are establishedby the Government. 2.10 Transportplanning has not been an effectiveand integrated activityof Government.The Ministryof EconomicPlanning and Industri- al Development(MEPID) does investmentcoordination but no detailed transportplanning. MWC has a PlanningUnit coveringall activitiesof the Ministry. The Unit is headed by an economistwho has planning experiencebut only limitedexposure to the transportsector. The Unit has for the past five years been assistedby an expatriateadvisor, mainly for MWC's buildingactivities. Virtually no transportplanning has been accomplished,however, and almost all planninginformation for the sectorhas been assembledby consultantsfor projectrelated stud- ies. The futurerole and staffingof the PlanningUnit is being defined by the organizationstudy for MWC (paras2.15 and 3.11).
2.11 Transportsector investment has not alwaysbeen based on sound economic and technical priorities. Instead, it has been strongly influencedby socio-politicalfactors and donor agencypreferences. As a result, a number of transportinvestments have been either over- designed,premature, or not economicallyJustified. Most of these - 4 - investments were incurred between FY78/79 and FY81/82 and from FY84/85 to the present, when upsurges in road investments took nlace. Following a severe deterioration in economic conditions in The Gambia. transport investments will have to decrease over the coming years. Moreover, it is declared Government policy to reduce the emphasis on transport in favor of other economic sectors and, within the sector, to concentrate on maintenance and rehabilitation. The proposed project will assist the Government through MWC's Planning Unit in preparing three-year roll-over investment programs based on priorities and studies to determine the needs and economic justification of proposed investments (para 3.11). During negotiations, agreement was reached that three-year roll-over investment programs and annual developmentand recurrent budgets for the transport sector will be reviewed with the Association by May 1 of each year, up to 1992. Furthermore, agreement was reached that: (i) urgent rehabilitationof transport facilitieswill be given priority over other transport investments; (ii) new transport investment and rehabilitation will not be undertakenunless adequate economic feasibility studies have been carried out, the estimated rate of return is at least 15Z, and can be funded without recourse to funds for maintenance programs required under the transport sector; (iii) the Association, will be consulted before undertaking new investments or rehabilitation in the transport sector that exceed US$500,000 equivalent;and (iv) a methodology will be developed by December 1, 1987, and agreed with the Association, for selecting feeder roads to be upgraded. Details of past and proposed investments in the transport sector are given in Annex 2-5.
2.12 The treaty that established the Senegambia Confederation in 1982 envisages economic integration between the two neighboring coun- tries. Improvements of some short road sections connecting the two countries are underway under auspices of the Confederation,but they are not expected to significantly affect transport patterns in the Gambia during the project period. Long term effects of the Confederation,on the other hand, could be considerablebut will largely depend on agree- ments for economic integrationwhich are still under discussion.
B. The Roads Subsector
2.13 The road system does not suffer from capacity constraints and even the 11 Km Banjul-Serekundasection, which is now being rebuilt as a four lane highway, does not have the congestion normally experienced in capital cities. Ferry capacity at various river crossings can cause traffic delays, but this is primarily due to mechanical failures of ferries. The Gambia has about 6,000 motor vehicles, but registration statistics are flawed. The Government is taking measures to correct this deficiency. Annex 2-6 shows the estimated vehicle fleet.
2.14 Road administrationof the national network comes under the Directorate of Technical Services (previously Public Works Depart- ment-PWD) in MWC, through the EngineeringDivision which has the techni- cal responsibility for design, construction and maintenance of both roads and public buildings; maintenance work is carried out by three provincial divisions (Northern, Western and Eastern). The MWC Planning Unit and the Main Store come under the Permanent Secretary. The present structure of MWC will be modified based on a recent reorganization study (para 2.15). The provincial divisions have grading units for gravel roads and shoulders, and premix units for preparing patching material for paved roads, as well as manual gangs for labor-based tasks. Supply of cockle shells are managed by headquarters-which contracts nearly all maintenance related transport. The provincial divisions carry out preventive maintenance of its allotted equipment, but repair work is undertaken by the central workshop of the Mechanical Engineering Division (NED) which comes under the Directorate of Technical Services. In the past, routine maintenance programs have been adversely affected by inconsistent supply of fast moving spare parts -nd fuel for the equipment (para 2.26). MWC, through the Main Store, also supplies goods and macerials to all government departments and, through NED, maintains all public vehicles and equipment except those of the Ministry of Agriculture and the Police.
2.15 The present organization does not permit efficient execution of road and equipment maintenance, or control of operations among the various divisions. Furthermore, the lines of responsibilitywithin MWC and between head office and the provincial divisions are not clearly defined. To enable more efficient management of the road network, a study is being completed by consultants to recommend the most appropri- ate organization, including separation of MWC's buildings and other responsibilitiesfrom road maintenance activities, and the role of MWC in transport planning (para 2.10). Furthermore, the functions, respon- sibilities and accountability of each division in MWC will be defined and streamlined (para 3.10). The scope of the organizational and managerial changes in MWC was agreed at negotiations. The enactment of the new MWC structure is a condition of effectiveness. Annex 2-7 shows the present and proposed new organizationof MWC.
2.16 Seven newly graduated civil engineers have returned to The Gambia over the past two years and the three provincial divisions are each headed by a Gambian engineer. Also, an NED technician will com- plete a mechanical engineering course in UK in 1986. MWC now has sufficient professional engineers to manage its operations; further practical training is planned, under a Kuwait Fund grant, for some of the civil engineers. The Directorate of Technical Services presently has an established staff of 959 plus 355 "wage earners". Under an ongoing Government program to reduce the Government payroll, the Direc- torate, at the end of 1985, reduced established staff by 77 positions and wage earners by 441 positions. However, several divisions are still overstaffed at semi-skilled and unskilled working levels. required staffing levels and manpower development needs in MWC are being deter- mined during the reorganization study in coordination with an ongoing ODA (UK) financed civil service study which is scheduled to be completed by June 1986. During negotiations, agreement was reached that further staff reductions in MWC would be carried out in accordance with targets agreed with the Association after completion of the ongoing civil service study.
2.17 Training operations are being conducted both internally and at local training institutions in the Banjul area. These activities are coordinatedby the Chief Engineer (EngineeringDivision) with assistance provided by consultants under the First Project and a USAID sponsored project (para 2.18). In-house training is centered around road mainte- nance activities, and equipment and workshop wanagement. In October and November 1985, MWC's Deputy Chief Engineer and Training Officer partici- pated in a seven-week course, run by the ILO Training Center in Italy, - 6 -
Kenya and Tanzania, financed under the First Project. During the course, an outline training program for MWC was prepared by the two participants. In addition, MWC personnel attend courses at The Gambia Technical Training Institute (GTTI) and the Management Development Institute (MDI) on a released time basis. Some of the GTTI courses are recognized in the United Kingdom and lead to London City and Guilds Certificates. A major constraint to training is extensive illiteracy at middle to lower staff levels. This issue is being reviewed by IDA with the Ministry of Education regarding the development of an in-house functional literacy program. The Second Project's training component will support the continuation of ongoing activities with emphasis on strengtheningMWC's internal training capability,as well as at GTTI and MDI (para 3.10). Annex 2-8 outlines the functionsof GTTI and MDI.
2.18 Equipment management is the main responsibility of MED. The central workshops, presently located near Banjul port in old flying boat hangers, will be relocated in mid-1986 to a new facility, financed by USAID, at Kotu about 14 km from Banjul. Consultants are preparing procedures for equipment, workshop and stores management and will train local staff and workshop instructorsuntil the end of tl- USAID project in September 1986. However, this will not provide sufficient training for efficient management practices to be sustainable, and further assistance will be provided under the project (para. 3.07). To date, MED has not been authorized to charge fully for its services to the various governmentagencies. A realistic charging system for mechanical services to enable MED to function efficiently is being worked out by MWC and the USAID consultants. The principles of MED's charging system were agreed at negotiations; the detailed list of charges will be submitted for the Association's approval by June 1, 1986. The Govern- ment's publication of the charges to be paid to MED, together with adequate allocations in the FY86/87 budget to pay for MED's services, are a condition of effectiveness,with implementationto start by July 1, 1986, the beginning of the Government'sfiscal year.
2.19 Accounting and internal auditing procedures have basically been adopted from the British system. There are, however, negligences and inefficiencies in the follow up of the required procedures. Some training in cost accountingwas provided under the First Highway Mainte- nance Project but further improvements are needed to consolidate the achievementsand to ensure accuracy and timely availabilityof pertinent information on such matters as spending authorized through the approved budget. Consultants under ongoing projects are installing systems for inventory control, stores accounting,workshop job costing, and cost and performance accounting for routine and periodic maintenance. These are simple systems which will be adapted under the Second Project for microcomputer use. Assistance to install, operate and train staff in financial and cost accounting procedures will be provided under the project (para. 3.07). MWC's Internal Audit Branch functions directly under the Ministry of Finance and Trade. Its functions are to detect errors and lack of reliabilityof accounting records and to ensure that Government procedures are adhered to. However, MWC lacks sufficient qualified staff to carry out the above tasks efficiently. The computer- ization of records together with on-the-job training and courses at MDI under the project should enable a small staff of accountants and cost cleri to-perform adequately. Annex 2-9 provides details of MWC budget- ing, accounting and costing practices. 2.20 Revenue from road users is collected from taxes on fuel, lubricants, vehicle and spare part imports, and annual licenses. Fuel and vehicle import taxes provide the bulk of the revenue. All revenue goes to the national treasury. As a result of increases in internal prices, because of devaluation,and shortages in local supplies, because of foreign exchange shortfalls, fu"l consumption has been decreasing since its peak in 1980. Although no annual traffic counts are avail- able, traffic levels have undoubtedly declined over recent years. Road user taxes yield more than is required for road maintenance and overall road investment, including neu roads. No additional efforts are there- fore required for resource mobilization purposes, but a better alloca- tion of scarce resources is needed as outlined in paragraph 2.11 (Annex 2-10 and Annex 2-11).
2.21 Road financing is provided through the recurrent budget, the development budget and external loans and grants. The recurrent budget finances expenditures for road maintenance. Because the various func- tions of MWC are not clearly separated, data on road maintenance expen- ditures are not precise. However, since FY77/78 the annual budget for supplies and contracts has steadily declined. The First Highway Mainte- nance Project financed all costs (includingwages) for regravellingand resealing works. Under the Second Project, the Government'sparticipa- tion in routine maintenance will be increased from mid-1987 (para 3.19). MWC staff salaries come under a separate heading in the recurrent budget. At negotiationas,agreement was reached that the Government will modify the recurrent budget presentation by providing separate alloca- tions for each MWC division, and will provide sufficient funds to undertake adequate annual road maintenance programs (para 2.11). Annex 2-12 provides details of past recurrent budgets for road maintenance.
2.22 Transport sector rehabilitationand new constructionprojects are financed mostly by loans and grants, with local funds provided from the developmentbudget. Development budget levels are determined by the Ministry of Finance and Trade and have been governed more by the avail- ability and amount of foreign financing than priorities within and between sectors. Over 40Z of the developmentbudget has, in the recent past, been allocated to transport projects. Bank economic missions have been discussing with the Government reductions in public investment levels and changes in sectoral distribution for the three-year period commencing FY86/87. As a result, less funds are expected to be avail- able for the transport sector and more rational allocationswill be made within the sector, as outlined in paragraph 2.11.
C. IDA Involvement in the Transport Sector
2.23 The Bank Group has financed three projects in the transport sector: the First Banjul Port Project (Credit 187-GM, US$2.1 million, May 1971), a Highway Maintenance Project (Credit 897-GM, US$5.0 million, March 1979), and the Second Banjul Port Project (Credit 1266-GM, SDR 5.9 million, September 1982). The First Port Project was satisfactorily completed in late 1975, while the civil works under the Second Port Project were substantially completed in 1984. The project costs are within the estimates, but land reclamation works have been delayed because of unstable 'foundations and will not be completed until mid- - 8 -
1987, about 18 months beyond the original completion date. The delay vill not unduly affect port operations.
2.24 Execution of the First Highway Maintenance Project proceeded reasonably well, and the objectives of the project have been met satis- factorily or exceeded. The project was substantiallycompleted in early 1986, two years after the original completion date. The First Project consisted of a four-year maintenance program, including routine mainte- nance of 780 km of roads, regravelling of 190 km of major laterite roads, and studies for a follow-up maintenance program and for explora- tion of locally occurring aggregates. The routine maintenance component has been successful in prolonging the life of th.eexisting paved road system. The regravellingworks have resulted in upgrading of important sections of the North Bank Road. A small resealing unit was set up in 1983 and will complete some 22 km under the First Project. This opera- tion, which was outside the original project description, has been successful in salvaging a number of short sections of roads especially in the Banjul area. Overall, the conditions of the primary and secon- dary roads have not further deteriorated since the start of the First Project, and the regravelled and resealed road are in much better condition than before.
2.25 Fifteen cost clerks have received formal training locally and two workshop personnel were sent for courses in the U.K. under the project, while on-the-job training was provided for the staff of the regravellingand resealing units as well as for 20 road foremen. At the start of the project there were no Gambian engineers in MWC below senior management level. The recent return of seven new civil engineering graduates should enable eventual institutional sustainability of road maintenance operations.
2.26 The main problems which delayed the project were outside the control of MWC. The Government's insistence that spare parts and supplies be procured through local suppliers, who carry little or no stock, resulted in prolonging the down time of equipment requiring repairs. Shortage of local funds compounded the difficulties. The procurement problem will be addressed under the new project through the use of internationalshopping (para 3.18), and funding constraintswill be alleviated by the setting up of revolving funds for IDA and Govern- ment funds (paras 3.21 and 3.22).
III. THE PROJECT
A. Project Background and Objectives
3.01 The project scope, prepared in 1983 by MWC consultants, was reduced in 1984 and again at appraisal in January 1985, to take into account the country's financial constraints. The main objective of the project is to support MWC in carrying out a four-and-one-half-year(1986 to mid-1990) road maintenance and upgrading program comprising: (i) continuation and expansion of the road maintenance program initiated under the First Project; (ii) rehabilitation of the highest priority sections of the paved network; (iii) strengthening of the organization and management of MWC to improve the efficiency of road and equipment maintenance; (iv) introduction of sound transport planning procedures; - 9 - and (v) assistance to domestic contractors to enable their more effec- tive participation in road maintenance activities.
B. Project Description
3.02 To assist in fulfilling the objectives, the project would provide financial assistance for the following components:
(a) Road Maintenance Program:
(i) regravelling, resealing and routine maintenance of the national and local road networks;
(ii) experimental low-cost paving of gravel road sections;
(iii) equipment and vehicles, including initial stocks of spare parts; and
(iv) road maintenance and workshop management assistance.
(b) Road and Bridge Rehabilitation:
i) reconstructionof Bund Road (3.5 km), the main access to the Banjul Port, and strengthening of deformed sections along 150 km of the South Bank Road; and
(ii) reconstructionof Brumen Bridge on the South Bank Road.
(c) InstitutionalStrengthening:
(i) technical assistance to MWC for implementingits reorgan- ization, for transport planning and studies, and for auditing;
(ii) training program for MWC staff; and
(iii) technical assistance and training for domestic contrac- tors.
C. The Road Maintenance Program
3.03 Routine road maintenance operations presently come under the responsibility of MWC's three provincial divisions. Under MWC's reor- ganization, two Roads Divisions will be created (para 3.16). The length of roads to be maintained by MWC will increase from about 780 km under the First Project to about 1,300 km under the Second Project, comprising about 450 km of paved roads and 610 km of gravel roads of the national network, as well as 45 km of paved local roads in Banjul City and Kanifing Urban District and about 200 km of gravel local roads which have national importance. UNSO will provide financial assistance over two calendar years (1987-88) for maintenance of 340 km of the gravel roads. A further 150 km of gravel roads in the Northeast may be added to the maintenance program by the end of the project implementatior. period. The most appropriate organization and methodology for carrying out labor-based routine maintenance operations, comprising vegetation - 10 - control, culvert and ditch cleaning, and patching of gravel and paved roads, will be tested under a two-year pilot project with ILO (SIDA financed). This project started in early 1986, and will include maintenance of some 60 km of paved and 50 km of gravel roads south of the Gambia river. Two systems will be tested: (i) a lengthman system where 3 to 5 km would be allotted to a person living nearby; and (ii) a petty contract system where local communities would organize themselves into working gangs. The pilot project would also test the use of tractor-towed graders for smoothing low-trafficked gravel roads. The effectiveness and cost of these operations will be monitored and compared with MWC's present procedures of manual gangs travelling daily to work sites from the regional offices. The preliminary results of the three systems will be reviewed jointly by MWC, ILO, EEC, UNSO and IDA by June 1, 1987. This agreement was confirmed at negotiations. Any modifications to MWC's routine maintenance practices and equipment holdings and use (para 3.12) will be incorporatedinto the annual road maintenance programs from July 1, 1987. Annex 3-1 details local roads to be included in the road maintenance program.
3.04 Periodic maintenance of national roads will continue to be carried out by MWC with continued managerial and technical assistance by consultants engaged under the First Highway Maintenance Project. All periodic maintenance activities are presently carried out by force account, except for some Detty contracts for the extraction and supply of cockle shells for resealing works. Regravellingwill be continued by the Unit set up under the First Project, and will complete about 230 km under the project. The required production of about 60 km per year has been achieved whenever spare parts and fuel supplies have been supplied regularly (para 2.26). A further 30 km of regravellingwill be con- tracted out by UNSO. The paved road patching and resealing unit started systematic cockle shell resealing in 1983, and will undertake about 100 km-under the project. A further 130 km will be fog sealed. The period- ic maintenance program would enable MWC to catch up on the work back-log and to initiate systematic monitoring of road conditionr and scheduling of timely regravelling and resealing operations. Annex 3-2 provides details of the periodic maintenance program.
3.05 The Gambia has good quality lateritic gravels over most of the country, and a relatively dry climate. Roads regravelled under the First Project have shown less than expected deterioration and gravel loss, and riding surfaces have often become extremely hard. In some other African countries where this phenomenon has occurred, bituminous seals applied about one year after gravelling have performed well. Under the project, about five km of experimentallow-cost paving (about US$20,000/km or under half the cost of traditional paving) will be undertaken along two road sections east and west of Farafeni in order to test the technical feasibility of this approach. Construction and annual maintenance costs will be monitored for these sections, riding quality assessed, and comparisonsmade against adjacent gravel sections. Other short sections may also be paved under the experiment. The economic feasibility and financial costs fo_ low-cost paving at differ- ent traffic levels will be determined. Since The Gambia presently has about 175 km of gravel roads with 150-250 vpd, this experiment might show significant economic benefits in low-cost paving of laterite gravel roads. - 11 -
3.06 Renewal and Operation of MWC's Road Maintenance Equipment. Regravelling, resealing and mechanized road maintenance operations vill be carried out with MWC's existing equipment. Past budget constraints and foreign exchange shortages have not permitted replacement of aged units since the start of the First Project, when some new equipment was procured and overhauls were carried out with assistance of consultants. Equipment and vehicles, including initial stocks of spare parts, will be procured in two batches under the project. The first batch will fill present gaps in the fleet and replace aged units. The second, to be carried out after the June 1, 1987 reviews of labor-based maintenance procedures (para. 3.03) and contractor participation in road maintenance (para. 3.12), will replace additional aged units. Consideration will also be given to the availabilityof UNSO equipment, which is presently being used for their feeder road upgrading program in the Northeast. Spare par-s, fuel, tools and other imported materials required for road maintenance operations will be procured under the project using interna- tional suppliers, where appropriate,to avoid the recurrent shortages in the local market experienced under the First Project, and to ensure more efficient use of equipment. MED will also be provided with an initial stock of spare parts for vehicle maintenance. Annex 3-3 provides details of equipment procurement.
3.07 Road Maintenance and Workshop Management. In order to contin- ue the training of MWC staff in all areas of road maintenancemanagement and operations, the consultants financed under the First Project will continue their services (125 m-m) under the Second Project. The team will also include an accountant to assist in streamliningMWC's finan- cial accounting procedures and to firmly establish the costing system developed under the First Project (para 2.19). In order to follow up on the USAID project, MWC will also engage two specialists (25 m-m) to assist in managing the new central workshop under MED and in running related training programs. MED's main counterparts would be the senior mechanical engineer and the stores superintendent who would receive on-the-job training. The technical assistance would actively assist MWC staff in managing the road and equipment maintenance operations up to mid-1988, after which assistance would be limited to short-term visits over the remaining projert implementation period. The terms of reference and counterpart staffing were agreed at negotiations.Annexes 3-4 and 3-5 provide details of the Road Maintenance and Workshop technical assistance, respectively.
D. Road and Bridge Rehabilitation
3.08 The follow-up maintenance study (para 2.24) indicated that about 170 km of the paved South Bank Road need strengthening. However, because of financial constraints, about 150 km of the road between Yundum and Soma would be partially strengthened and the riding surface improved by laying an asphalt-mix levelling course. Further site investigations will be required, and the extent and details of the solution adopted will depend on available financing. In addition, the 3.5 km Bund Road, which links Banjul Port to the South Bank Road, needs pavement reconstructionand raising where it crosses an area subject to flooding. The reconstruction cost is estimated at US$250,000/km. Detailed engineering is being carried out under the PPF (para 3.13). - 12 -
3.09 The 117 m long, single lane, Brumen Bridge, built 20 years ago, is in poor condition because of deterioration of the concrete superstructurewWh.h is composed of unsuitable laterite aggregates. The pile foundations, which were built for a future two-lane bridge, are basically sound. Under the project the piles will be strengthened, the superstructure will be rebuilt to higher standards for heavy truck traffic, and the deck widened to two-lane (9-10m) width. The construc- tion cost is estimated at US$750 per square meter. Detailed engineering is being carried out under the PPF (para 3.13).
E. InstitutionalStrengthening and Trainnag
3.10 Technical assistance (23 am-) will be provided to assist MWC in implementing efficient management procedures under its new organiza- tion (para. 2.15), and, in coordination with other consultants, in preparation of reporting and monitoring requirements at the different management levels. Training assistance (6 m-m) will have two major objectives: (i) to improve MWC management and use of personnel through the development of effective personnel management policies and proce- dures; and (ii) to improve MWC management capability and staff produc- tivity through various training and upgrading programs. MWC's Training Officer will be assisted in preparing details of the training program by March 1, 1987, and in monitoring its effectiveness through periodic visits during the project implementationperiod. The project will also provide equipment, materials and supplies for upgrading MWC's headquar- ters and provincial offices and for in-house training, and training at GTTI and MDI; support tuition costs for selected GTTI and MDI courses; and finance expenses for overseas seminars and work study tours for professionalstaff. The Personnel Development Program for MWC and terms of reference for management and training assistance were agreed at negotiations (Annex 3-6).
3.11 The future role and functions of MWC's Planning Unit is being determined under its reorganization. The Government's transport planning capabilities require strengthening and 36 m-m of assistance will be provided under the project. Additionally, studies required to assess the economic role of river transport in The Gambia will be carried out under the project (para 2.08). The functions of MWC's Planning Unit and outline term of reference for technical assistance were agreed at negotiations (Annex 3-7).
3.12 Domestic Construction Industry. In order to have a better knowledge of the physical and financial capacity of the small domestic construction industry, a consultant (4 m-m) will be engaged to (i) undertake a six-week study and recommend a plan of action to utilize, more effectively,private firms in road and building maintenance activi- ties, and (ii) conduct courses and assist domestic contractors in improving their efficiency and cost control. The study will be com- pleted in early 1987, s0 that MWC would be able to determine its future equipment requirementsfor road maintenance (para 3.06). During negoti- ations, the Government confirmed its commitment to increase the use of contractors in road maintenance activities and agreement was reached on the terms of reference for the study and training of domestic contrac- tors (Annex 3-8). - 13 -
F. Refinancing of PPF
3.13 To assist The Gambia in preparing project components, the Association granted an advance of US$550,000 in the form of a PPF (US$200,000 in July 1985 and a further US$350,000 in December 1985). The funds are being used to finance: (i) a study to recommend changes in MWC's organization; (ii) detailed engineering for reconstructionof Bund Road and Brumen Bridge; (iii) redesign of Laminkoto-Passimus Road to feeder roads standard, and economic re-evaluation;and (iv) continuation of the road maintenance consultants during the interim period between the end of the First and start up of the Second Project. The studies are well underway and detailed engineering is scheduled to be completed by mid-1986.
G. Project Cost Estimates and Financing
3.14 The estimated total cost of the project including MWC sala- ries and wages, and contingencies, is US$16.4 million equivalent. No duties or taxes are to be levied against project items, except for those paid by domestic contractors engaged in road maintenance activities. The foreign exchange component is about US$13.2 million, or 80% of the total cost. Base costs have been estimated at February 1986 prices. Physical contingencies average about 3X of base costs, and comprise 10X for road and bridge rehabilitation,52 for institutional strengtnening, and OZ for the road maintenance program which covers a four-and-one- half-year (1986 to mid-1990) time slice and for which no physical contingenciesare normally provided. Price contingenciesaverage 17% of base costs plus physical contingencies, and are based on estimated foreign inflation of 72 for 1986 and 1987, about 7.5% for 1988, 7.7% for 1989, 7.6% for 1990, and 4.5% for 1991 onwards. Estimated rates of inflation on foreign costs have been applied to both foreign and local costs. This assumes that the exchange rate (taken as US$1.0 - Dalasis 5.2 for base costs estimates) will be adjusted for divergences between foreign and local rates of inflation. Overall, about 220 n-m of techni- cal, management and training assistance will be provided under the project. Consultants will also supervise civil works contracts and carry out transportationstudies.
3.15 The project will be externally financed by: IDA (US$5.8 million equivalent), AfDF (US$4.5 million equivalent), EEC (US$2.0 million equivalent), UNSO through financing still to be secured (US$0.6 million equivalent), and UNDP (US$0.7 million equivalent) amounting to US$13.6 million equivalent. The remaining US$2.8 million equivalent will be provided by the Government. SIDA has separately provided US$120,000 equivalent for the ILO-executed pilot routine maintenance project (para 3.03). Cross effectiveness conditionality has been provided for EEC, UNSO and UNDP financed components. UNSO will co- finance feeder road maintenance during calendar 1987-88. The AfDF cofinancedpackage is self-containedand modification in length of roads to be strengthened, because of financing constraints, or delays in implementation, should not seriously affect the performance of the IDA-funded components and the road maintenance program. IDA will retroactivelyfinance up to US$300,000 for exrpendituresincurred from January 1. 1986 for the road maintenance program. External financing for periodic and routine maintenance will cover 60% of total direct operating costs over the project implementation period. The - 14 -
Government's contribution to the project will amount to US$1.5 million equivalent for local expendituresand US$1.3 million equivalent for MWC salaries and wages. External financing will cover 801 of total cost or 901, excluding wages and salaries. Details of cost estimates and financing plan are shown in Annex 3-9.
H. Implementationand Present Status of The Project
3.16 The Permanent Secretary of MPW will have overall responsibili- ty for implementation of the Project, with the Director of Technical Services providing coordination of the maintenance program, road and bridge rehabilitationand MED's workshop management. Road maintenance, upgrading and rehabilitation will be executed by the two new Roads Divisions (East and West); workshop management comes under MED and training under the new AdministrativeDivision. The Permanent Secretary will directly oversee the transport planning component. The road maintenance program has been fully prepared. Detailed engineering for reconstruction of Bund Road and Brumen Bridge is underway and prelimi- nary cost estimates have been prepared. Because of the nature of the South Bank Road strengthening (para 3.08) detailed surveying and design will be carried out immediately prior to executing the works; quantity estimates and specificationswill be prepared by mid-1986. Rehabilita- tion of Bund Road and the South Bank Road could be carried out under one contract. The project is expected to be effective in July 1986 and to be physically completed by June 30, 1991, which allows for a 12 month slippage in executing the four-and-one-half-yearmaintenance program. The agreed implementationschedule is shown in Annex 3-10.
I. Procurement
3.17 Procurement arrangementsare summarizedas follows:
Amounts and Methods of Procurement a/ (US$ Millions) ProcurementMethod Total Project Items to be Procured ICB LCB Other NA b/ Cost
Equipment and vehicles and 1.7 - 0.4 - 2.1 initial stocks of spare parts - - (0.4) - (0.4) Road maintenance and paving c| 0.3 0.4 3.9 1.3 d/ 5.9 (0.2) (0.1) (2.8) - (3.1) Road and bridge rehabilitation 4.6 - 0.4 - 5.0 Technical assistance, studies and training - - 2.9 - 2.9 (1.8) - (1.8)
Refinancing PPF - - - 0.5 0.5 (0.5) (0.5) Total Project 6.6 0.4 7.6 1.8 16.4 (0.2) (0.1) (5.0) (0.5) (5.8) a/ Amounts financed by IDA are in parentheses. b/ Not applicable. cl Spare parts, fuel, lubricants,tools, petty contracts and materials. d/ MWC salaries and wages. - 15 -
3.18 Procurement of equipment, vehicles, non-proprietary spare parts and bitumen products will be carried out under ICB in accordance with Bank guidelines. Contracts for supply of goods and materials estimated to cost less than US$10,000 equivalent (except for fuel), up to an aggregate of US$200,000 equivalent (except for fuel), may be procured through local shopping. Equipment and spare parts of a propri- etary nature or subject to standardizationmay be procured with prior IDA agreement on the basis of price quotations from at least three qualified suppliers, with at least two of them operating international- ly. Contracts for road maintenance activities up to US$100,000 may be awarded on the basis of competitive bidding advertised locally. Petty contracts (under US$10,000 equivalent) for road maintenance activities would be negotiated,based on procedures and unit rates established with assistance of the road maintenance consultants. Consultants for technical assistance will be appointed in accordance with Bank guidelines. Force account operations will be permitted for road maintenance and low-cost paving works. All transactions in excess of US$50,000 equivalent will be subject to prior approval by IDA.
J. Disbursements
3.19 Although the project covers a four-and-one-half-yeartime slice, disbursements are estimated to follow the historic disbursement profile for IDA financed highway projects in West Africa, i.e. six years, as was the case under the First Project. However, initial disbursements will be greater than historic levels due to refunding of the PPF Advance and the initial advance into the Special Account (para 3.21). The credit is expected to be fully disbursed by March 31, 1992. IDA financing of road maintenance activities will be progressively reduced from mid-1987 with consequential increases in MWC's road maintenance budget. The IDA Credit will be disbursed against the following categories, and on the basis of the estimated disbursement schedule (Annex 3-11):
Allocation and Disbursementof IDA Credit
IDA Amount Percent Category Description (US$ Millions) Financed
I Equipment and vehicles (including initial stock of spare parts), office supplies and materials 0.40 100%
2 Road maintenance and paving; direct operating costs, excluding salaries and wages: 2.70 Expendituresbefore July 1, 1987 100% Expendituresbetween July 1,1987 & June 30,1988 80% Expendituresthereafter 60%
3 Technical assistance,audits, studies and training 1.65 100%
4 Refunding of PPF Advance 0.55 Amount Due 5 Unallocated 0.50 Total 5.80 - 16 -
3.20 Disbursements for routine road maintenance, regravelling, resealing and low-cost paving works will be made against statements of expenditures (SOF's) using unit rates covering direct operating costs (excluding salaries and wages) for each work item in accordance with the agreed program. Unit rates for force account activities have been established under the First Highway Maintenance Project, and will be updated and agreed with IDA on a quarterly basis. For contracted activities, the applicable contract rates will apply. Other disburse- ments will be made against standard documentation. The unit rates for the road maintenance program to be used from the start of the project for disbursement purposes were agreed at negotiations. Annex 3-12 provides details of the unit rates and Annex 3-13 the annual road maintenance targets.
3.21 A revolving fund will be established for IDA funds in a Special Account opened in foreign currency in the Central Bank of The Gambia. An advance of US$400,000 from IDA funds into the Special Account will be made after the Declaration of Effectiveness, to cover about four months of project expenditures. Disbursements may be made from the Special Account for all project expenditures eligible for IDA financing. The Special Account will be replenished following applica- tions for reimbursement by MWC, together with appropriate supporting documentation or SOE's, as well as bank statements. Reimbursement applications will be submitted to IDA whenever accumulated withdrawals amount to US$100,000. The amount of IDA replenishmentwill not exceed the authorized allocation.
3.22 Counterpart funds will be made available by the Government through its budgetary allocations. A revolving fund for local supplies and petty contracts will be established for counterpart funds in a Project Account to be administered by the Accountant General. An initial deposit of Dalasis 40,000 will be made by the Government before IDA advances the initial deposit in the Special Account. MWC will prepare, one month prior to each quarter, a work program and related estimates of expenditures for project execution during the forthcoming quarter. The required counterpart funds will be deposited by the Government into the Project Account before the end of the first month of each quarter. IDA replenishmentsof the Special Account will be condi- tional on the Government having deposited the required counterpart funds into the Project Account. Only eligible project expenditures will be made from the Project and Special Accounts. MWC, with assistance of the road maintenance consultants,will manage all accounting records and MWC will prepare supporting documentationand SOE's.
K. Reporting and Auditing
3.23 Quarterly progress reports will be prepared by MWC with the assistance of consultants and sent to the Association within one month after the end of each quarter. These reports will include: (i) pro- gress achieved against the agreed implementation and disbursement schedules, and key performance indicators; (ii) work programs and cost estimates for the coming quarter (para. 3.22); and (iii) statements for the revolving funds. External auditors acceptable to the Association will be engaged under the project to carry out annual audits of the project as well as the Project and Special Accounts in accordance with the Bank's Guidelines for Auditing. Each Audit Report, together with a - 17 - management letter, will be sent to the Association not later than six months after the end of the fiscal year. The reporting and auditing requirementswere agreed at negotiations.
IV. ECONOMIC EVALUATION
A. Nature of Project Benefits
4.01 The present deterioration of the highway system under the jurisdictionof MWC does not yet impose serious restrictionson trans- portation. The maintenance program, however, is urgently needed to protect the highway investment, and to prevent further deterioration in road conditions which would cause physical bottlenecks in transport in the near future and would also necessitate larger future investmentsfor road rehabilitation. Since the costs of potential transportbottlenecks are difficult to estimate, the project benefits quantified are mainly in the form of savings in road maintenance and road user costs generated by the project. Other benefits, such as time savings or positive effects on agricultural supplies and production because of reduced transport costs have not been quantified.
4.02 Traffic volumes for the various roads are mainly based on traffic counts made in 1982; average daily traffic (ADT) in 1984 is assumed the same as 1982 ADT, as economic activity remained stagnant during this period. An annual growth-rate of 5% has been assumed for future years which is in line with the recovery scenario recently outlined in the Bank's report on the Development Issues and Prospects for The Gambia. The economic return calculations for the maintenance program were also tested for a zero traffic-growthassumption. Traffic on the project roads is not expected to be influenced by the Senegambia Confederation during the project period. Annex 3-2 presents the esti- mated 1984 traffic levels.
B. Economic Returns and Sensitivity
4.03 The economic benefits of the project have been calculated for all main components: maintenance of gravel roads, maintenance of paved roads, rehabilitation of 150 km of paved road sections and the Brumen Bridge. The internal economic rate of return (ERR) on the gravel road maintenance component is estimated at 28%. The maintenance component for paved roads has a much higher economic justificationwhich is caused by the greater state of deteriorationof the roads and by higher traffic volumes. The estimated ERR on this component is 70X. The estimated ERR on the entire maintenance program for the paved and gravel road network covered under the project is about 39%. The rates of return were tested for a shortfall in benefits by 20%, an increase in cost by 20% and a zero percent traffic growth. The resulting estimated ERRs are 25%, 27% and 28%, respectively.
4.04 Pavement strengtheningof sections of the South Bank Road, the principal overland link with the interior of the country, is of high priority. The road sections are in fair to poor condition and, without any strengthening,will continue to deteriorate rapidly. The sections to be improved carry traffic volumes of 1,800 vehicles per day (vpd) for Yundum-Brikama (10 km), 540 vpd for Brikama-Kalagi (100 km) and 480 vpd for Kalagi to near Soma (40 km). The combined estimated ERR for these - 18 - road sections is 342. The Bund Road carries some 1,900 vpd. It bypass- es Banjul's city center for most traffic to and from the port and ferry, and has been designated as the official truck route to the port. The road is in poor condition and some stretches are subject to periodic flooding. The estimated ERR for the improvements of the Bund Road is about 32X. If the Brumen Bridge is not improved soon, its rapid deteri- oration will lead to severe load restrictionsand probably to a disrup- tion of road service. The ERR on this investment is estimated at 49Z.
4.05 The composite ERR from total project investments, excluding technical assistance for institutional strengthening which could not be allocated to particular road programs, and excluding PPF advance which is treated as a sunk cost, is estimated at 38%. These quantified components cover 79% of the total project costs. More details on the economic analysis are presented in Annex 4.
Project Risks
4.06 Based on the satisfactory implementationof the First Highway Maintenance Project and the commitment of the Government to reorganize MWC and improve its management procedures, there would be no major risks concerning project implementation. However, further aggravation of The Gambia's economic situation could limit funds for road maintenance. The Association will annually review the road investment and maintenance programs and agree on budget levels for the annual road maintenance program. A second risk concerns the extent of the Government's long-term commitment to institution building. A weakening of Govern- ment's decision to streamline existing procedures in MWC and to delegate responsibilitiesto line managers would not unduly affect implementation of the project but would extend the period needed for expatriate techni- cal assistance. Through careful monitoring and follow-up, the Associa- tion will try to reduce this risk. Moreover, an important element of institutional strengthening is the strong technical assistance support to implement the project over the first two years (para 3.07), and to train engineers, planners, managers and technicians in their tasks. This will, in itself, enhance the overall management efficiency of MWC, and will facilitate the establishment of sustainable operational proce- dures.
V. AGREEMENTS REACHEDAND RECOMMENDATION
5.01 During negotiations,agreement was reached or confirmed on the following points:
(a) Annual reviews of three-year roll-over investment programs and annual development and recurrent budgets for the transport sector by May 1 of each year, up to 1992; with the agreement that: (i) urgent rehabilitation of transport facilities will be given priority over other transport investments; (ii) new transport investment and rehabilitationwill not be undertaken unless adequate economic feasibility studies have been carried out, the estimated rate of return is at least 15%. and can be funded without recourse to funds for transport maintenance programs; (iii) the Association will be consulted before undertaking new transport investments over US$500,000 equivalent; and (iv) a methodology will be developed by - 19 -
December 1, 1987 and agreed with the Association for selecting feeder roads to be upgraded (para 2.11);
(b) Scope of the organizational and managerial changes in MWC (para 2.15);
(c) Further staff reductions in MWC will be in accordance will targets agreed with The Association after completion of ongoing civil service study (para 2.16);
(d) The principles of MED's charging system for workshop services; the list of charges to be submitted for the Association's approval by June 1, 1986; implementation to start by July 1, 1986 (para 2.18);
(e) Modify the recurrent budget presentationby providing separate allocations for each MWC division, and provide sufficient funds to undertake adequate annual road maintenance programs (para 2.21);
(f) Review by MWC, ILO, EEC, UNSO and IDA of routine maintenance methods by June 1, 1987; any modifications in MWC's mainte- nance practices and equipment holdings and use will be incor- porated into annual road maintenance programs from July 1, 1987 (para 3.03);
(g) Terms of reference and counterpart staffing for road and workshop management assistance (para 3.07);
(h) Personnel Development Program for MWC and terms of reference for management and training assistance (para 3.10);
*i) The functions of MWC's Planning Unit, and terms of reference for technical assistance to strengthen transport planning (para 3.11);
(j) Government commitment to increase the use of contractors in road maintenance activities, and terms of reference for the study and training of domestic contractors (para 3.12);
(k) Unit rates for the road maintenance program to be used from the start of the project for disbursement purposes (para 3.20);
(1) Reporting and auditing requirements (para 3.23);
5.02 Conditions of Effectiveness
(a) Enactment of the new MWC structure (para 2.15);
(b) Publication of charges to be paid to MED, together with adequate allocations in FY86/87 budget to pay for MED's services (para 2.18); and
(c) Cross effectiveness conditions with EEC, UNSO and UNDP fi- nanced components (para 3.15). - 20 -
5.03 Conditions of Disbursements
(a) Initial deposit of Dalasis 40,000 by Government in the Project Account before IDA advances the initial deposit in the Special Account (para 3.22);
(b) IDA replenishmentsof the Special Account to be conditionalon the Government having deposited the required counterpart funds into the Project Account (para 3.22).
5.04 Subject to the above terms, the proposed project is suitable for a Credit to the Government of The Gambia in the amount of US$5.8 million equivalent, on standard IDA terms.
WAPT1 February 1986 THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Banjul Port Traffic, 1974-83 ('000 Freight Tons)
FY73/74 FY74/75 FY75/76 FY76/77 FY77/78 FY78/79 FY79/80 FY80/81 FY81/82 FY82/83 FY83/84 A. Imports
a. Dry Cargo 92 92 117 150 215 214 237 212 164 147 221
b. Petroleum Products 24 22 33 31 36 48 45 52 35 40 44 9
Total Imports 116 114 150 181 251 262 282 264 199 187 265
B. Exports
a. Dry Cargo 41 53 52 57 68 65 74 43 42 78 63
b. Groundnut Oil 16 17 18 18 11 13 10 8 5 112 11
Total Exports 57 70 70 75 79 78 84 51 47 89 75
Combined Total 173 184 220 256 330 340 366 315 246 276 340
Source: Statistics Department
WAPT1 February 1986 - 22 - ANM 2-2 Die GSI
SIW= HIGZ H:rI PD
Bmjtdl Airport Traffic
FY75/76 F76/77 F7/78 F/78/9 FY79/80 7M/81 EY81/82 FY82/83 73/84 7184/85
Pa_eq Ttfi Sddu Di.baddrvg 9,901 12,576 14,260 17,336 21,370 20,927 17,921 23,382 20.591 24,257 Ewihngr 11,215 13,324 15,166 18,970 22,064 21,992 19,142 23,630 21,095 24,431 Tnmsklt 15,341 17,093 13,891 20,170 21,484 31,366 27,016 22,837 23,707 27,064
N61zlei iCralat) DlnuuHbarldr6 21,116 19,505 15,769 25,907 23.822 19,029 13,331 26,745 39,491 45,861 ~Eddiaicg 20,513 19,473 15,389 23,973 19,654 17,034 10,479 26,730 39,396 40.593 TnRau 77 - 168 53 - 5 - - - -
P d (Othr) DIuimbaridig 810 578 406 4 423 774 305 518 43 1,157 EzrIiikbg 877 544 412 256 524 857 304 481 1,004 1,185 Irsnsit - 9 - - 102 258 377 256 358 567
Dlbinbaddug - 479 389 559 42 1 38 25 72 8 PodrkLiag - 289 477 34 40 1 8 27 46 8 Transit - - 15 - 40 - 264 676 188 -
Total DbiNNserdmidg 31,827 33.138 30,824 43,806 45,657 40,731 31,595 50,670 60,197 71,283 -ftidnv 32,605 33.630 31,444 43,233 42,282 39,884 29,933 50.868 61,541 66,217 frmisfd 15,418 17,102 14,074 20,223 21,626 31,629 27.657 23,769 24,253 27,631
n (kg)
35,379 47,764 45.466 52,553 59.005 56.815 52,581 54,127 45,470 41,184 sTnolkfag 8,774 9,809 11,119 13,027 15,141 11,404 10,038 11,585 11.853 9,731
Total !4,J53 57,573 56,585 65,580 74,146 68.219 62,619 65,712 57,323 50,915
CaWo H^RAD1(ng x)
Disen irsidng 427,122 443,963 657,193 559.688 634.912 506.246 737,381 831,042 957.416 935,823 Edorki% 77,745 177,035 141,517 211,270 159.263 191,092 245.769 201,199 208,373 407.753
Total 504,867 620,998 798,710 770,958 794.175 697,338 983,150 1,032,241 1,165,789 1,343,576
S:ce: Statistics Departmit wAry Fdmuaiy1986 - 23 -
ANNEX2-3
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Gambia River Traffic ('000 Tonnes)
Fiscal Years: FY76/77 FY77/78 FY78/79 FY79/80 FY80/81 FYB1/82 FY82/83 Groundnuts From GPMB Depots to: Kaur 31.0 32.8 33.3 16.0 6.4 22.2 39.0 Banjul 50.7 49.2 39.1 29.4 21.2 35.9 54.3
Subtotal 81.7 82.0 72.4 45.4 27.6 58.1 93.3
Rice 13.2 11.3 16.9 16.4 15.2 9.1 11.5
Fertilizer 5.5 5.7 4.5 9.9 7.5 7.6 1.9
Other 4.9 7.2 9.5 5.2 7.7 4.5 1.8
Total 105.3 106.2 103.3 76.9 58.0 79.3 108.5
Source: Statistics Department
WAPTI February 1986 THE GAMBIA
SECOND HIGHWAY MAINTENANCE PROJECT
Road Network Evolution (in Km)
PRIMARY ROADS SECONDARYROADS LOCAL ROADS TOTAL NETWORK
YEAR PAVED GRAVEL EARTH TOTAL PAVED GRAVEL EARTH TOTAL PAVED GRAVEL EARTH TOTAL PAVED GRAVEL EARTHTOTAL
1977 235 431 91 757 5 86 361 452 66 10 1088 1164 306 527 1540 2373 1978 235 431 91 757 5 113 334 452 66 16 1097 1179 306 560 1522 2388 1979 235 431 91 757 5 186 261 452 66 45 1068 1179 306 662 1420 2388 1980 265 401 91 757 5 215 232 452 66 53 1060 1179 336 669 1383 2388 1981 355 311 91 757 5 229 218 452 66 53 1060 1179 426 593 1369 2388 1982 429 237 91 757 5 355 92 452 66 65 1048 1179 500 657 1231 2388 1983 429 237 91 757 5 360 87 452 66 137 976 1179 500 783 1105 2388 1984 442 224 91 757 5 388 59 452 66 182 931 1179 513 794 1081 2388
Source: MWC WAPTI December 1985 1 - 25 - ANNEX2-5
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
TransportInvestments
1. A broad review of the Government'srecent investmentsand currentinvestment plans indicatesprogress in developingthe transport system, but also some problems in establishingpriorities. These problems are caused by a lack of detailed planning and the fatctthat investmentsare financed almost entirely by foreign donor agencies, which have often not consideredfully the country'seconomic priorities. 2. An exampleof recent investmentswhich in the long term may be useful, but are premature and too costly for The Gambia's current economicconditions, is the extensionof the runway at Banjulairport to accommodateB747s. The extenslonwas completedsome three years ago but so far there is no serviceby B747s to Banjuland even if there would be limited service, the investment would not have sufficient economic justification. A second case is the reconstructionof the Banjul - Serekundahighway to four lane standards. Technical improvementswere needed,but trafficcongestion is only limited to short periods and is nowhere near what is normally experiencedIn capital cities. Stage constructionwould, therefore,have been the preferred solution. Past developmentexpenditures for roads are given in Attachment1.
3. In additionto the above, severalinvestments proposed by the Governmentwill require further careful considerationbecause of the additional strain they will place on the Government's investment budget, future debt servicingand organizationand financing of maintenance. Includedin these investmentsare the plannedconstruction of about 300 km of feeder roads. About 83 km are to be built in the Northeastwith an ECU 2.75 million (about US$2.0million) grant from EEC; funds coming from Lome II. Anothermajor expenditurerequiring careful review is the tentative plan for salvage and restorationof the passenger cruise vesselwhich recentlysank and was not insured(estimated rehabilitation cost about US$2.5m). The vessel was used primarilyfor touristcruises, but was underutilizedand operatedat a substantialloss.
4. A potentiallyserious problem is the limited attentiongiven to the conditionof the ferries and river transportbarges and tugs. Substantialrehabilitation is required accordingto a recent technical report. The generallypoor conditionof the ferry boats is leading to unreliable service and resulting in traffic delays. A project to rehabilitatethe Banjul-Barraferry has been agreed with KFW. However, there are no firm commitmentsfor rehabilitationof the other ferries. The fleet of tugs and barges which is used for long distancetransport of groundnutsand other bulky goods such as cement and fertilizeris sufferingfrom lack of maintenance. If rehabilitationof the fleet is not startedwithin the next two to three years, its availabilitywill decreasewith a resultingtraffic diversion to road transport.The role of river transportin The Gambia will be studied under the project. Attachment2 providesan outlineof the FY86/87-88/89investment program for the transportsector, the scope of which is being discussedwith the Association, in light of limitations on development expenditures requiredby the IMF. WAPT1 February 1986 THE GAMBIA
SECONDHIGHWAT MAINTENANCE PROJECT
Past Davelolmant Expenditures for Roads (Current Dalauis '000)
FY77/78 7T78/79 7Y79/80 FY80/81 FY81/82 PY82/83 7183/84 7184165 Item FY76/77 (Estimates) Tourism Access Roads - 301 3,150 837 - 4 20 3,409 9,200 Banjul-SerekundaRoad 406 581 - - - 42 620 31 - Soma-VoroberiKundu Road 1 341 7,109 14,462 5,625 1,822 123 - - YoroberiKunda-Basse Road - - - 3,384 11,475 9,210 430 - 5,918 Buniadu-Albredu-KuntairRoad 296 - - 334 1,694 2,684 50 -- Feeder Roads Phase I & 2 2,293 2,970 2,598 2,148 108 - - - - Feeder Roads Phase 3 - - - - 2,004 2,440 - - - Feeder Roads Phase 4 ------450 - 1,900 First HighwayHaint. Project - - - 1,430 4,751 1,764 2,650 2,931 3,765 HighwayKaint. Workshop - - - - - 828 875 2,405 7,258 New Oyster Creek Bridge - 500 3,405 9,200 Laminkoto-PassiousRoad Study ------250 - - Mandinaba-SaletiRoad ------2
Total Cost 2,996 4,193 12,857 22,595 25,657 18,794 5,968 12,181 39,941
(EquivalentCurrent US$'000) (1,326) (1,855) (6,428) (12,553) (13,869) (8,823) (2,426) (3,480) (9,985)
Source: NEPID
WAPTI1 February 1986 - 27 -
ANNEX 2-5 Attachment 2
THE GAMBIA
SECOND HIGHWAY MAINTENANCE PROJECT
Outline Transport Sector Investment Program FY86/87-88/89 February 1986 Constant Prices (US$ million)
Total Expenditure by Year 3 Year After Cost FY86/87 FY87/88 FY88/89 Total FY88/89
Banjul-Serekunda Road 10.0 4.0 2.0 - 6.0 - Laminkoto-PassimusRoad 4.0 - - 2.0 2.0 2.0 Feeder Rds. Upper River Dist. 2.0 1.5 - - 1.5 - Hwy. Maintenance II - Road Maint. and T.A 1/ 8.5 3.0 2/ 2.2 1.0 6.2 2.3 - Road & Bridge Rehab. 4.2 - 2.6 1.6 4.2 - Banjul Streets Rehabilitation 1.5 - 0.5 1.0 1.5 - Banjul-Barra Ferries Rehab. 1.0 0.5 0.5 - 1.0 - Transgambia Ferries Rehab. 0.7 0.3 0.4 - 0.7 - Yundum Airport (Phase IV) 3.4 - 0.7 1.5 2.2 1.2 Bakau/KanifingRoad Rehab. 3.4 1.4 2.0 - 3.4 - River Transport 4.0 - - 0.5 0.5 3.5
Total 42.7 10.7 10.9 7.6 29.2 9.0
1/ Excludes MWC salaries and wages. 2/ Includes US$0.8 million of retroactive financing.
Source: MEPID and Mission WAPT1 FeLruary 1986 - 28 -
ANNEX2-6
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Estimated Vehicle Fleet
1976 1977 1978 1979 1980 1983
Private cars 2,200 2,650 2,920 3,143 4,011 2,491
Taxis 889 1,220 1,800 2,597 2,527 1,604
Buses 79 80 85 89 35 100
Trucks 1,092 1,020 980 1,000 1,061 522
Government vehicles n.a. n.a. n.a. (1,181) (920) (817)
Diplomatic vehicles n.a. n.a. n.a. (210) (306) (310)
Total Private and Commercial Fleet a/ 4,260 4,970 5,785 6,829 7,634 4,717
a/ Excludes Government and diplomatic vehicles.
Source: MWC
WAPT1 December 1985 -29 AN- 2-7 Page 1 of 2
a
1ll 0 ' lF l 0 : 'j THEGAMBIA SECONDHIGHWAY MAINTENANCE PROJECT PROPOSEDNEW ORGANIZATIONAL STRUCTURE OF MWC
MINISTER
PERMANENT SECRETARY
~~~~~~~~~~~~~~{E~~~~~~~~~~~~~~~~~~~~~~~. DI N D N OF IDIRECTOR SECRETARY SERVICES _SI ______NECR oAR ROADS ROADS E~PLNGNEING
I , ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~SECRETARY UNDER~ ~ ~ ~ ~ NN TECHNICALNDEl
IMECHANICAL t|| l ; ROADS RI AD ENOGINEERINO ENGINEERING BUILDINGS DIVSIN DIV181N & DIESION ADMINISTRATVE nNH DIVISION DIVISION E(ET DIVISION DIVISION OI :
LL______------r------TECHICATECHNICAL TECHNICAL r------CORPORAT. LTD.COMPAN. DEPARTMENTS OUC GAMTEL CIVILAVIATON I ° OPA OGAVEIA POSTS I i OPTC AIRWAYS L J
WORLD EANK-30350 - 31 -
ANNEX 2-8
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Training Institutions
1. The Gambia Technical Training Institute (GTTI) was established in 1983 with financial support from the World Bank. Enrollment for 1983-84 included over 400 students in various full dud part-time programs, while projected enrollment for 1984-85 was 354 students. Successful completion of many of these programs leads to recognition by the London City and Guilds. Apart from training students who enter from the education sector, a major emphasis is placed on upgrading workers in supervisory,technical, and commercial job categories. In this regard, there is close support and coordination wit" the various government ministries and agencies under the direction of the Vice President's Office. This support comes primarily through the membership of GTTI's Board of Governors which includes two MWC staff members.
2. The Management Development Institute was conceived with funding from the World Bank and has been in operation for one year. It is administered much the same as GTTI, through participation of the various ministries and under the direction of the Vice President's Office. The Institute's mandate is to train middle and upper level management personnel (grade levels 10-21) in:
(a) general management, (b) financial management and auditing, Cc) personnel management, and Cd) project management.
All courses in these areas are custom designed to meet specifically identified training needs and requirements for the various ministries and agencies using the institution. The average tuition costs are about D200 to D250 per trainee/week. Technical assistance is being provided to train local counterparts in the various teaching disciplines and management of the school. In addition, the Irish Management Institute is presently conducting a study of financial management training needs within The Gambia which will form the basis for future financial management programs at MDI.
WAPT1 December 1985 - 32 -
ANNEX2-9 Page 1 of 2 THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
MWC Budgeting, Accounting and Costing
Budgeting and Accounting
1. Budgeting. MWC prepares its own annual development and recurrent budgets (includinghighways). In December of each year, MF&T issues a circular to all ministries to prepare and submit the budget estimates for the following year. The Permanent Secretary of MWC then delegates the responsibility for preparing estimates to the Principal Accountant of MWC, who requests all designated spending officers of the Ministry to submit their annual estimates. Once these estimates are finalized, the recurrent budget is sent to MF&T and the development budget to MEPID which, after making adjustments, finalizes the estimates, incorporates them in the national budget and distributes copies to all concerned in each Ministry before final approval by Parliament. Following this, a warrant is then issued to the Accountant General's office by the minister of MF&T authorizing it to accept expenditures from MWC based on the approved budget. The Spending Officer for KWC, who is the Permanent Secretary, is authorized to issue cheques for supply of goods or services which are cashed at the Central Bank. Within MWC, departmental warrants are issued by the Permanent Secretary to all section heads, who issue subdepartmental warrants to authorized spending officers in their relative sections. Work Orders are issued by the spending officers.
2. Accounting. An Expenditure and Liability Ledger (E/L Ledger) is maintained by each spending officer in which expenditures on wages, fuel, materials, petty contracts, purchases of spare parts etc., are recorded. The E/L Ledgers are kept for each Division of MWC. Based on the E/L Ledgers, SOEs for expenditures under the First Highway Maintenance Project were prepared and certiiied and sent to the Association with withdrawal applications for reimbursement through MF&T. SOEs are checked and signed by the Technical Director, Chief Engineer and Principal Accountant of MWC, and the Consultants' Project Manager under the project. The E/L Ledger is reconciled monthly with the accounting records maintained by the Principal Accountant of MWC.
3. The MWC Accounting Section maintains separate ledgers and accounts (Personalemolument record cards for salaried established staff and for daily paid workers), a vote charge book to record expenses, other than salaries and wages, such as for fuel, lubrication,material; ledger cards and costs cards for stores. These records, however, are either not up to date or not entirely correct; e.g. the status of advances to the staf' is not exactly known, transport advances (for buying vehicles, etc) are not maintained correctly, and the stores cards do not reflect realistic costs of the spare parts and tools. In order to exercise satisfactorycontrol on project accounts a financial expert will be hired for 24 imn, as part of the road maintenance consultants team, for supervising and controlling accounting records, preparation of reports and SOEs and maintenance of the Special and Project Accounts. - 33 -
ANNEX 2-9 Page 2 of 2 He will also supervise the workshop costing, inventory acc-unting through Kardex system, cost and performance accounting and eroject disbursementsand reconciliationwith IDA and cofinanciers.
4. MWC also has an Internal Audit Branch which works directly* under the Ministry of Finance. Its functions are to detect errors and reliability of the accounting records, appraise the quality of performance,ensure that MWC's assets are safeguardedand the Government procedures are adhered to. This division is understaffed and has acute shortage of competent and qualified personnel.
Costing
5. Consultants established and tested a cost and performance accounting system for regravelling operations under the First Highway Maintenance Project. In addition, the costing for all routine and periodic maintenance has been prepared for the Second Project. The objectives of the costing system are:
(i) to enable MWC to prepare realistic and reliable annual budgets taking into consideration actual costs and defined work programs for road maintenance;
(ii) to ensure the resource data produced by the cost and performance accounting system is reviewed periodically and modified as necessary; and
(iii) to enable MWC to monitor the efficiency of resource utilization.
6. Given the limitation of the competent staff in MWC the costing system is being kept simple and straight forward. It will be adapted for microcomputer use, and will be used for preparing claims for payments from the Special and Project Accounts, and for the road maintenance program. Various types of forms will be introduced in the system, such as inventory of roads showing name of roads sections and their lengths, type of roads (paved or gravel), classificati.;i(primary, secondary, local) and annual condition inventories. Another set of forms will also be used to transform the road inventory 1;.toa fully costed road maintenance program on the basis of predefined standards. These forms will analyze the costs under various budget codes. They will also lead to the preparation of a reliable budget by activity for the maintenance program. Standards will then be prepared for each major activity to enable comparison of actual performance with the standards norms. The cost analyses show costs by each element such as wages and salaries, materials used, equipment costs (maintenance costs, fuel costs, depreciation) and overhead charges (e.g. headquarters staff salaries, miscellaneous indirect costs). The performance of each field crew and petty contractorwill be analyzed for each maintenance activity and compared with standard costs. Such comparative analysis of costs will reveal any weaknesses and inefficienciesso that the management can take remedial action for future improvements.
WAPT1 February 1986 - 34 -
ANNEX 2-10
THE GAMBIA
SECOND HIGHWAYMAINTENANCE PROJECT
Revenue from Road User Taxes (Dalasis '000)
FY81/82 FY82/83 FY83/84
Fuel Tax 12,320 21,871 20,025 Lubricants Tax 1,256 2,609 2,462 Vehicles Import Taxes 12,037 12,596 16,813 Spare Parts & Tires (Duties) 6,954 4,296 5,159 Licences & Road Taxes n.a. 2,119 2,100
Total 32,567 43,491 46J559
Source: MEPID
WAPT1 February 1986 - 35 -
ANNEX 2-11
THE GAMBIA
SECOND HIGHWAYMAINTENANCE PROJECT
Fuel Consumption Statistics (Liters '000)
Year Petrol Sales Diesel Sales GUCl/Diesel Diesel Sales Consumption Net of GUC 1/
FY73/74 12,882 8,882 n.a. n.a. FY74/75 15,300 20,205 6,852 13,353 FY75/76 19,836 13,645 7,400 6,245 FY76/77 24,523 19,264 7,724 11,540 FY77/78 20,761 18,553 7,508 11,045 FY78/79 23,203 23,634 7,286 16,348 FY79/80 26,207 26,407 7,850 18,557 FY80/81 23,310 24,569 9,320 15,249 FY81/82 21,583 22,756 9,661 13,095 FY82/83 21,344 22,654 10,877 11,777 FY83/84 19,356 23,157 9,816 13,341 FY84/85 16,970 21,917 9,747 12,170
1/ GUC - Gambia Utility Corporation
Source: MWC
WAPT1 February 1986 THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Road MaintenanceRecurrent Budget (Dalasis'000 Current)
ITEM Estimate Suppliesand Contracts 75/76 76/77 77/78 78/79 79/80 80/81 81/82 82/83 83/84 84/85
Plant and Equipment Replacement 656 149 943 462 305 323 - - - - MechanicalMaintenance 136 134 140 95 95 139 129 107 100 250 1 National Roads and Bridges 1126 1615 1657 1345 1365 1170 1050 918 860 885 w Banjul City Streets 133 257 233 70 90 115 91 71 1029 100
Sub-total 2051 2155 2973 1972 1855 1747 1270 1096 1989 1235 Salaries 188 343 595 592 550 576 638 .77 793 819
Total 2239 2498 3568 2564 2405 2323 1908 1873 2782 2054
NOTE: (1) Where there is no clear budget separationof road maintenancefrom other MWC activities,the expendituresallocated to road maintenancehave been estimated.
(2) The budget appropriationsFY84/85 have yet to be published;the FY85/86 estimatesare similar to those of FY84/85.
Source:MWC WAPT1 December 1985 l - 37 - MMuGiMi& lm 3-I
LocmaOwds 1adei to do tmeem P
Fad Sao" DWISIon [AMLisai ditkm Rint
i 11 _. v 10.7 Gkz.1 luUt 1963 V6WFader iwde P PM
VA CWAm3 Dnitl kdJ - -d t v 9.5 (kgilB hilt 1982 06W Fader laedP f _tibm- DWye v 10.2 Gral hilt 1963 0am Fe I P
VAo hit Datdt Djiba - Fre Soto 13.5 Omni hilt 1963UE0 Tider P ft hidmml N1Db§m .
-iitii a N 7.1 dve1 Built 196 am FeehiderK PrFs -U - thr Sio F N 11.6 Gravel hilt N1960 Fede lob Eornm Mi"nOm fenmba N 5.4 &vel hBit 1964 0O6 Fde bAhku P a -obdr - 11_ N 7.6 Creel hilt 196 U6 r_1s ad Pn hi m ESa - SLdi5i N 13.0 COme huilt 1963 060 Fhi hbide pnmm hr iep b- N 0.6 Qiel hBilt 1981 060 FidWe hki PL VAfi - FXrO Ale N 4.1 cenl hilt 1966 0M Fehuh P np SbttsaL Qbirdun) 49.4
F DL JER hit Wimtd a _-Bed Fad K 6.3 Gdmi hilt 1978 16 FeiDer hId Ptu UAWrlmr Distrit K 83.0 G reel sfedit UM Fer huh pFnE -m ~ammwetrite lq d. - 3EihW. K 11.2 Gruul Bhilt 1979 U0D Feeder Prap Sauel QItO 1W.5
Xsdapadce kDbe N 0.8 Shen S.T. d In Bjul we Gunmesa Strot N 0.2 Slen S.7. p beigtly z dEg 1iyowf S* N 0.4 Sh.1 S.T. up for layIg of utfiits. MM*Wlii Stret (SinaL3ml_ St.) N 1.3 SI.1 S.T. Bad" stc (facijid Pi.) n 1.1 She1S.T. Boo stutt n 0.9 shen S.T. ainaP N 1.0 S0.1 S.T. m_ 1tdPAW N 0.2 iok - ilPeBOX: N 1.9 BmLt S.T. AjImm Stret N 0.3 Rut S.T. Id=a Stree N 0.3 Bhlt S.T. D: Street N 0.1 Bmkt S.T. Ibqm Fad N 0.3 Bmalt S.T. Podl Street N 0.2 BUilt S.T. s Str_t N 0.5 lEelt S.T. Prdt Street N 0.6 Bhlt S.T. Afle Stet N 0.2 laal Sqiare N 0.2 hiet S.T. Fitmld Stt N 0.4 Sad Seal
Clmi Stret N 0.2510.15 Sad Sueljhelt S.T. 5htod OUajuil C2ty C.uii) 11.3
1molfurSamDisrict chmoil 0 Dh , 1tE Ut WVAl 2.9 s1011 S.T. 3-4 To be rewilt 1986 Mdmal't Atltic lhnd V 4.2 Sd SealIhel S.T. 3 S5aUkg to be cmlted 85/86 F.H.ILP. NM Ao St. Ly's hal V 5.0 Sd SodlJ03l S.T. 3 3.2 Kmrequite reemliug. BUm lBd V 3.2 Sad SwLAJSll S.T. 3-4 PipelP hWd W 1.8 Sad SwIIbfll S.T. 4 To be rebdlt 1966 Ued Wt 01d Cap W .. 1 Shll S.T. 3 Lid an V 0.6 helt S.T. 3) Bhlt surface trueed V L imntPid W 0.6 eidt S.T. 3) es (8.4 b ot of 11.2 I=) 11e Pazhq U 2.8/1.8 Bmlt S.T./benl S.T. 3-3) me bullt Sn 1978 ad lotuIbr V 3.411.0 RBmt S.T./ShwU S.T. 3-3) the &rfae Sm in wry palnthi IBd V 1.4 heit S.T. 3) good aditim. S5ttal Itafku Ubm Dietrlct) 33J ____ 236.9
February 1986 - 38- ANNEX 3-2 Pag- 1 of 4
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Periodic Maintenance Program Regravelling
AADT Length Divi- Fiscal Year (km) Road Segment 1984 km sion 85/86 86/87 87788 88/89 89/90 (2nd Sem) BY FORCEACCOUNT Essan-Kerevan 250 28 N 28 - - - - FarafenniArea (Upgrading) 150/190 5 N/E - 5 - - - Brikama-Gunjur 200 20 W - 20 - - - Sukuta-Jambanjali 100 15 W - 15 - - - Jambanjali-Sanyang 150 5 W - S - - - Sukuta-BTufut 230 5 w - 5 - - - Sanyang-Gunjur 100 10 W - - 10 - - La in-Makumbaya a/ 80 11 W - - 11 - - Kvinella-Tendaba 30 6 E - - 6 - - Mara Mayal-Sapu 30 3 E - - 3 - - Basse Santa Su-Sabi 70 11 E - - 11 - - N'Jaba Kunda-Farafenni 150 34 N - - 14 18 - Farafenni-Kaur 190 36 E - - - 33 - Kaur-Kuntaur 120 57 E - - - 9 37
Total Force Account 28 50 55 60 37
BY CONTRACT Basse Santa Su-Fatotoa/ 50 40 E - - 30
a/ To be financed under UNSO Project.
Source: MWC and UNSO WAPTI February 1986 ANNEX 3-2 - 39 - Page 2 of 4
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Periodic Maintenance Program Gravel Roads to be Patched and Reshaped
Road Segment ADDT Length Divi- Fiscal Year (Km) 1984 (kn) sion 85/86 86/87 87/88 88/89 89/90 (2nd Sem) Basse-Sabi 70 11 E - 11 X - - Basse Santa Su-Fatoto 50 40 E - 40 X X - Mora-Mayal-Sapu 30 3 E - 3 X - - Kwinella-Tendaba 30 6 E - 6 X - - N'Jaba Kunda-Farafenni 150 34 N - 32 X X - Farafenni-Kaur 190 36 E - - - X - Brufut-Tanji 100 10 W - 10 10 10 10 Janji-Tuering 100 4 W - 4 4 4 4 Tujering-Sanyang 100 7 W - 7 7 7 7 Brikama-Jambanjali 100 10 W - 10 10 10 10 Kaur-Kuntaur 120 57 E - - 57 25 X Sotuma-Sire-Gambissara 20 7 E - - 7 - 7 Kerewan-N'Jaba Kunda 150 23 N - - - 23 - Kerewan-Jowara 50 10 N - - 10 10 - Sankandi-Kenaba 25 22 E - - 22 - 22 Sanyang-Sanyang Beach 50 4 W - - 4 4 4 Gunjur-Kartung 100 8 W - - 8 8 8 Kuntaur-Georgetown 190 22 E - - - - 22 Choya-Dankuku 10 10 E - - - 10 - Dankuku-Jessadi 10 11 E - - - 11 - Gunjur-Gunjur Beach 50 2 W - - - 2 2 Kartung-Kartung Beach 50 3 W - - - 3 3 Jambanjali-Sanyang 150 5 W - - - 5 5
Subtotal (Northern) - 32 42 33 - Subtotal (Eastern) - 60 60 46 51 Subtotal (Western) - 31 43 53 53
Total - 123 145 132 104
Note: X indicatesyear in which general regravellingis scheduled.
Source: M`C WAPT1 February 1986 - 40 - Annez 3-2
MEGLMff
yewe c mom e ReasmUt of NatdLmul 7eo
Yesr Surfm ls e Bof Suction Laitd hAN Bilt or Shul Buiat NS 1984 R _nmM KU. us 85/86 86/87 87/88 88/89 89/90 Nhdm Lvla (2hl Sei
1 IzdPAW4 1,92 Vwie 4 - - - c - - mnnjul-S.rehmila 11 102,00 Varil 11 - C C - - - Iura-Smmngl Iorder 20 780 1968 20 - - - _ _ _
1cm1 nD1VISMi
_mi*auIa-l~z~. 11 3,600 1971 11 - - - 9.4 _ _ 1I _-BrJa 11 1.800 1968-74 11 - - - - C - lldla1~ 100 540 1963-78 100 - - 8 8 17 C SuKubS-aim1ta 5 - Vaies 5 - - 2.7 - - - 1m Bi-Seleti 13 110 1984-85 13 - - - - - _ 1m& import huRomd 3 - 1973 2 1 - - 2 - -
KAW-om 46 480 1968-80 46 - - 20 20 - - SOMW41mmme 194 310 198D-82 - 194 - - - 60a/ 60 a/ Yon AxW&CmgaB _i 5 - 1982 - 5 - - - - - Trm-G_bla R4uy 24 780 1964 - 24 - - - - -
ToU.1 0 30.7 39.4 77 60
C: Sdhium for reinfarcit or cmtzwtlm
!y Fag S.1 Only
Sn:re: NIC
Febzary 1986 *15HX 3-2 - 41- Page4 of A
12EGAMfrA
S9XN HIG0EY UnNMOM PRlntT
Pexiclic lnme r PRmmIh Progm on local Bob aJ
Year Surface Type Fiscal Year (km) Length AADT Built or Shell Basalt Road Segment km 1984 Resealed km km 85/86 86/87 87/88 88/89 89/90 (Approx) -(2nd Se.T Kanifing Urban District
Latri Kunda Road 2.9 3000 Varies Varies - C - - - Atlantic Road 4.4 2500 Varies Varies - - - 2.0 - Bakau Rev Town Road 2.8 2500 1982 2.8 - - - 2.8 - - New Kombo St. Mary's Roads 2.4 500 1978 Varies - 2.4 - - - Bakau Road 3.2 2000 1975-77 Varies - 2.0 - - - Pipe Line Road 3.8 5000 Varies Varies - C - - - Old Cape Road 3.1 1500 1976-79 3.1 - - 3.1 - - - Link Road 0.6 500 1978 - 0.6 - 0.6 - - - Kololi Point Road 0.6 500 1978 - 0.6 - 0.6 - - Badala Parkway 4.6 2500 1972-78 1.8 2.8 - 4.6 - - - Motu Stream Road 4.4 2000 1972-78 0.9 3.5 - 3.5 - - - Kotu Point Road 1.4 500 1978 - 1.4 - 1.4 - - -
Total 0 18.2 bl 2.8 2.0 0.0
C: Scheduled for reinforcement or construction. aI No provisions for Banjul City Streets as all streets will require reconstruction after sewerage project. b/ Fog seal only on 8.9 km.
Source: HUC
VAPTI February 1986 - 42 -
ANNEX 3-3
THE GAMBIA
SECOND HIGHWAYMAINTENANCE PROJECT
Equipment Procurement Summary
Description Estimated Delivery Requirements Unit Cost December 1986 September 1987 No.Units Cost No. Units Cost (US$'000) (Us O00) (UII'000)
A. THROUGH ICB (EEC Financed)
Twin Cabin Pickup 10 5 50 - Bulldozer (140 HP) 120 1 120 1 120 Motograder (125 HPI, 70 2 140 1 70 Tipper Truck (7T) - 1/ 25 5 125 9 225 Water Tanker (7000L) - 35 2 70 3 105 Steel Wheel Roller 45 1 45 - - Towed Fuel Tanker 8 2 16 - _ Vibratory Plate Comp. 3 3 9 - - Pedestrian Roller 5 2 10 - - Sub-total Equipment 23 585 14 520 Inital Stock of Spare Parts 30 30
Total Through ICB 615 550
B. THROUGH INTERNATIONAL SHOPPING (IDA Financed) Vibro-Compactor(SP200A-1OT) 60 - - 1 60 Pneum.Compactor (Hyster C530A) 45 1 45 - - Fuel Tanks (7000L-14,OOOL) 4 4 16 - - Manual Emulsion Sprayer 1 2 2 - - Communication Sets & Generators 3 6 18 - - Miscellaneous (Mopeds,Bicycs.etc) - 20 - 10 Sub-total Equipment 13 101 1 70 Initial Stock of Spare Parts 4 5
Total Through Shopping 105 75
C. THROUGH UNSO Agricultural Tractor (65HP) 13 3 39 - Tipping Trailers (4m9) 3 3 9 - Sub-total Equipment 6 48 - Initial Stock of Spare Parts 5 -
Total Through UNSO 53
1/ Unified Bid.
Source: MWC WAPTI February 1986 - 43 -
ANNEX 3-4 Page 1 of 6
THE GAMBIA
SECOND HIGHWAY MAINTENANCE PROJECT
Terms of Reference for Road Maintenance Management
Objectives
1. The main objectives of the technical assistance are:
(i) Assist MWC in carrying out the planned maintenance reorganization;
(ii) Ensure efficient and cost-effective management of road maintenance activities;
(i) Train managers, engineers and technicians to carry out their various functions,with the objective that all road and equipment maintenance management and operating functions can be carried out independently by MWC from the beginning of FY88/89.
Scope
2. The technical assistance will assist and advise MWC in imple- menting the four year road maintenance program. In particular, the following tasks will be carried out:
'i) implement the cost and performance system designed under the First Project:
(ii) assist the regional Divisions and Headquarters in plan- ning the execution and the monitoring of field operations for routine and periodic maintenance of roads;
(iii) assist PWD in preparing quarterly and annual estimates of local budget requirements for operating costs of the roa; maintenance program;
(iv) assist in setting up the statements of completed mainte- nance work for reimbursement of the Project and Special Accounts;
(v) assist the workshop operations by carrying out periodic field inspections of the road maintenance equipment and vehicles and by supervising shop and field repairs;
(vi) assist in the project's procurement of equipment vehicles, spare parts, bitumen, fuel, etc., including preparation of bidding documents and subsequent bid evaluations; - 44 -
ANNEX 3-4 Page 2 of 6
(vii) ensure that proper accounting practices are followed at the workshop, in the regional divisions, field units, and headquarters for road equipment and maintenance, and related activities;
(viii) computerize the spare parts inventory management system, financial, cost accounting and monitoring functions;
(ix) provide on the job training to managerial, office and field personnel of NWC (headquarters,workshop, divisions and field units).
Technical Assistance Services
3. The technical assistance team will consists of:
(i) a highway engineer and team leader (25 months)
(ii) an accounting expert (24 months)
(iii) a road foreman (21 months)
(iv) a master mechanic fo_ the Kotu Workshop (25 months)
(v) a field mechanic for the Kotu Workshop and the field inspectionsand repairs (25 months)
(vi) short term visits by specialists (5 months).
The technical assistance team will be engaged full time until mid-1988 with periodic visits over following two years to monitor implementation of program and to run upgrading courses.
Work Description and Qualification
4. Particular functions and qualifications of the technical assistants are described below:
A. Highway Engineer and Team Leader
The Team Leader will assist and advise the Chief Engineer of MWC. In particular he will:
(i) update yearly, and as required, the four year maintenance program and supervise its implementation;
(ii) analyze the cost and performance data of the field units every three months and make recommendations to improve the performance of the field units, and also review the standard outputs and standard costs used to reimburse the Project and Special Accounts; - 45 -
ANNEX 3-4 Page 3 of 6
(iii) prepare manuals of standard procedures for road superin- tendents and road foreman, and provide on the job train- ing to MWC engineers and supervisors;
(iv) coordinate the activities of the field units and the intervention of the technical assistance;
(v) carry out at least on a quarterly basis field inspections to verify the accuracy of the job reporting;
(vi) countersign the work accomplishments statements prepared for the reimbursement of the Project and Special Accounts;
(vii) countersign the monthly revolving fund financial state- ments of the Project and Special Accounts;
(viii) prepare quarterly progress reports reviewing accomplish- uents, presenting project statistical data, general outlook for following quarter and important project schedule revisions; including provision of other data required by MWC, IDA and cofinanciers.
(ix) assist the Government in procurement matters;
(x) assist in the planning, construction and monitoring of the test sections for the experimentallow cost paving of gravel roads;
(xi) participate in the transportation planning activities which complement the Second Highway Maintenance Project;
(xii) submit a final report summarizing the accomplishments with all relevant data in accordance with IDA require- ments; and
(xiii) by July 1, 1988, prepare in consultation with the relevant counterparts detailed procedures for effective takeover of the above activities, and assist other team members in preparing detailed procedures for their counterparts.
5. The expert should be a well qualified highway engineer with at least ten years post-qualification experience and five years of experience in managing and supervising bituminous and laterite road maintenance work. He should have some experience in Sub Sahara Africa.
B. Accounting Expert
6. The accounting expert will be assigned to MWC and will assist the headquartersunits, field divisions and the workshop. He will: - 46 -
ANNEX 3-4 Page 4 of 6
(i) assist the division engineers in implementing the cost and performance system prepared under the First Highway Maintenance Project and in preparing monthly statements of work performed;
(ii) assist MWC in preparing monthly claims for the reimburse- ment of the Project and Special Accounts established for the project financing;
(iii) assist MWC in preparing monthly reconciliations of the Project and Special Accounts;
(iv) assist the Chief Mechanical Engineer in the implementa- tion of the management system of the Mechanical Engineering Division and more specifically ensure that all the required accounting documents are prepared and processed, and make proposals to remedy any deficiencies;
{v) if required, prepare inventory control procedures for MWC divisions and headquarters;
(vi) assist as required with the development of software for computerizing the accounting functions, the inventory management and the cost and performance accounting system.
7. The expert should have full accounting qualificationsand, at least, five years of accounting experience and must be able to set up accounting systems in the specific offices of MWC.
C. Road Foreman
8. The expert will be assigned to the routine and periodic maintenance field units of MWC. He will:
(i) supervise the operations of the periodic and routine maintenance units and ensure accurate, concise and precise work reporting;
(ii) participate in the analysis of the cost and performance data and the review of the standard outputs and standard costs used to reimburse the Special Account;
(iii) provide on-the-job training to the road foremen and equipment operators;
tiv) participate to the quarterly field inspections conducted by headquarters to verify the accuracy of the job reporting;
tv) participate in the development of detailed work schedules. - 47 -
ANNEX 3-4 Page 5 of 6
9. The road foreman should be a well qualified highway technician with at least three years of field experience in Sub Sahara Africa. He should be familiar with regravelling and resealing operations, and routine maintenance techniques for bituminous and laterite roads.
D. Master Mechanic
10. The expert will be assigned to the Kotu Workshop to advise and assist the MED Senior Mechanical Superintendent (Plant and Trucks) in carrying out his functions. In particular, he will:
(i) assist the operations of the Inspection and Diagnosis Section, the Plant/Trucks Repair Section and the Special- ized Shop Sections;
(ii) provide on-the-job training to the superintendentsand foremen involved in the above sections;
(iii) assist in establishing and reviewing the minimum and maximum inventory levels for the fast moving spare parts and supervise the preparation of the spare parts lists for the repair of broken down equipment and for the preventativemaintenance of equipment;
11. The expert should be a well qualified mechanic with at least five years of managerial experience in workshops for highway maintenance equipment. He should be able to give on-the-job training to personnel to become qualified mechanics.
E. Senior Mechanic for Field Operations
12. The expert will be based at the Kotu Workshop and will be rotated to the field operations of the Kotu Workshop which will include the mobile field workshop and the regional workshops at Hansa Konko and Basse. He will assist and advise the MED mechanical inspectors in carrying out their functions. In particular,he will:
(i) conduct periodic field inspectionsof the heavy equipment and heavy vehicles to ensure that the scheduled mainte- nance operations are performed and to evaluate the equipment condition. Those inspectionswill be conducted together with the designated equipment and heavy vehicle field inspector(s)to whom he will provide assistanceand on-the-job training.
(ii) conduct together with the designated field inspector(s) on call inspections of broken down equipment and either effect on the spot repairs, recommend field repair or return of the equipment to the Kotu Workshop for repairs.
(iii) provide on-the-job training of superintendents and foremen in the Plant/Truck Repair Section and the - 48 -
ANNEX 3-4 Page 6 of 6
Specialized Shop Sections at Koti, and the Satellite Workshops of MED.
13. The expert should be a well qualified mechanic with at least two years managerial experience.
Source: VWC and Mission WAPT1 February 1986 - 49 -
ANNEX 3-5 Page 1 of 4
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Terms of Reference for MED Workshop Management
Background
1. Under a USAID financed project, a new Central Workshop to be managed by MWC's Mechanical Engineering Division (MED) is being built at Kotu. The new workshop is expected to be functional by mid-1986. USAID consultants have prepared procedures for equipment and vehicle mainte- nance and for training of MED personnel. In order to assist MED manag- ers to efficiently operate the new workshops after the completion of USAID assistance in September 1986, a mechanical engineer and a storeman/supply technician with at least 10 years of experience in managing workshops and spare parts warehousing for heavy equipment and vehicles will be engaged over a one-year period full time with periodic visits over the following two years.
Objectives
2. The main objectives of the technical assistanceare:
(a) ensure efficient and cost-effectivemanagement of the Central Workshop at Kotu; and
(b) train managers and technicians to carry out their various functions, with the objective that all workshop functions can be carried out independently by MED from the beginning of FY88/89.
Scope
3. The Mechanical Engineer will advise and assist the Senior Mechanical Engineer (SME) on day-to-day operations of MED both in the Central Workshop and the field Divisions. He will also support the Chief Mechanical Engineer (CME) in policy, planning and budgeting activities and in developing an annual work plan and the annual esti- mates. His primary concern is management of the on-going work of MNED and ensuring through the responsible Senior Superintendents that sched- ules are met and that quality standards of work performanceare upheld. The specific responsibilities of the Senior Mechanical Engineer, as delegated to him by the CME, are:
(a) Preparation of detailed inputs to the annual work plan. This includes: - Shop workload projections; - Staffing requirements; - Equipment, spare parts & material needs; - Budgetary estimates of costs. - 50 -
ANNEX 3-5 Page 2 of 4
(b) Shop Operations. The SME is responsible for ensuring that the on-going opera- tions of the Division operate effectively. This includes: - Acceptance and inspection of vehicle & plant equipment for work; - Identification of actual work required and assignment of priorities; - Issuance of job orders and assignment of lead responsibilityto a specific senior superintendent; Ensuring that proper records and cost information are kept on each job order and that proper spare parts are on hand or ordered (within the limitaticas of the Division budget); - Follow-up on job orders to be sure they are not delayed for insufficientreason; - Continual communicationwith hls immediate subordinates, the Senior Superintendents,to identify potential problems and plan to solve them. In particular, conduct periodic meetings with these Senior Superintendentsto reduce the amount of time spent "fire fighting" and identify chronic and common problems; - Work with the other supervisorsand tradesman as necessary to solve technical problems affecting quality of work or timeliness of completion of work; - Conduct on-the-job training of his senior supervisors in planning, job scheduling,costing of jobs and supervisory techniques such as appraisal of personnel; - Establish work standards (time and quality) for each specific type of shop operation and ensure that these are met. These work standardswould necessarily be developed jointly with his superintendents; - Forewarn the CME of possible areas of future problems and recommend appropriate action to be taken; - Contribute to the morale of the work force by continuallykeeping them informed of important actions going on in the Department (such as the building of the new shops) and periodic status reports. Inform all stall of promotions; - Ensure that safety precautions are enforced, particularly in danger areas; - Ensure that standards of orderlinessand cleanliness are maintained throughout the shops; - Work with the Training Officer to plan to obtain certificationfor qu&lified tradesmen under the National Skills Testing and CertificationScheme; - Recommend employment,promotions, transfers, terminationsbased on inputs from his supervisors; - Conduct performance appraisals of all staff in the MED through normal supervisorychannels. - Assume whatever delegated authority the CME is prepared to give him as regards the technical operations of the - 51 -
ANNEX3-5 Page 3 of 4
Division. Follow established regulations affecting work of the Division.
4. The Mechanical Engineer should have a strong automotive equipment maintenance background and technical knowledge regarding all shop operations. Should have positive leadership qualities and be a good communicator. Should be able to instill a sense of loyalty and common purpose to the SME, supervisors,tradesmen and apprentices in the Division through personal example. He should have a degree in Mechanical Engineering plus formal study in shop management and supervisory techniques.
5. The Storeman/SupplyTechnician will advise and assist the Senior Stores Superintendent on organization and day-to-day operations of the spares stores section of MED. This involves planning and sched- uling of the work; preparing annual budgetary estimates based on the forecasts of automotive and plant spares supplies needs and inventory records. The Senior Stores Superintendent is specifically responsible for on-the-job training with guidance and support from the Training Officer. He will assist in the removal of unserviceable and redundant spares stores, and will advise the Head Storekeeper on advance needs for procurement of spares. The specific responsibilitiesof the Senior Stores Superintendentare:
(a) Work Planning - Provide inputs to the Senior Mechanical Engineer's annual plans upon based projections of spare parts requirements; - Maintain adequate records based on physical inventories of the actual spare parts situation so that his forecasts are based on firm data;
(b) Work Assignment, Monitoring and Control - Maintain records of all activities assigned to MED spares and stores activity. Follow up on spare parts matters with his supervisory staff to eliminate delays and ensure support; - Work in close coordinationwith Senior Mechanical Engineer and associate senior supervisory staff. Must also have a close working relationshipwith the Production Control Engineer to explain or resolve spare parts problems; - Must maintain a close link with MWC Supply and Accounts Branches in resupply and stores accountability functions.
(c) Personnel Management - Recommend promotions, transfers, terminations for his staff after consultationswith the individual's immediate supervisor; - Work with the Training Officer to plan a long range program of apprentice/tradesmanupgrading, using the - 52 -
ANNEX 3-5 Page 4 of 4
"Modules of Employable Skill - MES" approach; - Conduct on-the-job training of his superintendents based on guidance from the Training Officer. In particular ensure good communicationwithin his organizationand open discussion of problem areas; - Conduct frequent safety and health hazard inspections of his stores areas and take steps necessary to eliminate deficiencies; - Hold regular staff meetings with his subordinates to review problems, listen to suggestions for work improvement, improve morale; - Work within the authority specifically delegated to him by the Senior Mechanical Engineer; - Work within existing Government Regulations, Public Service Commission Rules and other prescribed National procedures.
6. The Storeman/SuppliesTechnician should have qualificationsin Automotive Supply Management. He should also have strong supervisory experience in automotive repair and maintenance shop and additional experience in stores operations similar to those of MED. Demonstrated leadership and ability to communicate is most important.
Source: MWC and Mission WAPT1 February 1986 - 53 -
ANNEX 3-6 Page 1 of 4
THE GAMBIA
SECOND HIGHWAY MAINTENANCE PROJECT
Personnel DevelopmentProgram for MWC Terms of Reference for Management and Training Assistance
Background
1. The Status of Manpower Capability and Personnel Management within the PWD is briefly described as follows:
(a) Major manpower weaknesses exist at the mid-management, supervisory, and technician levels, while severe overstaffing exists among semi- and unskilled workers (grade levels 4 and 5). This shortage of managerial skills, coupled with an excess of unskilled staff has a serious negative effect on productivity.
(b) Staff morale and dedication are lacking. There are no inzentives to increase work output, salaries are low (between D400 to D700/month for senior technical grade levels 10 to 14), promotions are often political, and there is little recognition for increasingjob skills through training.
(c) Productivity in the workshops is stated to be about 20% and is pri.narilydue to a large surplus of levels 4 and 5 staff, lack of spare parts, and poor shop management and supervision. General indications are that only about 25% of the workshop staff are properly trained for their job positions.
(d) Illiteracy is a major problem at the lower job levels, and is a moderate problem up to the middle level positions. Many lower level, and some mid-level supervisors are functionally illiterate, which poses serious problems vis-a vis job upgrading and training. A Non-Formal Training Division within the Ministry of Education has been established to assist the ministries and other organizationswith literacy training,but the MWC has yet to take advantage of this service.
2. While considerable efforts are being made to correct some of these problems through training and technical assistance, the integration of personnel management policies coupled with appropriate training at all levels has not been fully applied to MWC operations. In this regard, a concerted effort will be made during the Second Highway Maintenance Project to link manpower policies and tiaining with the primary objective of increasing productive output and capability within the MWC.
3. As shown in the attached flow chart (Attachment 1), the project training component will have two major objectives. The first objective Is the improved management and efficient use of MWC personnel - 54 -
ANNEX 3-6 Page 2 of 4 which will be accomplished primarily through effective personnel management policies and procedures. The second objective will seek to improve MWC staff productivity through various training and upgrading programs. The first objective involves decisions and follow-up actions that do not require financial inputs, while the second objective will require financial inputs.
The Piogram
4. Improved Management and Efficient Use of Personnel will be accomplished through streamlining the work force and enhancement of career advancement policies and procedures for skilled technical, supervisory, and managerial staff. These objectives will be achieved through:
(a) a planned reduction of semi- and unskilled workers to appropriate levels in relation to MWC manpower requirements and ability to support these workers with materials, equipment, and productive work assignments. This work force reduction should be implementedthrough:
(i) the establishment of retirement incentives and compensationpolicies for redundant staff, and
(ii) a freeze on the hiring of semi- and unskilled workers until such time as there is a shortage of qualified personnel at these levels;
(b) the gradual replacement of unqualified and/or untrainable senior and mid-level staff with qualified personnel from outside the organization. This modification of the personnel structure should be implementedthrough:
(i) the establishment of retirement incentives and compensationpolicies for senior and mid-level staff, and
(ii) active recruitment of senior and mid-level staff replacements, including employment incentives for qualified candidates.
(c) the improvement of career advancement policies and procedures for promotion within the organization. This should be implemented through:
Mi) the establishment of job requirements and qualification as a prerequisitefor promotion to each job position, and
(ii) recognition of education and training achievements as part of the necessary requirements to career advancement and job promotions. - 55 -
ANNEX 3-6 Page 3 of 4
5. Improvement Management Capability and Staff Productivity in MWC will be accomplished by improving staff qualifications, knowledge, and skills at all job levels through the implementationof the following training activities:
(a) The further development and implementation of in-house training capability to include:
(i) the establishment of an annual training budget to be administeredby the Training Officer,
(ii) improving and increasing the functions of the Training Committee, comprising the Training Officer and heads of departments, uoder the Under Secretary for administration,
(iii) the establishment of a functional literacy program in cooperationwith the Ministry of Education,
(iv) the continued development and implementationof released time in-house training courses,
(v) a titrainthe trainers" program for senior staff so that they can train their subordinates in released time courses and on-the-job instruction,
(vi) the development of organized on-the-job training activities, and
(vii) the procurement of training aids and equipment.
(b) Increased use of in-country training capability at GTTI and MDI to include:
{i) the selection of trainees and scheduling of courses in technical and management subject areas,
(ii) the development of special courses related to MWC training needs, and
(iii) the procurement of training aids and equipment needed to conduct MWC courses at GTTI and MDI. This equipment will be stored and maintained by GTTI and MDI for MWC.
(c) Advanced training for qualified senior management and technical staff to include:
(i) the selection and scheduling of candidates to attend seminars and work/study programs at public works agencies and manufacturers'training centers outside the country. - 56 -
ANNEX 3-6 Page 4 of 4
6. Financing of the project training component will encompass those items in paragraph (5) above as shown in Attachment2.
Technical Assistance
7. To assist in the development and implementation of MWC reorganizationand training activities, management training specialists will be engaged under the project to work with MWC's senior staff and Training Officer starting mid-1986. The terms of reference for the Management and Training Assistance are given in Attachment 3. In particular the Training Advisor will assist the MWC Training Officer with the following tasks and activities:
(a) establishment and impl'mentation of an in-house literacy program in cooperationwith the Ministry of Education; (b) development and implementationof in-house upgrading courses, workshops, and seminars; (c) development and coordination of special courses to be conducted at GTTI and MDI; (d) specification and procurement of training aids and equipment to be used in-house and at GTTI and MDI; (e) preparation and implementationof "train the trainer" courses for MWC staff who will be training subordinates; (f) development and implementation of on-the-job training activities with measurable objectives; (g) preparation of annual training budget; (h) preparation of semi-annualmanpower and training reports; (i) coordinationwith the MWC training committee; (j) identification and selection of appropriate highway agencies and equipment manufacturers' training centers to be used for advanced overseas training for senior MWC staff; (k) testing, selection, and scheduling of trainee candidates for in-house, local in-country, and overseas training activities; (1) review, evaluation, modification, and improvement of the training programs as required during the course of the project.
WAPT1 February 1986 - 57 - ARM 3-6 q ~~~~~~~~~Attabu:tI
THE GAMBIA
SECONDHIGHWAY MAINTENANCE PROJECT
Project Training Objectives: Flow Chart
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' _lz- PPNVii F rE0 LAIl %Jr 5 ° ~~~~~~~~~~G)es _ o Juty~~~~~ ~swr <>.- 1985S~~~~~li bfXob . =Lut"^ [ ^ C _ es, = _ W-CLV CII =TTT, * MD1 _ wAz0IW1 i AtSWIP,C ,-1xm _ %^L -Ft | rA_ | | CaJD,DI& r . SWC,OF I I 1,lwuvv ,tss l * WAPT1 XSb4 July 1985 - 58 - ANNEX 3-6 Attachment 2 THE GAMBIA SECOND HIGHWAY MAINTENANCEPROJECT Cost Estimates for Upgrading MWC Offices. Training Materials and Courses --- - USS 1000- Local Foreign Total a) Equipment and materials for MWC headquarters and Provincial Offices 10 35 45 b) Training aids and equipment for MWC's internal training 0 10 10 c) Tuition and instruction costs of GTTI and MDI for training MWC staff 50 0 50 d) Training aids and equipment for MWC use at CITI and MDI 0 40 40 e) Allowances for MWC's in£tructors and relocated trainees 10 0 10 f) Tuition, travel and living expenses for overseas seminars and courses for SWC staff 0 25 25 Total Base Cost 70 110 180 Source: SIC and Mission WAPEl February 1986 - 59 - ANNEX3-6 Attachment 3 Page 1 of 10 THE GAMBIA SECONDHIGHWAY MAINTENANCE PROJECT Terms of Reference for Management and Training Assistance I. INTRODUCTION 1. The Second Highway Maintenance Project includes a management and training package which is a part of other technical assistance to the Ministry of Works and Communications (MWC) for institutional strengthening. 2. The training program represents an expansion of existing training activities being carried out by MWC. The management assistance program is a follow-up on the reorganization recommended during the project preparation phase. 3. The training program includes: -- strengthening of the MWC Training Committee - consolidation of the existing training structure -- training of road managers and technicians training of mechanical managers/supervisors and technicians -- increasing use of in-country training capability -- training abroad for selected MWC-staff 4. The management program includes: -- implementingthe recommended reorganization -- assistance of MWC top- and middle-level management in carrying out daily tasks management training to enhance planning, coordinationand monitoring II. OBJECTIVES 5. The objectives of the technical assistance service for train- ing will consist of assisting MWC in: - 60 - ANNEX 3-6 Attachment 3 Page 2 of 10 (a) strengthening the existing training structure within the Ministry; and (b) designing and implementing training programs aimed at produc- ing qualified personnel who can carry out independently road maintenance and equipment maintenance as well as workshop and other operating functions from the beginning of FY88-89. 6. The objective of the management assistance program is to assist MWC staff in carrying out their duties in all matters for which MWC is responsible with particular reference to the highway subsector. Assistance will be given in strengtheningprocedures within MWC, such as delegation, coordinationand reporting. III. SCOPE AND SERVICES A. Scope of Training Assistance 7. The main activities will consist of: (a) advising on all aspects of training and training programs; (b) supervision of gap-analysis (present vs. required capability) of all personnel within MWC, in particular personnel in workshop and road maintenance, in order to specify training needs; (c) supervision of the design of sound training programs which will give, apart from highlighting road maintenance and workshop management also considerable attention to reduction of illiteracy and enhancement of basic management and supervi- sory skills; (d) coordination and supervision of the work of Road Maintenance and Workshop Management Consultants responsible for conducting on-the-job and counterpart training of MWC road and mechanical personnel; (e) supervision of coordination between technical experts MWC headquarters and field staff; and (f) periodic evaluation and reporting on progress of training activities. 8. The functional character of this program will require that the aims relating to the number of personnel trained for different job categories be in line with current and future needs of the road/equip- ment maintenance operations set by MWC. The success of training will depend upon: the comitment and support given to it by MWC management, the design of a sound program and thorough coordination and supervision of agreed training activities to be carried out by MWCand coordination - 61 - ANNEX3-6 Attachment 3 Page 3 of 10 of parties concerned to ensure that appropriate resources are available. The success of the training program will be measured by the ability of MWC staff to perform their job functions at acceptable standardswithout the supervisionof the technical assistance specialists. B. Scope of Management Assistance 9. The main activities will consist of: (a) assisting in implementing the proposed reorganizationof MWC; (b) assisting in arranging procedures for preparing adequate and detailed budgets for departments and emergency projects; (c) assisting in drafting overall and detailed programs (yearly. quarterly, monthly and weekly) for all activities; (d) assisting in monitoring and periodic evaluations of activities and holding of regular meetings at different management levels; (e) setting up and assisting in implementing simple reporting systems; (f) assisting in set-up and implementationof a financial manage- ment information system according to the accounting system set-up under the road maintenance management assistance and establishing links with the accounts section of the Ministry of Finance to keep systems up to date; (g) assisting in set-up and implementationof all other necessary management information systems; and (h) giving in-house management training. C. Technical Assistance 10. The technical assistance team will consist of: (a) a public works management expert (team leader); (b) a specialist in clerical support and logistics in public works; and (c) a training advisor. Actual training is done by the technical specialists under the road maintenance management program and the workshop management assistance program. To this effect the training assistance can count on the following experts for conducting training on a part time basis: - 62 - ANNEX 3-6 Attachment 3 Page 4 of 10 td) a highway engineer and a road foreman; and (e) a master mechanic, mechanical superintendent, mechanical engineer and storeman/suppliestechnician. Each team member mentioned under a, b, and c will have a counterpart assigned to him/her. The counterparts will work closely with the experts and are supposed to be the executing part of the team. It has to be prevented as much as possible that team members take over line functions in MWC, except in case of emergencies. The MWC countelparts for the team will be for: team member a - the Director of Technical Services team member b - the Chief of the AdministrativeDivision team member c - the Training Officer The periods in which the team will be available are as follows: -- public works management expert, ten months and periodic visits over following two years, totalling 14 man months. -- specialist in clerical support and logistics, six months and periodic visits over the following year, totalling nine man months. - training advisor, inception period of two months and short visits of two to three weeks each during a period of four years, totalling six man months. 11. In addition, the NWC will take steps to ensure the following: (a) assignment of counterpartsas indicated above; (b) the strengthening of the Training Committee consisting of divisional managers headed by the Under Secretary for administration, whose main functions would be to define training policies, determine the areas of training, and assist in programming the implementation of training activities as required; (c) issuing an effective policy statement on career development and training; (d) consolidating existing training activities managed by the Training Officer responsible for preparing, implementing, supervising and evaluating all training activities; (e) the creation of a Planning Committee, consisting of heads of departments, directors and divisional managers headed by the - 63 - ANNEX 3-6 Attachment 3 Page 5 of 10 Permanent Secretary or one of his Under Secretaries who will meet regularly (at least every quarter) to plan, coordinate and monitor all MWC operations. The management expert will be invited for these meetings; (f) formal changes in MWC organizational structure as agreed upon after the recommendationsand the following discussionson the reorganization study during the project preparation phase; (g) make adequate arrangements for the selection of suitable staff to be trained as instructors and for releasing existing and future staff, in a timely manner, to attend agreed training programs; (h) provide classroom and workshop facilities for the training of mechanical staff at the Kotu Workshop; (i) provide office and training equipment and materials and spare parts as required for program implementation;and (j) provide annual funds and any other resources required for implementationof the agreed training program. IV. WORK DESCRIPTION AND QUALIFICATIONSOF EXPERTS A. Public Works Management Expert 12. The expert will assist and advise the top level management team of MWC. In particular he/she will: -- prepare and assist in implementing the agreed changes in structure and procedures of the organization of MWC. -- inform and discuss with key persons in MWC the changes and hence the expected developments in job performance. arrange that medium- and long-term plans and activities will be discussed and decided on in good time through the Planning Committee. -- arrange that periodic meetings will be held on every management level to coordinate activities and will attend these meetings on advisory basis. -- implement a reporting system for every department/divi- sion which ensures that necessary information reaches the necessary management level. -- design and assist the divisions in implementing manage- ment information systems which enables every manager to Si' - 64 - ANNEX 3-6 Attachment3 Page 6 of 10 get insight,in good time, of the progresswhich is made by his unit with regardto availablebudgets. -- provide in-house management training in: * managementtechniques * budgetting/planning * discussiontechniques * projectmanagement, etc. through personal assistance,case-studies, courses and other trainingactivities. - report periodicallyon progressthat has been made and discuss the reports at the relevant management level. The expertshould be a well qualifiedpublic works manager,preferably a civil engineerwith at least five years' experiencein public works managementand extensiveexperience in managementof organizationsin developmentcountries, preferably sub-Sahara Africa. B. Specialistin ClericalSupport and Logisticbin Public Works 13. The clerical specialist will assist the Administrative Divisionof NWC. In particularhe/she will: - design and assist the divisionin implementingan inte- gratedregistry for MWC, by creating: * personnelregistry * project files * correspondencefiles * registryof incomingand outgoingpost, etc. - design and assist in implementinga budgettingsystem to enableNWC to claim adequatelyand on time the necessary budgetsfor the next fiscalyear. - design and assist in implementinga system for timely provision and monitoringof warrants for every divi- sion/department. - arrangeand assist in implementingthe upgradingof MWC headquartersand efficient regrouping of offices for - 65 - ANNEX 3-6 Attachment3 Page 7 of 10 managementand other personnel,creation of meetingroom, etc. -- evaluatethe systems one year after implementationand give adviceon necessaryalterations. -- write manuals on the necessaryprocedures needed to get these systemsworking. -- providein-house training in * filingand reg,dtering * reporting * etc. through personal assistance,case-studies, courses and other trainingactivities. The clerical specialistshou'd have public administrationexperience with at least five years in clericalsupport and logisticsin public organizations. He/she should have some experience in developing countries,preferably sub-Sahara Africa. C. Training Advisor 14. The Training Advisor will assist the Training Officer in preparinga detailed program and scheduleof activitiesto meet the trainingneeds of NWC personneland will assistinter alia to: Phase I (a) preparean inventoryof all relevantstaff to be involvedwith road and equipmentmaintenance, broken down by categoriesand levels,headquarters and field offices; (b) assess the capabilityof existingmaintenance personnel and determine (additionalskills and knowledge required)their trainingneeds; (c) provide MWC's management with a list of personnel requiring training and upgrading for a four-year training program. This list should be dividedby division,category/level, year and priorities; (d) coordinate training plans/activitieswith the MWC Training Committee; (e) establish and implement an in-house literacy program in cooperationwith the Ministryof Education; - 66 - ANNEX3-6 Attachment 3 Page 8 of 10 (f) develop a program for different categories and levels of personnel, taking into considerationMWC's manpower require- ments and budgetary constraints. The program should be presented along the following lines: (i) a one- to two-year Priority Program to start as soon as possible; and (ii) a Regular Program which would follow and consolidate action taken during the Priority Program. The training courses/activitieswould be updated annually in consulta- tion with MWC and IDA. (g) determine the number and categories of MWC instructors re- quired and set up programs for their training bearing in mind that eventually they would have to carry out most of the training activities initiated by the expatriate technical experts. Prepare special courses for them. Start their selection and training as early as possible; (h) determine training equipment and materials required for relevant courses, especially audio-visual aids, and assist with their preparation and/or specificationsand purchase; (i) determine training courses/programsto be carried out by GTTI and MDI and, provided they fit into overall agreed program, ensure their implementation; (j) ensure that line supervisors conduct on-the-job training under normal work situation. This will constitute a substantial part of the training program, and will be combined with classroom training and/or further education; (k) prepare annual training budgets; (1) identify and select appropriate/relevanthighway agencies and equipment manufacturer's training centres to be used for advanced training abroad for senior MWC staff; (m) selection, testing and scheduling of fellowships; (n) design a system to (i) monitor training courses while they are being carried out and, later, (ii) assess trainees' perfor- mance. This task should be conductedjointly by staff of the training section and line supervisors; (o) develop an evaluation system to determine whether the training program objectives -- set in terms of expected outputs, effects and impact - have been met; and - 67 - ANNEX 3-6 Attachment 3 Page 9 of 10 (p) prepare a schedule of activities and take any other action considered necessary for the satisfactory planning and imple- mentation of training. Phase II Implementation,supervision, evaluation of the training program. (a) implementationof training courses/activities; (b) continuing training/upgrading of MWC counterparts and instructors; - (c) supervision of training courses/activitiesconducted by GTTI and MDI; Cd) monitoring/supervision of training courses while they are being carried out as well as following up quality control to be conducted jointly by the Training Officer and line supervisors; Ce) evaluation of the completed training program (as previously agreed); and Cf) any other action considered necessary for satisfactory imple- mentation of various components of program. 15. The advisor will have appropriate experience in human resource development in the highway sector including; course development,testing and evaluation, training aids and equipment, budgeting and finance, scheduling, instructor training, and overall program coordination. The advisor's work schedule will encompass an initial period of two months at start-up, with periodic follow-up visits (of approximately two weeks each) every six months. V. Reporting Schedule 16. The Training Officer assisted by the Training Advisor will be responsible for preparing the following reports for the Permanent Secretary within the time limits specified: (a) a short Inception Report within two months of arrival of the Training Advisor; (b) quarterly progress reports; (c) draft Final Report by mid-1990; and (d) Final Report within one month of receiving comments on the draft. - 68 - ANNEX 3-6 Attachment 3 Page 10 of 10 17. The management expert with the clerical specialist will be responsible for preparing the following reports for the Permanent Secretary within the time limits specified: (a) quarterlyprogress reports during the first year; (b) half-yearly progress reports during the following period; (c) manuals as described in the work description (paras 12 and 13); (d) short draft final reports at the end of the respective assis- tance periods; and (e) final reports within one month of receiving comments on the draft. Source: MWC and Mission WAFT1 February 1986 - 69 - ANNEX 3-7 Page 1 of 2 THE GAMBIA SECONDHIGHWAY HIAINTENANCE PROJECT Technical Assistance for Transport Planning Outline of Terms of Reference A. Objective 1. Technical assistance to the Planning Unit of MWC will be provided by a Transport Economist consultant over a period of three years; the consultant will be responsible to the Planning Officer. The functions of the Planning Unit are provided in the Attachment. The general objective is to enable the Government to improve and expand its transport planning capabilitiesthrough: (a) effective organization and operation of transport planning procedures; (b) preparation of guidelines for transport planning activities, including feasibility studies; and (c) provision of on-the-job training of local professional staff to ensure that, by the end of the advisory period, the Planning Officer will be capable of carrying the functions without further technical assistance. B. Scope of Service 2. The Consultant will assist the Planning Officer in the following general areas: (a) planning and organizationof the transport sector; (b) formulation of transport policies, particularlythose relating to effective coordinationof transport modes; (c) formulation of a detailed program of transport rehabilitation and investments; (d) reviewing problems of transport charges and in particular the pricing of ferry services; (e) establishing a system of collection and periodic updating of data for the transport sector; (f) establishing a methodology for selecting feeder roads to be upgraded; - 70 - ANNEX 3-7 Page 2 of 2 (g) determining the role of river transport and its coordination with road transport; and (h) recruiting and training of Government personnel for transport planning and coordination. C. Work Plan 3. During the first three months of the assignment the Consultant will, together with his counterpart and in close consultation with planning staff of HEPID, prepare a work plan, including terms of reference for studies to be carried outside consultant teams, for the approval of the Permanent Secretary, HWC, and IDA. The plan will give details of priorities assigned to the activities to be covered as listed under B above. It will also provide an outline of the methodology and timing of different reports. D. Qualifications of the Consultant 4. The Consultant should have a degree in economics and a good inderstanding of engineering problems. He should l-.e substantial experience in transport planning and have worked in developing countries. WAPT1 February 1986 - 71 - ANNEX3-7 Attachment Page 1 of 2 THE GAMBIA SECONDHIGHWAY MAINTENANCE PROJECT Functions of the Transport Planning Unit in MWC The Planning Unit will report directly to the Permanent Secretary of MWC. The Planning Unit will have responsibility for all planning tasks for the transport sector and sub-sectors which are the responsibility of MWC. In particular, it will assist the MWC in the following: 1. Elaboration of sectoral development objectives, strategy and priorities within the framework of the overall national development objectives, strategy and priorities of the medium-term and the annual plans. 2. Formulation of sectoral development programmes for inclusion in the medium-term and annual plans, in cooperation with the Sectoral Planning Committees. 3. Formulation of developmental and economic policies needed for efficient implementationof the programmes. 4. Appraisal of development projects and scrutiny of other proposals submitted for inclusion in the sectoral development programmes. The project appraisal will include assigning of intra-sectoralpriorities. 5. Preparation of the annual developmentbudget of the MWC. 6. Monitoring of implementation of the sectoral development programmes and projects, in particular by operating in cooperation with the MEPID, the Progress Reporting System on Plan Projects instituted by MEPID. 7. Assisting departments, parastatal enterprises and the technical divisions of the MWC in: (a) formulation of development projects and programmes; (b) establishing appropriate progress reporting at the project level. 8. The priority tasks of the Planning Unit will consist of: (a) the preparation of studies on planning and organizationof the transport sector; (b) the formulationof transport policy proposals; - 72 - ANNEX 3-7 Attachment Page 2 of 2 (c) preparation of studies and recommendations on effective coordinationbetween road and river freight transport; (d) formulation and periodic updating of a detailed program, including priority ratings, for transport rehabilitation and investment projects; (e) studying, reviewing and monitoring the adequacy and consistency of transport charges including road user charges, ferry rates, river transport charges, port charges, road freight rates and passenger fares; and (f) maintaining and periodically updating data on the inventory and physical performance of the transport sector and in particular motor vehicle statistics, road traffic counts, and axle load and accident statistics. Source: HEPID and Mission WAPTI February 1986 - 73 - ANNEX 3-8 Page 1 of 4 THE GAMBIA SECOND HIGHWAY MAINTENANCE PROJECT Study of the Domestic Contracting Industry Terms of Reference 1. Introduction 1.1 The Government of the Gambia, through the Ministry of Works and Communications (MWC), wishes to review the role of domestic contractors in the construction and maintenance of civil works, especially roads. While it is anticipated that contracts for major construction projects will continue to be carried out by international firms for some years to come, there is an increasing demand for civil works and the maintenance of existing infrastructure, which would be suitable for domestic contractors. 1.2 Therefore, MWC has decided to retain a consultant to provide the services outlined below. 2. Objective 2.1 To develop the domestic contracting Industry by improving local capability for executing, in particular, road and building maintenance activities which are presently being carried out mainly by force account operations. 3. Scope of Consultant'sWork 3.1 The consultant will identify the major constraints and obstacles which have prevented domestic firms from taking part in road and building construction and maintenance. Based on this review, the consultant will prepare a strategy for developing the domestic contracting industry for road and building maintenance and minor works including an action plan focusing on short-to medium-term efforts required to initiate a development momentum as appropriate for the market size and potential growth in The Gambia. 3.2 In more detail, the consultant will, inter alia, review and assess: (a) government's policy toward the local construction industry, including MWC's force account operations, international contractors, locally based foreign firms and domestic contractors; (b) the incentives that might be necessary to encourage the creation and growth of a domestic contracting industry. including: - 74 - ANNEX 3-8 Page 2 of 4 (M) investment and tax codes; (ii) authority of the various public-sector agencies to procure works by contract; (iii) preferences for domestic contractors; (iv) the public sector procurement systems and practices of awarding contracts to companies and individuals; (v) financial assistance to contractors,such as advances for materials and equipment; (vi) nomination of an agency to be the contracting industry's interlocutorwith Government; and (vii) technological requirements to consider the feasible use of locally available material and human resources. 3.3 The consultant will investigate the capacity and capability of the local contracting industry, in particular for carrying out road and building constructionand maintenance activities. This will include but not be limited to: (a) size, location, and type of activity, etc. of private contractors (foreign locally-based and domestic) and government force account operations engaged in road and building constructionand mair.tenanceactivities; (b) existing local production and processing of construction materials; (c) past experience with and performance of private contractors, including the role of domestic firms as partners in joint ventures and sub-contractors; ud) availability of qualified local manpower at different levels; and Ce) existence and role of contractor associations in The Gambia. 3.4 Related to the demand on the local contracting industry, the consultant will estimate: (a) the public sector road constructionand maintenance activities for the next five years and the part thereof which is suitable for execution by domestic contractors;and (b) other public and private construction demands for the next five years, and the part thereof suitable for domestic contractors. 3.5 The consultant will review development and/or growth constraints, including: (a) availability of local entrepreneurialtalent; (b) fluctuationsof construction demand; (c) reliability of the supply of equipment, spare parts and raw materials due to border, transportationor other problems; (d) profitability; (e) availability of skilled manpower; (f) legal or administrativeconstraints; - 75 - ANNEX 3-8 Page 3 of 4 (g) complexity of bidding documents including designs and specifications which are difficult to attain with an infant industry; (h) flnancial constraints for obtaining equipment, materials and working capital; and (i) adequacy of timely flow of funds from clients to contractors. 3.6 The consultant will explore the suitability of existing financial institutions for lending to domestic contractors and for supplying bid and performance bonds. 3.7 Related to education and training, the consultant will assess: (a) the industry'smanpower requirements;and (b) the suitability of existing education and training institutions, such as GTTI and MDI, to meet both the qualitative and quantitative manpower requirements of the construction industry under assumption of growth which the consultant assumes attainable for the industry. 3.8 The consultant will maintain close contact with advisors and consultants to MWC and take such other actions as necessary to meet the principal requirementsstipulated in paragraph 3.1. 4. Work Program and Reports 4.1 The consultant's services will aggregate about 4 m-m and will be carried out in three phases: (a) Phase I will include about four weeks to review and assess the areas of study indicated in the "Scope of Work". The findings and conclusions of Phase I shall be presented in an interim report to be submitted to MWC not later than one month after the starting date. (b) Phase II will include about four weeks to prepare, in close consultationwith MWC, a strategy for developing the domestic contracting industry in minor road works and maintenance activities. The strategy will propose short, medium, and long-term goals, and an action plan aimed at resolving the key immediate problems and constraints identified during Phase I. The action plan will contain schedules and programs for various steps, including training courses, and identify the persons or institutions to be responsible for their implementation. The action plan shall be presented to MWC not later than 2 months after the starting date. (c) Phase III will commence within one month of receiving comments from MWC and IDA on the action plan. The plan will be finalized and the consultantwill conduct about two months of seminars and on-the-job training for domestic contractors involved in, or interested in, road maintenance activities, - 76 - ANNEX 3-8 Page 4 of 4 including coordinationof the various steps in the agreed action plan. The final draft report to be issued at the completion of Phase III will briefly summarize the accomplishmentsof the domestic contractorsand areas which still need attentionto enable satisfactoryparticipation of local firms in road maintenanceactivities. WAPTI February1986 - 77- ANNX 3-9 THE GAMBIA SECONDHIGHWAY MUINTENANCE PROJECT Cost Estimatesand FinancingPlan 1. Projectbase costs have been eutiastedat February 1986 prices based on estimatesprepared by MWC consultantsand the Apprisal mis- sion. An exchange rate of 1US$ - Dalasis 5.2 has been used. The detailed cost estimates,which excludecentral workshop and headoffice overheads,are shown in Attachment1. 2. Physicalcontingencies have been applied as follows: (a) 10Z for contracted civil works covering road and bridge rehabilitation,and supervision; (b) 5% for institutionbuilding covering technical assistance, studies and training;and (c) 02 for the road uaintenanceprogram covering a four-and-one half-year(1986 to mid-90)time slice, extendedby one year to allow for slippage. 3. Price contingencieshave been applied to both the foreignand local base costs (includingphysical contingencies)at the estimated foreign inflationrates of 7.0Z for 1986 and 1987. 7.52 for 1988, 7.7% for 1989, 7.6% for 1990, and 4.5Z for 1991 onwards. It is expectedthat future adjustments in the exchange rates would be made by the Government if the local inflation rate is much higher than foreign inflation rates. 4. The tentative financing plan for the project is presented in Attachment 2. IDA and the cofinanciers would finance: (i) 1002 of equipment, materials and initial spare parts, purchases, technical assistance,project auditing,studies and training;(ii) 100% of foreign and 50% of local costs of road and bridge rehabilitationworks ard supervision;and (iii) an average of 60% of direct operating costs (includingsalaries and wages) for periodicand routinemaintenance. 5. Attachment3 shows the expectedannual distributionof project costs based on the agreed ImplementationSchedule. 6. Attachment4 presentsthe estimatedannual budget contribution to be made by the Governmentfor the project,excluding central vorkshop and headofficeoverheads. The Government'scontribution will increase significantlyfrom FY87/88when the road and bridge rehabilitationworks are expected to start. Also, IDA financing of the road maintenance program will be reduced to 80% for direct operating expenditures (excluding salaries and wages) incurred in FY87/88 and to 60% thereafter. Consequently,the Government'sbudget will have to cover some foreign exchange costs, equivalent to about one third of fuel imports in FY87/88 and three quarters of fuel imports thereafter. Attachment 5 shows the estimated annual budget requirements (in February 1986 constant prices)for road maintenanceprograms after the end of the project. WAPTI February 1986 ANNEX3-9 z ~- 78 THEGAMBIA Attachment 1 Page 1 of 2 SECONDHISHMAY MAINTENANCE PROJECT ProjectCost Estiaute (InDalasi 0001 (InUS$, 0001 Total Total Local ForeignTotal Local Foreign Total SalariesContracts SalariesContracts and and and and Wagesat Supplies IWgesa/ Supplies MaintenanceProgram Equipmentand vehicles - IUD 0 0 6059 6059 0 0 1165 1165 - Shopping 0 0 936 936 0 0 180 190 - UNSO 0 0 276 276 0 0 53 53 - RED 0 0 1920 1920 0 0 350 350 Periodicmintenance - pavedroads 343 331 3699 4372 66 64 711 841 - gravelroads 1069 25 4054 5141 206 5 790 9O Routinemaintenance - pavedroads 2049 902 4615 7566 394 173 009 1455 - gravelroads 1997 85 3252 5224 363 16 625 1005 Fderrd maint.(UNSOI-force Account 316 207 932 1535 61 55 179 295 -Contract 0 289 1155 1444 0 56 222 278 Experimentallow cost paving 15 117 410 542 3 23 79 104 Readmaintenance assistance 0 676 6032 6708 0 130 1160 1290 Workshopmanagement assistance 0 155 1405 1560 0 30 270 300 Subtotal 5679 2067 3464343189 1092 551 6662 8306 Physicalcontingencies 0 0 0 0 0 0 0 0 Pricecontingencies 1182 444 5354 6991 227 85 1030 1342 TOTAL 6661 3311 3997 50170 1320 637 7692 9648 Roadand Bridge Rehabilitation BundRoad - Civil works 0 936 3744 4690 0 100 720 900 - Supervision 0 41 333 374 0 9 64 72 SouthDank Road - Civil works 0 1904 7634 9538 0 366 1468 1934 - Supervision 0 52 469 520 0 10 90 100 BrumnBridge - Civil works 0 932 3328 4160 0 160 640 900 - Suprvision 0 63 561 624 0 12 109 120 Subtotl 0 3!929 1606b 19996 0 736 3090 3926 Physicalcontingencies 0 3,3 1607 1990 0 74 309 383 Price contingencies 0 771 3233 4004 0 148 622 710 TOTAL 0 4982 209 25890 0 956 4021 4979 79 AIMEI3-9 THESAIA Attachmnt I Page 2 of 2 SECONDHIONNAY NAINTENANCE PROJECT Project CostEstimate (In Dalaui 0001 (In US, 0001 Total Total Local Foreign Total Local Foreign Total Institutional Strengthening Constructionindustry assistance 0 21 187 206 0 4 36 40 Project auditing 0 25 Z35 260 0 5 45 50 Tran,portplanning. IC 0 104 936 1040 0 20 190 200 Trainingassistance, MEC 0 52 182 234 0 10 35 45 Trainingsaterials andcourses 0 311 391 702 0 60 75 135 Nanagementassistance, "MC 0 203 1125 2029 0 39 351 390 Transportationstudin 0 79 702 790 0 15 135 150 Sototal 0 794 4459 5252 0 153 857 1010 Physicalcontingecin 0 40 223 263 0 9 43 51 Price contingencies 0 135 710 952 0 26 138 164 TOTAL 0 969 539B 6367 0 186 103B 1224 ProjectPreparation Facility (PPF) 0 286 2574 2960 0 55 495 550 lotal BaseCost 5679 7775 5774371197 1092 1495 1110413692 Total Physicalcontingencies 0 423 1930 2252 0 91 352 433 Total Price contingencies [192 1350 9305 11837 227 260 1799 2276 GRANDTOTAL 6961 9547 69979 9526 1320 1936 13246 16401 Source: NEC a/ Of whichsalaries of IMCroad maintenance personnel represent about 47Z. IIAPTI February1986 u iii i~~~~n@. e@ esLe @0 2m I I~~~~~~~~~~~r Iii~~~~ ------'--. .1~~ 0 2 * aj tj mbIjaI U I~~~~~~~~ljl 01~~~~~~0 kitI ~v1s 2gs I *ECI DE E * . ~~~~~~~~~~~~~~~~~~~~ . 0j~~~~~~~~-8 I!i --~~~~~~- - SI - --- qst-i |sil, ,-,"?,, , 1 . 1 . ww. It i -lf. IFi. | a| i f= IIti iij 9jfg IIIJ5j fi ; ii f9 a i1lll! 11a'i _f_I __f_ i-J_ -I~~~~~~~~~~~~~~~~Ift_ Ur.w_t1 . I * 1 i ZiCa"§aw a | CaZ § 6| l s sS § .l Ew i C _ 1---- 1-a ----- ... ------1------* -t 1 ._ ... __ ...... _ .. .. .I 1. ...... __------.o s .. a.E ...... s . ... ._wsE ...... _ -.. __ . ua th u 311 ______.____...... _ .. L.WA _.. 1a Es.5 am1 i;l3I U waUaEni. IF ml oi ml I U. C:65 5 :5 .in_J IfI3 - iii £ *zU8| gUS. EIE.1 6 ml I i.E :._JY IU E .a I[ '| e . 1- *1-11------el l." {5 . "_c *1---1------1------8- 5 ----- us as ---... X 1 * 8.5 ……1Z- --* i- …-1- u'.S1.- ce -11s -aul- -.- ...... -1 1- . .. . . -..... ,..r.. I U S . E zl=aw3-3v 6-E XDINW - '18- - 82 - ANNEX 3-9 Attachment 4 THE GAMBIA SECOND HIGHWAY MAINTENANCE PROJECT Estimated Government Budget Contribution ('000 Dollars) Component 85/86 86/87 87/88 88/89 89/90 90/91 Total (2nd (Sem) Contracts and Supplies Road Maintenance Program - Local 0 0 20 22 18 18 78 - Foreign 0 0 126 254 289 250 919 Road and Bridge Rehabilitation - Local 0 0 293 186 0 0 479 Sub-total 0 0 439 462 307 268 1,476 Salaries and Wages (Road Maint.) Sub-total 107 252 228 215 260 258 1,320 Total 107 252 667 677 567 526 2,796 WAPT1 February 1986 - 83 - ANNEX 3-9 Attachment 5 THE GAMBIA SECONDHIGHWAY MAINTENANCE PROJECT Estimated Annual Road Maintenance Budget Requirements After End of Project 1/ Direct Operating Costs (February 1986 constant prices (US$'000) Local Foreign Total Contracts and Supplies - Periodic Maintenance 10 310 320 - Routine Maintenance 30 290 320 Salaries and Wages 200 0 200 Total 240 600 840 Replacement of Road Maintenance Equipment Estimated Minimum 0 175 175 1/ Based on 1,300 Km road network. Source: MWC WAPT1 February 1986 ,GMfA 5EMH ADUSAC PM:r Inplmtion Schedule I mm^lYear _ _ [ 1986 1987 1988 1989 1990 1991 ACrI'IVY 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Madntawc ; l Elizmt aun Vhitcles P.,4 D. El Periodic Mainte eKmce - Paved Roads (100 Kb Ssr & 131M fog) f) ) - Gravel Roads (260 KmGravelli) 28Km Km 17 Km RoutineMaintenance - Psved Roads - Gravel Roads U{;O Feeder RoadMEintanwce (340 Y.) E>Thrnwital Low-cost Paving (5 mb) Road Maitentace Assistamce , IWolrshopMwisg.t Assistance _ _ Rcad aM Bridge RehabilitatIlm BuridRoad JP B, A. -D Soth BankRoad Brume Bridep A InstituticGd Strenen1 Construction Industry Assistance . Pmoject Iuditixg _ _ _ Trauport Plaming Eqlpmentamn Materials, MWC _ Trizduig Materials amuCmrses Maragmit andTraing Assistawe, MW _ _ _ _ Trsnportation Studies.. P - Prep3rstionof Specif icatioscDBiddingDklments or Termoof Referenc B - ITvite Bids or Proposals A - #pronve Ccntrwcts D - DoUalsy or Mobbtltimn .'brary 1986 - 85 - ANNEX 3-11 Page 1 of 2 THE GAMBIA THE SECOND HIGHWAY PROJECT Estimated Disbursement Schedule Date of Cumulative Cumulative Disbursements End of Disbursements Disbursements Project Historical Quarter (US$'000) (US$'000) Estimate Profile (Z) (%) FY87 30 Sept. 86 550 550 9 1 31 Dec. 86 400 950 16 31 Mar. 87 300 1250 22 8 30 June 87 350 1600 28 FY88 30 Sept. 87 350 1950 34 19 31 Dec. 87 350 2300 40 31 Mar. 88 350 2650 46 31 30 June 88 350 3000 52 FY89 30 Sept. 88 350 3350 58 44 31 Dec. 88 350 3700 64 31 Mar. 89 300 4000 69 56 30 June 89 200 4200 72 FY90 30 Sept. 89 200 4400 76 68 31 Dec. 89 200 4600 79 31 Mar. 90 150 4750 82 78 30 June 90 150 4900 84 FY91 30 Sept. 90 150 5050 87 87 31 Dec. 90 150 5200 90 31 Mar. 91 150 5350 92 93 30 June 91 150 5500 95 FY92 30 Sept. 91 100 5600 97 97 31 Dec. 91 100 5700 98 31 Mar. 92 100 5800 100 100 WAPTI February 1986 THE GAMBIA: SECOND HIGHWAY MAINTENANCE PROJECT ESTIMATED DISB'JRSEMENTPROFILE lee - - EXPECTEDDISDWSE?NT PROFILE 98o. . W.AFRICAHUY PROJECTS,IDACHISTORICALPROFILE) 70- a88 so- -Cc ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~0% ~30 208 1- ~ 40 csn I~~~~~~~~~~~~~~~~~~~~~~~~~0I F FY88 FY89 FY90 FY91 FY921_ 18 U FY88 THIRU FY92 EXPECTEDBOARD APPROVAL s MARCH 1066 EXPECTEDCREDIT EFFECTXVENESSIJuLy 1986 S~UMeu -~ ESTZATU VAPTI PEUPJN 1666 - 87 - ARM 3-12 ME CA smmHE1W NGIiBTA WEc Ihlt Rat1 for RoodI lntme ActivItL wbrk DirectcP r tizB muslt Eqi- 21 3/ Acti__ Code unit Total Ovbeieads Arr. S+W- C+S- 3RFmb BY :e AMCr Gmwl Roads epipdrMummry 7 each 1,312.80 325.73 108.07 212.91 666.09 Sims (provide & Insts1l.) 8 each 1,312.80 325.73 108.07 212.91 666.09 culverts (provide & lnst.U) 9 * 1,121.83 278.35 75.65 149.04 618.79 ClQarig qegtarim 10 ha 2,128.40 528.10 299.48 591.20 709.62 1/ Cli ming drainue 11 gmgm-day 766.22 190.11 107.81 212.83 255.47 1/ Patching (nuMl) 12 ;9 86.81 21.54 13.23 22.18 29.86 Tla. Activity 100 Hlsca_lmosr routinetao"w 13 gawg-day 767.38 190.40 108.07 212.91 256.00 1/ Patrditg (UsCh'd) 14 mg 31.36 7.78 6.51 3.96 13.11 %aa. Activity 100 Dtch Clearing 15 km 275.66 68.40 54.90 31.39 12D.97 1lAgt icnB 16 hk 322.46 80.01 66.67 29.18 146.60 Reiapi"fg ro&aiy 17 hk 2,268.13 562.77 511.54 176.86 1,016.96 Gera* regrmatUlng 18 m' 34.22 8.49 7.52 3.79 14.42 Stodplrtag davel 100 MS 10.05 2.49 2.42 0.89 4.25 Paed Ros Clering Xegtatiw 20 ha 2,128.40 528.10 299.48 591.20 709.62 1/ cameadn dsEin 21 gaig-day 766.22 190.11 107.81 212.83 255.47 1/ Pathing (prmlia 22 mg 1,036.39 257.15 62.42 124.05 592.77 lba. Activity 201 1acel.laoun routine tai,s 23 gaig-day 766.22 190.11 107.81 212.83 255.47 It Patcding dwouldeis (nal) 24 up 88.70 22.01 13.20 22.18 31.31 ncl. Activity 200 Rpvelling ixuilders (uadb'd) 25 au 47.99 11.91 9.86 5.75 20.47 ITnO. caivity 200 Po nMtrepairs 26 u2 103.51 25.68 13.91 22.53 41.39 levelling pveint (pradx) 24 a' 824.64 204.61 34.53 60.76 524.74 TlE]. Activity 201 S.Ul mrface rOSeling 29 ltre 8.06 2.00 0.92 0.79 4.35 xEl. Activities 202. Cei1l reDa1ig 30 a 2 5.00 1.24 0.18 0.15 3.43 204 aud 205. Fog Seal 31 u2 125.43 31.12 1.75 2.10 9D.46 Stockiling pa vel 200 as 10.05 2.49 2.42 0.89 4.25 PraFdx *ifacture 201 as 653.28 162.09 8.52 17.64 465.03 ckle diell g. prNcesstng 202 *' 101.90 25.28 23.24 17.33 36.05 Excl. Extraction AB8egRte trmort 203 ms-ha 78.85 19.56 17.37 5.41 36.51 BY a0uRACr CaesringW eetatio 27 hab 609.58 - - - 609.58 hgregate trnunport 204 lOo-bn 118.0t - - - 118.04 Chold sbell prnctzent 205 z? 66.34 - - - 66.34 1/ Uj=er 14mts of force acrut and contracted operatians for cndes 10, 11. 13. 2D, 21. 23 axd 27 vi.U be aemd yaay. 2/ Salaries ad wvues. 3/ Cactsr and sapplies: these rates vfll be used for MAddbis. i nta. So : NC Fbrumry 1986 - - 88 - ANE 3-13 THE GABUA SDCONDUIGQAIY MAIWZENAWCKPROJECT Annual Road Haintenance Targets (Dalamis) Work Meas t Activity Code Unit FY85186 7186/87 FY87/88 F188/89 P189/90 9M0/9l BY FORCE ACCOUNT Gravel Road. Repair Masonry 7 each To be determined Signs (provide & install) 8 each To be determined Culverts (provide & install) 9 m To be determined Clearing vegetation 10 ha 21 21 21 21 21 21 Cleaning drainage 11 gang-day 687 687 687 773 828 828 Patching (maual) 12 *' 2,059 2,059 2,059 2,059 2,103 2,103 Miscellaneous routine tasks 13 gang-day 205 205 205 205 210 210 Patching (mech d) 14 e' 0 13,530 18,810 14,960 13,750 13,750 Ditch clearing 15 km 734 811 563 741 834 834 Light grading 16 km 1,824 1,824 1,964 2,257 2,348 2,373 Reshaping roadvay 17 km 0 123 171 136 125 125 General regravelling 18 a 40,950 87,750 79,560 84,825 43,875 0 Stockpiling gravel 100 U3 2,058 0 20,868 17,018 0 15,853 Paved Roads Clearing vegetation 20 ha 23 24 23 22 23 24 Cleaning drainage 21 gang-day 374 383 371 358 362 385 Patching (premix) 22 Ds 654 676 573 556 584 617 Hisceltaneous routine tasks 23 gang-day 234 240 232 224 226 241 Patching shoulders (manual) 24 m3 2,340 2,395 2,320 2,240 2,260 2,405 Regravelling shoulders (uechd) 25 m' 4,680 4,790 4,640 4,480 4,520 4,810 Pavement repairs 26 Mo 1,360 1,425 1,285 1,188 1,223 1,273 Levelling pavement (premix) 28 *' 391 420 445 421 410 423 Small surface resealing 29 litre 23,000 23,360 19,660 20,550 23,410 24,800 General resealing 30 *2 0 259,720 283,800 1l8,100 0 0 Fog Seal 31 m2 0 59,630 0 360,000 360,000 0 Stockpiling gravel 200 ' 7,020 7,185 6,960 6,720 6,780 7,21S Premix manufacture 201 o' 1,045 1,096 1,018 977 994 1,040 Cockle shell aggr. processing 202 n3 2,000 5,579 3,668 657 0 0 Aggregate transport 203 ms-km To be determined BY CONITRACI Clearing vegetation 27 ha 225 230 223 215 217 231 Aggregate transport 204 100O -km 560 3,100 1,850 0 0 0 Cockle shell procurement 205 12 2,500 4,111 4,621 672 0 0 Note: Quantities for Codes 10, 11, 13, 20, 21, 23 and 27 are not be be exceeded by more than 10%. Source: NWC February 1986 - 89 - ANNEX4 Page 1 of 2 GAMBIA SECONDHIGHWAY MAINTENANCE PROJECT Economic Analysis: Main Assumptions and Results 1. Except for the short coastal strip and the capital, Banjul, which has an industrial and service base, The Gambia has atnagricultural economy. Products consist mainly of groundnuts, foodgvains, cotton and livestock which have to be transported to Banjul for consumption or export. The flow of goods into the interior covers agricultural inputs such as fertilizer and seeds, foodstuff and other necessities. 2. In the absence of the proposed project investments, road conditions would deteriorate and cause physical bottlenecks for transport movements. Estimated project benefits reflect only the savings in vehicle operating costs and some savings in maintenance costs generated by the project. Benefits generated by technical assistance for institutional strengthening (about US$2.4 million equivalent which could not be allocated to particular road programs) are expected to have long term effects on road and equipment management practices; these benefits have not been quantified. Expenditures from the PPF advance are treated as sunk costs. 3. Statistical data normally used to gauge traffic are not fully dependable. Vehicle registration data are inconsistent; fuel consumption is only partially representative because of sales to and from Senegal; traffic counts had to be adjusted for counting errors and the substantial fluctuations resulting from poor harvests because of adverse weather conditions. The basic traffic data which have been used appear acceptable, but for a few roads included in the regravelling program further traffic counts will be done before regravelling is started to ensure that the traffic is sufficient to justify the investment. 4. Cost and benefit streams have been updated to February 1986 prices. Even thouughthe country is desperately short of foreign ex- change, the foreign currency costs have not been shadow priced because both the road maintenance work and the resulting vehicle operating savings contain a high foreign exchange component. Cost and benefit estimates used in the economic analysis exclude all taxes. Attachment 1 presents assumptions used in allocating project costs to various compo- nents, and Attachment 2 gives distribution and yearly phasing of the costs. 5. Project benefits mainly arise from reduced road maintenance costs and reduced vehicle operating costs as a result of improved road conditions brought about by the project. Savings in vehicle operating costs are quantified with the help of known relationships between a given road condition and related vehicle costs. Vehicle operating costs for different road conditions used for the analysis are given in - 90 - ANNEX 4 Page 2 of 2 Attacbment 3. and a definition of road conditions is given in Attachment 4. Attachment 5 summarizes main assumptions used for estimating proiect benefits. 6. Attachments 6 to 10 present cost benefit streams relating to main project components (viz, gravel road maintenance, paved road maintenance, total road maintenance program, South Bank Road Rehabilitationand Bund Road Rehabilitation). Attachment 11 presents a summary of economic rate of returns (ERR) from various project components. Further details on economic analysis are presented in the Project File. WAPT1 February 1986 - 91 - ANNEX4 Attachment 1 THE GAMBIA SECOND HIGHWAYMAINTENANCE PROJECT Assumotions Regarding Allocation of Project Costs among Various Components 1. Annex 3-9, Attachment 3 provides project costs (in February 1986 prices). Costs for economic analysis include base costs and physical ccotihg~cnces,but exclude price contingencies. Allocation of economic costs among various project components has been made on the following basis: Cost Item as Given in Cost Table Allocation a) Equipment and Vehicles 30% to Periodic Maintenance (Excluding UNSO and MED share) of Paved Roads 7OZ to Periodic Maintenance of Gravel Roads b) Spare Parts (MED) 100% to InstitutionalBuilding c) Equipment and Vehicles 100% to Routine Maintenance (UNSO Share) of Gravel Roads d) Periodic Maintenance; Paved Roads 100% for same Component e) Periodic Maintenance; Gravel Roads if t f) Routine Maintenance; Paved Roads " g) Routine Maintenance; Gravel Roads to h) Feeder Road Maintenance: - F. A. 100% to Routine Maint. of G-avel Rds. i) - Contract 100% to Periodic Maintenance of Gravel Rds. J) ExperimentalLow Cost Paving 100% to Institution Building k) Road Maintenance Assistance 50% for Institution Building, and 50% for Distribdtion Equally Among: Periodic Maint. of Paved Rds., Routine Maint. of Faved Rds., Periodic Maint. of Gravel Rds., and Routine Maint. of Gravel Rds. 1) Workshop Management Assistance: 100% to Institution Building m) Bund Road 100% for same Component n) South Bank Road " o) Brumen Bridge p) Institution Strengthening 100% for Same Component q) Project Preparation Facility 100% for Same Component 2. Annual phasing of expenditure follows phasing of project expenditure. Details are given in the Project File. 3. Resulting Cost Allocations among components and over the project years are given in Attachment 2. February 1986 WAPTI -92 - AIE! 4 THEADIA Attachmt 2 SEEEDEIlHIAV NAIIEIICE PROECT Distribution andYerly Phasing of Projuct Cots (US$ 000, in 1996priceu Total X of Total Project Cut 1985-86 1996-97 1987-9 1980989 1999-90 1990-91 PavedRoads Naintenance Routine Naint ance 1623 11 170 346 320 259 269 259 Periodic Ihintuance 1412 10 66 541 45 171 155 64 Gravel oadsNaintmance Rutine Naintnuace 1521 11 93 412 354 194 237 230 Periodic Nuintenance 2377 17 138 911 969 161 161 137 3u-d Rad ehabilitation 95 7 0 0 770 224 0 0 South DbakRoad lehabilitation 2217 16 0 0 1146 1072 0 0 rmenBridge Rehabilitation qq7 7 0 0 738 258 0 0 intittion Stregtbning 2434 17 0 1372 607 263 160 32 Project Preparatin Facility 550 4 550 0 0 0 0 0 Total Costs 14125 100 1019 3591 5220 2603 9"1 722 (xcluding price contingencies) Notn: 1. Distribution basedon assutios in Attachmet 3. 2. Costs eclude price contingncin. 3. Thecuts homnin 1990-91minly reflect paymnt delays; while prepwringcost strem for economicanalysis (attachmts 6 to 101 1990-91costs mere addedto the 1989-90costs. WAPTi February 1986 - 93 - ANNEX 4 Attachment 3 THE GAMBIA SECONDHIGHWAY MAINTENANCE PROJECT Vehicle Operating Costs for Different Road Conditions (In February 1986 US Dollar/Km exclusive of Taxes, Duties and Fees) PAVED ROADS Cost Element Condition 1 Condition 2 Condition 3 Condition 4 Condition 5 C_st Cost Cost Cost Cost Cars 0.14 0.14 0.15 0.16 0.18 Buses 0.45 0.49 0.53 0.61 0.75 7 Ton Trucks 0.26 0.29 0.31 0.36 0.48 UNPAVED ROADS Cars 0.14 J.15 0.16 0.17 0.18 Buses 0.49 0.53 0.61 0.67 0.73 7 Ton Trucks 0.29 0.06 0.36 0.42 0.47 Source: MWC, and Consultant'sReport, Project File Document No. 124.453. Note: Road Conditions are defined in Attachment 4. WAPT1 February 1986 - 94 - Annex 4 Attacbment 4 THE GAMBIA SECONDHIGHWAY MAINTENANCE PROUECT Definition of Road Conditions PAVED ROADS UNPAVEDROADS CONDITION 1: Recently paved road in excellent condition. Recently constructed or reconstructed gravel road having excellent transverse proflit and riding qualities. CONDmON 2: Paved road which provides good riding comfort and Gravel road, structurally sufficicnt, may maintains its profile. Nay present slight present small irregularities, such as light distortions which do not, however, affect surface corrugations or alight wear along the wheel drainage, tracks, which could be readily corrected with a light cut by a conventional road grader. CONDMON 3: Paved road which presents a noticeably distorted Cravel road where surface irregularities profile. However, these distortions affect less constrain the comfortable travel speed to a than half of the pavement surface and do not speed below that dictated by the alignment. impose travel speed reduction. Correction would require a heavy grader cut or a re-gravelling. CONDITION 4: Paved road whose surface is damaged and presents Gravel road where a significant reduction in numerous incidences of pavement failures: travel speed is required to attain safe and distortions, ruts, depressions, cracks, etc. comfortable driving conditions. This condition Failures remain light and only impose a alight would apply to sections where the subgrade Is reduction of travel speed. visible, where the roadway has structurally failed or where the road is depressed below the surrounding terrain. CONDMON 5: Paved road whose surface is heavily deteriorated Gravel road which has failed to the extent that and presents numerous incidences of major a detour is in operation. pavement failuret distortions, pot holes, cracks, etc. Failures are severe enough to impose a substantial reduction of travel speed. CONDITION 6: Paved road whose surface is completely destroyed. Unimproved earth road. Condition varies with Pavement failures are such that vehicles can only nature of terrain and soils. travel with difficulty and in so doing may incur tire, suspension or even frame damage. Source: MWC WAP January 1986 - 95 - ANNEX 4 Attachment 5 Page 1 of 2 THE GAMBIA THE SECONDHIGHWAY MAINTENANCE PROJECT Assumptions in Estimating Project Benefits General 1. As noted in Annex 4, projectbenefits have been quantifiedby estimating,for the duration of the project impact, road maintenance costs and vehicleoperating costs correspondingto the conditions"with the project"and "withoutthe project". The differencein the total of these costs between the two situationsindicates benefits attributable to the project investments. Road conditionsare definedin Attachment 4, and relatedvehicle operating costs are given in Attachment3. Road MaintenanceProgram (Graveland Paved Roads) 2. This covers a large part of the network. Average daily traffic on each road section in 1984 is taken and aggregatedfor the road network, to estimate traffic units that would benefit from the routineand periodicroad maintenanceprogram. Based on road condition surveysdone by consultants,the followinggeneral assumptions are made regardingaverage road conditionsfor gravelroads: WithoutProject: Roads not regravelledwould deteriorate graduallyfrom condition4.2 to 5 and 6; With Project:Roads will be in condition2 for four years after projectand graduallydeteriorate to coaditions3 and 4 duringthe subsequentfour years. 3. Both vehicleoperating costs and road maintenancecosts would be higher without the project. The above "average"position may not apply to some marginalcases; it is estimated that for a minimum 15Z ERR from regravelling,the road conditionshould be 4 or worse, and ADT about 40 vpd in the year of regravelling.Roads which do not meet the minimal ERR would not be regravelledunder the project. Only those roads which are now in poor condition (condition4 or 5) and vould revert to earth-roads(condition 6) within two to three years will be regravelled (periodicmaintenance) and restored to good condition. Estimatesfor this componentwere complicatedby the low rainfall in recent years which has limiteddamage to the roads. However,a return to more normal rainfall patterns, as happened in 1985, has been consideredwhen designingthe maintenanceprogram. 4. The divisionof benefitsbetween routine and periodicmainte- nance used in the analysisis largelynotional, as it is difficultto separatethe impactsof these activities. The life of routinemainte- nance is taken as only one year (for each year's program),and that of periodic maintenance (regravelling) taken as 6 years. However,benefits - 96 - ANNEX4 Attachment 5 Page 2 of 2 beyond 1994 from the maintenance program have been ignored in the calculations. Project benefits include credit for about 40% salvage value of the equipment purchased under the project, in the year after project completion; this equipment will be used for future maintenance. 5. An average traffic growth of about 5% was assumed for the road system from 1985 to 1995. One of the sensitivity tests done by consul- tants examined project benefits with only zero traffic growth; results showed an estimated ERR of about 28Z for the maintenance program. 6. A somewhat similar methodology to above is followed for the periodic maintenance program. Detailed calculations of benefits from the gravel and paved road maintenance programs are presented in consultant'sreport (Project File Document Nos. 223.799 and 124.153). Road RehabilitationComponents 7. These cover specific road sections, viz., Yundum-Brikama (10 km), Brikama-Kalagi (100 km) and Kalagi to near Soma (40 km) which are on the South Bank Road, and the Bund Road (3.5 km). These roads had ADTs of 1,800 vehicles, 540 vehicles, 480 vehicles and 1,900 vehicles respectively in 1984, and a road condition of 3.5-4 or worse. Without the project, the condition would deteriorate to 5 rapidly; with the project, it will improve to condition 3 for the South Bank Road and condition 1 for the Bund Road and gradually deteriorate to 4, over a period of about 7 and 15 years respectively after project completion. Detailed road condition profiles, traffic levels, road maintenance costs, and vehicle operating costs for each of these road sections is presented in Project File Document Nos. 223.799 and 124.153, for both "with project" and "without project" situations. A situation of zero traffic growth for the South Bank and Bund road rehabilitation components would correspond to about 20% reduction in project benefits, and to corresponding sensitivity results, which show an estimated ERR of about 25Z or higher. Bridge Rehabilitation 8. Regarding rehabilitation of Brumen Bridge, it has been assumed, based on engineering assessments, that its life beyond 1988 is uncertain. Estimated 1984 traffic across this bridge is about 480 vpd, most of it long distance. Benefit estimates conservatively assume an average of 20 km extra distance to be travelled by 75% of these vehicles, in the event of a major failure of the bridge in 1989. The weighted average of vehicle operating costs for the traffic compostion, assuming a road condition of 3, is about US$0.2 per vehicle km, and about US$510,000 per annum for the assumed traffic diversion. No traffic growth is assumed for benefit calculationsin this case. WAPT1 February 1986 - 97 - ANNEX4 THELVDIA Attachment 6 SECOWHIGSYMM NITEICE N PROJECT ECONOIICCOTS ND NEITS STREAKS(USS 000. JN 1986 PRICES) ;RAVELROADS IIAINTENAM- 1966 1987 1988 1969 1990 1 3992 193 14-2005 COSTS 93.0 412.0 354.0 194.0 237.0 230.0 -20.0 - - ENEFITS - 260.0 496.0 535.0 572.0 286.0 - - - PERIODICMIMTEJCE COSTS 138.0 911.0 869.0 161.0 161.0 137.0 -376.0 - - BNEFITS - - 153.0 240.0 580.0 884.0 960.0 800.0 430.0 TOTALRVEL ROADS CsTs 231.0 1323.0 1223.0 355.0 396.0 367.0 -396.0 - - DEJEFITS - 260.0 651.0 775.0 1152.0 1170.0 960.0 800.0 430.0 Ne DETFIT ROUTINE1NTENMIM -93.0 -152.0 144.0 341.0 335.0 56.0 20.0 - - PERIODICrINrIIWICE -138.0 -911.0 -716.0 79. 419.0 747.0 1336.0 800.0 430.0 TOTALRVE S -231.0 -1063.0 -572.0 420.0 754.0 803.0 1356.0 800.0 430.0 Internal rate of return for Gravel Roads Maintenance :28% WAPT1 February 1986 *1 - 98 - ANNEX4 TM 161 Attacbment 7 KcM OU T NAINMWCEMJECT ECIIC COM M EFITS STREMS(UN 000. IN 1986 PRICES) PNO R-S MINMTICE 1966 17 I9M1 196 19,0 11 29IM 1993 1"4-2005 OtS 170.0 34.0 32D.0 259.0 269.0 259.0 - - EITmS - 546.0 543.0 626.0 642.0 320.0 - - PE83IC NDIINICE cTSm 46.0 541.0 415.0 271.0 155.0 U4.0 -260.0 - - IIFITB - 140.0 395.0 450.0 465.0 476.0 490.0 330.0 160.0 TOTALPA0 mS COT 236.0 37.0 735.0 430.0 424.0 323.0 -160.0 - IFIS - 416.0 923.0 106.0 1207.0 796.0 490.0 330.0 160.0 NETDEJEFff ITJE MINTEIWICE -270.0 200.0 223.0 359.0 373.0 61.0 - - - PIIC NIINIWIE -660 -401.0 -30.0 279.0 320.0 412.0 650.0 330.0 160.0 TOTAL.PAl NM -236.0 -201.0 193.0 639.0 483.0 4n.0 650.0 330.0 160.0 Internal rate of return for Paved Roads Maintenance: 70% WAPT1 February 1986 - 99 - ANNEX4 TIE SANIA Attachment 8 SEONDHOIIA IWNTENANCEPROTC ECONC CoST D BENIT STRMEASWUS 000s l 186 PRICES) TOTALMINENIC POWN FM PAVEDANMIECAW ROAD 191 198 1988 1989 109mo 199 2 1993 1994-miO4 TOTALRWL ANDP RObDS COSTS 467.0 2210.0 1958.0 795.0 822.0 690.0 -556.0 - BENEFITS - 946.0 15N7.0 J843.0 2259.0 1966.0 1450.0 1130. 590.0 IET EnIT -6.0 -1264.0 -379.0 1058.0 1437.0 1276.0 2006.0 1130.0 590.0 Interul RatS of Returnot Not Streas 16B7 38.822 _e-M SENSITIVITANAYSIS WY ASA Z PRESENT OFPRESENT INTw?lR ALUEAT OCC COSTSAT OCC RTE OF TESTCASES 7ESTCASE VARATIOS OF13.50Z OF13.50Z REMlE MSECASE 2822.2 63.1Z 38.8Z- TESTCASE 1 C7 UP 20Z 1929.3 36.0Z 26.9Z TESTCASE 2 17 DOIN20Z 1363.9 30,SZ 24.82 WAPTM February 1986 THESANDIA SECOND1IS4WAY MA1NTENANCE PRftCI ECONOMICCOST AND DENEfIT STREAMS (US$OO00 IN 1786PRICES) SOUTHD-ANI( ROAD REHABILITATION (50 KMN) 1986-19871988 1987 1990 17,91 1572, 1993 3994 1995 37961997-2004 TOTALEXPENDITURES ANDCOSTS TOTALPROJECT COSTS - 1146 1072 - - - - - SAVINGSINROAD MAINTENANCE ANDVEHIlCLE OPERATING COSTS - - - 706 851 1014 1108 1375 1590 1019 NETBENEITS - 1146 -1072 706 051 1014 1180 13075 3590 1019 InternalRates of Returnof Net Streams NE20 34.132 SENSITIVITYANALYSIS SCNSITlVITYTESTS NPVAS A I PRESENT OFPRESENT INTERNAL VftLUEAT OCC COSTSAT 0CC RATEOF TESTCASES TESTCASE VARIATIONS OF13.501 OF13.50 RETURN F ------.- BASECASE 1532,2 107,22341 1EEICASE I C20 UP 202 1246.2 72.61 20,32 % TESTCASE 2 020 DOUN202 939.9 65.7! 27.12 WAPTI February 1986 THEhUlA SECONDIfiGIEAT MINIENMACE PROJECT FEcONOICOST ANT, DWEr!! STYEA (U5$OOO. IN 178 rRICEs) StuDRMSD REHABILITATION (35 Ml) 1286-198? 1988 1989 1P"0 1991 399 197f3 199 I99 19T6 3197 3IM I9M 200 2001 2002 2003 TOTALPROJECT COSTS- 770 224 ------SAVINGSIN ROAD MAINTENANCE ANDVEHIICLE OPERATING COSTS - - 200 305 315 325 29? 315 329 343 364 38 M1 297 III 329 332 -- NEt EKrEITs -770 56 305 315 325 297 315 329 343 364 M6 21 297 313 329 332 February20. 1786 13136 Internal Ratesaf Returnaf NotStreamss NIbo 32.283 SENSITIVITYANALSIS SENSITIVITYTESTS WiVAS A I . PRESENT OFPRtESENT INTERNAL.f VALUEAlOCC COSISAl~ DUATEW OF TESTEASES TESICASE VARIATIPNS OF13.50 OF1M.50 RETURN -4------..... - .--- ..-. BASECASE 696.5 130.31 23 TESICASE I CIO LIP 202 564.1 71.12 26.5! TESTCASE 2 830 NUN 20! 424.6 64.2! 25.3! WAPTI February 1986 - 102 - Annex 4 Attachment 11 THE GAMBIA SECONDHIGHWAY MAINTENANCE PROJECT Sumiary of ERR Estimates for Different Project Components Estimated Project Components Economic Cost % of Total Cost a/ ERR (US$ 000) (0) A. Road Maintenance Program 1. Gravel Roads 3,898 28 28 2. Paved Roads 3,035 21 70 Sub-Total (A) 6,933 49 39 B. Road and Bridge Rehabilitation 1. South Bank Road (150 km) 2.217 16 34 2. Bund Road (3.5 kas) 995 7 32 3. Brumen Bridge 997 7 49 Sub-Total (B) 4,209 30 37 Total of A and B 11,142 79 38 a/ Total project costs, excluding price contingencies- US$14,125,000;no benefits were quantified for 21% of these costs, consisting of US$2,433,000 (17%) for institutional strengthening,and US$550,000 (4%) PPF advance (the latter being treated as a sunk cost). WAPT1 February 1986 16' T HE G AM B IA SECOND HIGHWAY MAINTENANCE PROJECT NATIONAL ROAD NETWORK Second Highway Moinlenonce Proied: Notionoal Roads: * Airport Rehobilitotion: Paved 0 Towns _ Paved Roads-taterite Rivers Br-dge Earth e Notional Copitol Periodic Maintenance: Local Roads: 1r.'.rnotionol Boundc Paved Roads Paved Gtovel Roads toterite First Hlghwry Moaitenonce Pro1ei A MWC Division Offices Periodic Maintenance. Limit of MWC Mointenonce Divisions Paved Roods, Part Grove! loads * Rive, Wharves Kaur ->-Cha To Koniu. & / K Kt' ______\_ I| Ngeyesn/ D ; _.____.+_.___._._.__ 1 ,4 \ Jlo,vuro farfSnte , B\nni Niabo Kundo hun Dip s eCho Bokos Ess.u NOR(rH IdSIO B ,}° do unDa_o allle Kat \ Keren San njor Kots, NJULt KuntOir T~~~~~~~~~~endaboMa noAmbl J Brssfut t ,-Sts rd _ {komo t tbo ~~~~~~~Soto~ o~ n oig - Sonyotng B'n ong > Sonkc I Brme 'di sc-: ~~~~'9 ~~Biniango a ga a gelE Gunjur W EST Bojono D I V I S I N' Kofttng Oo..,. S E N E G A L I? SENEGAL 101~ A-10 IBRD1- I I~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~4- Airporl~~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ---- Towns~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ l - untour ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ---- ~ Tendj,. f,. - N~~~~~~~~~~~~~~~~~~~ ~ ~ ~ ~ ~ ~ ~ ~ ~~jjnoICapitalAgalYor u iot.onol~Boundorses ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 41Tnd att U Wharf~~~~~~~~~~~~~~~~~~~~~~~MAURI A L M SENEGAL v.~~~~~~~~~~~~~doI~~~~~~~~~~~~~ ~ U I Ng EKA~u - U - - SIUERRA Ftto C~~~~~~~~Ob GA U I N BE I S S A U LIBERIAo~um Gonibissoro'. ~ ~ ~ ~ ~ JAUA