Document of The World Bank FOR OFFICIAL USE ONLY Report No: RES16403 RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF NHAI TECHNICAL ASSISTANCE PROJECT LOAN - 7980-IN NOVEMBER 30, 2010 TO THE REPUBLIC OF INDIA NOVEMBER 24, 2015 Transport & ICT Global Practice India Country Management Unit South Asia Region 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. ABBREVIATIONS AND ACRONYMS CAG Comptroller Audit General CCA Chief Controller of Accounts CGM Chief General Manager ERP Enterprise Resource Planning GAAP Governance and Accountability Action Plan GoI Government of India IUFR Interim Unaudited Financial Report MCA Model Concession Agreement MoRTH Ministry of Roads, Transport and Highways MoF Ministry of Finance NHAI National Highway Authority of India PDO Project Development Objective PFS Project Financial Statement PPP Public Private Partnership Regional Vice President: Annette Dixon Country Director: Onno Ruhl Senior Global Practice Director: Pierre Guislain Practice Manager/Manager: Karla Gonzalez Carvajal Task Team Leader: Rajesh Rohatgi 2 INDIA NHAI TECHNICAL ASSISTANCE PROJECT (P121515) CONTENTS A. SUMMARY ........................................................................................................................... 5 B. PROJECT STATUS ............................................................................................................. 6 C. PROPOSED CHANGES ...................................................................................................... 6 ANNEX 1. RESULTS FRAMEWORK AND MONITORING ----------------------------------- 14 ANNEX 2. REVISED PROJECT ACTIVITIES BY IMPLEMENTATION AGENCY ...... 18 3 DATA SHEET India NHAI Technical Assistance Project (P121515) SOUTH ASIA Transport & ICT Report No: RES21228 Basic Information Project ID: P121515 Lending Instrument: Specific Investment Loan Regional Vice President: Annette Dixon Original EA Category: Not Required (C) Country Director: Onno Ruhl Current EA Category: Not Required (C) Senior Global Practice Pierre Guislain Original Approval Date: 30-Nov-2010 Director: Practice Karla Gonzalez Carvajal Current Closing Date: 31-Jul-2016 Manager/Manager: Team Leader(s): Rajesh Rohatgi Borrower: Department of Economic Affairs, Government of India Responsible National Highways Authority of India, Ministry of Road Transport and Highways Agency: Restructuring Type Form Type: Full Restructuring Paper Decision Authority: Board Approval Restructuring Level 1 Level: Financing ( as of 30-Oct-2015 ) Key Dates Approval Effectiveness Original Revised Project Ln/Cr/TF Status Signing Date Date Date Closing Date Closing Date P121515 IBRD-79800 Effective 30-Nov-2010 22-Dec-2010 21-Mar-2011 31-Jul-2016 31-Jul-2016 Disbursements (in Millions) % Cancelle Disburse Undisbur Project Ln/Cr/TF Status Currency Original Revised Disburse d d sed d P121515 IBRD-79800 Effective USD 45.00 45.00 0.00 4.67 40.33 10 Policy Waivers Does the project depart from the CAS/CPF in content or in other significant Yes [ ] No [ X ] respects? Does the project require any policy waiver(s)? Yes [ ] No [ X ] 4 A. Summary of Proposed Changes Since the project approval in year 2010, there have been many changes in the road sector in India, particularly the slowdown in the Public Private Partnership (PPP) program. The current government is trying to revamp the sector with many initiatives, including trying out new financing options, new forms of PPP contracting and transforming the Ministry of Road Transport and Highways (MoRTH) and its implementing agencies to improve their processes and to expedite National Highways (NH) program delivery and efficiency. Within this backdrop, it has become essential to revise the scope of the project to ensure it continues to address the key road sector and institutional challenges being faced by MoRTH and the National Highways authority of India (NHAI) in the implementation of the National Highways Development Program. In order to keep pace with these changes, and ensure relevancy of the project, it is therefore being proposed to add 10 new activities and drop 5 activities that will help to addresses these evolving issues. See additional details in Section C. One change of particular importance, and which impacts the PDO, is that MoRTH will become an additional implementing agency of the project, in addition to the National Highways Authority of India (NHAI). It is therefore proposed that the PDO be revised to reflect the changes in scope and increased role of MoRTH in implementation. Proposed changes also include cancellation of US$15 million from the loan as a result of dropping the implementation of the Enterprise Resource Planning (ERP) System from the project; triggering Bank Policies OP4.01 (Environment Assessment) and OP4.12 (Involuntary Resettlement); changing Environment Assessment category from C (not required) to B (Partial Assessment); and associated changes in the Results Framework, Project Costs, Financing Plan and Legal Covenants. The Government plans to complete procurement and implementation of studies expeditiously to enhance disbursements and overall implementation of the project. However, given the significant scope and number of the studies, completion of the studies and the related adoption of the recommendations by the agencies could extend beyond the current project closing date. The task team intends to closely monitor the project implementation during the next 2-3 months, and depending on significant progress being made, an extension of the closing date could be discussed with the Government at a later stage to help achieve the project development objectives. Change in Implementing Agency Yes [ X ] No [ ] Change in Project's Development Objectives Yes [ X ] No [ ] Change in Results Framework Yes [ X ] No [ ] Change in Safeguard Policies Triggered Yes [ X ] No [ ] Change of EA category Yes [ X ] No [ ] Other Changes to Safeguards Yes [ ] No [ X ] Change in Legal Covenants Yes [ X ] No [ ] Change in Loan Closing Date(s) Yes [ ] No [ X ] Cancellations Proposed Yes [ X ] No [ ] Change to Financing Plan Yes [ X ] No [ ] Change in Disbursement Arrangements Yes [ X ] No [ ] Reallocation between Disbursement Categories Yes [ X ] No [ ] Change in Disbursement Estimates Yes [ X ] No [ ] 5 Change to Components and Cost Yes [ X ] No [ ] Change in Institutional Arrangements Yes [ X ] No [ ] Change in Financial Management Yes [ X ] No [ ] Change in Procurement Yes [ X ] No [ ] Change in Implementation Schedule Yes [ ] No [ X ] Other Change(s) Yes [ ] No [ X ] Appraisal Summary Change in Economic and Financial Analysis Yes [ ] No [ X ] Appraisal Summary Change in Technical Analysis Yes [ ] No [ X ] Appraisal Summary Change in Social Analysis Yes [ ] No [ X ] Appraisal Summary Change in Environmental Analysis Yes [ ] No [ X ] Appraisal Summary Change in Risk Assessment Yes [ X ] No [ ] B. Project Status The project has experienced significant delays in implementation, in part as a result of the changes that have occurred in the sector policies, priorities and institutions. Implementation of the Enterprise Resource Planning (ERP) contract, which constitutes a significant part of project cost could not be awarded despite two rounds of bidding. Given that the project has just under a year before closing, it was agreed with the Government that there was not sufficient time for the project to support another re-bidding and therefore, the subsequent implementation of this activity would be dropped from the project. However, as the Government still has a strong interest in ERP, it was agreed that its funding would continue under another ongoing Bank funded Project -- the National Highways Interconnectivity Improvement Project (P121185). The Development Objective (DO) has been rated Unsatisfactory while Implementation Progress (IP) has been rated as Moderately Unsatisfactory. However, in recent months, MoRTH and NHAI have reaffirmed their strong ownership, interest and commitment towards improving the implementation of the project and have demonstrated the same by requesting for changes in the projects and advancing procurement of activities to commit the loan expeditiously. As can be seen from Annex 2, most of the contracts have been awarded by the NHAI and are near completion, while out of nine proposed contracts to be implemented by MoRTH, five have already been awarded and 4 are expected to be procured by end-December 2015. C. Proposed Changes Change in Implementing Agency Implementing Agency Name Type Action National Highways Authority of India Implementing Agency No Change Ministry of Road Transport and Implementing Agency New Highways Development Objectives/Results Project Development Objectives Original PDO Assist NHAI to adopt appropriate practices that would enhance its program management and operational efficiency. 6 Change in Project's Development Objectives Explanation The existing PDO is no longer fully consistent with the Government’s changing priorities, and is therefore less relevant and not achievable. In order to make the project more consistent with the Government’s current needs and new initiatives, the project will focus on areas that include: (i) Innovative Financing; (ii) Organization and Process Improvements; (iii) Concessionaires; (iv) Training and Capacity Building (that includes the piloting of new technologies); and (v) Research, Standardization and Development. Many of the ongoing activities will contribute to these priorities; however, some will not, and these are proposed to be dropped (See Annex 2). In addition, ten new activities are being added that address new priorities: • Financing Options Study for National Highways Development • Adapting the Model Concession Agreement (MCA) for Expressway projects • Development of MCA and an enabling framework for Tunneling Projects • Highways Advisory System • Effective Interventions to reduce carbon footprint in developing highways • Review of Institutional Framework of standardization and research in Road Sector • Organization & Processes transformation in MoRTH and its implementing agencies • Study on Logistic Efficiency and Enhancement Program • Engagement of domain/subject experts • Knowledge Workshops/Seminars/Technical Events, Study Tours/Training/Exposure Visits and Engagement of domain/subject experts The above changes in focus would ultimately lead to enhanced program management capacity and greater operational efficiencies of the MoRTH and NHAI, which is the intended higher level outcome of the project and the current PDO. However, these outcomes cannot realistically be achieved in the remaining loan period, as these achievements require that the activities and practices first be completed and adopted by MoRTH/NHAI after due deliberations. Even after MoRTH/NHAI adopts these measures, the result in terms of enhanced program management and operational efficiency cannot be realized and measured in the remaining loan period. Therefore, considering these time constraints, it is proposed to revise the PDO, realistically keeping the outcomes at the level of “adoption of better practices” emanating out of the completion of the proposed activities rather than on “enhancement in program management and operational efficiencies”, which would be expected in a latter phase. Proposed New PDO Assist MoRTH and NHAI to adopt better program management and operational practices. Change in Results Framework Explanation: The result framework is being comprehensively revised to make it specific and measurable for the achievement of the revised PDO and to reflect changes in the project scope. Although indicators would measure the “adoption of better practices” through a Yes/No value, efforts would be made to assess likely or already achieved enhancements on operational and program management efficiencies of NHAI and MoRTH due to adopting better practices, during the evaluation at the end of project. Please refer Annex 1 for further details. Compliance Change in Safeguard Policies Triggered Explanation: 7 Although activities under this TA project themselves do not have direct adverse environmental or social impacts, the outcomes of TA i.e. implementation of the recommendations of the studies may lead to specific project/investment operations having significant environmental and social implications, entailing risks and potentially inducing adverse impacts. Therefore it is proposed to trigger Bank Policies OP4.01 (Environment Assessment) and OP4.12 (Involuntary Resettlement) to identify potential adverse impacts, integrating it with policies/programs/studies and designing of appropriate mitigating measures. No specific investments/projects have yet been identified. The process would entail carrying out a Strategic Environment and Social Assessment (SESA), analyzing the potential social and environmental impact that might arise out of the implementation of any recommendations, new policy frameworks, or prospective investment suggested/resulting from the Project- financed technical assistance, with particular emphasis on indigenous peoples, scheduled tribes and scheduled castes, as well as land acquisition and involuntary resettlement. Current and Proposed Safeguards Policies Triggered: Current Proposed Environmental Assessment (OP) (BP 4.01) No Yes Natural Habitats (OP) (BP 4.04) No No Forests (OP) (BP 4.36) No No Pest Management (OP 4.09) No No Physical Cultural Resources (OP) (BP 4.11) No No Indigenous Peoples (OP) (BP 4.10) No No Involuntary Resettlement (OP) (BP 4.12) No Yes Safety of Dams (OP) (BP 4.37) No No Projects on International Waterways (OP) (BP 7.50) No No Projects in Disputed Areas (OP) (BP 7.60) No No Change of EA category Current EA Category: Not Required (C) Proposed EA Category: Partial Assessment (B) Explanation: As mentioned above, studies/policy reviews/consultancies envisaged under the project per se do not have any adverse environmental impacts, however, implementation of recommendations of some of the activities might have adverse environmental impacts. As of now no specific investments have been identified. It is therefore proposed to change the category to B. The client would carry out a Strategic Environment and Social Assessment (SESA), analyzing the potential social and environmental impact that might arise out of the implementation of any recommendations, new policy frameworks or prospective investment suggested/resulting from the Project-financed technical assistance, with particular emphasis on indigenous peoples, scheduled tribes and scheduled castes, as well as land acquisition and involuntary resettlement. Change in Legal Covenants Explanation: The Loan Agreement and Project Agreement are being revised to reflect the proposed changes so as to: (i) reflect the newly proposed PDO in Schedule 1 of the Loan Agreement; (ii) update the description of Project activities in Schedule 1 in order to encompass both NHAI and MoRTH; (iii) insert the newly agreed implementation arrangements vesting the overall responsibility for Project 8 implementation on MoRTH and requiring: (a) the appointment of a Chief Project Director (Joint-Secretary level, MoRTH); (b) a new Empowered Committee, headed by the Secretary, MoRTH; and (c) a Project Management Unit responsible for the day-to-day implementation of MoRTH’s respective activities; (iv) provide for the carrying out of a strategic social and environmental assessment of Project implications by no later than January 31, 2016; and (v) reflect the cancellation of fund and the inclusion of incremental operating costs as eligible expenditures retroactively since the date of signing of the Legal Documents (i.e. Dec. 22, 2010). Financing Cancellations Explanation: The Procurement of ERP, which constitutes a major part of the project cost could not be awarded despite two rounds of bidding and MoRTH/NHAI deciding to re-bid again. In view of the balance loan period of about one year, which is not sufficient to cover procurement and implementation of the ERP, it has been agreed to drop it from the project. The current estimates of the ERP cost is about US$17m, therefore about 80% of this costs is proposed to be cancelled. Curren Current Amount (in Cancelled Amount (in Proposed Amount (in Ln/Cr/TF Status cy currency) currency) currency) Effecti IBRD-79800 USD 45,000,000.00 15,000,000.00 30,000,000.00 ve Change to Financing Plan Explanation: The financing plan is proposed to be revised to reflect the cancellation and changes in scope. Total Estimated Cost of Project Executed by MoRTH & NHAI - US$ 37.62m Source(s) At Approval Current (from AUS) Proposed BORR 10,000,000.00 10,000,000.00 7,620,000.00 IBRD 45,000,000.00 45,000,000.00 30,000,000.00 Total 55,000,000.00 55,000,000.00 37,620,000.00 Change in Disbursement Arrangements Explanation: MoRTH will also be responsible for seeking disbursements through separate Interim Unaudited Financial Reports (IUFR) for activities that they implement. The IUFRs shall be submitted quarterly within 45 days from the close of the quarter. The IUFRs will be prepared on a cash basis and will be used to monitor the financial progress of the project. The format of the IUFR has been agreed with the task team. Reallocations Explanation: The allocation to categories are being revised to reflect proposed changes in project costs. Current Category of Disbursement % (Type Ln/Cr/TF Currency Allocation Expenditure Total) Current Proposed Current Proposed 41,207,500. 29,887,500. IBRD-79800 USD Gds,Con Srvcs and Trg 80.00 80.00 00 00 9 3,680,000.0 UNALLOCATED 0.00 0.00 0.00 0 PREMIUM FOR 0.00 0.00 0.00 0.00 CAPS/COLLARS Designated Account 0.00 0.00 0.00 0.00 FRONT END FEE 112,500.00 112,500.00 0.00 0.00 45,000,000. 30,000,000. Total: 00 00 Disbursement Estimates Change in Disbursement Estimates Explanation: Considering that MoRTH has already awarded many of the proposed activities, it is likely that major expenditure would occur in the year 2016, when deliverables under these contracts would become due. Fiscal Year Current (USD) Proposed (USD) 2011 2,000,000.00 4,500,000.00 2012 9,000,000.00 0.00 2013 16,000,000.00 0.00 2014 9,000,000.00 0.00 2015 6,000,000.00 0.00 2016 2,000,000.00 20,500,000.00 2017 1,000,000.00 5,000,000.00 Total 45,000,000.00 30,000,000.00 Components Change to Components and Cost Explanation: A detailed breakdown of the revised scope of the project, including original activities, dropped activities and new proposed activities can be found in Annex 2. Current Component Proposed Component Current Cost Proposed Action Name Name (US$M) Cost (US$M) Institutional Support and 45.00 37.62 Revised Capacity Building Total: 45.00 37.62 Other Change(s) Change in Institutional Arrangements Explanation: Implementation Arrangements have been revised to enhance the monitoring and oversight of the project as follows: 10 Project Implementation Unit (PIU) - at MoRTH A PIU, headed by the Deputy Secretary (DS) Highways as Project Director has been constituted, including a Procurement Committee and Project Monitoring Committee. The PIU also has provisions for engaging subject/nodal experts as and when required to help in procurement and implementation of project activities. PIU – at NHAI The Member Finance will have the overall implementation responsibility of NHAI TA project, with a Chief General Manager (CGM) level officer designated as Project Director for activities being implemented by NHAI under the project. Each activity shall have a CGM level officer as nodal officer. Arrangements for Overall Project Monitoring and Oversight The Joint Secretary Highways, MoRTH will be the Chief Project Director of the project responsible for overall project management, implementation and coordination. A “Project Level Empowered Committee” has been constituted. The mandate of this committee would be to review the project progress, accord guidance/directions to implement various recommendations of studies and advise project directors/nodal officers in resolving any implementation issues. This committee shall meet at least once in a month and shall consists of following members • Secretary, MoRTH – Chairman • Chairman, NHAI – Member • NHAI Members – Member(s) • Director General (Road), MoRTH • Additional Secretary and Financial Advisor , MoRTH • Chief Project Director (Joint Secretary, Highways) – Member Convener • Project Director – MoRTH (DS, Highways) - Member • Project Director – NHAI (a CGM level officer under Member Finance, NHAI) - Member Change in Financial Management Explanation: There are no changes in financial management arrangements at NHAI. The Project would follow MoRTH’s extant Financial Management system, including budgeting, funds flow and payment mechanism, accounting and auditing. This would be supplemented by Project-specific arrangements such as periodic financial reporting that will draw the information from the extant systems. Budget: The project funds (Bank share and counterpart funding) will be provided for under separate budget heads (5054) and reflected in the Demand for Grants of MoRTH, in accordance with the budget system of GoI. Following these systems, the project budget will be based on Annual Plan prepared by the MoRTH. After the budget is approved by secretary, the budget allocation will be made by Ministry of Finance (MoF) to MoRTH. MoF has endorsed about US$13 m for FY15-16. Accounting in MoRTH follows the system prescribed for ministries under the Union Government. The Project Director, MoRTH is the approving authority for all the payments. The account functions will vest with the Pay and Account Officers (PAOs). Financial Reporting: MoRTH will submit quarterly Interim Unaudited Financial Reports (IUFR) to the 11 Bank within 45 days from the end of each quarter for reporting project expenditures, and which will also be the basis for disbursement by the Bank. The PIU at MoRTH will be responsible for preparing annual Project Financial Statement (PFS) in Bank agreed formats. The PFS will include annual and year to date sources and uses of project funds, project expenditures and reconciliation of disbursement claims with total application of funds. The IUFR will detail the project funds received through the budget and component/ sub-component-wise actual expenditures for the quarter, year to date; cumulative to date; physical/ financial progress of project components; and details of the contracts funded under the project; reconciliation between expenditure reported under IUFR with expenditure booked under budget heads. Audit for the project, CAG will audit the annual PFS under the terms of reference agreed for World Bank funded projects. The audited PFS will be submitted to the Bank within nine months from the close of the financial year. For the project, CAG will audit the annual PFS under the terms of reference agreed for World Bank funded projects. The audited PFS will be submitted to the Bank within nine months from the close of the financial year. Disbursement Arrangements: Reimbursement will be the primary method of disbursement under the project. The MoRTH PIU will submit withdrawal applications supported by IUFR to CAAA for onward submission to the Bank for reimbursement of expenditures. The IUFR would reflect the actual expenditures on goods, works and services. Any ineligible expenditure that is either identified by the Bank or in the audit reports or otherwise would be adjusted by the Bank in subsequent disbursements. MoRTH is adequately exposed to Bank Financial management procedures, hence the FM risk rating is low. Change in Procurement Explanation: MoRTH has experience of managing Bank procurement as it is implementing the Bank funded National Highways Interconnectivity Improvement Project (P121185). The MoRTH also has adequate procurement and contract management capacity. Both NHAI and MORTH will use e-procurement system, which has been assessed and found acceptable by the Bank. Current procurement risk rating for the Project is “Substantial”, which will be reviewed periodically and if required, updated. Appraisal Summary Appraisal Summary Change in Risk Assessment Explanation: The project is not overly complex (TA project with no works/goods) and involves procuring and managing consulting services assignments. Although, both NHAI and MoRTH have significant experience in procuring and managing consulting services, completion of studies and adoption of recommendations might not be completed before the current loan closing given the significant remaining work. The overall implementation risks are therefore rated as high. This risks would be mitigated to a great extent through the reaffirmation of strong ownership and commitment by the NHAI and MoRTH, close supervision by the task team, and a possible extension of loan closing date if project implementation improves. Systematic Operations Risk-Rating Tool (SORT) Risk Category Rating 1. Political and Governance Low 12 2. Macroeconomic Low 3. Sector Strategies and Policies Moderate 4. Technical Design of Project or Program Low 5. Institutional Capacity for Implementation and Sustainability High 6. Fiduciary Substantial 7. Environment and Social Low 8. Stakeholders Low OVERALL High 13 Annex 1 RESULTS FRAMEWORK India: NHAI Technical Assistance Project (P121515) Project Project NHAI Technical Assistance Project (P121515) Restructuring Status: DRAFT Name: Stage: Team Requesting Leader(s) Rajesh Rohatgi SACIN Created by: Comfort Onyeje Olatunji on 23-Oct-2015 Unit: : Product Responsible IBRD/IDA GTI06 Modified by: Rajesh Rohatgi on 02-Nov-2015 Line: Unit: Country: India Approval FY: 2011 Lending Region: SOUTH ASIA Specific Investment Loan Instrument: Project Development Objectives Original Project Development Objective: Assist NHAI to adopt appropriate practices that would enhance its program management and operational efficiency. Proposed Project Development Objective (from Restructuring Paper): Assist MoRTH and NHAI to adopt better program management and operational practices. Results Core sector indicators are considered: Yes Results reporting level: Project Level Project Development Objective Indicators Status Indicator Name Core Unit of Measure Baseline Actual(Current) End Target 14 Marked for Implementation of ERP Text Value Currently The award has Successful Deletion successfully completed NHAI has a been delayed. completion of MIS system Indicator not yet maintenance which is not achieved phase integrated in the entire NHAI work process and is not comprehensive Date 19-Oct-2015 31-Jul-2016 Comment New New financing options and Yes/No Value No No Yes contract modalities developed Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 and adopted. Comment New Asset Management System Yes/No Value No No Yes Developed for National Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 Highways Comment New Improved Project Preparation Yes/No Value No No Yes and Design Review Process Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 adopted Comment Marked for Design Review Process Text Value n.a. activity under Evaluation Deletion established and adopted at progress. report of NHAI Indicator not experience / achieved results Date 02-Nov-2010 19-Oct-2015 31-Jul-2016 15 Comment Marked for Implementation of Accident Text Value Accident system being Reduction in Deletion Information and Management module of RIS developed fatal road System, and Network Safety has road accident and Management accident data construction site for the year accidents on 2005-06 and selected network there is no database for work zone accidents Date 02-Nov-2010 19-Oct-2015 31-Jul-2016 Comment No change Implementation of GAAP Text Value n.a. being implementation actions and adoption of implemented of GAAP mitigation measures within the 02-Nov-2010 19-Oct-2015 31-Jul-2016 Date project period Comment Intermediate Results Indicators Status Indicator Name Core Unit of Measure Baseline Actual(Current) End Target Marked for % of NHAI staff trained in Percentage Value 10.00 50.00 Deletion accordance with the agreed Date 02-Nov-2010 19-Oct-2015 31-Jul-2016 annual training plans Comment New Organization and process Yes/No Value No No Yes transformation study completed Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 Comment 16 New Model Concession Agreements Yes/No Value No No Yes for Tunneling and Expressway Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 Project Developed Comment New Independent Quality Audit Yes/No Value No No Yes System adopted Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 Comment New Performance Evaluation Yes/No Value No No Yes System of Consultants and Date 02-Nov-2010 02-Nov-2015 31-Jul-2016 Contractors established and in operation Comment Marked for Performance Evaluation Text Value n.a. activity under Performance Deletion System of Consultants and progress Evaluation of Contractors established and in consultants and operation contractors established and in operation Date 02-Nov-2010 19-Oct-2015 31-Jul-2016 Comment 17 Annex 2 Revised project activities by implementation agency Costs Contract Status A. Proposed New Activities to be implemented by MoRTH (US$ m) WBTA-18 Financing Options Study for National Highways Development 0.90 Awarded WBTA-19 Adapting the Model Concession Agreement (MCA) for Expressway projects 0.58 Awarded WBTA-20 Development of MCA and an enabling framework for Tunneling Projects 0.58 Awarded WBTA-21 Highways Advisory System 5.83 Awarded 0.50 Expected to be WBTA-22 Effective Interventions to reduce carbon footprint in developing highways awarded by Dec 2015. 0.50 Expected to be Review of Institutional Framework of standardization and research in Road WBTA-23 awarded by Dec Sector 2015. Organization & Processes transformation in MoRTH and its implementing 5.25 Awarded WBTA-24 agencies 2.50 Expected to be WBTA-25 Study on Logistic Efficiency and Enhancement Program awarded by Dec 2015. 1.25 Expected to be WBTA-26 Strategic Environment and Social Assessment (SESA) awarded by Dec 2015. Provisions for further studies supporting the Project Development Objective 0.42 Knowledge Workshops/Seminars/Technical Events, Study 1.17 Tours/Training/Exposure Visits and Engagement of domain/subject experts Incremental Operating Costs 2.50 Sub Total 21.98 Contingencies @20% 4.40 Total (A) 26.38 B. Original Activities being implemented by NHAI Consulting services to prepare training plan and develop cooperative programs 0.10 Awarded/ near WBTA-01 completion for Research, Standardization and Development WBTA-02 Consultancy Services for review of Project Preparation And Design Review 0.91 Awarded/ near &03 Process and implementation support completion Consulting Services for Recommending Appropriate Technology for 0.02 Awarded/ near WBTA-04 completion Topography Survey and Capturing Land Records. 3.33 To be awarded Consulting Services for Carrying-out Topography Survey and Capturing Land WBTA-05 after completion Records for NH Corridor about 1500 – 2000 km of WBTA-04 0.28 Awarded/ near WBTA-07 Consulting Services to establish Performance Monitoring and Rating System completion 0.56 Awarded/ near WBTA-08 Consulting Services to undertake Corporate Governance Assessment of NHAI. completion Consultancy Services to Review the Existing Mechanisms and to Develop 0.40 Awarded/ near WBTA-09 completion Independent Quality Audit Systems for NHAI 18 Consulting Services for Technical assistance to strengthen asset management 2.72 Awarded WBTA-12 capacity of NHAI 0.21 Awarded/ near Consulting Services for piloting new contract modalities including new forms of completion WBTA-13 PPPs (modified BOT-Annuity) and/or DBMOT (Output and performance Based Road Contracts. C. Proposed new activities to be implemented by NHAI 0.17 To be awarded by WBTA-16 IT Infrastructure Security Audit Dec 2015 Knowledge Workshops/Seminars/Technical Events, Study 0.33 Tours/Training/Exposure Visits and Engagement of domain/subject experts Incremental Operating Costs 0.33 Sub Total 9.37 Contingencies @20% 1.87 Total (B+C) 11.24 D. Activities Dropped WBTA-06 Consulting Services for developing and operationalizing an e-tool as a - monitoring system for pre-construction activities and LA and RR process WBTA-10 Consulting Services for developing Network Safety Management Approach and - Analysis WBTA-11 Services of Media Agency to design and implement publicity campaign for Road - Safety and HIV AIDS WBTA - Road Safety Advisor - 14 WBTA - ERP Implementation - 15 TOTAL (A+B+C) 37.62 19