Document of The World Bank Report No: 18339-BD PROJECT APPRAISAL DOCUMENT ONA PROPOSED CREDIT IN THE AMOUNT OF SDR 129.3 MILLION (US$177 MILLION EQUIVALENT) TO THE GOVERNMENT OF THE PEOPLE'S REPUBLIC OF BANGLADESH FOR DHAKA URBAN TRANSPORT PROJECT DECEMBER 17, 1998 Infrastructure Sector Unit Bangladesh Country Unit South Asia Region CURRENCY EQUIVALENTS (Exchange Rate Effective October 31, 1998) Currency Unit = Taka US$1 = Taka 48.5 FISCAL YEAR July 1- June 30 ABBREVIATIONS AND ACRONYMS ADB - Asian Development Bank BRTA - Bangladesh Road Transport Authority BRTC - Bangladesh Road Transport Corporation CAS - Country Assistance Strategy DCC - Dhaka City Corporation DMA - Dhaka Metropolitan Area DMP - Dhaka Metropolitan Police DOE - Department of Environment (of the MOEF) DUTP - Dhaka Urban Transport Project EIA - Environmental Impact Assessment EIRR - Economic Internal Rate of Return GDTPCB - Greater Dhaka Transport Planning and Coordination Board GOB - Government of the People's Republic of Bangladesh ICB - International Competitive Bidding IDA - International Development Association LGD - Local Government Division (of the MLGRDC) LGED - Local Government Engineering Department MLGRDC - Ministry of Local Government, Rural Development & Cooperatives MOC - Ministry of Communications MOEF - Ministry of Environment and Forest MOF - Ministry of Finance MOHA - Ministry of Home Affairs NCB - National Competitive Bidding O&M - Operation and maintenance NMT - Non-motorized transport PCC - Public Consultative Committee PCU - Project Coordination Unit PIU - Project Implementation Unit PD - Project Director RAJUK - Rajadhani Unnayan Karthpakhya (Capital City Development Authority) RAP - Resettlement Action Plan RHD - Roads and Highways Department (of the MOC) RRD - Roads and Railways Division (Ministry of Communications) VOC - Vehicle operating cost Vice President: Mieko Nishimizu Country Director: Frederick Temple Sector Manager: Frannie Humplick Team Leader/Task Leader: Thampil Pankaj BANGLADESH Dhaka Urban Transport Project CONTENTS A: PROJECT DEVELOPMENT OBJECTIVE ................................ ....................................... 2 1. PROJECT DEVELOPMENT OBJECTIVE AND KEY PERFORMANCE INDICATORS ............................................ 2 B: STRATEGIC CONTEXT ........................................................................ 2 1. SECTOR-RELATED COUNTRY ASSISTANCE STRATEGY (CAS) GOAL SUPPORTED BY THE PROJECT ........... 2 2. MAIN SECTOR ISSUES AND GOVERNMENT STRA PEGY ........... ....... ............2........................................... 2 3. SECTOR ISSUES TO BE ADDRESSED BY THE PROJECT AND STRATEGIC CHOICES ....................................... 5 C: PROJECT DESCRIPTION SUMMARY ....................................................................... 5 1. PROJECT COMPONENTS ...................................................................... 5 2. KEY POLICY AND INSTITUTIONAL REFORMS SUPPORTED BY THE PROJECT ........... 6 3. BENEFITS AND TARGET POPULATION ...................................................................... 8 4. INSTITUTIONAL AND IMPLEMENTATION ARRANGEMENTS ............................... ....................................... 8 D: PROJECT RATIONALE ...................................................................... I I 1. PROJECT ALTERNATIVES CONSIDERED AND REASONS FOR REJECTION: .................................................. I 1 2. MAJOR RELATED PROJECTS FINANCED BY THE BANK AND/OR OTHER DEVELOPMENT AGENCIES .......... 12 3. LESSONS LEARNED AND REFLECTED IN THE PROJECT DESIGN ........... ....... .......................................... 12 4. INDICATIONS OF BORROWER COMMITMENT AND OWNERSHIP .................. ........................... 12 5. VALUE ADDED OF BANK SUPPORT IN THIS PROJECT ............................................. 13 E: SUMMARY PROJECT ANALYSIS .............................................. 13 1. ECONOMIC ............................................. 13 2. FINANCIAL ............................................. 14 3. TECHNICAL: .............................................. 14 4. INSTITUTIONAL: .............................................. 15 5. SOCIAL: ................................................................... . . , . , . , . . 15 6. ENVIRONMENTAL ASSESSMENT ................................................................... 16 7. PARTICIPATORY APPROACH .................................................................. 1 7 F: SUSTAINABILITY AND RISKS .................................................................. 17 1. SUSTAINABILITY .................................................................. 17 2. CRITICAL RISKS .................................................................. 18 3. POSSIBLE CONTROVERSIAL ASPECTS .................................................................. 20 G: MAIN CREDIT CONDITIONS .................................................................. 21 1. EFFECTIVENESS CONDITIONS: ................................................................................... 21 2. OTHER [CLASSIFY ACCORDIN(; TO COVEINAN T IxYPS USED IN THE LEGAL AGREEMENTS.]: .................. 21 H. READINESS FOR IMPLEMENTATION ..................... ............................................. 22 1. COMPLIANCE WITH BANK POLICIES ...................... ............................................. 22 Annexes Annex 1. Project Design Summary Annex 2. Detailed Project Description Annex 3. Estimated Project Costs Annex 4. Cost-Benefit Analysis Summary Annex 5. Financial Summary Annex 6. Procurement and Disbursement Arrangements Table A. Project Costs by Procurement Arrangements Table Al. Consultant Selection Arrangements Table B. Thresholds for Procurement Methods and Prior Review Table C. Allocation of Credit Proceeds Annex 7. Project Processing Budget and Schedule Annex 8. Documents in Project File Annex 9. Statement of Loans and Credits Annex 10. Country at a Glance Maps IBRD 29771 - Bangladesh - Project Area IBRD 29772 - Dhaka Metropolitan Area (DMA) IBRD 29841 - Main Project Components BANGLADESH Dhaka Urban Transport Project Project Appraisal Document South Asia Region Date: December 17, 1998 Team Leader/Task Leader: Thampil Pankaj Country Director: Fredlerick Temple Sector Manager: Frannie Humplick Project ID: BD-PA-9524 Sector: Transportation Program Objective Category: EN Lending Instrument: Specific Investment Loan Program of Targeted Intervention: [] Yes [xl No Project Financing Data [ Loan [x] Credit [ Guarantee [] Other [Specify] For Loans/Credits/01thers: Amount (US$m/SDRm): SDR 129.3 million (US$177.0 million equivalent) Proposed terms: [x] Multi-currency [ ] Single currency, specify Grace period (years): 10 [I Standard Variable [x] Fixed [] LIBOR-based Years to maturity: 40 Commitment fee: 0.5% Service charge: 0.75% Financing plan (US$m): Source Local Foreign Total Government 44.1 44.1 Cofinanciers IBRD IDA 78.5 98.5 177.0 Other (specify)Dhaka City Corporation 13.1 13.1 Total 135.7 98.5 234.2 Borrower: Government of Bangladesh Guarantor: NA Responsible agency(ies): Ministry of Communications and Dhaka City Corporation Estimated disbursements (Bank FY/US$M): 1999 2000 2001 2002 2003 20 20 Annual 8.0 30.5 47.5 55.0 36.0 Cumulative 8.0 38.5 88.0 141.0 177.0 Project implementation period: 1999-2004 Expected effectiveness date: 03/1999 Expected closinig date: 06/2004 OSD PAD Form: July 30,1997 Page 2 A: Project Development Objective 1. Project development objective and key performance indicators (see Annex l). The project's overall objectives are: (a) To improve urban transport infrastructure and services in the Dhaka Metropolitan Area (DMA) in an economically and environmentally sustainable manner, and (b) To strengthen institutional and policy framework and address long-term transport planning and coordination issues in the Dhaka Metropolitan Area. The transport problems in DMA are multi-faceted and massive, and would need a phased program spread over several years. This project would focus on the first phase, to deal with the most pressing constraints, including building up an institutional framework and a policy environment that envisages active private sector and community involvemenit. B: Strategic Context 1. Sector-related Country Assistance Strategy (CAS) goal supported by the project (see Ann7ex I): CAS document number: 17453-BD Date of latest CAS discussion: March 31, 1998 The CAS states that the Bank Group's mission in Bangladesh is reducing poverty by promoting rapid job-creating economic growth and interventions that directly assist the poor. The strategic priorities outlined in the CAS include, among others: (a) institutional development, (b) promoting a competitive private sector as the engine of growth, and (c) promoting better public sector management and improved public services for private sector and civil society. In outlining the implementation of the assistance strategy, the CAS states that the Bank Group will assist in providing better transport services and tackling urbanization problems, and identifies Dhaka Urban Transport Project (DUTP) as one of the key vehicles to achieve this. The project supports these main priorities outlined in the CAS. It will help remove transport bottlenecks, and improve transport services, in the largest and the most important urban center in Bangladesh, which has also a large percentage or urban poor; Dhaka has a population of 9 million and contributes about 13% of the country's Gross Domestic Product (GDP). The project will also help to develop institutional capacity for better coordination and improve public sector management of DMA's transport system, expand private sector role and participation and assist the poor in better meeting their mobility needs . An important focus of the project is building institutional capacities in a phased manner. The proposed Greater Dhaka Transport Planning Coordination Board (GDTPCB), with members from key private and public sector agencies, is expected to serve as a model for metropolitan transportation planning and coordination in Bangladesh. The project will also strengthen the institutional capacities of many local agencies which have important roles in the metropolitan transport planning and management. The project envisages good bus services provided by private sector to be the main thrust of public transportation in Dhaka city. Various steps will be taken under the project to facilitate greater private sector participation in the provision of efficient bus services, including improving infrastructure and traffic management which will reduce congestion, traffic delays and vehicle operating costs, providing adequate bus terminals and depots, deregulating fares, and facilitating credit from various sources for private bus entrepreneurs; some of these measures have already been initiated. The urban poor will particularly benefit from improved bus services, better pedestrian facilities and support for non-motorized transport (NMT) which employs a large number of poor operators. 2. Main sector issues and Government strategy: Sector Background: Urban population growth in Bangladesh in recent decades, has been phenomenal; total urban population which was 2.6 million (or 4.8% of the total population) in 1961, rose to 22.5 million (around 20% of the total population) by 1991. The urban population growth per decade has averaged 6.7% during this period. This has far outstripped the capacity of urban infrastructure, leading to low level of efficiency and massive shortages. The future expansion of the country's economy Page 3 significantly depends on the competitiveness of urban areas which are also the country's main industrial and commerciall centers; therefore, enhancing the efficiency and reach of urban infrastructure becomes a high priority. Main issues in the urban sector of Bangladesh are: (a) rapid increase in urban population; (b) extremely poor conditions of infrastructure and services, with huge backlogs and low-level of O&M of existing services; (c) weak institutions at the local government level, with inadequate capacity for planning and implementing projects, for managing municipal services and finances, and for maintaining infrastructure; (d) poor revenue base and inadequate cost recovery; (e) overlapping responsibilities and poor coordination among different government ministries and municipal agencies; and (f) lack of stakeholder participation and adequate consultative processes. The Government has realized the magnitude and importance of the problem and is now making earnest efforts to tackle these issues, with the support of IDA, ADB, UNDP and bilateral funding agencies to improve the efficiency of the urban sector, through strategic and technical studies, capacity building initiatives, and development projects (ref. detailed discussion under para. on Government Strategy below). Dhaka's critical role: The urban hierarchy of Bangladesh is strongly dominated by metropolitan Dhaka, whichl is the country's largest and most industrialized city, and also its administrative, commercial and cultural capital. The population of Dhaka is about 9 million presently and is projected to be about 16 million by 2015, making it the seventh largest megacity in the world. Between 1960 and 1990 the average annual growth rate of population in DMA was eight percent. With a share of about 7% of the total population, Dhaka contributes about 13% of the national GDP. In spite of its relative importance in the national economy, acute deficiencies exist in the provision of infrastructure facilities, resulting in a widening gap between supply and demand for services. Transport Environment in Dhaka: The transport environment in Dhaka is characterized by traffic congestion and delays, inadequate traffic management, conflict of jurisdictions and poor coordination among agencies, and increasing air pollution problems. Dhaka is perhaps the only city of its size without a well-organized, scheduled bus system or any other mass transport system. Women and urban poor are particularly disadvantaged in accessing the existing bus facilities due to extreme overcrowding. The city's traffic problems have recently reached crisis proportions; traffic delays have tripled in the last three years and automobile-related air pollution has become a major health problem. These shortcornings seriously compromise the ability of the transport system in Dhaka to sustain economic growth and reasonable quality of life. Deteriorating traffic and environmental conditions have prompted a popular public "Save Dhaka" campaign to find urgent solutions. Moreover, the expected addition of another seven million people over the next 16-17 years will make conditions almost unbearable in the future, unless urgent measures are taken to remedy the situation. In many respects, the distribution of modal choices in Dhaka is unique among cities of comparable size in the Asia region. Walking to work and non-motorized transport (NMT) trips are major components of the travel pattern in Dhaka. In terms of number of trips, almost 60% of the 8.5 million weekday person trips are walk trips; 19.2% use the manually-pedaled cycle-rickshaw; 1.4% use auto- rickshaw (motorized three-wheelers); 9.2% travel by bus; 3.1% by private car; and the remaining, about 7.7%, by various other modes. In terms of passenger kms. traveled, the share of buses is 30.6%, and those of cycle-rickshaw and walking are 21.7% and 17.7%, respectively. The high dependence on walking and cycle rickshaw, both slow and typically best suited for short trips on secondary roads, and a low dependence on buses (the main form of public transport), in a city of nine million people with an urban area of about 2,000 square kms., is a symptom of inefficient and ineffective transport systems and operations. Dominance of slow human pedaled cycle rickshaws, which are non-polluting and employ a large number of poor, but adds to traffic congestion, particularly on main arterial roads, constitutes a Page 4 major social issue related to traffic management in Dhaka. The principal problems/issues associated with transport services in Dhaka are: (a) weak institutional arrangements for planning, coordination and management of transport services, leading to overlapping jurisdictions, and inadequate inter-agency planning and coordination; (b) absence of a good scheduled bus system (or other mass transport), most buses being old, overcrowded and generally inaccessible to women passengers; (c) poor road conditions and inadequate intersection management facilities for smooth traffic flow; (d) serious traffic congestion, which reduces speed and restricts the number of daily bus trips possible, thus increasing vehicle operating costs; (e) tariff regulations and other disincentives that discouraged large investments by the private sector (Currently most of the bus operations in the city - about 95% of around 1600 buses - are managed by the private sector, with regulated low tariff and traffic delays leading to substandard services; the tariff restrictions have been recently relaxed as condition of DUTP preparation, and the private sector has begun to bring in better buses at higher tariffs); (f) inadequate traffic management and inefficient road use because of poor enforcemenit of traffic regulations, conflict between slow and fast moving modes, encroachments by street vendors, and lack of coordination among different utility agencies and the road maintenance agency; (g) high accident rates arising from inadequate traffic enforcement, poor road conditions and driving standards; (h) poor accessibility for women to the existing bus services due to overcrowding, and inadequate sidewalks and pedestrian facilities which constrain poor women garment workers who walk to work in large numbers; and (i) automobile-related air pollution which has become a major hazard for the entire city population, due to the recent steep increase in the highly polluting two-stroke engines (three- wheeler auto-rickshaws), increased traffic congestion, use of old and badly maintained buses, and poor quality fuel. Government Strategy: To deal with this deteriorating urban situation, the Government has recently conducted many studies and initiated actions to evolve a rational strategy in urban planning and housing, inunicipal management and services, urban transport, and urban institutions, and address the key issues involved. Some of these studies, such as the Urban and Shelter Sector Review, the Dhaka and Chittagong City Master Plans, the Dhaka Integrated Transport study, Municipal Services Feasibility Study, and the Dhaka Water Supply Project studies have been partly funded by the UNDP, ADB, the World Bank and other key bilateral. There have been active discussions and dialogue within the Government and the country, and with the World Bank and other institutions in preparing a cogent strategy for tackling the urban issues. For example, the National Program Document for Urban Sector (1994) prepared with UNDP assistance, provides the analytical underpinning to urban sector initiatives for the next decade; Government also recently agreed with IDA, on a strategy for managing municipal finance issues, based on the municipal finance sector study (1997) completed with IDA assistance. The Government has also prepared Master Plans for Dhaka and Chittagong with UNDP assistance. More. specialized work in specific areas are currently under way, in parallel with initiation of projects for infrastructure improvements and institutional strengthening. There has been genuine interest and commitment by the Government in addressing urban issues. The Government's urban strategy emphasizes decentralization of authority to the local agencies, strengthening their capacity, and upgrading infrastructure with a major role for private sector in the delivery of municipal services. In the area of urban transport, the Government's strategy is to initially focus on the problems of Dhaka which is the largest and also one of the fastest-growing cities, and in the process, create a successful model in urban transport that can be replicated in other urban centers of the country. The Dhaka Integrated Transport Study (DITS, 1994) and subsequent discussions with Government have highlighted the following elements that will constitute the urban transport strategy for Dhaka (which will also set the tone for the other cities in the country): (a) institutional reforms to ensure efficient urban transport planning and management, and coordination among different agencies, as well as with regional land use planning process; (b) strengthening of the Dhaka City Corporation and other municipalities in Page 5 the Dhaka area, and other relevant agencies, to better manage transport services and projects; (c) improving maintenance systems and cost-recovery; (d) removing physical constraints in the transport system and reduce transport costs; (e) improving traffic management and safety; (f) enhanced role for the private sector in urban transport services, under competitive market conditions; (g) key role for the Government in undertaking public investments in critical common-user infrastructure facilities such as roads, traffic management improvements etc. and in providing an efficient regulatory system for safe, dependable services by the private sector, under adequate emission and environmental standards; (h) developing a multi-modal framework involving all relevant modes; (i) developing an efficient bus- transport system by private sector as the main mass-transport mode for the near future, while studying other mass transport options for the long-term; () allowing multi-tier bus tariff systems, with free fare- setting for higher quality services (such as sitting-only', 'limited-stops' etc.) and with fare regulation for ordinary services to ensure affordability for the poor; (k) ensuring a continued significant role for cycle- rickshaws (which is pollution-free and which provides employment support for about 1.0 million urban poor), as feeder services to bus transport, and as local services on non-main roads, by providing special facilities, while reducing their use on main arteries where they cause traffic congestion; (I) enhancing pedestrian facilities by providing, for example, clear sidewalks, and pedestrian bridges for safe crossings; (m) addressing the transport needs of specific vulnerable groups such as women, garment workers, and the poor; and (n) addressing air pollution related issues by restricting the growth of two-stroke engines, setting and monlitoring emission standards. IDA enclorses GOB's overall urban strategy and supports it mainly in two ways: (a) working with GOB in tackling major urban transport problems through the proposed DUTP, and (b) concurrently supporting GOB's efforts in strengthening municipal institutions, policy framework, decentralization and general infrastructure improvements, through ongoing and new projects. The Dhaka Water Supply Project funded by IDA in 1996, is ongoing, and a new Municipal Services Project, focused on an number of small and medium size municipal towns, which also supports strengthening municipal institutions generally, has been recently appraised and negotiated, and is expected to be presented to IDA Board shortly. While some urban projects for housing, water supply and other municipal services have been funded recently by various international agencies in selected cities and towns, no internationally funded investment project has been undertaken so far for urban transport, and the proposed DUTP would be the first intervention in this sub-sector in Bangladesh. The strategic orientation identified by GOB for the urban transport sub-sector is fully reflected in the proposed DUTP. 3. Sector issues to be addressed by the project and strategic choices: The project will address the main sector issues relating to: building institutional capacity and improving policy environment, strengthening planning and coordination capacity, infrastructure services provision, betteir maintenance, improved traffic management, private sector participation, environmental sustainability and addressing transport needs of the poor. The focus of this project is on the most urgent, institutional and infrastructure issues requiring immediate attention, and developing a phased approach to address the complex and multifaceted problems facing Dhaka, transport system. It will also provide a model for dealing with transport issues in other urban centers in the country. C: Project Description Summary 1. Project components (see Annex 2for a detailed description and Annex 3for a detailed cost breakdown): Page 6 PROJECT COMPONENTS AND COST SUMMARY Cost incl. % of IDA % of IDA Component Category Contingencies Total financing financing (US$M) (US$M) Traffic System Improvements* Physical 50.1 21.4 37.6 21.2 Road Improvements Physical 30.7 13.1 23.1 13.1 Bus Route Improvements Physical 2.7 1.1 2.0 1.1 Rehabilitation of Existing Bus Physical 17.2 7.3 12.8 7.2 Terminals and Adjacent Roads Pedestrian Facilities Improvement Physical 5.4 2.3 4.0 2.3 NMT Network Improvement Physical 5.4 2.3 4.0 2.3 Grade Separated Interchange Facilities Physical 46.8 20.0 35.1 19.8 Flood Damage Rehabilitation - Roads Physical 20.0 8.6 15.0 8.5 & Drainage Equipment and Vehicles Equipment 10.9 4.6 8.1 4.8 Technical Assistance & Implementation Institution 34.4 14.7 34.0 19.2 Support, and preparation of follow-up Building & proj ects Project Management ___ Resettlement Costs Physical 1.4 0.6 1.3 0.7 Land Acquisition and Compensation 9.3 4.0 0.0 0.0 Total 234.2 100.0 177.0 100.0 Note: Figures may not agree due to rounding *Excludes related technical assistance 2. Key policy and institutional reforms supported by the project: The proposed project will address the existing gaps and weaknesses in the policy and institutional framework related to metropolitan transport planning and management in DMA, as described below. The proposed arrangements are also expected to set a model for the rest of the country. Setting up of GDTPCB: As part of the project preparation efforts, GOB has set up a Greater Dhaka Transport Planning and Coordination Board (GDTPCB), an inter-agency unit for overall transport planning and coordination for DMA, to fill a major existing gap in the institutional framework for coordination of urban transport. GDTPCB will be chaired by the Mayor of Dhaka and represented by other smaller municipalities in the metropolitan area, the private sector and all other important agencies that have a stake in transport planning and coordination in of transport related decisions in DMA. Since transport planning, policy and regulations are functionally the responsibility of the Ministry of Communications (MOC), GDTPCB will be administratively under the Ministry of Communications; the Executive Director (ED) of GDTPCB will report to the Secretary of MOC. GDTPCB will play a lead role in carrying out transport planning for the metropolitan area, and also assist in transport policy formulation and the coordination of major operational, and investment decisions regarding urban transport in DMA, with other agencies and stakeholders. In addition, it will play a major role in coordinating DUTP implementation. The structure of GDTPCB, with important roles for the Mayor of Dhaka City Corporation (DCC), MOC and other key players, is such as to ensure better coordination among key agencies involved in transport operations in DMA. This organizational structure has been evolved in the light of studies by local and international experts after examining the mandates and capacities of existing institutions, current coordination problems, and intensive local-level consultations, and reflect consensus among experienced local intellectuals and practitioners. Establishment of GDTPCB is a major Page 7 institutional reform undertaken by GOB, and its setting-up and appointment of key staff have been completed as part of DUTP preparation. The project will provide technical assistance, training and equipment to make this agency fully functional. Other institutional reforms: The project will also devote attention to strengthening other important institutions, namely DCC, Rajadhani Unnayan Karthpakhya (RAJUK), Bangladesh Road Transport Authority (BRTA), Department of Environment (DOE) and Dhaka Metropolitan Police (DMP) so as to improve their capacity & efficiency in dealing with urban transport and pollution related issues, Addressing O&M and Cost Recovery Issues: Project also seeks to address the existing poor levels of operation and maintenance (O&M) in urban transport infrastructure in DMA, and to promote better cost recovery. This will be through strengthening DCC's maintenance department and the establishment of a Road and Traffic Maintenance Fund (RTMF) for Dhaka Metropolitan Area, which will be financed frorn road user charges collected by GOB and DCC. RTMF, managed under stakeholder oversight, will help ensure GOB/DCC in allocating adequate funds for efficient maintenance of road infrastructure, in order to ensure sustainability. GOB and DCC have agreed on the structure and operational modalities of RTMF, and also on the annual maintenance funding levels (this is reflected in the Action Plan agreed during Negotiations). Currently, the estimated maintenance requirement for road and traffic infrastructure is aboutTk. 550 million annually; this is expected to go up to Tk. 660 million after the completion of the project. Against this, the current level of expenditure on O&M is only aboutTk. 160 million. GOB collects most of the road user charges (vehicle fees, fuel taxes) from the Greater Dhaka area to the tune of around Tk. 740 million annually; some beneficiary payments are also indirectly collected by DCC through house taxes. Since GOB collects the main user fees, it is proposed that GOB will provide 60% of the Dhaka area's annual road maintenance requirement (i.e. Tk. 330 million out of total Tk. 550 million needed for 1998). This grant money amount will be transferred by GOB to a separate/designated account for RTMF, mainitainied by DCC. The remaining 40% will be provided by DCC from its own resources, into this account. RTMIF would be used only for periodic and routine maintenance of DMA's road and other traffic related infrastructure. The initial allocation into the fund will be phased over two years (1998- 2000), and will increase as maintenance needs increase; GOB/DCC and IDA have agreed on estimated level of contributions during project period. DCC's share will increase in the last year of the project. The RTMF will function under the monitoring and supervision of a Committee, chaired by the Mayor and with members representing various stakeholder groups, namely, DCC Ward Commissioners - representing 10 DCC zones (rotational basis), bus & truck owners association, premium bus operators association, Metropolitan Chamber of Commerce & Industry (MCCI), GDTPCB, and the civil society (an appropriate representative will be nominated by the Association of Development Agencies in Bangladesh). It was also agreed with GOB that based on the findings of the country-wide study on Road- User Charges, being conducted by GOB's consultants under the Second Rural Roads Maintenance Project, vehicle registration charges and other user charges in the country will be suitably revised. DCC will also prepare and implement a plan in consultation with IDA, for improving management and ensuring adequate cost recovery from the inter-district bus terminals improved under the project. This plan will be agreed with IDA by December 1999, before the start of the civil works to improve the terminals. Since the present fee collection method is not producing adequate returns, possibly due to problems in the current auctioning system for bus terminal operations, other options, such as long-term leasing of the operations and maintenance of the terminals to the private sector (through transparent bidding), will also be considered for cost recovery. Other policy reforms agreed relate to measures for ensuring competitive market entry and operations for bus and other transport operators, in particular allowing market-based tariff-setting by bus Page 8 operators in DMA who bring better quality "premium" services (sitting only, limited-stop etc.); this tariff reform, recently announced as part of DUTP preparation, has already attracted new, improved bus services, and has been greatly welcomed by the public and media. A larger scale entry of private bus operating companies is expected when the project is underway and begins to reduce traffic congestion and vehicle operating costs. GOB has agreed to provide further incentives for entry of more private bus services. Tariff control is continuing (though not strictly enforced) only for "ordinary services" which are mostly used by the poor; the quality of these ordinary bus services will also improve with the removal of traffic bottlenecks and delays through DUTP. Participatory processes for improving bus services for the poor and women have also been agreed. A further review of the regulatory systems and functioning of Dhaka's transport services will be undertaken by GOB by the project's mid-term review in consultation with IDA with a view to consider and institute any necessary changes. Another major area of reforn is in restricting the use of highly polluting vehicles and encouraging less polluting vehicle types; the Action Plan agreed with GOB includes many measures for this purpose. 3. Benefits and target population: The main expected benefits and the major beneficiaries are: (i) Enhanced institutional capacities and better policy (i) GOB, the relevant institutions involved and the environment in the urban transport sector in DMA. general population of Dhaka Metropolitan Area, and also the country at large, since DMA is a main economic center in the country. (ii) Reduced congestion/travel time and vehicle (ii) Commuters, vehicle operators of Dhaka operating costs. Metropolitan Area, and other private sector enterprises. (iii) Improved travel environment, more efficient road (iii) Bus operators, who are mostly in the private sector; use, enhanced traffic management and improved bus users of public transport, including women and low- system. income groups. (iv) Network improvements for cycle rickshaws (NMT (iv) Cycle rickshaw operators, who are very poor; and network), to improve their role as feeder services on many categories of commuters, especially women and secondary roads. children. (v) Improved side walks, pedestrian facilities and (v) All pedestrians, particularly women garment management. workers and low-income groups, who walk to work. (vi) Better road maintenance standards. (vi) All road users, particularly users of motorized vehicles and non-motorized vehicles. (vii) Enhanced road safety. (vii) All road users. (viii) Reduced vehicular pollution and improved (viii) All residents of Dhaka Metropolitan Area. environmental conditions. 4. Institutional and implementation arrangements: The total implementation period is expected to be five years. Executing Agencies (ref. Annex 2 for a detailed description of institutional arrangements): The project will be designed and implemented with active participation of all key stakeholders, including, private sector, various citizen groups and representatives of the civil society of Dhaka. The responsibilities for various aspects of project design, execution and implementation will be shared by different Government agencies with adequate coordination among them. In view of the multiplicity of Page 9 organizations involved in the Dhaka transport sector, it was agreed early that a preparation and coordination body, to manage project preparation and implementation, would be set up under the Ministry of Communications (MOC) for overall project preparation, coordination and management. Project Preparation Unit (PPU) with a full-time Director, and representatives from Roads and Highways Department (RHD), Metropolitan and Regional Planning Authority (RAJUK), Dhaka City Corporation (DCC), Bangladesh Road Transport Authority (BRTA) and Dhaka Metropolitan Police (DMP), has been coordinating the various aspects of project preparation, and this coordination effort has worked well. This PPU has since been converted to a Project Coordination Unit (PCU). The overall project oversight and coordination will be done by the PCU and its new parent agency, GDTPCB, which reports to MOC. In addition, considering the strategic importance of the project, a high-level Secretaries Committee of concerned Minist:ries has been set up to expedite various critical decisions related to the project; this committee which was very effective in resolving issues during project preparation will continue during implementation. The Ministry of Communications through PCU/GDTPCB, will bear the main responsibility to oversee project coordination and overall project management. DCC, RHD, BRTA, DMP, RAJUK and DOE will look after components in their own jurisdiction through specially instituted Project Implementation Units (PlUs) or project coordinators within their organizations. The above project units will have key trained staff partly funded through DUTP, to ensure proper accounting and financial management of their respective components. Procurement of civil works and equipment allocated to DCC and RHD will be done by them in coordination with PCU/GDTPCB; all other procurement, including technical assistance, will be managed by PCU. DCC will be a major important implementing agency, as about 60% of the project investments will be oni facilities and activities under its jurisdiction. DCC and RHD, with the two largest number of components, will have Project Implementation Units (PIUs), each under a Project Director to implement their respective components. In order to avoid delays, it has been agreed with DCC that the PIU/DCC will work as an independent unit in DCC, reporting directly to the Mayor or the Chief Executive of DCC. Project Coordination: The PCU/GDTPCB will liaise witlh the individual PIUs and various other stakeholders to ensure coordination and speedy implementation. A project-level operations committee has been established under Executive Director (ED) of GDTPCB, with all PDs and Project Coordinators as members, to meet regularly and assess project progress on a periodic basis. To facilitate public consultation in project preparation and implementation, the Government has set up a Public Consultation Committee (PCC), under the chairmanship of DCC Mayor and with representatives from key project agencies, NGOs and the private sector. This participatory process has worked well during project preparation. In addition, zonal-level consultative committees will be established, to ensure adequate public involvement and feedback at a more localized level; NGOs will facilitate the working of these committees. The Design Supervision and Monitoring (DSM) consultants to be funded under the project (and recently appointed) will carry out important functions in project supervision, coordination and monitoring of the project. DSM consultants will report to GDTPCB, and will function as the "Engineer's Representatives". Other experts in traffic management, road safety, financial management and other aspects, provided under the project, will provide training in their respective areas, and also assist in project implementation. It is important to ensure that minimum disruptions/dislocations occur due to the civil works during implementation. The project will take every care to minimize dislocations due to civil works during implementation. It would commence with relatively smaller civil works components along with Page 10 institutional, training and TA components, to provide maximum early impact on traffic management improvements; construction of the flyovers (which are the largest civil works component) have been scheduled to start only towards the third year of the project. In addition, for intersection improvements, several alternatives have been prepared and the one that will cause minimum disruptions have been chosen. Appropriate traffic diversion plans have already been drawn up by the preparation consultants, and these will be further revised by DSM consultants before the commencement of major civil works. GOB has agreed to provide at least 200 additional traffic policemen to DMP; DMP staff will also receive adequate training and the services of an Enforcement Specialist during the implementation phase. All these are expected to ensure that disruptions during the construction period would be minimal. Project Oversight (policy guidance, etc.): PCU/GDTPCB will be the agency responsible for overall project oversight. It will coordinate closely with other agencies involved in project implementation. GDTPCB will also bear the responsibility for policy guidance and advice on strategic issues to the various agencies and stakeholders involved in project design and execution. (see also above para on Project Coordination for details) Accounting, financial reporting and auditing arrangements: PCU/GDTPCB and PIU of DCC and RHD will have accounting units with qualified accountants. These units will maintain their respective accounts. PCU will gather required information from other implementing agencies/organizations to prepare consolidated financial statements for the project and will also maintain consolidated accounts for all project expenditures. A computerized financial reporting system will be established in the PCU/GDTPCB and the PIUs of DCC and RHD before March 31, 2000. Until then project accounts will be maintained employing traditional book-keeping methods. A standardized financial reporting format acceptable to IDA will be included in the Government's Project Implementation Plan (PIP). For statutory purposes, the Comptroller and Auditor General (C&AG), through the Directorate of Audit - Foreign Aided Projects, carries out audits of foreign aided projects. In addition, GOB has agreed to appoint accredited private auditors acceptable to IDA for timely audit of all project accounts, project financial statements and SOE's relating to all project units (PCU and PIUs). The audit report will be submitted to IDA no later than six months after the end of each fiscal year. In addition, two operational audits will be carried out by a private audit firm acceptable to IDA, one prior to mid-term review and the other, an year prior to credit closing. The terms of reference of these operational audits would cover: (a) assessment of adequacy of financial and operational controls; (b) that the project maintenance cost will be sufficiently met in future by recurring revenue earnings;(c) identification of weaknesses in the financial management system and give recommendation for improvements etc. The cost for conducting such audits will be included in the project costs and be eligible for financing under the project. Monitoring and evaluation arrangements: The project has set forth benchmarks and performance indicators (Annex 1) to evaluate progress on individual components. These have been agreed during negotiations. These will be periodically reviewed to see their effectiveness against performance standards and implementation schedules. Besides, the PCU/GDTPCB will submit quarterly progress reports to IDA. A mid-term review will be conducted jointly by IDA and GOB-GDTPCB, after two-and-a-half years to assess progress and improve on project implementation performance. Implementation of the Resettlement Action Plan (see section E. 5) will be monitored internally by the project authorities on an ongoing basis, and supervised regularly by IDA. Independent external evaluations of impacts will also be undertaken, funded through the project. Page 11 D: Project Ratiornale 1. Project alternatives considered and reasons for rejection. Capital Intensive versus Management Intensive: The option of infrastructure investments in capital intensive projects, such as light rail and new roads, was examined. However, in the light of previous UNDP-funded studies, it has been agreed with the Government that the project will adopt a phased approach to address the transport problems in DMA, with greater thrust on improving traffic planning, management and coordination arrangements, enhancing institutional capacities, and with immediate focus on improved scheduled bus services provided by the private sector. Examining other options will be part of the long-term transport plan for DMA, and this will be prepared under DUTP. Creating GDTPCB instead of retro-fitting existing institutions with planning and coordination functions: The project examined the option of equipping and strengthenilng some of the existing institutions with the task of planning and coordinating transport planning and investments for the Greater Dhaka region. H[owever, the existing institutions lacked the necessary coverage, mandates and institutional capacities to deal with this issue effectively. None of the existing institutions is in a position to ensure effective coordination of transport-related activities and investments for the entire Greater Dhaka region. Therefore, in the light of detailed studies, and based on the recommendations of institutional experts, local consultants and GOB, it was decided that a separate organization, GDTPCB, dedicated to planning and coordinating transport-related investments was a better alternative to deal with the existing and future transport issues in this area. Selection of intersection improvements: The intersections selected for improvement, a key project component, were selected in the light of detailed studies showing with and without project alternatives and with different technical alternatives. This approach also applies to other main components. NMT versus Motorized Vehicles: The option of banning slow moving cycle-rickshaw traffic from city roads was examined. In view of the considerable environmental, employment, and social benefits of cycle-rickshaws, it was agreed to develop approaches to better manage cycle-rickshaw traffic on the streets of Dhaka. Much as these vehicles create traffic conflict and congestion, they are also a means of livelihood for about a million people poor presently (including dependent families). It was felt that the development of other less expensive and faster mass transit modes like good bus services was a better market based alternative for limiting the proliferation of rickshaws than an outright ban. The cycle- rickshaws will be given a positive role as feeder services to bus systems and as localized transport on non-arterial roads that form about 90% of the DMA's road network. This will be through identification of NMT routes, construction of small missing road links to form an NMT network, better parking facilities for NMT on secondary roads, and through provision of some underpasses to facilitate easy NMT movement and reduce conflict between various slow and fast modes. Dedicated busways versus other options: The feasibility of providing dedicated busways along key bus routes was examined. However, considering the road space available, and the present volume of bus traffic and other modes, it was decided that dedicated bus routes will not be immediately feasible. Instead the buses will be provided with priority lanes at critical locations in the network, such as approach to intersections, ramps of interchanges and etc. Construction of grade-separated interchanges: The project examined the option of building flyovers at five key intersections to ease traffic flow and bring network-wide improvements. However, after considering the magnitude of investments required, resettlement and other social impacts and potential of introducing effective traffic management measures, it was decided that the project will include only'two interchanges, at Mohakhali and Jatrabari. Page 12 2. Major related projects financed by the Bank and/or other development agencies (completed, ongoing and planned): None so far in urban transport. 3. Lessons learned and reflected in the project design: The proposed project would be the first Bank financed urban transport project in Bangladesh. However, the Bank has been involved in a number of projects involving roads improvements and infrastructure services upgrading in Bangladesh. Recently, IDA's Urban Development Project 1, with components for environmental improvements for Dhaka and Chittagong cities, was completed in June 1998. While the project has been satisfactory overall, the performance of DCC in procurement and land acquisition was assessed as weak. In general, many of the projects have suffered from: (a) poor quality at entry; (b) weak institutional capacity in project management and monitoring;(c) procurement delays; and (d) lack of sustainability in maintaining the capital investments made under the project. More recent and ongoing projects are generally free from these short-comings. The key lessons learnt and incorporated in the project, are: Policy and Institutional Design: (a) required policy and institutional changes have been obtained upfront and strengthening institutional capacity and effective coordination have been given considerable focus from the beginning of project preparation; (b) borrower ownership is crucial, as also participation of key project beneficiaries and stakeholders. This has been ensured through borrower undertakings to specific actions at various stages of project preparation and implementation (whose compliance has been confirmed), and extensive general and focused public consultation and participation; (c) private sector provision of transport (bus) services shall be complemented by provision of adequate infrastructure and amenities, thus defining the roles of the private and public sectors and encouraging private-public partnership in the provision and maintenance of transport services; and (d) project management arrangements have been made strong to ensure accountability, transparency and avoid delays, and key actions (such as setting up GDTPCB, PCU/PIUs and DSM consultants) have been completed before IDA Board consideration of DUTP credit. Economic and Financial: (a) sustainability is ensured through appropriate cost recovery facilitated through the formation of a Road and Traffic Maintenance Fund (RTMF), by ensuring funding arrangements for regular maintenance and by strengthening the maintenance department of DCC; and(b) careful monitoring and evaluation criteria have been incorporated in project design, to ensure sustainability of investments; and Technical design: (a) careful economic and technical analysis of various project sub-components have been effected to ensure their feasibility and quality at entry; (b) project design has been kept simple and flexible; (c) when trying something new, pilots were tried first, such as in the case of introduction of premium bus services. 4. Indications of borrower commitment and ownership: The borrower has been fully committed to the project from its inception; it had made persistent requests to IDA for including DUTP under the CAS, and has actively participated in defining project objectives and in preparing a framework for implementation. A structured consultation process has incorporated views of different stakeholders into the project design, and contributed to broad support for the project. The specific actions taken by the borrower during project preparation include: (a) deregulation of fares on premium bus services and other incentives, encouraging private sector greater participation in the provision of improved bus services; (b) introduction of special bus routes on a pilot basis which have become a great success with the public subsequently. The Government has also Page 13 committed to extending special bus lanes to other major corridors in the city; (c) setting up a Public Consultative Group (PCG) with the Mayor of Dhaka city as the Chairman, and members from the private sector, media, beneficiary groups and other stakeholders, to discuss project-design and issues; which assisted project design considerably; (d) major advance implementation actions completed such as setting up the new coordination body GDTPCB, appointing project supervision and monitoring consultants and setting up project implementation units, all before IDA Board date; and (e) overall enthusiastic support from various levels of Government, including Ministers, higher level officials of main agencies and the Mayor and officials of the Dhaka City Corporation, as also from public, transport operators, women's groups, NGOs and media, for the project. 5. Value added of Bank support in this project: The role of IDA in addressing urban transport problems in Dhaka is three fold. First, drawing upon its international and regional experience, IDA is in a strong position to support the Government in formulating the strategies necessary to ensure that an adequate, efficient, and sustainable level of transport services is available to the city residents. IDA has considerable experience in undertaking urban transport projects in several countries, in the process, bringing about infrastructure investments and institutional and policy changes and adequate sustainability. The fact that Government made persistent requests for IDA assistance and leadership for sorting out Dhaka's complex transport problems is recognition of IDA's preeminent role in this sector. Second, IDA can assist the Government in implementing these strategies through both the financing of technical advice, training and investments and direct analytical support to the Government during preparation and implementation. Assistance from IDA during preparation has contributed to a more holistic and integrated approach, whiclh includes addressing social and environmental issues along with the technical dimensions of the project. Third, this pioneering project will help prepare future strategy for dealing with Dhaka's transport problems and help attract co-financing. E: Summary Project Analysis (Detailed assessments are in the project file, see Annex 8) 1. Economic (supported by Annex 4): [x] Cost-Benefit Analysis: NPV=US$ 124 million; ERR=23% [x] Cost Effectiveness Analysis: [ Other Economic analysis is conducted at two levels: for the overall project, and for major individual components. At the first level, total project benefits are evaluated against the costs of all physical components, equipment, and technical assistance (excludipg follow-up studies and including physical contingencies), which constitute 87% of total project cost. The result from this analysis is treated as the base case in the sensitivity tests. The major direct economic benefits of the project are expected to be reductions of vehicle operating costs (VOC) and travel time through network-wide mitigation of traffic congestion and delays, rehabilitation of deteriorated roads, and improved bus terminals. There will also be additional benefits from improved traffic safety and reduced auto pollution. However, due to shortage of reliable data, the expected traffic safety and environmental benefits have not been quantified. The road network traffic benefits, which are the major part of the total project benefits, are evaluated using a network-based travel demand model. The model is calibrated with data from a city-wide travel origin and destination survey and traffic counts at various locations; it is capable of simulating network traffic performance under scenarios with and without the project. The ERR for all physical components contributing to the network-wide traffic improvement (including equipment and related technical assistance) is estimated 23%. Sensitivity tests are performed by assuming alternative scenarios with alternative traffic growth rate, cost overruns, benefit reductions, or a combination of all, against the base case described above. The test results suggest that the project economic viability is robust. The analysis also tests the impact of traffic enforcement on the project performance. The results suggest that the effective traffic enforcement is very important in the realization of expected benefits. Page 14 At the second level, detailed economic analysis has been made for each of the following major physical components: intersection improvements, flyovers, inter-district bus terminal rehabilitation, road rehabilitation, and NMT underpasses. These analyses are conducted for assessing the economic viability of the above individual components even treated as stand-alone projects. These components altogether represent 63% of the total project baseline cost. Their estimated ERRs range from 16% to 38%, with a weighted ERR of 27%. 2. Financial Assessment Project costs: See section C and Annex 3 and for detailed project costs. Financing plan: Cover sheet and Annex 3 show details of the financing plan. The proposed credit of US$ 177.0 million would finance about 75% of the total costs (US$ 234.2, incliding taxes and duties). The remaining portion would be financed by GOB (US$ 44.1 m) and DCC (US$ 13.1 In). Fiscal impact: About 60% of the project investments would be for items directly unider the jurisdiction of DCC. Clear understanding on the share of DCC and GOB in providing counterpart funds have been agreed in advance (see Annex 3). DCC generally depends on grant funds from GOB for major transport related development and rehabilitation investments, such as covered by DUTP. since (i) Dhaka's transport constraints are perceived as a national problem, (ii) GOB receives most of the user fees from transport users in the form of fuel taxes and vehicle fees, and (iii) DCC's financial position is presently weak. GOB proposes to transfer project funds, both IDA and GOB share, to DCC on a grant basis. DCC will contribute 10% of project costs on all items excluding flyovers, resettlemenit and technical assistance. An analysis of DCC's financial profile and projections indicate that DCC will be able to provide adequate counterpart project funds, as agreed, and 40% of the expected maintenianice costs (increasing later), as reflected in the project agreements. For regular maintenance of its facilities, DCC generally provides funding from its own sources, but this funding is inadequate. Therefore, special measures have been designed to ensure that the traffic and road facilities under DCC, including those created under the project are satisfactorily maintained through adequate availability of funds, beneficiary/private sector oversight and an efficient maintenance department. The decision to establish a Road and Traffic Maintenance Fund (RTMF) that will be managed by DCC, with involvement of user representatives and private sector transport operators, is a step in this direction (also ref. section C. 2 - Addressing O&M and Cost Recovery Issues). 3. Technical: Two key agencies involved in implementation of the projects, particularly civil work components, are the DCC and RHD. DCC's technical capacities are presently weak in areas like transportation planning or road and traffic engineering; these aspects will be strengthened through the project. DCC has established a Road Maintenance Unit (RMU) and a Traffic Engineering and Road Safety Unit (TERSU). DCC has already taken steps to recruit additional technical staff who will be trained in the above mentioned skills through project activities and specialized training courses, provided under the project. RHD possesses considerable experience in execution of bridge and highway projects; this experience will be invaluable during the implementation of the flyover components in the project. The project will emphasize the introduction of international "best practice" to the urban transport sector in Bangladesh; for e.g., in modem traffic management techniques, such as design of complex traffic signalization, and introduction of "bus-only" lanes or busways along existing major roads in DMA. International consultants, assisted by local consultants, have been involved in the project preparation. On the procurement side, bid packages will be sized, and pre-qualification criteria prescribed to sufficiently interest well-qualified contractors. Construction supervision will be the responsibility of international Page 15 consultants, in joint venture with local engineering firms. Additional operational audits will be conducted during project implementation to ensure adherence to technical quality and standards. Road maintenance works presently carried out in DMA need introduction of new techniques. The project will introduce rational road maintenance planning, strengthened work methods and high degree of quality control. To ensure long-term sustainability of improvements in the technical quality of road works, the project will include quality management methods, technical audits, modern financial and cost accounting systems and a mechanism for annual O&M built into the system.. 4. Institutional: a. Executing agencies Multiplicity of central government ministries and departments, departments of DCC, and other agencies involved in planning/implementation of infrastructure projects in DMA, create a difficult environment in coordinating policies and other decisions related to urban transport and regional land use in the Dhaka area. To resolve this problem, special coordination arrangements were successfully tried out during project preparation, and have been agreed for in the implementing phase, as described in section C-4. Essentially, the project will be implemented by beneficiary agencies through project implementation units, coordinated through the PCU under GDTPCB. The newly created GDTPCB fills the long felt need for an apex body to coordinate metropolitan transport planning and decision making on transport policy and regulations, on a continuing basis. The functions of GDTPCB will also be coordinated with structure planning and land-use planninig for the metropolitan region, so that transport planning by GDTPCB goes hand in hand with the regional development vision. Following a recent UNDP-assisted Dhaka Structure Plan exercise, and a widely attended workshop on the Structure Plan conducted in December 1995, the Government of Bangladesh has set up a Capital Area Development Coordination Committee for the metropolitan structure development, under the Chairmanship of the Minister of Local Government, and with the Mayor of Dhaka as Joint-Convenor. This is a good start towards setting up a coordination body to resolve metropolitan development and regional planning issues, which involve Dhaka and other small Municipalities as well; the Structure Plan Committee is working on a future form of organization for more sustainable metropolitan coordination in land use planning and other regional planning decisions. GDTPCB will coordinate its work with this larger and more important regional planning and coordination body. b. Project Management The Ministry of Communications through PCU/GDTPCB, will bear the main responsibility to oversee project coordination and overall project management. The supervision consultants funded under the project will be attached to GDTPCB. DCC, RHD, BRTA, DMP, RAJUK and DOE will look after components in their own jurisdiction through specially instituted Project Implementation Units (PlUs) or other dedicated units within their organizations. Efforts will be made to strengthen the project management capacities of these institutions. The above project units will also oversee procurement, and will have key trained staff to ensure proper accounting and financial management of their respective components. A Secretary-level inter-ministerial committee has been established for inter-ministerial coordination of preparation and implementation, and this arrangement is working well presently. 5. Social: All key stakeholders were consulted extensively during project preparation. The project had taken considerable efforts to mainstream social issues and concerns within the overall context of project preparation from very early stage on in the project preparation. To ensure that the interests and concerns Page 16 of the most vulnerable groups, eight Public Consultative Committee (PCC) meetings and a series of workshops & consultative meetings were held with various stakeholder groups, such as the lower-income groups, pedestrians, users of tariff-regulated ordinary buses, users of tariff-deregulated Premium Bus Service (PBS), cycle rickshaw owner and operator associations, three-wheeler owner and operator associations, bus-truck owner and operator associations, hawker associations, women's groups and garment workers. The project team has extensively studied issues related to these groups. It has also interacted with NGOs, including women's NGOs, environmental NGOs, and other community-based organizations (CBOs) during project preparation. NGOs representing or working with these interest groups were actively associated with project preparation, and will be consulted during project implementation. Potential impacts have been studied as a part of the overall social assessment. The project will necessitate some resettlement at sites of new flyovers, road intersections and sidewalk improvemetnts. In the preparation of detailed designs for civil work components, an important consideration has been the need to minimize private land acquisition and impact on existing business and residential establishments. Through this integrated approach, design alternatives have been selected whicih have minimized negative social impacts. For all components together, around 6,508 sq.m. of private land will need to be acquired. About 80% of this is associated with construction of the two flyovers. The project's impact on residential properties is quite small. Some 10 dwellings will be affected, including 7 slum dwellings. On the other hand, some 579 non-residential establishments (offices, personal services, clinics, warehouses and workshops) will be affected. The majority of these businesses (295) are at the twoflyover sites whiie the next largest group (143) is at Gabtali Inter District Bus Terminal (IDBT). In addition, permanenet, semi- permanent and mobile hawkers operating on side-walks of the roads, on Government land will also be affected. The total for this group is 564 of which 410 (73%) are transient vendors. About 75% of them are located at the 20 intersections to be improved. Over half of the semi-permanent stalls (62 of 126) are associated with the Gabtali IDBT and the Jatrabari flyover. The 28 permanent stalls that will be affected are spread throughout the project area. A policy framework for addressing unavoidable negative impacts has been prepared in accordance with OD 4.30. A Resettlement Action Plan (RAP) detailing the implementation mechaniisms for assisting affected people with compensation, relocation, livelihood assistance, and other support mechanisms, consistent with IDA guidelines have been agreed with GOB. Agreement has been reached about organizational mechanisms for implementing RAP, and staff are currently being mobilized. Since the current institutional capacity to deal with social impacts is weak, IDA will continue to supervise carefully the development of the organizational setup for this component. 6. Environmental assessment: Environmental Category [IA [x] B [] C In view of the significant positive environmental impact of the project, the assigned Environmental Assessment Category is "B". A detailed environmental impact study of various project components has been completed. Based on this, necessary mitigation measures have been incorporated in project component design, in accordance with relevant IDA guidelines. The project will have substantial positive impact on improving the air quality, by reducing vehicular emissions through enforcement and new standards; in reducing congestion, road accident rates, and commuting time; and in general improving the quality of urban life. The Department of Environment (DOE) and the BRTA have agreed to develop and implement reforms in a number of areas that will bring substantial improvements to the air quality. Some of these are: (a) develop and enforce emission standards for new and in-use vehicle imports of two-stroke engines, and other vehicles; (b) restrict new registrations, leading to the Page 17 eventual phasing out of highly polluting two-stroke engine three wheelers (baby-taxis); (c) provide incentives for increasing the share of bus transport with newer/better (less polluting) buses; (d) provide equipment for enforcement of standards; (e) evaluate and promote ways to reduce emissions from two stroke and diesel vehicles; (f) conduct awareness raising campaigns; (g) establish vehicular safety and emissions monitoring capability at BRTA; (h) collect and disseminate ambient air quality data (especially for critical traffic intersections) through DOE; and (i) promote other related activities for control of air pollution within the Greater Dhaka area. A separate IDA-supported, air quality management project for DMA is also being developed in cooperation with DOE, which is consistent with DUTP. 7. Participatory approach [key stakeholders, how involved, and what they have influenced. if participatory approach not used, describe why not applicable]: Consultation and Collaboration: During project preparation, the urban community in Dhaka metropolitan area was consulted extensively. These included representatives of government agencies, the Chamber of Commerce,NGOs, community groups, vehicle manufacturers and assemblers, research institutes, women's groups, vehicle- owner and drivers and operators associations (of buses, trucks, 2-stroke engine three-wheelers and rickshaws), rickshaw-pullers' association, and other stakeholders. A number of demand assessments of affected people were carried out. A household survey was carried out by a local NGO to assess the specific transport constraints of poor women in Dhaka city. The survey was followed by a participation workshop with university students, garment workers, and other working women, who face major transport constraints at present. A survey of rickshaw pullers association and users of the pilot premium bus services were also carried out. Other detailed surveys of the key stake-holders, relevant government agencies, banking institutes, academic institutes, community groups, beneficiaries were also carried out. The findings of consultations were utilized for the project design. A workshop to discuss ways to reduce air pollution was conducted in collaboration with all stakeholders and recommendations are being incorporated in this and other projects. More workshops with user groups are planned. Similarly, support mechanisms developed as part of the project's Resettlement Action Plan have been developed through consultations with potentially affected people. During implementation of this project, extensive consultation and collaboration with key stakeholders on an continued basis is envisaged. Technical assistance is being provided under the project to facilitate such consultation and collaboration. Government has set up Public Consultation Commilittee (PCC) for the project under the Chairmanship of Dhaka Mayor with representation for key user-interests; PCG meets frequently. Localized participation groups facilitated by NGOs are also envisaged. a. Primary beneficiaries and other affected groups: Primary beneficiaries include pedestrian commuters, users of public transport (buses), other motorized and non-motorized vehicle users, and private bus operators, and the large community of DMA residents, and business man establishments. Affected groups include various categories of residential and business establishments affected by land acquisition and resettlement, and operators of two-stroke auto- rickshaws. b. Other key stakeholders: None F: Sustainability and Risks 1. Sustainability: The proposed project fosters a new approach to urban transport planning in DMA, which places more emphasis and responsibility directly on the community, and is geared to their priorities. A major Page 18 thrust of the proposed project is on the "software" components, aimed at improving traffic management and enforcement of traffic regulations, bettering roads rehabilitation and establishing maintenance standards, and strengthening line agencies capability to monitor and coordinate transport planning in Dhaka, these efforts would cumulatively improve sustainability. The proposed project is also seen as the first major effort in providing a sustainable, long-term solution to the mounting urban transport problems in DMA, to be followed by other potential projects (which will be studied under DUTP). A key action in ensuring sustainability of the proposed investments is addressing cost recovery and O&M issues. This will be through the establishment of a Road and Traffic Mailtelnalnce Fund (RTMF, see also section C. 2) for Dhaka Metropolitan Area. Establishment of RTMF will ensure adequate funding for periodic and routine maintenance of DCC's road infrastructure network including roads, footpaths, drains, etc., primarily from user charges. Annual budget requirement for thie proposed RTMF, estimates based on requests of O&M for the new facilities and all existing facilities will be shared between GOB and DCC at a ratio of 60:40 respectively, with DCC share increasing in the last year, and be managed as a separate, designated account. This will be operationalized in 1999/2000. RTMF will have stakeholder supervision and proper auditing to ensure that funds are used for maintenanice. In addition GOB/DCC will prepare and implement two plans, one for improved management and the other for adequate cost recovery, in consultation with IDA, to ensure better managemenit of the Inter-District Bus Terminals and adequate cost recovery from the investments made by the project. Sustainability will also be enhanced by creating an enabling environment for private sector participation in the provision of buses (private sector share being about 95%); through public participation in project preparation and implementation, including service users and providers; organizing public awareness programs; enhancing technical capacity of DCC for roads maintenance; and enhancing DMP capability for traffic monitoring and enforcing regulations. 2. Critical Risks (reflecting assumptions in the fourth column ofAnnex 1): Risk Risk Risk Minimization Measure Rating Annex 1, cell "from Outputs to Objective" Institutional Risks: Inadequate coordination M Established a new agency (GDTPCB) to among different line agencies, weak project address present problems in coordination in management capacities. urban transport planning and coordination. Also, important role during DUTP for coordination. Central government support througlh the executing agency. Program manlagement support to GDTPCB. Technical support through TA consultants. Capacity building support through TA in traffic management, regulatory environment, safety and environment. A higher Secretary-level Committee for inter- ministerial coordination which has worked well during project preparation. Operational Risks: Failure to implement bus M Pilot program initiated during project Page 19 priority schemes, traffic management and preparation to test viability of bus priority implementation schemes, road maintenance, schemes was very successful; increased role controlling growth of 2-stroke engines, and for private sector in bus operations; TA for keeping sidewallks clear of encroachments improved traffic management; RTMF for ensuring O&M; strengthening BRTA for monitoring vehicle inspection; and support for DOE for setting up air quality standards and monitoring these. Annex 1, cell "from Components to Outputs" Procurement risks: Delays in necessary land M Executing agency to identify resettlement acquisition where needed, and in needs, procurement packaging and schedule. procurement of equipment, works, and Use of standard bidding documents and consultanms. procedures. Workshop on Bank procurement by consultants. Advance actions before IDA Board (in appointing project supervision consultants and key project staff). Putting all project procedures and staff in place is a credit effectiveness condition. Implementation risks: Difficult traffic S Comprehensive preparation, involving all diversion management plans during concerned agencies, sequencing of civil work implementation of civil works. components, coordination with DMP and DCC in preparing the advance traffic diversion, recruitment of an enforcement specialist and 200 additional policemen in DMP during implementation. Operational risks: (a) Insufficient experience M Sufficient TA resources to procure equipment with traffic planning, management and for BRTA for measurement of ambient air enforcement, implementation of vehicle quality, mobile axle load checking and standards, emission controls. pollution monitoring; strengthening DCC technical units for road maintenance and traffic engineering units; training of DMP traffic police, and strengthening of BRTA staff. Training for related staff in key project agencies. (b) Problems with contractor or consultants N International Supervision Consultants performance Workshops and training -- strengthening of BRTA/DCC management skills. (c) Problems with institutional capacities to H Considerable attention paid to enhance the execute their components in a timely manner capacity of the various institutions involved, through TA and training. Also special project management and coordination arrangements envisaged within these institutions to minimize such risks. Completing of all key appointments of staff, consultants and Page 20 implementing modalities as conditions of Board. Financing risks: Counterpart budget N Financing plans endorsed by Government, shortages DCC share relatively small, and review shows it is within its annual income. Construction risks: Delays in construction N Specific attention given in the design to phase of flyovers, causing congestion during minimize construction delays and construction period development of alternate routes during construction phase, also Institutional strengthening in traffic management of DCC, DMP, BRTA and RHD. Delays or inadequacies in implementation of S Systematic supervision by IDA to ensure Resettlement Action Plan caused by lack of overall coordination; technical assistance to institutional capacity to address social selected project personnel to enhance impacts capacity; partnerships with local NGOs and other civil society organizations. Inadequate private sector response/credit M Powerful market incentives (such as vehicle availability to invest in bus fleets, to free-tariff setting, and reduced operative costs complement DUTP's public sector brought through DUTP) expected to work in investments. favor of adequate private sector response, as has already happened in other city bus routes. The pilot initiative already brought above 100 new buses. More being planned by many firms. GOB/IDA assisted through bus financing seminars and bus depots. Overall Risk Rating M Risk Rating - H (High Risk), S (Substantial Risk), M (Modest Risk), N (Negligible or Low Risk) 3. Possible Controversial Aspects: Overall reception to the project from press and the public alike, have been very positive. There have been very complimentary media reports pointing to the importance of DUTP and praising various on-going and proposed initiatives (like the Premium Bus Services) under the project;NGO's have also been supportive of the project's positive approach to vulnerable groups like, poor cycle-rickshaw pullers (since project wants to give them positive role, rather than ban them), garment workers and women. Every care is being taken to involve affected persons/groups through proactive participatory means, and to follow IDA Guidelines on resettlement action planning. However, because of the political polarization and other sensitivities, some protests cannot be ruled out from persons affected by the project such as, those affected by potential land acquisition, hawkers who may have to be cleared from side streets in some cases to ensure pedestrians' priority, and auto-rickshaw operators whose polluting vehicles will face new restrictions under the project. Auto-rickshaw owners' association has already established a co-operative for replacement of the existing two-stroke engine three-wheelers by minibuses and taxis, and in future, by less polluting 4-stroke engine three wheelers. We are facilitating this process, particularly in terms of providing guidance to access financing from banks and non-bank financial institutions. Page 21 G: Main Credit Conditions There will be a Development Credit Agreement (DCA) with GOB and a Project Agreement (PA) with DCC. 1. Effectiveness C-onditions: (a) Association to receive evidence that GOB and DCC have established project management arrangements and procedures satisfactory to the Association; (b) Signing of the Subsidiary Grant Agreement (SGA) between GOB and DCC; and (c) Receipt of legal opinions regarding DCA, PA and SGA. 2. Other [classify according to covenant types used in the Legal Agreements]: Other: During negotiations, in addition to standard covenants, agreement was reached with GOB and DCC on the following aspects: (a) Project management arrangements: Establishment of the Project Coordination Unit ( PCU) under GDTPCB, and PlUs under other implementing agencies, staffing them with qualified staff, and maintaining these units during project implementation to implement and monitor project; and to keep a high level Secretaries' committee for inter-Ministerial consultation to expedite project implementation; (b) Financing arrangements: Two special accounts, one under DCC and another under PCU; retroactive financing of early works, rehabilitation of flood damaged roads and related technical assistance, subject to these works/TA meeting all IDA procedures; (c) Auditing arrangements, including annual audits by private auditors, and two operational audits before mid-term review and project closing; (d) Completion of GDTPCB staffing plan and all appointments by end-April 1999; (e) Phased plan for funding RTMF from July 1999, with agreed annual funding levels from GOB and DCC up to year 2004, and arrangements for overseeing the fund's operation with the involvement of private sector and other agencies, and the fund's audit; (f) Preparation by DCC of annual maintenance plan for roads and traffic facilities, for IDA review, and its implementation; (g) Preparation by DCC of a management improvement plan for the bus terminals improved under the project, and an adequate cost-recovery plan from the terminals, satisfactory to IDA, before award of contracts, for implementation under a time-phased program; (h) Implementing a national road user charge recovery plan to be agreed with IDA in the light of the Road User Charges Study being completed under the on going RRMP 2 project; (i) Keeping free market entry for private sector bus operators in DMA subject to safety and quality standards, deregulated fare-structure for premium bus operations and taking all actions to ensure free and fair competition among operators; review of the changes needed in bus and other transport vehicle operations and regulatory system at mid-term review of the project, based on a study of the growth of bus transport services after the first two years of the project, to be completed by GOB; (j) Prior review by GDTPCB before the undertaking of any new transport infrastructure investments exceeding US$ 5m per project in DMA, and exchanging views with IDA to ensure that there is no conflict with DUTP components; (k) Project monitoring to be done as per agreed plan, with impact studies before project completion; (I) Implementation of RAP and EAP as per IDA guidelines, as agreed at negotiations; and (m) Implement following actions to reduce transport related air-pollution in Dhaka/Bangladesh: (i) discontinue registration of additional two-stroke engine three-wheelers in Dhaka after July 1, Page 22 1999; (ii) phase out from Dhaka all existing two-stroke engine three wheelers by January 1, 2003; (iii) discontinue importation of two-stroke engine three-wheelers and their engines, and reconditioned buses, into Bangladesh by July, 2001; and (iv) develop vehicle-specific emission standards for all types of imported and locally assembled motor vehicles by June 30, 2000. H. Readiness for Implementation [x] The engineering design documents for the first year's activities are complete and ready for the start of project implementation. [ I Not applicable. [x] The procurement documents for the first year's activities are complete and ready for the start of project implementation. [x] The Project Implementation Plan has been appraised and found to be realistic and of satisfactory quality. [ I The following items are lacking and are discussed under loan conditions (Section G): I. Compliance with Bank Policies [x] This project complies with all applicable Bank policies. [l ] [The following exceptions to Bank policies are recommended for approval:. The project complies with all other applicable Bank policies.] Task Team Leader/Task Leader: Thamn a a SASIN) Sector Manager: Frannie Humplick (SASIN) Country Direr: Frederick Temple (SASBD) Annex 1 Project Design Summary Narrative Summary Performance Indicators Monitoring & Assumptions/Risk Evaluation* CAS Objectives: GOAL to Bank Mission Accelerate economic growth and reduce poverty by among other measures: increasing both public and private investments in critical infrastructure areas, institutional strengthening, reforming regulatory framework and fostering participation of the poor in the growth process Project Development DO to GOAL: Objective (DO): 1. Improve urban transport 1.1 Living and vork environment in greater Economic 1. I Future growth of the city services in an Dhaka area improved; surveys; is in conformity vith environmentally 1.2 Road capacities increased through traffic Traffic surveys; coordinated development sustainable manner for management and improvements/rehabilitation of Air quality plans; Dhaka residents, including road network; surveys: 1.2 Implementing agencies vomen and poor people. 1.3 Pedestrian safety enhanced; Bus transport have the necessary resources 1.4 Bus services improved, providing better study by mid- and competent staff to access to women and low-income groups: term review. manage and enforce traffic 1.5 Environmental pollution from 2-stroke auto- rules; rickshaws, poor quality buses and trucks reduced. 1.3 Suitable measures are put in place to control growth of 2-stroke engines; 1.4 Incentives to allow the private sector to invest in urban buses are in place. 2. Institutional and Policy 2.1 GDTPCB adequately staffed and functional Records of 2.1 Relevant staff made Framework strengthenied. by July 31, 1999: implementing available for training and 2.2 PCU and PlUs within key agencies fully agency stays on the job for an staffed and functional; extended period. 2.3 Staff in implementing agencies trained. Project Outputs: Output to DO: I. Reduction in I. I Average delay at most critical intersections Transport 1.1 Traffic management congestion and delays reduced by 50% by the end of project: surveys, plans are implemented 1.2 Average speed by motorized vehicles Records of 1.2 Trained police force increased from 15 km/hour to 30 km/hour by the implementing available during construction end of project: agency phase for traffic management 1.3 Parking area plans prepared and implemented 1.3 Land made available for at two locations by mid-term review and four developing parking facilities locations by end of project.. and complementary measures to ban/restrict parking in the adjoining area introduced; 2. Expansion of private 2.1 Premium bus services introduced along 3 PCU,PIU 2.1 Land for bus terminals bus services corridors by December 1999 and 10 by August, records; provided by DCC 2002; Transport surveys 2.2 Bus fares increased 2.2 No. of buses in private sector in DMA annually to keep pace with increased from the present 1600 approximately, to inflation; 2500 by end of project; 2.3 Incentives provided by 2.3 Average waiting time for buses at key bus the Government to import stops reduced by at least 30% by 2002; both diesel and CNG buses 2.4 At least one private sector bus depot to be set up by December, 2000 and three by December. 2002. 3. Pedestrian facilities 3.1 40 kms. of sidewalks constructed during Data collected by 3.1 Sidewalks kept clear of improved project period; project agency illegal encroachments and 3.2 Three pedestrian foot over-bridges maintained constructed by December 2001; and about 7 more by December 2002. 4. Implementation 4.1 10 engineers trained in DCC by 2001; Training records 4.1 Technical staff made capacity strengthened in 4.2 250 policemen added for traffic management of implementing available for training DCC, BRTA by June 30, 1999; agency and DMP 4.3 At least 75% of the total traffic police staff in DMA trained by December 2000; 4.4 5 transport professionals trained in BRTA by mid-term review. 5. Roads are rehabilitated 5.1 Advanced road works completed by Implementation 5.1 DCC statf use new skills and maintained including December, 2000 and 10 km per year till the end records Adequate funds are made road safety improvements of project; available for maintenance 5.2 Drainage improved at 20 intersections by 2002 and two flyovers by 2003. 6. Vehicle-related 6.1 Roadside emission checks performed on at BRTA baseline 6.1 Emission systems pollution reduced least 3000 auto rickshaws and 500 bus/trucks statistics and designed and in place by every year from year 2001, and statistics regular follow-up June, 1999 compiled; surveys and DoE 6.2 Government will 6.2 Importation into Bangladesh of two-stroke measurements continue to enforce ban on 2- engine three wheelers and reconditioned buses, stroke three wheelers and not banned by July 01, 2001; allow more polluting 6.3 New and in-use vehicle standards by type, to Draft standards industries to be located in be developed by June 30, 2000; Dhaka city. 6.4 Phasing out from Dhaka all existing two- stroke engine three wheelers by January 01. 2003. 7. Address long-term 7.1 Long-term urban transport plan developed by PCU/PIU records 7.1 Close involvement of all transport planning issues 2002; agencies responsible for for Dhaka metropolitan 7.2 Plans to improve commuter rail and IWT urban growth and traffic area. developed by end of 2002. planning. Project Components Physical Investments I. Civil works for traffic 1. I Around 30 intersections improved; PIU progress I. Procurement: Timely land management. 1.2 Medians, road signs, bus laybys constructed; reports acquisition, procurement of pavements rehabilitated etc.; works and equipment, and 1.3 Completing 60 kms. of main road appointment of consultants; improvement, including Tongi link road; 2. Financing: Sufficient 1.4 Completing rehabilitation of flood damaged counterpart funds; roads (about 200kms) in DMA. 3. Construction Adequate supervision, and cost and quality control on works. 2. Facilities for NMT 2.1 Secondary road links for NMT constructed at improved. three locations, to improve NMT network; 2.2 Underpasses for facilitating NMT movement constructed at 3 locations; 2.3 Parking facilities for NMT on secondary roads improved. 3. Grade separated 3.1 Two facilities constructed at Jathrabari and interchange facilities Mahakhali. constructed. Equipment and Vehicles 1. Equipment and vehicles 1. I Equipment and vehicles procured for procured for DCCIDMP/BRTA/ DOE and GDTBCB. implementing/ project agencies. Technical Assistance and Project Support 1. Provide technical 1. I DSM Consultants appointed to oversee assistance for further design, project supervision and implementation. policy monitoring; support, institutional 1.2 Consultants for institutional support and development and follow- training for DCC. BRTA, DMP, RAJUK. up project preparation. GDTPCB appointed by September 1999: 1.3 DMP trained in traffic control and at least 75% of the DMP traffic police trained by 2001; 1.4 Long-term strategic transport plan developed by 2002; 1.5 Feasibility Study of Dhaka Ring Road. and preliminary engineering and feasibility of follow- up project (DUTP-2) completed by December 2002. t NOT : Sonic benchmarks will be established within 6 months of project approval by IDA, with the help of DSM consultants. Annex 2 Detailed Project Description A. Project Components: 1. Project Component 1 - Infrastructure Development (US$ 178.2 million) This includes new infrastructure components, rehabilitation of existing infrastructure, particularly roads, traffic management measures, and other facilities. A list of sub-components under this component is given below: Traffic Management Measures and System Improvements: The project places considerable emphasis on efficient traffic management measures tlhrough a variety of traffic system and infrastructure improvements. The critical points in urban road networks are the junctions on primary arterial roads. A significant part of the DUTP project is aimed at improving junctions throughout Dhaka with pavement reconstruction, better channelization, separation of motorized and non-motorized traffic, diversion or prohibition of rickshaws at certain key junctions, protected right turn lanes, improved traffic control using modern traffic signal equipment or roundabouts, measures to reduce risks for pedestrians, increase traffic capacity and where appropriate implement special measures to help buses avoid traffic congestion. Twenty (20) important intersections have been designed for such improvements under the project. About ten additional intersections will be improved during project implementation. Where feasible, diversion routes will be provided for rickshaws so that these vehicles will not use the junctions, thus reducing congestion. However, where this is not feasible other measures, such as banning right turns by rickshaws will be explored. On some routes, rickshaws will be separated from motor vehicles by suitable barriers e.g. the design for Progati-Sorani includes widening by one lane on each side and a low profile separator between NMV and MV lanes. Traffic signals will be provided at key pedestrian crossings, except for those locations where pedestrian footbridges are provided. Road Improvements. Several existing roads will be rehabilitated or improved under the project. In some cases, this will involve simple improvements such as repaving or traffic markings; however the project will also assist certain roads for widening the ROW. The project will not be funding any significant new roads. Some 60 km of the roads will be taken up for improvement under the project, including a link to Tongi involving major improvement of an existing road link. Bus Lanes and Laybys. Provision of bus lanes along selected bus routes that have been identified as a priority. Bus bays and laybys will be provided at a suitable distance from intersections where right- of-ways are sufficient to incorporate these features; including road improvements and widening the ROW of certain existing roads. Rehabilitation of existing Bus Terminals: The project will fund the rehabilitation of three (3) existing inter-district bus terminals at Saidabad, Mohakhali and Gabtoli, including siteworks, parking area reconstruction, covered sidewalks, toilets and passenger waiting arrangements. These terminals are currently major sources of traffic congestion in the city. The design of existing bus terminals will be suitably altered to separate conflicting pedestrian and traffic movements, facilitate smooth interchange between inter-city and city buses, as well as buses to other modes, and enhance capacity of these terminals. Pedestrian Facilities Improvements: Although pedestrian trips constitute a vast majority of the overall trip by mode, pedestrians lack even basic facilities and amenities. The project will pay attention to rehabilitating existing sidewalks, construction of around 40 kilometers of new sidewalks along existing major arterial roads and construction of about ten pedestrian footbridges, out of which three have been designed. Traffic signals at key pedestrian crossings will be provided at appropriate locations, where pedestrian footbridges do not exist. NMT Network Improvements: The project envisages a positive role for non motorized transport, particularly human-pedaled cycle-rickshaws, in the provision of urban transport services. The cycle- rickshaws will complement bus services by providing feeder services on secondary road network, which constitutes about 90% of the city's 2000 km. road network. Improved facilities for parking and traffic for NMT will be provided on these secondary and local roads. In order to reduce NMT use on main arteries, alternative routes will be provided for their use to bypass important junctions and highways. With this view, three additional road links and three underpasses will be developed to facilitate a pilot NMT network, that will decongest main arterial roads and divert NMT to secondary roads. Besides this, on some routes like the Progati-Sorani Road, rickshaws will be separated from motor vehicles by suitable barriers, like widening by one lane on each side and providing a low profile separator between NMT and MV lanes. Grade-separated Interchange Facilities: The project will assist the construction of two (2) overpasses at the Jatrabari and Mohakhali intersections. Existing conditions at these two intersections are extremely chaotic; high traffic volumes combined with poor traffic management and poor road capacities have resulted in long waiting times and large-scale traffic congestion at these intersections. Mohahkali Flyover: DUTP feasibility studies considered two alternative flyover schemes at Mohakhali. On the basis of detailed analysis, the detailed design has been undertaken for a main 4-lane flyover from the Airport road over the railway to the road leading to the Old Airport Road. Jatrabari Flyover: DUTP feasibility studies considered one flyover scheme for Jatrabari which connected the Dhaka/Chittagong roads, with a signalized intersection at grade. This scheme has been taken on to the detailed design stage. The options for extending the Jatrabari flyover west to Saidabad with additional ramps for traffic going south to the Buriganaga Bridge and north to Khilgaoln have also been examined, and included in the detailed design, which will be the basis for construction contract. Flood Damage Rehabilitation ofRoads and Drainage: This item consists of civil works for the rehabilitation of about 200 km of existing roads and associated drainage damaged during the 1998 floods. This is part of the emergency program put together by GOB and various funding agencies to address the severe damage to infrastructure inflicted by the unprecedented I in 100 year flood of August - September 1998. 2. Project Coimponent 2 - Equipment Support (US$ 10.9 million) Equipment and Vehicles: This component will provide the project agencies responsible for transport sector management and operation with necessary equipment, computers and accessories, and vehicles to strengthen the technical and institutional capacity of these organizations in the long run and for immediate project implementation and supervision support. All five project agencies will receive equipment support; three main institutions that will receive equipment under the project are: Dhaka City Corporation: Items of equipment to be provided to DCC are: computers and software, patrol vehicles, pickups/minibuses, towing vehicles, motorcycles, parking clamps and other traffic enforcement equipment, road maintenance equipment, office equipment and computerized traffic signal equipment. Dhaka Metropolitan Police: Items of equipment to be provided to DMP are: patrol vehicles, pickups/minibuses, towing vehicles, motorcycles, speed detectors, alcohol testers, parking clamps and other miscellaneous traffic enforcement equipment and teaching aids and equipment for DMP Traffic Police Training Institute. Bangladesh Road Transport Authority: The items of equipment for environmental enforcement and monitoring will include several sets of fixed and mobile equipment for measuring vehicle emissions (carbon monoxide, smoke, hydro-carbons, noise, and nitrogen oxides). In addition, computer equipment of BRTA for vehicle registration, licensing and vehicle road worthiness testing will be upgraded. 3. Project Component 3 - Institutional Strengthening and Capacity Building (US$ 24.9 million) The project will provide institutional support, including strengthening of traffic maniagement, project supervision and management, financial management, environmental management and performance monitoring to GDTPCB, DCC and other implementing agencies, throughl training, consultants' services and equipment. The project has identified institutional strengtheninlg and capacity building as a major priority. This is also in line with the key objective identified under the CAS, which places utmost importance on building institutional capacities. The important sub-componenits under this are: Project Preparation & Implementation Support, including Design, Supervision & Mon7itoring: The complexities of the project call for support of expert consultant teams to assist GOB agelncies in the preparation, implementation, supervision and monitoring of various components under the project. Most components have already been designed with assistance from preparation consultants: design of additional items and supervision and monitoring of the project will be assisted by new DSM consultants. These consultants have been recruited before IDA Board presentation. Financial Management Services: It is critical to put in place proper financial & technlical management and audit systems for effective implementation and long-term sustainability of the project. For GDTPCB/PCU the financial and technical capacities will be established, and for DCC and RHD, these will be strengthened. The project will also fund annual financial audits of all project-related accounts and two operational audits by independent private auditors. Institutional Development & Training: Five key agencies associated with the project will receive support for institutional capacity building and training. These agencies are GDTPCB, DCC, RAJUK, DMP and BRTA. An assessment of their institutional strengthening and training needs has been done as part of project preparation. Apart from training, other requirements for institutional capacity building, including creating the necessary legal and financial framework for effective institutional capacity will also be met under the project. Technical expertise required in different areas, for strengtlheninlg the agencies' capacity and for training have been identified and these will be recruited throughl one consulting firm. The key elements of the institutional strengthening and training sub-component are, as follows: - developing DCC technical and financial units, including its traffic management, project management and maintenance capacities; - providing training to DMP on regulations, enforcement, traffic safety, traffic education, publicity campaign and monitoring etc.; - developing institutional capacity and providing training to BRTA on environmental controls and monitoring, road safety, registration etc.; - developing institutional capacity of GDTPCB on various transport planning, road safety and traffic engineering related issues; developing construction and monitoring capacity in DCC and RHD; and developing institutional capacity and training in regional planning for RAJUK, and in environmental management for DOE. 4. Project Component 4 - Policy Support and Future Studies (US$ 9.5 million) Preparation of Long-term Transport Strategic Plan: A key long-term objective of the project is the preparation of a long-term (20 year) Transport Plan for Metropolitan Dhaka Area, that will identify key future issues, strategize priorities and ensure economically efficient and environmentally compatible transport development and related policy framework; it will in particular study different mass transport options to meet the future needs of Dhaka. The project will support the preparation for such a plan, through competent consultants. This work will be coordinated through GDTPCB. It will indicate a phased transport investment plan in coordination with DMA's regional development plan. Feasibility study for Follow-up Project: The investments in the present project focuses on the most immediate and pressing problems associated with urban transport in Dhaka city. This project, by itself, is not expected to meet all the current infrastructure backlogs, much less its future needs. The project will therefore support a feasibility study that will identify and detail the scope of a follow-up project, which will be consistent with the long-term strategic transport plan, for support by IDA or other agencies. Feasibility study for Dhaka Ring Road: A new Dhaka Ring Road has been identified as a strategic and critical long-term requirement. The project will support a feasibility study to examine the scope, potential alignments, and preliminary technical and economic analysis of the Ring Road. The Ring Road will have two segments: (a) Western segment from Tongi to Mirpur to Buriganga Bridge I onto Demra, and (b) the Eastern segment (Bypass road alignment option no. 3). Since the Eastern segment has already been studied and is likely to be implemented, the new study under DUTP will focus on the Western segment. 4. Project Component 5 - Land Acquisition and Resettlement (US$ 10.7 million) The project will necessitate some resettlement and land acquisition at sites of newflyovers, road, intersections and sidewalk improvements. A policy framework for addressing unavoidable negative impacts, and a Resettlement Action Plan (RAP), detailing the implementation mechanisms for assisting affected people with compensation, relocation, livelihood assistance, and other support mechaniisms, have been prepared in accordance with OD 4.30 and other IDA guidelines; this has been agreed withi GOB. While GOB will finance 100% of compensation for land acquisition and income restitution to directly affected people, the project will finance 90% of community benefits under the project, and 90% of administrative costs under the resettlement program. Page I of Annex 3 Annex 3 Estimated Project Costs (Taka Million) (US$ Million) Local Foreign Total Local Foreign Total A. Traffic Management 1. Intersection Improvements 209.8 147.0 356.8 4.3 3.0 7.3 2. Road Improvements Adj. to Intersections 886.1 607.0 1,493.1 18.3 12.5 30.8 3. Traffic Flow Improvements 49.9 34.1 84.0 1.0 0.7 1.7 4. Parking Facilities 36.1 24.7 60.8 0.7 0.5 1.2 5. Auto Restricted Zones 0.5 0.3 0.8 0.0 0.0 0.0 Subtotal Traffic Management 1,182.4 813.1 1,995.5 24.3 16.7 41.0 B. Road Improvements 1. Road Works 694.8 474.7 1,169.5 14.3 9.8 24.1 2. Tongi Link Road Construction 33.4 22.8 56.2 0.7 0.5 1.2 Subtotal Road Improvements 728.2 497.5 1,225.7 15.0 10.3 25.3 C. Bus & Route Improvements 1. Bus only Lanes 20.8 17.4 38.2 0.4 0.4 0.8 2. Bus Stops and Other 38.1 31.9 70.0 0.8 0.7 1.5 Subtotal Bus & Route Improvements 58.9 49.3 108.2 1.2 1.1 2.3 D. Rehabilitation of Existing Bus Terminals 1.Works at Bus Terminals 200.5 139.9 340.4 4.1 2.9 7.0 2. Road Works adj. to Bus Terminals 213.7 149.0 362.6 4.4 3.1 7.5 Subtotal Rehabilitation of Existing Bus Terminals 414.1 288.9 703.0 8.5 6.0 14.5 E. Pedestrian Facilities Improvements 1. Construction of Footbridges 18.1 18.5 36.6 0.4 0.4 0.8 2. Construction/improvement of Sidewalks 110.1 75.2 185.3 2.3 1.6 3.9 Subtotal Pedestrian Facilities Improvements 128.2 93.7 221.9 2.7 2.0 4.7 F. Non-Motorized Transport (NMT) Network Improvements 1. Secondary Road Links 26.1 17.1 43.3 0.5 0.4 0,9 2. Underpasses 114.3 60.4 174.8 2.4 1.2 3.6 Subtotal Non-Motorized Transport (NMT) Network 140.5 77.6 218.0 2.9 1.6 4.5 Improvements G. Grade Separated Interchanges 1. Jatrabari 473.5 319.3 792.8 9.8 6.6 16.4 2. Mohakhil 611.6 419.5 1,031.1 12.6 8.6 21.2 Subtotal Grade Separated Interchanges 1,085.1 738.8 1,823.9 22.4 15.2 37.6 H. Flood Damage Rehabilitation of Roads 1. Roads & Drainage 483.7 330.5 814.1 10.0 6.8 16.8 Subtotal Flood Damage Rehabilitation of Roads 483.7 330.5 814.1 10.0 6.8 16.8 I. Equipment 1. Dhaka City Corporation 29.5 121.3 150.8 0.6 2.5 3.1 2. Dhaka Metropolitan Police Department 21.8 89.6 111.4 0.4 1.8 2.2 3. Bangladesh Road Transport Authority 19.0 78.1 97.1 0.4 1.6 2.0 4. GDTPCB/PCU 19.1 39.9 59.1 0.4 0.8 1.2 5. DoE 9.9 20.7 30.6 0.2 0.4 0.6 Subtotal Equipment 99.3 349.5 448.9 2.0 7.1 9.1 J. Technical Assistance 1. Project Preparation and Support 331.8 376.8 708.6 6.8 7.8 14.6 2. Institutional Development and Training 93.3 186.2 279.5 1.9 3.8 5.7 3. Policy Support and Studies 115.8 277.6 393.4 2.4 5.7 8.1 Subtotal Technical Assistance 540.9 840.6 1,381.5 11.1 17.3 28.4 K. ReseKtlement Costs 1. Other Resettlement Activities 59.0 - 59.0 1.2 - 1.2 Subtotal Resettlement Costs 59.0 - 59.0 1.2 - 1.2 L. Land Acquisition and Compensation 1. Land Acquisition and Compensation for PAP 388.0 - 388.0 8.0 - 8.0 Subtotal Land Acquisition and Compensation 388.0 - 388.0 8.0 - 8.0 Total BASELINE COSTS 5,308.3 4,079.5 9,387.8 109.3 84.1 193.4 Physical Contingencies 505.6 413.1 918.7 10.9 8.5 19.3 Price Contingencies 773.9 297.3 1,071.3 15.5 5.9 21.5 Total PROJECT COSTS 6,587.8 4,790.0 11,377.8 135.7 98.5 234.2 NOTE: Figures may not match due to rounding up. t Includes local taxes and duties estimated at USS 22 m. equivalent. Page 2 of Annex 3 Financing Plan (US$ Million) The Dhaka City Govemment Corporation IDA Total A. Traffic Management 1. Intersection Improvements 1.3 0.9 6.6 8.8 2. Road Improvements adj. to Intersections 5.7 3.8 28.3 37.8 3. Traffic Flow Improvements 0.3 0.2 1.6 2.1 4. Parking Facilities 0.2 0.1 1.1 1.4 5. Auto Restricted Zones 0.0 0.0 0.0 0.0 Subtotal Traffic Management 7.5 5.0 37.6 50.1 P. Road Improvements 1. Road Works 4.4 2 9 22.0 29.3 2. Tongi Link Road Construction 0.2 0.1 1.1 1.4 Subtotal Road Improvements 4.6 3.0 23.1 30.7 C. Bus & Route Improvements 1. Bus only Lanes 0.1 0.1 0.7 0.9 2. Bus Stops and C)ther 0.3 0.2 1.3 1.8 Subtotal Bus & Route Improvements 0.4 0.3 2.0 2.7 D. Rehabilitation of Existing Bus Terminals 1. Works at Bus Terminals 1.3 0.8 6.2 8.3 2. Road Works adj. to Bus Terminals 1.4 0.9 6.6 8.9 Subtotal Rehabilitation of Existing Bus Terminals 2.7 1.7 12.8 17.2 E. Pedestrian Facilities Improvements 1. Construction of Footbrikges 0.1 0.1 0.6 0.8 2. Construction/Improvement of Sidewalks 0.7 0.5 3.4 4.6 Subtotal Pedestrian Facilities Improvements 0.8 0.6 4.0 5.4 F. Non-Motorized Transport (NMT) Network Improvements 1. Secondary Road Links 0.2 0.1 0.8 1.1 2. Underpasses 0.6 0.4 3.2 4.2 Subtotal Non-Motorized Transport (NMT) Network Improvements 0.8 0.5 4.0 . 5.3 G. Grade Separated Interchanges 1. Jatrabari 5.1 - 15.2 20.3 2. Mohakhil 6.6 - 19.9 26.5 Subtotal Grade Separated Interchanges 11.7 - 35.1 46.8 H. Flood Damage Rehabilitation of Roads 1. Roads & Drainage 3.0 2.0 15.0 20.0 I. Equipment 1. Dhaka City Corporation 0.9 - 2.7 3.6 2. Dhaka Metropolitan Police Department 0.7 - 2.0 2.7 3. Bangladesh Road Transport Authority 0.6 - 1.8 2.4 4. GDTPCB/PCU 0.4 - 1.1 1.5 5. DoE 0.2 - 0.5 0.7 Subtotal Equipment 2.8 - 8.1 10.9 J. Technical Assistance 1. Project Preparation and Support 0.4 - 17.6 18.0 2. Institutional Development and Training 0.0 - 6.9 6.9 3. Policy Support and Studies 0.0 - 9.5 9.5 Subtotal Technical Assistance 0.4 - 34.0 34.4 K. Resettlement Costs 1. Other Resettlement Activities 0.1 - 1.3 1.4 L. Land Acquisition and Compensation 1. Land Acquisition and Compensation for PAP 9.3 - - 9.3 Total Disbursement 44.1 13.1 177.0 234.2 NOTE Figures may not match due to rounding up Annex 4 Cost Benefit Analysis Summary [For projects with benefits that are measured in monetary terms] (Currency: US$, Unit: million, Base Year: 1998) Summary of Benefits, Costs and Assumptions: Economic analysis is conducted at two levels. At the first level, total project benefits are evaluated against the costs of all physical components, equipment, and technical assistance (excluding follow-up studies and including physical contingencies), which constitute 87% of total project cost. In particular, the road network traffic benefits are evaluated using a network-based travel demand model. The result from this analysis is treated as the base case in the sensitivity tests. At the second level, detailed economic analysis is performed for each of the following major physical componenits: 20 of the 30 intersections for improvement, 2 flyovers, 3 inter-district bus terminals' rehabilitation, NMT underpasses, and road rehabilitation. These analyses are conducted for assessing the economlic viability of the above individual components even treated as stand-alone projects. The quantified benefits include savings in vehicle operating costs and travel time costs. T'hese are computed for existing traffic, induced traffic (traffic generated because of lower trip costs) and diverted traffic (redistribution of traffic resulting from traffic diverted from alternate routes and modes because of changes in relative trip costs). While the project would result in considerable benefits in the form of improved traffic safety and reduced auto pollution, they have not been quantified due to slhortage of reliable data. The estimated ERRs, therefore, are conservative and represent the low-end of total realizable benefits. The costs of each component include costs for physical works, detailed engilneerilng design, implementation supervision, and physical contingencies. Annualized operations and mainitenianlce costs are also included in the evaluation. Moreover, the costs to road users associated with loss of' road or junction capacity during project implementation are included in the evaluation. A standard conversion factor of 0.9, which is the latest World Bank estimate for Bangladesh, is used to convert financial costs to economic costs. For physical components, annual maintenance cost is assumed to be 0.5% of capital cost, and periodic (every 6 years) maintenance cost, 3% of capital cost. Assumed project life is 30 year life for major structures and 20 years for road works. Moreover, the levels of aniiual benefits are set to freeze at the time when traffic growth reaches capacity (approximately 10 years after implemilenitationi). Both network and intersection traffic simulation models are used to simulate traffic performiance under scenarios with and without project. Traffic data are based on city-wide houselhold surveys and traffic counts conducted in 1992-93, which were updated in 1997 for the purpose of project evaluationi. Additional data sources on bus delays at bus terminals and waiting time at bus stops were also used for the analysis. Unit vehicle operating costs by vehicle type and passenger travel time costs by mode were updated based on the findings of previous studies in Dhaka and more widely for Bangladesh. Value of travel time for business trip purpose is assumed to be 100% of trip maker's hourly income, and for other trip purpose, 35%. The resulting value of travel time by a given mode for all purposes combined is roughly 50% of average hourly income of the users of this mode. The economic analysis results are summarized in Table 1. Traffic growth under the most likely scenario is shown in Table 2. Table 1: Cost-Benefit Analysis Results for Major Physical Components Base Cost % of Project Component Project ERR Base Cost Project including all civil works, equipment, and technical assistance (excluding follow-up studies) 185.4 95.8% 23% Mjor physical components: 20 Intersections & approach roads 26.0 13.4% 28% Jatrabari Flyover 16.4 8.5% 20% Mohakhali Flyover 21.2 11.0% 19% Inter-district bus terminals 14.5 7.5% 17% NMT underpasses 3.6 1.9% 18% Road rehabilitation 24.1 12.5% 38% Rehabilitation of flood damages 16.8 8.7% 38% Subtotal 122.6 63.4% weighted 27% Table 2: Forecast of Traffic Growth (Estimated Peak Hour Trips by Mode) Mode Year 1999 Year 2009 Year 2019 Non-motorized travel 64,085 80,679 88,607 Public transport 7,795 11,098 11,955 Otlher passenger motor vehicles 25,611 37,904 48,999 Trucks 1,013 1,444 1,938 Total 98,504 131,125 151,499 Proportion of Year 1999 100% 133% 154% Sensitivity Analysis The major sources of risks are mainly associated with components designed for road network improvement, particularly the intersection improvements and flyovers. These risks are identified to be lower than expected traffic growth rate, cost overruns, reduction of benefits due to lower than expected travel speeds, and loss of road capacity due to poor traffic enforcement. These scenarios are tested in the sensitivity analysis (see Table 3). The results of the analysis show that the project is robust to traffic, cost, and benefit variations. However, the results also show the importance of effective traffic enforcement in the realization of expected traffic benefits. A detailed technical note on the economic analysis is included in the project file. Table 3. Sensitivity Analysis Results Risk Scenario ERR Traffic growth rate at 7% (base case) 23% at 5% 21% at 3% (a) 19% Increase in costs by 10% 21% by 20% (b) 19% Reduction in benefits by 10% 21% by 20% (c) 18% Above scenarios (a), (b) and (c) 14% combined Loss of capacity due to poor traffic enforcement by 5% 20% by 10% 17% by 15% 13% Annex 5 Financial Summary Years Ending: December 31 (Currency: US$, Unit: million, Base year: 1998) -I I_________________________ II I Implementation Period _________________________ 1999 2000 T 2001 2002 2003 Total =__ Project Costs _____________ ____________ Investment Costs 36.3 69.5 62.4 48.3 17.7 234.2 Total 36.3 69.5 62.4 48.3 . 17.7 23 Financing Sources IDA 26.6 52.8 47.4 36.7 13.5 177 Dhaka City Corporation 3.2, 3.5 3.1 2.4 0.9 13.1 Government 6.5 13.2 11.9 9.2 3.3 44.1 Total _ .3E 69.5 _ __ 48. 17.7 2_ _ I _________________________________________________ ______________________ _______69_______5_____483________ Annex 6 Procurement and Disbursement Arrangements Procurement Procurement Methods (Table A) Bank financed works, goods and services under the project will be procured in accordance with the provisions of the "Guidelines: Procurement under IBRD Loans and IDA Credits, January 1995 edition, revised in August 1996 and September 1997". The procurement methods applicable to the various expenditure categories are summarized in Table A. Civil Works: Civil works amounting to some US$178 million, will be procured on the basis of International Competitive Bidding (ICB), except for contracts less than US$3 million for the rehabilitation of some secondary roads and roadside improvements, which will be procured by National Competitive Bidding (NCB) up to an aggregate of US$50 million, in view of the small size of the contracts scattered over the City area. Most of the contract packages will be awarded between 1998 and 2002. The overall schedule of major procurement steps is given in the Project Implementation Plan (PIP). Goods: The proposed project will finance about US$1 1.0 million of equipment for the Dhaka City Corporation, police training equipment, Bangladesh Road Transport Authority and Department of Environment. All goods and equipment costing more than US$200,000 will be procured by ICB, except that minor items or groups of items estimated to cost less than US$ 200,000 per contract package, in an aggregate amount not exceeding US$2.0 million, will be procured following shopping procedures on the basis of price quotations solicited from at least three suppliers eligible under the Bank Guidelines for procurement. All contracts for works and goods will use the Bank's "Standard Bidding Documents" or other bidding documents which are acceptable to the Bank. The Bank's "Standard Bid Evaluation Form dated April 1996" will be used for evaluation of bids for works and goods. Technical Assistance: Procurement of consultants will be in accordance with the provisions of the "Guidelines: Selection and Employment of Consultants by World Bank Borrowers, Janmary 1997", revised in September 1997, which requires the use of Bank's "Standard Request for Proposals". For time based and lump sum price (firm fixed price) assignments, contracts will be based on the "Standard Form of Contract for Consultants' Services" issued by the Bank, with such modifications thereto as shall have been agreed by the Bank. Where no relevant standard contract documents have been issued by the Bank, other standard forms acceptable to the Bank shall be used. Consultants services will be provided for: (i) Design, construction supervision and monitoring of project (ii) Institutional development and training of GDTPCB, RAJUK, DCC, BRTA and DMP (iii) Policy support and studies for preparation of long-term transport strategic plan, feasibility study for follow-up project and feasibility study for Dhaka Ring Road. (iv) Financial and technical audit (v) Bus Scheduling Study Prior review thresholds (Table B) Civil Works: All ICB contract packages will be subject to prior review. All NCB contract packages over US$200,000 will be subject to prior review. Goods: Procurement of goods with an individual value of more than US$200,000 will be subject to prior review. Consulting Services: Contracts for hiring consulting firms in excess of US$200,000 equivalent or more, and contracts for hiring NGOs valued at US$ 100,000 equivalent or more, and individuals valued at US$50,000 equivalent or more will be subject to prior review. Requirernents of prior review of works, goods and contracts for consulting services are summarized in Table B. Disbursement Allocation of loan proceeds (Table C) Disbursement under the Credit will be made against eligible expenditures within the categories summarized in Table C, which indicates the percentages of financing for different categories of expenditures under the project. Use of Statements of Expenses (SOEs): Full documentation for all contracts requiring Bank's prior review will be sent to the Bank in support of withdrawal applications. Expenditures for individual contracts of goods and services, for which prior review by the Bank is not required, will be disbursed against Statement of Expenditures (SOEs); all records evidencing such information must be retained by PPU until at least one year after the Bank has received the audit report for the fiscal year in which the last withdrawal from the Credit is made. All withdrawal applications in respect of civil works will be accompanied by certificates from the Supervision Consultants attesting that the works and materials meet the design standards and specifications agreed by the Bank, and that the payments are in accordance with the completed works. Accredited private auditors will conduct financial audit, including sample checks of payment certificates. Special Account: Two Special Accounts, one of US$ 8 million in favor of PIU, DCC (for all the DCC project components), and one of US$ 4 million in favor of PCU (for all other project components), will be established at the Bangladesh Bank to meet anticipated expenditures of about four months. Eligible payments greater than one third of the Special Accounts amount may be paid by the Bank directly to suppliers at a specific request of GOB. The Special Accounts will be replenished on the basis of reimbursed claims for eligible expenditures received by the Bank. Annex 6, Table A: Project Costs by Procurement Arrangementsl (in US$ million equivalent) Total Cost Expenditure Category Procurement Method (including contingencies) IC1B NCB Other N.B.F 1. Works Civil Works 128.2 50.0 178.2 (96.0) (37.5) (133.5) 2. Goods Equipment 8.6 2.3 10.9 (6.4) (1.7) ( 8.1) 3. Services Technical Assistance and 34.4 34.4 Implementation Support, (34.0) (34.0) studies and training 4. Miscellaneous Resettlement - Other Costs 1.4 1.4 (1.3) (1.3) Land acquisition & 9.3 9.3 Conipensation Total* 136.8 50.0 38.1 9.3 234.2 (102.4) (37.5) (37.0) (177.0)* *Note: Figures may not match due to rounding up. Note: N.B.F. = Not Bank-financed (includes elements procured under parallel cofinancing procedures, consultancies under trust funds, any reserved procurement, and any other miscellaneous items). The procurement arrangement for the items listed under "Other" and details of the items listed as "N.B.F." need to be explained in footnotes to the table or in the text. Figures in parenthesis are the amounts to be financed by the Bank IDA credit I For details on presentation of Procurement Methods refer to ODI 1.02, "Procurement Arrangements for Investment Operations." Details on Consultant Services can be shown more easily in the Table Al format (additional to Table A, where applicable). Annex 6, Table B: Thresholds for Procurement Methods and Prior Reviewl Expenditure Contract Value Procurement Contracts Subject to Category (Threshold) Method Prior Review / Estimated Total Value Subject to Prior Review US$ US $ millions 1. Works Civil Works 5 million and over ICB Yes Under 5 million NCB All contract packages Over $200,000 2. Goods Equipment 200,000 and over ICB Yes Under 200,000 Shopping procedures No 3. Services Consulting Services over 200,000 QCBS* Yes 50,000 to 200,000 QCBS/QBS-may be Yes confined to national consultants as per Guidelines para 2 below 50,000 Single Source/ No Qualifications Total value of contracts subject to prior review: US$25.00 m F lor RAP, QBS may be used. 1 Thresholds generally differ by country and project. Consult OD 11.04 "Review of Procurement Documentation" and contact the Regional Procurement Adviser for guidance. Annex 6, Table C: Allocation of Credit Proceeds Expenditure Category Amount in US$ Financing Percentage million 1. Civil Works (a) DCC 88.5 75% (b) Other Implementation Agencies 31.6 75% 2. Equipment & Materials (a) DCC 3.3 100% of foreign expenditure, (b) Other Implementation Agencies 4.0 100% of local expenditure (ex factory cost) and 80% of local expenditures for other items procured locally 3. Incremental staff salaries and operating costs (a) DCC I.1 90% through July 1, 2001 and (b) Other Implementation Agencies 1.1 60% thereafter 4. Consultants' services, training, 28.7 100% study tours, participatory activities and audit services 5. Resettlement Costs 1.3 90% 6. Unallocated 17.3 Total 177.0 Contract Packaging and Procurement Method Project Component Contract Packages ICB NCB A. Works Roads Rehabilitation 8 8 Interchanges 2 Bus terminals 1 3 Intersection and roadside improvements 4 Pedestrian Footbridges 1 B. Goods Training Equipment 3 4 Annex 7 Project Processing Budget and Schedule A. Project Budget (US$000) Planned Actual (At final PCD stage) US$484.4 US$572.1 B. Project Schedule Planned Actual (At final PCD stage) Time taken to prepare the project 38 montlhs (months) First Bank mission (identification) 08/15/1995 08/15/1996 Appraisal mission departure 05/24/1998 06/24/1998 Negotiations 09/07/1998 10/26/1998 Planned Date of Effectiveness 03/31/1999 _/_/19_ Prepared by: BRTA, DCC, PPU, RAJUK, DMP, DOE Preparation assistance: Trust Funds PHRD (Japan) US$313.4m (not included under "A".) Bark staff who worked on the project included: Name Specialty Thampil Pankaj Task Manager Stein Lundebye Traffic Engineering, Road Safety and Management Ajay Kumar Economic Analysis Jaswant Channe Engineering and Procurement Balakrishna Menon. P Urban Planning and Social & Environmental Aspects Ernesto Corrales Team Assistant S. V. Iyer Financial Aspects M. Iqbal. Karim Project Coordination and Economic Analysis Mohiuzzaman. Quazi Engineering Aspects T. K. Barua Social Assessment and RAP Suraiya Zannath Financial Management Saibul Huda Disbursement Issues Reidar Kvam Social Assessment and RAP Jitendra Shah EA and Environmental Issues S. Meenakshy Gender Issues Ken Gwilliam Policy-related Issues Zhi Liu Economic Analysis J.P. Correia da Silva Legal Ranjith Wiratunga Disbursement M. Bhuyian Institutional Issues (Consultant) K. C. Sivaramakrishnan Institutional Issues (Consultant) M. Quddus Choudhury Legal and Institutional Issues (Consultant) F. H. Amundsen Road Safety Issues (Consultant) R. Iles Transport Management (Consultant) Annex 8 Documents in the Project File* A. Project Implementation Plan Yes B. Bank Staff Assessments (a) Study on 'Urban Poverty in Dhaka'; (b) Study on 'Hawker Issues'; (c) Detailed Econormic Analysis Methodology (d) Analysis of Inadequacies in the Current Financial Management System and Proposal for New Financial Management System for the Project; (e) Report on the Assessment of Project for PMR-Based Disbursements; (f) Action Plan for Project Implementatior GOB and DCC agreed during credit negotiations; and (g) Note on Project Agencies and Project Management Arrangements. C. Other (a) Consultant reports - DUTP Phase I and DUTP Phase 11 studies; (b) Gender Dimensions in Transport in Dhaka Metropolitan Area; March, 1997 - Mashuda Khatun Shefali and Pratima Paul-Majumder; (c) Premium Bus Service Users Survey Report; March, 1998 - Mashuda Khatun Shefali; (d) Corporate plan of Dhaka Metropolitan Police (DMP); (e) Technology and Policy Options to Control Three-Wheeler Emissions in Dhaka; January, 1998 - Energy and Environmental Analysis Inc.; (f) Organization, Strength and Functions of DCC; (g) Study of Pedestrian and Sidewalk Management; August, 1998 - Amanat Ullah Khan and Shahnaz Huq Hossain; (h) Study on Road Traffic Maintenance Fund; (i) Standard Bidding Documents for Procurement of Works for ICB, NCB, Procurement of Works, Procurement of Smaller Works; (j) DUTP Social Assessment, September, 1998 - Amanat Ullah Khan and Shahnaz HIuq Hossain; (k) DUTP Report on 'Assessment of Financial Capability of Dhaka City Corporation to Provide Requisite Counterpart Funds for Civil Works Construction and Project Infrastructure Management' - Anwaruddin Chowdhury; (I) Parking Policy and Plans Study and Vehicle Parking Guidelines for Dhaka- Kh. Neaz Rahman (m) Study on Upgrading Rail Commuter Facilities in Narayanganj-Kamlapur-Tongi-Gazipur Corridor; May, 1998 - Lailun Nahar Ekram, et al.; (n) Report on Greater Dhaka Transport Planning and Coordination Board (not dated), December, 1997; and various addendums/notes produced at different times during 1997-'98 period - KC. Sivaramakrishnan, MA. Quddus Chowdhury and Kamaluddin Chowdhury; (o) Study Report on Financing of Buses/Taxis for Dhaka; September, 1997 - Md. Nurul Alam, et al.; (p) Possible Areas which Require Deeper Understanding in the Business of Leasing with Particular reference to Road Transport; April, 1998 - G.C. Rangan; (q) Study on Scope and Opportunities for Development of the Inland Water Transport System in Dhaka; May, 1998 - Lailun Nahar Ekram, et al.; (r) Traffic Engineering and Road Safety in the City of Dhaka - Finn HaraldAmundsen; and (s) Final Report on Completion of DUTP Resettlement Census Surveys and Studies; September 15, 1998 - Amanat Ullah Khan and Shahnaz Huq Hossain. *Including electronic files. Annex 9 Statement of Loans and Credits Status of Bank Group Operations in Bangladesh IBRD Loans and IDA Credits in the Operations Portfolio Difference Between expected Original Amount in US$ Millions and actual Loan or Fiscal disbursemencs a/ Project ID Credit Year Borrower Purpose No. IBRD IDA Cancellations Undisbursed Orig Frm Rev'd Number of Closed Loans/credits: 162 Active Loans BD-PE-40713 IDA30040 1998 GOB SILK DEV PILOT PROJ. 0.00 11.35 0.00 11.09 -.05 0.00 BD-PE-44789 IDA29950 1998 GOB PRIV SEC INFR DEVT 0.00 235.00 0.00 226.33 12.22 0.00 BD-PE-9550 IDAN0380 1998 GOB PRIMARY EDUC DEV 0.00 150.00 0.00 149.01 0.00 0.00 BD-PE-40985 IDA29220 1997 GOB POVERTY ALLEVIATION 0.00 105.00 0.00 55.69 -10.75 0.00 BD-PE-9482 IDA29260 1997 GOB/DWASA DHAKA WATER/SAN. IV 0.00 80.30 0.00 65.01 11.79 0.00 BD-PE-9518 IDA29270 1997 GOB 2ND RURAL RDS b MRKT 0.00 133.00 0.00 106.63 7.56 0.00 BD-PE-9484 IDA28150 1996 GOB AG. RES. MANAGEMENT 0.00 50.00 0.00 40.78 26.05 0.00 BD-PE-9545 IDA27910 1996 GOB RIVER BANK PROTECTIO 0.00 121.90 0.00 31.53 21.32 0.00 BD-PE-9549 IDA27830 1996 GOB COASTAL EMBANKMENT R 0.00 53.00 0.00 25.52 23.71 0.00 BD-PE-9560 IDA28220 1996 GOB NON-FORMAL EDUCATION 0.00 10.50 0.00 8.18 1.02 0.00 BD-PE-9496 IDA27350 1995 GOB NUTRITION 0.00 59.80 0.00 49.78 11.52 0.00 BD-PE-9533 IDA27200 1995 GOB GAS INFRASTRUCTURE 0.00 120.80 0.00 73.14 46.55 14.40 BD-PE-9465 IDA26380 1994 GOB 2ND ROAD REHAB & MAI 0.00 146.80 0.00 10.05 -28.97 0.00 BD-PE-9509 IDA25690 1994 GOB JAMUNA BRIDGE 0.00 200.00 0.00 17.85 .11 -1.72 BD-PE-9555 IDA24690 1993 GOB FEMALE SECONDARY SCH 0.00 68.00 0.00 32.65 10.22 6.92 BD-PE-9470 IDA23970 1992 GOB FOREST RESOURCES MGM 0.00 49.60 3.32 16.40 11.69 2.46 BD-PE-9559 IDA23930 1992 GOB TECHNICAL ASSISTANCE 0.00 25.00 0.00 5.56 3.97 0.00 BD-PE-9516 IDA22330 1991 GOB AGRIC. SUPPORT SERVJ 0.00 35.00 7.60 5.60 13.79 0.00 BD-PE-9529 IDA22590 1991 GOB POP. & HEALTH IV 0.00 180.00 0.00 .57 -7.79 -11.17 BD-PE-9540 IDA22320 1991 GOB INLAND WATER TRANSP 0.00 45.00 0.00 25.82 24.16 0.00 BD-PE-9542 IDA21290 1990 GOB RURAL ELECTRIF. III 0.00 105.00 0.00 19.61 11.63 0.00 BD-PE-9506 IDA20160 1989 GOVT. OF BANGLADESH POWER DIST. (16 TOWN 0.00 87.00 0.00 12.93 9.08 9.45 BD-PE-9467 IDA19300 1988 GOB URBAN DEV. I 0.00 47.60 16.95 4.86 21.33 4.56 Total 0.00 2,119.65 27.87 994.59 220.16 24.90 Active Loans Closed Loans Total Total Disbursed (IBRD and IDA): 1,045.93 4,964.95 6,010.88 of which has been repaid: 0.00 355.13 355.13 Total now held by IBRD and IDA: 2,091.78 4,358.69 6,450.47 Amount sold 0.00 .37 .37 Of which repaid : 0.00 .37 .37 Total Undisbursed : 994.59 1.56 996.15 a. Intended disbursements to date m'i,us actual disbursements to date as projected at appraisal. b. Rating of 1-4: see OD 13.05. Anne: D2. Preparation of Implementation Summary (Form 590). Following the FY94 Arinual Review of Portfolio performarce (ARPP), a letter based system will be used (HS = highly Satisfactory, S = satisfactory, U = unsatisfactory, HU - highly unsatisfactory) : see proposed Improvements in Project and Portfolio Performance Rating Methodology (SecM94-901), August 23, 1994. Note: Disbursement data is updated at the end of the first week of the month. Bangladesh STATEMENT OF IFC's Committed and Disbursed Portfolio As of 31-May-98 (In US Dollar Millions) Committed Disbursed IFC IFC FY Approval Company Loan Equit Quasi Partic Loan Equit Quasi Partic y y 1980 IPDC 0.00 1.05 0.00 0.00 0.00 1.05 0.00 0.00 1985/95 IDLC 0.00 .15 0.00 0.00 0.00 .15 0.00 0.00 1991 Dynamic Textile 1.87 0.00 0.00 1.50 1.87 0.00 0.00 1.50 1996 ICT-B 15.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1996 ICT-W 0.00 .38 0.00 0.00 0.00 .01 0.00 0.00 1997 DBH 0.00 .65 0.00 0.00 0.00 0.00 0.00 0.00 Total Portfolio: 16.87 2.23 0.00 1.50 1.87 1.21 0.00 1.50 Approvals Pending Commitment Loan Equnit Quasi Partic 1997 BLCL 3.50 .46 0.00 3.50 1997 DBH 2.50 0.00 0.00 0.00 1997 JALALABAD 0.00 15.00 0.00 0.00 1998 KHULNA 22.50 3.30 0.00 29.40 1997 SCANCEM 11.00 1.25 0.00 0.00 1997 WATERGARDEN 6.00 0.00 0.00 0.00 Total Pending Commitment: 45.50 20.01 0.00 32.90 Annex 10 Bangladesh at a glance 1S9198 POVERTY and SOCIAL South Low- Bangladesh Asia Income Development diamond Populabon mid-1996 (millions; 121.7 1,264 3,229 GNP per capita 1996 (US$) 260 380 500 Life expectancy GNP 1996 (billions USS) 31.2 481 1.601 Average annual growth, 1990-96 Population (%) 1.6 1.9 1.7 GNP Gross Labor force f%) 2.1 2.1 1.7 P primary Most recent estimate (latest year available since 1989) capita enrollment Poverty headcount index (% ofpopulation) 48 V Urban population (% of total populatbon) 19 26 29 Life expectancy at birth (years) 58 61 63 Infant mortality (per 1, 000 live births) 77 75 69 Access to safe water Child malnutrition (% of children under 5) 67 Access to safe water (% of population) 79 63 53 Illiteracy (% of population age 15+) 62 50 34 -Bangladesh Gross primary enrollment (% of schoof-age population) 92 98 105 Male 98 110 112 Low-income group Female 86 87 98 KEY ECONOMIC RATIOS and LONG-TERM T5tENDS 1975 1985 1995 1996 GDP (billions US$) 14.3 15.7 29.1 31.8 Economic ratios' Gross domestic investmenVGDP 6.1 12.9 16.6 17.0 O Exports of goods and services/GDP 2.9 7.4 14.2 14.2 Openness of economy Gross domestic savings/GDP 0.9 2.0 8.3 7.2 Gross national savings/GDP 4.9 9.6 13.1 12.0 Current account balance/GDP -4.3 -3.9 -3.5 -5.1 Interest payments/GDP 0.1 0.6 0.6 0.6 Savings . Investment Total debt/GDP 13.0 43.9 56.0 50.5 Total debt servicelexports 23.4 22.4 14.6 11.7 Present value of debt/GDP .. .. 31.4 Present value of debtlexports .. .. 166.7 Indebtedness 1975-85 1986-95 1995 1996 1997-05 (average annual growth) - Bangladesh GDP 5.0 4.2 4.4 5.4 6.0 GNP per capita 2.4 2.4 2.8 3.8 7.3 Low-income group Exports of goods and services 6.0 15.0 34.2 10.6 7.7 STRUCTURE of the ECONOMY 1975 1985 1995 1996 (% of GDP) Growth rates of output and Investment I%) Agriculture 62.0 41.8 30.9 30.0 30 Industry 11.6 16.0 17.6 17.7 20. Manufacturing 7.0 9.9 9.6 9.6 D- Services 26.4 42.3 51.5 52.4 0 Privateconsumption 959 90.6 77.9 79.1 Ir 92 93 94 95 96 General govemment consumption 3.2 7.3 13.7 13.6 GGDl ---GDP Imports of goods and services 8.1 18.3 22.5 23.9 1975.85 1986-96 1995 1996 (average annual growth) Growth rates of exports and irmports 1%) Agriculture 3.5 1.9 -1.0 3.7 so Industry 4.7 6.5 8 4 5.3 Manufacturing 2.9 59 8.6 5.3 25 Services 6.8 5.2 6.9 6.5 Private consumption 0.8 1.5 5.8 0. . General govemment consumption .. 4.8 5.3 6.5 93 s 96 Gross domestic investment 8.4 8.0 23.4 10.9 2S Imports of goods and services 7.9 7.0 37.7 16.9 Expons Gross national product 4.9 4.3 4.4 5-5 Note: 1996 data are preliminary estimates. Figures In Italics are for years other than those specied. The diamonds show four key indicators in the country (in bold) compared with its Income-group average. If data are missing, the diamond will be incomplete. Bangladesh PRICES and GOVERNMENT FINANCE 1975 1985 1995 1996 - Domestic prices Inflation (%) (% change) so Consumer prices 21.9 10.9 5.2 4.0 Implicit GDP deflator 11.1 P 7 5.6 25 Govemment finance (% of GDP) Current revenue 8.5 12.1 11.5 91 92 93 94 95 99 Current budget balance 1.3 3.3 2.9 - GDPdef. ----CPI Overall surplus/deficit -9.1 -6.8 -5.8 TRADE 1975 1985 1995 1996 (millions US$) Export and Import levels (mill. US$) Total exports (fob) 940 3,473 3,882 Leather 70 202 213 7,500 Frozen food 87 299 315 Jute goods 358 319 330 soooD Garments .. 116 1,980 2,548 Total imports (cif) . 2,647 5,834 6,881 Food .. 607 499 570 25500 rI Fuel and energy .. 359 209 274 Capital goods .. 691 1,480 1,918 ________________ Export price index (1987=100) .. 74 188 194 90 91 92 93 94 95 96 Import price index (1987=100) 104 127 131 ]Exports MImports Terms of trade (1987=100) .. 71 146 148 BALANCE of PAYMENTS 1975 1985 1995 1996 (millions US$) Current account balance to GDP ratio 1%) Exports of goods and services 427 1,162 4,130 4,508 Imports of goods and services 1,459 2,864 6,545 7,614 o Resource balance -1,033 -1,702 -2,415 -3,106 0 9 L -2- Net income -6 -90 -41 -6 Net current transfers 417 1,178 1,426 1,475 Current account balance, before official capital transfers -621 -613 -1,030 -1,637 ai Financing items (net) 666 536 1,304 575 Changes in net reserves -45 77 -274 1,062 - Memo: Reserves including gold (mill. US$) .. 356 3,519 3,790 Conversion rate (localUUS$) 8.9 26.0 40.2 40.9 EXTERNAL DEBT and RESOURCE FLOWS 1975 1985 1995 1996 (millions US$) Composition of total debt, 1998 (mill. US$) Total debt outstanding and disbursed 1,860 6,870 16,296 16,083 IBRD 55 55 55 47 F G A IDA 295 2,021 5,838 5,713 220 1e4 47 Total debt service 105 355 802 693 IBRD 0 3 8 8 /5713 IDA 2 22 83 92 E/V Composition of net resource flows Official grants 315 472 890 619 1\\ Official creditors 576 563 218 805 . / Private creditors -3 -3 -96 47 C Foreign direct investment 0 0 2 | 517 Portfolio equity 0 0 67 30 D409 World Bank program Commitments 205 398 356 168 A- tBRD E- Bitaerat Disbursements 91 288 197 279 B-IDA D-Other,multilateral F-Private Principal repayments 0 6 46 54 C - IMF G - Short-term Net flows 91 282 151 225 Interest payments 1 20 46 45 Net transfers 90 262 105 180 Development Economics 1/9198 MAP SECTION IBRD 29771 - j)'; - ,. ~8190 900 91, 92- _ 890 9 9. ---.BANGLADESH DHAKA URBAN ! ( rv 5''-- )t - ot TRANSPORT PROJECT 26'/ Thaurgo I_ 260- ,$ lCiiNlAJPUR J pAmonirh/t \* /St P ROJECT AREA rk~~~~~~~ K o n; Sram( 21 -9 \s$D inAjPur I i t ' '- DRangpur pDin _1u \, S . | : °l0 25 50 75 Kilometers f tH \' + t': t ~ -. ! r0 25 SOMiles / k ~~~~"" ~ Gailbandho 25 / } > t < _ JK @ -2 -' ,,_,- Z _ a,rF-" L, r RAJS AHI No t\;ogaon BOG malpur Netro 2AJSAH I I IA 4 y Jenic h ~ \ CoBogrm - .H; I~~~~Ntr \ I n 0 ttto i ! IL Ir? 4\. > = ( - j CHflAGONG Li ooT Saria -._ -pur0 DISTRICT CAPITAtS HiBANDARABA 'x1f,-J ,' -- ., '. f O~~~~~~~~ DIVISION CAPITALS \ N '..s BAN¢LADESH~ ® NATIONAL CAPITAL \ o>< -N NATIONAL HIGHWAYS Cox'sBoazr8 0 @ ~ s > . >. t l/ 0r. ? \^ t . OTHER PROJECTS \) R I!>' N D . 'M.'''I A..... N'ral ripur -REGIONALHIGHWAYS 23i I s 2- RIVERS23°- ~~~~~~~~~~~~~~~~~~- -+ r -. REGION BOUNDARIES\ . * - - DIVISION BOUNDARIES ; . _ . - . gpr~~~~~~~90 - - -INTERNATIONAL BOUNDARtES 920 _ ~~~~~~~~~~~~~~~~~~~~~~~NOVEMBER 1998 IBRD 29772 To Kaliakoir / TO Mymnensingh BNLDS Bridge ~~~~DHAKA URBAN TRANSPORT PROJECT DHAKA METROPOLITAN AREA (DMA) 0 ~~~5 1 0 Kashimpur Baaaa rTONG! - -5 NORHER /NG PBYPASSESa Bazar y i N~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Ki SPZ: 14.5 ~ ~ ~ ~ ~ ~ NVEBE 19 BANGLADESH S I ~~2 3 A DHAKA URBAN TRANSPORT PROJECT _ o___2_3_4_ S MAIN PROJECT COMPONENTS KILOMETERS k TMyooensmght f--j ~ N~~NE I~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~I / TONGI j TONGI / \8A U LINK ROAD| - _ 1I I S T. ('~ ~~~~~~~~~U TEMN L MPROEMENT \ I 0 Zis InKl\R, >MANROD /? < aSONM R 7/9 M feX ~~~~~~~~~~RVR y- -.. Ii~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ .I\.\ _ / RPSDMI ODIPOEET 2\ k P C / r NESCINIPRVMNS7 > \{ ,t .)v :;,a-j UTRIAIPOEET 0oo < ) . I lMI OAS\\.v tr \y ^ I SECONDARY ROADS \ oC XV Tb4 mop wos produced by the~~~~~~~~~ I .' 0 RAILROADS \av X Theboundories,cofors.denomunorons~~~~ O \ A ' \ WARD BOUNDARIES \ \ rsd snyoth-,nhz m :s~~~~~~~~~~~~~~~~Im hwo << \ ~~-- DCC BOUNDARI ES The Wodd b=nL Gr up, ony {udgmene a~ L l such boundones D~~~~~~~~~~~~~~~~~~~~~~~~~~