Document of The World Bank FOR OFFICIAL USE ONLY Report No. 12535-CD STAFF APPRAISAL REPORT REPUBLIC OF CRAD PUBLIC WORKS AND CAPACITY BUILDING PROJECT APRIL 28, 1994 MICROGRAPHICS Report No: 12535 CD Type: SAR Infrastructure Operations Sahelian Department Africa Region This document has a resiricted distribution and may be used by mipients only in the perfomance of their officihI duties. Its contents may not otherwise be disclesed without Worid Bank authorzation. CURRENCY EQUIVALENTS Currency Unit: CFA Franc (CFAF) US$1 = CFAF 588.7 CFAF I million = US$1,698.66 WEIGHTS AND MEASURES Metric System ABBREVIATIONS AND ACRONYMS AGETIP Agence dExecution de Travaux d'lnteret Public (Public Works Executing Agency) ATETIP Agence Tchadienne dEx6cution de Travaux d'lntdret Public (Chadian Public Works Executing Agency) DMP Direction des Marchds Publics FAC Fonds dAide et de Cooperation FED Fond Europden de Developpement GDP Gross Domestic Product GNP Gross National Product GOC Govermment of Chad ICB International Competitive Bidding IRR Internal Rate of Return LCB Local Competitive Bidding MOFC Ministry of Finance and Computerization MON Municipality of N'Djamena MPC Ministere du Plan et de la Cooperaton (Ministiy of Plan and Cooperation) ONAMO Office National de Main d'Oeuvre (National Labor Office) OPEC Organization of Petroleum Exporting Countries PADS Programme d'Action de Ddveloppement Social (Social Development Action Program) PCR Project Completion Report PFP Policy Framework Paper PPF Project Preparation Facility PTI Program of Targeted Intervention SOE Statement of Expenditure TOR Terms of Reference TSP Transport Sector Project UNDP United Nations Development Program WFP World Food Program FISrAL YEAR January I to December 31 This report is based on the findings of an appraisal mis-on consisting of Ms. Grace Yabrudy (Task Manager, Urban Financial Analyst), Mr. Laslie Pean (Projects Officer) and Mr. Abdelghani Inal (Highway Engineer), who visited Chad in November, 1993 and the assistance of Mrs. JoAmne Nickerson (Program Assistant), Ms. Ines Fraile-Ordonez (Young Professional), and Mr. Nicolas Notebaert (Projects Assisant). The Lead Advisor is Mr. Banard AbeiLl, and the Peer Reviewers are Messrs. Patrick Canel and Mark Woodward. Mr. Peter Watson is the managig Division Chief and Ms. Katherine Marll is the managing Director for the operation. FOR OFFICIAL USE ONLY REPUBLIC OF CHAD PUBLIC WORKS AND CAPACITY BULDING PROJECT STAFF APPRAISAL REPORT Table of Contents CREDIT AND PROJECT SIJ1 Y ................................ . . . . . SECTION I - COUNTRY AND SECTORAL BACKGROUND .1 A. Background and Recent Economic Performance .....................................1...l B. Sector Background ...................................................4............... 4 C. IDA!s Previous Role and Lessons Learned ......................6..............6 D. Justification for IDA Involvement ..................................7... ........... .......7 SECTION II - THE PROJECT .8 A. Project Objectives .........8 B. Project Descriptin .9 C. Status of Project Preparation .14 D. Project Cost and Financing Plan .15 E. Project Implementation.18 F. Procurement .20 G. Disbursements .23 H. Accounting, Auditing and Reporfing ..................................................... 24 I. Supervision Plan ...................................................... 24 J. Enviromental Ima ..................................................... 25 K. Impact on Unemployment ..................................................... 26 L. Economic Analysis ..................................................... 26 M. Benefits and Risks ..................................................... 27 SECTION III - AGREEMENTS REACHED AND RECOMMENDATION ...................28 Tables in the Main Tet 1. Local and Foreign Iflation Rates 2. Project Cost Summary 3. Financing Plan 4. Procurement 5. Disbursements 6. Key Indicators This dcument has a restricted distbution and may be used by cipients only in thb pefoc ofther officW dutes Its contens my not othewise be disclosed wihout Wodd Bank| ANNEXES Annex 1 - Institutional Setup Annex 2 - Terms of Refirence for Community Participation Study Annex 3 - Detailed Project Cost Tables Annex 4 - ATETIP Statutes Annex 5 - Framework Agreement (Covention) betwee GOC and ATETIP Annex 6 - ATErIP By-Laws Annex 7 - Pilot Project Summaries Annex 8 - Excerpt from the Manual of Procedurs Annex 9 - Summary of Consulting Services Annex 10 - Implementation Schedule Annex 11 - Supervision Schedule lThe Manual of Procedures (Manuel de Phwdures) is available as a sef-contained doumt REPUBLIC OF CHAD PUBLIC WO AND CAPACITY BUILDING PROJECT CREDIT AND PROJECT SUMMARY Borrower: Republic of Chad Beneficiary: Ministy of Plan and Coopeation Credit Amount: SDR 12.4 million (US$17.4 million) Terms: Standard IDA terms, with 40 years maturity Cofinancing: Governmnt of Chad (US$1.0 million) Other donors (US$2.0 million) Project Objectie: The project objectives are: (a) to build local capacity (through private sector development and public sector proument refbrm); (b) to assist the Govemment in nuinming infastructure assets; (c) to participate mi reducing current unemloyment by creatig temporary jobs in the public works and construction sector; and (d) to improve public procurement and contract manaent pracces. The development objectives are: (a) to demonstrate the feasibility of labor-intsive construction practices and projects; (b) to alleviate poverty. While concenrating on the rehabilitation and/or mainutenance of existng infiastructure, the proect will have a positive impact on urban employment opportunities and genrte additional income to low skldled manpower in the urban area; (c) to test the procedures that will enable the public sector to commission such projects to the nrivate sector and in particular the d&legation de maftrise d'ouvrage (delegatd contact maagmet); and (d) to inprove, through the execution of the works financed by the project, the individual sklLls of the workers who will be employed and the corporate competiveness of the firms that will carry out works, so as to develop their capacity to respond to increased opportuities for sustained activity after project completion. Project Desuiption: The project components are: (a) an investment component aimed at protecting the existing infrastruchtre from furdier decay and developing additional urgently needed social infrastructure. The program of labor-intensive subprojects consists of two types of operations: (i) a public works program to rehabilitate and maitain public facilities and infastructure in urban areas (notably rehabilitation of draiage systems and urban infiastrucure such as schools, health centers, civic centers, and other public fcilities); and (O) a pubhic services program to restore degraded urban areas; (b) a ii capacity building component providing taining and technical support for small- and medium-siz enterprises and the beneficiaries (local govenments and ministies) including: (i) a package of tainig services related to work organiation, maagement, and technical skills training, to be offered on a voluntary basis to local contactors who will be awarded contracts under component (a), and a training program for local engineering tirms and individual consultants on the preparation of feasibility studies, technical project proposals and works supervision for component (a); and (ii) a training program for poteta benficiaries of subprojects of component (a), to help them pre-evaluate the feasibility and soundness of such subprojects; (c) a component aimed at increasing community participation in subproject identification and urban infiastrucure maintace; (d) a cmponent of services aimed at project monitoring; and (e) a procurement reform implementation component aimed at improving the transparency and efficiency of the procurent process by identing the current bottlenecks and providing consutng services for the revision of the procurement code. Benefits: The project will have several direct benefits: (a) high economic rate of rern on rehabiliation operations; (b) employment creation, (c) subprojects concened with garbage collectior, -r4 drainage will have a positive impact on the environment, (d) irng-term benefits of enhancing the efficiency of the public sector (it could have a spill-over effect on other IDA projects - such as education and health - by increasing the capacity and efficiency of the constuction sector); and (e) enhanced sustainability of future urban municipal projects. Most importny, the project will help reduce a sigmficant backlog of economic and social infrasucture and maintance in Chad (prncipally N'Djamena, Moundou and Sahr). The smooth operation of the Agency will show a workable alternative to taitional pro surment procedures This demonstation effect, coupled with the study of government contracts, will contribute to improving the public prcument system in general. The project will generate incomes for many categories of the work force in the building and construction trades, thereby creatng a multiplier effect on the local economy. Risks: The first major risk is that the Agency may misuse its considerable idependence. The risk will be reduced by the selection of a qualified General Director, who will have to be at all times acceptable to IDA. In addition, the proposed intensity of supervision will closely monitor the implementation of the Mnual of Procedures and frequent enernal audis will provide sufficient opporunity to deal with inadequate performance on the part of the Agency or any Government interfrence. The second major nsk is tha local contractors and consulting firms may lack the capacity required to implement the project on time. This risk wil be greatly reduced by implementing the project over four years to take into account the absorptive capacity of the sector. In additon, technical assistance and trainig components mcluded m the project are expected to increase the capacity of local contactors and consuling firms. The third major risk is that the volume of employnt created by the project may fall short of expectations or be less than significant when compared to the preset level of urban unemployment. To reduce this risk, a strowg emphasis on labor-intensive technologies will be mintained throughout proect implemetion. Pro le Cos SMMar (ad of taxes and dnti US$ Mmin Component LoCal Foreign Total Public Works 4.80 7.20 12.00 60% TA-Conractors 1.76 0.95 2.70 35% Training-Beneficiares 0.14 0.14 0.28 50% Communily Partiipation 0.20 0.05 0.25 20% Monoring 0.19 0.29 0.48 60% Proument Reform & Impl. 0.17 0.51 0.68 75% Incremental Operating Expenses 1.01 0.00 1.01 0% Office Insallation & Equipment 0.05 0.37 0.42 88% Total Base Costs 8.32 9.50 17.82 53% Price Contingencies 0.23 0.13 0.37 36% Refinancig PPF 0.08 0.13 0.21 62% Totl Project Costs 8.63 9.76 18.39 53% Parallel-Financed Works 0.80 1.20 2.00 60% iTota Program Costs 9.43 10.96 20.39 54% Figues may not add up duo to rounding rmnancing Plan (US$ milion) Total % Proj. Cost IDA 17.39 85% GovernUmen 1.00 5%/o Otber donors 2.00 10% Total cost 20.39 iv Estimated Disbursement Schedule (US$ Million) __- Per period Cumulative FY95 1st semester 1.7 1.7 2nd semester 2.4 4.0 FY96 1st semester 2.0 6.0 2nd semester 2.1 8.1 FY97 1st semester 2.2 10.2 2nd semester 2.2 12.4 FY98 lst semester 2.2 14.6 2nd semester 1.5 16.1 FY99 1st semester 1.3 17.4 Poverty Category: PTI The project's poverty reduction measures include an emphasis on iabor-intensive constuction practices, n order to generate employment; training for local onstution firms to build their capacity to respond to calls for bids and to better manage their businesses; and a community participation component to teach local groups the importance of maitaining the improved conditions of their drainage canals and other imfastture provided under the project REPUBLIC OF CHAD PUBLIC WORKS AND CAPACITY BUILDING PROJECT STAFF APPRAISAL REPORT SECTION I - COUNTRY AND SECTORAL BACKGROUND A. Background and Recent Economic Performance 1.1 Background. Chad is a vast county, the fifh largest m Afnica, and groups togethe a large number of extraordinarily diverse ethnic groups. With 6.2 million inhabitants and a per capita GNP estimated at US$220 in 1992, Chad is one of the poorest, least-developed countries in the world. Economic development efforts have been characterized by successive promising starts stymied by serious inteal and exteal blows. Recurring political instability and domestic strife, which erupted into civil war from 1979 to 1983, have been and remain the most intractable constrits to development. Chad has also been severely affected by drought. Despite a major post-war reconstruction effort, Chad's physical i tcture, human resources, and sttutional and adminstrative capacity to support develolnment are today still at the level where most other low income sub-Saharan African countries were in the 1960s. Chad ranks 150th out of 160 countries on UNDP's 1992 Human Development Index. 1.2 Chad presents a major development challenge. It juxtaposes a highly uncertain political siation, a prospect of renewed breakdown of order, extreme poverty, and reasonable growth prospects. Despite all its handicaps, Chad has a number of positive elements to build upon and good intrinsic grwth potetial. Compared to other Sahelian counties, Chad is relatively well endowed with natural resources for agricultural production, especiaUy in the south where much of the population is concentrated. Food production is generally sufficient to meet domsic demand, and agricultre - particularly livestock and cotton production - are key sources of future growth. The private sector could play a dynanic role, beyond the informal and rural production circuit, as a drving force in the fomtal economy. Exploitation of proven oil reserves for domestic consumption could add impetus to economic growth in the medium term, by improving the reliability of supply and reducing the cost of electricity and diesel fuel - key production imputs. Oil exploration in the south holds the promise of substantial reserves which could be exported. This could attract significant private investment and dramatically transform Chad's long-term economic prospects. Chad's turbulent history has also left positive elements: the civil service is modest in size; the economy is relatively unrgulated; the populaion has showm great self-reliance; and alternatives to public provision of services have developed. 1.3 Economic Structure. Chad's economy is based on agriculture, which generates 35-40% of GDP and provides a livelihood for more than 80% of the population. Subsistence production of food crops by smallholders is the principal economic activity, but output flucuates widely, depending upon rainfall. Livestock and cottn constitute the most important sources of cash income for the rural popuation and for export earnings (75%). The small industial sector, which contributes about 20% to value added, is dominated by the paastat COTONTCHAD, which processes and exports cotton. The rest of the sector consists of several medium-scale enterprises 2 and a large number of micro-enterprises which produce consumer goods for the domestic market. The sr,-:-ec sector makes up the remaining 4045% of GDP and includes a large trading sector. 1.4 Recent Economic Developments. During the post-war period 1984-1990, Chad made substantial jr.ogress in rehabilitating its economy and promoting growth despite internal and extemal shocis. By 1987, Chad's economy was more or less restored to its pre-war level, and economic conditions continued to improve during the 1987-90 adjustment period. The adjustment program focused on improving public resource management and efficiency in the cotton sector, and also included policv reforms in transportation, livestock and trade. In 1988 and 1989, most of the macro-economic objectives outlined in the first two Policy Framework Papers (PFP) were attained. Important progress was made in reviving key sectors of the economy. Together the adjustment program and the investment program that emnphasized agriculture and transportation reversed some of the negative impacts on the income and living conditions of the population caused by the succession of civil war, drought and the cotton crisis. Moreover, the program had a positive impact on growth performance, particularly in the cotton sector. Real GDP growth averaged 4.5% per year and inflation was low. Public investnent, which was totally externally financed, doubled to nearly 10% of GDP in 1990; official development assistance flows tripled. With the recovery in cotton export revenues, the current account deficit was reduced to 27% of GDP in 1990. The gross domestic savings rate, perennially negative, improved somewhat to -12% of GDP in 1990. 1.5 With the abrupt change in political regime in 1990, the adjustment program went off- track and the fiscal situation deteriorated; the third-year PFP targets (1990-92) for revenues, current expenditures, and the current budget deficit were all missed by significant margins. Expenditure overruns since 1990 have been due to pressures from military expenditures and the civilian wage bill: while revenues declined (particularly for customs). In late 1991, the Government presented an informal outline of a stabilization program, including budgetary targets and related policy measures. However, few concrete actions were taken until mid-1992. At that time, the Covennnent, under the leadership of a new prime minister, took decisive steps to stabilize the wage bill, including a temporary reduction of nominal wages. The budget deficit burgeoned in 1991 (7% of GDP), although this was mitigated somewhat by the high level of budget support from external donors. In 1992, this external support largely dried up (dropping by half). The current deficit fell to US$65.7 million (4.7% of GDP) due primarily to actions on the wage bill and lack of liquidity (65% of the deficit was covered by new arrears). The most difficult economic issue facing the transition government, appointed by the National Conference in April 1993, is how to deal with this fimancial crisis, in particular how to pay civil servants and arrears to domestic suppliers who are on the verge of bankruptcy. Paradoxically, real economic growth for 1991 and 1992 averaged 8% as favorable weather conditions led to strong growth in output of food crops and cotton. However, the economic picture is less favorable than these figures indicate. Though difficult to measure, a strong contraction in monetized, economic activity seems to be occurring with the deepeing of the budget cnsis, the decline of the cotton sector, and a substantial drop in investment. 1.6 Devaluation. The Govermnent of the Republic of Chad, after close consultations with the member countries of the CFA zone, decided to change the fixed parity of the CFA franc from 50 to 100 CFAF per French franc with effect from January 12, 1994. The Government has decided to use the opportunities created by this change in the parity to launch a new economic and 3 social program. The aims of this program are to: (i) re-establish order in public finance through elimination of payments arrears, rcsumption of regular salary payments and restoration of tax collection systems. iii) correct macroeconomic imbalances, notably on the fiscal accounts, through improvcd revenue collection and reduced expenditures associated with military demobilization and through monetary restraint; (iii) improve economic incentives for the key agricultural sector, especially cotton and livc;tock: (iv) restoration of public interest and an environment conducive to private investment, which, together with the agricultural incentives, should re-start growth; and (v) accompany thesc adjustmcnt measurcs with cxpanded poverty alleviation and human resource devclopment programs. 1.7 The historic decision to adjust the parity of the CFA franc was a major step in this agenda. In order to guarantee the success of the devaluation, the Government of Chad has fornulated a set of measures to accompanv the parity change. These measures fall into three types: (a) macroeconomic policies designed to reduce government absorbtion, while restoring the government's payments position. This includes, significantly, resumption of wage and salary payments, but limiting xvage increases; (b) initial structural policies, in part-cular those designed to pass on the benefits oi the devaluation to rural producers; and (c) specific actions to preserve social sector expenditures and to dampen price increases on essential consumption items to protect vulnerable groups. The Economic Recovery Credit (P-6289-CD) approved by the Board on March 31, 1994 will provide part of the financial support needed by Govermnment as a follow-up to the recent parity change of the CFA franc. 1.8 Since Chad is fundamentally a rural economy, the parity change itself and the accompanying measures adopted by the government are a clear attempt to improve the welfare of the rural population. The price of cotton has already been raised, and the market prices of livestock and other agricultural products can be expected to reflect the new exchange rate as its impact feeds through. Nevertheless, there are a number of vulnerable groups, primanily in urban areas, and various mcasures have been put in place to protect this group. The essential strategy is to limit the immediate price rise of a range of basic commodities. However, it is recognized by the Government that this also brings benefits to middle and upper-income groups, so by the end of 1994 these price support prograr is will be replaced by a more targeted social safety net. 1.9 The measures to help the poorer segments of the population include fte following: (a) Fiscal measures to limit the price increases for a range of key commodities, as noted earlier, including cereals, rice, flour, oilseeds, soap, sugar, water, kerosene and basic drugs, as well as steps to ensure the availability of such drugs. Measures include some subsidies, reduced taxes, release of food stocks, and intervention on the cereals markets; and (b) Increased budget provision in real terms for basic health and education. 1.10 In addition to these measures, the Government will also accelerate and increase the investment operations aimed at creating employmen It is in this context that the proposed project's implementation, with its emphasis on labor-intensive public works, is a vital part of Government's investment program. Supplementary financing is also under consideration for the 4 transport program to finance rural roads and for the social action development project (PADS, Cr. 2156-CD), since these activities are all labor-intensive. B. Sector Background 1.11 Population and Urbanizaffon. Although Chad's urban populatiot. in 1992 accounted for only 24% of its total population, past and projected rates of urban growth are among the highest in the Sahel. According to available demographic infbrnation, the annual rate of growth of the urban population averaged 4% between 1968 and 1989. About 50% of this growth is due to nigration which is accelerated not only by penrdic droughts but also by civil strife and continuing insecurity in rurl areas. N'Djamena, the capital and sole major city, grew at an average rate exceeding 6% for the 1964-1989 period, with an average of 12% to 15% between 1984 and 1989, and is presently esfimated to have a population of at least 500,000 inbabitants. Besides N'Djamena, there are three important secondary centers: Moundou (100,000), Sahr (80,000) and Abeche (53,000) with a population growth rate averaging 3% to 5% per year. Other urban centers are Doba, Kilo, Pala, Bongor, and Ati with a population of 20,000 to 37,000 each. It is expected that Chad's population, curreny estimated at 5.8 million, will reach 8.6 million by 2010, at which time the urban population will grow from the current 1 million to 2.9 million. The rate of urbanization accompanying that population growth is expected to increase to 34%/O, making Chad's urban population one of the highest in the Sahel. 1.12 Urban Tabor Market, Employment and Income. The available data on urban employment s'iggests that the modern sector employs only a small fraction of the economically active urban population, with the remainder employed in informal sector activities and seasonal agricultural work. Two-thirds of GDP originate from the informal sector. Generally for the country as a whole, the active labor force is esiumated at 2 million with 85% employed in the primary sector, 11% in the secoadary sector and 4% for the tertiary sector. In 1987, the formal sector employed 42,000 persons divided between 22,000 in the public sector and 20,000 in the pfivate sector. In NDjanmna, according to a 1988 household survey, there was an activity ratio of 26.5% for a population estimated at 520,000 persons. Eighty-five percent were working in the tertiary sector, 11.6% in the secondary sector and 2.7% in the prinary sector. The informal sector employs more than 50% of the employed as 56% of the people surveyed declared themselves as idependent workers. The findings are similar for Moundou and Sahr wiere the formal sector employs only 10% and 20% respectively of the employed. 1.13 Based on the national accounts, in 1991 the average annual income per capita ranged from CFAF 57,000 to CFAF 68,000 (between $190 and $226 with an exchange rate of US$1 equal to CFAF 300), depending on whether GDP or GNP data are used. For a household of five, this translates into a monthly income between CFAF 26,000 and CFAF 31,000. In the public sector, data for 1991 indicates that the average monthly income for public servants was CFAF 65,000 while in the private sector it was esimated at CFAF 58,000. However, according to the data of the ONAMO (National Labor Office), 73% of those employed in the private formal sector were eaning less that CFAF 40,000 per month. Wages in the infonnal sector are substantially less-around 20,000 CFAF per month. 5 1.14 Urban Sector. The lack of infstrcre is particularly visible in the urban sector. The absence of drainage and sanitation adversely affects livmg conditions, especially for the majority of the population (90%) living in the traditonal dwellings constructed mainly of dirt, straw, sand and clay. In N'Djamena, there are only 37 kan of paved roads for an urban road network of 1200 km Ninety-five percent of the storm water dramage canals are made simply of earthworks, which limits movements of goods and people around the city duaring the rainy season from June to October when most unpaved roads are transfonned into quagmires. Drainage canals, in dirt or cement, are generally filled with sand brought by the rain. The situation is worse for the new neighborhoods that have been created in the west and toward the north and the east of the city. There are no storm water drainage canals and no sanitary sewage network in these neighborhoods. Anarchic settlements are the norm in the neighborhoods of Demb6, NDjari, Am Koundjar, Milezi, etc. Even around some of the main thoroughfares, such as Ave. Bokassa, Ave. Nimeiry, and Ave. Gaourand, conditions have deteriorated because of lack of draiage canals. As a result of these extremely unsanitary conditions, infant mortality reportedly exceeds 200 per 1000. 1.15 Chad is ill-equipped financially and institutionally to manage urban growth and provide the necessary public services. The worsening public finance situation is such that the country cannot provide fully for operations and maintenance of past investments. Local taxes on regitered property, land sales, and water vendors are not sufficient to furnish the Municipality and the Minist6re de l'Amnagement du Territoire, de l'Urbanisme, de lHabitat (MINATUH) which bears major responsibiLity for urban development, with the financial powers to provide services and effectively regulate urban growth. The same applies for the Ministry of Public Works. N'Djamena has 11 public markets but some of the most important among them like Diguel, Cholera and Dembe are flooded several months dunng the rainy season. In the neighborhoods around these -arkets, there is no health and education infrastructue, no paved roads, no sidewalks, no drainage canals. 1.16 The Public Works and Constructfon Industry. There is a private sector in Chad that has the capacity to perform and execute a whole range of construction activities in the area of public works, such as road repair, periodic maintenance of streets with gravel and sand, desanding, filling potholes, construction of sewage and drainage canals, sidewalks, culverts and the like. According to a survey done by the Ministry of Commerce and ndustry, there were 55 conractig finms in the formal sector in Chad divided among three groups. The first category includes five large intemational firms. The second category involves 14 national enterprises managed by expatriate. The third category icludes 36 national firms managed by Chadians. To these three groups must be added a fourth category which includes the t&cherons" (tradesmen) of the informal sector that number several hundred. During the execution of the ongoing Transport Sector Adjustment/Investnent Project (TSAIP-Cr. 2007-CD), another survey was done in which 200 operators were identfied just for N'Djamena. Many of the formal sector entrepreneurs have demonstrated their capacity to access the public works market that has been fluctuating aromund CFAF 15 billion for the past three years. The situaion is quite different for the smal entrepreneur. First, he is afficted by a 'ministrative and management problems in terms of bid presentation, work site planning and weekly or monty progress reports. Second, he is handicapped by technical deficiencies in evaluating output and controlling works, and third, he is hampered by financial and accountig shortcomings in terms of the determination of price estimates, stock nmagement, purchasing and cash flow maagement. While these problems might be overconme under normal 6 contracting circumstances, they are cotmpounded and rendered insurmountable by Goverment payment delays, which contribute to maintning the small reneur in a precarious situation. C. IDA's Previous Role and Lessons Leared 1.17 Lessons Learnedfrom the Senegal AGET7P. A well-selected publi works and services program using labor intensive techniques is one of the most efficient ways to provide employment and subsistence to unskilled workers and, at the same time, to achieve durable economic benefits. To iuplement such a program in Senegal, a non-governmental organization (AGETIP) was set up and has proved to be an extmely efficient project maagement unit. From March 1990 to September 1993, AGETIP completed 441 sub-projects for the tot cost of CFAF 9,750,314,000. These 441 sub-projects were executed by 220 small conactors. During that period, AGETIP pre- qualified 1030 contractors and registered 292 consulting engineers, the majority of w! i were local. AGETIP executed sub-projects in all 10 regions of Senegal. Thirty-thre percent of sub- projects were executed in Dakar, 16% in Saint Louis, 15% in Thi6s, 12% in Ziguinchor, with tbe rest distributed among the other regions. The execution of the sub-projects led to the creaton of 2.2 million n:-days of temporary works, i.e. 75,614 persons were employed in jobs of an averae duration of 29 days. AGETIP has also led to the cation of pennanent jobs. A survey of 50 of the 220 small contractors indicates that they have hired on a permanent basis an aveae of 1.3 workers for a toWal of approximately 285 permanent jobs. Total wages distributed during the execution of the 441 sub-projects represent CFAF 2,918,054,000 or an average of CFAF 38,591 per job. The wage bill represents 26.5% of total inestmet costs. Considering the Senegalese per capita income of CFAF 90,000 this salary represents over one-third of the income per capita for a month of work. The proportion of wages in the total costs of sub-projects readhed a hgher level than originally expected. Tlis propo.tion varied from 22% for road works to 28% for building rehabilitation, and over 30% for street sand removal and drainage canal cleanng. Finally with an overhead cost of less than 5%, AGETIP has proved very efficiet in managin small contacts (about 250 per year, half for works, half for cosultng services) and has been able to pay contactors and consultants within a week. 1.18 Populafton and Human Resources Sector. Alhugh not in this sector, the Social Action Development Project (PADS, Cr. 2156-CD) is worth highbihting because two of its components are related to the proposed project. The two cmponent are the followig. (a) Infirtruche. This component aims to: i) rehabilitate the drainage system in two flood-prone areas where a high percentage of low-income families live; and ii) improve public hygiene through increased community participation; and (b) Assistance to micro-enterprises. This component ains at providmg: i) credit assistance and management support for small and micro-enterprises; and ii) technical assistance talored to needs of mncro-entrpnr. 1.19 The infrastructure component of tius Project has experienced many difficulties: although the forecasted investment has been fully expend, less than 60% of the physical infrastructure has been executed. The component has been plagued by difficulties in the desig of the civil works to be executed, lack of adequate supervison and procemet delays. In conuast, 7 the component aimed at providig credit and technical assistance to small and micro-teprises has been a success. 1.20 It is with this mixed experience in mind, and after acknowledging the poor perfoamce of the classical urban infiastructue nagement system in the PADS Project, that an AGEIIP- style approach was deemed appropriate by Government This proposed project addresses the weaknesses in the infastructure component of the PADS Project while building on the positive aspects of continuing to provide technical assistance to small and micro-enterprises and encouraging community participation in project maintenance. D. Justification for IDA Involvement 1.21 A full Country Assistance Strategy is under preparation and will be submitted to the Executive Directors with the next proposed adjustment credit, in the first half of FY93. The last Country Assistance Strategy was discussed by the Executive Diectors on May 25, 1993. IDA's current assistance stategy supports the objectives of alleviating poverty and improving the prospects for long-term growth by: (i) increasing the accessibility and quality of basic social services; (ii) increasing incomes through productivity increases and improved sevices (including tansportation) to the agricultural sector where the najority of the population live and work; (iii) improving basic infiastructure which serves to increase compettveess and improve welfare; (iv) promoting employment generation and entrepreneurship by encouraging the provision of sevices by the private sector; (v) supporting the reallocation of public expenditures towards development purposes; and (vi) promotng a coherent sategy for tapping the potential of the energy sector. 1.22 The assistance strategy is flexible and designed to build on Chad's positive attributes, to continue the policy dialogue and to adjust rapidly to improving country conditions. Under the current circumstances, IDA is implemenating a core pron of support to alleviate poverty through activities that address basic poverty issues, to place minimal demands on Goverment administration and finances, to make maximum use of non-Government capabilities and to improve the prospects for long-term growth. It emphasiues operations that can succeed now and yield benefits for the next generation: health, educaton, agriculture, infrastructure, and energy. IDA is working with Government towards a redefimition of its role combined with a major effort to rebuild the capacity of private business, community and voluntary organizations. 1.23 Poverty alleviation is the underlying principle and guiding objective of I)A's assistance in Chad. This project fulfills two of the five objectives of our assistance proLm mentoned above: (a) improving welfire and the prospects for longterm growth by irasn accessibilW to and the quality of basic social services; and (b) promoting employment generation and entepreneurship by encourging the provision of services by the private sector. This proect will support the Government's desire to build and maitai basic infrastructre while placig minimal demands on the central governmnxt admistration and finances. While beig consistent with the country assistnce straegy, the proposed public works and capacity building project would provide Government with tangble results while increasmg the capacity of both the public and private sectors. The project would be the ideal transition from the urgent need for mantean and building basic ifrastructure to a more institutionally focused urban project. 8 SECTION II - THE PROJECT A. Project Objectives 2.1 The project objectives are: (a) to build local capacity (through pnvate sector development and public sector procurment reform); (b) to assist the Government in maintaining infiastructure assets; (c) to participate in reducing current unemployment by creating temporary jobs in the public works and construction sector; and (d) to improve the public procurem t and cntact management practices. 2.2 The development objectives are: (a) to demonstrate the feasibility of labor-intensive construction practices and projects; (b) to alleviate poverty. While concentating on the rehabiltation and/or maitenance of existing infastucture, he project will have a positive impact on urban employment opportmities and generate additional income to low skilled manpower in urban areas; (c) to test the procedures that will enable the public sector to commission such projects to the private sector, and in particular the delegaffon de maltnse d'ouvrage (delegated contract m ganamt); and (d) to improve, through the execution of the works financed by the project, the individual skills of the workers who will be employed and the corporate competitiveness of the firms that will carfy out works, so as to develop their capacity to respond to increased opportunities for sustained activity after project completion. 2.3 By introducing efficient contract management practices for small works and services and developing private contactors and consulaints, the project will have a significant capacity building impact on the public and private sectors. 2.4 Associated objectives include: (a) avoiding the need to increase the civil service; (b) combining the benefits of implementation methodologies that feature low cost, high visibility and impact; (c) supporting other development programs by efficiently executing (but not financing) their civil works components; 9 -(d) using transparent, expeditious, and flexible procedures for subproject proposals, appraisals, procurement and disbursements; and (e) providing sustainable technical and managerial assistance to contractors. 2.5 Using the concept of dilMgation de maltise d'ouvrage, municipalities will be able to engage in the construction or restoration of basic infrstructure as a central element of urban renewal. Such capital investments would create primary multiplier effects associated with the construction or restoration phase, having a substanial impact on the local economy. Furthermore, the refurbishing of obsolete infastructure would have secondary multiplier effects on employmet and income associated with the ongoing use of the restored or newly built facility. 2.6 After considering the barriers that small contactors face in terms of access to public contracts, it was deemed necessary to establish a special agency with pnvate legal status to implement the project. To this end, an organization called the Agence Tchadienne d'Executfon des Travaux d'Intert Public (ATETIP) was created on January 5, 1994 and is based on the same model already in place in Senegal, Mali, Niger, Burkina Faso, Benin, Mauritania and The Gambia. ATETIP's structure is described in detil in Annex 1. 2.7 Intended Beneficiaries. The projects intended beneficianes fall into four groups. First, there is the populafion at large benefitig from better drainage, sanitation, and roads. In particular, this will benefit the poorest neighborhoods, since project selection criteria give priority to poorest areas. Second, there are the small eerpises and tdcherons from the informal sector who are mdsty in the lowest ranks in terms of income distribution. The project will provide them with wvork and contibute to helping them achieve the transition from the informal to the fornal sector. A third group of beneficianes consists of the three major municipalities (N'Djamena, Moundou, Sahr) that will potentialy benefit from investments under the project. Finally, the project benefits a fourth group, the maftres d'oeuwre (arcbitects, engineers, and consulting firms), that will be engaged in the preparation of bidding documents and supevision of the works. B. Project Description 2.8 The five project componens are: (a) an investment component aimed at protecting the existing infastructure from further decay and developing additional urgently needed social infastructure. The program of labor-intensive subprojects indicates two types of operations: (i) a public works program of public facility and infiastrctu rehabilitation and maiteance in urban areas (notably rehabiltaon of drmnage systems and urban infrastrcture, such as schools, health centers, civic centers, and other public facilities); and (ii) a public services program to restore degraded urban areas. (b) a capacity building component providing traimng and technical support for small- and medium-sized enterprises and the beneficiaries (local governme and ministries) including: 10 (i) a package of trainig services related to work organization, management, and technical skils trainin, to be offered on a voluntay basis to local contractos who will be awarded contracts under component (a); and a trainmg program for local engineerng finns and individual consultants on the preparation of feasibility studies, technical project proposals and works supervision for component (a); and (ii) a training progran for potential beneficiaries of subprojects of component (a), to help them pre-evaluate the feasibility and soundness of such subprojects; (c) a componen aimed at increasing community participation in: (i) subproject identification; and (ii) urban infiastrucure mainteance; (d) a component of services aimed at project monitoring; and (e) a procn-ement reform and implementation component aimed at improving the trsparey and efficiency of the procuremnit process by identifing the current bottlenecks and providing consulting services for the revision of the procurement code. a) Investment Component (US$12.0 million) 2.9 Public Works Program. This program will undertake the rehabilitation and maintenance of public infitructure in urban areas (principaUy in N'Djamena for the first year) especially in the field of construction and public works, i.e., drainage network reconstruction, public building rehabilitation road maitenance, and urban renewal. These activities will be carried out under labor-intensive schemes by local contractors in order to create employment. This project cmponen will represent approximately 70% of the Agencys activities in terms of the total investment component. 2.10 The activies wi include the following: (a) construction, rebabilitaton, and maintenance of street and road drainage; (b) construction, rpairs, rehabilitation, and maintenance of steet and road pavement and shoulders; (c) construction, rehabilitation, and maintenance of public infrastructure, such as classrooms and health facilties; (d) water and soil conservation works; and (e) construction, rehabilitation, and maintenance of recreation areas and tree planting activities. 2.11 Public Services Program. This program wifl undertake, on a temporary basis, some public services such as primary waste collection, or the contacting out, for a specific period, of the 11 maintenance activities mentioned above. The objective o'this program is to demonstrate the cost- efficiency and the sustinability of labor-intensive schemes, which will lead to creating sustained employment. This project component will represent a maximum of 30% of the Agency's activities in terms of the total investment component. 2.12 The activities are most likely to be the following: (a) cleaning of public facilities and infrastrucure, such as streets and drains, and drain removal of waste accumulated over the years, etc.; and (b) periodic waste collection by non-motorized methods and cleaning of public infrastructure. 2.13 The public works and public services prograns will be executed through an agency created for this purpose, the Agence Tchadienne dtEx6cution des Travaux d'IntirEt Public (ATETIP, see para. 2.36 and Annex I for details on the institutional set-up). The adoption by ATETIP of a first batch of subprojects acceptable to IDA amounting to a total of at least US$2.75 million, for implementation during the first year will be a condition of efitiveness (para. 3.3(a)). Assurances were obtained at negotiations that the Agency will: (a) submit to IDA the second anmnal work progmm no later than April 30, 1995 for at least US$2.75 million, the third annual work program no later than April 30, 1996 for at least US$2.75 million, and the fourth annual work program no later than April 30, 1997 for at least US$2.75 million (para. 3.2 (g)); (b) adopt the second annual work program no later than August 31, 1995, the third annual work program no later than August 31, 1996, and the fourth anmual work program no later than August 31, 1997 (para. 3.2 (h)); (c) complete the second annual work progran no later than June 30, 1996, the third annual work program no later than June 30, 1997, and the fourth anmal work program no later than June 30, 1998 (para. 3.2 (i)). 2.14 Initially, labor-intensive activities financed by the project will be concentrated in the N'Djamena area. But, after about one year, ATETIP will be able to undertake similar operations in other urban and pen-urban areas. When expanding its operations to a broader geographic zone, ATETIP will have to keep manat costs under control, which may lead to starting several operations in the same region at the same time, in order to reduce supervision and inspection costs. b) Capacity Building Component through Training and Technical Support (US$2. 7 million) 2.15 Training and Technical Support to Domestic Contractors and Consultants. This component will aim at increasing the technical and managerial capacity of small- and medium- scale Chadtian firms in the building and constuction trades. This cmponent will represent approximately 14% of ATETIPs activities in terms of total project costs. The rationale behind this component is twofold: (a) most firms in the target group are expected to show weaknesses, in terms of managenent, work organiion, and technical skldls, which might jeopardize the 12 successful implementation of the subprojects that they will be commissioned to carry out. The provision of some technical assistance to contractors is deemed an effective way of addressing this risk; and (b) conversely, those films which are awarded contracts under the proposed projects may be expected to be comparatively more efficient than others if the selection process is effective. Therefore, with a focus on strengthening comparative advantages instead of randomly spreading assistance over the whole industry, these firms deserve to be supported to improve the overall efficiency and competitiveness of the industry. 2.16 The Agency will conduct a detailed survey to determine the specific training needs and the ability of the contractors to participate in the financing of these needs. Nonetheless, a survey conducted over the course of the PADS Project revealed that all entrepreneurs inerviewed expressed interest in training for themselves and their employees in specific fields (site management, technical training, accounting and finance). They complained that the existing local training/educational institutions, in both the public and private sectors, do not offer training modules adapted to their specific needs. 2.17 Based on the findings of the survey, several sub-programs will be offered under this coon ent, some of which could be: (a) a business administration and financial management program intended for entepreneurs and their administrative staff, (b) a work organization program primariiy designed for foremen; and (c) various technical training courses to improve the skldls of basic workers. 2.18 These training subprograms will be very practical and will take the form of on-the-job assistance and training. Short sessions (four hours per day, over two to five days, for instance) will be organized to allow the trainees to perform their regular duties on a part-time basis. Managerial and technical assistance and txaining will be offered on a voluntary basis. Contractors (or artisans or communities) who already meet the pre-qualification requirements will be free to accept or refuse this form of assistance, and will be classified as eligible to bid for the appropriate nature and size of works. 2.19 The establishment of this technical and managerial assistance operation for the small- and medium-sized firms involved in project execution will be delegated to an outside entity that will be conted for this purpose. A similar program will offer training and technical assistance to consulting firms and individual consultants (mattres d'oeuvre). The review of the local consultg industry commissioned under the Transport Sector Project (TSP) has shown that the limited number of existing firms suffer, to various exents, from insufficient technical capacity. In addition, the review identified individuals who have the potential to act as individual consultants or to set up their own firms, subject to nmrket opportunities and the provision of trang. Consequently, a package of training and technical assistance will be offered to contractors, indhivdual consultants and consulting finms. Deails on cost participation by participants will be addressed as part of the training plan, receipt of which (in a version acceptable to IlDA), " condition for effectiveness (para. 3.3 (b)). At a minimum, it will be require that the workers being 13 trained continue to receive their salaries in order to avoid creaing disincentives for them to attend taing. Assurances were obtained at negoiatigns at the agreed action plan will be updated anmually by June 30 to reflect the needs identified during site supervision of project execution (para. 3.20)). 2.20 Training and Technical Support to Beneficiaries (US$0.28 million). This componen wiln provide support to the beneficianes (local governments and ministries) for preparing feasibility studies and technical project proposals that would be submitted to ATETIP for fuding. It will be organized on a basis sinilar to the technical assistance provided to contractors and consultants. ATETIP's submission of an action plan acceptable to IDA for the first year training programn fo the beneficiaries is a condition of credit effectiveness (para. 3.3(b)). The agreed action plan vl be updated annually by June 30 to reflect the needs identified dunng project supervision (para. 3.2 c) Program to Increase Community Participation (US$0.25 million base cost) 2.21 This component would finance the organization of a program to increase community participation in subproject identification and urban infastructure project maintenance. (The terms of reference for the study which will desfign the program are given in Annex 2). This progran would dissmminate infrmation (using the local languages, logos, appropriate colors and music) to the chefs de quartier, neighborhood cmmites and to the tdcherons and microentrepreneurs to increase the level of responsibility that the community feels with respect to project works. In this framework, ATETIP will organize a number of activities to increase public awareness and support for the project. The credit will provide financing for these activities, including informanti senmnars to distribute documenttion and to sensitize the population on the project and a multi- m-edia campaign throughout project implementation. The objective of this effort is to improve communication between the communities and local authorities so that the former are consulted on projects that affect their neighborhoods, before the projects are presented to the Agency for fimding and implementation. This is particularly important in the case of garbage collection and sewer cleaning, where community participation can make a substantial difference in terms of public hygiene. Again, ATETIP will contract out this component to local consultants and the local media. ATETIP's submission of an action plan satisfactory to IDA for the first year conmmnity participation progr.am is a condition of credit eff ctiveness (para. 3.3(b)). The agreed action plan will be updated by June 30 to reflect the needs identified during project execution (para. 3.20)). d) Project Monitoring (US$0. 48 million) 2.22 This component would finance the implementation by ATETIP of a program to monitor and evaluate its operations and the other activities it finances. The rationale for this component is that since the Agency has been endowed with significant independence and autonomy to conduct its business efficiently and effectively without being subject to any ex ante controL it is essential dtat it be subject to close, periodic ex post monitoring to ensure the integrity of its procedures. Thorough and rapid ex post audits would ensure that the Agency uses the funds in accordace wih the Manual of Procedures. Consequently, a program of quarterly technical, managerial, and financial reviews of the Agency's performance will be carried out by an extenal auditor acceptable to IPA. Ibis auditor will produce quarterly ine reports and a complete annual audit report. Agrements on terms of reference of the quarterly financial, technical, managerial, and annual audits and on the short-list of potential auditing finns were obtained at negotations (para. 3.2(a)). 14 e) Procurement Reform and Implementation(US$0.68) 2.23 The Govement enacted a new procurement code and process in November 1990, under the TSP and the UNDP Assistance to Planning Project (CHD/871001). Due to problems in applyig the new code and to insufficient trainmg and inexperienced staff in the Directon des Marches Publics (DMP), as we}l as high staff tum-over, complaints have aisen concewg the slow pace at which prourement is being handled. With the objective of helping the Gove ent's review of existing procurement policies to achieve a more transparent and efficit code and process, this component will finance the following: (a) a selective audit study of govrment contmcts to uncover the specific operational bottlenecks in procurenent, contracting, works supervision, and payments and audits that impede project implemention. This audit, to be caried out by a prvate finn, will build on the finduigs of the latest IDA Country Procurement Assessment Review by helping the Government to documet specific probletn areas. The study will also recommend altenmative procedures and contact administation methods which would mitigate the current weakses and reslt in a more transparent and efficient procurent process. Agreement an the terms of rference for the audit study and follow-up technical assistance was oble *nognwotiafions (para. 3.2(b)); (b) an Action Plan, which details the course of action that Govermnt intends to follow to adopt the changes ecommended by the audit study and how the plan will be implemented; and (c) consulting services which may be required to provide technical assistance in the draftig of a revised procurement code and application (manuals, training of tk new procedures). 2.24 The folowing were also agreed upon during negans (para. 3.2(b)): (a) the audit study will be completed by December 31, 1994; (b) within three months of the completion of the audit study, the Govemnt will present to IDA for its commets an Action Plan to adopt the chnges recmmended by the audit study, showing how they will be inplemented; (c) the Government will subsequenby adopt the agreed Action Plan, no later than Decmber 31, 1995; and (d) the Goverment will implement the agreed Action Plan by Decenber 31, 1996. C. Status of Project Preparation 2.25 To date, direct IDA involvement in the urban sector in Chad has been linfited. IDA has begun preparng a proposed municipal development and infrastructure project with the overall objective of suportig the Govenments eifrts to develop and implement an urban development strat. More spectficaDly, the project would address the issues of local resoure mobiliaion fbr is ifstrucue investment and maintene. In preparation for this project, the Government has launched a feasibility study of urban infiastruchtre investments for N'Djamena, financed by the Fonds d'Aide et de Cooperation (FAC). While this study is beig conducted, the Governme expressed to IDA the desire to embark on a priority progr of small-scale public works which are urgently needed in the poorest neighborhood in NDjamena by undertaking a public works and capacity building project. A prepation mission visited NDjamena in March 1993, followed by a pre-appraisal mission in July 1993. The appraisal mission was carried out in November 1993, and negotiations were conducted from April 4-8, 1994. 2.26 At the inception of the project, a coordination committee was set up by the Minister of Plan and Cooperation, including rVpresenaives from the municipality of N'Djamena and the Ministry of Public Works (Urban Unit). This committee has taken an active part in preparig the legal documents necessary for the creation and operation of the ATETIP, reviewing the TORs of the various preparatory studies, and in the selection process for the positon of the Agency's General Director. The Comitte also assisted in the selection of the four pilot projects to be executed during the preparatory stages prior to project effectiveness. 2.27 Project preparation actions have benefited from the restructuring of two projects currently under superision: PADS and the Economic and Financial Maagement Project (Cr. 1872-CD). In addition, an advance of US$210,000 from the Project Preparation Facility (PPF), the need for which was idtified during the appraisal mission, has been put in place. These different sources of financng are fiunig the following: (a) feasibility studies and implementation of fou pilot projects selected during the appraisli mission, and (b) the Agency's initial set-up and operating costs. 2.28 Additional funding was obtned frm various trust funds (Danish and Italian) to finance short-term consant services in various fields (review of the construction sector, identification of the training program for consWtats, small- and medium-sized enterprises, and beneficiaries, and action plan to increase community participation). These studies were carried out during October/November 1993 and the draft reports were produced in February/March 1994. The selection process for the Agency's management team is well underway: the General Director has been chosen and was part of the negotiations team. Govemrn s com nt to this project and its objectives is evidenced not only by the hiring of Faso Baara (AGETIP in Burkia Faso) to help in the initial execution of the pilot projects (prequalification of enteprises and preparation of bidding documents), but also by the fact they have chosen the ATETIP to execute the investnt components in two IDA-financed projects: the Fifkh Education Project and the proposed health project (scheduled for Board prestaion this fiscal year). D. Project Cost and Fuacing Plan 2.29 The program cost is estimated at US$20.39 milion equivalent (CFAF 12.0 billion) net of taxes and duties, out of which the proposed credit will finance US$17.39 million equivalent. The foreign exchange component of the program is estimated at 53.1% of the total cost. Base cost estimates, US$17.82 million are in December 1993 prices. Amnual inflation rates have been estimated as follows: 16 Table 1: Local and Foreign Inflation Rates 1995 1996 1997 1998 Local 6.0 3.0 2.0 2.0 Foreign 2.4 3.2 3.4 3.2 2.30 Since the volume of labor-intensive public works will be adjusted according to available fimds, price contingencies have not been applied to the estimated local cost of the labor-intensive public works and service component (including design and supervision) which amounts to US$12.0 million. Price contingencies on the remaining components amount to US$0.37 million (2% of project costs). A summary of estimated costs is presented in Table 2 below. Detailed project costs are provided in Annex 3. 2.31 Govemment Counterpart Funds. The proposed IDA credit of US$17.39 million equivalent will finance 85% of project costs net of duties and taxes over a four-year period. The local contnbution made by the Government will be for an estimated amount of US$1 . million. Table 2: Project Cost Summary (net of taxes and duties) US$ Millon Component Local Total % Forelg Public Works 4.80 7.20 12.00 60% TA-Contractors 1.76 0.95 2.70 35% Training-beneficiaries 0.14 0.14 0.28 50% Community Participation 0.20 0.05 0.25 20% Monitoring 0.19 0.29 0.48 60% Procurement Reform & Impl. 0.17 0.51 0.68 75% Incremental Operating Expenses 1.01 0.00 1.01 0% Office Installation & Equipment 0.05 0.37 0.42 88% Total Base Costs 8.32 9.50 17.82 53% Price Contingencies 0.23 0.13 0.37 36% Refinancing PPF 0.08 0.13 0.21 62% Total Project Costs 8.63 9.76 18.39 53% Parallel-Financed Works 0.80 1.20 2.00 60% Total Program Costs 9.43 10.96 20.39 54% Figurc may not add up due to roumdin. 2.32 This project is not requesting a local counterpart from the beneficianes of the subprojects, as in the "second-generation" AGETIP projects (Senegal II, Mauritania, The Gambia) for a number of reasons. First, the dire financal conditions which exist in Chad would justify at least the same project feaues as those in the first AGETIP projects (Senegal I, Burkina Faso, Niger, and Mali), where no beneficiary counterpart was required. Second, the fact that rmucipalities (the mam beneficianes of the project) do not have the legal authority and/or administrative and financil capability to comply with this requirenent would make it critical dth no beneficiary counterpart be required. Due to the accounting primciple of "umcit6 de caisse" utilized in Chad, all fiuns are deposited with, and ubmately expensed at the discretion of the 17 Treasury. This lack of municipal fiscal autonomy illustrates the liquidity problems ficed by municipalities and the main reason why this requirement would be a major stumbling block in the project implementation. This disturbing situation in Chad's municipal finances was also highighted in the latest study Plan de RdfNrence-N'Djamena, conducted by Groupe Huit in May 1993. This issuc of municipal finanecs will be addressed in the proposed municipal development and infrastructure project for which a PPF has already been approved. 2.33 As regards Government counterpart funds, agrmentwa obtned durin negotiato that the Government will: (a) cause the Agency to execute subprojects (other than those financed by the IDA credit and other donors) with an aggregate cost of US$1 million equivalent be{fe June 30, 1998, including interediaty batches of subprojects cosfing at least US$250,000 for every period of 12 months starting July 1, 1994 (para. 3.2(c)(i)); (b) make available to the Agency all the finds necessary for the execution of the subprojects in accordance wifth the following schedule: (i) US$250,000 for the first year of subprojects as a condition o effectiveness (para. 3.2(c)(ii)); (ii) US$250,000 by July 1, 1995 for the second year of subprojects (para 3.2(c)(iii)); (iii) US$250,000 by July 1, 1996 for the third year of subprojects (para. 3.2(c)(iv)); and (iv) US$250,000 by July 1, 1997 for the fourth year of subprojet pam 3.2(c)(v)). 2.34 Cofinancing. Parallel financing totlg US$2 million is expected in the latter years of the project (OPEC Fund and FED have expressed interest). This conservative expectation is based on experience in several other counties, for which co-financing has matenaized only afte the Agency has demonstated its effectiveness. 2.35 The proposed financing plan is set out in the following table: Table 3: Finacing Plan (USSmlion) Tot % Proj. Cost IDA 17.39 85% Goverment 1.00 5% Other donors 2.00 10% Total cost 20.39 18 E. Project Implementation The Agency 2.36 The executing agency, ATETIP, will be responsible for executing the investment program of labor-intensive subprojects. The Agency will have a small staff, including a General Dirr.-tor assisted by one Financial Director and one Technical Directo. The activities of the Agtacy will be guided by a Manual of Procedures outlining the policies and procedures to be followed in the conduct of its activities. Assurances were obtained at negotiations that at all times during project implementation, the General Director, the Technical Director, and the Financial Director of the Agency must be acceptable to IDA, and the Agency must be operated in an efficient manner (para. 3.3(e)). This project will be executed over a four-year period (see Annex 10) through ATETIP, created for this purpose, and for executing projects using "delegated contact mangenmen" in general (see para. 2.36 and Annex 1). The implementing arrangements which are critical for effective fulfillment of the project's objectives will be similar to those of other AGETIPs, in particular, the extensive use of delegated contract management. These arrangements are described in detai in Annexes 4 to 8. ATEIIP -wil be an independent institution, with the legal status of a non-govenmental non-profit organzation. Its board will consist of a General Director drawn from the private sector and representatives of existing non-governmental, non-profit organizations (see Annex 4 - Statutes). ATETIP will enter into a Framnework Agreement (Conventon) wi GOC to execute the project (Annex 5). It will have its own By-Laws (Annex 6) and its own procedures in order to avoid the cwnbersome, slow, and inefficient procedures that public instiuions follow in calling for bids, awarding cotracts and disbursing funds, which result in de facto discrination agamst small contactors. Assurances were obtained at negotations that at all times, the Statutes of Agmen of the Agency and the Manual of Procedures will be acceptable in form and substance to IDA (pam. 3.2(d)). 2.37 Setting-up of ATETIP. The Agency's creaton and the appointment of its General Director, acceptable to IDA, were con.itions of neoatons (para. 3.1(a)). In addition, the Agency's Technical Director and Financial Director, both acceptable to IDA, will be appointed as a condton of effbctiveness (para. 3.3(d). Governents final agreement on ATETIP's Statutes, By-Laws, Manual of Procedures and Framework Agreement between Government and ATETlP, all in forn and substance acceptable to IDA, was obtained durg ngotiations (para. 3.2(d)). Sigature of the Framwwork Ageement by ATEIIP and GOC, and adoption by ATETIP of Statutes, By-Laws, and Manual of Procedres, all acceptable to IDA in form and substance, are andiions of effectiveness (pama. 3.3(e)). 2.38 Pilot Operations. The pilot projects were agreed upon during the appraisal and will be started as soon as final designs are completed. The description of these operations is given in Annex 7. Their implementation will help set up ATET's working procedures and famliarize beneficianes, consultants, contactors and ATETIP staff with the project. 2.39 ATEIZP's Absorptive Capacity. ATETIP is expected to have the capacity to implement subprojects for an amount of about US$4 to US$5 million per year. This amount represents an approxinate 15°/¶-20% increase in volume in the construction sector. In terms of its overhead, the Agency's operating costs represent less than 10% of the project's total costs. As the volume of public works managed by the Agenc icreases due to demands from other projects, this pentage will decrease in keeping with the low adminiratve overhead costs associated with and 19 AGETIP-type structure. ATETIP will identify consulting firms or individual onsultants, and contors to execute the subprojects. Prelimiary surveys conducted by other IDA projects indicate the existence of approximuately six consulting firms and 100 firms in the construction sector (see para. 1.11). It is expected that consulting firms and individual consultants from neighboring countries (some from Chad originally) will also respond to the sudden surge m dmand for these services. In addition, the technical assistance and trauinig program (paras. 2.15 to 2.20) will increase the implementing capacity. A TETIP's Opera1ing Procedures 2.40 ATETIP's operating procedures and internal organization will mclude: (a) eligibility cnteria for selectmg subprojects submitted by local and central administrations for implementation under the proposed project; (b) procedures for calling for bids, selecting contractors and vendors (including pr-qualification if necessary), and awarding contacts; (c) internal organization for work supervision and control; (d) disbursement procedures; and (e) procedures for handing over completed works. Accounts will be audited on a quarterly basis, and resources will be replenished only upon presentation of properly documented records of the use of funds and satisfictory audits. 2.41 Subproject Identification and Appraisal. ATETIP will widely advertise the procdures contined in the Manual of Procedures (Annex 8), especially as they pertain to the categories of works and services eligible to be financed under the project. ATETIP will review the subprojects that are presented by the municipalities and ministies of the cetral Government and will verify their eligibilty based on certain pre-determined criteria known and published in the Manual of Procedures. The portfolio of projects identified will then be submitted to IDA for review, in anmnal batches. After analysis, the portfolio to be executed for the coming year will be retained and approved. It is then that consultng firms wvill be hired to prpare bidding and tecbmical documents to call for bids. 2.4k Subproject Implementation. Once a subproject has been selected, the local government or ministry which has submitted it ("the beneficiary") will enter into an agrement (Gnvention de delegation de ma?trise d'ouvrage) with the Agency, according to a pre-established model which is attached to the Agency's Manual of Procedures. This agreement will include inter alia the following provisions: (a) the Agency is substuted for the beneficiary for the entire execution of the subproject and has fill authority, on behalf of the beneficiary, to select the contractors, sign the conracts, supervise the works, ackmowledge delivery, and pay coractors; (b) the subproject is financed by the Agency, on the basis of the funds made available to it under the project; and (c) the beneficiary pledges responsibility for the ongoing mamtnce of the subproject; in case of non-compliance with this clause, the beneficiary will not have further access to the Agency's financial resources until the siuation is rectified. 2.43 Contracting and Superision. With the support of a management inlfmation system containing files for contractors, consulting firms and subprojects, all of which have been screened 20 and reviewed by IDA, ATETIP will be able to proceed swify with contracting without the long delays observed in the public procurement system. A condition of effectiveness wull be that ATETIP submit to IDA a list of preselected contractors and consultants (para. 3.3(f)). 2.44 A roster of eligible contactors and consulting finns to be set up and maitained by the Agency will always be open, and newcomers, once they satisfy the requirements specified in the Manual of Procedures, can be pre-qualified and classified. At the end of the year, the roster will be r-examned and fims will be reclassified based on performance, with communication to IDA. Assurances were obtained at negotiations that ATETIP will periodically submit proposals to IDA to update the roster of consultants and contractors (para. 3.2(k)). Besides the guidelines delineated in the Manual of Procedures, ATETIP will execute the subprojects with the support of a management information system which will allow for rapid decision-making. At any time, the managers of the Agency shall know exactly what the situation is for every project, supplier, paymet, voucher, and bill. Problems shall be identified and corrected immediately. A consulting finn, acceptable to IDA, will be selected within six weeks after the completion of negotiations to assist the setting-up of ATETIP's accountig system, following terms of reference agd upo kn negoiagmns (para. 3.2(f)). The setting-up of the ATE,- P's operational accounting system acceptable to IDA will be a condition of effectiveness (para. 3.3(g)). Project Monitoring and Review 2.45 Annual Reews. The project design includas an annual review to check the efficiency of ATETIP's pcedures and management (using per.ormance indicators described in Table 6 para. 2.59) and to adopt adequate changes. During the project launch workshop, additional project indicators (quantitative as well as qualitative) will be identified to capture the long-term capacity- building impact of the project on firms and, possibly, individual workers. Agreement on the scope and dats for the annual reviews was obtained durng negotiations (para. 3.2(a)). 2.46 Mid-Term Revew and Quarterly Supervision. A mid-term review will be carried out two years after prvect effectiveness (during the second calendar quarter in 1996), as a more m- depth annual review. In orer to better understand the target groups of beneficiaries (individuals, firms, municipalities, etc.) and as part of the mid-term review, ATETIP will commission a number of studies to monitor the issues of labor ratio, wages, cost overruns, completion delays, unit prices, etc. The review will also provide an opportnity to evaluate, and, if needed, to modify some fatures of the project. It will allow an in-de review of how the credit has been allocated to social and eonmic subprqjects, and to introduce changes if needed. In addition, quarterly financial, management and technical audits will be conducted by an extemal auditor acceptable to IDA (para. 2.22). Agreements on terms of reference for the quarterly financial, technical, magemt audits and mid-term review (para. 3.2(a)), as well as agreement on the short-List of potential auditmg firms and dates for the mid-term review were obtained at negoations (para. 3.2(a)). F. Procurement 2.47 The procrmet procedures according to which the Agency will select contractors and award contracts are another important feature of the project. These special procurement procedures were designed to address the issue of employment generation, and at the same time elnsure dequate competition. They have been successfilly used in other similar agencies in the regico. As mentioned earlier in the report, agreement on the Manual of Procedures was obtained 21 during negotiations (para. 3.2(d)). Similar procurement experiences in Senegal, Niger, and Mali indicate that such a Manual encourages competition while providing transparency and efficiency in Agency operation. 2.48 Computer equipment and other goods will be procured through intenational or local shipping. Any goods over US$10,000 are subject to prior review. It is anticipated that all the civil works contracts wii be under CFAF 200 million (about or less than US$0.34 million). In case any contract is higher than this value, International Competitive Biddig procedures (ICB) wiln be followed for such procurement contracts. 2.49 ATETIP will maintain a roster of contractors eligible for Local Competitive Bidding (LCB). It will set up a list of eligible contractors and engineering firms and individual professionals according to procedures acceptable to IDA and spelled out in the Manual of Procedures. The roster will stay pern during project execution so as to allow additional applications at any time. Large firms, foreign and local, using modern equipment are not likely to be interested by the type and size of most subprojects proposed, but they will not be precluded from bidding. The purpose of preregistration will be to determine the contrators who can demonstrate their ability to carry out the proposed labor-intensive works effectively and will, therefore, be eligible to bid. The actual performance of the conractors awarded contracts under the project will provide the basis for the Agency to reassess the contractors' classification, and consequently upgrade or downgrade them. Reassessment of contractor capacity and capability classifications in the roster will be transparent and based on actual performance (Manual of Procedures). 2.50 The target group of firms expected to participate in project procurement comprises primarily small- and medium-scale enterprises, which are more likely than large ones to bid fbr labor-intensive projects. The objective of the standard procuremnent procedure to be followed in this project is to ensure fair competition among eligible contractors without requiring them to prepare a complex proposal, including detailed price calculations. The core of the procurement procedure will be local advertisement among registered contractors of a proposed contract for a given subproject. All contactors included on the roster for the category of works and the area concerned by the subproject will be invited to bid, and notices will be published in the local press to infonn potential bidders who have yet to ask to be registered by ATETIP. 2.51 The bidding documents, which will be written in simple language and will describe the scope and nature of the works, propose a reference price with some straightforward explanations about its calculation (unit prices and quantities). Contractors will be invited to bid by way of discounts both on the total price and on the unit prices. Among eligible bidders, the winner will be selected on the basis of the proposed discount and other criteria (such as timeliness of perfornnance) - if any is specified in the bidding documents - and invited to sign the proposed contract. The contract awarding committee, composed of the Agency's General Director, Technical and Financial Directors, will have full authority to select the winner. However, it will have to justify in writing, in the minutes of the meeting, and in reference to the explicit criteria listed in the bidding documents, any decision not to select the lowest bid. This may happen when the total bid price is lower than the estimated price by more than 15% and the bidder is unable to provide a credible explanation, or when uit prices are erratic. The contract award commitee will open the bids in public and the bidding firms or their representatives may attend the meeting. 22 2.52 For al contracts for wich there ar e less tan fi biddes and for conacts withan estimated cost equal to or greater than CFAF 100 mdllion (about or less than US$0.17 million), the awarding committee wifl submit its decision to IDA for approval prior to no g the winig bidder. Quartewly management audits will review ATElIP's conmliance with bidding procedures descnbed in the Manual of Prcedur and (for ICB) in Bank guidelines and sample biddimg documents. Table 4: Procurement 11 (US$Ilion) Procurement Mlethd d project Elment ICB LCB Other NIPF Total Cost 1. Public Works/Services $11.00 $3.00 $14.00 ($11.00) ($11.00) 2. Goods 2.1. Office Equip'tVehicles $0.42 $0.42 ($0.42) ($0.42) 3. Consulting Services 3.1 TA to Contracrs $2.70 $2.70 ($2.70) ($2.70) 3.2 Training to Beneficiares $0.28 $0.28 ($0.28) ($0.28) 3.3 Community Participaton $0.25 $0.25 ($0.25) ($0.25) 3.4 Monitoring (Acct/Audit) $0.48 $0.48 ($0.48) ($0.48) 3.5 Procurem't Reform $0.68 $0.68 ($0.68) ($0.68) 4. Agency Increm'l Op. Costs $1.01 $1.01 ($1.01) ($1.01) 5. Miscellaneous 5.1 Unallocated $0.37 $0.37 ($0.37) ($0.37) 5.2 PPF Refinancing 0.21 $0.21 ($0.21) ($0.21) TOTAL $11.00 $6.39 $3.00 $20.39 ($11.00) ($6.39) ____ ($17.39) Note: Figpres in parents show IDA amount Cofinancd in parallel by other donors; (b) Services should be procured in accordance with Bank Guiddines (Use of Consultants by World Bank Borrowers and by the World Bank as Execting Agenc. 2.53 Consultant services for training, technical assistance, and project monitoring will be procured according to the Bank Guidelines "Use of Cosu tants by World Bank Borrowers and by the World Bank as Executng Agency". For the mode of selection of consultant services, the Agency will use short-listing of finms or indiviuals. Hiring of individuals will be done on the basis of adequate advertising and hiring of firms will follow the guidelmes in the Mnal of 23 Procedures. Prior review by IDA would be requr for all consultancy conacts for individuals above US$10,000 and for firms above US$30,000. A summazy of the consulting services in man- months required is given in Amex 9. 2.54 hese procurement procedures have been used by similar agencies in West Africa and have worked well. As in the other projects in the Region, only parallel financing is envisaged. Should joint finacing occur, it will be done in accordance with Bank Guidelines. G. Disbursements 2.55 The proposd IIDA Credit is expected to be totally disbursed by DOecnber 31, 1998. Disbursements will be made on the basis of 100% of total expenditures for IDA's share of civil works and public services conract and 100% for all other categones. The Govement wil disburse 100% against its share of civil works contracts (US$1.0 million) equivalent to 8.3% of the sum of civil works financed jointly by IDA and by the Governmt (US$12.0 million). This procedure has been selected to ensure the independence of the Agency in making payments to contractors, who have had very bad experiences with pn7 passu disbursement procedures. To ensure that IDA does not disburse all of its contibution without corresponding action by Goverment, IDA would have the remedy of suspedig disbursmens at the end of the first, second and third years, should the Govement have failea to make its contribution (see paras. 2.33 and 3.2(c)). Agremnat on the size, timing and payment procedures of Goverment counterpart finds to be made available to the Agency was obtained at negotions (pam. 3.2(c)). 2.56 To aepedite project implenatn, a Special Account denomnated in CFAF will be opened at a commercial bank and manained and operated on terms and conitions acceptable to IDA. The authorized allocation will be CFAF 883 million (equivalent to US$1.5 million), representing anticipated eligible ependit financed by IDA for a four-month period. The Special Account will be replenished monffly and must be accompanied by a bank satement and a recociliaton statement of the Special Account. 2.57 All withdrawal applications will be acompanied by full do aon, except for contracts for civil works valued at less than US$250,000 equivalent and for goods and sevices valued at less than US$20,000 equivalent for which disbursanents will be made on the basis of Statenents of Expenditur (SOEs). In such cases, the relevant do on will be retained by ATETP for review by IDA supervision missions and the proect's external auditors. 24 Table S: Disbursement by Category Category Amount % (U.S$MI1lon) Fiaced 1) Public Works 11.00 100% 2) TA to Contractors, Cons. Firms, TRG to Benefs., Project Monitoring 3.71 100% 3) Cons. Procurent Study 0.68 100% 4) Equipment for Executing Agency 0.42 100% 5) Executing Agency's Increm'l Operating Costs 1.01 100% 6) PPF Refinancing 0.21 amount due 7) Unalocated 0.37 TOTAL 17.39 H. Accounting, Auditing and Reporting 2.58 The accounting system will be set up as descnbed in the Manual of Procedures. Conslidated project accounts wil be maintained by the Agency. These accounts will be audited quarterly (with quarterly reports) by independent auditors acceptable to IDA, according to terms of reference agreed by IDA (para. 3.2(a)). Auditors will express separate opinions on SOEs and specal accounts. Project accounts and auditors' reports will be submittd to IDA win thuee months of the close of each quarter. Besides financial audits, ATETlP will submit to quarterly _managemen and technical audits, as part of its project monitoring program (see para. 2.22). Following its Manual of Procedures and its By-Laws, the Agency will submit quarterly progress ;eports and prepare a project completion report (PCR) within three months of the closing date. The appointmat of auditors for a period of four years will be a condition of effectiveness (para. 3.3(h)). I. Supervision Plan 2.59 Performance Monitonng. The monitoring indicators to measure project performance and ATETIP's management efficiency will be the following: (a) number of Conventions de delegation de Mattrise d'Ouvrage; (b) number of contracts signed with enterprises; (c) number of contwts completed; (d) percenge of contracts completed on time and on budget; (e) pertage of payments to conactors within 30 days of invoice reception; (f) number of man-months of employment created; and (g) average time for processing contracts. Below is a table indicating the desired numbers and percentags to be achieved for each project year. 25 Table 6: Key lndicators Indicator Year I Year 2 Year 3 Year 4 No. of Conventions de ddldgation de Maltrise 20 40 50 S0 dOuvrage and Cumulated Amounts (US$ million) 3.0 6.0 9.0 12.0 (both per year) No. of contracts signed per year 40 60 80 100 (Design/supervision an Works) No. of works contracts completed (cumulated) 30 60 70 100 Percentage of contracts completed on time 80 90 90 90 Percentage of contracts completed on budget 80 90 90 90 Percentage of payments contractors within 30 days of 90 100 100 100 invoice receipt (per year)2 Averi,e time for processing contracts (working 45 30 20 20 Percentage salaries/total cost 10 8 7 7 No. of man/months of employment created per year 10,000 20,000 20,000 20,000 Trining/Asstce (No. of beneficiaries per year) 20 25 30 3 TraininglAssistance (No. offirms peryear) 30 50 50 60 Traiing/Assistance (No of conswtants per year) 5 10 15 20 2.60 Supervision Missions. The project will be executed over a period of four years and will be supervised every four months. Supervision missions will consist of field trips to visit work sites to review financial and management practices, bidding, and payments procedures, micro, and small-scale entetrise participation, as well as mamirmton of employment creation. Supervision missions will also carefully monitor the number of maitres doeuvre, the number of finrs bidding and winning contact and the number of firms receiving technical assistance. A detailed supervision plan is presented in Annex 11. J. Environmental Impact 2.61 ATETIP's projects in the areas of sanitation and cleaning of urban drainage, urban renewal road maitance, sand removing, public gardens, garbage collection, school and clinic construction and rehabilitation will lead to significant improvements in the urban enviromnent, as shown by the review of the environmental impact of similar operations implemented by AGETIP in Senegal. In fact, to ensure that the impact of these projects has been assessed ex ante, an evaluation criterion has been added to the Manual of Procedures stipulatng that proposed projects having a negative impact on the envrnment will be ineligible for execution. 2.62 The annual technical audits wil also include an evromnmtal assessmnt of how the subprojects are carried out by ATETIP. In addition, for the midtenm review, ATETIP will commission an assessment of the environntal impact of the subprojects carried out during te first half of the project. This review will examine all subprojects pertaining to sand removal, 2For payments made fim the ATETIP's specia account 3Time betwee bid opening and contract award 26 dramage, building and road rehabiltation, and garbage collection to confirm their positive environmental impact and make recommendations on how to mitigate any adverse impacts that may be identified. K. Impact on Unemploymenet 2.63 The main objective of the project -is to execute urgently needed small-scale public works through the utilisation of local contactors using labor-intensive techniques. Tlhe expected impact of the project is two-fold: (a) direct inpact during the project. Assumning that 30% of the value of the contracts for works are for wages, and on the basis of an average cost per worker of CFAF 25,000 per month, the project will finance about 85,000 man-months over the four years of the project. This direct impact will be monitored closely through the related performance indicator (see Table 6); and (b) indirect impact durmg the project. Each dollar or CFAF spent under a public works/services contract has a secondary impact on the local economy through subcontracig to and purchasing fomm local firms. This impact, although potentally of the same order of magntude as the direct impact, is currently impossible to estimate, due to lack of reliable and detailed data on the consuption patterns of the labor force. L. Economic Analysis 2.64 An economic analysis has been carried out for the pilot projects to be executed before the project effectiveness, on the basis of a comparison of discounted economic costs and benefits over time. Specific benefits depend on the type of subproject, but include among other things: (a) reduction in vehicle operating costs, in the case of urban road maintenance or rehabilitaion subprojects; (b) reductions in the cost of services, in the case of labor-intensive garbage collection which would otherwise be undertake by more mechanized technologies; and (c) avoided cost of reconstruction, in the case of subprojects involving maintenance or rehabiltation of infratructure and/or buildings that would otherwise deteriorate. 2.65 The subprojects to be executed have estmated itemal rates of return ranging from 20% to 60%. The construction of drainage canals and the rehabilitation of classrooms and of health facilities reach the highest internal rates of return (IRR) (40 and 60%). In the cases of road rehabilitation, IRRs have been estmated at 20% and 30% respectively. 27 M. Benefits and Risks 2.66 Benefits. The project will have several direct benefits: (a) high economic return on rehabilitation operations; (b) employment creation; (c) subprojects concerned with garbage collection, and drainage will have a positive impact on the environment; (d) long-tenr benefit of enhancing theefficiency of the public sector (it will have a spill-over effect on other IDA projects- such as education and health-by increasing the capacity and efficiency of the construction sector); and (e) enhanced sustainability of future urban municipal projects. Most importantly, the project will help reduce a significant backlog of economic and social infrastructure in.Chad (principally NDjamena, Moundou and Sahr). The smooth operation of the Agency would show a workable alternative to traditional procurement procedures. This demonstration effect, coupled WI$ the study of govenmment contracts would contribute to improving the public procurement system in general. It will generate incomes for many categories of the work force in the building and construction trades, thereby creatng a multiplier effect on the local economy. 2.67 Risks. The first major risk is that the Agency may misuse its considerable independence. The risk will be reduced by the selection of a qualified Geneal Director, who will have to be at all tumes acceptable to IDA. In addition, the proposed intensity of supervision will closely monitor the implementation of the Manual of Procedures and frequent exernal audits will provide sufficient opportunity to deal with inadequate perfonnance on the part of the Agency or any Govenmment interference. The second major risk is that local contractors and consulting finns may lack the capacity required to implement the project on tune. This nsk will be greatly reduced by implementing the project over four years to take into account the absorptive capacity of the sector. In addition, technical assistance and training components included in the project are expected to increase the capacity of local contractors and consulting finns. This third major risk is that the volume of employment created by the project may faU short of expectations or be less than significant when compared to the present level of urban unemnployment. To reduce this risk, a strong emphasis on labor-intensive technologies wiUl be maintained throughout project implementation . 28 SECTION III - AGREEMENTS REACHED AND RECOMMENDATION 3.1 The following events took place during negotiations: (a) creation of ATETIP and selecuon and appointment of the ATETIPs General Director, acceptable to IDA (para. 2.37). 3.2 The following agreements were obtained duing negotiations: (a) agreements on and tenus of reference for quarterly financial, technical, managerial, and annual audits (para 2.22); agrmet on the short-list of potential auditing firms (para. 2.22); agreenent on the scope and dates for the annual revews (para 2.45) and the mid-term review (para. 2.46); (b) agreement on the followmg regarding the procurement study audit and refobrm: (i) agreeme on the terms of reference for the study (pam. 2.23(a)); (ii) the audit study will be completed by December 31, 1994 (para. 2.24(a)); (iii) within three months of the completion of the audit study, the Government wil present to IDA for its comments an Action Plan to adopt the changes recomnmended by the audit study, showing how they will be implemented (para. 2.24 (b)); and (IV) the Govemment will subsequently adopt the agreed Action Plan, no later than Decber 31, 1995 (para. 2.24 (c)); (v) the Govermment will subsequently implement the agreed Action Plan, no later than December 31, 1996 (para. 2.24(d)). (c) Goverment will: (i) cause the Agency to execute subprojects (other than those financed by the IDA credit and other donors) with an aggregate cost of US$1 million equivalent before June 30, 1998, including intenniary batches of subprojects costing at least US$250,000 for every period of 12 mons stating July 1, 1994 (para. 2.33(a)); (ii) make available to the Agency US$250,000 for the first year of subprojects (para. 2.33(b)(i)) as a condition of effictiveness; (iii) make available to the Agency US$250,000 by July 1, 1995 for the second year of subprojects (pam. 2.33(b)(ii)); (iv) make available to the Agency US$250,000 by July 1, 1996 for the third year of subprojects (para. 2.33(b)(iii)); and 29 (v) make available to the Agency US$250,000 by July 1, 1997 for the futh year of subprojects (pa. 2.33(bXiv)). (d) agreem that at all times during project unplen ton, the Statutes Of Agreemet of tie Agency and tie Manual of Prcedus will be acceptable in fonm and substance to IDA (para. 2.36); the fonn of ATETIP'S Stattes, By-Laws, Manuel of Procedures and the Framework Agrmet to be signed by Govemment and ATETIP were agreed upon during negotitons (para 2.37); (e) agreement that at all times during project implemtion, the Geneal Director, the Technical Director and the Fiancial Director of the Agency wull be aeptable to IDA and the Agency will be oprated in an efficiaent manner (pam. 2.36); (f) selection of a consulting firm, acceptable to IDA, to assist the setfmg up of ATETIP's accounting systen, following terms of reference, acceptable to IDA (par. 2.44); (g) the Agency will submit to IDA the second annual work progrm no later than April 30, 1995 for at least US$2.75 million, the third annual work program no later than April 30, 1996 for at least US$2.75 million, and the fourth anual work progrm no later than April 30, 1997 for at least US$2.75 million (Pam 2.13(a)); (h) adopt the second anmnal work program no later than August 31, 1995, the third annual work program no later than August 31, 1996, and the fourth annual work program no later than August 31, 1997 (para. 2.13 (b)); (i) complete the second annual work program no later than June 30, 1996, the third anal work progran no later than June 30, 1997, and the fourth annual work program no later than June 30, 1998 (par. 2.13 (c)); () the agreed action plans for the training program for conttors, cosutants, beneficiaries and cmmuty participation will be updated annually by June 30 to reflect the needs identied during project supervsion (paras. 2.19, 2.20, 2.21); and (k) ATETIP will submit periodically to IDA proposals to update the roster of consultat and contractors (pam 2.44). 3.3 The following events are conditions of efctiveness: (a) ATETIP has adopted a first batch of subprojects acceptable to IDA amounting to a total of at least US$2.75 million for implementation during the first year (par 2.13); (b) ATETIP has submitted to IDA the training plan for conactors (par 2.19), oonsultants (para 2.19), beneficiaries (pam. 2.20), and the communiy participation program (para. 2.21); 30 (c) deposit GOC first years ctrpart fiunds for the execution of its first batch of subprojects (approximately US$250,000) and ATETIP adoption of a relaed batch of sub-projects acceptable to IDA (pam. 2.33); (d) ATEPs Tehicd Director and its Finaial Direcor, both acceptable to IDA have beew appoted (paa. 2.37); (e) SigWature of the Framewrk Agre (Convemon) by ATIP and GOC, and adoption by ATETIP of Statutes, By-Laws, and Manual of Procedures, all acceptble to IDA in form and substace (pam. 2.37); (O) ATETIP has submitted a short-ist of pre-seletd contactors and consulants (paa. 2.43); (g) an operational accounting system acceptable to IDA has been set up (para. 2.44); and (h) the auditors have been appointed for a period of four years (pam. 2.58). 3.4 Subject to the above conditions, the proposed project is suitable for a credit of SDR 12.4 million (US$17.4 million equivalent) to the Republic of Chad on standard IDA temLs with 40 years .driy 31 ANNEX 1 32 Page 1 of 2 REPUBLIC OF CHAD PUBLIC WORKS AND CAPACIT= BUILl)ING PROJECT INSTTUTIONAL SET-UP The institutional setup of this project is reflected in a number of legal and contractual relationships among the various actors concerned: the central govermnent, local governments, the Executing Agency, contractors, and consulting frms. The term "contractors" is used to include building and construction companies, cooperatives, and other legally constituted entities able to enter into a contract for subproject execution. The term "consulting firm' refers principally to engineering and architectural firms, but may eventually include other legally constituted entities (e.g., non-govermuental organizations (NGOs)) able to provide the services required. The legal texts setting forth the above-mentioned contractual relationships are described below: (a) The Implementation of the project is entrusted to an executing agency named Agence Tchadenw dx&cudon des Travaur d'nt0r& Public (A 7P7P), hereafter referred to as "the Agency". The Articles of Agreement of the Agency (Satus, Annex 4), which must at all times be acceptable to IDA, provide that the Agency is a non-profit associadion whose Assemblge G{n&raoe includes representatives of: the Comit6 de Liaison of the NGOs operating in Chad, the Conseil National du Patronat Tchadien, the STEE and the Chamber of Commerce. The role of the President of the AssemblUe CGnOrale is limited to convening and presiding the meetings thereof. The Assemblee GnMrale also includes one physical person elected as Director General of the Agency, to whom is fully entrusted the day-to- day management of the Agency. As provided by the Articles of Agreement of the Agency, the General Director may be replaced only by extraordinary decision of the Assemblee Gtndrale. The General Director, however, must be at all times acceptable to IDA. The Agency will be effectively created after the founding members of the AssemblUe GdndraJe hold their first meeting (AssemnblUe G#rale Consdtaive) to approve the Articles of Agreement. (b) The Framework Agreement (Convention, Annex 5) between the Government and the Agency describes the latter's modus operandi in the context of the present project. Among other things, the Agreement establishes: that the Agency will execute subprojects consistent with those defined in the project; that, in the beginning, these subprojects will be exclusively located in the city of N'Djamena and then later will be extended to other municipalities to include Moundou and Sahr; that the Govermment of Chad will place non-reimh irsable financial resources at the disposal of the Agency, including the r .oceeds of the credit, in a Special Account; that the Agency can also receive resources from other sources; that the Procedures Manual is an integral part of the Framework Agreement; that the General Director of the Agency has full powers in connection with the management of the Agency; that the General Director can be replaced only in accordance with the Articles of Agreement of the Agency; that the Government confers to the Agency all powers required for the implementation of the project; that the Agency will execute all subprojects in strict compliance with the Procedures Manual (which is an integral part of the Framework Agreement); and 33 33 ~~~~AN=S I Page 2 of 2 that the Bylaws of the Agency cannot be modified without Government's agreement. (c) 'he Bylaws of the Agency (RNgleme Intirleur, Annex 6) establish the intal organization; hiring, firing and other personnel management procedures; and administrative rules and regulations. Ihey ensure, among other things, that the Agency will have a small staff, including a General Director assisted by one FinancW Director and one Technical Director. (d) The Proedu( Manua (Mawel de ProcJdures, Annex 7), which must at all times be acceptable to IDA, recalls the fiirdamental objectives of the Agency and establishes: the procedures whereby the Agency receives and processes subproject execution requests from beneficiaries (central or local governments), including the model Execution Agreement (ConiowJon-Type de Mafrise d 'Ovrage D6Mgude) it will sign with the beneficiary if it decides to execute the subproject; the procedures used by the Agency to establish and continuously update a roster of contractors for different types of subprojects; the various procurement procedures to be used by the Agency for subproject execution (depending on the estimated value of the contrua), including Sample Bidding Documents with model contract to be signed with contractr (Mod?le de Letre de Sownission, ModOle-Type de Cauion d'Avance, and Contra-Type de Travaux); the procurement procedures to be used by the Agency for subproject engineering and supervision, including model contract to be signed with consulting firm (Contrat-lype d'Etudes and Conrat-73pe de Saqervision des 7tavaux); the accounting and disbursement procedures to be used by the Agency in connection with each subproject; the financial management procedures to be used by the Agency; the nature and periodicity of reporting by the Agency; the procedures to be followed to secure independent extra auditing of the Agency; and personnel management procedures. ANILC.HrD 34 ANNEX 2 35 TCHAD PROJET DE TRAVAUX D'INTEREr PUBLIC EROET VISANI A ACCROI1ME LA PARTICIPA1ION COMMUNAUTAIIt Termes de r6f&rences ntrduction 1. Le Projet de Travaux d'Int6r8t Public comprend un programme de diffusion d'informations et de sensibilisation de la population dans son ensemble, et des beneficiaires des sous- projets en particulier. Ce programme est consider6 comme un important instrument pour (a) ameliorer la communication entre les communautes et les autorites locales; et (b) amener les beneficiaires directs a participer plus activement a l'entretien des ouvrages de genie civil ou b poursuivre les services materiels assures dans le cadre des sous-projets. 2. Le programme comprend les activites suivantes: (a) une serie d'enqu8tes par sondage dans un certain nombre de communes et des quartiers avant l'execution du projet ainsi qu'a mi-parcours. Ces enqutes aideront A definir les besoins prioritaires de la population locale ainsi qu'& identifier les sous- projets; (b) des reunions locales avant et apres l'ex6cution de sous-projets avec les chefs des quartiers beneficiaires et des representants de groupes locaux. Ces rEunions permettront d'exposer les principes et modes d'action de I'ATETIP ainsi quo les objectifs des sous-projets et elles encourageront la population I entretenir les ouvrages ou I continuer I assurer les services propres aux sous-projets; et (c) une campagne mediatique pendant toute l'execution du projet co qui permettra d'insister sur l'importance de la sante et de l'assainissement ainsi quo sur les avantages dEcoulant d'un comportement responsable et de pratiques hygieniques. Travail n kc 3. Ces activites seront d6finies dans un plan d'action qui sera etabli par un sociologue sous la supervision du Directeur G6nEral de I'ATETIP. Ce sociologue sera essentiellement charge: (a) d'organiser et de prEparer les enquetes par sondage, c'est-a-dire d'Eiaborer la mEhode de sondage, l'identification de 1'6chn0lon, la conception du questionnaire, la formation des enq#teurs et l'analyse des r6sultats de l'enqu&e; (b) d'organiser des reunions locales. L'expert preparera cs r6unions en preant des contacts avec les principaux chefs et representants des quartiers selectionnEs afin d'obtenir leur soutien. Plus pr6cisement, il ddfinira les programmes, ideniffiera les orateurs, pr6parera les documents appropries I distribuer, organisera toutes les activitEs jugees necessaires pour promouvoir la participation commu t et 36 -2- etablira les proces-verbaux des reunions. Si necessaire, il participera aux discussions et les animera; (c) d'elaborer les themes et messages de la campagne mediatique. Compte tenu de la popularite des emissions radiophoniques, I'expert determinera le moment optimal auquel on pourra toucher l'ensemble de la population et preparera des messages simples et concis rdpondant aux preoccupations de la population locale. I prenra egalement des dispositions pour faire passer periodiquement I la telvision des messages illustrant les travaux de 1'ATEIlP et autres faits marqu invenus durant l1execution du projet. II prEpaera differents projets d'affiches, mettan I'accent sur differents themes relatifsa l'hygibne, I un environnement salubre, etc. n1 recommandera des logos & d'autres fins promotionnelles (T-shirts, caqettes, etc.); (d) d'etablir, pour les activites susmentionnees, un calendrier d'execution compatible avec celui de l'ensemble du projet; (e) d'identifier et de recommander si necessaire des firmes speclalsEes pout executer les differentes activites prevues dans le plan d'action; et (f) d'identifler les indicateurs qui pourront etre utilises pour une evaluation annuelle de 1'efficacite du programme de participation communir. Profe et duree 4. Le sociologue devrait avoir: (a) une experience des methodes de communication approprios au niveau communautaire; (b) une experience direc de l'execution et do I'analyse des enqutes, en particulier des enquOtes ne correspondant pas I un modele prEabli, des compEtences en matiere de formation pour former des enquteurs I cette methode; et (c) des aptitudes I la communication, en particulier pour gaper la conflance des chefs locamx et transmetre des messages claire et simples & 1'ensemble de la population. Vu la nature de son intevention, l'expert devra bien conna?tr les coutumes et pratiques locales, ainsi que les principales langues locales. 5. La duree des services de consultants est d'environ un an durant la periode du projet, avec une intervention plus importante pendant la premibre annEe de l'execution du projet. PARTCOM 37 ANNEX 3 38 CHAD Public Works and Capacity Building Project % Conwonent 1994 1995 1996 1997 1998 TOTAL FOREIGN .~~~~~~~~~~~~~~ Public Works 0.71 1.41 2.12 ' _0 0.71 7.06 60.0% TA to Contractors 0.32 0.48 0.32 0.1? 0.16 1.59 35.0% Training for beneficiaries 0.03 0.05 0.03 0.03 0.02 0.16 50.0% Community Participation 0.03 0.04 0.03 0.03 0.01 0.15 20.0% Monitoring 0.06 0.06 0.06 0.06 0.06 0.28 60.0% Procurement Reform 0.20 0.20 0.00 0.00 0.00 0.40 75.0% Sub-total 1.34 2.24 2.56 2.56 0.95 9.65 55.7% Operating Costs 0.12 0.12 0.12 0.12 0.12 0.60 0.0% Office Equipment 0.20 0.05 0.00 0.00 0.00 0.25 88.01 Base Costs 1.66 2.41 2.67 2.67 1.07 10.49 53.3% Price Contingencies 0.04 0.05 0.04 0.05 0.03 0.22 36.7% PPP 0.12 0.00 0.00 0.00 0.00 0.12 60.0t Total IDA Project 1.82 2.46 2.72 2.73 1.10 10.83 53.;% Parallel-Financed Works 0.00 0.00 0.00 0.59 0.59 1.18 60.0% Total ProPram Costs 1.82 2.46 2.72 3.31 1.69 12.00 53.7% Public Works 1.20 2.40 3.60 3.60 1.20 12.00 -60.0% TA to Contractors 0.54 0.81 0.54 0.54 0.27 2.70 35.0% Training for beneficiaries 0.06 0.08 0.06 0.06 0.03 0.28 50.0% Community Participation 0.05 0.08 0.05 0.05 0.03 0.25 20.0% Monitoring 0.10 0.10 0.10 0.10 0.10 0.48 60.0% Procurement Reform 0.34 0.34 0.00 0.00 0.00 0.68 75.0% Sub-total 2.28 3.80 4.34 4.34 1.62 16.39 55.7% Operating Costs 0.20 0.20 0.20 0.20 0.20 1.01 0.0% office Equipment 0.33 0.08 0.00 0.00 0.00 0.42 88.0% Base Costs 2.82 4.09 4.54 4.54 1.82 17.82 53.3% Price Contingencies 0.07 0.08 0.07 0.09 0.05 0.37 36.7% PPP 0.21 0.00 0.00 0.00 0.00 0.21 60.0% Total IDA Project 3.10 4.17 4.61 4.63 1.87 18.39 53.1% Parallel-Pinanced Works 0.00 0.00 0.00 1.00 1.00 2.00 60.0% Total Pro2ram Costs 3.10 4.17 4.61 5.63 2.87 20.39 53.7% 39 ANNEX 4 40 STATUTS DE VAGECE TCADENNE DBCUTION DES TRAVAUX DqNTERET PUBLIC (ATETIP) 41 2 STATUTS DE L'AGENCE TCHADiNNE D'EXECUTION DES TRAVAUX D'INIERE PUBLIC CHAWfl { Artide I: CrEon et on n eat crd, conod ment aux lois et Wglemen en vigueur au Tcdad entre las portsones ayant adhEres ax prEsent Statt, une asociation ddnommde Agenco Tchadiemne d'Exdcutdon des Travaux d'IntdrAt Public' (ATETP) dsne ci-ar s. sous le sigle ATETiP, I'Association* ou I'Agence." .Alg3e 2: Objet L'Agence a pour objet de firo executer des ravau et services d'udli publique, pour Is compte de pesons publiques (Collecavs Publiques et Asocitios reconues d'utlite publique) salon des procedu at techiqes qui maximlsent leur effet ur l'emploi, facte lEm rgece et le renforcement des petits et moyes eeu s ME) locales at pourront eir do module au secteur public pour ateindre des objes de m8mo ntre. Le slbe do l'agence est fSx I NqDjamna ridel 4: la Durde La durEe de vie de l'Agence est Initialement fixde & 99 anes. Article : Orga. d'admnlstraton et de dirion Les organes da I ation et de direction de l'Agence sont - I'Assembde GnEral - la Directon Gnrle COMPOZN= Arcle 6.: Membr L'Agnce eat compos&E: a) Des membres hdar qul sont: 1. I Comltde liWm des Non Go _es (ONG) oeuvrant au Tdad; 42 3 2. Le Conseil Nadonal du Patronat Tchadien; 3. La STEE; 4. La Chambre Consulaire du Tchad. b) Des nouveaux membres adherents qui sont admis selon la procddure prevue I I'Article 7 ci-aprts; c) Du Directeur General de l'Agence qui est membre de droit. Aticle 7: AdhEsion L'adhdsion de nouveaux membres se fait par cooptation sur proposition d'un membre, adressde au Pr6sident. Cette proposition est presentee par le President I I'Assemblde Generale, quli statue dans les quinze jours qui suivent la date de rdception de la proposition d'adhesion. La decision d'admission est prise par l'Assemblee GEnerale I Ia majorit6 des 2/3 de ses membres. &ic1 8: Pale de la Qualite de Membre La qualite de membre de l'Agence se perd par: * demission regulierement signifiee au Prdsident * deces pour en ce qui concerne les personnes physiques 3 dissolution en ce qui concerne les personnes morales; et 3 radiation, pour motif grave, prononcde par 1'Assemblde GEnErae la majorite de 3/4 de ses membres. L'interesad syant t invite par let.e recommandde I fournir des explications. CHAPITEM RSSOURC Artcle: Les Ressources Les ressources de l'Agence sont constituees: a) des cotisations annuelles de ses membres, fixees I cinq miXle (.5.000) Francs CFA, k verser avant le 31 janvier de chaque annEe; b) des fonds, subventions et/ou liberalites provenant du Gouvernement du Tchad et/ou de personnes publiques (Collectivit6s Publiques et Associations reconmnes d'utilite publique) etWou de tout organisme ou pays eranger; c) du produit des prestations effectuees pour l'executlon des travaux entrant dans le cadre des objectifs de l'Agence; d) du produit des emprunts; e) du produit du placement des fonds disponibies; et t) des dons et legs non assortis de conditions contraires aux objectifs de I'Agence. 43 4 CHAPITRE IV L'ASSEMBLEE GEN LE &1cle I1: Composition L'Assembl6e G6n6ra}e est composEe des representants accredites des membres de l'Agence I raison d'un repr6sentant par membre. La participation I lAssemblee Generale ne donne droit i aucune r _mnEat Article II: Pfidence de l'AssemblEe GdnErale L'Assemblee Generale elit son bureau compose d'un President, et d'un Vice Prdsident I la majoritE des 2/3 des membres presents pour un mandat d'un an. Le Directeur GEnEral est membre de droit du bureau dont il assure l Secretariat. L'Assemblee GEndrale peut mettre fin au mandat du President par dEcision prise I la majorite des 2/3; La fonction du President ne donne droit I aucune renmneration et est limit ee; * t la presidence de seances de l'Assemblee Generale; - I la convocation des seances de l'Assemblee Generale; * aux propositions d'admission des nouveaux membres; * miax communications des procbs-verbaux de reunions; - I la notification de la revocation du Directeur Genral; * t& la realisation des formalitEs lEgales ou reglementaires indispensables pour conf6rer I l'Association la capacit6 juridique. La presidence de I'Assembl6e G6nerale ne peut ktre assur6e par le Directeur G6nEal. 12: Les Pouvoirs de I'Assemblee GdnErale L'AssemblEe est l'organe supr8me de l'Agence. Elle fixe les orientations de lAgence en vue de la realisation de l'objet social (cf article 2) de l'Association, veille I lour rEalisation, nomme et rEvoque le Directeur General, nomme le Commissaire mcx comptes, et approuve les comptes de l'Agence, tenus par le Dircteur GEal, au moins deux fois par an au 30 juin et au 31 dEcembre etant entendu que la premiere annee, 1'exercice pourra avoir une durde infeure & 6 mobs. L'Assemblee Generale dElbgue I'ensemble de ses pouvoirs au Directeur GEnra qui en rend conmpte chaque trimestre par un rapport des activitds de l'Association selon le modble de rapport prdvu au Mauel des ProcEdures de l'Association. ArleI 13: Fouctionnemnent L'Assemblee se r6unit sur convocation de son President ou du Directeur GEnEa an moins une fois par semestre et en tant que de besoin. Les convocations de documents de la r6union, sont envoy6ea au moins 15 jours I l'avance par letre recomma4ndEe avec accuse de rEception ou par cabier de transmission, Inquant la 44 5 date, le lieu et l'ordre du jour de la reunion. En cas d'urgenco le President ou le Directeur Oeneral peut valablement convoquer }'Assemblee GEnerale sans dtai. L'Assemblee Generale peut tre convoqu*E en seance extraordmaire, I la demande d'au moins le tiers de ses membres. Un membre de I'Agence peut domenr procuration ecrite I un autre membre de I'Agence A 1'effet de le representer aix r6unions de l'Assemblee Generale. Aucun iembre ne peut denir plus d'une procuration. L'Assembl6e GEnerale peut admettre I ses seances toute personne dout elle estime la prEsence necessaire. L'Assemblee Generale ne delibbre valablement qu'en presence des 2/3 des membres de I'Association. Les decisions de l'Assemblee Gen6rale sont prises I la majorite des 2/3 des membres de l'Agence presents ou representes. La voix du PrEsident en cas de partage de voix est prdpondErante. Le Directeut GEnEral est tenu de rediger apres chaque sEance un proces-verbal de ia rEion de l'Assemblee Generate. CEHAPIRE V LA DIRCTION GENERALE Article 14: Nominaton et Rhvocation du DirecteW GEnEral L'Assemblee Generate nomme le Directeur GEneral I la majorite des 3/4 des membres fondateurs ou nouveaux adherents (cf. alinda (a) et (b) de I'Ardcle 5). En cas de manquement grave I ses obligations, le Directeut GeneraI peut fre rdvoque. L- decision de rEvocation est prise par I'Assemblee G6nrtae I la majorite des 3/4 des membres prdsents ou representes k I'exclusion du Direceur Gdndral qui ne participe pas au vote. A cette meme sdance, et avant toute autre dEcision, I'Assemblee GnEate elt un Directeur Gendral intdrimaire parmi le personnel dirigeant de l'Agence et pour une duree n'excEdant pas trois mois. Le Directeur GEnEral Intmare est elu aumx conditions de majorite prdvues au premier alinEa ci-dessus. La rEvocation est notifiee par le President au Directeur GEnEa rEvoqud par lettre recommaondee. La revocation ontratne d'office la porte do la qualite de membre de t'Agenlco. 45 6 Articg I: Attributions La Direction Generale est l'organe qui regroupe sous I'autorite d'un Directeur Gdn&r les services tecbniques administratifs et financiers necessaires b I'exdcution de la mIssion de I'Agence et principalement 1'execution des contrats de malrise d'ouvage dEldgue. conclus par l'Agence. Le Directeur Gendral est lid I'agence par UUn contrat approuvd par I'Asswmbld Gnrale. AtlI: Peuvofrs du Directeur GEnral Sous reserve de ce qui est indiqud 4 I-Article 12 ci-dessus, le Directur General a les pouvoirs les plus Etendus pour assurer le bon fonctionnement de l'Agence et pour IPexdcution de la mission qui lui est confiee par l'Assemblee GEndrale. 11 agit dans les limites des prdsents Stauts, du Reglement Indrieur, et des conventions engageant l'Agence. Ii procde au recrutment du Personnel de l'Agence sur la base des citbres de competence et de bonne moralitd. Le Directtr GEneral peut confler I des consulants externes spdcialisds les missions qui lul semblent necessaires pour l'exdcution des differentes tfches qui lui sont assidgnes. Le Directeur GenEal a l'entiere responsablid des fonds mis I sa disposition. It ordonne les depenses, signe les contrats et les conventions de toute nature entrat dans le cadre de I'accomplissement de la mission de l'Agence. Ii doit terdr, conformdment aux nonnes comnptables gendralement admises et Ea usages uniformdment appliques, les livres de comptos et les dossiers relati£s I sa gestion cans le respect du Manuel de Procddures. Le Directeur General est charge de veiller A la bonne application du Rfglement IntEricur. CONMHMIS AMX COM=E Artics 17: Nomination du Commissaire stu comptes L'Assemblde GEnerale designe un Commissaire aux comptes choisi parmi les expers comptables agrEEs par le Trdsor Public I l'extdrieur de lAgence. Ce Commissaire devra examiner les comptes de l'Agence et en certifier la sincdrit et la rdgularitC. Son mandat est dune durde de trois ans renouvelable. 46 7 DRSPOSOTIONS DIVERSES hgeIgJ1S: Modification des Statuts et Dissolution de I'Agence Les presews statuts no peuvent tre modifiEs quo par dEcision de l'Assembl6e GEnerale Extraordinalre prise bh la majoritd des 3/4 de ses membres. La dEcision de dissolution de l'Agence prse dans les mnies conditions. Dans tous leas cas, la modification des stauts ou la dissolution de l'Agence supposent pour etre effectif l'accord du gouvenment. En cas de disso}ution de l'Agence, I'Assemblee Generate designe une persome cearge de la liquidation des biens de l'Agence. En cas de dissolution de l'Agence, I'actif disponible aprbs apurement du passif restera la propriet6 du Gouvernement du Tchad. hnkhI9: DElaato Le PrEsident de l'Assembi6e GenErale constitutive est charge. de proceder aux formalitds legales ou rdglementaires indispensables pour conferer I I'Agence la captE juridique. Fait I N'Djamena, le... 1vf.................... ReprW ant du Comite de Liaison des ONG au Tchad M ....................................... Reprsouant de la STEE M ....................................... ReprEsentat du Conseil National du Patronat Tchadien M ...................................... ReprEsentar 4e la Chambre Consulaire du Tchad IFInWl 47 ANNEX 5 48 CONVENTION LA REPUBLQUE DU TCHAD et L'AGENCE TCHADENNE D'EXECUlMON DES TRAVAUX D'INTERET PUBLIC 49 2 CONVNION ENTRE LA REPUBLIQUE DU TCHAD ET L'AGENCE TCHADN D'EXECUTION DES TRAVAUX D'IN1ERET PUBLIC Entre le Gouverement de la RWpublique du Tchad represente par le Ministre du Plan ag_st au nom et pour le compte de l'Etat et appei6 dans cc qui suit "le Gouvernement", d'une part, et L'Agence Tchadienne d'Execution des Travaux d'lnitdrt Public (ATETIP), association i but non lucratif, appelfe dans ce qui suit "I'Agence", repr&sent6e par son Directeur General, d'autre part. EXPOSE PRELIMINAIRE 1) Le Gouvernement de Ia Republique du Tchad a d6cid6 d'entreprendre avec le concours de ses partenaires au d6veloppement des Travaux d'Interet Public, appel6s dans cc qui suit les TIP, en vue de: a) cr6er au moins a titte temporaire un nombre significatif d'emplois nouveaux le plus rapidement possible; b) am6liorer, A travers I 'ex6cution de travaux, le savoir-faire de la main-d'oeuvre employee, la competitivite des petites et moyennes entreprises chargees des chantiers, ainsi que l'efficacite des institutions publiques impliquEes; c) exEcuter, pour le compte de beneficiaires, des travaux dont le resultat est economiquement et socialement utile A des conditions de co8t et de qualite au moins equivalentes aux travaux rEalisEs sous d'autres formes; d) demontrer la possibilite d'Elargir le champ d'application des travaux a haute intensite de main-d'oeuvre et mettre au point des procedures qui pourraient ftre reprises par le secteur public pour poursuivre des activites de memo nate; et e) de mani6re generale, stimuler l'embauche du personnel non qualifie par les entrepises de btnient, de travaux publics et de services de maintenance. 2) En conformite avec la politique de desengagement de I'Etat, le Gouvernement a d6cide de confer & I'Agence, I'execution de ces Travaux d'Intert Public, qui dEclare l'accepter danm le respect de ses statuts et de la rtglementation en viguour et des imperatifs du d6veloppement 6conomique et social du pays. 3) Les deux parties conviennent que leurs relations sont regies par la pr6sente convention ainsi que par les documents auxquels elles font reference ou ceux qui lui sQu annexEs et que les differontes clauses s'interprEtent par r6ferences aux objectifs du projet, tels qu'6nm6res dans Ie present pr6ambule. 50 3 4) Le Gouvernement a conclu un accord avec l'Association Inteenationale de D6veloppement (I'Association) concerant la mise en oeumm d'un projet de travam d'int6rt public (d6crit A I'aimexe 2 dudit accord (le projet)). Arkie 1: Objet La prsente Convention a pour objet de dhterminer dans le cadre des objectif£ fondamentaux des TIP: 1* Ie domaine et les modalitEs d'intervention de l'Agence; 2* Ie mode de fiancement des TIP; 3* les moyens humains A mettre en oeuvre, et 4* les obligations et avantages rciproques des parties. ,mi DOMAINE - FINANCEMET - PROCEDURES Article 2: Doemae d'Intervenon Les Travaux d'lnt6r8t Public sont congus pour imtervenir notmment danm les domaines et pour les prestations ci-aprts: a) Le domaine des travaux: - le drainage; - la r6habilitation d'infrasucme; - la constution d'edifices; - Il dlsensablement des routes et des rmes; - la renovation de bi_mes; et - la crEation et l'amEnement d'espaces verts. b) Le domaine des services: le nettoyage du domaine public; et Ia collecte des ordures mEa&. Dans sa phase pr6liminaire, lo champ dtintevention des Travau d'hnftrEt Public est limite a la ville de N'DjamEna, toutefis son champ d'intervention peut etre elargi A d'autres circonscriptions ou collectivites tenitoriales delies ou non du Tchad. L'Agence peut intervenir dans l'un ou l'autre des domaines pour d'autes prestations que celles _6nres aux points (a) et (b) du prEsent Article. Dans cc cas I'acord du Gouvernement doit etre pr6alablement acquis et les prestations doivent, dans tous les cas, etre confonnes aux objectifs des TIP et aux missions de I'Agen. 51 4 Article 3: Fnncement et Utilsation des fonds a) Pour permettre A l'Agence d'ex6cuter sa mission en giral et plus particuliErement son programme, le Gouvemnement et/ou les b6n6ficiaires mettent A la disposition de l'Agence les ressources n6cessaires. L'Agence peut recevoir 6galement des ressources provenant d'autres organismes ou institutions en vue d'ex6cuter des TIP poursuivant des objectifs de meme nature que ceux de l'Agence. b) Les fonds seront exclusivement utilises par l'Agence pour: 1* 1'execution des Travaux d'Int6ret Public; 2* le fonctionnement et l'6quipement de l'Agence. Toute utilisation des fonds pour le fonctionnement et l'1'ipement de 'Agence doit prendre en compte l'imp6ratif d'une saine et rigoureuse gestion. Elle ne doit pas exc6der les besoins de l'Agence. Article 4: ModaiHtds de mise A disposition Le Ministre charg6 du Plan mettra les fonds provenant de l'IDA ou d'autres baileurs de fonds necessaires A Ia realisation des TIP A la disposition de l'Agence par versement des fonds necessaires A chacun des TIP sur un compte sp6cial ouvert au nom de l'Agence aupars d'une banque commerciale de la place. Ce compte sp6cial est g6rd par le Directeur G6n6ral de l'Agence. Article 5: Manuel de Proc6dures Les activites de l'Agence seront g6r6es conformr6ment aux dispositions du Manuel de Proc6dures annex6 a la prdsente Convention et considdr6es commne en faisant partie integrante. Le Manuel de Proc6dures ci-dessus vis6 d6finit les proc6dures administratives, financi6res, comptables, et de passation des march6s. 11 d6termine Egalement lea contr6les et leurs regles applicables aux activites de l'Agence. Des la signature de la presente Convention, le Manuel de ProcYdur devient executoire. Le Gouvernement stengage A prendre en cas de besoin les dispositions nEessaires pour obtenir les derogations eventuelles au regard de la rEglementation relative A la passation de marchEs publics que necessite l'application du Manuel de Proc6dures. 52 S ATIMt II PERSONNEL DE DIRECTION Ade 6: Pouvoirs du DhJeteur Gienral L'Agence est dirig6 par un Directeur General disposant de tous les pouvoirs de direction et de gestion. Toute disposition des statuts qui limiterait les pouvoirs du Directeur General est rEputee non crite. It doit notamment et conformnment au Manuel de Procedures ci-dessus vise: - recevoir directement des beneficiaires des propositions de TIP; - examiner et evaluer lesdits projets afin de verifier leur eligibiite; - selectionner les projets a realiser; - mettre en oeuvre les procEdures visant a la selection des entreprises attributaires des marches dont l'Agence est maitre d'ouvrage delegue; - passer les marches et commandes; - superviser et controler et/ou faire superviser et contrWler I execution des travaux confies aux entreprises; - payer les entreprises; - proceder aux rEceptions provisoires et definitives des ouvrages; - proc&der a la remise des ouvragesa A a collectivite delEgante. mT m OBLIGATIONS ET AVANTAGES RECIPROQUES DES PARTIES Arfie 7: Nomination et REvocation du Dhrectew G6nEra Le Directeur General est obligatoirement une personne physique. II est nomme conformEment aux statuts de l'Agence sur proposition du Ministere charg6 du Plan, accept6e par le Gouvernement A l'issue d'une procedure d'appel a la candidature. Le Directeur General ne peut etre revoque que conform6ment aux dispositions statutaires de l'Agence. Celte revocation peut intervenir a la denmnde du Gouvemement ou apres son accord si elle est demandee par l'AssemblEe Generale. Le 53 6 Gouvemement lie peut demander la rEvocation du Directeur qu'en raison de manquement graves d0ment constatEes, A ses obligations. Arffl &Obligations du Gouvennemet Le Gouvernement reconait le caractere d'utilite publique des TIP; il prendra en consequence les textes lEgislatifa et reglementaires qui confArent a l'Agence ce caractare. Le Gouvernement s'engage A d6leguer A I'Agence la maltrise d'ouvrage des TIP Le gouvernement s'engage A prendre les dispositions necessaires pour autoriser les beneflciaires A deleguer a l'Agence la maitrise d'ouvrage dont elles sont tiues a propos des travaux a realiser danm le cadre du projet. Artd 9: Avantages consentis par le Gouvennnt A I'Agence En raison du caract&re d'utilit6 publique des TIP, le Gouvernemen accorde a l'Agence: - l'exon6ration de tout droit, taxe, ou prelevement d'effet Equivalent, applicables A l'importation des matEriaux, materiels, 6quipements, vehicules de tout type, carburants et lubrifiants, importes ou acquis au Tchad et nEcessaftes au fonctionnement de l'Agence; * l'exemption de tout imp6t, taxe, ou prelevement d'effet eqwvalent, do par I'Agence en sa qualite d'employeur, sur les traitements, salaires, ideinit6s Emoluments et autres avantages vers6s i ses personnels et employes; - I'exemption de tout droit d'enregistrement et de timbres dfis au titre d'opErations effectues pour le compte de l'Agence; et - les avantages que le Gouvernement accorde ou viendrait A accorder aux ONG. Arjje 10: Avantages particuliers consentis par le Gouvernement an profit des entreprims Outre les avantages consentis au titre de l'Article 9 ci-dessus, le Gouvemement s'engage A prendre en charge, directement ou sous forme d'exoneration, lea droits et les taxes en vigueur ou tout autre impot et taxe de meme nature qui s'y substituerajent, des par les entreprises au titre des marchEs qu'elles executent pour l'Agence. Le Gouvernement s'engage a prendre en charge sous forme d'exoneration tout droit, taxe, ou prOievement d'effet equivalent, applicables A l'importation des matEriaux, materiels et Equipements devant etre incorpores au domaine public ou dans le patrimoine des bEnEficiaires des TIP. 54 7 Toutefois, le b6nEfice de ces exonerations ne sera accorde que pour les produits, materiaux et equipemens qui ne soot pas fabriques au Tchad. Ardde 11: ExonUraUonIs Un afrte du Ministre charge des finances rendra oxEcutoires les exonerations prEvues aux Articles 10 et I1 ci-dessus, a compter de la date de 1'entrEe en vigueur de la convention. ArkiZe12: Obligadons de l'Agence L'Agence s'engage a r6aliser intEgralement et correctement sa mission. Elle s'oblige i executer les TlP dont la maItrise d'ouvrage lui est de6lguee, conformEment A la convention conclue avec le beneficiaire et au Manuel de ProcEdures ci-dessus vise et dans le respect des normes comptables, des usages et procddures administratives en vigueur au Tchad. Elle est notamment chargEe de: recevoir, evaluer et le cas ech6ant selectionner les operations soumises par leas organisnme et collectivites beneficiaires du projet; - passer les marchEs et conmandes; - procEder au choix des maitres d'oeuvre qui doivent preparer les dossiers techniques d'appels d'offres et d'execution, superviser et contr6ler les travaux. - payer les ontrepdses; - receptionner les ouvrages et 6valuer les services fournis. Elie s'engage A executer les travaux a des conditions de codt et de qualite au moins equivalents A ceux rEalisEs sous d'autres formes. L'Agence s'engage a fournir au Gouvernement et A toute institution ou organisme designe par lui tous rapports ou documents relatifs A sa gestion et A celle des projets qu'elle r6alise. L'Agence s'engage a tusmettre au Gouvernement un compte rendu timestriel d'activite dEtaill6 et mettant notamment en relief le nombre d'emplois cr66s, le nombre et la taille des entreprises impliqu6Es. L'Agence est soumise aux verifications comptables exercEes a posteriori par le Gouvernement sur les organismes beneficiant de son concours financier, confomEment A la arglementation en vigueur. Cependant les modalites pratiques de ces vErifications ne doivent pas gener le bon fonctionnement des services de l'Agence. 55 8 Ard ti3: Oboligons AddIoes de I'Agce a) IAgence: i) prend toutes mesures nkessaires pour que le Projet soit exewte avec la diligence et lIefficacit6 voulues, conform6ment A des mithodes financires, administratives, techniques et dting6nierie appropri6es, et compte dOment tenu des cteurs cologiques et environementaux; ii) respecte les dispositions relatives A la temue de comptes et Ecritures, A l'audit desdits comptes et ecriltres et a la prEsentation des documents ewpsE A I'Article IV de l'Accord de CrEdit de D6veloppement; iii) applique le systeme de comptabilit6 etabli confoim6ment A la Section 6.02 (e) de I'Accord de CrEdit de D6veloppement, assorti des modifications qui pourraient etre arrWtes d'un commun accord avec I'Association; et iv) engage et maintient un auditeur indEpentint dont les qualifications, I'exp6rience et le mandat sont juges acceptables par l'Association. b) I'Agence conduit ses operations dans de bonnes conditions de codt et d'efficacit6, et _e periodiquement la structure de ses codts administratifs avec le Gouvernement et l'Association. c) i) I'Agence affecte en permanence aux postes de directeur general, directeur technique et directeur fmancier des personnes dont l'experience, les qualifications et le mandat sont juges acceptables par I'Association. ii) I'Agence met a jour au moins tous les six mois sa liste des entrepreneurs et des consultants sasfst aux criteres du Manuel de ProcEdures. d) I'Agence informe rapidement le Gouvernement et l'Association de toute situation qui compromeatrait ou menacerait de compromettre: i) I'avancement du Projet ou de tout Sous-Projet, ii) la rEalisation des objectifs du CrEdit, iii) le respect par l'Agence des obligations lu inombant au titre de la Convention, ou iv) le respect par l'Agence ou l'une quelcodque des Etreprises d'ExEcution des obligations leur incombant respecivement au titre de l'un quelconque des Accords de Sous-Projet. e) I'Agence fournit A I'Association et a le Gouvernement : i) au plus tard le trentieme jour suivant la fin de chaque trimestre de son exercice, un rapport sur ses activites au cours iudit tdmestre, dont la tenewr et le degre de detail auront EtW raisonnablement fixes par le Gouvernement et par I'Association; et ii) au plus tard trois mois aprns la Date de Cl6ture, un rapport r6pondant aux conditions fixEes pour les rapports d'achevement dans la Section 9.06 (c) des Conditions G6nerales. f) i) I'Agence execute en totalit6, au plus tard le 30 mun 1995, le programme de Sous-Projets devant etre finance au moyen du Credit et convenu avec l'Association conformEment la Section 6.01 (c) de IAccord de Crdit de DEveloppement (y compris les modifications qui pourrament lui 8tre apport6es d'un comm accord avec I'Association). ii) I'Agence : x) soumet A P'Association, pour approbation, au plus tard le 30 avril 1995, le programme des Sous-Projets proposEs devrant etre finance au moyen du CrEdit et repr6sentant un coat esfimatif global de 2.750.000 dollars; y) 56 9 adopte, au plus tard le 31 aoat 1995, un programme de Sous-Projets, devant etre financ6 au moyen du Cr6dit et juge acceptable par l'Association, represenant un cofit estimatif global de 2.750.000 dollars; et z) exEcute en totalit6, au plus tard le 30 juin 1996, ledit programme de Sous-Projets (y compris les modifications qui pourraient lui 6tre apportEes d'un commun accord avec l'Association). iii) I'Agence: x) soumet A l'Association pour approbation, au plus tard le 30 avril 1996, un programune de Sous-Projets proposes devant etre financEs au moyen du Credit et reprEsentant un cost estimatif global de 2.750.000 dollars; y) adopte, au plus tard le 31 aoet 1996, un programme de Sous-Projets, devant etre finance au moyen du CrEdit et juge acceptable par l'Association, representant un cofit estimatif global de 2.750.000 dollars; et z) execute en totalite, au plus tard le 30 juin 1997, ledit programne de Sous-Projets (y compris les modifications qui pourraient lui etre apportees d'un commun accord avec l'Association). iv) l'Agence: x) soumet a l'Association pour approbation, au plus tard le 30 avril 1997, un programme de Sous-Projets proposEs devant tre finance au moyen du Credit et reprEsentant un cotit estimatif global de 2.750.000 dollars; y) adopte, au plus tard le 31 ao&t 1997, un programme de Sous-Projets, devant wtre finance au moyen du Cr&Iit et juge acceptable par I'Association, reprEsentant un cotit estimatif global de 2.750.000 dollars; et z) execute en totalite, au plus tard le 30 juin 1998, ledit programme de Sous-Projets (y compris les modifications qui pourraient lui etre apport6es d'un commun accord avec l'Association). g) I'Agence execute, au plus tard le 30 juin 1998, un programme de Sous-Projets (outre les Sous-Projets finances au moyen du Credit) representant un codt global Equivalant A 1.000.000 de dollars, dont: i) des Sous-Projets reprEsentant un co6t global equivalant au moins & 250.000 dollars devant etre acheves au plus tard le 30 juin 1995; ii) des Sous-Projets additionnels reprEsentant un coat global equivalant au moms a 250.000 dollars devant etre acheves au plus tard le 30 juin 1996; iii) d'autres Sous-Projets additionnels repr_sentant un codt global equivalant au moms a 250.000 dollars devant etre acheves au plus tard le 30 juin 1997; et iv) d'autres Sous-Projets additionnels reprEsentant un coakt global equivalant au moins A 250.000 dollars devant etre acheves au plus tard le 30 juin 1998. hi) I'Agence adopte, au plus tard le 30 juin de chaque annEe, le programme de formation A appliquer au cours des 12 mois suivants pour l'execution des Parties B. 1 et B.2 du Projet, lequel programme est juge satisfaisant par l'Association et tient compte des besoins identifies au cours de l'execution du programme de formation de l'annEe pr6cEdente. i) I'Agence met A jour, au plus tard le 30 juin de chaque annme, d'une maniere jugee acceptable par l'Association, son programme d'action pour accrottre la participation communauraire dans le cadre de la Partie B.3 du Projet, ladite mise A jour tenant 57 10 compte des besoins identifiEs au cours de l'ex6cution de ladite Partie du Projet au cours de l'annEe pr6c6dente. j) l'Agence exEcute les Parties B et C du Projet conform6ment a un plan d'activite juge acceptable par l'Association et par le Gouvernement. k) I'Agence se charge pour le Gouvernement de la passation de tous les marchEs de fournies et de services dcs ires A I'ex6cution de la Partie D du Projet. 1) I'Agence: i) s'assure aupres d'assureurs dignes de conflance, ou de prendre d'autres dispositions jugees satisfaisantes par l'Association en vue de s'assurer, contre tous risques et pour tous montantS conformes 1 une saine pratique de l'assurance; ii) gere sos op6rations et sos affaiirs conformEment a de bonnes m6thodes fancires, administrives, techniques et d'ingEnierie, sous la supervision de cadres de direction qualifies et experimentes secondes par du personnel comEtent en nombre suffisant; et iii) exploite et entretien en permanence ses Equipements, machines, materiels et autres biens, et de proc6der, dans les meilleurs delais, a toutes les r6parations et A tous los renouvellements nEcessaires conformement a de bonnes pratiques techniques et financieres. m) I'Agence satisfait aux conditions de la Section 3.05 de l'Accord de CrEdit de DEveloppement en ce qui conceme l'examen de l'execution du Projet et des mesures connexes. n) I'Agence rembourse au Gouvement tous fonds du CrEdit non utilises pour l'exacution du Projet, a moins que le Gouvernement et I'Association n'en conviennent AMe14: Obliaoiw Addiionnelles du Gouvernement Le Gouvereent: a) met i la disposition de l'Agence 100 % des ressources ncessaires A I'execution des Sous-Projets vises dans l'Article 13(g) (sans utiliser aucun financement provenant de l'Association pour des crEdit- de projets d'invesissement); et b) verse A I'Agence des fonds equivalent A 1.000.000 de dollars conformement aux dispositions des Sections 3.03 et 6.01 (g) (ii) de l'Accord de Credit de Developpement. 58 11 A 1tie: Dissolution de l'Agence La d6cision de dissolution doit &tre s'nunise a l'approbation pr6alable du Gouvernement. La designation de la personne charg6e de la liquidation de l'Agence doit 6tre entWrinde par l'Etat. Ai_d_e 16: Modification des Statuts Les Statuts de l'Agence ne pourront Otre modifits qu'avec l'accord pr6alable du Gouvemement. Article 17: Enhtre en vigueur de la convendon La pr6sente Convention entre en vigueur a compter de la date de sa signature par les deux parties. Bile peut etre modifie d'un commun accord par le Gouvernement et l'Agence. Le Gouvernement s'engage A parachever les mesures d'ordre lEgislatif ou rbglementaire relatives aux avantages consentis a l'Agence trois mois au plus tard apres l'entr6e en vigueur de la convention. Fait a N'Djam6na, le POUR LE GOUVERNEMEENT DE LA POUR L'AGENCE REPUBLIQUE DU TCHAD LE MNSTRE DU PLAN LE DIRECTEUR GENERAL, ET DE LA COOPERATION ATETIP CONV-WRD.CHD 59 ANNEX 6 60 ATETIP REGLEMENT INTERIEUR 61 2 AThTIP - TCHAD REGLEMENT INTERIEUR DISPOSITIONS GENERALES Ardde I Le present Reglement Interieur est etabli conform6ment aux dispositions des Stauts de I'Agence Tchadienne d'Ex6cution des Travaux d'lnt6r6t Public (ATETIP), d6nomm6e dans ce quli suit 'l'Agence". Sans prEjudice de la reglementation en vigueur, le Reglement lntrieur dEtermine: l'organigramme de I'Agence; - les modalit6s de recrutement du personnel; - l'orgnisation du travail; - la discipline; - les conditions de rEsiliation des contrats de travail; et - les mesures relatives au respect des rbgles d'hygiene et de scurite sur les lieux de travail. le 2: Domaine d'applcation Le prEsent Reglement est applicable A tout employ6 et l'Agence. Lors de son recrutement l'employ6 declare avoir pris connaissance du Rfglement Interieur qui fait l'objet d'affichage selon la reglementation en vigueur. Les activites de l'Agence s'executent dans le respect des procEdures consignees dans le Mamnel de Proc6dures. L'ORGANISATION TECHNQUE Ade3: O rme L'Organigramme de l'Agence est annexe au present Reglement Int6rieur. La Direction de l'Agence cotprend: - le Directwur GEral de l'Agence; - le Directeur Adminitatf et Financier; et - le Directeur Tecbnique. 62 3 Le Directeur G6n6ral assure, conform6ment aux dispositions des Statuts, I'ensemble de la gestion de I'Agence. Le Directeur Administratif et Financier est responsable, sous l'autorite du Directeur G6neral, du fonctionnement des services administratif, financier, comptable et juridique de l'Agence. Le Directeur Technique, sous l'autorite du Directeur GEn6ral, administre les chantiers et procbde i la reception des travaux. II est responsable, sous l'autorite du Directeur GEnEral, de la conduite des Etudes de travaux r6alisEes par l'Agence. CHAPITRE ImI RECRUTEMNT Ajde4: Contrat de Travail Tout recrutement de personnel doit faire l'objet d'un contrat de travail sign6 entre le Directeur GEnEral de l'Agence et le travailleur engag6. Le statut du travailleur sera conforme A la reglementation en vigueur et notamment la convention collective. Ce contrat comporte au moms les elEments suivants: - nature juridique du contrat (la dur6e deterzminde ou indeterminee); - noms, prenoms et adresse du travailleur; - iduree du contrat; - description du poste occupe; et - nature et montant des remunerations principales et accessoires accordees au tavailleur (salaires, primes, indemnites et avantages). Lors de la signature du contrat de travail le travaileur doit produire: - un extrait d'acte de naissance; - un certificat de visite mndicale Mtestant l'aptitude au travail; - un extrait de casier judiciaire eatant de moins de trois mois; - les pieces justificatives de situation de la tOmulle; - quatre photos d'identite; et - la declaration de non conflit d'int6rets vis6e a I'Article 7 ci-apres: L'agence dent un dossier individuel par employe. A ge S: ModaHltEs de recrutemnt Tout recument est assorti d'une periode d'essai dont la duree est fix6e par le contrat de travail en fonction de 1'emploi A occuper. Cette dur6e ne peut excEder la dur6e 16gale. 63 4 AIde 6: Classification - REmunon La classification et la r6mun6ration du travailleur salari6 sont fixees en fonction du poste a pourvoir, et selon les aptitudes reconnues conform6ment aux prescriptions legales, r6glementaires et conventionnelles applicables aux travailleurs de la branche concernee. Arcle 7: DWclaration de non conflit d'Intr6rts Le personnel de I'Agence ne peut detenir directement ou indirectement, aucun interet ni exercer une quelconque responsabilite au sein d'institutions ou d'entreprises publiques ou priv6es appelees A etablir ou entretenir des relations de quelque nature avec I'Agence. 11 en est de mnem en ce qui concerne les institutions ou entreprises b6n6ficiant des activites de l'Agence. Le personnel de l'Agence ne peut en aucun cas percevoir des r6munerations, commissions, honoraires, allocations ou avantage, en especes ou en nature de la part des institutions ou entreprises publiques ou privEes evoquees au paragraphe precEdent. Tout agent est tenu lors de son recrutement de signer une d6claration sur l'honneur 6tablissant la liste de ses engagements, interEts ou participations susceptibles de contrevenir au principe de non conflit d'int6ret enonce au prEsent article. II dispose d'un dElai d'un mois pour se lib6rer de tels engagements, interets ou participations, sous peine de nullite de son recrutement. Toute declaration intentionnellement fausse ou defaut de declaration entrainera d'office le licenciement pour faute lourde de l'agent, sans prejudice des donmmages et int6r8ts que l'Agence pourrait exiger. CHAPrT= IV L'ORGANISATION DU TRAVAIL Article 8: Horaires de travai La duree hebdomadaire de travail est conforme a la reglementation en viguelir. Les horaires de travail ainsi que leurs modifications sont fixEs par le Directeur G6nEral et affiches. Ardcle 9: Hioes supp as Toute heure travaillee en sus de la duree quotidienne fixee A I'Article 8 ci-dessus constitue une houro supplementaire et ouvre droit a indemnite calculee selon la rEglnent ation en vigueur. Le personnel d'nadrement est exclu du bEnEfice des dispositions de I'alin6a prdc6dent. 64 5 Les heures suppl6mentaires ne peuvent etre effectu6es qu'avcc I'accord de la Direction.- Akld 1 Absencu-Cong lErux Apres une periode de pr6sence effective de douze (12) mois au sein de 1'Agence, appelde, 'p6riode de r6ference", un droit A conge est acquis au travailleur. In n'entragne pas d'office le d6padt en cong6 de l'intressC. La jouissance du droit A conge est soumise a l'autorisation prealable de la Direction. Sous r6serve de l'autorisation ci-dessus, le travailleur est tenu de jouir de ses droits A conge, qui ne peuvent etre cumul6s deux ann6es cons6cutives. Les Directeurs de services dressent le planning des d6parts en cong6s du personnel plac6 sous leurs ordres. ls en informent le Directeur General. deJI11: Absence-Mdies et Absences conventionnels Le Directeur de service concerne est obligatoirement inform6 de toute absence. Pendant les heures de travail, aucun travailler ne peut s'absenter de son poste, mmne pour raison de service, sans l'autorisation de son sup6rieur hierarchique. Par ailleurs: les absences pour maladies sont justifites par un certificat d6livr6 par un m6decin et d6pos6 dans les quarante huit (48) heures. L'Agence se reserve le droit de faire proc6der A une contre-expertise. - les absences conventionnelles sont admises; elles doivent faire l'objet d'une declaration prEalable A l'employeur. Aldek 12: Autres cas d'Absence * Les cas d'absence non couverts par les Articles 10 et 11 mais admis par le Code du Travail suivent le regime legal en vigueur. A3 taltenent des Salires Le paiement des salaires est effectue le denier jour du mois, soit par virement bancaire, soit par chlque. Chaque paiement de salaire fait l'objet d'une remise de bulletin de salaire au bEneficiaire. Les demandes d'explication, de renseignements ou les reclamations relatives aux salaires sont adressees au Directeur Administif et Financier par la voie hi*archique. 65 6 £liMBE V DISCILE Arle 14: Retards Tout retard A ia prise du service doit etre justifie aupres du sup6rieur bi6archmique. A l'appr6ciation du Directeur G6n6ral, un retard r6p&tA pourra etre considdr6 comme excessif et donner lieu A une retenue de salaire suivant un barime etabli par le Directeur G6nWral. Artclle 15: Absences Toute absence doit faire l'objet d'une autorisation pr6alable du sup6rieur hirarchrq ou, a d6faut, d'un avais en cas d'impossibilit6 imm4diate. AXricle 16: Comportememt, Accs amx locaux, Secret profeulome L'employ6 doit 6viter tout comportemerit susceptible de perurber le travail dam les locaux de l'Agence ou sur les lieux oTd il est appele A intervenir pour le compte de cette derni6re. L'acces aux locaux de l'Agence est interdit aux employes en dehors des heures de service sauf autorisation expresse accord6e par la Direction pour raison de service. L'acces aux locaux des personnes etrangeres a I'Agence n'est autoris6 qu' raison des besoins du service. Les visites personnelles sont formellement interdites. D'une maniere gEn6rale, 1'ensemble du personnel de l'Agence est soumis aux obligations de r6serve, d'impartialit6 et de discipline similaires A celles qui s'mpouent aux agents de l'Etat. Les ouvriers et les chauffeurs sont tenus de ranger les outils, engins et vehicules apres les heures de travail dans les lieux d6signes a cet effet par leur sup6rieur hi6rarcbique. L'utilisation du mat6riel de l'Agence hors des heures de service ou leur utilisation pour les besoins autres que ceux de service est strictement prohibEe. Toutefois, le Directeur Gen6ral pourra autoriser l'utilisation de ce mat6riel A ie exceptionnel en dehors des heures de service pour des raisons exdusivement rattach6es aux missions de l'Agence. 11 est formellement interdit amx chauffeurs ou A tout conducteur d'un v6hicule de I'Agence de transporter des personnes ou objets sans rapport avec le service. En cas d'accident l'Agence decline toute responsabilite a l'Egard des tiers et se r6serve les droits usuels de recours A 1'encontre des fautifs. 66 7 frid 17: Sanctionls Les sanctions pr6vues pour infractions au pr6sent Reglement ltrieur sont dama I'ordre croissant: l'observation verbale sans mention au dossier individuel; I'observation verbale avec mention au dossier individuel; I 'avertissement; le bl4me; la mise A pied provisoire avec suspension du salaire; et le licenciement. A l'exception de l'observation verbale sans mention au dossier individuel les sanctions sont consign6es au dossier individuel de l'employ6 mentionne A l'Article 4 ci-dessu. Aile 18: Prononce de la mesure de sanction Jusqu'au blame compris, la sanction est prise par le sup6rieur bifrarchique apres infornaion du Directeur de service concerne. La mise a pied provisoire avec suspension du slaire et le licenciement sont prononc6s par le Directeur G6neral. Le Directeur General est r6guli6rement informe de toutes les sanctions prononc&s. Ail2e 19: Requtes et r6damations Les requEtes et reclamations sont pr6sent6es en premier lieu au superieur hice. A defbut de r6ponse dans le delai d'un (1) mois ou si cette demitre n lui donne pus satisfion, il appartient au travailleur de prEsenter dirctement sa requte ou reclamation au Directeur GEnral. Les requetes ou rEclamations sont toujours prEs6es par 6crit. ClAPBE VI RUPTRtE DU CONTRAT DE TRAVAIL Ad i2f: Dnsson La demission et le licenciement sont soumis aux dispositions lEgales et rEglemeaue en vigueur. Arcde 21: Priavis La partie qui prend l'initiative de la rupture du contrat doit observer I d61ai de pr6avis prEvu par les dispositions legales et rEeI iri-es en vigueur. 67 8 HYGIENE ET SECURIT Arfle 22: Conues dhygiene et de s6curlt6 Tout travailleur est tenu d'observer la r6glementation relative A la prevention des accidents du travail et des maladies professionnelles en se conformant notamment ux cosigns d'hygiene et de securte qui sont affich6es sur les lieux de travail. AIVo: loaon des Consigm Toute violation des consignes entraine ne sanction prevue i I Article 17 ci.desss. ~gM4: Accdent du travail Tout accident du travail impliquant un employ6 de lAgence ou un tiers doit mire l'objet d'une declaration immdate au Directur Administratif et Fiancier de I'Agence. Le Directeur Administratif et Financier se charge des formalites sanitaires et des dEmarcles aupres des organismes de securite sociale et societMs d'assurance concernEes. DISPOSITIONS DIVERSE At. 25: Dfcaration et PubcIt CnforMn aux dispositions lEgales et rEglemeiras en vigur. le prEsent Rbglement Int6rieur sera communique aux travailleurs par voie d'affidcp et soumis aux autoritEs comp_tentes. Fait A N'DjamEna, Ie Le Direcur GE6nd de I-Agece "dsi 68 ANNEX 7 69 Constructon Cotecteur de Deib (Chagoua) Mairie de N'Djamena 1. Description Techniaue Le projet consiste en la construction d'un collecteur en maronnerie (pierres taillees, briques cuites) le long des 700 metres d'une voie prioritaire de p6netration d'un quartier dont le drainage n'est pas assur6. 2. Elements du coi Le coat estim6 de ce projet est de 85.000.000 FCFA dont 60% pour les materiaux. 3. Situation sans Projet La zone de Demb6 se situe dans le quartier Chagoua qui est peupl6 en majorite de jemu cadres, de p-eus et quelques eleveurs de porcins. Le probleme fondamental est que le quartier est situ6 dars une cuvette. En saison des pluies, les eaux s'accumulent dans les bas fonds et inondent tout le quartier causant ainsi des morts et de nombreux d6gats mat6riels. En 1988, on a dEplord 30 morts et 10.000 sans abri. Les fortes pluies du mois d'aoat 1991 ont occasionne 61 morts et 3026 chambres ecroulees et cette annee trois personnes ont ete tuWes par I'ecroulement de leur habitation. Aussi, la stagnation des eaux apres les pluies met le quartier dans une situation santire pr6caire. 4. BW6ficiaire du Projet et b6nefices attendus Le b6neficiaire est la Mairie de N'Djam6na. La rEalisation de ce projet permettra le drainage des eaux pluviales et contribuera a l'am6lioration des conditions d'hygiene de 130.000 habitants dans les quartiers de Demb6, Chagoua, Amkoundjara ot Amtoukoui par la suppression des nuiances et la protection des 6.500 concessions environnantes. 5. Part de main d'oeuvre sur le coat total du Proiet La xnain d'oeuvre absorbe 35% du coOt estim6 du projet. 6. Oportnite economique et social La constiction du collecteur occupe une place de choix parmi les prionites du quartiar. Avec un investissement de 85.000.000 FCPA et un codt annuel d'entretien de 1.000.000 FCFA, il sera possible d'viter les couts causes par les inondations, dont seulement les d6gfUts materiels sur le patrimoine immobilier s'6tevent a 40.000.000 FCFA par an. Le taux de rentabilit6 interne de cet hwesv s_ est de 60%. 70 2 REhabiation Centre Sodal n° 2 MNIstbre des Affah,es Sodales 1. Description Teconique Le Centre Social n° 2 est une structure qui abrite des salles de consultations prenatales, d'alphabEtisation, d'education familiale et une 6cole maternelle. Une partie du Centre est construte en magmonerie et l'autre partie en terre argileuse. La toiture est en tWle onduldee avec un faux plafond. Les fermetures sont en memuiserie m6tallique. Les travaux i rEaliser sont les suivants: - reprise de certains points de Ia ma;onnerie, - reprise de la peinture, - reprise de la toiture, - reprise de la plomnberie, - reprise de la menuiserie bois et metallique - reprise de l'etancheit6, - construction de deux salles de classe, - construction de latrines A fosses ventilees, - construction d'une cl6re en parpaings. 2. El6ments du coats Le collt est estime a 32.000.000 PCFA dont 65% pour le gros oeuvre. 3. Situation sans Projet Les salles presente toutes des defauts qui pourraient conduire A la rine totale de l'ouvrage (fisuration des murs et de la chape, flcissenent et pern6abilit6 de la toiture etc.). Le Minister serait donc conduit a construire un nouveau centre danm un dMlai de cinq ans au plus, ou A intefrompre lea services assurEs par le centre. 4. B&iciaire du Projet et ben6fices attendus Le b6n6fciaire du projet est le Ministere des Affirea Sociales. La frquentation du cere est de 16.420 personnes par an, distribu6es de la faion suivante: - vaeres enceintes: 200 par mois meres allaitantes: 750 par mois - enfants d6nutris: 150 par mois - cas socaux: 250 par mois - Ecole maeneile: 120 ecoliers par an - alp0saton 100 femmes par an 71 3 La r6alisation des travaux ameliorera les conditions de travail des infirmiires, des assistances sociales et des 6leves. Aussi elle mettra fin au danger que pourrait constituer l'ecroulement de certaines salles. 5. Part de main d'oeuvre sur le cofit total du Protet La main d'oeuvre absorbera 9.000.000 FCFA soit 28% du coQt global avec 60 journ6es de travail. 6. ODortit6 fconomique et ociale La rehabilitation du centre permetra d'augmenter la capacit6 d'accueil des 6coliers, r6duira les cofits d'entretien et evitera les coOts de constrution d'un nouveau centre dane quate ans. Le taux de rentabili interne de cet invetisement est de 20%. Rhabliation Canveau Avenue De Gaulle Mahie de N'Djamndna . o on Techniue Le projet consiste a r6habiliter un caniveau manonn6 drainant les eaux le long de 1160 metres de l'une des voies principales de N'Djam6na. Le travail se fera au niveau des tronsons obtures par le sable et les dechets et au niveau des tronons d6grades par la pouss6e des torres. 2. Elements du coft Le coOt estime du projet est de 40.000.000 FCFA dont 60% pour les mateiaux. . Suitution sans Projet Apr,s les pluies, les eaux stagnent pendant plusieurs jours bloquant ainsi la circulation et provoquant des problemes d'hygiene. En outre la stagnation des eaux provoquent la dEgradation progressive de la cbaussEe. 4. Bn6ficiaire du rolet et befices attendus Le bEnficiaire est la Mairie de N'DjamEna. La rEhabilitation de ce caniveau asura le drainage des 72 4 eaux et une hygiene de vie convenable pour 67.500 personnes en 3.500 concessions, ainsi que la bonne circulation des habitants et la p6rennit6 de la chauss6e. S. Part de main d'oeuvre sur le cotit total du Proiet La main d'oeuvre absorbera 35% du cost du projet. 6. Onportnit6 economique et sogiale La r6habilitation du caniveau aura des effets positifs sur les conditions de vie des habitants, reduira les co8ts d'entretien et evitera la destruction de la chauss6e ainsi que les autres colits causes par les imndations Le taux de rentabilt iterne du projet est de 29%. EAtmten des chaussd_ bitund. Maine de N'Djam3na 1. Desmcrtion Tehniqe Le projet consiste a fermer des nids de poule et A apporter un traitement bicouche au r6seau de 2.645 mitres de chaussees bitum6es de N'Djam6na, pour l'imperm6abiliser et 11i redonner un niveau de service acceptable. 2. Elements du colt Le coOt du projet est estime a 40.000.000 FCFA dont 75% pour les materiaux. 3. Sitation sans Proet L'etade ed0graation des chaussEes entraine non seulement l'inconfort et l'ins6curite mais aussi pourrait conduire a moyen terme i la mise hors d'usage. Cet 6tat est aussi en partie la cause des coOts 6leves d'exploitation des v6hicules. 4. B6nEficiaire du Procjt et BWnefices attendus Le b6Enficiaire est la Maire de N'Djaumna. La realisation de cc projet aura pour impact: - iune amelioration du confort et de la s6curite des usagers, 73 une diminution des coats d'exploitalion des vEhicuWes, - une riduction des nuisances. 5. Part de Main d'oeuvre sr le cogt total du Prolet La main d'oeuvre est estim6 A 20% du codt total du projet. 6, Opporite Economiue et sociale Le projet va apporter une importante diminution des cofits d'exploitation des vWhicules, et we diminudon des miisances que peuvent causer la poussi6re. Le taux de rentabiit6 intetne du projet eat de 25%. La construction d'une chaussEe neuve bitun6e de nm&es dimensions en voiric urbaine aurat un codt de 343.850.000 FCFA. 74 ANNEX 8 75 AGENCE TCHADIENNE D'EXECUTION DES TRAVAUX D'INTERET PUBLIC (ATETEP) EXCERPT from the MANUEL DE PROCEDURES' I Ie Mana of Proces is avlcae sepmately as a self-conad docmt 76 PROJET DE TRAVAUX D'INTERET PUBLIC MANUEL DE PROCEDURES Table des Matieres SECTION I - PRINCIPES DEONTOLOGIQUES GENERAUX APPLICABLES AUX ACTIVITES DE L'AGENCE 1. 1. Rappel des objectifs de l'Agence 1.2. Principes de reference 1.3. Conflit d'int6r&ts 1.4. Obligations du personnel de I'Agence vis-a-vis de l'ext6rieur SECTION II - PROCEDURE DE SOUMISSION DES SOUS-PROJETS A L'AGENCE PAR LES BENEFICIAIRES ; t. Qualite des b6neficiaires 1).2. Informations a fournir lors de la soumission des sous-projets 11.2.1. Sur le Ben6ficiaire 11.2.2. Sur le sous-projet presente 11.3. Criteres dWeigiibilMt 11.4. Evaluation des sous-projets 11.4.1 Grille d'evaluation 11.4.2 Commission de selection des sous-projets 1.4.3 Sous-projet d'un montant sup6rieur i 50 millions FCFA 11.4.4. Revue annuelle des indicateurs 1.5. Relations de l'Agence avec le b6n6ficiaire au cours de l'evaluation des sous-projets 11.6. Notification de l'acceptation ou du rejet du projet 11.7. Recours du b6n6ficiaire 11.8. Signature de la Convention de Maitrise d'Ouvrage D6l1gu6e SECTION HI - PROCEDURE DE PRESELECTION ET CLASSEMENT DES TRAVAUX DES ENTREPRISES I1H.!. Classement des travaux III.1.1. Les "Travaux" 111.1.2. Les "Services" 111.2. Classement des entreprises 111.2.1. Publicit6 1.2.2. Modalit6s d'inscription 111.3. Examen des demandes de qualification et de classement 1.4. Reclassements et d6classements II1.5. Droits des entreprises qualifi6es SECTION 1V -PROCEDURES D'ATTRIBUTION DES MARCHES DES TRAVAUX ET CONTRATS DE PRESTATIONS DE SERVICES IV. 1. G6n6ralit6s IV.2. Procedures standard pour des marches de travaux dont le montan estime est infnrieur A 50 millions de. FCFA 77 IV.2.1. Appels d'offres IV.2.2. Soutission des offres IV.2.3. Commission d'attribution des marches IV.2.4. Pr6rogatives de la CAM IV.2.5. Qualification du sounissionnaire IV.2.6. Modalites d'ouverture des plis IV.2.7. Eclaircissements et modifications a apporter aux soutnissionnaires IV.2.8. Caractere confidentiel de la proc6dure IV.2.9. Examens des offres IV.2. 10. Evaluation et comparaison des offres IV.2. 11. Selection des soumissionnaires WI. 12. Attribution du march6 IV.2.13. Prorogation de la validite des ofifres IV.2. 14. Rejet de toutes les offres IV.2.15. Nouvelle attribution apr&s resiliation IV.3. Proc6dure pour les march6s de travaux od il y aurait moins de cinq soumissionnaires ou dont le montant estim6 est suprieur a 50 milnions de FCFA et inf6rieur A 100 millions de FCFA IV.4. Proc6dure d'appel d'offres international pour des marches de travaux dont le montant estim6 est sup6rieur A 100 millions de FCFA IV.5. Proc6dures applicables pour les prestations de consultants SECTION V - PROCEDURES POUR LES ETUDES ET LA SUPERVISION DES TRAVAUX V.1. Etudes V.2. Supervision des Travaux V.2.1. Fiches d'Avancement du Chantier et Relations avec la comptabilit6 du march6 V.2.2. Controle des Travaux V.2.3. S6lection des maitres d'oeuvre V.2.4. Supervision des maitres d'oeuvre V.2.5. R6siliation V.2.6. R6ception Provisoire, vErifications V.2.7. Reception Definitive V.2.8. Remuneration des maitres d'oeuvre V.2.9. Rapport pour le beneficiaire V.2. 10 Contr6le direct des travaux par l'agence SECTION VI - PROCEDURES COMPTABLES POUR LA GESTION DES MARCHES VI.I. Engagements VI.2. PrEsentation des dEcomptes VI.3. Contr6le des decomptes VI.4. Ordonnancement des paienents VI.5. Signature des cheques et ordres de virement VI.6. Cl6ture du marche 78 SECTION VII - PROCEDURES DE GESTION DES RESSOURCES DE L'AGENCE VII. 1. Principe du compte roulant VI.2. Etats certifi6s de depenses VII.3.Classement des pieces justificatives VI.4. Procedures de realimentation SECTION VlIl - PROCEDURES POUR LE SUIVI DE L'ACTMTE DE L'AGENCE VIII.1. Mriodicite des rapports VIII.2. Informations A fournir par la Direction Technique V11m.3. Infornations A fournir par la Direction Administrative et Financiere VIII.4. Informations a caractere exceptionnel VIII.5. Calendrier de preparation et de soumission de chaque rapport VIII.6. Indicateurs de performance SECTION IX - PROCEDURES DE SUPERVISION DE L'AGENCE IX. I. Revision des comptes et audit de gestion IX.2. Obligations particulieres des differents services de I'Agence lOrS de la revision des comptes et de l'execution des audits de gestion IX.3. Comportement des agents vis-a-vis des reviseurs-comptables et des experts charg6s des audits de gestion SECTION X - STATUT DU PERSONNEL X. 1. Contrat de travail X. . .1. Formation et rupture du contrat de travail X. 1.2. Sa'aire X.2. Gestion du personnel X.2. 1. Defintion de la gestion par objectifs X.2.2. Lettre d'objectifs annuels X.2.3. Processus X.3. Proc6dure d'evaluation X.3. 1. Auto-evaluation X.3.2. Evaluation de fm de cycle annuel X.3.3. Sanctions ANNEXES Annexe I - Modele de convention de d6l6gation de maitrise douvrage Annexe 2 - Modele de fiche de soumission de projet Annexe 3 - Indicateurs d6valuation des projets eligibles Annexe 4 - Fiche pour l'impact des sous-projets sur l'environnement Annexe 5 - Modele de convention-type de mise A disposition de mat6riel Annexe 6 - Formulaire de qualification et de classification des entreprises Annexe 7 - Projet de contrat de travaux Annexe 8 - Modele de lettre de soumission Annexe 9 - Modele de contrat-type d'6tudes Annexe 10 - Modele de termes de r6lirence pour une mission d'tudes Annexe II - Moddle de contrat-type de supervision Annexe 12 - Modele de termes de r&rence pour une mission de contr6le de travaux Annexe 13 - Presentation type des rapports dWactivit 79 ANNEX 9 80 Summary of Consulting Services Type of Contract Person/months Fim T.A. package to contractors and 180 X consulting finns Training program for beneficiaries 30 X Community participation program 20 X Project monitoring 60 X Procurement reform and 34 X implementation , . CONSULT.SUM 81 ANNEX 10 CHAD PUBLIC WORKS AND CAPACITY BUILDING PROJECT huplanentation Schedule Pre- 1994 1995 1996 1997 1998 Total |_______________._______________._______ project 2ad slot S Payment Credit Timing .I.__._-_ SignaturelEffectiveness/Close. x 1 x XI Com, pomts Public Works 14.00 L T.A. to Contractors/Consu.tants 5.7 2.70 LTraining to Beneficiaries _1.0.28 Community Participation __1_0.25 LMoniin u tomundn_ 0.48 Procures ent Audit Study and Refoam a n0.68 Inerntall Operatob C u a, w 1.01 ux Of aice Eqsleprent svc 0.42 t b -Miselanesus O__ 1i_037 PP, 0.21 TOTAL 1/ --. -09 4.17 S .11 5.63 2.37 2 0.39 (2. .97) (3 .92) (4.36) (4.38) (I1.75) 1 7.39 if Totals might not add up due to rounding. Note: Figures in paranthescs show IDA-financed amount. AD works are tD be proeCllN accorig to the procedurs outlined in the Executing Agency's Procedures Manual, which must be accetable to IDA at aU times. Goods wil be procured by LCII. Consultng servicos arc to be pmmocud accordkg to Ran Guidefine. 83 ANNEX 11 84 Supvision PI" APPROXIMATE ACrIVITY EXPECTED SKI1US DATE (SW) September 1994 Suvervsion Mission Urb. Fin. Analyst Proiect Lau1ich Workshop Operations Officer (1) Engineer (1) Objectives: Disbursements (1) a) Explain project objectives to beneficiaries, enterprises and Procumet (1) government Lawyer (1) b) Hold detailed workshops on procurement and disbursements c) Review effectiveness: i) Achievement of credit effectiveness ii) Review accounting and management information system December 1994 Supervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer March 1995 Sunervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer June 1995 Supsrvision Mission Ub Financial a) Review project progress Analyst ,g __________ |b) Review outstanding issues Engineer -September 1995 suprvi sion Urban Financial a) Review project progress Analyst !-_____________ !b) Review outstanding issues Engineer December 1995 Supervision Mission Urban Financial a) Review project progress Analyst l_______________ b) Review outstanding issues Engineer March 1996 Supnervision Mission Urban Fincial a) Review project progress Analyst l_____________ b) Review outstanding issues Engineer June 1996 Sunervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer September 1996 Joint IDA/Government Mid-Term Review Urban Financial a) Review Action Plan and possibility of extending project to Analyst other cities Engineer b) Review overall project progress and adequacy of institutional arrangemnents c) Review project accounting, SOE and disbursements .___________ d) Review project's overall impact December 1996 Superisi Urban Finanial a) Review project progress and implementation of Analyst tecomndations from the Mid-Term Review Engineer b) Review outstaling issues 85 March 1997 Supervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer June 997 Supervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer September 1997 Sunervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer December 1997 Supervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer March 1998 Supervision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer June 1998 Suarvision Mission Urban Financial a) Review project progress Analyst b) Review outstanding issues Engineer September 1998 Final Sunervision Mission Urban Financial a) Discussions with Govemment Analyst b) Preparations for drafting of PCR Engineer c) Initiation of preparatory work for future project. I Assumes a Board approval in June 1994. Staff inputs in staff weeks (sw) to supervision are as follows: 11 sw for FY93, 8 sw for FY94, 8 sw for FY95, 6 sw for FY96, and 2 sw for FY97.