Document of The World Bank Report No: 20569-LE PROJECT APPRAISAL DOCUMENT ONA PROPOSED LOAN IN THE AMOUNT OF US$65 MILLION TO THE LEBANESE REPUBLIC FOR THE URBAN TFLANSPORT DEVELOPMENT PROJECT May 13, 2002 Finane,p PrivsatP Setnr, nnd Infrnstruwtiure Mashreq Department Midd!u .^q ~,on slAt. . t.IIAnt ns .S-.nn CTI1 TD DXTIV CTrnT MI AT T2NTTS (Exchange Rate Effective November 2001) Currency Unit = Lebanese Pound (LL) LL 1.00 = US$0.000667 US$1.00 = LL 1.500 FISCAL YEAR January -- December ABBREVIATIONS AND ACRONYMS CAS = Country Assistance Strategy CCTV = Closed Circuit Television CDR Council for DevelopnIent and Pecons-,act-on DGA = Directorate General of Antiquities DGLMT = Directorate General of Land and Maritime Transport DOR Directorate of Roads EA = Environmental Assessment EMP = Environmentai Management Plan EMP-CHC = Environmental Management Plan - Cultural Hentage Component GDP G Goss Domestic Product GBA = Greater Beirut Area GBATP Greater Beirut Area Transport Plan ICB = Intemational Competitive Bidding IRR Intemal Economic Rate of Retum ITS = Intelligent Transport System JBIC = Japan Bank for Intemational Cooperation LOS = Level of Serv-ce MIRR = Modified Intemal Economic Rate of Retum M&E Monitoring and Evaluation MOE = Ministry of Environment MOIM = Ministry of Interior and Municipalities MPT = Ministry of Posts and Telecommunications MPWT = Ministry of Public Works and Transport NPVI = T Net r.sent V-Xue L'41 V LiW ric~L V OAU O&M = Operation and Maintenance OCFTC = Office des Chemins de Fer et des transports en Commun PCU = Passenger Car Unit PIP = Project Implementation Plan PMR = Project Management Report PMU = Project Management Unit RAP = Resettlement Action Plan ROW = Right of Way SA Socinl Assessment TMC = Traffic Management Center TMO = Traffic Management Organization VOC = Vehicle Operating Cost VOT = Value of Time Vice President: Jean Louis Sarbib Country Director: Joseph P. Saba tSector Director: r,Pmm,nh1pl F-o.-esti-r Sector Manager: Hedi Larbi ITask TeaITi Leader: Mohamlllmed Feghoul LEBANESE REPIUBLIC URBAN TRANSPORT DEVELOPMENT PROJECT CONTENTS A. Project Development Objecti ve Page 1. Project development objective 3 2. Key performance indicators 3 B. Strategic Context 1. Sector-related Country Assistance Strategy (CAS) goal supported by the project 4 2. Main sector issues and Govermment strategy 4 3. Sector issues to be addressed by the project and strategic choices 8 C. Project Description Summary 1. Project components 9 2. Key polkic ar.d institutonoI refor cuinnrtarl by the pro,ect 10 -. *-.. k11_ W1 **17LtJAb % 1JAA OU.A L U.- WfS p JJ- 3. Benefits and target population 11 4. institutional and implementation arrangements l D. Project Rationale i. Project alternatives considered and reasons for rejection 13 2. Major related projects fin;nced by the Bank and other development agencies 15 3. Lessons learned and reflected in the project design 16 4. Indications of borrower commitment and ownership 17 5. Value added of Bank support in this project 17 E. Summary Project Analysis 1. Economic 18 2. Financial 19 3. Technical 19 A .Tsti:utionl 21 5. Environmental 22 6. Social 24 7. Safeguard Policies 26 1 Sustain1hi1itV 76 2. Critical risks 27 3. rossible cUnuoversiai aspdb tL 28 G. Main Loan Conditions 1. Effectiveness Condition 28 2. Oth.er 28 H. Readiness for Implementation 29 I. Compli.ce4 wi-o. B 1 Plicies 29 1. ~~wiul ~ - Annexes Annex 1: Project Design Summary 30 Annex 2: Detailed rloJect Description 34 Appendix 1: Traffic Management Organization Annex 3: Estimated Project Costs 70 Annex 4: Cost Benefit Analysis Summary, or Cost-Effectiveness Analysis Summary 73 Annex 5: Financial Summary for Revenue-Earning Project Entities, or Financial Summary 80 Annex 6: Procurement and Disbursement Arrangements 86 Table A: Project Costs by Procurement Arrangements Tabe Al: Consiltant selection Arrangements Table B: Thresholds for Procurement Methods and Prior Review Table C: Allocation of Loan Pro-eeds Annex 7: Project Processing Schedule 99 Annex 8: Documents in the Project File 100 Annex 9: Statement of Loans and Credits 102 Annex 10: Country at a Glance 105 Annex 11: Summary of the Resettlement Action Plan 107 Annex 12: Summary of the Environmental Management Plan 118 MAP(S) '01 'P" No. 3091:Teao IBRD No. 30911: Urban Transport Development Project - Traffic Signals System --- XT_ onnll ' TT_1L_ _ _ T_.l .T A 1f1_ T:__ FA+ IDiuJ IN(. -UYILZ; UIsnI I XIdiUIpUL LJCVC1UJpIllG; JLUJUL - %UIlIUUl IUJPIUVV1LL L X LIUlaIlL IBRD No. 30913: Urban Transport Development Project - CCTV System IBRDJ No. 30914: Urban Transport Development Project - On-Street Paid Parking Zones LEBANESE REPUBLIC URBAN TRANSPORT DEVELOPMENT PROJECT Project Appraisal Document IVIIUdUV £,a auLu olU ,V l-Ul AWCa I1 ur101 MNSIF Date: May 13, 2002 Team Leader: Mohammed D. E. Feghoul Cnuintr MsAnager/ffireetar JnTenh P. Saha Sector Mansver: Hedi Larhi Project ID: P034038 Sector(s): TU - Urban Transport Len A.. In-et SpciicL"ve. Trn r.t,,m,,f (S1T~ ) h() TrarQpo..n- [1|US.&AZA~ A*~LA Poverty Targeted Intervention: N Project Financing Data | [Xp Loan [I Credit [ Grant [ Guarantee [ Other: For LoanslCreditslOthers: Am..-un (U S'm):. 6C Borrower Rationale for Choice of Loan Terms Available on File: 1 Yes Proposed Terms (IBRD): Fixed-Spread Loan (FSL) Grace period (years): 7 Years to maturity: 13 Commitment fee: 0.85% and 0.75% Front end fee (FEF) on Bank loan: 1.00% Initial choice of Interest-rate basis: Type of repayment schedule: pq Fixed at Commitment, with the following repayment method (choose one): I ] Linked to Disbursement r"na:ii 1n4'P!arrtSm1 Rehr* 1- c- I Fonreign Totalt BORROWER 32.26 0.00 32.26 I rnn 1~~~~~~~~~~~~~~~~~~~~I'CA AO A-' CC (An FOREIGN SOURCES (UNIDENTIFIED) 8.96 8.96 17.91 Total: 57.76 57.41 11 5. 17 IR,Wrnur (AGVRThNM OFT (W T TLEBANO%)N Responsible agency: COUNCIL FOR DEVELOPMENT AND RECONSTRUCTION (CDR) tkUU1V~~. 1au~I. ru-J.ay, r.'J. iJIJA I IV/ J J.) JJLUL) .U4IU Address: Lalilet^l Say P..Bo31655, B:ut, LebVar.or. Contact Person: Mr. Jamal A. R. Itani, President Mr. Elie nelou, rojuect IvManager Tel: 961 1 981 431 Fax: 961 1 981 252 Email: Elieh@Cdr.Gov.Lb Other Agency(ies): Ministrv of Public Works and Transport (MPWT) Address: Ministry of Public Works and Transport (MPWT) Beirut, Lebanon Cnnt^~pt Persn: Mr. Ahdelihfeez7 T(iysi, fjr,ctnr (gnpml fnr T a"ntd niI Maril4ntm T"rinnrt Tel: 961 1 371 644 Fax: 961 1 371 647 Email: Ministry of Interior and Municipalities (MOIM) Addrres Ministry of Tnterior and Municipalities (MOTM RBein,t Lebanon Contact Person: Mr. Nicolas Habr T.i. 961 ! 751 60! F-a: 961 ! 74A4434 Emai Estimated Disbursements Bank FY/US$m): 2003 2004 2005 2006 2007 2008, 2009 Annual 6.00 15.60 19.80 14.50 1 6.50 2.10 0.50 Cumulatlvew 6.00 j 21.60 1 41.40 T 55.90 T 62.40 T 64.50 1 65.00 I Prolact Imniementation neriod: 6 Expected effectivenessdate: 10/31/2002 Expected closing date: 12/31/2008 2 P. P roject Deve;opmeunt %bJuI tIve i. Project development objective: (see Annex 1) The project's development objective is to nrovide the city of Beirut and the Greater Beirut Area (GBA) with the basic institutional frameworlc, which it now lacks, and critical investments needed to maximize the Pffirienrv of the exi tine lirlhnn tmnqnnrt inftni&iirit. Thpese inv_ctm ttc uuill pnrnovi:d the fnhind2iton fnr future development of an efficient transportation.system for the city and its metropolitan area. For Beirut to regain its position as a competitive regional center for finance, trade, services, and tourism, it needs to have an efficient transport system. To this end, the Government prepared in 1994 a comprehensive Greater Beirut Area Transportation Plan (GBATP) which addresses the most serious urban transport issues, analyzes needed investments through the year 2015, and recommends a large (phased) investment program. The prioritization and phasing of this program, which will be the largest single investment in Lebanon over the next ten years, will require a significant planning, consensus building, and resource mobilization effort. The proposed Urban Transport l)evelopment Project, the first to be financed by the Bank in this sector in Lebanon, would help build the urban transport institutions needed to address the diverse transport issues the city faces, and would support selected high-priority investments recommended in the GBATP. The project is intended as the first of a series Dof projects to help Beirut meet the challenges of urban transport in a cost- effective, sustainable, and socially sensitive manner. As a consequence of the long conflict that engulfed the city from the mid-1970s through the early 1990s, and td.e resutin.g diestruc-fion of bothb phuscar-l ardins nt4tlti ors ;"roQstc-e* for -1-a _aspr, Co-t r ne.l- lacks the most basic elements of an urban transport system.This project therefore focuses on establishing key ;-£+";+.u'uo sAu p.^vdo A ;. ,r, ,, r.cs& 1tutueiv-.rs pcfc , ,.h JrJc wol see to UWULLWI ~LL5 i~ivl U'. Lu.lv flxl uv mu0.Y . L,U LLI ~UJY LU111i. 1AUAUy UP p1JJVVL W'&U1L 0 ~ VV (a) Improve traffic management by supporting: (i) establishment of a Traffic Management Organization (TMO), with intelligent Iransport system (ITS) capabilities, as an autonomous metropolitan agency to monitor and control traffic operations within the GBA; (ii) capacity building for traffic operations; and (iii) installation of traffic signals and layout improvements for all significant intersections in the GBA (about 200 intersections). (b) Regulate on-street parking in selected zones through: (i) capacity building in the area of parking management; (ii) installation of pay-and-display paridng meters, along with necessary parking signage to control about 6,500 on-street parking spaces; and (iii) development of appropriate regulations, pricing, and institutional arrangements for on-street parking control. Concession arrangements will be agreed between the Traffic Management Organization and the GBA municipalities for operating their on-street parking prograras. (c) I ,,.prove f-. .t, flaW nn sa.,e- - mn,nr ,.n.m.. -+. I--.-A-ordont.ao\ k.c by f n.cr.g ,nl-can o f kL) A.*J' LI VC _JJ&t J. *L _V1*L.6 - - LJIf L~II -_j -3.L 4 .lL YO -/ JC -LU5 grade separation facilities at 19 highly congested intersections. (d) Improve transport planning and organize public transport services through: (i) transport planning studies to formulate an integrated urban transport development strategy; and (ii) capacity building in the areas of regulation and organization of public transport services. 2. Key performance indicators: (see Annex 1) Thie achievement of the project's objective will be evaluated against the following performance indicators (by the end of the project): (a) effective traffic control system throughout the GBA, and a well-flmctioning Traffic Management Organization; (b) reduced congestion on major corridors; (c) effective on-street parking management and significantly reduced parking violations in areas critical to efficient traffic operations; and (d) - 3 - approval of an integrated urban transport strategy and accompanying transportation plans by December 31, 2005. B. Strategic Context 1. Sector-related Country Assistance Strategy (CAS) goal supported by the project: (see Annex 1) Document number: R97-256 Date of latest CAS discussion: December 4, 1997 The project is fully consistent with the Bank's Country Assistance Strategy (CAS) for Lebanon. Specifically, the project addresses tw-o of ue key objectives of te GAS, namlely: rehabilitation and expansion of infrastructure (focusing on transport), and institutional development. 2. Main sector issues and Government strategy: Beirut is the core of Lebanon's service-based economy and accounts for one third of the country's population and more than two thirds of the total value added in the economvy The city and itsc m ntropolitan area, however, suffer severe traffic congestion, which results in high economic losses and deteriorating air quality. Since ci,taiinpiI arnxxrth nf thP cpruir_p-nripntpd orrmnn,u rnict hp iinAmrn;nnPA h ., Pffieipnt ;nfrvfhtniirp lAinr,,f nApAc to improve the efficiency of its urban transport system. In years past, Beirut had an extensive urban transport system including a well-developed bus system and even a trolley-bu -ytr. -" to .-o.e prolne eido onc,ti n.atv.edtro-td lo vrtels two decades major changes have occunred in Lebanon's demography due to urbanization and displacement of `___ - ___ o ,L __-_1__.__r :___ __J T-:--. ._- -- '--- - * 1_I-- ---- 1- st -v--- resvIUCiv LIUIII Ul1 vUUUI dIU GIUUi1l1UUII Ul UUvU1bbV IIUIII DEUUL LU VdL1UUb lULVUUV1L diUlig Ulu CUdsL. ill Ub have resulted in significant changes in traffic patterns throughout the GBA, which, in turn, have caused severe congestion in and around Beirut, and particularly at its entrances, including the connections with The coasTai highway to the north and south. The problem of congestion is exacerbated by a heavy reliance on private cars, which amounts to approximately 300,000 cars for a population of some 1.2 million in the GBA (about 250 cars per 1000 inhabitants). More than 68 percent of total motorized person trips (about 1.75 million daily vehicular trips) are made by private car. Shared taxis account for nearly 15 percent of all trips, while just 17 percent of the population are served by private or public bus services. In addition, latent travel demand is high and would materialize if transport capacity were improved. Mairn sea,t,-n issuesc Several key issues must be addressed to improve the operational and economic efficiency of the GBA urban transport system. These issues can be broadly grouped into six main categories: (a) transport planning and management; (b) traffic congestion; (c) parking management; (d) public transport; (e) transport emissions; and (f) integration of environmental and social issues into sector planning and management. Ineffective transport planning and management. There is currently no institutional capacity for urban transnort planning and traffic management in the GBA. At Dresent. resDonsibilitv for urban transport planning and development is fragmented among various ministries, agencies within each ministry, autonomous municipal and national agencies; and CTBA municipalities, with weak coordination mechanisms among them- Their duities are also not clearly delineated. Moreover, the institutions suffer from acute scarcity of financial and human rocnhilr'es Asc reciult mann rriticrl trvncnnrt nnlic'u nl2nnina snrd enprntinnsl n2r,p'tc 5rp re%mnlptplv neglected under the existing institutional arrangements. The lack of institutional capacity has, among other um150P, re-,U1LU Un Ltdeficier.t aj poor-Fly .tfl ae -flaw0, znd wVe L.ba I.d-usf FlanUhr.g. ISL.LflL.cies in traffic management also contribute to worsening auto-related extemalities, such as air pollution, accidents, adI chiduc Uaflcljaill. -4 - ,Tn-ee is_ a ---d .0-r a comm_l.r_Iv m-- Tt-.oa Trbar1 --so.saey.Jli the er.phasi has beern JLlIWlr lb 4 lic L~UL a % ,.AJlUjJlI%;lThIVV IIIiUU-LLUUal uILU4LI LaLLOjJULL 0ULLCLVY. %LILUI ILUW, UIV, %,AiIIU.'k~L 11(1 V~-1 on expressway development, with very little consideration given to public transport services. Also, travel demand management is an untapped instrument tlat could pro-vidU nunIeruus benefits uIhoughi road pricing options, parking supply controls, and various traffic restraint policies. Severe traffic congestion. The limited capacity of the existing road network and the embryonic and unregulated public transport system are the primary reasons for the severe congestion. Construction of the overall GBA urban expressway and boulevard network (about 250 1cm) was planned in the early 1980s and only initiated in the mid-1990s. Consequently, traffic demand far exceeds the available capacity. During peak hours, which lasts for most of the work day, the traffic barely crawls through the network, with average speeds in many segments of the system reaching no more than 12 km/h. Other factors contributing to the high levels of congestion are: (a) road spacc obstructions created by chaotic and unregulated on-street parking; (b) poor intersection geometrics; (c) lack of signalization at most intersections; (d) closely spaced intersections; and (e) lack of proper traffic management. Along the major boulevards, roadway capacity is limited by the presence of closely spaced, multi-legged intersections with excessive traffic demands along all approaches. Lack of parking management and shortage of parking spaces. The chaotic and unregulated on-street parking that has become commonplace in Beirut over the past 20 years not only makes traffic movements difficult, but also severely hampers the operation of bus services - which of course, makes the traffic situation worse, as the public must rely on private cais in the absence of an effective nublic transnort system. Many busy streets are now reduced to single lanes dLLe to parked vehicles on both sides of the road and near intersections, and these are in thIl vupr nrpnc thnt cnild mrnt. hbnPfit from the introduction of niihlic t-nznnort The nresent sitnation has emerged as a result of numerous factors, including: (a) lack of enforcement of the traffic code's provisions ,-eg-i.gA. inr.pfer noriArn.g tlO deficincie i.h Wh.1e b!d r.g ce ,Xhirh for a ilor. tir.e Pffectively AiMr not *..5 n 1 l1 k' k""b -.a, - _ SSflt- --8ILI-_ vr..- require developers to incorporate sufficient private parking in new buildings; (c) lack of enforcement of the eAisUIIg bEULdIlg coIdeU, .LVUIlMArn irl IILLUh ofl VuAu avaiiavil iJata.-iA ubeing cor,v. viL'..eu Lu wusei (s.o.ps, warehouses, etc.); and (d) restrictions on parking charges in vacant lots, which have been held at non-remunerative rates (fiat rate equivalent to US$1 per day). Tne effects of uncontrolled parking are experienced daily by commuters, visitors, delivery companies, tourists, and shoppers. Resolving on-street parking problems is essential for realizing the positive effects of other traffic and transit improvements, and ior revitalizing the downtown commercial areas. Unregulated public transport system. Bus transport services in Beirut have resumed only recently. Over the last 15 years, Beirut has relied on shared taxis for most of its public transport. These so-called "service-taxis," which operate on the hail andl ride principle, represent about 80 percent of all public transport vehicles. In response to a growing need for public transport in the early 1990s, the Government decided to raise the number of vehicles licensed to provide public transport and to expand bus services in Beirut through the Office des Chemins de Fer et Transports en Commun (OCFTC the public sector agency that provides bus services and used to operate the new-defunct railway system). In 1996, the Government added 200 new standard city buses to the OCFTC fleet, and as compensation for the new competition from OCFTC, gave all 10,650 service-taxi drivers an additional license for free. A further 12,000 licenses were sold in the market. Besides these service-taxi licenses, new licerses were also issued for mini and standard buses, as well as for a new category of minivans. This surge in licenses increased the total number of public transport vehicles more than threefold in two years. Beirut has very fragmented pu1blic transport markets, with the majority of small vehicles (taxis and microbuses) operated by single-vehicle owners. There are, in fact, only two urban bus companies in Beirut with more than 25 buses in operation. These are OCFTC, the state-owned bus company, with 225 standard city buses, and a private bus operator, the Lebanese Commuting Company (LCC), with 185 minibuses. Both of these companies - 5- service the GBA and compete on many of the same routes, together with service-taxis. Tne Government's desire to see economic activity resume in the country led to an implicit policy of laissez-faire, allowing public transport providers to operate wherever and whenever they wished, subject to few, if any, safety or quality standards. Lebanon is one of the few middle-income countries where public transport vehicle licenses are issued without any specification regarding the area or manner in which the service is to be operated. This absence of regulation has created a situation of utter chaos, with all vehicles operating on the hail and ride principle, and no reliable bus schedules or published route networks. The sharp increase in licenses issued since 1996 has resulted in an excess supply of transport services, so that operators now forgo vehicle maintenance and insurance and aggressively solicit passengers to preserve increasingly thin margins. The existence of a large, subsidized public operator further exacerbates the need for private operators to cut their costs to unsustainable levels. (The intensity of the competition has pushed fares down to LL1,000 per ride for service-taxis and LL500 for buses/microbuses in Beirut.) Enhancing public transport must be an integral part of any plan to improve the urban tansport system, since public transport not only provides the poor with access to job opportunities, but also reduces the reliance on private cars and the resulting congestion in city streets. However, there are several prerequisites for improving bus services in GBA, foremost of which is improving road network capacitv; and effective organization and regulation of nublic transnort services. Integration of environmental end social issues. The large scae nf proposed activities uinder the GBATP mandates integration of enviromnental and social issues, including involuntary resettlement and land a n_isitior. ir,tn thP nIlnnnina dnn rnnnaiipmPnt nrocess .fAr th.e trnnsn,rt sec-tnr Thii requires the adintion of environmental assessment as a tool in planning and decisionmaking, which should be complemented by social assessments ndA neset+lem,eant action plans. Effec,.ti-eAA- a. +l,sr.- flnnflnnc. alsO requires +1,0 us of public consultation processes and public information programs. Although not substantiated by sufficient field data on tfris-poi-IVreWeL eU' pipolluifion UII B:rLU, er,Lissiolr vi LI 4aLIsVIL aLr lcV L%O.U15 WVorseniln Mlr air Lualiiy in ush Greater Beirut Area. Several estimates report high concentrations of serious pollutants. Often based on non-calibrated models, utey report concentrationis oif ce-w nX pollutIanbs MigliUllLiiUy excedUuIg Uil pouzuuaIts criteria set in the National Ambient Air Quality Standards (NAAQS) of the United States Environmental Protection Agency. Yet, tnere are currently no specific policy or management measures in place to address this issue. Government strateev Road infrastructure. The Government started implementing its transportation plans in early 1994 as part of the GBA reconstruction program, which included the rehabilitation of all main urban boulevards (now completed) and several planned expressways to access the Beirut Central District (BCD). Most of the road network in the northern and southern suburbs of Beirut has been upgraded; the work ranged from drain cleaning to complete redevelopment involving major construction to provide storm water drainage and new road pavement Many of the expressway projects have also been completed or are well underway, with the exception of the improvement of the existing main corridors entering Beirut (Beirut Entrances). The main aim of these projects has been to increase access to the BCD, and provide connections to two major planned facilities; namely, a bypass for the coastal highway, the Beirut Peripherique, and a new toll road along the Northern Entrances where traffic volumes in excess of 200,000 vehicles/day have been observed. A key component of the future network is the Peripherique, which will constitute an important north-south spine with seePral altPrnatives for entering Beirut- However that nroiect continues to seek nrivate financing after a failed initial attempt at private sector participation in 1995. The project has had to be restructured and rescheduled due to prohibitive land expropriation -osts and the severe budget reducrtions in 1999. Consequently, the Government is now giving priority to improving the capacity of the existing road infrastructure. - 6 - VYiLL respecVt to Ue plic UMU&FLSr93JUV& .aso V&4r.cs, as nIoL'dU ealierl, Ull. G.JUY,eL.LU-it e1mbILU.-kedU VIA a piuLuiait LU re-start bus services in 1996 as part of an immediate action plan to improve public transport. The aim of the progiari-L as t L.... - *L.....L11. _ ~ r',Tr r%fn -V.l .. --- fA_ IV _ .1... r'T A C11__1- .L plugIdlIl wa~ Lo ha4ve ULV puUii Upeld or, OCFTC, I ull A ll .I JUV UUses oil 2L rUUL-e il Ule UDGtB. S1ice UIiIl, the development of public bus transport services in Beirut has reached a critical juncture. Entry of a very actuve pnva zeweor and a cong-ested roau innrastructure have renuerea the iutre viaoiiity of pubIic seCtOr DUS operations increasingly doubtful. Also, the public transport sector suffers from a lack of enforcement of rules aimed at ensuring a minimum le vel of service quaiity and safety. Recognizing the critical imnortance of nublic transnorL the Council of Ministers reouested the Minister of Public Works and Transport (MPWT) to develop a reform plan (Cabinet Decision No. 22, dated February 24, l999) A Trnncnnort Rem,ldtorv TUnit (TRIT) hs hbeen Petah1ishPd in th.e MPWT tA remiitpe and rorgnize public transport, civil aviation, ;md maritime transport subsectors. For public transport, the TRU will develop tthe regulatory aand legal frnme-,v along with a nJ-n.an._.e plan, t the .s+nr . prepare for the privatization of OCTFC's bus operations in order to enhance performance and remove the expensive annual "id T 7.7, OPC su. idy was exp d to ttLal LL3IJ UbiL'iVo (abuLtL LJUOS.7 LilliiVl), appIUIoatLViy the same as it was in 1998. The starting point for reform will be the establishment of a functioning regulatory firLaewvorWk. Thle GoverUnment envisages reformL1 of the bus servIce markes inL Beirut Ul ULree phases: (a) definition and implementation of target service levels, including safety standards; (b) definition and implementation of service area.; for all ve'huicles; and (c) developmenit and tendeing of exciusive concession contracts for bus services. A fourth step involving reduction of the total number of licensed vehicles may also be required to decongest city center areas, but would only be taken up after the first three elements have been implemented, since the redeployment of vehicles implicit in the definition of service areas may be sufficient to decongest the city center areas. The corporatization/privatization of the OCFTC would also be pursued as an integral part of sector reform. l'o give the company a chance to compete equally with the private sector, its bus operations would be carved out of its current structure and corporatized as a fully commercial, non-subsidized operation. For the remaining C)CFTC, a draft plan is being prepared to restructure it as an entity in charge of organizing and reforming the sector. Regarding parking management, Beirut Municipality and the Governorate of Beirut are determined to bring order to on-street parking and to support other improvements in roadways, traffic, and transit. They regard on-street parking as one of the necessary first steps to create an overall transportation system that would serve Beirut residents and the people who work and visit Beirut regularly. To alleviate severe parking conditions. GBA municipalities implemented an urgent program to provide parking spaces on vacant plots of land and, for the medium term are considering a few underground garages on municipal land, to be concessioned out to private developers. Traffic management is the first priority in the Immediate Action Plan approved by the Government as part of the GTBRA Transportntion Plan However, implementntion of traffic control and other traffiG m anagement measures has been delayed by rhe lack of institutional capacity and the more urgent reconstruction of the urban road network. No.,v that mrost of these projects have been co.mpleted, the Ministry of Public Works an.d Transport, the GBA Traffic Police, and CDR are focusing, on implementing a comprehensive traffic manager.er.t prograrn to efetvlzdrs AA- r.trpoir z-ez' uffic prole-. -- -A- reue ogeton o manai~AVL.LL F~~a1L11LU VV,%U 1L.ly C LLU.O "AV~ LAiL.VUpVLLCLa aIVCL LLaJI%l IV. JlU1I1Z OJ.U LL%&UUY.. i.UIrVU1LI. IV such a traffic management program to succeed, the Government decided to establish a metropolitan Traffic Managemenllt OraLraLLJZ4uon k L lI'J) as Ml 4ULUloloUllUN dagency IA.o lll4age UL,IL dLIU andolueet pdiLullg wiuJlil Ulu GBA and keep parking revemnes to cover part of the traffic and parking systems' operation and maintenance costs. -7 - 3. .3oLLI 1.3Us kV b addUUIrVese by LUC pIVJVtL aUU s.. '.ec cUUho b.c The project will focus primarily on three of the main issues; namely, traffic management, parking management, and traffic congestion in main corridors. Capacity building in traffic management. Traffic would be controlled throughout the GBA and monitored from a Traffic Management Center (TMC). which would be the core of new metrnoplitan Intellivent Trin-nnrt Systems (ITS) including system for arterial management, freeway and main corridors management, incident rmanarngemnt parking management, and transit managempnt. The TMC would be operated by -te TMO, A hich would unify all GBA traffic management operations under its jurisdiction. The TMO would be established as arn ailtnnmorn ios agenf_u to mnn,itnr ,donA rnnfrn traffir.po .-Aety -deond to A tff i- det- zr.d beA r nornoi n-, ~ ~ ffll~b4.AA.''' S.-J --It i.oJJFl IA tLLIl Uf~U~ltflU,O aIu U~L.tbt coordinate the activities and programs of the various agencies involved in traffic management and on-street pamlm;S "fvU l.-u - the G lB., pIrJect wVuldU also sUpJpJorL U^ f1or..ula:on of -a 0L1er U4111Lf management strategy covering demand restraint, public transport priority, one-way flows, pedestrian muovem.ens., andenu e =IV 1UMh1al r.1Uar,aigivil-.^ Parkiung management. Regulated on-street parking in selected zones wouid improve traffic conditions aiong main arteries and access to commercial areas, and encourage increased use of public transport services by commuters. Tne project would help in implementing much-needed reforms in parking policies and parking controls, which is a prerequisite for any transport improvement plan. Strict enforcement of on-street parking regulations would also encourage private investments in off-street parking facilities. Corridor improvement schemes. Construction of grade-separated facilities at 19 congested and critical intersections in the GBA would help eliminate several major bottlenecks in the network. Traffic signals and minor layout improvements at about 200 intersections will further help facilitate the traffic flow in and around Beirut. These capacity improvements on non-expressways, along with ongoing or plarmed expressway developments, would provide a much-improved road network system for Beirut. The traffic management and parking components described above are relatively high risk and would be implemented in phases/pilots. In order to limit the project's complexity, it was decided to not fully address the other sector issues. However, the project would help carry out preparatory studies for follow-up operations to improve transport planning processes and public transport services and to reduce transportation impacts on air quality. Technical assistance would also be provided to the Ministry of Public Works and Transport to strengthen its canacitv in the area of land transnort regulation. The reRuItq nf these effnrtq wnikld hp. l1tili7etd tn design more comprehensive follow-up operations. -8 - 1. Proqect components (see Annex 2 for a detailed description and Annex 3 for a detailed cost breakdown): The project would consist of the following five components: (a) traffic management program; (b) parking improvement program; (c) corridlor improvement program; (d) technical assistance to the Ministry of Public Works and Transport for capacity building, transport planning, public transport regulation, air quality management and transport feasibility studies; and (e) project management. (a) The main objective of the traffic management program is to improve the effective capacity and Pereor-reofeitn ir4stu'U_-e 'u^ Ug 'la se of ITS'r te'^-lge to-4rl raffi stops -arL kiIUL1CUaIC... WIJ "XIi2U11 JL111UIC.LLLLMUIV UrL Ul, IJ xi o Lv ,iUviU1Upi LU amumiUIJJ uaixiL, 2LvOJ cuiu delays, respond to traffic incidents, and provide information to road users. Efficient traffic m-iarnagemrernt systems wuud red-uce congestion, transport em-issions and truaffic accidens. Tnis component would include (i) establishment of an autonomous metropolitan organization - the TMO, to manage traffic wiutin the Greater Beirut Area; (ii) iayoui improvement works and installation of traffic signals for all significant. intersections in the GBA (about 200 intersections); (iii) installation of a pilot video surveillance system using Closed Circuit Television (CC-IV) at about 30 sites along four corridors to pilot the use of freeway management systems and prepare plans to cover other corridors in the future; (iv) establis.hment and equipping of a TMC to monitor and control traffic operations through ITS technologies, (v) technical assistance and training services to build capacity for traffic control operations and use of ITS technologies; and (vi) traffic enforcement equipment and training services for the traffic police. (b) The objectives of the second component, the parking improvement program, are to increase capacity, Imlprove access to bDusir;;ss, eriCoULtae vueueofpbi arpr evie,-l .-e..v-Ane:>.est UU1JIUY~ ~I'.J ~ ~.iL.UUW5. LUI%, V~ I FL9UUIL%, ULaibjJL OF .L CLLIU IVJL1UY%U U1I1F%,U1I-1MOLL LV smooth traffic flow. It would consist of (a) installation of about 580 pay-and-display multi-space parking meteLs to control about 6,500 spaces undur concessiun ollutracts with GBA m-unficipalities; and (b) technical assistance and training services to build capacity for parking management operations and conduct public awareness campaigns. (c) The obiectives of the third component, the corridor improvement program, are to increase capacity along seven main highly congested corridors entering Beirut through grade separation at about 19 intersections. These in:ersections are grouped into two lists according to their priority. The first list consists of 12 intersections, which have been appraised and are taken into account in the project's cost eit matep This cnmnnnpint incnhida imnlementtoinn and mnnitQiring of Pnv.irrnmental mitiantin measures, adoption of special provisions for management of cultural property that may be uncovered e1iiAnv nc ntnirtnn in,n l mPnpntatinn nf a RpQeptt1Pn.pnt Artintn Plnn ronvrmnTn a limitpd nilmrh.r oNf households to be resettled, and land acquisition. (d) The fourth component consists of technical assistance to strengthen the Ministry of Public Works and Transport's capacity in tansport planning and regulation of public transport services. It would (i) support engineering, transport economic, and environmental studies to assist in the formulation of an urban transport strategy for the GBA; (ii) assist in updating and refining urban transport plans and programs; (iii) support transport feasibility studies; (iv) help regulate and organize public transport services; (v) assist in developing an air quality management program for the GBA; and (vi) support training activities. tej J.s iiit.Il f %4Ji*1pVAi.Ii; jJflVV*it.O t.vUf&O lUiS . vV t.*flA pr tyect ,nr&.a e,t45 ,f,., uIt.iuIJl Ltt.UlLa ;Oiiifr,ii a hit,t services, and fees of local individual consultants to staff a Project Management Unit (PMU), which Wo-UUU ihve VoviL.-l jJLUJVI.& U*.pivaleir-eur tion *or1iUilLy. Cost estimates for the above components are provided in the table below. I1ndiitfivat I Rank. I /. nf1 lSoWpoflbflt I Sector. Costs Kfoi financing Bank- __ USSM) Itotal - M) financjna 1. Traffic Management Program Urban Transport 27.71 24.1 23.43 36.0 1 rking i^mrovlze,me,p-nft Pro-ram IT Trhan Tranesport A .70 1 .8 579 1 8 3. Corridor Improvement Program Urban Transport 75.38 65.5 30.45 46.8 A __ * -~ ~~ IT_T_1L__ I. 1 A 'I An C A 4+. TecIimiiica 2isL4Liu.c Lw uhe L JU4II1 I1.41porIL 3.,0 3.0.4 Ministry of Public Works and I ransport 15. Project Management |Urban Transport 1.23 1.1 1.19 1.8 Total Project Costs | 114.52 99.4 64.35 | 99.0 Front-end fee l 0.65 0.6 l 0.65 l 1.0 l Total Financing Required 115.17 100.0 65.00 100.0 2. Key policy and institutional reforms supported by the project: Tlne project supports one important institutional reform; namely, the establishment of the Traffic Management Organization, which would manage and control traffic and on-street parking within GBA, improve safety and respond to traffic incidents, and better coordinate the activities and programs of the various agencies involved in traffic operation. The TMO was established in October 14, 2000 (Decree No. 4082) as a public agency with financial and managerial autonomy under the tutelage of the Minister of Intenor. The TMO would be the focal point of traffic management activities for the whole GBA, covering all traffic control and engineering, traffic enforcement, and parking management functions. It would report to a goveming Board, whose members would represent all stakeholder agencies: Ministry of Interior and Municipalities, Ministry of Public Works and Transport, Ministry of Environment, the Govemorate of Beirut, the Municipality of Beirut, and selected GBA municipalities. It would operate several systems and perform several functions: traffic control and surveillance, traffic enforcement, traffic operations planning and engineering, on-street parking management, and travel information. Revenues generated from parking management would be the Primary revenue source to finance the operation of the TMO, which would enter into concession agreements with the GBA municipalities to operate their on-street paid parking programs. The TMO would be the sole onerator of on-street narkine within the GBA. The p.roJect would also assist Ministry nf PiihUli Workq and Transport develop the capacity tn beptter reg1late and organize public transport services, and to prepare an air quality management program. -10- J. flnnd an *avU a E-: n; puula; The 1.2 million GBA's inhabitants, constituting about a third of Lebanon's population, are the project's target population. The project would help provide much-needed roadway capacity improvements for the GBA. Specifically, the project would help reduce the ever-worsening traffic congestion in the GBA and increase the mobility of its inhabitants. Significant savings in travel time and costs are expected as the direct outputs of the proposed investments. An enhanced urban transport system and better-organized bus services will increase efficiency of urban functions affecting the well-being of the GBA population and businesses, and improve the mobility of urban poor and women workers. 4. Institutional and implementation arrangements: Project oversight. A Steering Committee was established in April 7, 2001 (Prime Minister Decision No4U.4t200U1J) to IVU.e effectUVe LVULU1natVII aAUJ..nr a" %rIIV.,ILU. ager.lclv, IIIUr;IoLL jiJLo p.-ogress, andU assist in timely implementation. It includes the Minister of Finance, the Minister of Interior and Municipalities, 'uie ivuini vi ruajic wuros aniu rinsport, and uie rresiuent of ie u Council for Development and Reconstruction. The Ministry of Environment and Directorate General of Antiquities of the Ministry of Culture would be invited to participate in sessions concerning environmentai and cuiturai heritage issues. lThe CDR would be the main exe cuting agency and have overall project implementation responsibility. It would work closely with the other responsible agencies: the Ministry of Interior and Municipalities; GBA Traffic Police reporting the Directorate General of Internal Security; the Ministry of Public Wor]cs and Transport Directorate General of Land and Maritime Transport (DGLMT); the Governorate of Beirut; the Governorate of Mount Lebanon; and the GBA nmunicipalities. Concerning issues related to environment and cultural heritage, it would work with the Ministry of Environment and the Directorate General of Antiquities of the Ministry of Culture. CDR would also be responsible for all procurement activities, in accordance with Bank's procurement guidelines, with the exception of those related to Component 4, Technical Assistance to the Ministry of Public Works and Transport, which would be the responsibility of the DGLMT. A Project Management Unit has been established at CDR, with a mandate for overall project management/monitoring and to serve as focal point for all communication with the Bank. To ensure effective project management, the projecl would include procurement of equipment and necessary operating costs of the PMU. In addition to a the full zime Proiect Manazer from CDR the PMU would be staffed with the followingy professionals, to be hired with performance-based contracts: (a) a traffic engineer, (b) a highway engineer; (c) a n'.rL4no aneli ct (A~ a nrn in,pmnt/mnnd,,iltinn mninao mPniP crnpralict- anA {PA~ an aroriintant/Itanrnei manager. The terms of reference of the PMU staff have been discussed and are included in the Project Trn,--monfw4-n Pla (ppDTD A0 a -ndnion of effeda -ern.e CDRTD .s..-lA -A.pl +aa f1,. MAT T . r.g. LViL U1LV lULkFL,IJLv.l4UL&UULi VI UJLV IL L~&% LVA"L&"5%1.V4.4L CUIUA I ~UZ'.14r1 VVA .JWA%LV.O,UI 'l'. I lvl'. W'.UA'4% WVJ1f LV I -l. l ux the TMO. The number, qualification, and terms of reference of the TMO core technical staff are included in Ulu rir.O ,Irl, is WVillUI~ULV1JU!Lr IIV% lb. ~ lV%aaa.tLY jivi UI4LV,Luv~Up1rLUIvIL4UUU ~W11 a ela kiM ILULL UVGO VI the early phases of the traffic management and parking operations, the project would support on a declining basis, their initial operating cosis anid te salaries of their core technical StafI, all of whom wolid be hired with performance-based contracts. ChI IUrL 1 beoUW bU11- LJL11Vs ULU FUJCLeL uhIplVelciLiiUo1 aL4IIgeIIrIIILU. Chart 1 - Implementation Arrangements t2StW!ISM~WSSWM~ZS~* 3 E#fl4ftW5.U9 U rt.W tlI 1W u_tS 4W_ t I'j I- - ~~MWKfiffs ________ Traffic Management: Traffic Management: Technical Assistance to MPWT: * Procurement of traffic * Training and TA for capacity building * Regulation and organization signals; intersection layout in ITS. of public transport services . improvement works; | | Participation to the supervision of: Transport feasibility studies. liwclng equr w*>'(ipmen br me * :Fcj*Air q-it~y mtanageiiiven; Construcion of te *l'O I traffic signal installation; intersection TMC; CCTV camea;adsignage, and instalIation of TMC suy Traffic Police euioment.equipment and CCTV cameras. b * Traffic management and control Parking Management: operations. * Transport planning studies. * Procurement of parking * Training for Traffic Police. * Formulation of an urban meters, signs and transport development (including Trskntnnrt Ptsgnninga!1.. l ~ equipment inciuaing I I - operation & maintenance) * Traffic data collection and models. Corridor umprovemelll: Parking Management: * Procurennent and * TA for capacity building in parking superis On of uit e adude management. separation works,II II including issues related to * Participation to the supervision of: environment, cultural parking meter installation; and parking heritage, involuntary, signs and marking. resettlement and iand 1 Parking management operations. I acquisition.I II II acquisition. ! Training for parking management Accounting, financial reporting, and auditing arrangements. The CDR would be responsible for financial management of the project, using systems and procedures acceptable to the Bank. The CDR Financial Denartment. in coordination with the PMU, would be responsible for maintaining all accounting records for project-related expenditures and financing, following generally accepted accounting principles. CDR's financial managemem t yqvstem are considered satisfactorv to the Bank. based on nrevious Bank assessments. and has been reviewed during appraisal. For Component 4, Technical Assistance to MPWT, the project would benefit from the fin.ancial Managerent soR.ftare develped and mirrpntly used by the sanme ministry for the ongoing Natinal Roads Project. Responsibility for project accounting and financial management would be assigned to a qualified financial accou,uIIwIw1uhiuicL iiia-arigerrIit specialisL, LU be LVI1UILVU aa a fIviuJ iiiOiIiuL adIIU suFevis bVuy UCDR' CUhi Finance Officer. - 12 - Snpeinl A,',.ntn,,fl To fnri1itat the rnrnaAmAnt of fivn, tvhA Go . ,-omnd,1A t-Jlh ,-n Sp,cil Accounts (SAs) in the Central Bank of Lebanon, to be operated respectively, by CDR and MPWT, under temis .-A cor.iir satisactor +.o +U_131 1'a_ +16,.le --l p -ec is A cosdee IACIT comlir. ar,d A,-edo PMRD' A QIPJ LA4ulu1i.a 0a"Olaw.lyj IAJ %." .JL M I.U. VT kl1.11 UV.%, FAWJJ,% LO W VXI U-.L%U AXL,f -L~ VI.AlLLaJLIiL a.LIU Lvauy iUi I IVILN. disbursements, the Special Accounts would be replenished based on the PMRs submitted by the PMU. To i4U.liL4LV UabUUwVLl'ILs adrdlsL eligib:e expeInLdiL.U, bUeIre Ur,e jJIUJpr. lb UdeclaredU rUeay IUl rlUJr.U Management Report (PMR) disbursements, the Bank would, upon request, make authorized allocation of US$5 million to the CDR Special AccounIt and US$0.35 million to the iirW T- Special Account. Audits of the project accounts and Special Accounts, following intemational auditing standards, wouid be undertaken by independent auditors and submitted in English to the Bank for review and approval within six months of the end of each fiscal year. During negotiations, it was agreed that the TMO would: (a) establish and maintain financial accounts and statements in formats acceptable tv the Bank; (b) have its accounts audited each fiscal year in accordance with Bank guidelines and by independent auditors acceptable to the Bank; and (c) the Bank would be fiurnished with the auditor's management letter or other reports which the auditors may provide to TMO management. Monitoring and evaluation arrangements. The Project Management Unit would be responsible for monitoring progress against agreed-upon performance monitoring indicators, as specified in Annex 1. The Project Implementation Plan consolidates the implementation and monitoring and evaluation (M&E) arrangements. The TMO and the DGMLT of the MPWT would furnish the PMU with detailed quarterly reports, to be completed and consolidated by the PMU and submitted to the Bank. A standard format for the reports prepared during appraisal would be validated during the Project Launch Workshop, which would be organized fnllAwing Loan effectiveness. The repnrts would cover implementation statu; deviations, if any, from the implementation schedule and procurement plan; problemns and constraints and corrective actions being taken; and upated disbursement and co)mn'.iimert tables. The pM,TJ would prepkre a detailed __id-ter report to serve as the basis for a mid-term project review, scheduled for the first quarter of 2006. The PMU would also preparee- ar.d"I,-;+ a ar pelenao Cor.ple -on4 D.--,.+ to +;.e Bar-wi, si- mor+Uo of +he coig A~+. of jafa MLu O.UUl- CI flIW.. ..I.ft.J . v Flfpl.V-V.1SA -%FLLJ t %41J tit, IJa.j -U111fO.d I ioUILO W I Vt ~ US.,tIUO-I UI, UtL~V the Bank loan, which report would also include the completion reports of both the TMO and the DGMLT. D. Project Rationale 1. Proiect alternatives considered and reasons for reiecdon! Focused project vs. multiple-component project. Because of limited institutional capacity, a multiple-component project addressing a broad range of major sector issues was considered not feasible at this time. It was considered more realistic to strategically focus on institution building, traffic management, network capacity deficiencies, and parking improvements in this particular operation. The project is intended to provide the fundamental urtban transport apparatus needed to address the city's diverse and complex transport issues. Addressing GB A's other transport issues, related to transport planning, public transport, and transport emissions, would require several projects for which the proposed operation would help build the foundation. An investment operation vs. a Learning and Innovation Loan (LIL). Given the risks associated with the imnlementation of traffic management and parking control programs, and the weak and fragrmented institutional capacity in urban transport management, a LIL was first considered to provide technical assistance for nrenaration of a comnrehensive traffic management strategv (covering demand restraint nublic transport priority, one-way flows, pedestrian movements, environmental management), and support to traffic - 13 - mannaempnt snni narkinor niint onpr_tion= However- the Ciovermment cleariv indicatted itR commitment to address the issue of weak and fragmented institutional capacity in traffic management within an investment nnprnt iAn that wunlld nc-nide (rA'e h.iah-n-riritv irrh2bn trqncnnrt nrnipet'. choi;.0 nf tAh lead im-lpT.lno n ,.I anr,Iinntin cv ngenc. In Addition to(f C 1,. -n- prr.cifl cor.n+tedrs for the role of lead agency were the Ministry of Public Works and Transport, Beirut Municipality, the Conseil L.refiu! supervision of construction activities and use of environmental monitoring to support management decisions by the CDR and other -arties. Cultural heri.tage. T.he Beir'ut urban. area thw a long history of h.umanr settlement and -I^.cludes a ---- of archaeological and historical sites. Such sites may exist buried under the intersections at which grade sepaiaU0nL UL1prLVVVLLI^11L are pIlannL TU adUdres UU" con1em,kI, WLVV enUVLL1Uh1VLLtal assesIlIVI^er, c,11s e1ntV1L WIUI the provisions of Operational Policy Note 11.03, "Cultural Property," included site-specific evaluations of potential risks to cultural heritage, provisions for archaeological investigations and monitoring during ute construction phase, and use of "archaeological chance find" procedures in case significant materials are encountered. To address these issues, which have been linked to the environmental assessment process, the ETP includes a special Cultural Heritage Component (EMP-CHC), described in Annex 12. 5.2 What are the main features of the EMP and are they adequate? An EMP, including mitigation and monitoring measures, has been prepared as an element of the Project. Mitigation actions would focus on environmental suDervision of the construction contractors and actions to reduce traffic flow problems during the construction phase. The monitoring plan provides for quality-controlled air, noise, and ddust mea srements to be used as baseline and trend data to support management derisions. Tn - 22 - auddiUil, lu. p[UJeLt Uinludes a piUcuy SLUUy IUr uUnaii air quaiity UilL [eVIeWs fUel 111p[IUVeIiLeI1LS, vrliuile emissions testing, and emission-related taxes and registration fees. It also supports a training program in environmental monitoring, which targets the needs of national and locai government officials, consulting firms, construction contractors, and local NGOs. 5.3 For Category A and B projects, timeline and status of EA: Date of receipt of final draft: May 2000 5.4 How have stakeholders been consulted at the stage of (a) environmental screening and (b) draft EA report on the environmental impacts and proposed environment management plan? Describe mechanisms of consultation that were used and which groups were consulted? A project of *hi l in j no-tu,raoly dAriven i,na,r,ly by tecn craltors, ar.d than otl.rnpri to-- - ir.to account, as far as possible through consultations, the interests of beneficiaries, project-affected persons, and dUi,er OLO&t41,tethora. .1l, co uJnt; 0 *01.. la.d historj lhave Funcourage polut.^;a.L uiLiO thatL stres0 uLILual accommodation among interest groups through power-sharing arrangements rather than open public *-. - -Tl_ L: L_ ___ _ _ _A ------_ r__ .t___ __ _ _ __ J ___ _____r. _ .w_ ciAslDuUiatir. Tlih Puull; iliulUENg LUollUULmU lU1 UI U11V11UHU1hilU CUlU IU dUbPlA . 0; Ul Ult plUJt;SL ULUKr l1uW ground in terms of consultation. Once a solution to the traffic problem and public support for it is obtained througn public awareness and informafion campaigns, follow-on projects wiii be able to strengthen and broaden this pioneering consultative process. a. Primary beneficiaries and other affected groups: Beneficiaries. With one car for every four persons, and 83 percent of trips being by private car or taxi, the inhabitants of Greater Beinit are direct nnd i.dirent hinPfi.iarirs (mainly time savPd) nf improved traffic flw.o and improved parking availability and management. Indirect public consultations were held through the environmrenn tal assessr.ment, by m.: ans of t-,ro hig..erl-eve- national consultatiors an.d AurAnt p crultatiop- through smaller local consultations in selected affected areas. A series of 17 local consultation meetings were IICeU LU UItisuss prIvpUOdU rLaU% sepa.-atUio iUIjJUVert11%1tL0. Jul adUUtion1 LU UIte %U1V&iLVLLtLILa1 coILOUILtarL tai.uii, a social scientist was present at many of these meetings, and the views of this expert were incorporated to the extent possible t'e technical Other affected persons. Residents approved the overall intentions and designs, witn the exception of one area where there is some local minority opposition to the changes induced by increased traffic flows. Many special interest groups may potentially be affected by the project, such as taxi drivers, pedestrians, scnoolchildren, business operators, and employees, whose particular interests will be taken into account as the traffic management capability develop3. A focused social assessment in one area surveyed the attitudes of the residential and transitory population (owners, managers, residents, and employees) to parking problems and reforms. A regular public information campaign will ensure that the reasons for innovations are appreciated by the public and, consistent with the project, enable their views and representations to be taken into account, particularly through systematic intcorporation into a follow-up project. b. Other key stakeholders: V __ . : _ ^..A- _1+U- , -L A1 A 1-MS s_^.- -A 0 41 A__ A T_ _ A X - -A; _ Axy InUSUUUlllal tILL1UVU10L U) tIUUt UIt IVIIUHOUY VI 1 UUMIL VV UI I uI 1IcIIjU LL, IViiLU Uy UIL"IUL 1Uiu Municipalities, Ministry of Environment, Directorate General of Antiquities of the Ministry of Culture, Governorate 01 GraeIV4LU [ D ]LLUL, Buut iVIwUViPa1ULY, tiU 1J ILLUiVIUUdi GJDtA .uulicipaUi.IS. she irLsULUL1U11d1 environrment is complex, with different and overlapping jurisdictions, and consultations with key stakeholders led to their agreement to estabiish a Traffic Management Organization. Preparation or the environmental assessment included consultations with the Ministry of Environment, Ministry of Health, Directorate General of - 23 - Antinquities of the Ministry nf Cufltulre, Natinnil SiApnt-ififc Researrh C minvil r mnicin] gAvprnm nt', To ebnesp universities (American University Beirut, Arab University, Lebanese University), SOLIDERE, merchants -a-ohnva sector patties, crnn,rnnih, nrnong.'o4 ar.d nr.nnno..nn..-.a+ol rgnon'sn (Beirut Issues, Development and Environment Media Association, Green Forum, Lebanese Environment Fo.-u..., hder of =rgireers lf.w.1 Club, etc). J.J VV L1a.mec 111 1141isrs have Muee CSLa4uiliv I toimoiUtor and evalaLtV ULU UimpacL VI ULe pLUJectL UlI U1e environment? Do the indicators reflect the objectives and results of the EMP? The EMP includes an environmental monitoring plan that provides for continuous monitoring of environmental and cultural heritage issues by two specialists who will be members of the project supervision team. The plan includes routine monitoring, during the construction phase, of health and safety conditions, restoration of landscaped areas, proper disposal of waste materials, and application of archaeological chance-find procedures. This would be complemented by quarterly monitoring of key environmental parameters by qualified indenendent consultants, including traffic patterns, air qualitvy noise. and water aualitv. The indicators adonted for this work reflect the objectives of the EMP and provide a basis for improved project results. Provisions have been madle for the participation of Bank environmentnl and cultural heritage specialists as part of the supervision missions, and environmental aspects of the project would be covered in the Mid-Term Review and t1-,v TrTP .9hv- lCR. 6. Social: 6.1 Summarize key social issues relevant to the project objectives, and specify the project's social development outcomes. Three social development issues arise in this project, namely: (a) involuntary resettlement; (b) social impact of paJrU1%.1 reom;11113, (c) p UtO.LF cuk..d &i.er uLilavl. ua YVLLLV i Lm e Fi-oJiUJ6.A V111L14e on oUVlLIr, p1ess:U1Og physical, technical and institutional constraints, it will also lay the groundwork for a longer-term social UeveioprLereL o-uLcoriie;, nanely, Ul systera,ic fuiiiure incorporation into truaspurt planing of pubuic participation, stakeholder consultation, and attention to the needs of the poor and other social groups. a. Involuntary resettlement and land acquisition. The project is implemented in a densely developed and inhabited urban environment not originally designed for modem traffic conditions, and subject to some destruction and unplanned development and reconstruction during the war. The grade separation component of this project requires a modest amount of land acquisition, demolition of structures, and relocation of residents and economic activities. The project involves the resettlement of some. 200 persons, owners or renters and their families, through either loss of residence or loss of small business locations (33), or both; and the expropriation of a total of about 3.1 ha of land from more than 200 lots in the form of strips and edges for alignment, affecting 1,437 landowners (because of multiple ownerships). Annex 11 summarizes these impacts and the compensatory and mitigatory measures proposed in the Resettlement Action Plan (RAP). The RAP was prepared following a social assessment of the expected impacts and of the operation of existing mechanisms for expropriation and compensation. It provides a mechanism that, without encroaching on the independence of the long-established judicial expropriation commissions and their procedures for public disclosure and consultation, encourages them to comply with OD 4.30 by using the full range of compensation options open to them. in the knowledge that their decisions will be supported and financed. The RAP provides also a mechanism for the detailed site-by-site monitoring and clearance by a Bank social scientist. - 24 - b. Social impact of parking reforms. A focused social assessment in one area surveyed the behaviors. attitudes, needs, hopes, and concerns of the different categories of the residential and transitory population (owners. managers, residents, customers. employees) to parking problems and reformes The proiect's new parking provisions would take into account the actual behaviors and needs of these different categories of users. The economic and other imna,tq of narking reformq on different of users, n2rtirldnAu Ino_a nnrleinc for residents, would be monitored, anid modifications introduced where necessary. c. Modifying pedestrian and driver behavior. The limitations on on-street parking and resulting increased mA.otor veh;cle ".ows --A speeds, swill req-ea char.ge LU &iVeI anlU FeUVLuLaI awarLeness and1U Ubha-viUL. Ir, many parts of the city, pedest3ians are accustomed to the protection of one and sometimes two rows of curb-parked casa, and to negotialiUg LLeir way across streets betwieen ro1uw-s of slow-mOving or stopped veuicles. The need for increased driver and pedestrian awareness of and courtesy toward different types of traffic will be made clear to a wvide range of agences, particularly schools, through driver education programs and the media. 6.2 rarticipatory Approach: How are key stakenolders participating m tne project? Public consultation on the urbc!n transport straterv. Solving the city's motor vehicle congestion problem is the first part of a complex and multi-stage program that includes public transport needs and will address more general questions such as what kind of city people want the desired balance between vehicles and peonle s'nd the location and planning of pedestrian-friendly zones. The formulation of the urban transport development strategy under the nroiect would involve broad consultation with all staqkehnlders, including trnsport professionals. This would provide an opportunity to continue the participatory approaches begun during nrnip.nt nrenarntinn ThP nmrtimnilnr intprevtct nf tiiffrent arniinc xniul he t,lrpn intn a, n,,nt ,e t -fr- r--J--- r--r- r- --- ^--~-~~ ~- --~-.- ¢^-rV *----rv_._-- -e -en -_ -- management capability develops. The basis for incorporation of public and stakeholder views in this longer- .n. ^.6 prspef.ve' n aar y bee.,n, laid. in .suh- pub- hlic s.,uhsasCnhio unAei,^,_ for the Uu -vUiU1Intal assessment, and in the social assessment for the Resettlement Action Plan. During project implementation, capacity in the rO would be ,ieveloped to include an unLdersUnLdinLg of alt.emlative sol-utions to urban traffic planning, and how to have more systematic participation and consultation on alternatives. 6.3 How does the project involve consultations or collaboration with NGOs or other civil society organizaiions , See 5.4 and 6.2 above. 6.4 What institutional arrangements have been provided to ensure the project achieves its social development outcomes? Poverty focus and disaggregation of impacts in the urban transport strategy. Tnere is little absolute poverty in Beirut, but the poorer segments of the population rely primarily on public transport and service taxis. The logical sequencing of investments requires that before public transport improvement can be addressed, the infrastructure, traffic management, and on-street parking issues must be solved. During this project, a study would be designed and commissioned by the Ministry of Public Works and Transport to identify the mobility problems of the poor in terms of public transport and service taxi needs, define needs by gender and other socioeconomic differences, and quantify actual transport costs in terms of time and fares in relation to monthly household budgets. This information would be used in the preparation of a follow-on project dealing public transport, so that service routes, schedules, and fares can better respond to the needs of the poor, women, and other users. - 25 - 6.5 How will the project monitor performance in terms of social development outcomes? Implementation of the RAP will be followed up during field visits, carefully reviewed at project mid-term, and reported in the iCR. Tne evolution of the transport strategy study (terms of reference, team selection, conduct, and output) would be monitored by a Bank social scientist 7. Safeguard Policies: 7.1 Do any of the folltowInIg safeguaU policius aLpply W the projecLt Pd_lcy _ _ Applcaibility Environmental Assessment (UP 4.U1, BE 4.U1, GP 4.01) 1 Yes U No Natural Habitats (OP 4.04, BP 4.04, GP 4.04) O) Yes * No Forestry (OP 4.36, GP 4.36) u Yes * No Pest Management (OP 4.09) j 0 Yes 40 No Cultural Property (OPN 11.03) a Yes 0 No Indigenous Peoples (OD 4.20) j) Yes * No Involuntary Resettlement (OP/BP 4.12) | * Yes 0 No Safety of Dams (OP 4.37, BP 437) | 0 Yes * No Projects in International Waters (OP 7.50, BP 7.50, GP 7.50) | 0 Yes * No Projects in Disputed Areas (OP 7.60, BP 7.60, GP 7.60)* 1 0 Yes 0 No 7.2 Describe Drovisions made by the vroiect to ensure compliance with aDDlicable safeguard policies. Project preparation included preparation of an environmental assessment and a Resettlement Action Plan. The environmental assessment contains an Environmental Management Plan with a special a cultural heritage component to address issues related to cultural property. Implementation of the environmental management plan and resettlement action plan would be an integral part of the project supervision process, and environmental and social specialists from the Bank would participate in supervision missions to monitor these implementation activities. Environmental and social aspects of the project, including cultural heritage issues, would be examined at the Mid-Term Review and ICR. The environmental assessment and Resettlement Action Plan were subject to an extensive public consultation process and have been disclosed at the InfoShop, Resident Mission, and a variety of locations in Beirut. F. Sustainability and Risks 1. Sustainability: The sustainability of the GBA urban transport system would be enhanced under the proiect tirough: (a) building of institutional capacity in traffic management; (b) increasing the road network capacity by implementing the nrioritv elements of the GRA tranmonnrtatinn nlan; and (c') enahling narkinog r.ntrol enforcement Project sustainability would depend on the quality of project implementation, the success of institutional reforms, and the adequacy of available finance to support ongoing project operation and maintenance costs. With regard to the institutional reforrns, the lead implementing agency, CDR, has succeeded in involving all concemed agencies, which have agreed to work in a coordinated manner to achieve effective traffic management and parking controls. The maintenance costs for the three first years of operation for both the on-street parking meters and traffic control signals and equipment would be included in their procurement to allow for stable budgets for operation and maintenance. Public awareness campaigns would be conducted during proiect implementation to ensure proiect sustainability on traffic and parking controls. -26- 2. Critical Risks (reflecting the Iailure of critical assumptions found in the fourth column of Annex 1): RIsk i Rsk Rating Risk Mitigation -Measure From Outputs to Objective l l l institutional barriers might impede S A Steering Committee, consisting of the implementation of effective traffic Minister of Finance, the Minister of Transport, management. the Minister of Interior and Mtnicipalities, and lthe President of CDR, would ensure effective coordination among all concemed agencies. Insufficient resources to operate and M Necessary budgets for initial operation and maintain the GBA traffic management maintenance of the traffic management system system. lare included in the project costs. The O&M costs would be funded by the Traffic Management Organization from its on-street paid parking revenues. Insufficient sunnort for parking nplicv S A Memrnranniim of T Inderstanding on the reform. implementation of the on-street parking program an.d the on-street padp.n cneso agreement with the Municipality of Beirut has From Components to Outputs impiemenaiuon aeiays. M A Project Management umt (AM4U) would be maintained within CDR to have overall project implementation responsibility. Bidding documents for two grade separations, and traffic Na ld signals and equipment for the Trafficl lManagement Center have been completed prior to negotiations. Non compliance with traffic sigmas and M Regular public awareness campaigns would be parking controls. conducted during project implementation. Traffic police would be trained to ensure effective enforcement. Inappropriate parking regulations. M The TMO would regularly consult with all stakeholders (including business associations and real estate develoners). Risk of too-long traffic disruption. during S The PMU, in coordination with the TMO would lonstructinn and diversinns creatingr new Ienmrt-re imn1ePmPntnicrn Of 2nnrnnr,ntp circulationI traffic patterns. plans according to adequate sequencing of l | ~~~~inteArsections- t,o be e,de seeptmed, endA ir.ccud- stringent penalties for delays. The computerized and updated vehicle | M The TMO would develop and maintain a license 1rePiQtrntinn syvstemr, which iS P.Pmiitinl tn Itn iatAnbe,p hbasd upinn thi. licere tag n-+nnA parldng management, might not on parking tickets. Overall Risk Rating [ S Risk RaUing - H (High Risk), S (Substantial Risk), M (Modest Risk), N(Negligible or Low Risk) - 27 - 3. Possible Controversial Aspects: Local communities may complain to municipal authorities concerning disruption associated with construction activities and temporary redirection of traffic patterns. Construction impacts, including dust, noise, and light would be minimized by effective supervision of the contractors and routine field monitoring. In addition, public awareness activities should assist residents in understanding the objectives of the project and that these problems are temporary. In addition, the PMU would establish a mechanism for citizens to make complaints concerning construction-related problems. G. Main Loan Conditions 1. Effectiveness Condition * Signing of the TMO application decrees related to its organization, operations, and staffing. * Appointment of: (a) the Directors of the key TMO departments (Traffic Engineering and Parking Management); and (b) the coordinating officer in charge of traffic surveillance and enforcement. * Signing of the concession agreement to operate the Municipality of Beirut's on-street paid parking * Traffic diversion plans prepared by CDR for the construction of the two first-grade separation facilities. * CDR to complete the staffing of the PMU. 2. Oty LUIaussIlY acorinuig LU 1.YVerI.1IL Lyps -uL Uin Ledi ftgrueemuelb.] * Accounts/audit - Annual audit reports of project accounts and SOEs would be prepared and submitted in English by independent auditors acceptable to the Bank within six months of the end of each fiscal year. - Documentation to sunnort expenditures financed under SOFs or otherwise would he mnsintqined in English by CDR and made available for review by Bank supervision missions. * Project management CDR -vould main.tai the Project Managem-et Unit established for the project -ith stffing, te.,.- of reference, and qualifications satisfactory to the Bank. * Reporting L~ - - I .. _J Il- . Th 6I" AT .... 1. r L L - t.. TTh_ n T J-2. 21i A - I ic I Ti adi ul UI.JJIIL, I WoUld iu-n bis uie riviu WIU1I urulezu qudILerly repUrs to be cowplemeU and consolidated by the PMU and submitted to the Bank. - The TMO would: (a) establish and maintain financial accounts and statements in formats acceptable to the Bank; and (b) have its accounts audited each fiscal year in accordance with Bank zuidelines and by independent auditors acceptable to the Bank. In addition, the Bank would be furnished with the auditor's management letter or other renorts- which the auditors, mav also nrnvide to TMO management. - By December 31, 2005, CDR would submit to the Bank a detailed mid-term report to serve as the basis for a mid-term review of project implementation. CDR would also submit quarterly progress reports. - 28 - l1. riviv (CDR) woul,i 41OU jprap4L a41U suubllUiL 4UI LjJplallral.u4iU %..Uup1'lU1IU Iu LU URVo L DoleB within six months of the closing date of the Bank loan. The PMU report would include the completion reports ofU ' HouU I TIM C iU Uand LAJIVIJ G . * Project impernentation - Ministry of Interior and Municinalities would designate a traffic nolice team by July 31; 2003. to carrv out the traffic surveillance activities of the TMO. - MEPWT would update the GBA transportation plan by June 30, 2005. - A Greater Beirut Area urban transport strategy would be formulated by June 30, 2005, and approved by the Cabinet by Decemnber 31, 2005. - MPWT would complete the Air Quality Management study by June 30, 2005. H. Readiness for Implerrientation 1 1. a) The engineering design documents for the first year's activities are complete and ready for the start of project inplementation. OI 1. b) Not applicable. 1 2. The procurement documents for the first year's activities are complete and ready for the start of project implementation. 2 3. The Project Implementation Plan has been appraised and found to be realistic and of satisfactory quality. 0I 4. The following items are lacking and are discussed under loan conditions (Section G): 1. Compliance with Bank Policies 1 1. This project complies with all applicable Bank policies. 2 L. ine following exceptions to Bank policies are recommiiended for approval. Tne project complies wim all other applicable Bank policies. -1-1-- -dD E.I k\ ' ~- 4--- a1, `7, Wa;Ta1 Z h,4oh,ar,,,,ed D. E<. E;eghou1 T-TpAi T arbi f Josepnh P. Saba t Team Leader Sector Manager W Country Manager/Director - 29 - Annex 1: Project Design Summary LEBANESE REPUBLIC: URBAN TRANSPORT FEVELOPMENT PROJFCT j lerarcily ~ I4I~S 1 ,KeyPerfomnance |Da'tai lec'tlon stratesg .| A Sector-related CAS Goal: | Sector Indicators: |Sector/ country reports: (from Goal to Bank Mission) | Rehabilitation anu expaisiun uo infrastructure and institutional developmeent. rOblective: Indicators: * Provide the city of Beirut * Effective traffic control * regular traffic and parking * Government support for an and the Greater Beirut system throughout the surveys integrated GBA urban Area (GBA) with the basic GBA. . . . transport policy . . .1 I I I 90 Well-functioningt Traffic institutional framework, *Wl-ucingTrfic * project monitoring reports wnicn it now lacks, ana critical investments needed Management Organtization cnhcalinvesments eeded capable of operating all tA maxinmi7 the efficiency capaemoftoperatin of the existn wtimplemented traffc traisport inf ure. management systems, and engineering, control, and management for the entire GBA. * Reduced congestion (average traffic speed) on major corridors; and level ot service improved tor l l ~~~~~~~~~critical intersections (from| 3 37% of key i=te-ion= about 250 -inYear 1to 70% by the end of the project at LOS A, B or C and no LOS below D). * Effective parking management by the TMO; significantly reduced parking violations in areas operations; and average I I ~~~~~~~~occupancy of metere parking space from 30% in Year I to 50% by the end of the project. -30 - - H ' IA i-Key Performance - Data Collection Strategy I IE , Hierarchy of Objectives Indicators | . ' - Critical Assumptions Output from each Output Indicators: Project reports: I(from Outputs to ObJective) Component: 1. Reduced congestion. 1.1 Traffic monitored and * traffic surveys * Institutional barriers might controlled throughout the GBA. l . . . impede implementation of 1.2 Traffic signals and layout * projectmonitorngreports effective traffic improvernents implemented at management. 200 intersections, and integration * Sufficient resources are of 64 signalized intersections. secured to operate and 1.3 Circulation plans developed maintain the GBA urban and implemented. transport system. 1.4 Improved traffic conditions 7 main corridors through 16 grade separation facilities. The moniwnng inuicawrs se-ecix- are: for the corridors' l l volwne/canacity ratio traffic speed and traffic volumes to be monitorecl at peak hours; and for the intersections' level of service, peak how average per vehicle. 2. Improved on-street parking 2.1 Paid on-street parking * parking surveys * Lasting Central controls and nuthorized efr orced in aout !4 select zones, . on d GBA parking significantly reduced in for a total of about 6,500 metered * project momtonng reports municipalities' support to specific zones. parking spaces. the parking improvement 2.2 Revised parking regulations program. annroved and enforced. 13. Formulation of an integrated 3.1 Apprwal of an integrated * project monitoring reports * MPWT's continued urban transport strategy and urban transport strategy and commitment to improve accompanying transportation accompan,ying transportation public transport services. plans. pians by the end of December 2005. 1 Key Peilrmance |Data Collection Strategy |- [Hierarchy of'Objectives ] Indicators . | | Critical Assumptions Project Components / Inputs: (budget for each Prolect reports: (from Components to Sub-components: component) Outputs) 1. Traffic management: US$27.71 million * project monitoring reports * Adequate implementation (a) Establishment of an capacity will be autonomous metropolitan maintained by CDR. orgar.izau tion fr uaicii and * Qifieu prfesina,s parking management (the TMO); will be recruited at the (b) Layout improvement works project onset to constitute and installation of traffic signals the core staff of the Traffic for all GBA's significant Management Center. intersections (about 200); (c) * Public awareness installation of a video campaigns will be s O ;eill&nce V sysLGk1I.. e n,OSU UtiDg C!osed condud..- -e-ui-q Au-nng Circuit Television (CCTV) at project implementation. about 30 sites along 4 corridors to pilot the use of freeway management systems; (d) establishment and equipment of a Traffic Management Center traffic operations through ITS technologies; (e) technical assistance and training services to build capacity for traffic controi operanons and iS l technologies; and (f) traffic enfore-ment enninment and training services for the traffic police. 2. On-street parking US$6.70 million * project monitoring reports * Qualified professionals improvement program: will be recruited at project (a) Installation of about 580 pay- onset to constitute the core and-display multi-space parking staff of the TMO Parking flhALLt.f_O LiJ t. cor.tro! abou: 60l.j.JW Snt . spaces under concession contracts * Public awareness with GBA municipalities; and campaigns will be (b) technical assistance and conducted regularly during training services to build capacity project implementation. for parking management * Consultations for operations and conduct public developing parking conducted, and will include business associations and real estate developers 3. Corridor improvement US$60.38 million * project monitoring reports * Risks of traffic disruption Ilprogram: I I I during construction will be programt: of grde separation managed through adequate facilities at highly cson gestecirculation plans to divert facIl a sIn I I traffic during construction: intersections along seven main penalties for delays built corridors (Beirut main I I I I ~ ~~~~~~~~~~~~~~~~~~~~~~~~into the works contracts 'US$15 million and regular public Land acquisition. informabion campaigns. -32 - 4. Technical assistance to the US$3.50 million * project monitoring reports MPWT's continued Minihtrv of Puihii. Wnrks snd Transport: commitment to (a) Support engineering, comprehensive transport, economic, and multi-modal urban environmental studies to assist in transport development the formulation of an urban strategy. transport strategy for the GBA; (b) Assist in undating and refining urban transport plans and programs; (c) Support transport feasibility studies; (d) Hepreuaedor.iz public transport services; (e) Assist in developing an air quality management program for the GBA; and (f) Support training activities. 5. Project management: USS i .23 miiiion * project monitoring reports i* CDR will maintain an Technical assistance services, adequately staffed PMU. mnd fpeq of lA I individiml consultants to staff aProject Management Unit, including equipment and operating costs on a declining basis. _ _ _ __II _ _ __ _ i _ _ _ _ _ I _ _ _ _ _ .- - 33 - Annex 2: .. br^S e ProJec Decitlon LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT By Component: Project Component 1 - US$27.71 million Traffi Manaaampnt Program 1.1 The overall ohjA. tines nf t1is tLfic managemnomnent of the project are to improve the effiiAn-y of the road network, reduce delays, improve travel speed, and enhance traffic safety through the establishment ole a con-Frrpeh=,eri-ve ar.d -+-..tga'e ua-f;c mlanagemrent progamn ir. the Ge-i. Berut A rea. ;i a t.2 LUJJIL U Vx e u g.a.ag,.e,t traLflf, Ilk,udes 1le UlC, s-en,aolr M,UM s:IC I .L IIi Ui1UiLU IiInhJrgViiiCUL PlgiUdIi Ul%IUUVZ ULU IUUUVWUIg, bcVVii LikJUJ =I111ciiLs. (a) Traffic Management Oreanization (TMO): A unified and autonomous organization will be established to monitor and control traffic, improve safety and respond to traffic incidents, and better coordinate the activities and programs of the various agencies involved in traffic management throughout the metropolitan Beirut area. This organization will perform the functions of traffic control and surveillance; traffic enforcement- narking management and reguilation- traffic operations planning, traffic engineering, and traveler information. The TMO will report to a gonverning Board- whose members are appointed by the Minister of Intpe"nr and Minirinalities The Board will establish traffic and parking management polices in accordance with the existing ft4ffir laiirc one ]t thP f,- nra,.urwu, fnr TMAn nnratinn c A Mmnran"A,m nf T TnArctanrA,na (MOU) regarding the TMO's functions and division of responsibilities among all participating , 1- I.s-;e A--- been --Ause and appove bya.!s Whl (e Appendix I to+16,' A-nex). A capacity building and professional development program is included to assist engineering staff, traffic police, and parking personnel, in better managing traffic flows. vu Trdilic Sigiiai S-vseI: Au tuIiputeuizeu trami signai cuotli system uo about 20U new signais, integrated with 64 existing (mostly minimally operational) signalized intersections. This element includes the installation of advanced traffic signal controllers, loop detectors, signal heads, pedestrian heads and buttons, mast arms, and communications, with hardware and software. (c) Intersection Layout Improvement: Covering both intersections receiving signalization and selected links between these intersections. including conversion tn one-way street, traffic channeli7ation median island improvements, curb and gutter improvements, street resurfacing and paving, signing, vfritno and ,marrin, (d) Traffic Management Center (TMC): A new TMC housing traffic operations planning and engineering, signal operations, parking, traffic enforcement, support services, and traffic video surveillance functions. All the traffic signals in the GBA will be directly monitored and controlled from the TMC. This element contains a new building for all TMO departments, communications equipment, control hardware and software, and video display system. Operations support of the TMC and maintenance of all central and field equipment for three years after the completion of the program will be Drovided. (e) Video Surveillance System: A video surveillance system of about 40 color cameras along major routes, integrated with 20 existing cameras viewing the Beirut Central District (BCD) tunnel, and 20 cameras viewing the airport tunnel. This element includes video cameras with housings, pan/tilt units, lenses, camera controllers, video switches, pan/tilt/zoom controllers, and video display units. - 34 - (f) Telecommunication S.vtem: The video communications between field cameras and the center will be provided through the existing fiber-optics backbone owned by the Ministry of Post and Telecommunications (MPT). Data communications among the traffic signal controllers will be mostly handled by the leased twisted-pair telephone line, with an option of grouping adjacent intersections with the wireless Spread Spectrum Radio communications system. This system contains multiplexers, channel banks, codecs, modems, cabinets, patch panels, vaults, junction boxes and possihlv Snread Snectrnm radio enuipment. (g) Traffic Police Eauipment: Towing trucks (10 small and 2 midsize), motorcycles (125 units), radio communication sets (125 units), and cars (50 units) will purchased for effective traffic enforcement. Traffic Management Organization (TMO) 1.3 Throughout the GBA, traffic will be controlled, monitored and managed from the centralized TMO, wicLL- W,Il UV atL uIs co,-e of use i uic waipxcsvuiV uvalu r,- -agciuirV si p[U-FFdIl uulizinLg -Ul Initeligeni Transportation Systems (ITS). The centralized single TMO will consist of traffic signal control systems, main corridors management systems, video survei'ilance system, incident management systems, parkung management systems, and traveler information systems. These systems will be used by engineering staff, traffic police enforcement officers, and parking management personnel under a unified TlM organization to perform various traffic management functions in an integrated manner throughout the GBA. An alternative to the centralized TMO would have been two centsrs with separate functions in each. Worldwide experience has demonstrated superior results from a centralized, single TMO when it performs multiple traffic management functions. 1.4 The TMO will be the focal point of traffic management activities for the whole Beirut metropolitan area, covering all the traffic control and engineering, traffic enforcement, and parking management functions. It will perform the following core functions: Traffic Control and Surveillance: TMO will manage, operate, and maintain the computerized traffic sigalu coriUtol s-ystelm. Ii Wlll ue respoUibiuI fUo uicd Ulevuiup,-i, an i ,i eUarlcel UPUilld. MigrWJ timing plans, the calibration of detector data, and the preparation of signal database. A video surveillance system Will Ee usea to momwior Uraic conduions, aetect and connirm mcidents, evaluate the impacts of response plans, and identify the release of incidents. Traffic Enforcement: Traffic police officers in the TMO will have the authority to command and direct field traffic officers through the district offices to manage traffic flows when necessarv. Traffic enforcement will be the responsibility of the traffic police and will be coordinated through the TMO. Parking Management: Parldng management staff in the TMO will develop on-street parking policies, establish parking regulations, manage parking meter programs, conduct parking analysis, and coordinate with municipal police to enforce parking regulations. Traffic Oeprei.ons P1 a nnn.P irn and tiraffc Pnf"rem.Ppnft st,ff 1A1l Jnintly devewlnn tr,tftr management strategies and circulation plans, analyze operational requirements for special events and cuiLu uctiun InI-cKlosu e acutvivitiO, and Fra.-e 1.-espoIrs plLar or:..-.cide.t Traffic Engineering Studies: Engineering staff will conduct studies and evaluation of current traffic control devices including signing, striping and signal operations, and implement changes as necessary. Traffic data collection will be performed by TMO to assist in traffic studies and transport planning. Public Information: TMO will provide the public with current traffic and road conditions. Traveler information system wiil also be made available through advanced technologies. it will conduct public - 35 - campaigns to educate drivers and pedestrians about the new traffic management system. I I Law enforcement personnnel in the TMO will interant with field traffiG officers via five existing regional police districts. These districts are geographically located in the GBA (three within the municipality of Beirut and twvo outseidep of Reirnt) Traffic nnlirp. at thp intprcPrtinn lvr1PV nr Airnrt clinprvicinn nf Parh commander in their respective district offices. The TMO will have direct chain of command over the five police districtsfor. traf. 4rnar, agner,t ,.n++.ro 1.0 Tih TIV Will UJIM1IaL - WIUL Uimu oV rubcI . YVUVI1 dllU CdLLLUpVIL i L aIVea 01 road improvements and transport planning. The TMO will be responsible for traffic operational improvements, but 11o0 Ltn Uesign andU U111p:rnentai'LUon of r1oaudwiay iumrasi7L;ruCUIe. It will serve as a source of uata CUIIeCU-II on traffic flows and conditions for use by others performing studies, and it will provide recommendations regarding approval of proposed for traffic control changes by other agencies. 1.7 The public information function is very crucial to the TMO. Once fully operational, the TMO will become the nerve center of all traffic management activities in the GBA. Real-time traffic information and road conditions will be disseminated from this center. The news media will provide such information, particularly video images, to the general public, which will generate attention of the public and high-ranking officers about the traffic management system. If the impact of the system is positive, public support will grow, and more financial resources will become available to help sustain the traffic manage.nent program and continue to expand the system. Traffic Signal System 1.8 C-urrentuly, mrUost of thLe inte,sc. ions in Beirut are not sigr,alized. ThIUe limited InumLbel of existing signals are mostly dark or on flash. At major intersections, uniformed traffic police officers direct traffic manually. Some intersections are sufficienty comnplex as w require muiupie ofncers, eacn ulrectig one or more approaches in coordination with one another. Traffic flow is chaotic and little traffic discipline exists. Enforcement is seemingly secondary to attempting to achieve some sembiance of control for the officers at most intersections. The roads covered by the project can be viewed as a fairly dense downtown network (including some closely spaced intersections), a series of corridors, and some isolated intersections. 1.9 Implementation of an effective traffic signal system should result in significant improvements in safety and efficiency, and concurrent decreases in delays. Further, travel times should become considerably more consistent than under current conditions. Emissions will be positively impacted as well. 1.10 Installation of New Signals. New signals need to be installed and operated in Beirut to direct traffic flow in a more efficient and orderly manner. This project will include the installation of a total of 180 signals. The criteria used for selecting the proposed signals were based on the 1994 Greater Beirut Urban Transport Study and other major corridor analyses. The intersection level of service was calculated using the projected traffic volume generated by the EMME2 model. A simplified critical movement analysis and traffic signal warrant study based on the U.S. Manual of Uniform Traffic Control Devices (MUTCD) were later conducted during the appraisal mission. The result showed that 178 intersections meet the minimum critical movement volurm. es and at least one of the two tmffic. siomnl warrants: Minimilm Vehicle Volume and Tnteprrption of Continuous Traffic Flows. Two other intersections were close to meeting the warrant criteria and will be -ludAed ir the n-^,;At A II1I 20 nevx, cnr,,,l be 11rll ,,toPr ctp .xAil, the TXAC 1 1 1 b..A.xis .-np I QSvS'1 T'fIo eist;ng 4A S;,.n1;.A snecbon*.s'o ,nfAl , ')A ; fisi 1;-+ flf+-1 1.1 1 flA&O$&&fl JLr,&.4 A vO&C". III'. SlJW 15s '.r o,5fla,nAA flflt-Ot,UW fltfltt £&T MIu> Ufl% U II IUL '..4UQ District area and 40 in the municipality of Beirut and outlying areas. Most of these signals are not operational - 36 - because of poor traffic engineering design and lack of maintenance. This project will re-activate these signals and incorporate the existing and proposed traffic signals into a fully integrated control system so that the signal operations can be optimized. 1.12 This project will bring the existing signals up to the current standard in terms of signal controllers, signal head placement, signal plasing design, and signal timing plans. All field equipment that does not meet the current design standard will be replaced and upgraded. 1.13 Traffic Control Functions. A computerized traffic signal control system can have the following different traffic control functions: Locul Operaiions/Ceniral Munfloring. LocaL controllers run basic signial tiiiminig plans (consisting of cycle length, amount of green/red time for each direction, and synchronization timing) without central control and coordinatio. Wnen cornirucauons between the cenuta anda te local signals are down, all signals will be on local operations. Time-of-Day Operations: The TMC controls and monitors traffic signals using pre-deterrined signal timing pnlans by time-of-dav. These timing plans are generally develoned through off-line signal optimization software. Central Manual Selection: Traffic engineers in the TMC can manually implement any pre-deterrnined timing plans remotely from the center through the communications system. This is an important function to enable the TMC to respond to incidents and special events. zraJM. Responsive - --.pci.&.n (or re.g'ar a-ap+v-_ ua co.to) A ---ce1r.ual *.ApuL a-usts he1 signal timing plans automatically based on traffic demands, using either pattem matching method or lw 11-- cul :__ _ -. IC__ I ___ A ___placed_ oUll-LIe calculUati Lil LILVIVUIN VI I-) II.rIUtLr LVI oUIIrgI. Ad U.cLUUUtio ybLrlll needs o p at strategic locations to delect traffic pattem changes. Real-time Adaptive Trnlffic Control Operations: Signal timing parameters are adjusted with high freauency (in seconds) to meet traffic demand using on-line calculation algorithms. This mode of operations is the most sophisticated control of any traffic signal system. An extensive detection system detecting traffic volume and speed for every lane of everv approach to all signalized intersection would be needed to operate the system properly. A sophisticated software algorithm would take the traffic dAf s innitte tn rnnmniitP the timing ar mptPre writhin e-n.dv 2n,d iimrnnlp,mpnt thnm imn,pmdintplv Each operating adaptive control system has its own algorithm. Some systems also lock in the propri.etry sign.al contrcllers that their algorithm can work With* 1.14A Ast b-f- of a cntl sigrl -ot-o sys em -- +1&. real-d ,s4t +1.i o y running well-maintained and predicable time-of-day timing plans. Central manual selection is critical during UlIdUnIL 1ILaL1arVIiIV1I znd anIy uaLnexpectedu ua LACU11 congestion. IL-aiI1L%-'1%apu1wV V p LaUVziU1A zUlVw Uie sysItle to adjust signal timing automatically when there is a significant traffic pattern change. The cumulative effects of U'le- IsmUUo;5 VI UIVL4UUU:b WUUJU Us bl2IIIl.l4UL. .UIIVIIUy UI1 DLIIUL, Udil11 IIULti4UUU WIUI uII:i iu IIUUU. Peak periods are generally predictable, and many intersections show a high level of traffic volumes consistently throughout the day. Tne need fc'r a real-time adaptive control system to respond to traffic demands is not nign. Also, the correlation of traffic volumes between upstream and downstream locations is low because of traffic coming in and out of minor cross streets in between detectors, and traffic frictions such as illegal double-parking and taxis picking up and dropping off passengers. This low correlation makes it difficult to predict traffic flow for the downstream intersections, which is a central theme of most adaptive traffic control systems. However, since traffic continues to grow over time in the Beirut area, there is a rationale for traffic-responsive control to adjust signal timing in response to changing traffic patterns. Therefore, appropriate traffic-responsive functions will be included in the system. 1.15 Traffic Control Svstem. Various traffic control systems and types of signal controllers have been reviewed to assess their relevance for Beirut conditions. Some systems are proprietary in both software and hardware, while others are more open. Rather than selecting specific traffic control systems, it is more important to determnine the most appropriate traffic control functions for Beirut. Other than the functional requirements, the system's modularity, expandability, and inter-operability would be key criteria for selection. 1.16 One of the important elements of the traffic control system is the develonment and implementation of good signal timing plans. Traffic engineers need to have a useful tool to conduct such a task. An off-line sign2! timing simfllntion and ontinli7nfin softwqrP. neirksi . urill h incliuded in the nrociirPment so that the operating agency will be able to develop optimal signal timing plans and evaluate traffic control strategies. 1.17 TvMe of Signal Controller. Many types of controllers could provide the control functions specified for 41u e Bei+ syste.. Hoevr,i o-der to r.-miz +Uhe --nest-.t --aLed..ad -at _+ .e- exi-vu4r. siral,-l ua ..L u ut 0,U 0L.=f. *JJ... VYV..f, III ~Mau. AJ 111.uh.LI ua Iny L0UEITICN all"aCl ,.±aur at, UUt %MI0b11% a.,L.a.a, aam, contractor will be required to make every effort to reuse the existing controllers for these signals. 1.18 Signal Design Standard. Current design practice in Beirut is to install signal heads at the near side of the intersection. w'hnile t'nis would clearly indicate the stop iine to drivers approaching the intersection, the visibility to those already stopping is poor. This project would add two additional signal heads 300 mm in diameter at the far-side of the intersection to improve signal visibility to both drivers and pedestrians. if tne approaching direction has three or more lanes, an overhead signal head mounted on the far-side mast-arm pole will be installed. Intersectional Layout improvements 1.!9 Tntersection layout improvements ar renqlired in order to implem.ent anrd achiieve fiall value from the traffic signal control and video surveillance systems. Such works are of a minor nature in comparison to cors.-;no of a roadway, but e a d p- user response to the systems. About 24 corridors in Greater Beirut Area will be receiving surface improvement to "ivnclbrs baJey, improve efficiency, and e.uariL,c udivb4Uii.Ly. lle WUIoL for Uut iLtIei inl%UUde Lu4iiIl. channelization improvements, one-way street conversion, traffic signing and striping, pavement resurfacing, median island relocations, curb and gutter repairs, sidewaik paving, pavernent markings, and minor landscaping. The specific improvements were selected following evaluation of each intersection by the consultant, seeking the most cost-effective manner in wnich to improve traffic operations. Tne improvements are considered necessary in order to achieve the full potential of a comprehensive traffic management system. Intersection layout improvements will be performed consistent with existing local standards and practice. Existing standard specifications and project-specific design details are adequate for procurement and execution of this portion of the project. Traffic Management Center and TMO Building 2 1.20 Tne premises of the TMO wili oe situated in a muiti-story facility or about 3000m, to be ouiit on available Government-owned land at the northem edge of Beirut. In addition to the traffic operations room, offices for planning, engineering, support services, paricing, trainingipublic relations, and administration are planned. Areas for training, meetings, tours, media interaction, a library, and testing/maintenance/repair of moderately sized equipment are included. Computer and communications rooms will provide safe and secure environments for their respective sets of critical equipment, and will provide locations in which the intemal - 38 - systems interface with external equipment. Facility parking will be included for several organizational elements. 1.21 Multi-level facility security will be maintained, with video surveillance of the building exterior and parking areas, a guard providing building entrance control and video monitoring, and computer/communications/control rooms protected by keypad-type security. Appropriate security will also be required for the parking fee collections area. 1.22 The control room will feature a 6-cube video wall displaying both video imrages from the CCTV cameras and computer-generated images. The primary image will be a geographic representation of the status of the traffic signal network and traffic conditions on the detectorized roadways. Operations consoles will house the workstations through which operators interface with and control the traffic signals and individual video monitors. 1213 The TMC will hnuse tjihe fnllo.wing eniinment: (a) rhlhp rawks and (iAmmirnirntinn elPcr-rAnir'Q andi software; (b) video displays, video wall, video wall controller, camera controller, video cassette recorders, Comera Conntra Aiictrihiitinn iinit viAAPn cuAtitohP anti neennnfrio^ crn4-1-or (rX 0-o^o raw r. -fre/+-n f-b +t' ___._ __.__. __._ __.. I_ - - ...___ ... I_ _ -_ - -V__v GVTE_s -_v_-s _ s Sw S - 1 -_s sv W_1 proposed traffic applications, including traffic signal control, modeling/simulation, database management, 5- Jra-Jlc J.-.,,,Aan.Jfl sflflflO, &nd --ocia-t soflVV dU) local a'ea LLLnviwvU yLr-L^) *i.ub, widu azrea iLFLwir. interface, cabling, equipment, and software connecting all computer devices; (e) uninterruptable power supply fTtU was .Uh redu,al desel o,ub,ebackup ge,e-tO; l heaig veniulat ing,an air cond'uonirg sys.eml;l kLJr0) WIUI IULLUIU4IL U1l~ UL .LUUU1 UtL4k..Lip rrIVL4Lib, ki1) IIV4LUIg, ViLUtLi,Wi 1 UIUULU~ yLIi (g) furnishings and office equipment, including workstation units. 1.24 Video is displayed in th- TMC control room, which has a video wall of 2rnx3m composed of up to six rear projection video cubes. Tnis video matrix can also dispiay computer images. Larger singie-projector units equivalent in size require more maintenance and a larger dark space behind the screens. The control room also has four 32-inch monitors. Video routing is provided by a video switch with 100 inputs by 20 outputs, with expansion capability. In the future, there may be reason to consider routing video from this area to the five district offices of the Ministry of Interior. Video Surveillance System 1.25 The proposed CCTV system for the GBA will be used for surveillance and monitoring of traffic conditions on the road network. The CCTV system of 40 cameras will cover four key corridors in the GBA; i.e., Northem, Southern, and Eastem Entrances, and Corniche El Mazraa. Each field site will include a high-resolution color camera, camera control system, and cabling. It is expected that the CCTV system will expand geographically to cover larger parts of the GBA. 1.26 The second part of the video surveillance system is the integration of the existing CCTV cameras in the Business Central District (BCD) and airport tunnels. Most of the existing cameras are fixed and black/white. This project will establish video connection between these cameras and the TMC. 1.27 New CCTV. The proposed 40 new cameras will be mounted either atop 15-meter poles at nnnrnYimtPtelv 1 km diRnnnpq qlnncr mninr earridAr, nr nn the tnn nf hiah_ricp niihlin hiiil1tincre 1pupn thniinh ~~~-rr~ ---J--------'-J-~~~~~s~~~~~ -r ~- - --~~ r- ~~^u--^ ~t the plan to mount cameras on high buildings may have to endure lengthy negotiations with building owners and may invrolve g1vnhPr r:sk to parerahllner nir. A cim a] supor ., e 't, -r o .ea.plex .-A ex+.-Ane intersections will be improved by such a mounting method using high magnification cameras. The selected coL.tracto0rT will ha vre to field-vIeTif' aLl carnema s:.tes using - bucket -1-c sunrey pr,or to ,r,st 'l-:on. Image- L4.IiUa.~U1 Wn iiVL~ U iiiUV ii3a .a'i iLM, DLr a UUL,KIL U UWf MULV Y IVI Lv u.nLuiiauviUi. hl from all sources will be transmitted over a fiber optic telecommunication network to the TMC. The combinaion o1 spacuig ainu canUeld iiagnuificzuu1i will provide essentially full coverage of ute cnosen routes, - 39 - which is useful for current applications. 1.28 The new CCTV system is crucial to the traffic surveillance and monitoring functions of the TMC. Video cameras are the most direct and effective tools to monitor traffic conditions, identify and confirm incidents, and verify the impacts of control strategies, and are therefore far superior to other detection systems. Most detection systems can only detect accurate traffic volume and speed data when traffic is moving. If traffic is blocked due to a major incident or street/lane closure, these detection systems would not show meaningful traffic data to which the operator could respond. CCTV, on the other hand, provides clear pictures of road conditions with pan/tilt/zoom capabilities and is able to identify the source of the incidents and to assist the operator in developing the most appropriate response plans. At the end of the incident video cameras are also extremely useful to help the operator decide when to change the traffic control plans back to normal conditions. Without the CCTV svstem. the onerators will not be ahle to manage the TMC effectivelv Tn addition, the video cameras will also provide great assistance in carrying out traffic studies. 1.29 Existing Tunnel Cameras. Each of the BCD and airport tunnels has approximately 20 cameras. All are black/white, anrd all but those at the ends of the tunnels ^--e fixed view (no p.'Atilt'zoor). ,tput from airport tunnel cameras is digital, while that from the BCD tunnel is analog. These cameras provide both the GULLIIL3 W l UiVOLiaUSA al FLVU1W LU Ual LULULsL.V, Wl1.iUlVl LlaLU LU Utallc, UWvUrl4l UIU U IUII, UI UUICIUR1U11LiL received by the respective tunnel control centers. Full video coverage is provided to the mini monitoring center oil eachtrlel. Eah 7 lre ronwrU -erlte recive its - I---rl-ido bt ha n aces io any- o-u -video Ui~LdLULIUV. I:~a,aSA LUIULILV lIUliVLLVUirn, LXUALVIL Vt~lVVYU LLO UWLI VIUVUi, UUL il ilk) IIutx LUL t1ly UUIC[ VIUCO. Staffing at these two monitoring centers will be eliminated once adequate surveillance and monitoring can be pro-vided cenltrally from[l tue TCvi. Since ihe tunneis also represent criticaL traffic bottienecks on the transportation network, these cameras will augment the surveillance functions of the TMC. Telecommunication System 1.30 The communication system for the GBA will be designed to accommodate the immediate need to control and monitor trffiG signals, datn cnllectinn StRtinS, and CCTV systems. In addition it xxll accommodate future communication needs for advanced ITS applications, such as traveler information Suytemt s, nih1ie trnnnnrtntini cnrnmmPrria1 vehirlp nn%pe.onn inrpidert manaer.'mpnt ,detppt.i ar. v- and emissions management. The communication systems and subsystems will be based on an open architecture ruo.a nn..nrnr,ann,rrinrn,n,ol4n haA.''.aa ~ onA,or '1,n .,w -.nii Ik0 --r~..a+-A ar,A - ---- using industry standard communications protocols and off-the-shelf devices. 1.31 Multiple alternatives for the telecommunications solution supporting the traffic management center n ave ucen pusedu as uie prouJe. iias evolved, culninating in a potentially cost-effective solution using tne Ministry of Posts and Telecommunications' (MPT) fiber optic network. The MPT has already installed a highly underutilized hign bandwidth (622 MDps) fiber optic network along all routes of interest for video surveillance. MPT will connect the video cameras, existing video systems, and TMC directly to this network, offering highly reliable, easily expandable service of outstanding quality for video transmission and control. 1.32 For control and monitoring of the traffic signal system, MPT has offered direction connection to each intersection through its existing telephone network. Due to the potentially high operating cost of such service, TMO will retain this service only to specified nodes, each of which would control up to 8 intersections via frequency-hopping Spread Spectrum radio. Implementation Arrangements, Schedule, and Contract Packaging 1.33 Staff assigned to the CDR Project Management Unit (PMU) will supervise and monitor the implementation of the traffic management component, and provide smooth transition to the operations and -40 - maintenance of the overall systera onrce completed A PlV. 1.v--,-m-t of ti,. T An n ,w, implement,tion of - - _ - I.~~~~~~~~~~~* V- JfVVkV*~fAf1 -.3 --kV RVf.- --t -FA . UIft a* L.lJ l the system is critical for sustainable improvements. Through the system development and implementation prces 11'JIU a UI thIeJX wiu be uaedu Lvt 11have r,sariy F.OwleWvu adiu LaNV OwIMISlup oi uiv ualfic management system. A general supervision firm will be hired by CDR to provide inspection and supervision of uIV u aLfLc mandageIlreILL UVIlpofleILt. 1.34 Effectively procuring an integrated solution containing a mix of goods and services, representing both conventional intersection layout ilmprovements and high technology, requires a procurement methodology that is flexible, minimizes administrative effort, and tightly integrates the multiple components of the program. A direct turn-key technique was chosen for the procurement and installation of the traffic signal system, telecommunications, video surveillance, traffic signals, and intersection layout improvements; the integration of the central control system and all TMC equipment; and the TMO operations support and maintenance of all software and hardware for three years after the completion of the program. The turn-key contractor will carry functional specifications to full design, and will submit for approval (before acquisition) details for all products/systems and work. Materials, software, and equipment will then be procured, installed, tested, integrated, and acceptance tested. As-built drawings will be submitted following completion of the work and acceptance of the completed operational system. The contractor will also provide operations training to operations personnel. 1.35 The advantages of the turn-key contract are manifold. The line of responsibility is clear and unambiguous. The contractor is ;olely responsible for the delivery of the system. The administration work for the CDR will be areatlv reduced as comDared to managing multinle construction contracts. The fact that the contractor can better coordinate all of its subcontractors under one management will likely to result in more efficrient and cst-effertive implementqtion nf the. nriert The ttrn-cepv contract-r will be supervised and monitored by a general supervision firm. Furthermore, in order to augment the technical capabilities of the pMT, an. Expert Advisor _11 be hired to provide ..._, .hn -asis- to CDR ar.d revie a approve the final design plans prepared by the turn-key contractor. The terms of reference for the Expert A A-o &i,c.Au.A I-.v,ect L Dl,., (I.DTD r-LUVLO%JL L...LUV.LUUP.V. Ut UI.. I IWJJV.tL -FlI~k LUtIV.U VL1k U lJ I ~ IIJ . 1.36 An effective conimiunications and ouUrach prograUl targeted at drivers and pedestrians will be necessary in order to gain full value from the infrastructure investment. A consultant firmn will be hired to perform tnis aS'K. in addition, several professional tauining and development contracts wiii oe awarded io conduct specialized training for traffic police, engineers, and parking personnel. 1.37 The implementation of the traffic management program will take about three years. The new signal system will be divided into three stages of approximately 60 intersections each. The construction period is six months for each stage. The retrofit of the existing signals will take another half year. The intersection layout improvements will be divided in the same manner, but with a 2-month lag after the signal construction. 1.38 Construction of the TM4) building is a critical part of implementation. Detailed design of the building will immediately start from the beginning, followed by the construction permit application/approval process. During this stage, both CDR (with the assistance of the Expert Advisor) and the turn-key contractor will have to work cohesively to meet the task schedule. The construction of the building will take an estimated 18 months. Equipment for the TMC will be procured before the construction of the TMO building is completed. The installation of all system hardware, software, and display systems will start three months prior to the completion of TMO building and will take six months to finish. The final eight months in the three-year implementation cycle will be dedicated to system integration and acceptance testing. 1.39 The field CCTV units will be installed in four stages grouped by corridor. The contractor will validate -41 - and determine the exact site and number of cameras that need to be installed trior to nrocurement and installation. The installation will have to be completed before the TMO building is ready. The contractor will then complete the telecommunication link into the TMC. The communication .svtem design plans needs to be finalized by the turn-key contractor in consultation with the MPT. The communications equipment will be nracured by the contractor and delivered to MPT for inqtallat-io%n whirh, will takepl nacP A mrnth hbefnrp thp completion of the TMO building. The contractor will then connect to the central system and verify that telecnmmuniration linlks are working roperly. Operations and Maintenance 1.40 Requirements for operations support and maintenance for two/three years following system acceptance arld sAu S* *i .11 be -_opoae *U-t -AI t Iu..-e ouc ___-una su P___ Alor _ u -- I__r-ke o- o U UL1LUL WIu Ul, uLAIFUiJu1LV%J rnIAj I.U, LLLLI-&Vy VVIl1UaLAL. %JjJVLL~U1VL4i OUFFUL 11IllI UIC LLuUl-KCy contrHhacor will be on a declining basis. Over time, the TMO staff will gradually assume responsibility for system operauons. 'Ine unp morwnt aspect wiu oe uic unanluon iom tne turn-Key contractor to I MU stafIt for wmcn training to repair hardware failure will be is critical. At the end of the turn-key contract, the TMO can choose to conduct maintenance in-house or continue to contract out the maintenance function. TMO Staffmg Plan and Capacity Building 1-41 )etailed TMO( taffing planhac heen nrenared for the firct Rivr vearc nf imnlempnt2tin, ane nnPr^ftinnc and is included in the PIP. The TMO Director and heads of three major departments within the TMO (Traffic Fnaineerlnn TraffiG FnforPetemnt and Parlcina Manaopment) wiI hbe annninttpd at th.e nrn,ec Ant c Rn,t th.- first year, when construction begins, the PMU staff will supervise various contracts to ensure quality work. Starting th2e secon.d yeawr, when 'the .;s ,4' of ne sig z! i.+laini o.ltd,sga pla swr will start. Traffic engineering and system engineering staff will need to be hired. Also, administrative staff will reu to Fepar for iuLg ad&+ omi sWaff, auiLu fLv CondUUL.LlU1 aUIwu.LLaLVvV a4llU LUPpOIUL LILULlUlb IU[ UIh TMO. In the third year, when testing and integration work is well under way, most traffic engineering and opviauuu sLafi Will LI4-V 'L piFalv ulple Lii uLe s-ystem eacepnce process. ir[liic police ilaison wiii str uleir function of directing traffic officers to manage traffic in the field. Year four will be the first year of full operations after uie start of tie project. i.42 Tne project supports capacity building in such areas as traffic and transport engineering, traffic planning, traffic operations, traffic law enforcement, parking management, and intelligent transportation system (rTS) technologies. The training program will include, but not be limited to: traffic laws and codes, accident investigation and reporting, handling of special events, dealing with the public, traffic flow characteristics, use of traffic enforcement equipment and testing devices, understanding of ITS technologies and communication links, and traffic management and signal operation. As ITS increases in importance in the GBA, more general expertise in systems engineering, systems integration, and electronics will also be needed. Monitoring and Evaluation I ANl ------- ---- '11 t . r. .r i .'t.J IL LUCC PCHUIMU JUaAIWL15 wu uI Ubt;U LiWw ficuutiveness oi me uarc management program. The first is the total stopped delays at signalized intersections. The second is the average travel time and speed along major arterials. Tne third is trafmc safety in terms of totai accidents reduced at major intersections. The performance of traffic enforcement will also be measured. 1.44 Baseline surveys were carried out prior to the implementation of the traffic management program. Traffic delay studies were also conducted at approximately 50 major and minor signalized intersections, representing 20 percent of the total number of intersections (new and existing signals) included in the traffic management program. These intersections were geographically distributed across the GBA. The selection avoided intersections where major construction activities would take place in the near vicinity within the next -42 - foirr ve r - These hiidies were perfnrmed fnr twotypical dayvs with one holrin each of the three time peinods (AM peak, midday, and PM peak). The standard approach is to manually count the number of vehicles _topped at th- itw--ecorsti ever, 1l 0ep.ds. ltnly r. theeonds} du,ad on of 10 -scor. by the t-t t1 number of vehicles stopped at the intersections within one hour. When the intersections are large and complex, mo,ore -..A. .o.pesn;neddtcvr..11 --poaces I.AC acan * t0Ael*,. nanralnnlfan, 1.4t.J eLIrI uvel CULe adU spee,l daa -weV-Le CalW.4IULVU Ur'y UrLLVUl5 onII elecZLU 1114J1 aIlri4s WIUIILI UlI Puh pUJV.eL area, recording the travel time along the routes and delays at the intersections. Average speed for the arterials can be derived from uhe speed survey. A miiimum of i arteriais were cnosen covering various geographic areas. Two separate weekdays alad three time periods were surveyed for at least five runs in each direction for every arterial. Each run consists of traveiing both directions if the arterial is a two-way street. 1.46 The third indicator is the traffic accident data collected over a two-year period before and after the completion of the traffic management program. The total number of accidents is tallied to compare the before and after conditions. If the accident data are not readily available, an alternate approach is to conduct traffic conflict studies, which measure any potential conflicts (near misses) between moving vehicles, and between vehicles and passengers. A sampile of 50 intersections, different than the traffic delay study locations, would be surveyed for the busiest two hours of the day for two days. Training will also be provided to better define potential conflicts. 1.47 The data collection of all three performance indicators will be repeated for the "after" condition, which is after the traffic management svstem is completed and stabilized. Statistical analyses will then be conducted to compare the before and after data and determine whether the improvements are statistically significant. In terms of interim comparison, ihe traffic delay and traffic conflict studies will be appropriate for those intersections where the traffic signal system is completed and fully operational. However, the improvement measured in the interim neriod mill not renresent the full benefits of the traffic management svstem because the central control system within the TMO will not have been completed at that time. -43 - I AR Ths A4pcr-"+A4,nn A flip -Ont .AA,t-,,ot ~f'- - I ,- A, ' Tnl,I1. I,1~. !.48 T.*. ** * anhdA J tf cost _s-nr.awe of Cor.poner.t 1 O f... IiW_... I able 1. b_ lw. Taflst C..t~.pne,.nt. ' = TAraI:.c Mvan.agement PrAog~Srz.. | Total costs Description Including contingencies USs miiiion 1.1. Intersection layout improvement, signing, and marking works for about 250 intersections | 5.59 I 1.2. Traffic signals for about 200 intersections (including installation, 2 years of operation 9.87 and maintenance, and modification of existing 64 signalized intersections) l _l 1.3. Traffic Management Center (TMC) l _l 1.3.1. Technical assistance, training, and supervision services 1.68 1.3.2. Operating costs (for initial operation on a declining basis) | 0.11_| 1.3.3. Construction of the TMO building 2|80 1.3.4. TMO cars and office equipment 0.35] 1.3.5. Equipment for the Traffic Management Center (TMC) 1.25 (excluding cars and office equipment for the TMO) 1.3.6. Communication infrastructure (60km) 1.69 1.3.7. Closed Circuit Television cameras (CCTV) 0.83. 1.4. Traffic police 1f 4 - Fquinment fnr traffic nnlice I 38 1.4.2. Training for traffic police 0.17 Total Component 1 costs 27.71 -44 - Projeci Cor.mponent 2 - US$6.70 mi;i;on On-Street Parking Improvement Program A. Elements of the Prograrn 2. i Tne main objective of this component is to regulate and control on-street parking in seiected zones of the Greater Beirut Area to free roadways for traffic and, as a demand management measure, promote the use of public transport. Tlne program aJims at positive changes that are both observable and measurable in the target zones (about 14 zones). 2.2 The municipalities in the GBA, which have substantial on-street parking problems, need both the organizational structure and the professional capacity to address these problems. Neither a suitable organizational structure nor profe ssionals in the field of parking management exist in GBA municipalities, and both must be created to deal effectively with parking management as a component of an overall urban transport development strategy. 2.3 On-street parking will be controlled in order to eliminate double parking that blocks traffic, parking on the sidewalks that endangers ped-astrians, parking at intersections that hinders traffic movement, all-day parking in areas that should have short-term use, and other driving and parking behavior that degrades both the economic efficiency and the quality of life in Beirut's commercial areas. The controls will include appropriate narking regulations to nreserve the land use adiacent to on-street snaces- fair and consistent narking enforcement, a rational system of fees for parking spaces in high demand, a fine structure that deters drivers from pnrking incnarrerttly and receivinDg parking tickets, and enuiprment and tecrinology to implement the controls. 2.4 Controlling on-street parking is necessary to improve transit and traffic conditions, as well as to suFppo.sh comrn-^erdciar &eas of 'Beiru^t b- pr--,idir. -AvnetpuXn o hps,+orss u^ iioJt the areas. Better on-street parking also improves safety and convenience for pedestrians, as it will decrease paimUlg on e,e sidewU. 2.5 Tne parking program vwill be progressive in iis seiection and use of new technology to solve the on-street parking problemn. Since Beirut is essentially starting its on-street parking program with a clean slate, it has the opportunity to benefit from-M oth'er cities' experiences (positive and negative) and to use the most modem technology to support the parking program. 2.6 The fundamental elemernts proposed for the on-street parking management program are as follows: (a) The parking prograrn will be consolidated into one parking management department that will be a kev nprt nf tha ind1reendent puhlic tr&ffir. mananrement agenc,v the Traffic Mnnagement Organization (TMC). The municipalities that participate in the On-Street Parking Improvement Phn-n,.rn I ^i " conr.csn out ton th TTA PorlAAn fonot..,A -f fhe Ade-iro ;,nntoin, -&= M*0- M 01 M - - *- -4O.*5 - .kfAL 111- - -fy nAy%lAAb4LlJA management, regulation, and operation of their on-street parking program. (b) The Traffic Code will be complemented by administrative decisions to provide an updated parking fine schedule and extend the life of parking tickets. (c) As part of their concession agreements, the municipalities will authorize the TMO Parking Enforcement Offictrs to eforwe parking surc'narges (for park'ing improperly wiUt regard to tne multi-meters), illegal parking (such as double parking, parking on the sidewalk), and vehicle - 45 - immuiioization cootung ) 1or unpaiu parKmg surcnarges. i nese omcers wiii aiso caii mue I ramc Police to tow illegally parked vehicles. (d) The TMO Parking Department will pay concession fees as direct revenues to the municipalities in which the parking meters are located. (e) Paid on-street parking will be implemented in commercial areas where parking demand significantly exceeds supply. (nf On-ctrppt npiricin cn-p urill hp. nrnvitded annl sianed for ahnrt-te..tm nnrnlr.in InAilnoaA in.- of goods, passenger loading/unloading zones, bus stops, and taxi zones. Few of these necessary nn...ftrpt sacesa exisat tnoday (g) The program will be tailored on a block-by-block basis. For instance, a block containing a hotel will need more passenger loading area than a block with primarily office buildings. Parking time periods, rates, and regulations will take into consideration land use, patrons, and hours of peak demand, particularly as the program matures. (n) implienentaion wllinclude several piloi program areas in whicn new reguiatory signs and meters will be installed. The results and use by the public will be monitored and analyzed so that any improvements can be made before larger areas are covered. The pilot areas will be in the unicipality of Beirut, so that additional complexity is not added to the initial phase of the program. 2.7 The program will result in positive changes that are both observable and measurable. Primary objectives include the following: (a) I.1gai np rkincr (iniihb and t-rinle narleingy nprkinc nn sidewalks n,ar1ng in intaa4nfnor at,' should decrease to the point where it is atypical rather than normal in Beirut. (b) Levels of service (in traffic engineering terms) should improve at intersections, streets, and arterials as traffic ceases to be blocked by illegal parking. (c) On-street parking spaces should experience more tumover - a larger number of individuals should be able to par- inl each space each day, thus serving corm-nercidai estabiisnrnents and tiose wno frequent them. Commercial establishments should experience, over time, greater patronage as those wno drive to downtown Beirut have an easier time finding parking. (d) Sparsely used off-street parking lots should fill as all-day Darkers are Drevented from using short-term spaces in commercial areas, thus causing the entire parking supply to be used more effectively (e) Trucks and other commercial vehicles should cease to double-park for loading and unloading as loading zones are established specifically for their use. (A Pdest-r.o,a-rnat onA -ofat, shoulA mnron,,as ce 8A, on +Ih. side11a -and ;r,+,i,ec44-.,,X k * I .t ...-. _w ltf_l -fl _ _Jt~ ~.aln llJt t I J lF ll6r Uf t-l- Oli'vyaaa*UQ IItltt,J prohibited and these regulations enforced. (g) In the future, a well planned and enforced on-street parking program will encourage increased use of public transit by employees and other who come downtown all day, since the on-street parking in commercial areas will favor those who want to park for short periods of time. B. Establishment of On-Street Parking Management Capacity 2.8 The most fundamental aspect of the or2anizational structure is that all narking functions will be consolidated into one responsibility center where the staff, performance, analysis, and planning may benefit fron the thorough management and underRstAnding nf all aqnectq nf the parking progr m Many p,rlcincy -46 - functions are interdependent and rely upon close coordination for successful operation. Tne consolidation of all program elements into one organization allows greater efficiency, exchange of information, and cost effectiveness. 2.9 The Parking Department will be one of the major functions of the TMO, which includes traffic planning and engineering, traffic signal operation, traffic enforcement, traffic video surveillance, and support functions for both traffic and parking management (communications, computer systems, human resources, accounting, general services, and public information). The purpose of combining these functions into one organization is that they all will benefit from having consolidated operations designed to manage and deliver specified services to the municipalities of the GBA. The municipalities, on the other hand, will receive professional services from an organization particularly suited to perform the functions with trained and experienced staff, state-of-the-art equipment, and a focus on quality of service balanced with sensitivity to cost. The TMO must also deal effecti vely and fairly with the public, as this will be evaluated in its performance. 2.10 The Parking Department will have the following major sections: parking enforcement, regulations and analvsis. parking meters operations. and financial and ticket Drocessing (see Chart I below). Each of these sections will have specific staif members and responsibilities, and one of the sections (meters) will have ongoing responsibility to monnitr the performance of a nrivate contractor nerforming qe.rvices for the Department (see below). Individluals recruited for the Parking Department will have significant training in the nhirentive. and nrpnrtinme of their initr nitlic p ningain nrnfpcginnnl a!dpvplnnmpnt ntivitipc. to kiuild a connrpten.t parking management staff. 2.11 The management, operations, analysis, and technology associated with parking management is sop u&su%aieu aLi oIciaJLLxu. It to a field UaL LiaO roVWlI oVer ULIIUV bUL is notL yet srVeU by IVo. iaj Vua.nI1. Intemational organizations have created certification programs that combine formal education courses, operanugr, vxpUr,rUuce, nUd evaluaUion of skills. Necessary- ec,iiiica; assistansce ansd training will be provided to the Parking Department and its staff members. Technical assistance will cover the structuring of the program, the preparation of standard operating procedures and policies, and the integration of parking management functions. Chart 1 Traffic Management Organization Parking Department Ogankartn Chart Parking Department Dlrector Parking Enlbrcemenut |R nAuladon1 | Meters ||F1nanclaiPcesalng I kM rOweng 1 ~ . I . - -- DatabsaseAd&WrinisSto F uper,scr L ,_ F I _ - anMiftenarc Iim I L I Operating Relationships 2.12 The Parking Department is being established as a single responsibility center for on-street parking managrement and the paid parking program. However, it will have operating relationships with various other -47 - departments and entities that have related responsibilities. 2.13 Parking Enforcement Officers will enforce parking surcharges and fines for violations, and will immobilize (boot) vehicles with unpaid tickets. When a tow is required, such as when a parked vehicle is blocking a moving lane of traffic, the officer will radio the Traffic Police, who will authorize and perform the tow with their tow trucks. Parking Enforcement Officers will also assist Traffic Police as necessary when special events, emergencies, or other activities require changes in parking enforcement for a defined period of time. 2.14 The parking program will have a defined relationship with the courts responsible for collecting parking fines (for Traffic Code violations and parking illegally). The Parking Department must convey to the Courts information about tickets that have been written for parking violations other than parking surcharges (charge for parking improperly at a parking meter, written on a computerized ticket). This information may be transferred by paper or electronic methods. within the details to be worked out hetween the Parking Department and the Courts. Codes and Ordinances 2.15. The Traffic Code contains adequate definitions of illegal parking and remedies related to enforcement. Therefore, no ch-anges to the Code are necessa-y two in-plem-.ent the on=steet pa-rking ;.,,provemet program. However, administrative decisions must be issued to change the amounts of parking surcharges and fines for parkiang +4cket" alVir WvIUI UIV adui.fion VI fe IV UfVo U LUILg, UlU possbLUly Luwuilg. 1-nirsuuNuduve Udcisloub would also extend the life of the parking surcharge and parking tickets from one to three years. The longer life oi UIV UL iRvL/bkUwUIrcIge Lb paILULulcly needed wihiI stuurlig d new prugrii in a caty that has not had consistent parking enforcement; violators should not be able to thwart the new system simply by waiting for the ticket or surcharge to expire. C. Paid Parking Areas 2.16 Sixteen areas were studied- out of which fourteen have been. retained because they have comnmercial/retail concentrations that could benefit from the on-street parking program and parking demand in excess of supply. The folluw.inc ngreas are the n,ost likelv reripientQ of the parking progrann due to a combination of factors, including need for parking, commercial/retail activity, and potential acceptance of the * within the Beirut municipality: Hamra, Rachid Karami - Rachidine, Sassine; * in the Greater Beirut Area: Borj Hammoud, Jal El Dib, Antelias. 2.17 Other areas, which may be candidates for future program expansion, include Ain Mreisseh; Saint Georges, Raouche, Basta; Mazraa - Barbour, Mar Elias; inaependence, Arab University - Afif El Tibi, Fum El Chebbak - Sami Solh, Nahr, Mdawar, and Fouad Chehab - Akkawi. Some of these areas do not contain large numbers of potential on-street parking spaces and are unlikely candidates for some time, since they would need to have sufficient activity to justify the need for the program. However, as redevelopment and economic activity increase in the Greater Beirut Area, these latter locations bear watching to determine when they will need and could benefit from the on-street parking improvement program. 2.18 Under the project, approximately 6,500 parking spaces will be governed with multi-space parking meters. Once the on-street parking improvement program is running and producing revenue to support itself and to pay concession fees to the municipalities, additional spaces can be added to other commercial/retail areas -48 - 00 des0U%A red t ard apyflVjJl. ,A flflys.30i0 of yJb,-+;1 bo- .- -11 be --4.A c.e ou bUTO 1. £I DeparT`-tr.e,t, or blocks and areas may be proposed by the municipalities and subsequently analyzed by the Department. 2.19 Approximately 10 block faces of Hamra and 10 block faces of Sassine (resulting in the use of 20 rnulti-space meters) have been selected as pilot program areas. Beginning tie pilot program in just one municipality (Beirut) will simpli-,'y program start-up, and will ensure that the program is well established prior to extending into the Greater Beirut Area. D. Impiementation of the On-Street Paridng Improvement Program Cnnreqlinn Apreement with Muriicinalities 2.20 Toh.e T,MO ,xAll eanpr irnon concessin naramprnt -+ G-BA pnhlito to oprat. r nn-csppt paid parking programs, which will run for several years and stipulate the following key terns: * The municipalities will authorize the TMO Parking Department to design, implement, manage, regulate, and operate their on-street parking programs. * The municipalities wvill agree with the Parking Department that they will not run any other paid on-street parking programs, since the TMO ParKing Department is a public agency establishled for that purpose. * The Parking Department will agree with the Municipalities on the specific areas for paid parking and multi-snace narldinP meters. The initial nroaram areas were studied and determined under the project. * The municipalities will empower the Parking Department to have dedicated staff to enforce improper parking and collect fees related to parking meter surcharges. Parking Department staff will serve as Parking Enforcement Officers to write surcharges for meters, and parking tickets for illegal parking, and lo immobilize (boot) vehicles when surcharges are not paid. * The TMO Parking Department will be responsible for all program operating costs, including the a LL.raUUill VI o ALf I cil pw-L..Ia0se asso'.eIaLU wiul ui ; pUrlaIill. * The TMO Parking D)epartment will be held accountable for its performance and will report on its activities, accomplishments, and level of service to the public. As part of the reporting requirements, the Parking Department will meet regularly with municipal representatives to report on its activities and solve problems raised by the municipalities. * Tne TMO Parking iDepartment will pay concession fees to the respective municipalities in which the parking meters are located. The formula for the fees takes into consideration the operating cost of the TMO, incentives for effective operation of the parking system, and a fair remuneration to the municipalities for granting the concessions. The fees will be paid to each municipalities as direct revenues. Par.kimTl Mete-re an.dSrire 2.21 For the on-street parking improvement program, the most significant contract will be for the provision, installation, maintenance, and operation of the multi-space meters. The parking meter collection will be done intemally by parking department staff, since this will not be a labor-intensive function, at least in the early years. 2.22 The Project Management Unit will pre-qualify turn-key contractors for supply, installation, and operation and maintenance of about 6,500 metered spaces with their associated signage and marking. The - 49 - Lul-l I..- .a.,UJ WIAIJ l~U lL lUl A.- ---4. UJ9 --A UUI ------ai -mii UI ~UI JJ.[u- I -Ll -u a- _W tU1L1r-ZLVey UILLV WU&ato UV 1 be VLLuv repn ivleo tAhe opeauvion a,-,d muainava vf uhe pamngir,etr fnLvor a twV VL three-year period, allowing the Parking Department to build its own capacity in these areas. 2.23 The paid parlcing program will be implemented through the use of solar-powered pay-and-display multi-space parKing meters. rnese meters allow the use of coins as weii as credit and debit cards, and are state-of-the-art technology that will serve Beirut well for a decade. Using this technology, one meter can govern 10-15 pariking spaces, depending upon the particular block face in question. Tne parking patron drives into a legal parking space, walks to the pay station, decides how long a parking period is desired and pays for the period, retrieves a receipt that indicates when the parking is expired, and places the receipt in a specified place on the dashboard of the vehicle so that it can be viewed by enforcement officers. The meter calculates the parking time period based upon the starting time and the funds deposited. An enforcement officer checking a vehicle needs to view only the date and the ending time printed on the receipt 2.24 There are numerous brands of multi-space meters available on the world market. It is recommended that Beirut acquire meters that meet the following basic requirements: . _ ~~A - - AZ2 - -- . , _ ! _ _ . -- I -- _--.- - J _ - solar power;eU (UUe to eDCUL b pUWUI UlbUIUUUUIo nIeLWUIork adU VayUing lUoUcIo cnUIIUIUUons); - ability to accept credit cards, debit cards, re-chargeable "smart" cards, and coins (Lebanese paperbiiis are typically so wom that they wiii not be accepted in cash macnines); - multi-lingual electronic display; - electronic locks and armored cash boxes; - capability for radio links or later hard-wired networked links; - electronic auditing for revenue; and - software supporting sound management analysis. 2.25 Value cards will be used for the parking meters. The process for distributing value cards, either at the meters or through other means, will be part of the bidding documentation. 2.26 The decision to use solar-powered multi-space pay-and-display meters has been discussed and confirmed during the preparation of the program. There are other mechanized or electronic methods of paid parking, but they all bring fewer benefits than the pay-and-display technology. Individual electronic meters are the most widely used control in the world. In many cities, they have replaced earlier mechanized meters, since drivers are used to single-space meters but municipalities have wanted to update the technology used. GBA could use single space electronic meters, but it has been decided to use a method designed for the future rather than one that upgrades the past The elimination of multiple poles on every metered block face (especially with BeinLt's highly variable sidewalks); labor reauired to maintain a large inventory of meters- and labor required to collect from single-space meters all led to the conclusion that multi-space meters are the progressive decision for the §BTA. Enfnr-cernent Pn,-Wpmeit 2.27 Several types of equipment will be necessary to carry out effective enforcement The equipment will include the following: 1_ t_ A I AI j - _1 - 1L .________A. A.A__ A_A._A__L_ * ILlULU-LIL%U UUlJLV WIILUILr WHUUIPULIb LU UV, UU uy r1aiAug rJ.UUALLULIIuL L.JIVVll vl WlLC buUUI1ugub and parking violations, plus the accompanying equipment to download/upload enforcement information, software to process the surcharges, and software to build a license tag database of violators and communicate with the Courts on parking violations other than surcharges; * two-way radios for enforcement personnel to communicate with the dispatch center, the office, - 50 - uiuse managing ule 3 rllUUrClre-llent datdabdme, aiiud poioce (tO cai tfor tows); * immobilization units (boots) to immobilize vehicles for which parking surcharges have not been paid on time; and * vehicies for the delivery of Parking Enforcement Officers to their walking beats (the area each of them will patrol), to carry boots and Booting Officers, for analysts collecting monitoring and program data, and for management staft 2.28 All necessary office equipment, furnishings, computers and software, telephones, and other communications devices for the Parking Department will be included in the TMO's respective bidding packages. Signs and Street Markings Regulations. and Curbs 2. UUliLW;a W'1Oi 114Z UVbIe V-11Ul1-U VIA! on LUairg sigr, ad10 poUl Udesg,1. tWUULUUMiU specificaiCUlsUL Will be developed for the signs and coordinated with the traffic engineers in the TMO so that consistency is achieved. hne sign's and markings will foollw the guidelines below: * Signs will use international symbols; * Pavement markings will be used sparingly to avoid the need for constant re-painting done to keep them current; * Messages for new parking functinns (Ioading/riIoading, tayi stands, etc ) urill hp depveplnnpd * Signs governing orL-street parking will be of the same size and format throughout the Greater Beirut Area, appropriate signs are particularly important in Beirut because the public has not been obeying any parking instructions for many years. Therefore, the signs and regular public information campaigns will be key to drivers understanding what parking is allowed and what is prohibited. 2.30 When areas were expkcred for the on-street parking program, none of the blocks in the Centre ville were conlsidered. This area is ander tuhe jujusuicuioV ui SOIDEuI ka pnvawe iand ueveiopment company in charge of the reconstruction of downtown Beirut), which has established its own guidelines for on-street and off-street parking. During park;ing program impiementation, consideration will be given to coordinating the signs, regulations, and parking meters in the Centre ville with the rest of the GBA, where the on-street paid parking program will operate. it will be confusing to tne public if different signs, parking rates, and meters are used on-street in the Centre ville. 2.31 Some of the curb desilpn in Beirut encourages illegal parking at the comers. In many commercial areas, the curbs at the street corners are not rounded, but are placed at angles. These angled comers will be painted to indicate "no parking". Over time, as areas are reconstructed or streets upgraded, these angled comers will need to be replaced so that parking in the intersections is uniformly prohibited. 2.32 Curbs vary widely in Beirut, ranging from several feet high in some locations to no curb at all on other blocks. Overly high curbs have been installed in part because merchants did not want drivers parking on the sidewalks in front of their stores. These high curbs make pedestrian movement very difficult, as do the formal or informal bollards (flower planters and concrete boxes) also placed to prevent sidewalk parking. As appropriate parking is enforced in Beirut, a program will be promoted to standardize curbs and sidewalks for better parking and pedestrian mLovement. Many of these design issues are examples of the coordination work that will be performed between the Parking Department and the traffic engineers who will be planning traffic - 51 - 11 ,,V1~IL LI, UIV 7 V'.) 2.33, mn additio io U1e UIat wil be eswabished on b:ock faces for paid parking, sevci-ai types uo special parking areas must also be established. They include the following: * Loading zones - goods. These spaces are designated for use by trucks of various sizes, which deliver to commercial enterprises. If loading must be accommodated on-street, then the location of the loading zone should be done with consideration for the type of loading that will occur, the potential location of the parking meter (since snaces closest to the meter should he designated for paid parking), and the distribution of businesses along the block face. * Loading zones - passengers. Businesses that rely on individuals being delivered to the front door (such as hotels and restaurants) may need passenger loading zones. * Bus stops. Previous studies in Beirut established bus stop areas for most if not all bus routes. However, -- bu- s'r.eter; we-e built usin .-revenue, .r adets rAg zr.d uh,- -I.elo+--on for iIUWt3'.fVI mll,UI ULL. 0111,WIO f~L~.U' UULIL ~11a51r, tfU.O*LLALI at~.v..4L ul. afu Ul.. LIA LUt,aLIVIIO ZVI the shelters were based upon maximum advertising exposure, not the most suitable configuration 1o1 ULU cUUonVe1Uerlc 01 pdassegeV1s adU lloUUL UopeUra Uoby UsLU UdIVie. v.in UblIck laces Wlule; Ule on-street program is implemented, the location of any bus stop will be re-examnined and the stop and/or shelter located based upon the needs of the bus ana its passengers ana The location oI the parking meter. For instance, a bus stop and shelter in the middle of the block never allows a bus to stop in sequence with a traffic light, althougn this could minimize traffic deiay. Furtner, under the new parking program, a bus shelter in the middle of the block will make the parking meter location more difficult to observe by parking patrons. Another consideration is the actual physical layout of the bus stops, which must be carefully done to minimize traffic delays and the number of parking spaces lost to the approach and exit areas of the bus stop. Serious consideration should be given to the design of extended sidewalks to provide a safe board and alight area for buses while minimnizing traffic blockage and maximizing pedestrian safety. : Taxi, so-.dA It is hmghlyi Aoorohlab to .adop.t frnor r.a! areas.r 'i ,vaiting ar-r.d iku, atcla.-!y in a city such as Beirut where taxis are so ubiquitous. Their practice of stopping anywhere to pick up a 1uV is ilLJU1UUO LU 1uaffic movemLIUViLt and 1HaUlarCl15lm1t, UUL iL WIll Ube a UdifficUIL tadULLIVI LU break. During the pilot project, care will be taken to identify any blocks where taxi stands would be particularly effctIive. It may tuIrL out uhat modViUying tUai UehavLio will noi Ue euciiCUve U¢ILi; there is more extensive competition from public transportation. 2.34 Beginning with the pilot program areas, each block face will be exanined for the need for special parking areas, the most desirable locations for them, and the effects on adjacent iand use and the parking program. Understanding the need for special parking areas, the concentration still should be on maximizing the space available for public parking on each block. The determination of special parking areas cannot be done any other way than to observe the activity on the block face in question and to analyze the most suitable regulations and locations available. E. Public Information L2.3, tA puuic awareniess cIampaign wiu'l will bu 141I U AU_LU UU1_IIUUe ca_ JeA out to iLII d-, detin, IIIVI,lIrl.1 VisLL.os and residents of the program and all of its components. Drivers have not had to conform to parking regulations, for the most part, for many years. Inere is a genCration 0f unvers U-ha does not remeimber any parking regulations. Likely methods to be used include focus groups to help determine critical issues, print media (articles in newspapers, advertisements, interviews in newspapers), electronic media (public service announcements on television and radio, interviews), printed materials (brochures, posters, flyers), and - 52 - cooperative ventures. 2.36 Ongoing public information campaigns are necessary for several reasons: * iTe purposes of tuhe on-street park&ing imlprovemlenLt program must be explained LU Ulu public, particularly the necessity to improve traffic and pedestrian movement, increase parking opportunities, and ccntribute to the overall economic vitaiity of Beirut's commercial and retail areas. * The concept and operations of the multi-space meters must be explained as clearly as possible nrior to individunk imusing the meters. r---- ---- * Parking violations have not been enforced uniformly, and many current drivers have never experienced parking enforcement. Ways of illegally parking must be listed, explained, and the results outlined. * The public must be encouraged to view the parking program as part of the overall urban transport syster.,, '^elp:u.I LA tLoJ:uncLaeV, Use cjJLU aLiU FVJVIUIaIIIG.o vUI Lbus uU SysteL.II .uLU .-Ueduc UafLI.c L1i1ie and frustration. The primary purpose of the meters is not to gain revenue, but other functions must bu emllphasizdU for UBth puUlic W Ubeie;v this. * The public information campaign must be ongoing, for good parking behavior must be reinforced in areas that have been part of the program, and new areas will be added during the first three or four years of implementation. Although the public relations firm that will be retained for much of the public information process will accomplish a great deal, many of the ongoing public information functions will eventually he carried nut by staff using hrochures- nihlic information meetings, and assistance rendered to the public by Parking Enforcement Officers on blocks where F. Enforcement and Revenue Control Security 2.37 Municipalities have the authority and responsibility to govem parking and parking enforcement. Under uie c.%1icession ad cier.ir.ts wiut uLv I iVI.Jo, U1e r. UmI.L4jJaIUFV0 WhoU jJpaU.-AjJaLV a ir UI. Un-stUrVL parkNing improvement program in the Grmater Beirut Area will authorize the TMO Parking Enforcement Officers to enforce on-street parKing regulations on tneir behacf. inc Omcers wiu perionnr e fo;lowing: * write parking surcharges for those drivers who do not pay at the meters, park overtime at the meters, or otherwise violate the instructions for the meters; * immobiliZe kDoot) vwhicles when two parking surcharges are outstanding, overdue, and have not been paid; * write tickets for illegal parking (on the sidewalk, double-parking, in comer clearance areas, etc.); and * radio the Traffic Police for tow trucks when illegally parked vehicles must be moved so that they do not interfere with traffic or pedestrian movement. 2.38 Parking surcharges will apply only to the paid parking areas where on-street spaces are governed by multi-space parking meters. Other parking tickets may be written wherever illegal parking is affecting traffic and pedestrian movement, and they may be written by Parking Enforcement Officers or other police. It will be necessary to extend the enforcement of illegal parking beyond the metered areas in order to facilitate the movement of traffic, particularly in the peak periods when roadway capacity is the most necessary. - 53 - 2.39 Parking surcharges will be written on hand-held computerized ticket writers be carried by the Parking Enforcement Officers. These computers will generate a ticket similar to the existing tickets but focusing on the surcharges and providing instructions for the motorist who has received the ticket. Additional research must be undertaken to determine whether (a) the typical illegal parling ticket now used by the Traffic police may also be produced by the computers, or (b) the Parking Enforcement Officers will need to carry a book of tickets like those now used by the Police. If possible, it would be preferable for the hand-held ticket writing computers to generate one ticket that could be used for both types of violations, with a clear design indicating to the driver which tvne of violation has been committed. . LA Tn addition to the enforcmnt fiintionn- listed ahove, the Pnrking EnfoArrcem,ent Officers will patrol the locations where meters are installed during the evening and through the night, to ensure that the meters are not vandahizedP nr Aetrnw,u Althniinh the mtePre nr- r trieA ;r ar veor -cn r c n mo,,,,er they are w ~~~Je_. E *a- mees we_ _ _V_W - v e- -_ a --VA,As 7s _ capable of having components destroyed by those who may be in disagreement with paying for parking or are U-9mg to obf-n -1^h from the ,mete. G.x. Parhing RLaes, rariung -urchUarges, aUU Ticket PLrruossiug Parking Rates 2.41 Pricing for parking meters is typically based upon the following items (a financial model has been developed and is available in the project files): (a) nature of the land use (e.g., dense commerciai/retaii land use with high parking demand versus less demand in areas with less density); (b) nature of the commercial/retail area (e.g., high-priced, high-fashion stores versus neighborhood stores and markets); (c) level of cost estimated to reduce demand for all-day parking on the street, and to discourage motorists from staying longer than necessary; and (d) comparison with off-street parking prices with private parking prices. 2.42 The pilot program and the first meters to be installed will be in Hamra and Sassine, both dense land use areas with high parking demand. To make the program simple and understandable in the beginning, the parking rate will be about USD$0.60 or LLI,000 per hour (to be confirmed in the concession agreements to be signed with the GBA municipalities). The off-street parking rates on private land turned into off-street parking by the Govemorate of Beirut will be reviewed prior to the meters beginning operation, for parking in many of these lots will be less expensive than that on-street meters. The off-street lots may be located in good areas for commuters to use for parking all-day, since on-street spaces will be limited to two-hour parking. Parking Surcharges and Ticket Processing 2.43 if a person parks on a block with a parking meter and does not pay the fee stays longer than the fee paid allows, or otherwise violates the directions on the parking meter, the penalty will be a ticket for a parking surcharge. This surcharge will be in addition to the meter fee, and must be paid in a prescribed manner. In addition to parking surcharges, tickets will still be written for parking violations. The payment process will remain the same as it is now for parking tickets. 2.44 The Parking Department will process the parking surcharges. The office will contain a public area where individuals may come to pay the surcharges and booting fees and inquire about parking matters. Overall, the payment process will work as follows: * A motorist who has received a parking surcharge may pay at the Parking Departnent office or mail in the payment. (There are indications that the improvements in the Lebanese mail system will encourage people to mail their payments.) a Research will be conducted to estnh1ish whether Riirchqrges rnuld be immediately paid at the 54 - multi-space meter or in a secure box directly adjacent to the meter. It is highly desirable for a violator to be able to conveniently pay the surcharge, for it is more likely that they will be paid if the process is easy. 'rhe process now used for some violations, in which the violator purchases a stamp and returns the stamped portion of the ticket to authorities, is not desired for surcharges, since the revenue from the surcharges needs to be returned to the Parking Department to help defray operating costm. reiug u violaionsfox- iul wergal parking wii; uucnuue LU be processeu by uie Courts, ana mie rarking Department will take no role in this process other than to communicate to the Courts the violations written by Parking Enforcement Officers. Tnis communication may be by electronic or paper means, based on the need of the Courts. * Violators who have not paid their surcharges and are booted must come to the Parking Department office to nay a hnotirnv fee for the re.mov2l of the hoot, wF S l W! their lnaid n arlkinc QirchargPes The boot will not be removed unless and until all parking surcharges have been satisfied. * If a vehicle is parked so as to require a tow, the violator must pay any outstanding parking surcharges at the Parking Department office prior to being able to remove the vehicle from the impound yard. 2.45 If an individual comes to the Parking Office to pay a ticket, staff must require the individual's legal address at that time and verify the ownership of the vehicle in question. The violator will be asked to provide a mailing address when sending ticket payment by mail as well. However, it is recognized that it may take several years to develop any sizable database of license tags. The parking orgzanization cannot, at this time, effectively query the Lebanese vehicle registration database for consistent and accurate information about vehicle registration and ownersh.p because the database is faulty. Thus the parking program cannot rely on sending notices to individuals who do not pay their parking tickets. Instead, the booting program will be used to renuire the pavment of multiple nairking tickets. It is recommended that once a vehicle receives two pnrking tickets and has not paid them within the prescribed time on the ticket, the vehicle becomes eligible to be booted. Thic informntinon ui:ll he availahbl fronm thf. han>nde-h.d tirklet writinc, nrmm.tprc whic-h hLvp intn do.-lmnr!udpl every evening when the officers return from their enforcement beats. H. Implementation Strategy 2.46 The Project Managemeni Unit will begin activities on behalf of the Parking Department as it arranges for contracts, begins hiring staff and monitors the progress of contractors of various types - meters, public information, procurement of equipment and office necessities, and arrangements for technical assistance and training. It is estimated that these start-up activities will take approximately six months, after which the pilot program will begin. The pilot piogram cannot begin until signs and meters are installed, the hand-held ticket writing machines and their software are operable, the collection process specified, the first complement of staff are trained and prepared for their duties, and the process to capture public comments and problems is in place. RelationshiDs with the Courts over parking tickets must be clear and agreed upon, and the nrocess for calling and dispatching tow trucks from the Traffic Police must be formalized before any enforcement can begin. Pilot Program 2.47 Approximately ten block faces in Hanura and another ten block faces in Sassine have been selected in coordination with Beirut Municipality for the pilot program. The public information campaign about on-street parking will have provided general information about the coming program, and will provide more specific information about the implementation of the program in Hamra and Sassine. Included in the information will - 55 - be the date on which the parking meters will be operable. 2.48 Parking regulation signs will be specified and installed for the block faces selected. Any special parking areas (loading zones, bus zones, etc.) will be established, and any necessary curb painting for regulation of the curb space will be accomplished. Twenty to ninety parking meters will be installed. 2.49 Once the pilot program begins and the meters and regulations are in force, the Parking Enforcement Officers will begin enforcing. For the first several weeks, they will not ticket surcharges, but they will give wrnming notices to any vehicles where the pay-and-displny receipt from the parking metpr is not visible. They will also spend a great deal of time working with the public to explain paid parking, the operation of the meters, ar.d h.e ovemra!l rnorm Thev uwill he I effect, ,nmhnendewrc fnr the onnreet pnrnorarn,m nt iljst enArA-ttekJe- t agents. 2.50 It is anticipated that the pilot program will be in effect three to six months. Focus groups in the Hamra an SUa dsir v WaIe Vll be askeU LU pl-UV Id fUUedba c Uon L pLVraULn alMLV UL, iLLtL LIIVIIUI liU UlLL UIn a rglarui basis until the end of the pilot program. Any refinement of the program that can be effectively done during the pilot penrod wuil be done. TI s could uicluud sucn activiues as changing the mistructions on the meters if they are not clear, adding information on the pay-and-display receipt if it would be helpful, adding additional signs leading to the pay-and-display meter, and simiiar activities. Tne purpose of the piiot program is to put eiements in place as anticipated, judge the public reactions and abilities to use the parking program, fine-tune the program to the characteristics of Beirut as necessary to achieve the objectives stated for on-street parking, and confirm the meters' technical specifications. Implementation of Parking in Commercial/Retail Areas 2.51 Before the pilot program is over, the process will start to install additional meters in the other selected raeas. It i-s -r.rctieA tht t+ e .rst fu11 y,ear I of +th.e nrnnr, nvil see - lo-em,--t of app.-ir..'ely 1 IC meters covering 1,500 parking spaces, while the second year of the program will add another 2,000 spaces. 1.7 LIVL JLU,I ep.4 ns Will :,I,U-.dica WLXUL.L UUh FAjJ e .LpciUnL is LVo 111,l UI Lto lUW. 2.52L IVIUcI ule saIme piocess Will occu LU preparu uie auuiuulali buuc idfces in uie uruan areas for parKing meters, enforcement, and the on-street parking program. Since the areas will be larger, additional public information activities wiil be necessary, and some fine tuning of tiese activities wiii undoubtedly come rrom the pilot program. 2.53 Each block face will be examined in person by staff to determine where special parking areas should go where the mrhn. spaces for npid nprkinr .should he snecified, and where re-mil:tion niornS holld he instnlled. Criteria for the installation of the meters will have been given previously to the installation crews but confirmation rnay be necessary cinn-e rhanngincg land nse rnay affect previous decisions. 2.54 On-street parking areas should be completely metered and signed before proceeding to the next area. The meters that are installed will need to be tested and their performance ensured before the rest of the program may begin. This process should continue throughout all areas until the approximately 6,500 spaces are prepared and all meters installed. - 56 - I. Monitoring and Performance Indicators 2.55 Performance must be monitored during the implementation and operation phases of the program. Early monitoring and detemiination of performance will be determined by Project Management Unit. Later monitoring will be performed by Parking Department staff. The following performance indicators have been selected: pnrl,rinh,g r.no -'r at, -rAed spaces - percentage of paid parking (occupancy rate) - levels of service for traffic - use of off-street p u lot (w.uluurt - illegal double pirking of trucks and delivery vehicles - enhanced pedesoxian movement - enhanced commercial activity due to available parking spaces for customers. 2.56 Data on existing conditions (e.g., double parking, parking on sidewalk, occupancy rates, etc.) will be gathered by a parking analyst on the pilot program blocks as soon as the block faces are identified, and the analyst will begin comparisons on a regular basis as soon as meters are installed and the program is under way. J. Related Issues To Be Addressed in the Future Off-Street Surface Parking 2.57 Off-street surface parking exists in Beirut, but it is predominately on vacant lots that have been LiiLULu1Uy LHjlULVV%dU LV VLVI 4.. ja'4LIuig lIo i JUl f4ixed price. Since pdar-ng at teil curb has been free and basically unenforced, there has been little demand for off-street parking for a price. Thus many lots are under-utilized, excepi for those in very dense areas wnere parking demand is mign. 2.58 As the on-street program is established, the dynamic of parking demand will alter dramatically. The control of on-street spaces by the use of rates and timing will force commuters to try to find off-street parking, and the first source will be the under-utilized surface lots. They will need some improvement, and those govemed by public law as well as those that are private should be required to follow the guidelines listed in the following paragraph. 2.59 While there are some attractive off-street parking lots that are well maintained and well marked, most are informal, unattractive, and undesirable places to park. These lots are an important part of the parking supply, and as the parking program moves forward: : Beinut shu-ld conide requrin urio0lps"rgo iloll npr, rats ul owi-rer or- LJIU L UUU %A.LL0UiI.IUL 11I4LJUUL11r LUIIHULIII FVOUIU.1I UL ULILIldi4uIL ViI pdImmUIg ILUL, UICUWIC7( operator of the parting lot/garage, and to contact for information or in case of emergency. This information will he,p pautons understand uhat ute parking facilities are legitimate enterprises and open for parking. * The lots should be organized to provide the maximum number of parking spaces. While having the lots paved is the most desirable, it is likely that many owners will not want to incur this expense given the likely revenue. However, other mechanisms can be used to designate spaces on gravel or even unimnroved ground; such as narking cones and tire stons * There should be a wvell-constructed booth where a parking attendant, takes the fees and provides the motorist a ticket indicating how much time has been paid. At present, some lots have shacks on them which are not inviting and do not instill confidence in the motorists that they should leave - 57 - * As the on-street program proceeds, it may be desirable for the Parking Department to offer some technical assistance to the Government in creating and regulating off-street parking lots. Off-Street Structured Parking 2.60 Off-street garages, whether above or underground, will likely be part of the Beirut parking scheme in the near future. Large underground garages, built by concessionaires, are already in effect in Centre ville, and there is interest in other locations. 2.61 Controlled on-street parking will benefit off-street garages Thus municipalities or others who want to invest in garages should not fear the on-street program. 2.62 The Parking Department will be the source of the greatest expertise on parking in the Greater Beirut Area. In the future, the Parking Department may offer some technical assistance to the municipalities as they contemplate either constructing their own public garages or contracting to have this done. Anyone establishing an off-street garage must be very careful in crafting the terms of reference for its development, pricing, and return of revenue. Individuals experienced in the financial feasibility of such facilities should provide assistance to the municipalities so that they avoid long-term agreements that might be detrimental to the public. 2.63 Creating garages in Beirut is difficult due to the water table, the presence of substrata rock, and the shortage of land. As typical concrete ramped garages are considered. new totally automated garages should be considered as well. They are roughly comparable in price to ramped garages, but they are more land efficient, have lower operating cost; and are more secure for bnth vehicles and pacsengers These garapes are in significant use in Europe, Asia, and Australia. They are just coming into use in the United States. Their technology is souind, ard they should definitely be considered in a city such as Beirt where land is at a premium in commercial and retail areas. Zoning Codes 2.64 Other codes important for overall parking conditions include zoning and/or development codes (parking requirements for certain uses). Zoning codes may prescribe the number of parking spaces required based upon space and land use, or provide conditions under which the required number of spaces may be waived or altered (e.g., if a transit amenity is provided, or if payment-in-lieu may be made for spaces not built). 2.65 Undatins the zoning code to deal effectivelv with parking mav give Beirut the onnortunitv to incorporate some of the best practices of other municipalities. For example, Calgary (Alberta, Canada) has nerhnns the mnst effective navment-in-lieu nrogram in Nnrth Ameri Ga It has enahled the nral park cinc authority to construct many needed garages over the years. Other cities have attempted to incorporate shared areas, they are much more workable for mnixed-use developments that are more self-contained and not so Inte l w,e r lt -e-& ;.c '.it2 &l of Beiruts r.e deeore.,-.r r.yb lc o .--A use for certain types of developments. Updated provisions for parking in the zoning code will be important to cor,sider aS uic Pd1&U8 psirLgprOiul m comes ir, oU opc,at-5. - 58 - K. Cost Estimate 2.66 The costs associated with the elements above are shown in Table 2. Table 2 - Coimponent 2 - Parking Improvement Program Cost Estimate I To'ai csts I Description Including contineencies U_S$_ million 2 Technical assistance (inchluding public awareness campaigns, training and 0.45 supervision services I ? Inpo-mtino arnete nfthe TM1O Pmrlrino fPnartnmPnt tn imnli-.Mint the firSt piltcn 2.3 Procurement of about 580 pay-and-display multi-space parking meters 5.19' 2.5 Computers and office equipment |0.34 Tohi Component 2 Costs 6.7u 1 2.67 The initial activities to begin the program will be coordinated with similar activities taking place for the Traffic Management Organization and its other traffic systems. The CDR Project Management Unit will implement the on-street parking program and will retain a parking management specialist to serve in the unit. 2.68. The operating costs for the parking program will exceed its revenues for perhaps as long as three years. It is anticipated that by or before Year 4, the parking program will produce sufficient revenues to pay and exceed its operating costs. - 59 - Project Component 3 - US$ 60.38 million (plus US$15.0 million for land acquisition) Cor-ridor uupruvVmiuLn rrUgraul 3.1 Tne Transportation Plan, prepared in 1994-95, has shown that about two dozen oI road junctions are highly congested in the GBA, and that their level of service cannot be improved only by traffic control measures. At these major intersections, where two or more multi-lane roadways intersect, traffic volumes reach high levels and signalized traffic control will result in excessive stopping delays and long queues on all approaches. For such situations, at-grade geometric corrections and traffic control measures cannot reduce congestion and improve levels of service. The workable alternative consists of separating conflicting movements in space by permitting the heaviest traffic movement to flow uninterrupted while other movements are handled at grade using traffic signal and appropriate geometric layouts. 3.2 The corridor improvement program for Beirut Entrances consists of grade separation at 19 of the highly congested junctions along 7 main corridors entering Beirut (Beirut Entrances). It was decided to consider only the intersections for which grade separation will improve traffic along an entire corridor, in order not to transfer the congestion to a downstream intersection or to another node of the network. In addition to economic and environmental analyses, design alternatives have been compared to validate the proposed schemes, and traffic analyses performed to justify the need for grade separation. These analyses included traffic management measures vs. grade separation; overpass vs. underpass; and directions to remain at-grade. The analyses took also into account the potential impacts of other planned short and medium-term transport infrastructure investments on the imnrovement schemes at the selected iunctions. ' ' Nineteen Jinctions are inchided in thi. cAmponent (subject to satisfactory epYnrnnritinn ntcnm.es). They are shown along with the seven corridors to which they belong in Map IBRD 30912, Urban Transport De-x-mP,,m5rflt Projept - Cor.rr;nr Tm.rroivmpn.t Pr,rnr..m The 7 cor.:rsir ar.d tfhe 1 0 ,ntprep'tin are: (a)Cor.rdor. No.l. L, ,- aa. MCA 10 zs is an iUnU.pbfu. Ut b o- evard hfat circl-Loy. It is a multi-lane divided facility (3 lanes each direction) at most of its alignment. Many of its LILr-teVseLILn wiui rdiual IrUues are cnULteVdLVU. i wo graude SpartiaLu are UI(CUU LId uint pIU0gaill, uive intersection with Damascus Road near the Museum, and the Adlieh Junction. The length of the corridor is 11.5 ki, u istace beLween the two proposed grade separations is 700r, and the traffic volume is 52,000 vpd. (b) Corridor No. 4. Chatila - Tayounneh - Sami El-Solh - Adlieh. This is an east-west corridor running at the southern limrits of Municipal Beirut. It is a multi-lane divided boulevard with 3 traffic lanes each direction. At Chatila, this corridor intersects Airport Road, and at Tayounneh it intersects Old Saida Road. Further east, it intersects Damascus Road and ends at Adlieh Junction, where it meets Corniche El-Mazraa (Corridor No. 1). The first section, between Chatila and Tayounneh, is bounded at one side by a pine forest and by residences on the other side. The second section, Sami El-Solh Avenue, is a mix of business at the ground level and residences at the upper floors. The last section, between Damascus Road and Adlieh, does not have a lot of business activities at the ground level. This corridor will attract more traffic from two new links (Kafaat - Chatila Road and the Northern Urban Bypass Tahwita - Tayounneh). The length of the corridor is 2 km, the distance between the two proposed grade separations is 900m, and the traffic volume is 64,000 vpd. -60 - (c) Corridor No. 6. Airport Road - Bechara El-Khoury Boulevard. This major south-north corridor starts south at the airport and ends in the Beirut Central District (BCD). It is a divided boulevard with three lanes in each direction along most of its alignment. It runs through the middle of Municipal Beirut. The section of this corridor selected for improvement starts at its intersection with Chiyah Boulevard (Corridor No. 20). The first intersection to be treated is where Airport Road goes over a steel bridge overpassing Chiyah Boulevard. The at-grade intersection below does not allow left turns from Chiyah Boulevard to Airport Road, and the steel overpass needs to be replaced with a permanent bridge. The following major intersection is Chatila, under construction where Airport Road meets Corridor No. 4. Further north, Airport Road meets Omar Beyhum Boulevard (an extension of Old Saida Road) near Comiche El-Mazraa (Corridor No. 1). At that point, two 6-lane roads meet, forcing south-north traffic through a 4-lane underpass. The last major iunction further north is the intersection of Bechara El-Khoury Boulevard with Independence Avenue just at the southern limit of the BCD. Th. length of the e2nrridor is 6.5 in, the distan-es between the proposed orn'le ePparationsa re2. ! krm and I km respectively, and the traffic volume 86,000 vpd. (d) Corridor No. 18. Old Saida Road. This road is a long corridor starting in the south of GBA at V1-.A-1A z. er.dir.g oa fh City of Beru.. Itoi.ro.t s v ith C-iyzh Boulevz.-d (CorVo- 20)- at Mar Mekhael. At its origin near Khaldeh, two roads T-intersect with it (Bchamoun and Aramoun roadus). lialic, at *uhis JIUIcAIUI1 eAperLI.encs s1.Iignifcallt udlays. 1l 11V;IrII e,UVi1l is UhL VLuy access LU expanding residential areas, several schools, and an industrial zone. The alignment of this corridor runs to tue west of1 iiC so0uuQerM seciuon o0 iWie proposeu Peripherique (ring roaa). 1i e ienguw oi uih corridor is 11.5 km and the traffic volume is 49,000 vpd. (e) Corridor No. 19. Northern Entrance. The Northern Coastal Highway runs into Greater Beirut from its northern boundary at Nahr Ei-Kalb through Dbayeh, Antelias, Jal El-Dib, and Nahr El-Mott, and continues west in the direction of the Port of Beirut. It is in the most heavily traveled road in Lebanon with about 210,000 vpd. At Ant6lias, it intersects with the road leading to Bikfaya, and at Jal El-Dib there is another T-intersection. At both locations, the northbound traffic is grade separated over a temporary steel bridge to allow turning under it. The road junction at Nahr El-Mott is not included in this project. Further West at Dora, an existing 2-lane steel bridge carries northbound traffic and it is highly congested for an extended period of the day. The length of the corridor is 8.5 kmn, the distance between the proposed grade separations are lkm and 3km respectively, and the traffic volume 210,000 vpd. (f) Corridor No. 20. Chiyah Boulevard. This is a major west-east corridor adjacent to the southern border of Municipal Beirut. It links the coastal road (east) at Sultan Ibrahim to the Sawyad Junction on the Damascus Road (Wost) in Hazmieh. This corridor is a divided urban boulevard about 5 km long with a right-of-way vaiying between 20 and 25m, allowing 2 lanes of traffic each direction plus parking at sections where there is intensive retail activity. It crosses several main arteries through six major intersections, three of which need to be grade-separated Mucharrafleh, Mar-Mekhael and Galerie Semaan junctions. The length of the corridor is 5 kIn, the distances between the proposed grade Spnnr,tinns nre 700m sini Q900!m r ,nP Peeuiv and the trnffin vnhii.e 50 0nn vpd. f) ror...4,d NTo 22. A4a.-!es =.- , m-1UMe. T.h, cor-riedor SOunr,--h kan solrnomnt ;r. 1 allel to the northern section of the proposed Peripherique. It lies at the edge of the plain just before the hills *_ .o - east o 1-fl' sueGA. It is a Aivide -Uar. boulevz-d p.-ovAdng z leas 1- vo l+r.es 1-- each A;-ec LU U1J V4 & I ULL. %JUL3rL IL L %LU1 IU%U LUUOI UVUI ''vOJiu FJIY'LxLJUI III. 1%," Lw%J iO.I~a)I Il %,aL.4I %L`IV%.L.,UU plus parking, along its entire length. There are two highly congested junctions along this corridor at the complex of Ulu SaIloumei adLU HadyeK UiLtursecion, WI-Lwh 1 IIUIInion as one facllity, and lvlAl. At Saloume the junction wiih Sin El-Fil Boulevard and the roads to Dekwaneh and Nabaa-Borj Hammoud - 61 - is currently a roundabout. At 1-avek- several multi-lane hmilevards frlm Mknflae Oalin Tisr E-!-Wati and the road to Dekwaneh meet to form a 5-leg intersection. The corridor goes from Hayek toward Mkaqiles roundanbout, whpre it frrnr a S-leg rounntbounit .whAen it mreeta mll_100 AdiAvi ,.noAc Qalaa, Jisr El-Bacha, Mansourieh, and Tel El-Zaatar. The delays experienced at this roundabout are excessive. The areap hbrAdring the rninabolu-t are mostly b--ness (- --1 .-A - . length of the corridor is 2 kIn, the distance between Mkalles and Hayek is 1.2 kIn, and the traffic volmIe ar--r.ot toA5,00 vpd. 3.4 rlVJevI IuIIUd wlu Ur J.LUVIUVU luf. (a) Udwi:eU UllyguVeUiiF, SLUWIC5 iur grauC separa-UUoI aciallUes anU construction supervision services; and (b) implementation of a satisfactory Resettlement Action Plan to address involuntary reseluement and land acquisition, and to undertke a site-specific archaeological mitigation program. In addition, an environmental monitoring plan (EMP) will be implemented to address construction issues related to air, noise, and water poiiution as well as worker health and safety issues. 3.5 The project will support a progran of environmental training that includes a series of sessions targeting the needs of national and local Govemment officials, consulting firms and construction contractors, and local NGOs. The objective of the training program is to ensure environmental awareness, develop knowledge of environmental issues, and provide skills for implementation of the EMP. One-day training sessions will be conducted quarterly during the construction phase and twice a year during the initial operational phase. The training will cover environmental legislation, pollution prevention measures, health impacts from pollution, environmental monitoring methods, conservation of cultural heritage, traffic and pedestrian safety issues, etc. 3.6 Table 3 below lists the intersections to be grade-separated under this component. - 62 - Table 3 - Component 3 - Corridor improvement Program - Cost Estimate Total Costs (including contingencies) Description [ US$ million _ Appraised and | Appraised not | Selected but not 1 Included In the Included In the I appraised project's cost IproJect's costI 3.1! Corridor 1. Corr.i_he El-MazraaI - Intersection No. 8: Adlieh 5.57 I - lIA14;il3sWlUU 1UV. 7. 1VIU.pU1II*I tUI'41141I411) _ ._ / . ~~~5.57 3.2 Corridor 4. Chatila - Tavounneh - Sami Ei-So'm - Adhien h - Intersection No. 5: Tayounneh 4 4.23 Intersection No. I0: Sami El-Solkb and Damascus Road 1 1.79 4.23 13.3 Corridor 6. Airport Road - Bechara El-Khourv Boulevard - Intersection No. 1: Airport Road and Chiyah Boulevard 5.93 -Intersection No. 6: Bechara El-Khoury / Omar Beyhum at Beit El 5.84 Atfal. - Intersection No. 7: Bechara El-Khoury and Independence 3.91 15.68 3.4 Corridor 18. Old Saida Road - Intersection No. 16: Bchamoun Aramoun j 2.01 2.01 13.5 Corridor 19. Northern Entrance 2 1 _ 1 | Intersection No. 17: Quarantina (P. Gemayel)- | | t.b.d - Intersection No. 13: Dora I 5.70 1 1 1 |- Intersection No. 18: Zalqa t.b.d - Intersection No. 14: Jal El Dib 4.44 Intersection No. 15: Antelias 5.59 1c 17A 1 1.6 Corridor 20. Chivah Boulevard r~~~~~T . . A _ _ ATw.1l > 1UL1bVLIUV11 14U. L. LVULL Ualald41 I I - I 3.41 1 _1 Intersection No. 3: Mar Mek.hael - 3.41 | ________________T__A__________________I__I_______I_______ VW t J41r.L1V Oj - j I [ :':'7.'" .. 1 3.06 1 C iomdor 22. Saloume - HyaveK - MKalies I I I I Intersection No. 11: Hayek and Saloume T 4.92 T Intersection No. 12: Mkalles 5.93 Intersection No. 19: Dekwaneh J | | t.b.d _______________________________________________________ 10.85 J ___________ ______j____ 3.8. Design studies and supervision services | 2.40 | 0.48 1 13.9. Resettlement costs and provision for archeological works 1 0.84 J 1 | Total Component 3 Costs (excluding land acquisition costs) | 60.38 | 12.06 | _ Land acquisition costs 15.00 | | | Total Component 3 Costs (includtng land acquisition costs) 75.38 ! ! ! - 63 - P.ject Component 4 = US$3.50 mr'""on Technical Assistance to the Ministry of Public Works and Transport 4.1 This component will consists of technical assistance services to strengthen the Ministry of Transport's capacity to: (a) regulate and orgaVrZe public rUansporl services; (b) carry out studies LU dcvelop Ml ad quality management program for the GBA; and (c) prepare transport feasibility studies. It will support engineering, transport, economic, and environmentai studies to assist in tne formulation or an urban transport strategy for the GBA, and update and refine urban transport plans and programs. Public Transport 4.2 A strategy is being developed to ensure that the public transport sector, provides greater reliability, safety, and availability of services, while reducing the cost of maintaining the socially desirable (but unprofitable) services currently run by the public operator, the OCFTC. The starting point for reform will be the establishment of a functioning regulatory framework to upgrade and expand service quality. The existence of this framework will be key to generating value for the corporatization and subsequent privatization of the OCFTC. The Government envisages reforming of the bus service markets in Beirut in three phases: (a) definition and implementation of target service levels (including safety standards); (b) definition and implementation of service areas for all vehicles; and (c) development and tendering of exclusive concession contracts for bus services. A fourth step involving a reduction in the total number of licensed vehicles may also be required, but would be addressed once the first three elements have been implemented, as the redeployment of vehicles implicit in the definition of service areas may be sufficiently effective in decongesting the city centers. The existence of many private sector bus companies in Lebanon ensures that there will be a sufficient number of bidders for such route concessions to nreserve the necessary comnetitive pressures. 4.3 The. rnrnrpti _tinn/nr:vativ.tion of the O-FTrC will hbe pmritiip 2S an intpornl nprt nf qprtnr rpfnrm. To give the company a chance to compete equally with the private sector, its bus operations will be carved out of tc n,,nrPnt erct-rehirp anr nonnnrnti7ed as a fidl-l mmrnm,4al ,non-sbidiz~ed nop,2atu-nn A Arft. ,l. is b- prepared to restructure the OCFTC as an entity in charge of organizing and reforming the sector; and the TRU service, and capacities on such routes. Air Quality Management 4.4 The air quality management program is intended to prevent the deterioration of air quality from increased motorization and urban traffic congestion. Tne project component will support studies to: (a) Set up an air quality monitoring program to lead to several important decisions: which pollutants should be monitored; where in the Beirut region should monitoring stations be established; and which technical mechanisms for ambient air tests should be used. (b) Develop appropriate emissions standards for Lebanon. Emissions standards are controversial, and a number of questions need to be resolved during preparatory studies, including: (i) should Lebanon adopt some kind of motor vehicle emissions target or standards for different pollutants, and how should that target be established; (ii) should Lebanon adopt standards used elsewhere; (iii) should the standards be enforced through regulation or fiscal measures; (iv) should standards be set for all vehicles, or only new vehicles in the fleet; (v) must there be corresponding changes to the quality of -64 - fuels available in Lebanon in order to meet the new emissions standards; and (vi) should more stringent fuel quality standards be adopted? (c) Structure and implement Inspection and Maintenance (I&M) programs, which have proven to be highly cost-effective mechanisnis to bring about cleaner air. The early phases of the studies will focus as much on demonstrating Ihe quantitative benefits of the program as on helping to define it The studies will heln decide on the I&M model The two principal models are rpntrali7pd and de.entralized testing facilities. A centralized structure involves a process of letting contracts to one or several nriv.te 6rfirmq tn set iiri and nin a few 1nrgp.sc-ap tstmcna renterc in metrnnnlitnn reaonne A decentralized structure involves the licensing of independent establishments to carry out such tests. T.he studies -:!! also% adr4Arpesth fissn ofm hn. l to f3ge- t -0,; I .e; sh-ould - t '.e beu;-Ae -o drg periodic tests (say, every two years) or should they be targeted through on-road visual inspections only. Tr- AA,';n,inre m ;rf-r;r sotation se;Ar up a 1, , -.A-A- -4.1I L-A -A -re-A xA Akw tA U~%l us HIEV1 1111 Wo O"JLL" OWIV UjJ l U%lO Will UV %UVlOUVIWiU. V -lLJW u uyuaC -Vl scrappage - programs have been utilized in various countries with mnixed results; their potential e11VeUVVe1res ill LeIaUo1I Will iUV UV beLUUluU. 4.5 Tne development of the air quality program wil mciude puDlic awareness and education campaigns. They will focus in particular on publicizing two aspects: (a) the costs of poor air quality to Lebanese citizens; and (D) how the vehcle emission standards and inspection and maintenance programs work, and why they are important. 4.6 The description and the cost estimate of Component 4 are summarized in Table 4. Table 4 - Component 4 - Technical Assistance to the Ministry of Transport rotal costs Descrintion I(includingt contingencies) ITS$ million 4.1. Regulation and organization of public transport services 0.49 A I Tr2npnnrt n annino s.li^es1 AI7R 4.3. Urban transport development strategy study | 0.34_l 4.5. Air quality management study 0.38 4.6 TCl.^ia assistanu^ce ar.'d UaCIni-ltlg- se-11V-cs to streng.,hen C GL capai,y 1.: Total Component 4 Costs 3.45I l - 65 - Project Component 5 - US$1.23 million Prujeci 1V1Ulanagemenc 5.1. Tlhis component will provide resources for overall project management: technical assistance services, fees for local individual consultants to staff the Project Management Unit being established within CDR, and a small amount for operating costs to ensure effective project management. 5.2. Tlhe description and the cost estimate of the Component 5 are summarized in Table 5. Table 5 - Component 5 - Project Management [ Tntal ^notes Description (including contin2encies) US$ million S51 Terhnir.al acqiqtanee fnr nrien.t manapement l .01 5.2. Project management operating costs 0.11 53.Equipir.er. for project* ,nangasn,p.nt O .!11 . Total Component 5 Costs I 1.23 - 66 - Aknnex 2: Detailed ProJect Description Appendix 1- Traffic Managniment Organization - Memorandum of Understanding Approved by Concemed Agencies 1. The Greater Beirut Area (GBA) suffers severe traffic congestion due to limited capacity of the road neto4,i-t lk-t, hih-ra A-Ar. end4 -A C--g .A omn=street .n-, ar.d -4r-ef.c+ t. f or- aIn, order to address such a severe traffic problem, a comprehensive and fully integrated traffic management pro g a I a croos s a-lI-A +_dcf, Upd A-o - --- deeopd jJLU~ia.i1 ~iUA an J& uI.,L~U,.Ju.f 1iV CIUC L UV U-1 VL V~IUFVJ%. L. siUV LVdLiIII ulau1WIlUeivil pjugluill Will hlave1 oU irI.xpoLn uuWsu U4LLic ellgirculUig, elecuIveu UdiiiL enforcement, strong parking regulation and management, and a modem traffic management system. 3. Throughout the GBA, traffic will be controlled, monitored, and managed by a Traffic Management Organization ([MO), wnich will be at the core of the comprehensive traffic management program utilizing Intelligent Transportation System; (ITS). The TMO will cover traffic signal control systems, main corridors management systems, video surveillance system, incident management systems, parking management systems and traveler information systems. 4. The TMO will be the focal point of traffic management activities for the whole Beirut metropolitan area, covering all the traffic control and engineering, traffic enforcement, and parking management functions. 5. The TMO has been established as an autonomous metropolitan govermment agency to work across jurisdictions. This organization will report to a goveming Board, whose members will be appointed by the Minister of Interior and Municipadities. The Board will establish traffic and parking management polices in accordance with the existing traffic and parking laws and regulations. 6. The TMO will Derform the following core functions: Traffic Control and Surveillance. TMO will manage, operate, and maintain the computerized traffic signal control system. Staff will be responsible for the development and maintenance of optimal signal timing plans, calibration. of detector data, preparation of signal database, and management of maintenance contractors to conduct routine and emergency maintenance. The video surveillance system will be used to monitor traffic conditions, detect and confirm incidents, and evaluate the impacts of response plans. auc Erc.. T,-e i- e officem i +Ik. T?lAn ,;,II Uia.ve +k-e -4,+l-..- +to cor..a. -A a ;-,+ field traffic officers in the district offices to manage traffic flows when necessary. The enforcement of ua.lflc la-ws anlu decrees elatdU L*o uLffLLc Lontl UdV1lces' is uie mLajoI responsibilijy VI UIL. UaULf polile and will be coordinated through the TMO. Parkang Managrement. rhe TMO will operate parking management system through a dedicated Parking Department This department will develop on-street parking policies, establish parking regulations and signs, manage the on-street paid parking program and the multi-space parking meters, enforce parking surcharges and violations, immobilize (boot) vehicles with unpaid parking surcharges, collect parldng fees and surcharges, and conduct parking analyses to meet performance standards and expand the rogm-am in new areas as desired. Traffic Operations Planning: Engineering and traffic enforcement staff will jointly develop traffic management strategies and circulation plans, analyze operations requirements for special events and - 67 - construction lane-closure activities, and prepare response plans for incidents. Traffic Engineering? Studies: Engineering staff will conduct studies and evaluations of current traffic control devices including signing, striping, and signal operations, and implement changes as necessary. Detector data collection will be made by TMO to assist traffic studies and transport planning conducted by other agencies. Publir ."formann: TMO w*:!! nmvid5 thpu bich re.ws mi2 and decisn makers urth cl rrpnt trnffic- and road conditions. Traveler information system will also be made available through advanced technoloie4. TI.TM,O viW!! conduct public nn,ora-o-g-r. n,s n.n- to eduate. drivers nr.A passer.ge.sot the new traffic management system. 7. Traffic enforcement personnel in the Traffic Management Center (TMC) will interact with field traffic =_ ___ __. ___ _ _ 1_ ~_ If --- : -- , _ - _- - :__________ t _1___._J '_ -_ -r oA . Ul111vvVb Vide Ulv IlVv MrWlUdI pVUI.e UIINUI.4L. dRUe wStictS are gVgFdpIuali1y iOvLrU Ul Ulte Unf iULIve within the municipality of Beirut and two outside of Beirut). Traffic police at the intersection level are under direct supervision of commanders in tneir respective district office. Tne TMO wiii have direct chain of command over the five police districts in terms of traffic management matters. 8. The TMO will interface with ministries of Public Works and Transport in the areas of road improvements and transport planning. It will be responsible tor traffic operational improvements, but not the design and implementation of roadway infrastructure. It will serve as a source of data collection on traffic flows and conditions for use by others performing studies, and it will provide recommendations regarding approval of proposals for traffic control changes by other agencies. 9. As per decree 4082 dated October 14, 2000, the revenues of the TMO consist of allocations in the general budget, its own revenues, treasury advances, grants and other revenues mentioned elsewhere. The revenues generated from the parking management program (own revenues) will be the primary revenue source for financing TMO's operations. 10. The TMO will enter into long-term concession agreements with the GBA municipalities with an exclusive right to operate their on-street paid parking programs. The terms of the concessions, in particular the concession duration, should be adequate to ensure the long-term viability of the TMO in carrying out its functions, primarily in relation to the operation and maintenance of the traffic management and on-street parking systems. This will be reflected in the Loan Agreement, to be ratified by the Lebanese Parliament. 11. The key elements of the concession agreement relative to Beirut Municipality were approved by its council as per decision N 46 dated June 27, 2000. 12. I fit. co.cesion.0ft agrer........ enht.wi" VI OLj fsA puiat. tJft iU1.e follot.J e Ie.ffAs: * The municipalities and the TMO will agree in the concession agreement that the TMO will design, implement, manage, regulate, and operate the on-street parking program in areas under their jurisdictions. * The municipalities will agree with the TMO that they will not run any other paid parking programs during the above agreement duration (tne I Mu Parking Department is a public agency established for that purpose). * The TMO will agree with the municipalities on the areas for paid parking and multi-space parking m.eters. The initial progrm areas hav.e been stu_died and determined uInder the preparation stuldy of the project, and they are illustrated on maps included in the project implementation plan. - 68 - a Th.e "nilipapi .A11 omr%n,'lpr t-h- T+Ma ton ha,r AaAdedicA ate trc r.ntrnl imnrAnpr p-rl.Wnc. ar.i collect fees related to parking meters. Parking Department staff of the TMO will serve as Parking n-r-oremMlert Sta = :n L-elvx-o to *-e onU-sue parn -rogr-4, -uch zs- -_Ul -n -4e-.-A or.-- f-e LAIULLvL% LjL ~Laii ICIViiUL LU UIV, VUUOLL% L FaJdIKUI jJvcuL.)aJI OU%S4I a3 WLI UIr, ~.IU *..UVJLV",JI AVV resulting from unpaid parking fees, and immobilizing vehicles when these fees are not paid. The I Ivil' vv I UAJIULWLUt WiUI Uhe U&MUIH pUlILce on eVIUU rIlllrlIt of illgl paU1Aing (L.e., double pa4IKJir.g over the sidewalk, in no parking zones). * The TMO will be held accountable for its performance and will report on its activities, accomplishments, and level of service to the public. As part of its reporting requirements, the Parking Departmenl will meet regularly with municipal representatives to report on its activities and address problerns raised by the municipalities. * The TMO will pay a. concession fee to the respective municipalities in which the parking meters are located, as per the concession agreement. The formula for the fee is now being prepared, and will take into consideration the operating cost of the TMO, incentives for effective operation of the parking system, and a fair remuneration of the municipalities for granting the concessions. The fees will be paid to each Municipality as direct revenues. 13. A major task of the TM4O will be a public information campaign to explain the benefits of proper on-streetL pa'LgUAU1I, un eGW jJaLAUUI, IVUaGUUUI UIaL WUI UV nvLaULLDLLu, UlUw Ul iiuLLuLu-oaaV FaLur.ulr, L"'aL work, and the increased parking enforcement that will be in effect. The public awareness campaign will take into consideration tuat changing the 'be'navior of ute public witi regard to parking will require several methiods (television, radio, brochures, etc.) and a multi-year effort. 14. CDR will continue cooidination with the Ministry of Interior and Municipalities, and the Ministry of Public Works and Transport during the design and the execution of the Urban Transport Development Project. CDR will also coordinate with tte concerned GBA municipalities. - 69 - Annex 3: Estimated Project Costs LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT Project Cost By Component Local Foreig Total I USS million I USS million I USS million 1. Traffic Management Program 1.1 intersection layout improvement, signing and mariung worKs I.5UU 2.5UU 5.u0u 1.2 Traffic signals for about 200 intersection and modification of traffic signals | 1.3231 7.4971 8.820| at 64 equipped intersections (including installation works and maintenance for the three first years of operation) |11.3 Traffic Management Center (TMC) j 1 1.3.1 Technical assistance, training services, and supervision services I 0.9901 0.5101 1.5 Ol | 1.3.2 Individual consultants for initial operation 0.100| o.oool 0.100 C1w W.3.3 hotoi on of t h e.Tmlri C........ ;.cMarag er.er.t.gar.i .;obig ....-.......... I A. 2 0 1.20 .0 1.34 Cars and office equipment for TMO's operations 0.047 0.264 0.310 1.3 5 Equipment tor the I Mt (excluiing cars or othce equipment) 1 0.1681 0.9521 1.120 1.3 6 Communication infrastructure and equipment 0.2271 1.2841 1.510o 1.3.7 Closed circuit television (CCTV) cameras 10.111 0.6291 0.740 I 2.8921 4.8881 7.780 1.4 Traffic Police T 1 _ I 4 . AI pr.ft fto 0r_. Ioc tss, fles, --A -A)- +-5-I-%. g Ar crA I.JJ 2.5711 |3.025 | 1 1.4.2 Training for traffic police | 0.0751 0.075 0.150 I U.5291 2.6461 3.175 _ 7.2441 17.5311 24.775 12. Parking Management I I 12.1 Technical assistance and trainin2 for narkina management 1 0.3201 00801 0.400 vidual consultants for initial operation 0.200 0.000 0.200 I/.J rIuLIeriin1I,ut of pl-iLng 1meLtes (^bout MU0.1) I 12.4 Cars and booting equipment | 0.0681 0.383 0.450 12.5 Computers, software, and office equipment 1 0.0451 0.2551 0.300 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ I 1.3 29 _ 4.6621 5.990 - 70 - I3. Corridor Improvement Program | Appraised and Appraised not | included in the | included in the project's cost project's cost |___________________________________________________________ US$ million US$ millionn 3,Local Foreign Total Local Foreign Total 3.1l Corridor l . Corniche El-Mazraa (#8) - Adlieh 2.4911 2.4911 4.981 _ __ (#9) - Muqemm (Aht^lsiah YVfi) .1 - .19 I . 192Q 2.34 2.491_ 2.4911 4.9811 _ _ n ~~~~A I'LI1.I ^.(#5) - Tayounneh 1 14 90 A_1.8901 3_7811 1 : (#10) - Sami El-Solh and Damascus Road |0.8011 0.8011 1.6011 I_________________________________________________ I1 1.8901 1.8901 3.7811 1 1 1 13.3 Corridor 6. Airport Road - ]3echara El-Khourv Boulevard [ | || (;Ul) - ALrnort Rn^hi _nd r.hiv h R1nil1PvnnrdI 26 1 2. 1 I I AI (#6) - Bechara El-Khoury and Omar Beyhum at Beit El Atfal | 2.6101 2.6101 5.220| I ff7) - Becnara Ei-Knoury and Independence 1.749 1. 3.498 I 7.0101 7.010 14.0201 1 1 3.4 Corridor18. Old Saida Road (#16) - Bchamoun Aramoun 1 0.990 0.900 1.7992 I _ I 3.5 ~o~d&1~Northern' n~c 0.900 0.9001 1.799 = = =1 | (#7) - Quarantina (P. Gemayel) AA_A _ A | |t.b. d| I (i_) -Diora DUIK}) J .JII (#18) - Zalga J j t.b.d (#14) - Jal El Dib | 1.9871 1.9871 3.973 _ _ _ (#15) - Antelias 1 2.5001 2.5001 5.000 _ _ _ 1' U~ JUULf '.V '- U IW J.VU% i L ____ ____ |(#2) - Mucharrafieh| 1.368 1.368 2.736| __ t(i3) - Mar Mekhaei j -jA LL . 5j.U4 (#4) - Galerie Semaan J1- - - 1.6581 1.658j 3.3171 I ~~~~~~~~~~~~~~~~~~~~~~~~~~~1 1.3681 1.3681 2.7361 i I1 13.7 Corridor 22. Saloume - Havek - Mkalles 2.736 1 r (#11)- Hayek and Saloume | 2.198| 2.198| 4.396 1 (#19) - Dekwaneh | - : - t.b.dj I D 4.8481 4.8481 9.6901 _ _ 13.8 Design studies and supervision services | 1.8241 0.3221 2.1461 0.3691 0.0651 0.4341 13.9 Archeologrical survevs + E]MP-CH I 0.5631 0.1881 0.75001 1 1 1 |Land acquisition | 15.000| 0.000 15.000| _ 1 _ - 71 - Project Cost By Component f Local | Foreign Total US$ millon US$ million USS nillion 4. Technical Assistance to the Ministry of Transport US$ million US million US$ million [4.1 Regulation and organization of public transport services 0.2 0.17 0.440 A I Tr-nvnnrt P12nninGn I o nl n AANd n d7nn 4.3 Urban Transport Development Strategy Study 0. 12O 0. 180 0300 I 4.4 iransporn rrograms reasID1ity btuaies U.12LZU U. 1 Z U._U 4.5 Air Quality Management Study 0.2041 0.136 O.: 4.6 TA to strengthen DGMLT capacity 1 0.6001 0.4001 1.0001 4.7 Cars (2) for the DGMLT I 0.0081 0.0431 0.0501 C Prni,.* .anarn~md~nt f 1.596 ~ 1.535 3.130 5.1 Technical assistance for project management 0.900 0.000 0.900 5.2 Project management operating costs 0.090 0.010[ 0.100] 5.2 Equipment for project management | 0.015 1 0.0851 0.1001 _ _ _ _ _ _ _ _ __ 1.0051 0.0951 1.100 Total Baseline Cost I 54.1021 49.8751 103.977 Physical contingencies 2.679 3.417 j6.0961 P...ce cotnenie I "c -AAA IA AAAI | v 1sWV W&IUII6WIIk[wO | X ~~~~~~~~.7JJ ) . 7' ! t."7 I _________________________________________________ 58.736 55.7851 114.521 Front-end fee I I 0.6501 0.650 Total Project Costs 1 58.736[ 56.4351 115.171| I~~~~~~ ~ ~~~~~~~~~~~~ T.+^: I Project Cost By Category | _uss__________ I US$ millon j Works 60.775 |Goods |29.154 Services and training |_9.433_| Proiect management oneratingr exnenditulres n 1 $4 Land acquisition 15.000 mUaL rrojec: t Cst 114.521 Front-end fee 0.650 [ Total Financing Required | 115.171 - 72 - A-nnt!X -. %oUftL 13isn11L ^AnaiYbib Qummar4y LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT Summary of Benefits and Costs: 1. The Economic Analysis covers the project's three main components, representing 96 percent of the project totai cost: (a) the Tlrafhc Management Program; (b) the Parking Management Progamn; and (c) the Corridor Improvement Program. A detailed economic analysis is in the project file. 2. For the Traffic Management and Parking Management components, the monetized benefits that accrue to road users are calculated from savings of both vehicle operating cost (VOC) and value of time (VOT). Motor vehicle operating costs are calculated as the sum of fuel and non-fuel costs, by applying unit fuel consumption rates (as a function of speed) and costs from zone-to-zone distances. The dollar value of travel time for each zone pair is compuled by applying the corresponding unit travel time values for passengers and drivers. Table I shows that these benefits are substantial for the (a) Traffic Management Program, and (b) Parking Management Program. Table 1: Summarv of Benefits and Costs Present Value of Flows -US$ million 2001 Base Year senerits: Traffic Management Program 79.44 On -Sre - -En Irrvrn P.og AA20.4 Corridor Improvement Program (Gradi. Separtion) 340.43 Traffic Management Program 33.82 On-Street Parking Improvement Program 39.70 Corridor Improvement Program (Grade Separation) 49.21 | Net Benefits: I I Traffic Management Program 45.62 On-Street Parking Program 164.78 Corridor Improvement Program (Grade Separation) 123.26 IIRPMIRR/ DM MIRR I rarnc management program j 33.9% 20.i% On-Street Parking Improvement Program 32.5% Cor ;dor 1ir.provernen.t Proffirv-pm. (V-ade sepa-adon.) ..... . ........ ,.O./ 1.2n/ 3 J 0/0 17 IY/.70 3. For thie Corridor Improveement Program, the monetized benefit accruing To road users inciudes value-of-time savings only; reductions in vehicle operating costs have not been taken into account, and would have resulted in even higher rates of return than those reported had they been factored into the analysis. For this component, the value of time is a;sessed by time-of-day: AM peak period (7 am to 10 am); Midday period (10 am to 2 pm); PM peak period (2 pm to 8 pm); and night period (8 pm to 07 am). llhis partitioning by time-of-day provides a more realistic approach than using a single value for the whole day, since time savings for trips done during AM and PM peak (usually work trips) generally carry a higher economic value than leisure trips done during the Night period. 4. Since the Traffic Management Program and the Parking Improvement Program yielded substantial benefits in the analysis, both programs were considered to be in place for the purpose of analyzing the economic benefits of the Corridor Improvement Program. Consequently, the combined benefits of the three - 73 - comnonents should not be construed to be additive, as those attributable to the Corridor linDrovement Promram are compared to a base case that already includes the first two components. 5. Costs were estimated based on unit prices for similar urban road works recently implemented in Lebanon, antd on detniled -shudile for the traffi.^ *nntro! and parking eqPnipinmnt and software. Thie. rn*ts- for lnnd acquisition, which is required for twelve of the sixteen appraised grade separation facilities, were estimated baseA on +imle ,-r.-t use of t'i.-e n.-or to be --.cn, d -A fha r nrv -tnit, to couunno.-ci and b.r.es a-eas Operation costs for the traffic management center and parking meters include manpower and consumables, and mAint-LlanCl CGO_ALS V_ +U- AI 4t4a - --t4 . --AIAt- ar Aj +-- fl.OOt TA- _+ -t Jo-O s.l- as Illal;slolrvs ws -Zviwkvwws vsMa^ 14wsuus wuussUVsL UAXUIr V%uslvl Gssuvuw _14MC wv ouw vi reduction in business/economic activity along existing routes due to improvement programs have not been coJidlMucvu uil uLiU ar-jysis, nioL h4ave VA 4L coss LU Ua.lUpoLLa4Uil uaa ar.U non-aseUrs durinrg corLsUUUUC UiOn (such as travel delay, noise, dust, etc.). Similarly, impacts from potentially induced travel as a result of the corridor improvements have not been taken into account in the analysis. However, TO subject the project's components to stringent scrutiny, salvage values are assumed to be $0 for all the investments at the horizon of the analysis, year 2020. 6. For the Corridor Improvement Program, not only do the combined investment in the 16 grade separations realize an economic rate of return of the program greater than 12 percent, but also the marginal investments in each grade separation, over that in the other 15 grade separations, realize an economic rate of return greater than 12 percent. Main Assumptions: 7. In order to develop a conservative estimate of benefits of the proposed improvements, the benefits are held constant after the year 2015 when the volume-to-capacity ratio on almost all road network links exceeds one. The following table lists the major assumptions made in performiing the economic analysis. Table 2: Economic Analysis Assumptions Assumption Description Values | Assumption Description J Values Project benefit period 20 years Reduction in emission Years (2001 through 2004) constant rates Year Zuu2 - Dy il/o Project benefit held constant beyond 2015 Year 2010 - by 25% Discouin Irn te In/0 Y 010 - by2 25°, Currency 2001 USD Year 2015 - by 50%/o Wo g hr.~~oo peorn ye^ 2000 Rm'oA.tinn in fi e! ---___ __ _ __ Jconsumption rates Years (2001 through 2004) constant Annual income escalation rate 5% Year 2005 - by 10%/a Standard cost conversion factor 1 0.94 Year 2005 - by 20% l I I | Year 2015-by 30% Transit vehicle occupancy Year 2001 - 24 Maintenance cost Ito 2% Structures (vercentage) Year 2002 -26 (% of value) 15% Communications networks Year 2003 - 28 10% Electrical & mechanical equip. Year 2005 - 30 14% Signing works Year 201U - 40 25% Marking works Year2015 - 50 _ l2| Car i-upiuivy 1.7 P_ssenger c^ eq1 ^ ' ….. ....1-....* t for transit I Tntri- r-.upancy I I Yeaflv exnansion factor 332 days trp gowth rate 3.30% | Salvage values None - 74 - Sensitivity analysis / Switchihw values of critical items: 8. Changes in the project's; economic indicators as a result of changes in key parameters (variables) for the Traffic Management and On-Street Parking Improvement components were investigated. Input variables chosen for this analysis were: (a) value of time for car, truck, and transit vehicle; (b) discount rate; (c) fuel consumption rate; (d) fuel prices; (e) capital costs; (f) salvage value; and (g) operating cost. Mean values of these input parameters were decreased by as much as 30 percent and increased by as much as 50 percent and their impact on the economic indicators IRR and NPV were evaluated. A Monte Carlo simulation based on an assumed log-normal pnrhahilitv distribution for each variable was nerformed; providing a forecast and likelihood for each result (IRR and NPV). 9. Risk analysis for the Traffic Management and On-Street Parking Improvement Programs was penrformedd +.o a repressent-a.tie ye-r - 20 I0 b- use oil the i,mn- rove-n,^ntc were to be cnmnplted before 2I0! p%, inh,.,. nj. .y..o 1. ...-V w .t, rbec ,ause 1 - -..1- -. r.e- w r e -'. i - e-e- - and this year represents the mid-point in the demand level between 2000 and 2020. Two scenarios were cons uuwtu fuo UUs risk &..SiSY:. The worst-case scenario represents the case for which there is 80 percent probability that the estimated value of total annual costs will be exceeded, and there is 80 probability that the estimated value of total annual benefits will not be exceeded. The likely scenario represents the case for which there is 50 percent probability that the estimated value of totai annual costs will be exceeded, and 50 percent probability the estimated value of total annual benefits will not be exceeded 10. This analysis showed that the Traffic Management and On-Street Parking Improvement components are economicAlly viable ulnder assu mnption_s of vanring levels nf rit-s,i and that their benefits are sizable and warrant implementation. 11. Benefits of the Traffic Management and On-Street Parking improvement Components vary directly . ..fL 4.- -t . o...4=-~ -,ai--, T_ n..A- - .r -+ taa+,,tan-ona-gr- ot -h- fo-a Vn."oaf4at tbAraftwrn +6-if WIUI ULV U1llWvao i. uCaU.' vu,u VOrnIle. IA tot%. .ituui- a VL autv st' of J1 e Oforber.efits, I-. -'o*--e, thJ were computed under a no-traffic-volume-growth scenario. If no growth in traffic volumes occurs beyond 2005, ti,t -n of -uit -'-uleiti 'ule lr-=-utl Mger-.en I.-rlr Ioul be 21.4 4 --ce.t and 'uADIe - o +U-l meinc U 0I U1U JHVrbL1VLHL ILL U]l I lLdIIIL; ILYWU4r111VICH -U igiUii WUUIU UV, 41. It yUlV911L, aiLU Ull. IVLJLL%.- VAE Ult' investment in the Parking Control Program would be 39.3 percent 12. For the Corridor Improvement Program, sensitivity tests included cases in which the unit value-of-time saved is less than that adopted, the costs estimates are higher ihAn adopted, and 'there is no growth in traffic. For the first three of these analyses, the methodology involved determining how much the unit value of time may drop, and/or the cost estimntes may increase, before the !RR of the investment under consideration drops below 12 percent. For the no-traffic-growth sensitivity test, the methodology involved detennining the earliest year in which traffic would stop growing and still keep the total IRKR of the investment above i2 percent. 13. Taking the combined irtvestment in all 16 grade separations the sensitivity of the IRR to the changes described above is as follows: - The unit value of time saved would need to be less than one-third of what was adopted in order to bring the IRR below 12 percent - Imecst> es '&-a and r. .-.... *o Ad r.ee 'ob r..o~re +U.- 'I +: -16. w -- a eir-+- inA I fl~ .~. ~ ,*~. l~4U1U1~JWUUIU igU LI.) U, IIIUIU I Ufh J LUUIU WilWt VTG %1U. 'IJlAIQit... order for the IRR to drop below 12 percent. - 75 - - A unit value of time only half as much as adopted (50 percent reduction) combined with an increase in the cost estimate of 50 percent (1.5 the base cost estimate) would still result in an IRR PxwMino 12 I?rnement - Even if traffic were to experience no growth beyond the year 2002, the investment in the 16 grade separations combined would still realize an IRR exceeding 12 percent, all other factors unchanged. 14. Similar checks were made on the sensitivity of the IRR of the marginal investment in each grade separation, separately, and the results demonstrated the robustness of the IRR of these marginal investments in each grade separation. 15. Tables 3.1, 3.2, and 3.3 summarize the cOst benefits analysis. Table 3.1: Summary of Cost Benefits Analysis - Traffic Management Program |________ Costs (USS Million) _ Beneflts (USS Million) Net Benefits (USS Million) Year IDnvp*tmpnt I 0hw nnad I Total I Tntal VOCr Total VOT I TntnaI TIt. Net IDi= I ____ Costs Maintenance Costs Costs Benefits Benefits Beneflts Benefits 12% 2002 _ __ 0.00 0.00 0.00 0.00 2003 4.48 0.19 4.67 0.00 -4.67 -3.72 2004 10.95 0.68 1 11.63 _ _ _ 0.00 1 -11.63 1 -8.28 2005 7.97 0.99 8.96 -3.03 9.35 6.32 -2.65 -1.68 2006 1.98 1.11 3.09 -0.28 7.74 7.46 4.37 2.48 [2007 I 0.68 1 .30 1.98 2.47 6.13 8.60 6.62 3.36 2008 I 0.68 I 1.83 I 2.52 I 1.17 I 9.16 I 10.34 , 7.82 I 3.54 2009 0.12 1.89 I 2.01 -0.12 I 12.20 13.87 10.06 4.06 2010 0.83 1.95 2.78 -1.42 15.23 13.81 11.03 3.98 F2011 1.59 J 2.00 3.60 F -2.71 ] 18.26 15.54 11.95 3.85 2012 2.14 2.07 4.21 -4.01 21.29 17.28 13.07 3.76 2013 2.28 2.13 4.41 -3.38 22.72 19.34 14.93 3.83 F 2014 I 2.08 2.19 4.27 F -2.74 24.14 21.40 17.13 3.92 2015 2.14 I 2.26 I 4.40 I -2.11 25.57 1 23.46 219.06 3.90 [2016 5 2.21 1 2.32 6 4.53 4 -1.48 1 27.00 1 25.52 3 20.99 . 3.83 1 2017 2.27 1 2.39 i 4.67 1 -0.85 1 28.43 1 27.58 1 22.91 1 3.74 I 12018 1 2.34 7 2.47 1 4.81 1 -0.85 1 28.43 I 27.58 7 22.77 T 3.32 2 12019 1 2.41 _ 2.54 1 4.95 1 -0.85 1 28.43 1 27.58 1 22.63 1 2.94 i I 2020 I 2.49 I 2.62 I 5.10 l -0.85 l 28.43 l 27.58 l 22.48 l 2.61 i 202 2.56 2.69 5.25 -0.85 1 28.43 27.58 22.32 i 2.31 1 202 I 2=4 278 541 -0.85 28.43 27?58 22.17 2.05 Present valuipe !33=82 ! 74-S A1 A4% 67. -.----- ±-~~~.--- J L ____NPV-1 45.62 1 MIRR | - 76 - Table 3.2: Sumnmary of cost Benefit Analysis - On-Street Parking Program Costs (US$ Million) I Beneflts (USS MiUlon) Net Benefits (USS Million) |Year | Investment 1 Operation and | Total 1 Total VOC | Total VOT | Total | Total Net | Discounted @ j Cos | Maintenance Costs Costs Benefits Benefits Benefits Beneflts 12% 20021 1.0 1.0 °°°0 1 1°° °° I °° 2003 1.56 0.40 1.96 0.00 -1.96 _ -1.56 12004 3.14 1.70 4.84 1j0.00 -4.84 1 -3.44 2005 2.28 J 2.60 4.88 1 0.70 35.78 J 36.48 j 31.61 J 20.09 20061 0.31 j 3.43 3.75 1.43 28.15 29.58 25.83 14.66 20071 0.19 4.57 J 4.76 J 2.17 20.51 22.68 J 17.91 9.07 2008 1.75 5.08 6.83 J0.98 23.12 24.11 17.27 7.81 2009 1.16 5.65 6.81 -0.20 25.74 25.54 18.72 7.56 2010 1.69 5.73 7.42 -1.39 28.36 26.97 19.54 _ 7.05 20111 1.76 5.82 J 7.57 J -2.57 30.97 28.40 j 20.83 J 6.71 20121 1.18 5.90 7.08 r -3.76 33.59 j 29.83 j 22.75 J 6.54 2013 1.65 5.99 1 7.64 -2.89 41.30 38.411 30.771 7.90 20141 1.25 1 6.09 7.34 j -2.02 49.02 46.99 39.65 J 9.09 2015] 1.77 6.27 8.04 J -1.16 1 56.73 55.58 47.54 - 9.73 2016 1.81 I 6.46 8.27 j -0.29 1 64.45 64.16 55.89 _10.21 2017 1.21 6.65 17.86 1 0.58 72.16 172.74 164.88] 10.58 20181 1.70 6.85 I 8.55 I 0.58 72.16 I 72.74 I 64.19 I 9.35 20191 1.29 1 7.06 8.35 1 0.58 i 72.16 1 72.74 1 64.40 8.37 2020 1.82 7.27 9.09 I 0.58 I 72.16 I 72.74 I 63.65 I 7.39 2021 1.86 7.49 89.35 0.58 72.16 I 72.74 I 63.39 6.57. 20221 1.25 7.71 8.96 0.58 72.16 1 72.74 63.78 ] 5.9057 2023 1 1.75 7.94 j 9.69 0.58 72.16 72.74 63.05 5.21 F Present values I 39.70 1 204.49 1 164.78 164.78 i r = 167.78 IRWR= 1 250.3% |MIFRR | 2.% Table 3.3: Summary of Cost Benefit Analysis - Corridor Improvement Program lI l_____ I __________ Costs (USS Million) | Benefts (US$ Million) ]JNet Benefits (USS Million) r Year Investment j Operation and Total Total VOT benents Total Discounted @3 Costs Maintenance Costs Costs Net Benefits 12% 2002 0 0.00 0.00 2003 1 12.66 1 12.66 1 1 -12.66 -10.09 2004 1 14.03 1 1 14.03 I T -14.03 -9.99 2005 16.10 16.10 -16.10 -10.23 2006 13.12 13.12 -13.12 -7.45 2007 15.05 0.28 15.32 -15.32 -7.76 2008 4.41 0.41 4.82 54.40 49.58 22.43 2009 [ 1 0.42 1 0.42 1 50.32 1 49.90 1 20.15] 2010 1 1 0.43 r 0.43 1 46.25 r 45.82 1 16.52 1 [2011 1 1 0.45 ] 0.45 1 42.18 41.73 7 13.44 1 2012 1 1 0.46 1 0.46 1 38.11 1 37.65 1 10.82 2013 1 1 0.47 1 0.47 1 34.03 - 33.56 8.61 ] 1 2014 1 1 0.49 1 0.49 1 39.47 1 38.98 1 8.93 2015 1 [ 0.50 .50 1 44.91 44.41 F 9.09 I2016 1 1 0.52 1 0.52 150.35 1 49.83 1 9.10 1 2017 1 1 0.53 0.53 55.78 55.25 9.01 1 12018 1 1 0.55 1 0.55 1 61.22 1 60.67 1 8.84 2019 1 0.57 1 0.57 61.22 60.65 7.89 1 2020 1 1 0.58 1 0.58 1 61.22 1 60.64 1 7.04 2021 1 0.60 0.60 1 61.22 60.62 6.28 I 2022 1 0.62 I A2 1 61.22 1 60.60 1 5.61 L ° ________ 0.64 0.64 61.22 60.58 1 5.01 I Prpeent vailues A4Q21 I 340.43 1 123.26 1 123.26 t~v < L DP I123.26 R I ;;- = 1338 MIR 19.2% -78- 16. The Table 3.4 below summarizes the results of the seventeen cases considered for the economic analysis of the Corridor improvement Program. Tle fist case consists of the all sixteen grade separation facilities combined. The sixteen others are each facility as an addition to the other fifteen. The base case against which to compare all anrd every grade separation facility consists of the traffic management and parking programs. Table 3.4: Summary of the Economic Analysis of the Corridor Improvement Program -Modified IRR| I-|I MIRR (%) | All sixteen intersections appraised J 18.5 Marginal Investment in: Corridor 1. Comiche El-Mazraa 29 - - Ad1li-h 2 [ (#9) - Museum (Abdallah Yafi) j 38 Corridor 4. Chatila - Tavounneh - Sami el-Solh - Adlieh _ [ #5)- ITayounnen _ 27 (#10) - Sami El-Solh arnd Damascus Road 37 [ Corridor 6. Airport Road - ]3echara El-Khourv Boulevard | 28 l (#I) - Airport Road and. Chiyah Boulevard 26 - Re.hara F1-Khoirv aind Omar Be,vh mat BeitE! Atf-! 24 (#7) - Bechara El-Khoury and Independence l Corridor 18. Old Saida Road l l (#16) - Bchamoun Ararnoun J 36 ] Corridor 19. Northern Entrance _ (#13) - Dora 34 (#14)- Jal El Dib 1 35 ! #5) - Antelias 34 i 20. hi-Ya L. Bo' ' a-du (#2) - Mucharrafieh _ 30 (#3) - Mar Meknaei 26 (#4)- Galerie Semaan . 31 l Corridor 22 . Saloume - Havek - Mkalles l l (#I 1) - Hayek and Saloume 3 31_| (#1 2) - M4kalles _33 79 - Annex 5: Financial Summary LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT Years Ending December 31 _ ____ Implementation Phase 2003 2004 2005 2006 2007 2008 { 2009 Total Financing Required Investment Costs 1 7 9 O 0 0 Traffic Management Program I 4.41 10.91 7.91 1.91 0.61 0.6. 0.121 Parking Management Program 1.5q 3.11 2.2E 0.31 0.1 1.7' 1.16 Corridor ImDrovement Program 12.6q 14.031 16 10 13.12 15.01 4.411 0.001 TA to the Ministry of Public Works and Transport 0.21 1.21 1.2I 0.71 0.01 0.0 0.00 Prniect Management I 0.31 0.22 0.22 0.22 0.19j 0.01 0.00 i 19.3( 29.60 27.76 16.3 16.14 6.81 1.291 1 Recurrent Costs o0.5 2.31 3.51 4.51 6.11 7.31 7.96 Total Project Costs 1 19.8| 31.99 31.3q 20.91 22.311 14.21 9.25 Interest durinE Construction 1 1.21 2.511 3.691 4.29M 441 4.51 4.091 Front-end fee F 0.6s 0.6s 0.6s 0.6 0 0.6 0.61 0.65s Total Financing Required I 21.791 35.11 35.701 25.81 27.41 19.41 13.99 FinancinFF | IBRD C 11.411 20.31 19.27 9.81 3.21 0. 0.00 I GO(VERNMENT (Central) T T 1 1 Land Acquisition | 6.o0 4.50 3.01 1.51 - | -L -] I Interest during Construction I 1.29 2.511 3.69j 4.291 4.49 4.51 4.091 Counterpart Funds for Investment Costs 2.5 4.71 5.41 3.351 0.91 0.13| 000 I ()bM rnt--f onf the Corridor Tmnrovement Program I - - | - - 0.21 0.41C 042 Initial O&M Costs of the Traffic and Parking Programs 0.4t 0.971. -| __10.211 12.7_ 13.2I 9.14 1 5.70 5.O 4.52 Co-Financiers |r - --n3.7c|ir I'26 2.891 User Fees I 0.71 2.01 3.11 6.81 14.7q 2.1s 6.59 [ Total Project Financing 21.78 35.1| 35.70 25.8| 27.4s 19.4 13. OPeration Phase Total Financing Required 1investment C-osis Traffic Management Program 0.8s 1.51 2.14 2.2 2.08 IParKing Management Program I__ _ LU1 1111.0 1 Corridor Improvement Program -1r_____- lUi P rectmcal Assistance to tne Ministry of Public Works and I ransport -_* lProject Management_I I J I I I 2.S3 J.3J 3.32 . 3.331 Recurrent Costs 8.11 8.21 8.41 8.51 8.7 I otai rroject Costs 10.64 :.61 :1751 ;2.5 12. Interest During Construction 4.01 3.211 2.32 1.41 0.55 -~~~~~~~~~~~~~~~~~~~ , _ . - P I A I - I - I A 1 Front Ena ree u. U u Total Financing Required 15.31 15.41 14.711 14.61 13.30 |BRD Financiing ± I ± I-.-- IBRDj j j j j j GOVERNMENT (Central) ILand Acquisition llnterest During Construction 1 4.01 3.211 2.31 lCounterpart Funds for Investment Costs _ l l I l |Operation and Maintenance Costs of th- Corridor Improvement Program 1 0.431 0.45 4 04j 09j Initial Operation and Maintenance Cosis of the Traffic and Parking j j j j |Programs I .I i 1 ~~~~~~~~~~~~~~~~~~~~~~~~~~4.531 3-69 2.71 1.921 1.041 C o-Financiers :I I I 1 j User tees j :o.89 ;;.82j :;.s4; ;2.7q ;2.-8j |Total Project Financing 1 15.31 15.41 14.7l114.2 33 - 81 - Annex 5- Financial Summary for Revenue earning Project Entity Lebanon: Urban Transport Development Project Traffic Management Organization (TMO) (Calendar Year) (In 000' of Current US$) income Statement _ Internal Sources 1 pera-;n^~ ~ ~ ~ ~ ~~~4 Reeue!6 !,92 2409 5,0? ?,339 49 ! 3 ! I,5331! 3,879 ! !4,24 7 - ,55 1 4,,87 1 5,2331 Operating Income (before depreciafbon) | 41| -965|-106| 63|,59 2,4|3S3| 89 ,47| ,58 487|S23| Dnepreprifinn 0 301 611 2.377 2.983 3.496 T 3,453 T 3.659 T 3.784 3.947 3.063 2.936 Net Operating Income (after -4181 1,267 -1,707 -1,765 -1,404 -1,150 81 2201 4631 612 t 1,8241 2,297 depreciation) Borrowings °0 0 °i 0 o0 °T °1 °1 °T °T Govt.Grants (Initial Operation Costs) j 4181 9651 1,0961 | ° 0 ° 0° 0 4 ° l °l 0 ° ° I Govt. Grants (Initial Capital investment) I ,U43 14,U87 1U,240 I 2,295 1 8701 870 1 0 I 0 01 0 ° 0 0 Total Resources + 6,043 13,786 9,635 531 -534 1 -281 | 81| 220 4631 612 1,824 2,297 I Uapital kxpenditures D,Iu.4. 1i4,ua I IU,ZQO 5/u 5/U I , by 1>3za : , _:4 lJ___ I a _o___ I __ _ I | pDebt Service . 1 0 0 0 01 0 0 1 0 0 o 0[ 0 ebt Service App!wa 6,043 !4,0S7A 1A A ,4I 6 2,295 870 Q IAn Ij -to I I X -1I I IA` 7 I ' IIl' 1n q IRoI,in^-p Rh~t Itf onc l - , L __ __ __ __ I __ _ __ __ __ _ I ___ Net Fixed Assets 6,043 19,829 29,464 29,382 27,269'| 26,203| 24,039 22,908 | 22,470 21,842 | 22,706 | 23,103] Debt 0 ° 0 0 ° 0 0 ° 0 0 ° 0 l 0t o0 0l o Equity (Govemment grants + net 6,043 19,829 29,464I 29,995 | 29,461| 29,1801 29,260 ] 29,480 | 29,943 | 30,555 1 32,379| 34,6761 |income) | Total Liability and Equity 1 6,043 19,829 29,464 29,995 29,461 J 29,180 29,260 | 29,480 29,943 | 30,555 32,379 34,676| Financial ratios: I 1 I I I I I I Net Income as % of O r70i1Revenue | | _ | -35% 1 -19%1 -13%1 1% | 2%1 4% 1 5% _ 14% 1 7%1 Return on AveraAge invested Capiw'tal| -7%°t% 1 'L | 01 -AO% 0nd1 1°01 2f.1 | | .1 ; I - 82 - Annex 5 - Appendix 1: Financial Capacity of GBA Municipalities 1. The project provides essential investments to improve the efficiency of the urban transport system ..n~~~~~~- +- +S D;.+ ._l; - A sA +- K1+. AAA._4 AA IC -._:: ------- _r '. - A "" " ^LEA; &_; *s~'.I.AJkJtLIMJ.S 1 cu A Wma VI IV AUlU .IjaUUV^WrJ5&,1UUr, U1 1llUIULjJa.IUUVO WWIUUII Ulu metropolitan area will benefit :rom the investments financed through the loan. These are Beirut, Sin el Fil, rChiah, JIoUuLu ueIk,r VI %i m JudeUa, BoruJ H-KuImIUuu, Jtai I LDiU, AtLelias, Choueifet (Araulloull), Tahouita-el Ghadir-Leilakeh-Mreijeh, Hadad, Hazmeih-Baabda, Dekwaneh, Zalka-Amaret Chalhoub, and Borj el Barajneh. in this regard, it is important to assess the role that these beneficiary municipalities mignt piay in the implementation of the project within the scope of the responsibilities assigned to local governments in Lebanon in the provision of locali infrastructure. 2. Lebanon has a fragmrented local government system with numerous small municipalities lacking the fiscal base and revenue-raisinlg powers to ensure effective delivery of services - hardly an environment conducive to improving and upgrading the existing infrastructure network, which has fallen in to a state of disrepair. Following years of poor maintenance and neglect, with little or no investments made in capacity expansion, upgrading local infrtstructure facilities has become a key priority for municipal governments faced with a steady growth in demand for services. 3. Although municipalitie, are expected to provide a range of services to citizens, the services actually delivered are limited in scope and quality. This is partly due to the lack of clarity in regard to expenditure assignment between local and central governments, and partly to the narrow municipal revenue base. In any case, within the broad assignment of responsibilities among government tiers in Lebanon, the local government responsibilities for service deliverv are limited compared to those of the Central Government. Indeed- the supply of electricity and water, and the provision of education and health, are the responsibility of the national Government which must fund these canital-intensive services As for the scone of local Rerviceq miunicial spending authorized by law includes such activities as street paving and lighting - restricted to intra-city, mlimirninn roads aq onnnqpd to nntiofnil or interitv romads - onlid waste * ollpttinn irnagp firp rntpretimnn slaughterhouses, and libraries. 'rhe disbursement process for municipal funds, even in small amounts against authorized acti,ities, reln-ins c-nhbe.s-olne and Su,Dect to ce-fr.1 controls fror the +. y of i '-d Rural Affairs and/or the (national) Accounting Board. Moreover, municipalities have mostly out-of-date oI1r_,nLU4ULH4L 5UUrAUVO andU ar la 1UVIIrge:y u&I 4.JLIUas a reSult of ir , a Ient.VUy i-IITPOsVUd freez on hiring as well as low salary levels that do not allow municipalities to attract and retain quality personnel ( ara.iv vI or.unicaipuv.djJ4 V1.lyees a.v- pevgvd oU IAJ U v. uLvf '%.. rua.l GJoVV1.U.IV.ILt, usuy atL uIV low enU of Ulu pay scale). 4. The investment progranm proposed under the project would contribute to the development of an efficient transportation network, and would support selected high-priority investments that are part of the Greater Beirut Area Transportation Plan established by the National Government in 1994, which addresses the most critical urban transport issues through the year 201i. 1-nus by design a national program - and Lebanon's largest single investrent over the next decade - it will require significant planning, consensus building and resource mobilization efforts that go well beyond the financial, technical and institutional capacity of the municipal governments that are part, and beneficiaries, of the project. 5. Moreover, as a conseqluence of the destruction of the urban transport physical and institutional infrastructure during the war years, the project focuses on building key institutions which, given the very nature of the transit system that spans a group of municipalities, may not be established in a cost-effective and sustainable manner on the locad (municipal) level. Cost-effectiveness and efficiency objectives call for the scheme to be established on a broad base that goes beyond municipal boundaries. The institutional capability in - 83 - parKing rannageriiere ulat ule prUjcUL seeks w uuuiu requires uiat even uie cuinponent reiaedu o reguiautg on-street parking - which some municipalities have the institutional capability to manage, as it is traditionally within the scope of iocai responsibiiities - be designed and implemented on a oroader regionai or nationai ievei. 6. More broadly, the sector focus of the project in terms of capacity building in the areas of traffic management, traffic congestion on main corridors (some of which are part of the national grid) linking highly dense urban areas, and parking management, does not allow a fragmentation of project implementation responsibilities among the various participating municipalities. This is because of the narrow technical base and lack of institutional vehicles that would permit effective coordination among those local entities on transport-related issues outside the municipal perimeter. This is particularly the case in regard to: (a) design of the traffic management program to improve the performance of existing infrastructure capacity (using technologies to provide information to road users and reduce congestion, transport emissions, and traffic accidents); (b) the establishment of an autonomous traffic management center to monitor/control traffic operations at the greater metropolitan area level; (c) formulation of an integrated supply/demand-oriented urban transport strategy including capacity building in the field of regulation/organization of public transport services; and (d) the development of appropriate regulations, pricing, and institutional arrangements for on-street parking control (although separate concession agreements will be entered into with each of the concerned municipalities for the operation of its parking program). 7. Finally, in terms of financing requirements, the corridor imnrovement schemes to eliminate major bottlenecks and facilitate traffic flows represent a financing envelope that by far exceeds the funding capabilitie nf ind;viclt,,l m,iniciv,nlitije Tn thji rgard.a mwv uf the invpet,Pente f-rwpQppn irndir the project . uAll not be part of the municipal road network under municipal purview, and will thus fall outside the scope of local gover..e.t responsibility. To assess the finarncial ty cocerned mnicipalities to sustain such investments - regardless of the conventional expenditure assignment among government tiers in Lebanon - the associatedA -u+'a- -er -cor.aedt +,.e fr.ania resI e --- _F r.. Wcplte. oeseifcly _ proposed outlays under the project were measured against the capital expenditures of the municipalities as reilect'u Hiil PuC r1Y9 77 4-uAu) i 1r vv WIv ,LI BLU.). kil UUr Lgard4U, UIV irLIL aJpJJU,Wla WVUIU IldVC Uav II LU compare, for each municipality, the project expenditures with municipal outlays earmarked for transportation; in most cases, however, transport-specific nfgures are not availabie.) 8. Tne comparison confrms that tne pianned expenditures under the project are weii beyond the funding capacity of most municipalities. The review of the financial statements of municipalities - small or large - also underlines the dominance of current expenditures as a share of overall municipal budgetary outlays. TUhus, in the case of Beirut, for instance, the planned expenditures under the project are clearly not within the city's funding capability, as the city's US$11.7 million budgetary envelope for annual capital expenditures (including maintenance and expropriation costs) represents less than 30 percent of the US$35.9 million in estimated project outlays. (Current expenditures account for some 85 percent of the city's overall budge.) - 84 - 9. The breakdown of proiecc costc - coverinr consnruction of gm t-st-npqrated faciIities at 16 int.ersentionn, and traffic signals/layout improvements at 211 intersections - among the municipal entities that would benefit from the nrnient (TnhlF-1 hpl1,-wl chnws the fnIlnvyno csct nlloent;An npr rm,,nirinp,l pnti l, ,nn the municipality's latest available capital budget. Table 1: Project's Expenditure Allocated by Municipality 1/ Municipality ProJect I Capital |Municipality Project Capital Expendilure Budget of IExpenditure Budget of Muniipality o Municility us5 million USS million US$ million US$ millity Be13ir-ut ;.If i. ;1.7 Ctnoueirei kAramoun) I 2.66 Antelias | 6.65 | 1.1 Hazmieh - Baabda f 0.77 Jaai Ei Dib __._;_ 1.8 Tahouita - Ghadir 0.39 _ Jdeida 3 _ ._8 1.2 Dekwaneh 0.31 _- [Borj Hammoud J 4.361 2.5 Borj El Barajneh j 0.31 |j_ Chiah 7 9.74 Furn El Chebak 0.23 _ | Sin El Fil 1 11.901 Zalka-Amaret-Chalhoubj 0.15 | Ghobeiri _ 8.330 IHadad 0.15 | i/ The grade separation facilities at Quantina (P. Gemayel), Zalqa, and Dekwaneh are not included. - 85 - A----U C. - U.U~IEIIai JIUEIIII dEUIIIL LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT Procurement 1.1 The Council for Development and Reconstruction (CDR) will be responsible for all project-related procurement and disbursement activities except those pertaining to the fourth component, Technical Assistance to the Ministry of Public Works and Transport (MPWT), which will be the responsibility of the MPWT's Directorate General of Land and Maritime Transport (DGLMT). 1.2 CDR, which is the implementing agency for most Bank-financed projects in Lebanon, has a satisfactory record of proiect implementation. It is currently upgrading its information systems to integrate all project information and produce comprehensive Project Management Reports (PMRs), as per Bank (LACI) requirements- Planning. coordination. and monitoring of nrocurement activities and their linkages with the disbursement function, will be the responsibility of the Project Management Unit (PMU) established at CDR. Thp' PMUT uwill hb rpo.ncnnihlP for cnncnlidnting nrniiro emPnt re'nnrtk inoditdp in PM41 c nn- nrpnrepincg ni,nr tprlu progress reports. Under this project, a procurement/construction manager specialist will be recruited at the PMAT to be --sponnniho1 for 1afl prnoc-ranaent activrities M-A cOnrrar.t mnnotnringr 1.3 DGLMNT wdil! bee responssible .or i..plemner.-Afing Lose- froUldh -o.poe. of' F=.V)prjec, ic l associated procurement, financial management, and reporting functions. It will benefit from the procurement proced-ures developed for UI,e BaMLr,-L11rar1kAed 1Na.IUiona RoaUds Pzoj r1JLL r4%r). Procurement Methods 1.4 Expenditure categories and procurement methods, summarized in Table A, have been estimated based on the activities to be partia'ly financed by the Bank. Bank-financed civil Works, equipment, and goods wouid be procured in accordance with the Bank's Procurement Guidelines for Procurement under IBRD Loans and IDA Credits (January 1995, revised in January and August 1996. September 1997, and January 1999). Procurement of consultant services and technical assistance will follow the Bank's Guidelines for the Selection and Employment of Consultants by World Bank Borrowers (revised January and September 1997, and January 1999). 1.5 The following standard documents will be used: (a) Standard Prequalification Document for Procurement of Works (September 1999); (b) Standard Form of Bid Evaluation (April 1996) for all bid evaluation reports for procurement of goods and works; and (c) Standard Request For Proposals (1997, revised April 1998 and July 1999), which incorporates Standard and Small Assignment Contracts - Sample Form of Evaluation Report - Selection of Consultants, October 1999. 1.6 A procurement plan is included in the Project Implementation Plan and provides a schedule for each step of the procurement process. It will be updated annually and furnished to the Bank for its review and annroval. in accordance with the nrovisions of naragranh I of Appendix I to the Guidelines. All Bank-financed procurement shall be undertaken in accordance with the approved plan. Works 1.7 Com.ponent 1-Trafic Management: There uAlv;! be ht.vn trnnfte for i.nte-ar.ti.^- la-ut a.d strt improvement works, which will not be included within the traffic signals supply and install contract (see paragrap" L 1.9 - belw) ..e _ .---o -onc -:I Iwhich wil hz,e ar. avrg -sz f aboutl US1. -:lion wilb j,Iajaj .7 IJL.IUWJ. jLll LWV VU .UIUL.LO, VYIJ.AL4 WILL LIQIOY L. O OV.U L. .1L VI CUU L uu %j0,I1.-t iIL ULIII WULL UV, awarded according to National Competitive Bidding (NCB) procedures acceptable to the Bank. - 86 - 1.8 Component 3-Corridor Improvement Program: The grade separation works will be packaged in individual contracts ranging frolm U$2 million to US$6 million. International Competitive Bidding (ICB) procedures will be used for all contracts. Prequalification of contractors will be required for all grade separation works. Goods and Equipment 1.9. Goods and equipment contracts will be for: Component i-Traffic Management: - Traffic simnals. including associated installation and intersection layout improvement works. controllers, close-circuit television (CCTV) cameras, equipment for traffic detection, equipment for traffic monitoring and video surveillance (TMC erniiinment), cnmmiuncatinn eqniinment and crnntrnr,tinn nf the Traffic Management Organization ([rMO) building will be packaged into one supply and installation contract of about US$19.23 m'illion, w,hich :All also include maint.ernrnce services for about three yeprs. A two-stage bidding procedure will be used for the contract. - Equipment for traffic police will be packaged into three contracts: towing trucks (about US$0.50 million); traffic police motorcycles (about US$1.54 million); and traffic police cars (about US$1.34 million). - Cars for the Traffic Management Organization (including vehicles for parking enforcement) will be procurea tnrougn one (;oflLMaL Ui ofaboui US$.29 iuiLUon. - Office equipment and computers for about US$0.45 million will be purchased for the Traffic Management Organization. Component 2-Parking improvement Program. About 580 pay-and-display parKing meters, along with signs, booting equipment, and hand-held computers necessary to operate 6,500 paid on-street parking spaces will be procured in one supply and installation contract pf about US$5.64 million, which will also include maintenance services for about three years. A two-stage bidding procedure will be used for the contract. Component 5-Project Management. Computers and office equipment will be procured for a total amount of .oh,,f -T'A1 ,;1n aotUS$0. I I m. i!ion 1.10 Goods and equipment contracts of more than US$300,000 equivalent will be awarded under ICB procedures. For the traffic systera tumkey contract (about US$19.23 million) and the parking turnkey contract (about US$5.64 million), prequalification of suppliers/contractors will be required. 1.11 Goods and equipment estimated to cost less than US$300,000 will be procured according to Internationai Shopping, based on at least huLee pnr1e qu-Muto frloml two eligible Countries-, WiU aggregate amount not to exceed US$750,0C00. Goods and equipment contracts estimated at US$100,000 or less may be procured according to National Shopping (NS) procedures, with an aggregaie amount not to exceed US$150,000. Consultant and Training Services 1.12 Consultant and training services for the projects technical assistance components and detailed engineering and construction supervision services will be contracted in accordance with the Bank's Guidelines for the Selection and Employmer!t of Consultants by World Bank Borrowers (revised January and September 1997, and January 1999). These services include studies, technical assistance for capacity building, training, engineering designs, and construction supervision services, for which proposals will be requested from three to six short-listed finms. - 87 - Procureriient nie.-ods ( eUu Au Table A: Project Costs by Procurement Arrangements (US$ million equivalent) I Procurewildrnt IMIGLI-0d | Expenditure Categfory | ICB NCB Other N.B.F. Total Cost 1. Works 40.07 2.80 17.91 60.78 | (28.05) _ (1.96) 0 (0.00) (30.01) 2. Goods 28.54 0.62 | 29.16 3. Services 6.39 30443 I ] (6.39j 1 (3.04j 1 (j X 0 1 (9 4- j) 7- 4. Operating Cost j ) ) 0.16 0.164 | __ __ __ __ __ __ _ __ __ __ __ __10 1 0 1 (0.13) [ ( 1 (0.13) 15. Front-end fee I I | 0.65 | 0.65 I )t ( (0.65) 1 ) |(0.65) 16. Land acquisition (1 oo I no in,r e( 0 00 (0.00) (0.00) _.e._sh . ^i_ nI .. An Totxal 75D.00U D.bQ 1 i.'+i 32.9 1 1.10 (58.70) (5.00) (1.30) (0.00) (65.00) "Figures in parenthesis are the amounts to be financed by the Bank Loan. All costs include contingencies. 2' Inclues civi wo.-k ar.d ood tvo Fe proc-e vuroug 1-1-vinl" shopping, consulting sez-vices, servIices vf contracted staff in the project management office, training, technical assistance services, and incremental operating costs related to (a) managing the project, and fb) re-lending project finAs to local government units. - 88 - Table A ,l: Consultant Selection Arrangements (optional) (US$ million eauivalent) Selection Method j |Consultant Servi6es| Expenditure Category | QCEIS QBS SFB LCS. CQ Other N.B.F. I Total Cost' A. Firms 16.52 |0.50 0.00 |0.00 |0.28 |0.00 |0.00 |7.30 I_________________ I(6.52) (0.50) (0.00) (0.00) (0.28) (0.00) (0.00) (7.30) B. Individuals 0.00 100.00 0.00 1 0.00 2.13| 0.00 2.13 in (OOO) A( I I A AAOO ) I (2.13) I (O.AO I 21) I21 ITotal 6.52 0.50 1 0.00 _0.00 1 0.28 12.13 1 0.00 9.43 I (b.5Z) | (U.5U) J (u.0u) [(0.uu) J (U.28) [ (2.13) I (U.UU) (9.43) 1\ Including contingencies Note: QCBS = Quality- and Cost-Based Selection QBS = Quality-based Selection SFB = Selection under a Fixed Budget LCS = Least-Cost Selecton CQ = Selection Based on Consultants' Qualifications Other = Selection of individual consultants (per Section V of Consultants Guidelines), Commercial Practices, etc. N.B.F. = Not Bank-financed Figures in parenthesis are the amounts to be financed by the Bank Loan. - 89 - P rior reWwvw- iivieww iihehod Isrlable Dj 1.13 All TCB .trA ,tmot Lw f vnr w-re onr4 atwivc :!ll hb guh,pe,t tn nrr;^r r I, TAA f;,-^, oil NCB ,._t, for works with an estimated value above US$1.0 million and all NCB contracts for goods with an estimated ,rlntorat V.o1T - f TT'ltnn nnn -,nii oi.- ,Lo +_uE4A tA ,4 -;ef w .oo Tt ;- oe-;o- A tbat this -gewno -Tni1 Acwv vv~.JUUl~*~-I- - - Jw -O -v -OtJv.- l jf*l *F - V- s. AL nO L0n-1..nLAf *Vl, V -I x tAS Vi, 100 percent of the works contracts and 98 percent of the goods contracts. Consultancy contracts of US$50,000 aiiu aovevv lvr aiuLI GUiiu uiuiviu Lmi Will eU OUUJectL LV FLrio LVViVW Uby Ule UarL. l1lese UUrblV1Ub WIll account for about 99 percent of Bank-financed contracts. Terms of reference for all services to be provided will be subject to priTo review uy the DBiK. uoniacUts unuer tnese uthesnulus (civil works, goods, and consultancy) will be subject to selective post-award review during supervision mission, or by the auditor (see Taabie B). Table B: Thresholds for Procurement Methods and Prior Review I V ~~~~ContractVgluia otatsSb tt IZ I ., ,lTnresnh>iao' Procurement r lf rIorR-fiewm Expenditure Category (PS$ '-. on - Method. (US$ n'iiWons} 1. works 2,500 ICB 57.98 1,000 NCB 2.80 2. Goods 300 ICB 28.54 100 to 300 Intemational Shopping 0.45 100 National Shopping 3. Services 50 QBCS 6.52 50 QBS 0.50 50 co n0 20 I Miscellaneous 50 Individual Consultants 1.50 Operating costs lI l l Total value of contracts subject to prior review: 97.49 Overall Procurement Risk Assessment Average Frequency of procurement supervision missions proposed: One every 6 months (includes special procurement supervision for post-review/audits) Thresholds aenerallv differ by country and Droiect. Consult OD 11.04 "Review of Procurament Documentation" and contact the Regional Procurement Adviser for guidance. - 90 - nisbhsememnt Allocation nf loan nm oedst ffabla C) 2.1 Allocation of loan proceeds by expenditure category will be based on an assessment of investment neesA, and is su-marnin in T'h!Ne C. rable C: Allocation of Loan Proceeds r Expenditure Category . .| Aiount in US$nilllon- Financihg Percentage _ IWorks - 26.82 70 percent of all expenditures -Gompoand enuinent 3 and 22 16 ! 00 nereent of fareipn exnenditures | - Components 1,2,3 an = 22.113 1percent expenditures (ex - Im In n'n.t n nA3 factory cost); andt85 percent of other l ] items procured locally S.Ji VILM kuIIauGlurin u aniiguj 8.4tJ I00 pement of'-aU 'I expendu.I Ues-a - Components 1,2, 3 and 5 = :5.354 , A__ _ -, Nf I L.AJmpunvLts =: .uou, -1 4|.n___ .-il__J-__ . Oprauitig Costb U.11 10 0V pOr;iVlL UI tL VApUILUILUSb Up LU December 31, 2004; and 75 percent of aii expenditures tnereafter jUnallocated 6.82 |Total Project Costs | 64.35 I I Front-.nd . 0.65 I ._________I__06 ITotal 6rO n- Doe'umentatinn for WithdrswnLn 2.2 Disbursements will be based on traditional methods, which include the use of Statements of Expenditures (SOEs). Once CDR's financial management information system is operational and all conversion requirements have been met, ful. conversion to PMR-based disbursements will be considered, based on the Borrower's agreement. It is expected that CDR will be able to submit quarterly Project Management Reports to the Bank within one year of effectiveness. Prior to certification for PMR-based disbursements, withdrawals from loan proceeds will be made utilizing the Bank's traditional disbursement instruments, including SOEs and Special Accounts (SAs). The replenishment of SAs will be based on receipt of appropriate documentation. Use of statements of expenditures (SOEs): 2.3 During the transition period, when the Borrower is not ready for PMR-based disbursements and when waditional methods are used, disbursements for contracts not governed by the above paragraph will be made on the basis of Statements of Expenditures. When using the Bank's traditional disbursement procedures, withdrawal applications for contracts valued at more than US$1 million for works, US$300,000 for goods, US$100,000 for consulting fums, US$50,000 for individual consultants, and US$50,000 for training activities will be presented with full docuirentation for disbursement. During negotiations, assurances were given that supporting documentation will be maintained by the PMU and made available for review by Bank supervision missions. These will be phased out when the project is converted to PMR-based disbursement. - 91 - Snecial account: 2.4 To facilitate the management of funds; the Government will establish two Snecial Accounts in the Central Bank of Lebanon to be operated, respectively, by CDR and the Ministry of Public Works and Tritn-nart iind-.r t^rme 2rnd cnnditions s2ti.-fr.tory to the BARnk When thp nrAiecpt ii Crnsidprpd ILACT cnmnhlirnt and ready for PMR-based disbursements, the Special Accounts will be replenished based on PMRs submitted by twhe PMfTJ. To faacilitan.e isbren- nagainst eI%.beepe.i.Psbforp h flprjc is dec*;.Alared read- for PMR disbursements, the Bank would, upon request, allocate of US$5 mnillion to CDR's Special Account, and TTL'OA 1C -.1 4.-. AAKDXYT'r, A--,,- LJLJOV. J- LQILIUUIL &WXlU VI AL * F uv`L3`la - US$0.35~~~~~~C A.;lo to ---II Spec C' Acout 2.5 Zfile.VIbILIIVL VI ULV, SAsV W;ill o0LVW BaIr& p.L-cVULrLe, andU a Ubar'-, sLVlrIV 01 S iA.L1VILy Will support all replenishment applications. The minimum amount for applications for direct payments and special commitments will be 20 `peret Af r a 2.6 -Tne SAs will be audited annuaily by independent auditors acceptable to the Bank. Tne auditors' engagement letter defining the scope of the audit should be sent to the Bank for no objection prior to effectiveness for the first year of operation, and at the beginning of every year thereafter. The audit report should be submitted to the Bank for review within six months of the end of each fiscal year. Audit Arrangements 2.7 CDR Financial Department, in coordination with the PMU, will be responsible for consolidating -Ject a bcco .t . fral cOM,Ponernts, ir n-J,d,ng the n.e- ton hb impl matpAf 1,by the Mi"Aqi-r nf Transport., anrA for submitting annually audited financial statements. Project accounts, including Special Accounts and SOEs, will be~ OUUJL4 tU exte..al zudit ai d ir _Urm.S of relfe.er.ce acce- ble to -eLUIU X U IX Q.S.jMOW LU Bank. All audit reports will be submitted to the Bank, in English, no later than six months after the end of each flisci year, or by J-une 30 VI luC iouuwuirg yealr. i Ii UUIUioL, uIe auUi-or shanl prepare a IImUageiIIeIL letLer describing the internal control and operating procedures affecting project implementation, and any other matter which should be drawn to management's attention. Tne auditor is expected to be appointed prior to effectiveness. - 92 - Summary of Financia I Management Assessment and Financial Management Action Plan 3.1 An assessment of the financial management systems and procedures of the two implementing agencies, the Council for Development and Reconstruction (CDR) and the Ministry of Transport's Directorate General of Land ;md Maritime Transport (DGLMT), was undertaken by an accredited Financial Management Specialist. 1. Council for Development and Reconstruction (CDR) Financial Management at CDR 3.2 CDR. throughout the oroiect. will be resnonsible for manag-ing the proiect funds allocated to the components 1,2,3, and 5. The DGLMT will issue and remit periodically to CDR reports reflecting the financial status and act1vlties ulnder component 4 of the proiP(At. This will! allow CDR to issue consolidated project reports reflecting the project accounts and activities for all components. 3.3 CDR's financial system was assessed, by examrining the accounting system, accounting policies and proceA-S, budget:r.g syste.., repoil;rg+ -A -ciee n auditing and extemal auditing airangements. This assessment showed that the system in place at CDR is baseu orn prIIr,ipIes alnU p.cureuuLs Udeir,eU by uLU Lega aLUaVWUI. deicU Ua1LiUIi UCUMV6 upplIcUal LU CDR. The control environment at CDR was found to be adequate; however, the financial system lacks the support of a budgeting module iid requires enhancement to become capable oI generating timely project reports. This assessment concluded that the system is satisfactory and meets the Bank's minimum requirement. 3.4 An effective organizaticn and financial structure characterize the control environment at CDR. Segregation of duties and responsibilities such as invoice processing, accounting duties and issuance of payments is well observed in the day-to-day transactions. CDR records are subject to post audit by the Government Court of Accounts, and an external independent auditor performs the annual audit to its financial statements. CDR's accounting policies follow fund accounting on cash basis principles, and the consolidation of the 7 funds created by CDR generates the Council's financial statements. Bank-financed projects and other international donors are accounted for under funds I and 4 being the "Revenues et Comptabilite des Projets" funds. CDR's financial system uses the signed contracts as cost allocation centers, without any link to the financing source or activity. However, and in order to prepare the year-end Project Financial Statements (PFS), CDR links manually the expenditures under ongoing contracts to the funding source. For every new project, a separate ledger account is created in order to monitor the source of funds and to reconcile the proiect SA opened at the Central Bank of Lebanon. All Bank-financed projects implemented by CDR have been based on traditional methods of disbursements using SOEs and direct payments. 3.5 During 1998; CDR embarked on the imnlementation of a comnrehensive plan to modemi7e its Financial Management and Contract Monitoring systems and integrate them with project management and other informnation systpms. ThiS PlAn was supported in part by a Bank MRF rant in the amonint nf US$150,000. This grant partially financed the strengthening of the management informnation system to allow, ar. interfce bet%.,een the v,rorn- infom.-ation Mrsten,s of the -fGnra. -rin-e.net ar.A nrnjact a..', V a. zks.f,a~t~* v~* tL*.' .an ...,.,a.s,. ~3 .J *~ - -n SM- -a. .......f * -- 4 -*t -- physical progress. Among other outputs, CDR should produce a new chart of accounts that would have allowed aquatue finzanicial daa for 151jOlu1Ir uiaL MIXIC1 LV to UJV%& 111a11ae1LU11L reqUire11menItL. rLeisily, CDR is revising the project targels and adjusting the plans for the completion of the tasks in order to bring the upgraded system into operation by end of year 2002. Meanwhile, and until the new system is rully - 93 - operational, CDR is implementing interim anrangements capable of generating reliable project reports. CDR's Interim System 3.6 CDR's system is capable to follow on financial transactions; however, to avoid the risk of CDR not being able to generate timely reports for project management and monitoring purposes, interim arrangements are being implemented to overcome this shortcoming in the system. Until CDR's upgraded system is fully operational, accounting and reporting activities related to Bank-financed projects and other intemational donors will be undertaken separately but in conjunction with CDR's control policies and procedures. To that end, CDR has appointed a full time Financial Officer who reports directly to CDR's Controller with a specific mandate to establish and operate this interim system. Presently, this officer is assessing available accounting software in the Lebanese market, and software used by other Bank-financed projects implemented by other sector ministries, in order to proceed with the installation and configuration. The sutem chniild he ahle tn arcnint senaratelv for each of the nroiect'- finanGed by intnmational donors and implemented by CDR. This interim system is expected to be operational by mid 2002, thus CDR will be able to generate, ,a tevr , thei project reprnts reqniiredl iiinder the pro,ect for mnnitnr ng nnrd d'idiinn making and for disbursement if PMR based disbursement is considered. 3.7 As the procedures of the above interim solution are not reflected in CDR's legal framework or opel-auui1decee an GUU oU d UI o~ er) e~L UIe acc.uracy CIJU! co.pWAA.s ofr. iIuoA v.-dL.L sys.e.., da)I, CDR's management will introduce a new activity requesting the monthly reconciliation between CDR's main accounung system anu tue interim one. is -will erIISure UieC iriTrIl5g Uo dil U4u1 4tUVIls ill uuL systems. In addition, CDR's Finance Department will prepare an annex to CDR's manual of procedures outlining the interim system and detailing: - the Financial Officer's resnonsibilities within the Finance Denartment: and the relation with the PMU; +.hart o- f ao,..,-+t ,.,bhih 0hr11^ reflect the clsif icatinn of th.e mrin chart>, wihere anplichble for easy reconciliation; - UiV UUUrVLLi% pIrcess; - the reconciliation procedures, timing and output between the two systems; - the document fiow; - the frequency and forms of the financial reports; and - others. Flow of Funds and Controls for Components 1.2. 3 and 5 3.8 All invoices for activities financed under components 1,2,3 and 5 of the project will be subject to CDR's controls and procedures, which are considered adequate, and will be honored through payments issued by CDR. CDR's Finance Department will be responsible for the project funds and for the management of the SA. as is the case in other Bank-financed projects implemented by CDR. CDR will transfer funds from the loan account to the project's SA, opened at the Central Bank. Deposits into and npam,ents out nf the SA to nay GOntrmGtnrq/cnnqsnltantS, will he made in accordince w:ith the nrpvision of the Loan and Projects Agreements. - 94 - Auditing Arrangements 3.9 CDR will remit to the Bank not later than six months after the end of each year the audit report of the project. Tlhe external audit report snaii encompass aLi the project's activities, including the component implemented by the Ministry of Transport and shall be in accordance with internationally accepted auditing standards e.g., International Standards on Auditing (ISA). The arnual audit report of the project accounts shall include a separate opinion as to whether the SOEs submitted during such fiscal year, together with the procedures of internal controls involved in their preparation, can be relied upon to support related withdrawals. Also, the audit report shall include a separate opinion on the SA reconciling opening and year-end balances. In addition to the audit reports, the auditor will prepare a "management letter" identifying any observations, comments and deficiencies, in the system and controls, that the auditor considers pertinent, and shall provide recommendations for their improvements. The extemal independent auditor should be acceptable to the Bank and his TOR will be prepared and submitted for the Bank's no-objection, at least nine months prior to the end of the project fiscal year II. Directorate General of Land and Maritime Transport (DGLMT) 3.10 DGLMT, throughout the project, will be responsible for managing the project funds allocated to the cnmponent 4. The financial managyement svytem at DCTT,MT is siihiect to Gtovernv- nt accounting acnd budgeting procedures. DGLIT's financial management system, which is integrated with the (Inuprnmpnt'ct inified nacAitntincy cvstpm is c m1.IptP7eM nnrd nprmnitQ flCT MT to t-ranc- thp p,rmin-mi.ent process and to register liabilities by supplier. Funds management, including the processing of payments, is rnm nonn by, *h.e N,r,ctn, of Pmnnn.ne **lC A,%' VJ - -*'±*RAOJJ l.7~ 3.11 To ensure proper financial management and compliance with Bank guidelines, it was agreed that responsibility for managing the accounting and reporting functions associated with DGLMT's project-related financial transaclions would be entrusted to the financial controller at the Project Implementation Unit (PIU) in charge of the Bank-financed National Roads Project (NRP). T he financial management system for the NR]' is based on International Accounting Standards (IAS) and capable of producing quarterly Project Management Reports and complies with all Bank requirements, as outlined in OP/BP10.02. The system can adeauately accommodate the limited number of transactions associated with the Technical Assistance component implemented by DGLMT. The PIU has satisfactory intemal controls with adenuatae segregration of duties in all accounting and navment fiunctions incliudingr dual sigDatorieS on checks and approval of all financial transactions. The accounting and budgeting system is adequate, accounnting policies and procedures have been documented a qualified accou ntant is on hoard, and there _re relevant audit arrangements in place. To manage DGLMT's financial transactions, the PIU will set-up a separate Cht nf A rrnnta, gereoaj lAagr onA sub-!edgers nDTG IAT -Ail p _.-proe nti.ly fin nara! statements, including sources and uses of all funds, and submit them to the PMU at CDR for project's accownu consoli-Hi-on. 3.12 DGLMT will also be in charge of managing its own Special Account, which will be used to facilitate implementing the Teclmical Assistance activities defined in component four of the project (estimated at about US$4 million). The Special Account will be established at the Central Bank (Banque du Liban). 3.13 DGLMT opted to use traditional metuods of disDursement, wnich inciudes the use of SOEs. DGLMT agreed to submit quarterly reports, the format of which will be agreed during negotiations and incorporated in the financial management system. DGLMT's Special Account will be operated using dual signatories with the Minister of Transport, or his deputy, as signatory A, and the Director of DGLMT as signatory B. - 95 - Traffic Management Organization 3.14 The Traffic Management Organization will not be part of any financial transaction involving proceeds from the Bank loan. However, since it is a prime project's beneficiary, the Traffic Management Organization would: (a) establish and maintain financial accounts and statements in formats acceptable to the Bank; (b) have its accounts audited each fiscal year in accordance with Bank guidelines and by independent auditors acceptable to the Bank; and (c) fiurnish the Bank with the auditor's management letter and other reports which the auditors may provide to TMO management. - 96 - Report on the Assessment of Pro,ject for PMR-Based Disbursements Inelis-ible for PMR-Based Disbursements Part I - Financial Manazement Svstem: I have reviewed the financial management system relating to this project. The objective of the review was to determine whether the project has in place an adequate financial management system as required by the Bank/IDA under OP/BP 10.02. My review, which included visits to the CDR and the MPWT (implementing agencies), was based on the Barb's guwidelines for. "RP,evi, oo r Fina-0al MnA- -*.n Sy-a,, -Ad foused on the assessc..n of th.e project's accounting system, internal control, planning, budgeting and financial reporting system, selection of ar. zudito; as wel -1. frra anco.ets o1kf--+" P-Ajc Mar--.age.er.tk Px-po.. MAXMP +_ be -Abri I. ala wI, 0V diflfr -0 -L . t,, C*,i Qut. - --*V11 WnI U UV I AWJ-I..~ lVWG~lft* I~VFU'% L ~I $ IVJl. LU A% O. UVLLLLLu by the borrower in support of Wiihdrawal Applications. I confirm that the project satisfies the Bank's minimum financial management requirements. However, in my opinion, the project does not have in place an adequate project financial management system that can provide, with reasonable assurance, accurate and timely information on the status of the project (PMR) as required by the Bank/IDA for PMV[R-Based Disbursements. I have detailed in the attachment the inadequacies that I found in the system together with an agreed action plan by the borrower to remedy the situation. qiornp.d hv- Financial Management Specialist(FMS-OPR) AI-'iall ArUu-k1aUJa, 1VL_L'0,A , A-pIil 27, 2001J I Part II - Procurement/Contract Management System T have reviewed the procuremenrt/con.trct manage.ment systpm relating to this project The objentive of the review was to determine whether the procurement/contract management system adopted by the project r.nnVr.rraf tom flh Brb's e, *Apid!ne:: for nrn.-,rarner+ Gn mnrnctn',an.nt projects. My review was based on the "Assessment of Agency's Capacity to Implement Project Procurement, Setting of Prior Review Thresholds and Plrocurement Supervision Plan" guidelines issued by the Bank. I Lcvr1Il ll U1latL tIC pFVJV,.:L satOAisf ies LJCU& B s ImUIIULrULIJ piLtV. U-emer.IIL 11.LLarageIr.erL LreUu rleIrI.e. ". Hwever, in my opinion, the project does not have in place an adequate procurement/contract management system that can provide the appropriate data on major procurMeenL and contract maniagement (rMiPm - Section 3) as required by the Bank/IDA. I have detailed in the attachment the inadequacies that I found in the system together with an agreed action plan by the borrower to remedy tie situation. Signed by: Procurement Specialist i/ Mohammed Feghoul, MNSIF, April 27, 2001 - 97 - Part III: Physical Monitorable Indicators and Overall Assessment I have reviewed the project's system for monitoring physical implementation progress, including its monitorable indicators for major outputs. In my view, the system cannot provide the appropriate data on physical progress (PMR - Section 2) required by the Bank/IDA. I have detailed in the attachment the inadequacies that I found in the system together with an agreed action plan by the borrower to remedy the situation. Alson based on the assessments of the FMS-OPR and PS. and/or considering my overall assessment of the project, I am of the view that this project is not suitable for PMR-based disbursements. Signed by: Tk 4WA. _u< Mohammed Feghoul, MNSIF, Apnl 27, 2001 Part IVK Concurrence of LOA for Eligibility of Projectfor PMR-Based Disbursements I have conducted a reasonableness review of the process followed by the Task Tearn in assessing the project, and I concur with its recommendation that this project is not eligible for PMR-Based Disbursements. Signed by: FMS-L0A/Di Andrina Ambrose-Gardiner, April 27, 2001 - 98 - APnnex7: 7 o J..rocessingScheduie LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT IProject Schedule Planned Actual ITime taken to prepare the project (month |First Bank mission (Identification) r 03/09/1997 I 03/09/1997 Appralsal mission departure 09/14/1998 03/18/2000 * ~~~~~~~~~~~~~~~ I Ji7/ 1770 O/ZJZ Planned Date of Effectiveness 1 06/30/1999 | 10/31/2002 Prepared by: Council for Development and Reconstruction (CDR) Preparation assistance: Japan PHRD Grant, French Trutt Fund Bank staff who worked on thel project Included: George Tharakan, TUDTR Transport Sector Manager Mohammed Feghoul, MNSIF Senior Municipal Engineer, Task Team Leader Stephen Lintner, ESSD Senior Technical Advisor (Environment) Keith Rennie, MNSRE Senior Social Scientist ID Al An.C.., 'TMTrTD I ---- ~T-O+ 1; Koji Tsunokawa, TWUTD Transport Specialist Roger Gorham, Consultant Transport Planner |Rekha Pillai, Consultant Transport Economist Kang Hu, Consultant Traffic Engineer V U PeX111,cF,e-aLCaJ, C U1I.U | Ii1VIC%111EL J3eyOL eUL0 Patrick Carles, Consultant j Parking Management Barbara Chance, Consultant Parkdng Management Ayman Abu Haija, MNSIF Financial Management Specialist James A. Reichert, MNSIF Financial Analyst lAer.nn AAmhrncA-Q 1nrgtipr TOART. I FinanGia! MmincrPm.-nt .nnialiat T,ichirqepm.Ant Ghada Youness, LEGOP Senior Councel Eugema Dennis, MNSi14 Program Assistant quaiity Control r Jitendra N. Bajpai, EASTR Sector Director, Transport Peter Midgley, OCSKM Lead Urban Transport Specialist I Michel T oir, MNSTr) Lead Transnnrt _ennomist Slobodan Mitric, ECSIN Lead Urban Transport Specialist G eorge ReDelo, LUCST Lead urban Transport bpecialist - 99 - ~LIIIiLLU.LfJLLOW IIUILO11I LIEMU 1 I %JJIU%.L VI IVU ---ex80: Documents in :he or-e..-'e* LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT A. Project Implementation Plan T).o,ect T-I.pam.ernfofin Po- fP!P), Ap-r;! In0! B. Bank Staff Assessments - Identification Mission Aide Memoire, March 1997 - Preparation Mission Aide Memoire, March 1998 - Preparatory Study Terms of Reference, May 1998 - Pre-appraisal Mission Aide Memoire, December 1998 - Transport Sector Public Expenditure Review (1999) - Financial Management Assessment April 2000 - Appraisal Mission Aide Memoire April 2000 C. Other Greater Beirut Transportation Plan - Greater Beirut Transport Plan - Report No. 2 (08/94) - Mass Transit in Greater Beirut - A Diagnosis Report No. 3 (07/94) - Immediate Action Plan - Municipal Beirut - Reports Nos. 6 & 16 - Volume 1 (02/95) - Traffic System Management Studies for Ten Urban Areas in Lebanon - A Proposal (01/95 - Conceptual Study and Proposal for Grade Separations Mar Mekhael, BCD Corridor and Mkalles Roundabout: (10/97) - Parking Master Plan - Report No. 19 (07/95) - Plan De Transport Du CGrand Beyroutih - Rapport No. 12 - Dossier Tec.hni,ue A nnexe - Design and Preparation of Tender Documents for Traffic System Management, Progress Report No. 6 ( I ~pI/UI 3 /LUU P reparato.-y .d - Inception Report - Deliverable No. 1 (05/98) - Environmental Assessment Work Plan - Deliverable No. 2 (05/98) - Traffic Management Systems Strategy (First Draft) - Deliverable No. 3 (06/98) - Parking Policy Regulations and Management (First Draft) - Deliverable No. 4 (06/98) - Parking Districts Selection - Deliverable No. 5 (06/98) - Grade Separations Justification (First Draft) - Deliverable No. 6 (06/98) - Gmde SeParatiOns histification - Deliverahle No= 12 (09/98) - Traffic Management System & Strategies (Draft) - Deliverable No. 8 (07/98) - Sinl , Traffc Cornfrni rCnter - TrWft piepr. - Deliveprable Mn. (08M/98) - Parking Zones Selection (Draft) - Deliverable No. 11 (08/98) - Economic Ani Wysis Met-odology = DeLverable No. 14 (07/98) - Signals & Traffic Control Center - Draft Technical Specifications - Deliverable No. 19 (03/99) - £AIvUiUUWaiiena LAVs111ViiL tr1iro LJII Re~porL.) Executive Summary - Deliverable No. 13 (12/98) volume 1 - Main Report- Deliverable NO. 1 31 2/98) Volume 2 - Technical Appendices - Deliverable No. 13 (12/98) - 100- * Volume 3 - Public Participation - Deliverable No. 13 (12/98) - Environmental Assessment - Draft Final Report (January 2000) Executive Summary in English Executive Summuary in Arabic Volume 1 - Main Report Volume 2 - Appendices Volume 3 - Public Parlicination - Environmental Assessment - Final Report (May 2000) Pypiniitivp Ziimmn1r in 1Prilich Executive Sumunary irn Arabic * Volume I - Mnan Tpru.t Volume 2 - Appendices 137Iu-.'I _ - Public D-9-.4a;- - First Consultation Meeting (06/23/98) - aI.iocl U t1bbUbi,e1L adiU Ree,UidIMIL tI.L1U1 rAio :. Social Assessment (January 2000) Resettlement Action Plan (January 2000) Resettlement Action Plan - Final (July 14, 2000) - Economic Analysis - Draft - Deliverable No. 16 (03ii999) - Economic Analysis - Final - Deliverable No. 24 (12/1999) - Options for Refonnrmg Public Transport Services, PriceWaterhouseCoopers, 1999 - Parking Reports Beirut On-Street Parking Improving Program (01/2000) (Chance Management Advisors, Inc.) Le Stationnement A Beyrouth Et Au Caire - Missions d'expertise (06/99) (SARECO) - Traffic Management Systern: Appraisal Report (Booz Allen and Hamilton, 04/2000) - Urban Air Quality Monitoring Program for the GBA, Lebanon - Final Report (09/22/97) - Public Administration National Administration Rehabilitation Program (1995-1997) Republic of Lebanon -- Minister of State for Administrative Reform National Administrati7ve Rehabilitation Program (NARP) Railways and Public Transport Authority - Program 1996-1998 (01/96) - World Bank reports Global Review of the Transport Sector in Lebanon: Private Sector Development - Lebanon - Draft (07/96) Private Sector Development - Lebanon - Final report (03/97) Transport Sector Public Expenditure Review, March 1999. - flthpr rennrtv Passenger Transportation Options for a Revitalized Beirut - A Report on Year 1 Activities (01/93): Pr4iripCal Tn,,1 tm4-.: Team WTCui (ATMR) &- .Prjte -qluiipp (zMTT~ Overview - Traffic Congestion Management Program for Greater Beirut Area - Traffic Management Organization: Financial Model (April 2001) - Project Implementation PlKm (04/2001) *Including electronic files - 101 - Annev 9: St4atmemnt of oI ana and4 Crerlti LEBANON: URBAN TRANSPORT DEVELOPMENT PROJECT 02-May-2002 Difference between expected and actual Origlnal Amount in USS Millions disbursements Project ID FY Purpose IBRD IDA Cancel. Undisb. Orig Frm Revd P071113 2001 La- community Development Proec 20.00 0.00 0.00 20.00 042 0.00 P045174 2000 LB-GENERAL EDUCATION 56.57 0.00 0.00 55.38 16.32 0.00 P050544 2000 LB-FIRST MUNICIPAL INFRASTRUCTURE 80.00 0.00 0.00 73.41 20.41 0.00 P038687 1998 VOCATIONAL &TECH.ED 63.00 000 34.00 28.38 48.94 1.54 P038674 1997 LB-NATIONAL ROADS 42.00 0 00 0.00 28.55 28.42 4.38 P034037 1997 AGRL.INFRADEVEL. 31.00 0 00 7.00 14 64 17 84 0.00 P034035 1996 LB-ADMIN. REHAs. 20.00 0.00 0.00 4 02 4.02 3 02 P01s345 19 SOULD WASTEIEWvIRONMENT 55.00 0.00 30.00 18.90 48.90 0.01 P034004 1995 HEALTH PROJECT 35.70 0.00 0.00 23.74 23.74 21.04 P005344 1994 LB-RRIGATION 57.20 0.00 0 00 17.92 17.92 0.00 P005340 1994 LB-TA FOR REVENUE ENHAN 19.90 000 0.00 6.21 621 621 Total: 480.37 0.00 71.00 291.15 233.13 36.20 -102- LEBANON STATEMENT OF IFC's Held and Disbursed Portfolio Jan - 2002 In Millions US Dollars Committed Disbursed IFC IFC FY Approval Company Loan Equity Quasi Partic Loan Equity Quasi Partic 1997 AIrW 3.33 0.00 0.00 0.00 3.33 0.00 0.00 0.00 1993/96 BBAC 2.81 0.00 0.00 3.59 2.81 0.00 0.00 3.59 Bank of Beirut 6.31 0.00 0.00 0.00 6.31 0.00 0.00 0.00 1997 Banque Audi 9.81 0.00 0.00 0.00 9.81 0.00 0.00 0.00 1993/96/98 Banque Saradar 0.00 11.00 0.00 0.00 0.00 11.00 0.00 0.00 1997/ 9 Bybios Bank 22.83 0.00 0.00 19.96 22.83 0.00 0.00 19.96 1993/96/99 Cimenterie NtiI 4.40 0.00 0.00 5.60 4.40 0.00 0.00 5.60 1995 FTML Servicas 0.00 0.00 10.00 0.00 0.00 0.00 10.00 0.00 1997 Fransabank 2.70 0.00 0.00 3.42 2.70 0.00 0.00 3.42 1993/94/96 Idarat 5.00 1.50 0.00 0.00 5.00 1.50 0.00 0.00 1998 Idarat SHY 3.00 0.00 0.00 0.00 3.00 0.00 0.00 0.00 1998 Leb. Credit Ir.ns. 0.00 0.50 0.00 0.00 0.00 0.50 0.00 0.00 2000 Lebl.aLese ' i-ns:g 6.00 0.00 0.00 0.00 6.00 0.00 0.00 0.00 1995/99/01 Libano-Franc3ise 5.63 0.00 0.00 7.69 5.63 0.00 0.00 7.69 1994/96 SGLEB 4.22 0.00 0.00 5.89 4.22 000 000 5.89 1994/96 Uniceramnic 0.00 0.00 0.80 0.00 0.00 0.00 0.80 0.00 1993 Total Portfolio: 76.04 13.00 10.80 46.15 76.04 13.00 10.80 46.15 -103- Approvals Pending Commitment FY Approval Co-- . -&n . ^- i- ; Q i Pal. Total Pending Commitment: 0.00 0.00 0.00 0.00 - 104 - Annex 10: Country at a Glance LEBANESE REPUIRI irC- IURBRAN T ANSPORT DEVELOPMENT PROJE'-T M. East Upper- POVERTY and SOCIAL & North middle. 2000 Population, mid-year (millions) 4.3 296 647 Life expectancy GNI per capitae Atles methNd ,lUSlt 4.010 29 040D A R20 GNI (Atlas method, USS billions) 17.4 602 2 986 Average annual growth, 1994-00 I Population (X) 1.6 2.0 1.3 Labor force (X) 2.7 2.8 2.0 GNI Gross Mosi receni asl;llat tieatsit year ava;;ab;;. 1 capita 4 enrollmenl Poverty (% of population below natlonal povErty line) .. .. ..erlmn Urban population (% of total populatiOn) 90 59 76 Life expectancv at birth (vears) 70 68 69 Infant mortalltv (per 1,000 live births) 26 44 28 Child malnutrition (% of children under 5) 3 .. .. Access to improved water source Access to an improved w-ater source ( of popuiation) 100 89 87 Illiteracv (%of Population age 15+) 14 35 10 Gross primarv enrollment (%of school-age iopuletion) 111 95 107 Lebanon Male 113 102 106 Uppsr=m.:ddi_________ g._up Female 108 88 105 KEY ECONOMIC RATIOS and LONG-TERM TRENDS 1980 1990 1989 2000 igoo 1990 199: 200: ~ Economic ratios' GDP (USS billions) .. 2.8 16.5 16.5 Gross domestic investment/GDP .. 17.8 21.6 18.1 Exports of goods and services/GDP . 18.0 11.6 13.0 Trade Gross domestic savings/GDP .. -64.1 -4.4 -6.7 Gross national savinas!GDP . 21.U t. .6 .U~ Current account balance/GDP .. 4.0 -20.1 -18.6 Gross national savinoalGOP .. ~~i.s 1.5 ~ 1Oomestic Ivsmn Interest paymentslGDP .. 0.4 1.3 1.8 Investment Total debVGDP .. 62.7 50.2 61.3 - \ n Total debt servicelexports .. 3 3 10.6 14.6 Y Present value of debt/GDP .. .. 51.6 IV Present value of debt/exports .. .. 305 1 Indebtedness 1980-90 1990-00 1999 2000 2000-04 G3P .. 6.0 1.0 0.0 3.1 - Lebanon GOP per capita *. 4.2 -0.4 -1.3 1.3 - pper-middle-rncome group M.o..A.nnf onslces , 7 * n 19 110 STRUCTURE of the ECONOMY 1980 1990 1999 2000 Growth of Investment and GOP (%) (X of GDP) Agriculture .. .. 11 9 11.9 IiT Industry 22.0 22 0 Manufacturing .. .. 10.3 10 Services .. .. 66.1 66.1 L201 95 1.0, 1 Private consumption .. 139.6 89.9 87 8 1 General government consumption .. 24.6 14.4 18.9 G 1 Imports of goods and services .. 99.9 37.5 378 GDI GDP fave.age annual growth) 1980-90 1990-00 1999 2000 i Growth ofexports and import (%I) Agriculture 1.8 1.1 1.1 I:T | Industrv -1.6 1.1 1.1 Manufscturing 4.3 1.1 11 Services 4.1 1.1 1.1 0 Private consumpton .. 3.2 -0.3 -24 General uovernmeni consumpbon .. 4.3 24.6 3- Gross domestic Investment .. 8.8 -25.0 -16 |tports lmports Imports of goods and services .. 1.4 -12.9 0.7 Note: 2000 data are preliminary estimates. The diamonds show four kev indicators In the country (in bold) compared with its Income-aroup avereae. If data are missino. the diamond will be incomDlete. - 105- Lebanon PRICES and GOVERNMENT FINANCE 1980 1990 1999 2000 I Infltiton (%t - I Donoi7c pr1sta (% change) 15 1 Consumer prItcs .. 68.9 0.3 -0.4 10 Implicit GDP deflator .. 15.5 0.2 -0.4 Governrent finance 0 of GDP&, cud.so mu,mt,m57 94 99 O Current revenue .. 6.4 19.6 18.7 es4 Current budget balanoe .. -31.3 -9.9 -19.6 GDP deflator CPI Overall surplusdeFa -3 3.0 -1v.5 -21.7 TRADE 1980 1990 1999 2000 Export and Import levels (USS mill.) (UiSS millions) Total exports (fob) .. .. 695 712 12,500 T Llvestock, animal, and veetable products 230 246 10 Fats and oils 112 117 Manufactures . . .. ,. 7 * _ Total Imports (cf) ,228 | . 6.0 6.| | | | Food I l i ' Fuel and energy .. .. 2. CapItalgoods .. .. .. .. o l li t_ _ Export price ndex (1995=100) .. 103 105 94 95 96 97 98 9 import price index (w9995iuei0 .. .. 10 E0'=U, Terms of trade (1995=100) .. .. 99 99 BALANCE of PAYMENTS (US$ miiloons) 1980 1990 1999 2000 C Current account batance to GOP (#) Exports of goods and servvces .. 511 1.912 2,141 o _ Imports of goods and senclces .. 2,836 6,207 6,228 i m E E E E I Resource balance .. -2.325 -4,295 -4.087 -10 . -m u m m Net income .. 622 888 932 -20 .- Not cu.^;e,^t transb-^s .. 1,818 90 90 4 u0. Current account balance .. 115 -3.317 -3,065 Financing Items (net) .. -412 3,578 2,776 4.. Changes In nt reserves .. 97 -26i 289 4-o Memo: Reserves includina nnld (Il-t nmllnns) ..^° .i40i 5 8,420 Conversion rate (DEC, loceMLUS$) 695.1 1,507.8 1,507.5 CA1ERNAL DEST and RESOURCE F.OWS 1980 1990 1999 2000 (USS mll0 10s) Composition of 2000 debt (USS mill.) Taial debt oustanding and diaburswd 510 1,.779 8.304 10,112 IBRD 27 34 234 248 A2.4 D 4 20 IDA 0 0 0 0 DI I2 I G: 2.541 -.Em am Total debt service 53 99 296 448 IBRD 5 11 25 31 _ !DA 0 0 0 01, Compositon of net resource flow^ Official Wants 199 213 111 53 Offkcal creditors 43 -22 118 98 | Private creditors 70 6 1,129 *- | Foreign direct Investment 0 6 740 886 I I Porifolb equIty 0 0 129 47 F: 6.244 World Bank program Commtments 0 0 0 137 - A RD E - BWateral DIsbusemrents 8 0 49 42 B- IDA D - Other mltlIlateral F - Private Princpal repayments 3 7 12 17 C-IMF G-Short-term Net fows 5 -7 36 26 InteWet payments 2 4 13 14 Nettransfers 3 -11 24 12 Development Economics 915101 - 106- Additional Annex 11 LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT Sunimary of the Resettlement Action Plan A. Summary ; lS annex peusemii uu, Reeuieeni Aiuon rnan IkAP) ior ule uroan iransport lDevelopment Project (UTDP). The UTDP requires a total land expropriation of 31,369m, comprising 4,158m of land under servitude from earlier expropriation decrees, together with new decrees that would expropriate 27,211 Im of land from 205 lots at 12 different sites for the construction of grade separation facilities. This expropriation directly affects the residence of 42 occupant families (181 persons), 33 businesses and (because of multiple ownerships) about 1,437 property owners. The purpose of the RAP, prepared by Lebanese consultants for the Expropriating Authority, the Coumcil for Development and Reconstruction (CDR), is to ensure that the loss of land and other assets is aDpropriately compensated and that anv adverse impacts will be miti2ated. 2. Lebanese law enshrine, the principle of full and prior compensation for land and other assets expropriated in the public interest and there are effective, judicially independent institutions to implement expropriation and compensation. However, a special provision of the law permits the taldng of land for roads and highways without monetary compensation with respect to the first 25 percent of the original lot area. This provision is based on the presumption that the owner's compensation will come from the increased value automatically accruing to the property as a result of the project. The expropriation instrument for roads and hghways is termed an Alignment Decree, as distinct from an Expropriation Decree, which covers other purposes. In the case of UTDI', it is accepted that this latter provision cannot be fully applied because the concerned properties have already benefited from most of the value-added resulting from their being adjacent to long-established major roads. The expropriations to adjust the right of way (ROW) in order to accommodate the works will not automatically bring further value-added to adiacent properties, although in specific cases some value may accrue to the ovners. 3. With the exception of the owners of about 43 plots, all property owners who lose assets through expropriation will receive equitable compensation for lost value under current expropriation practice, and in the majority of cases the impacts are minor. 'T'he RAP details what this compensation would comprise and how it would be determrined. Howevei; some cases require individual evaluation: in particular, the owners of about 43 lots affected by expropriations that total over 10,000 m2, apparently risk significant loss for which, within the existing expropriation meclhanisms, the RAP has adequate measures to ensure and verify that owners receive equitable compensation .For their losses. These measures are as follows: * wflC1a U1r U l LJF mUguIuni, ILrta=eeb (or a5ssocaedU 1iplie atinUfl of eariier uvduces) result in taking of any asset without automatic entitlement to compensation, the Expropriation Committees snall estiunate uie inlpact of uie expropriation on hie owner and provide equitabie compensation for lost asset value. * To enable the Expropriation Authority to undertake this work (see para 1), a ministerial decision will nlace at its disnosal the necessarv additional exnertise in land evaluation from the Ministrv of Finance or from other qualified sources. * The Expropriating Authority (CDR) will ensure the availability of funds sufficient for the estimated level of compensation awarded. - 107- 4. For each -- '. t-,, Au.-ry wi!! prear ar ot -.A11 A - ._nin a f- agreed upon with the Bank the expropriation and compensation awarded in respect of each lot. Every intiveection will reIUq- iUiiiWa vAladl.tdi1 uy uiv 0atu1. B. Background 5. Beirut's severe traffic congestion is addressed by the Greater Beirut Area Transportation Plan (GBATP), which the proposed UTDP will support in three key areas: (a) traffic management improvement, (b) narkiing imnrovement and (c) a corridor improvement program to improve traffic flow along maior corridors. The corridor improvement program will improve the flow of through traffic, relieve congestion and improve local access by the construction of nineteen grade separation facilities- 6. The work-s at 12 of these sites require land expropriation detailed below. Every effort has been made to minimize the area and impact of the expropriation through criteria for site selection and technical design, I l.-eOUJIUI5 Lit VVIU%d*fl IS,.- VI jFlVO ;..nIV pfthl proposed S 5 51.-. greatlyredc fL.e works inff qe ionI I UflUUL six underpasses at Beit al-Atfal, Bechara el-Khoury (Sodeco), Airport, Mar Mekhael, Tayounneh and Adlieh; __ e . As ~~~~A :_- LACLn_o-_ T-%_- TT-.-1_ \ 1_ _ anlu seVer, Uvepasvs sL t riyulI, 1VLUaJIaLLU4IIU, .JaLVI1v LVIUiaaLi, .Jul, r1ayu%, IVI.KWIV, aWiu Bchainoun-Aramoun. Four sites are not included in the following tables. At Sami Solh (Corridor 4) and Museum (Corriaor 1), no land expropriation is required, the existing rignt of way being sufficient to accommodate the separations. The final configuration of two further grade separation facilities, Antelias and Jai el-Dib on tne northem Corridor i 9, had not been approved at the time Of writing, and figures ior expropriation, which are small, have not been included in the tables below. Once these sites are finalized and a decision made to include them in the project, these two sites wiii be subject to tne same RAP consultation, compensation, and clearance procedures as all other sites. C. Impacts of Expropriation 7. Social Assessment. The estimation of expected socioeconomic impacts of expropriation was the subject of a social assessment (SA) carried out by an experienced Lebanese social scientist (a professor of sociology) working with the consultancy team that prepared the project, supplemented by field visits by a Bank social scientist. It comprised, an unofficial census, interview and questionnaire survey of every family and business that would be displaced, and a review of the operation of laws and institutions relating to expropriation and compensation. The social scientist also attended the consultative meetings for the environmental assessment. (A further component of the SA, related to the parking component, does not concem the RAP). The SA was able to enumerate and classify the impacts as detailed in the tables below, and took account of the attitudes and concerns of those affected. This prior survey was an innovation, because the norrmal procedure has been to issue the decree first and thereafter to identify those affected through a judicial nrocess Protocol reqniired that care he taken to maintain a low nrofile and an informal annroach in order not to appear to anticipate the operation of the law. The SA found that: (a) those who would be relocated were ,,,,aprtnAahl- rnnrpr.ed ton lmn, ,.ow .th.er the, crmnpensahAfln wunld hb suiffcipent to penabhlp tom fr rpmn,n in the vicinity (especially in the case of long-term residents); (b) businesses would likely be able to continue ope.-L.4-n ;4,a , nity; ar. (c) --utter- ,An.ct sf earlier Aianlororno de At physica! insec.ty,4-,, eagerly awaiting the opportunity of assistance from the Ministry of Displaced Persons to relocate outside the coitLxvAL U1 UlV pIrJV-t, auan Ud4L d AiatCLxaUUt VIonUl.I ; iISU U- l1l. l Va - Ua' 1114JU1 l..LuI III ia ui ci.u4LL status. An informal review of prior recent involuntary relocations of residence and business showed that residential relocations botrh owner and tenant) anub ousiness rielocauons adu ocen suinciently generously compensated to enable relocation within the general vicinity and a distinct improvement in standards of living or business operation. Tnose affected by expropriation only of strips of land were scrupulously identified in the SA and included in the RAP; they were not, however, included in the social survey since the issue in this case is - 108- one of compensation for lost value. 8 PAP nrenaratfinn The. finincg of the SA P.nab1IM th. 1? AP tr% hp nrpnnrope th,at 1,t-aii1inf T -a".e laws and procedures, while at the same time enabling the Bank to ensure that its safeguard criteria are oVbsrved s , e a n ; 1 in. anA - IA- IF- ecn= siteA A. U .c1nk,...A VA1 A VUi>~~~~~~~~~WIX V U L.kVXwI&LIVIIIVIUb F[A zv iV99U .UW IV. Wal oltW. WIUV 1VULV Expropriation Authority will deter:mine the amounts and eligibility for compensation for each property, site by AI-- -- --.-A - U_ - -PL. A---- . ---L --…t site. A- rmoLItoLLL1rlg fonl-l ICepVLICucd aL the. end1 of Uhis Z-AnrIe Uetais echU type o Ulos LUincl- bI;LU y expropriation together with the compensation awarded, and will enable the Bank to verify that this compensation meets Bank saniuarus. lnc isir was prepared in Engiisn by Lebanese consuniants ior uie Expropriating Authority CDR following intensive, plot-by-plot site visits, discussions with those most directly affected, an extensive review of expropriation procedures, and the operations of the three Beirut-based Expropriation Conmissions. The document has been made availalble through the Bank's InfoShop and Resident Mission and at a number of locations in Beirut. 9. The total land expropriated for physical improvements at all sites will be 31 369 m' (3.1 ha) taken from 205 lots at 12 of the 16 inlersections. The great majority of these expropriations are small excisions of strips and edges of property, and seldom affect the use of the property. However, nine buildings will be wholly or partly expropriated, including residential and business premises. The impacts are of four types: (a) residential relocation (42 families); (b) small business relocation (30); (c) minor impacts on businesses (30); and (d) loss of land only, without other impacts (145 plots, of which 43 are significant). These are presented in the following paragraphs and in 'rables 1-6 below, and described in more detail in the socio-economic survey renort in the nroiect's files. 10. Residential Relonation. Seven occupied hbildings and t..o with uinocc-npied or abandonied residences at six sites (Beit al Atfal, Airport, Musharrafieh, Mar Mekhael, Hayek and Bchamoun-Aramoun) will be eu'-n.i4ntA 'T... nmrbeo -) - ;.antnA ono-n- na A Q ,nonf nrQ A fn+nl n-V A ;;or1 Io ( QfI WAEIlJ I._V s11a I II-ID -" V.-y- ~ -- Vs_i .vvvv1 i_. -- - vws - 1s-lt_-. % Us }V vi will have to move as a result of expropriation, and in addition the owners will lose assets in land and structures. L'V ule uie ppulpar. IJ UUa jJJ a.dLU soc.1UUioecooUr cLU V)vy, 4 faliUily is U(timue as a ru.uicarL lailLily (ir.l .IeU coUUpJle with or without children, and economically independent). Thus a household could comprise two families, parerits, aru rnauliedu son wi'UI Muluivii. Of uluus Ei--afcu, imLuilics (1o8 pcroui1s) are squauers, a special category presented separately. The others are middle-class professionals. Residential impacts are summarized in Table i below. Taibie 1. Loss of Residential Accommodation Status - Families _Persons Apartments | Owner-occupied 6 28 | 5 [Rental tenant 11 53 10 Snuatter 25 I10 no 11 Vacant/abandoned l 0 34 TotaI .; 1421 181 1 34 1 11. Business relocation. Most buildings affected contain small businesses. Forty small business premises on 15 plots will be expropriated, of which 6 are run by owners and their partners/shareholders, 18 are rented. 6 are run by squatters, and the remaining 10 are vacant. These impacts are summarized in Table 2 and detailed in Table 5 below. - 109 - Table 2. Loss of Business Premises |Status I Business entrepreneurs I Premises |Owner-occupied | 6 | 6 lRental tenant l 18 l 18 Squatter 6 6 lt t -h A -A 1.^ I v a afclv uaMJ,au Ij ITotal l 30 40 12. Minor impacts on business and other premises. The loss of strips adjacent to the main road will affect 18 businesses in a variety of minor ways, none of which will require the business to cease operating or relocate. Such impacts include relocation of signs and enclosures; reconfiguration of gas stations; and movement of temporary structures to another part of the same plot. At the owner's discretion, the compensation can be made in kind, with the works contractor paid to make good any damage. 13. Reduction in plot area. The majority of plots are affected by the expropriation of land. Of these, 145 plots affected only by the taking of land, in amounts as small as less than Im with a median of less than 80 m averaging about 6 percent of the area of the affected nlots. The exnronriations include the actual tRkeover of 4,158 m2 of land for which an earlier expropriation decree has been issued, but not executed. In determining its com..pensation a,arAc, the 1vPnr^-otinn r^mn-i mnnq use nil rplax,a.nt fatoir. d en I-tiA 'h.at apply to a particular lot: size, shape, location, use, structures, and the impact of the project on the value of the remainder. T.fiu c..u iUssOioris seekt Ut be m.- AdL past hs-tor; of av,-s sow- a tendencry to favor +UI owr.ers. The procedures are described in detail below. D. Compensation 14. In Lebanon, compensation is determined by judicial process. When an Expropriating Authority, in this case CDR, wishes to implement an expropriation decree, the expropriation files are sent to tne Expropnation Commissions for the adjudication of compensation. In the case of the proposed project, the sites requiring expropriation fall under the authority of one of three expropriation Commissions (Beirut, Mount-Lebanon North, and Mount-Lebanon South) set up by decree. They comprise a chairperson (a judge or magistrate) and two members - an engineer and a property valuator. The Expropriation Commissions are competent to: (a) determine all entitlements or compensations resulting from expropriation; (b) decide on requests by owners for total expropriation and full compensation; (c) determine the value of small portions of land that cannot be used for building; (d) settle disputes regarding the division of compensation between shareholders; and (e) determine matters related to the integrity of a plot and the cumulative effect of successive excision of land from a property. CDR is represented at the commissions by a legally qualified representative. Individual landowners may represent themselves, or use a lawyer. Where individual citizens appear not to be aware of their rights, the presiding judge should apprise them of compensation. Judges attempt to ensure that citizens are not deprived of their rights, and tend to lean more toward the citizen than to the administration in such matters. Expropriation Commissions have wide discretion. and any type of damage or unfair treatment may be subject to compensation. 15. Adequacy. Before expropriation becomes effective, compensation is paid to all affected persons by C-'Th -a a,,v-.- ,.f ha lPvnr,nrw;*inn Cnmmicein"e Thaca e-nmmiceinine tiptp,nminp tlh0 nmn inte t,- ha a-.rilA1 CR on av.. of -h Exprk--ion Con--ions. These E_ V_ and all persons entitled to receive them, according to a procedure summarized in the next section, and then - 110- imnlement the expropriation by notifvina the Lands DeDartment of the Ministry of Finance. Awards may be appealed by either party, but once final have the force of a court order. The awards cover four aspects: residential premises and relocation- business premises and relocationn other impacts on husiness, and lnss of land. The entitlements are shown in Tables 3-6 below. The actual monetary amounts cannot be predicted prior tn the expropriation procesc l,-r-mi-se these are set by judicial prerogative upon indepen.dent assessment. Awards are not publicly announced in order to avoid comparisons. However, research information on recent xpvnar.enncP in Beinat has clhn'm th+t a,-ardr eaoily rnet ..- ctn.-A. of .4"! 1placerrient cos.-, enabling xperiemes in Be - 1- -1- m. - emly.. m.j -f .--l oLL- zfl- *f % AO..iR fl ... JL, .fhifAt property and business owners lo acquire premises normally superior to those expropriated, and adequate to co V1 tL+UnSioJfln Wfd t.UM- U AAA c %LO of rel -4AU A La- --4A4- LU UO - 1.A- .._L ut +UA following two paragraphs. 16. Alignment decrees: less than under 25 percent of the plot surface. Where more than 25 percent of the plots original surface area (all previous expropriations being included) is expropriated under an Alignment Decree (which covers public roads, highways, and public open spaces such as parks), the Expropriation Commission awards the full current market value of that expropriated area in excess of the first 25 percent. Historically, market values have been generously interpreted, resulting in substantial awards to those so entitled. However, in this project it is not possible to maintain the assumption that any expropriation under 25 percent of the surface area will automatically be offset by a corresponding rise in the value of the remainder occasioned by the works. Special consideration has therefore been agreed upon for those affected by loss of land only - that is, less than 25 percent of the original plot. In all, 154 privately owned properties are so affected, involving about 1,303 registered landowners, multiple ownership being common both through inheritance and vertical subdivi;ions (individual apartments in a block). 17. Compensation arrangements are agreed as follows, according to criteria detailed in Tables 3, 4, 5 and 6: For i8 properties (339 owners), expropriation was judged purely nominai, with no appreciabie ioss oI value to the owners (e.g., less than 10 mi2; apartment block with impact of less than I percent of land area per owner; or legal technical rectification of de facto public ROW). Fr01 93 p-oe4s (724A --oN,o,o) that -l1Ioe loo,- +1ko., 10 er-n, -ff+ As + p -. a g gen of * VS , F.Ves.W_o \, { . VvrwsoJ W.w- Wst. tV9 *Woo .-s *V M9,99s.. VS W.- -.. - a -0 - 9 AV.W V. lv Fv - *P W 16 compensation measures is open to the Expropriation Commissions, subject to demonstration of any *p of actual ------^i loss I I;or expop:aon or___- -- e'ac -- ---- owXle- reqes -oeport UyIeo L414UO U4,1A1iUiiMI, iUD, jJIVUI VAp1JpIVFIUUlI, UL 4%AVJL4UI,V VI UIIP VWIIVI b IVLJUVbL IA) CAPiUIVI4Ia the entire plot with compensation on grounds of lost utility of the remainder. Alternatively, the ,xp.J-liL1U.iLg AJ'UUIUL1Lj Will veI.;y UJaL uI. rise .i. vaiue VI ulu I.ell.au.ude of ute property will indemnify the owner against any economic loss. For 43 properties (240 owners) that will suffer significant property loss-between 10 and 25 percent of their nrioinal area, and over 350 m_2-the EPxrnnrintinn Crnmig.-zionn wuill exmrioe the mayimllm discretion to identify, award and demonstrate grounds of adequate compensation. 18. The Expropriation Commissions will be guided by the assumption that the alignment decrees would not nlecess-rily .-I., .an -+-a C'T'DR - A prpae ---- imle.en f awads CDR s sntd htoa La"LL3£y GpFYI -ua AOL .~X£ FLUFGL1.U LU UIL111.411U11L UI%1.. CUL LEO. i...J a 10 UOIiiaLuU uiU LuLax compensation package under the RAP to amount to US$15 million, an amount which accords with Lebanese law and practice, and which uth BakR considers Upplupriate. i9. Squatters. Squatters, by defi'nition, 'have no iegal ciaim and thus do not faii witiiin hie competence of the Expropriation Commissions. The 25 squatter families who will be required to move, and the 6 squatter businesses, will be enabled to rnove through financial assistance from the Displaced Persons Fund (DRPF) under the Ministry of Displaced Persons, access to which is a common motive for maintaining squatter status. The - 111 - policy is to arA>b,e npeole to revsttle either in thipr rioinnfl vi!acype or innthpr nn!-p o%f thpir choic,A in ,mnr-uApd conditions, and where applicable to reestablish an affected business enterprise. Past experience shows that comnnpensautions paid by the luje . have, Ubeen --- --- , .ar -1 L....l . A -UlA a l. renting an expropriated building. They are usually sufficient for 12-18 months' rent. The total value of this assistarce, fIU wiLclhi no esLLUia4LL is availaubl, ia additionali k UIVL eLsLU,IIULat amLouLt iahaL CD wuuld Fay through Expropriation Commission awards. 20. Monitoring. CDR will submit the actions taken on each grade separation site to the Bank for its approval using the attached monitoring form, which was developed specifically for this project. Tne form will enumerate the different losses incurred by expropriation and show the compensation for each lot, justify any assumptions of increased property values, and detail actions taken in respect to squatters. The Bank's approval is required before disbursement for the site in question. Supervision missions will include Bank social science staff, who will verily the socioeconomic outcome. The implementation of the RAP will be assessed as part of the Mid-Tenn Review and evaluated for the ICR. E. Institutional Arrangements 21. The legislation, institutional arrangements and procedures for expropriation and compensation are presented in full in the RAP. What follows is only a very brief summary. 22. The exercise of eminent domain for expropriating private property in the public interest is govemed by the Expropriation Law of 1991, which sets out in detail the different types of expropriation and compensation. Under the provision for expropriation of land in the public interest, the Council for Development and Reconstruction prepares a draft roads alignment decree for signature by the Minister of Public Works, the Prime Minister, and the President. Annexed to the decree are: (a) a sketch of the project; (b) a plan of the land expropriated; (c) a comnrehensive list from the registry of lands showing the registration number of each property, its location, the names of all the owners and rightholders; and (d) drawings of any affected structures. Once the decree is signed, th.ese dculm.ents are publicly available. An alignment derrPP iS in force until amended or annulled by another decree. 23. The decree places the properties under servitude (they may be bought and sold, and buildings may be mainLtaulned, but r,o UipoLUverniertS L rnay be ;.zAde -41 bilL. sheU exprpr.tio prcs I L,ZS bencorpleted. P-ope_.ies are not held to have been expropriated until the decision of the Expropriation Commission is handed down, wLU'ic uecisioii is cUU1r1ri.-UUdLCU LU UIle Lands Reg;isuy IVr aHI-LUnIL.I-., Ul LJLl aiUU rr.ap. Ae UMC-,e Lllay apply LU any portion of a property. It is up to the owner to request full expropriation. 24. The Expropriation Commissions, of the first instance and appeals, are established by law in each province. The constitution and powers of the commissions of the first instance have been described at the beginning of the preceding section. They attempt to contact every owner in person, and every holder of a legal right is entitled to be heard. Individual landowners normally represent themselves at the first instance (often obtaining informal guidance from a lawyer or another expropriated person), but appeals require legal representation. The appeals commissions-again one for each province-are similarly constituted, but with more senior members. They hear appeals from either party, and may confirm awards or revise them upward or downward. Their decision is final. 25. CDR has an experienced expropriations unit staffed by a lawyer and expropriations expert which prepares the decrees and provides additional services to the expropriated persons, including free professional counseling and advisory services to affected persons on certain weekdays. It also liaises with the Ministry of - 112- Displaced Persons with respect to squatters, and may frequently settle disputes or complaints amicably. Table 3: Project-aftected Persons and Compensation for Loss of Residence |Loss |status [ Number ofl Number ICompensation payable under expropriation INon-monetary lprincipals of persons procedures entitlements Residential Owner-occupied 6 28 Full monetaLy compensation for property property and disturbance, sutfcient for repiacement (apartment) land transition costs. Counseling and . (vacant aat t -|advisory services from Absentee owner 8 Full compensation for property, sufficient (vacant apartinent for replacement. or o ) _. Absentee owner 5 - Full compensation for property, sufficient (sauatted for replacement. In addition. owners gain apartment) |freedom from encurbrce. Residence Rental tenant 11 53 Compensation based on remaining value of (all except one lease. Compensation for loss of secure pre-1992) |tenancy and disturbance based on length of tenancy and present righis, oRen arouna l 50% of value of premises. For one lpost-1992 tenant (Withott tecure tenancnl compensation is based on value of outstanding lease, not less than one month's I _ _ _ I I__ _ _ I. _ _ J irent. I_I Occupancy Illegal occupant 25 | 100 INone unless legal rights can be Counseling and demonstrated. advisory services from ICDR. I I I I May not be evirt-e without Ministerial IT~ I _ 1 1 1approval. |Total | 55 _ 181 L __1_1 -113 - Tlr1d1 A. * J6-llc- D-.-.. -A fr,~ ~~4~, Tab- . A A PrJ-t Aa.t eted P ve o and C-k-njJt.-aa n for Ptelocatirj of AB.nusn s Loss | Status I Number of | Compensadon payable under J Compensationtassbtance D Non-monetary 1 I 1 principau I expropriation proceoures under other poientes I ement Owner/entre 6 plus Lump sum compensation for land, . -np P.,,r 91 n,*tnm Ibuilding, Nminess. Penwerkp.s and transition costs sufficient to enable reestablishment in similar situation Business property and location with active ousiness Counseling ana advisory services Ifmm CDR. I Rent tenant 18 (All) lump sum compensation for 1( 13 before itransition costs of business enterprise, | 1992, Isufficient to enable reestablishment in| 5 after similar situation and location; (13 pre-_ I 1992) 1992 tenants) compensation or ioss or I I | |secure tenancy and disturbance based ,on length of tenancy nnd present rights, often around 50% of value of 1premises; (5 post-1992 tenants), compensation based on value of outstanding lease, not less than one |Temporary |Squatter 6 |Lump sum payment from micro-enterprise | sufficient to continue _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ j Ibusiness nearby. Business premises Absentee 5 Replacement cost of land and |(vacant) owner I building. Total 46 +9 partners -114 - Tabse . 5: rFUj-auItLeU rConsUU ua-u CUmpensautin ior iviinor Inipacts on nuusinesses Louofpartofstructureorsite Status I Number Compensadon payable under Non-monetary entitlements1 I__ _ _ _ _ _ _ _ _ _ _ _ _ _expropriation procedures Gas station: effect on pumps, tanks, or Owner/ 5 Structure at current market (a)Free contractor FUFY ,U UDWQ W.. fl LUfUE WU-UUV UU VUUvJJUUU YVA.UAUUI, ' IU USVJEUl U UV *IX - W *3V O property) any demonstrated loss or prejudice and to business. (b! Counselingt advisory services from _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _C D R . Shop Owner 3 Floor area at current market (minor loss of floor area) valuation; difference in value of structure caused by reduced area; compensation possible for any demonstrated loss or preiudice to I ~ ~ ~~ l business fOwner (loss of part of basement area) IOwner | 4 Iboor amea at current market valuation; difference in value of structure. Nte: 'NO compensation ror structures illegally erected in public I I I I^dnmnsin c f tTemporary or squatter business, to be |Tenant, | 5 Note: No compensation for |Assistance to relocate |relocated on same site |temporary | structures illegally erected in public lbusiness on site as structure | domain. required through project's contractor at no charge to tenant (subject to landowner's agreement); on k Aeictnnni.p t. rp-ctnhliqh I Ibusiness under Displaced __________________________ _ I l |Persons Fund. Storage shack [ I ITo be determined I -115- Table 6: Project-affected Persons and Compensation for Loss of Land Only Loss of ;and or.:y,wt bsec of d:ae: 8.pac 1r Status 05jim.be fopral...k. pybeu..... epropraL'or.N or-ore residence or business premises or activity procedures entitlements or compensation Category C. Loss of less than 10 percent of lot area Owner/ 724 (a) Case-specific awards. Any loss or CDR advisory and (93 lots); an average of 70 m2 per lot, and not shareholder prejudice directly caused by counseling exceeuing 300 m2 . eUpJopIUiJ, e.g. osts Uo (i) IrVIL restoration of fences, walls, enclosures etc.. (ii) comrensation or outright purchase of land no longer adequate for original purpose or too small to be viable, on owner's request; (iin) any prejudice to business; (iv) loss of speiH. =fi.cion or le8 Hght(eg. reduced building permission for vacant lots, loss of parking); or (b) The Expropriating Authority shall nrovide site-snecific evidence that the project outcomes are expected to enhance the values of the unexpropriated portions by an amount at least equal to the value of what was |C2. Negligible effects (18 lots): either Owner/ | 339 |nsipificantimpactonassetvalues,too (a) area expropriated is less than 10 sq. meter, or shaholder minor to determine. Ito less than 1% of land area per unit., or (C) p-urely techUlicUal exprophlaI0n, IV t.UIIJUUdILL Uv I facto situation (e.g. sidewalk outside church). __._____ B. Substantial effects (43 lots) over 10 percent of Owner and 1 240 ICompensation.to be determuned by the surface area, or over 350 sq. meter, with prejudice shareholder Expropriation Commissions on case by to the value o... 1 Fff th ,,omon,r f ,Aronoh ........ ....... .... .fth. l I.ca soc c hooQA Ane fin /1l f' th ILatf| of the re|-ainder of the property. asset, using as a basis the full range of awards open under the law. | | The adequacy of the awards will be individually monitored. ITotal ____ 1303 - 116- I   _ RU 4 I-MI a' ii iLOi ___ ___ N 4 1 LI - 7j - -- Ii I-& I - --IF: j In Additional Annex 12 LEBANESE REPUBLIC: URBAN TRANSPORT DEVELOPMENT PROJECT Summary of the Environmental Management Plan A. Overview I . Background. Beirut is the core of the service-based economy of Lebanon, possessing one-third of the population and contributing in excess of two-thirds of the total value added in the economy. The city and its metropolitan area, however, suffer severe traffic congestion, the result of an extremely deficient transportation system. This implies high economic losses and deteriorating environmental quality. As sustained growth of the service-oriented economy is underpinned by efficient infrastructure, Beirut needs to improve the operational and economic efficiency of its urban transport system. Prior to the conflict in Lebanon, it had an extensive urban transport system, including well-developed bus and trolley-bus systems. With the prolonged period of conflict, this infrastructure deteriorated. 2. Changes in urban structure. Over the past two decades, major changes have also occurred in Lebanon's demography due to urbanization, displacement of residents from the south and relocation of businesses from Beirut to various locations along the coast. These have led to important changes in traffic patterns throughout the Greater Beirut Area (GBA), which in turn generate severe congestion both in and aronnd Beinit and narticularlv at GBA's entrances. including the connections with the coastal highwav to the north and south. The problem of congestion is exacerbated by heavy reliance on private cars, which number approximately 300l , 000n f fir a npnoipution nf snme 12 ?millinn in the C.RA (ahnnt 250 cars ner 1,000 inhabitants). More than 68 percent of total motorized person trips, more than half of which are home-to-work, are -ma e nbyprivatp car. Shared taxis nnrro1int fnr nperlyv 1!5 nprrint nf nil trinp urhi]e i,ust 17 nprren.t nf thie population is served by private or public buses. In addition, latent travel demand is high and would materialize with im..proved supply of t---sport capaity O. '.x1CULerLMHD UL tai'U ranIspoidiuuut U I ILU. ruL LJV1LUL Lu ufvvivupao a. C0 L.1UiiI Mv,L;V i al COHi iiLul finance, trade, services, and tourism, it needs an efficient transport system. To this end, the Government has prepared a comprehensive Greater Beirut Area Transportation Plan (GBATP), which aduuresses the mOSt serious urban transport issues, analyzes needed investments through the year 2015, and recommends a large phased investment program (about US$4.2 biiion, including the cost of land acquisition). ine prioritization and phasing of this program, which will be the largest single investment need in Lebanon over the next ten years, will require significant planning, consensus building, and resource mobilization. 'T'he proposed Urban Transport Development Project (UTDP) will provide the fundamental urban transport apparatus needed to address the particularly diverse and complex transport issues the city faces, and will support selected immediate actions of the GBATP. B. Urban Transport Development Project 4. Proposed project. The UTDP will increase the GBA's economic productivity by improving the operational and economic efficiency of its urban transport system. Specifical;y, ute project w;l help red-uce tue ever-worsening traffic congestion in the GBA and increase the mobility of its inhabitants. Significant savings in travel time and costs are expected as the direct outputs of project investments. Tne proposea u Ilyr wiii implement the initial phase of the GBATP by supporting five complementary components: (a) Component 1. Traffic Management Improvement Program. This will support: (i) installation of trafflc sionals and lavnlt improvements for all significant intersections in the GBA; which - 118- includes more tham 200 locations: (ii) establishment of a Traffic Management Center (TMC) to monitor and control traffic operations using Intelligent Transportation Systems (ITS) tPirhnonogies; (iii) caparitv building in traffic. nperation and thphe area nf ITS; and (iv) procurement of equipment and training services for the Traffic Police. (b) Component 2. Parking Improvement Program. This will support: (i) installation of pay-and- display parling meters along with necessary parking signage and marking to control about 6,500 on-street parking spaces, and procurement of towing trucks and booting equipment; and (ii) capacity building in the area of parking management; and (iii) development of appropriate regulations, pricing, and institutional arrangements for on-street parking control. (c) Component 3. Corridor improvement Program. llhUS will SuppOt: (i) cons1truction of rLade separation facilities at 19 highly congested intersections along 7 main corridors that are the main entrances to Beirut; and (ii) detailed design studies, construction supervision services, environmental nitigation and monitoring (including measures for cultural heritage), and implementation of a Resettlement Action Plan covering both resettiement and land acquisition. If changes occur in the number and location of intersections to be improved over the course of implementation, iiey will be subject to site-specific environmental and social review consistent with the approach used for those currently included under the project. (d) Component 4. Technical Assistance for Public Transport Regulation, Urban Transport DI,a,...;, a.d..- A-,r Q1 ; . Tb , supr. (i) re on ar.d ogitin of public transport services; (ii) preparation of an urban transport strategy for the GBA and other trar-sp-UI- PlatnrlIr, stidUies UaL -wouldl incluide VenginCLe-irlg,- ecAo0no0rlLIC, en-Vi-Lluln-enta Ulu andsoial studies as appropriate; and (iii) preparation of an Air Quality Management Plan. (e) Component 5. Project Management. This component will support project management services and operating costs and provide equipment for project management. C. Environment Resettlemient and Cultural Heritage 5. Complementary studies. Evaluation of issues concerning environment, cultural heritage, involuntary resettlement, and land acquisition has been an integral part of planning and design studies undertaken by the Government of Lebanon to support identification, preparation, implementation, and operation of the UTDP. The Council for Development and Reconstruction (CDR), the implementing agency for the UTDP, with the assistance of an intemational consulting firm, has undertaken preparation of an environmental assessment, including a detailed archaeological assessment; a resettlement action plan (RAP); and a social assessment (SA) as elements of the feasibility study. The findings and recommendations from the SA and RAP are addressed in Annex 11. 6. Policy and legislative fralmework The environmental assessment and archaeological assessment have been prepared in compliance with the requirements of: (a) the Government of Lebanon, including the procedures of the Ministry of Environment and Directorate General of Antiquities of the Ministry of Culture; and (b) the procedures of the World Bank, including Operational Directive 4.01, "Environmental Assessment"; Operational Policy Note 11.03, "Management of Cultural Property in Bank-Financed Projects"; and Rrnvirinmental Assessment Snurnebook Undate No. 8. "Cultural Heritage in environmental assessment." It should be noted that Lebanon does not have a formal requirement for the preparation of Environmental A se .erm.nte for mninr invpetninpnt nrnii'ts; however thev are nften npreared for proiectq that are sunnortedl by intemational financial institutions and donor organizations. -119- 7. Environmental assessment. A detailed environmental assessment in comp,liance with the provisions of OD 4.01 for a "Category A" project has been prepared for the project. It includes an analysis of planning and design alternatives. develonment of an environmental mitioation and monitoring plan, and extensive nuhlic consultation. During the preparation process, the proposed construction of underground parking garages, initia!!v inrliidpd in Cnmnpnent 2 and finillu drnnnipd wnilld have repnqirpd mainr adive.ie im.n2crts in established urban public parks. The focus of the environmental assessment was on activities under Component 3 since tbhey il.vo,lve tie greatoet nntani;.1 -rAnno,t a-r. --;4r-, ,,f th. _i4-nnn ar.d n-A, r4ng measures. The environmental assessment was submitted to the World Bank in advance of the appraisal and A . . ~1 1 -++ T-r A uL_ _ --A _+ -_ - 9 a_ .AA.s<..Ak9s_ : _ mCaus availaube 4L UI% IULU 1llUp aUtu a; a nulnUbIel UlocUt4LIUon Ui DBinLUt. 1Th EAc.ULIV- )UIllly, 4V4114U1C i Arabic and English, has also been distributed to the Executive Directors of the World Bank. 8. Participatory approach. The preparation process for the Environmental Assessment included an active public participation program, conducted in three stages, to facilitate a broad-based diaiogue and allow for transparency in project development. This process was complemented by additional consultations undertaken in preparation of the RAP and SA. TIhe public hearngs conducted for the environmental and social aspects of the project broke new ground in the use of consultative processes in Lebanon. Development of the environmental assessment benefited from two national-level consultations and 17 site-specific consultations, which were conducted by the CDR with the support of the consultant. Participation in these meetings included, but were not limited to, representatives from the Ministry of Transportation and Public Works, Ministry of Interior and Municipal Affairs, Ministry of Enviromnent, Ministry of Health, Directorate General of Antiquities, National Scientific Research Council, municipal governments, Lebanese universities (American University of Beirut, Arab University, Lebanese University), SOLIDERE, merchants' associations and other private sector parties, community organizations and non-governmental organizations (Beirut Issues, Development and Enviromnent Media Association, Green Forum, Lebanese Environment Forum, Order of Engineers, Rotary Club, etc.). A record of these consultations is provided in the Environmental Assessment - Volume 3 - Public Participation. D. Environmental Assessment 9. Evaluation of potential environmental impacts. The environmental assessment found that the project will result in an overall improvement in urban environmental quality in Greater Beirut as a result of reduced traffic congestion in the vicinity of major intersections and access routes, and through complementary improvements in parking that will also improve overall traffic flow. The primary benefits will come from reduced noise from vehicles, especially homs, lower emissions from quicker-moving vehicles, and reduced light at street level in the evenings. The primary adverse environmental impacts are associated with the construction period and are discussed in detail below. In addition, there will be temporary impacts associated with the rerouting of traffic around the construction areas. These impacts can be mitigated by careful planning of the staging used for construction and rerouting of traffic, careful supervision of construction activities, and use of environmental monitoring to support management decisions by the CDR and other parties. 10. Potential environmental impacts. The Environmental Assessment found that the greatest potential envuironmentnl imnacts will n:cnur du ring Lhe constnrction phase, particularly w.ith respect tn dust and noise emissions and from the temporary rerouting of traffic. Impacts include the following: (a) Construction impacts. Temporary impacts from the construction phase of the proposed project include: (i) noise, dust, vibration and light from demolition and construction activities; (ii) disruption of existing access roads during the construction process including noise and air quality impacts from vehicle emissions; (iii) establishment of temporary construction sites at intersections; (iv) damage to structures from dust and vibrations; and (v) improper disposal of waste oil and lubricants from construction equipment. Other important impacts are damages to - 120- landscaping in public areas, temporary alterations in drainage patterns, and expansion of existing quarries for construction materials. Given the significant risk that imrecorded buried archaeological sites may be encountered during the excavations required for grade separation investments, an archaeological assessment was prepared. It includes mitigation and monitoring measures and is discussed in Section E, below. (b) Operational im,vacts. The primary operational impacts associated with the project include: (i) visual intrusion of overpasses constructed at certain intersections to improve traffic flows; (ii) routine traffic rnoise and vibrations in areas adjacent to the improved intersections and their access corridors; (iii) air quality impacts associated with emissions from trucks, buses and cars using the road; (iv) impacts associated with landscape maintenance measures, and (v) localized impacts from routine road maintenance activities. Given the highly urbanized rature of the project area, the UTDP is not anticipated to have significant impacts from project-induced growth or land-use changes. More than 90 percent of all land in the vicinity of the intersections and along their corridors has been built and is largely occupied by medium and high-rise commercial and residential buildings and, at some locations, industrial facilities and warehouses. 11. Analysis of alternatives. The analysis of altematives for the UTDP was conducted at three levels: (a) a strategic analysis was prepared in the short, medium and long-term proposals included in the GBATP, from which selected immediate actions were considered for project support; (h) a review was made of nranosed Project component alternatives, including review of the no action altemative for each component; and (c) field-hased site-snecific desismti altemnatives were evahllated fnr the rert-_QPnratinn imnrnvementq at intersections. (a) Strategic alternatives. The GBATP evaluated two contrasting scenarios of transport patterns, which included a heavy mass transport network. and a road-oriented network, and proposed a compromise between the two to detemiine the components of the immediate, medium-term and long-term action plans. The UIDP improvements in traffic management and parking will decrease the level of congestion required to operate public transport, beyond service taxis, at an acceptable level-of-service. The environmental assessment noted the importance of moving forward with the design phase of the mass transit element in order to identify and obtain the land and right-of-ways reauired for terminals, stations. and Dark-and-ride facilities. (b) Project compo?rent alternatives. All project components were analyzed from an engineering, environmental, and social perspective. Tnis analysis supported the decision not to proceed with construction of the proposed underground parking garages beneath established parks in central Beirut, vhich would have resulted in significant construction period impacts. In the case of the parking facilities, the work focused on the identification of areas most appropriate for on-street parking and selection of the metering approach. Grade separation investments were evaluated for a range of potential sites and the type of structural changes that would be considered for implementation at each location. In addition, an analysis was made of alternative comrnunication systems for use by the Traffic Management Center. (c) Site-specific alternatives. Analysis of site-specific alternatives focused on proposed grade 5epW.4uuIl UlJi lUVIUli L 4L m4JU1 mtlLUfbrull2l. i IG *UtiU:i Ul UUS aUlyblb was Ulu identification of measures that could minimize potential adverse environmental impact during the consuuctuion and operatiuon penods. Adopted alternaltives focused on cnanges in sequence of construction, modifications in the layout of structures, and adoption of design revisions. These alternatives were discussed at the two national consultation meetings, which included the use of - 121 - questinnnaires tn asess views in a stnretured manner They were also nrpesnted at lona! nphliri rnn _ltatinn meetings, during which design drawings were reviewed and changes proposed and discussed with participants. E. Environmental Management Plan 12. Environmental Management Plan. An Environmental Management Plan (EMP) has been prepared by the CDR, in consultation with the Ministry of Enviromnent It has a special component for addressing cultural heritage that was developed in consultation with the Directorate General of Antiquities (see Section F below). Mitigation actions would focus on environmental supervision of the construction contractors and actions to reduce traffic flow problems during the construction phase. The key mitigation activities of the EMP include: (a) Design phase. The detailed design process will finalize alignment of roads and layout of grade separation improvements, including lighting at intersections and supporting infrastructure. This process has incorporated final review of the designs by environmental specialists working on the project team. Issues addressed through a highly interactive process between environmental and engineering staff include: traffic routing schemes, air quality measures in open areas and tunnels, technical measures for noise control, actions to reduce impacts of landscape and visual intrusion, provisions for erosion control and drainage, and evaluation of options for proper disposal of waste materials. Applicable health and safety laws, regulations, and procedures have been evaluated. (b) Construction phase. Specific measures to reduce potential construction phase impacts will be implemented througn provisions in design and conswuction tenders, consideration of these issues in the construction process, and performance monitoring by environmental consultants. Mitigation measures inciude rerouting of traffic around sites and extended construcuon nours; technical interventions to control air quality impacts, especially dust; actions to control noise from construction activities and rerouted traffic; provisions for protection of existing vegetation; planting of greenbelts and use of appropriate colors; erosion and water management; and clear guidelines for disposal of waste materials. (r) Operat.ional phase. The project -t ....l aAA-rp.- nratinina ;mna_t hlk,h, a rnmhiLnti,n of carefully detailed design approaches, increased enforcement of noise limits and, over the Mr.eAiin termrn- anrlicaton nf vehiclem St0and-s, =n,0n-an reqvrem.r.afno n n-rs .-v.A monitoring. The elements of the Environmental Mitigation Plan are provided in the Project Implementation Plan. 13. Measures for construction contracts. The EMP includes special measures for construction tenders and contracts: (a) Construction tenders. All construction contacts will include snecific nrovisinns cnncerninc environmental, health, and safety measures. The EMP includes detailed briefings of potential ConnstrLetinn rontractnro concerning their regnonlibilitie-s to5 aderp- thtpsp ioupme tliiri,a a pre-tender conference. These briefings will outline the specific provisions of the construction ter.der d--,c,.enLw ar.d contra'w. (b) Pre-tender conference. All pre-qualified contractors will be called to a pre-tender conference at which enviromnental, health, and safety issues of special interest or concern will be outlined. (c) Bid documents. To bupporL tue tiupulations of uie pre-tWnder conference, conutact bid documents will include specific requirements and procedures concerning environmental, health, - 122- and safety issues. In addition, the set of final engineering drawings will identify areas that require special measures due to their environmental sensitivity. Provisions will also be included concerning the proper transport and disnosal of demolition. excavation and construction wastes at authorized disposal sites. 14. Environmental Monitoring Plan. The Environmental Monitoring Plan will be implemented by mmnmI1tant. wnrlding iincher the CDR in ennrilnatiinn utith thin Min.at,y of Pn_r.n,--,,t P- .- monitoring will undertaken during both the construction and operation phases to check the accuracy of the impart narlyciss -unhiat se.f.efwx er.es of mitgahon rea- --s repo. -. -tcpae -ni-o.,n^ i-.. and improve traffic management and environmental control based on monitoring data. This will include p.-oisircnt for: (a) Continuous monitoring. The monitoring plan will provide for continuous monitoring, during the construction phase, of health and safety conditions at the work sites and along the routes used for moving materials and personnel to and from the construction sites. Measures will also be included to ernsure that demolition, excavation, and construction waste is disposed of at authorized sites. (b) Quarterly monitoring. The monitoring plan will provide for air, noise, and water quality measurements, which will be conducted on a quarterly basis to provide baseline and trend data to support management decisions. It will also include collection of monitoring data on a quarterly basis for traffic, landscape conditions, and vehicle and pedestrian accidents at intersections and traffic access routes as appropriate. Monitoring will be undertaken in and adjacent to equipment and vehicle service areas and fuel storage to reduce soil contamination and water pollution from improper management of waste materials. (c) Provisions for site access. Regular and frequent site inspections will be required to permit eAWA+ 4.: -PA_ A_ +A_4_____1A._ _t_ __t _ tl_____ ___1t_ --A*t_ effc4ve moitLLULoru, of the contLactors cm plidance ICult vlvVUludi, tmhlth nIU safety guidelines, regulations and statutes, and contract specifications. For the EMP to be effective it wi-L be nreCUX85-y, during tthe course of construction and operation, for environmental consultants to have guaranteed access to all sites, related to any project component, at ail times. rrovisions to allow this access will be inciuded in aii contract documents and oiperating agreements. The Environmental Monitoring Plan is included in the Project Imnplementation Plan. 15. Environmental Monitoring Reports. The consultant would prepare Environmental Monitoring Reports on a quarterly basis as an element of the overall reporting for the project. Monthly reports on health and safety monitoring, which will be sumnmarized in the quarterly reports, will also be provided. These reports should contain an overview of progress achieved in implementation of the EMP. They should also note any areas of governmental and/or contractor non-compliance with the EMP and provide remarks on the recommended actions to be taken to address these issues. The significance of any non-compliance should also be noted. Copies of these reports should be sent to the CDR, the supervising engineer, and the contractors for their action. 16. Estimated cost and implementation schedule for the EMP. The CDR and consultants, in coordination with the Ministry of Environment have nrenared cost estimates for implementation of the FMP A separate budget has been prepared for the EMP-CHC due to the number of actions required (see Section E). Tn ndditinn the CDR and the erin1ltwnte nre mnrpnna nc nmnrPhPnciuP mnlpm rtainn anboAda Ohaf integrates the activities of the EMP into the overall schedule. The costs for implementation of the - 123- environmental elements of the mitigation plan during the design and construction phases have been included in the cost estimates for these activities. During the operational phase, the costs of the mitigation actions will be assumed by the municipalities in which the investments have been made. and will be an element of their operation and maintenance budget. It is currently estimated that the quaTterly and continuous monitoring activities uinder the F.MP for the construction phase will have a tot,1 Gost of hbout US50 ;6 millionn The monitoring will be carried out by the supervision consultant, who will be commissioned for the overall nu1e,mp inn nf cnr.r-,or n m,nr.rovrn r,t The ciipAer.v;nn rrmniltanft .x.l nperfnrr thA mnnitn,-mnr acatiities either directly or through subcontracting to qualified consultants. A budget and schedule is provided in the Project T,.,nlarnnnotir.f,o P!an. LffJ,,sl,ArnLIJ.L I A A * LUr. F. C-LU 'uai hTer.tage 17. A rich cultural heritage. The GBA has an extensive history of human settlement and includes a wide range of archaeological and historical sites. Beirut is well known for its long and complex history, and numerous maior archaeological finds have occurred over the last 50 years in the course of construction. On the basis of the archaeological record and previous experience, it is anticipated that archaeological sites may be buried under some of the intersections at which grade separation improvements are planned. In order to address this concern, the environmental assessment includes preparation of an archaeological assessment that provides sqn evaliation of notential imnacts to cultural heritage 18. Ar-ehaeolo,iea! asaIsesmpnt The Archannlrcnn asesnerp.mpnt innlhi(jP site-spctific Palfl!,inn o f potential risks, provisions for archaeological investigations, and monitoring during the construction phase, and use of -1- o1ln;-1h. fiund pcA -.A--r in --ca -.rig n-an.t -.aner;l. --e ennr.c.n+.-aA Tl4-. s-tAu was AO,,J MAIQL&l*Jfl'fl- .diLP- jam 10.- . .jwu% . Afl '00* . f6 MIsaj ft. 4 11 Il- 1W , - ,JA UJl- ,1 L4 I 1110 0tUt y prepared by the American University of Beirut/Archaeological Collaboration for Research and Excavation ( AUB/131ACf)' ur7 e c, rac to TAv Intrltoll The_ wrwasdne in co-ria-A: n W'i:Ul 1- Dreco.at ~~~ ~unIU1 Cul1uaC.. Lu IJlEtVi UiiLv4iiauvnaI. iiiv WOIK wao UUIV 111 ULAUMIILIVII WIUI UV .ILUM General of Antiquities and is similar in nature to work undertaken in the reconstruction of the Beirut Central District by SOLID,Er. Th1e potenLtial iillpacts of tihe prOject on unkniowI archaeological sites that May be located under intersections were discussed during the national and local-level consultation meetings held for the project. 19. Methodology. The aim of the archaeological assessment was to determine whether any cultural heritage resources would be threatened by the project, understand the evolution of settlement within the project area, study the function and date of the architectural remains, and identify historical land use pattems. A team of five intemational and Lebanese archaeologists conducted the study during 1998 and 1999. This work included two phases of investigation: (a) 1~96rLftUra rel4 VieVw. A deMII%U I1eV1W of UUUI pUUIblisU. anULI LUJJUUbiI0IIU reporILts VI excavations, surveys, and finds was made using the well-developed archaeological libraries in Dei -t. ILLUW wasi upp by' reviews Uf W iLUrLU IU1ps, piiULUgIdp1Ib, andU ouuuir reUUlU.s that show pre-urban or early urban conditions in the project area. The information was sed to develop a preliunmnary assessment oI ule potenual ior arcnaeological anador histoncal matenals to be encountered during construction activities at individual intersections. (b) Surface survey. The team also conducted surface surveys of all the proposed intersections to assess local tonogmanhv current sediment mornhologyv denth of soil cover; and the visual presence of archaeological and/or historical materials in the area. This informnation was used tn refine the preliminnry assessmernt developed on the basis of the lite-rtuire review, and site-specific evaluations were prepared for each of the intersections proposed for grade sep.anramon ..proveMnrntr.r - 124- It should be noted that the areas vroposed for construction are not susceDtible to more traditional methods of survey since they are in completely built-up urban areas and/or have been subject to urban site formation processes. These conditions render almost all sub-surface feature detection eouipment- such as flux-gate gradiometers or resistivity meter., of limited use due to the complex nature of urban archaeological deposits. 20. Findings and recommendations. The archaeological assessment was designed to provide findings and reco.m.men2tiontsn thqt c^llldi be drJertly iied to% support p.roject nl-"n,- qnd -r.pemen1ta.ton. It includedA: -*-- - e--- - - e-., .. .to pp _.y..-J - -e-nf6Lt'. lfj,.,,',fLa,.f (a) Evaluation of archaeological sensitivity. All proposed sites for grade separation improvements were evaluated with regard to the potential types of archaeological materials and their state of preservation, archaeological periods that may be represented at the site, and the risk of encountering special features such as ancient graveyards with skeletal remains. (b) Review of propiosed construction-related excavation. Representatives of Ine American University of Beirut (AUB/ACRE) worked closely with design engineers and surveyors from TEAM intemational to review the construction drawings for each intersection to determine the nature, extent, and depth of proposed construction-related excavations. This was followed by site inspections conducted by surveyors and archaeologists to check the drawings on the ground. (c) Site evaluation methodology. On the basis of the evaluation of archaeological sensitivity and tvnpe -nnd Pxtpnt of pronnpose cospcio-eae excavat.n fo~ rl eah --frecion, recommendations have been prepared concerning proposed site evaluation methodology. These non,w frnrn arq,ol ofi nn avnoxrofnn rie cln eI+aA er.,. e o,k~ 1f; A>t,f A;.4.A.,IAA A A +h~-. A~1 A. A.. A v tflt* SiT - eXs - v -eCf Sa.&VC Un ota%tLf a .taO oUUJVt.ASL Li ua,aA, uuvuu, a WaLtLuLL1, brief where an archaeologist is available to inspect areas as construction-related excavation is (d) Chancefind prccedures. The consultants has prepared chance find procedures that would be used by the C DR, Directorate General of Antiquities, engineering and archaeological consultants, and the construction contractors to provide timely and cost-effective measures should unanticipated archaeological materials be encountered during the construction process. 21. Graveyards and buriaL;. The archaeological assessment, including the site visits, did not identify the nreenrce nf snv empterieS- nr in(dividi1]2 oamvye in nr Arnlind the ars nrnnnepoei for crnnstruction arctivitipes however, the possibility of unrncorded graveyards and burials cannot be ruled out given the long human nernnatinn in GTrsater Reinit If in ths rmirqe nf rnnntruitinn a_tiuities ,r,ues nre diermvprPd the CD'R's engineering consultant and cultuwal heritage consultant will immediately stop work in the area and consult with unr-ici.pal arid religio-e authors to deter.. A. ne-- appr.opriate rrs re t.I*.he re...oval arAf rebiL all of Ihe human remains in the graves. 22. Archaeological mitigation plan. The approach adopted in the archaeological assessment is that measares for identifUcation, excavatiuu, eIouuding, and possible conservation of archaeological sites anwdor cultural materials uncovered during the course of project-supported construction activities will vary according to the character, significance, size, and iocation of the site, and the nature of the threats affecting its integrity. Included in the archaeological assessment is a detailed overview of site-specific mitigation measures, which will be conducted by archaeological consultants working under the supervision of CDR. In addition, CDR, working in coordination with the Directorate General of Antiquities, is prepared to work with the construction contractor to modify the plans for grade separation improvements, when well justified, to avoid and/or minimize adverse impacts to significant finds. The planning process used in project preparation will minimize the need for salvage operations, and the use of chance find procedures provides a framework for actions required if - 125- 23 "easures for cons, ---o cnrcts Issuesn reae o hTfe :ei.pelll uo f'l E'l- Z.J. 1vi~UU kw Lu uAU ULLUU %WULJI 4%LL. 10OUV 1IV4LVU Lk) UL~ ~iVIVWUV, LUIjICLXIIVIaLUIVIL VI UIU ILAVIr..f1'- by contractors will be addressed through specific activities as part of the tendering process. Actions will include: (a) Pre-tender conference. All pre-qualified contractors will be called to a pre-tender conference regarding cultural heritage issues, and the contractors will be briefed on: (i) chance find procedures; (ii) exclusion areas; (iii) special procedures to be adopted in the vicinity of sites defined as requiring protection; (iv) penalties for non-compliance; and (v) coordination with and resnonqihilities of the nroiect's archaeological consutltant (b) Bid documents. To support the provisions of the pre-tender conference, contract bid docurnents should include a set of final engineering drawings on which areas planned for site-specific archaeological investigations and their schedule will be provided to the contractors. They will also be advised of the application of the chance find procedures during the construction process. (c) Chance find procedures. All contracts will include specific provisions for the use of CLIUIU1UoLU;dI ViW.1ILoV IUIU PIU1.UUIUb Il UI VVV1IL Uldt WUIlUWII aIunculogical aiiWuir historical sites or materials are encountered during the course of construction activities. 24. Archaeological monitoring plan. An archaeological consultant retained by the CDR will implement the monitoring element of the E-MP-CHC. Heishe will provide for continuous monitoring of the contractors' performance during the construction phase with regard to implementation of the archaeological mitigation plan, including contract provisions for site access and use of archaeological chance fmd procedures. As in the case of environmental monitoring, archaeological consultants will conduct regular and frequent site inspections to monitor the contractor's compliance with the archaeological mitigation plan and contract specifications. Provisions to allow this access will be included in all contract documents and operating agreements. 25. Archaeological monitoring reports. The consultants will prepare archaeological monitoring reports on a quarterly basis that will be an element of the Environmental Monitoring Reports. They will also provide monthly reports on archaeological monitoring that will be summarized in the quarterly reports. These reports should provide an overview of progress achieved in implementation of the EMP-CHC. The consultants will be formally instructed to immediately contact the CDR if construction contractors are operating in violation of the provisions for management of archaeological values, including the application of chance find procedures, included in their contracts. Copies of these reports should be immediately sent to the CDR, the sunervising engineer, and the contractors for their action. If this type of situation arises, CDR will work directly with the Directorate General of Antiquities to made certain that archaeolo ical values are protected and that the contractors comply with the special provisions in their agreements concerning cultural heritage. 26. Estimated cost and implementation schedule. The CDR and its consultants have prepared cost esulniates i unim.plem.enitati:on of uhe 1-11 S.L . Ttt auui:UVII, ui. CDR aLcu ulMuWJlLs havev p.-paredu an implementation schedule that integrates the activities of the EMP-CHC into the overall schedule. It is currently estimirated tuhat ute EPVir-CHnC Wili cost US$1.5 million to imnplemlenlt. ilis cost is included, on a site-specific basis, in the estimated construction costs of the Corridor Improvement Program. The estimated budget and schedule are provided in the Project Implementation Plan. G. Policy and Training Program 2?7 P1anned aetivities. The proiect includes support of a nolicy study for urban air qnislitV and An 126 - environnenuu uraiing prgam: (a) Urban air quality policy. Thfis study will be commissioned by the Ministrv of Public Works and Transport and coordinated with the Ministry of Environment, with the participation of a broad range of government organizations. private sector interests- academic and annlied research institutes, and non-governmental organizations. It will include evaluation of a range Of preventive and Clrative measLures that could be tnk-e-n in a phased manner to improve urbhan air quality in Beirut It will also include review of fuel improvements, vehicle emissions tg- finr. pmer.lsinnrp1atped fimxes ar.di p isioin-rplatpAd rpanritAton" fpees Artif." x -Al also be. identified tc address other sources of air pollution in the GBA. The study will also examine La 1ALOL%U LA U1UP.I_geUiLa&%&LALVDU CUR%& GU iiiQaLUVi LU CLUUk 10 Una%11 .UiIL~LL (b) Environmenttal training. The project will support a program of training that includes a series of sessions targeting the needs of national and local government officials, consulting firms and construction contractors, and local non-governmental organizations. The objective of the training program is to ensure environmental awareness, develop knowledge of environmental issues, and orovide skills for implementation of the EMP. Training sessions will be conducted twice a year for a period of one day during the construction phase. Issues to be covered include: ernvironmental legiilation. nollution nrevention measures, health imnacts from pollution, environmental monitoring methods, conservation of cultural heritage, traffic and ppedetr.an si.fitv imipes ek. These artivities wuill hp iindrtakeAn by tlhe coe-n tnc1fnr fiurm. which will be hired by CDR for supervision of the Corridor Improvement Program. H. Reporting and Supervision 280. Rp.. AA air. ele- -rlo pr-iec rfpoul-g -l CR'T% . Ip-e. -o411erpi ocrlI O.0 XVP JIU UI1.g L ral LiVIAIIbIL VI FJ1UJVL.L LVIpViUI1,, U1~.LJI, WILL F1VIdtV IVULLJIV Lr,,)VILO L.uiLMUL1U11r progress in implementing of activities related to environment and cultural heritage included under the EMP, and acULviucU for7 pUIIcy sLUUy anId traiUing. Tle repor- shouIU coinwuil iiuOn-lation on corulud--t- per'n-innance, status of actions, and expenditures, and should identify issues requiring resolution. As necessary, supplemental reports with greater detail than the routine reports wii aiso De prepared on these topics. 29. Project supervision. The supervision plan for the project will include participation of World Bank environmental and cultural heritage staff, or appropriately qualified consultants, in major missions to review progress in implementation of the EMP, including measures to address cultural heritage issues. The performance of the CDR, cooperating government organizations, consulting engineers, and construction contractors in the implemerntation of these activities will be a standard element of project supervision reports and included in the Mid-Tern Review and the Implementation Completion Report. - 127 - )I,!A PC IBRD No. 30910 iBRD No. 309i; IBRD No. 30912 iBRD No. 309;3 IBRD No. 30914 350130' 36-040 3630' . \~~~~~~~~~~~~~~~~~~~~I LEBANON - ,- URBAN TRANSPORT 536 A DEVELOPMENT PROJIECT HoIboAKKAR . . ,Holbr] AKKAR ~~~~~~~~~~~~~~Akkor 1504 ~ ~ 0~ 34030' \) \ Zhpor10 T R I P O LI1 225 EL HERMEl / 0 O tLBANON /+ K/ ChekJE ZORA ZARTA\_f 25 \ Me d i e r r a n e a n B0 troCn 0- - ca 0 -> 6) ° Sefo BEI ci ~~~~~~ , 2> RUT } / /. i GREATER BEIRUT TTre - r > )) { -- ~~~~~~~~~~~~~~~~CAZA BOUNDARIES {Sour) ~ bA/ MARJAYOUD 6 - GOVERNORATE (MOHAPAZAT) ROUNDARIES J ) ( \ - ~~~~~~~~~~~~~~~~~~~INTERNATIONAL BOUNDARY r/RSO UTI1rTEBA NOg, I 0 5 10 1I5KILOMETERS Tkin mop wos poodoood o7 the Mrop Dooigno Unit of The Woold Rook }, , RINT JBEIL j The boodories, colors,dtnominotrioet end ooyorker infornotonhokon A4^f68 0 5 10 15 MILES on thie ooep do not im ply, on the por-t of The Wodld Bock Group, ony >v7 \ 943- ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~jodgnoeo: on the Iegolstottn of ony ,err,tery.or ony endorsmentl or i 1 -. ~ oooeptnnceofsuch boundonie.s. -o 0 0 To Nefo (I-ioif of X.~~~~~~~~I-B 0 0~~~~~~~~~~~~~~~~~~~~~~~~~~~~Z 35'330 =35032 35-34' M e d i t e r r ane n S e a t=: - . - . ~~~~~-o- -. - - - ,, Vc, : }~~~~~~~~~ 1, 1 i, -A , i;,,,, ;,,-- z iSEvtil-5 t '- ¢ @ - | _+1-. ' t; *i j | =,' - '' @ ~~~~~~~~~~~~~~~~~~~~3352' S-~~~~~ ~~~ -I .'-i ._. Cx_ R0 1z - Af7'1'^-'-'W' l,1 %~~~~~~~- ..3-50' 33.50'- 0 / .1 35,130'~(4T *~,l' I 435U32 LEBANON URBAN TRANSPORT DEVELOPMENT PROJECT TIRAFFIC SIGNALS SYSTEM * PROPOSED SIGNALS 0 2 3 * EXISTING SIGNALS KILOMiETERS M sAJN ROADS / STREETS rhis m=p -= produced by th. M=p Dessn Un,, =I Th. W=HId 8-nh Th.b-t-d.i, d--m-- -d - U.th- - sh- SECONDARY ROADS / STREETS .P,gme . on i.he -e2/S 16,, .P rb. W.,IJ 8-k G-ou; -ny Etirt. ~~~~~~~~~~~~~~~~~~~~~~~~~~~d-- 6h . > . 3~~~~~~~ ~~RAILROADS 121 1 -~~~~~~~a&-,. M e d I e r o n e o n S e o- --~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ -.. II I1 . t _ PTtYt I i I 611 '2 I ,,___., - '\I1 / ~~~~16 1 - 3 ."IE 22, tE - ~ . it i I~-- 1} | ,jl-l '|'4 I , , 22, T.~~~~~~~~~~~~~~~~~~~~~~~~. '|- jj14- )-- - 1i ,0 ! ,8' :zi~ T !, b;,,,6,t1 II - .- - - t ,- ! | ~__' ~. : ' ~~~~~3 ,10 3 -13 '5-3|;4 ! 1' ,_ jI 1l-' -;-'--I . -/-= 33 sof ~~~~~I I f_ ' , < a V LEBANONLEANO c (ILA 1lll1,,29 '/- |I | N ETN X CtS X S~~~~~~~~~~~~~~Tsspw p.u.ucAudhylhe sD // _ _ _ v__vr ond :~~~~~s! nyolhe oor ole o uS ownonse ' i 33MS' E_ ep pdes opImAIy BIDhEpMINf 1RO ' 33 S8' . > t T~~~~~~~~~~~~~~~~heoWorldBssELGcceoo y judgmen.I /v J /, rl~~~~~~~~~~~~~~~I Isglhesius closoy Iony'roly,or_ 'IJ Il /D}// ~~~~~~~~~~~~~onyeodouserneosucccepsolcucsf { /XF; ~~~~~~~~~~~~~~~~such Eouuds,,.s / Y ~~~~~~35 30' 35132 3T'34 LEBANON URBAN TRANSPORT DEVELOPMENT PROJECT CORRIDOR IMPROVEMENT TON CORRIDOR 19: NORTHERN ENTRANCE PROPOSED GRADE SEPARATION LOCATION * ANTELIAS _CORRIDOR 1 CORNICHE EL-MAZRAA * JA EL DIE 5 GRADE SEPARATION INTERSECTIONS * MUSEUM * ZALQA BRIDGE * AD[lEH S DORA BRIDOE - MAIN ROADST / STREETS _CORRIDOR 4 CHATILA-TAYOUNNEH-SAMR SOLH-ADLIRH 0 PORUM OQUABANTINE/R ORMAYEL) -_- SECONDARY ROADS / STREETS * TATOUNNEH ROUNDABOUT Mf CORRIDOR 20: CHIYAH BOULEVARD * SAAR SOUH AVE/DAMASCUS ROAD * MUCHARRAFIEH - ' RAILROADS CORRIDOR 6: AIRPORT ROAD-BECHARA KHOURY BLVD. MAR MEKHAEL * AIRPORT ROAD/CHIYAH BOULEVARD GALERIE SEMAAN * BECHARA KHOURY/OtAAR BEYHUM C CORRIDOR 22: SALOUME-HAYEK-MKALLES 5 I 2 3 F. * BECHABA KHOURYT/INDEPENDENCE S HATER II CORRIDOR 1 B: OLD SAIDA ROAD S MKALLES ROUNDABOUT KILOMETERS 0 BCHAMOUN/ARAMOUN S DEKWANEH o 35-30' 35-32 ' 35-34' M edi e r r an e a n se a 10~~~~~~~~~~~~~~L _ < ~~-rr - !i;- I X ~ ~ ~ 1 X: ,i- '1 /,\ I,Dm j4 ,; *t, 4 -33052' , i - f s' i;--33'52'- it til,_ *I;!', \| -33-50 i'\5 ' '_ '3^0 -' i'1 - ; lS1 |S V. Kh.IdA 35'130' ~~~~~~~~~ ~~~~35°132' 3'4 LE BANON URBAN TRANSPORT DEVELOPMENT PROJECT CCTV SYSTEM COLOR CCTV CAMtEIA LOCATIONS 0 2 - MAIN ROADS / STREETS KIMTR rh, mop -o prmd-sd by 1he M., Nbs,, u\e, of Th Wodd Bmm/ - SECONDARY ROADS /STRIEETS Th. b-od.,i., roosdnmiJosod -ny.16 6-6 b.-o>nsh on th" m7p do -o imply on 'h. p- oF Th. World 3-k G-op an RAILPOADS - dy4smh.Igo vs f onbrloyrn - Iolmn or I,~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 35,30' 35032 - 15°34A LEIBANION URBAN TRANSPORT DEVELOPMENT PROJIECT / ON-SrREET PARKING ZONES' Mediterraneon f 0 1 2 3 Sea KILOMErERS 7his mup was prodisued by the Map Dr sign Unit of The VWold Bank. The boundonies. cJors.denamnnations and onyother inf-caotion shown /9 on this mep do nol imply, or the port of The World Bank Group; oajy judgment on the lgoiostat u. of any territory, or any endoe semnent o, acceptance of 5uck bounadaries. -33-54' -1 0/'~~~~ -V if, _17t X y ,~~ yt|vr TFTFb_ :D.I E. r' 'c- ; 'Ž 2 - 5- r;' i--, - Cl.foF. 81,, - | '. i r '--N--, |~ r ) - - 3 2Ti . jI 33'S?~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~- DNC-~8'~ TI~ PAt'KIN4, TNE - > ~~~~~~Ct".t,3 E1Ld0 0~~~~~~~~~~~~~~tlJ)II' 0L_____________ . IMAGING Report NPD 20r69 L E Type: PAD