/ ,v -I) I f - - />#fL Document of The World Bank FOR OFFICIAL USE ONLY MICROFICHE COPY Report No. 10264-BAR Report No. 10264-BAR Type: (SAR) MATES, A / X38648 / I5132/ LA3IE STAFF APPRAISAL REPORT BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT MAY 29, 1992 Department III Infrastructure Operations Division Latin America and the Caribbean Region This document has a restricted distributior and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World dank authorization. CURRENCY EQUIVALENTS Currency Unit - Barbados Dollar $B1.00 - US$0.50 US$1.00 - $B2.00 WEIGHTS AND MEASURES 1U$ gallon - '3.875 liters 1 mile - 1.613 km 1 pound - 0.453 kg ABBREVIATIONS BPA Barbados Port Authority GOB Government of Barbados EMS Equipment Management System GOB Government of Barbados HMMS Highway Maintenance Management System IFAS Integrated Financial Accounting System MCW Ministry of Works, Communications and Transportation MMU Maintenance Management Unit PU Planning Unit TC Technical Committee TCD Technical Department TEU Twenty-Foot Equivalent Unit TLF Transport Levy Fund TRB Transport Board FISCAL YEAR April 1 - March 31 FOR OMCIuL USE ONLY SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT STAPF APPRAISAL REPORT TABLE OF COKTENTS Pate No. I LOAN AND PROJECT SUIa ARY . . . . . . . . . . . . . . . . . . . . . . . 1 II* THESECTOR o oo#&e*3 A. General .. . . . . . . . .. . . . . . . .a. . . . 9 . . . . .#. 3 B. Institutional Setup ...... .......... .... ...... 4 C. Ports .................................4 D. Airport .................................5 E. Road Transport ........................ . 5 (a) The Network ...... ..... .......... . 5 (b) Road Administration .................... 5 (c) Road Maintenance ........ . 6 (d) Road Construction Industry . 8 (e) Vehicle Fleet . . . . . . 9 (f) Axle Load Regulation 9 * 9 (g) Trucking Industry a . . ... . 9 (h) Passenger Transport and the Role of the Transport Board 9 (i) Highway Planning . o . . . . . . . o * * * . . 11 (j) Fuel Prices and Other User Charges . . . . . . 12 (k) Highway Financing . . . .. ....... ... o 13 III. PAST BAIKEXPERIENCE IN TE SECTOR .. ................ 13 IV* THE PROJECT . .. . .. * .o . . . . . . ..... . . . ... . 14 A. Justification . . . o....... *. . . ....... 14 B. Project Objectives . 15 C. Project Description .o... . ....... .... ..... 16 (a) General . . . . . . , .. . ... . . . 16 (b) Road Rehabilitation 16 (c) Road Safety . . . . . . . 16 (d) Overlay Program .e. a v....v.. * . 17 (e) Bridge and Culvert Rehabilitation . . . . . . . . . . . 17 (f) Pilot Programs Routine Maintenance by Contract . . * s18 (g) 13quipment .18 ...........I (h) Institutional Improvement ................ 19 This report is based on the findings of an appraisal mission which visited Barbados in February 1992. The mission consisted of Messrs. Amnon Mates, Task Manager and Economist, Jos6 Luis Irigoyen, Engineer, and Richard Scurfield, Transportation Expert. Peer review was provided by Messrs. John Flora and Ernesto Henriod. The report was prepared under the supervision of Mr. Graham Smith, Division Chief, and Mr. Yoshiaki Abe, Director; Ms. Silvia Delgado assisted in its production. This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. (it) TABLE OP CONTENTS (cont's) Page No. Ml General ... 19 (ii) Technical Asoistance . . . . . . . . . . . . . 19 gil) Studies . o 20 (iv) Training . v.. ..............21 F. Project Costs and Financing . . . . . . . . . . . . . . . . . 22 G. Economic Evaluation . . . . . . . . . . . . . . . . . . . . . 24 (a) Road Rehabilitation ................... 24 (b) OverlayProgram ..... ..9 925 (c) Safety Program ....... ............... 26 V* PROJECT INPLMEkNTATION . .. .................... 26 A. Project Execution ..................... 26 (a) General . . . . . . . . . . . . . , . . . . . . . . . . . 26 (b) Project Coordination .' .... ......... ... 26 (c) Roadc Maintenance ...... .. 9 9 ... 27 B. Procuremont . . ...... . 27 C- Diabursementa .. . . ..9 9 28 E. Auditlto . . . . . . . . . . . . . . . . . . . . . 29 E. Monitorong m Impa . . . . . . . . . . . . . . . . . . . . . . 30 Fo Environmental Impact . 000000031 G. Project Riak .o. . . - . . . . . . o . a 31 VI. AGREEMENTS REACHED AND RECOMMENDATION . . . . . . . . . . . . . . . 32 Recomnendation . . . . . . . . . . . . . . . . . . . . . . . . . 34 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT I. LOAN AND PROJECT SUMIARY Borrowert Government of Barbados (GOB). Executing Agency: Ministry of Public Works, Communications and Transportation (MCW). Amount: US$21.2 million aquivalent. Terms: 15 years, with 5 years of grace, at the standard variable interest rate. Project Objectives: The objectives of the proposed project are to: (a) install and implement sound maintenance policies and procedures on the road network; (b) preserve the capital base of road infrastructure within the constraints on capital and current expenditures; (c) reduce investment costs by transferring all capital works to the private sector and explore the relative merits of private sector participation in carrying out road maintenance activities; (d) improve road safety; and (e) help the Government in its efforts to privatize passenger transport services. Project Description: The project finances a share of MCW's Five-Year (1992/93-1996/97) Investment Plan which was appraised jointly by the Bank and the CDB and is financed in parallel by both organizations. The Bank project will finance: (a) rehabilitation of two sectione of Highway 6; (b) a safety program consisting of improvement to five road intersections; (c) an overlay program involving about 160 km of high-priority roads; (d) rehabilitation of culverts and bridges; (e) a pilot program of routine road maintenance by contract; (f) equipment acquisition and rehabilitation in line with the requirements of the Four-Year Road Maintenance Plan; and (g) an institutional improvement program consisting of: technical assistance for road maintenance and workshop operations; training and retraining programs; and studies to rationalize the road network and privatize public bus transport services. Project Benefitss The project will result in substantial upgrading of about 30S of the primary and secondary road networks and a significant reduction in transport cost, traffic congestion and accidents. The project will assist in the transfer of capital works and periodic road maintenance to private contractors, increase efficiency of road maintenance operations and improve equipment availability. The project will allow the Government to carry out vital capital and periodic maintenance works under drastically lower budgetary allocations agreed upon as part of the IMF 1992 stand-by agreement. In addition, the project will lead to an action plan to privatize passenger transport services and reduce to a minimum Government subsidies to the publicly-owned bus company (Transport Board). -2- Project Risks: The project carries little risk from the technical point of view. However, the agreed road maintenance and investment programs represent the minimum levels needed to preserve the road network; any further budget reductions will endanger the level of service of the road iafrastructure. We expect that the agreement with the IMF will make further budgetary cuts unnecessary. Aloo, political factors could deter the Government from proceeding with privatization of passenger transport services which are currently provided by the publicly-owned bus company. The project is designed so that overlay works FY94/95 and beyond will not proceed until there is satisfactory progress on this privatization program. Local Foreign Total Prolect Cost: ---------------(US$ million)-------------- (a) Civil Works: Rehabilitation 1.1 1.3 2.4 Safety 0.9 1.2 2.1 overlay 5.3 9.9 15.2 Bridges & Culverts 0.2 0.2 0.4 Land Acquisition 1.5 - 1.5 Maint. by contract 0.3 0.4 0.7 Subtotal 9.3 13.0 22.3 (b) Equipment 0.1 2.5 2.6 (c) Technical Assistance, 0.3 1.7 2.0 Studies and Training (d) Contingencies 2.3 4.0 6.3 Total 12.0 21.2 33.2 Financina Plan: IBRD Proiect CDB Proiect Total Proaram Government 12.0 4.0 16.0 IBRD/CDB 21.2 _9.6 30.8 Total 33.2 13.6 46.8 Estimated Disbursements: --------------Bank Fiscal Year--------------- 1993 1994 1995 1996 1997 ----------------(US$ million)---------------- Annual 2.7 6.5 6.9 3.5 1.6 Cumulative 2.7 9.2 16.1 19.6 21.2 Estimated Economic Return: 35Z-average for all project components. II. TAE SECTOR A. General 2.1 Barbados is a relatively stiall island with a population of 244,000 and a total area of 430 square kilometers. It enjoy., however, an extensive paved road network of 1,550 km (Table 1). The paved road density, at 3.6 km per square kilometers, is high in comparison with other islands of a similar size (Grenada - 1.5; St. Vincent - 1.5; St. Lucia - 1.1). The relatively flat terrain (except for the northeastern part of the island) and the higher standard of living (GDP per capita in Barbados is more than three times higher than the other islands mentioned above) contribute to the incrffased road network size. Nevertheless, maintenance of some low-traffic tertiary roads could be minimized without affecting the efficiency of the system. 2.2 Barbados has spent substantial resources on developing its elaborate road network. The level of road investments peaked in FY86/87 at about $B43 million (Table 2); it has declined in subsequent years reflecting the completion of major projects (the northern access road and the airport road). Total road investment as a percentage of public sector investment reached a high of 26% in FY86/87, but declined to a more reaeonable 16-18S in recent years (Table 3). In terms of current expenditures, the road sector accounted for 6-9S of public sector expenditures since 1984 (Table 3). 2.3 In addition to roadst the transport system in Barbados consists of one deep water port, several fishing ports and one major international airport. There are no railways in Barbados. The main road cargo traffic consists of sugar cane being transported from the producing areas to the ret;neries, rum and molasses which are exported, internal transport of construction materials, especially cement, and general cargo of imports of foodstuff and industrial products. 2.4 In September 1991 the Government embarked on a stabilization program that led to a Stand-by arrangement with the IMP in February 1992. The Government reduced the overall public sector deficit from 7.31 of GDP in FY90/91 to 1S in FY91/92 and plans to eliminate it in subsequent years. To achieve this, the Government reduced drastically its capital and current expenditures. Consequently, the investment 2rogram of the Ministry of Public Works, Communications and Transportation (MCW) for PY91/92 was reduced by about $B10 million to a level of $B30 million (of which investments in roads amount to about $B26 million). The Government also reduced MCW's payroll from 2,500 to about 1,300. The reduced level of investment and staff will coincide with elimination of all force-account capital works and a transfer of most periodic maintenance works to private contractors. 2.5 The Government's strategy for the sector now calls for a minimum investment in new construction and reconstruction works which will be limited to a few high-priority projecta, a shift in focus to efficient management of the existing network, especially adequate road maintenance policies, and an increased role for the private sector in carrying out this strategy. The Government intends to mobilize substantial external resources to enable implementation of the required investments and periodic maintenance works and improve the efficiency of public transport sector entities. -4- B. Institutional Setu, 2.6 The Ministry of Public Works, Communications and Transportation (MCW) is responsible for planning, construction and maintanance of the public road network. MCW customarily prepares engineering studies for small projects and supervises all but the largest capital works carried out by contractors. In addition, MCW has been carrying out some civil works through force-Sccount. MCW is also responsible, through its Licensing Authority, for vehicle registration and ivsapection, issuance of drivers' licenses, compliance with vehicle weight regulation, and regulation of passenger transport. The International Transport and Communications Division of MCW is responsible for air services and oversees the operation of the international airport. The organizational structure of MCW is given in chart I. The Government-owned Transport Board (TRB) operates passenger transport services. The operations of the Bridgetown Port is the responsibility of the Barbados Port Authority (BPA). C. Ports 2.7 Almost all imports and exports are handled in .he deep water port (30 ft. draught) at Bridgetown. The port commenced operations in 1961 and is well served by marine liners, which provide connections with most trading partners. The port facilities, which include six deep-water berths, cargo handling facilities, four transit sheds and administrative facilities, were expanded and improved in the late 1970's with assistance from the IDB. The port's container facility was expanded in recent years and a large crane handling 24 containers per hour was purchased with EEC's assistance. In addition, there are private unloading facilities for aviation fuel and crude oil (owned by the oil companies) sad coal (owned by Barbados Light Company). The cement plant at Arawak also has its own export facilities. Finally, there are numerous small fishing ports located around the island. 2.8 The Barbados Port Authority (BPA) administers the deep water port, except for stevedoring, which is in private hands. Total traffic in the port in both 1989 and 1990 amounted to about 600,000 tons, substantially above the figures for the three preceding years, but about the same as the traffic level in the early 80's, before the port lost significant trans-shipment traffic to St. Lucia (Table 4). Container traffic showed consistent growth over the period, from 294,000 tons in 1986 to 435,000 in 1990, and now accounts for over 702 of total traffic. Most cargo traffic at the Bridgetown port is inbound (over 86X of the total) reflecting the trade imbalance. The port also provides a cruise ship stop-over point with duty-free facilities. In 1990, total passenger arrivals were about 378,000, up substantially from the 303,000 in 1988. The port management hac introduced several improvements in recent years to reduce operating cost. BPA has shown an operating profit every year up to 1990 (e.g. $B1.3 million in 1988 and $B1.6 million in 1989). The loss in 1990 was a minimal $BO.2 million, after a $BO.5 million provision for foreign exchange losses and one-time expenses related to dismissal of some staff. 2.9 The port facilities are sufficient to handle the traffic in the foreseeable future. Container capacity, at 75,000 TEU annually, is substantially above the present traffic level of 39,000 TEU, while other breakbulk and bulk cargo traffic are not showing significant growth. BPA is developing plans for additional facilities to recapture the trans-shipment market, but financing for this purpose from private sources does not seem likely at the moment. -5- D. Airort 2.10 The Grently Adams International Airport is Barbados' only airport. A new terminal building and other facilities, coating about $B28 milllon, were completed in 1980 with Assistance from CIDA ($Can 10 million). The facility is designed to cater to aaarly 3 million passengers, substantially above the 1990 figure of 1.6 million (Tablo 5). The runway was rehabilitated in 1986 with CDB financing and is in good shape. However, freight handling ia inefficient and suffers from lack of an adequate all-weather storage facility to accouodate freight cargo, which is growing rapidly (16Z in 1989 and 18S in 1990). CDB is financing a feasibility study for improvements in this area. 2.11 The airport, with a total length of 11,200 feet and width of 130 feet, is capable of handling all commercial aircraft including jumbo jets. It is well served by North American and European airlines. Total air movements in 1990 amountLi to 37,700, up from 35,000 in 1989. 2.12 Administration of the airport is the responsibility of the International Transport Division within MCW. Airport operations are generally well run and the staff of about 250 is adequate. The airport generates various revenues, none of which is earmarked. For FY89/90 (last available data) total airport revenues amounted to about $B33 million, of which the departure tax raised $B19.1 million, landing fees $15.5 million, concession fees $B4.0 million and other airline charges $B4.3 million. These revenues were substantially above airport expenditures, which amounted to $B16.4 million, including $B2.2 million in capital outlays. E. Road Transport (a) The Network 2.13 The surface transport system of 1,550 km of public roads consists of seven radial highways fsaning out from Bridgetown (Map IBRD 23663). The radial highways are linked to each other by secondary and tertiary (feeder) roads. In addition, there are some 300 km of private roads. All of the roads in the public system are paved but are usually narrow (5.5 to 7 meters) and lack sidewalks. The road network (Table 1) is classified into primary roads (381 km or 25Z of the total), secondary roads (215 km or 142), local roads which feed the secondary road network (646 km or 411) and development roads, mainly in rural areas (308 km or 201). The roads are generally in good condition (541). Only 11Z of the roads are classified in poor condition, most of them local roads. Of the primary and seconda-ry rotad, about 60 km are classified in bad condition; they will be improved under the project. Traffic volumes in and around Bridgetown are generally high, and range between 5,000 and 22,000 vehicles per day within the city and 3,000-20,000 on main roads leading into the city. Traffic volumes are drastically leos in rural areags, where some roads carry less than 100 vehicles a day. Traffic on some of these low-volume roads could be satisfied by alternative routes and this issue will be investigated by the Road Network Rationalization Study, under the proposed project (paras. 4.18). (b) Road Administration 2.14 The Technical Department (TCD) of MCW, headed by the Chief Technical Officer (CTO)p is in charge of the design, execution and supervision of public - 6 - works included in KCW's capital investment and recurrent programs through four divisions: Projects, Design Services, Operations, and Mechanical (see Chart 1). The Projects Division is responsible for the implementation of road projects funded by external agencies. The Design Services Division in in charge of in- house preparation of designs for public building projects and small road projects, and bidding documents for procurement of civil works. The Operations Division is responsible for construction works done by force-account and road maintenance operatione. Finally, the Mechanical Division operates and maintains MCW's equipment fleet as well as the Government's general purpose vehicle fleet through the workshop located at MCW's headquarters. 2.15 Engineering studies for large projects are generally performed by consultants, as MCW's in-house capability is limited to a few key professional staff. Road design standards and technical specifications applied to new construction and rehabilitation of primary roads are appropriate and the quality of the studies is satisfactory. However, there are no separate guidelines and standards to deal with the rehabilitation of secondary and tertiary roado, which often result in inconsistent standards being applied for the same level of traffic. To assist MCW in correcting this problem, the proposed Road Network Rationalization Study will define appropriate standards and strategies for road improvement and maintenance as a function of traffic level and composition. 2.16 All major civil works are carried out by private contractors. HCW has carried out minor works using its own construction labor force. For instance, about 402 of all civil works under the Bank's recently completed Road Maintenance and Rehabilitation Project (Loan 2432-BAR) was done by force- account. Those force-account works suffered unnecessary delays and cost increases. Under the retrenchment program announced in September 1991, MCW staff assigned to road and building construction projects has been cut from about 900 to 450 casual laborers. The proposed project will support the shift away from force-account works by ensuring that all road capital works are carried out by private contractors. Furthermore, MCW operated in the past an asphalt plant located at Seawell; the plant was closed in 1989 and sold to a private contractor. MCW now purchases most of the materials needed for maintenance works from private suppliers. 2.17 Supervision of major civil works contracts has been performed by consultants under the overall guidance and monitoring of the Projects Division with the TCD. Usually, the consultants involved in the preparation of the engineering designs were also responsible for supervising construction to ensure sccountability. However, quality control of engineering materials has not been rigorously enforced and suppliers of materials have not been required to conform to standard specifications due to the limited testing facilities available on the island. In response to this deficiency, MCW has equipped and strengthened ite Soils and Materials Laboratory through a technical assistance and acquisition program financed by the first Bank project. The laboratory is now capable of establishing standards and certifying the quality of materials uced for maintenance, construction and rehabilitation. The laboratory also provides outside services for the local construction industry. (c) Road Maintenance 2.18 MCW is responsible for road maintenance, including both rural and urban roads, through the Operations Division within TCD. The overall budget for - 7 - maintenance has been generally in line with requirements. However, operational efficiency has remained low because of over-staffing and improper preparation of maintenance budgets and allocation of rescurces. Past maintenance budgets have reflected this significant resource imbalance: an average of 732 has been allocated to labor, 202 to materials and 7Z to equipment, while best practice elsewhere indicates that labor should account for less than 502 of the total. Until mid-1991 MCW had employed on average some 1,4OO employees under the casual labor regime, who were assigned to maintenance operations. In reality, only about 60% were necessary to carry out this program and the rest were partially used to ca. out capital works. This situation has beer corrected recently under the retrenchment program, by which maintenance operatl - casual labor has been reduced to about 780 laborers. Savings expected t1 ,h such reduction amount to about US$4 million equivalent on an annual basis. To avoid repetition of past overstaffing, agreement was reached during negotiations that total staff assigned to road maintenance will not exceed 800 employees. 2.19 During project preparation, MCW, with the assistance of consultants and IBRD staff, has developed a Four-Year Maintenance Plan for the period FY92/93-FY95/96 (Annex 1). The plan is based on an inventory of the road network, which included the specific condition of every feature of each road link. Taking into account such conditions, and using agreed performance and productivity standards, a performance budget was prepared. This budget is divided into routine a~nd periodic maintenance activities, showing for each activity the amount of work that is planned and expected to be performed and the resulting cost divided among materials, labor and equipment. The plan also yields the total staffing requirements in each labor category, the number of units of each equipment type and the required quantities of all materials. 2.20 The maintenance plan for the entire network for FY92/93 is given in Tables 6-8. The plan provides for an adequate level of funding according to the existing needs, a well balanced distribution between routine and periodic maintenance, and an increased participation by private contractors. The total budget for FY92/93, which takes into account the recent staff reductions in MCW, amounts to US$10.4 million equivalent, compared with about US$15.2 equivalent originally budgeted for FY91/92. For FY93/94 the budget increases to US$13.1 million, reflecting the start of overlay works under the project. Of the total amount, about 332 will be carried out by contract, mostly for periodic overlay works but also for a pilot program of routine maintenance by contract. The total staff necessary to carry out the plan is about 750, in line with the available manpower. MCW has already pF-pared a satisfactory assignment schedule for all road maintenance staff. Agr mAent was reached during negotiations that MCW will implement the Four-Year (1992/93-1995/96) Road Maintenance Plan as agreed with the Bank. 2.21 Of the total maintenance budget of US$13.1 million for FY93/94, US$4.2 million equivalent are for overlay works which will be covered under the proposed project; hence, the minimum required for the maintenance budget is US$8.9 million equivalent, of which US$3.0 million represent materials, US$4.0 million represent labor and US$1.9 is the cost of the equipment operation. The provision by the Government to MCW of an annual allocation of US$3.0 million equivalent for materials constitutes a condition of the proposed project. Agreement was also reached that, by December 31 of each year, MCW will submit an update of the Four-Year Road Maintenance Plan, Including the amount allocated for the current year and that planned for the following three years, and that by June 30 of each year MCW will inform the Bank of the amount actually spent in the preceding year and that allocated for the current fiscal year. 2.22 To carny out the Four-Year Road Maintenance Plan, MCW needs to implement appropriate field work scheduling and feedback reporting procedures, and improve resource usage and crew productivity. The road maintenance management system initiated under the on-going Bank project has not yet been installed in the field. czoently, a "Pilot Depot" was selected for the purpose of implementing such procedures and testing them by the field crews. The proposed project will assist MCW in implementing the road maintenance management system throughout all districts and denots by providing follow-up technical assistance in road maintenance operations and a training program to instruct maintenance staff in the new procedures. 2.23 Organizationally, the responsibility for road maintenance operations is divided between three units: the districts, who are in charge of road maintenance works, the Maintenance Management Unit (MMU), which is responsible for maintenance planning and monitoring, and the Equipment Management Unit, which is responsible for equipment operation. The first two units are under the Operations Division, whereas the third operates under the Mechanical Division (Workshop). While the organizational structure of all units is adequate, one weakness has been the lack of coordination in the assignment of equipment units to maintenance operations. The Operations Division has little input into how the equipment fleet is assigned to the districts and how the preventive maintenance is carried out. Currently, equipment and vehicles are removed from operation for maintenance servicing by the Mechanical Division, are not replaced with substitute units, and then held out of service for extensive periods of time, often for repairs that have to wait for spare parts. Two factors have contributed largely to this problem: the absence of an annual equipment servicing program, and the lack of an adequate stock of spare parts. The proposed project will assist MCW in overcoming these problems by financing the purchase of a stock of spare parts, updating road maintenance plans and providing a second-phase technical assistance program geared at the workshop level. To facilitate the implementation of the equipment management system, the appointment of an equipment manager and a workshop accountant are conditions of effectiveness of the proposed loan. Furthermore, coordination among organizational units will beo improved through a Technical Committee (TC); th's committee was created recently to periodically review the road maintenance program and the equipment needs originating from this program, and ensure coordination with the workshop. (d) Road Construction Industrv 2.24 There are three major companies in Barbados with a construction capacity over US$5 million, which own and operate all asphalt plants on the island. Three other smaller enterprises provide some paving services, although they depend on the large companies for the provision of asphalt mixes. Small jobs are often carried out by sub-contractors; there is a large number of small firms specialized in concrete works. In addition, there is a well developed market for equipment rentals. The road construction sector is adequate for the needs of the country and operates without interference from the Government. 2.25 Road construction costs are relatively high. High wages, dependance on imported goods, and the small size of the market explain these high costs. Foreign firms, predominantly regional, have shown some interest, but only in -9 - medium and large road construction jobs. Legislation for contract administration end other legal aspects, such as taxation, employment and importation regimes, is appropriate. In particular, to encourage participation of foreign firms, heavy construction equipment used in road construction projects financed by multilateral agencies can be imported duty-free on a temporary basis, provided it is either taken out of the country at the end of the contract, or officially imported then by paying a reduced tax. (e) Vehicle Fleet 2.26 The island's poeulation is highly motorized with approximately 49,000 motor vehicles regiatered in 1990, or about 190 vehicles per 1,000 population (Table 9). This compares vith about 100 vehicles per 1,000 population in neighboring St. Lucia. The vehicle fleet has been growing at a 4-SZ annual rate in recent years. Most of the fleet is light vehicles, and trucks number only about 2,000 or about 4Z of the total fleet. The low percentage of trucks results in generally low deterioration of road pavements. Among trucks, most are small; there are only a few (76) articulated trucks. (f) Axle Load Reaulation 2.27 Axle loads are regulated by the Road Traffic Act of 1985. This Act sets the maximum gross weight of trucks at 7.7 tons for 2-axle trucks with 2 tires, 13.2 tons for 2-axle trucks with dual tires at the rear axle and 26.5 tons for other trucks. These limits are satisfactory. All trucks ars required to post their net and gross weight limit alongside. The Licensing Authority within MCW is responsible for enforcement of regulation through its special inspectors. Weighing of vehicles is done either at the Licensing Authority headquarters in Bridgetown or through an existing arrangement with four sugar factories throughout the island. Penalties for overloading are steep (up to B$5,000 in fines or twe::e-h imprisonment). In general, however, overloading is not common in Barbados. In exceptional cases the Licensing Authority is empowered to issue special permits for trucks to haul loads In excess of regulatory limits on specific trips along a specific route. The Licensing Authority also has the right to refuse renewal of a road license or special permit if the vehicle is judged likely to cause damage to the road. To ensure compliance with regulation, the Ministry of Trade, Industry and Commerce is required to refer all applications for importation of vehicles exceeding 7.7 tons to the Licensing Authority to ensure that they comply with the provisions of the Road Trafffic Act (g) Truckint Industry 2.28 The total trncking fleet in Barbados is about 2,000, mostly light trucks The industry is fragmented and consists mainly of individual operators and companies owning their own trucks. The largest road haulage company owns about sixty trucks and the second largest, about fifteen. The industry Is very competitive and freight rates are determined by the truckers without any Government interference. (h) Passenger Transnort Ind the Role of the Transoort Board 2.29 The transport of passengers is shared by the private and the public sectors. The private sector operates minibuses (carrying 33 passengers) and maxi-taxis (carrying 10 passengers) in addition to regular taxis. There are 195 - 10 - registered minibuses (of which 137 are non-owner driven) and 174 maxi-taxis, in addition to about 1,200 taxis. The issuance of permits for operation of minibuses and maxi-taxis has been suspended since 1984, and those for taxis since 1989, because of complaints by existing owners of the rapid proliferation of licenses. MCW assigns routes to minibuses, generally along dense traffic corridors in and out of Bridgetown. The maxi-taxis, which are supposed to operate as a one-party transport vehicles, have in fact been operating as mini- buses by collecting passengers along city routes. About 330 five-passenger vans, which are registered as regular taxis, have also been collecting passengers along the routes, in contravention of their permits. Both maxi-taxis and small vans have been operating wherever they chose. The Government passed recently a law aimed at regularizing the services of both types of vehicles along assigned routes, while increasing substantially their permit fees. 2.30 The public sector operates its own passenger transport entity, the Transport Board (TRB), in competition with minibuses and maxi-taxis. TRBI's fleet consists of 180 buses, of which only 80Z are in service. TRB employs about 1,200 people, of which about 800 are drivers or conductors (about equally divided). It operares according to a published route and time schedule, and, by Government instruction, has to service also routes to rural areas which are clearly unprofitable. The passenger fare is determined by the Government and does not vary with distance. Discounts are mandated for students and senior citizens. The fare was raised by 50% in September 1991 to $B1.50 (US$0.75) per trip. The minibuses charge the same fares as TRB, but are not required to provide the discounted fares. 2.31 Ridership on TRB's buses has declined sharply in the early 1980's (by about one third between 1980 and 1984), reflecting the introduction of minibus service and the higher level of motorization. Since 1984, the decline has been more orderly, about 2-3% p.a. Total ridership in 1989 amounted to 26 million; of the total, about 70% were full-fare passengers, 20% students who enjoy a 50% discount, and the rest free-riding passengers. Total revenues generated in FY90 were about $B25.8 million, down from $B27.3 million in 1989, and in line with the decline in ridership. 2.32 TRB has suffered losses in its operations since 1976 and has relied on Government support to conduct its operations. The subsidy peaked in FY87/88 at a level of $B22 million. Government subsidies for operations in both FY90/91 and FY91/92 were about $B10 million. In addition, the Government financed capital expenditures (mainly for purchase of buses) totalling $B6.7 million in 1990-91 and $B2.3 million in FY91/92. As the above figures demonstrate, the financial burden on the Government is substantial, both in absolute terms and as a percentage of total expenditures (over 1% of total public sector expenditures). The actual cash deficit for TRB was about $B5 million higher than the subsidy level and was financed mainly by deferring payments to the National Insurance Board. 2.33 There are several reasons for the poor performance of the Transport Board, most important of which are internal inefficiencies. For instance, each bus is carrying a driver and a conductor (fare-collector). The salary for all conductors alone amounts to stme $B6.5 million. On most routes, the installation of a fare collection box could substitute the need for a conductor, and the proposed project includes financing for purchase of the fare-boxes. However, the potential release of all conductors has been a source of continuous labor union - 11 - conflicts, although 230 positions were eliminated as of April 1992 in agreement with the union. Other factors contributing to TRB's losses are inefficient maintenance facilities, deficient bus schedules, a requirement to serve remote areas at a frequency which makes the service a money-losing proposition, and a uniform fare which makes it impossible to recover the cost of longer bus routes. 2.34 The Transport Board was the subject of a consultant study in 1984 as well as numerous Government committees. Unfortunately, the focus of these examinations was on marginal improvements in operations and scheduling without facing the major issue of whether, and to what extent, the public sector should be involved in passenger transport. The Government has now drafted, with Bank assistance, terms of reference for a study to be financed by the European Development Fund, which will develop an action plan to reduce the public sector role in the transport of passengers (Annex 2). The main options to be examined by the study are: (a) a substantial reduction in TRB services limiting them to serving non-economic routes under a specific Government subsidy; and (b)- elimination of the TRB altogether with the money-losing routes to be transferred to the private sector under a specific subsidy arrangement. The contract for the TRB study is expected to be awarded by September 1992 with final recommendations by June 1993. Pending completion of the study, the Government submitted during negotiations a detailed plan involving a reduction of total staff from the present level of over 1200 to 740 by September 1992, thus completing the conversion to a one-person bus operation. As a result, the cash deficit for FY92/93 will be reduced to about $B4 million. Agreement was reached during negotiations that the Government will carry out this plan. Furthermore, by July 31, 1993, the Government will submit to the Bank an acceptable time-phased action plan based on the results of the Transport Board Study, aiming at reducing to a minimum the public sector involvement in passenger transport. Progress on this action plan will constitute one of the main issues to be reviewed during the Mid- Term Project Review in the first quarter of 1994 (para. 5.20). Disbursements against overlay works in FY94/95 and beyond will not be approved by the Bank unless the mid-term review determines that there is a satisfactory progress on the agreed action plan (para. 4.20). Mi) Hiahway Planning 2.35 As part of the conditionality of the (first) Road Maintenance and Rehabilitation Project, MCW created a Planning Unit (PU) and staffed it with two qualified officers. These officers have attended overseas courses in transport planning and received additional training in the context of the technical assistance in project preparation provided under the loan. However, most project investment decisions have been taken by TCD without sufficient consultations with the PU. At the same time, a Maintenance Management Unit (MMU) was created within the TCD to prepare a road inventory and plah maintenance activities. As the focus of MCW's capital budget is changing from new investment projects to appropriate maintenance policies, the importance of the MHU in the planning process will become more and more pronounced. Given this change in focus, and to improve coordination between the two units, agreement was reached during negotiations that the Planning Unit be incorporated into the Technical Department by December 31, 1992. The upcoming technical assistance will include training for both the PU and the MMU staff in investment and maintenance planning, especially in the use of the Highway Design and Maintenance Model, developed by the Bank and now commonly used for design of road maintenance strategies. - 12 - (j) Fuel Priceo and Other User Charao. 2.36 Fuel prices in Barbados are highs gasoline is priced at $B1.38 per liter (equivalent to US$2.62 per US gallon) and diesel at $B1.22 per liter (US$2.32 per gallon). The CIF cost of the products per gallon were (as of end- 1991) US$0.74 and US$0.65, respectively. The structure of gasoline and diesel prices is given in Table 10. With the consumption tax at US$1.36 per gallon for gasoline and US$1.23 for diesel, the revenues collected are substantialt $B61 million in 1990 and an estimated $B77 million in 1991 (Table 11). The 1991 figure is itself more than the total budgetary allocation in FY91/92 for road maintenance ($B22 million) and capital expenditures ($B26 million). As the numbers above indicate, there is also no distortion in the relative pricing of diesel and gasoline. 2.37 The cost of registration fees and operating permits are also high. Private cars and vans pay an annual fee of $B265-350 depending on weight; light trucks $B800; medium trucks $B2,500; and heavy trucks $B5,000. Passenger transport vehicles also pay large fees: minibuses pay an initial permit of $B7,500, and annual fees of $B2,500-3,000; tour operators' vehicles pay an initial fee of $B15,000 and annual fee of $B6,000; taxis pay $B1,250 for a permit and $B250-400 in annual fees; maxi-taxis $B12,500 and $B600; hire cars $B2,500 and $B800; and transport buses $B800-1,600. As a result, registration fees generate substantial revenues: $B16 million in FY90/91 and an estimated $B17 million in FY91/92, a very large amount in relation to the cost of rehabilitation and maintenance of the road system. Other charges on road users include vehicle inspection fees, driving tests and licenses, special permits, etc. These fees generated an additional $B6 million in revenues in both FY90/91 and FY91/92. 2.38 Import duties, stamp duty and consumption tax generate substantial additional revenues from road users. Cars, pick-ups and vans have a duty of 45Z, a consumption tax of 63-83Z (depending on the value of the vehicle), a stamp duty of 201 and a recently imposed luxury surcharge of 2021 Buses and trucks have essentially the same set of charges, except that import duty is only 101. Revenues generated by these taxes yielded over $B36 million in 1988 and an estimated $B37.5 million for 1989, the last year for which actual data are available. The additional luxury tax of 201 may or may not generate additional net revenues, since the Government hopes that it would have the effect of dampening demand and reducing total imports of vehicles. 2.39 User charges and costs are presented in Table Q2 for the period 1986/87-1990/91 and an estimate is provided for 1991/92. As can be seen from the table, user charges have substantially exceeded the sum of both road maintenance and investment costs for each year. For FY91/92, total revenues are over twice the total road costs. User charges are also adequate in terms of their distribution among vehicle types. A calculation was made (Table 13) for revenues generated by buses and trucks on a 1,000 vehicle-per-day road based on the average vehicle distribution within the country. The table shows that buses and trucks alon generate more than sufficient revenues to cover the maintenance cost of the roads. Therefore, no further action is required with regard to user charges policy in Barbados in terms of its overall level or the distributional effect among vehicle types. - 13 - (k) Hishway Financing 2.40 Funds for highway construction and maintenance are provided by the Government from general budget revenues after approval by the Cabinet and the Parliament. None of the regular user charges is earmarked for highway financing. However, in 1982 a Transport Levy Fund (TLF) was created to defray the cost of improvement of public transport and the construction and maintenance of public roads. It is funded by a charge against earnings of every employed person (1.75Z of salary charged to employees and 0.25Z to employers on all salaries up to $B2,600 per month). Total revenues generated by the TLF in PY89/90 were about $B27 million and a similar amount is expected to be generated in FY91/92. Most of the funds generated by the TLF have, until recently, been used for subsidizing the public transport system, with the rest assigned for construction and improvement of developmental roads. The TLF is a purely fiscal instrument--not a user charge-- because it is levied on earnings and is not related to the use of road infrastructure. Its significance in terms of the budget is that its resources can not be used for other purposes. Given the expected elimination of Government subsidies to the TRB beyond FY92/93 and the substantial reduction in coming years in road investments to be financed wholly by the Government (only about $B7 million in FY94/95), the Transport Levy Act should be amended so as to permit its use for general Government revenues or phased out totally. The Government plans to phase out this tax as part of its overall tax reform which is being developed in cooperation with the IMF. Agreement was reached during negotiations that the Government will submit to Parliament an amendment to the Transport Levy Act, or abolish it, no later than March 31, 1994. III. PAST BANK EXPERIENCE IN THE SECTOR 3.1 The Bank has had only one operation in the road sector: the Road Rehabilitation and Maintenance Project, Loan 2432-BAR (US$11.0 million equivalent). It was signed in June 1984 and became effective in November of the same year. The project financed reconstruction of about 31 km of roads, improvement of some road intersections and a technical assistance and institutional building program in the areas of road traffic, workshops, laboratory research, road maintenance and overall planning. The loan closed on December 31, 1991. 3.2 The experience with project implementation has been reasonably good. All road civil works were substantially completed by end-1989, about one year beyond the original closing date. The works have been completed to the desired standard. The only major setback was the misprocurement declared on the contract for rehabilitation of a section of Highway 2A (from Mile & a Quarter to Highway IA) when MCW reversed a prior decision and awarded the contract, unjustifiably in the Bank's opinion, to a bidder who did not submit the lowest evaluated bid. The Bank subsequently canceled the amount of the loan allocated to Highway 2A (US$2.5 million) and the loan was reduced to US$8.5 million. 3.3 During appraisal of the first projact, the Bank agreed that up to 502 of all road civil works, mostly smaller works, could be carried out by force- account. This was done in recognition of the available manpower within MCW and taking into account the high mobilization cost by private contractors. The experience with force-account work has been satisfactory in terms of quality. - 14 - However, these works tended to coot more and to take longer than expected. In fact, only force-account works remained incomplete by the original closing date of the loan. There is presently no further justification for MCW to carry out any force-account capital works, especially given the recent cuts in MCW personnel, which have left just enough staff to carry out the required maintenance work. This change is reflected in the content and design of the proposed project. 3.4 In terms of institution building, the first project brought about the establishment of the Traffic Divisior headed by a qualified overseas-trained officer. MCW also formed the Planning Unit (para 2.35), created the position of an Internal Auditor and established the Integrated Financial Accounting System (IhAS), responsible for monitoring and processing project expenditures. Furthermore, with technical assistance provided by the US Department of Transportation, and financing under the loan, MCW established and equipped a Soils and Materials Laboratory, which is now playing an important role in setting engineering specifications, reviewing project design and supervising the quality of materials used in all civil works. 3.5 The one drawback in achieving the full objectives of the technical assistance program was its late start. Only in 1988 did MCW sign a contract with the US Department of Transportation to provide technical assistance in the areas of equipment, road zaintenance, soils laboratory and traffic management. Both soils laboratory and traffic management experts have fully completed their assignments, having achieved all their objectives. The Traffic Division, which is responsible for improving vehicle and pedestrian traffic flows and increasing road safety, is functioning smoothly and traffic counts are available throughout the road network. The soils laboratory is responding to all MCW needs as well as providing services to outside parties. However, in the areas of road maintenance, equipment and workshops, the objectives were only partially met. A new equipment maintenance system was designed by the consultants, but the protracted review of the system by the committee established for that purpose by MCW, did not leave sufficient time for the computerization and implementation stage. In terms of road maintenance, a road inventory was prepared, quantity standards developed, individual maintenance activities costed, and a computerized maintenance program prepared. Again, the system did not enter the implementation and monitoring stage. The implementation of both systems will be financed by the proposed project. Finally, while the project accounting system has been computerized, the task of computerizing the accounting system of the MCW as a whole did not take place because of the delays in implementing the road maintenance and the equipment management systems. This task will also be included under the proposed project. IV. THE PROJECT A. Justification 4.1 The expansion of the road network to provide all parts of Barbados with reasonable access has now been completed, with only a few links still needing rehabilitation and reconstruction work to bring them to an acceptable standard. The Government strategy now focuses on providing an adequate level of service, which requires efficient road maintenance and equipment management - 15 _ policies. Some progress in both areas was achieved under the first Road Maintenance and Rehabilitation Project (Loan 2432-BAR) and the completion of this task and the implementation of a road maintenance and equipment management systems constitute a major objective of the new project. The implementation of the two systems will be assisted by outside consultants, and will benefit from the Bank's presence and monitoring. 4.2 Severe shortage of foreign exchange and rapid loss of competitiveness by Barbados' tourism, industries and agriculture led to the February 1992 stand- by agreement with the IMP. The agreed program calls for drastic cuts in the level of investments and current expenditures, which have severely affected MCW: its personnel has been cut from 2,500 to about 1,300 and maintenance staff from 1,400 to under 800. The level of investment of MCW for FY91/92 has been reduced from about $B40 million to about $B30 million (of which about $B26 million is for the road sector) and this reduced level will have to be maintained for the following fiscal year. All these measures bring to the fore the need to increase the efficiency of available resources and define properly the level of service and size of the road network. The proposed project allows the GOB to carry out the required periodic maintenance and rehabilitation works while adapting to reduced levels of investment and staff. The emphasis on periodic maintenance will maximize savings in vehicle operating costs, most of which are in foreign exchange. 4.3 The Bank's involvement will bring about a solution to two other inefficiencies: road maintenance strategies that do not vary in accordance with traffic level and Transport Board operations which continue to incur heavy financial losses. The proposed project includes a study of the size of the network and agreement on optimal maintenance policies for the remaining roads based on their condition and traffic levels. Second, the Bank's participation in the project will allow monitoring of an action plan to reduce to a minimum the Government's subsidy for passenger transport and transfer most or all of the functions of the publicly-owned Transport Board to the private sector. Finally, the project will result in better planning procedures through the introduction of a new computerized accounting system, and regular updating of the Five-Year Investment Plan and the Four-Year Road Maintenance Plan. B. Proiect Obiectives 4.4 The objectives of the proposed project are to: (a) preserve the capital base of road infrastructure within the constraints on capital and current expenditures; (b) improve road maintenance planning and practices; *(c) reduce investment costs through the transfer of all capital works to the private sector and explore the feasibility of private sector participation in routine maintenance; (d) improve road safety; and (e) help the Government in its efforts to privatize passenger transport services. - 16 - C. Proiect Descrintion (a) General 4.5 MCW has prepared an acceptable Five-Year 1992/93-1996/97 Investment Plan (Table 14) designed to derive maximum benefits from the limited resources available for capital expendituress the plan will be updated annually by December 31. The Bank, in parallel with CDB, will finance most road investments in the period 1992-96 which are included in MCW's live-Year Road Investment Plan except for the Traffic Management Project, developed by the IDB, which is expected to start in PY94/95. Project appraisal has been conducted jointly with CDB and project conditionality is similar. Given that the Bank's project is being negotiated later than CDB's, some additional conditionality is incorporated into the Bank's loan in the areas of road maintenance, road network rationalization, privatization of passenger transport servicas and environmental control. CDB's loan is partly financed (US$7 million out of US$10 million) from the resources of the CDB V Project (Loan 3200-CRG). Disbursements of funds from the CDB loan have been made conditional on the Bank loan becoming effective. (b) Road Rehabilitation 4.6 The Bank will finance the rehabilitation and improvement of Highway 6 in two sections: Searles to Six Roads (6.1 km) and Collymore Rock-Villa Road (0.7 km). A brief description of these two sub-projects is given in Table 15. The proposed CDB project would finance the remaining unimproved section of Highway 2A (7.7 km) and two roads which feed traffic into Highway 2A (Clermont Rd. and Canewood Rd., approximately 1.4 km and 1.3 km long, respectively). Together, these sub-projects involve about 18 km and represent all rehabilitation needs of the road network for the foreseeable future, except for urban traffic management which will be the target of an IDB operation. 4.7 The rehabilitation works financed by the Bank include repavement, widening of the carriageway to 7 m, improvement of drainage and construction of road shoulders. The section of Collymore Rock also includes removal of rock which presents safety hazards and improving the visibility at two intersections which carry traffic of 21,000 vehicles per day. The total base cost of the road rehabilitation civil works included in the Bank's loan is about US$2.4 million, of which the Bank will finance the estimated foreign exchange cost of about US$1.3 million (55Z of total cost). MCW has completed all engineering studies and the final designs for these works. (c) Road Safetv 4.8 The road safety component consists of improving five road intersections with substantial traffic and poor accident records. The list of selected intersections and details on their features and proposed works are given in Table 16. The existing designs of these intersections are severely restrictive in terms of capacity because of an inadequate number of lanes, snort curve radius, and poor sight distances, aggravated in some cases by obstacles that impair visibility, such as voluminous rocks and stone wvall. Furthermore, these narrow roads are restricted by heavy pedestrian traffic, which shares the carriageway with vehicle traffic due to the lack of sidewalks and shoulders. The proposed works include construction of separate turning lanes, sidewalks, some drainage work, removal of existing obstacles which affect sight distance and - 17 - installation of traffic lights in two cases. The sub-projects included under the oafety program have been identified by MCW based on existing traffic and accident data, and preliminary designs were prepared to evaluate the effectiveness of alternative solutions. MCW already completed the final engineering designs for the five sub-projects. The total base cost of the road safety component is about US$2.1 million, of which the Bank will finance US$1.1 million (551 of total cost). (d) Overlay Program 4.9 One of the main objectives of the proposed project is the preservation of adequate standards on the existing primary and secondary road networks. Hence, the project includes a comprehensive overlay program to raise standards and prevent the deterioration of the existing network. About 250 km of primary and secondary roads (approximately 42% of the main network) are now in fair condition, and almost 60 km (about 10) in poor condition; a substantial portion of this network carries sufficient traffic to warrant ah overlay. Timely intervention is particularly important in the case of roads in fair condition, since the repairs needed once the pavement starts to break up are several times more costly. The overlay program has been designed to reduce the backlog in periodic maintenance to a level consistent with MCW's ability to carry out the required works using its own resources. To achieve this objective within a f our- year period, the overlay program to be financed by the Bank covers approximately 160 km of high-priority roads. The list of the selected road links included in the proposed project is given in Table 17. These works were divided into four groups, each representing an annual overlay program of 35-40 km to be carried out by contractors. To complete the program, MCW will perform overlays of about 25 km each year using its own resources; MCW's technical and operational capacities are adequate for the job. 4.10 MCW identified the road links to be overlaid based on pavement condition surveys, which included measuring surface roughness, traffic data and economic evaluation. The distribution among years was determined on the basis of the relative economic benefits of the projects. The total base cost of the overlay component is US$15.2 million, of which the Bank will finance the estimated foreign exchange cost of about US$9.9 million (651 of total cost). Agreement was reached during negotiations that MCW will carry out the overlay works according to the list agreed with the Bank. Furthermore, MCW will submit to the Bank the final engineering for the overlay works for each fiscal year, starting with PY93/94, by October 31 of the preceding PY. In addition, MCW will carry out overlays of at least 25 km of roads using its own resources; by December 31 of each year, starting in 1992, MCW will furnish to the Bank for approval the list of road links selected for overlay through force-account during the following fiscal year based on an economic study. At the completion of the project, virtually all primary and secondary roads now classified in fair or poor condition would thus have undergone rehabilitation or overlay. (e) Bridas and Culvert Rehabilitation 4.11 The proposed project includes rehabilitation of bridges and replacement of culverts which are in poor condition and in risk of collapse. These works are based on a survey of the condition of all bridges and culverts throughout the primary and secondary road network. Three bridges have been selected for reconstruction because their structural integrity has worsened - 18 - considerably. In addition, four culverts will be replaced under the proposed project due to their state of deterioration and insufficient hydraulic capacity. Thesa works will include removal of existing structures, construction of new structures according to appropriate design standards, repaving of short stretches and in some cases flattening out of the road's vertical alignment. The total base cost of the bridge and culvert rehabilitation program has been estimated at US$0.4 million, of which the Bank will finance US$0.2 million (55% of total cost). The list of eligible structures to ba rehabilitated was agreed upon. (f) Pilot Program: Routine Maintenance by Contract 4.12 MCW has traditionally carried out all routine maintenance work through force-account. The cost of routine maintenance per km is about US$5,000, which, though high, is reasonable given the high labor costs in Barbados. The quality of force-account maintenance has been acceptable. However, there has never been an attempt to measure the cost and quality of force-account routine maintenance against similar work carried out by the private sector. To provide a base for comparison, the project includes a two-year pilot program involving 65 km of roads whose maintenance will be carried out by a private contractor. The total cost is estimateA at US$0.6 million. Given the high cost of works carried out by the private sector in Barbados (due to the small size of the market and the limited number of local contractors), a larger commitment to privatization of routine maintenance is not warranted at the moment. The mid- term project review will include an analysis and comparison of the relative merits of private and public sector execution of routine maintenance. Agreement was reached during negotiation that ACW will submit by December 31, 1994 a proposed strategy for private sctor participation in routine maintenance works based on the pilot program for routine maintenance by contract. (g) Equipment 4.13 MCW's road maintenance fleet is composed of 291 units, of which about 29% are more than 15 years old (Annex 1, Table 7). Of the present fleet, 72 units need minor repairs, 53 need rehabilitation or reconstruction, and 64 should be discarded. Equipment availability, currently about 60Z, has been limited in the past by the lack of timely provision of spare parts and by the fleet's aging. MCW's workable fleet needs to be expanded and improved to enable MCW to conduct its maintenance activities in accordance with the agreed road maintenance plan. The proposed project provides for replacement of old and costly-to-operate equipment units and rehabilitation of existing equipment where such rehabilitation is justified on economic grounds. A portion of this component is earmarked for purchase of spare parts. 4.14 A total of 112 new units, 31 major units and 81 minor units, will be acquired through the proposed project at a cost of about US$1.6 million. The list of equipment to be purchased, including some tools for MCW's workshop is given in Table 18. In addition to replacing old units, the list also includes some new equipment which will be purchased to improve the operational efficiency of maintenance activities; among such items are weed control equipment, small dump trucks, and asphalt sprayer distributors. About 21 units less than ten years old, and 9 units between ten arad fifteen years old, will be rehabilitated in accordance with a program prepared by MCW's workshop (Table 19). Most of the program will be carried out in MCW's workshop, which is properly equipped and staffed for this purpose. The project will finance US$0.7 million for purchase - 19 - of spare parts needed to carry out this portion of the equipment rehabilitation program and provide for a stock of essential parts to reduce downtime during equipment servicing. Additional equipment rehabilitation will be done by contract at a total cost of about US$0.1 million. The equipment whose rehabilitation is considered too expensive will be disposed of as a part of the program. Finally, about 150 fare-boxes, costing about US$0.2 million, will be purchased to enable the Transport Board to convert to a one-person bus operation. (h) Institutional ImDrovement (i) General 4.15 The project includes financing of a technical assistance program to improve workshop operations and implement the road maintenance management system started under the first Bank project. Also, additional assistance will be provided in devising short-term measures to reduce operational costs of the Transport Board. Furthermore, studies will be undertaken to design a medium-term strategy to privatize passenger transport services, optimize maintenance policies, and mechanize the accounting system of MCW. A training program for MCW staff in operating areas and in investment evaluation techniques is also included, as is a retrainiug program for laid-off staff. Draft terms of reference for the technical assistance tasks and for all studies were agreed during negotiations. The institutional improvement program has a total estimated cost of US$2.0 million. (ii) Technical Assistance a. Road Maintenance and Equipment Management System 4.16 Efforts undertaken to improve maintenance management under the f Irst Bank project included 12 man-months over the period 1988-91. To date, a revised maintenance manual for field operations has been completed, a road condition inventory implemented, and a computer program established for the development of annual road maintenance requirements. In addition, an equipment management system manual was completed late in 1988 and an inventory of MCW's equipment fleet was developed. Furthermore, MCW created the Maintenance Management Unit and strengthened workshop management. The technical assistance program to be financed by the proposed project will build on such improvements and focus on field implementation. In particular, the consultants will assist MCW in: implementing the road maintenance work programming and reporting systems throughout the districts and depots; improvirg crew productivity and work quality through application of performance standards and upgraded work practices; setting up an accounting system capable of monitoring MCW's expenditures according to specific tasks, reporting actual equipment cost performance, and providing the necessary interface between the existing budgetary system and the maintenance and equipment management systems; and introducing policies and procedures to increase equipment availability and utilization, reduce equipment downtime, and improve spare parts management through a computerized inventory sub-system. Terms of reference for the study are given in Annex 3. The technical assistance would be carried out over a period of two years by a road maintenance specialist (18 months), an equipment management specialist (12 months), and a cost accounting specialist (9 months). Agreement was reached during negotiations that these consultants will be selected by December 31, 1992, and that a road maintenance system, based on their vork and acceptable to the Bank, will be in place by March - 20 - 31, 1994. In addition, a local consultant experienced in maintenance management and computer systems will be recruited to assist the MHU. His terms of reference are given in Annex 4. b. Transport Board Operations 4.17 While a medium-term strategy to privatize the operations of the Transport Board is being studied, thare is a need for expert services in designing and implementing short-term cost reduction measures to enable the TRB to minimize its losses, thus reducing the fiscal burden on the Government. Three months of consulting services will be provided to MCW and TRB under the project for this purpose. (iii) Studies a. Road Network Rationalization Study 4.18 As stated in para. 2.1, the paved road network is Barbados is large in comparison with other similar countries. A substantial number of roads (primarily tertiary and local roads, but also a few secondary roads) are maintained to a paved standard, although the traffic level, as low as 100 vehicles per day, does not seem to justify such a standard. Also, some roads with such low level of traffic can be left unmaintained while traffic is diverted to parallel roads. An analysio should be conducted to find out which roads could be thus downgraded without high social and economic cost. Furthermore, all paved roads have in the past been subject to the same routine and periodic maintenance policy. Maintenance activities on each road need to be re-examined not only in light of the physical condition but also in terms of traffic level and the frequency and type of economically justified maintenance policies. The proposed Road Network Rationalization Study (Annex 5) will examine which roads need to be left without any maintenance, which ones need to be maintained to less than paved standard and what maintenance activitiest and in what frequency, are justified for each road in the remaining road network. Since the results of the study will have an impact on the Four-Year Road Maintenance Plan, it should be implemented as quickly as possible. Agreement was reached during negotiations that consultants for the study be selected by December 31, 1992, and that agreement on a plan of action based on the study should be reached no later than December 31, 1993. b. Com2uterizsation Studies 4.19 Most of MCW's accounting and administrative systems are manually operated. This places a severe burden on the production of timely and accurate managerial reports. MCW intends to introduce a comprehensive computerized system which will integrate all departments into one information network, thus ensuring consistency and promptness of data, and has already prepared an elaborate document specifying the requirements for each sub-system and their integration. However, for this exercise to be most effective, it should start about six months after the beginning of the technical assistance for the implementation of the road maintenance and equipment management system in order for the consultants to have a lead time to prepare the data base system in these two areas. Therefore, agreement was reached during negotiations that consultants for the computerization study should be selected by June 30, 1993 and that the mechanization of MCW accounts be completed by December 31, 1994. Also, MCW has - 21 - recently signed a contract for a more limited study of mechanizing the accounting system of the unit which handles internationally financed projects. This study will also be financed under the proposed project. c. Transaort Board Study 4.20 As described in para. 2.34, the European Development Fund has authorized financing for a study of the rttionalization measures and the privatization options for the passenger transport services currently provided by the publicly-owned Transport Board. The terms of reference for the study have been reviewed by the Bank and are acceptable (Annex 2). While the Bank is not financing the study, it will be involved through the implementation of its recommendations. Agreement was reached during negotiations that the Government will submit, by July 31, 1993, an action plan to substantially privatize the operations of the Transport Board, based on the recoimmendations of the Transport Board Study, and implement such action plan. Also, the project's mid-term review, to be conducted in the first quarter of 1994, will focus on the carrying out of the agreed action plan, and disbursements against overlay works in FY94/95 and beyond will not be approved by the Bank unless there is a satisfactory progress in this area and the Bank has confirmed it to the Government in writing. (iv) Training 4.21 The proposed project provides funds for on-site training of MCW staff in various technical areas. The program was prepared by MCW based on the recommendations of consultants engaged under the first Bank-financed project. First, short courses and on-the-job training will be provided by consultants engaged through the proposed technical assistance program and by training experts hired for this purpose. Second, a local consultant, with broad experience in MCW's maintenance operations, will provide the follow-up training needed to acquaint staff with data sources and information feedback. Third, the Equipment Management Division (workshop) will be responsible for managing a training program for all drivers and operators. This program will cover such items as proper equipment operation, daily inspection and service requirements, and safety procedures. Finally, equipment manufacturers will be requested to provide training in conjunction with purchases of new equipment. 4.22 The training program will also be carried out off-site through participation of MCW's key personnel in local courses provided by training institutions and colleges, international seminars and conferences, overseas courses and medium-term study programs, etc. To support MCW's expansion of computerization, its personnel will be trained in electronic data processing. The consultants for the road Network Rationalization Study will train staff of the Maintenance Management unit and the Planning Unit in the use of the Highway Design and Maintenance Model and related project evaluation techniques. In addition, the project will finance a retraining program, when requirnkd, for staff laid off at MCW and the Transport Board. The total cost of the training component, to be financed under the project, is US$0.8 million. - 22 - F. Prolect Costs and Financing 4.23 As already stated, the project finances a component of MCW'a 1992/93- 1996/97 Investment Plan. The CDB project, which finances another component (reconstruction of Highway 2A and two related roads), was appraised in coordination with the Bank, and includes similar conditionality. The investment plan is detailed in Tables 14 and 20 and summarized below (in US$ million): IBRD Loan 2432-BAR 0.1 _ _ _ _ 0.1 Tertlary Roads-Venezuela 0.9 _ _ _ _ 0.9 Proposed Project - IBRD 2.4 11.3 8.0 6.6 4.8 33.1 Proposed Project - CDB 2.1 4.2 3.0 3.3 - 12.6 raffic Management - IDB - 2.0 3.5 5.0 7.5 18.0 ROads Project. 3.9 2.5 2.5 2.5 5.0 16.4 CW Other Project. 1.9 1.1 1.1 1.1 1.1 6.3 ranaport Board 1.2 - - - - 1.2 4.24 The sub-program to be financd by the Bank and CDB accounts for about 52Z of all investments in the period 1992-96. The IDB'a Traffic Management Projeet, due to start in 1994, will account for another 20X. The level of MCW's investment in FY92193, at US$12.5 million, is substantially below the actual level of FY91/92 (US$15 million). It increases, however, to an average of about uS$19 million in the period 1993-969, still below the original budget for PY90/91 of about USS20 million. Furthermore, the annual Govertment of Barbados (GOB) contribution to the program is to decline over the period from US$13.2 million in FY91/92 to an average of US$9.3 million in 1992-96. The share of GOB in the total investment throughout the 1992-96 period is 522. 4.25 The financing plan for the IBRD/CDB sub-program is as follows: IBRD ProJect 24.0 42.3 66.3 12.0 21.2 33.2l CDB ProJect 8.0 17.2 25.2 4.0 8.6a 12.6a a/ Excludes US$1.0 million in interest during construction. - 23 - BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT FINANCING OF PROJECT COSTS P r o j e c t C o s t s P r o j e c t C o s t s B a n k PROJECT COMPONENT CBDS million) CUSS million) L o a n LOCAL FOREIGN TOTAL LOCAL FOREIGN TOTAL CUSS mill) C%) 1. CIVIL WORKS A. REHABILITATION PROGRAM - Highway 6: SearLs - Six Roads 1.8 2.3 4.1 0.9 1.1 2.1 1.1 55 - Highway 6: Cotlymore Rock 0.3 0.4 0.8 0.2 0.2 0.4 0.2 55 Subtotal Rehabilitation Program: 2.2 2.7 4.9 1.1 1.3 2.4 1.3 55 B. SAFETY PROGRAM - Rendezvous - H'way 7 0.7 0.8 1.5 0.3 0.4 0.8 0.4 55 - Codrington - Cave HiLl 0.5 0.6 1.0 0.2 0.3 0.5 0.3 55 - Pine EW - Pine NS 0.2 0.3 0.5 0.1 0.1 0.3 0.1 55 - Thornbury - H'way 7 0.3 0.4 0.7 0.2 0.2 0.3 0.2 55 - Rendezvous - Golf CLub Rd. 0.2 0.2 0.4 0.1 0.1 0.2 0.1 55 Subtotal Safety Program: 1.9 2.3 4.2 0.9 1.1 2.1 1.1 55 C. OVERLAY PROGRAM - Package "Al 1.9 7.7 9.6 1.0 3.9 4.8 3.9 80 - Package "B" 1.7 5.1 6.8 0.8 2.5 3.4 2.5 75 - Package "C" 3.6 3.6 7.2 1.8 1.8 3.6 1.8 50 - Package ID' 3.5 3.5 6.9 1.7 1.7 3.5 1.7 50 Subtotal Ovorlay Program: 10.7 19.8 30.4 5.3 9.9 15.2 9.9 65 D. BRIDGES AND CULVERTS 0.4 0.5 0.8 0.2 0.2 0.4 0.2 55 E. RMBC PILOT PROGRAM 0.6 0.7 1.3 0.3 0.4 0.6 0.4 55 SUBTOTAL CIVIL WORKS 15.7 25.9 41.6 7.8 13.0 20.8 13.0 62 ll. LAND ACQUISITION 2.9 0.0 2.9 1.5 0.0 1.5 0.0 0 111. EQUIPMENT New Equipment 0.0 3.3 3.3 0.0 1.7 1.7 1.7 100 Spare Parts for Rehab. and Maintenance 0.0 1.4 1.4 0.0 0.7 0.7 0.7 100 Rehabilitation by Contract 0.1 0.2 0.3 0.1 0.1 0.1 0.1 60 Bus Fareboxes 0.0 0.3 0.3 0.0 0.2 0.2 0.2 100 SUBTOTAL EQUIPMENT 0.1 5.1 5.2 0.1 2.6 2.6 2.6 98 IV. INSTITUTIONAL STRENGTHENING Technical Assistance 0.0 1.1 1.1 0.0 0.6 0.6 0.6 100 Studies (Rationalization of Road Network) 0.0 0.4 0.4 0.0 0.2 0.2 0.2 100 Studies (Computerization) 0.0 0.8 0.8 0.0 0.4 0.4 0.4 100 Training - Transport Board 0.5 0.5 1.0 0.3 0.3 0.5 0.3 50 Training - local MCW 0.1 0.1 0.2 0.1 0.1 0.1 0.1 50 Training - foreign MCW 0.0 0.4 0.4 0.0 0.2 0.2 0.2 100 SUBTOTAL INSTITUTIONAL STRENGTHENING 0.6 3.3 3.9 0.3 1.7 2.0 1.7 85 V. PHYSICAL CONTINGENCIES 1.6 2.6 4.2 0.8 1.3 2.1 1.3 62 S U 8 T 0 T A L 20.9 36.9 57.8 10.4 18.5 28.9 18.5 64 VI. PRICE CONTINGENCIES 3.1 5.4 8.5 1.5 2.7 4.2 2.7 63 VII. TOTAL COST 24.0 42.3 66.3 12.0 21.2 33.1 21.2 64 Note: Figures in USS may not add up to the total because of rounding. - 24 - 4.26 The Bank will finance the foreign exchange component of the project (about 64Z)l the remainder will be financed by GOB. The loan will finance the foreign exchange component of the rehabilitation and oafety works (55Z), overlay program (651), and rehabilitation of equipment by contract (60Z). The project will also finance OOZ of the imported cost of all equipment, 1OOZ of technical assistance and overseas training and 502 of local training. The project cost by year is shown in Table 20. The costs reflect end-1991 prices. The preceding table shows total IBRD project costs by com)onent. Project cost estimates are based on: (i) up-to-date cost estimates by local consultants for all rehabilitation and safety works; (ii) preliminary engineering estimates for overlay works; (iii) suppliers' current published prices for equipment and spare parts; and (iv) prevailing fe6s for individual technical assistance consultants (US$12,000 per month for expatriate consultants and US$4,000 for local). Physical contingencies are calculated at 102 of the contract price for all civil works. These contingencies are estimated at US$2.1 million. Price contingencies are estimated at 52 p.a. (in US$ equivalent) for the period 1992-96 with an estimated total cost of US$4.2 million. Agreement should be reached during negotiations that MCW and the Government will earmark the counterpart funds needed for the project as follows: FY92/93 - US$0.5 m4llion; FY93/94 - US$3.2 million; FY94/95 - US$2.4 million; FY95/96 - US$3.4 million; and FY96/97 - US$2.4 million. G. Economic Evaluation (a) Road Rehabilitation 4.27 For purposes of the economic evaluation, the road network in Barbadoe has been divided into over 130 links. Each link has been assigned a ranking from i to 5 for all major physical features (1 being the best) and then assigned an overall physical condition ranking computed as a weighted average of all features. A ranking of 1-5 was also assigned to the traffic level (1 being the lowest) and the traffic and physical condition ranking were combined into one overall ranking. This made it possible to screen relatively fast all road links and identify those in bad condition with a high level of traffic. Such roads were most likely to yield the highest rate of return on rehabilitation works. 4.28 Preliminary engineering studies were prepared for the fifteen roads which showed the highest priority in the preselection process. These roads were analyzed using the Highway Design and Maintenance Model developed by the Bank to find out whether rehabilitation was justified. All but one section showed acceptable rates of return (182 to over 1002). However, most of the roads proposed for rehabilitation showed a similar level of benefits for a substantially lesser investment consisting mainly of an overlay, which allows cost savings on realignment, drainage works and sidewalk construction where such works are not considered essential. After further screening incorporating this option, only five road sections totalling about 18 km were finally selected for full rehabilitation: Highway 2A and two roads leading to it (Canewood Road and Clermont Road) totalling 10.4 km, to be financed by CDB, and two sections of Highway 6, totalling 6.8 km, to be financed by the Bank. 4.29 Highway 2A from Warrans to Lancaster, to be financed by the CDB, connects the airport road (known as the ABC highway) with the northern parishes of Barbados. It serves agricultural (sugar), commercial and tourism purposes. This work will complete the rehabilitation of Highway 2A, of which 6.2 km, from - 25 - Laneaster to Mile and a Quarter, were rehabilitated with Government funds between July 1988 and September 1991. The proposed rehabilitation will reduce vehicle operating costs (average daily traffic is 2,000-8,000 vehicle per day) and allow diversion and time savings for vehicles presently using the congested, parallel, two-lane Highway 1, where volumes exceed 20,000 vehicles per day in its approaches to the Bridgetown area. The economic return on the rehabilitation of Highway 2A and its two access roads, estimated to cost US$10.5 million excluding contingencies (US$1.0 million per km), is about 17Z. 4.30 The Bank will finance the rehabilitation of two sections of Highway 6 leading from Bridgetown to the sooth-eastern part of Barbados. The rehabilitation cost is B$4.9 million (US$360,000 per km). Traffic on the road varies from over 20,000 vehicles per day in the Collymore Rock section near Bridgetown to a range of 1000-2000 in the Searles-Six Roads section. The proposed rehabilitation works will improve road roughness, horizontal curvature, visibility, drainage and pedestrian safety. In tha economic analysis, the HDM model simulated the road condition and vehicle operation costs in the "with" scenario (rehabilitation work carried out) and the "without" case consisting only of routine maintenance and road patching. The rate of economic return is over 901 on the high-traffic section close to Bridgetowr and 201 in the Searles-Six Roads section; the weighted rate of return is about 281. If rehabilitation cost increases by 15Z, the return on the two road sections will be 80S and 181, respectively. The first-year return on the road section which has the lowest return is still 15.51, well above the opportunity cost of capital. It should be noted that the above returns exclude benefits related to the safety factor, thus underestimating the full economic impact of the rehabilitation work. (b) Overlay Program 4.31 The primary and secondary road networks were subject to an economic analysis which determined the priority of an overlay program for all roads in these networks which are now classified in poor or fair condition. The analysis, using the 0DM model, compared the benefits to be derived from an overlay (costing about US$90,000 per km) with those of only routine maintenance (priced at US$5,200 per km) and patching (US$25.50 per sq.m.). The cut-off point for inclusion of roads in the program was an economic return of 201. About 160 km of high-priority roads qualified utder this criterion, with returns ranging from 201 to well over 1001 (see details in Table 17). The weighted return on all roads in this program is 581. The projects were arranged in descending order according to their return on investment and divided into four annual overlay packages with projects with the highest return in the first year, and those with the lowest return in the last year. It should be noted that since the projects carried out in the last year will show further deterioration beyond today's condition by the time an overlay is carried out, the actual return on the overlay program will be higher than the above-mentioned returns. 4.32 The cost of overlay works can be eatimated with a high degree of accuracy because engineering designs are simple, and underestimation of quantities is not likely. Nevertheless, a sensitivity analysis was conducted for the economic returns on the overlay projects assuming that investment costs increase by 151. Under this condition, and taking only today's road condition into account, no sub-project shows a return of less than 151. - 26 - (c) Safety Proaram 4.33 The loan will finance the improvement of five road intersections with poor accident records. The proposed works will improve visibility, add turning lanes and construct sidewalks. The economic benefits from the program will include savings in human lives, injuries and damage to property, as well as time savings because of tne reduced road congestion. The economic benefits from reduction in injuries and deaths were based on data supplied by insurance companies and hospitals. As such, they underestimate real benefits because they do not take fully into account the lost productivity. Time savings which entered into the calculation related only to work-related trips. The resulting returns, which also exclude environmental benefits from the reduced congestion, varied from 142 to 19Z with a weighted average of 171. V. PROJECT IMPLEMENTATION A. Proiect Execution (a) General 5.1 The proposed loan would be made to the Ministry of Public Works, Communications and Transportation (MCW), which will carry out the project through its Technical Department. Highway and bridge rehabilitation, overlay works and the safety program will be carried out by private contractors under the supervision of the Projects Division within the Technical Department. The Workshop Manager will be responsible for carrying out the equipment purchase and rehabilitation program and the technical assistance will be supervised by the Chief Technical Officer, Workshop Manager and Chief Financial Officer in the areas of road maintenance, workshop, and accounting oystem, respectively. The studies on Transport Board Operation and Road Network Rationalization will be monitored by the Chief Planning Officer under the overall supervision of the Permanent Secretary. The purchase of fare-boxes and employment of a short-term consultant on cost reduction measures for the Transport Board will be done under the supervision of the Permanent Secretary. The Project Coordinator (para. 5.3) will be responsible for putting together all training proposals to be financed by the project. 5.2 Final engineering studies have been completed for the road rehabilitation works, bridges and safety works. By negotiations, final engineering should be available for the first-year overlay works. The engineering studies were carried out through a combined effort of consultants and the Project Design Division within the Technical Department. This mechanism for project preparation operated under the first project and has resulted in reliable designs and cost estimates. Agreement should be reached during negotiations that final designs for overlay works in each fiscal year (starting with FY93/94) will be sent to the Bank by October 31 of the preceding fiscal year. (b) Proiect Coordination 5.3 One area which has been relktively weak during execution of the on- going operation has been day-to-day monitoring of the progress of the project and - 27 - coordination among the various organizational units which shared responsibility for its implementation. Therefore, before negotiations, MCW will nominate a qualified candidate acceptable to the Bank to serve as Project Coordinator. The Project Coordinator will be responsible for preparing the quarterly progress reports, advising management of any issue which may affect project implementation, organizing monthly meetings of all units concerned with project execution, resolving issues with contractors and suppliers, overviewing project accounting, monitoring submissions of disbursement applications, and processing and reviewing training proposals. (c) Road Maintenance 5.4 While the project does not finance routine road maintenance, implementation of a medium-term viable maintenance plan is one of the cornerstones of the project. Also, the project's equipment component was designed in accordance with the annual maintenance requirements. The Four-Year Road Maintenance Plan for 1992/93-1995/96 has already been prepared by the Maintenance Management Unit (MMU) with assistance of consultants and Bank staff and was agreed during negotiations. The plan is based on the private sector assuming about 60% of all periodic maintenance works and carrying out the pilot program of routine maintenance by contract. The MMU will continue to be responsible for updating the Four-Year Road Maintenance Plan and will be assisted in this task by consultants under the technical assistance program. The execution of the plan will be the responsibility of the Chief Technical Officer. B. Procurement 5.5 All civil works contracts exceeding US$1.5 million will be subject to international competitive bidding (ICB) in accordance with Bank guidelines. The threshold for ICB was determined based on the experience with the recent Bank loan. The proposed project includes five main contracts which fall under ICB: (a) rehabilitation of Highway 6 from Searles to Six Roads; and (b) four overlay contracts each covering an annual overlay program. The estimated base cost of the contracts varies between US$2.1 million and US$4.8 million. Contracts for civil works costing below US$1.5 million will be subject to local competitive bidding (LCB) in accordance with local procedures which are acceptable to the Bank. This will include rehabilitation of the Collymore Rock section of Highway 6, rehabilitation of all bridges and culverts, the road safety program and the pilot program for routine maintenance by contract. The civil works for the safety program will be divided into five contraets each covering one intersection (base cost varying from US$0.2 million to US$0.8 million). Bridge and culvert works (totalling US$0.4 million) will be contracted in three packages. The total cost of LCB works is US$4.3 million. The appraisal mission reviewed LCB procedures and found them acceptable. In particular, the procedures allow bidding by foreign contractors. 5.6 The estimated cost of individual contracts is shown in Table 20. In line with para. 4 of Appendix 1 of the Bank's procurement guidelines, MCW will inform the Bank and obtain its approval before agreeing to any change in any contract which will raise its cost by more than 202 over the original contract price. Agreement on the 20% threshold should be reached during negotiations. In addition, disbursements against the contracts for the overlay program in FY94/95 and beyond will be subject to satisfactory progress on the implementation of the action plan for the Transport Board (para. 2.34 and 4.20). - 28 - 5.7 Equipment will be procured under ICB, except for items not exceeding US$25,000 and totalling no moro than US$400,000, which will be procured using shopping on the basis of comparison of price quotations from at least three suppliers. Purchase of fare-boxes (US$200,000) and the contract for rehabilitation of equipment (US$100,000) will also be done by shopping among the limited suppliers (due to equipment specificity) and established workshops, respectively. Under ICB, suppliers from CARICOM countries, including Barbados, will be given a margin of preference, in accordance with Bank guidelines. 5.8 All contracts for civil works exceeding US$500,000, all contracts for procurement of equipment under ICB and the contract for equipment rehabilitation will be subject to prior review by the Bank. Thus, prior review will involve 90Z of civil works and about 852 of all equipment. Since the rest of the equipment is mostly spare parts, this percentage is satisfactory. Prior review will not cause any delays because MCW already uses the Bank's sample documents as its standard bidding documents for procurement of goods and works. The use of these documents will be confirmed during negotiations. 5.9 Consultant services for technical assistance and studies will be contracted in accordance with Bank guidelines and terms of reference agreed with the Bank. All contracts for consultants which exceed US$50,000 (902 of the total) will be subject to prior review. Contracts below this limit will be subject to post-review on a selected basis. A standard letter of invitation for consultants and a standard form of a consultant's contract, acceptable to the Bank, are already in use by MCW and will be confirmed during negotiations. 5 10 The following table shows the distribution of the type of procurement appropriate for the acquisition of works, goods and services under the project. Clvll Works 22.2 4.3 _ 1.5b/ 28.0 (14.1) (2.4) () -) (16.5) Equipment 2.2 0.7cl 2.9 (2.2) (-) (0.7) (-) (2.9) Technical Assistance, _ _ 1.3d/ 0.9./ 2.2 Studies and Training (-) (-) (1.3) (0.5) (1.8) / 201ti1 1s1 f1 llohi . C. Disbursements 5.11 Disbursements will be made against the following categories of eligible expenditures: (a) 55Z of total expenditures for road rehabilitation, - 29 - safety work. and bridge and culvert rehabilitation; (b) 65Z of the total expenditures on road overlays (80Z until disbursements reach US$7.4 million and 501 thereafter); (c) 602 of the cost of equipment rehabilitation by contract; (d) 1001 of the CIF cost of imported goods and 901 of expenditures on goods purchased locally; (e) 1001 of total expenditures on technical assistance, studies and overseas training and 50Z of the total cost of local training. The allocation of loan proceeds among the various loan categories is shown in Table 21. While the overall financing of overlay works during the project period corresponds to the foreign exchange component (651), the percentage in the first two years has been increased to 801 to ease the burden on the Government given the present acute shortage of foreign exchange. (The financing for overlay works in the last two years is only 501). 5.12 Retroactive financing, up to a total of US$0.2 million for equipment (fare-boxes for buses) and US$150,000 for consultants (bus operations, road maintenance and project accounting) is recommended for expenditures made after March 1, 1992, but before loan signature. These payments ensure continuity of the technical assistance program started under the first Bank project and provide urgent short-term assistance to the Transport Board. 5.13 A special account will be established in the Central Bank with an initial deposit of US$1.7 million, which represents approximately four months of Bank-financed expenditures. MCW would be entitled to make payments from the Special Account for the Bank-financed portion of all expenditures. Applications for replenishment of the Special Account would be submitted using statements of Expenditures (SOE'a) for expenditures under contracts for: (a) civil works whose value is the equivalent of US$500,000 or less; (b) expenditures under contracts for equipment purchase whose value is US$25,000 or less; and (c) expenditures on consultants whose contract value is the equivalent of US$50,000 or less. Back-up documentation would be reviewed by supervision missions in the field on a sample basis. All other withdrawal applications would be fully documented. 5.14 The estimated disbursement schedule for the proposed loan, based on the assumption that the loan would become effective in the third quarter of 1992, is shown in Table 22. The estimated profile extends disbursements through March 1997, or approximately 4.5 years. This is about one year less than it took to disburse the funds allocated for civil works under the first loan. The smaller share of rehabilitation under the present project and the lack of force-account capital works will help expedite project execution. D. Audits 5.15 Records related to project expenditures will be kept by the Internal Financial Account System (IPAS), a unit within the Accounting Department of MCW which was established under the first project. The Project coordinator will ensure that all bills are promptly sent to IFAS for processing. The Internal Auditor will provide an additional control point, verifying that all payments are made against eligible expenditures. 5.16 All accounts under the first loan were audited by private external auditors. There were some delays in submission of reports but their quality has been acceptable. Agreement was reached during negotiations that the project accounts, the Special Account and SOE's will be audited by private external auditors, acceptable to the Bank, in accordance with appropriate accounting - 30 - principles, and that audit statements will be submitted no later than five months after the end of each fiscal year. E. Monitoring 5.17 The project will be monitored against the following action program: October 31, 1992 Complete final engineering for overlay worke for FY93194. December 31, 1992 Transfer Planning Unit to Technical Department. Submit list of roads to be overlaid during 1993/94 by force-account. Select conoultants for road maintenance and workshop improvement. Select consultants for Road Network Rationalization Study. Update Five-Year Investment Plan and Four-Year Malntenance Plan. March 31, 1993 Complete 25 lm of overlay. in FY92/93 using force-account. June 30, 1993 Select coneultants for the computerization study. Submit to parliament the amendment to the Quarries Act. July 31, 1993 Agree on action plan for privatization of public bue transportation. October 31, 1993 Complete final engineering for overlay-work. for FY94195. December 31, 1993 Submit lit of roads to be overlaid during 1994/95 by force-account. Agree on action plan based on the Road Network Rationalization Study. Update Five-Year Inveatment Pln and Four-Year Maintenance Plan. March 31, 1994 Complete 25 km of overlay. in FY93/94 using force-account. Put in place new road maintenance management system. Submit amendment to, or phase out, the Traneport Levy Act. October 31, 1994 Complete final engineering for overlay work. for FY95/96 December 31, 1994 Submit strategy for private sector participation in road maintenance. Complete computerization of MCW9s accounts. submit list of roads to be overlaid during 1995/96 by force account. 5.18 As part of the monitoring program, MCW will achieve the following productivity standards by December 31, 1993s Pothole Paching Tou of asphalt 5.0 9.0 1.0 Concrete placed Manual Drain Cleaning Km Cleaned 0.1 8.0 1.0 Guard Rall Rpazr Mater Replaced 15.0 10.0 2.0 Manual Weeding Km Roadside 1.0 12.0 1.0 Culvert Maintenance Culvert Repaired 1.0 6.2 0.2 Concrete Slipper Repair Mater Replaced 20.0 7.2 1.2 Resurfacing Ton of Asphalt 300.0 19.0 10.0 Concrete Placed _ surface Tr=atment Sq. m. resealed 1000.0 13.0 4.0 5.19 ZCW will submit to the Bank quarterly reports, to be prepared by the Project coordinator, showing: (a) progress on each contract under implementation; (b) up-to-date project cost estimate by component; (c) status of - 31 - loan disbursements against forecast; end (d) actual amount spent in counterpart funds for each project component against the amount budgeted. The Project Coordinator will be responsible for preparation of *ll reports. 5.20 In the first quarter of 1994, the Bank will conduct a mid-term review with the participation of MCW and the Ministry of Finance and Economic Affairs. The review will covers physical progress of the project; execution of the institutional strengthening program; implementation of the Five-Year Investment Plan and Four-Year Maintenance Plan and their corresponding financing; the status of computerization of MCW's accounts; and progress on the action plans resulting from the Transport Board Study and the Road Network Rationalization Study. At the Bank's request, the Government will adopt the required remedial actions. F. Environmental Imnact 5.21 The project itsolf will not have any adverse environmental impact as most civil works involve only overlays over existing roads. The two road sections to be rehabilitated do not involve a major change in alignment or relocation. On the other hand, the project will reduce traffic congestion, air pollution, and road accidents. The CDB-financed rehabilitation of a secticn of Highway 2A involves relocation and changes in alignment; disbursements of that loan are conditional on agreement on adequate mitigatory measures. 5.22 All civil works contracts signed by MCW include provisions for cleaning up of construction sites and removal of debris. However, MCW does not have any staff assigned on a permanent basis for monitoring compliance with these provisions. Agreement should be reached during negotiations that, as a condition for loan effectiveness, MCW will appoint an environmental officer within the Technical Department under terms of reference acceptable to the Bank. A suitable candidate is currently undergoing overseas training in the environmental control area. 5.23 Environmental monitoring for transport projects at the Government level is vested in the Environmental Unit of the Ministry of Labor, Consumer Affairs and the Environment. The unit has four technical officers, all with training in relevant areas. The unit is preparing environmental impact statements on an ad-hoc basis such as the recent study for the Traffic Management Project being prepared by the IDB. 5.24 The operation of quarries is governed by the Quarries Act of 1967. The act provides for substantial safeguards to ensure their safe operation. However, the Act does not provide for similar safeguards against soil erosion, contamination of underground water or any other environmental hazard. Agreement should be reached during negotiations that the Government will prepare an amendment to the Quarries Act to include environmental considerations and submit it to Parliament no later than June 30, 1993. G. Proisct Risk 5.25 The project poses little risk from the technical point of view, because it involves mainly overlays over existing roads. As stated in paras. 3.1-3.5, execution of the first Bank project has been satisfactory, and did not raise any major implementation issues. Cooperation with all consultants under the technical assistance program has been good and MCW has shown strong - 32 - commitment to implement the institutional Improvement program. Some delays experienced with civil works under the ongoing loan are unlikely to recur because the proposed project does not include any more force-account capital works, which were the main reason for the delays. 5.26 The deteriorating macro-economic framework could lead to shortage of counterpart funds. The project has tried to minimize this risk by agreeing on an overall investment plan which maintains a viable road conservation and rehabilitation strategy, while keeping within the substantially lower limits for capital expenditures. Furthermore, the project is designed so that its size could be adjusted downward, if necessary, by reducing the overlay program which is carried out in four annual packages. In addition, budget difficulties _ould impact MCW's resources available for road maintenance. The project includes a redesigned maintenance plan based on the reduced number of staff available and allocates most periodic maintenance work to private contractors. However, additional cuts beyond those already introduced could jeopardize this equilibrium. Given the recent stand-by agreement with the IMF, the risk of the GOB having to resort to additional budgetary cuts, is low. 5.27 The Government could encounter political difficulties in implementing the privatization of the Transport Board operations because of the short-term employment effect (the TRB employs over 12 of the country's work force). We believe, however, that the Government is strongly committed to the privatization strategy. To encourage the Government to follow through on this comitment, disbursements against overlay works in FY94/95 and beyond will depend on the progroas in implementing the privatization scheme. VI3 AGREEMENTS REACHED AND RECOMMENDATION 6.1 As conditions of loan effectiveness, MCW will: (a) appoint the equipment manager; (b) appoint a workshop accountant; (c) appoint an environmental officer within the Technical Department under terms of reference acceptable to the Bank (paras. 2.23 and 5.22); 6.2 Agreement was reached during negotiations that: (a) Total MCW staff assigned to road maintenance will not exceed 800 employees (para. 2.18). (b) MCW will carry out the 1992/93 - 1995/96 Four-Year Road Maintenance Plan (para. 2.20); (c) The Government will provide MCW with US$3.0 million equivalent in each budget year for road maintonance materials (para. 2.21); (d) The Government will implement the plan for reducing the Transport Board annual cash deficit to US$2 million or less (e) The Government will submit, by July 31, 1993, a time-phased action plan, acceptable to the Bank, based on the result of the Transport Board Study, to substantially privatize passenger transport services and implement such action plan (para. 2.34 and 4.20); - 33 - (f) The Government, MCW and the Bank will conduct a Mid-Term Project Review in the first quarter of 1994 which will cover physical progress of the project, execution of the institutional strengthening program, implementation of the live-Year Investment Plan and Four-Year Maintenance Plan and their corresponding financing, status of computerization of MCW's accounts, and the progress on the action plans resulting from the Transport Board Study and the Road Network Rationalization Study. At the Bank's request, the Government will adopt, as necessary, remedial actions (paras. 2.34 and 5.20)t (g) the Bank will not disburse against contracts for overlay works in FY94/95 and beyond, unless it is satisfied with the progress on the action plan resulting from the Transport Board Study and has confirmed it to the Government in writing (paras. 2.34 and 4.20); (h) the Government will submit to Parliament an amendment to the Transport Levy Act to permit its revenues to be used for general Government purposes, or abolish it, by March 31, 1994 (para 2.40); (i) MCW will carry out overlay works on at least 25 km of roads in each fiscal year using its own resources (para. 4.9); (j) the Government will carry out the overlay program financed by the project according to the list agreed with the Bank (para. 4.10); (k) the Government will earmark the counterpart funds needed for the project as follows: FY92/93, US$0.5 million; FY93/94, US$3.2 million; FY94/95, US$2.4 million; FY95/96, US$3.4 million; and FY96/97, US$2.4 million (para. 4.26); (1) MCW will inform the Bank, and obtain its approval, before agreeing to any change in a contract which will raise its cost by more than 2OZ over the original contract price (para. 5.6); and (i) the Government will submit to Parliament an amended Quarries Act incorporating environmental considerations by June 30, 1993 (para. 5.24). 6.3 An action program will be agreed with MOnT to improve its institutional capability, project planning and preparation. It will include the following actions by MCWs (a) Updating the Five-Year Investment Plan and the Four-Year Road Maintenance Plan by December 31 of each year and submitting them to the Bank (paras. 2.21 and 4.5); (b) Informing the Bank by June 30 of each year of the actual amount spent on road maintenance in the prior fiscal year and the amount allocated in the present fiscal year (para. 2.21); (c) incorporating the Planning Unit into the Technical Department by December 31, 1992 (para. 2.35); - 34 - (d) submitting to the Bank by December 31 of each year the list of roads to be overlaid during the following fiscal year using NCW's own resources, together with the economic analysis justifying such works (para. 4.10); (e) submitting by December 31, 1994 a strategy for private sector participation in routine maintenance works, based on the results of the pilot program for routine maintenance by contract (para. 4.12); (f) selecting the consultants for road maintenance and workshop improvement by December 31, 1992, and having a road maintenance plan, based on their work and acceptable to the Bank, in place by March 31, 1994 (para. 4.16); (g) selecting the consultants for the Road Network Rationalization Study by December 31, 1992, and agreeing with the Bank on a plan of action based on the study by December 31, 1993 (para. 4.18); (h) selecting the consultants for the computerization study by June 30, 1993, and having the mechanized accounting system in place by December 31, 1994 (para. 4.19); (i) completing final engineering for overlay works to be financed by the Bank in each fiscal year, starting with FY93/94, by October 31 of the preceding year (para. 5.2); and (j) complying with the following productivity indicators by December 31, 1993 (para. 5.18): Pothole Paching Ton of asphalt 5.0 9.0 1.0 Concrete placed _ l Manual Drain Cleaning Km Cleaned 0.1 8.0 1.0 Guard Rail Repair Meter Replaced 15.0 10.0 2.0 Manual Weeding Km Roadside 1.0 12.0 1.0 Culvert Maintenance Culvert Repaired 1.0 6.2 0.2 Concrete Slipper Repair Meter Replaced 20.0 7.2 1.2 Resurfacing Ton of Asphalt 300.0 19.0 10.0 .___ Concrete Placed Surface Treatrent Sq. m. resealed 1000.0 13.0 4.0 Recommendation 6.4 The proposed project constitutes a suitable basis for a Bank loan of US$21.2 million equivalent on the terms and conditions set out in chapters I-VI of this report. BABADOS SEC;OND ROAD MAINTENANCE AND REHIABILITATION PROJECT ROAD NETWORK STATISTICS BY ROAD CATEGORY AND DISTRICT (* DISTRICT j PRIMARY ROADS POO SECONDARY ROADS j LOCAL ROADS j DEVELOPM4ENT ROIADS TOTAL DISTRICT KNAE TOTAL GOOD FAIR OR TOTAL GOOD FAIR POOR TOTAL GOOD FAIR POOR I TOTAL GOOD FAIR POORI TOTAL GOUM FAIR POOR North East (kmn) 81.7 22.6 52.3 6.8 29.4 0.9 19.1 9.4 95.3 23.0 45.7 26.6 1 13.6 9.0 3.8 0.9 219.9 55.5 120.9 43.6 CX) 100.0 27.7 64.0 8.3 100.0 3.1 65.0 32.0 100.0 24.1 48.0 27.9 1100.0 66.1 27.7 6.3 100.0 25.2 55.0 19.8 North West (kmn) 1 66.3 29.9 22.913.5 162.3 11.6 38.1 12.6 1103.946.3 30.627.1 159.0 47.1 9.022.9 29 1.41 134.8 100.5 56.1 (X) 1100.0 45.1 34.6 20.4 100.0 18.6 61.1 20.2 100.0 44.5 29.4 ?6.0 100.0 79.8 15.3 4.9 1100.0 46.3 34.5 19.2 .- ---- - -- - - - - - -- - - - - - -- --.- - -- - --4-.-I".- -9.-- - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - - SouAth Central (kmn) 1 61.2 20.2 35.3 5.7 1 35.1 6.0 20.8 8.3 1 97.9 35.9 45.9 16.1 1 14.0 9.4 3.0 1.6 208.1 71.5 104.9 31.7 (X) 100.0 33.0 57.7 9.3 1 100.0 17.1 59.2 23.7 100.0 36.7 46.9 16.4 100.0 67.4 21.1 11.5 j100.0 34.4 50.4 15.2 --.---+- -. ..-.-- --+ ..-- - - -- - - --. .4- -.--.-- -. . 4..4---..-- - - - -- - - -- - - -- - - -- - - -- - - --- - - -- - - -- - - -- - - - St. Philip (kmn)1 35.3 22.2 13.1 0.j 21.7 13.8 7.9 0.0 69.9 34.9 26.5 8.6 j 57.2 45.4 8.3 3.5 1 184.1 116.3 '55.8 12.1 (X I 100.0 62.9 37.1 D0.0 I 100.0 63.6 36. 00 100.0 49.9 37.8 12.2 100.0 79.4 14.5 6.1 100.0 63.2 30.3 6.5 -- - -- - - -- - - -- - -- - - -- - - -- - -- - - -- - - -- - -- - - -- - - -- - -- - - -- - - -- - -- - - ---4-- - -- - - -- - - -- - -- - -I.- -I… -- - - -- - - Christ Church (kin) 1 67.1 47.6 18.5 1.1 1 24.9 15.5 9.4 0.00 1 74.9 39.2 27.2 8.5 1 122.2 70. 0 45.5 6.8 289.0 172.2 100.5 16.3 CX) I100.0 70.9 27.5 1.6 100.0 62.4 37.6 0.0 100.0 52.4 36.3 11.3 100.0 57.2 37.2 5.5 1100.0 59.6 34.8 5.6 .-- - - - - - -- - - 9- 4.-- - - - - - -- - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - - St. Michael Worth (kin) 50.4 40.7 9.7 0.0 28.2 22.9 4.3 1. 125.0 90.1 26.7 8.2 1 25.5 18.8 5.7 1.1 1 229.0 172.5 46.3 10.3 C)I100.0 80.8 19.2 00 1.0 83 151 3.6 100.0 72.1 21.4 6.6 j100.0 73.5 22.2 4.3 100.0 75.3 20.2 4.5 -- - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - -- - - -- - - -- - - -- - - -- - --+*- -- - - -- - - -- - - -- - - -- --.- - - St. MichaeL South (kmn) 18.7 18.3 0.4 0.0 1 14.0 13.1 1.0 0.00 1 79.4 71.8 5.9 1.8 16.1 13.6 2.6 0.0 128.2 116.7 9.7 1.8 c, MX 100.0 98.1 1.9 0 .0 100.0 93.2 6.8 0.0 100.0 90.4 7.4 2.2 100.0 84.2 15.8 0.0 I100.0 91.1 7.6 1.4 J … … … .-- … … … … … … … … … … … … … … … … … … … -------------------------.-~~~~------------ ITOTAL NETWOR (kin) 380.6 201.4 152.1 27.1 215.4 83.8 100.4 31.3 646.1 341.2 208.4 96.6 307.5 213.1 77.7 16.7 11,54.9.6 839.4 538.5 171.7 C) 100.0 52.9 40. 71 100.0 38.9 46.6 14.5 100.0 52.8 32.2 15.0 100.0 69.3 25.3 5.4 I100.0 54.2 34.7 11.1 NOTES: ()Paved roads onty; unipaved roads are negligible (13.15 kmn). Funkctionat classification: -Primary roads :roads which radiate from Bridgetown to various parishes. -Secondary roads : roads joining two primary roads. -Locat roads : roads which initiate and end within a parish. -Developnient roads: roads providing acces to housing developments. 0- 0' - 36 - Wale- 2 BARBADOS Second Road Naintenance and Rehabilitation Proiect Road Capital Expenditures 1985/86 - 1990/91 a/ ($B million) Estimate 1985/86 1986/87 1987/88 1988/89 1989/90 1990/91 Northern Access Road 0.2 8.6 12.9 0.6 2.0 0.5 Airport Road 6.6 21.1 17.2 19.6 3.5 1.0 Highway Rehabilitation 4.5 5.0 6.4 13.3 8.8 13.1 Tenantry & Subsidiary Roads 4.9 1.7 0.4 1.3 8.7 7.6 Bridges & Drainage 0.8 1.6 0.8 1.0 3.1 1.6 Traffic Management 0.9 1.4 0.3 0.2 1.2 1.0 Vehicles and Equipment 1.0 0.8 2.0 1.1 2.1 0.2 Project Administration 1.4 1.5 1.5 1.3 1.3 1.3 Bridgetown Development 0.9 1.6 0.5 0.2 0.6 0.8 Scotland District - - - - - 4.0 Other 0.8 0.3 0.4 - 0.2 0.1 Total 22.0 43.6 42.4 38.6 31.5 31.2 _/ Fiscal Year ending March 31. Source: Barbados Budget Estimates, various years. BARBADOS Second Road Maintenance and Rehabilitation Proiect CaDital and Current ExDenditures in the Road Sector ($B million) Capital Expenditures Current Expenditures of 2- of 2 Total Public Road Total Public Road Year McW TRBa/ Road Sector in total MCW TRB Road Sector in total 1984-85 12.2 0.6 12.8 147.6 8.7 43.1 10.8 53.9 595.4 9.1 1985-86 22.0 0.5 22.5 146.1 15.4 48.5 14.0 62.5 663.1 9.4 1986-87 43.6 - 43.6 165.1 26.4 48.0 12.4 60.4 685.2 8.8 1987-88 42.4 0.1 42.5 191.3 22.2 55.0 22.0 77.0 817.8 9.4 1988-89 38.6 0.2 38.8 222.5 17.4 54.2 12.2 66.4 857.9 7.7 1989-90 31.5 5.8 37.3 202.6 18.4 53.4 10.0 63.4 1000.0 6.3 1990-91 31.2 6.7 37.9 231.0 16.4 55.4 12.0 67.4 1050.5 6.4 1991/92b/ 35.0 4.8 39.8 218.4 18.2 57.3 10.0 67.3 1129.2 6.0 a/ Transport Board b/ Estimate Source: Barbados Budget Estimates, various years. BARBADOS Second Road Maintenance and Rehabilitation Prolect Port Carto Movements Inward Cargo Outward Carto Central Cargo Cold Storase General Carao Crand Year Breakbulk Containers Dreakbulk Containers Other Total Breakbulk Containers Total Total 1986 138,627 256,211 4,379 20,250 15,429 434,896 3,822 37,353 41,175 476,071 1987 118,277 289,168 5,744 22,660 11,850 447,699 3,754 41,435 45,189 492,888 1988 114,593 316,505 6,282 21,786 12,436 471,602 5,838 52,953 58,791 530,393 1989 128,475 363,521 4,870 26,133 :,223 530,222 4,285 67,273 71,558 601,780 1990 115,014 360,082 6,402 21,984 10,890 514,372 3,492 75,327 78,819 593,191 Shive Visiting Deep Water Port Year Tankers Carao Cruise molasses Sugar Others Total 1986 106 751 292 n.a. n.a. 298 1,447 1987 89 725 414 n.a. n.a. 218 1,446 1988 81 684 455 n.a. n.a. 93 1,313 1989 60 709 497 n.a. n.a. 64 1,330 1990 45 702 520 16 5 133 1,421 Source: Barbados Port Authority. - 39 - Table 5 BARBADOS Second Road Maintenance and Rehabilitation Proiect AirDort Traffic Statistics 1988 1989 2 change 1990 2 change in 1989 in 1990 Passenger Traffic Scheduled Passengers-Departing 542,098 536,492 -1.0 550,660 2.6 Scheduled Passengers-Arriving 536,832 532,340 -0.8 568,030 6.7 Scheduled Passengers-Transit 377,934 328,057 -13.2 275,149 -16.1 Total Scheduled Passengers 1,456,864 1,3969889 -4.1 1,393,839 -0.2 Non-Scheduled Passengers 194,895 263,438 35.2 211,289 -19.8 Total Passengers 1,651,759 1,660,327 0.5 1,605,128 -3.3 Cargo Traffic (tons) Scheduled Freight-Loaded n.a 3,254 n.a 3,874 19.0 Scheduled Freight-Unloaded n.a 4,845 n.a 5,648 16.6 Total Scheduled Freight 6,966 8,099 16.3 9.522 17.6 Non-Scheduled Freight 7,356 6,439 8.8 5,478 -14.9 Total Freight 14,322 14,538 1.5 15,000 3.2 Aircraft Movements Scheduled 24,447 24,470 0.1 23,861 -2.5 Non-scheduled 7,561 7,908 4.6 9,194 16.3 Other 2,576 2,761 7.2 2,660 -3.7 Total p4,584 35,139 1.6 35,715 1.6 Source: Statistics Unit, Division of International Transport, MCW. "s RtOAD MAIWUI "A ftfo F11902160 trrem CW n rtTotl g I tlr twork * 1.Ss.4 t Reed. wader Routine 8(itoooPerMCO I 3349.6 km loads under, Psriodi UsI... Wret... £0.0 in I'l £epbalt ce t s a 197.3 in (a) Oerlay "rmegre * 33.3 km tb) Aphalt s c treat_o nt r pamte. 332.3 tn ek) Raal Program F 34.7 In rxu nrt91>norf -n m tisr MfUl er-rIT cms .T AccrOro ... ....................... ....... mu----------------- --.-. ACTiVIT miLl &ccMpIM m anY . qUmnTiT I Qm cam !PN. I E . TOTAL IMM-L AW VI r TrTA I =1. MT cm! 1AL. cmS --i --- 00.Om--o routs y- WIT qunt MS 5) (50o$) (5(W 0is) I 10$)- (50 (31$) (50$4) IQ1SMMIT (5$) ----0C) I (5$) 8010 VOt sale I6ethic 3.0 tern 3.019 p.la.in *1,030 813,342 .260 81.7 91.3 $6.0 M0.2 1.720.128 1.035.133 633.152 3.303,413 475 344.5 164.603 3,330.015 1020 Rtgradiag Unpaved Shoulder 1.0 km i a3 ud.el.n 42 Is 13 54.0 471.6 40e.0 930.6 n.002 .4 0 31357 81.3358 29 1.093.2 31.703 44.062 8010 Patching Paved Shoulders 1.0 IIN so p.abl.ka 39 39 39 433.2 437.6 363.0 1304.48 37.733 11.048 010.00 46.3008 - - 4.9 £040 JoInt & Crack Sealn 400.0 Itt 3a099 16.i. 165 443 151.356 403 0.6 0.6 1.0 2 6 121.017 129.005 161356 * 411.435 4.081 2.5 11.525 *4203 1010 Cold lIa Prod4c£tio 6.0 0 3099 v.l".k 6.380 6.360 8,603 So.7 n5.0 39.0 133.7 374.3*3 37640 240 020 808.75 _ _ O Z75 1110 Drain Cleaning an1al 0.1 IN 962 dlitch m 313 91 910 0.0 4163.4 2600.0 6716.4 0 37h.869 2264800 615.4S0 23 7,777 . 171.184 706358 1120 Drain Clsains llacbaical 2.0 m 805 ditce In 707 641 321 0.0 U08 1 320.0 504.1 0 120.559 205.120 325.647 66 S84.0 36.544 364.223 1330 Culvert Claslag 2.0 each 1.162 tuber 578 833 411 0.0 104.0 245.3 429.2 0 153 2t4 204 293 3575357 45 493.6 223214 373.71* 1240 wall Cleanltn 3. 8.*3 2 376 aumber I 09 480 160 0.0 83.3 136.3 221.5 0 41 O3 635 ,43 06.474 Ii 213.1 2.606 800.36o £310 Traffic Big. Ealagaence 4.0 each 9.336. mace 8. 196 1.0 29 66 3).1. 831 3,336 130,787 0 103.073 26 704.1 3.308 196.30 1220 tradfiC $Sig oVAetLaIeue 12.0 eah 0.336 mvher 10196 3.170 98 132.8 26.6 I2.0 200.7 177.934 31134 25.7401 240 250.5 6.312 24131 1230 Guard Sali Repair. 15.0 1.. 05 srin a 0.863 8.722 388 6.7 36.2 24.0 66.06 5 176 31.1431 202 328 382, 18 141 76.7 10.818 591.726 1240 FaIntin4 Center i 4.0 l.a 143 pin 6£ 61 is 750.0 101.3 70.0 921.3 4.57S0 6.176 4.270 35.106 - - - 56.196 1330 S tcial o at lIarig 6.0 each I200" _mber GIS 792 112 62. 79.1 43.0 IU4.6 49.500 62.616 34.056 146.172 21 240.4 5.52C 15 .100 1310 'dedg 1ua 1.0 in S96 raide. I 4.484 4.441 4,441 0.0 603.5 204.5 605.0 0 2.680.144 00 18.8 3.306.325 43 829.2 30.956 3. 20. 2" 4- a32 "deeigMcaia 6.0 In 3.986 relde.ka 2.331 23.13 307 0.0 33.0 48.5 68.6 0 78.687 *16.871 194.830 860 94.0 13.790 2110.631 I Tr. trI n I R 1.0 no. 13 d4potled 84 04 64 0.0 390.3 32.3 126.6 0 33.331 21.861 61,215 - - - 63.216 G40 S . iteac 0.2 each 00 mher 65 6s 325 134.3 864.32 32.0 8860.3 0.70 508,624 .360 120.034 120.934 1420 Culert lainteeance 1.0 each 1.62 maber 1,592 1.353 1 5133 33 334.8 32.0 443.1 46.300 I1.,.10 70.76 69 s. 0.06 709,0 1430 Repair of Cenrate Slipor 20.0 oerb a 1.421 elIp.ih 21,60l 20,396 1.020 10.3 £96 .0 38.0 213.130 399.354 163,13 773,660 ,203 43 2 33.00 827.665 8*0 E_r ancy ActIvities 18.0 ada, 83 depoletd 3.340 3820 24 0. 3 46.1 08. 0 163.437 o43.601 107.35 220 1 13. 24.e W 3332.1n I1U0 m tacatlg 3.0t o t, depedt 460 4*9 280 J64 383.35 0.0 168.0 24,433 4o.78 0 o1.1 S 30 200.7 0,034 68s.230 1620 Adminiatratva Actlvitta. Wa. 1dp 3 ""oud 6.0 16,892 2.782 0.0 33.3I 0.0 33.3 I "000,* 0 800.14 I"- 68.864 …-------- ------------- - -… -- -- . ..... --…---------------…- -- ------- …----- ---- - --.--.,- ----- TOTAL R e O tVI n * M SAINTZUAUCI 2.929.6419 7.552.731 3.460.570 83.090.950 | 3.537 | M4A6N.481 t7n0 Reurfacng 380.0 te I 3 l.rd.o to 0,2S5 89,3895 64 I8. 3.3 7.0 163.42 29,20.584 67.003 134,003 13,1.453 I) I-) 2.000.000 3,833,63 8720 Sucface ToeateAen t 19 .04 11 69 la.rd.in8 *60.26 16938 18 1 .4 0.7 0.2.7I 23.386 824,9335 1.4 38.78 - 316,678 810 wall Dlating 03 I 13 depoed 10I6 0 a 179.6 31.3 40.0 256. I - - 96 203.3 25,330 28,330 820 Czrata Drain & Culvertn J.0 0 8 depotled 480 234 73 802.8 201.5 19.3 423.5 22.902 43,210 26.730 94,922 3s6 463.3 124.734 219.676 1630 Wrerch Drama 4.0 a 1"3.o 5 444 3 JIS 42.0 69.3 63.4 2.6 as3 0 3 97.105 1840 CaLl. Srueteres 4.0 basit 13 e po tid 213 273 46 280.0 07.4 90. 397.6 3 73 26.381 24,*6 £05,33 - 106.334 t e T A L r I 9 I e D I C NAZUW UANCj 3.301.309 304.6O4 345,739 3,031.690 2.133.804 j .104,802 T e T A L ROAD n* lA I sT 6e3* 1 C Ls A r6e23010417 7,3572 3.54.2" 17,123,64m.7 2911.641130.110,89 () JPolrtia of the ilrat contract for overly orsi remaider to icudd la It l993J94. 1 a( 0~ sm mib forianm atn amzu cn3334 ummrzum amvnmcs RIAL~~~~~wS mmQomamz LaUra n,ii, ACTIVM A Tack sit. Crus ~~Sand Port.-Painta.-Stgu Guard ISuper Sect. Sm. Art. 3.1. L.B. Oral. Dii Mo ITruck SMi Back fot" lAp sbTg an VAUT A A-p.Sm Igr C Trei?oe vellvo rLead. Art. vp O.Os. a "ar (qSteer boLoad. CamI"spi pav. Mgm. Back. ~~. WifI I It) (1)1.3) (.3 (3) "0eg')(610)(6104) a H(AS) (df)day;0 (d;4dald7)d y)I ) (dy I (day)07)(day)(dy(a)(e)dy(day) day) (day)Ida, 3010 Vmt b3aPatclolf S.O tme 2.268 11342 36 228 - -224 -2258 13610 2258-6- -(aSa 100 eaads npndsbul 3 .Ohkm 13 - I - - -13 -s 13 i Is 3 13 1030 latchiaginPw gbwaflders. . lOhe 38 II; 0- 38 - - 38 - 3 234 3 I040O,i.t* SCzck Samel;, 400.0 Ur* 403 - -161 -1210 403 -403 1614 403 So - -403 - - 1030 Cold tax ?radmactiam 6.0 US 1.063 - 423 S38 - --30 -163 - 212 16 IIlObralalaanSngUmal 0.3a 810 … …… …… … 910- - - -. .910 34 I;91 1120 Dri laigMchncl 2 e 31- -- -- -321- - -"4 32 1 962 321 321 321 130CleiCann 2.0ec 4371……… 47- - -417 417 144 417 - 417 1340 WalCenn .0..3 160- - - -- - - - - - -160 160 480 160 160 120 eii iaanem 4.0 eac 293… …… … 293 - 29 -73 - - 585 12220 rfiSinKaeaia 12.0ec 984 39 to 98 1170 -w go 8…… 98 30 9 lZ30 :rIi3eez 301. 58I……… 20 581 - -163 - 871 581 2901 3981-58 1240 asigneLie 4.01. Is …… …… 44 15 Si is1 1s 33 is… …… 1 1230 Speial Pay i Machige 6.0 ac 13 … ………24 32 - 28 - - - 13 264 13 I310 SeedIng Usui 3.0 h 441 ---- 44 ……2221 2221 44410 2221 2223 32Uedn*g M eania 6.0 h. 387- ---- --56 - 19 194 18 399 --- 97 133 be rmn lmsn . o. 4 ---- 8 168 1431 1232 42 to 8i1:aitmne0. c 35 - - 65 33 33 98 -2- -33 23 - 63 1300 65 142 Sevr aneac . ah1333 1333 767 767 307 - - - - - 1333 15333 - - - 301 6132 307 - - - l4303epairadCmcreteSlig 2e 20Okrl220-20032401020 1020 -& -lli24 67 0 1020 1310~~raeacyActivitiea l1.0.dey 284-284 - - - 284 - - ~~~~~284 2269 284 2 24 - - - - It toprcI,:: 2..3" 20 419 3134419……418 163 £dinetatyeAciu"i 6.0 aday 2.782 ………… 5564…13128: : : _ …----------- … --,----. .…… .4…- …~~~~~~~~~~~- -- : .. . ..---- -- -- --- lesasree - 3q.knnt orR -ls arko 111439 37 587 10495,3343 5393 697 S0M 1170 2907 14012 1631 2878 6773 1347 308 50S 8718 101191 $ 677 2913 737 1347 2003 0 0 0 397 13 . . . a . . . … ---.-~~~~~~- … ~ ~ … .. …~-------- ---------- 3733eerfen n00ot64 649853393 6386 534 3Su - - 138 4 4 lllrea eatuant 100.I 30 - - 7 1134……… … 8 - - 79 189 189 1314 3In 189 - - - log13 - 3830 Sell DiIng 3~~.0. 0 'An" creeDaiei lera.. 3.0. 73 no 160 7331120 73 224 73 75 373 73 73 3840 Cables Stcucturaa 6.0 Lea " k " 46-4 4364 46 -- - -- - - -- - - - -- - - - -- - -- - ------ ~…. 4 . ~ .--- -- -- -- -- -- -- -- - - nesmm Reuiemetsfo Peioic o 11 9283 71 473 1283 7331120 0 0 0 01338 130 0 224 3133$79 403 770 32141 770189 15 0 73 318 854 0 0 rneureq Uawaviza te for Total Praran I30" 107 1060 11780 3416 6533 697 Soso 1170 2907 1A4350 396 2878 6997 1660 3443 347 9548 104403 9441NO 102 12 1347 2079 318 234 n? 38 1 (Noeer of poopleAmita needed per yew)______________________ 0 0alpmaim geeurcee are listed. a)sooln ""ram (amau1). B-ROS SECOND ROAD MAINTENANCE AND REBAAILITATICO PROJECT ICWJS ROAD NH&1JM2UI PMM YWI P13992193 REsoue REUIDWS FOL FORCE ACC T W S Sumary for all usintensoc districts (1) LABOR U N RsS (2) KlTERUlLS REUIREMTS * -5~~~~ . e~~na. a... .n...........a......... . ... L A B 0 B (a) g POG3 HEEDS C W ROWD EAIBTE3ANCE STSaF AD BUDGET K HUIPN£O BAlANCE (c) 1 A T £ I I A L S PRN NEEDS Job Unit Cost iTotal Days Number COST I Total Days Nusber OPERATIOSS WO11RS5P I Balane Cost -aterial Unit Un1t Cos- - Quantit - Cost positie n (eSBDIday3 Rquired StaffCb) t(BD$) Available Staffib) (BD$) (80$) I days) (80) Descriptlon (BDSjun3 tIUalts) (80$) SuperiLsor (Oper ations) 63.00 34.151 69 904,130 14.980 70 943.740 629 39,610 Aspbalt Concrete Nix ton 350.00 30.744 4.611.600 Section Leajer (Operatiuon) 71.02 3,96 2la 139.270 5.350 25 379.957 3.389 240,68 Tack Asphalt litr 0.52 1^'397 55.t46 Senior krzta 66.98 2.87B 16 192,801 2.782 13 ia6.33D (96) (6,463) Aspalt Emulson litr 0.52 1,0,.937 551.164 artIsan 63.00 6.997 35 440,842 18.832 88 13186.416 33835 745,574 Cruhed Aggregate 3 24.00 13.780 282.120 Laborer 48.50 104,4s0 488 5,063,666 97.156 454 4.712,066 (7,249) (351,600) Sand .3 30.00 3.417 102.510 Havy Equipmnt Operator 73.02 3,660 8 117.929 1.712 8 121.586 52 3.658 Cersnt bag 10.60 6,515 69.059 Operator 56.67 5,457 26 309,276 5,992 28 339.567 535 30,291 Selected Soil - earth *3 34.00 78 1,092 Igbt Equipment Operator 49.31 3.463 16 170,785 3.210 I5 358.285 4253) (12.500) Timber aqft 2.95 37.906 I33 ,23 Driver 54.32 9.548 45 518,674 9.630 45 523,102 82 4.428 Sign Post .150.00 1170 l17S,!O - *--4~~~~~~~~~~~~~~~~~~~---------------------.------------- Guard Rail and poet a 20.00 2,904 58.320 TOTAL | 150,724 714 7.857.372 I 359,644 746 7,40S.517 1,142,540 1 8.920 693.685 Paint galon 60.00 697 41.820 …. _ _ _._ ...… . . . … - … -......... __-... _ _--_ ._ _ , , Traffic Paint litre 18.75 5,080 95,250 (a) Only personnel directly lnvolved In road maintenance operetions Is iacluded (operation crew). Depots managers (7 tecbahlcans I Boulders .2 36.00 1.820 65,520 and 25 tecbnlciae 11). and supervisors, technician. and worksbop-& a_cbanics la 3(edquaters not included. Gonteatil *2 8.00 3,335 8.924 (bI Number of persoas required or available, calculated a*sumlag 214 workLng days per year (rounded oa district basts) .... .. _ (c) N r balance calcultaded eubstractIng tae total day. required by the progrm froe the total days available In eacb position TOTAL COST 6.230,947 witlin Nli C anpowrg poeltive figures nd11cate surplu, whble negative fia brackets) deficit. --___ _ _._ _- t'3 (3) EQUIRUIET REQUIRDENTSI ...................... . .... ............ .. . .................... . ........................... l_............... . ..... . ........ .. . . ..... _._ . ... . _. E q U I P M E b T t(a) I PGRAM NEEDS INtCW 1161NTENANCE FLEET IMCW ADDITIONAL UNITS I UNITS TO BE RENTED I BUDGET REQUIRUE3IS BY ITENS (d) I TOTAL ----------------------------------------- *---------------------- t---------------------'----------------------- -.....................------------------------ -------------------------- t PRODCL Equipment W Cost I Total Days No Unlts ITotal Daya So.Units ITotal Days No.UnitsITotal Days Unlt Cost lInsurante Fuel-Lub. Parts Repairs Rentals I BUDGET Description CBDSlday) Required (b) Available Sb) lcbeduled (c) Iicheduled (BD$lday) (BD$) (8D$) (BD$) (9D$) (BDS) I (9DS) Duep or lisat Truck 260.00 9,447 52 9.360 52 3 20.00 472,350 709,5251.1,05.299 370,046 - 2,456,220 Skid St*er 400.00 3,302 17 3 060 17 2 _ 400.00 4',535 242,034 170,66S 34.133 2 462.347 Alr Compressor ibmer 96 00 2 078 32 1,080 6 _ _ 998 100.00 3,240 145,460 17,280 9,120 99,800 275.500 Back-Bo 230.50 82 S 540 3 _ _ - 600.00 6,090 1013500 66,584 12.992 9 387 166 Truck Hydraulic 177.00 84 1 380 I _ _ - 480.00 3,008 9,240 4,200 420 _ 14 868 Froant End Loader 25. 1 .347 1 3260 7 - - 600.00 3483 16,7 0.6 352 - 3250 Roller 200.00 3318 2 2340 13 _ _ - 200 00 338 28,620 9,540 3,590 - 40 068 Asphalt Bprayer 350 5 30 1-- 4.0 72 2.28 5,302 2.540 - ,890 Aspbalt Paver 189.00 64 1 380 I 1 _ - 3,200.00 13600 5.504 4,160 852 - 12,096 Tractor vllosdsr ettactmenge 281.00 49 1 1,080 6 _ _ - 600.00 882 7.350 4.606 93 _ 13.769 TMeVer - cpactor 22.00 2.381 13 2,520 14 _ - 75,00 0 35,715 9,524 7,143 _ 52,392 Oree Tr3ck 111.50 14 1 180 I _ _ _ 300.00 231 630 650 10 - 1,561 Sp cal Paint Marker 21.00 17 1 360 2 _ _ - 240.00 34 221 85 17 - 357 Flailr Never 88.00 397 2 36is 237 302.00I 720 36,277 6.660 3,080 22,1354 4873 PuMp 15.00 284 2 360 2 21 -…4000 13,3 1 704 31136 284 - 4.260 - - . '~~~- - - ...... ~~-- .- - - - . .- - - - - - - - - - - - - - - - TOTAL | 20.648 338 1 22,860 127 I - - 1 1,215 1 538,703 1.473.441 13511.431 263.350 121.934 1 3.888,859 '---- S .-.--- --S~~~~~~~~~..-.-. .....--...--...-B.....-.-... ..-. a) Only quipment units directly involved in field operatlons and required for the m* ateaance plan a*r lsted. Oeebr unice needed to support adeiniatrative functions and upervie maintenance op=rtions are not Included. tb) Nuxer of units computed assuming 180 working days per year. 0' Cc) Additional units that are lcorporated to WM's maintenance fleet as a result of quipmat purchase or rehabilitation. C-A (d) Budget requirements shown are Ilaited to those units directly involved in field operations, seaded to carry out the maintenance pl The incidence of other eqipmet unite for maintenance (D ervision --suhe as pick ups-., as well as of other workshop's tsigvnette --includin maintenance of other ministries' ge purpose fleets--, should be taken into account in ordar to dtrmin NCI-a total workshop budget. CO - 43 - Table 9 BARBADOS Second Road Maintenance and Rehabilitation Prolect Vehicle Fleet by Year Taxis Private and Vans Motor Hired Buses and and Year Cars Vehicles Minibuses Pickups Lorries Otherl/ Total 1970 15,787 1,789 213 1,961 1,574 560 21,884 1975 22,129 1,770 257 1,949 1,560 538 28,203 1980 24,177 2,027 329 3,157 1,373 585 31,648 1985 30,908 1,871 416 2,591 1,732 1,173 38,691 1986 32,869 1,981 440 2,503 1,739 1,426 40,958 1987 34,740 2,266 470 2,755 1,841 1,529 43,601 1988 34,859 2,600 473 2,722 1,817 1,466 43,937 1989 38,711 3,070 446 3,090 2,001 1,441 48,759 1990 38,832 3,089 447 3,077 2,015 1,261 48,721 1/ Includes tractors, trailers, ambulances, jeeps, landrovers, road construction equipment, etc. Source: Licensing Authority, MCW. - 44 - TUbl* 10 BARBADOS Se-ond Roead-aintenance and Rehabilitation Project Price Structure of Petroleum Product. (as of Septomber 1991) Gasolina Diesel $B/llter $USgallons $B/liter $US/Gallons Coat of Product 0.39 0.74 0.34 0.65 Refinery Surcharge 0.04 0.08 0.04 0.08 Refinery Price 0.43 0.82 0.38 0.73 Consumption Tax 0.72 1.37 0.65 '.23 Ex-refinery Price 1.15 2.19 1.03 1.96 Marketer.' Margin 0.10 0.19 0.10 0.19 Wholesale Price 1.25 2.38 1.13 2.15 Dealers' Margin 0.13 0.24 0.09 0.17 Retail Price 1.38 2.62 1.22 2.32 Source: Energy Division, Ministry of Finance and Economic Affairs, October 1991. - 45 - Table I11 B A R A A D 0 S Second Rosd Maintenance and Rehabilitation Proioct Fuel Consumgtion Tax (1986-1991) Amount Sold in Barrels Revenue Collected p ax Gasoline Diesel Gasoline Diesel 12101 1986 396,356 205,054 $27,616,383 $12,093,177 39,709,560 1987 427,289 206,046 $29,431,322 $11,988,105 41,419,427 1988 466,029 221,503 $33,335,054 $13,474,028 46,809,082 1989 477,747 239,530 $37,845,524 $16,411,798 54,257,322 1990 493,186 308,902 $39,657,086 $21,533,558 61,190,644 1991j/ 501,758 317,561 $49,253,245 $27,761,098 77,014,343 jl Estimate Sources Energy Division, Ministry of Finance and Econimic Affairs, October 1991. BARBADOS Second Boad Maintenance and Rehabilitation Prolect Road User Charges and Cost ($8'0O0) est. User Charses 1986 1947 1988 1989 1990 1991 Consumptlon Tax-Gasollne 27,616 29,431 33,335 37,845 39,657 49,253 Consumption Tax-Dlesel 12.093 11.988 13.474 16.412 21.534 27.761 Subtotal Fuel Tax 39,709 41,419 46,809 54,257 61,191 77,014 import duties-vehicles and parts 22,712 23,991 27,123 29,163 17,379 n.a. Conasumption-Tax/Sta.p duty 8,796 5,781 9,002 19,351 12,895 n.a. Tunry surcharge - -_.&. Subtotal other taxes 31,508 29,772 36,125 48,514 30,274 30,000al Registration fees 13,084 14,363 14,453 15,835 16,000 17,000 Inspection fee, drivers licenses, etc. 4.366 6.715 6.179 5.675 6.245 6.265 Total Charge U667 92.269 103.566 124.281 113.710 130.279 good Costs Naintenance 23,430 26,810 27,374 27,488 29,664 30,414 Capital outlays 31.183 30.937 38.462 34,291 29.823 27.872 Total costs 54. 61.779 59.487 56.286 Transport Board Subsidy 12,350 11,442 21,138 15,767 18,706 14,811 Transport Levy Pund 13,658 21,900 23,700 27,150 26,000 27,500 al Estimate Sources: HIMnstry of Finance and Planning. Ministry of Industry Trade and Commerce, Energy Divlison. Budget Estimate, various years. 0 - 47 - Table 13 BARBADOS Second Road Maintenance and Rehabilitation Pro1ect Fuel Tao Revenues Generated by Trucks and Buses (based on an average 1,000 vehicles/day, one-km, road) Cars Utility Buses Trucks Z of vehicles in fleet 86.0 6.3 1.0 6.7 Km per vehicle per year 15,000 25,000 73,000 30,000 S of vehicles on road 74.9 9.2 4.2 11.7 Vehicles per day by type 749 92 42 117 Liters per vehicle/km 0.115 0.168 0.248 0.255 Fuel consumption per dayL' 86.1 15.5 10.4 29.8 Fuel consumption per year!' 31,439 5,641 3,802 10,890 Tax per liter1' 0.72 0.72 0.72 0.72 Tax proceeds by vehicle type1/ 22,636 4,062 2,737 7,840 Fuel Tax Trucks/Buses1/ 10,577 Road Maintenance Cost/km.1' 10,400 1/ in liters. 2/ in Barbados Dollar. sDD --D Iamvau AND lmLaIXU PRO=? WRU IVISTIOIN PLO 1992193 - 191941? (in 3D$O0) ITI 1603M 1D n99l293 11199311 Fl1994195 111995196 111996197 TOTL Fn-U ERinnm C65U Subprogram TOTAL. G0O EZITAAL TOTAL GOB IITmuBII TOTAL SOS fl1M. tOAL 600 WERNI. TOTAL GO SUMAL TOTAL Co VrRA# 1.02 Trc.alcal K _neot Se sr l 1,000 1,000 0 1.000 1.000 * 1.000 1,000 0 1,000 1,000 0 1,000 1,000 0 5.000 5.000 0 2.01 fv Ctractia 6 Kaintm Serv. (a)0e,enre t-f1oanc.d1~Oct* 0 0 0 0 0 0 0 0 0 0 0 0 5,000 3,000 0 5.000 5,000 0 b) ISD (first Red rojeet) 200 200 200 0 0 0 a 0 0 0 0 0 0 0 0 200 200 2SW (C) Coo (E1gbey 11 4,200 1.100 3,100 6.400 SSo 7.650 6.000 650 5.200 6.600 s.600 1.000 0 0 0 25.200 7.900 17300 (4) IN1D (Second good ojct) 4,750 950 3,800 22,600 6,500 16,100 15,950 4,750 11.200 13.200 6,050 6,350 9,700 4*,b6 4.50 66.200 23.900 42.300 (a) a1n CUsm Ads) 0 0 0 0 0 0 o 1,00 2,100 4.900 10,000 5.000 7.000 15.000 4.500 10.500 32.000 9.600 2.400 2.02 SubsIdsryoad Cmstr. & alnt. Sev. 1.600 1,600 0 0 0 0 0 0 0 0 0 0 0 0 0 o .60 1.600 0 2.03 Aseid. load CoDstr.& Kslut.Sexy. 400 60 0 600 600 0 "a 600 0 600 600 0 600 6o0 0 5.000 i,0mo 0 2.0 bridge Caatn.ctic. 2s0 250 0 0 0 0 0 0 0 0 0 0 0 a 0 250 250 a 3.02 Sp.cIu Draagodw 650 0 0 6s50 65 0 85o 650 0 650 o5 a 650 Io 0 4,250 4.250 0 4.01 Scotland DistrIut Specal VGAs 3,500 3.soo 0 2.000 2,000 0 2,000 2,000 0 2,000 2,000 0 2,000 2.000 0 o 1.50 I,500 0 5.02 major Vrsu & 3,N.uatlm 3,500 3.500 0 2,000 2.000 0 2,000 2,000 0 2,000 2,000 0 2.000 2.000 0 I1,50 11500 0 6.02 O chre of Onl. PR""l ILpmnt 2 200 0 100 100 0 1oo 1oo 0 10O 100 0 100 100 0 6S0 goo 0 7.02 purcase of Air.Ccaidt $03T AL (195186). 39.72 7.150 3,575 36.3 N10m t 1 VUA (10497) 3 I 3m a P Vildly I - Buty 6 Lowland1s * ABC Blghusy 9.40 5.00 AC U6 1.770 1.692 B46 26.3 S8 0 sum ML 5 SugaRll La S BUI 1.40 6.00 AC 135 400 252 126 24.6 11 A IGT 2 P Druc Vale (Coggis Bi J.met.) Greenand grids arley Bill 4.70 6.00 AC-ST d1 1.450 846 423 21.7 49 S 1AUIADS S B 1)aay 1S (Utreat) Mls-and-o..qnrter 2.50 5.50 AC-ST 95 70e 050 22S 23.5 " a Remy a S St. dieoolas Abbey Diamd Corne 1.80 5.00 ST 98 650 324 162 25.0 51 a 1llCWU11T ROAD S B4itusy 05 (Bthibto Corset) Rigilty 4 fMout Coiner) 1.51 5.00 AC-ST 110 500 272 136 22.4 29 J Cmir a P St. JclmMlslhol Rath l BU 2.70 5.00 ST 8 752 066 243 21.7 45 0 EIAT I * Bigibwy 3 (Ste Slizaeitb) BSibcny 3 (Bathehabal 2.90 6.00 ST 147 300 522 261 21.2 S S SAmi LA P 7 B4by I (Boitson) Seaview (St.Tbomas Border) 2.90 5.00 AC 63 1.261 522 261 20.7 5 t 120111T IA P ldg_avy (Seview) St. tbomes Chureb (DighBy 2U) 0.80 3.00 AC 63 1.261 144 72 20.7 67 5 55.5 S flUglsy 21 Indin around - Prospect 3.10 3.00 Sr 109 050 335 279 39.0 9 J 33C011 C P B4bgray 21 (Lonaster) Zndesrour 1.60 5.00 AC £61 562 2e8 144 19.0 16 0 UCBET 3B P Groves Plantation St. Jobn Border 3.10 5.00 AC-ST 61 1.166 558 279 17.0 I'd ____ _____ __. ___ . 00 SWUAL R1996197)3 39.01 6.914 5 457 22.6 ID .1. TOTAL. PR20RA (1992195 - IN96/97) 150.26 30.438 15.219 60.5 F ParIeb codes 11 St. Andr_u I3I St. Peters (0) St. GCore (JI St. Johln pIl St. Mbhal; 101 St. Josephi (P) St. Pbhilip, Sl St. Jsal (T) St. Thobeas III Cbrist Cburch Road cLeasa (P) Primry roads IS] Secondary roads [L) Local road. Sortac tips (ACE Aspbalt comrste mix 1ST) Surface treatnt or otber eapbalt pantraiim roa4d. _ 53 - Table 18 BARBADOS SECOND ROAD NAITENANCE AND REHABILITATION PROJECT ROAD MAINETENANCE EQUIPMENT TO BE PURCHASED (1992/93-1995/96) 1992/93 1M3/94 1994/95 199M/96 T 0 T A L EQUIPMENT UNIT COST UNITS COST UNITS COST UNITS COST UNITS COST UNITS COST DESCRIPTION CUSS) (No) (USS) (No) CUSS) (No) (USS) (No) (USS) (No) CUSS) MAJOR EQUIPMENT: Small Duffp Trucks 30,000 0 7 210,000 - 0 - 0 7 210,000 Small Flat Bed Truck w/lift 27,000 0 * 0 1 27,000 0 1 27,000 Tractor Trailer Unit 120,000 - 0 1 120,000 0 0 1 120,000 Tree Trfmrers w/5O ft. extensfon 100,000 0 - 0 1 100,000 0 1 100.000 Utility Vehicles 20,000 6 120,000 - 0 - 0 0 6 120,000 Front End Loaders 60,000 - 0 0 2 120,000 - 0 2 120,000 Backhoes 35.000 - 0 2 70,000 - 0 - 0 2 70,000 Pedestrian Rotlers 27.000 0 0 3 81.000 3 81,000 6 162,000 Road Sweepers 70,000 0 0 - 0 1 70,000 1 70,000 Afr coWpressors w/Jack hammers 20,000 - 0 4 80,000 0 - . 0 4 80,000 ........ ... ....... ........ ... .... ..... .......... ... . ....... ........ ... ......... Subtotal Major EquIpment: 6 120,000 14 480,000 7 328.000 4 151,000 31 1,079,000 MINOR EQUIPMENT Mechanical Sprayer 12,000 - 0 6 72,000 - 0 0 6 72,000 Hand Sprayer 7,000 - 0 7 49,000 - 0 7 49,000 14 98,000 Compactors R Raers 2,500 - 0 7 17,500 0 0 7 17,500 Flair Mowers with Tractors 30,000 0 - 0 1 30,000 1 30,000 2 60,000 Brush Cutters 500 - 0 10 5,000 10 5,000 - 0 20 10,000 PUmPs 4,000 0 - 0 4 16,000 4 16,000 8 32,000 Chain Saw and Accesorfes 500 0 - 0 12 6,000 - 0 12 6,000 Asphalt Cutting Saws 1,000 0 3 3,000 0 0 3 3,000 Concrete Cutting Saws 2,000 - 0 0 3 6,000 0 3 6,000 Small Trailers 6,000 0 6 36,000 - 0 0 6 36,000 ... ..... ......... ...... ........ ... .... ..... .......... ... . ....... .... .... ... ....... Subtotal Minor Equipment - 0 39 182,500 30 63,000 12 95,000 81 340,500 .............................................................................................................................. TOTAL EQUIPMENT - 6 120,000 53 662,500 37 391,000 16 246,000 112 1,419,500 Spare Parts for new equipment - 12,000 - 66,250 - 39,100 - 24,600 - 141,950 Toolts for MCW's workshop - 90,000 - 0 0 - 0 - 90,000 TOTAL ROAD MAINTENANCE EQUIPMENT AND WORKSHOP TOOLS 222,000 - 728,750 - 430,100 - 270,600 - 1,651,450 uuuuuuuuu......................... u_ ......... u_ .............. u EMMS RD AM ETuRARcE AND 2 ILITATIGPO PRWC UIPIHW RO8EPR AD MMREEILITATIOS PROGRA (1992-1995) (Costs In us$) EQUIPHENT (a) o R C OS PE UN b) 1 9 9 2 1993 1 9 9 4 1995 T L rEPLA~3iDW TIRE PAUTS AROR COWIRACT REIIIUL PARTS CiTCi PARTS CTRACT PATS COTRACT IT PARUS CONTACT PARTS COamRACT CATEMR COST oP COST COST OUTr COST D TlTS COST IT iN COSST DourCOSTcoST Our 1TS CmST or MTI 1US$) tu1 (Ust) (DSS) S$) RtO (NOo) US$) (uS i S) 1US$) (No) 1US$) DS $) I (No) 1US$) 1SS$) Ib (N) CUSS) 1SO M) MaIO EQWlP Trucks 30.000 R 0r so00o 2 soo s 25.000 12.500 10 50.000 25.000 - _ _ 0 0 15 7.000 37 SOO =..1 7,500 2,500 2.500 0.42 - - - - - 10 75.000 25,000 1o 75.000 25,000 20 150e000 50,000 Truck Tractors 120.000 Rehabb. 10,000 5.000 0.13 - - I 10.000 0 - - - I 10.000 0 Skid Steers 30.000 epair I.500 - 2 3.000 a 2 3.000 0 o o 4 6,000 0 Iab. 2 000 1.000 - 0.10 2.000 - - - - - - 1 2.000 0 IBboe0_ - tractors 30000 pair 3000 2,500 1 3,000 2, _O Rbab. 3.500 1,750 22500 0.26 - 10,500 7,500 2 7.000 5.000 S 17500 12,500 End Loadrs 60,000 Rpair 9 000 2 Soo 3 27,000 7,500 3 27 000 7 soo =lish. 10,000 5.000 2.500 0.29 - - - 1 10.00 2.500 10.000 2,500 2 20.000 5.000 Rollers 27.500 =e air 3,500 _ 2 7.000 a 1 3I 500 0 5 10.500 0 b. 4 000 2,000 0.22 - - 4.000 - - - 1 4t0 0 Ar Co.preeeore 15,000 Reir 3,750 2,500 2 3,500 5.000 _ _ _ _ _ _ 2 *.500 S,000 ehab. 21000 1.000 22,500 0.37 1 2,000 2.5O - - 2 4.0000 5.00 5 6,000 7,500 Motorgradr 100,000 Repair 35000 _- - 1 ,000 0 _ I.000 0 …- --- --- - -------- -------- …- --------- - --- -I Subtotal major pupsmte 8 ii32,000 17,500 23 111,000 45.000 19 106.000 37,500 12 6.So5 27.500 62 337,500 127.500 s Pick-upe 15,000 6 pir 1.750 2 3.,00 0 5 8.750 0 _ . 7 12 250 0 2,000 l.000 0.20 - - - - - 00 0 6,00 7 14000 0 Mehacll sprayer, 15.000 Re,ar 2 0ON 1 2.000 4,000 0 A 2,000 0 4 .000 0 2.500 1.000 0.23 - 0 00 10.000 0 - - _ _ - 4 10IO0 0O Smau z"ipMOMta) - Rpsir 2,600 20 52,000 0 35 91,000 0 35 91,000 0 25 65,000 0 115 299.000 0 Subtotal Minor Equipments 2I 57,500 0 44 109,750 0 41 103,000 0 29 73,.00 o 117 543,250 o TOTAL PROGRM (Parts ad work contracted out) 31 89,500 17.500 67 220,750 45,000 60 209,000 37,500 41 161.500 27,500 I 199 660,750 127.500 Notes, (a) Equipment categoris aNd replacemnt costs. Tn uite to be repaired or rebiUttated were aLected by Uorkehop' a anageaent taking iuto account uipment conditlon. age, estimated rehabilitation coat and remaining life after rebabiltation. Otbhr eld and coetly-to-operate units of MC fleet, whose rebabiltation wae not justified on ecowooc ground and --tbhr fore-- not included In Lhe prg,rm, wil be dispoed. Dletributicn of work by year reflects priorit, in equipment nede end io consistent witb Veorkshop capacity to perform the work. (b) Proposed work Is classified Into mjor repatrs and full rehbilitation, Basd an the needs of the unite selected for each equipment category ad type of work, average unit coats ar estimated for$ 11) parts needed for repair and rehabilitation work performd by ISCIs Vorkahop. (ii) work to be contracted out to private Sarage. In Wdditio, labor costs are estiated for all rehabilitation work in order to calculate total rebablitation coat ad rehabiltatioulreplaceaeut coat ratio. (c) Smll qulpmst iclude hand sprayer, peps., genrators, dumpers, cain savw, tamrs, brush cutters, etc. 001*01 e inXls an aoutwTrc PROEC PROJECT OSTLATs B? 1161 £1992191 - 19961911 (la M-3000) 135 am3 151 an TOTA 33 0 AL L 835alCTaTAL I 1A33 CU tAL IU1D 0 005 AL I= CB la 133 Go TOMA 1. Cl%L 5o A. lIn AL5T108 F!t9 -Ugb4i1 4a Searls - Us Rog" 55 43 1,29 924 20 SS _ _ _ _ _ _ _ 1.129 924 2,033 - 11b. *GCo1oyuor. 9.k 4$ S _ _ _ _ 21; 14 391 _ _ _ 213 174 351 "total Um tst FUatim Progru 5S 43U 0 0 1,129 924 2.053 21a 114 3So 0 0 0 0 0 0 1,42 I.6 2.43a *. 5131 1109 .t.nde02... 1 aI1 Ss 45 163 1S3 30 252 106 4 - - - - - 41 341 137 Codr4rLs.. CoveUMU 3 4S S 27t 229 S3 I 213 228 3S0 PUM a - IM as3S 43 - 43 *I9 263 - 43 3it 263 .TkobDOqv- 3,m1 I 3 45 log- - 3 813 144 in --- 6 I3l 344 a djodsv Dayr.L1a-Clot Club 34. SS 45 - - - - 1 92 204 - - 12 92 204 Subto.ta Softy Progess U 16S 165 8U3 n00 30 434 9S 334 *13 400 112 92 204 0 0 0 1.*42 934 2.0n6 C. 0356.A1 PROGRAM . Package 3 ('9 60 to 600 200 2.000 3.030 63 3.813 - - _ - _ _ - _ *30 6 4.61$ * *ackae .3e (8 60 20 - , _ _ _ 2.31 38 ,snn * - s -0ng 2.n 347 t32?1 64 3.313 M akg so 3 s0 a 0 0 1.146 5.166 3.313 AS .18 173 .1 - tack.g. .3 ('3 $0 ~~30 so - - * - 0 0 a 5.q .729 5.2 3.431 .1392" 8.129 3.431qg 6.48.2 Cv-rl'y UoF ol 4n is 600 2n00 5000 3.030 763 3.613 23.251 34 3,313 I.13 5.119 3.3131 1.29 1.1M 3.43 s7 .693 S1.32? .no220 D.811CS*amCW.1UT 35 43 3 2 6S 194 IS9 353 - - - - - - - 230 to 416 S. OCM r PIWdAN 33 43 55 43 t00 III 145 322 122 22 - - - - - 334 259 641 SUTT CvL 08K1 1.056 409 1,465 5.00 2.425 1.S34 3.13 1.393 4.5 1.900 8.519 3.119 1.29 1.739 3.4S7 12.960 I.Wn 29.196 t1.UAapui iM 0200 - o - - o0 Sl Sol 0 "I "1 - - 0 1.*n 1.4n 111. l01llT m a tpm *00 0 222 0 222 129 C 1 430 0 430 211 0 all - - - I.631 0 3.51 ao r anta for tlob" 6,lat. 100 0 00 0 90 221 0 221 209 0 209 162 0 162 "I- - 68 0 69 ababllt.tlm b Contract 60 40 It A Is 27 58 43 23 is s 317 11 23 - - - 17 S 328 r Vr.obca. Is0 0 I10 - - _ - - _ _ _ - _ _ _ IS0 0 IS0 sUIOTAL r4W 412 7 419 9n7 56 99s 662 IS 611 449 11 40 0 0 0 2.333 *1 2.610 IT. ITSTITIAL S615KB1U T*Cbal" l A.Iataac 100 0 IS0 0 IS0 220 0 220 IS0 a IS0 - - - - - - ss0 0 330 od Network satml s It, 5 0 - - 2 0 - - - - - - 20 0 200 ..Mo. 8rlaattow,s wAy 80 0 400- - 400 0 0 s - Traart ad so 3s. o o 1: 230 30 - n o :So 230 2 300 Tr& *a- lcal2 3030 - so 83 is 30 *3 53 AZ 20 S0 00 so - 3 so 500 rta1la tora*n 500 0o a 0 so 0 o0 40 0 6 60 C 60 s0 0 s0 o20 0 2C0 Sf1UhALUST1TUP 6L S2gnh mf l8o0o 0 log 143 26s 1,010 a 3s IS 610 70 20 90 0 0 0 1.630 300 5.30 W. NhSC6L CU ENlS 106 42 341 300 142 1o 3U0 840 4a9 5 o" 3 in 13 1,7 34 5.296 1 2 080 S 0 3 S 0 S* 1 5,54 431 8.51* 7.350 2.,n 10.238 4.631 2.546 6.91? 2.608 2.9ae n.399 1.901 8,001 3.403 15.464 IO.4S 29.901 cr 1-4 VI. M1CC C usTIUOC e1 22 114 149 302 .051 7162 24? 1.008 S62 42 .014 S" 323 U.03 3.69 I.349 I.238 na WI%. IOTAL cm I'1 400 2,253 .0S9 3.251 11.310 S,S3 2,332 7.93 3.170 3.442 6.*2 2.427 2,421 4,33 21.153 11.392 33.8i O (* 9:oaetage of Bank flnaac*a foc t41. category varies an 8.1lw.s S0X for 41.9.ra.mats 'AP to a total of 0381.41 ii .111c Sal30 tbaroafto., .0111 dlaka.aaaaat. xact. U0813. .111100. - 56 - Table 21 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT Estimated Schedule of Disbursements by Bank FY Disbursed in Cumulative Quarter FY Disbursements % 1993 September 30, 1992 1.7 1/ 1.7 8.0 December 31, 1992 0.1 1.8 8.5 March 31, 1993 0.2 2.0 9.4 June 30, 1993 0.7 2.7 2.7 12.9 1994 September 30, 1993 1.1 3.9 18.3 December 31, 1993 1.6 l 5.4 25.7 March 31, 1594 1.8 7.2 34.3 June 30, 1994 2.0 6.5 9.2 43.5 1995 September 30, 1994 2.0 11.2 53.2 December 31, 1994 1.9 13.1 62.1 March 31, 1995 1.6 14.7 69.7 June 30, 1995 1.4 6.9 16.1 76.2 1996 September 30, 1995 1.2 17.3 82.0 December 31, 1995 0.8 18.2 86.0 March 31, 1996 0.7 18.9 89.6 June 30, 1996 0.7 3.5 19.6 92.7 1997 September 30, 1996 0.6 20.2 95.6 December 31, 1996 0.5 20.7 98.1 March 31, 1997 0.4 1.5 21.2 100.0 Assumptions Loan Signing Date: July 1992 Loan Effectiveness: August 1992 Project Completion: September 30, 1996 Loan Closing Date: March 31, 1997 1/ Including initial deposit into Special Account. Source: Mission Estimates. - 57 - Table 22 BMADOS Second Road Maintenance und Rehabilitation Proiect Allocation of Loan Proceed. Ci) Civil Works (a) Overlays 9,900,000 80S until disbursements reach US$7.4 million; 502 thereafter. (b) rehabilitation of roads, bridges, 3,100,000 55Z of total. culverts, road safety works, and routine maintenance by contract. (ii) Hauipment and Sgare Parts (a) Purchase 2,500,000 1OOZ of foreign. 902 of local. (b) Rehabilitation 100,000 602 of total. (iii) Institutional Strenathenina (a) Technical Assietance and studies 1,100,000 1OOS (b) Training 500,000 lOO of foreign. 5O0 of local. (iv) Unallocated 4,000,000 Total 4.200.000 SECOND ROAD MM1UTNISCE hID REHABILITATION PROJECT MM Organization Chart Minister of PubUe Wor,ks C icAtioa and Tranuportation TRART PUBLIC WORKS IllxI0UhL TRASORT aD § BOaRD l l DIVISIOll | | COIIS DIVlSlDII Board of Direct*or ] Per uge Secretars Permanent Secretar|Y | General Statistiee Ai Offiee. Stf BARBADOS PM1| GRAMMEY AAMr AUTHDRIT! INTEATIOH&L AIRPORT Board of Directors _ _ I_ternal Aditor] |General ger Airport Mger| Deputy Permanent Secrtare -O - - - ICE -EPARTT - - -EC-ICL DEPAIT | LICDNSING AUTHORITY |ELECRICAL ESGTn | IPMO DEPAR Integ. Finantcial D1A T N T C I DEA TMN D__ _ __ _ _ _ __ _ _ _ __ _A___ _ _ _ __ _ _ _ __ _ _ _ __ _ _ Accounting System Chief Finance Officer Chief Tecbnical Officerl _Chief Licensing Off. Chief Electrical EHg. Chief Persocnnl Off. L------ - J - IAC I ADINISTRAIVE OFF1CEI PISISG OFFICE Chief Admini0t.OfficorI a [fficer DESIGN SERLVICB PROJECTS OPERATIC0NS l ORL>RP Deputy Chief T. 0. Deputy Chief T. 0. Deputy Chief T. 0. Senior aechan. Eng. ARCHITSECTAL| qProj. Engineer MATERIALS MI. | Workhop Manager| LAWD SRVEYING cProj. Architect CIVIL ENGINEER. Equipment iMnag.| ENGINEEBIN6 | R BBlLDlN6S C -Yd Struct. U BORATORY| -FQNlAITY StlRV W DISTRICTS S Mlichael Worth S Sicbkael South _ North Irest C -h r ia eC r - 59 - ANNEX 1 Page 1 of 9 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT ROAD MAINTENANCE Maintenance Management 1. Organizationally, the responsibility for road maintenance operations is divided between three organizational units: i) the Maintenance Management Section (MMS), which is in charge of maintenance planning and budgeting, and evaluating the implementation of such maintenance plans; ii) the seven Road Districts, which are in charge f delivering maintenance services through 13 individual depots or maintenance facilities, conveniently distributed throughout the island; and iii) the Equipment Management Section, which is responsible for equipment operation. The first two units are under the Operations Division, whereas the third operates under the Mechanical Division (Workshop). To enhance coordination between these units and periodically review progress on the development of improved procedures for road maintenance management, MCW designated in 1991 a Technical Committee, which consists of key personnel from the Operations Division. In addition, two other units also provide support to maintenance operations: the Materials Management Section within the Operations Division, which administers contracts for procurement of materials and supplies needed for all road work carried out by force account, as quarries and asphalt mix plants are currently owned and operated by the private sector; and the Workshop Section, within the Mechanical Division, which is in charge of keeping operational MCW's road maintenance equipment fleet as well as the Government's general purpose vehicle fleet. The chart of this annex describes the existing maintenance operations organization down to the maintenance crew level. In general, the organizational structure of all these units is adequate. However, one weakness has been the lack of coordination in the assignment of equipment units to maintenance operations, which is discussed in detail in para. 14. 2. The overall budget for maintenance has been generally in line with the requirements. However, operational efficiency has remained low because of over- staffing and improper preparation of maintenance budgets and allocations of resources among uses. Maintenance budgets have reflected in the past significant resource imbalance; an average of 73% have been allocated to labor-related expenditures, leaving little for materials (20%) and equipment (7Z). The majority of workers are employed in the districts. Until mid-1991 MCW had employed on average some 1400 personnel assigned to maintenance operations. In reality, only about 60% were necessary to deliver maintenance services and the rest were partially used to carry out capital works. This situation has been corrected recently under the recent retrenchment program by which maintenance operations labor force has been reduced to about 776 staff (30 technicians and 746 supervisors and workers). Consequently, with the retrenchment program, MCW has now completed a tentative reassignment of road maintenance staff among all categories s-nd is in the process of putting it into effect. - 60 - ANNEX 1 Page 2 of 9 Road Maintenance Personnel Ex Weedina Patching Drainaxe Other Total 1986/87 500 230 210 260 1,200 1987/88 300 375 150 175 1,000 1988/89 200 380 145 275 1,000 1989/90 315 375 105 315 1,110 1990/91 430 370 198 396 1,384 1991/92 430 370 198 396 1,384 1992/93 186 220 110 270 776 3. Maintenance management is still an area with a clear scope for improvement. The Highway Maintenance Management System (HMMS) established under the first Bank project enabled MMS to prepare the Four-Year Maintenance Plan, which is discussed below. However, this system has not yet been installed in the field, and hence, not tested by maintenance crews. To carry out the Four-Year Maintenance Plan, MCW needs to implement appropriate field work scheduling and feedback reporting procedures, and to improve resource usage and crew productivity. The proposed project will assist MCW in implementing the HMNMS throughout all districts and depots by providing a follow-up technical assistance in road maintenance and a training program to instruct maintenance staff in the new procedures, under the terms of reference outlined in Annex 3. In addition, the project will further the technical assistance to MMS under terms of reference provided in Annex 4. Four-Year Maintenance Proaram 4. During project preparation, MCW with assistance of consultants and IBRD staff, developed a performance maintenance program for fiscal years 1992/93 to 1995/96. This process started with the completion of the road feature inventory of the entire highway system, which includes the quantity and specific condition of each component that needs to be maintained in each link. Then, 29 maintenance activities (23 activities for routine maintenance and 6 for periodic maintenance) --which provide for the most frequent and relevant tasks needed to maintain all road features-- were selected. For each activity, a work measurement unit (e.g. tons of patching) was assigned and performance standards were developed. These performance standards define the activity, the daily resource requirements in terms of crew and equipment, the daily accomplishment expected when using such resources (productivity) and the approved work method. In addition, MCW established the levels of service to be maintained on each road component when providing a "full level" of maintenance services. This "full level" was defined by a set of quantity standards (e.g. tons of patching per year) --variable according to road class and component condition--, with a separate standard for each activity. They were fixed by the Technical Committee based on the existing experience. The annual work quantities were determined for each maintenance activity by multiplying the quantity standards by the appropriate inventory quantity. The amount and types of resources required were determined by using each maintenance activity's performance standard. Annual costs for each activity were computed by multiplying the resource quantities by unit costs for labor, equipment and materials as determined by the Maintenance Management Section (MMS). The sum of all annual activity costs is the maintenance budget. - 61 - ANNEX 1 Page 3 of 9 5. The maintenance program for fiscal year 1992/93 is given in Table 6 of this report. The maintenance program and budget were prepared for each maintenance district. The total program for the entire road network was determined as a sum of all district programs. The total maintenance budget, as calculated, is US$10.4 million, of which US$7.3 million (70.22) is for activities considered as routine maintenance and US$3.1 million (29.8Z) for periodic maintenance. Out of the total maintenance program, about US$1.4 million (13.5Z) will be carried out by contract. The plan includes, under periodic maintenance activities, extensive overlay and reseal programs (see para. 9 and 10); a portion of the first contract for overlay works is included in this fiscal year while the remainder is included in fiscal year 1993/94. Another special feature of this plan is the inclusion of a Routine-Maintenance-By-Contract Pilot Program, described in para. 18 of this annex. This maintenance plan provides for an adequate level of funding according to the existing network needs, a well balanced distribution between routine and periodic maintenance, and an increased participation by private contractors. The plan also gives the total staffing requirements in each labor category, the number of units of each equipment and required quantities of all materials. Tables 7 and 8 show the results in terms of key resource requirements (materials, labor and equipment) by maintenance activity and budgets required for force account works, respectively. These requirements are consistent with the current levels of personnel and equipment available within MCW. 6. The programs for the period 1993/94 - 1995/96 were prepared on the same basis that of the 1992/93. They are also based on the assumption that the condition of the network will be improved through the implementation of the rehabilitation and periodic maintenance programs. Tables 1 to 3 in this annex show the results (in BD$) determined for each fiscal year. For the sake of brevity, the tables showing the resource requirements have been omitted. The total budget for fiscal year 1993/94 is slightly higher than the others; this is because the first year overlay program is more costly due to the higher cost of the roads involved (Highway 1). Maintenance by contract is on the average about 302, which is adequate. MCW will update annually the Four-Year Maintenance Program based on an update of the road feature inventory and overlay and reseal programs, and feedback from maintenance program under execution. The cost of the Four-Year Maintenance Plan is as follows: Maintenance Programs 1992/93-1995/96 Summary of Costs(&) Fiscal Total S of which Routine Maintenance Periodic Maintenance Year Budget by contract Total % of total Total X of total O&R programCb) --------------------.,--------_--------------------------_--_----__----_-----__-----_------------ 1992/93 10.4 13.51 7.3 70.2S 3.1 29.82 60.0 km 1993/94 13.1 32.21 7.2 55.0X 5.9 45.0S 96.8 km 1994/95 12.3 28.51 6.9 56.01 5.4 44.01 101.2 km 1995/96 12.2 30.31 6.6 54.01 5.6 46.01 99.2 km -----------------------_-_-------------------------------------------__------__-----------_------ Total 48.0 26.71 28.0 58.32 20.0 41.71 357.2 km ----_------------------------------------__---___--------___--------__-------__----____--_------- (*J Cost in US$ million. (b) Overlay and reseal program, to be carried out by contract and force account. The fourth contract for overlay works (38.4 km) is not included, as it will be executed in fiscal year 1996/97. - 62 - ANNEX I Page 4 of 9 7. The plans provide the necessary inputs to prepare an appropriate maintenance budget and establish the key resources needed for force account works. To ensure that they can be implemented, the provision by the Government to MCW of an annual allocation for materials consistent with the requirements of the plans constitutes a condition of the proposed project. The current breakdown among resources is summarized below: Maintenance Programs 1992/93-1995/96 Breakdown of Force Account Costs by Resources(O Fiscal Total Program Materials Labor Equipment Year (Force Account) Total X of total Total S of total Total X of total ___9________________6.9______3_.1.____34.7__________3._________44.0_________1.9________21.3_______ 1992/93 8.9 3.1 34.7 3.9 44.0 1.9 21.3 1993/94 8.8 3.0 34.1 3.9 44.3 1.9 21.6 1994195 8.8 3.0 34.1 3.9 44.3 1.9 21.6 1995/96 8.5 2.8 33.2 3.9 45.8 1.8 21.0 --___-------_------------------_----_----------------------_--------__-------__--------------_--- Total 35.0 11.9 34.1 15.6 44.5 7.5 21.4 Cos50t in US$ mllilon. Overlay and Reseal Programs 8. The periodic maintenance program consists mainly of overlay and reseal works. The overlay and reseal programs have been designed to curb the current trend by which the length of the road network in fair to poor condition -- requiring periodic maintenance-- is increasing annually. Timely intervention is particularly important in the case of roads in fair condition, since the repairs needed once the pavement starts to break up are several times more costly. (Generally, costs of reconstruction are four times higher than the cost of an opportune overlay or reseal work). 9. About 250 km of primary and secondary roads (approximately 42Z of the main network) are now in fair condition, and almost 60 km (about 102) in poor condition; a substantial portion of this network carries sufficient traffic to warrant an overlay. The overlay program aims at raising the standards and preventing further deterioration of this part of the network. About 250 km of primary and secondary roads will be overlaid during project implementation; overlay works for about 150 km (about 60% of the total) of high priority roads will be contracted out, while the remaining portion will be carried out by force account. The proposed project will finance the overlay program to be carried out by contract, which totals US$15.2 million. This will help MCW reduce the backlog in periodic maintenance during the four-year period to a level consistent with its ability to perform the required work using its own resources. The list of the selected road links included in the proposed project is given in Table 17 of the report. These road sections were selected based on pavement condition surveys, which included measuring pavement distress and surface roughness, traffic data and economic evaluation. The works were divided into four groups, each representing an annual overlay program of approximately 40 km to be carried out by private contractors. The distribution among years was determined on the basis of the relative economic benefits of the projects. To complete the overlay program, MCW will perform overlays on about 25 km each year, using its own - 63 - ANNEX 1 Page 5 of 9 resources; MCW's technical and operational capacity are adequate for the job. The list of road sections to be overlaid by force account is given in Table 4 of this annex. This list will be updated annually based on an economic evaluation and prioritization of overlay needs. 10. The reseal program will provide preventive maintenance to about 140 km of local and some secondary roads. The work will be carried out entirely by force account. MCW has the expertise, personnel and equipment to do the job. The list of road sections selected for the reseal program is given in Table 5 in this annex. The distribution among years, approximately 35 km per year, was determined taking into account road condition and traffic. Again, the list will be updated annually based on an update of the road and traffic inventories. Eaui2ment Fleet 11. MCW's road maintenance fleet is composed of 291 unit, of which 90 (331) are less than seven years old, 102 (38%) between 7 and 15 years old, and 78 (291) more than 15 years old. At present, 174 units (60%) are in service -- although about 72 units (25%) have some problems that will require repair during the next four-year period--, 53 units (18%) need rehabilitation and 64 (22X) should be discarded. Table 6 of this annex shows the various equipment groups and the current condition of each group. This workable fleet is not adequate to carry out the work by force account defined in the Four-Year Maintenance Program. New units will be needed to complete or replace old units, and many of the existing units will need major repairs, rehabilitation or reconstruction during the four-year period. Finally, very old units, whose rehabilitation is not justified on economic grounds will be sold at auction or discarded. Eauipment Management 12. The efficiency of the workshop operations has remain low in the past. Equipment availability, currently about 60%, has been limited by the lack of timely provision of spare DArts and by the fleet's aging. Some equipment is so old that spare parts are not commercially available and in order to keep it operating the workshop has to adapt alternate parts. In addition, improper planning of preventive maintenance has caused long down-time. The proposed project provides for replacement of old and costly-to-operated equipment units, which will lessen the workload on the workshop, as well as increase the number of units in operation. This will enable the workshop to concentrate on preventive or planned repairs and perform more rehabilitation type work. Also, a portion of this component is earmarked for purchase of spare parts to support MCW's execution of the equipment rehabilitation and repair program. 13. The existing organizational structure for equipment administration is adequate and only minor changes are needed. However, accountability of equipment management and incentives for efficient utilization need to be strengthened. The implementation under the proposed of project of the Equipment Management System (EMS) will provide relevant data to monitor workshop performance and equipment operation. Concurrently, in the future, each equipment unit will prefer&bly be - 64 - ANNEX 1 Page 6 of 9 assigned to a specific operator who will be responsible for its operation and day-to-day maintenance. These operators will be trained under a program developed by MCW's workshop and to be financed by the proposed project. 14. Better coordination is needed between the Operations Division and the Equipment Management Section within the workshop to improve the assignment of equipment units to maintenance operations. Currently, the Operations Division has little input into how the equipment fleet is assigned to the districts and how the preventive maintenance is performed. Frequently, equipment and vehicles are removed from operation for maintenance servicing by the workshop, are not replaced with substitute units, and then held out of service for extensive periods of time, often for repairs that have to wait for spare parts. The lack of an annual equipment servicing program, of an adequate stock of spare parts, and of a maintenance work program capable of determining districts' equipment needs, has contributed largely to this problem. The proposed project will assist MCW in overcoming these problems by financing the purchase of parts, updating road maintenance plans and providing a second-phase technical assistance program geared at improving the efficiency of the workshop. Coordination between Operations and the workshop will be enhanced by having the Head of the Equipment Management Section and representatives of the workshop participate in the Technical Committee. This committee will meet monthly to review road maintenance program and the equipment needs originating from such program, and ensure coordination with the workshop. Eauipment Acquisition. Rehabilitation and Disposal 15. Based on the resources needed to carry out the Four-Year Maintenance Program and the existing condition of the fleet, MCW prepared the equipment acquisition program given in Table 18 of the report. This program is satisfactory. It comprises a total of 112 units, consisting of 31 major equipment units and 81 minor equipment pieces, which will be purchased under the proposed project at a cost of about US$1.65 million. The units selected provide for a high efficiency in maintenance operations and are consistent with MCW's maintenance practices. MCW, assisted by a consultant, will develop final specifications suitable for procurement purposes. These specifications will also cover on-site training for servicing, minor repair and adjustments procedures, and operator's training needs. 16. In parallel with the equipment acquisition program, MCW also defined the equipment rehabilitation program shown in Table 19 of the report. This program includes the needs for rehabilitation and major repairs of all the existing units which will not be discarded (i.e. those whose cost of rehabilitation is less than 40Z of their replacement cost) during the four-year period. The program will be carried out in MCW's workshop, which has proper facilities and competent personnel for this task. The proposed project will finance US$0.7 million in spare parts needed to repair and rehabilitate the equipment listed in Table 19 of the report. Rehabilitation of diesel engines (fuel pumps and injectors) will be contracted out, as MCW's workshop lacks the equipment to do this job, at an estimated cost of US$0.13 million. The proposed -65- ANNEX 1 Page 7 of 9 project will finance 60X of the total cost of equipment rehabilitation by contract. 17. Finally, obsolete equipment will be disposed during the four-year period. MCW has already "deadlined" 33 major units for disposal. MCW will prepare a policy guideline and update the program for disposal of equipment units which are under one of the following conditibns: i) equipment wrecked beyond economical repair; ii) cost to repair is greater than 401 of the cost of a replacement unit; and, iii) equipment no longer needed because of its low reliability or because of changes in work procedures. Through the implementation of these three programs MCW will increase the equipment availability ratio from the present 60% tc an appropriate 85% by 1994, which will enable an efficient utilization of the equipment fleet. Routine-Maintenance-By-Contract Pilot Proarsm 18. Program Obiectives. The main objective of this pilot program is to obtain experience on costs, quality of work, supervision needs, benefits and disadvantages of contract maintenance as compared with force account maintenance. Lessons learned from this pilot scheme and the comparison with force account operations will enable MCW to establish a clear policy for delivery of road maintenance, while identifying possibilities for increasing productivity of force account work, assessing the capability of the existing local construction industry and potential interest in routine maintenance, and exploring which alternative modes to carry out maintenance activities are more cost-effective and what implementation problems need to be resolved in order to adopt them. 19. ScoDe of the Pilot Program. The program consist of 66.7 km of linked roads located in a geographical area which comprises part of the parishes of Christ Church, St. George and St. Philip. A complete list of the road sections included in the program is shown in Table 7 of this annex. These road sections constitute a representative sample of typical conditions observed islandwide, which will enable testing the performance of contracted mainten-ice under different environments: a variety of traffic conditions, ranging from high traffic (over 6,000 vehicles per day) to some low traffic local roads; an aple sample of road componenets to be maintained, from urban roads with curbs and stormdrains to rural roads with earth ditches and roadside vegetation; and different surface type (asphalt concrete and penetration treatment) showing different levels of distress (f-om good to poor). The sections have been distributed among three parishes with extensive road networks to avoid the risk of staff redundancy within MCW districts. 20. The pilot program involves all routine maintenance activities included in MCW's annual maintenance plan. The work program has been developed taking into account the same maintenance activities and quantity standards uEed by MCW in force account operations. Table 8 of this annex summarizes the maintenance plan for a two-year period, with the list of maintenance activities, the corresponding measurement units and an estimate of quantities for each activity or work program. However, some activities will have to be divided into separate items to facilitate their tendering, measurement and payment. MCW will review - 66 - ANNEX 1 Page 8 of 9 this list during preparation of the final documents for bidding. The total cost of the RMBC Pilot Program has been estimated at US$0.64 million, based on historical data using force account because data on unit cost for maintenance work performed by contract is not yet available. 21. Contract type and provisions. The contract will be of the "unit price" type. However, in order to provide for inclusion of additional work items not initially included in the contract, the tenderers will be requested to quote hourly rates for basic equipment and personnel, and some allowance for up to 10% of the contract's value to be done on a cost-plus-fixed-profit fee basis will be included for activities whose unit costs cannot be reasonable predicted. Payment will be based on actual quantities and quoted or established prices. Although the work program defines quantities of work, the contract will allow variations in defect or excess over those originally estimated. MCW will assess the capacity of the local construction industry and the most convenient --and likely- - size to be targeted by the program. Based on this analysis, MCW will define the duration of the contract (one contract two-year period or two contracts one- year period), as well ae allowance for advances for mobilization --usually about 20%-- and the value of performance guarantees to be requested, if any. MCW will complete preparation of the bid package, which will include contract forms, minimum qualifications to be met by bidders, technical specifications, bond requirements, plans including location of the selected road links, and information to bidders on the bid process, award criteria, project implementation and supervisory arrangements. 22. Tendering of Contracts. To obtain responsive competitive bids, MCW will advertise locally the invitation to bid and will schedule a pre-bid conference. Through this meeting, MCW will answer questions that potential bidders may have about the project requirements and to ensure that all bidders fully understand what is required, the methods to be used, the expected schedule, special equipment or personnel requirements and any other information that could add to their understanding of the project before preparing their proposals. The contract will be awarded to the bidder whose bid has been determined to be substantially responsive to the bidding documents and who has offered the lowest evaluated bid price, provided further that the bidder has the capability and resources to carry out the contract as effectively established in the bidding documents. 23. Contract Management and SuDervisory Arranzements. The Operations Division within the Technical Department will be in charge of the implementation of the pilot project. MCW will designate a Program Coordinator to administer the contracZ and provide the 'Liaison between MCW and the contractor in order to ensure that the program is implemented in a timely fashion. Supervision will be carried o't by designated supervisors from the Operations Division, using spots reviews to monitor quality of works and bi-weekly measurement of executed works to prepare payment statements. The Program Coordinator will retain close control over the works to be performed, identifying priorities and developing monthly work schedules; however, the contractor will assume the responsibility for daily scheduling as well as execution of works. The supervision will keep records of the work accomplished in terms of pay quantities and compliance with specifications. - 67 - ANNEX 1 Page 9 of 9 24. Program Evaluation and Recommendations. The consultants hired under the terms of reference given in Annex 3 will assess the comparative costs, benefits and quality of maintenance work carried out by contract and force account. The comparison of contract maintenance with similar work by force account will be based on performance and cost data (including direct cost, overhead and supervision costs) obtained from the RMBC pilot program and the evaluation of force account operation through the HMMS and EMS. The consultants will make recommendations regarding: i) possibilities for increasing productivity of force account operations in view of the results of the RMBC pilot program; and ii) planning, financing, supervision, and administrative requirements for effective preparation and execution of maintenance work by contract (including recommendations on best activities to contract). Based on these recommendations, MCW will review the current maintenance policies in order to increase productivity of operations by force account and introduce maintenance by contract on a larger scale if proved effective. 25. Schedule. MCW, assisted by a consultant, will complete preparation of the bid package and designate a program coordinator within its Operations Division. Contracting of a private contractor to carry out the pilot program should be completed by December 31, 1992. During the implementation of the pilot project, the Operations Division through the Program Coordinator, will collect data on cost and quality of maintenance activities carried out under the pilot program and similar work by force account. The preliminary assessment of the efficiency of road maintenance operations carr-id by both force account and contract should be available by December 31, 1993. MCW will discuss with the Bank the preliminary results during the Mid-Term Project Review in the first quarter of 1994. MCW will formulate such strategy and submit it to the Bank by December 31, 1994. BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT MCW MAINTENANCE OPERATIONS ORCANIZATION STRUCTURE Headquaters OPERATIONS DIVISION DEPUTY CHIEF TECHNICAL OFFICER| MAINTENANCE L Senior Technieal Officer Coordination with TECHNICAL COMMITTEE…_ Workshop Divlsion QUANTITY SURVEYOR DISTRICTS OPERATIONS MAINTENANCE MANAGEMENT SECTION Materials Manager Techlcal Officer Technlcal Officer Technician - Road lnventory UnLt - Plannin, Control, and Eval"ztlon UnLt - Wells Inspector - Utilities Supervisor 00 Senior Technician Senior TechnLcian Senlor Technician Districts (7) St. Michaei N. St. Hichael S. Christ Church St. Philip South Central North East North West Technlclan I Techniclan I Techniclan I Techniclan I Technician I TechnicLan I Technician I - Denots-Subdenots (13) Deacons Farm Richmond South Point Six Roads Golden Ridge Belleplaine Prospect Prince Road Joes Rlver SpeLghatown Country Road Bagatelle Chance Hall - Personnel in Districts Total Techniclan I I I 1 1 1 1 1 7 Technician II 3 5 3 2 3 3 4 23 Supervlsor 12 9 7 7 8 16 11 70 Section Leader 1 8 3 2 2 3 6 25 Artisan 13 26 9 10 6 9 28 101 Labourer 63 82 45 40 69 91 64 454 Equip. Operators 9 16 8 13 11 17 22 96 P > Total: 102 147 76 75 100 140 136 776 If BABAOS SDECOD ROAD lINtIANCZ AMD RaOILITTIWH PROJECT IeN 6 ROA WWVAN nu Mg F1993194 drosraw Prsp 4 for i MProgra 0.0 K Total road egth In entice netwok a 1,549.6 km goas merAdailiatan rogs 0. k Roads exclued from N , I prosram I 0.0 km Rmdo WWOC Rcutuw I", km ~~~~~~~~~~~~~~~~~~~~~~~~Roads un6er Periodic Nrlintenance Prottgsa 96.8 in Cal Aephalt cumrete pavements a 99I7.3 (aC) Overlay Proarma 91h Cbl Aspbhat er . treatm_t pma 552.1 h Ib) t Al Program a 7. hk lltl-CE IV-ITIES-- R06D IENV--- -- --C FO CCOUNTW. Ul TI COStST "M CC ACCOUNT !POSA cO P1cRW COST - ,wrAcr I TOT. AC..T .. . ._ ._..........,,............................ .......------- ---------. ------- w--------- . ..... .. .. . . ctm nAIL! ACGIi oaM lN.lTt IqoanmE IM. CREW lagATUAl LAMMR EQuiP. TOTAL I NATrIAL LABO 1 I T TOTAL I 8 t031 COSt TOrAL I cosT CmU ------ PODWUC. M?T Ofl UNITS9 IT | QUT. DAYS C|DS$) . D$) IdD8$) CDS) (|D$) D ItDS) (D$) (BDS) 1Q0* ItDSI CR053 | I SDSI ROUIINE MA..h. .. ..E e030 Pot Sole Patching 5.0 tone 3,099 P.18.1a. 10,896 l0,918 2.08e 15e.7 91.1 56.4 299.6 1,519,99K 952.56 587,575 3.121.129 1 7 5e93 2 45 .285.814 9020 Ragirad4n Unpave6 Shwulder 9.0 km IS n.SAh.M 42 Is Is 8K.0 457.6 909.0 950.6 3,092 5,949 5,517 12,558 2910953.2 31.703 944062 9030 ratcbing Pawed Shoulder. 1.0 hk 8s p.abl. 9 39 D9 453.2 451.6 262.0 9 94 37175 17 .8K 10.998 46.59 _ _ - 46 .59$ 9090 Joint 3. CrldM acPdku Sea ein 00 r 3 099 g.l .h 47.17 143.486 319 0. 12. . el 4.789 2292 '7 253.549 4.087 2.8 11.525 365.066 1050 COLd Nim Pr-uct n I9s.0 I 3 3 ,99 p.ka 5,952 5,932 989 58.7 28.0 39.7 325.5 34 29030 1664.096 22959174351 1 7 - 142.el4 131.0Drain C92 dth k l8 8 60 0.0 4163.4 2600.0 676.4 0 358.062 22.600 $1,652 22 794 12 3320 DbrainE CIsanlog Nsbenlcl 2.0 k 2 805 ditch ho 625 09 305 0.0 388.3 549.8 507.8 0 164,541 194.7128 309.268 66 59.0 8594 21065 1430 Culvert Cl renn 1.0 e* abch 162 tmaer 818 853 431 0.0 184.0 2K5.3 429.5 0 153.272 204.293 1.2,365 45 493.6 22.234 379.779 1140 well ClIng9 5.s 0 3 2.r3 15376 npmbr 493 480 160 0.0 85.5 156.35 221. 0 41,040 65,428 309.478 19 255.1 2864 909,285 1310 Traffic Sign 4.0 each 9.336 ubaree I9 ,1062 266 26.8 136.5 0.0 169.3 28.482 144.974 0 713.435 26 204.9 5.308 81,0743 1220 TraffIc Sign Inetalatione 12.0 each 9,556 number 9.088 9,062 89 152.3 26.6 23.7 200.4 163.309 28,240 23.014 212,782 26 250.5 6.512 219.294 9210 Guard Rail Repaits 99.0 La 9s d.r.o 8.269 8.128 542 6.7 26.2 23.9 66.7 54.214 293.980 194,095 542.219 143 06.7 90.6i 5S_.036 9240 PaintiSg Center Lines 4.0 in O 143 p.bo 81 63 Is 750.0 101.5 70.3 929.5 45,730 6,176 4,285 56,2. 2 - | 6 56.39. 3250 SpeCIal Pavema,nt Markings 6.0 sacb 23,999 eambr 730 707 318 625 7. 25 949 4.6 585 5.2 3,9 2 704 558 16.246 MG1 Wodlog elgua 0. e 19 ^r.s @.1 b91 6 6251 9 3. 731 162. 4417 2 7 65679 117 672 130717 009 101 t*1 7 25 000 O 72 00 3590 NeedIng Sraat_D 9et.0 ho 29 re1de.o1 4,484 4,441 41431 0.0 6035. 204.5 808.0 0 2680,44 909,185 5582 43 929.2 9 S62 4 3320 NeedIng cenlcal 6.0 o 2,986 r1 ldekm 2,351 2,83 297 0.0 53.0 48.8 28 0 8 _ 3 36 294 5.30 2 86 1$20 CerWe Dr ID* 4 Culsort 5.0 d 13 d pt/ dl 512 256 S 102 6 201 $ 119 $ 42J n 26 266 51 166a 8 30 5 416 101 1 e4.856 48 94.0 124 754 21J 236 3320 Tree* Tr ^lg A Remoi 9.0 no. 13 depoted 86 96 96 0.0 159.5 S 329.03 729.8 0 38.348 531613 69,961 _ - 9.961 110 Scrlge MaLnteneee 0.2 each 69 damtber 48 4 240 424.3 374 .2 39 860.5 6.446 80,365 2.496 419.305 _ _ 9203 3420 Culveirt Nulntenance 3. ah 1,62:mer 2.I 2.390 2210 1 56 3 22.8 32.0. 45.3. 330.053 773.480 120,120 1.023.655 59 509.6 30.067 9,5.0 34I Iaso ocrt lpe 2.0 herb ,21 slip.ka 21601 20261020 1. 19.6 7.3 27.5 233.138 399,354 152.970 765.462 1.205 43.2 52.008 67410 3190 Eusmrgcy ActIvIties 90mdy 9 depotled 3,340 3,920 284, 0. 52. 463 9.,:6,47 1283 27.5 2 9. 2.1 2.7 3830 Precastig 2,0 aS 13 dpot:4 468 43 290 5. 9. .0 19. 4,5 46,739 0 79,371 so 200.7 10.034 Al20 3630 &AfuinlatratVe cill . dy 1 depo4fe 16.692 16,692 2.182 0. 151 00 3530 80.9 Os019.- 9.8 …- …_ … … ….__._. __ ...---. .__...…___…………__ __...- _.._____.......…. - --- _ T O L . 0 D I I N S N A INT A C E 2,762.696 7,605,.76 5.377,781 3.7K5.655 643.510 14.589.I"9 * … ~~~~~~~~--- ----- - ----------……---- . …------....... .…---- ---- --------------------- ----------…-- -. . 1790 IesurfacTIngt300.9 tone, 1 29 lard.h 38,9918 5,911 63 359.9 3.3 7.5 162.:7 2,672,770 166,567 327,612 3,077.0 ') C)162.0 0.702,009 3720 Surface TraInt 90. m2 73 sordh 184341845 8 .4a07 .6 2. 21,374 124.360 10.611 53.34i - 536.164 389 hll DiggIng .0::.2 1 3 depotled 96 0 0 379.6 37,3 400.0 26. go B 29. 825 8 5 3820 Concrete Dran. 6 Gaalvarta 3. .2 I 1 epts 236 85 302.66 209.6 199.3 4263.8 26.266 51,668 S 30,48 908,483 25 487.5 124.754 23,2:236 T O A A L OAD n A BAINTESANC P LAN b 600 129 7.923.918 3,736.480 17,662,528 6 421644 26.10 4169 C1) Reminder portion of tb* flset contract for averimy work., a-> a- SECOND ROAD MtL4111tCE AND REAARILITATIOI PRWECT tiCWS ROAD MAIf2ABCE PLfA FOR n13994193 rorean pr pered for a ENRE 15MTA Total road laogth In *ntire network * 13549.60 km Itod under Rehabilitation Program a e.o km Road* ecluded from 3 S progr'm a 0.0 km load, under Routine Maintenance Progrom a 1549.6 km Road. under Periodic Maigataance Programs 101.2 km (a) Aspbalt concrete pavements a 997.3 km (a) Overlty Program a 63.3 km (bh Aspbhlt surface treatmant pavemetes S52.3 km (b) Reseal Progra. A 31.9 km MAI3TUCE ACTIVITIES I ROAD IWIENTORI I FORCE ACCOUNT I UNIT COST by FORCE ACCOUNT I PS5CRAI COST - FORCE ACCOUNT PROGRAM COST - CONTRACT I TOTAL - ACTIVITy - 06DLY &CPI I NP E I3V3. rl3 AIITIT WORI. CREW IMATERlAL IABOR EQUIP. OTAL I MATERALS LABOR EQUI3PMT TaTAL WORK UNIT COST TOTAL COST CODE NAME PRODUC. UNIT IOP UNITS UIWT I IQU3MT DAYS 8D0I) (8DS) (BDS) (8D$) (80DS) (D0$) (SD$) (8DS) QUAfTITr (BD$) (SD$) (8DS) ROUTINE MAINIE33ABCE I030 Pot Mole Ptchinag 3.0 tone 3.099 p.3..m 9.976 9.976 1 993 3SI.7 9. 36.4 29s.6 3.512.960 913.:03 562.646 2.988.710 - _ _ 2.988.710 3020 Regredlag Unpaved Shulder 1.0 k IS u.lm 42 42 42 84 0 4S7.6 409.0 950.6 3.52B 19.220 37.178 39.926 - _ _ 39.926 1030 Patebig Pawd Sbouldere 1.0 km 80 p.shl.km 39 39 39 453.2 457.6 282.0 1194.8 17.753 17.868 30.998 46.598 - _ _ 46.S9B 3040 Joelt * Crack SealIng 400.0 Itre 3 099 p.la.Ic 127.599 927.388 319 0.8 0.e 0.9 2.5 95.699 102.07S9 34.839 312.618 _ _ _ 312 6I8 1050 Cold His Prodactito 6.0 13 3,099 p.lka- 5.414 5.414 902 S8.7 28.0 38.7 323.3 317.639 351.392 209.359 678 .93 _ _ - 678.S91 1110 Dral Cleaniag laual 0.8 km 962 diteb km 97 97 970 0.0 4163.4 2600.0 6763.4 0 403,80 252.200 656.050 - _ _ 656.00 1120 Drala Cleaning eIchanical 2.0 km 903 ditch km 664 664 332 0.0 388.1 339.8 507.8 0 124.885 212.314 337.199 _ _ _ 337.199 1130 Culvert Cleaning 2.0 eacb 1.162 mumber 878 818 439 0.0 184.0 24S.3 429.3 0 1618552 215.330 376,682 - _ _ 376.882 1140 Uell Cleaning 3.0 wv.3 2,376 nuber 480 0 0 0.0 85.5 136.3 221.8 0 0 0 0 480 255.1 122.448 122.448 1210 Traffic Slga Maintmenance 4.0 each 9.336 umber 1088 81088 272 26.6 136.5 0.0 163.3 29.158 146,523 0 177,681 - - - 177.68I 1220 Traffic Sign Inetelatione 12.0 *acb 9.336 number 13088 I 088 91 362.1 26.6 21.7 200.4 165,463 28.952 23.511 217,992 - _ _ 211.992 1230 Guard 811 Repair. 13. 1.0 95 g.r.km 8.269 8.269 551 6.7 36.2 23.9 66.7 55.154 299,090 197.381 353,625 - _ _ 551.623 1240 Painting Canter Lime 4.0 1.e 143 p.km 61 61 3S 7SO.0 101.3 70.3 921.5 45.750 6.176 4.285 36.212 _ - _ S6.212 3230 Sp ecial Pavement Harking 6.0 eacb 3.099 numbt 637 637 106 62.5 79.1 43.3 184.9 39.813 50.361 27.601 117.775 - _ _ 117 1310 1 edline Maual 1.0 km 2.986 relde.km 4,484 4.484 4.484 0.0 603.5 204.5 808.0 0 2.706.094 916,978 3.623.072 _ _ _ 3,623,072 1320 Weeding Mechutical 6.0 km 2.986 reid.km 2,551 2,353 42S 0.0 33.0 48.8 81.8 0 84.234 124,361 208,595 _ _ _ 208.395 1330 Tree Trimtn & Reumming 1.0 to. 13 deponted 96 96 96 0.0 399.5 329.3 726.8 0 38.340 31.613 69,961 - _ _ 69.961 * 1410 Bridge MaIntenance 0.2 each 89 number 48 48 240 134.3 1674.2 52.0 1860.5 6,446 90,363 2.496 89.305 _ _ _ 89.305 0 142 Culvert Mlatenance 1.0 each 1,162 tnmber 2.369 2,369 2.369 56.3 334.6 52.0 443.1 133,375 793.236 123,188 1,049.799 _ _ _ 1,049.799 1430 Repair of Concret Sllpper 20.0 kehrb a 1421 2 lip.km 21,601 21,601 1.080 10.5 19.6 7.5 37.5 225,730 422,s48 162.00, 810.686 _ _108.46866 3310 Emergency Actbivtlee 83.0 mdey 33 depot/ad 3,320 3,120 284 0.0 52.4 46.1 98.S 0 363.457 143.801 307,23S _ _ _ 307.258 8630 Preceding 2.0 m3 33 depotled 4I9 419 230 38.4 III.3 0.0 169.9 24,433 46,719 0 713 71 _ _ 71,171 3630 AdenlaItratlve Actgvltls 6.0 day 13 depotled 16,692 16.692 2,782 0.0 53.3 0.0 33.3 0 S90.3I4 0 690.184 _ _ _ 890U, T o T A L RODTIN1E N A I N T E N A t C E 2,672,922 7.652.813 3,332,153 13.677.888 1 122,440 13.09336 … ~ ~ ~~ … .4. … a … a….4.…----.4.-.-. … - … .4 …~~~~~~~~~~~~~~~~~~~~~~~~~~~~~-- ------ PEltlODIC 11411t6CE 1710 Ieturtacng 300.0 tone 13 l I 39,931 18.911 63 II.9 3.3 7.3 162.7 2,872 770 66.567 137.672 3,077,009 (6) () 6.750,000 9.827 000 1720 Surface Tretam 3000.0 *2 16 la.rd.km 388,434 398,434 388 3.4 0.7 0.6 2.7 273 ,74 324,380 320,631 516,364 - 6 364 I830 11 DI SggIng 5.m 13 depotlad 96 0 0 179.6 37.3 40.0 256.8 . 96 29S.3 28,350 28,350 8200 Concrete Drain s culvert. 3.0 m' 13 depotiad 512 236 83 102.6 201.8 119.3 423.8 26.266 S.l668 30,548 108.483 256 481.3 124.754 233,236 1U30 rreach Drdare 6.0 a 13 depotlad 312 312 85 42.0 89.3 83.4 216.8 21,504 45.7U4 43,73S 110,981 _ _ ge981 3840 Cabion Stretures 6.0 bahket 13 depotiad 312 312 52 210.0 97.4 90.2 397.6 63,520 30,3e6 28,133 124.039 _124.039 T O t A L P E 2 I 0 D I C n A I NTIT N & N C * 3.257.433 318,74S 360.699 3,936,873 6,903,104 10,8539.79 T 01 A L 10 A D I A 1 S T A3 *b C E P L A N 3,930,356 7.971,356 3,712,652 17,614,764 7.023,332 24,640.315 0) Second contract for overlay works. crn tD X N .. S W 161 VAIWruMCi AN3 501A81LTATtCu PRJECt iaa'S 8.61 MAINTENANCE PMM 10 v1995196 Pr TM jsepared for En&Il 3h1AU Total road leogth to entire network a 1,349.6 km R.. n erhoabtlltatiom Progrem I 0.0 km Roads excluded fires N A atpoga 0.0 h Zoad. uniec outine Naintenance Program 1.3,49.6 km &o&d. under Periodic Maintenance Pragrema 99.2 km (a) Asphalt concrete pavements a 991.3 km (a) Overlay Program 39h (b) Aephalt eurf&Ce treatment0 pavemenS,O 312.3 ha (hI Beseal Program a 31.4 ha1 M&ilKTUABCE AC)!VITES I ROD IMVUIORY fPE co?IwT MoT By FORCE ACCOUNIT PROGRAM COST - FORCE ACCOUNT P8.O6163 COST - CONTRACT TOA - LYIYtY---- PAIL) MORE-EB*D Y-~081Y I 11- CUMV KWM&T AL 4ASD3 iquiP- -tALz 4t IAMTIALA., LAEI8. -.- LQPIPIENi! IDAlr4 _. van6 UIT COST tOTAL ICOST CODE NaME PRODuc. UNIT iO' WITS IRittI I ZOiNt. DAYS I (80) 6806) (905) (BP5) I (D05) (B0$) (BS (P) 40*#TV MM0S 18061 --- 1506)7 1010 Pot mole PatchIng 3. oe 3,09 p.ah .191 8.18) 1.11 311 9.1 1. 299.6 1.302,001 18s.T63 484, 94 2,171,960 - - 2.111,900 3020 Resradiag Unpaved Sboulder 1.0 ha- 2 II ueh.h 42 4 2 8. 3. 0.0 906 339 1.2 1118 39.926 --- 3.2 £030 Patching Paved Sboulder. 1.0 ha 80 p.ohl.km 39 39 39 451.2 4351.6 282. 1194.8 11,13 11,684 la g9o 46,598 - - - 46.39 1040 Joint 6 Crack Sealing 400.0 ILr .9 .aha 36741613 6 . . 0.9 .3 80066 83.403 96,019 261.341 - - 26,1 3030 Cold Miz Production 6.0m 3,9 p.la.ka 4,10 4.303 III 19.01 28.0 38.7 13.3 264.19)1 126,084 174.13£ S64.406--- 440 3330 Drain Cleaning Manuel 0.1 ha 962 diltch ha 097 97 910 0.0 41683. 2600.0 6163. 0 403.830 252.200 656,050 - - 656,030 1320 Drain Cleanina Mechanical 2.0 ha 803 ditch km 664 664 332 0.0 £88.1 339.8 301.8 0 124.885 212,314 331.199 --- 331,199 1130 Culvert CleanIns 2.0 each 3162 number 816 818 419 0.0 184.0 243.3 429.3 0 £61,552 213,330 316.8B2 - - 36,82 1140 Weil Clesaning I.v 2316 auamber 480 0a . 33 13. 2. 0 0 480 233.3 122,448 112,449 £210 Traffic Sign aience 4.0 each 9.336 number 2.088 3 098 212 26.a 136.3 0.0 163.3 29,338 148.323 0 377,693 - - 11.fi8 1220 Trafici Sign Imestalationa 12.0 sea 9,336 nusber 3,088 1.069 91 112.1 26.6 21.1 200.4 165.463 28.932 23,311 217,992 --- 231.992 £2 30 Guard Rail Repair. is. l.a 95 g.r.loo 6,269 9,269 331 6.1 36.2 23.9 66.1 3.3154 299,090 191.381 333.623 - -33.623 £240 Painting Caoter Linac 4.00 l.a £43 P.AS 61 61 is 130.0 101.3 10.3 923.3 43,110 6,316 4.283 16,212 - 6,232 £2 10pecia 1 Pavement Itarkange 6.0 each 3,009 nmbser 330 530 B8 62.1 19.3 43.3 £84.9 33,123 41.902 22,963 91 992 - -- 1.992 1330 heedIng Ilamnaci 3~~~~~.0 ha 2,986 reids.ke 4.494 4.48484 84 00 933 243 8800 2,706.0914 936,918 3,23.012 - -- 3,201 £12 :Neding Itechantcel 6.0 ha 2,986 weideka, I,331 2,333 42 0.0 330 488 9. 424 £24,361 208,1935 0.9 £33 treTrimlug I Removing 3. o 3depotled 96 96 96 0.0 399.5 329.3 128.8 0 38,348 31,613 69.961 - . 69,963 .. 340Bridge Malugenaces 0. aeach 8mabc 8 48 240 334.3 1614.2 12.0 £960.1 6.446 80.363 2496 69.301 89.303 - £40Culivrr Maintenance A. eah 1,162 numger 2,369 2,3U9 2.369 36.3 334.8 32.0 443.1 133.315 793.235 2,8 ,4.9 ,4.9 £430 Repair of Conrete Slipper 2.3.0her a 1,421 slip.k 21.601 21,60l1.3090 30.1 19.6 1.3 31. 22,30 42948 3A2,08 80.6 8 10,686 £33 Ecrec Atvcee £. day Is d.potlad 3,320 3.120 294 0.0 52,4 46.1 98.5 0 363,451 143,801 301,238 301-uo.z5e Act0iPreceeing203 13 I d:p"tlad 439 419 230 38.4 1ii.5 0.0 169.9 24,433 46 1319 0 11.11£ . -- 1.1 1830 Adminierative Activitiese 6.0 aday 13 dpaptled 16.692 316,692 2,192 0.0 33.3 0.0 33.3 0 890.164 0 990,164- - 90,4 …- … ------.----, ----. … ..------..$. … .4,…r.…- …--.-------------4-. … I-- 4---------- ------ --------- TOT A L Rou 9T Ing MAINTENA HCE 1,2386,193 1.414,831 3,215,071 133016,121 122.448 13.398.569 1110 Resurfacing 300.0 ton. , 128 la.rd.ka 3,3 1893 61 131.9 3.1 . 6. 2,812,110 66.367 1327672 3.017.00 c11 (a3 7,310.000 10.227,009 310Surface Treatment 3000.0 102 I tI la.rd. S 1:9,4341 3864341 388 3.4 0.1 06 21 211,314 124.390 120,611 316,6 - 16,364 £83 Nell DiggIng 1.0 SS I 3 depotlad 96 0 0 119.6 31.3 40.0 236.9 - - - - 96 293.) 29.330; 29.330 38210 Concrete Oraine & Culverte 3.0 :3 I 3) depotiod 332 236 as 302.6 201.6 119.3 423.8 26.266 1.,665 10,348 13048.4 236 481.3 324,134 213.236 £830 Preach Drain$ 6.0 a 3 4epoted 132 332 83 42.0 99.3 03.4 236. 21,304 43,142 43.1131 31,0.9911 'IO £3.9I 3640 Gablon Structures 6.0 beeket 33 depocled 332 312 32 230.0 91.4 90. 2 3921. 63.520 30,386 28,333 2,3 Ia32..0)931 -* …-------- - -- ------- ------ ------------ ---- --------- -…--.------------… . --..,…… TO 0 T£ L P ER 5 I 0 2 C M A I NT I UAUC E 3.237,433 338,143 360,699 3,9365,813 7,302,104 £1,239,919 T 0 T A L 10 0 isa gu A D ImT1A CZ g P L A U 1.643,621 1.793,594 3,373.173 17,012,996 1,423,532 24,439,341 40) Third contract for oveclep wocha. 72 - ANNEX 1 Table 4 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT OVERLAY PROGRAM TO BE CARRIED OUT BY MCW OWN FORCES ROAD PARISH ROAD LENGTH WIDTH NAME CODE CLAS9 FROM TO (kkm) (m) FIRST YEAR PROGRAM (1992/93) 1 Highway B A P IGreenland Cherry Tree Hill 3.5 6.0 Highway D T P Cane Garden Porey Spring 5.0 6.5 Farm Rd. E S H'way 1 H'way 2A 2.6 6.5 Whim Rd. E S H'way 1 H'way 2A 1.6 5.0 Cartton Rd. S S XHway 1 (Lower Cartton) H'way 2A (Upper CarLton) 4.8 6.0 MoLyneux (Norwoods) S S H'way 1 Bennets (St. Thomas Bder.) 2.3 4.0 Porters Rd. S S H'way 1 (Porters) HNway 2A (Westmoreland) 3.6 5.0 Prior Park Rd. S S Husbands Road (SS-2) St. Thomas Border 1.5 6.0 Prior Park Rd. T S St. James Border H'way 2A 0.1 5.0 Bennets Rd. T S New Road (Left side) H way 2A Junction 0.4 5.5 Subtotal (1992/93): 25.3 5.8 SECOND YEAR PROGRAM (1993/94) E Highway 1B L P Crab Hill Ent. North Point Resort 4.9 5.2 Highway C A P j Turners Hatl Yard Pole w/H'way C sign 5.0 6.0 Highway E T P Exchange Mount Wilton (Lammings Junc.) 4.8 6.0 Highway E 0 P Mount Wilton Melvin HilL 1.3 5.5 Highway K J P Massiah Street (via Stewart Hill) St. Phillip Border 0.9 5.0 Highway K P P Stewart Hill H'way F Junction 0.8 5.0 Prospect Rd. E S Indian Ground/Prospect Charles D. O'Neal H'way 0.9 5.0 LS-6 L S HMway IC (Mt. PLeasant) Grave Yard-Date Tree Hill 5.9 6.0 Subtotal (1993/94): 24.5 5.7 THIRD YEAR PROGRAM (1994/95) Highway 1C L P O'Neal H'way (St. Lucy Church) H'way lB (River Bay) 4.7 6.0 Highway C A P Apes HiLL (Plantation) White HiLL Junction 2.9 6.2 Highway J J P Society and H'way H H'way F 1.4 5.0 Newbury-St. Judes Rd. G S Higway X (Newbury Junct.) St. John Border (Todds Cr.) 3.7 5.0 Churchview Rd. J S Parris HiLL and JS-6 HMway F (Mary Lane) 1.9 6.0 Clifton HaLL Rd. J S H'way 3B (GaLL Hill) St. Joseph Border (Malvern) 3.5 5.0 JS-8 J S ViLla Nova Junction St. Joseph Border 1.5 6.0 Mount Gay Rd. L S H way IB (St. Lucy Church) Road to CoLLin 4.8 5.0 Coffee Gully Rd. 0 S H'way 3 (GrantLey Adams School) Easy HaLl (OS-2 1.4 4.5 Subtotal (1994/95): 25.8 5.4 FOURTH YEAR PROGRAM (1995/96) St. Lucy Dist. Hosp. L P North Point Surf Resort H'way IC (River Bay) 0.6 5.2 AS-1 A S Gregg Farm/Turners Hall Junct. H'way 2 3.7 5.5 AS-4 A S Morgan Lewis Seaview 1.6 5.5 Collins Rd. E S St. Peter Border MiLl Wall (The Gave Yard) 1.2 5.0 ES-8 E S O'NeaL H'way (via Portland) Collins and ES-11 4.6 5.0 ALexandra Rd. L Sj H'way IC (Half Acre) LS-4 2.3 5.0 LS-10 L S I HMway 1C (Spring Hall) H'way 1C (Brighthall) 1.2 5.0 LS-7 L S Chance HaLL (MTW Depot) LS-6 2.4 6.0 Easy Hall Rd. 0 Si St. John Border (Easy HaLL) H'way 3 (Cotton Tower) 1.6 4.5 Easy Hall Rd. 0 SI Easy Hall Junction Horton 0.6 5.0 St. Silas Rd. S SI H'way ZA (St. Silas) Endeavour 2.9 5.0 Plum Tree Rd. T SI HNway 2A (Blowers Junct.) H'way D (Farmers) 2.7 5.0 Subtotal (1995/96): 1 25.4 5.2 TOTAL PROGRAM 101.0 5.5 Parish Code: (Al St. Andrews; (El St. Peter; (GI St. George; til St. John; (Ml St. Michael; (01 St. Joseph UP1 St. Philip; IS1 St. James; mT3 St. Thomas; EX] Christ Church. Road Class: (PI Primary road;j (SI Secondary road; (LI Local road. - 73 - ANNEX 1 Table 5 (a) BARBADOS 'SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT RESEAL PIOGRAM TO BE C4RRIED OUT BY MCW OWN FORCES C1992/93-1995/96) ROAD PARISH ROAD! SECTION LENGTH WIDTH NAME CODE CLASSg FRON TO (km) (m) FIRST YEAR PROGRAM (1992/93) Highway 3 G P Groves Corner St. Joseph Border 0.5 5.0 Baxters/White Hitl A S I H'way 2 Broken Road 0.1 5.0 Coggins Hilt A S I Haggatts Chaley Mount 1.7 5.S Luke Hill E S IO'Neal H'way Luke Hill (first culvert) 0.6 5.0 Lowe" Greys-Buttals R G S H'way 5 (Lowe Greys) H'way 4b (Buttals-Brighton) 1.2 6.0 Sweet Vale G S H way 3 (Groves Corner) St. John Border (Redland) 3.1 5.0 Todds-Woodland Rd. G S H'way 4 (Woodland) St. John Border (Todds) 0.5 5.0 Etlesmere Rd. J S Todds Junction St. George Border (Ellosmere) 0.5 5.0 JS*5 J S St. George Border (Redland Plant.) Clifton Hall Yard Junction 4.6 6.0 Hannays-Friendship L S O'Neal H'way (Bourbon) H'way 1B (St. Swithins Ch.) 3.9 5.0 Beckles Rd. M S Bay Street Britton Rd-Britton New Rd. 1.4 5.0 Bissex Hill 0 S Blssex House St. Andrew Border (Choliey Mount) 0.9 5.5 Springfield Rd. 0 S Bissex House Cattlewash 2.9 5.0 PS-7 P S Bushy Park Junction with PP4B 1.6 5.0 Mount Hillaby A L Hillaby Road End of road (Cul de Sac) 0.7 5.0 Rock Hall A L Turners Hall Main Road 1.9 4.5 Corbin 2d. E L Greaves Rd. Cul de Sac 0.8 4.5 First Ave. G L Greens Second Ave. (Greens) 0.8 5.0 Bridge Cot Rd. a L H'way X H'way 3 1.2 5.0 Byde Mill G L H'way 4B (Byde Mill) Drax Hall (Tenantry Rd.#2) 1.5 5.0 Byre Rd. G L Greens H'way 4 0.8 5.0 Sweet Vale Link Rd. G L H'way 3 St. Joseph Border 0.3 3.5 Cheshire J L East Mont Cul de Sac 2.0 4.0 Luke Hilt (Oxford) L L Luke Hill (first culvert) Mt. Gay (LS-4) 1.1 5.0 Belair Ave. M L Fifth Ave. (Alkins Land) Hoad Land 0.1 4.0 Subtotal (1992/93): 34.7 5.1 SECOND YEAR PROGRAM (1993/94) Boscobelle E S ES-8 First wall house on hill 0.4 5.0 Boscobelle E 5 ES-9 The Risk 1.3 6.0 Shermans E S. H'way IB (Clinketts) Fish Bay (Assembly Church) 0.3 5.5 Ashford Rd. J S HNway 4 (Guinea Rd.) Colleton Corner 2.0 5.0 Cllnketts-Checker Hal L S. Shermans Assembly Hall Cement Plant Entrance 1.9 5.5 Husbands Rd. L S H'way IB Harrsion Base (BOF) 1.0 5.0 Josey Hill Rd. L S Mount Gay (LS-4) Cul de Sac 2.1 5.0 Trents Rd. L S. H*way 1C (St. Lucy Church) H'way 1B (Police Station) 2.9 5.2 Trents Rd. L S LS-8 LS-9 1.1 4.0 Belle Rd. N S Belle Junction-ABC HNway Dayrells Junction 2.1 6.0 Upton Rd. M S H'way 6 Cable nd wireless 0.4 5.0 Seally Hil.-Bayffeld P S Near East Point Supply Shop HNway 4B 4.4 5.0 Wanstead S S Wanstead (St. Michael Border) HaynesvilLe 2.1 6.0 Bloomsburry T S H'way 2 Junction Bloomsburry 0.5 5.0 ount Misery T S HNway D Junction Carrfngton - H'way ZA 3.2 6.0 Rock Hall T S Near St. Thomas Church Porey Spring 1.8 6.0 Church Hill X S Near Christ Chureh-H'way T H'way 7 Junc.- off Chancery Lane 0.9 5.0 EAterprise X S XPU (Keizer Hill) XPU (Sayers Court) 4.1 6.0 Kindall HilL X S Off ABC H'way H'way 6 Junction 0.6 5.0 Pot House J L HOway 38 Welch Town Road 1.4 5.0 Welch Town #1 J L H'way F H'way 0 1.2 4.5 Maycocks L L H'way 1 Cul de Sac 0.9 4.0 College Savannah P L Blade Main Road St. John Border 1.1 5.0 Subtotal (1993/94): 37.7 5.4 - 74 - ANNEX 1 Table 5 (b) BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT RESEAL PROGRAM TO BE CARRIED OUT BY MCW OWN FORCES (1992/93-1995/96) ROAD PARISH ROAD SECTION LENGTH WiDTH NAME CODE CLASS FROM TO (km) (m) THIRD YEAR PROGRAM (1994/95) Bawden A L Sawden Road End of Road 1.2 5.0 Franklyn Doughlfn Ten A L Belteplaine Rd Junction End of Penetrated Road 0.6 5.0 Jordan's Road A L Belleptaine Rd Junction End of Penetrated Road 0.5 5.0 King Street A L St. Simons Church End of Road (Cul De Sac) 0.6 4.5 Less BehoLden A L Chalky Mount Junction End of Penetrated Road 0.5 5.0 Sledge Pond A L Indian Ground End of Penetrated Road 0.7 4.5 Church HiLL Road E L Highway 1 (St. Joseph Hospital) Behind CP School 0.5 4.5 Ctarkes Road E L Highway 1 (Ashton Hall) Highway 2A 1.0 4.5 Denny Road E L Whim Whim 0.6 3.5 Goodridge Road E L Whim Cul De Sac 0.3 4.0 Lonesome Hilt E L Four Hilt Road-Orange Hill CuL De Sac 0.6 3.5 Muttins E L Highway 1 Highway 2A 2.6 0.0 Niles Road E L Farm Road Cul De Sac 0.4 2.5 Richmond Hill E L Highway 2A Cut De Sac 0.8 5.0 Sweet Home Road E L Highway 1 Cut De Sac 0.5 4.5 Warleigh E L Highway 2A Farm/Naymans 1.3 4.5 Briggs Hilt Ave. G L Highway X Cut De Sac 0.4 3.0 First Step S G L First Step A Cul De Sac 0.1 3.5 First Step Road A G L Highway 4 Highway 4 0.1 3.j Free Hill #2 G L Workmans Road #2 Workmans Road #1 0.5 4.0 Giles Road G L Highway 5 (Watts Village) Cul De Sac 0.2 5.0 Harmony Cottage G L Farm Road CuL De Sac 0.4 4.0 Jericho Road G L Workmans Road #3 Jordan Road 0.3 3.5 Johnson Road G L Workmans Road Cul De Sac 0.2 3.5 Mayfield Road G L Flat Rock Road Francia Road Junction 0.6 4.5 Mayffeld Ten. Rd #1 G L Mayfield Road CuL De Sac 0.2 4.0 Middleton #2 G L Middletown #1 Middletown #3 0.4 4.0 Middleton #3 G L Middletown #1 Cut De Sac 0.4 4.0 Niles Road G L Etlenton Road Ellenton Road 0.3 3.0 Ruth King Road G L Sareant Road Walker Road 0.3 4.0 Todds Lands #2 G L Todds Land-Macaroni Village Highway Y 0.4 4.0 Waverley Cot Rd. #2 G L Wavertey Cot Road #1 Cut De Sac 0.4 3.5 Workmans #3 G L Workmans #2 Cul De Sac 0.5 3.5 Mount Tabor Church Rd J L Sherbourn (JS-5) JS-7 0.4 3.5 Venture Road #1 J L Venture Road (JS-7) Cut De Sac 0.4 3.5 Welch Town #2 J L Welch Town #1 Welch Town #1 0.2 4.0 Animal Flower Cave Rd L L Highway 15 Animal Flower Cave Entrance 0.7 5.0 Benthams L L Highway 1C (By Post Office) End of Penetrated Road 0.3 3.5 Clinketts Garden L L Clinketts Road Cut De Sac 0.3 4.0 .Ctlnketts Garden IA L L Ctinketts Garden Cul De Sac 0.1 3.0 Spring Villa L L Highway 1B Cut De Sac 0.3 4.0 2nd Ave. Chelston N L Tamarind Ave, Dalkeith Village Chelston Ave. 0.2 4.5 3rd Ave. Chelston M L Chelston Ave. Tamarind Ave, Dalkeith Village 0.1 4.5 Ash Deane Village M L Deacons Farm Road Highway 1 (tBlack Rock) 0.1 4.0 Chelston Ave. M L Cutloden Road Tamarind Ave, Dalkeith Village 0.3 4.5 Chelston Ave. #1 M L Chelston Ave. Tamarind Ave, Dalkeith Village 0.1 4.5 Chelston Ave. #2A M L Chelston Ave. Chelston Ave. #2 0.1 4.5 Straker Road M L Highway (St. Stephens) Strakers Road Junction 0.4 4.5 Cambridge 0 L Bissex Road End of Penetrated Road 1.3 5.0 GuTte; Road 0 L Andrew's Factory Junction St. George Boarder Junction 0.7 5.0 Spa Hill 0 L Mellowes Hill Cane Garden (St. Andrew boarder) 2.0 5.0 Vaughn Road 0 L Vaughn Road #1 End of Penetrated Road 0.1 5.0 Vaughn Road #1 0 L Horse Hill Vaughn Road #2 Junction 0.5 5.0 Vaughn Road #2 0 L Horse Hill End of Penetrated Road 0.4 5.0 Barnes Road P L Highway 4B Pole #PQK 923 0.6 4.5 Bayley's P L Highway 4B Cul De Sac 0.7 4.5 Bentley Tenantry P L PP5 Near Pole #SNK 77 PP5 Junction 0.3 4.5 Brere on #1 P L PP5 Opposite Pole #SNK 77 Highway 5 0.7 5.0 Cave Land P L Stroude Land (Kirtons) End of Penetrated Road 0.6 4.5 Cotes Road P L Long Bay-Sealy Hill End of Section 0.7 4.5 Drake's Land P L Highway 5 Cut De Sac 0.3 4.5 Evelyn Road P L PS-1 (Hamblin Road) End of Penetrated Road 0.5 4.5 - 75 - ANNEX 1 Table 5 (c) BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT RESEAL PROGRAM TO BE CARRIED OUT BY MCW OWN FORCES (1992/93-1995/96) ROAD PARISH ROAD SEC;ION LENGTH WIDTH NAME CODE CLASS FROM TO (km) tm) Featherbed Lane P L Highway 4B St. Phillip Boundary Mark 0.7 4.5 Hamden Road P L PS-1 End of Penetrated Road 0.5 4.5 Lashley Road P L Highway N Cul De Sac 0.9 4.V, Merricks Road P L Long Bay-SeaLy Hill CuL De Sac 0.4 4.5 Mill Road P L Long Bay-SeaLy Hill Cut De Sac 0.3 4.5 PL-128 P L Near Carrington Factory Halton Highway 48 1.7 4.5 River Road P L Long Bay-Sealy HiLL Cut De Sac 0.9 5.0 Robinson Road P L Highway 5 Cut De Sac 0.3 5.0 Waterhall Road S L St. Silas Road Cul De Sac 0.4 3.5 Subtotal (1994/95): 37.9 4.1 FOURTH YEAR PROGRAM (1995/96) Chalky MouLit A L Coggins Junction Coral Island Pottery 1.2 5.0 Farell's Road A L East Coast Junction Lakes 0.7 5.0 St. Simons A L Haggatts Yard (Bus) St. Simons 2.2 4.5 Battley #2 E L Highway 1 Farm Road 0.8 4.5 Four Hill E L Rock Hall Orange Hill Junction 3.4 4.0 Indian Ground E L Four Hill Orange Hill Junction 1.8 4.5 Millionaire Road E L Highway 1 (Ashton Hall) Cut De Sac 0.6 4.5 Rock Dundo Via Gibbs E L Highway 1 St. James Border 1.3 5.5 Faim Road G L Ellerton Junction Harmony Cottage 1.8 4.5 Walker Road G L Toronto-Blemans Road Junction Crawford Road Junction 0.5 4.0 Workmans G L Free Hill Highway X (Gun Hill) 1.7 5.0 Conset Bay Road J L Highway H (College Bottom) Cul De Sac 1.4 4.5 Yearwood Road M L Highway 1 Fairfield Road 0.4 4.5 Mellows Hill 0 L Junction Off Parks Cattlewash Junction 3.6 5.0 Surinam 0 L Horse Hill End of Penetrated Road 0.6 5.0 Cottage Vale P L PS-2 End of Road 0.7 5.0 Eastbourne P L Eastbourne #1 Cut De Sac 0.4 4.5 Gaskin Via Bushy Park P L Highway M Cul De Sac 0.7 4.5 Hampton P L Highway 5 Highway 6 Junction 1.2 4.5 River Road P L Long Bay-Sealy Hill Cul De Sac 0.9 5.0 CarLton 1st Ave. S L Highway 1 Link Road 0.3 5.0 CarLton 2nd Ave. S L Highway 1 Link Road 0.3 5.0 Cemetary Lane S L Highway 1 Molyneux (Junction) 0.7 6.0 Crick Hill S L Highway 1 Jun with St. Albans Junction with Porters Road 1.3 5.0 Norwoods Road S L Holders Hill Sandy Lane/Bennets Road Junction 1.7 4.0 Rock Dundo Road S L Gibbes Rock Dundo 2.1 5.0 Bagatelle Gardens T L Redmana Village Road Highway 2A 0.4 0.0 Highland T L Post Office Lion Castle Plantation Entrance 0.6 4.4 Walkers Spring T L Walkes Spring Jack in the Box 1.1 0.0 Bannatyne-Small Ridge X L Highway U (Near Pole UKT 450) Cart Road Junction 0.4 4.0 Charnocks Road #3 X L Charnocks Road #1 Cul De Sac (Signal Station) 0.4 4.5 Boby Village #4 X L Highway R (Edey Village) Cut De Sac 0.3 4.5 Subtotal (1995/96): 35.4 4.5 TOTAL PROGRAM 145.7 4.8 Parish Code: CA] St. Andrews; CEl St. Peter; EGl St. George; tJ] St. John; CM3 St. Michael; CO] St. Joseph [Pl St. Philip; CS] St. James; CT] St. Thomas; EX] Christ Church. Road Class: [Pl Primary road; ES] Secondary road; EL] Local road. BARBADOS SECOND ROAD NAINTENANCE AND REHABILITATION PROJECT MCU ROAD MAINTENANCE EOUIPHENT BY AGE AND CONDITION TOTAL No. OF UNITS PER AGE GROUP lX OF TOTAL) No. OF UNITS BY CONDITION (X OF TOTAL) Ca) CAT. EOUIPHENT Nu4BER ............................................... ............................................... CODE CATEGORY OF UNITS 0-3 YEARS 3-7 YEARS 7-11 YEARS 11-15 YEARS )15 YEARS ACTIVE NEED REPAIR NEED REHAB. DISPOSAL IN FLEET No. (X) No. lX) No. lX) No. (X) No. (X) No. (X) No. (X) No. (X) No. CX) MAJOR EQUIPMENT TIO Trucks, dap or tipper 42 6 141 13 311 13 311 5 12X 5 121 23 55X 5 12X 15 36X 4 10X T2O Trucks, ftat bed 20 OX 16 aox - 01 1 5x 3 151 17 851 7 35S 2 101 1 5X T30 Trucks, special purpose Cb) 13 . OX 2 151 2 151 5 38X 4 31X 6 46X 3 23X 4 31X 3 23X 114 End loader, skid steer type 18 5 28X 12 67X 1 6X OX OX 17 94X 4 221 1 61 - O 145 Tractor loader, backhoe 7 3 43X 0- - OX 3 431 1 141 3 431 OX 3 43X 1 141 (c) Tractors, varius types a OX 2 251 1 131 3 381 2 251 6 75X 1 13X 2 25 - ox 112 Front end toader, alt sizes 12 1 8 I 8X 3 251 2 171 5 42X 7 sBx 3 251 2 171 3 251 154 Roller, pedestrian 4 4 1001 0X - 0 - 01 - 01 4 1001 - 0O - 01 - 01 ld) Roller. others (all types) 30 oX 1 3X 1 3X 6 201 22 731 9 301 3 101 1 3X 20 67X 311 Air caW essor, w/hmmers 9 - oX - 0X 5 56X 4 44X OX 6 671 2 221 3 33X - O 121 lotorgrader 2 - OX 1 501 - OX - OX 1 501 1 501 1 501 - OX 1 501 ... ... ... ... ... ... ...--- -- ... ..... Stbtotat aJor equipment: 165 19 121 48 291 26 16X 29 181 43 26X 99 601 29 181 33 201 33 20 NINOR EWIPIN£T 62 Asphalt sprayer, maal 13 1 8S 5 38X 3 231 2 151 2 151 9 693 4 311 4 311 - 521 Asphalt paver, self prop. 3 - oX 0X - oX 3 1001 0 1 331 OX OX 2 67 1t l6l Tamper - smell cmpactor 14 OX - 0X - 0X - 01 14 1001 7 501 7 501 0- 7 501 141 Tractor w/fLaIr ower att. I - 0 - 0 1100 - 0 - 0X 1 1001 1 1001 - 0X OX ?21 Bush cutter,. mmal 12 (e) 01 (e) 01 (e) 0X (0)01 Ce) 0X 12 1001 6 501 OX 0- 211 Special paint mrker 3 - 01 2 671 - OX 1 331 0 2 671 2 67 - 0 1 331 T01 Pick-up 22 2 91 3 141 3 141 10 451 4 185 15 681 7 321 7 32X OX C07 Car 2 1 50X OX OX OX 1 50X 1 50 - OX - OX 1 501 181 Crane, self propetled 1 - 0X - X - 0X 1 1001 - 0X 11001 11001 - OX 0X 412 Traiter - small putt type 1 0X 0- OX 1 100 - 0 0 OZ - 0 1 1001 - 0X 411 Trallers lo boy type I - 0X - 0 0% 1 100X - 0X 0 0X 0X 0X 1 1001 512 Mixer. asphalt 2 - 0X 2 1001 0X - OX 0 0 01 - 0X - 0X 2 100 511 Mixer, concrete 6 2 331 - 0X - 01 0 4 67 2 33 2 331 - 01 4 671 711 Vibrator concrete 5 Ce) 0X (e) 0X Ce) 0X (e) 0X (e) 0X 5 1001 5 1001 - 0X - OX 821 Uelder 4 (e) 01 (e) 0X (e) 0X (e) 0O Ce) 01 4 1001 2 501 0X 01 171 Thwaites &per 28 - 0X 01 01 18 641 10 361 10 361 6 211 8 2 10 361 811 Plup-uater, all sizes 5 2 401 - 0l 01 3 60 - 0 2 40 - 01 - 01 3 60X 831 Generator w/light plant 3 - oX 3 00 - 0X - 0X - oX 3 1001 OX 01 - 0X ... ... ... ... ... ... ... ... ... ... Subtotal mInor equipaent 126 8 8X 15 141 7 7X 40 38X 35 331 75 601 43 341 20 161 31 251 TOTALS 291 |27 101 63 231 3' 12X 69 261 78 29X1 174 601 n 25X 53 18X 64 22X Notes:Ca) Four groups: 1) active, units currently in operation; ii) need repair, units in operation that will need major rqpair during the next four years; iii) need rehabilitation, units to be rehabilitated in same period; iv) disposal, deadlined units to be disposed (rehabilitation not justified). i- l" tb) Includes: tankers, water truck, asphalt truck, grab truck, tree trimer, and tractor truck. 0 (c) Includes: 3 tractor-bulldozers, 1 excavator, and 4 loader-crawlers. C1% (d) Includes: 2 rubber-tyre, 6 steel-2-wheel, 21 steel-3-wheel, and 1 towed type. Ce) Age data not available; subtotals by age group exclude these equipment units. - 77 - ANNEX 1 Table 7 BARBADOS SECOND ROAD MAINTENANCE AND RENABILITATZOH PROJECT ROADS SELECTED FOR TIE ROUTINE-ANTN CE-BY-CONTRACT PILOT PROGRiAM a^s,"Zw wZ"w"Zw---s-MZI- ................................................. c............. . . . . ................ ROAD PARISg SECT7ON LESGTH wIDTH SURFACE (b) TrFFIC NAE (a) FRCM TO (km) (m) TYPE CCND (v/day) .................. .......... !!............... 2,.....................- -.--.-.-.................... -.-..... -.-......----.-...........-- Primary Roads Highway 5 M Pole VM 575 (Map Hill) Lover itrmey 0.9 6.0 AC 0 6,671 Highway 5 a Lover Birney Boarded all Juncttou 3.2 6.0 AC G 7,834 High ay 5 I Boarded Hall Junction Brigbton Junction 1.9 6.0 AC G 2.736 Highway 5 0 Brighton Juncttio Campaign Castle 1.4 6.0 AC G 6.042 Highway 5 S Campaign Cacotl Edgecumbe Junction 0.9 6 0 AC G 5.671 Highway S 0 Edgocwube Junction Robinson* (Long Bay Junct.) 8.9 6.0 AC-RP r 4,079 Highway B 0 Six Roads Junctton g vay N CRirtonso 2.2 5.0 RP V 3.130 Highway 7 X Greame Hall Junction Rock Ball 10.7 6.0 AC G 5.400 Htghv y N P Rock fall Sam Lord& Ccatlo 9.0 7.0 AC G 2,691 Highway P X Hway 5 St. Patrick Junction 4.5 3.0 AC 0 1.455 Highway Q X B way 6 Skemnee BHll-Yorkshire 2.9 3.0 RP F 1.909 Subtotal Primary Roadsc 46.5 6.0 40i4 Local Roads Mangrove Rd. P Four Roads (Hvway SB) Rock Hail (H'vay N) 3.6 S.0 AC-RP C-F N.A. Berlin Rd. (*) P HBway 6 St. Patrick 1.1 5.0 AC-Rp C-F N.A. Cave Land Rd. P Stroude Land (Riraons) End of road 0.6 4.5 RP P N.A. Diamond Valley P Hway N Junction Crane Junction 2.0 5.0 RP F N.A. Drakes Land P BRvay S Cul do sac 1.7 5.0 Rp P N.A. Foursquare Rd. P Four Roads Hvway 6 (Woodborne) 1.7 5.0 RP 0 N.. Garret Rd. P PS-6 End of road 0.7 4.5 RP P N.A. Hamden Rd. P PS-I End of road 0.5 4.5 RP P N.A. Nampton Rd. P lIvay 3 H'vay 6 1.2 4.5 AC P N.A. Harlington (4) P Haway N Junction Cul de sac 1.1 3.0 AC 0-F N.A. Harmony Lodge P ETay N Foul Bsay 1.0 4.3 AC G N.A. Noddings (* P Hway N (Rirtona) HNdding Junction 3.1 5.0 RP F N.A. Highland P H vay 6 H'vay 6 0.6 5.0 AC G N.A. Jesnay Lane P R way 5 Cul. de sac 0.4 5.0 RP F N.A. Nursery Rd. P Hwvy SB Cul do sac 0.9 4.5 RP P N.A. Subtotal Local Roades 20.2 4;9 N Ai TOTAL ROUTINE-NAINTEHANCE-BY-CONTRACT PILOT PROGRAM 66 7 (a) Parish Codes l St. Michaell (GI St. George, CP3 St. PhiILp; and (XI Christ Church (b) Surface Type: AlJ Asphalt Concrete ni and tRU) Penstration roads Surface Condition: CG Good; (P1 fair; and [P3 Poor vI Includes roads 1 an #2 Table 8 BARBADOS SECOND ROAD tLUNTENANCE AM REABILIT ATION PROJECT 3OUTZHE. NAhTEACE-BY CONTRACT PILT PROGM 1992/93.1993/94 Program prepared fore Road links under BM1C Pilot Program Road Network Lengtht 66.7 km . ... .............. ..... f.. .... . -- - -- ................... . ... MNANTENCE ACVITIES (a) | ROAD FEATURE INVEITORY | PROGRAM COST CTWO.YEAR PROGRAM) .._. __._ ................... z _ _ _ ACTIVITY ACCOMLISaGRRT ZND)' INVENTORT VIORE UNIT COST TOTAL COST CODE VANE UNIT Or UNITS UN7T QUNATITT (90s) (BD$) 1010 Pot Bole Patching tous of AC six placed 123 lae I= of paved rds. 956 344.5 329.371 1020 Re radin Un aved Shoulders km of *houlder regraded 8 Cm of unpaved should. 58 1,093.2 63.407 1040 Jolnt & Crack Sealing lure of emulsion placed 123 lana Cm of psved rdt. 8,174 2.8 23.01S 1110 Drain Cleaoing Manal kn of drain cleaned 71 Cm of pav/unp. ditee 44 7,777.9 342.22S 1120 Drain Cleaning Mechanical km of drain cleaned 66 km of unpaved diteb s 132 384.0 77,08S 1130 Culvert Cleant No. of culvert cleaned 59 No. of culverts 90 493.6 44.428 .140 W.ll Cleaning a3 of wells cleaned 49 No. of wells 22 255.1 5.612 1210 Traffic SigonMaintenance No. of signs repaired 359 Ho. of signs 32 204.1 10,61U 1220 Traffic Sign Instalations Ho. of signs installed 359 go. of signs 52 250.3 '13.023 1230 Guard Rail Rapair* ltn. a of fences rqplacod 2 C, of urdr./fances 282 76.7 1 5 1230 Special Pavement Markinge No. of ep. rks panted 123 lane lC of d ved rds. 46 240.4 11.J57 1310 Weeding Manual 1m of roaddided weeded 124 km of road* de 66 929.2 79,911 1320 Weeding Mechanb cal km of roadasded weeded 124 km of roadside 336 94.0 31,97 1330 Tree Trimaing 6 Removing No. of trees trimmd global estimate 0 1410 Bridge Maintenance go. of bridges repaired . mber 0 134 1420 Culvert Ma tenance No of culvorts repaired 39 ber 18 309.6 640,16 1430 Repair of Concrete Slipper lin. v of kerba replaced 31 ailpl bm 410 45.1 tO .0I 1310 Emergency Activities man days used a lobal estimate 440 113.3 49.834 1610 Prcacs ting^ aS of concrete used - global eatimate 100 200.7 20.068 __ _ ,~~... ,,.. ,,.... ,.. _____._.................._._._...... ___...... ___... ----- TOTAL ROUTINE-MAXNTEWCE.BY.CONTRACT PILOT PROGRAM (Two-year Program) 1,287,075 . a...........*fl . a.. ..aa. . SaS.. . S**~~~~~~~.......... (a) The list of activities and work quantities wil be revLewed during preparation oC bid package Sone of these activities be divided into different itms to facilitate their tndering, measurement and paymnt. _78 - ANNEPX 2 Page 1 of 8 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT Terms of Reference for a Study of the Rationalization of the Public Tranasort Svstem ir B&rbadoe obilctis e 1. The Study's objectives are to: (a) identify the most appropriate mix of publicly and privately owned bus transport to meet public passenger transport demand for Barbados; and (b) determine the optimal organizational, operational and regulatory structure that will meet the requirements of this system at the least overall cost to the consumer and Government. Background 2. Passenger transport in Barbados is shared by the publicly-owned bus company, the Transport Board, with a fleet of about 180 buses, and private operators of minibuses (carrying 31 passenger) and maxi-taxis (carrying 10 passengers) in addition to regular taxis. There are 195 minibuses, 174 maxi- taxis and 1200 regular taxis in operation. The Ministry of Public Works, Communications and Transportation (MCW) assigns routes to minibuses, generally along corridors leading in and out of Bridgetown. 3. The Transport Board carries about 26 million passengers a year and employs about 1,500 people, of which about 1,000 are either drivers or conductors. It operates according to a published route and time schedule and services all areas in Barbados. Passenger fare, determined by the Government, is currently BDS $1.50 throughout the country with discounts for students and senior citizens. 4. The Transport Board has suffered operating losses since 1976 and has relied on Government support to conduct its operations. The main _easons for the loses were operating inefficiencies (a ratio of about 7 employees per bus), deficient maintenance of the bus fleet, and increasing competition from minibuses along the most lucrative passenger routes. The Government subsidy peaked in 1987/88 at a level of BDS $22 million; in recent years it has been between BDS $10 and $15 million. In addition, the Government hAs customarily financed the Transport Board's capital expenditures, mainly for bus purchases (e.g., BDS $6.7 million in 1990/91 and BDS $2.3 million in 1991/92). - 79 - ANNEX 2 Page 2 of 8 Scooe of Work 5. The Study is to be divided into four components: (a) Review of Existina Situation. This component will analyze the existing public transport system. (b) Definiticn and Analysis of Future ODtions. This component will define and compare the options for providing public transport on the island, with a view to (i.) determining the most appropriate public transport system both economically and socially; and (ii) reducing or eliminating Government subsidies to public bus transport. (c) Policy and Institutional Framework. This component will define the policy, planning, organizational and regulatory requirements for the adequate management of the preferred public bus transport option. It will include (i) the definition of the role of a Public Transport Authority/Commission which would have overall responsibility for the regulation of public transport; and (ii) the definition of the future roles of the Transport Board (if still in existence) and privately-owned public transit systems. (d) Imolementation Reauirements. This component will formulate re,.ommendations with regard to the implementation of the new public transport sys:em, if appropriate, and define the need, if any, for further technical assistance. Review of Existinc Situation 6. This component will cover, but not necessarily be limited to, the following activities, investigations and outputs: (a) Review of previous studies on bus transport in Barbados (see Appendix A) and definition of the existing bus network and services. (b) Using existing data sources, collecting the relevant existing ard projected socio-economic and demographic data on population and its distribution, education demand (transport of school children), industrial, tourism and other development, income distribution, vehicle ownership, road users, costs, public transport patronage by route and by service usage, et cetera. (Some data are available from the last census and regular quarterly sample household surveys c&rried out by tovernment). (c) Identify data gaps and fill them using limited surveys (in particu- lar, it is envisaged that some roadside counts may be required to determine the relative importance of the publicly and orivately owned bus systems). - 80 - ANNEX 2 Page 3 of 8 (d) Using existing data sources, and only limited new data collection, study existing bus, mini-bus, route-taxi and normal taxi operations using cost data obtained from interviews with transport owners and analysis of available financial data. The investigations shall separate general passengers from subsidized passengers such as school children, old age pensioners and police, and distinguish by trip type, length, et cetera. The Consultants will prepare sJionle operating cost models for the different types of service. (e) Review the present institutional framework for public transport in Barbados and identify possible impediments to the implementation of any proposed changes to this framework. This shall include an analysis of functions, responsibilities and level of authority of the different entities participating in the provision of public transport a,. they actually exist. (f) Review and evaluate the existing legislation as it relates to Public Transport ii. Barbados including that which relates to public transport management, including environmental considerations, and the institutional and enforcement provisions. (g) Examine and assess the impact of the legislation on public transport management policies. Definition and Analvsis of Future options 7. This component will define and analyze the options for the organization of public transport in Barbados. (a) Define future optiono for study, including - (1) Maintaining the present relative role of the Transport Board and private operators and deveioping an action plan involving reorganization of the Transport Board, staff reductions, improvements of the route and frequen- cy schedule, modification to maintenance facilities - sub option (a) with subsidies; sub option (b) without subsidies. (ii) The Transport Board becoming an independent, government corporation operating a fleet of, say 50 to 100 buses providing an agreed range of services - sub option (a) with subsidies; sub option (b) without subsidies. (iii) The complete privatization of the public transport system through the sale of Transport Board assets to the public - sub option (a) with subsidies; sub option (b) without subsidies. - 81 - ANNEX 2 Page 4 of 8 ($v) The privatization of the public transport system with the Transport Board becoming an employee-owned operation - sub option (a) with subsidies; sub option (b) without subsidies. (When developing the options, the consultants should consider how subsidies, if any, can be effectively targeted, if franchLe tendering could be useful and how socially desirable but uneconomic routes should be served). (b) Analysis and comparison of options including the following informa- tion: (i) Brief description of the option. (ii) Organization and regulatory framework for the option. (iLi) Estimates of ridership by mode. (iv) Impact of alternative fares structures.' (v) Aggregate costs, economic costs and cost recovery for each type of bus service. (vi) Level of subeidy required. (vii) Provide a comparative evaluation of policy options, including related environmental ones and prepare an evaluation matrix showing the advantages and disadvaa- tages of each solution. (c) Make recommendation to Government on the most appropriate option. Policy and Institutional Framework 8. This component will define in detail the action required to implement the chosen option. (a) Refine the policy changes required to implement the selected option. These actions should include the areas of administration, regula- tion and financing. (b) Define the appropriate inetitutional framework for the implementa- tlon of the selected option including a plan for the changes required within existing institutions and the creation of any new entitles such as a new transport authority. The fare structure utilized shall be so varied as to cover (a) flat fares, (b) stage fares, (c) zonal fares, and (d) special fares. - 82 - ANNEX 2 Page 5 of 8 (C) Outline the functions of the transport authority and design the organizational structure that will enable this entity to develop long-term planning and effective public transport management strategies. (d) Recommend amendments that will update and/or consolidate the existing legislation as it relates to Public Transport. (e) Prepare drafting instructions for the implementation of the chosen option. (f) Review the present regulations concerned with the presentation of operating and financial information to the Government or transport authority and make appropriate recommendations for revisions. (g) Develop the framework for a transport planning data base system, including the relevant environmental data, and establish a system for managing it in the future using the data collected for this study as the initial inputs. (h) Identify and prepare the transport planning processes to be used for the management and monitoring of the accepted transport option. This shall include an identification of transport analysis require- ments, the organization of the transport planning process, and an identification of the appropriate software. (i) Examine the existing regulations and procedures governing the use and mainte.iance of vehicles in the public transport system and make appropriate recommendations for change. (j) Examine the existing regulations governing the operation of bus depots, terminals, and bus stops. Implementation Reauirements 9. Under this component the Consultant will provide a detailed programme for the implementation of the chosen option: The Consultants will be required to: (a) produce a detailed implementation plan for the various restructuring measures connected with the implementation of the accepted public bus transport system; (b) identify costs and potential sources of financing; - 83 - ANNEX 2 Page 6 of 8 (C) specifically propose programmes to achieve economical performance and cost effective use of vehicles which are used for the purposes of public transport. This shall include the formulation of a comprehensive human resource development programme for all catego ries of persons within the public transport system. (d) make recommendations as regards the need for short-term technical assistance to help the Government in introducing and implementing the new structure for public transport, including in particular the establishment of an on-going transport planning systems, the creation of a Transport Authority, and the reorganization of the Transport Board operations; and (e) provide Terms of Reference, task descriptions and expertise profiles for the technical assistance requirements defined under the foregoing paragraph. Timeframe and ReDortina 10. The Study is required to be completed within thirty six (36) weeks from commencement and will be executed in two (2) stages. Staae I 11. This stage will cover the activities described under paragraph 3.2. Review of the Existino Situation, and 3.3. Definition and Analysis of Options and should be completed within the following time frame: Cumulative Weeks Contract signature 0 weeks - Start of work 4 4 Submission of Inception Report 2 6 Submission of Stage 1 Report and recommendations in draft 14 20 Government/EDF comments and instructions to proceed to Stage 2 on the basis of identified accepted system option 4 24 - 84 - ANNEX 2 Page 7 of 8 Staae II 12. This stage will cover the activities described under paragraph 3.4 Policy and Institutional Framework and 3.5 Imolementation Reauirements and should be completed within the following time frame: Cumulative Weeks Instructions by Government to proceed with Stage 2 0 weeks 24 Submission draft Stage 2 Report 6 " 26 Government/EDF comments 4 " 30 Submission of Final Report Stage 1 and 2 2 " 36 13. The Reports are to be submitted. Inception Report 12 copies Draft Report: to the Government 12 copies to EDF 3 copies Final Report to the Government 20 copies to the EDF 5 copies The Executina Aaencv 14. The Ministry of Public Works, Communications and Transportation is the agency of the Government of Barbados with executive responsibility for the subject of public transport. The Ministry of Public Works, Communications and Transportation shall therefore have executive responsibility on behalf of the Government of Barbados for the conduct of the Study. 15. The Permanent Secretary is the principal administrative officer of the Ministry of Public Works, Communications and Transportation. The study team shall therefore work in close liaison with the Permanent Secretary, Ministry of Public Works, Communications and Transportation and all reports shall be submitted to that official. -85 - * ~~~~~~~~~~~~~~~~ANNEX a Page 8 of a Reartg Relevantntto Transpr_t Board 1. The Transport Board Barbados - A Survey United Transport Overseas - February 1973 2. Report on Monthly Management Accounts of the Transport Board F.J. Fennell - December 1974 3. Report on the Transport Board Dr. C.N. Blackman and others - June 1980 4. Barbados Surface Transportation Study Wilbur Smith and Associates - October 1980 S. Report on the Transport Board William E. Griswold, Headway Associates - February 1984 6. Further Observation on the Operation of the Barbados Transport Board William S. Griswold, Headway Associates - April 1984 7. Evaluation Report of Transport Board Operation Department January 1987 8. Report on Transport Board (Prepared for Cabinet) - January 1987 9. Public Transport in Barbadoss Some Measures for Improvement, Thesis for Diploma in Transport and Development Desmond Sabir - 1987 10. Barbados Bus Survey O.C. Verlo - October 1987 11. Special Report on Fleet Replacement Programme (1988 - 1993) February 1988 12. Review of Taxi Operations - BDB 1988 - 86 - ANNEX 3 Page 1 of 7 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT Outline of Terms of Reference for Technical Assistance for MCW in Road Maintenance and Zauliment Manaoement Background 1. Barbados has a well-developed road network consisting of about 1,550 km. With the expansion of the road network substantially completed, providing adequate maintenance is being assigned the highest priority. Efforts undertaken to improve maintenance management under the IBRD-financed (first) Road Maintenance and Rehabilitation Project included creation in 1984 of the Maintenance Management Section (MMS) within MCW's Operations Division and technical assistance provided by consultants in equipment and road maintenance management. The technical assistance in equipment management started early in 1988 and totalled four man-months. To date, an Equipment Management System (EMS) has been designed and adopted by the Workshop, and an inventory of all but small equipment has been completed. In addition, to strengthen workshop management, MCW has recently appointed a Senior Mechanical Engineer and currently is in the procesn of reassigning some functions among its staff, according to an organizational chart discussed with the consultants. With the EMS having been designed, further assistance is needed to ensure its full implementation, particularly the cost accounting and equipment management policies that depend on feedback from the steady application of the system. 2. The technical assistance in road maintenance, amounting to six man-months, started in September, 1989, with financing under the IBRD (first) Road Maintenance and Rehabilitation Project. Its overall objective was establishing a Highway Maintenance Management System (HMMS). During this period, MCW set up the MKS to support the development of the HMMS, appointed additional staff, and purchased computers and a roughness meter, and designated in 1991 a Technical Committee (TC), which conisists of key personnel from MCW's operations and Workshop division, to period i.cally review the manuals, performance standards and reporting systems of the HMMS and facilitate its implementation. On the technical side, the first roadway feature inventory of the whole network was completed in 1991 and several components of the HMMS were defined, including maintenar.ce performance standards and a field operations manual. In addition, development of computer programs to facilitate maintenance planning started in 1991 with IBRD assistance. However, the HMMS has not yet been installed in the field and its procedures not tested. Hence, additional technical assistance is needed to ensure its full implementation, introduce improved maintenance practices through its application, and provide the necessary training of supervisors and maintenance crews to support it. - 87 - ANNEX 3 Page 2 of 7 Obiectives 2. The technical assistance aims at strengthening MCW's capacity to plan and carry out more efficient road maintenance operations through supporting full implementation of the HMMS and EMS in MCW's headquarters and maintenance districts. Specifics objectives are to: (a) improve the quality of road maintenance by upgrading work methods, providing levels of service consistent with road functional classes, and deliverJng opportune and responsive maintenance services; (b) increase productivity of maintenance operations by imprcving work scheduling practices, establishing uniform performance standards and monitor performance of maintenance crews; (c) assist in preparation of a priority-based maintenance performance plan and allocation of resources, supported by dependable information feedback from the field; (d) improve utilization of MCW's maintenance equipment through adequate management of MCW's Workshop operations and enhanced coordination between workshop and field forces; (e) monitor maintenance operational costs and other maintenance related expenditures, providing the necessary interface with the government's budgetary system; and (f) assess cost-effectiveness and relative quality of the Routine- Maintenance-by-Contract Pilot Program and the Periodic Maintenance Program performed by private contractors against force account work. Scope of the Assistance 3. The technical assistance will focus on field implementation. All of the aspects of the HMMS and EMS will be tested and upgraded according to the experience gained during their implementation. The consultants will assist MCW's Operations and Workshop divisions in strengthening road maintenance management and in achieving an adequate level of efficiency, as expressed by MCW's action plan for road maintenance improvement, included under the (IBRD-financed) Second Road Maintenance and Rehabilitation Project. In particular, the consultants hired under this technical assistance will perform the following main tasks: (a) reviewing current maintenance procedures, policies and organizational capabilities within MCW and the districts; (b) assisting MCW in the implementation of all aspects of HMM4S in a pilot district; (c) upgrading work methods; (d) reviewing performance standards; (e) setting up an accounting system capable of monitoring MCW's expenditures according to specific tasks, reporting actual equipment cost performance, and providing the necessary interface between the existing budgetary system and both HMMS and EMS; (f) implementing the recommendations of the Road Network Rationalization Study (RNRS), defining maintenance activities, levels-of-service and - 88 - ANNIX 3 Page 3 of 7 quantity standards as needed for preparation and implementation of maintenance plans according to the maintenance strategies recommended by the study; (g) expanding the HMHS to all maintenance districts; (h) assisting MCW in developing the Routine-Maintenance-by-Contract (RMBC) Pilot Program; (i) assessing the efficiency of road maintenance operations carried out by both force account and contract; (j) assisting the workshop management in the implementation of all aspects of EMS and the establishment of policies geared at reducing fleet operation costs and improving equipment availability and methods of equipment assignment to the districts; and (k) training MCW's maintenance personnel. 4. Reviewina current maintenance procedures. policies and organizational capabilities within MCW and the districts. The consultants will review the current maintenance policies used by MCW and organization set-up, particularly in the districts, in order to assess their efficiency and scope in relation to the implementation of the HMMS island-wide. The consultants will point out deficiencies ii both technical and organizational matters that could hinder implementation of the HMMS, as well as mechanisms to overcame such deficiencies and sequence in which these mechanisms should be implemented according to their relevance for the implementation of the HMNS. After agreement with the Technical Committee, these findings will he turned into an action plan, which in addition to guiding the consultant efforts, will also facilitate assignment of MCW's counterpart staff. S. Assistina MCW in the implementation of all asoects of the HMMS in a pilot district. The viability of all aspects of HMMS, especially field work scheduling and reporting procedures, will be tested first on a pilot district to generate basic field data and allow for fine tuning at an early stage. In this phase, the technical assistance will give special attention to the adequate use of the reporting procedures by field crews to ensure they supply timely, useful and accurate information as required while ascertaining that the design of the information sheets provides for easy use in the field. In addition, this close monitoring of field practices will enable the consultants to validate the definition of maintenance activities, maintenance performance standards, quantity standards and unit costs used by MKS to prepare maintenance performance plans. The consultants will ensure that these elements of the HMMS, as implemented, are capable of providing a common baeis for measuring program compliance, unit costs, resource usage, productivity and other management and technical indicators. Finally, the implementation of the pilot program will enable the consultant to identify areas in which additional training is required. 5. Upgradina work methods. The consultants will assess work methods currently used by maintenance forces, analyzing such aspects as technology applied, use of equipment, composition and skills of crews, and quality control practices. Consequently, they will introduce improved work practices tailored to local conditions, and create checklists and other simple guidelines to help supervision and quality control of work in the field. - 89 - ANNX 3 Page 4 of 7 6. settina up a cost accountina svstem. The consultants will set up a computerized cost accounting system to support the cost estimation and analysis systems recommended under the HMMS and EMS for road maintenance, equipment and spare parts management purposes. This system will enable MCW tot l) monitor its payments and expenditures on road maintenance according to work progreso; ii) determine actual direct and overhead costs of maintenance activities carried out by force account, and of supervisory coats of activities performed by contract; iii) develop and charge equipment rental rates and report actual equipment cost performance against the planned budgets; and iv) provide the necessary interface between the existing budgetary system and the maintenance and equipment management systems to enable the reconciliation of costs and resource usage. 7. Izmplementina the recommendations of the Road Network ationaliztsin Studv LRNRS). The results of the Road Network Rationalization Study will have a significant impact on both MCW'e maintenance policies and the Four-Year Maintenance Plan, as it will examine which roads need to be left without any maintenance, which ones need to be maintained to less than paved standard, and what activities, and in what frequency, are justified for each road in the remaining network. The consultants will assist MCW in implementing the recommendations of the study, developing guidelines to interpret and carry out the policy recommendations through the maintenance management process and incorporating in HMMS all adjustments needed in this respect, such as defining appropriate levels-of-service and quantity standards for each maintenance activity and road category, and new malntenance activities. The consultants will also assist MCW in formulating updated maintenance programs and reorganizing MCW's maintenance forces. 8. Exoandina the HMMS to all maintenance districts. As soon as the viability of the HMMS in the pilot district is demonstrated, the implementation of the system will be expanded to all the remaining districts. The consultants will strengthen the district's ability to develop and monitor weekly or bi-weekly programs tailored to reflect work priorities, the availability of maintenance resources (personnel, equipment and materials) and special conditions (urgent or emergency situations). During this phase, the consultants will assist the TC in monitoring progress in the installation of HNNS at both the central and district level and adherence to its procedures and standards. Fo.r this purpose, the consultants will prepare management evaluation reports, such as monthly maintenance activities reports, district monthly work progress and cost summary reports to be discuseed with all district technicians during the TC's meetings. In addition, the consultants will guide XCW in the preparation of annual maintenance reports, evaluating results accomplished by MCW in terms of compliance with the annual work plan and budget, adherence to maintenance performance standards and other indicator of efficiency, and evolutlon of the network condition during the period. 9. An6is 'w0 MCW in develo_ ina the Routine-Maintenance-by-Contract (RMECE pilot Program. The consultants will assist NCW in the supervision and evaluation of the RMBC Pilot Program. The main objective of this pilot program is to obtain experience on costs, quality of work, supervision needs, and benefits and disadvantages of contract maintenance as compared with force account maintenance. - 90 - ANNEX 3 Page 5 of 7 In this respect, the consultants will: i) advise MCW's program coordinator on best procedures to perform supervisory tasks while ensuring that performance and cost data are being adequately collected; ii) establish procedures to colle !t performance and cost data needed to evaluate the results of the program; iii) recommend improved procedures with respect to planning, budgeting, tendering, supervising, and administering maintenance by contract; and iv) introduce the necessary adjustments to contract documents and procedures, standards and specifications to be used in the subsequent phase of the program. 10. Assessina the efficiency of road maintenance operations carried out by both force account and contract. The technical assistance will assess the comparative costs, benefits, and quality of maintenance work --routine and periodic-- carried out by contract and force account. The comparison of contract maintenance with force account maintenance will be based on performance and cost data (including direct, overhead and supervision costs) obtained from the RMBC pilot program, the evaluation of force account operations through the HMMS and EMS, and the execution of periodic maintenance contracts (overlay program). This analysis will look at differences in aspects such as: quality of meterials and workmanship; selection of appropriate equipment, including use of specialized equipment; compliance with work specifications and safety standards; success in handling road traffic through work zones; level of supervision required; flexibility and time required to respond to emergencies and other unscheduled work; and response to increased or peak workloads. The consultants will also identify those activities which showed greater cost-efficiency when carried out by force account, and vice versa, in order to facilitate future decisions on contracting. Based on these findings, the consultants will make recommendations regarding: i) possibilities for increasing productivity of force account operations in view of the results of the RMBC pilot program; and ii) planning, financing, supervision, and administrative requirements for effective preparation and execution of maintenance work by contract (including selection of work iteme to be contracted and measurement units; type, scope and duration of contracts; procurement procedures for contracting, payment provisions and procedures, and bidding documents; frequency of inspection, the form of reporting, and recommended practices for supervision of contracted maintenance). 11. Assistina Workshop's manacement in the implementation of all aspects of EMS. The consultants will assist MCW's Workshop in analyzing the data on the availability and use of MCW's equipment fleet according to the EMS, and i.msplementing the programs and policies on equipment management derived from these analyses. This task will require: i) development of productivity performance standards for most frequent tasks carried out in the Workshop; ii) preparation of specifications and technical documents for procurement of new equipment (including requirements for critical spare parts items and on-site training for servicing, minor repair and adjustment procedures); iii) guidance during the execution of the equipment rehabilitation program; iv) preparation of a program for disposal of obsolete and costly-to-operate equipment; and iv) developing an engine oil analysis program to enhance EMS' equipment preventive maintenance program, to be contracted out; vi) establishing a computerized spare parts inventory capable of maintaining a file of all parts stocked in the workshop together with balances on hand, in order to analyze parts usage, generate stock - 91 - ANNEX 3 Page 6 of 7 management information and process accounting transactions for parts issued, receipts, and adjustments. 12. Trainina MCW's maintenance personnel. To achieve the objectives of this technical assistance, training for improved productivity is essential. The consultants will provide on-the-job training to the counterpart personnel assigned by MCW, making them effectively participate in all technical assistance activities to ensure full knowledge of procedures and systems developed by the consultants. Based on the findings of the pilot district, the consultants will prepare and assist MCW in delivering a comprehensive training program to support a complete implementation of the HMMS and EMS. This program will be conveniently targeted at technicians, supervisors and other workers, and its content will vary according to the specific needs of these groups. The consultants will also set up a system for the evaluation and control of the training programs, and provide technical training to instructors selected among MCWIs staff, in order to ensure the continuity of the maintenance training program once the consultant's services are completed. Staffina 13 The technical assistance will be carried out over a period of 24 months by the following specialists: i) a road maintenance engineer with background in maintenance management systems, maintenance operations by force account, routine and periodic maintenance by contract, computer systems, and training personnel, who will be the program leader (18 months); ii) an equipment and workshop specialist, with experience in equipment management systems (9 months); iii) a specialist in maintenance cost accounting, with experience in computerized systems (9 months); Executing Agencv and Counterpart Staff 14. MCW Technical Department, through its Operations and Workshop Divisions, will be the executing agency. Currently, Operatiors is in charge of managing road maintenance operations through seven districts, which are responsible for field operations. The Maintenance Management Sec_ion (MMS), within the Operations Division, is in charge of maintenance planning and evaluation. The utilization and control of all maintenance equipment come under the responsibility of the Workshop division. To strengthen its capacity to effectively coordinate maintenance activities, MCW has appointed a Technical Committee, which meets twice a month. MCW will designate among its permanent staff at the central office and the districts the counterpart personnel to be assigned to the consutltants. - 92 - ANNEX 3 Page 7 of 7 Schedule and Reoorts 15. The technical assistance will start early in 1993. A tentative schedule of tasks is outlined below: Months 1 2 Tasks 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 (a) (b) ********.**** (c) (d) (e) ***************** *****oo (f) (g) ****** ************ (h) (i) Ci) *.*******.********** (k) ****t*****************.**************'*********************** 16. Both HNMS and EMS should be made operational in all districts by December 31, 1993. The consultants will submit the following reports: SCODe Date initial Analysis and plan of action By end of month 1 Implementation of HMMS in Pilot district At completion of task (b) Implementation of recomuendations of RNRS At completion of task (f) Evaluation of RMBC Pilot Program At completion of task (i) Work progress reports Quarterly Draft final report By end of month 23 Final Report 30 days after receipt of MVW's comments - 93 - AMNX -4 Fage 1 of 3 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT outline of Terms of Reference for Technical Assistance to strengthen MCW's Maintenance Manaaement Section Backaround 1. In, 1984 MCW created, within its Operations Division, the Maintenance Management Section (MMS)I to monitor the quality and efficiency of maintenance activities performed by MCW's forces. Further, in November, 1987, MCW entered into an agreement with the U.S. Federal Highway Administration (FHWA) to provide technical assistance in several areas. The technical assistance in road maintenance --totalling eight man-months-- was launched in September, 1989, with the overall objective of establishing a Highway Maintenance Management System (HMMS). During this period, MMS was set up to support the development of the HMMS: additional staff was appointed and computers were purchased in mid-1990. The first roadway feature inventory of the island's 1570 km of highways was completed by January, 1991 and several components of the HMMS were defined, incluling maintenance performance standards and a field operations manual. In addition, MCW appointed a Technical Committee (TC) --consisting of key personnel from MCW's Operations and Workshop divisions-- to periodically review the manuals, standards and reporting systems of the HMMS and facilitate its implementation. Also, in 1991 MMS began operating a Mays Ride Meter to measure pavement roughness and developing computer programs to facilitate maintenance planning. However, such progress has been adversely affected by the recent layoffs of some of MMS staff under the retrenchment program and the retirement of its Head. Although MMS has been partially restaffed by reassignment of personnel from other units within the Operations Divisions, there is an urgent need to strengthen the MMS, train its new staff, and assist the Technical Committee to enable full development and implementation of the HMMS. Obiectives 2. The overall objective of the technical assistance is to improve maintenance planning and monitoring by strengthening MMS' capacity to: i) prepare needs-based annual maintenance plans and work calendars! Li) update the roadway feature inventory and other information systems on a periodic basis; iii) assist the districts in scheduling and reporting work programs; iv) report monthly on work accomplishments, work cost and productivity, and evaluate the results achieved during the implementation of the work programs; and v) update from time to time performance standards, cost estimates, and quality and quantity standards, according to recommendations of the TC. l/Initially this section was named Method and Analysis, and staffed with a Senior Technician and a supervisor. - 94 - ANNEX 4 Page 2 of 3 Scope of the Assistance 3. The consultant hired under this technical assistance will perform the following main taskss (a) assisting the Head of MMS in the implementation of HMMS and training MMS staff; (b) reviewing road inventory sections and preparing districts maps, appropriate for use in maintenance operations; (c) upgrading the roadway feature inventory and data collection procedures; (d) developing computer programs to support the application of HMHS in maintenance planning and evaluation; (e) assisting tha Tecnnical Committee in reviewing HMMS's components; (f) updating MCW's Four-Year Maintenance Plan; (g) preparing the Periodic Maintenance Program to be carried out by MCW's Operations Division and the Routine-Maintenance-By-Contract (RMBC) Pilot Program; 4. Assisting the Head of MMS in the imoiementation of HMMS and trainina MMS staff. The consultant will help the new Head of MMS --to be designated-- in getting acquainted with all aspects of the development of HMMS and in reorganizing MMS's teams. In order to develop the specialized skills required, MMS' staff will be grouped into two units: i) Roadway Feature Inventory Unit, which will be in charge of updating road inventories and condition surveys -- including measurement of pavement roughness with the Mays Ride Meter (MRM)--; and ii) Planning, Evaluation and Control Unit, which will be responsible for preparation of maintenance plans and evaluation of work. The consultant will prepare job descriptions and skill requirements for each position within this units ard will train the designated staff accordingly. While overseeing the tasks performed by MMS staff, the consultant will provide on-the-job training in all aspects related to the implementation of the HMMS. Special attention will be devoted to training of staff assigned to the operation of MRM; this comprehensive training program will cover theory and practice regarding: i) calibration with test sections; ii) ) equipment operation and use of software for data collection; iii) use of control sections; and iv) data analysis and applications. The consultant will also provide technical assistance to the TC through field testing of all aspects of the HMMS, helping the committee in reviewing the HMMS' components and the procedures to be followed under the system. In this regard, he will prepare short guidelines and follow-up reports to be distributed to technicians and discussed at TC's meetings. 5. Reviewing road inventory sections and preDarino districts ma2s. The consultant will review the current road sections defined in the inventory to ensure that they are homogeneous in terms of traffic, pavement type, organizational limits (districts and parishes) and easily identified in the field. Then, he will prepare appropriate maps of all roads within a district with all road sections clearly identified, in order to enable their utilization by maintenance crews for work scheduling and reporting purposes. A code will be assigned to each road segment to facilitate its identification in the system. - 95 _ ANNEX 4 Page 3 of 3 6. Upgrading the roadway feature inventory and data collection Rrocedures. The technical assistance will review the scope and consistency of the information available through the Roadway Feature Inventory as well as the efficiency and reliability of the data collection procedures. Based on this, he will: i) establish procedures to incorporate roughness and traffic data into the inventory, and perform more objective pavement condition surveys; ii) assist MMS in the implementation of the Bridges, Culverts and Wells Inventory; iii) organize and oversee updating of the road inventory; and iv) assist the Traffic Unit in implementing the Road Signs Inventory and a computerized Road Traffic Inventory, compatible with the MMS' information systems. 7. Developina computer Programs to sunoort the aoilication of HMMS in maintenance vlannino and evaluation. The consultant will continue the development of computer programs to enhance the capabilities of the Maintenance Planning and Budgeting software. These new programs will support preparation of annual work calendars, evaluation and control of maintenance works, and preparation of management reports. In addition, the consultant will assist the Senior Mechanical Engineer in developing computerized information systems compatible with those used by the MMS. 8. Updatina MCW's Four-Year Maintenance Plan. The consultant will guide MMS staff through a complete application of all HMMS components as well as the computer software developed to support some of its phases. Particularly, updating MCW's performance maintenance plans for the years 1993/94-1995/96 will become necessary once the road inventory is updated and results from the 1992/92 maintenance plan are known. In addition, the consultant will assist the Operations Division in the preparation of the documents needed to implement the RMBC Pilot Program. 9. PreDaring the Periodic Maintenance Program to be carried out by MCW's Otperations Division and the Routine-Maintenance-By-Contract (RMBCl Pilot Program. This task will require the selection of road sections to be included in MCW's Resealing and Overlay Programs as well as the RMBC pilot program, preparation of work programs, and, in the case of the RMBC pilot program, preparation of appropriate tendering documents. Staff ina 10. The technical ae-istance will be provided by a specialist in road maintenance management and computerized systems. It is envisaged that 18 man- months will be needed to complete the tasks described above. Schedule and Revorts 11. The technical assistance will start early in 1992. The consultant will submit quarterly reports. - 96 - ANNEX 5 Page 1 of 3 BARBADOS SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT Road Network Rationalization Study Terms of Reference Background 1. Barbados has a total area of only 430 square kilometers but enjoys a relatively extensive paved road network of 1,550 km (381 km primary; 215 km secondary; and 954 km of local and development roads). The paved road density, at 3.6 per square kilometers, is high in comparison with other islands of a similar nature. The relatively flat terrain (except for the north-eastern part of the island) and the relatively high GNP per capita, contribute to the increased size of the road network. Nevertheless, maintenance of some low- traffic tertiary roads could probably be minimized without affecting the efficiency of the system. 2. The existing maintenance plan for the road network is based on quantity standards per km of roads. The plan takes into account the overlay works included in MCW's investment plan which are based on economic returns which, in turn, are determined by traffic levels. However, the traffic level does not directly affect the quantity standards per km, as specified in the plan, thus the recommended level of routine maintenance is insensitive to traffic levels. Obiective 3. To define a set of maintenance policies and a system by which each route is assigned a policy based on its physical condition and traffic level. Methodology 4. The consultants will elaborate a matrix which will show the maintenance policy which is economically feasible based on two variables: traffic level(measured as number of standard axles) and road condition (measured according to an acceptable roughness index). This will be done as follows: (a) a set of maintenance alternatives will be defined by the consultant including (i) no maintenance; (ii) minimum routine meintenance (cutting grass, cleaning culverts, maintaining drains, etc.); (iii) minimum routine maintenance plus, patching (e.g. patching each year 50% of all pothole, 75%; and 100%); (iv) routine maintenance plus patching at 100% plus resealir.g (according to a benchmark to be established by the cor.sultants); and (iv) the preceding option plus periodic overlay; - 97 - ANNEX 5 Page 2 of 3 (b) using the Highway Design and Maintenance Model, or any other acceptable model, the consultants will recommend a maintenance strategy matrix for a model road section based on the traffic level and roughness condition. The consultants should develop several model matrixes based on criteria determined by different minimum economic rates of return (i.e. discount rates); (c) the total road network in Barbados should be divided into sections according to the features listed in the existing road inventory with each section identified by traffic ar.d roughness data; (d) using the above data, the consultants will assign each route a maintenance strategy and calculate annual maintenance cost for the total network for each model matrix (i.e. for each cutoff discount rate); (e) the consultants will then select the final matrix of maintenance strategies (and the implicit economic discount rate) by subjecting total maintenance cost to the existing budgetary constraints; and (f) finally, the consultants will prepare a list of all road sections the and the recommended maintenance strategy highlighting on those where no maintenance is justified and those where only minimum maintenance is recommended. Schedule 5. The study should be carried out in about eight months as follows: (a) review of roughness and traffic data: 2 months (b) collection of HDM data: 2 months (c) model simulation and matrix preparation for draft report: 2 months (d) comments by MCW s month (e) final report with recommended strategy by route: 1 month 8 months Staff 6. It is estimated that about 3 months of a civil engineer's time and 10 months of transport economists' time will be required. Of the transport economists' input, about seven months will be provided by the chief economist/study director and three by an assistant economist/statistician. - 98 - ANNEX S Page 3 of 3 Facilities 7. The Ministry of Public Works, Communications and Transportation will provide the consultants with offize space, office equipment (including personal computers) and transportation. All other costs will be financed by the Second Road Maintenance and Rehabilitation Project. Reports 8. A draft report will be prepared after four months and copies sent for comments to the Ministry of Public Works, Communications and Transportation (ten copies), Ministry of Finance and Economic Affairs (five copies), CDB (two copies) and IBRD (two copies). The final report,including the comments received by the Government, will be completed with 30 days of receipt of comments and sent, with the same number of copies, to the above-mentioned organizations. Other 9. The Ministry of Public Works, Communications and Transportation will assign a staff to work as counterpart with the consultants. In addition, the consultants will give during their stay a two-week course explaining and training the maintenance management unit staff in use and application of the HDM model. 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VlNC IRTR % BASBAr,OS Thi mop has been p,epored by The World B0nkP slafexdsluelw fo, n's a StpnA *GReNb cas nlne ,,f, od and b for ID lnbenal use of Th World ,,vX--X_ _,,23,-~~"TEI'ADAD BOpank Grasmp. Ie eaolnlin tused an,d lA. bak dorie scha ann Ihi; ____ _ J_ VE_N_E__ZUEL_A __Rich 530 9*25 APRIL 1992