Document of

The World Bank

FOR OFFICIAL USE ONLY

c#A7 /6 &?2-4C

Report No. 5315-MLI

STAFF APPRAISAL REPORT

REPUBLIC OF MALI

FIFTH HIGHWAY PROJECT

June 28, 1985

West Africa Projects DepartmentTransportation 1

This document has a restricted distribution and may he used by recipients only in the performance oftheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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CURRENCY EQUIVALENTS

Currency Unit - CFA Franc (CFAF)US$ 1.0 = CFAF 490

US$ 1.0 - SDR 1.042

FISCAL YEAR

January 1 - December 31

SYSTEM OF WEIGHTS AND MEASURES (METRIC)

1 meter (m) 2 3.28 feet (ft)1 square meter ( ) = 10.76 square feet (sq ft)1 cubic meter (m ) - 35.3 cubic feet (cu ft)1 kilometer (km) 2 = 0.62 mile (mi)I square kilometer (km } 0.39 square mile (sq mi)1 metric ton (t) = 2,205 pounds (lb)

E 1i~ND Aanv

~~~gUsh ~~~~~French

adt aerre daily trafic tr5ffic journaier moynAfDF African Developinent Fd- Fond Africain de DveloppenentCEM Mali RaTlxay Company Clendn de Fer du MaliCEflP Public Works Traini Center Cente de- des

Travaz PublicsDHP General Studies & Programnig Divisin Division des Etbies Girales et

des ProgrmmesMT Technical Studies and Works Divisiom Divsimn des Etudes TechAques et

des TravaLtcDNBP Natioal Directorate of Public Works Directin Naticnale des Travaux

PubLicsEKR EcoKdc Rate of Retun Taux de rentilite &:ocique

FAC French Bilateral Aid Agency Fonds d'Aide et de Coopiratis

ICB tnteriata Czetive Bidding Appel 5 la concurrenceinternatLonae

ICBL Toa Coipetitive Biddilg Appel . la nurrence localelMflTP Ministry of Transport & Pubic Works Mirdst6re des Tramspors et des

Travawc PublicsCNr Natinal Transport ffice Office Nationl des TransportsPCS Postal .aeking Service Service des dciques postauXSDC Sviss Develoepnt Cooperationc Suisse pour le

D&eloppemeait9DP Public Works Fqiipant Service Service du Matkriel des Traan

PublicsSER Road Stregffining Service Service de Renforcement des RouresSIN Rgrelinzg Maintenance Unit Service des Travanux Neufs

FOR OMCIAL USE ONLY

STAFF APPRAISAL REPORT

FIFTH HIGHWAY PROJECT

TABLE OF CONTENTS

Page

DOCUMENTS IN THE PROJECT FILE ............................. . i

CREDIT AND PROJECT SUMMARY ........ ...... .... .s .... . ii

I. INTRODUCTION .............. 1.*......

II. THE TRANSPORT SECTOR ............................ ...... I

The Transport System ................................ 1The Road Transport Subsector ........................... 3IDA Involvement in the Road Subsector .................. 8Road Traffic and Road Transport Industry ..... 9

III. THE PROJECT ............................................ 11

Project History and Objectives ......................... 11Project Description ....... ...... ....................... 12The Road 4aintenance and Rehabilitation Program ........ 12The Institution Strengthening Program .................. 13Reconstruction of Bamako-Bougouni ...................... 15Project Cost and Financing ............................. 16Implementation ............................. ........ 17Procurement .. ... .... ... .. .**.***a*s******. a . a .. a.. .a.a..a 17

Disbursements ............. ............................. 18Reporting and Auditing ................... 19

VT. ECONOMIC EVALUATION ................................ 19

Benefits and Risks ........... ................ 19

V. AGREEMENTS TO BE REACHED AND RECOMMENDATIONS ........... 21

The project and this report were prepared on the basis of an appraisalmission in May 1984 by Mr. Jaffar Bentchikou (mission leader, HighwayEngineer), Mrs. Brigitta Mitchell (Economist) and Mr. Roger Le Bussy(Mechanical Engineer). Mr. Jean-Michel Verdier (Training Specialist)appraised the training component in July 1984. Secretarial work wasdone by Ms. F. Felah and Ms. T. McMahon.

I Tbis docwmet has a restricted distbution and may be uswd by recipients only in the performance ofthe ocial duties. Its cntents may not otherwie be discbsed without World Bank autorin |

ANNEXES

2-1 Distribution of Traffic by Transport Mode for Selected Years,1966-1983

2-2 Merchandise Imports and Exports by Itinerary for Selected Years,1966-1983

2-3 The Priority Network: Present Status and Proposed Project Works -Paved, Gravel and Earth Roads

2-4 Road Fund Revenues and Expenditures: Past Performance and Forecasts,1985-1990

2-5 Summary Data on Road Transport

3-1 Details on Routine Road Maintenance Operations3-2 Terms of Reference for Technical Assistance to STN and SRR3-3 Periodic Maintenance and Rehabilitation - Detailed Cost Table3-4 The Public Works Equipment Service3-5 Terms of Reference for Technical Assistance to the National Transport

Office (ONT)3-6 Terms of Reference for Technical Assistance to the National

Directorate of Public Works (DNTP)3-7 Reorganisation and Technical Assistance - Detailed Cost Table3-8 Training of Public Works Personnel3-9 Reconstruction of Bamako-Bougouni - Detailed Cost Table3-10 Project Cost Estimates and Financing Plan3-11 Implementation Schedule

4 Economic Evaluation

MAP: IBRD 18705

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MALI

FIFTH HIGHWAY PROJECT

DOCUMENTS IN THE PROJECT FILE

Reference WAICNumber Document Code

1. Divers Plannings du CinquQame Projet Routier 221.196 (E)

2. Cinqulame Projet Routier - Planning 221.196 (A-C)

3. Etude Bamako - Bougouni, BCEOM, 1978 121.648 (A-H)(Mali-Cr 1104)

4. Route Bamako - Bougouni: R6vision des Etudes 121.648 (I)Techniques et Actualisation du Rapport (Mali-Cr 1104)Economique, BCEOM, 1983

5. Influence du Second Pont de Bamako our Is 221.301Rentabilite de la Route Bamako - Bougouni,BCEOM, September 1984

6. L'Evaluation du Troncon Urbain, Bamako - Faladie 221.054

7. Dossiers d'Appel d'Offres. Bamako - Bougouni 121.648

8. Termes de Reference / Avis de Consultation 221.785 -789

9. Arretes et decrets concernant is R6glementation 220.803(A-E)Mali LEAP General

10. Training: The Present Situation of Personnel 221.100(C-E)Management and Training in NTTP

11. Documents on Road Fund Revenue and Expenditures, 221.792(11)and Alternative Strategies for Inc;easingRevenues

12. Estimation sur les Couts des Travaux 221.792(12)

13. Work Incentives: Proposals and Programs 221.792(13)

14. Le Reseau: Les Statistiques et lea Tableaux 221.792(14)

15. Feasibility Study of the Kayes - Nioro du Sahel 221.793(1-3)Road, TANS, September 1980

16. Details of Calculations of Economic Rates ofReturn 221.792(16a)

17. Various other working papers concerning the 221.792(17)Fifth Highway Project

WAPTIApril 1985

- ii -

MALI

FIFTH HIGHWA. PROJECT

CREDIT AND PROJECT SUMMARY

Borrower: The Republic of Mali

Credit Amount: SDR 50.7 million (US$48.6 million equivalent)

Terms: Standard

Project The project would support: (i) preservation of the priorityDescription: road network; (ii) a growing involvement of the local private

construction and mechanical industries in road maintenanceoperations; (iii) development of a reduced but more efficientcapacity of force account works; (iv) the introduction ofmeasures ensuring full financing of recurrent road mainte-nance costs from local sources; (v) a balanced allocation ofresources to road investments and maintenance and continuedand expanded institutional development of the road transportsubsector; and (vi) increased efficiency of the country'stransport industry. The project would provide funding forspare parts, fuel, construction materials and labor, as wellas for new equipment, consultants services and civil works,to carry out a road maintenance and rehabilitation program,an institution strengthening program, and reconstruction ofthe Bamako-Bougouni road (160 'km).

ProJect The project would improve the efficiency of road maintenanceBenefits and and rehabilitation activities and, by reducing the cost ofRisk: vehicle operation, would benefit road users and reduce the

price of road transported goods. The project would alsobring about institutional benefits which would have theeffect of maintaining other benefits after project completion.The main risks stem from a decreased maintenance effort as aresult of insufficient or illiquid local funds. However,since the Government has agreed on a timetable for revenueraising measures for the Road Fund during negotiations, andimplementation of these measures would be closely monitored,project risks are considered reasonably small.

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Summary Proaect Coat Eetimate(US* Million)

Estimated Costs a/ Local Foreign Total(USS Milion) -

1. Road Maintenance and RehabilitationProgram(a) Routine Road Maintenance 5.2 4.6 9.8(b) Periodic Maintenance & Rehab. 4.1 14.0 18.1(c) Overhaul & Renewal of equipment 0.6 3.5 4.1

2. Institution Strengthening andTechnical Assistance(a) Reorganization & Tech. Assistance 0.8 3.6 4.4(b) Training 0.3 1.1 1.4

3. Reconstruction of Baeako-Bougouni 4.0 16.1 20.1

Base Coat 15.0 42.9 57.9Physical Contingencies 0.8 3.2 4.0Price Contingencies 2.9 8.6 11.5

Total Project Cost 18.7 54.7 73.4

Financing Plan Local Foreign Total- (USs Million)--

Organization

IDA 7.1 41.5 48.6African Development Fund 1.0 9.8 10.8Sviss Development Cooperation 1.0 3.0 4.0French Bilateral Ald Agency (FAC) 0.! 0.4 0.5Govermnent 9.5 - 9.5

TOTAL 18.7 54.7 73.4

aI not all taxes and duties are exempt under the project; a total ofUSS5.5 million equivalent In taxes will be financed by Government andare included in local costs (US$18.7 million equivalent).

Estimated IDA Disbursements IDA Fiscal Year

FY86 FY87 FY88 FY89 FY90 FY91- - (US$ million) - -

Annual 3.3 8.1 11.3 12.2 9.4 4. Cumulative 3.3 11.4 22.7 34.9 44.3 48.6

Economic Rate of Return

ERR exceeds 12% for any individual road and overall exceeds 50% for theRoad Maintenance and Rehabilitacion Program portion of the project. Theoverall ERR for Reconstruction of the Bamako-Bougouni road is 282.

MEp: IBRD 18705

VAPTIJune, 1985

MALI

FIFTH HIGHWAY PROJECT

I. INTRODUCTION

1.01 The Government of Mali has requested IDA's assistance infinancing a follow-up project to the ongoing Fourth Highway Project(Cr 1104 - MLI). The proposed project would support (a) preservation ofthe country's essential road infrastructure through maintenance,rehabilitatiou and reconstruction; (b) growing involvement of the localconstruction industry in the execution of periodic maintenance works,and of local private mechanical workshops in the repair and maintenanceof equipment; (c) development of a reduced but more efficient forceaccount maintenance organization focussed mainly on routine maintenanceoperations; and (d) introduction of measures ensuring full financing ofrecurrent maintenance costs from local sources, and a balancedallocation of resources to road investments and maintenance. Theestimated cost of the project is US$73.4 million equivalent. Of these,Government will contribute US$9.5 million equiralent in local funds(13X), US$ 5.5 million of which are taxes. The remainder will befinanced by IDA, the African Development Fund (AfDF), the SwissDevelopment Cooperation (SDC) and the French Cooperation (FAC).

1.02 While other donors have been involved in the road sector, IDAhas been instrumental in gradually reducing over-ambitious investmentprograms and in bringing about improvements in the planning andexecution of maintenance works. IDA's strategy of involving the privatesector where feasible, and of improving the quality of force accountwork through training, improved management procedures and incentives tolocal personnel, initiated under the ongoing Road Maintenance Projecthas begun to show results. IDA's support of the proposed project istherefore crucial to consolidate this strategy and intensify the policydialogue on road maintenance financing and investment planning for thesector.

II. THE TRANSPORT SECTOR

The Transport System

2.01 In a vast (1.24 million km 2), landlocked country with a widelydispersed population like Mali, the transport sector is of vitalimportance. Despite the sector's share of 15-25% of public investmentsover the past decade, the country's internal commmmications remaindifficult. Also the long distances between Bamako and the ports ofDakar (1,000 km by rail) and Abidjan (1,250 km by road) have been aconstraint on the country's economic development.

2.02 Road transport, the dominant mode, accounts f or some 55Z oftotal freight (in ton-kilometers), while rail and water transport movethe remaining 36Z and 9% respectively. Road transport also accounts forclose to 90% of all passenger-kilometers. The road network adequatelycovers the sovch and south-east of the country where population isconcentrated. By contrast, the regions west of Bamako, the capital,which are supposed to be served by the railway, are only very poorlyequipped with feeder road access to the railheads and lack main roadaccess - a situation which significantly curtails the flows ofagricultural products from potential surplus areas to the main market inBamako (Annex 2-1, Distribution of Traffic by Transport Mode forSelected Years and Map IBRD 18705).

2.03 The Mali Railway (Chemin de Fer du Mali, CFM), runs a singleline (642 km) from Bamako to Kidira on the border with Senegal. CFM'sshare of the country's foreign trade handled has been declining steadilyfrom two thirds of the total (460-580,000 tpy) merchandise imports andexports in the sixties and early seventies to no more than two-fifths ofthe total today. Despite the railway's comparative economic advantage,until 1983 an increasing portion of international traffic had been usingthe Abidjan road route. This shift reflected a decline in thereliability and speed of rail services due to poor maintenance of trackand rolling stock, and to poor cooperation between the Senegalese andMalian Railways. IDA has been supporting both railway systems and hasjust completed its Third Railway Project in Mali (Credit 713-MLI, 1977,US$10.5 million), which financed a time slice of the railway'sinvestment program and provided training and consulting services.Measures to improve operating efficiency and to strengthen CMF's budgetand procedures have been successful only in the last two years. SinceDecember 1983, both Mali and Senegal railways have simultaneouslyimproved motive power availability and coordination of operations, andas a result Malian import traffic through Dakar has increased by almost50X in the first half of 1984. (Annex 2-2, Merchandise Imports andExports by Itinerary for Selected Years).

2.04 Water transport is important for the vast inland delta area ofthe Niger northeast of Mopti. The river connection will become lessimportant when the paved road from Sevare (Mopti) to Gao is completed in1986. The Senegal river is also presently navigable from St. Louis(Senegal) to Kayes (Mali), the trans-shipment place to the railways,from August to October; it will be navigable all year round oncompletion of the Manantali dam southeast of Kayes. Traditional canoescarry all Senegal river traffic and about half that on the river Niger.The state-owned Compagnie Malienne de Navigation dominates traffic onthe Niger with more modern vessels.

2.05 In a large and sparsely inhabited country like Mali, airtransport plays a significant role. Mali has two international airportsat Bamako and Gao, and some 30 small airfields for domestic traffic, ofwhich only seven have regularly scheduled commercial services. In recentyears, international air transport has shown a stagnating trend forpassengers and a declining trend for freight, while local traffic hasremained at 15-18,000 passengers annually, limited by available

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capacity. International freight traffic is almost exclusively handledby UTA (70%) and Air Afrique (20%). Air Mali, a state-owned coupanycreated in 1961, carried all domestic and about a third of theinternational passenger traffic in 1982, down from two-thirds in 1973.Heavily overstaffed, plagued by deficits, and with accuuulatedshort-term debts of about CFAF 2.5 billion at end 1983, Air Mali isbankrupt. Liquidation of the company is expected in the near future.Meanwhile, a private local air charter company (Societe de TransportAerien du Mali) with experienced management will reportedly provideessential domestic and regional services.

The Road Transport Subsector

2.06 The Network: Mali'c road network consists of about 13,460 kmof national, regional and local roads, of which 2,460 km are paved,6,320 km are gravel and improved feeder roads, and the remaining 4,680km are unimproved earthroads and tracks. Paved roads now link thecapital Bamako to the border with the Ivory Coast (Basako-Bougouni-Zegoua, 460 km), as well as to the eastern regions (Bamako-Segou-Moptiaxis). A direct link from the Ivory Coast to Mopti is also fully paved(Zegous-Sikasso-Koutiala- San-Mopti axis) and has in part served as analternative road to Bamako which, although about 130 km longer than thedirect road, allows truckers to avoid the narrow and severely degradedBamako-Bougouni section that is to be rehabilitated under the proposedproject. Paving of the Sevare (Mopti)-Gao road (556 km), although notof high economic prlority, began with the financial support of severalfinancing agencies in 1980 and is expected to be completed in 1986. Forthb country as a vhole, road density averages no more than 1.1 kml1OOkm . Even in Mali's southern regions, thl most heavily populated in thecountry, road density aj 8.5 kmtlOO km is well below the averagedensity of 14 km/100 km for neighbouring Ivory Coast. Annex 2-3contains the Priority Network: Present Status and Proposed ProjectWorks.

2.07 Road Administration: The National Directorate of Public Works(Direction Nationale des Travaux Publics, DNTP) within the Ministry ofTransport and Public Works (Ministere des Transports et Travaux Publics,MTTP) plans, designs, constructs and maintains roads, and supervisestechnical studies for railways, river ports and airports. DNTP'sorganization, with two dlvisions and three technical services, issatisfactory. The General Studies and Programing Division (Directlondes Etudes Generales et des Programmes, DEGP) prepares investment andmaintenance programs and budgets, and controls expenditures; theTechnical Studies and Works Di-ision (Division des Etudes Techniques ordes Travaux, DETT) handles project studies and supervision of works; theNew Works Service (Service des Travaux Neuf8, STN) carries out gravelroad construction and improvement; the Road Strengthenlng Service(Service de Renforcoment des Routes, SRR), deals with periodlc mainte-nance of paved roads; and the Public Works Equipment Service (Service duMateriel des Travaux Publics, SMTP) purchases and repairs roadequipment. DNIP's eight Regional Directorates of Public Works carry outmaintenance and other public works activities through 19 subdivisions.An Accounting Office. supervised by an Administrative and Financill

Unit, performs accounting work. The organization chart for MTTP andDNTP is shown below.

, _

I 111' , 1 ,1 1,

2.08 DNTP's all-Nalian professional staff has increased from about20 engineers and 60 technicians In 1979 to about 68 engineers (adequate)and 53 technicians ia 1984 (not sufficient for the tasks on hand). Inadditlon, DNTP employs about 1,100 permanent workers and between 300-500seasonal laborers, depending on requirements and available budgetaryallocations. Generally, engineers are adequately trained but manylower-echelon technicians are not. Training, especially of technicians.has been increasingly stressed in the four previous highway projects.More structured training courses and a better coordination betweentraining results and career development for DNTP employees will besupported under the proposed project.

2.09 Construction: Engineering and supervision of roadconstruction projects are the responsibility of DNTP's Technical Studiesand Works Division (DETT). DETT has been taking on supervision ofincreasingly important projects with only a small advisory staff offoreign consultants. but for major engineering studies of foreign aidfinanced projects DETT still uses foreign consultants, assisted by itsown engineers. DETT Is supported by the Surveying Institute fortopographical surveys *and the Public Works Research and ExperimentationCenter for laboratory tests. The center vhich has received assistanceunder a FAC project (building, equipment, technical assistance), is nowwell equipped and can perform all regular soil and construction materialtests requlred for road design and constructlon. A state-ownedconsulting firm, the Societe d'Etudes du Mali. has also carried out

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feasibility studies and detailed engineering, often in association withforeign consultants. Road construction has until recently been thedomaine of foreign contractors, but local contractors are becomingcompetitive in executing all but the largest construction andrehabilitation projects. STN has acquired skills in feeder roadconstruction under IDA and other foreign-financed projects.

2.10 Maintenance: DNTP, through its 8 Regional Directorates and 19subdivisions, is theoretically responsible for maintaining over 901(12,300 km) of the road network. Some para-public entities maintainlocal roads in their areas of operation. Under the Fourth HighwayProject, periodic maintenance has been carried out partly bycontractors, with satisfactory results. Periodic maintenance outputs byforce account are lower but improving. Overall, however, Mali'scapacity to maintain existing road infrastructure is still far fromadequate. Routine maintenance is regularly carried out on only about5,000 km of the most trafficked roads. Effective execution of roadmaintenance has been hamstrung since the mid-seventies by two majorproblems, one technical and one financial. The technical problem hasbeen the inability of the Public Works Equipment Service to keep aminimum of equipment in acceptable running condition. Lax management,inadequately trained and poorly motivated personnel, and lack of funds,all contributed to create a backlog of equipment repairs that has sloweddown periodic maintenance and paralyzed the work in the subdivisions.Although some improvements occurred with the provision of technicalassistance and funds for equipment renewal and maintenance under theFourth Highway Project, which will continue under the present projectwith no gap in continuity, major changes - including both involvementof the private sector and a re-orientation of technical assistance -will also be required under the present project to eliminate equipmentbottlenecks and thereby improve all maintenance operations (paras. 3.08and 3.12 below). The financial problems resulted from inadequateallocation of revenues to the Road Fund, discussed in more detail below(paras. 2.12 ff and Road Fund Revenues and Expenditures: PastPerformance and Forecasts, Annex 2-4).

2.11 Choice of Construction Technology: Except for a small numberof feeder roads In the Dogon country near Mopti, which are being builtby labor-intensive methods under an agriculture project, all roadconstruction in Mali uses equipment Intensive technology as populationin most of the country is too scattered to effectively allow forlabor-intensive methods. A reasonable balance in the use of labor andequipment in road maintenance operations has been introduced under theongoing Fourth Highway Project. Manual labor is used in operations suchas filling potholes, cutting grass, clearing ditches and culverts andloading small-capacity trucks chosen for this purpose ("cantonnage"). Amix of labor and equipment is used for patching, spot and emergencyrepairs, and regravelling of shoulders. Heavy maintenance operationssuch as grading, coupacting and brush dragging are carried out withequipment.

2.12 Road Financing: Road Investment and maintenance expendituresover the period 1979-83 averaged CFAF 8.3 billion (US$20.5 aillion) per

year, a figure two and a half times higher than that for the previousfive year period. The increase was due mainly to the high investmentoutlays on the Sevare-Gao project (over 60% of total expenditure), butit reflects high 4nflation rates as well. Annual maintenanceexpenditures have doubled over the last ten years (from CFAF 0.9 billionin 1974 to CFAF 1.7 billion in 1983): they have thus grown at just over7% annually in nominal terms, compared to an average annual inflationrate over that same period of 10%. Consequently, maintenanceexpenditures have declined both in real terms and as a proportion oftotal road expenditure (from about 24% between 1974-78 to around 18%during 1979-83). This decline would have been much sharper had it notbeen for the Association's intervention in the sector through the Thirdand Fourth Highway Projects, both of which have focussed on periodic androutine maintenance. They were instrumental in securing allocation ofsome additional local funds to the maintenance budget through increasedearmarking of fuel taxes for the Road Fund . However, in view of Mali'sdifficult economic situation and the competing demands for scarceresources - including some non high priority investments - theprovision of adequate funds for road maintenance remains an issue whichis addressed under the present project. Annual Road Construction andMaintenance Expenditures and their financing for the 1971-1983 periodare shown in Annex 2-4, Table 1.

2.13 Recovery of recurrent cost of roads through taxation of roadusers in Mali has been sufficient to cover the cost of adequatemaintenance of the country's road network. However, all revenues raisedfrom duties on vehicles and spare parts imports, from taxes on vehicleinsurance and from vehicle registration, as well as 55% of the taxes ontransport fuel (gasoline, diesel) go to the Treasury for generalbudgetary purposes, leaving the Road Fund with no more than 45Z of thetaxes levied on transport fuel. From these insufficient revenues, theRoad Fund is supposed to finance road maintenance including equipmentrenewal, local counterpart funds for road studies and investments, thedebt servicing of loans for roads, and some urban street improvements.Government last increased the pump price of fuel by almost 50% in 1981.This major increase reflected both rising refinery prices and theintroduction of additional taxes including a small proportion for theRoad Fund. It resulted, however, in a sharp drop in fuel consumption.In addition, for a limited period, some local merchants took advantageof loopholes in the taxation system to import Nigerian fuel and marketit untaxed. However, in the beginning of 1985, Government tooksatisfactory measures to ensure that Nqigerian fuel imports are subjectto the same taxation as other imported fuels.

2.14 Despite a covenant under the Third Highway Project stipulatingthat all road maintenance expenses were to be met before any Road Fundproceeds were allocated to investment, existing contractual obligationson foreign-financed road projects compelled Government to continue usinga large part of Road Fund revenues for road investments. This, combinedwith a steep rise in debt service requirements since 1981, has keptfunds available for maintenance at a static level of around CFAF 1.6billion annually. Forecasts of Road Fund revenues and expenditures overthe 1985-90 horizon show that, following the expiration of the grace

period on a number of earlier road investments, expected revenues areinsufficient from 1985 onwards to cover even Government's debt serviceobligations, and would therefore preclude any local counterpartfinancing for ongoing road investments, any expenditures for maintenanceand, a fortiori, any new investment well into the 1990s (Annex 2-4,Table 5 and graph).

2.15 The shortfall in Road Fund revenues is compounded by the factthat most of the revenues received are illiquid in the form of postalchecks. Mali's Postal Checking Service (PCS) has not been liquid formany years, that is to say, post offices do not have cash to honorpostal mandates or checks. Since they cannot be cashed, postal che_ksare usually refused by banks and merchants although they remain legaltender. This problem resulted from Government's mixing of PCS fundswith other funds and using them to settle its liabilities. SinceGovernment has, among others, also been paying a major portion of itsfuel bill with postal checks, it has had to accept, in turn, thatsuppliers use them to settle their tax bills, thus spreading theliquidity problem to the Road Fund. The Government has engaged aconsultant under Credit 1200-MLI (Second Telecommunications Project) torecommend an action plan for putting the postal service on a soundfinancial footing, including measures to liquify the PCS. Measuresbeing considered include separation of the accounts oftelecommunication, postal services and the PCS; restriction of Treasuryaccess to PCS funds; strengthening of financial staff of the postalservice; and use of counterpart funds generated under the PublicEnterprise Project for, inter alia, payment to the PCS of funds borrowedfrom it by Treasury. At negotiaticns, Government has agreed to make theadoption of a plan of action satisfactory to the Association, acondition of effectiveness for the present project.

2.16 During negotiations, Government has agreed to increase taxrevenues directly and automatically available to the Road Fundsufficiently to ensure that the Road Fund's revenues cover debt serviceand maintenance requirements in the highway sector (i.e. CFAF 28,950million over the period January 1985 to December 1990 - Annex 2-4). Thefollowing are already allocated to the Road Fund: (i) the revenues ofthe existing fuel tax (estimated at CFAF 13,500 million over the sameperiod); (ii) CFAF 700 million transferred to the Road Fund on May 8,1985; and (iii) CFAF 500 million scheduled to be transferred by projecteffectiveness. In addition to the foregoing, Government has decided toallocate directly to the Road Fund: (a) revenues collected from theDroit de Traversee Routiere net of collection cost (correspondingrevenue estimated at CFAF 1,500 million between January 1986 andDecember 1990, or CFAF 300 million annually); and (b) increased fueltaxes to be collected from road users from January 1986 onwards togenerate additional revenues of CFAF 12,750 million over the sameperiod; that is, CFAF 2,550 million annually. Government has appointedan Interministerial Committee to determine, inter alia, whether theincrease in the fuel taxes earmarked to the Road Fund would be moreappropriately combined with: (i) savings in the fuel import billthrough renegotiation of supply contracts; (ii) reallocation to the RoadFund of fuel taxes now allocated to other sectors of the economy; (iii)

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an increase in the pump price of gasoline and diesel fuel; or (iv) somecombination of the above. The Committee has been asked to conclude itsstudy by June 1985. Its recommendations will be incorporated in a planof action. Deposit in the Road Fund of monies required for 1985 andadoption by Government of an IDA approved plan of action for coveringthe shortfall in Road Fund revenues through 1990 are conditions ofcredit effectiveness.

IDA Involvement in the Road Subsector

2.17 IDA first became involved in the road subsector in Mali in1967-68 as executing agency for a country-wide transport survey financedby UNDP. The survey concluded that the sector mainly needed improvedhighway maintenance and construction of agricultural feeder roads. Thefour highway projects implemented since 1970 have responded to theseneeds.

2.18 The first three projects financed by Credits in 1970, 1975 and1976, included construction and improvement of workshops, procurement ofroad maintenance equipment and spare parts, studies and later onrehabilitation of one paved road (Faladie-Segou, 222 km), and lmitedtechnical assistance to DNTP. Feasibility studies and detailedengineering of the Bamako-Bougouni road, a trucking industry study, anational transport plan study, as well as construction of a trainingcenter and of feeder roads, have also been financed under theseprojects.

2.19 All three highway projects have been satisfactorily completed.The Project Performance Audit Report of the first one, (February 1978).as well as the Project Completion Reports for the second and thirdproj ects (July 1983), concluded that the initial institution buildingobjectives (reorganization of DNTP and reactivation of the Road Fund)were mostly achieved, although training outputs under the third projectwere only about half of those estimated at appraisal, due to delays inthe training of trainers and the delivery of office and teachingequipment; limit--i training is continuing satisfactorily under theFourth Highway Project. Technical assistance was somewhat narrowlyfocussed on a few units within DNTP and, in some instances, was lesseffective than expected because of poor receptivity on the part of theagencies and units, and poor integration into their activities. In allthese projects, road maintenance results fell considerably short ofexpectations, mainly because of a shortage of local funds due to droughtand inflation (first project), insufficient liquidity of funds due tothe use of postal checks (second project), and repeated breakdown ofequipment coupled with intermittent and late intervention of technicalassistance (third project). The lessons learned under these projects,particularly regarding the problems facing road maintenance, have beenincorporated into the design of the proposed project.

2.20 The ongoing Fourth kighway Project (Credit 1104-NLI, SDR 13.4million, co-financed by Switzerland with a grant of SF18 million,September 1981) covers periodic maintenance of 680 km of paved roads and

220 km of gravel roads by force account and by contract; atwo-and-a-half (now extended to three-and-a-half) year program ofroutine maintenance of 6,600 km of national, regional and feeder roads;technical assistance and training; and equipment for vehicle axle loadcontrol. After a slow start and an increase in the very modesttechnical assistance envisaged by the project, implementation is nowsatisfactory: periodic maintenance of paved roads by contractors is onschedule, and has been extended to gravel roads. The quality ofperiodic maintenance by force account has been Improving and outputs areabove target for the days when equipment is working. However, equipmentdown-time remains a problem, traceable mainly to the continuing poorperformance of the Equipment Service which, even with technicalassistance inputs in advisory functions, has improved only marginally.To ensure acceptable efficiency of force-account operations, betterinstitutional arrangements for equipment maintenance involving thecontracting out of certain tasks are being introduced under the proposedproject. Training at the Public Works Training Center (CPTP) hascontinued with satisfactory results, but needs to be better integratedwith career development prospects of trainees for productivity gains tobe realized.

Road Traffic and Road Transport Industry

2.21 Vehicle fleet estimates for Mali are based on annual vehicleregistrations. In a major effort over the past two years, the NationalTransport Office (ONT) has brought up to date and consolidated alldocumentation on road transport (vehicle registrations, driver licences,freight documents, etc.) in preparation for the computerisation of itsdata bank, expected to be carried out starting in 1986 under theproposed project. From the available figures which are probablyunderestimated, Mali's vehicle fleet has grown only moderately (at justover 4% p.a.) over the past decade, from a total of about 19,100vehicles in 1974 to 27,900 vehicles in 1983. The adequacy of overalltransport capacity is difficult to judge: there is an excess of supply,especially of large semi-trailers, for several months of the year, butsupply is not sufficient to handle peak demand. Also, small truckcapacity is not sufficient to handle the demand of the harvest seasonmainly because, in response to a tariff structure based onton-kilometers handled and therefore favoring the operation of largevehicles, the number of small and medium size trucks (which are neededto operate on earth and gravel roads) has declined significantly.Construction of storage facilities in key locations could do much tospread transport demand over a longer period and allow better fleetutilization. Moreover, a reform of the tariff structure (para 2.26)will reinstate a balanced incentive for purchasing of trucks ofdifferent types and sizes. (Details on vehicle fleet and trafficdevelopment are in Annex 2-5, Summary Data on Road Transport).

2.22 Fuel consumption, which had risen at an annual rate of 9.5%between 1974-1980, declined sharply following substantial priceincreases in 1981, and in 1983 reverted to 1977 levels, both forgasoline and diesel (Annex 2-4). March 1985 retail prices of gasolineand diesel in Mali, at CFAF 260/liter and CFAF 183/liter (equivalent to

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US$2.01/gal and US$1.41/gal) respectively, were well above those inBenin, about equal to those in Senegal, and well below those in IvoryCoast, the three countries from which Mali imports respectively 3Z, 34%and 63Z of its total fuel. Fuel prices were well above border prices ofinternationally traded fuels; in Mali, they include about 21% of taxesplus an additional 10% on average for gasoline and 3% for diesel tocompensate for regional differences between the countrywide retail priceand the officially determined cost of fuel in different locations, thusequalizing the differential cost of distribution.

2.23 Traffic count data also indicate that vehicle traffic hasdeclined sharply between 1979 and 1983. The drop in vehicle traffic wasparticularly marked on the paved road network (-47%, Annex 2-5,Table 3), where heavy trucks and tractor-trailer combinations havereplaced a larger number of small and medium size trucks during recentyears. Due to the poor state of repair of feeder roads and tracks,traffic on these has consistently been limited to essential services andhas varied very little over the years. Given the country's difficulteconomic situation, it is unlikely that traffic will quickly return tothe 1978/79 peak, but there are indications that the downward trend isbeing reversed in 1983/84, mainly due to increased grain importsnecessitated by persistent drought.

2.24 Mali's road transport industry is dominated by privateoperators that handle all passenger transport and own over threequarters of freight vehicles. Some 25 large operators (owning 10-20vehicles each) are independent, while some 850 small operators (owningfive vehicles each or less) are grouped in regional cooperatives.These, in turn, are affiliated to a loosely organized National Union ofRoad Transport Cooperatives, a lobby and mutual aid organization fortransporters. A number of para-public entities, with some 15Z offreight vehicles, transport goods such as cotton and grains on ownaccount. Only one of three state-owned transport firms remainsoperative with a small fleet accounting for less than 5% of freightcapacity. State-owned trucking companies have consistently operated ata loss. Government has agreed at negotiations not to undertake any newinvestment nor provide any credit guarantee for any new investment intrucking firms unless, on the basis of economic and financial criteria,the Government and the Association have agreed such investment isjustified.

2.25 The National Transport Office (ONT) is responsible for thecoordination and management of all transport activities. Its main rolein road transport is that of freight allocation: through its regionaland international (port) offices, it centralizes transport demand andallocates freight between cooperatives, independent truckers and statetrucking companies in proportion -o their share in overall transportcapacity; within these groups, distribution is on a first come-firstserved basis. Unattractive transport runs of essential goods to theoutlying regions are allocated to transporters in turn. Transport fromthe port of Abidjan is by law allocated in two-third/one-third shares toMalian and Ivorian operators. The official tariff applies to allONT-allocated transport, whether by public or private carrier.

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2.26 In its efforts to improve road transport efficiency, ONT hascarried out a number of surveys to establish transports costs, transportdemand by region, available transport supply, and transport bottlenecks(which exist mainly for crop collection in the regions and are due tounremunerative tariffs). While these studies resulted in somerealignments of the tariff structure in the late seventies, adjustmentsproposed by ONT since 1981 have not been approved. Tariffs are nowestimated t- average about 20% below the costs of vehicle operation,making it difficult for transporters to allow for equipment maintenanceand renewal. Generally, transporters compensate for low tariffs byheavily overloading their vehicles, thus damaging their own equipment,and the country's road infrastructure. During negotiations, theGovernment agreed to prepare and furnish to the Association within ayear of credit effectiveness, (i) a schedule of road tariffs structuredto take into account the economic cost of different types of roadtransport and (ii) a system of vehicle weight control measures; it willthereafter adopt such measures as agreed with the Association (para3.09).

2.27 A major impediment to road transport efficiency in Mali, as inmost West African countries, has been the numerous semi-official roadchecks carried out along all major routes. In 1984, ONT eliminated someof them and established in their place a small number of official onesfor the collection of an agreed toll (droit de traversee), the proceedsof which currently amount to CFAF 250 million annually but with thecoverage scheduled to be extended to the whole paved network by December1985, they are expected to amount to about CFAF 300 million annually.The proceeds accrue in a special fund administered by the Party. Atnegotiations, Government has agreed that the proceeds net of collectioncosts will be allocated to the Road Fund.

III. THE PROJECT

Project History and Objectives

3.01 The project was identified in April 1983, and prepared by DNTPwith the assistance of consultants. Appraisal was carried out in May1984. Credit negotiations took place in Washington, D.C. from March11-16, 1985, with the Malian delegation led by H.E. Mamadou Haidara,Minister of Transport and Public Works and followed by post negotiationsdiscussions in Bamako in May 1985. The main objectives of the proposedproject are to protect the priority road network and strengthen theinstitutions concerned with road infrastructure and transport through(i) a growing involvement of the local private construction andmechanical industries in road maintenance operations; (ii) developmentof a reduced but more efficient capacity of force account works; (iii)strengthening of personnel management and development, includingtraining; (iv) introduction of measures ensuring full financing ofrecurrent road maintenance costs from local sources and a balancedallocation of resources to road investments and maintenance; and (v)continued and expanded institutional development of the road transportsubsector.

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Project Description

3.02 To achieve these objectives, the project would finance nevequipment,, spare parts, fuel, construction materials, labor, civil worksand consultants services to carry out the following three components:first, a Road Maintenance and Rehabilitation Program starting July 1985on an 8,200 km network of high priority roads and including (a)three-and-a-half years of routine road maintenance operations; (b)periodic maintenance and rehabilitation of 492 km of paved roads and 535km of unpaved roads; and (c) overhaul and .enewal of road equipment;second, an Institution Strengthening Program including: (a)reorganization and technical assistance to (i) the National TransportOffice (ONT) for transport sector planning; (ii) the General Studies andProgramming Division (DEGP) for project coordination, implementation ofplanning and financing mechanisms and feasibility studies; (iii) theTechnical Studies and Works Division (DETT) for engineering studies,supervision of civil works and improvements in force account works; and(iv) the Equipment Service (SMTP) for improving equipment maintenanceand overhaul efficiency; and (b) a training program for public workspersonnel; and third, the Reconstruction of the Bamako-Bougouni Road(160 km).

The Road Maintenance and Rehabilitation Program

3.03 Routine Road Maintenance Operations: Routine road maintenancewill continue to be carried out by the regional directorates of DNTP.It will be implemented by force account using civil servants paid underGovernment's recurrent budget and locally hired laborers, as well asmaterials, fuel, lubricants and spare parts paid under the Road Fund.The 19 subdivisions will carry out standardized routine road maintenancetasks on the priority road network. The budget for routine maintenancehas been cut back from that agreed under the previous project by about1OZ to stay within available resources. Consultants estimates of unitcosts per task have been used for both the project and forecast of RoadFund budgets. DNTP has agreed to streamline the regional directorates'staff and equipment fleet and to improve their internal disciplineconcerning the work program, the technical definition of tasks, and thecost accounting categories. These measures will improve the efficiencyof routine road maintenance operations and its management through abetter knowledge of actual costs. This streamlining together with aslight reduction in maintenance tasks will also reduce Road Fundbudgets, in line with critically limited local funds in the near future.As the financial and fiscal situation of Government improves, additionalroads will be added to the priority network (The strategy for routineroad maintenance is described in Annex 3-1, Details on Routine RoadMaintenance Operations').

3.04 Periodic Maintenance and Rehabilitation: As there is animportant backlog of periodic maintenance, a major component of theproject is periodic maintenance and rehabilitation on 492 km of pavedroads and 535 km of gravel roads. 382 of the works on paved roads and26% on gravel roads will be carried out by force account and theremainder by contract. Efficiency of force account works should improve

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following renewal and rehabilitation of equipment, the use of96 man-months (m-a) of technical assistance at the brigade level and theuse of limited engineering studies. Outline terms of reference fortechnical assistance to SRR and STN, are in Annex 3-2.

3.05 Most of the incremental periodic maintenance andrehabilitation will be carried out by contractor, in line with along-term strategy to gradually reduce force account works from thesetasks. The local construction industry is starting with smallentrepreneurs and one major private joint venture (Malian-French).International contractors are also active on the Malian market.Contractor and force account works will be supervised by DETT(para 3.11).

3.06 Experience under the Fourth Highway Project has shown tl-at ICBbrings several competitive bids and that works by contractor are ofbetter quality and completed faster than works by force account.However, the preparation and bid processes have been rather slow andtime consuming. In addition, new procurement rules have recentlyinstituted a National Committee on Procurement (Commission Nationale desMarches). To minimize the delays that the introduction of a new circuitof clearances before contract signature is likely to produce, DNTP willstrengthen its procurement unit to expedite processing within MTTP andprovide close follow-up throughout the subsequent admin'strativecircuits. Technical assistance will also support DNTP in supervision ofroad maintenance works both by force account and by contractor. Adetailed cost table for Periodic Maintenance and Rehabilitation Works isin Annex 3-3.

3.07 Overhaul and Renewal of Road Equipment: Road works by forceaccount will be carried out mainly with existing DNTP equipment. Somerenewals and some purchases of complementary equipment will also benecessary. A major portion of existing DNTP equipment is in poorcondition but has a large residual life and can be overhauledeconomically. These revisions and overhauls will be carried out by thelocal Caterpillar dealer under SMTP supervision for the Caterpillarpieces (60% of the fleet) and directly by SMTP with technical assistancefor the rest of the equipment and the transport vehicle fleet. Adescription of the current and proposed organisation of SMTP, terms ofreference for technical assistance to SMPT, and details on equipment tobe overhauled and procured, are in Annex 3-4.

The Institution Strengthening Prog_am

3.08 Reorganization and Technical Assistance: Under previousprojects technical assistance was not sufficiently integrated into roadmaintenance institutions and activities. Limited in scope, size andduration, it was often poorly timed with the availability of otherresources, and unbalanced between divisions and services. Generally, itconsisted of individuals in advisory roles or responsible for carryingout specific tasks (e.g. transport plan). There was no overall plan toimprove management tools and skills of the Malian staff or to provide awork environment in which all resources including organization,

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operating procedures and training were adequately developed and used.As a result, those services receiving adequate technical assistance didnot improve as much as expected, while others with little or notechnical assistance became weak links in the organisation that hamperedthe effective operation of the system. During the ongoing project ithas become increasingly clear that it is necessary to set up acomprehensive program of technical assistance to improve all elements ofthe structure in a coordinated manner. The Malian authorities haveunderstood this and have requested increased technical assistance fromboth IDA and FAC to support the various divisions and services of DNTPand ONT. Accordingly, in addition to 150 m-m of consulting services forsupervision of works or studies, the proposed project will provide 404m-m of technical assistance (48 of these cofinanced by a grant from FAC,para. 3.04 and Annex 3-3, p. 1) to work within the structure of DNTP andONT, to furnish new management tools or improve existing ones, tocoordinate or actively participate in carrying out project tasks and totrain local staff. The experts financed under the program will formteams with qualified local counterparts. In the production units, theseteams will occupy in-line positions within the unit, most of the timeunder a Malian supervisor. The team members will be jointly accountablefor the work of their respective units. They will also controlincentives for local personnel to be financed under the project. TheIncentives will be linked to better productivity and outputs inaccordance with agreed performance standards for each unit. Moreover,the plan incorporates a monitoring and feedback system and foresees thegradual phasing out of expatriate personnel as local expertise becomesstrong enough to handle the respective tasks. It is expected that theprogram will positively influence both the quality and sustainability ofproject outputs. The tasks to be undertaken by the different units aresummarized below; detailed terms of reference for the technicalassistants to the different services are provided in separate annexes asindicated in subsequent paragraphs.3.09 The project will integrate the transport data collection cellestablished under the Fourth Highway Project into ONT's Study Division.The project will also provide for computing equipment and 60 n--m oftechnical assistance to enable ONT to carry out the review or executionof transport planning studies, intermodal feasibility studies, and theestablishment of an action plan to improve the efficiency of the roadtransport industry (para. 2.26). Government has agreed at negotiationsto prepare multi-annual programs of road transport investments which itwould review annually with the Association; such programs will followeconomic criteria and take into account the road maintenance capacityand the country debt servicing capacity. Under the first one, coveringthe period 1986-1988, Government will not initiate any new major roadinvestment (i.e. exceeding US$1 million equivalent), except for thepresent project, resurfacing of the Ouan-Sevare road, and constructionof a second bridge over the Niger river in Bamako, investments which areof high priority and for which financing is available on acceptableterms (Outline terms of reference for technical assistance to ONT are inAnnex 3-5).

3.10 With computing equipment and 34 m-m of technical assistance,DEGP will be strengthened in its role of preparing annual programs and

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budgets for road maintenance and rehabilitation, analyzing costaccounting results, preparing or reviewing feasibility studies for newroad investments, coordinating implementation of the present project andpreparing a follow-up project. DEGP will also prepare, and follow upon, Government's actions to increase Road Fund revenues so as to arriveat full financing of recurrent costs of road maintenance by 1989.

3.11 With another 34 m-m of technical assistance, DETT will bestrengthened in its role of preparing or reviewing technical studies andsupervising works by contractor. DETT will also supervise periodicmaintenance and rehabilitation works by force account. Outline terms ofreference for technical assistance to DNTP for support of DEGP and DETTare in Annex 3-6.

3.12 As deficient and late repair or overhaul of equipment havebeen key reasons for inefficiency of the force account operations. theequipment fleet maintenance will be reorganized in order to reducedelays in procurement, payments and financing, increase SMTP efficiency,accelerate equipment maintenance and make it cheaper, and increaseequipment availability. To these ends: (i) the revolving fund to beset up in DNTP (para. 3.21 below) will ensure inter alia availability oftimely financing for spare parts. These will be purchased by aprocurement agent with the exception of urgently needed spare partsavailable locally (terms of reference for the procurement agent are inAnnex 3-4, Attachment 2); (ii) complementary tools and tooling will beprovided for SMTP's and selected regional workshops; (iii) 140 m-m oftechnical assistance will be provided by an experienced mechanic firm.They will review SMTP's management structure, and methods and tools forequipment maintenance, and assist SMTP to implement the agreedimprovements. Terms of reference for technical assistance to SMTP arein Annex 3-4, Attachment 3. A detailed cost table for Reorganizationand Technical Assistance is provided in Annex 3-7.

3.13 The Training Program: With 68 m-m of technical assistance,training and transport equipment, per diem fees to trainees andhonoraria to teachers, and an additional room to be used as a cafeteria,CPTP will carry out the training program for DNTP personnel. Itincludes short courses in Bamako and the use of two mobile trainingteams visiting the regions, as well as fellowships abroad. In addition,CPTP will develop an improved personnel management system and will beresponsible for evaluating, on a regular basis, the work performance ofpersonnel that have returned to their units after training. Theseevaluations will be part of the basis for incentive payments.A description of the proposed training program for public workspersonnel and outline terms of reference for consultant trainers are inAnnex 3-8.

Reconstruction of Bamako-Bougouni

3.14 The 30-year old Bamako-Bougouni road (160 km) is the worstpaved section on the essential Bamako-Abidjan route which carries morethan 60% of Mali's external trade. The project will: (i) on the ruralsection (152.2 km), where traffic varies between 260 and 530 vpd,

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reconstruct the road by using as much as possible existing pavementmaterials to raise the present road level, improve drainage, andstrengthen and widen the pavement to 7 m to better adapt it to the largesemitrailers now using the road; (ii) on the urban section (7.3 km),where traffic varies between 7,000 and 24,000 vpd (not including between3,000 and 18,000 two-wheelers) upgrade i; to a 2x2 lane standard withcycle tracks. A detailed cost table for the reconstruction ofBamako-Bougouni is provided in Annex 3-9.

3.15 An Urban Investment Plan is being developped as part of thepreparation of a Second Urban Project. The urban section Bamako-Faladiehas been designed to reflect its function as an urban interchangesystem. However, its connection to a proposed second bridge on theNiger river and the insertion of both bridges in the urban road networkwill require a study to ensure optimum benefit from both investments aswell as postponement of the need for an eventual third bridge.Government has agreed to undertake such a study, under terms ofreference acceptable to the Association, by December 31, 1985, whichshould make it possible to adhere to the current implementationschedule. Adoption of a solution agreed to by IDA and effectiveness ofthe AfDF Credit will be conditions of disbursement on theBamako-Bougouni component.

Project Cost and Financing

3.16 Total cost is estimated at US$73.4 million equivalent of which75% is foreign exchange, 25% local costs (including 7% taxes). Costestimates are in January 1985 prices and include physical contingenciesof 102 as appropriate (with the exception of 25% for ONT computingequipment), as well as price contingencies of 5% for 1985, 7.5% for 1986and 82 thereafter. The project will be financed by IDA (US$48.6 millionequivalent); SDC (US$4 million equivalent, joint financing of routineroad maintenance and training); AfDF (US$10.8 million equivalent,parallel or joint financing of Bamako-Bougouni, depending upon theeligibility of the prequalified contractors); FAC (US$0.5 millionequivalent, parallel financing of technical assistance to SRR); and theGovernment (US$9.5 million equivalent). The IDA credit will cover 71%of project costs (net of tax) while external financing in total covers95% of the (net of tax) costs. For Bamako-Bougouni, the Government willfinance US$1.08 million of local costs in addition to taxes. Forroutine road maintenance, IDA and SDC will finance 64% on average but ona declining basis (90% in 1985, 76% in 1986, 61% in 1987 and 462thereafter) in order to ease the balancing of the Road Fund budget thefirst year and thereafter to foster Government progress towards fullfinancing of recurrent costs with local funds. Also, IDA and SDC willretroactively finance up to US$400,000 for routine maintenanceexpenditures from July 1, 1985, to enable routine maintenance operationsto continue uninterrupted following exhaustion of Fourth Highway Projectfunds. Effectiveness of the Swiss Contribution is a condition of crediteffectiveness. Detailed cost estimates and financing plan are shown inAnnex 3-10.

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Implementation

3.17 The project will be implemented by DNTP and ONT. In additionto the supervision of routine road maintenance by the RegionalDirectorates, DETT will be responsible for supervising works bycontractors, and periodic maintenance and rehabilitation force accountworks by STN and SR. DEGP, meanwhile, will prepare, plan andcoordinate all project activities. CPTP will implement and coordinateall project training as in the ongoing project. ONT will implement thenew transport planning component.

3.18 The ongoing Fourth Highway Project finances studies, thepreparation for the road maintenance program and the training program aswell as the continuation of technical assistance to DEGP, DETT and SMTPuntil new contracts are awarded under the proposed project. Theproposed credit is expected to be effective by November 1985 and theproject is expected to be completed by December 1990. The implementationschedule is shown in Annex 3-11.

Procurement

3.19 Reconstruction of the Bamako-Bougouni road will be bycontract, awarded to prequalified contractors after ICB in accordancewith procedures acceptable to IDA and AfDF. If some prequalifiedcontractors are not eligible under AfDF procedures, the work will bedivided into two contracts. The portion of periodic maintenance notdone by force account will also be carried out under contracts awardedafter ICB in accordance with Bank guidelines. Local contractors willhave a 7.5Z preference for civil works contracts awarded under ICBalthough Government has indicated at negotiations that this clause willnot apply to the Bamako-Bougouni civil works. Most equipment will beavarded after ICB, in accordance vith Bank guidelines. Goods manufac-tured locally will be given a preference margin of up to 15 or theapplicable custom's duty, whichever is less. Spare parts for equipmentrehabilitation will be procured either under contracts negotiateddirectly with the supplier of such equipment or under contracts awardedthrough limited international bidding on the basis of Bank guidelines.Contracts for a small training center, training equipment, road buildingmaterials, fuel and lubricants will be procured after LCB. The localprocurement procedures which will be used under the project will bereviewed on a case by case basis to establish that they are acceptableto IDA. Technical assistance will be procured In accordance with theBank's guidelines. All procurement decisions, the estimated costs ofwhich exceed $200,000, would be subject to IDA's prior review resultingin a coverage of 85Z of the total estimated value. Procurementarrangements are summarized in the table on the folloving page.

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Amz6mt M hdx-d' of ProFhur t(US$ sul114)

It. __C_ory Pieot r iothd a/ TotalProject

ICB LCB OdCer N b/ COt

1 Equpmnt cS 2.2 0.1 2.3(2.1) (-(2.1)

2 RdbUilt tion of EqpuiXmmt 2.6d/ 2.6(2.2Y (2.2)

3 Civill bWs by Camtrector 32.1 0.1 32.2(20.8) (-) (720.8)

4 Civil Wsfk by Fbro Accxnit 7.2e/ 4.5f/ 2.6&f 14.6(4.2T (2.63Y (1.8) (8.6)

5 Texdmcal Auistane, FeU3z1hps 5.7 O..b/ 6.2*nd Trakrdog (4.4) (-) (4.4)

6 Ullnaocated 11.3 1.2 2.3 0.7 15.5(7.7) (0.7) (1.7) (0.4) (10.5)

Total Project 45.6 8.6 15.4 3.8 73.4

(30.6) (9 (10.9) (2.2) (48.6)a/ Amounts financed by IDA are in parenthesesb/ Not Applicable

Including heavy equipment, vehicles, tools, initial stock of parts,training equipment and computer hardware and software.

d/ Of which US$0.4 million is limited international bidding (LIB) fornou proprietary parts and US$2.2 million is direct procurement forproprietary parts and rehabilitation of Caterpillar equipment

e/ For materials, fuel and lubricantsf/ Of Which US$3.2 million is LIB for non proprietary parts and US$1.6

million is direct procurement for proprietary partszi Salariesh/ Fellowships; honoraria and per diem for trainers/trainees.

Disbursements

3.20 In line with the disbursement profile for IDA highway projectsin West Africa, the credit is expected to be disbursed by December 1990.The IDA credit would be disbursed on the basis of the table on thefollowing page, and on the basis of an estimated disbursement scheduleshown in page 6 of Annex 3-10.

3.21 Disbursement for routine road maintenance and periodicmaintenance and rehabilitation force account expenditures will be madeagainst statements of expenditure (SOE's) using unit costs for eachtask. Estimated unit costs for 1985 are shown in Annex 3-1. They willbe reviewed after each annual audit. No reimbursement of less thanUS$20,000 will be made by IDA. A Special Account for IDA/SDC participa-tion will be established in a commercial bank. Administered by DNTP, itwill provide up to four months of project operations to SMIP (US$50,000for locally procured spare parts), STN (US$320,000 for operations) andSRR (US$430,000 for operations), and to regional directorates for

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routine maintenance operations (US$500,000 for operations). An initialdeposit of US1.1 million will be disbursed from the IDA credit atcredit effectiveness upon receipt of a withdrawal request.

Allocation and Disbursement of IDA Credit

Category Description Amount zl.a Ciil Woks / (US$ million)

l a Civil Works by Contractor a 14.4 93l.b Civil Works: Bamako-Bougouni b/ 10.7 472 Civil Works by Force-Account - 3.5 913 Routine Maintenance Operations 4.5 Declining 1

d2 percentage4 Equipment - e/ 2.1 1005 Rehabilitation of Equipment - 2.4 1006 Technical Assistance 5.1 1007 Training and Fellowship -8 Special Account 1.19 Unallocated 4.8

Total 48.6

a/ Other than Bamako-Bougounit/ Other than Routine Maintenance Operation'e Including Swiss financing:

90o of disbursements up to US$0.9 million76% of disbursements from US$0.9 million to US$2.4 million61% of disbursements from US$2.4 million to US$3.7 millionand 46% of disbursements thereafter

d/ Including heavy equipment, vehicles, tools, initial stock of spareparts, training equipment, computer hardware and software

e/ Including spare parts

Reporting and Auditing

3.22 A cost accounting system exists in DNTP. An independentauditor firm will review the system, help DNTP implement necessarychanges and detailed payment and disbursement procedures and,thereafter, annually audit the project including the revolving fund witha mid-year review. DNTP and ONT will prepare quarterly progressreports.

IV. ECONOMIC EVALUATION

Benefits and Risks

4.01 The expected benefits of this highway rehabilitation andmaintenance project can be divided into the tangible and quantifiablereductions in the cost of vehicle operation and of maintenance of theportion of the road network included under the project, and into equally

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important, but less tangible and non-quantified institutional benefits.The latter would result from (a) improved operational efficiency inDNTM's road maintenance activities and (b) phased introduction oflegislative measures to allocate revenues from road user charges to theRoad Fund in sufficient volume and in sufficiently liquid form to ensurefinancing for adequate routine and periodic maintenance of Mali'sexistirig road infrastructure in future years. Some efforts towards therealization of these "institutional" benefits have been made underearlier projects; these are gradually showing results and are reflectedin the professed willingness of the Malian authorities to introduce thedifficult managerial and revenue-raising measures now required. Theproject will facilitate this process by providing a significantcontribution to the financing of recurrent costs on a decreasing basis,thus permitting a gradual adjustment of local revenues to the requisitelevel of project implementation.

4.02 The Highway Design and Maintenance Standards Model (HDM III)was used for the economic evaluation. On gravel road sections beingrehabilitated, incremental net agricultural value added, attributable toyear-round road access, has been taken into account. Vehicle operatingcost parameters were provided by ONT; DNTP provided data on the currentmaintenance status of the road network; data on agricultural productionand costs are based on agriculture project estimates and consultantsfeasibility reports. All costs and benefits in the economic evaluationof the maintenance program are in January 1985 prices net of taxes andduties. An economic evaluation of the Bamako-Bougouni reconstruction bymeans of the HDM II model was undertaken by consultants in 1984 using1983 prices: this has been up-dated to 1985 levels, to reflect newconstruction characteristics for the 7.3 km urban section which waschanged to include a number of traffic interchanges not foreseen in theorgiinal urban expressway design, as well as a number of cost revisionsfor an update of the 153 km rural section of the road. (Details on costparameters and maintenance strategies are in Annex 4, EconomicEvaluation).

4.03 Economic rates of return (ERRs) were established separatelyfor the reconstruction of the Bamako-Bougouni road, for the maintenanceprogram of the paved road network, and for the maintenance of thepriority unpaved road sections included in the project. For theBamako-Bougouni road, the high-traffic urban section and the ruralhighway section were also examined separately. The former has anestimated ERR of 65%; this is a conservative estimate since no benefitsfor congestion relief are included. The highway section has anestimated ERR of 15%, also conservative, since the costs of increasingdiversion of international traffic to Bamako onto an alternative routethat is 130 kim longer than the present one were not included in theanalysis. The combined ERR for the Bsmako-Bougouni road component whichaccounts for 39% of total project cost is 28%. The paved roadmaintenance program includes pericdic maintenance of 492 km and routinemaintenance of 1730 km. It accounts for 31% of project costs and has anoverall ERR of 34%, assuming that traffic grows by 4% annually for theten year analysis period starting 1986. The ratio of benefits to cost

- 21 -

for the total package is 2.55:1 at a discount rate of 1OZ. Link-by-link details of the analysis are summarized in Table 4a of Annex 4.

4.04 The unpaved roads package includes rehabilitation of 535 km ofgravel roads mostly serving areas with ongoing rural developmentprojects, and routine maintenance of a priority network of about 3,330km of gravel and 2,990 km of earth roads. It accounts for 30% ofproject costs and has an overall ERR of over lOOZ, assuming trafficgrows by 3.5% annually on gravel roads and by 2% on earth roads duringthe 10 year analysis period. The benefit/cost ratio for the totalpackage at a 10% discount rate is 1.99:1. Link-by-link details of theanalysis are summarized in Table 5 of Annex 4.

4.05 Based on the experience under the ongoing Fourth HighwayProject, and given the arrangements made to ensure timely execution ofequipment overhauls at project start-up, there would be no major risksconcerning periodic maintenance: force account operations have beenimproving and performance by contractors has been satisfactory. If theGovernment and the Association are unable to agree on the connection ofthe Bamako-Bougouni road to the proposed second bridge on the Nigerriver in Bamako, the Bamako-Faladie section wili be excluded from theproject; no other problems are anticipated on the reconstruction ofBamako-Bougouni by contract. The reorganisation of the crucialEquipment Service, combined with intensified training and an improvedincentive structure for Malian project personnel, should assure that theexpected gains in operational efficiency will, in fact, be realized.The main risks stem from a decreased maintenance effort as a result ofinsufficient or illiquid local funds. However, since the Government hasagreed on a timetable for revenue raising measures for the Road Fundduring negotiations, and implementation of these measures would beclosely monitored, project risks are considered reasonably small.

V . AGREMEETS REACHED AND RECOMMENDATIONS

5.01 During negotiations, agreement was reached on the followingpoints:

(a) Government has agreed to increase tax revenues directly andautomatically available to the Road Fund sufficiently to ensurethat the Road Fund revenues cover debt service and maintenancerequirements in the highway sector (i.e. CFAE 28,950 million overthe period January 1985 to December 1990 - para. 2.16).

(b) Government has agreed not to undertake any new investment norprovide any credit guarantee for any new investment in truckingfirms, unless, on the basis of an economic and financialjustification, the Government and the Association have agreed suchinvestment is justified (para 2.24);

(c) Government has agreed to prepare and furnish to the Associationwithin a year of Credit effectiveness, (i) a schedule of roadtariffs structured to take into account the economic cost of

- 22 -

different types of road transports, and (ii), a system of vehicleweight control measures; and thereafter to adopt such measures asagreed with the Association (para 2.26);

(d) Government has agreed that the proceeds net of collection cost fromthe road toll will be applied to the Road Fund (para 2.27);

(e) Government has agreed to prepare multi-annual programs of roadtransport investments which it would review annually with theAssociation, such programs will follow economic criteria and takeinto account the road maintenance capacity and the country debtservicing capacity (para 3.09).

5.02 The following actions by Government are conditions foreffectiveness:

(a) adoption of a plan of action for solving the liquidity problems ofthe postal checking system (para. 2.15);

(b) deposit in the Road Fund of monies required for 1985 and adoptionof an IDA approved plan of action for the increase of CFAF 12,750million in the fuel taxes to be collected from road users over theJanuary 1985-December 1990 period and earmarked for the Road Fund(para. 2.16);

(c) effectiveness of Swiss Contribution (para. 3.16).

5.03 Government has agreed to undertake a study on the connectionof the Bamako-Bougouni road to a proposed second bridge on the NigerRiver in Bamako and the insertion of both bridges in the urban roadnetwork, under terms of reference acceptable to the Association, byDecember 31, 1985. Adoption of a solution agreed by IDA andeffectiveness of the AfDF Credit will be conditions of disbursement onthe Bamako-Bougouni component (para. 3.15).

5.04 The proposed project is technically feasible, economicallysound and suitable for a Credit of SDR 50.7 million (US$48.6 millionequivalent) on standard IDA terms.

WAPT1June 1985

- 23 -

Ahmex 2-1

MALI

FIFTH HIGHWAY PROJECT

Distribution of Traffic by Transport Mode for Selected Years, 1966-1983

Distribution du Traffic par Mode, Annees 1966-1983

Average-Moyenne

1966 1973 1977 1979 1980 1981 1982 1983 1979-1983

Freight/Fret (t-km millions)

Road/route 113 310 247 228 246 203 179 256 222Rail/rail 116 156 149 143 131 138 151 174 147Waterways/fluvial 41 30 22 45 40 35 38 35 38Air/air n/a 16 n/a n/a n/a n/a n/a n/a -

Passenger/Passagers (pass-km millions)

Road/route 400 720 992 1,200 1,320 1,450 1,595 1,755 1,464Rail/rail 68 95 129 150 151 156 160 165 156Waterways/fluvial 31 20 28 30 26 25 28 26 27Air/air n/a 65 n/a n/a n/a n/a n/a n/a -

Source: 1966-1977, Mali Transport Plan Study, SEDES, 19801979-1983, National Transport Office (ONT), Bamako, May 1984

WAPTIDecember 1984

-24-

Annex 2-2

MALI

FIFTH HIGHWAY PROJECT

Merchandise Imports and Exports by Itinerary for Selected Years, 1966-1983

Commerce Exterieur par Itineraire, Annees 1966-1983(in thousand tons; en milliers de tonnes)

1966 1973 1977 1979 1980 1981 1982 1983

Imports/Importations 259 370 349 460 451 447 398 501Dakar: Rail/tail 179 206 152 153 165. 187 167 192Abidjan: Road/route 80 164 197 307 286 260 231 309

Exports/Ex ortations 74 94 189 107 129 98 68 79Dakar: Rail/rail 29 53 92 48 43 42 25 29Abidjan: Road/route 45 41 97 59 86 56 43 50

TOTAL/TOTAL 333 464 538 567 580 545 466 580

DAkAr: Rail/rail 208 259 244 201 208 229 192 221Abidjan: Road/route 125 205 294 366 372 316 274 359

Domestic Freight/ n.a n.a n.a 141 182 174 186 196Fret Interieur

Rail/rail n.a n.a n.a 7 10 9 10 11Road/route n.a n.a n.a 134 172 165 176 185

Source: 1966-1977, Mali Road Maintenance Project SAR No. 2597a-NLI1979-1983, National Transport Office (ONT) Bamako, May 1984

WAPTIDecember 1984

- 25 -AmE 2-3

ELIFIFTN NIMh PD T

TIX P3I1,11 IETU

Table I - Prnut Status al Prapud Projct bks - Pomin Ilu

Al aJ PiriudicRefruce Traffic Lgtb Itatn Nuirt. Ndat./

Itinerry SKtim (1933 Catuogor blab.(IT) (km) (khm CoUmm

Iudo-ku 1071 17035 16 2 ll 16lmkooKiti 1631 1312 is 2 3* a/ Paved odsl

Saau-NOPU 1064 1154 13 3 3Suou-Kukdt ion 4U0 133 3 3* 133 Statusauakuiult d 1041 371 31 1 3* 31

kpinds-Foo 1062 371 9 nI 9 I bndu -Kuo-ulkwo 2141 269 52 2 PA 2 Avrae

Kuokile-hpi 1on 20 11 3 RA 11 3 PowSoa-Pouit A 23 223 4. 2 R* 35

Subtotal. 412 2.1 325 lnthce CAtqory

Touubctou4s1abr 3641 193 9 2 3 3 * Ilt Ila (OF ) 2201

Ouam-vw 103 14 II 1 3 RI I 1 a Arage cun 100-2201

Funa-Oankorp 1063 16 in 2 13 21 IC La hmI (AT ) 401

Ssvar-anodipui 1141 15t I I I a-iUhdr costructim

Ouvanbro-Ou 1063 14 I19 2 1ADla-Rob.gm 1121 133 73 2 is I Priodic ealntuaco vith FED fincirg.

hIma-Zqo.a 1074 130 in 3 1a 1iTimnfala-lim 1073 105 50 3 11 SOogouoi-Tiafala 1on 105s 9 3 U

Suttotal. 94 2.4 I2

s3luuu-Zanlgu 11t1 94 106 ItCagasso-stial 1111 94 32 1 IC

lauko-Lide 1031 69 0 3 ICOlohougu-orDklua 1122 b3 112 2 ICpint A-Mimsu 2232 63 a 1 ICSadigut-bnt:a 1161 56 11 I 11KaIUola-Siuou 1131 55 1 2 ICKutiala-sswrola 1131 55 4 2 IC

ahko-hbuikwo 1050 36 J 3 ICKinparmaubory 1141 23 71 1 ICDamtwa-ui 1162 n 23! 1 3Susi-Dj]1db 1163 12 171 1 3talodabu- uimn 1021 0 6 3 RCkcn a iling.u o.c. B.a. 60 1 I

Sbtotal 3117 1.3 0

Total, Pavu Roa 2469 1.3 52

Of theme Of tho:- ulitaind widw projKt. 1834 auakr.hgui: 160- under contructios 579 Mw rodes 492

- 26 -

The Pisrity I N11M1 2.3Table 2 - Allot Kato Mi Popos Protjtt Orhk - Oar l bao

hp 2"erodic

bhfsrc Traffic Lugth Al a* NaItt.IItinrwry 9 tim E19331 Statu Nuit. HdA.

fADl (klm Cater kId COSIM

huka gao ba-lauauln 2151 144 135 1 A a/ gawl IbaitIsuaa urg-Dnisr go.e 4 42 1 AFarada-Tioribulg lOU 42 77 1 A Stat.Lidi-Frw IOU3 42 11 3 A -

Fana-DioiIl 2131 4 40 1 A L kWSututall 305 1.1 2 Avaru

3 PowThInm-hu,mna 2251 7 4u 3 g 4 WYpoIevare dam 1151 37 17 2 BhakeoSUboikers 10o 34 3 3 3 elitmc CatGrMSikusluhrkin 1101 3 44 3 3Shb ikwoCWtreSue 1051 34 113 3 O IA N1bileh[ l (AN ) 44Fan -iNw a 3231 0 a 4 * Avwag (SiT 20"U ing ii 1061 29 13 2 3 16 C Luulewl (AIT( 02Acen a u lJ R.c. 22 42 * 35Kgalikwro-3ai 2142 22 B7 I INarkala-Tneks 2241 21 170 3 OSandare-Viore 1013 21 134 3 3 134Kayes-vers Smulu 1013 21 103 3 3 103*rso-*erdru 1014 5 3 3So rleh.kau 22U1 20 79 3 C

hstutal. 902 2.3 20

.*n go-lllgr 1172 19 105. 3 CsgWuui-iia-lulru 1091 11 123 3 C 123Zatidoieg-Kludis 2211 17 U 3 CKoarlKritze 2291 17 a 3 Clife-GOB"" 2311 15 35 2 CIu-Amuee 1171 15 t0o 3 CKwalseleCayes 1012 15 5 i CAng.l@ 1171 15 7 3 CDloila-anmigpi 2162 14 100 3 CKuludieba-cto 3'Ilvre 2212 13 59 3 CKignu-hlikao 2201 13 5 3 C3io1la-Iogla-Kign. 2201 13 147 3 CKayvs-Ndies 2041 15 12 4 CRediss4ise 2042 13 U3 4 C

beMW lit 11 95 3 ChuwdaToebuttm 2312 U 97 4 CTubsuctesula-rIe u gra 2321 3 145 4 CIudaka-landslaara-Ku 1152 3 137 3 CMibia-Ieia-latsdagu 1022 7 173 4 CKati-S dkwo 2131 & 107 4 CKayslt alafars 2011 1 159 4 Csallbm-Kita 2131 & 3 4 CDialafuar-UjUiwou 2012 A 37 4 Chdqou-lua 2221 3 U 3 C a3Nudiua-Iai.g.-hlue. 1032 5 97 4 C 9Acc IbNrtali *.c. R.a. 40 2 C

Stotala 2123 3.4 247

twal, tawl hwlt U2 3 53

Sewag etats eitb priject 2.7

- 27 -

The Priuity Nutvwkt Palo 3table 3 - Prnot Status and Propod Project lhks - Earth Roads

a/ 1/ PriodicRef.rMce Traffic Length Statue Raint. Neia.t.I

Itinirwy sectium (193) Cateory Ihla.IADTI (km) (km) CifENT9

Tiaribougwa-Didinl 1034 37 64 D aI Euth Rods& Trackit

64Statue

Kita-Ijidiam 2121 17 14 5 E -DJidian-Korakoto 2121 17 % 5 E 3 FairRl-Uf ha 3561 0 25 3 E 4 PorIidieniDiua 1034 16 327 4 a 5 Very PooDim-liorO 1034 16 9 4 EllhrK-Kakole 1011 1i 93 4 E balitMunce CatqoryKuubore4oKkoata 2091 12 70 5 EKinisba-Koshorma 2091 12 55 5 Eankhos-Iukwo 2271 11 s0 4 E I High levOl (AIT ) 20)akUe-SOdwe 202 10 46 4 E E LO Intl (4 ( 201afOuIabe-le O 2081 10 112 4 Enamba-3Doron 2143 8 49 4 E

SOea-rhrme-hUrin 2322 8 184 4 EKoro-Dirkima 1153 0 32 3 E

wour"-&fis 1192 7 195 4 EKitb-ToukOto-Sefito 2111 5 160 4 EKlta-Froutier, Iiin 2101 0 76 4 EAnsefi-Kidl 1193 4 150 4 EK1dal-TiaztNt 1194 0 202 4 ESadare-im 2071 3 135 4 ENie-IOpal 223 nas. 195 4 Eampala-Niafouke 2234 n.a. 223 4 E

Taal-d nara 2302 na.. 106 4 EDoutza-Taal 2301 n.a. 52 4 ESmunda-iafaU ke 2235 na. a 4 Eh ara-uuru-hrOUS 2303 n.a. 15 4 E

9abtatal: 2925

Total Erth bade 299 4 0

TTIL PRIORIT I m g90 117

Sm t , 164WTIApril 19

- 28 -

Annex 2-4

MALI

FIFTH HIGHWAY PROJECT

Road Fund Revenues and ExpendituresPast Performance and Forecasts, 1985-1990

Purpose of the Road Fund

1. Since 1971, road expenditures in Mali have been financed froma Road Fund (RE). Clearly separated from the general budget, the RF isadministered by the National Directorate of Public Works, and receiveits revenues from an earmarked portion of taxes on transport fuels(gasoline and diesel). The RF is surposed to cover ti) road maintenanceexpenditures including equipment renewal; (ii) minor urban streetimprovements; (iii) local counterpart funds for road studies andinvestments; and (iv) the debt service on loans for roads.

Level of Financing and Allocation of Resources

2. Nominally, annual RF revenues have been increasing fromCFAF 0.7 billion in 1971 to CFAF 2.7 billion in 1983 or at about 71 p.a.But with annual inflation rates averaging about 10X over the sameperiod, revenues have in fact declined in real terms. Road maintenanceexpenditures as a portion of RF revenues have fluctuated between 35Z and55Z, with the highest shares in the 1978-1980 period. Since 1981,counterpart funding needs for new investments (Sevare-Gao road) haverisen sharply; but for the support of routine maintenance activitiesunder the Association's ongoing Fourth Highway (Maintenance) Project,road maintenance would have had to be reduced to unacceptable levels.Even with this project, maintenance expenditures as a portion of totalroad expenditure have declined from about 24% in the five year period1974-78, to around 18X for the 1979-83 period (Table 1, RoadConstruction and Maintenance Expenditures and their Financing,1971-1983).

3. From 1971 to 1982, local counterpart funding for investmentsand road maintenance have accounted for some 90Z of RE expenditures,while debt service requirements were negligible. The situation began tochange in 1983, when debt service requirements increased by 76% over1982, from about CFAF 290 million to CFAF 515 million. Even steeperincreases will arise in the next three years, until debt servicepayments stabilize at around CFAF 2,700 million annually from 1987onward. Unless additional sources of re-enue are found, RF receiptswill thus be barely sufficient to cover the debt service on pastinvestments, leaving no funds for maintenance, let alone new

- 29 -

Annex 2-4Page 2

investments. (Table 2, Development of Debt Service Payments to beCovered from Road Fund Revenues, 1982-1990).

4. To correct the situation and ensure that at least essentialmaintenance operations for safeguarding the most important links of theexisting road network continue to be carried out, several alternativecourses of action suggest themselves. One would be to free the RF fromits debt service obligations on past road investments and integrate theminto the overall public debt service. This could be 4ustified in viewof the fact that well over 70% of total taxes (import duties on vehiclesand spares, licenses, taxes on freight vehicles and on insurance, fueltaxes) levied on road users accrue to the general budget, while onlyabout 45% of the taxes on gasoline and diesel fuel accrue to the RF.However, the general budget itself is deficitary and the country hasexperienced severe problems on its general debt service, which havealready resulted in the temporary suspension of disbursements on anumber of ongoing credits and postponement of new ones. No relief couldthus be expected from shifting responsibility for the debt service tothe general budget. (Table 3, Revenues from Road User Charges by Sourceand Fuel Consumption (Total and Taxed, 1974-1983).

Revenue Requirements and Potential Sources

5. Since additional revenues must be found, and since there arefew or no alternatives to raising them except from road users, 4t wouldseem preferable to have the additional revenues accrue directly to theRF, where they will be (and seen to be) used to pay for past upgradingand present maintenance of the priority network. Given the relativelyhigh sensitivity to transport costs of the prices of basic staples andessential imports in a vast and landlocked country like Mali, it will beimportant that the additional taxes be limited to the strict minimumrequired to cover unavoidable road outlays. To do this, a series ofcoordinated actions by Government and foreign donors will be required.First, to avoid the recurrence of large revenue shortfalls in thefuture, it is important that investment planning procedures in thetransport sector are improved to achieve a proper balance betweeninvestment and maintenance and to avoid uneconomic investments.Development of Mali's transport investment planning capability will besupported under the proposed project with technical assistance to ONT,and Government has agreed to prepare annually and adopt a multi-annualprogram of road transport investments satisfactory to the Association,which follows economic criteria and takes into account the roadmaintenance capacity and the country debt servicing capacity. Given theRoad Fund's precarious financial situation, it is imperative that Maliin the near future not accept any financing for roads or road transporton non-concessionary terms and with short repayment periods. It mayeven be worthwhile to explore if obligations for debt servicing could beattenuated by rescheduling debts on past road investments, notablySevare-Gao, so that the amount of revenue to be raised throughadditional taxes may be reduced somewhat.

- 30 -

Annex 2-4Page 3

6. Second, to help compensate the adverse financial situation inthe short term, it is necessary that maintenance expenses be reduced tothe minimum required to facilitate essential traffic flows. This wouldbe achieved by (a) concentrating maintenance on a priority network; (b)reducing maintenance on unimproved tracks and on non-essential earthroads; and (c) implementing rigorous measures to raise equipmentavailability and improve overall efficiency of maintenance operations;all of these actions are being pursued under the project.

7. Third, revenues will need to be raised to the point where theywill at least cover the debt service, essential routine and periodicmaintenance expenditures, as well as counterpart funds to ongoinginvestments. Given the size of the revenue gap, this may be done over afour year period. The overall increase required is from a currentrevenue level of CFAF 2.3 billion to more than CFAF 5 billion annually.

8. During negotiations, Government has agreed to increase taxrevenues directly and automatically available to the Road Fund (i.e.without recourse to special budgetary transfers) sufficiently to ensurethat the Road Fund's revenues cover debt service and maintenancerequirements in the highway sector (i.e. CFAF 28,950 million over theperiod January 1985 to December 1990 corresponding (in rounded figures)to CFAF 28,059 million of expenses over the period plus CFAF 920 millionof Road Fund deficit as of December 31, 1984. Table 5, Local CostImplications of Proposed Road Sector Investment and MaintenanceStrategy: Road Fund Expenditures and Alternative Revenue Scenarios,1984-1990, and corresponding graph). The following are alreadyallocated to the Road Fund: (i) the revenues of the existing fuel tax(estimated at CFAF 13,500 million over the same period); (ii) CFAF 700million transferred to the Road Fund on May 8, 1985; and (iii) CFAF 500million scheduled to be transferred by project effectiveness. Inaddition to the foregoing, Government has decided to allocate directlyto the Road Fund: (a) revenues collected from the Droit de Travers6eRoutiare net of collection cost. These currently amount to CFAF 250million annually but its coverage will be extended to the whole pavednetwork by December 1985 and thereafter, they are expected to amount toCFAF 300 million annually (corresponding revenue estimated at CFAF 1,500million over the same period); and (b) increased fuel taxes to becollected from road users from August 1985 or January 1986 onwards togenerate additional revenues of CFAF 12,750 million over the sameperiod. Government has appointed an Interministerial Committee todetermine, inter alia, the exact timing of the increase in the fueltaxes earmarked to the Road Fund and whether this increase would be moreappropriately combined with:

(i) savings in the fuel import bill through renegotiation ofsupply contracts. By simply changing the source of supplyfor some 25,500 t of gasoline and 8,750 t of diesel oilto take advantage of ex-refinery price differentials -between Abidjan and Dakar - savings of the order of CFAF1.7 billion on a total ex-refinery import bill of around

- 31 -

Annex 2-4Page 4

CFAF 17 billion for these two products might have beenrealized in 1982 (Table 6, Fuel Price Structure forDifferent Origins of Supply and Destinations of End Use,and Table 7, Potential ravings on Fuel Imports bySwitching Supply Sources).

(ii) reallocation to the Road Fund of fuel taxes now allocatedto other sectors of the economy;

(iii) an increase in the pump price of gasoline and dieselfuel; or

(iv) some combination of the above.

The Committee is considering the following options, which aresatisfactory, for the increase of CFAF 12,750 million in the fuel taxesto be collected from road users over the January 1985-December 1990period and earmarked for the Road Fund:

(a) a single increase which should provide CFAF 2,430 millionof additional annual revenues if implemented by August1985 or CFAF 2,550 million of additional annual revenuesif implemented by January 1986 (Table 5, hypothesis B;this increase in fuel taxe of CFAF 28.4/liter of gasolineand CFAF 20.0/liter of diesel corresponds to 10.9% of theApril 1985 pump price);

(b) three increases to be implemented by January 1986,January 1987 and January 1988, respectively. Eachincrease should provide CFAF 1,060 million of additionalannual revenue (Table 5, hypothesis C; each increase infuel taxe of CFAF 11.81liter of gasoline and CFAF8.3/liter of diesel corresponds to 4.5% of the April 1985pump price);

The Committee has been asked to conclude its study by June 1985. Itsrecommendations will be incorporated in a plan of action. The adoptionby Government of an IDA approved plan of action is a condition of crediteffectiveness.

9. The project would cover RF revenue shortfalls in the earlyyears by disbursing its contribution to routine road maintenance costsat a higher rate in the beginning, and by financing 100X of essentialperiodic maintenance. A year by year breakdown of routine maintenanceexpenditures over the project period and by source of financing is inAnnex 3-1. para. 4.

Liquidity of Funds

10. Assuming that the volume of RF revenues can be raised over theperiod of project implementation to a level sufficient to cover

- 32 -

Annex 2-4Page 5

essential maintenance and debt service on past investments, thereremains a second problem to be resolved: that of the liquidity of RoadFund revenues. Over the past ten years, a rising share of RF revenues(42% in 1974 and 92% in 1981; in 1982-83, RF liquidity improved due toIDA's contribution to routine maintenance expenditures;) has been in theform of checks drawn on Mali's Postal Checking Service (PCS) which hasnot been liquid for many years. This has affected spare partsacquisition for road maintenance equipment and contributed further tothe already considerable technical problems in equipment repairs. IDA'scontribution of 40% to the routine maintenance budget under the ongoingFourth Highway Project has provided the liquidity for covering a majorpart of the foreign exchange costs of routine maintenance, but this isonly a temporary palliative and Government action is required to correctthe problem at its source.

11. In fact, the problems of PCS, which affect the majority ofpublic sector operations, have been the subject of repeated discussionsbetween the Government and Bank/IMF missions over the past five years.Their solution is an important part of the ongoing efforts to promotecomprehensive economic reforms. Injection of some CFAF 3 billion intothe CPS from an IMF Standby Credit in 1983, in conjunction with thefreezing of a similar amount in CPS funds held by various publicinstitutions (CFAF 0.75 billion by the Road Fund alone) was expected tomake the system solvent, but managed to do so only partially (for smallprivate investors who were able to withdraw amounts up to CFAF 250,000).It did not, however, suffice to restore enough confidence in the systemto promote significant volumes of new deposits. The Government hasengaged a consultant under Credit 1200-MLI (Second TelecommunicationsProject) to recommend an action plan for putting the postal service on asound financial footing, including measures to liquify the PCS.Measures being considered include separation of the accounts oftelecomunication, postal services and the PCS; restriction of Treasuryaccess to PCS funds; strengthening of financial staff of the postalservice; and use of counterpart funds generated under the PublicEnterprise Project for, inter alia, payment to the PCS of funds borrowedfrom it by Treasury. At negotiations, Government has agreed to make theadnption of a plan of action satisfactory to the Association, acondition of effectiveness for the present project. The substantialcontribution of the project to costs for routine maintenance under theFifth Highway Project would ensure that PCS problems will not jeopardizethe realization of project objectives in the early years of projectexecution.

WAPTIJune 1985

EM~~~~~~~~~~~~~~~~ET

LE mLE LEEm)M ilu19f 19 3*1 3jm 1 112

Ji*ii its 2 146 3s 37 2 1114

|t b t 157 ISO ale9 75 36 1223 -. 71.873

151 125 * 3 3 1 13 27 1 m 1N . 3,,o"____"t" .; ;. *il ;, I7I *.i ul 11* tl la ;; 1* tl' a12. ::. s11

3. gIJ. w

OS Shims rot ImyosimeS (340) 41,1) (1,0)9) ) VA .) (1.136) J1.145) (2119) (1.6Th) (1,4A) (,243) (2.,25) (2,1,),

nElk ii 1.32 t23 4,M *,3* 1.6 L3 m 9.- 3 144 II- 21.11

fee last. slue attest.) 3.6 30.6 41. 11.4 3.0 21. S .6 11.4 11.11 1.6 46.6 3.1

NIaltbtaea bpalteri 8 U.111 18.7 10.5S of total bpadIAtur.a 3.13 14.9 35.1 35. ..4 4 2.6 22.3 111.2 21.1 3. 611.

total e Go. . *41 46.8 11.9 11.6 1.2 82.1 12.2 fN.3 87.1 82.8 U .

* Iml"t Iratnb EI y( amos e) Pnsjet_t eapnibroa

ng NaSi jolmad th Uset AftIti e baste zim to J 136I . 111tibt , t4he I 'ili "-CI NO ths 331i rfm ow). I n 6.5 02r7.

kimses 5lp, uhss, ril J96 go

UA 1F moefr1964

- 34 -

-~~~~~~~~~~~~~~~~~ (i N 2LI

.m 1m7 197 376 1377 1373 137 £360 £3.1 1982 193

2w._

ZWosNWses . ,vehicle. * Spates 1,623 3.061 2.23 2.540 2,26 1.975 2.Loo a1a u/a u/a

_.u6s vehIcles 1,45/ I 6 0 I~ / L.760" 1.340 ale 203"' R 2.315 a 2.470 a 2.600 a/ 2.860 /

Vehiler *egiesgaules 134 222 263 2U 53 347 403 379 43 475

Tams _ fuel Te m f cle 2.30 2.066 _1 _2a .93A 3.26 I 3.mV 554 6-.352 -3.8s 4.521

2DEA 5.775 6.949 7.313 ?."I1al 10.719 11.136 old MIS Isa

-~ ~ - -" - - - -

ba dUCi-~ -1

2.3 _ 2,0_ 2.M3. 3.296 3. 2 LOU 4*320 6.013 6.2_5

Petnl dho. go 978 1.026 1,110 1.507 2.730 2.787 4.573 3.96 ** 4.129 atb_ depet" 1.330 .040 1.315 1.604 566 513 495 354 1.527 2,11V

Z of eeip. I IC 42 30 32 U3 4 *0 92 75 6

Flamm reflect _sutuihtim of 10' Poeub 3isby Ocet etol ed O(Z of testn Teed_ o.Lumsn epoudicue )

Fuel metal d tamed f~ Road tocles. 1974-198

. r3s3.3 96.6 2s IS.3 126.2 140.9 146.0 130.2 122.2 126.031 s _ 314y -7 ,rS -vr. 71:v -:11 -

41.04 32.0 37.7 40.3 43.6 47.2 53.3 5M.2 51.4 48.2 47.0

.erlI l110ruoo(Ii 4.0 16.0 9.2 3.3 9.5 11.6 3.6 -10.3 -7.7 1.4

3. tousd a, 62.8 69.1 99.2 11.S 103.7 134.6 105.7 92.3 93 1

dieu3 21.9 25.3 36.7 34.2 30.3 35.2 S1.S 30.3 33.3 26.6

yearly iacroeo. -9.0 10.0 40.9 1.3 12.2 -6.5 31.7 -2.6 -12.7 7.3

a *prct of A 76 72 87 as IU 94 3I 76 e

a/ N .t3 vvicleo d _ta L.t2. asv of psuli eawisee are eumuted St fuel tmo.

Ceolo 110 110 165 I30 10 200 315 430

120 230 350 520 520 520

Dhgool 30 110 110 130 130 130 250 325 365 36590

lEM s ault 1. tIle 11s AfriEs oinaww Wei.to Jaw 1384. ue thou. the cmtly'e cud.oay - the Natias IWaac (HQ). I HF K 0.5 CrFA.

S_erct Uuleual Twassc Office (COW. Wv 1s"

bwAebw 1384

- 35 -

14U40W _ .....,- ,3W,

Tols vs11 fD. saft VW - "~Ii I nI.- ft a" rod.-lm

CndtdW S- .a" to 6 mm un aM am No NW 1111 AM

41ASILOIll OJS I~~~ 2.17 3.4 25.9?7 3A. 35~ 35.33 am3 34 .3. am 3 0.1t5 3.6 mm U.0 3*A 35M *l W

Ow_#|_ ^ 1|~~~~~~~~IWl 6T ufs ex IQ am am I_E *1

_,~31 1 U ¢* 5.3 52s .45 51.3 5337 3. 3mr* sam.e 0 Amt: .- a." V" 3.0 731 37 9m 13 29A

OE gam 0X§ .73 1~. MX X.0 &W D JIn M.X 7 X "A 29.3141o 0.1 -0 A.3 13.' 40.3 411 40 .3

__43. aunt 17.A0. 0.7s 1 lu. 0.4 L9 231. 42.52 SIlS s53. S3A4 51.3 53.

LSO 133 333. 34* 23.3 23.3 SL1 3* 3. 3.9

a lll_-X - Va.= n m3 . o.* . A. Om 0.13 o..s .eM 0.3 amJ34e 7%4. *r e L 3 mm. 1J I1.5 34.77 3?.7. 1 4.7 t1437 3G.4 .7 PU.T

1_1b- L. 0.13 low. 3.37 L21 ZI.A . 3117 24.3s 24. 236 4.3

___tci L.W3 00 .75 3 . - 92 3 13 . 27.15 5u3* m iud" El 3.10 3 m . - _ -- - _ ____23111 3.m - -W 1

3*34 43 344 N.75 13 n .11 "3.2 71.7J 17.23 34u2.2 130

Low*"o 1 "de. _tdpm 2.23. 2 ad bo. 2312 a a. m 33 3 3.3 3. 331 33.n 29)

me 3 40 AMn. * - - - --. 32 ' ._3.22 .3 x1

-m.~ 7. 1.33a . IA0.5 a hMW. 2.4 GM I3AM 34.91 9.34 37.13 3.1 33.3 I 32.21 a7%4919 of. - *-W I3.n 7 113.11 1.1111 1N101 own 33.1

3mwd 4W m JEW mm EN mm -

mi;ws" ~~4.mk.0 2 d am law. 32.4 1231 73.311 3.17 311.32 305.2 3.2 93357 77.731344234430 5 S n t. - - 13.41 13.42 232a45 1.4 13.3 u 92.n2

sa i3 I N 1 N W U WIN mm INN1

nEd3Is hU. 43.4 3.3 OA 334 3N11.3 49.172 145.A I332 32.3wn'_ D3.3.IXI3 to AM. 1. - - 34. 139.9 7.57 32 3J1.1 20.219

AW OVAin lMK 3 N UN U E N t

3313.93-3gma 33zMI mm - - - 211.31 213.33 211.3b 213.35

__s33 D -. - 2 D L. L42 wig 3.12 1"M A1.17 IaIJ 4.2 45s J A

M3~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~E . lW mm mm _ D 17 Y? -2 72A7 2

11__M111bild 147J33.73 2 35 1m. 4. 15 .16 2.03 19t3 37. 3.L 12 3AW 1314 -3m S. ML a '- - 4.1.3 1311.57 111 333 33.3

_I 3 I 12.45 37.33 9.13 1LA2 421 .31 491.45 411.14 ;.".1I

Ilm4 .4 tm. 43.1J * 21 Am 74.37 13.0 m. 1o.05 12.31 54.30I 3 . 41 3m. - _ - 319.311 139.73 339.23 111.3 13..3 119.13

_1161101) 15. ad 33 m. LO 3* ;.l3 4.3 54S 4.3 1.3 2.3 3.97__-ME K 3D 3 . -_ 7.1 min 210 23.0 24.4 2. 33

W 33 212 13JL 11 55.27 71.2 1.13.1 31,47.19 2.J1 274LA 29.7 27433

.1 _,s _19 110 , 111. 233.5 42 312*, 13.12 3.1.3 L.94 1.411 1 3

_~ :W 4 e 15 77 79 79 79 7r

me. _. 1_ M

-36 - 24

nFrm lfAT "Oen"c

TsI. *: Frecs D _t Isrm t e Usilese-.. leer..: 1545-1§00Letbetie s CeOt Eu Frve _ , Esu sr 13595 (Iltisesmes et Estreti.,)

(current CrAr .auw crar WIlIs. cmavtet)

iss uI'S 19s? isis 159 1-90

L. dmieterecies, 240 246 230 237 262 213 AdminterretimUM " ms5 e -U m BY 3e! To bEget Dan1 esi

2. Dbet Srve 1 2220 2 60 2*70 2 7W 2.70 Sarvet i fleic' - ~~T:71 U:Na !i3W 1.1Wi tin Lin1R nag tece

. le reS Heintesinte 2 £ 917 1434 1L0 11W Ml 2a0i7 * -er-', s : ¼01 10 2 7 lore tis aest

IN t t1 - _ _ , - 1IIDA 421 751 52 53 - - IDA VSwee .'. Cp. 22 371 329 270 - - Coepireti. Sets

4. Relu t iosme** rd 295_ 1 5g2 404 173 34 250 Reem llemest Neifriel

IM" FdW tAT I X 21!15etstesA 93 1.477 341 139 75 - IDA

isis. La 400 - - - - J.speS. TechuIce Aegis rae

mm 5tulsl 354 547 157 722 42 n.s Age.tfc Tch, l t Etdesam land -T 1Y *N N - e senet-

IDA 39 410 49 442 12 IDAOdtr 20 30 0 30 20 AMire(s)

C. s 151 285 321 i34 n.e * .e rrmtls,T -T 1 F .- a -ntsr

Swiss DOs. Ceeperel_ IXO 276 214 130 _ Coepralm Sulem

7. r rtdxl ltru_eeft of tntr t;n 15rt & M7.Fevio lb. tLtassses atr_-5 5 5 4. _ &_ __ __ _ __

ROM FU"1 t_ F . rte ster155 <Ss_S -5-3(Stes-S rl 1.250 1.250 rv

:0z_ZsD ~ ~~- -..L 1 D'3 5ceat-les~~~~~~~~~~~~~~~~~~~~.. uns ito erDA 1.09 1.05 KMI

145 39SkseZmus

547 24r tests Su~~atcier

IDt 400 24 IDFMc 0ol - rAC

223 9i4 - - t_SscuM*_ -19we LT 87 Fee RutserIa 1 to 781 TmvAC 3a 96 tAC

Other Pewd utownadt 5_sawa 1_" . 77 in 21i 1OS 331 300 Aurre tt. *ctsgse t contrOt

El _tla -T IT T Is Ng so tOa.MM 72 169 1" L.0s 31 - tie

9. PertSte Keiutses inrerten PvrldW

-D 315 173 ID

*ei hz 51 4 *^ re_336 i72 62aD Soo 1.090 S" IDA

De_r | s.sti- kore5

- - 495 620 5emsgu.slSns@t Fiat - - H ts rs butterIDa 461 577 ID

132 4* - -DOS r-s - fiT W - - ra lU-IDA 119 "9 -DA

- 3 -t rat butler7A 50 17 - TD

Oter Crl let - 00 *00 Autrps bL te ! MOJtk oeh ;~~~~~~~iRi Ri rO buts

s>r_^ 6.105 bE!7 _ Sewsr20 ~ rFos buRtle

earvies Donart .25 1.150 Fl_tuers Dstlure t. fv.a

an F 2 1 O^ und LMus5 961 2.499 2 764 TMAlDfW 3 20 2.230 2.3!6 rAD

ko - "so12D 5545 4 25 3 070 s3 0}0 gkwuih Fonta~~~~~ ti 2'1 3 ± toss uniterSmtl 1o0 5.075 5.725 2.410 2.400 TaS. Sostdl

CIUI TOTAL 11.535 13.977 21.326 23.114 i0.a5 9. MM CUS TAl.

* D otrector A £ lenrepviseD fotrme scet ** en risle

ApSiL 1995

- 37 -

4Z24

m1a 5: TL1. Cae malimd of U. ptand B smew binut _ 1b mS qr -amd md Bmflzomm *d A1t1=tu Roms SeAd. = 964-19M

omm lacm d a P p Imut.r, 195-1990 p m S1_aa du

Dep.mm. at PAc dR P* F a , 18d4-1990

19B4 195 196 18P 19W 199 10 1935-0

I. zRomms 3190 3118 3343 4641 5140 SW29 59 .29 D m

1.1 Dat SVI 0 170 200 2670 27 27 14690 Svm de doCm

1.2 0 o Fu da cam .

(a) 3Anm ") 850 33D 368 632 938 13 270 GM CXma(b) P-a.le (P) 0 36 154 254 2B8 839 70D 2Z70 B=otum Iha85upm

'C) Bodp NON 0 14 114 64 35 269 250 745 RMx.L*A M.1.(d) C. s.tAp 3Iy 530 SD 0 0 0 0 0 SD Pxt 4uPzoJsmw

1.3 mtP , Pods de C w.e._ Iamt

() C _t 5th RV 0 8 257 611 669 1 0 1546 Pit 5. PmJet krt(b) NukwaUm { 12 0 0 0 0 0 0 - NN*Kbo*[_C.) S _ua-Cm, E0 9 220 0 0 0 0 112D S.m.n-c

Yd) s1oo-6Aa 10 10 0 0 0 0 0 10 Si_u-satm(ta) mA.pu4 0 0 0 10 10 10 10 40 1

(f) Sw k S D 0 0 10 470 530 260 260 L530 2u P _o

U. SaftmmeciWtm

2.1 qMq!_^ Pgpod4--A2 9B4 184 1. of fiLl / G _ o t at

_m dm m om) ism. 1984)

b,m, M.tf tMm_ 2640 2950 W0 2Z50 2250 2W0 225 14200 Re.Tmn adm*1 Daficit -550 -168 -109 -2391 -2890 -3578 -3740 -13899 Dift IirlOmf1ietiv Dfht 42 -108 21B1 -47 -7462 -119 -14779 rA Dofide Oxnl

2.2 B Q1904 siE a fuel ,m tlc CM cmd _

a sgli I=zumm In Fe a.i 1981; M M1_

urfui by _miuy L911C aud dw ri du

Java 1986

Pmmn. EScSz o 2640 2950 2250 20 o 2250 220 14200 Rins,T; odtA=Phin. &wL Towl - 500 285D 2115D 50 2 80 250 2B50 147UW Dae . Thu= S_ wL

Aumi Ddklt -560 332 1756 459 -40 -728 -90 891 D.fft _-lOmgnIave Defkcit 920 8 1169 162 158 861 -29 De t M

2.3 F C Rnx C(1%94 imi Of fuel axpUm,dUs l_rmam Iu AMd 9a 1964; truls aumit=w4a. in Jiw m 1996, 87 ad 88) di nvaa 6z FAs -

tler am Jaimn 196. 87et fl)

Pm. 1d1tg Tun 26'0 2950 ZW 2250 2Z 2250 14250 eUS T PdsttmUAMM. WIL. Ms - 500 L360 2420 3480 3480 380 43 P Tons, r 9L

Jhnl DefIit -550 332 266 29 590 -8 -260 861 Difit AmlCQultlim DaIcLt -0 -588 -321 -292 298 231 -59 TA Defict onds

Bi

- 38 -

Annex 2-4Page 1 1

MALI

FIFTH HIGHWAY PROJECT

Road Fund

Graphical Representation of Three Hypotheses of Revenues (see Table 5)

Hypothseh A

- Duw_me.

Hypotheso B

HpteSC

Hypothese C

- o_mI. mn.

- 39 -

TAle 6: 9ml Sgumam o Athut 1133 fw DOfltrl

odwiu aS1I mA Dn-d of Ul

- 3h11[ FrmwWUmr - Trn M. w - -UWt_ _

.ulwt/Pmdd -01inalAg. et - v

Oc%sa n= -* B Gm * G_ cu. od S - se Dof Sam

OVaM at Mm - Uk Ibdi. Cat=m -* OdJ. Com -a W wnbQ. Cdz r w adldda VM

h.-mflinw 213.10 32.O - xaO 292. - 210.A 170.0 - 22.26 25.0

b d p1A.53 3125 211.37 20D.9 2.0 2011 2LX2 1 9 211.91 3.137 MOA4

I *¶ A 23.) 2.6 U." 3.64 ) 2919 23. ) 41.911 33.6D 3

I a )'acnqr 560 ) sG^ ) 5

1b E in %X1 12,92 170 ) 144 17.33 13U 1.3 ) 17.) 1 20,.74

_T tD _ 1.39 1.39 - 1.39 1.39 - 1.39 1.9 - 1.6A5 1.635

l* * ,11 42 9 47.36 564 ".39 47.36 56. 450 47.36 546^ 3DA7 56.32

mtw tadio 255 2.5 - 2.55 2.55 - 2.5 2.55 - 3.O 3.00,-_ dqo

in U b 5.87 7.3 3.20 4.5 68 2.96 4.74 4.10 284 5,.0 5.263

a wpI.m, i. 10.36 10.36 10.3 7.26 7.26 7.26 9.15 9.15 9.15 7.5 7.552

anum g,CO 900 90 9O 7.00 7.0 7,C0 0 8,.0 8. .00 - -

dm me of t 292.2 390.6 290.47 274.9 367.19 275,07 2335 265.73 2B7.94 322.306 30LIIlila mm t~

am ad dlauB 102., 106.3 712.51 73.U 7.41 31.62 31.60 310 3.9 33.97D 31393

Prim cutx = 115.02 12.06 127.02 16.95 -73.60 1631 29.99 67.75 25.37 -5a.3 -36,53

DWfatial de

sma1 t_ 227.71 1.56 229.53 3006 -2.19 89.93 61.6s 99.25 57.06 -2X6 -2.141SmomaL Cm

w pr 53 532.10 520.C0 Yoo00 365.Q0 365.00 365.00 365.D 3X5.00 3651 .(W 30 e DPriz7

aM diffwa bamm-raflmr ad aa.dqpt pr cindim of and o ma (camar to doot.m. VWt- t. ml= - stiad vo2m win 6.. to hid pmailig t a_umEi.

if L'- c 1. pdx di rMpdm M rsffl=da tc IJ dCx fr dfao de frde Mdo *c dc deCpm oPo. wnta. cm, pora±r ), dJ O-ma d'u r m tim. do pn dui ma pm Um prnd_

M1 lama don lit MCI= IcSay Thim in Js 19W.. Well &a .o .coutx aam_ - do rIbIFc0m ). I W- 0.5 am.

:I MU fait I de l'ndM maim di 1'Afclqm de 1r)c dwni Is b de Mu 1934. , .Is wa o Aflt l = IbLtr (NO. 1 m -0.5 CQF.

S, 193

- 40 -

Annex 2-4Page 13

MALI

FIFTH HIGHWAY PROJECT

Table 7: Potential Savings on Fuel Imports

by Svitching SupPly Sources

EconoRiia potentielles sur lea importations carburants parchiangement des sources de rSv±taillement

(Fuel imports in tons - average 1980-82)(Importations de carburants en tonnes - moyennes 1980-82)

ex Abidjan ex Dakar ex ParakouProduct Optimal Actual Optimal Actual Optimal Actual Produit

Super - - 667 667 - - SuperGasoline 10391 37369 41893 15283 637 269 EssenceDiesel 11965 19195 23765 17013 3408 2930 Gas oilKerosene 11049 8714 939 3151 - 123 PetroleHeavy Fuel 13439 6162 1697 8974 - - Diesel oil

Heavy Fuel 2490 2490 385 385 - - Fuel oilJet Fuel 10748 10316 - - - 431 Carbu-

reacteur

TOTAL 60082 84246 69346 45473 4045 3753 TOTAUXmmUinWinmm.nmW inuinminmininmin..nw mm

= of total 45 63,1 52 34,1 3 2.8 Z du besoinrequirements total

In order to achieve potential savings of the order of CFAF 1,770 million.imports:

Bamako Region: 20,000 t gasoline ex Dakar instead ex Abidjan 1.3002,400 t Kerosene ex Abidjan instead ex Dakar 607,200 t heavy fuel ex Abidjan instead ex Dakar 72 "

Seaou/Mopti Regions:5,000 t gasoline ex Dakar instead of Abidjan 1756,000 t diesel ex Dakar instead of Abidjan 120

Tombouctou/Gao: 850 t gasoline and diesel ex Parakou instead 43of Abidjan

(No additional storage facilities required in any of the locations)

a/ Note that statistics on actual sources of supply diverge considerablybetween suppliers' data and ONT data; they would need more carefulscrutinizing before actions can be based on them.

Source: Trans. Energy: Plaaification de l'Energie. Rapport Final.Annex II, 1984

WAPT1, December 1984

- 41 -

Annex 2-5Page 1

MALI

FIFTH HIGHWAY PROJECT

Summary Data on Road Transport

1. Road transport is by far the dominant mode in Mali accountingfor 90% of total passenger movements (estimated at 1,950 millionpassengers-kilometers) and 55% of total freight movements (estimated at465 million ton-kilometers) in 1983. The road transport industry isdominated by private operators who handle all passenger transport andown over three quarters of the country's freight vehicle fleet. About25 of the larger operators owning between 10-20 vehicles each areindependent, while some 850 small freight operators and 600-700operators providing passenger transport, who mostly own up to fivevehicles, are grouped in regional cooperatives. These are affiliated ina national union (Union Nationale des Cooperatives des TransporteursRoutier du Mali, UNCTM) which functions as a lobby for transporters'interests, as their representative in negotiations with Government, andas a mutual aid organization.

2. Sizeable truck fleets are operated by a number of stateenterprises for their aon account: the Compagnie Malienne pour leDeveloppement des Textil2s (CMDT) transports cotton (200 vehicles), theOffice du Niger (ON) transports grains (100 vehicles), SOMIEX, theimport-export monopoly, has 45 vehicles; OPAM (Office des ProduitsAgricoles du Mali) operates about 40 trucks.

3. With the recent liquidation of the Societe Africaine desTransports Routier (SAT), state-owned trucking companies have declinedfrom three in 1975 to one. SAT was first established as a companyjointly owned by Mali (51%) and Algeria (492) in 1978, but became anall-Malian company in 1981. Initially established to serve the desertareas in the northern and eastern part of the country (6th and 7thRegions) vith imports from the port of Abidjan, it never was equippedwith appropriate vehicles for this trajectory and operated at a deficitthroughout its existence. The fleet of the remaining state-ownedtrucking company (Compagnie Malienne des Transports Routier, CMTR) hascontracted steadily from some 250 vehicles in 1972 to about 50 in 1978and no more than 30 vehicles in 1983. As with SAT, its operation hasbeen deficitary since 1973.

4. Since late 1983, discussions have been underway with severalpotential foreign partners to replace CMTR by a joint venture company,CITRANS, whose capital would be provided partly by the Government (36%),partly by foreign and local private sources, who would also providemanagement expertise. A new vehicle fleet (50 tractor-trailers, 15tanker-trucks of 40,000 liters and 10 large buses) would be acquired on

- 42 -

Annex 2-5Page 2

suppliers' credits, guaranteed by the state. The Association reviewedthe terms of the proposed venture during pre-appraisal of the PublicEnterprise Rehabilitition Project. It concluded that, given theextremely stringent debt service problems of the transport sector, andgiven the strenuous financing conditions proposed, the Government couldill afford to participate in the venture, and IDA has suggestedwithdrawal from a project which, if its financial prospects are indeedas good as shown in the evaluation, should readily find private backers.

5. Government intervenes in the road transport sector through theNational Transport Office (ONT) which, inter alia, administers roadtransport. ONT handles vehicle registrations and licenses, regulatesvehicle imports (for vehicles of 15 tons and over) to avoid excesscapacity, administers tariffs and establishes road transport statistics.Above all, it coordinates inter-regional and international trafficflows: through its regional and international (port) offices (Dakar,Abidjan, Lome) it centralizes transport demand and allocates it betweencooperatives, independent truckers and state trucking companies inproportion to their share in total transport capacity. ONT sees itsrole very much as that of a facilitating and service agency to theindustry and has been working closely with transporters to help themoperate more efficiently.

6. The development of Mali's vehicle fleet in the past decade issummarized in Table 1. The statistics are based on annual vehiclelicenses and new registrations and probably underestimate the size ofthe fleet somewhat: as vehicle license fees have been increased overrecent years, non-payment of renewal fees has become a problem. Fromavailable figures, it would seem that Mali's fleet has grown at amoderate 4X p.a., from a total of 19,075 vehicles in 1974 to 27,937vehicles in 1983. However, significant changes have occurred in theoverall composition of the fleet. While passenger cars, with 62Z and60% in 1974 and 1983 respectively have retained an essentially similarshare, vans and pick-ups -- mostly for passenger transport - more thandoubled in number and increased their share from 21% to 29%. The numberof trucks, by contrast, actually decreased sharply from about 2,600 in1974 to 1,800 in 1983. But this reflects a shift to larger vehicles andan actual increase in carrying capacity. The same is true fortractor-trailers, which show both an increase in numbers and a shift tohigher carrying capacity (32 t rather than 24 t tractor-trailers).Especially during the past two years, a steep increase in the number ofbuses can be observed: their number almost quadrupled compared to 1974.They have been acquired by some private transporters and mostly servecommuter traffic in the capital. The average age of the vehicle fleetis estimated at six years.

7. Overall freight transport capacity of goods vehicles below 15twas estimated at 6,515t in 1980, that of semi-trailer combinations 3 et10,260t. Over 95% of total fuel transport capacity of about 4,000 m isprovided by large tractor-tanker combinations. Available transportcapacity thus seems ample to handle inter-regional and internationalflows (Table 2, Inter-regional and International Road Traffic Flows,

- 43 -

Annex 2-5Page 3

1980), especially since one-third of Mali's imports through the port ofAbidjan are by law allocated to Ivorian truckers. However, vehicleavailability is mediocre, and turn-around times on international tripsare very slow; also demand for transports peaks steeply in certainmonths of the year, and small truck capacity at present does not seemsufficient to handle peak demands of the harvest season. However,construction of storage facilities in key locations that would allowspreading transport demand over a longer period and better utilizationof the existing fleet would be preferable to excess growth of thevehicle fleet to meet peak demand.

8. Fleet development reflects a rational response by transportersto the existing tariff-structure which, being fixed per passenger/km -or ton/km, favors operation of larger vehicles. Present tariffs are:CFAF 20/t/km on paved roads, CFAF 30/t/km on improved gravel roads, andCFAF 40/t/km on earth roads on tracks. This is intended to reflect thehigher cost of vehicle operation on poorer roads, as well as the higherper ton-kilometer cost of smaller trucks that operate on them. However,tariffs have not been revised since 1981 and are estimated to be about2OZ below the cost of vehicle operation even for large trucks on pavedroads. It is becoming increasingly difficult to find operators willingto undertake the unremunerative crop collection runs in the backcountry, where operators have been known to dismantle their engines soas to avoid being allocated runs on difficult trajectories by ONT.

9. As in other countries in the region, Maliau transporterscompensate for low tariffs by overloading their vehicles, doing severedamage not only to their own equipment, but even more to the country'sroad infrastructure. The question of vehicle weight control is all themore crucial in view of the fact that about two-thirds of Mali'ssemi-trailer fleet has tractors with only 2 axles and already exceed thelegal limit of a maximum 13 ton axle load when carrying a "normal" loadof 30 tons. To avoid severe damage to the road, (which can be 20 timesthat of a normally loaded axle), freight should be limited to 24 tonsfor such tractors which would make their operation even less economic atprevailing tariffs. Introduction of effective vehicle weight controlshould be urgently pursued to protect the country's (and the project's)substantial investment in road improvements and road maintenance. Butcontrol can be effective only if accompanied by revisions of the tariffstructure that would provide truckers with sufficient income to coverrepairs and depreciation on their vehicles and gain an adequatelivelihood operating their vehicles with normal loads.

9. Traffic data are established by the 19 subdivisions of DNTPthrough manual traffic counts carried out during two week periods inJanuary (harvest season) and June (end of dry season) each year. Thesesurveys also assess the quantities of goods and passengers transportedand establish trip origins and destinations. Analysis of the data isthe responsibility of DNTP, but because of a lack of qualified staff,data had remained untreated since 1976. A major effort by DNTP andconsultants has permitted to establish sumimary traffic statistics forthe past five years and detailed (section-by-section) results for 1983.

- 44 -

Annex 2-5Page 4

Traffic counts confirm the picture emerging from fuel consumptionstatistics ( Annex 2-4, Table 3). As fuel prices were increased steeplyand economic activity stagnated, traffic has declined from 1979/80 peaksto a low point in 1982 (volume of imports/exports on Abidjan route byover one-third (Annex 2-2) and average daily traffic on paved roads byalmost half (Table 3 below). The more pronounced drop in vehicletraffic reflects the increasing share of larger tractor-trailercombinations in the vehicle park (Table 1 below). The upturn in trafficvolume in 1983, which continues in 1984, is mainly due to higher tonnageof grain imports caused by two consecutive years of drought.

WAPT1April 1985

nP7 KhOfDT 9ne03r

Table It f.epom_t of M Vehicle F1t. 1174n-1983

In a

*eb1ale Twa 1974 1973 1976 1977 1978 to" 3960 los1 196 1983 2 of 1974

p Tr Can a2 l.670 12.l10 13.123 13.933 14.2" 12393 14.207 14.610 16,167 16U6" 60 142

Cm. au Pik- 21 3. 4.360 5.073 4. 99 3.6" S.3no 6.336 6.687 6.941 6.113 29 206

I.WbA 14 2.620 2.337 2.610 2.623 2.410 1.702 2.401 1.302 1.650 1.797 6 *Raw ad,ctara 2 406 32 327 461 S04 77 414 422 " 495 2 122

BONeS 0.3 113 170 184 28 171 I4" 214 201 287 41 1.3 36

.S"" vahao.s 0.3 9 e 126 148 I50 U5 40 130 .j0 33

TOM - It 073 29,69 21.107 22.410 23.303 m2l2 22.937 -5 27 5 21 27.947 % D00 34

TraLlewi andSemlera 419 55316 434 406 30 341 457 753 674 141

*/ Rludm unitary vmhleda.

UaMM*e 1adamal lnrAmpmr 1111M (OUT). Np 1934

rATIDech_r 1964

lImT *1Qm49 PSOJC?

takla 2I l3ter.raeal l almtearmgtiosal E..d nTffa Fle .. 1900

(is to"s aud t .and cm/km. )NW 3 1t/ CkmDeaUSALtO1 waitv uab., sih,Aa. Sageo Hbggl toosaaCw laver Coast Other IsterrosImal Iatrtatlosal Total

Olaima t elks t tl t a/tl t t4 I t/l-a r t/ rs t tlkm : *hla I tl t la t tlrn0NO oe goo eoN Noo N o oo eee ee0 NO NO ome ame eDe Noe Neo oNe NO 00o eeo No 000 000

I Keyes 11 7 2,313 11.7 2.213 - - 11.7 2.213

2' limal 0.3 169 6.6 639 14.3 S. 34 9.3 2.115 6.9 4.395 0.2 216 0.1 3 20.7 23.410 0.1 440 43.7 13.1 3 21.3 23.630 13.0 39.043

I SlMteo -- -- IS.) 1721 4. 92 3.2 764 *.1 3.046 - - -- - 34.4 29.307 0.2 [so 25.2 30.231 34.0 29.481 42.6 3,144

Stso e0.2 III 9.6 4.646 3.4 2.263 -- - 3.5 Ig5 - - 0.3 19 3S.7 I.065 0.6 493 15.3 7.428 16.3 IB.S e 33.6 26.004

SKti -. 4 316 3.6 2.034 0.I 2l2 0,3 30 - - -- - 0.9 l,6 0.3 163 6.0 2.97e 1.2 3.32 3.? 4,24

6 Tinbuta -- -- 0. 46 - U - -- 0.3 34 0.3 0.4 3I" -- - - - 0.7 275 -- - 0.7 2751 C. 3.0 3 0.) -- -- - -- 2.0 1.014 - - 0.3 26 - - 3.7 1,229 3.6 1.552 3.7 2*9 3.3 2.161

subtotal 33.2 3,033 11.3 13,362 23.9 9.3*1 33.4 3.201 6.0 61.61I 0.3 23 0.9 242 11.1 73.96 3.. 1,07 101.2 31.1094 71.1 74.494 132.3 3 14.9 0

llrpll. 9.1 ,623 - - -9.6 9.62- 9.6 9,623 .Various - eo fail at Ouaogel ItC) UlVarious - tetaErn to I3K) 4.6 2341 C - 24-- 4. 4.6 2.1

9.0 9.00 - - - 9.0 9.0 9.0 9.000

lIvor Coast 163.2 202.36_ 163.2 202.365 135.2 202.34S

Total Coodo _33 1 2 13 210.7 I.S1S7 23.9 9.L71 13 4 3.201 .0 !.!1 e -. 221 0.9 42 9I 9 9I33 3.4 2"la7 30.2 3.9 I26 .13000 20.7 33 2

eo ew aeeo e4e eoo eo An e eDe eoo /b e eeo eeim a3 Ms /km eo e3

o1o 03 eDeDOe eco *eih. *m wlila .1 mih * alkeeNO NO No 0N0 0oo NO0 nO NO NO ON NO- NO NO NO NO nO NO ON0 NO 000 00 ONO ON ON

Ahidjo - -- 1.6 94.5 32.3 10.2111 34.0 39.933 34.6 39.,37 - --- …_…39.5 3.413 339.3 364,473ratal.. -- - -- _- _ _ _ - 17.7 0.022 - - - _ _ - . 10.022 2.1 10.022

teLal 1.01 __. -. .57S 2 5175 12.1 10.2U 34.6 39.-33 3 14 3 9.3? - - 7.1 002 - - - -- -- 347.2 312^ 31

rSawita. EC ItessellateU Im Foaga sot 3Umean 61in3 *0 58 3962. £nma, aa 9.310

WAMiDacaget 1964

7 u(0

- 46 -

Annex 2-5Page 6

MALI

FIFTH HIGHWAY PROJECT

Table 3: Average Daily Traffic by Class of Road, 1976, 1979-83(N vehicles)

Paved Major Feeder Roads and TracksYear Roads Gravel Roads Improved Seasonal

1976 151 32 17 10

1979 313 35 16 7

1980 194 38 18 10

1981 186 34 24 11

1982 164 28 18 9

1983 165 25 14 9

Source: DNTP

WAPT1December 1984

- 47 -Annex 3-1

MALI

FIFTH HIGHWAY PROJECT

Details on Routine Road Maintenance Operations

1. Table 1 (Strategie Annuelle d'Entretien Courant) summarizes theannual strategy for routine maintenance. Each road of the 8205 km prioritynetwork is classified into one of the following 10 maintenance categories:

Type of Road Level of Maintenance 1983 Traffic Total Length

Description Code (adt) (km)

Paved High RA 220<T 412Average RB 100<T<220 876Low RC T<100 596

Gravel High A 40<T 305Average B 20<T<40 823Low C T<20 2204

Earth Low D 20CT 381Low E T<20 2598NA F NA (4672)

Under Construction NA G NA (579)

8205

Maintenance operations are broken down into 14 tasks. Annual quantities ofeach task as a function of the adopted maintenance strategy, unit costs pertask and total annual cost of routine maiutenance are also detailed in thetable.

2. Table 1 shows unit costs per task (DNTP and consultantsestimates) at May 1984 prices while Table 2 shows them updated to January1985. The tasks will be carried out by the force account crews of theregional directorates. DEGP will review and consolidate the regionaldirectorates' monthly reports and submit corresponding disbursementapplications to IDA and SDC applying agreed unit costs to actualquantities. At the end of each year expenses for routine maintenance willbe audited. The audit vill compare actual to estimated unit costs andestimate unit costs for the following year. The audit report vill be usedto retroactively adjust disbursements made for the corresponding year.

3. The regional directorates will use the Road Fund budget andexisting procurement and disbursement procedures to pay for inputs forroutine maintenance operations. The inputs consist of fuel (29Z of annualcost), materials and lubricants (20x), all procured by Local CompetitiveBidding procedures (LCB); non proprietary spare parts (342) procured by the

- 48 -Annex 3-1Page 2

procurement agent following Limited International Bidding procedures;proprietary spare parts (12%) procured by the procurement agent followingdirect procurement procedures and salaries (15%) for casual labor(excluding civil servant salaries which are covered by the Covernmentrecurrent budget).

4. DNTP equipment will be redistributed according to each region'sprogramed routine maintenance tasks on the priority network, each piece ofequipment being used ideally about 160 days per year. However, due tologistic reasons for large and outlying regions, the average usage perpiece of equipment will be much less than this ideal ratio.

5. Table 3 shows base costs and annual totals includingcontingencies while Table 6 shows the financing. IDA and SDC will finance90% of the routine road maintenance costs (corresponding to 100% of thecosts net of taxes) for July-December 1985. Thereafter, the share ofroutine road maintenance costs externally financed will decrease (76Z in1986, 612 in 1987 and 46% in 1988) as illustrated in the following graph:

Routine Road Maintenance2. Financing

1.9 S1.8 1.7-1.61.51.4-1.3

a 1.2-C

I0.9 0.80.70.60.50.4.0.30.20.1

0-1985 1986 1987 1988

IDA JMS DC 00Govnt

- 4,9 ~ Annex 3-1Page 3

MALI

FIFTH HIGHWAY PROJECT

Annual Strategy for Routine Maintenance (in Units per km)

Table-1: Rratqi* bAstll 3Emtrett wt-- _In uwitsu par kt

(afmtsu E"msn-) ( s-a-*ltut N. bwmtmvPu- >uClam u. ) R NA IC a C 0 E F I Wat. frixl tal TaILumpiE _w) 412 176 596 305 123 2204 31 259 467Z 57t Ubit. IlIllons FCFITKl Uit -V--t

11 km 0 0 0 2 1.5 I I I 0 0 7033 1740 123.0 urmlag a . c12km 0 0 0 I 0.5 0 0 0 0 0 717 137437 9O. S insfliU e -cWct413 3 0 0 0 30 0 0 e D 0 0 0e 15029 1 27.3 IhIwpm ts partids14 3 o 0 o 40 0 20 15 10 0 0 121045 25 313.0 ofW*--tespo

21 .2 90 60 30 0 0 0 0 0 0. O 1052 2132 231. Iltol wtil a Idtun31 km !.2 1.1 1 0.3 0.2 0.1 0 0 0 0 2531 19062 4U.2 Crp fnuu t raps32 km 0. 0.6 0.4 0 0 0 * 0 0 0 1094 505 6i.9 ItrKt1m lwr in sa lmts33 km .2 0.16 .L12 0 0 0 0 0 0 294 41430 142.5I *hwpmt di accotNet

34 gotta 0.2 0.1 0.1 0.1 0.05 L02 0.02 0.01 0 0 37 250000 94.3 Ertin sd maw n31 pnuts 0 0 0 0.02 0.02 0.02 0.01 0.009 0 0 4 90712 *.5 Omrirsr im plt.36 pst 0.04 0.*046 0.04 0.034 0.034 0.034 0.02 0.02 0 0.042 214 17401 24.8 Comptass ratiws

n ite 0.0e 0.05 0.05 0.05 0.o5 0.05 0.023 L.OU 0 30 3345 12.3 hsig utiL.2 0.31 0.31 0.31 0.3 0.3 0.3 0.05 0 0 0 1603 25 40.1 Irodunaillsmt.3 0 0 9 7.2 7.2 7.2 L. 6.9 0 0 4979 2 13.b Mablqp

-- -a kt d mo rsts lsillims FCF AI--m.9041ke *15 23 1" 405 22S e5 a7 51 0 4 Lrim Tutut t 1240.4 pu km 305 s ttlb 151

bqsstL m Par Sddliusiom(-- -iu aImuuvw Par Mlan d 'wtrtirrums-- ( --m stitn w tsOr d'satrotiou--- )

1ms5 NA RI R A I c a E F 6 11 12 13 14 21 31 32 33

laya I1 0 0 0 0 134 297 0 93 311 0 591 67 0 1s3o 0 S.5 0 0

lita 1? 0 0 0 0 0 l07 0 471 0 0 51 0 0o 50 0 10.7 0 0

1imr. 0 0 0 0 I1 0 327 256 7I" 749.5 55.5 0 1195 22.2 0 0

Wish& 0 0 6 O 0 USl 0 46 55 0 224 0 0402e 180 23.1 2.4 0.72

Kliunsre 21 34 0 14 146 20m s 0 40 307 0 702.5 247.5 4310 15600 3150 519. 232.4 70.

blok.l 22 0 0 0 77 0 0 64 0 764 0 21 77 2310 4040 0 23.1 0 0

iCila 23 0 0 0 40 0 267 0 195 112 0 52 if I20 Iona 004.1 0 0

sikuo 31 0 202 166 0 44 5 0 0 0 0 124 22 0 2920 1710 402.s 117.1 52.2

loatlala 32 0 73 216 0 0 0 0 0 1 0 0 0 0 0 129o 3036.3 5SL2 46hqmi 33 1i 9 0 0 16 393 0 0 49 0 422 I 0o 009 3016 5.1 8.2 1.0O

USw. 41 42 15 43 42 170 0 0 221 121 0 567 27 1 10760 16770 363.5 169.1 45.51Su 42 0 197 61 0 46 o 0 120 0 23 0 to 140 365 62U. 14L2.6 3.1

Solareo 1 13 III 0 0 59 212 0 137 12 51 37.5 29.5 0 7970 7330 170.7 77 20.36

mza 52 0 0 0 0 0 t5 0 315 13 350 311 0 0o40 0 e 5 0 0

6u 61 0 0 0 0 0 195 e 537 73 171 72 0 0 97o 0 19.5 0 0

hlmus 62 0 0 0 0 0 112 0 0 395 0 112 0 0 2240 0 11.2 0 0

Tuuhc t 71 0 9 0 0 0 242 0 i4 IN 0 426 0 0 540 4 3.1 5.6 1.44

air 72 0 0 0 0 t 35 0 u 125 0 123 0 0 130 0 .3 0 0

otui-> 412 176 5n 305 023 220 391 293 4612 579 7057.5 7I5 9150 121045 1om 2530.5 19i 294.00

Totlitp-) (<- 1i (we 332 - - 291 I- 52lGrad * l * 13456-

WAPT1April 1985

MALI

FIFTH HIGHWAY PROJECT

Table 2: ROUTINE ROAD MAINTENANCE OPERATIONS

Detailed Cost Table

tlel dl Cnt ....................Patter ....... ........................ - . Unit Cost ........................................ C t. For. Gro ss w

U115 tll5 gas tuu 163 nn total WartFI tU51 slag I 1141 f legal Itato lth. loe late -cousl21%821222 Rosette* massanRanges ges 2 3332 sa. 33313 RI13.3V3222 3 U

1. 11WCURNOT MIS...............

1110-ky dI- 2. 3 .51 7.033 7.038 1.034 - 24.633 16.316 43 303 321 313 - 1. 12 0 0.41 0.1 rslA1 e0 ScediqCmst1iq 31t. 1 7r 17 711 - 2.750g.5 '51 .25 114 143 16 261 - 1 0 0.45 6.1 11811I3@-spot Ssgcaio rv t e*I latw 4.175 91,10 1,150 1.s * 31,625 .3303 3 137 71 7 241 0 0.4s 0.1 Hi1140*tat.cllt PuIc g eihl motr so. .22. s 121.041 121.045 121.045 - 423.n. 1..55 233 171 S31 my - 1.56 e 0 0.45 0.I 11311110-S Ite n Peteltnpq e1re eter 13.760 101.S20 101.120 101.520 - 315,320 2.384 2U 570 614 M8 - .15 e 6 0.45 o.I 1131Hmmraien.t Clu I. km 155.5 5 2.31 2,531 2.531 - 15. 21.111 se its 128 ts3 - 441 0 0.e 0.9 61*1tI?0-Shouldsc bifitreal1 547 t.094 1.094 1.014 3.329 SI. 714 It 53 154 1le - VYA 0 0.45 0.1 mrII1150-3tIlord. blgrasllfq in f47 24 214 214 - 1.01 136, 7 1I 3S1 231 400 - I.62 0 0.4S 0.1 KM4IlS.-rldp NslWf ta, e unit 10 380 380 310 1.330 27110 110 13o s21 III - I1 0 0 4 0. I KIllIE00*Iuln laurIe. poet 45 92 n2 n9 - 321 100.102 10 21 22 24 - 16 0 0.41 0.1 vial1l10-fralfIeCowtg out 142 64 234 234 - 64 se5.3s 2f 1 66 it - 227 0 0.45 0.1 slag224-load, tIe uit Its 330 330 330 .* 155 43.0 0 ts 32 34 1 - It? 0 0.45 0.o I OlaI23::Verlstf1otCleP{rfr "Wee aer, WI.150 1. 603.100 1.5603.00 I.o02* 00 s.6136so 25 45 o 106 its - 367 0.45 0.I o.ll124 Samd Clearing e4lfe vater is.000 50.0G0 o 0.000 o.0 e O 15e,000 30n Ie 34 if n - is 0 0. 45 0.6 t ira

Total ateustful COSTS ~~~~~~~~~~~~~~~.......... ...... ...... .... .......*etel NCllPltUtU 00115 1.423b J 2.09J 2.5J 5 * 11.34Toalst 221133 s32t2e 223322 llat33 sTotal .43 §5 2.616 3.1 2156 - 11.343

..................................................................................... ................................................. 0*.....................................k...April 3. HIS113 3 32 33

em

MALI

FIFTH HIGHWAY PROJECT

Table 3: ROUTINE ROAD MAINTENANCE OPERATIONS

Detailed Cost Table

Irgahia gF ol. lohuIrl. C.1

bin Costs Teotl I"l3di,il Co"1 ltrte"p 1 Irgl..elwudI,Cru tirel -°- -------.terI^F rnilirnl tcarl 71I uIon p eis Itoes I

;ga5 is;e gag ; ;u 88 igee total igs t2e toio it" lios total 1o8s lis6 ily? i8ii Is" Vtot For. Ewch. 1last ls ints Totalu

. .

"I0-Dry SCading 8 13 136 136 - 417 1 148 IN 113 - 551 13 302 317 213 -m. nn 1 484 11t2 1. 1l1I2O-Ungrrr e tIno 51 10t 109 0U38 5U III 121 13 * 441 114 243 262 lo - Is 413 388 lo "I3*Se" het Ilng S 3I 30 30 1* 6 IS 33 31 U8 - I1I 22 ST 12 i8 244 III 107 21 14!lt4O-1 re tct 11h3 247 34? 341 1. 214 17 316 407 440 - 1.402 263 I1 II3t 81r 2. M2 1.344 1.232 1261 .8621150-51t PathI 122 116 2156 g6 131 -1 301 271 - 1,021 268 1,0 @14 la * 1.11 ts I II tl2 2.11IIU 0r.Iezwg CleanIg 27 13 53 U * Is? 21 58 13 t - 21e 16 fi1 120 II$ - 441 207 Igo 44 441I1?0-lheIiallrf Palnlantesa 34 *t so * - 240 32 1is oI A * 211 12 153 I64 ITS 5- 166 244 ST 58II O-Shaqld., lagr r wltlng 7t In IU 5s5 * 55U * IIm ISS 200 * 5 151 35U 311 408 - 1.302 oi1 561 130 1. SWl1to 0Iidp Muintenance 52 101 @1O 01 - 38 54 II 124 133 42 110 1234 21 2 IN - an 406 324 IT sotI2O-1iI n r erl S I 5 - 32 1 10 11 12 - 7 to 21 n2 24 - is 35 33 0 is1210-r^affIe Ceimo 14 is 28 2ii * 6 14 20 22 25 III is SI 48 It - 217 107 so 21 1271220*.d sign, 1 14 14 14 - 50 1 II 17 1s 5I 1i 31 34 3? * Iof 5s 50 It oilIl2OTe0: etaiIn ClarIeg 22 44 44 44 - 155 23 45 1 550 1* 0 4* I2 106 III * 361 ll IUs 327 261240I Ird ClIa..rt a I Is is 52 a Is Is 15 It Is 34 36 31 - In 55 54 12 In2

aOtsl tfCUltElT COSTS ur I 1374 1.34 1,.74 - 4.811 104 1.461 1.514 1,142 5.118 1.48 3.0"6 3 .3 3,516 - t11.43 S. 32S 4.823 1. 134 1.43got .T....a,sesa 0.0... -- ,l : ... S.f ..:sx*s stags ssasost *ssseaias 8.2, S. *; *..... *so :;Ise""

*I8 U6 .314 1. 314 1.314 - 4.*11 104 t,4? 1.614 1, 143 - 1.551 1,438 3 056 3,193 3. 54 - 11.343 5.325 4.883 1. 134 1.343*t 3. 181s :1e6 s s assail gave.. .. wX.U goes 's* *g m a &*note || ss 'ws

. .. ......................... ............................................... ................................................................. .............................................. ........................................ .........

".l 3. a 1269 11: w

MALI

FIFTH HIGHWAY PROJECT

Table 4: ROUTINE ROAD MAINTENANCE OPERATIONS

Detailed Cost Table

.pqi.dtw.g by UlMiclefsn1S I meol

Totls ml dfn 1nti1pofs ............................................................................

.................................. ...... ............................................... ..... ..... 2.............................. ......................................................... ...... .................... .................lS5 ife Itol Ill" lst total t li esI IIII? It" 1lUs Ttatl 115lis stay Ilea le Ss total IMe Ims 1SOo Islse 2u Ttal *.. s.., essE m ii: 2::::: 22212 ts22:2 atgs agates lasshll *Ias masst: %laES .. hS as E- So lE sa l! Begoel mevill Esil Saigon Seel * 1s $*1 1sI. liwulult costs

..............

111e-Ity giadlg 143 241 322 353 - 1.121 6 15 1532 108 - 41 42 11 57 55 241 14 IS I1e ISO * 4071I266cadlngC ec11ng 114 242 252 263 - 501 58 122 too 51 - 353 24 II .3 44 - ASS I 6 14 3 52 2I 326its 3SpIt Iiwl3 12 Ts I 241 It 34 21 24 - e to 1 I 1512 o 5 32 1 26 41 - 101140-t t3cI te l1 FU 2 1 -31 all - 2,56t211i 361 335 215 - 1.2115 Is e SS 113 - III 31 Ile 326 483 1034iI1@-Uit Ficln 2 51 4 14 563 - ..115 10 256 248 204 - NO *1 44 12S 103 - 413 21 14 241 35S - 1s5IINI-IrlNa% Cln5 lot 128 via - 441 33 a0 52 42 - fly IT 30 25 of - 64 I St S1 74 I Ise1170-St u uuc Intu 12 IM 164 tis - se6 a 43 is of 5. - 240 2t 31 33 17 - III I 2a I Is I "1 o1-Sluld. Inyravillfng 169 I1 378 406 - 1.302 65 III 153 12S 553 50 Al 1 3 2 112 1 14 220 - 411I rldoo Rhinteetme ItS 234 252 212 - 869 I6 III 102 84 - 362 33 53 SI 42 - If 1i so IS 147 - 3141200-Rin kr1en.. If it 22 24 - 16 5 10 I * 32 3 5 4 - Is I s 13 2iellI*TrgffieCgi II 1 Is To * 22? 17 31 2? 22 - is I 1 5 1311 - 4 1s 26 36 - 6212@-Usgd s$fnm 1 n 34 3? - III I Is 14 Il - s0 4 6 7 - ff I a 13 20 42I1263OVeretat. Cnl"erwq 41 n 16 lis -. 36? 26 50 43 35 155 14 25 22 18 - i1 24 42 62 133124 land Claarin is 34 35 35 - 125 2 It 15 17 - 53 5 6 7 5 - 21 I 8 14 21 4 5Pi.;:; ;~ .... ..... ... ..... ...... ........ .... .... .... .... .... ...... .... .... ...... ...... ... ....fatal KtOUUtIut CtSoS 1.41 a es6 3,193 3.551 - 11.341 50 1.532 1.331 1.023 - 4.611 433 712 6I SW - 1.41 144 nt 1 II 1g91 * 4 INTotal 1841311~~~~~~~~~~w|s nov"e lss wse*s 2.2.8 totot *sts goggle msses contat *gas 4 meete * ses s ea EgS gs los sles *sel lass a"ssss* agates *selsTotal 1,438 2.08 S 1.263 3.55 - 11.343 84 1.5322 1.331 1.041 - 4.117 432 II2 III 550e .416 144 1I2 1.111 1.313 4.1 w

................................................. .......................................................................................................................................................................................

-Oprf1 8. loss 17:2

- 53 -

Annex 3-2

MALI

FIFTH HIGHWAY PROJECT

Termes de Reference Sommaires pour .'Assistance

Technique aux Services STN et SRR de la DNTP

1. Pour assister le Service des Travaux Neufs (STN) et le Servicede Renforcement des Routes (SRR) dans la mise en oeuvre du progravme deremise en etat et d'entretien periodique en regie des routesprioritaires, la Direction Nationale des Travaux Publics (DNTP) souhaitefaire appel a l'assistance technique de quatre experts. Chaque expertformera equipe avec un homologue malien qualifie qui recevra ainsi uneformation sur le tas et sera le r6cepteur privilegie du transfert desavoir-faire dans le domaine de la pratique des chantiers de travauxpublics qui est un objectif essentiel de cette assistance technique.Chaque equipe expert-homologue occupera une position hierarchique ausein des STN et SRR et sera responsable du travail de leur unite. Enparticulier li'quipe proposera au superieur hierarchique 1'embauche, lelicenciement ou le transfert du personnel de l'unite, l'attribution deprimes mensuelles de production et controlera le remboursement des fraiset primes de deplacement.

2. Le personnel de l'assistance technique comprendra les expertssuivants (24 houmes-mois par expert):

(a) Un chef de brigade de rechargement qui sera un techniciendes travaux publics avec une formation de base equivalente au minimum aubaccalaureat technique et aura un minimum de 10 ans d'experience enqualite de chef de ebantier ou responsable d'atelier de terrassementd'une eutreprise de travaux publics.

L'equipe expert-homologue aura la responsabilitf de ladirection de la brigade du STN chargee d'executer en regie lerechargement et 'a remise en etat des routes non-rev^Etues et devra enparticulier:

- programmer et estimer l1'xecution des taches techniqueselementaires;

- programer et estimer l'utilisation correspondante dupersonnel, du matgriel et des approvisionnementsnecessaires ainsi que la maintenance du materiel;

- 54 -

Annex 3-2Page 2

- organiser le chantier de la maniare la plus efficaceainsi que les campements, magasins et atelier;

- tenir la comptabilite de la brigade en ce qui concerne enparticulier l'utilisation des materiels, materiaux etapprovisionnements;

- tenir la comptabilite des travaux executes et preparer unrapport mensuel d'avancement.

(b) Un chef de brigade d'enduisage qui sera un technicien destravaux publics avec une formation de base equivalente au minimum aubaccalaureat technique et aura un minimum de 10 ans d'experience enqualite de chef de chantier ou responsable d'atelier dtenduisage d'uneentreprise de travaux publics.

L'equipe expert-homologue aura la reponsabilite de ladirection de la brigade du SRR chargee d'executer en regie la remise enetat et l'enduisage des routes rev^tues et de l'usine de productiond'mulsion et devra en particulier:

- programmer et estimer l'execution des tsches techniqueselementaires;

- programmer et estimer l'utilisation correspondante dupersonnel, du materiel et des approvisionnementsnecessaires ainsi que l'entretien du materiel;

- organiser l'usine de production et le chantier de lamaniare la plus efficace ainsi que les campements,tuagasins et ateliers;

- tenir la comptabilite ele la brigade et de l'usine en cequi concerue en particulier l'utilisation des materiels,-materiaux et approvisionnements;

- tenir la comptabilite des travaux executes et preparer unrapport mensuel d'avancement.

(c) Deux mecaniciens de chantier qui auront une formation debase minimum equivalente au Brevet Superieur et une experienceprofessionnelle minimum de 15 ans sur la maintenance et reparation desmateriels et vehicules de travaux publics.

Chaque equipe expert-homologue aura la responsabilite de lamaintenance du materiel d'une brigade et devra en particulier:

- programmer et estimer les besoins en pieces d'usure etlubrifiants;

- passer commande des pieces detachees necessaires;- organiser les magasins et ateliers de chantier;- effectuer ou faire effectuer les op$rations m6caniques

necessaires y compris les contrBles preventifs quotidienset les reparations qu'il est raisonnable d'effectuer surchantier;

- mettre a jour les fiches des operations effectuees surles engins et vehicules et la comptabilit& matiare despieces detachees et lubrifiants.

- 55 -

Annex 3-2Page 3

3. Le rapport mensuel d'avancement des chefs de brigade comporteraen particulier:

- le detail des travaux executes- le compte rendu d'utilisation des engins- le compte rendu des carburants et ingredients consomm6s

rapporte a la production correspondante- le programme des travaux du mois suivant- les difficultes rencontres- les suggestions ou commentaires.

WAPT1October 1984

MALI

FIFT32 HIGHWAY PROJECT

Table 16 PERIODIC HAINTENANCE AND REHABTILTTATION

Detaile,d Coat Table

.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~... ...

. .-... s s. t. ....... t ".. vnit 0ss t|e ................................... 1.fr Iso

1.~~~UiI ICaiua MI 60................ i wowa iii cal . ... bG 1. . 6'

6% loss ~~~~it"wa I" sloss gag9 fata lbie took. lam lbikem

.............

Inewu aupit. Ii mc accam

*i2I6 I I4 * -2 - I6 .31 1. It tH4 I.I 4 - 13 in 0.I too 0. I 1U2 4 -Ii nIVsl 1p ie .1 I i I * 3. t 3061.140 26 43 41 S In 0 0 6 51152

sub-1gIgI 6? 14lUAtm 4 1.1 413 1411 116u. an Catanois

..............

2510jidww spw - 22 It - 31 11.414.12 -I 662 2 - 1.M .1 016 6T.0 II220- 'm-UI... km 16 IIs It S 22? 1.041.64% " A. 2.312 1.261 1t1 sI uTO san Iw4I2320Akiluni emaftf - 11 16 123 6.1*0.146 - - 1.513 1.31 - 2.1I 0.1 0.51 6t. lnia

WTotal eV CONIUCIG* ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~310 4.04 1.1 163

-letial GR*1 leS 26 .1 .3 4.011 1.261 1I6,

............

1. ST rell aIccUE.................

1416-Sailaw-Norks14 34 31 -. 621..10 S 60 - t 1 6.66 S.1 fpl2431-taladiet Sepum 26 fit . . . 151 .62? 2.26 162 1.111 3154 I.I 4661 0. 1 m2

24SIrnAivs w "P 0.S I I t . 2. 1St1.340 It 41 44 46 g I5 0 5 * Sfl2l

IAb-fetal StIO l FU mm 402M 1.113 11 4 .

..............

n1alS umi.siltals * 131 - 214 10.1223. 56 - 2.324 3.161 L 164 0.I 0.1n 6.0 leaS2llp0iIkaumal.p It 6 - 62 1622 .3,- 3 9 2.110 2.013 L.1 .t 5.61 loIS

$*-fatal of COU?15CIn 21324 4.3w 1.310 L.I0T............................ .......

M-16141 FAO fu@tlFtlSt 402 1.13 2. 21S 4.311 2.110 12.110

.....................

2ol inshleal Ist~ to STI "a-vih I 3 2 46 4.601.160 1? 10 221 590 0 6.1 6.66 01t32630-neSmIAs silttami loiS No-menth I 3 0 3* - 45 610Ml. ye 11 326 32 I . us 0 0.61 6.66 6or"

US0-swprisf eb -n-tu S 10 It S 30 .4.122.384 12 113 In t S4 0 6.31 0.66 stop16440-1,16M thi llI unit I . I 5.311.105 . 4 * . 14 * I * 11940161-tot lt lm I4 wit I ., I 4.05.60 of IT 6 I 6 51 x

26 Pb1&ip 1trc 4.4 mlI I - - - - * 1.112.64 t - 66 IC4E L

Swb-Total I emIOIL se IS I.

1t1t1~~~~~~~~~~~~~~~~~~~6 416 111U I. Us3 n1.41..... ...... || "9. .. l ...... ...... ...... .......... "l.

faala Il6611DI MSII 6"I 2.400 P.64 6.61 401 24.610Igo; "ilv eggs.. sees .. ienem s as *ago

etal I 340 1.6l46.253 4.601 20.611alii 311115 EligaE 51233e *alsog giinegu

MALI

FIFTH HIGHWAY PROJECT

Table 2: PERIODIC HAINTENANCE AND REHABILITATION

Detailed Cost Table

Ic'., militeil 91666 hIllel ~ ~ ~ ~ ~ ~ ~ ~ oi #O

ees lv.. tel Inset tot,als s. .s.se..ssl *ee ...... .es tw...... e.n. eee..........m. its:;......s....e.e.....

I. SI CR11ICS N

N26~M te g i it - j j g . . j i. . g 62 19 2 6hu

111426v-pl*6ataeuw I ?ll - ~ g 133 rn -4 M1 i it Ut 94. as2 10 I2 1.221130:1odop-ROISM. ii IS lei6 69 Is I" 24 1 0 Its 46 1 Iii - 61 - 61

lsb.tgl IT low1 *1162?61 462 614 Is of lot sit 11 2 2 I I"1 in 16 I. Ill 692 141 .66 .11 2 Ill 1.6o. co 6ital" U'

lot**j. I p 6) 6?31 ii lt 2 - 2 1 62 - .M1 WI 14t is 1.6611110:6"o6a O'e*te itl 640# ii 1.114 Sze2 1.11 vs 2. .1 - - 1se .69 11.32 1.1161 ill0 1.1 oil in 34 4.619 6

* 1166.q.uinfftt.w4e, _Ni 4i 4i 41 90 .1 6.61 I'M6 1..16 tI" To0tIL vis

"-htotal BY MIC6Tb6h .6 it l .6 .1 1.381 III..$4 - .161 4.04? 1 261t IL 13. S M4 6.01, S WI .130

........... a

11 44 444 . 444 * 9 7 . 2 of 61 I up6124 Ill Us~~40 . . 6.0"12 3 212 tlt .;.16 t. 49 444 11 1.61

2 I 13 . 6 IS I fto12 is is II di o6. ill . S"2 * li

14-Total IT 1row ?C ITI 143 11 1 "1,162 1 111 W .9 2 51f 416.613 3n6 48 1.6 .114 16it 2i SW .1642. 6v 1166662

19t0U.~~~~it46tns . . 662~~~U 1.19 M 2.112 1 .139 1.141 .1 * 2 .M2 2.69 5.L364 L.6I iii 440 L16M1126-ltlu..e-tqus .. .... .... .... 6 W ... .. ... i ..... ......... . -36 ...I ....... ....... .. 91. ..... 2.62

M-Totalg IV CInwCwsm in. 68 ' 1416 go1 1.12 .. 1111 1.69 1.3211 4.221 - . 12 4.2121 2.210 9.211 1. 631 1.26 Ut .a

Selo 692666661t NMits li 1.14 .....11 6 6.6 t611 "66 6...9M .151 2 6...13 it 6 . ..1 442 lUll& 1...M '4.'3111 -1-160 ... O " 16.11 9.3. 6......9"? 62.6 Is'C. I1ICMIC "$I13666

1626-elb.6eIk.I~w..gtom It 1 91 2 . 11I 6 I" 66 66 . 14 11 66 1 no W4 I"~ is 14 1662'Iqpwvigt 14 4? 41 24 1621 . 19 n1 6 M1 1 U Ili6 InI 62 lId 121 Is Mo294510.1 Iewe Now". . 66 * 6 Ii 4 - I

1616-3teltei~~~~~uus4ui ... . ....... ...... .. .... ...6... ... . ...... ...... ... ... .... ...... ? ........ ..... .....

1.-elgt tI WIMA £1313?g of III in2 i 14 n 131 214 Ill 4 n2 696 I" 416 I" In1 U till 1. S" 14 a2 U .416

lets, 669211619 ants916.6 1.16113 .66M 6.112 6.512 412 6.6M9L1411 4. IN 1. 36 16.1M 096 1.46 Pn11 4LIJI 4.69? 16.616 66.914 .6316 1.16 14.65eagese. , teStes ss...e gsere meetals 2191 1118*21 iles. Rts,.. ease, ... msese sew. Vsessel sewage asees. lesses anesssess se,gleese.,. ues..

total1M 1.440 1.112 2.6419 6.212 LOS1 613 1.1169 3.671 4.62 6.96 II.M1 696 2.466 1l11 LIST 4."I 24.661 I& 114 L.631 6.2191 Kees6aes .. .... ...... .e.g.. esseet SSISS* usel stase. ISM1.6 .untie e1ites 0t2,,,8 920t *0UOUS sestis Ceig*0 e.iesi s555*555 eaveiss segess.. e.g....

- 58 -

Annex 3-4

MALI

CINQUIEME PROJET ROUTIER

Le Service du Materiel des Travaux Publics

A. SITUATION ACTUELLE

1. Mission du SNTP

Le SMTP (Service du Materiel des Travaux Publics) est unservice public place sous l'autorite du Ministare des Transports et desTravaux Publics et rattache a la Direction Nationale des Travaux Publics(DNTP). Sa mission essentielle est de:

- approvisionuer lea Services Techniques de la DNTP en mat6rielsde travaux publics et en piaces de rechange;

- effectuer ou faire effectuer sous sa responsabilitf toutes lesr-parations de l'ensemble du materiel de la DNTP;

- controler l'utilisation des engius et vehicules de la DNTP.

2. Structure du SMTP

Le SMTP est dirig& par un directeur assiste d'un directeuradjoint et comprend:

2.1 La Division Approvisionnemeut chargee des achats; de lagestion du magasin central, et de la fourniture des pieces auxutilisateurs (atelier central et services regionaux).

2.2 La Division Atelier chargee de la revision genirale et desreparations majeures sur les equipements qui lui sont envoyes par legutilisateurs.

2.3 La Division Technique chargee en principe de:

- controler l'utilisation et 1'entretien du materiel par lesutilisateurs ainsi que la qualite des reparations effectueespar l'atelier central;

- controler les deiandes de pieces de rechanges faites par lesutilisateurs;

- constituer et tenir a jour la documentation permettant desuivre l'utilisation du materiel (fiches individuelles dumatfriel, rapports regionaux, etc.);

- fournir a la comptabilite analytique les doneges permettantd'etablir les cou1ts d'exploitation du materiel.

- 59 -

Annex 3-4Page 2

Outre le personnel du service central, la Division Techniquedispose de 10 Inspecteurs Techniques places aupras des DirecteursRegionaux des T.P. et des Services Centraux, charges en principe decontro^ler l'utilisation du materiel et les reparations effectueeslocalement et d'approvisionner les pieces de rechanges necessaires a cesreparations.

2.4 La Division Comptabilite - Personnel - Affaires Gfn6rales qui eatchargee de:

- la tenue de la comptabilite administrative,- la gestion du personnel,- l'etablissement et du suivi des marches,- affaires generales.

3. Affectation, Utilisation et Entretien du Materiel

Chaque service utilisateur est detenteur du materiel qui luiest affecte, et l'utilise selon sea besoins, en fonction des credits quilui sont alloues. Le controle de la maintenance et de l'utilisation esten principe assuree par l'inspecteur technique du SMTP base dans chaqueregion.

Les op6rations de maintenance comprennent 5 niveaux differentsdont le contenu est le suivant:

niveau 1: entretien periodique - lubrificationniveau 2: reparations mineuresniveau 3: reparations intermediaires

= niveau 4 et 5: reparations majeures et revisions generales.

En ce qui concerne la maintenance du materiel, il existe deuxprocedures differentes selon qu'il s'agit (a) des unites relevantdirectement de la DNTP (Directions Regionales); ou (b) des ServicesCentraux (STN - SRR).

Pour lea Direction Regionales, les interventions faites par les unitessont limitees au 3 premiers echelons d'intervention, les piaces derechange necessaires etant a la charge du SMTP. Les interventions des4eme et 5eme echelons de reparation sont effectuees par le SXTP etfacturees a l'unite. Le materiel est loue A l'unite utilisatrice selonun bareme de location approuve par la Direction Nationale des T.P., etle cout des reparations faites par le SMTP est deduit des credits del'unite concernee, et est credite au SMTP.

Pour les Services Centraux, la DNTP, par le canal du SNTP met A ladisposition du Service, le personnel Mecanicien pour assurer lesreparations jusqu'au 3eme Echelon de reparation, les piaces de rechangeet piaces d'usure necessaires, et execute les interventions relevant des4eme et 5eme Echelons de reparations. Le materiel loue au Service estfacture selon un tarif de location de materiel tenant compte des

- 60 -

Annex 3-4Page 3

prestations fournies. Comue precedemment le montant de la facture eatdeduit des credits du Service et credite au SMTP.

4. Flotte du Materiel de Genie Civil

Engins etVehicules Quautitg Bon Etat Etat Moyen Hors Service Age Moyen

z z z ~~~~~~(aunfies)

Bulldozer 30 10 50 40 11Niveleuse 48 19 43 38 12,5Chargeuse 31 22 17 61 8,5Tracteur 15 65 - 35 4,3Agricole

Compacteur 6 - 35 65 6,9Camion Benue 146 25 35 40 8,9Camion 57 2 54 44 10CiterneVJhicule 142 11 24 65 7L_ger

Le tableau ci-dessus montre la composition, de la flotte dumateriel de la DNTP ainsi que l'age et la disponibilite moyenne desprincipales categories d'eugins. Cette flotte presente en outre leecaractfristiques suivantes:

(a) L'homogeneitg est relativement satisfaisante (60% environdes engins de terrassement sont de marque Caterpillar et55 2 des camions sont de marque Berliet).

(b) Bien que l'age moyen du materiel de terrassement soitrelativement eleve, le taux d'usure des engins eatsatisfaisant du fait de leur tres faible tauxd'utilisation. Faute de moyens de paiement les enginsrestent en effet de longues periodes a l'arret en attentede lubrifiant, de carburant et de piaces de rechanges.

5. Installations de Maintenance

D'une maniare generale les installations de maintenance sontpauvrement 6quip$es. Dans 1'interieur du pays la plupart des machineset equipements d'atelier sont hors d'usage et les batliments en trasmauvais etat (installation ilictrique, etc.). La situation de l'ateliercentral est meilleure au point de vue batiment, mais la plupart desmachines sont anciennes et plusieurs d'entre elles devront etreremplacees ou reparees (banc d'injection, rectifieuse de vilebrequins,banc d'essais moteurs, etc.) Certains amsnagements mineurs doiventegalement e^tre apportis aux bt iments.

- 61 -

Annex 3-4Page 4

6. Le Personnel

D'une maniare genErale la productivite du personnel eat trisfaible. Ceci provient moins de ses capacitis techniques que de sonmanque de motivation, de son attitude et de l'absence quasi totale desupervision, surtout a l'intErieur du pays. Cotte situation out dueessentiellement au trhs faible niveau de r6munEration du personnel quipour les plus defavorises, ne permet pas de faire vivre une famille et al'irregularit6 du paiement des salaires (retards pouvant atteindreplusieurs mois). I1 en resulte que le personnel cherche I augmenter searevenus en faisant des travaux parall4les parfois ueme A l'intlrieur desinstallations et avec l'outillage du SMTP, et quo les responsables ontune attitude qui conduit a considerer les absences et larcins comme des"avantages" destines a compenser le faible niveau des rEmunErations.(par ex: la revente de deux litres d'essence par jour permet de doublerun salaire de chauffeur; la revente d'un demarreur de camion equivaut Adeux mois de salair^).

L'Assistance Technique

L'assistance technique mise en place au SMTP au cours duTroisieme Projet Routier se composait d'une equipe de 4 personnes enposition de "conseillers" techniques occupant ie positions suivantes:

- conseiller aupras du Directeur Technique (chef de mission);- conseiller aupres du responsable "magasins -

approvisionnements";- conseiller aupres du chef de section moteur-machines outils;- conseiller aupras du Chef de section "Reparation engins

lourds".

Ce dernier poste de conseiller a ete supprlme de l'equipe aucours du Quatriame Projet Routier. Compte tenu de l'organisationactuelle de la maintenance a la DNTP, I'activltE de cette assistancetechnique est essentiellement concentree a Bamako.

B. LES CARENCES PRINCIPALES

1. Le Syst4me

En rEalite, le r6le du SMTP se limite aux prestationssuivantes:

- fournir les pieces de rechange aux utilisateurs de matErielset le personnel mecanicien aux services centraux;

- effectuer les reparations majeures et lea rEvisions gEnerales.

Le SMTP a virtuellement perdu son rBle de controleur del'utilisation et de la maintenance du materiel pour lea raisonssuivantes: les inspecteurs techniques regionaux qui reprEsentent enprincipe le SMTP au niveau de l'utilisateur, dependent en realitE desDirecteurs regionaux des TP pour les questions aduinistratives et

- 62 -

Annex 3-4Page 5

materielles (notamment le logement, telephone, etc.). De ce fait, ilsont ete absorbes par les Directions Regionales et agissent bien pluscomme agents de ces directions que comme representants ou contr^oleurs duSMTP. En realite, les utilisateurs exploitent et entretiennent lemateriel i leur guise et parfois a des fins privies, sans interventionnotable des Inspecteurs. Ce phenomnae est encore agrave par le fait que(a) vu les distances et l'eloignement de certaines regions, lescommunications sont souvent tres difficiles et tres lentes; (b) faute devehicules, de carburants et d'indemnites de deplacement suffisantes leaagents de la Direction Technique du SMIP ne se deplacent pas hors deBAMAKO et laissent les inspecteurs techniques, sans supervision, sanssoutien et livres a eux memes; et (c) les inspecteurs restent troplongtemps affectes a un meme poste.

2. Approvisionnement

Les principales carences ou lacunes du systemed'approvisionnement en piaces de rechange sont externes au SMTP etproviennent essentiellement de:

- la longueur de la procedure administrative de passation descommandes ou des march&s;

- du manque de moyens de paiement pour honorer les factures desfouruisseurs de pieces ou de services, en temps opportun;

- des deficiences de certains fournisseurs locaux.

Les carences internes au SMTP peuvent se rsuinmer comme suit:

- absence de controle sur les magasins exterieurs a BAMAKO;- ignorance des consommations locales reelles, des ressources

disponibles en magasins regionaux ainsi que des stocks morts;- mauvaise identificatton des piaces a commander et mauvaises

previsions de conso nations;- difficulte de constituer des stocks faute de moyens

financiers;- lenteurs d'approvisionnement des utilisateuTs par le magasin

central, dues aux difficultes de transport et communication.

I1 faut cependant ajouter a ces contraintes le "delaitechnique" pour importer une piace qui varie de 10 jours a 3,5 mois horsdedouanement suivant le mode d'acheminement (air ou mer).

3. Le Personnel

Outre le manque de motivation et l'attitude mentale dupersonnel tacitement acceptees par les responsables, il existe deslacunes au niveau de l'expertise et de la qualification du personnel.Cet aspect des choses est traite dans l'annexe relative ci 1a formationdu personnel.

- 63 -

Annex 3-4Page 6

4. L'Assistance Technique

L'assistance technique au SNCP mise en place au cours du 4emeprojet routier s'est averee relativement inefficace pour les raisonssuivantes.

- elle etait placee en position de "conseiller" sans autoritesur le personnel et sans responsabilite sur la fonctionnementdes services;

- elle etait concentree a BAMAKO et virtuellement limi tee auxservices centraux du SMTP;

- certaines membres de l1'quipe avaient une qualification ou uneadaptation insuffisante aux conditions locales;

- le choix des firmes selectionnees est probablement inadequatpour ce type d'assistance technique;

- enfin le manque de pieces de rechange n'a pas permis al'assistance technique, surtout au debut du projet, d'avoirl'impact attendu en tenmes de volume de mat&riel repare.

C. LES REMEDES PROPOSES

Pour remedier aux principales carences, il est propose dans lecadre du present projet routier de prendre les mesures suivantes:

(i) mise en place un systeme d'incitants susceptible d'ameliorerla motivation et l'attitude inentale du personnel. Lepersonnel d'assistance technique sera associe a l'&valuationdes merites du personnel local. La mise en place de primes dedeplacement raisonnables devraient en outre inciter ladirection technique de SNTP et le personnel de supervision ase deplacer regulierement a l'interieur du pays;

(ii) mise en place un programme d'assistance technique de 140 h-mavec 5 agents expatries places a des positions cles dans lahierarchie du SN1P et dotes d'une autorite reelle. I1 fautnoter qu'un accent particulier est mis sur le controle et lasupervision des centres regionaux de maintenance, puisque lechef de mission sera responsable de la division technique etqu'un expert sera charge de missions de supervision dansl'interieur du pays, ainsi que de la formation d'equipesitinerante de maintenance. Cette assistance technique serafournie par une firme ayant une activite effective etpermanente dans l'execution, l'organisation et les methodes demaintenance et de reparation du materiel d- genie civil et/oude transport;

(iii) execution par le representant local de Caterpillar desreparations majeures et des revisions du materiel Caterpillarqu'il represente . Cette mesure dechargera l'atelier deBamako de 60% environ de la flotte des engins de terrassement,il pourra ainsi mieux se consacrer au materiel d'autres

- 64 -

Annex 3-4Page 7

marques et aux camions, tandis que la revision de la totalitede la flotte Caterpillar s'effectuera dans un dtlai de 18 moisenviron;

(iv) recours probable aux services d'une centrale d'achats avecmise en place d'un fond de roulement permettant d'eliminer lamajeure partie des contraintes et procedures actuelles depassation des marches et de dtdouanement;

(v) rehabilitation/amelioration des installations et desequipements de l'atelier central de Bamako et des centres demaintenance repartis dans le pays.

II est estime que l'ensemble de ces mesures devrait permettrede retablir vers le milieu du projet une disponibilite de l'ordre de 65%du materiel exploitable.

WAPT1December 1984

MALI

FIFTH HIGHWAY PROJECT

Table 1: OVERHAUL AND RENEWAL OF ROAD EQUIPMENT

Detailed Cost Table

---a-- It - Unit Cst a Including Cent I .0 - -. . ..-.*--Cw r.................................. .ent. for. Gross _ smlr

Unit 19s1 IIiS too? loss loss laBel (Cliii 1961 1915 t2e1 III. 12HI Total Rate tacki lag Rate kcAccu

I.INV[IUTNEI costs

N lEW 1am0 EOUIIENT.. ................

3114- Eredgi unit - 1 - - 1 7 U4,121.510 * ,ee7 - -1.007 40 Ci o I%3140- Pneimtic-tirgd CWctor unit - 3 * * 3 23. 11.146 154 - 154 0 I 0 ICEI LI3245- Chip Spreader attactms unit J 3 - - 3 1.849.340 - It - 1 1? 0 I O fCEt3250- Comrste eilser unit - 13 - 3 2. g53 - 84 - - t4 I 0 ICEI I326@- Veler pmp unit - I ' '133.15' 35 °5 a I a lci3261- Cemepr a unit - 3 - - 3 1.133.75 -. 12 12 0 I a EcUi3300:- Li.t I veimle unit - I - I 6,3151. lS 1 4 1 4 O I 0 EICt330- S tlon agon 4 x 4 unit - 4 - 4 8,020.ll -la - - 12 0 I 0 ICti3310- Picki p truck ti 4 unit I * . I 1,12.43 -3i - 11 0 I 0 ICEI3320-1.S el tools unit - 4 - 4 1, 5I131 1 , - to o0 0 ler3330- lRad signs IwoP sun - I 1155.313 i 2 23 0 I a ICEi

Sub-Total lEii 14O EQEIPENI 1.442 42- - 1.S. INITIAl S1TOC of FliS

3404- Spare Parts 10 off U 144 1 - - 44 * o a IUI

Smb-lotel INIIIAt STOCK OF PAlRS 144 . 44C. OWEIIIUL Of EIISTIIC EQUIIEUT

..............................

350- Catorpillar lum P su . I 0.1 0.7 02 I 659. 44.33611 2I1 1,40 40 - 2 124 0. I 0.7 0. 13 00513504- Other Rak* -proprietary porets Imp own - 0.3 0.3 0.2 0.1 I 20U.414.10 -112 1I4 III 64 ss 0.1I 0.3a 0.2 00P23104-OtherlNalus -ncn propietary patrs lump sun - 0.2 0.3 0.3 0.2 I 2041 14.U O lOt 164 tII 121 156 0.1 0.J 0.2 0161

Sub-total OVEIHAUt or EXISTIIG EQUIEINT 216 1.661 *21 313 191 3.248

Tatal IMVESTNENT COSTS 216 3.248 121 353 M9 4,83315ilelgl IIIYE5~~~~~~~~~~~~~~~~~~~~~~111EII3o7 3332, .i33 3332 322 331382 " OQ

Total25 2,243 321 313 ,5 I,II ,4.83 p t o

. ....... I................................................ ............... ..........................---..--------............. -- ---.-........ -...................................... 3 X'pril 3, 1II 11:21

I

MALI

FIFTH HIGHWAY PROJECT

Table 2: OVERHAUL AND RENEWAL OF ROAD EQUIPMENT

Detailed Cost Table

Ereabta of ltotls mncl. CentUisC I004l

Base tests t~otals Including Contrigsuocfss Totals Including Canttneeicles .................(CFA NIil1 (CF Nllle) Piss IGO) Local

----- ---- ---- -------------- . ............ ......... .... ... ........ ........ ....... l. tilesuiesItis1s siiusu6 ea 11557usIUus1isa ii Tot l liii 15 liii 114 lt" O total fer. (Eck. taissi tase Totalso:-Its: s22t sass. gu.s lssmam Bass2 222232 B332 Isi2 222e 222222 2382 222212 1.222 22s2 2222 122222 222231222 122222 ,2222.2,2 222222

I. INVISTREIT costs

A. NEW 6050 E@iJIPfNt

3120- guader - 4S3 - 452 - 414 - - 414 -1.00 "I- 1.007 1.600 - - 1.07 2140- Ineusatic-tlred Cooacter 6 S - - L - 16 - 6 - 154 - - - 154 114 -134

3249- Chip Spreader aittacvwt I 5 I -a 12 -1 I I! - I3250- Cenreleusluer - 38 38 41 - 41 - 4 - 4 54 1 4326@- Kster pip - 1 16-1I is Ss - 3 31 3532115- Coreasor - S a S - I -- I 12 1- itII3300- Lfht vehicle - I - I I 14 - -' 14 14 - 4J335- Stationasgon 4sx4 - 32 - 2 35 -- 35 12 -it- 1 12 - 2331O- PIct-tiptruck 4 a4 a a - 4 II - I IT - - II332@-lSetef.tools - - - 5 - - - S - Id, le 1 10 . to3320- lisd signs 1 S - Is 13 - - - 13 - is to - 2 26 is 2

Sib-total NEW ROAD EQUJIPMENT- 641 645 lo10 lo - 1? - 1. 442 - - - 1. 442 1.442- 1.442B. INITIAL STOCK Of PARIS

3400- Spare Parts (10U of Al - 65 - - S - i - 11 - 144 -144 144 144

Sib-Tetal INITIAl STOCK Of PARIS 6 5 - - - 65 it1 - 11 - 144 - - - 144 144 -- 144C. OVEIMAUL Of SlIStIlO COU11IlISN

3500- Caterpillar II 515 181 - . L9 tO? £10 244 - -1,041 215 1.408 41£ - 2. 124 1.611 171 276 2.1243500- Other flakes - proprietary parts - £2 £2 £2 I1 301 - 14 50 6? 21 312 - 15 164 17? 64 51£ 444 - III $553100-Other flakes -ron proprietary parts - 41 62 a2 dl 2,1 so 50 41 8162 215 - VO 154 If? Ill 563 455 - 114 561

Sib-Total OVEMNAUI, OF EXItIING IIJIP1INT ii Sf1 313 124 53 1.212 lOT £14 404 173 63 1. 512 21£ 1. 661 625 352 III 3.246 2.1510 if? SOt 3.241

Total INVCStN(Nt COSTS IS 1.3,3 313 124 62 1.36 lOT 1 1. 511 464 113 32 2. 3K 21£ 3.246 625 353 III 4.115 4. 157 III 501 4.6835 i 2222 22332. 2222 2222 2222 222222 2222 222222 2222 2222 2222 221222 1221 222222 2222 2222 2222 222222 2.22222222 222222 2223222.. Sf0822 itg

Total 15 13.9J J32 134 O2 1.111 tO? 1.511 404 113 1i 2363 211 3.34 8625 3152 III 4.835 4.151Y III SO1 4,5315 * l2222222 22222 2222s 2 22 222222*sog 2222 3282222 2222 2222 2222 222222 2222 222222 2223 2222 2222 222222212 2221221 222 f

Aprtl 3. lii, of: 21

MALI

FIFTH IIIGHWAY PROJECT

Table 3: OVERHAUL AND RENEWAL OF ROAD EQUIPMENT

Detailed Cost Table

Eupeoitures by Finlancierslust 000l

Totals Including Cantinga nscle----------------------------------lull 000I INTEEATIONAL IIEVELOPNENT ASSOCIATION GOVEMMNTIN OP NALI

119859lo5 lilT liii liii Total 1955 1985 11i? 1918 IBID Total 1935 193 167 1968 t 1989 Total333asjz _ Ism saga l 3fl2 nn f 22 3333S333 3:33 2333 met. 2332 232323 3222 .. 22 San. S2a3 22*3 22*23

I. INVESTMENT COSTS

A. MEN ROAD EQUIPMENTI

3120- Gradar 1.00? 1.00? - 1.007 1.00?- - - - - _3140- Pnataatlc-tired Cwpactar - 154 - -154 - 154 - - - 154--- - - - -

320-Chip Spreader attaciwunt - 12 - - - 12 - 12 12- - -35-Concrete mimer - 84 - - - 84 - 34 - 4-

325@-Naterpiap - ~~~ ~~~~~ ~~~~~~35 - 5 - 35 - - - 35-32AS- Cwpresscr- 12 -12- I - 2 - - - 12-3300- Light vehicle - 14 - - - 14 - 14 - - - 14.3l0S- Station wagon 4m -472 - - 2 72 - - - 72-3310 -upcktruckh4ux4 - IT - - I - 1I - I-33 20

Set a.tools 10 - - - 10 - to - - - 1-3330- Roadasigns 25 26 - 2 25-26

Sub-lolel HEWN MAD EQUIPMENT -1.442 - - - 1.442 - 1.442 - - -1.442--

B. INITIAL STOCK OF PARIS

3400- Spare Parts 1101 of A) 144 - - - 144 - 144 - - - 144--

Sth-lotal INITIAL STOCK OF PARTS - 144 - - - 144 - 144 - - - 144-C. OVERHAUL OF EXISTING EQUIPMENT

3500- Caterpillar 21£ 1.408 491 2. 124 18I 1. 22S 423 - -1.14£ 23 183 55 -2-1l

3600- Other Makes - proprietary parts - 152 114 III 54 555 - I2l 131 141 5I 444 - 30 23 35 1I IllIIi.3700-Other Makes -non proprietary parts - lO 164 III 127 569 - A£ 131 141 102 455 - 20 33 35 25 114 i

5th-Total OVERHAUL OF EXISTING EQUIPMENT 218 1.111 825 353 ill 3.248 III 1.428 695 233 152 2.74? 2I 224 130 T1 36 501

total INVESTMENT COSTS 21£ 3.248 825 312 191 4.835 589 3.014 695 283 153 4,334 26 224 1SO 71 33 501

lotal 211; 3.24£; £25;a; 32;; I 4.93 139; 3.;0*142 *695 "2683 61563 4.3*3'4 *2£ 234, -13,0 "I 7143£12 101iOI

April 3. 1985 17:30

- 68 -

Annex 3-4Page 11Attachment 2

MALI

FIFTH HIGHWAY PROJECT

Termes de Reference pour l'Utilisation d'une Centrale

d'Achat pour les Besoins en Pieces D&tachees

1. Objectifs

La mission du Service Materiel des T.P. (SMTP) est d'assurerla revision et la grosse reparation du materiel de genie civil utilisepour les services d'entretien des routes de la Direction Nationale desT.P. (DNTP). Le SMTP est en outre charge d'assurer l'approvisionnementen pieces de rechange de ses propres ateliers situes A Bamako, ainsi quedes services utilisateurs qui disposent d'un certain nombre de centresde maintenance repartis sur l'ensemble du territoire malien.

Le SHTP utilise presentement plusieurs sourcesd'approvisionnement dont les principales sont:

- achat sur place pour les pieces disponibles en stock chezcertains representants locaux,

- piaces importees par lea representants locaux des marques,- importation directes de piaces commarzdes a l'6tranger,- utilisation sporadique d'intermiediaires locaux dont les

services d'approvisionnement sont variables et parfoisuncertaines.

L'experience a montre que cette facon de faire conduitgen6ralement a des ruptures de stock et & des delais ou des coutsd'approvisionnement relativement eleves. Cette situation decouleessentiellement des raisons suivantes:

- delais administratifs tras longs entre la manifestation d'unbesoin en pieces de rechange et la notification des commandesaux fournisseurs,

- msnque de moyens financiers,- lacunes dans l'identification des besoins et danm l'tablisse-

ment de previsions de consommation A moyen ou long terme,- delais importants dans les operations de dedouanement.

Pour tenter de reduire ces inconvenients, le SMTP souhaite -dans le cadre du Cinquieme Projet Routier de la Banque Mondiale - menerdeux actions paralla'es:

(1) Mettre en place dans ses propres services un syst&me dere.approvisionnement previsionnel susceptible d'assurer pourcertaines categories de pieces une alimentation continue et

- 69 -Annex 3-4Page 12Attachment 2

systematique des services utilisateurs. Cette action seraitmenee avec l'aide d'un consultant specialise.

(2) Recourir aux services d'une centrale d'achat pour1'approvisionnement de toutes les pieces a importer de1'etranger.

Les presents termes de references concernent exclusivementl'utilisation d'une centrale d'achat dont les services seralent louespour la duree du cinquieme projet. A titre indicatif, le budget enpiaces de rechange du SMTP pour la duree du projet a ete estimi a3 milliards de francs CFA.

2. Principes d'utilisation de la Centrale d'Achat

Apres appel a la concurrence, le SMTP selectionera unecentrale dlachat et passera avec elle un contrat cadre a duriedeterminee. Les termes de ce contrat devraient permettre au SITPdteviter a l'avenir la procedure administrative d'approbation desmarches pour chacune des commandes qui serait notifiee a la centraled'achat.

La centrale d'achat assurera elle-meume la reception des piecesditachees et la verification des factures et le paiement desfournisseurs, la centrale d'achat ouvrira un compte bancaire producteurd'interets exclusivement reserve a cet usage, qui servira de fonds deroulement et sera approvisionne par DNIP de la maniare suivante:

Ci) en debut de projet, par une avance d'un montant equivalent a 4mois de besoins du SMTP;

(ii) en cours de projet, mensuellement sur la base d'etats desd6penses effectuees au cours du mois considere. Ce comptesera revise annuellement ("Audit") asinsi que 1'ensemble desdepenses du present contrat, par ia firme d'experts comptableschargee de la revision des comptes du projet. Ce compte nesera pas utilise pour payer les honoraires de la centraled'achat.

Certains gros paiements (commandes importantes de plecesdetachees ou eventuellement materiel, outillage, etc.) pourront ne pastransiter par ce compte mais etre directement effectues par la DNTP.

3. Procedures d'Achat

3.1 Programation des achats

En debut de projet et ensuite annuellement, la Centraledt'Achat examinera les besoins du SMIP en piaces detachees et etabliraavec ce service (et l'assistance technique aupres du SHTP) un programmeprevisionnel d'achat de pices detachees decompose selon les categoriessuivantes:

- 70 -Annex 3-4Page 13Attachment 2

(a) pieces d'usure et autres elements pour lesquels il existeplus d'un fabricant et fournisseur

(b) pieces d'origine pour lesquels il n'existe qu'un seulfabricant et fournisseur. 1/

3.2 Procedure de passation des marches et cou-andes

Toutes les procedures de passation des marches et les achatsse feront en conformite avec les "Directives concernant la Passation desMarches Financ4s par les Pr^ets de la Banque Mondiale et les Credits del'IDA", (Aout 1984).

1) Pour les pieces de la categorie (a) qui peuvent ̂etre, a cestage du programme, definies avec suffisamment de prevision et qulpeuvent ̂etre groupies en (i) lots de valeur superieure a $500,000, lacentrale d'achat preparera les dossiers d'appel d'offres internationalcorrespondants, lancera la consultation, recevra les offres, soumettrason evaluation des offres a la DNTP et a la Banque Mondiale et apresapprobation passera les commandes en fonction des besoins du SMTP;(ii) pour les lots de valeur comprise entre $50,000 et $500,000, lacentrale d'achat preparera une liste de fournisseurs qualifies et leadossiers d'appel d'offre restreint correspondants et suivra uneprocedure semblable a (i) ci-dessus.

2) Pour les autres pieces de la categorie (a), la centraled' achat consultera les fournisseurs potentiels qualifies, evaluera etchoisira la meilleure offre et passera la commande en fonction desbesoins du SMTP. La procedure de consultation-evaluation pourra etreevitee si la centrale d'achat possede suffisament d"el-ments recentsd'information provenant soit d'une consultation precedente soit de sescontacts professionnels en dehors du present contrat, pour connattreA priori les meilleures conditions d'achat (prix, fournisseur, delais).Toutes les piAces justifiant ces choix doivent ̂etre gardes pendant lap6riode d'execution du present contrat et verifies l ors de l'audit.

3) Pour les piaces de la categorie (b), la centrale d'achatpassera la commande au fournisseur unique en fonction des besoins duSMTP.

3.3 Services a fournir par la centrale d'achat

Au long de la procedure de programmation et de passation descommandes, la centrale d'achat fournira les services suivants:

- analyse des demandes d'achat du SMTP et verification desreferences et specifications.

- consultations et/ou reduction des dossiers d'appel d'offre envue d'obtenir le meilleur rapport qualite/prix.

1/ Les pieces d'origine qui peuvent etre fournies par plus d'unfournisseur ou representant de la marque ne rentrent pas dans cettecategorie.

- 71 -Annex 3-4Page 14Attachment 2

- selection des fournisseurs ou recommandations eventuelles surle choix du fournisseur.

- redaction et notification des marches ou commandes.etablissement des documents commerciaux, administratifs oufinanciers necessaires au bon deroulement des marches.

- suivi du bon deroulement des marches, controle des delaisd'expedition, relance aupras des fournisseurs; eventuellementreception en usine et/ou controle des emballages.

- information du SMTP concernant l'etat d'avancement des marches(date de reception, date, mode et references d'exp6dition),envoi des documents d'expedition.

- suivi des litiges et cortentieux eventuels.- paiement des avances, acomptes et factures fournisseurs.- controle eventuel des operations d'expedition et

d'acheminement.

La centrale d'achat remettra son offre de service enenvisageant deux variantes possibles. La premiare variante sera etabliedans le cas out le materiel sera expedie CIF Bamako ou frontieremalienne, les operations de dedouanement etant a charge du SMTP. Ladeuxiame variante sera etablie dans le cas out le materiel sera livredldouane 8 Bamako; les operations de dedouanement etant assurees par lacentrale d'achat ou son representant dument mandate a Bamako. Dans lecas de la variante II, le repr6sentant de la centrale d'achat a Bamakoserait considere comme le correspondant du SMTP et serait charge enautres choses d'assurer, le raglement des litiges pour fournituresnon-conformes et les relations avec les transitaires et les assurances.

4. Rapports et etats mensuels

La centrale d'achat fournira mensuellement avec un decalagemaximum d'un mois lee rapports et etats suivants:

(a) situation du compte provisionne aupres de la centrale d'achatet des autres depenses du contrat avec:

- decompte et justification des paiements aux fournisseurs(avances, accomptes, factures soldees, etc.)

- decompte des sommes percues par la centrale d'achat enremuneration de ses prestations

- inter^ets bancaires eventuels.

(b) Situation des demandes d'achat du SMTP en mentionnant auminimum les elements suivants: demande de prix, commandeferme, prevision de livraison ex-usine, ou previsiond'embarquement, date d'embarquement, references des documentset du moyen d'expedition, date d'arrivee prevue a Dakar,Abidjan (bateau) ou Bamako (avion).

(c) Un rapport succint rendant compte des retards de fournitureset de leur raison, des anomalies eventuellement rencontrees

- 72 -

Annex 3-4Page 15Attachment 2

dans lee demandes d'achat du SMTP, des changements eventuelsde references, constructeur, etc.

Renseignments et Instructions Complementaires

I. PRESENTATION DE L'OFFRE

L'offre sera presentee en langue francaise et comprendra deuxparties distinctes qui seront expediees dans deux enveloppes separees.

1.1 La partie technique de l'offre comprendra:

- les ref6rences de la firme dans le domaine d'activitesconcerne; ainsi que toute documentation permettant d'apprecierl'exp$rience professionnelle de la centrale d'achat,

- des suggestions et/ou commentaires eventuels concernant lecontenu des termes de references,

- un expose detaille des differentes sources que la firme peutoffrir au SKTP,

- un expose sur l'approche que la firme compte utiliser pourmener A bien sa mission. Ceci comprendra essentiellement (a)la definition du contenu et du deroulement des differentesoperations I executer dans le processus d'approvisionnement duSMTP, depuis la reception d'une demande d'achat jusqu'a lalivraison du materiel a Bamako, (b) la definition desattributions et responsabilites respectives de la centraled'achat et du SMTP dans le deroulement de ce processusd'approvisionnement, (c) un projet de contrat sans quotationchiffr6e qui servira de taxe a l'Elaboration du contrat finald passer avec la firme dont la proposition aura ete retenue.

- pour la variante II un expose detaille des prestations quiseront effectuees au Mali par la centrale d'achat ou unrepresentant,

- un releve des moyens logistiques et du personnel permanentdont la Centrale d'achat dispose dans son pays d'origine ainsiqu'un releve des moyens qui seraient mis en place a Bamako aucas oui la variante II serait reteaue par le S1rTP.

1.2 La partie financiere de l'offre comprendra:

Le montant des remunerations . percevoir par la centraled'achat en fonction des differentes prestations ou combinaisons deprestations qui seraient assurees.

Pour les prestations courantes et systgmatiques, ces montantsseront exprimes en pourcentage des commandes qui seront pass6es par leSMIT. La d6gressivite eventuelle des taux en fonction de la valeur descommandes sera clairement exprimee. Pour les autre types de prestationsles remurefrations payables a la centrale d'achat seront de preferenceexprmfimes sur base forfaitaire. Les couts supplementaires inherents ala variante II seront mis en evidence de maniere a pouvoir apprecierl'iimpact supplhmsntaire de ces prestations sur le cout de la fonctionapprovisionnement du SMTP.

- 73 - Annex 3-4Page 16Attachment 2

2. VALIDITE DE L'OPFRE:

La validite de l'offre presentee par le consultant sera auminimum 20 jours a partir de la date de la remise d'offre.

3. PREPARATION DE L'OFFRE

Au cours de la preparation de l'offre, il eat sugg6re que leconsultant effectue une visite au Mali afin de rencontrer les principauxresponsables du SMTP et de se familiariser avec les conditions localesde vie et de travail.

Les frais directs ou indirects de preparation de l'offre neseront pas pris en charge par le SMTP.

4. OUVERTURE DES PLIS, EVALUATION DES OFFEUS

L'ouverture des plis et l'evaluation des offres s'effectueronten quatre etapes:

(a) ouverture en seance publique des offres techniques uniquement,(b) evaluation a la DNTP des offres techniques selon les critares

suivants:

(1) r6ferences et experience de la firme dans ledomaine considere 10 points

(2) experience de la firme dans les pays en voiede developpement 10 points

(3) qualite et importance du personnel et desmoyens logistiques disponibles au siege 20 points

(4) qualite de l'offre pour la variante considerfeen termes d'adequation de l'approche et demethodes propos6es aux besoins specifiques duSMTP 20 points

Sous-total 60 points

(c) Ouverture en seance publique des offres financiares correspondantaux offres techniques jugEes acceptables.

(d) Evaluation finale par DNTP en ajoutant A l'evaluation techniquele critare suivant:

(5) Prix: L'integralite des points sera accorde a 40 pointsla proposition d'un montant P la moins disantejugge acceptable. Les autres offres d'unmontant Pi seront affectees d'un nombre depoints i calculi sur la base suivant:

i - 40P/PiTOTAL 100 points

WAPT1October 1984

- 74 -ANDM 3-4Page 17Attachment 3

MALI

FIFTH HIGHWAY PROJECT

Mission d'Expertise et d'Assistance Technlque

Auprgs du Service du Mat6riel des Travaux Publics

Termes de Reffrence

1. Objectifs

Dans le cadre du CinquiAme Projet RoutiSr de la BanqueMondiale au Mali, il a ete pr&vu d'exCcuter en r6gie par la DirectionNationale des Travaux Publics (DNTP) des travaux d'entretisn at derehabilitation des routes du reseeu prioritaire.

Le uat6riel utilis sera soit le materiel existant, r6vimG etremis en Etat en ce qui concerne lea lel&ents ayant Une vie rEisduellsimportante et qui peuvent etre Economiquesent ripares soit du mat6rielneuf en renouvellement ou complement du matEriel existant.

Les remises en Itat et reparations de matEriel Caterpillar(60S de la flotte) seront effectuies par le reprisentant localCaterpillar sous le controle du Service du MatEriel des Travaux Publics(SMTP). Le SMTP exicutera le rests des resises en etat et grossesrEparations alnsi que l'approvisionnement en piaces de rechauge dumateriel de gEnie civil et de terrassement utilis par lee services desa DNTP.

Les opirattions de maintenance prEventive et systimatique sontsuppoees ^etre exlcuties par le personnel des subdivisions des TP quidisposent pour ces tiches d'un certain nombre d'installations repartiesdans le pays. Les opErations de maintenance preventives sont enprincipe supervisE.s par U8 Inspecteur Technique dEpendant du Sifi etdEleguE par ce dernier dane les differents centres de maintenance.

Pour diverses raisons 1/ - qu'il appartiendra au Consultantd'identifier et d'&valuer - la disponibiliti du matEriel de gEnle civilet de terrassement est insuffisante et entrave sErisusement le bondEroulement des travaux.

Pour ameliorer cette disponibilitf et pour rdduirs les delas.d'achate, de payements et de financemnt, accrottre 1'efficaciti du SKTPet accilErer et riduire le coGt de l'entretien du materiel, la DUTP sepropose de reorganiser 1' entretien du materiel come suit:

(a) Une Regie d'avance rigullrement r6approvisionie seramise en place au SMTP pour le financement esclusif despiaces ditachies qul seront fournies par une centrale

1/ A titre indicatif on peut citer:- retards dans is disponibiliti des places ditachies- age mayen important de la flotte- cloisonnement excessif entre services et unitEs- personnel quelquefols sous-qualifii et peu motivE matfriellement- abus

- 75 -ANM 3-4Page 18Attachment 3

(a) Una R6gie d'avance rlguliErement r6approvislorase Parauise en place au SMIP pour le flnancement exc ualf desplaces dttach6es qul seront fournies par une centraled'achat I l'exception des plices urgentes disponiblsi 6diatement aur place.

(b) Las ateliers du SMTP et de certainas r6gions serontre6quip6s an outillage et iquipement fixe.

(c) Dana 1 cadre du pr6sent contrat, une assistancetechnique qui sera fournie par une firm. exparimnntedans le domains dte I'ntretien m6canique d'engins deg6nie civil rlvisera la structure, lea a6thodes at outilsde gastion pour l'entretien du matGriel at assister. ieSHTP dans la mise en vigueur des aa6liorations agrl&e atl'exzcution du projet.

2. Programs d'Intervention ot Composition de 1'Equlpe du Consultant

L'intervention du Consultant pour amllorer le fonctionemaetdes activit6s de maintenance du matfiriel, as dEroulera en deux phasesdistinctes, qui devront u'enchalner sans qu'll y ait de discontinuit6notable entre celles-cl. La premlAre phase de prise do connaisance etd'1laboratlon d'un plan d'action durera environ trois aols. La deuzlcmephase d'implantation s'6fandra our une p6riode d'environ trols as.Chaque expert du consultant formera iquipe avec un booologue qualifi6Mallen. Chaque tandem expert-homologue occupera un poate doresponsabilitc d6flnl dan. l'org nlgrau_ et sera responsable du travaileffectul dans son unit&. Cependant dans le tandem hoaologue-expertsevnt l'bomologue =allen aul occupera la position hi6rarchique que lulattribue l'organigrine, lVexpert na pouvant en aucun cas occuper cotteposition. Des relations haramonieuses et une rEelle collaboration serontrecherchbes afin quo l'expert puise r6*1iser sa t2che en s'appuyant ourles pouvoirs de son hoaologue mallen. En particulier, le tandem soracharge de repartir les primes de rendenent et frala de dEplac_ment qulseront payle au personnel mallen dans le cadre du present contrat.

Afin d'^tre a mmse d'accoaplir toutes cea ttcbes, le consul-tant proposera A l'administration, au fur et A aesure que le bosolm *'enfera sentir, toutes leas sesures indispensables y compris les decisionsconcernant le personnel et la gestion quotidlenne que devrait prendrel'Administration en vue de lever leas obstacles rencontres au bonfonctionnement et 1 l'efficacitE du SKTP en g6nEral at des unites omparticuler.

En principe, leas experts et leurs bomologues, qui pendant laprediere phase auront elaborE le prograime de aesures a prendre pouranEliorer le fonctionnement de 1'ensemble des activites de uaintenancedu matEriel, devront faire partle du personnel qui sera charge de lasupervision et/ou de la mise en application de ces mesures au cours dela deuxiame phase du projet.

I east estlu en pred 6re approxisatiou que l'Elaboration duplan d'action et sa mise en application nEcEssitera le concours d'unsupport en assistance technique de ltordre de 120 homesa-mois a rEpartirsur une periode d'environ trois ans. Ce personnel d'aaaistancetechnique devrait comprendre:

- 76 -ANNEX 3-4Page 19Attachment 3

-un A.T., chef de la mission d'assistance technique, chargede la supervision et de la gestion d'ensemble de la mission etd'assister la Division Technique du SMTP dans la mise en place desimethodes de travail et de gestion au niveau des differents centres demaintenance. Cet A.T. assistera egalement la Division chargee desapprovisionnements (duree estimee 30 h-m).

--un A.T. charge d'assister la Division Atelier dans le cadrede la coordination et de la programmation, l'ensemble des activites del'Atelier Central de Bamsko (duree estimee 30h-m).

-un A.T. Mecanicien charge d'assister les equipes mecaniquesdans les activites pratiques conformement aux programmes etablis,Moteurs, Transmissions, Machines - Outils a l'Atelier Central de Bamako(duree estimeie 30 h-m).

-un A.T. Electrom6canicien charge d'assister la DivisionAtelier dans le cadre de la formation des equipes itinerantes dedepannage-montage. Cette fouction est itinerante a concurrence de 50%du temps de travail (duree estimee 30 h-m).

A l'issue de la phase I, il appartiendra au Consultant defaire des recommandations quant a l'allocation definitive du nombred'hommes-oois a fournir pour ces diffferentes fonctions et de proposerd'eventuels amenagements dans la definition des missions devolues al'assistance technique.

Au cours de leur mission, les experts assureront la formationde leurs homologues Maliens en les associant aux differents aspects deleur fonctions.

3. Taches a Executer par le Consultant

3.1 Phase 1

Au cours de cette Phase le Consultant:

--prendra connaissance du fonctionnement actuel de SMTP et deses relations fonctionnelles avec les services utilisateurs de materiel.

-identifiera les principaux problemes rencontres par le SMTPdans l'accomplissement de sa mission d'entretien du materiel.

--definira les mesures a prendre pour ameliorer lefonctionnement du SMTP et l'entretien du materiel au niveau des servicesutilisateurs, de maniare a obtenir une amelioration substantielle dutaux de disponibilite des equipments de la DNTP.

Daus sa mission, le consultant examinera principalement lespoints suivants:

--structure et organisation-- methodes de travail-- charge de travail des differents centres de maintenance-moyens humains et materiels a mettre en place-- approvisionnement en piaces de recharge

- 77 -ANNEX 3-4Page 20AttachrAent 3

(A) Structure et Organisation

Le Consultant dtfinira les modifications / ameliorationseventuelles a apporter:

-aux structures des services centraux du SMTP--a la definition des responsabilites respectives du SMTP et

des services utilisateurs dans le domaine de l'entretien du materiel-aux relations fonctionelles ainsi qu'aux filiares de

communications et de contr8ole entre les services centraux du SMTP, lesservices regionaux d'entretien et les utilisateurs. Plusparticuliarement, il definera:

(i) les grandes lignes des documents a etablir ou ameliorer envue de permettre l'etablissement d'un systame de controleet de gestion centralise de materiel;

(ii) les responsabilit6s et les limites d'intervention desdifferents centres de maintenance (atelier central,r-gions, subdivisions, etc.);

(iii) le role d'eventuelles unites itinerantes de maintenance,depannage et formation.

Le cas echeant, il recommendera le relevement ou la diminutiondes limites d'intervention de certains centres de maintenance comptetenu de:

-leurs moyens actuels ou futurs-leur eloignement-- des difficultes de transport et/ou comrunIcation-- des possibilites d'intervention des e.uipes itinerantes de

maintenance.

(B) Nethodes de Travail

Le consultant definera les modifications-ameliorationseventuelles a apporter a la periodicite et au contenu de differentsechelons de maintenance ainsi qu'aux methodes de travail a mettre enoeuvre pour l'entretien, la reparation et le depannage du materiel.

A cet effet, il definira pour chaque niveau de maintenance laqiv.lification du personnel, les outillages et les grandes lignes desdocuments n6cessaires a l'amelioration des methodes de travail (check-lists, manuels, etc.).

Dans toute la mesure du possible, ces documents seront etablissur base de documents existants au SMTP ou dans d'autres organisationssimilaires, en les adaptant aux nouvelles conditions de travail duprojet et aux contraintes locales.

(C) Charge de Travail

Compte tenu de la politique d'entretien du materiel et desmethodes de travail difinies precedemment le consultant evaluera la

- 78 -

ANNEX 3-4Page 21Attachment 3

charge de travail previsible de chaque centre de maintenance pendant laduree du 5eme projet.

Pour les travaux periodiques de maintenance preventive, cetteevaluation sera faite en collaboration avec les utilisateurs sur base del'affection geographique et du taux d'utilisation probable du materiel.

Pour les interventions majeures (revisions generales etgrosses reparations) le consultant fera la mise a jour de l'inventairequantitatif et qualitatif du materiel et etablira un devis et un delaiestimatif de reparation (precision 202 sur devis).

Le consultant evaluera ensuite la charge de travail desdiverses sections des ateliers centraux de Bamako qui seraient chargesde ces interventions majeures, et etablira un calendrier-programmed' intervention.

Cette evaluation tiendra compte de la possibilitE de soustraiter certaines interventions dans le secteur prive, dont lesressources et les capabilites seront evaluees parallelement.

Cette evaluation de la charge de travail permettra de definirpour chaque centre de maintenance.

--le nombre de postes de travail-la quantite et la qualification du personnel-les outillages et equipements fixes, nEcessaires a la realisationdes objectifs vises.

(D) Moyens Humains et Materiels

En collaboration avec CPTP, le consultant procedera al'inventaire et l'evaluation quantitative (fonction, age, formation,qualification, etc.) du personnel en poste aux ateliers centraux et dansles differents centres de maintenance.

Parallalment il procEdera I l'inventaire et l'evaluationqualitative des moyens techniques et materiels existant dans ces centres(locaux, outillages, equipements fixes, adduction d'eau, installationelectrique, etc.)

Ceci permettra d'ajuster les effectifs et la qualification dupersonnel, a la charge probable de travail en re_ourrant soit:

-& un eventuel prograume dtajustement des effectifs--a une programme de formation de la main d'oeuvre existante. Le

consultant definira egalemeut les ameliorations/modifications a apporteraux installations existantes, a leur outillage et leur equipeuent.

Il etablira le couit et le delai de r ealisation estimes de cestravaux et amelioration ainsi qu'un ordre de priorite pour leurrealisation. I1 definira en outre les travaux pouvant ̂tre confiEs auxentreprises.

(E) Approvisionnement en pieces de rechange

Des progras sensibles ont ete realisEs ces dernieres annEes dans lagestion du magasin central de Bamako. Des amEliorations importantesrestent cependant a realiser en particulier dams les domaines suivants:

- 79 - AM -ANNEX 3-4Page 22Attachment 3

-gestion des magasins regionaux-etablissement des prevision de consommation et des stocks

minimums au niveau du magasin central et des magasins regionaux-apurement des stocks morts-enregistrement des consommations, quelque soit le mode

d'approvisionnement ou le systeme d'achat utilise-reduction des ruptures de stock

Durant cette phase, le consultant definira les diversesameliorations i apporter dans ces differents domaines et etablira lecalendrier programme des actions 3 mener.

I1 evaluera egalement l'impact financier des actions qu'ilpreconise, et plus particulierement le niveau des immobilisations enmagasin, par rapport du taux de rupture de stock admissible.

3.2 En fin de Phase I, le resultat des investigations et lesrecommendations etablies par les experts et leurs homologues serontexaminees par la DNTP et discutees.Ces discussions deboucheront sur:

--La selection des actions a mener et des objectifs a atteindreparmi ceux qui auront e't proposes.

--L'etablissement d'un calendrier detaille et realiste des actionsmener compte-tenu des diverses contraintes et limitations existantes

ou previsibles.-- La definition des taches et attributions specifiques de

l'assistance technique dans le cadre de ce plan d'action.

Un document final sera etabli, qui servira de programme detravail pour la Phase II. Ce document explicitera les buts et resultatsi atteindre ainsi que les delais dans lesquels ces resultats devront-=tre atteiuts.

3.3 Phase II

Les activites de la phase II consisteront essentiellement amettre en place et a executer les mesures definies conjointement a lafin de la phase I. Ces activites porteront essentiellement sur lespoints suivants:

(A) Structures et Organisation

-- mise en place des eventuelles modifications dans la structure etl'organisation du SMTP et des services regionaux de maintenance.

--amelioration des filieres de communication et de controle par lamise en oeuvre de moyens materiels et des supports adequats.

-- etablissement des documents-supports permettant la collecte desinformations au niveau des differents centres de maintenance.

--etablissement des couts, des statistiques et des indicateurs deperformance 5 tirer des informations transmises.

--wise en application du systeme d'incitations 8 la productivite.

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ANNEX 3-4Page 23Attachment 3

-Formation au niveau du SNTP, des regions at des subdivisions, dupersonnel charge de mettre en place et d'appliquer les mesures definiesau programme de travail.

-Suivi et verificatiou periodique sur site de la comprehension etde l'application correcte de ces mesures.

-- D6pistage des carences et des retards.-Redaction des rapports periodiques.

(B) Methodes de Travail:

-Etablissement des documents-supports necessaires a l'applicationet au controle des programmes de maintenance preventive aussi qu'a lamise en place de methodes de travail amiliorfes.

-Formation sur site du personnel charge des operations d'entretiende reparation et de depannage.

Suivi et contr^ole sur site de la compr6hension et de l'applicationcorrecte des mesures preconisees.

-- Contr'ole et suivi du planning de reparation du zat6riel.-Supervision de l'expertise du materiel avant reparation.-Suivi et controle de la bonne execution des travaux lors de

revisions ou de reparations majeures.-- Mise en place et suivi des equipes itinerantes de depannage et

d'entretien.

(C) Moyens Bumains et Materiels:

-- Selection en collaboration avec le CPTP du personnel a former auCFTP de Bamako.

-Reaffectation du personnel en fonction des besoins.-Le cas echeant, selection du personnel a embaucher en vue de

pourvoir les postes Eventuellement vacants (en collaboration avec leCPTP).

-Participation a l' evaluation du personnel en vue de l'attributionde primes de productivite ou autres avantages analogues.

-- Controle et reparation des equipements des installations fixes(outillages, groupes electrogenes, compresseurs, machines outil, postesa souder, etc.)

-- Selection/acquisition des outillages 't equipements a installerdans les differents centres de maintenance.

-SuIvi et contr^ole de l'installation des nouveaux equipements.-Etude succincte, suivi et controle des modifications-ameliora-

tions a apporter aux installations existantes.

(D) Approvisionnement en Pieces de Rechange

-Relations avec la Centrale d'acbat et les fournisseurs locaux.-Supervision des appels d'offres et des commandes en pieces de

rechange; assistance a la redaction de specifications techniques.-Suivi de l'approvisiounement correct des utilisateurs en pieces

de rechange.-Mise en place d'un syst-me d'app-ovisionnement periodique des

magasins regionaux.

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ANNEX 3-4Page 24Attachment 3

-- Mise en place d'un systeme de reapprovisionnement systimatiquepour les consommations previsibles; etablissement de stocks-minima;tenue a jour de la documentation (catalogues et references).

--Remise en ordre des magasins regionaux, apurements des stocksmorts.

--Suivi et controle periodique des inventaires magasins.--Formation du personnel charge de la gestion des magasins.--Creation des documents-supports necessaires a la realisation des

objectifs mentiones ci-dessus.

4. Rapports:

Un rapport provisoire sera soumis a la DNTP au plus tard dixsemaines apras le debut de la phase I. Copie de ce rapport sera envoyea la Banque Mondiale. Le rapport final sera presente deux semainesapras la fin des discussions concernant les actions a mener au cours dela phase II. Ce rapport final servira de programe de travail pour laphase II.

Durant la phase II, le consultant presentera trimestriellementun rapport d'activite qui fera le point sur l'etat d'avancement duprogramme d'actions a mener et sur les difficultes rencontrees.

A l'issue de sa mission, le Consultant remettra un rapportfinal decrivant l'evolution du SNTP et analysant lee progres realisesdans la gestion et l'efficacite de cet organisme, au cours de la missiondu Consultant.

Durant le deroulement du projet, les divers rapports et ftatsmensuels qui seraient necessaires au bon fontionnement du SMTP serontrediges sous la supervision des experts qui formeront et assisteroutleurs homologues dans ce domaine.

Ces rapports et etats mensuels dont le contenu detaille seradefini au cours de la phase I contiendront au min:mum:

--les resultats statistiques et indicateurs de performancepermettant une appreciation rapide de 1'efficacite du 5MTP et desservices utilisateurs tels que: taux de disponibilite des engins,kilometrage parcourus, heures d'utilisation, consommation specifique,etc.

--Un releve des avaries et des causes d'immobilisation prolongfedes engins.

--Un releve des principales carences en approvisionnement.--Un releve des principales difficultes rencontrees ou des

principales lacunes constatees par le Consultant dans la mise enapplication du plan d'actions.

-- Les donnees comptables necessaires a lVappr6ciation rapide descouts d'utilisation et de reparation du materiel.

A l'issue de sa mission, le Consultant remettra un rapportfinal decrivant l'evolution du SMTP et analysant lea progres re.alisesdans la gestion et l'efficacite de cet organisme, au cours de la missiondu Consultant.

- 82 -ANNEX 3-4Page 25Attachment 3

Durant le dtroulement du projet, lea divers rapports et etatsmensuels qui seraient necessaires au bon fonctionnement du SNIP serontrediges sous la supervision des experts qui formeront et assisterontleurs homologues dans ce domaine.

Ces rapports et etats mensuels dont le contenu detaille seradefini au cours de la phase I contiendront au minimum :

-- les resultats statistiques et indicateurs de performancepermettant une appreciation rapide de 1'efficacite du SMTP etdes services utilisateurs tels que : taux de disponibilite desengins, kilomfitrage parcourus, heures d'utilisation,consommation specifique, etc...

- Un rUlev6 des avaries et des causes d'immobilisation prolongaedes engins.

- Un releve des principales carences en approvisionnement.- Un releve des principales difficultes rencontrees ou des

principales lacunes constatees par le Consultant dans la miseen application du plan d'actions.

-- Les donnees comptables necessaires a l'appreciation rapide desCo'ts d'utilisation et de reparation du materiel.

RENSEIGNEMENTS ET INSTRUCTIONS AUX SOUMISSIONNAIRES

1. Qualifications des Soumissionnaires

Les firmes admises a soumissionner ou dans le cas degroupement de firmes, la firme pilote, doivent avoir une experienceiuportante et une activite effective et permanente dans 1'execution,l'organisation et les methodes de maintenance et de reparation dumateriel de genie civil et/ou de tranport.

2. Pr&sentation de l'Offre

L'offre sera presentee en langue francaise et comprendra deuxparties distinctes qui seront expediees dans deux enveloppes separeescomportant l'une la partie technique et l'autre la partie financiere.

a) La Partie Technique de l'Offre Comprendra :

(i) Les references du Consultant dans le domaine d'activitesconcerne, ainsi que toute documentation permettantd'apprecier 1'experience professionnelle du Consultant,

(ii) les suggestions et/ou commeutaires eventuels duConsultant concernant le contenu des termes dereferences,

(iii) un expose sur le plan de travail et la methodologie quele Consultant compte utiliser pour mener a bien samission, un organigrame fonctionnel de l'equiped'experts proposes par le Consultant, ainsi que la listeet la consistance des outils et moyens de gestion qu'iladaptera et mettra a la disposition du SMTP,

(iv) les curriculum-vitae des experts qui seront charges des

- 83 -ANNEX 3-4Page 26Attacbment 3

prestations,(v) un releve des moyens logistiques que le Consultant estime

necessaires a la realisation de sa mission.

b) La partie Financi&re de l'Offre Comprendra .

(i) les taux par homme-mois pour chacune des categories depersonnel proposees par le Consultant (maximum troiscategories). Les taux annonces comprendront :

les traitements; conges, jours feries et indemnitespour conges de maladie; les assuramnces, pensions deretraite et autres charges sociales; les indemnitesd'affectation a l'etranger, y compris les indemnit6set frais de deplacement a l'int6rieur du pays; lesfrais geunraux A l'Equipe du Projet, les depenses dusiage, les frais de voyage, etc.

(ii) Les postes de depenses remboursables au titre dupersonnel, notamuent les frais de voyage internationalpour l'employe et sa famille lors de l'affectation, de lacessartion des fonctions et des conges, y compris lesexcedents de bagages et autres indemnites; les frais delogement, de deplacement local, de subsistance et autresd6penses analogues pendant le sejour au Mali. Laproposition precisera le montant de chaque posteremboursable ainsi que la base de calcul retenu;

(iii) Le cout du materiel, des services du siage ou dessous-traitants juges indispensables pour l'execution dela mission du Consultant y compris le couft d'impressiondes manuels, directives, formulaires et autres outils degestion destines au SMTP.

(iv) Le cout de stages de formation complementaire pour lepersonnel du SMPT au siege de la firme.

3. Monnaie, Variation des Prix :

Les couts seront exprines en Francs CFA pour la part locale etdans la devise correspondante pour la part en devise. Les prix serontrevisables annuellement suivant une formule a proposer par le consultantdans son off-re. Cette formule comportera une marge de neutralisation deIOZ et utilisera des indices en relation avec l'evolution des coatscorrespondants dans la ou les monnaies utilisees.

4. Validit6 de l'Offre:

La validite de l'offre presentee par le consultant sera dequatre mois A partir de la date d'ouverture des plis. Sauf cas de forcemajeure, aucun remplacement, ne sera accepte pour Les experts proposes.

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ANNEX 3-4Page 27Attachment 3

pour autant que le contrat entre en vigueur avant la fin de la periodede validite de l'offre.

5. Preparation de l'Offre

Au cours de la preparation de l'offre, il est suggere que leconsultant effectue une visite au Mali afin de rencontrer les principauxresponsables de la DNTP et du SMTP et de se familiariser qvec lesconditions locales de vie et de travail.

6. Ouverture des plis, Evaluation des Offres

L'ouverture des plis et l'evaluation des offres s'effectueronten quatre etapes.

a) Ouverture en seance publique des offres techniquesuniguement.

b) Evaluation 5 la DNTP des of fres techniques selon lescritares suivants :

Ci) Experience de la firme dans l'executionde la maintenance et de la reparation demateriel de geine civil et / ou detransport 15 points

(ii) Experience de la firme dans les pays envoie de developpement 5 points

(iii) Qualite de l'offre en termes d'adequationdu plan de travail et de la methodologieproposee aux termes de reference,

- de qualite et consistance des outils degestion propos6s et d'homogeneite del'equipe d'experts 10 points

(iv) Qualitg et experience du personnel.(Treize points seront attribuables auchef de mission, et 8 points 3 chacun desautres experts). 45 points

Sous total 75 points

c) Ouverture en seance publique des offres financierescorrespondant aux offres techniques jugees acceptables

d) Evalua.ion finale par DNTP en ajoutant a l'evaluationtechnique le critere suivant :

(v) Prix : L'integralite des points seraaccordle A la proposition d'un montant

- 85 -ANNEX 3-4Page 28Attachment 3

P la moins disante jugEe acceptable. 25 pointsLes autres offres d'un montant Pi seroutaffectees d'un nombre de points i calculisur la base suivante:

i - 25 P/Pi

TOTAL 100 points

7. Paiement

Il est propose de remunerer les services du consultant de laimaniere suivante :

- Paiement de 15% A la mise en vigueur du contrat- Palement du solde par mensualite en fonction de l'execution des

prestations.

WAPT1April 1985

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Annex 3-5Page 1

Kai

FIFTH HIGHWAY PROJECT

Termes de REffrence pour l'Assistance Technique A l'ONT

I. Introduction

1. L'Office National des Transports (ONT) eat us organise publicdu Mali sous l'autorite du Ministre charg6 des transports. Cetorganisme a pour mission:

- de pronouvoir et d'adapter le d&veloppement du secteur destransports aux objectife de production (mission de planifica-tion);

- d'assurer le bon fonctionnement de ce secteur par la gestiondes transports;

- d'&tablir les projets de textes r6glementant lea activit6s detransports de surface.

2. Les textes organiques de l'Office National pr&voient comestructure:

- une division etudes et planification. Cette division en plusdes 6tudes d'ordre gen6ral et tarifaires, 6lbore les projetsde texte rEglementant lee activitEs de transport at procbte &la planification danu le secteur des transports;

- une division controle technique et circulction routiere. IIconvient de preciser qu'avec l'adoption du code maritime duHali, cette division aura un role de suivi de l'ar_meentualien;

- des representations regionales;- des representations dans les ports. II convient de noter que

celles-ci sont chargees de la gestion des installationsportuaires mises a leur disposition par le Mali et d'organiserl'evacuation des marchandises maliennes en transitconformEment aux directives et programmes arretEs par l'ONT;

- un service comptable;- ume division administrative et financiare;- un service de l' inspection des transports;- un service des hydrocarbures chargE, en rapport avec lea

services techniques compEtents de l'organisation et del'approvisionnesent du pays en hydrocarbures.

3. La division etudes et planification est chargE. de:

- centraliser les prEvisions dEmographiques, de production et deconsomuation, en vue d'Etablir leo prEvisions des bosoins detransport;

- suivre l'Evolution des parcs: routier, ferroviaire, fluvial,maritime et aErien;

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Annex 3-5Page 2

- rassembler et enregistrer les statistiques diversesint6ressant le secteur des tranoports;

- suivre le d6veloppement de l'infrastructure de transport envue d'assurer un d6veloppement harmonieux du r6seau detransport;

- suivre les services techniques charg s des travauxd'entretien, des voles routilres et fluviales, l'&laborationdes programmes d'entretien;

- d6terminer en liaison avec lea services intEresses lea normsde securitg et lee conditions d'assurance;

- editer le rapport annuel statistique des transports.

4. La division contrBle technique et circulation routiare estchargee de:

- d6livrer lea permis de conduire, les cartes grises, lesautorisations de transport;

- assurer le contr6le technique des vehicules;- percevoir lea taxes liles aux activites citCes ci-dessus;- traiter les dossiers relatifo aux accidents de la circulation

routifre.

5. Lea representations regionales sont chargEs. de:

- centraliser lea offres et lea demandes de transport deuarchandises solides et liquides;

- effectuer la rEpartition des demandes de transport entre leomodes et entre les transporteuro d'un mane mode (apairage);

- _tablir lea autorisations opEciales de transport, lea bons dechargement et lea billets de sortie;

- Etablir le journal des chargeuents, le rapport *emeueldtactivite6, lea cartes de transport;

- percevoir lea taxes d'affRetement;- assurer lee missions de la division contrele technique dans

lea rEgions.

6. Actions ddjk uenEes: Dane le cadre des actions qui concernentprincipalement ie projet ((i) Etablir lea programes de transport; (ii)arrSeter une coordination eutre lee diffErents nodes de transport; et(iii) fournir en permanence tous renseignesents permettant aux usagersde connaltre 1'Evolution du marche du transport et toutes dozinEsnEcessaires a l'orientation de leur politique d'approvisionnement et dedistribution) l'ONT a exEcutE ou fait rEaliser les Etudes suivantes:

- l'etude sur les transports routiers de marchandises;- l'etude du IIa plan de transport du Mali;- l'Etude sur la Taxe a l'Essieu;- l'Etude de la mise en place d'une cellule de collecte et de

traitement de donness en matitre de transport. Une desrEalisations de cette cellule est l'institution d'un documentstatistique intitulE "DoninEss actuelles sur les transports au

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Annex 3-5Page 3

Mall". Elle a rEalis6 la premiere *nquete fluviale du Mali,un plan d'archivage et un plan de documentation i l'OfficeNational des Transports.

II. ObJectifs

7. Dans le cadre du Cinquiaue Projet Routier, le Gouvernement adeuand6 a l'IDk d'assister l'ONT dans lea taches suivantes:

(a) flaboration chaque annfe d'un programse tri-annuel desinvestissements de transport. Ces programme comporteronttons lee investisaments de l'Etat dans le secteur destransports d'un montant sup$rieur a 400 millions de FrancsCFA, seront pr&parEs en utilisant des critares Iconomiques,affecteront les ressources en priorite a la maintenance derainvestisseuents existants, et tiendront compte de la capacitEd'endettement de l'Etat; et

(b) elaboration d'un plan d'ections pour aulliorer l'efficecitf del'industrie des transports routiers.

8. Dana ce cadre. l'ONT souhaite faire appel a lasselstancetechnique d'une firme de consultants dont l'intervention east d6fini. parlea presents termes de rEffrence. Cette firm assistera Egalement l'ONTdaus la dEfinition, lachat et la uise en place d'un syst4ueinformatique appropriE. Pour cela, elle agira en tant que centraled'achat du materiel et logiciel luforuatique et *ara reuboursee ourpikces justificatives.

II. Taches A exEcuter par le consultant

9. Le consultant assistera l'ONT dans l'execution des tichessuivantes:

- amelioration des o£thodes de travail et collecte des dounEesEconoziques et de transports necessaires;

- traitement statitique de ces donness et de leur Evolution.analyse de leurs consEquences Economiques dans le secteur etpublication d'un rapport annuel A ce sujet;

- receneeent et collecte des conclusions des Eitudes defactibilitE, en cours on recentes, dan le secteur;

- Elaboration de perspectives de dEveloppement daen le secteurdes transports dans lea quinze prochaines annes;

- etude de la priorite relative des dEpenes d'entretien etd' Investissement pour chaque mode;

- coordination at smivi des etudes et analyses de la rEpartitioninter.odale optimum des transports;

- elaboration chaque annEe d'un programe pluriannueld'inveatisseents dans le secteur de transports, classes salonleur prioritE economique relative ainsi que via l via desdepenses d'entretien, prograsmes qul tiemnent compte de lscapacitE financilre de 1'Ztat ou des organismes concerniEs;

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Annex 3-5Page 4

- revision des charges supportees par lea usagers desinfrastructures de transport et proposition d'actions pourfairs correspondre ces charges aux coGts r6els d'entretien atd'investissements;

- gtude et mise en oeuvre d'un programme d'action pour au6liorerl'&fficacitE et la rendement des transports routiers at lasecurite des usagers de la route;

- r&vision p6riodique des tarifa de transport pour s'assurerqu'ils reflatent la r6alit6 6conouique;

- aise en oeuvre d'un programme de rEvision des capaciteseffectives des ensembles tracteurs-semi remorques pours'assurer qu'ils ne depassent pas lea limites lEgales descharges a l'essieu, ainsi que de controle effectif de ceocharges A l'essieu.

10. Le consultant assistera egalement l'ONT dans l'informatisationde ce service et A ce titre effectuera les taches suivantes:

- examen critique des taches ou donnees qu'il eat souhaitable defaire executer ou g6rer par ordliateur notamment:

- fichier de3 cartes grises des vEhicules- fichier des persis et autorisation de conduire

fichier des cartes de transport- fichier des lettres de voiture- traitement statistique des dounees relevant du secteur des

transports routier, ferroviaire, aErien, fluvial et maritlce- resultats d'enquetes origine - destination ou de comptages

routiers- donnEes concernant l'Etude, is realisation ou l'entretien

d'infrastructures existantes ou a creer. en liaison avec lesservices techniques concernes;

- comparaison des avantages, InconvEnients et couts de plusleuraoptions d'informatisation (materiels et logiciels);

- prEparation des listen restreintes de fournisseurs et desdossiers de consultation correspondants;

- consultation des fournisseur , analyse des offres, *signaturedes contrats de fourniture et reception des uateriels etlogiciels;

- elaboration de logiciels complemntaires necessaires etformation sur le tas et au siage du consultant du personnel.

IV. Programme et Intervention

11. Le consultant travaillera en etroite collaboration avec lescadres de l'Office National des Transports et ceux d'organimss'interessant au secteur des transports. Le consultant Elaborers,adaptera et fournira A l'ONT lea mEthodes do travail, logicielsinfor-atiques et autres outils d'Etude ou de gestion dont l'ONT a bosoindans l'execution des t&ches dEcrites en III. Il mettra a la dispositionde l'ONT des experts pour des sejours de durEe variable. Les expertssEjournant plus de trois nois feront Equipe avec un homologue qualifie

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Annex 3-5Page 5

malien. Chaque equipe expert-homologue occupera un poste deresponsabllite defini dans l'organigranme de l'ONT et sera responsabledu travail effectue dans son unite. En particulier elle sera charge derepartir les primes de rendement et controlera les frais de dtplacementqui seront payes au personnel mslien dans le cadre du present contrat.Le consultant formera sur le tas des cadres qui seront mis a sadisposition en vue d'assurer la relave. Le consultant proposera al'agrement prealable de l'Administration et de 1'IDA tout changementdans la composition de l'quipe chargee de l'execution du projet.

12. II est estime que le consultant devra fouruir un total de 60hommes-mois (h-m) d'assistance technique repartis come suit:

(1) experts qui effectueront pour 1'essentiel des sejours longs auMali et accessoirement des prestation au siege du consultant:

- un economiste de transports, chef de projet (30 h-m) quiexecutera ou fera executer les etudes economiques et deplanification;

- un expert informaticien (12 h-n) qui elaborera ou adapteraet mettra en oeuvre les logiciels;

(2) experts de courte duree selon un programme d'intervention adafinir annuellement (18 h-m):

- specialiste de l'industrie des transports routiers- statisticien- autres specialistes.

V. Conduite du Projet

13. Les rapports: Le consultant etablira;

(a) un rapport initial. Ce rapport presentera le programe destravaux, la methodologie retenue, les decisions eventuelles aprendre concernant l'orientation generale du projet;

(b) des rapports periodiques dTavancement. Ces rapports serontsoumis tous les trois (3) mois apres la soumission du rapportinitial. Ils feront le point de ltexecution des travauxeffectues pendant la periode couverte, les difficultesrencontrees, l'etat des paiements, une re,capitulation desdecisions importantes intervenues, etc.;

(c) un rapport final. le consultant etablira un rapport finalfalsant le point de l'execution de ce projet du debut jusqu'ala fin.

14. Dilais d'execution: Le consultant conmencera les travaux auplus tard trente (30) jours aprps la signature du contrat. La durietotale d'execution est fixee a 42 mois. Le consultant livrera learapports definis au point V aux dates ci-dessous indiquees:

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Annex 3-5Page 6

(a) date d'entree en vigueur du contrat N(b) comencement des travaux M + 1 mois(c) rapport initial M + 31uois(d) rapport final x + 41 mois

15. Apport de l'administration: L'administration iettra a1 ladisposition du consultant tous renseignements et etudes disponiblesnecessaires a la bonne execution des travaux. Le consultant prendraconnaissance des documents et instruments de travail ci-dessous:

- 1'e6tude sur les transports routiers de marcbandises- les rapports Stablis dans le cadre du contrat d'assistancetechnique a l'ONT que ie gouwernement du Mali a conclu avec lasociete SORCA-EMB

- le plan de transport du Mali 1980-1994- le rapport sur l'entretien routier 1975 (BCEON)- l'6tude sur l'application de la taxe 1 l'essieu, 1982 (BCEOO)- donnEes actuelles sur les transports en RUpublique du Mali 1982CBCEOM)

- documents du projet MLI/020 relatifs a l'informatisaton desdirections natio^2les de la douane, des affaires economiques etdu CMCE

- documents de travail de l'ONT (permis de conduire, cartes grises,cartes de transport, autorisations speciales de transport, lettrede voiture, documents comptables, etc.)

L'adudnistration mettra a le disposition du consultant lealocaux meubles necessaires et &juipfls de tUlephone.

WAPT1April 1985

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Annes 3-6Page 1

MALI

CINQUIEME PROJET ROUTIER

Assistance Technique a la DirectionNationale des Travaux Publics

TEEMS DE REFERENCE

1. Dans le cadre de 1 'exfcution du cinquieme projet routier, laDirection Nationale des Travaux Publics (DNTP) fait appel A deux (2)ingenieurs routiers consultants pour assister deux divisions centralesde la DNTP: la Division des Etude GEnerales et des Programmes (DEGP) etla Division des Etudes Techniques et des Travaux (DETT).

I. DIVISION DES ETUDES GENERALES ET DES PROGRAMMES (DEGP)

2. Le consultant sera un ing&nieur routier ayant au moius 12 ansd'expperience en particulier danas ladministration de reseaus routiers,la prograiation, la gestion financiere et le controle des op$rations et1'fivaluation technique et economique des projets de transport. Une partsubstantielle de cette experience devra concerner l'Afrique.

3. Le consultant travaillera en etroite collaboration avec lechef de la D.E.G.P. Ils formeront une equipe homologue-consuitant.

4. Cette equipe sera chargee en particulier des taches suivantes:

- coordination entre lea divers services de la DNTP.- preparation et suivi des programes annuels et trimestrielsd'entretien courant;

- suivi du rendement des unites d'entretien des routes en regie;- formation sur les tas des responsables de lentretien routier et

participation aux activites de formation du Centre dePerfectionnement des Travaux Publics (C.P.T.P.)

- coordination du programe d'entretien, de remise eu etat et derenouvellesent du materiel avec celui des travaux;

- initiation d'actions pour I'aselioration de 1'efficacite desoperations d'entretien routier;

- collecte de donnees techniques et economique pour 1' tablissementd'etudes de factibilite de projets routiers;

- examen critique des etudes de factibilite de projet routiers etetablissement de priorites economiques pour les investissementset llentretien des routes;

- etablisseuent des demandes de decaaissements;- suivi des engagements et depenses des diffErentes ca:egories du

cinquiame projet routier et de la situation des comptes IDA/SUISSE/FAD tant au Mali qu'au niveau de la Banque Mondiale;

- participation active a l'informatisation du service;

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Annex 3-6Page 2

5. Afin d'etre 1 mieme d'accomplir toutes ces tiches le consultantproposera par ecrit a la DNTP toutes lea mesures indispensables en vued'obtenir en temps voulu toutes les informations necessaires de la partde chaque service dependant de la DNTP. }1 mettra au point tn systemede relance destinzi a eviter les retards et/ou irregularit6s dans latransmission des documents, rapports ou informations. Afin d'atteindreces objectifs. il formera specialement le personnel de la D.E.G.P quicollaborera a ses actions et il assumera la cogestion avec le chef de laDEGP des incitants qui seront mis a leur disposition dans le cadre duprojet.

6. Le consultant participera etroitement a la redaction durapport periodf.que d'avancement du cinquieme Projet Routier, dans lequelil decrira en particulier ses activites principales. II redigera unrapport a l'occasion de chaque tournee. II redigera egalement unrapport final sur ses activites, trois mois avant la fin de son mandat.

7. La duree de 1'intervention du consultant est de quarante deuxmois se situant entre le 117/1985 et le 3111211988.

II. DIVISION DES ETUDES TECHNIQUES ET DES TRAVAUX (D.E.T.T.)

8. Le Consultant sera un Ingenieur routier ayant au moins 12 ansd'experience en particulier dans la mise en oeuvre et le coutole detravaux d'entretien et de construction de routes, les etudes routiareset les techniques et reglementation routiere.

9. Le Consultant travaillera en etroite collaboration avec lechef de la D.E.T.T. Ils formeront une equipe homologue - consultant.

30. Cette equipe sera chargee en particulier des tiches suivantes:

- etudes dont la DETT est chargee, projets d'exfcution, etudes deprix, cahier de charge type etc....)

- initiation et preparation des marches de fourniture et detravaux, suivi de la procedure d'appel d'offres et d'approbationet suivi de leur execution;

- rassemblement et diffusion des normes et documents techniquesconcernant les travaux routier au Mali et suivi de leur mise envigueur;

- controle des travaux en regie et controle et surveillance destravaux a l'entreprise du cinquiime projet routier et des autrestravaux qui relavent de la DNTP;

- mise en place d'un systime, de methodes, d'hommes, capablesd'amneliorer et ecourter les circuits et delais de passation desmarches;

- participation active a l'informatisation du service.

11. Afin d'etre a meme d'accomplir toutes ces taches, leconsultant proposera par ecrit a la DETT toutes les mesuresindispensables en vue d'obtenir en temps voulu toutes lea informationsnecessaires de la part des services interesses. II mettra au point un

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Annex 3-6Page 3

systeme de relance destine a eviter les retards et/ou irregularites dansla transmission des documents. rapports ou inforuations. Af ind'atteindre ces objectifs, il formera sp-cialement le personnel de iaDETT qui collaborera A see actions et il assumera la cogestion avec lechef de la DETT des incitants qui seront mis a leur disposition dans lecadre du projet.

12. Le Cousultant redigera un rapport I l'occasion de chaquetournee. I1 participera I la r6daction du rapport periodiqued'avaucement du cinquiame Projet Routier dans lequel il d&erira enparticulier ses activitEs principales. I1 redigera egalement un rapportfinal sur ses activit6s, 3 mois avant la fin de son *andat.

13. La duree de l'intervention du consultant eat de quarante deuxmois se situant entre le 1/7/1985 et le 31/12/1988.

WAPTIApril 1985

MALIfIFTH HIGHAY PROJECT

Table 1 R AEORGANIZAT ION AND TECHNICAL ASSISTANCEDetailed Cost ITble

ParametersTotals Includirn Contirgencies ............................

Owntity lost Goal Phy.------------------------ Unit Coat ----------------------------------- Cont. for. gross Swuary

Unit oSs1 IMS to? 1to" 1919 Total ICTAFI 1iSi 19S6 1987 1968 1969 total Rate Esch. Ta. Rate Account

1. INVESTRENT COSTS

A. ONT

1. 4110- Technical Assistance sn-wmnth 4 20 16 16 - 50 4.s52.74s 41 220 214 231 - 706 0 0.91 0.05 015102. 4120- CrutIng/Study EquIpment lImp swn I - - - - I 8I.421.555 231 - - 231 0.25 1 0 ICEJ3. 4130 - Light Vehicles unit 2 - - - - 2 6.357.105 27 - - - - 27 0 1 0 ICE44. 4140 - Sparo Parts 110!1 - 3 - - 3 0 1 0 ICE4s. 4150 - Incfntives per year 0.5 I I - 3.5 7,950,000 S is Is 21 - 65 0 0 0 NFA

Sub-Total ONT 310 236 233 251 - 1,0328. DECP

t. 4210- Technical Assistance mn-month 4 10 tO 10 - 34 4.952.749 41 ilo 119 128 - 398 0 0.91 0.05 01652. 4220- Couting/Study equtint l.m sm - I - - - I 19.302.483 - 47 - - - 47 0. I I 0 ICEI3. 4230 - Incentivos per year 0.5 I 1 1 - 3.5 3,279.640 3 7 8 6 27 0 0 0 NFA3

Sib-Total DEGP 45 165 127 137 - 4713C. DEII

1. 4310- technical Assistance mn-month 4 10 10 to - 34 4,952.749 41 110 119 126 - 398 0 0.91 0.05 011 t2. 4320 - Incentives por year 0.5 I I I - 3.5 44.515.400 47 39 1o7 ItS - 358 0 0 0 NUSI

Sub-Total KIT es 209 226 244 - 1670. SNIP

1. 4410- Technical Assistance n-month 12 44 44 40 140 4.607.208 I1 451 461 417 1.529 0 0.91 0.05 DIAl2. 4420- Procu nt Agent fee - --- 20 U 35 92 27 330 0 0.91 0.05 oTHS3. tools-Tooling

.............

440- for lahko wrkshops lup sU1 -- 236 - - - 235 0. 1 I 0 ICE24440- for egional workshops lup - - -- - - 1 127 0. I I 0 ICE2

Sub-Total tools-Tooling - 235 127 - - 3644. 4450 - Incentives per year 0.5 I I I - 3.5 1i.519.S60 13 41 45 43 - 154 0 0 0 NFA3

Sub-Total SHIP 115 all ;53 624 27 2.376C. STUDIES

1. 4510- Short-term Specialists n-month 10 10 10 - 30 5.183. 109 - IIS 124 134 374 0 0.91 0.01 OIAU2. 412- LIght vehicles unit I I 5157, I I * . 105 13 13 0 I 0 ICE43. 4520 - Spare Parts (l101 - I I 0 I 0 ICE4

Sut-Total SIUDIES IS 115 124 134 - 388 qF. AUDIT

1. 4510- Setting-op occouns wn-month 1.5 - - - - 1.5 5,759,010 to - - - - is 0 0.91 0.05 01411 A2. 4620- Annual audit mon-month - 1.5 .S 1.5 - 4.5 5.759.010 19 21 22 62 0 0.91 0*.0 OTAII ts

.... ...... ...... ...... .......... Sub-Total AUOIT is 12 21 22 - SO

.... ...... ...... ...... .... ........................ ..Total INWESIHNEI COSTS 631 1.563 1.482 1, 412 27 5, 115

Total III 1;113 1.462 1.412 27 5. II

4pril 3. 1361 17:26

KALIFIFtH HIGHMA NROJECI

i.bie 2 : REQACANIZAT ION A1O TECtlICiL *SSiST*1CEDetailed Cost Table

Breakdomn of totals Incl. Canitfuss I 000I

ease Costs Totals Including ContIngencIes totals Including Continrgencis .................ICFAF Hillioni ICFAF Nillion)us 1US$000 Local

llas li65 1967 1356 1963 total 1235 1286 1267 1268 1363 Total 1955 108l 1367 1268 1992 total for-. Exch. taxes) Taxes Total

I.INVESTHENT COSTS

A. OUT

I. 4110- Technical Assistance 20 29 69 62 - 22? 20 10£ 0" 113 - 146 41 220 214 231 - 705 64S 26 35 7062. 4120- Compeuting/Study Equ1pnnt £6 - - - - 68 113 - - - 113 231 - - - 231 211 - 2 I13. 4130 - Light Vehicles 13 - - - 13 13 - - - - 13 2?7 - - If 27 - -

4. 414@ - $paroPartstl@1I1 I - - - I I - 1 3 - - - 3 3 - 35. 4150- incentives 4 6 a a - 26 4 9 3 10 - 32 a la 19 2 1 go6 - 66 - 66

5'.b-foata OUT 126 107 97 97 - 427 152 III 114 123 - 1061 310 236 233 251 -1.032 205 92 35 1. 032I. 060

I. 4210- Technical Assistance 20 50 50 50 - 168 20 54 56 63 195 41 110 IIII 121 336 314 is 20 3982. 4220- CoutIngjSts-dy equipat - to - - Is - 23 - - - 23 47 - - 47 47 473. 4230 - Incoot i.s- 2 3 3 3 - 11 2 4 4 4 - 13 3 7 I I a 27 - 21 27

….. . . . . . . . - - - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .St-Totel KWP 21 72 53 53 1 II 22 St 62 6?1 232 41 165 127 131 - 413 411 42 20 413C. 0(11

I. 4310- TechnIcal Assistance 20 so so s0 116111 20 54 se 13 III 41 110 119 128 - 328 314 1s 20 3962. 4320 - Incentives 22 4514545 15II 23 41525?St 110 47 31 107 115 - 356 - 3168 318

Sub-Total KIT 42 34 14 24 - 325 43 103 III llg - 375 68 201 226 244 - 767 364 363 20 117 %S. SlIT,

1. 4410- Technical Assistance SS 203 203 164 - 64S 57 221 236 234 -- 749 IIF 451 486 477 - 1.522 1.396 56 76 1.5292. 4420- Procuremet Agent 10 40 40 36 10 137 1O 43 47 43 13 162 * 681 29 22 27 330 301 12 1S 3303. ToolsiToollrg

4430- for Inmho workshops - 7 - 2 7 I III - - - liII 236 - - 236 236 - - 2364440- for Ngonal workshops - 48 - 41 - 62 - - 62 - i? - 127 127 - 12?

Sub-fatal fools-Tooling 213 46 145 - Ila 62 - - 176 - 231 127 - Sall4 364 -. - 3944. 44SOl ncentives 1 19 1213 - 5 10 2022 24 - 71 is 41 45 48 - 154 - 154 - 154

StA-Total SHIP 14 356 303 241 10 392 75 400 359 306 IS 1. 164 III 617 152 624 2? 2.376 2.061 222 93 2.376I. STUDIES

I. 4110- Short-term Specililsts 12 12 12 - 115 seI II s6 . 113 - I15 124 134 - 374 341 14 12 3742 4520-IIghtvehicles 6 - - - 6 7 -- 13 - - I 13 - 133. 4520- Sre Parts (lfll I - - - - I I - - - - I i I I - - I

Seb-1oteI STUDIES 7 52 52 52 - 162 7 56 61 66 - 190 15 115 124 134 - 366 356 14 19 366f. AUDIT

I. 4610- Setting-tj9 accounts 9 - - - - 9 9 - - - - 9 la is 1 11 1 1 Is2. 4120- Anvwal audit 2 9 9 - 26 - 910o11 31 - 19 21 22 - 62 57 2 3 62

Sub-total AUDII I 9 9 2 - 35 9 9 10 It - 33 15 12 21 22 so6 73 3 4 60

total INVESTMENT CoST 2860 21I 614 546 10 2. 140 309 765 726 692 13 2.10? 131 1.583 1. 482 1.412 27 S. ItS 4.110 155 lot S.1Itsis::21; us:: mu::Z: =2:::. … … …z ::: as:r:2:- - -555555zZi xx s5#:38 mmi:: 89mii sees imum.: u:uumuu:um ii:::: uisisi:: imuizi

Total 26 O6 f 1 545 10 2.140 309 766 721 692 1i 2.507 631 1.553 1.482 1. 412 27 5.115 4.170 755 191 S. 111 iiii:8 a imassun. cams mum: im22i2 l:is usees urn:: esem :u:u iuiss: us:: :11111 :5:::: isuuul Isl: assets iuui:ui::u usuum: asmimmm ni

Ue1l 3.. . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . ...16.. . . . .. . . . .. . . . .. ..1.. . . . .. . . . .. . ..2. . . . .. . . .

NAilFIFTN NISIII MIOJCT

Table 401. mcOWamIZAvION AND uoCuNCAi ASSISTANCEhid iled Cost Table

Expeniditures by FinanciersDist '0003

Tolsis Includlrg Cant ingwcfos -------------------------------- ----fuss left ,Nu,cmATOAft ucviEiimNr ASSOCIATION 00VtIIINT Of uAtu

1ugs 1u86 18 IUs 1381 fotal Iles IIS 1167 lusa 1161 ftial ines time II? logo 1361 Total

I. INVISIRNiU costs

I. 4110- Techimcal Asslstafces 41 220 214 231 IN70 33 201 203 21I - 11 2 II 1I 1I 352. 4120- Comyting/Stutdy £qllpfll 231 231 231 - -231- ---J. 4130 - Lfgit Vehilces 27 27 27 - 274. 4140 - $par*Parts 11021 3 - - 3 3 3-5. 4150 -Inlcentives a II is 21 som a Is tu 2i - Si

sub-Total owl 310 238 233 251 - .032 308 22? 222 240 - Ii 2 II It 12 - 35S. OfOP

1. 4210- Technlcel Agglstgnce 41 110 III 12l 3ts 3s lOs Il3 122 - 375 2 U S I 202. 4220- CGNutin.'Stuy equitmnt 4 - 41 - 47 4 - - -4 -- --3. 4230 -lnamnllws 3 7 a I 27 3 7 a a 27

Si.h-IoaI01SKP 45 Is% 12? 13?1 473 43 151 III 130 - 453 2 6 6 I 20C. KIT

1. 4310- lTehnIcal Assistance 41 ItO III 121 - 396 39 105 113 122 - 378 2 5 5 I 20J2. 4320 - Incentives 4? 19 107 OII - 358 47 II 107 115 3M

Si-Totml SxlT U5 209 225 244 - 71? 86 204 220 237 - 14? 2 6 6 S - 20*. SHIP

1. 4410- Technical Assistance III 4S1 461 4771 1. 521 110 426 451 453 - 1. 452 6 23214 24 - 712. 4420- Procuremnt Agent 20 55 Ss 33 2? 330 Is 64 SO 14 25 313 I 4 5 5 I is3. Tools-Ioollng

4430- fiw sinko wor'kslwpg 236 - 236 - 236 - - - 236--4440- for leglfleal worhshcp - 17 127 127 12?--

Sub-Total Tools-Tooling - 236 III - 364 - 236 1I?-1 364--- 4. 4450 - Incentives Is 41 45 46 154 1I 41 45 46 154---

Sub-TotlI SNIP 155 SIT 753 124 27 2.376 146 730 124 SOS 25 2.253 2 2? 22 23 I 33

I. 4510- Short-term Spacimlists- 1 124 134 - 374 I"10 III 127 - 355 - I 5 7 192. 4520- Link' %ehIIes2 I3 - - I 13 - - - - 3 ---3.4520 - SpM.Par, 1s1011o I - - I I - - - - I ---

sub-Total STUDIES Is 115 124 134 - 368 IS 101 II$ 127 - 351 - I6 I 7 - toF. AIlOT O

1. 4510- Se iting-uq acecunts to - - - - is 1? - - - if I - - - - IW2. 4520- Annualaudit 19I 21 22 - 2 1 I 20 21 - 3 I I I J a

Syb-1oolaAUDIT Is 1I 21 22 50 17 is 20 21 - 71 1 I 1 - 4 .lalal INVESTMENT COSTS 631 1.563 1. 62 1.4It 21 5.I IS ? 11 .50 .24 1.351 25 4.325 14 55 53 II I IIl

Total 532 156 142 1.41 ;2;; 2;2 127 5.11;; 5617 1.10 1.2 .5 5 .2 4 5 63 S I.. 3 3313 s,12,12.... sext3t 3*11 **11..1 .. .11 ..3.12 .122111 112112111112211 221121222 11121

April 2. 1155 17;30

- 98 -

Annex 3-8Page 1

MALI

FIFTH HIGHWAY PROJECT

Training of Public Works Personnel

Background

1. Under the Third and Fourth (ongoing) Highway Projects a PublicWorks Training Center (Centre de Perfectionnement des Travaux Publics,CPTP) has been created and equipped and an initial training plan elaboratedand implemented, with some delays but with reasonable success. Details ofCPTP training activities, the Ministry of Public Works training needs, andthe range of other training institutions catering to some of these needsare in the project file (The Present Situation of Personnel Management andTraining in MTTP). The present project proposes to strengthen MTTP'spersonnel management system and provide training that will not only makeMTTP's personnel more efficient in carrying out their tasks, but will alsoseek to tie in the results of training with rewards for improvedperformance.

ObJectives

2. The objectives of the proposed training component are:

a ) Strentheninj the personnel manajement szsteL includinlspecial motivation measurespy:

Ci) implementing personnel inventory and evaluationsystem, collecting and keeping updated the datarequired by the system;

(ii) analyzing the data collected in para. 2.a.i. above sothat the relevant decisions can be substantiated andtaken such as regrading of personnel (reclassement),organization of examinations for internal promotion;

(iii) implementing a reward system for the personnel bypayment of incentives based on the evaluation of thecontent and quality of the works performed by thepersonnel;

(iv) assessing the personnel needs based on the Ministry ofPublic Works policy (works by contracts and its ownforces) and roads construction and maintenanceprograms;

(v) strengthening the Ministry of Public Works trainingpolicy; and

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Annex 3-8Page 2

(vi) strengthening the Ministry of Public Works TrainingCenter (CPTP) responsible for and to be in charge ofpreparation and implementation of training programs onpersonnel job descriptions and work assignment aimingat upgrading knowledge and skills of the personnel;pre.aration and implementation of training programsaiming at preparing selected personnel for thecompetitive examinations for internal promotionpurposes; preparation and implementation of trainingprograms to be directed to road, vehicles and fleetmaintenance personnel pertaining to other agencies(technical services of Malian towns municipalities -services techniques municipaux - and of Bamako inparticular).

b.) Imarovins. the road maintenance manaement Systemby:

'i) implementation and use of the required managerial toolssuch as road inventory, traffic survey, quarriesinventory, cost accounting system;

(ii) preparation of a .road maintenance work programsubstantiated by the conclusions drawn from theanalysis of the data and results provided by themanagement tools;

(iii) follow-up of the road maintenance work program at theimplementation stage;

(iv) study and implementation of measures aiming atimproving the efficiency of the DNTP directions;

(v) improvement of the works quality performed by theMinistry of Public Works own forces;

(vi) research on new road maintenance techniques:principally on materials available; and

(vii) use of new tools made available to the Ministry:essentially a computer.

c.) Imzrovinl the e tipment manajement sZytem ym

(i) implementation of the newly designed storekeepingsystem;

(ii) implementation of the organizational and technicalrules to be followed for maintenance and repair of thevehicles and pieces of equipment;

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Annex 3-8Page 3

(iii) better use of the funds allocated to the regions forthe purchase of spare parts;

(iv) implementation and use of the cost accounting system;

(v) pros and cons analysis of equipment repair worksperformed by either contractors or the Ministry ofPublic Works own forces; and

(vi) maintenance of the existing fleet, including the one tobe repaired under the project.

d.) _I2provin& the quality of the w_orks erf ormrbed theadministrative departments and units.

Description of Training Component

3. The project would assist the CPTP through services of specializedconsultants for (a) personnel planning and development, (b) training oflocal instructors, and (c) staff training. First priority will be given tothe training of CPTP staff and instructors to be assigned to the trainingcenter. Courses will be set up to upgrade the knowledge and skill of theexisting personnel and also to facilitate internal promotion through testsand examinations to be organized under the responsibility of the CPTPaccording to existing procedures for personnel administration.Residential training courses will be organized for high- and middle-levelmanagerial staff, and also for administrative personnel (accountants,storekeepers, quantity surveyors - pointeurs et pointeurs facturiers) andfor skilled tradesmen (workshop personnel), whereas field supervisors,foremen, heads of gang, subdivision mechanics, operators and drivers willbe trained on-the-job by two mobile training teams which will visit the 8regions and up to 19 subdivisions twice a year. The personnel from severalremote subdivisions could be gathered in one place for the implementationof the training courses. The practical training of the workshop personnelwill be carried out partly in connection with equipment repair worksfinanced under the project. The technical assistance team assigned to theSMTP will also be involved in the training effort. Existing SMTP equipmentand facilities will be used by the CPTP instructors for the training of themechanics.

4. To carry out the above traiuing program the project wouldfinance:

a.) consultiex assistance: 68 man-months over a 34-monthperiod, in a 3-nember team composed of one personnelplanning and development expert with an educational andprofessional background as highway engineer (18 monthsdivided into one 12-month and two 3-month stays) and twospecialists - instructors in mechanics, one specialized inequipment repairs (30 months) and one in vehicle repairs(20 months);

- 101 - Annex 3-8Page 4

b.) fellowships: for high level staff mainly in the fields ofroad planning and design, bridges design, construction andmaintenance, cost accounting system, laboratory activities,use of computers, personnel planning and development,.zsining activities;

c.) limited improvement of the existing training centerfacilities and purchase of vehicles, training materials andaids, and technical documents required for the increasedworkload of the training center;

d.) accommodation allowances for employees when they cow toBamako to attend a trailning course;

e.) honoraria and allowances to CPTP staff, instructors andvisiting lecturers; and

f.) payment of incentives.

5-. The details underlying the cost estimate for the trainingcomponent are as follows:

a.) Per diem for the trainers and instructors from the mobileTra ni n units: each unit consists of 2 trainers (one cIvilengineer, one mechanical engineer); 2 instructors (onecivil, one mechanic); 2 drivers, and will visit a maximum of10 subdivisions twice a year for one week. Per diem peryear:

Trainers : 2 x 7 x 2(10+9) x 7,000 - 3,724,000 FCFAInstructors: 2 x 7 x 2(10+9) x 7,000 - 3,724,000Drlvers : 2 x 7 x 2(10+9) x 4,000 - 2,128,000

Total per year - 9,576,000 FCFA

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Annex 3-8Page 5

b.) FellowrnI4ps:

Total CostTrainees Topics No. duratlon US$

Engineer DETT Bridges design, control of 1 10 months 40,000work and inspection

Engineer DETT Use of computer for road 1 10 months 40,000and bridges design

Engineer DEGP Cost accounting systes 1 2 months 7,000Engineer CNPEX Road research programs 1 3 X 0.5 6,000

performed by soils and monthsmaterials laboratories inMali's neighboring countries

CPTP Staff Training of personnel 2 2 months 12,000Head-Personnel Dept. Personnel management system 1 2 months 10,000Others To be defined later 30 months 120.000

Total 235,000

c.) Per diem for the trainees (residential tralning ln CPTP in

Refresber Course Per DiemTrainees Number Duration Frequency per daylper year

(weeks) (per year) (Thousand FCFA)

Regional Director 8 1 1 7 392Deputy Regional Director 8 I 1 7 392Hea of Subdivision 19 1 2 7 1862Deputy Head of Subdivision 19 1 2 6 1596Equlpment Inspector 10 2 2 7 1960e"d of Workshop 8 2 2 5 1120Head of Garage 19 2 2 5 2660Head of Sector 19 2 1 5 1330Accountanat 50 4 1 5 7000Quantlty Surveyor 19 3 1 4 1596Mechanics of Subdivision 70 2 1 4 3920Auto Electricians 25 3 1 4 2100Storekeeper 30 3 1 4 2520

Total per year: 28,448,000 FCFA

- 103 -Annex 3-8Page 6

d.) Honoraria for visiting lecturers and instructors.Lectures on management will be given by visiting lecturersfroa the Institut de Productivit et de GestionPr vlsionnelle (IPCP) to the managerial staff (regionaldirectors and deputies, DNTP englneers, heads ofsubdivisions and deputies, equipment inspectors, heads ofworkshops and garage). The honoraria for these lecturersare estimated at: 132 hours x FCFA 3500/hour - FCFA 462,000per year. A provision of FCFA 374,000 per year is alsoforecast for hiring Lnstructors from other institutions.

Personnel Motivation

6. The project will assist MTP to improve personnel motivation byimplementing measures aimed at introducing career development prospects forthe employees; payment of incentives; evaluation of personnel for posslblepromotions; and improving the exlstlng procedures.

a.) Career development: The personnel management system includesrules for internal promotlon of the employees (publicservants and contracted personnel - conventionnaires).However, at the present time these rules are not applied. Toput them into practice, the following steps wlll be taken:

(i) the personnel inventory established by the CPTP for thepreparation of the Fifth Highway Project will be updatedregularly (seminars wlll be organLzed for the personnelin charge of this task wlthin the RegLons and at thecentral level). This lnventory gLves, in particular,the following Lnformation for each employee:classlficatlon (used for salary calculation) as well asthe post occupied and the number of years ofprofessional experience ln the post.

(li) proposals for promotion or regrading (reclassement) ofpersonnel will be prepared regularly based on theanalysis of thls personnel inventory;

(111) the personnel evaluatLon performed by the CPTP will beupdated regularly;

(iv) the CPTP will organize training courses to prepare thecandidates eligible for promotLon to take thecompetitive examLnations; and

(v) proposals for Improvement of the existing personnelmanagement system will be prepared by the technicalassistance team witb the MTTP personnel department andCPTP. These proposals will be divided into those whichcan be introduced by MTTP on its own and those whichextend beyond the Ministry's responsibility, involvingother Ministries, unions of employers, etc.

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Annex 3-8Page 7

b.) Paym nt of incentives: The project will pay incentives tothe personnel. These incentives should not be perceived bythe employees as a salary increase but as a reward forsatisfactory work performance. In order to achieve thisobjective, the following steps will be taken by the technicalassistance teams, CPTP, and personnel department:

(i) standards will be prepared defining the tasks thepersonnel have to perform and the quality expected.These standards will take into account all the localconditions and constraints prevailing in the workenvironment of the personnel;

(ii) specific standards will be prepared in order to evaluatewhether the personnel implemented what they have learnedduring the training courses;

Ciii) the employees' supervisors will regularly evaluatewhether the personnel comply with these standards.Controls will be performed by the technical assistanceteams, CPTP and personnel department. Payment ofincentives will be subject to the findings of thisevaluation; and

(iv) the results achieved by this incentive system will beregularly analyzed by MTTP managers, personneldepartment, CPTP, and technical assistance teams, andrelevant decisions made to improve the efficiency ofthe system.

c.) Evaluation of_personnel _for__possible p~romaotion: thetrainees will be evaluated and proposals will be made toregrade or promote those who deserve such a reward.

d.) Improvement of the existin proce dures: Presently theMTTP suffers from a lack of financial and materialresources. As a consequence, the personnel, even when theyare qualified, do not always have the necessary resources toperform the works they are in charge of. This situationwhich has important negative consequences on the umtivationof personnel is partly due to local circumstances over whichMTTP has little control and partly due to deficient existinginternal procedures: i.e. the budget allocation to theregions is on a three-month basis which makes it difficultfor the engineers to plan and organize the works, order thenecessary materials, spare parts, etc., on time. Suchproblems should be identified and solutions studied andimplemented.

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Annex 3-8Page 8

Methodology for the implementation of the training program

7. The training program will be implemented as follows:

a.) the technical assistance team will prepare specific workprograms for the CPTP staff and personnel in charge of thepersonnel department;

b.) at the beginning of the project, a seminar will be organizedfor the directors and engineers involved in the project inorder to inform them of the objectives to be reached,systems to be implemented, follow-up end evaluations theywill have to perform, etc. During the project life, similarseminars will be organized to analyze the results achievedso far, raise the issues and problems faced, and presentsolutions;

c.) training activities will be started after the other problems--organization, procedures, etc. which could hamper thetraining activities - have been solved;

d.) training activities will be directed first to the high levelpersonnel;

e.) training activities for upgrading the skills of the existingpersonnel will be limited by:

= what the personnel must do, taking into account theexisting organization, procedures, etc.

* the resources made available to the personnel in theirworking environment;

f.) the training actions will be evaluated regularly in order toadjuat the courses' contents, duration, etc., as needed; and

g.) recommendations for regrading, promotion etc. of traineeswill be submitted to the department of personnel asnecessary.

8. Outline terms of reference for the technical assistance to CPTPare in Attachment 1.

National Directio.a of Public Works (DNTP) - Personnel Inventory

Qualification DEGP DETT SMTP STN SRR Regional TotalDirectorates

Engineer 3 10 10 5 5 33Other professional 3 1 4Regional Director 12 12Head of Subdivision and Deputy 38 38Head of Sectlon 39 39Administrative Staff 4 12 10 75 101Accountant and asslstant 11 18 4 45 78Storekeeper and assistant 8 8 3 44 63Technician 3 7 5 9 3 27Surveyor technician and assistant 5 12 17Laboratory technician 5 5Draftsman 4 2 3 9quantity surveyor 26 9 45 80Foreman 3 23 6 9 30 71Head of gang 42 42Head of workshop 8 8Head of workshop assistant 4 4Head mechanic 31 31Mechanic 13 27 6 119 165Auto electrician 3 24 27Welder 3 13 16Other tradesmen 11 110 121Mechanic helper 29 29Serviceman 13 11 24Driver 5 1 45 119Operator 29 20 116 335Laborer 1 95 460 556

Total 1935

- 107 -

Annex 3-8Page 10Attachment 1

MALI

FIFTH HIGHWAY PROJECT

Outline Terms of Reference for Technical Assistance* toCPTP for Training of Road Maintenance and Equipment

Maintenance and Repair Personnel**

Background

1. The Ministry of Public Works (MTTP) through its NationalDirectorate of Public Works (DNTP) is responsibile for the maintenance of13,000 km of roads and tracks; it also constructs about 100 km of gravelroads per year. For these tasks it employs about 1,900 staff and has afleet of about 250 vehicles and pieces of equipment. An important part ofthis fleet will be repaired under the project.

2. A permanent training center (CPTP) already exists. The 13professionals and technical staff assigned to it began in 1981 toimplement refresher training courses for road maintenance personnel andmechanics. The courses are given either at the training center in Bamako(residential courses) or in the field (a mobile training team has beencreated for this purpose). A description of the CPTP is attached to theseterms of reference: organization chart, status, personnel assigned,inventory of facilities, vehicles, materials, apparatus, list of trainingdocuments and aids.

3. It is now necessary to develop a more structured training effortto improve the personnel planning and development function, and prepare andimplement a general training program for all road maintenance personnel andmechanics coherent with an improved personnel management system.

4. The Malian authorities do not want to duplicate traininginstitutions but use the existing ones to the fullest extent possible.Therefore, in the future they intend to make the CPTP also reponsible forthe training of several categories of personnel employed by themunicipalities (personnel in charge of maintenance of the urban roadnetwork and mechanics).

* The consulting firms should be asked to submit a list of the availabledocuments they would use for training of road maintenance and workshoppersonnel with their technical proposal. The list of the unit costs ofeach of these documents should be attached to their financialproposals.

** The final terms of reference should include the paras. 2 Objectives, 3and 4 Description of the training component, 6 Personnel movitation and7 Methodology for the implementation of the training component of Annex3-8 pages 1,2,3,6,7 and 8.

- 108 -

Annex 3-8Page 11Attachment 1

The Task

5. A team of three experts is required to assist the HITP in theplanning and implementation of training activities over a period of threeyears. The team will be responsible for:

a. preparation and implementation of measures aimed atstrengthening the personnel management system includingpreparation and implementation of systems for personnelinventory and evaluation, forecast of personnel needs forDNTP, career development plans, promotion or reclassificationof personnel occurring after passing tests or examinations tobe organized under the responsibility of the CPTP accordingto the procedures relevant to personnel administration inuse;

b. evaluation of DNTP personnel based on detailed jobdescriptions;

c. training of CPTP personnel and selection and training of asufficient number of instructors;

d. review of the training program for DNTP personnel prepared bythe CPTP during the period of December 1984 to June 1985,including organization of fellowships;

e. use of existing vocational schools, training centers andavailable instructors to implement part of the trainingprogram;

f. implementation of the training program;

g. proposals for regrading, promotion, etc. of trainees as needed; -

h. preparation of the standards to be used for payment ofincentives to the personnel whose performances match thesestandards;

i. study and preparation of proposals to improve the existingprocedures aimed at better efficiency of the DNTP as well asincreased personnel motivation;

J. setting up a system for determining training benefits (internaland external efficiency of training) performed under theproject;

k. evaluating the training results performed under the project;

1. defining the role, responsibilities and duties of the CPTP forthe transportation sector leading to the determination of thenumber of trainers and instructors per speciality;

- 109 -

Annex 3-8Page 12Attachment I

m. preparation of a list of the equipment, training materialsand aids necessary, and of tender documents and costestimates as required;

a. procurement and installation of equipment for workshops,offices and classrooms etc., including preparation of thetender documents with relevant costs estimates;

o. organization of the probationary periods at MTTP (content,work assignment) for the students of ENI Engineering School;and

p. preparation of the annual recurrent budget.

The Team

6. A team of three specialists will be required for a total of 68man-months as follows:

Han-Months

Personnel planning and development expert(team leader) (12 + 3 + 3 months) 18

Mechanical engineering instructor (equipment) 30Mechanical engineering instructor (vehicles) 20

68

Qualification and duties

7. Each member of the team should have at least 10 years experiencein his field. The team leader should have some previous experience as teamleader. The members should also have worked previously in a developingcountry. They should be fluent in French. Each member will have to workin close cooperation at all times with the personnel already assigned tothe CPTP and with those who will be selected and trained as trainers orinstructors by the technical assistance team. The objective is that at theend of the 3 year period, the local personnel will be able to operate thetraining center independently. All team members will be based in Bamakobut regular travel in the eight regions will be necessary. The expertsshall spend much more time in implementing training actions than on deskwork.

8. The team will also have to work in close cooperation with othertechnical assistants provided under this project (in particular thetechnical assistance team assigned to SMTP) and other IDA projects (e.g.Urban Project of Bamako).

- 110 -Annex 3-8Page 13Attachment 1

Team leader

9. The team leader should be a civil engineer with at least tenyears experience in the following fields:

a. Ministry of Public Works activities;

b. paved road, gravel roads construction and maintenance;

c. manpower planning and development i.e. in particularpreparation of detailed job descriptions and analysis,evaluation of personnel, preparation of career developmentplans, organization of tests and examinations, forecasts ofpersonnel needs;

d. organization and operation of a training center; and

e. preparation and implementation of training programs.

10. His duties to be performed, in particular with the assistance ofthe CPTP Director and Deputy Director, will include:

a. liaison with the Ministry of Public Works and other agenciesas required;

b. management and coordination of all team activities for thefulfillment of the objectives and tasks listed in paragraph 3above;

c. general responsibility for the execution of the tasks listedin para. 5 above;

d. organization of monthly meetings devoted to the personneltraining program - preparation, organization, implementationand evaluation - with all the technical assistance providedunder the project;

e. preparation and evaluation of work programs to be performedby CPTP staff when he vill be on assignment outside Mali;

f. payment of honoraria and allowances to lecturers, instructorsand per diem to trainees jointly with the CPTP director;

g. payment of incentives jointly with the CPTP director; and

h. preparation of the annual recurrent budget.

11. His work assignment will be divided into three periods: one stayof 12 months starting at the beginning of the contract, and two stays ofthree months, separated by 8 months of non-attendance.

- 111 -Annex 3-8Page 14Attachment 1

Mechanical Engineering Instructors

12. Each should possess a higher level technician's qualificationswith at least ten years experience in mechanical engineering, four ofwhich shall have been in a trade training institution. Each instructorwill be responsible to the team leader and CPTP director for theevaluation and selection of personnel to be trained and for thepreparation and conduct of all mechanical training courses directed tolocal instructors and trainees in his own field i.e. one for maintenanceand repair of equipment, one for maintenance and repair of vehiclesincluding the electrical components and systems. Their duties willinclude:

a. preparation of the required training courses.The organization and implementation schedule of the trainingprogram directed to the mechanics in charge of equipmentrepair should be based on the equipment repair schedule to beperformed under the same project in order to ensure that thevehicles and equipment will be satisfactorily maintainedafter being repaired. It should also indicate how theserepair works will be used to train the different categoriesof workshop personnel;

b. evaluation and selection of the trainees as required;

c. training of the CPTP head of the mechanical department andof the instructors already assigned to that department;

d. selection and training of the required number ofinstructors including the ones assigned to the two mobiletraining teams;

e. selection and training of workshop tradesmen;

f. selection and training of the drivers and operators in thefields of vehicles and daily equipment maintenance;

g. preparation and implementation of the system for determiningtraining benefits (interr al and external efficiency);

h. assistance to the team leader for the preparation ofproposals for strengthening the personnel planning anddevelopment function, including the tests and examinationsfor internal promotion and determination of the standards forthe payment of the incentives;

- 112 -Annex 3-8Page 15Attachment 1

i. assistance to the team leader for the preparation of the listof the training equipment, apparatus, aids etc. required forthe implementation of the general training program; and

J. assistance to the team leader for the definition of the role,responsibilities and duties of the CPTP for the training oftransportation sector personnel.

Reporting

13. An Inception Report will be prepared two months after thestarting date of the contract. It will include, but not be limited to:

a. the review of the data and analysis performed by the CPTPfor the preparation of the training program;

b. the three-year training program to be implemented. Thisprogram will show clearly the training activities to beimplemented by the CPTP and the activities to be implementedthrough the technical assistance team assigned to the SHTP.It will also show how the works to be performed to repair thefleet under the project will be used to train the workshoppersonnel. It will include a first list of fellowships, withproposals of work assignments for the trainees after theyhave completed their training programs and draft agreementsbetween the Ministry and the candidates obliging the latterto occupy posts for several years, where they will be able toput into practice the matters they will learn during theirfellowships;

c. the existing training centers and available instructors tobe used for the implementation of the training program;

d. the number of CPTP trainers and instructors required for theimplementation of the training program;

e. the list of training equipment, apparatus, aids, etc. to bepurchased for the implementation of the training program;

f. the system for determining training benefits;

g. the standards to be used for payment of incentives; and

h. the technical assistance work program including animplementation schedule in accordance with the objectivesand tasks to be performed such as listed in paragraphs 5 -12 above.

- 113 -Annex 3-8Page 16Atrachment 1

14. Quarterly reports should be prepared during the technicalassistance services, the first initiated three months after the InceptionReport is submitted.

15. A final draft report will be required one month before the endof the contract. It will document progress to date and lay out an actionplan for the next three years.

16. All reports prepared by the technical assistance team should beconcise and all the proposals included specific and well documented. Theformats should be such that their utilization by the decision makersconcerned with the project will be easy: actions performed, actions to beperformed, results achieved, issues and constraints faced, solutionsproposed, expenditures, etc. Each report should also include a tableshowing the time each expert has spent during the period on desk work andon implementation of training actions.

KAL IFIlt NIGMY POIET

1^1l 1.*CoStNictlell Of sn"e-uo"Otatlld Cast Table

psta" ersTotals lcludfIit Coethlegs .........................

ati Ityfss WIS If.------.....- -nit CHSt .----.-..- Cant. for. Goss Suey

Unit 1los Iif tll isu tIo" Total ICtFMI INS iSU 157 IM tIUS Total Rate Eachk to bte ccmt3ss3333s3 e3ggs 33s m3ss egg3 e333 3.3 3333333s3s3 3s33 333233 :2t3222 ::Ztx :: t2s2::: 2:::: : t332 :2:333:3 su33est

1. IItvtEIIM( cOStS................

L CIVIL VMSZ............t. Lot 0/RIsc Iwo am .0.2 0.4 0.4 - I 317.116S.102 - 6 354 33 - "8 0.1 0.21 0.07 lIS2 taot tAIel Nab I ItU 1.0611 km 0.2 0.4 0 . - 1.1 301.22.312 - 132 354 332 - 612 0.1 0.13 i.01 11s3. lot flb akmlelP 1.2 k - I 2.1 2.6 .2 I s1.0"2.0us - 644 1. 17S I.S3 - 4.1* 2 0.1 0.13 0.0? ICIS4. lot 3/faladia-Aaeodro(P1 LUS) km 0.3 0.1 0.1 1.6 34.1 U 3.1 - 24 St 68 - 153 0.1 0.13 0 o. IawS. Lot 4/lAreom*C.So lnge(Pr 83.4711 km - 12.1 32 6 31.3 2 14.6 4.11.313 - 1.425 J.06 4.IN - 1.233 0.1 0.13 .o? ICMIS. tet 51/C.tonia-3opiUI ISMI km - 12.0 31.2 31.3 is -1.011.65e - 1.1S 4.13?7 4.644 - 10.4O5 0.1 0.13 0.01 ST 01

Sublotal CIV It S i 3.382 0.4i 11.441 - 21. ITTL TEEICII, ASSISTANICE

.....................

1. S0tviefot w-s th - 3 S 23 23.5 - 5s 4.311.141 Ifs 212 301 o13 0 0.31 0 .0 O144.... .... .... ........ ....... ....... ..--.....-...

S i-lotel IECIIICUL A5SISTANCE lff 212 301 Sys

total I ESINIIT COStS 4 4O 10.620 11.143 26.456

Total ~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~4.016 10.420 11.141 26.456

.....................................--s.................................... --- z....................................................................................................................................... ......................... @@;

ApiI 3. 165 17:26

toNQ

t1. 2: uinatmtiU U iininU.

_sldw .1 lfTtal$ hln. tU_Cosetsat lsegl. l""iwl.ai k tirwIge ltwis t. IelqdIm1g.sImpIe u .................

..................................... ............................................................................... K i ft, fee Ila UG IV It OM11 to tal I6f" Is" I"1 1616 UISa IS l 3U IUS' If" 1 1 6It tIs" Total for 1ac t ase Ism Ittal

1. mInt{Ima cSts

a. lwli U01S............

1. Wt Mi ss @^1" 1 U 138 - NO "1 1 1 2: 4 U I1U4 m 6 in itIs a 66

4. Isti eledle-Awi rem .l l t. 14 14 S a Id * of Is 36 a is3 14 a U - III its to S4 In1. Lot 4/ -anrmeC. ol lalft U6.4111 * O1 4" 1.441 - 3.43I in6 .116 1. ON 4 4 1.426 , Iff4 4. 11 .233 1.2"0 26 6" 11 2L lot .IeIe In9 16.11 1.1*3 5.6 * . 3.6 S "1 1.tl 11.1 1.1 1 1.611 4.11 4.644 * i.141 L 20 1.Mi IL 66.... ; .. ...... ........ ..... ........ ..... ........ .... ... ...... ....... .... .... ..... ....... ........... ......... ............ ....... ........... .... ... ............ ....... .................. .. ....... liA-total CIVlILw s UI 3. 921 6.6M kill * 1.n11 LIPS L.61 * 11.631 * 2.N I.L06 l1.44 * EL.PO 16.6a1 3.211 1.6 "aI 11"16.Ilimlt au6iitgu.....................

a .IUVI sIMI 4 1 1 14 O 4TT,, 16 13314 111 - 1.631 4.6 612 1.1 - n411 fit .3 3 IWOM 10161 ItlUlUZA U$Sl"SIU * 14 11 6 1;1 so Il 113 I - 33l IN all 301 It N n 34 11"38 8 ...... .... ...... .... ...... ...... ......3 ....3 .................................... .......3............................................lgal .ll1sl 4ll 6 4.12 I.61s *.U14 &16 L2 L.11 - 1 .66 4.0W 11.636 11.1411 * 41 21.141 23116 1.6 OI 641lose 1v; ,; s.ls. as.ses ssess Bases; s129i .ses pn s aset 2929 sezttes.o sgsms tsestal

tlps0 1. M11 11:4 3

I~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

IbeJl 3: me.tmsitls w W _lsmlaitd 6oat tIe

3:tals lvuIidI!yIMmOo saa,a

I@el1w9S* ,"iie@@-@@6-6--^e**-*@---@---............................................................................s @ 1@111111 I No follo tCo tKIIS I auciioU ia N p lx @rlow N" M _t U&

........................................ ........................................................ ...................................... .................................................... ....................................................

IU3 1 It" loaf IU IU total I6 IUU lUt l lUg O fatel I6 IUN In? IU I K O ttl t lI tM OUT OM t To1 Vtal

I. ImzOISUU W"il

...... ....... .

I. lot I Ul w 1 131 24 m2 - 6 5 14 I 1U eta St 41* 1 in 311 - IS 40 44 - U2.1at1I1iIob bilM I .O - 1n 34 2 * 5 64 IN 152 * 412 1 In i4 lS - I1l - Is 6 44

I. t 1zteltaIdaio% L.ISO - 544 1.611 1. M - 4.113 I 301 1u Um - O.1 * vil ii4 pl - I. n3 - i2 U 246 * * 464. 1is 2/'laiier * ri. &U - 24 U U - 1 1I 2J n * 12 - 6 26 2 - 64 - I a 2 if1. lot */besoin1LSltin" fa U.4111 . 1.426 . in 4.142 - L 233 "I 1.1 1.315 4.311 * 1. VA 1.122 - 3.me - ISO III 62 a 1.11141L. lot Sit.o IuIq I..U.qpw-IN IW.11 %OM 1.511 4.111 4.644 - 0.66 - 16 1.563 1.112 - 4. 5" 12 1.164 1.3112 - 42 MlO1t 416 U13 - 1.0111

........ .... ... ..... ... ..... ................. .. ..... ........ ............ ..... ........ .... ... ...... ......... ........ ..... ........ ..... ........ ...... ........ .. .... ....... ........ .... . ...... ...... .... ......

W-1t101 Cl 3 l K 2.20 104s. 11.44I - 19.131 1.513 4.54 .24 M it.s * 1.612 4.242 4.12 - 14.134 1 446 1I.1S L.M 2.MtL 11illi'U UllSlo I

6. 110161614 £111510061~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 4 s 3..................... ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ .. ... ... .. ...I'S sa g A 11 21' 26f ts S1 ' 62 * I n9 25 641 . . . , . , s 14 IS 1

AtstalIt£OlUiC*tMSIIIIMI - 16 212 30 513 - 14 216 200 - £14 - . - 1 14 II - 4 0...... ....... L...... .... ....... .... .......... .... ... .... ...... ;...... ...... .... ...... .....lalal IVISIMAI COStS 4*U 16.520 11.?" - 2L - .I s S. 3 S 641 1i 101 - I.613 4.3 4.512 - 10.534 - 411 1. it IL "1 - 2.91

N33n 3;3333 333333 *;31;13 *11x 1311135 save 1*Role Seats* ulliul Se*11s11is sls 2sosae sale, uu u..1113313 lassoes111 1551 Sees states 5*uses sees *$so$

total 4~~~~~~~~~~~~~.0610 10.5In 1.14 364IL15 1.302 S. S" S.641 12.161 - 1.613 4.342 4.512 * it.63 . a1I 1. 112 til "- 2.2."

~~~~~.......................................................................................................................................................... ................ ...................................................................

ipel J, 201 11:20

S.2N

- 117 -

Annex 3-10Page 1

MALI

FIFTH HIGHWAY PROJECT

Project Cost Estimates and Financing Plan

1. Project costs are sumarized in the tables page 2 and 3. Theyare based on Government and consultants' estimates as wvll as appraisalmission estimates3 updated to January 1985 prices. The Financing Planis shown in page 4.

2. Physical contingencies of 10X have been included asappropriate, with the exception of 252 for ONT computing equipment.Price contingences of 5X for 1985, 7.5% for 1986 and 9% thereafter havealso been included for both foreign and local expenditures expressed indollar value, as past experience in Mali has shown that they do notdiverge significantly.

3. Cost estimates for consulting services and technicalassistance have been estimated at US$9,738 per man-moath (urn) for554 m-m of services, and a professional fee of 4% for the procurementagent.

4. Pie charts in page 5 show the breakdown of project total cost(US$73.4 million) Into foreign exchange (US$54.7 million), local(US$13.2 million) and taxes (US$5.5 million) and project financing.

5. The table and graph on page 6 shov project comitments(Commit) and disbursements (Disburs.) compared to the disbursementprofile for IDA credit for highway projects in West Africa (Profile).Price contingencies have been estimated according to the commitmentschedule. The disbursement schedule is derived from the commitmentschedule by introduction of a disbursement lag. Differences between thedisbursement schedule and the profile reach 5% at the end of the project.

WAPTIJune 198.

fF JN HIl1I4lV PROJECTPROJECT COSt SUANRY

ICFDF NIllionI (US o00oe Total... ................... I foreign late

tocsl Foreign lfeal tocal Forefgn Total Eucharng Costs32221:: 2222232 2:22 #32228g 2 2 2 2 3..::: ::::: :1 ::,:21.

A. ROAD IAINTINAICE MIS Ri(t*"ltlIATION PRWRAI............ .................... .. _..................

1. Routine 1oad Nbintananca I reltfe 2,112 2,250 4.811 5.209 4.609 9.618 47 172. hriodic Raintenance and Ru billtation 7Olo 8 o.S5 o.873 4, 119 13.g ICs. lou 17 313. Ovriaul snd Rensul of Road tquipnt 266 1,721 1.18? 543 3,512 4.05 116 I...... ........ ..... ........ .... ........ ....... ......... ....... ....... ....... ......................

Sub-total R0O0 MAIIfEINAICE AND RtHA4IltiUTEOU PORAN 4.897 10.164 1. 6171 9 671 277 110 31.J 1 so 55C. lsUtilUlll SlREIIIGlHEINIWG 11001A1.................. ......................... .......

1. Reorganization and Technical Aseletanee 400 1 ,40 2. 140 81 ,1552 4,386 Cl a2. traInIng Program t172 23 614 350 1,0 C7 1. 417 15 7Sub-Total INSTITUTION SRIENGTHENING PROGRAM 572 ;;2613 2.83 1;;16i 4.5;1 5.5 50 s 10C. RECONSTIRUCTION Of CIaIA-II4OUIGUIo

. ... ,. ,,,,,,,,,,,,,,,,, _....

1. Civil arks 1.916 7,161 9. 577 3,20 15.62C 1.545 *0 342. SWevstisio" 24 2S3 771 41 517? go 91 I........ ..................... ... ........ ....... ......... ....... ......... ........ ............ .......

Suh-Total RECONSIIICTION Of NANO-wuUCOUNI 1.340 7T111 3.654 3.158 16.123 20.111 30 35...... ........ ........... ................. ....... ......... ............ ....... .... ..... ...

Total IASILIRI COSTS *348 21, 012 20,30 14,915 42,881 57.871 74 100Physical Continmnciaes 402 1543 1.246 U21 3,110 3.971 79 7Price Contingencies 1.400 4,253 1,512 7.516 6.571 3 11.31 75 20Total PROJECT COSTS 3.150 26,801 35.958 11. 13 54.710 731.82 is 1i7

4Pr11 3, 1981 17:30

00{1tI

EFFTH HISICA PROJECTProject Conoents by Veer

(CFAF NillIonl

ass Colst Iotal....... ............................................................ ..................

Iss (955 (957 lose 1til CFAF (USl '0003?t1!:t :::::: a.::::: *sows: SSUZ 5::::: :::.mm:n:ss

A. ROAD1AINTEWNiCE AND RENA8ILITATIOU PROGRAM......................................................................... _

1. Routlno Road lainlmnance Oeratio Is 671 1,374 1.314 1.314 4.511 9.6162. Periodla Maintenance and Rehbillltet(on 393 1.440 2.171 3.065 1.322 65.73 IS,IOB3. Overhaul and Renewal of Road EquIpsnt 95 1.J393 31 124 62 1.967 4.055

.... ....... ......... ....... ....... ...... ....... ..... ........ ...... ;....... ... ....

Stb-Total 10A0 NIINIEMUACE AgD REHA81ililTION PROGRAM 1.119 4.205 4.400 4.504 1.354 15,611 3 t1,

S. INSTITUTION SIREGTHEiNiNG PROGRUA..................................

1. Reoranli:ation and Technical AssistanceI 20 691 5(4 545 to 2. 140 4.3652. training Program 144 25? III 106 - 694 1.411

Sib-Total INSIITUTION STREMTHENIMO PROGRAH 424 249 lO 652 tO 2.535 5.7; 5 0C. RECONSIRUCT0ON OP BSAR O-OUcGOUNI

................ ...... . I

1. Clvil Hor.o s - 1.526 3.927 4.022 - 9.517 19,5452. Sterwlsfon - 47 114 IIS - 277 555

... ................... ... ....... ......... ............ ....... ......... ..........

Sti-Total RECONSTRUCTION OF *MA1.A-0o1UGOU)1 - 1,515 4,040 4,139 - 9.54 20.111...... ........ ........... ....... ......... ....... ......... ......... ............ .....

total BUSElIIE COiTS 1.596 6.532 9.242 9.294 1.314 28. 350 5.5711Physical ContinencIels 53 358 675 707 136 1.946 3.911Price Contingencies 42 543 1.724 7.576 565 5.552 11.535

...... ........ ........... ....... ......... ....... ........... .......................

total PROJECT COSTS 1.702 7.841 tl, 54 12. 573 2,095 35.958 73. 353: : :5t : :::::- ::: : as s ssssuus.. ............ :sosu..nga:

Texas 128 593 577 931 III 2.686 S.482Foreign Exchange 1.131 5.7U88 ,702 9,50'5 1,51 2,6808 54.110

4pril 3. 1915 17:30

Aw Y

UAt IFlfti HICIi4AT PROJECI

Financlng Plan by Project Cawyonents(US, 10001

INIERNAIIONAI AFRICAN 5111SSDEVEWPO NI OEVEIOPNENI DEVELOPMENI (RENCH GOVCRNNENI OfASSOCIAIION fUN10 COOPERATION COOPERATION AItI lotal Local

Xount 2 keunl I Aount S Aunl * bwunt X Suni I for. Each, tsmail fago.223 *2 .1.212: ass :z:z:: :ao::%t:-. ::: 1::::: .ii: a. Is SI ... a 122282228s 32:2:2 stagnate

A. ROAD IININIENANCE AND REHAIILIIAIION PROGRAN ............................................

1. Routine Roed Nintenaince Operations 4. t7 42 - 2.426 21 4,100 36 11 343 15 S.325 4.683 1.1342. Periodic Maintenance and Ihabilitatlon 21.717 2 - - 418 2 1.115 1 24.01S 11 18.614 3.631 1.117 N3. Overhaul and Renewal of Road Equiment 4.334 g0 * - * - S01 10 4.835 7 4.157 1i7 SO0

Subfattal ROAO MAINtENaNCE AXD RE ZiAtiNIllOtA PROCRA 10.11 77 9 2.426 5 418 ; 5,315 ;6 40. 1i9 55 28.016 *.6i1 3.4106. INSTIIUIION SIRENGIHtENIN PRORAN..................... ............................

1. Raorganiallion and Technical Assistance 4.925 96 - * - III 4 5. IIS 7 4. 170 755 1912. trainIng Program - .5137 9t 42 3 t 6S1 2 1.204 369 42

Subt-otal INSIIIUIION STREKGININIIG PRORA 4,925 13 - I.St3 23 - 233 3 6. 731 9 , 33 1. 124 233C. RiCONSIRUCIION Of SAlMAO-SOiIGUCNI

............ ..................... ..........

I. Civil aorks 12.056 41 10. 834 42 - 2,881 11 25.777 35 20.621 3. 351 1.8042. Supervision 145 45 -* 34 5 61 1 620 '5 14

Stb-lotal RECONSTRUCTION Of 8HARAO-IOUGOUNI 12.701 45 10,534 41 . . 2.921 11 26,456 36 21.241 3.376 1.838

total Oisburwaent 48.543 56 10 834 IS 3.919 5 478 I 3.530 13 73, 383 100 54. 10 13. 11 5.482.213::2:2 £131322 $as s en;;: ass iaSitil ass 1a31:2 Isl2312as1 :2213: :2

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-121- Annex 3-10

Page 5

MALI

FIFTH HIGHWAY PROJECT

Project CostBr.akdown

TX (7.S)

LOC (I 1.0x)l

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Project FinancingDistribution

*Govnt (I 3.0%)

F'AC (0.7XC) /

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SOC (S.4X) (662/T / IOA ~~~~~(66.2X)

- 122 - Annex 3-10Page 6

MALI

FIFTH HIGEWAY PROJECT

Disbursement Schedule

Quarters DisbursementsDate From Commitments Profile

Board (USS Millions)

Sep-85 1 0.000Dec-95 2 0.000 0.243Mar-86 3 2.402 1.927 0.485Jun-86 4 3.277 2.184Sep-86 5 4.626 3.883Doc-86 6 7.000 6.553Mar-87 7 13.375 9.374 9.223Jun-87 8 11.359 12.136Sep-87 9 13.343 15.048Dec-87 10 16.591 18.204Mar-88 11 29.281 19.839 21.359Jun-88 12 22.665 24.271Sep-88 13 25.492 27.184Dec-99 14 28.842 30.097Mar-e9 15 44.591 32.193 33.009Jun-e9 16 34.863 35.436Sep-99 17 37.533 37.964Dec-B9 18 39.848 40.048Mar-90 19 48.543 42.163 42.232Jun-90 20 44.290 43.689Sep-90 21 46.416 45.145Dec-90 22 49.543 46.116Mar-91 23 48.543 48.543 47.087Jun-91 24 49.543 47.815Sep-91 25 48.543 49.543 48.543

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MALI

FIFTH HIGHWAY PROJECT

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Annex 4Page 1

MALI

FIFTH HIGHWAY PROJECT

Economic Evaluation

General

1. Mali's population is about 7 million; average per capita GNPin 1983 was US$150 equivalent. It is a vast (almost 40Z the size ofIndia), landlocked and drought-prone Sahelian country. Since transportcosts weigh more heavily than elsewhere in the price of basic commodi-ties, especially of high-volume, low-value bulk goods, Mali has aparticular need for efficient and well-developed transport services.Yet, it presently has the world's highest share of freight costs in thetotal value of imports: 25.5Z, compared to a developing country averageof 10.7% and a developed market-economy average of 5.3x. This is aheavy additional handicap for a country already disadvantaged by a poornatural resource base and inadequate social infrastructure.

2. Although an important part (some 17%) of the country's overallpublic investment in the past decade has been devoted to the upgradingof its transport infrastructure, overall access to goods and servicesremains difficult and costly for large segments of the Malianpopulation. The country's 600 km of railways serve a narrow corridorbetween Bamako and the border of Senegal. The network of 13,500 km ofclassified foads translates into an average road density of about one kmper 100 km , among the lowest in West Africa. Even so, this figureactually overstates accessibility: it includes some 4,600 km ofunimproved earth roads and tracks which "serve" widely dispersed andmostly self-sufficient (- except in drought years -) groups in thefirst, sixth and seventh regions (Kayes/Gao/Timboctou) representing15-20X of the total population. These tracks carry only very lowvolumes of essential goods traffic, and since they receive practicallyno maintenance, they are impassable for 5-6 months out of the year.

3. Over 90% of Mali's road transport is concentrated on apriority network of some 8000 km, close to a quarter of it now paved.Upgrading and extension of the paved network has been the Government'spriority for the sector since the early seventies and has absorbed thebulk of available funds, while maintenance of the existing roads andpromotion of an efficient road transport industry were neglected.

4. Although the first three highway projects financed by IDA allincluded periodic maintenance components along with main and feeder roadconstruction, the latter was usually achieved, while road maintenanceresults consistently fell short of appraisal estimates. This was

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Annex 4Page 2

essentially due to the fact that maintenance, carried out by forceaccount exclusively, tended to be treated as a residual activity,bearing the full impact of any shortage of local funds (due to droughtand/or inflation) and of the increasing illiquidity of Road Fundrevenues paid in the form of postal cheques (Annex 2-4). An inefficientPublic Works Equipment Service, unable to keep a minimum of theavailable road maintenance equipment in running order further compoundedthe financial difficulties. By 1980, routine maintenance vas decliningto perfunctory levels. Significant increases in petrol prices and roaduser taxes in 1981, combined with a steady deterioration of the roadnetwork led to a marked increase in the Cost of vehicle operationespecially for truckers, and to a pronounced deline of road transportservices especially to the rural areas (Annex 2-5). This threatened todeprive an ever increasing proportion of Mali's already disadvantagedrural population of even the most essential exchanges with the rest ofthe country and constitutes a potentially life-threatening handicap formany communities during drought years that now seem to occur infive-year cycles.

5. The Malian authorities, recognizing the serious impacts of thelong neglect of maintenance requested IDA assistance in redressing thesituation. The 1981 Fourth Highway (Maintenance) Project (cofinanced bySwitzerland) accordingly financed a tvo-and-a-half year emergencyprogram to assure essential routine maintenance on a priority network of4-5000 km, as well as the execution of deferred periodic maintenance onsome of the most degraded gravel and paved roads. At the same time, theproject served as a vehicle for evolving - in close collaborationbetween MTTP and IDA - a coherent approach to a longer term, sustainablepolicy of road construction and maintenance consistent with Mali'sneeds, financial capacity and technical capabilities. The realizationthat projected Road Fund revenues for 1985 and beyond will barelysuffice to cover the debt service on past road investments - leavinglittle for local counterpart funding of ongoing investments and nothingat all for road maintenance - was a dramatic reminder of the need forreshaping the country's overall road sector strategy.

6. The occasion to do so was provided by the preparation of thepresent project, cofinanced by AfDF, Switzerland, and France. In thecourse of this, a comprehensive approach to road investment andmaintenance (periodic and routine) programming has been agreed upon,focussed on the priority need of (a) maintaining existing infrastructureassets rather than on the creation of new ones; (b) securing a soundfinancing base for adequate maintenance; (c) creating the conditions fora more efficient delivery of maintenance works, and (d) promoting betterbalanced and more streamlined transport services through moredifferentiated and realistic transport pricing, better vehicle (load)control and, ultimately, transporter training.

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Annex 4Page 3

7. In support of difficult Government policy actions required on(b) and (d) above, the project provides the means for delivering (a) and(c). It finances not only the continuation of essential maintenanceactivities begun under the previous project, but also a comprehensiveinstitution strengthening program designed to improve overall sectorplanning, increase transport industry efficiency, and reorient andstreamline DNTP's maintenance activities. The shift of part of theperiodic maintenance from force account to local contractors, initiatedsuccessfully under the Fourth Highway Project, will be more activelypursued. In addition, a significant part of equipment rehabilitationwill be contracted out, in order to alleviate the backlog of work in theEquipment Service and allow it to cope more successfully with a reducedworkload. Key technical assistance inputs for compensatingorganizational and technical weaknesses in DNTP's operating units willbe provided, but technical assistance will be teamed with Maliancounterparts and the teans will be jointly responsible for achieving theoutputs of a clearly defined maintenance program. The project includesa production-related incentive scheme for local personnel and providestask-oriented training for all categories of maintenance personnel,prepared and implemented by the Public Works Training Center equippedunder previous IDA projects.

8. In combination, these measures are expected to produce aleaner and more productive structure for the execution of both road andrelated equipment maintenance. However, the transfer of part of themaintenance tasks to private contractors necessitates a strengthening ofDNTP's programming, contracting and supervision capabilities: again,experienced technical assistants will be teamed with qualified Malianengineers in the respective units to develop technically sound andefficient procedures and practices, also on the "Joint-responsibility/incentives-for-results" model described above. Finally, the projectfosters better sector planning capabilities through increased support ofthe National Transport Office (ONT), improving data handling andanalysis capacity through computerisation, technical assistance andtrain-'ng. In summary, the proposed project - rather than just concernedwith road maintenance - attempts to coalesce the support of all majordonor agencies active in the sector around Government's maintenance-centered and productivity-oriented road sector strategy for the mediumterm.

Parameters of the Economic Analysis

9. Road maintenance is known to be a very high return activity,because it both postpones the need for much more expensive renewal ofinfrastructure and significantly lowers the costs of vehicle operation.Specific returns of any program are a function of existing roadconditions, present and estimated future levels of traffic, estimatedcosts of road maintenance activities and estimated costs of vehicleoperation. A summary evaluation of these four parameters for Mali showsthe following:

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Annex 4Page 4

10. Road Condition and Road Maintenance Strategy: The links of the2,470 km paved road network (including kilometrage under construction)were classified according to their present maintenance status on athree-point scale (1-Good, 2-Average, 3-Poor). Their overall rating is1.8, with poorer ratings (2.1 and 2.4) for the 1350 km of more heavilytravelled sections, the most degraded of which are proposed forresurfacing and/or reconstruction under the proposed project, which willbring the overall rating of the paved network to a satisfactory 1.33.The gravel road network of 3,330 km has been classified on a four-pointscale (1-Good, 2-Average, 3-Poor and 4-Very Poor). Its overall presentrating is 3, with a high rating of 1.1 on the most heavily travelledsections and a low of 3.4 on sections with traffic below 20 vehicles perday. Upgrading of gravel road sections under the project will increasethe overall rating for this class of roads to 2.7 - still quiteunsatisfactory and an obvious impediment to adequate transport servicesin several regions. The earth road network of 2,990 km has beenclassified on a three point scale (3-Fair, 4-Poor, 5-Very Poor). It hasbeen assessed an average rating of 4, which will be only marginallyimproved by the routine maintenance activities proposed under theproject: these are restricted to activities aimed at restoringreasonable passability to these roads after the usual wash-outs causedby the brief, but extremely violent rainy season. (For details, seeAnnex 2-3, The Priority Road Network).

11. Tne strategy of the proposed maintenance program will thus beto (i) preserve the paved road network by (a) preventive maintenance ofthe more recently constructed portions and (b) rehabilitation/reccnstruction of the earlier portions, some of them now over 30 yearsold and breaking up because of deficient maintenance over much of theirlife; (ii) regular routine maintenance of a priority network of improvedgravel roads, selective rehabilitation (periodic maintenance) ofsections supporting agricultural and tourist development in areas ofgood potential and with ongoing (rural) development projects; and(iii) intermittent maintenance activities on selected earthroadsproviding essential services to substantial marginalized populations.

12. Traffic: According to the semi-annual traffic counts carriedout by DNTP, 1983 traffic on Mali's paved roads ranged from 17,000vehicles per day (vpd) near Bamako to some 55 vpd (Annex 2-3); the meanon all paved roads (excluding Bamako-Senou) was 180 vpd with about 36%of heavy vehicles (trucks and semi-trailer combinations). On gravelroads, traffic ranged from 145 to 5 vpd, with a mean of 25 vpd, 23% ofthem heavy vehicles (mostly trucks, some semi-trailers). Traffic on theunimproved earth roads averaged no more than 5-10 vpd, practically allpick-ups and small trucks carrying passengers and essential goods.While traffic grew at around 7% annually in the 1970s, it decreased byaround 9X annually from its 1979 peak until 1982, levelled in 1983 andstarted increasing again in 1984, due mainly to increased shipments ofgrains for drought relief. It has been assumed that traffic wouldcontinue to increase modestly (by 3% in 1984 and 4% annually thereafter

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Annex 4Page 5

on paved roads, by 2% on gravel roads in 1984 and by 3.5% annuallythereafter, and by 2Z on earth roads, the maintenance status of which isexpected to change only marginally throughout the analysis period of 10years. Gravel roads being rehabilitated are expected to have highergrowth rates due to the rural development projects being carried out inthe areas they serve (1984: 4Z, and 6% annually thereafter); inaddition, road improvements will add generated traffic of 10-15% ofexisting volume, in line with observed traffic increases on recentlyimproved gravel roads. A pessimistic scenario, with traffic growth ongravel roads rehabilitated reduced to 3X p.a. and on the remainder ofthe network held at 2% p.a. (i.e. below the rate of population growth)was also tested.

13. Road Maintenance Costs: Due to severe degradation of many ofthe priority roads, the estimated unit costs (Jan. 1985 prices) for roadmaintenance are relatively high. For the main rehabilitation andrecurrent maintenance activities to be carried out under the project,they are as follows: CFAF 10.2 million (US$360) per km of patching ofpaved roads; CFAF 7.5 million (US$16,800) per km of regravelling andCFAF 70,700 (US$155) per km of spot regravelling; and CFAF 38,600(US$84) per km of grading. Other routine maintenance costs (maintenanceof shoulders, drainage systems, bridges, signalisation, etc.) averageabout CFAF 151,500 (US$330) per km of paved road and CFAF 50,500(US$110) per km of unpaved road. The above figures reflect the mix ofwork by contractor and by force account foreseen under the project; thecosts of equipment depreciation and of works supervision have been addedto the site-costs of maintenance tasks detailed in Annex 3-1. A summaryof Maintenance costs used in the economic analysis is in Tables 1 and 2.

14. Vehicle Operating Costs: Vehicle operating cost parametershave been provided by ONT. The most recent version of the HighwayDesign and Maintenance Standards model (EDM III) was used to assessvehicle operating costs in the reference "without project" situation (noperiodic maintenance; routine maintenance at one third the level and 1.2times the cost per activity in the "with project case") and with theproject. Estimated vehicle operating costs for different roadconditions are summarized in Table 3. From the analysis, it can be seenthat the economy would save some CFAF 33 billion annually in operatingcosts due to improved road surface conditions with the project.

15. Exogenous benefits : To reflect the agriculturalproduction/rural income benefits associated with the provision ofall-weather access to markets and social services in presentlymarginalized regions where rural and agricultural development projectsare being implemented or firmly planned, incremental value added due tothe road has been estimated for the unpaved links proposed forrehabilitation. The estimates are based on the considerations set outbelow and are added as exogenous benefits for Alternative 1 "with theproject" in the HDM III model run.

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Annex 4Page 6

16. The Bougouni-Yanfolila-Badogo, Badogo-Kalana, and Bougouni-Manankoro roads (Group UPC2, links 1082, 2221 and 1091) are nationalroads serving the Mali-Sud (IDA) Project area. The road influence areais among the most fertile in the country with sandy loam soils andannual rainfall of about 1500 mm. It has recently been freed fromriverblindness and has begun to attract immigrants from the Saheliannorth, a trend certain to be reinforced by the current drought andfamine in that area. The road influence areas (RIAs) are targeted forexpansion of cotton and improved maize production under the Second MaliSud project initiated in 1984 which promotes an effective small holderfarm package implemented successfully under the first MALI-Sud projectin the region north of Bougouni. While the agriculture project includesessential maintenance of feeder roads in the project area, it assumesthat rehabilitation and subsequent maintenance of the main roads wouldbe carried out by MTTP. Lack of reasonable main road access is jeopar-dizing CMDT's (Compagnie Malienne du Textile) goal of expanding cottonproduction in the region by 6,000 ha. It hampers provision of inputs andextension services, discourages the planned inflow of migrants andreduces farmers incentives for the production of surplus coarse grainsfor the city markets in the north. Quantified road impacts are (i)differential population growth with and without the project; (ii)slower adoption of improved farm-practices leading to both acreage andyield increases. Details of the estimation are in the project file.

17. The Kayes-Nioro road and the access-dyke to Djenne (GroupUPB2, links 1013 and 6210), although both in the Sahelian zone, servequite differing needs. The historic city of Djenne is an importanttourist-attraction, on the Tombouctou-Mopti-Dogon country circuit. Roadaccess is provided by a dyke road through the flood-plane of the Nigerriver which, after long years of neglect, has severe erosion problems.Rehabilitation of the road is expected to result in substantiallyincreased tourist traffic, reflected in higher than average trafficgrowth rates for this spur off the San-Mopti axis. By contrast, theexpected impact of the Kayes-Nioro road in the isolated First Regionmainly concerns the agricultural and social development of its largeinfluence area. Providing a much needed all-weather link between Kayes(population about 60,000) the First Region capital, and Nioro du Sahel(population about 20,000) the administrative center of the KaartaDistrict, the road will also serve an estimated (1985) rural populationof some 150,000 living in a 25 km band along its trajectory. A detailedfeasibility study of the Kayes-Nioro road and a related 68 km branchroad from Dialaka to Yelimane was carried-out with USAID financing in1979/80. It examined seven alternative levels of road improvements, somein combination with additional agriculture investment. Comparing netincremental value added in agriculture and transport with and withoutthe project based on a regional simulation model, the study concludedthat the optimal level of road improvement, i.e. the variant with anacceptable rate of return and which maximized net present value bothwith and without associated agricultural investments in the RIA, was a

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Annex 4Page 7

paved link between Kayes and Dialaka (82 Km) and a laterite surfacedroad from there to Nioro. The variant with agricultural investments hadan estimated ERR of 16.4%, the road-only alternative one of 13%.Sensitivity testing showed however, that under pessimistic assumptions(limited maintenance;decrease in revenues of 20%; increase in costs of20%). an all-laterite road from Kayes to Nioro would be the optimal roadinvestment, with ERRs ranging from 16.4% (most likely case) to 13.2%(costs + 20%) and 9.2% (revenues - 20X).

1$. Although deemed essential for the successful implementation ofseveral ongoing rural development projects in the RIA (Kaarta IntegratedRural Development, supported by Canadian Aid (Can.$ 21 million) andcentered on Nioro; Kayes Nord Livestock Development, supported bySaudi-financing (US$15 million) west of Nioro; irrigation studies;ODIPAC, an IDA-financed experimental rural development project (US$6.5million) expected to lead to a larger scale project in 1987; USAID ruralhealth services pilot project), the Kayes-Nioro road has not foundfinancing and remains a steadily worsening constraint the region'sdevelopment. What agricultural and livestock potential there is in theRIA remains under-exploited, as access to markets and services continuesto deteriorate. Young able-bodied males migrate in increasing numbers tothe neighboring countries (especially. Senegal/Ivory Coast) and toFrance in search of wage employment. This further accentuates thedeficit character of the region,vhose population relies for its survivalmore and more on remittances from these migrants. Estimated growth ofthe rural population in the RIA during the 1970's was not more than0.9%, although the seasonal influx of cattleherders from the southduring trans-humance increases the resident population by about 15% fora few months of each year. As deteriorating roads lead to declining andincreasingly unreliable provision of essential goods and basic socialservices in the rural areas, outmigration (between 2-3Z annually)accelerates: Kayes urban area has been growing at over 6%, althoughemployment opportunities are scarce, and many migrants move on to thecapital or abroad. Land use surveys in the project area have establishedthat only about a fifth of the cultivable land (estimated at 162 oftotal area) is presently cultivated, and that improved cultivationpractices can produce significantly greater yields than those realizedby traditional farmers. With the provision of modern inputs, credit toacquire them and agricultural extension to instruct farmers in the useof new technologies - the package provided by the Kaarta IntegratedDevelopment Project and ODIPAC - the area's agricultural potential wouldallow its population to reach self-sufficiency and even produce asurplus for the market, if access can also be assured. The impact ofroad access has again been quantified in terms of (i) differentialpopulation growth and (ii) differential adoption of improved farmpractices with attendant acreage and yield increases. Details of theestimation are in the project file.

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Annex 4Page 8

19. Rates of Return and Benefit-Cost Ratios: The Highway DesignStandards (HDE III) model was used to estimate the project's economicrate of return, which is higher than 50% overall. Separate ERRs wereestablished for the reconstruction of the Bamako-Bougouni road, for thepaved road maintenance program, as vell as for links with differenttraffic and maintenance characteristics vithin each of these threecomponents.

20. The Bamako-Bougouni road reconstruction yields an estimatedreturn of 28X overall, vith 65Z for the highly trafficked urban sectionfrom Bamako to Faladie, and 15S for the rural section from Faladie toBougouni. These results are conservative, since neither congestioncosts on the urban section, nor the costs of increasing trafficdiversion on to a substantially longer route (132 km) from Bougouni toBamako in case of further deterioration of the road were taken intoaccount. The benefit/cost ratio for this component at a discount rateof 10 is 2.6:1. Details of the analysis are in Table 4b.

21. The paved road maintenance program includes periodicmaintenance of 492 km and routine saintenance of 1.730 km. The overallERR fo^ the component is 34%. Four links with different characteristicsvere analysed separately: estimated ERRs range from 24Z to over 1OOZ.The overall benefit/cost ratio for this component, at a IO discountrate, Is 2.55:1. Link-by-link details are in Table 4a.

22. The unpaved road maintenance program includes rehabilitationof 535 km of gravel roads in areas with ongoing rural developmentprojects (paras. 16-18 above), and routine maintenance of a prioritynetwork of some 3,330 km of gravel roads and 2,990 km of earth roads.The overall ERR for this component is indeterminate, since the ERR on anumber of links exceeds 10O%. Seven links with different character-istics were analysed separately: estimated ERRs range from 13X to over1002. The overall benefit/cost ratio for this component, at a 1O0discount rate, is 1.99:1. Link-by-link details of the aualysis are inTable 5. Returns on all components remain satisfactory vith thepessimistic traffic growth assumptions tested (Tables 4a and 'b).

23. The major risks to achieving projected benefitt would beinadequate funding and operating inefficiencies of the project agency.Based on the experience under the ongoing Fourth Highway (Maintenance)Project, and given the arrangements made to ensure timely execution ofequipment overhauls at project start-up, there should be no major risksconcerning periodic maintenance: force account operations have beenimproving and performance by contractors has been satisfactory. Noproblems are anticipated on the reconstruction of Bamako-Bougouni bycontract. Adequate routine road maintenance in the final years ofproject implementation depends on the timely introduction of the revenueraising measures discussed in para. 2.16 of the SAR, but sinceGovernment will have agreed with IDA on a timetable, this risk should

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Annex 4Page 9

be limited. It would demand, however, a close monitoring by IDA of theimplementation of these measures. The provision of technicalassistance, coabined with intensified training and an improved incentivestructure for Nalian project personnel, should assure that the expectedgains in operational efficiency will, in fact, be realized.

FIFTH RIGHWAY PROJECT

Table 1: Derivation of Kaintenance Cost for Economic Analysis

Item Basic Coat Pro-rated Pro-rated Adjusted Coefficient(CAPA HMilion) Equipment Cost Supervsiaon Cost Base Cost To Reflect Equipment

Coats

A. Equipment 2,694.142 a/ (1,885.899) paved 2,640.244 (451)

B. Force Acct.- Routine H. 4,560.231 1,306.977 5,867.208 unpaved 3.226.964 (552) 1.287

C. Force Acet.- Periodic H. Gravel 785.693 225.182 57.706 1,06B.581D. Force Acct.- Periodic H. Paved 1,234.249 353.740 90.651 1,678.640E. Contractor - Periodic H. Gravel 2,759.521 202.676 2,962.137P. Contractor - Periodic H. Paved 3,101.123 227.765 3,328.888G. TA Supervision - Periodic H. 578.798 b/ (578.789) -

TOTAL 14,905.454+ 808,300 (Residual Equipment)15,713.754

a/ Five-year life, of which 3.5 years for project, prorated to B, C, D./ Prorated to C, D, E, F.

CYAF nlo CFA/L0 CA/a3

Average per Km Cost of Periodic Maintenance, Gravel (C+E): 4,030.778:535 - 7.534 8,371

Average per Km Cost of Periodic Maintenance, Paved (D+F): 5,007.528:492 -10.178 1,696

Average per Ka Cost of Grading 814-443 CFAF million/pa: 27.142 km - 3b.006 X (coeff.) 1.287 - 38,618 CFAP/kb

Average per m3 Coat of Spot tegravelling 1,250.882 :455,682 *3 - 2,746 X (coeff.) 1.287 - 3,533 CFAF/u3

Average per *2 of bitumn patching 2,260 X (coaff.) 1.287 a 2,908 CFAF/03

Average per Km of routine maintenance; other:1,644.38003.S years * CFAF million 1469.823/yr: 6321 km unpaved1884 X 3 km paved

Equivalent km unpaved: 11,973 - 39,240/km unpaved X 1.287 - 50,502/ka117,720/ka paved X 1.287 -151,506/km '

Source: Annex 3-1, Table 3, Annex 3-3, Table 2, Annex 2-4, Table 2 Q

Notes Coat figures for the economic analyasi are based on the Jan. 1985 versionof the SAk, which used an exchange rate of US$1- 460 CFAF, and thum differslightly from the final coat-tables which reflect an exchange rate ofUS41-490 CPA?.

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Annex 4Page I1I

MALI

FIFTH HIGHWAY PROJECT

Table 2: Share of Different Project Components in Total

Economic Cost (Jan. 1985 prices)

Paved Roads CFAF Million X

1. Reconstruction:Bamako-Faladie 1,935.0 7.9Faladie-Bougouni 7,595.0 31.1

Sub-total 9,530.0 39.0

2. Maintenance, Periodic: Contractor 3.328.9 13.6Force Account 1,678.6 6.9

Routine : Force Account 2,640.3 10.8

Sub-total 7,647.8 31.3

Unpaved Roads

3. Maintenance; Periodic: Contractor 2,962.1 12.1Force Account 1.068.6 4.4

Routine : Force Account 3,227.0 13.2

Sub-total 7,257.7 29.7

TOTAL LCONOMIC COST 24,435.5 100.0

Residual Equipment 808.3

T. A. and Training 2,638.1

Base Project Cost 27,881.9

Note: Cost figures for the economic analysis are based on the Jan. 1985version of the SAR, which used an exchange rate of US$1- 460 CFAI, andthus differ slightly from the final cost-tables which reflect an exchangerate of US$1-490 CPAF.

- 135 -Annex 4Page 12

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FIlTH HIGHWAY PROJECT

Table 3 - The Economic Cost of Vehicle Operation

-- - Road Condition

Paved Roads Good Fair Poor Very Poor

Quality Index a/ 45 95 120 150

CFAF/Vehicle/km - Jan. 1985

Passenger Car 68.9 73.0 77.5 83.9Pick-un 72.6 80.1 88.0 99.4Bush-taxi 79.8 88.5 98.1 112.1Truck (7.5t) 304.3 327.8 343.6 365.7Semi-trailer (30t) 480.4 511.3 531.5 563.6

Unpaved Roads

Quality Index a/ 70 120 175 215

Passenger Car 71.6 78.9 90.5 100.2Pick-up 75.8 89.6 110.9 127.9Bush-taxi 88.5 102.7 127.8 149.1Truck t7.5t) 337.4 375.5 418.7 453.2Semi-trailer 563.1 607.5 659.2 703.5

US$/Vehicle/km - Jan. 1985Paved Roads

Passenger Car 0.150 0.159 0.169 0.182Pick-up 0.158 0.174 0.191 0.216Bush-taxi 0.174 0.192 0.213 0.244Truck (7.5t) 0.662 0.713 0.747 0.795Semi-trailer (30t) 1.044 1.112 1.155 1.225

Unpaved Rods

Passenger Car 0.156 0.172 0.197 0.218Pick-up 0.165 0.195 0.241 0.276Bush-taxi 0.192 0.223 0.278 0.324Truck (7.5t) 0.734 0.816 0.910 0.985Semi-trailer (30t) 1.224 1.321 1.433 1.529

al Established as a function of road roughness by the Highway DesignStandard (XDM III) model.

KALI

VIM1 NIGEVA 1W ROET

Table eW conemic Iveluatiam of a Proarm of Paved IRed Resurfacing and 1ainteanceo

(CIa 000,000, Jan. 1963 prices)

- Discounted Su" for 1916-1996 Period

Diteount hoed lehabilitasioe Veb. Operating Ratio #et Present ValueRatio OnA Ksintsmance cost jahw sic (Totl Itot kneE its)

0 4*646 21.053 4.51 16.34610 4,206 10,713 2.55 *.50612.5 4.092 9.221 2.23 S,12923 3,560 4,767 1.33 3,206

Cossarative Results for Links with Different 1964 Traffic Volume and Carresea-DIna Levels of alintenance

(CFAP 000,000, Jan, 1965 pricts)

Totel CeoA eIC Cost. 19115-199% 1e p resent Values19U4 L- ngth of Periodic Haiat. TIuetonnnCe a VetiCle Operet. Cost) -a------ D uScouet RAtes -------- mPrlI DI 1 aI

Traffic Lvaol Link with project With Prolect Without Prolect 0o 102 232 W101) Tr '

monr than l.000 26 - 19,040 19,761 741 337 127 12.0 300 346220-1,040 224 163 9),522 103,332 8,010 2,1U 1.106 1239 is 47100-220 682 327 154,911 112,0S1 7,090 2.21 (91) 2.? 24 tS o -lsee than 100 19e * 420 46S.752 145 195 H 0.1 4S Ii W

OtAL 1,730 492 3117,729 314,116 16,3 6 58139 1.208 3.4 34 22

Table 4b: kecoomic Evalustion of auko-Iousount load acooostruction

roe raln 10,000 7.3 7.3 66,004 79,156 13,150 4,114 2,101 844;4 6* 62ZO-1000 152.7 152,7 63,339 71.919 S.4 1 1.534 (1.S33) 10.1 1L 12

160.0 160.0 129,365 151,63S 22,069 7,700 s66 46.1 26 26

a Ut I- Traffic growth at 4T pvo., IR 2- traffic growth at 21 p.m.

MIii' Cost figres for the econome analysis are based an the Jan. 1963 versionof the Ullt which uoed so exchange rate of US$ls 460 CAU, and thus differslightly from the final come-tbhles wbih reflect an amekago rate ofUSl1-490 CVFA

0l

MALI

VIMT1 HIGHWAY PROJECT

Table S Econmic Evaluation of a Program of Periodic RegravellinA and

Rehabilitation of LaterLts and Earth Roads and their Routlne NaLntenance(CFAF ml lion. Jan. 1985 prices)

… - --- - -- Discounted Sums for 1986-1996 Period

Incresental CostDiscount of Road Rehabilitation Vehicle Operating Net Incremental Ratio Ratio Net Present ValueRate and Kaintenance Cost aving ASici Value Added Sl/C B1 & 62/C (Total Yee Benefits)

Exsting Generated Total

0 8.819 12.589 588 13.177 9.300 1.49 2.55 13.65810 6,329 7,645 312 7,955 4,664 1.26 1.99 6,29312.5 SS927 6.901 272 7,173 4,003 1.22 1.90 5l,2925.0 4,569 4,588 149 4,737 2,058 1.04 1.49 2.226

Comosrative Results for LLnks with DLfferent 1984 TraffLc Voluaos and Corresponding Levels of Kaintenance(ClAP million, Jan. 1955 prices)

Periodic1984 Length of Maintenance Total Econ3mic Cost Net Present Values NPV/Kn ER 1* EU 2*

Traffic Level Link With Pir!jct --- Discount Rate ---(,pd) tE;i (km) With Project Without Project O0 102 25S (IO) (2) (2)

a I/more than 40 305 - 29,764 32,271 2,507 1,488 900 4.88 >100 >100a 21 - 40 535 - 13,940 14,929 990 653 411 1.22 68 >100C 21 - 40,rH b/ 285 288 10,277 8,982 2.014 242 (635) 0.84 13 ifa up to To 1,675 - 27,940 26,997 1,058 665 405 0.56 >100 1000 up to 20. PH 247 247 1,487 4,592 S,662 2,370 606 9.59 41 41£ e/more tban 20 391 - 7,600 7,645 45 31 24 0.08 >100 >100E up to 20 2,598 _ 24,894 26,276 1,383 844 514 0.33 >100 >100

TOTAL 6,242 115,902 IZ3,692 13,659 6,293 2.225 1.01 Multiple Multiplewwin .~uu N"Nmua waumuam so-wuas uum -a

a/ G - Gravel roadsM Pa * Periodie maintenance

c/K e Earth roads

* ERR 1- traffic growth at 3.51 p.a.1 ERR 2- traffic growth at 22 p.m. °Q K

Note: Cost figures for the economic analysis are based on the Jan. 1985 versionof the MAN, which used an exchange rate of US$I1 460 CrAF, and thus differslightly from the final cost-tables which reflect an exchange rate ofUS$1-490 ClAF.

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MALI i j

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