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The World Bank

FOR OFFICIAL USE ONLY

MICROFICHE COPY Report No. 10264-BAR

Report No. 10264-BAR Type: (SAR)MATES, A / X38648 / I5132/ LA3IE

STAFF APPRAISAL REPORT

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

MAY 29, 1992

Department IIIInfrastructure Operations DivisionLatin America and the Caribbean Region

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

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CURRENCY EQUIVALENTS

Currency Unit - Barbados Dollar$B1.00 - US$0.50

US$1.00 - $B2.00

WEIGHTS AND MEASURES

1U$ gallon - '3.875 liters1 mile - 1.613 km1 pound - 0.453 kg

ABBREVIATIONS

BPA Barbados Port AuthorityGOB Government of BarbadosEMS Equipment Management SystemGOB Government of BarbadosHMMS Highway Maintenance Management SystemIFAS Integrated Financial Accounting SystemMCW Ministry of Works, Communications and

TransportationMMU Maintenance Management UnitPU Planning UnitTC Technical CommitteeTCD Technical DepartmentTEU Twenty-Foot Equivalent UnitTLF Transport Levy FundTRB Transport Board

FISCAL YEAR

April 1 - March 31

FOR OMCIuL USE ONLY

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

STAPF APPRAISAL REPORT

TABLE OF COKTENTS

Pate No.

I LOAN AND PROJECT SUIa ARY . . . . . . . . . . . . . . . . . . . . . . . 1

II* THESECTOR o oo#&e*3A. General .. . . . . . . . .. . . . . . . .a. . . .9 . . . . .#. 3B. Institutional Setup ...... .......... .... ...... 4C. Ports ................................. 4D. Airport ................................. 5E. Road Transport ........................ . 5

(a) The Network ...... ..... .......... . 5(b) Road Administration .................... 5(c) Road Maintenance ........ . 6(d) Road Construction Industry . 8(e) Vehicle Fleet . . . . . . 9(f) Axle Load Regulation 9 * 9(g) Trucking Industry a . . ... . 9(h) Passenger Transport and the Role of the Transport Board 9(i) Highway Planning . o . . . . . . . o * * * . . 11(j) Fuel Prices and Other User Charges . . . . . . 12(k) Highway Financing . . . .. ....... ... o 13

III. PAST BAIKEXPERIENCE IN TE SECTOR .. ................ 13

IV* THE PROJECT . .. . .. * .o . . . . . . ..... . . . ... . 14A. Justification . . . o....... *. . . ....... 14B. Project Objectives . 15C. Project Description .o... . ....... .... ..... 16

(a) General . . . . . . , .. . ... . . . 16(b) Road Rehabilitation 16(c) Road Safety . . . . . . . 16(d) Overlay Program .e. a v....v.. * . 17(e) Bridge and Culvert Rehabilitation . . . . . . . . . . . 17(f) Pilot Programs Routine Maintenance by Contract . . * s18(g) 13quipment .18 ........... I(h) Institutional Improvement ................ 19

This report is based on the findings of an appraisal mission which visitedBarbados in February 1992. The mission consisted of Messrs. Amnon Mates, TaskManager and Economist, Jos6 Luis Irigoyen, Engineer, and Richard Scurfield,Transportation Expert. Peer review was provided by Messrs. John Flora andErnesto Henriod. The report was prepared under the supervision of Mr. GrahamSmith, Division Chief, and Mr. Yoshiaki Abe, Director; Ms. Silvia Delgadoassisted in its production.

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

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TABLE OP CONTENTS (cont's)Page No.

Ml General ... 19(ii) Technical Asoistance . . . . . . . . . . . . . 19gil) Studies . o 20(iv) Training . v.. .............. 21

F. Project Costs and Financing . . . . . . . . . . . . . . . . . 22G. Economic Evaluation . . . . . . . . . . . . . . . . . . . . . 24

(a) Road Rehabilitation ................... 24(b) OverlayProgram ..... .. 9 925

(c) Safety Program ....... ............... 26

V* PROJECT INPLMEkNTATION . .. .................... 26A. Project Execution ..................... 26

(a) General . . . . . . . . . . . . . , . . . . . . . . . . . 26(b) Project Coordination .' .... ......... ... 26(c) Roadc Maintenance ...... .. 9 9 ... 27

B. Procuremont . . ...... . 27C- Diabursementa .. . . .. 9 9 28E. Auditlto . . . . . . . . . . . . . . . . . . . . . 29E. Monitorong m Impa . . . . . . . . . . . . . . . . . . . . . . 30Fo Environmental Impact . 000000031G. Project Riak .o. . . - . . . . . . o . a 31

VI. AGREEMENTS REACHED AND RECOMMENDATION . . . . . . . . . . . . . . . 32

Recomnendation . . . . . . . . . . . . . . . . . . . . . . . . . 34

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

I. LOAN AND PROJECT SUMIARY

Borrowert Government of Barbados (GOB).

ExecutingAgency: Ministry of Public Works, Communications and Transportation

(MCW).

Amount: US$21.2 million aquivalent.

Terms: 15 years, with 5 years of grace, at the standard variableinterest rate.

ProjectObjectives: The objectives of the proposed project are to: (a) install and

implement sound maintenance policies and procedures on the roadnetwork; (b) preserve the capital base of road infrastructurewithin the constraints on capital and current expenditures; (c)reduce investment costs by transferring all capital works to theprivate sector and explore the relative merits of private sectorparticipation in carrying out road maintenance activities; (d)improve road safety; and (e) help the Government in its effortsto privatize passenger transport services.

ProjectDescription: The project finances a share of MCW's Five-Year (1992/93-1996/97)

Investment Plan which was appraised jointly by the Bank and theCDB and is financed in parallel by both organizations. The Bankproject will finance: (a) rehabilitation of two sectione ofHighway 6; (b) a safety program consisting of improvement to fiveroad intersections; (c) an overlay program involving about 160km of high-priority roads; (d) rehabilitation of culverts andbridges; (e) a pilot program of routine road maintenance bycontract; (f) equipment acquisition and rehabilitation in linewith the requirements of the Four-Year Road Maintenance Plan; and(g) an institutional improvement program consisting of: technicalassistance for road maintenance and workshop operations; trainingand retraining programs; and studies to rationalize the roadnetwork and privatize public bus transport services.

ProjectBenefitss The project will result in substantial upgrading of about 30S of

the primary and secondary road networks and a significantreduction in transport cost, traffic congestion and accidents.The project will assist in the transfer of capital works andperiodic road maintenance to private contractors, increaseefficiency of road maintenance operations and improve equipmentavailability. The project will allow the Government to carry outvital capital and periodic maintenance works under drasticallylower budgetary allocations agreed upon as part of the IMF 1992stand-by agreement. In addition, the project will lead to anaction plan to privatize passenger transport services and reduceto a minimum Government subsidies to the publicly-owned buscompany (Transport Board).

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ProjectRisks: The project carries little risk from the technical point of view.

However, the agreed road maintenance and investment programsrepresent the minimum levels needed to preserve the road network;any further budget reductions will endanger the level of serviceof the road iafrastructure. We expect that the agreement withthe IMF will make further budgetary cuts unnecessary. Aloo,political factors could deter the Government from proceeding withprivatization of passenger transport services which are currentlyprovided by the publicly-owned bus company. The project isdesigned so that overlay works FY94/95 and beyond will notproceed until there is satisfactory progress on thisprivatization program.

Local Foreign TotalProlect Cost: ---------------(US$ million)--------------

(a) Civil Works:Rehabilitation 1.1 1.3 2.4Safety 0.9 1.2 2.1overlay 5.3 9.9 15.2Bridges & Culverts 0.2 0.2 0.4Land Acquisition 1.5 - 1.5Maint. by contract 0.3 0.4 0.7

Subtotal 9.3 13.0 22.3

(b) Equipment 0.1 2.5 2.6

(c) Technical Assistance, 0.3 1.7 2.0Studies and Training

(d) Contingencies 2.3 4.0 6.3Total 12.0 21.2 33.2

Financina Plan:

IBRD Proiect CDB Proiect Total Proaram

Government 12.0 4.0 16.0IBRD/CDB 21.2 _9.6 30.8

Total 33.2 13.6 46.8

Estimated Disbursements: --------------Bank Fiscal Year---------------

1993 1994 1995 1996 1997

----------------(US$ million)----------------Annual 2.7 6.5 6.9 3.5 1.6Cumulative 2.7 9.2 16.1 19.6 21.2

Estimated Economic Return: 35Z-average for all project components.

II. TAE SECTOR

A. General

2.1 Barbados is a relatively stiall island with a population of 244,000and a total area of 430 square kilometers. It enjoy., however, an extensivepaved road network of 1,550 km (Table 1). The paved road density, at 3.6 km persquare kilometers, is high in comparison with other islands of a similar size(Grenada - 1.5; St. Vincent - 1.5; St. Lucia - 1.1). The relatively flat terrain(except for the northeastern part of the island) and the higher standard ofliving (GDP per capita in Barbados is more than three times higher than the otherislands mentioned above) contribute to the incrffased road network size.Nevertheless, maintenance of some low-traffic tertiary roads could be minimizedwithout affecting the efficiency of the system.

2.2 Barbados has spent substantial resources on developing its elaborateroad network. The level of road investments peaked in FY86/87 at about $B43million (Table 2); it has declined in subsequent years reflecting the completionof major projects (the northern access road and the airport road). Total roadinvestment as a percentage of public sector investment reached a high of 26% inFY86/87, but declined to a more reaeonable 16-18S in recent years (Table 3). Interms of current expenditures, the road sector accounted for 6-9S of publicsector expenditures since 1984 (Table 3).

2.3 In addition to roadst the transport system in Barbados consists ofone deep water port, several fishing ports and one major international airport.There are no railways in Barbados. The main road cargo traffic consists of sugarcane being transported from the producing areas to the ret;neries, rum andmolasses which are exported, internal transport of construction materials,especially cement, and general cargo of imports of foodstuff and industrialproducts.

2.4 In September 1991 the Government embarked on a stabilization programthat led to a Stand-by arrangement with the IMP in February 1992. The Governmentreduced the overall public sector deficit from 7.31 of GDP in FY90/91 to 1S inFY91/92 and plans to eliminate it in subsequent years. To achieve this, theGovernment reduced drastically its capital and current expenditures.Consequently, the investment 2rogram of the Ministry of Public Works,Communications and Transportation (MCW) for PY91/92 was reduced by about $B10million to a level of $B30 million (of which investments in roads amount to about$B26 million). The Government also reduced MCW's payroll from 2,500 to about1,300. The reduced level of investment and staff will coincide with eliminationof all force-account capital works and a transfer of most periodic maintenanceworks to private contractors.

2.5 The Government's strategy for the sector now calls for a minimuminvestment in new construction and reconstruction works which will be limited toa few high-priority projecta, a shift in focus to efficient management of theexisting network, especially adequate road maintenance policies, and an increasedrole for the private sector in carrying out this strategy. The Governmentintends to mobilize substantial external resources to enable implementation ofthe required investments and periodic maintenance works and improve theefficiency of public transport sector entities.

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B. Institutional Setu,

2.6 The Ministry of Public Works, Communications and Transportation (MCW)is responsible for planning, construction and maintanance of the public roadnetwork. MCW customarily prepares engineering studies for small projects andsupervises all but the largest capital works carried out by contractors. Inaddition, MCW has been carrying out some civil works through force-Sccount. MCWis also responsible, through its Licensing Authority, for vehicle registrationand ivsapection, issuance of drivers' licenses, compliance with vehicle weightregulation, and regulation of passenger transport. The International Transportand Communications Division of MCW is responsible for air services and overseesthe operation of the international airport. The organizational structure of MCWis given in chart I. The Government-owned Transport Board (TRB) operatespassenger transport services. The operations of the Bridgetown Port is theresponsibility of the Barbados Port Authority (BPA).

C. Ports

2.7 Almost all imports and exports are handled in .he deep water port (30ft. draught) at Bridgetown. The port commenced operations in 1961 and is wellserved by marine liners, which provide connections with most trading partners.The port facilities, which include six deep-water berths, cargo handlingfacilities, four transit sheds and administrative facilities, were expanded andimproved in the late 1970's with assistance from the IDB. The port's containerfacility was expanded in recent years and a large crane handling 24 containersper hour was purchased with EEC's assistance. In addition, there are privateunloading facilities for aviation fuel and crude oil (owned by the oil companies)sad coal (owned by Barbados Light Company). The cement plant at Arawak also hasits own export facilities. Finally, there are numerous small fishing portslocated around the island.

2.8 The Barbados Port Authority (BPA) administers the deep water port,except for stevedoring, which is in private hands. Total traffic in the port inboth 1989 and 1990 amounted to about 600,000 tons, substantially above thefigures for the three preceding years, but about the same as the traffic levelin the early 80's, before the port lost significant trans-shipment traffic to St.Lucia (Table 4). Container traffic showed consistent growth over the period,from 294,000 tons in 1986 to 435,000 in 1990, and now accounts for over 702 oftotal traffic. Most cargo traffic at the Bridgetown port is inbound (over 86Xof the total) reflecting the trade imbalance. The port also provides a cruiseship stop-over point with duty-free facilities. In 1990, total passengerarrivals were about 378,000, up substantially from the 303,000 in 1988. The portmanagement hac introduced several improvements in recent years to reduceoperating cost. BPA has shown an operating profit every year up to 1990 (e.g.$B1.3 million in 1988 and $B1.6 million in 1989). The loss in 1990 was a minimal$BO.2 million, after a $BO.5 million provision for foreign exchange losses andone-time expenses related to dismissal of some staff.

2.9 The port facilities are sufficient to handle the traffic in theforeseeable future. Container capacity, at 75,000 TEU annually, is substantiallyabove the present traffic level of 39,000 TEU, while other breakbulk and bulkcargo traffic are not showing significant growth. BPA is developing plans foradditional facilities to recapture the trans-shipment market, but financing forthis purpose from private sources does not seem likely at the moment.

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D. Airort

2.10 The Grently Adams International Airport is Barbados' only airport.A new terminal building and other facilities, coating about $B28 milllon, werecompleted in 1980 with Assistance from CIDA ($Can 10 million). The facility isdesigned to cater to aaarly 3 million passengers, substantially above the 1990figure of 1.6 million (Tablo 5). The runway was rehabilitated in 1986 with CDBfinancing and is in good shape. However, freight handling ia inefficient andsuffers from lack of an adequate all-weather storage facility to accouodatefreight cargo, which is growing rapidly (16Z in 1989 and 18S in 1990). CDB isfinancing a feasibility study for improvements in this area.

2.11 The airport, with a total length of 11,200 feet and width of 130feet, is capable of handling all commercial aircraft including jumbo jets. Itis well served by North American and European airlines. Total air movements in1990 amountLi to 37,700, up from 35,000 in 1989.

2.12 Administration of the airport is the responsibility of theInternational Transport Division within MCW. Airport operations are generallywell run and the staff of about 250 is adequate. The airport generates variousrevenues, none of which is earmarked. For FY89/90 (last available data) totalairport revenues amounted to about $B33 million, of which the departure taxraised $B19.1 million, landing fees $15.5 million, concession fees $B4.0 millionand other airline charges $B4.3 million. These revenues were substantially aboveairport expenditures, which amounted to $B16.4 million, including $B2.2 millionin capital outlays.

E. Road Transport

(a) The Network

2.13 The surface transport system of 1,550 km of public roads consists ofseven radial highways fsaning out from Bridgetown (Map IBRD 23663). The radialhighways are linked to each other by secondary and tertiary (feeder) roads. Inaddition, there are some 300 km of private roads. All of the roads in the publicsystem are paved but are usually narrow (5.5 to 7 meters) and lack sidewalks.The road network (Table 1) is classified into primary roads (381 km or 25Z of thetotal), secondary roads (215 km or 142), local roads which feed the secondaryroad network (646 km or 411) and development roads, mainly in rural areas (308km or 201). The roads are generally in good condition (541). Only 11Z of theroads are classified in poor condition, most of them local roads. Of the primaryand seconda-ry rotad, about 60 km are classified in bad condition; they will beimproved under the project. Traffic volumes in and around Bridgetown aregenerally high, and range between 5,000 and 22,000 vehicles per day within thecity and 3,000-20,000 on main roads leading into the city. Traffic volumes aredrastically leos in rural areags, where some roads carry less than 100 vehiclesa day. Traffic on some of these low-volume roads could be satisfied byalternative routes and this issue will be investigated by the Road NetworkRationalization Study, under the proposed project (paras. 4.18).

(b) Road Administration

2.14 The Technical Department (TCD) of MCW, headed by the Chief TechnicalOfficer (CTO)p is in charge of the design, execution and supervision of public

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works included in KCW's capital investment and recurrent programs through fourdivisions: Projects, Design Services, Operations, and Mechanical (see Chart 1).The Projects Division is responsible for the implementation of road projectsfunded by external agencies. The Design Services Division in in charge of in-house preparation of designs for public building projects and small roadprojects, and bidding documents for procurement of civil works. The OperationsDivision is responsible for construction works done by force-account and roadmaintenance operatione. Finally, the Mechanical Division operates and maintainsMCW's equipment fleet as well as the Government's general purpose vehicle fleetthrough the workshop located at MCW's headquarters.

2.15 Engineering studies for large projects are generally performed byconsultants, as MCW's in-house capability is limited to a few key professionalstaff. Road design standards and technical specifications applied to newconstruction and rehabilitation of primary roads are appropriate and the qualityof the studies is satisfactory. However, there are no separate guidelines andstandards to deal with the rehabilitation of secondary and tertiary roado, whichoften result in inconsistent standards being applied for the same level oftraffic. To assist MCW in correcting this problem, the proposed Road NetworkRationalization Study will define appropriate standards and strategies for roadimprovement and maintenance as a function of traffic level and composition.

2.16 All major civil works are carried out by private contractors. HCWhas carried out minor works using its own construction labor force. Forinstance, about 402 of all civil works under the Bank's recently completed RoadMaintenance and Rehabilitation Project (Loan 2432-BAR) was done by force-account. Those force-account works suffered unnecessary delays and costincreases. Under the retrenchment program announced in September 1991, MCW staffassigned to road and building construction projects has been cut from about 900to 450 casual laborers. The proposed project will support the shift away fromforce-account works by ensuring that all road capital works are carried out byprivate contractors. Furthermore, MCW operated in the past an asphalt plantlocated at Seawell; the plant was closed in 1989 and sold to a privatecontractor. MCW now purchases most of the materials needed for maintenance worksfrom private suppliers.

2.17 Supervision of major civil works contracts has been performed byconsultants under the overall guidance and monitoring of the Projects Divisionwith the TCD. Usually, the consultants involved in the preparation of theengineering designs were also responsible for supervising construction to ensuresccountability. However, quality control of engineering materials has not beenrigorously enforced and suppliers of materials have not been required to conformto standard specifications due to the limited testing facilities available on theisland. In response to this deficiency, MCW has equipped and strengthened iteSoils and Materials Laboratory through a technical assistance and acquisitionprogram financed by the first Bank project. The laboratory is now capable ofestablishing standards and certifying the quality of materials uced formaintenance, construction and rehabilitation. The laboratory also providesoutside services for the local construction industry.

(c) Road Maintenance

2.18 MCW is responsible for road maintenance, including both rural andurban roads, through the Operations Division within TCD. The overall budget for

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maintenance has been generally in line with requirements. However, operationalefficiency has remained low because of over-staffing and improper preparation ofmaintenance budgets and allocation of rescurces. Past maintenance budgets havereflected this significant resource imbalance: an average of 732 has beenallocated to labor, 202 to materials and 7Z to equipment, while best practiceelsewhere indicates that labor should account for less than 502 of the total.Until mid-1991 MCW had employed on average some 1,4OO employees under the casuallabor regime, who were assigned to maintenance operations. In reality, onlyabout 60% were necessary to carry out this program and the rest were partiallyused to ca. out capital works. This situation has beer corrected recentlyunder the retrenchment program, by which maintenance operatl - casual labor hasbeen reduced to about 780 laborers. Savings expected t1 ,h such reductionamount to about US$4 million equivalent on an annual basis. To avoid repetitionof past overstaffing, agreement was reached during negotiations that total staffassigned to road maintenance will not exceed 800 employees.

2.19 During project preparation, MCW, with the assistance of consultantsand IBRD staff, has developed a Four-Year Maintenance Plan for the periodFY92/93-FY95/96 (Annex 1). The plan is based on an inventory of the roadnetwork, which included the specific condition of every feature of each roadlink. Taking into account such conditions, and using agreed performance andproductivity standards, a performance budget was prepared. This budget isdivided into routine a~nd periodic maintenance activities, showing for eachactivity the amount of work that is planned and expected to be performed and theresulting cost divided among materials, labor and equipment. The plan alsoyields the total staffing requirements in each labor category, the number ofunits of each equipment type and the required quantities of all materials.

2.20 The maintenance plan for the entire network for FY92/93 is given inTables 6-8. The plan provides for an adequate level of funding according to theexisting needs, a well balanced distribution between routine and periodicmaintenance, and an increased participation by private contractors. The totalbudget for FY92/93, which takes into account the recent staff reductions in MCW,amounts to US$10.4 million equivalent, compared with about US$15.2 equivalentoriginally budgeted for FY91/92. For FY93/94 the budget increases to US$13.1million, reflecting the start of overlay works under the project. Of the totalamount, about 332 will be carried out by contract, mostly for periodic overlayworks but also for a pilot program of routine maintenance by contract. The totalstaff necessary to carry out the plan is about 750, in line with the availablemanpower. MCW has already pF-pared a satisfactory assignment schedule for allroad maintenance staff. Agr mAent was reached during negotiations that MCW willimplement the Four-Year (1992/93-1995/96) Road Maintenance Plan as agreed withthe Bank.

2.21 Of the total maintenance budget of US$13.1 million for FY93/94,US$4.2 million equivalent are for overlay works which will be covered under theproposed project; hence, the minimum required for the maintenance budget isUS$8.9 million equivalent, of which US$3.0 million represent materials, US$4.0million represent labor and US$1.9 is the cost of the equipment operation. Theprovision by the Government to MCW of an annual allocation of US$3.0 millionequivalent for materials constitutes a condition of the proposed project.Agreement was also reached that, by December 31 of each year, MCW will submit anupdate of the Four-Year Road Maintenance Plan, Including the amount allocated forthe current year and that planned for the following three years, and that by June

30 of each year MCW will inform the Bank of the amount actually spent in thepreceding year and that allocated for the current fiscal year.

2.22 To carny out the Four-Year Road Maintenance Plan, MCW needs toimplement appropriate field work scheduling and feedback reporting procedures,and improve resource usage and crew productivity. The road maintenancemanagement system initiated under the on-going Bank project has not yet beeninstalled in the field. czoently, a "Pilot Depot" was selected for the purposeof implementing such procedures and testing them by the field crews. Theproposed project will assist MCW in implementing the road maintenance managementsystem throughout all districts and denots by providing follow-up technicalassistance in road maintenance operations and a training program to instructmaintenance staff in the new procedures.

2.23 Organizationally, the responsibility for road maintenance operationsis divided between three units: the districts, who are in charge of roadmaintenance works, the Maintenance Management Unit (MMU), which is responsiblefor maintenance planning and monitoring, and the Equipment Management Unit, whichis responsible for equipment operation. The first two units are under theOperations Division, whereas the third operates under the Mechanical Division(Workshop). While the organizational structure of all units is adequate, oneweakness has been the lack of coordination in the assignment of equipment unitsto maintenance operations. The Operations Division has little input into how theequipment fleet is assigned to the districts and how the preventive maintenanceis carried out. Currently, equipment and vehicles are removed from operation formaintenance servicing by the Mechanical Division, are not replaced withsubstitute units, and then held out of service for extensive periods of time,often for repairs that have to wait for spare parts. Two factors havecontributed largely to this problem: the absence of an annual equipmentservicing program, and the lack of an adequate stock of spare parts. Theproposed project will assist MCW in overcoming these problems by financing thepurchase of a stock of spare parts, updating road maintenance plans and providinga second-phase technical assistance program geared at the workshop level. Tofacilitate the implementation of the equipment management system, the appointmentof an equipment manager and a workshop accountant are conditions of effectivenessof the proposed loan. Furthermore, coordination among organizational units willbeo improved through a Technical Committee (TC); th's committee was createdrecently to periodically review the road maintenance program and the equipmentneeds originating from this program, and ensure coordination with the workshop.

(d) Road Construction Industrv

2.24 There are three major companies in Barbados with a constructioncapacity over US$5 million, which own and operate all asphalt plants on theisland. Three other smaller enterprises provide some paving services, althoughthey depend on the large companies for the provision of asphalt mixes. Smalljobs are often carried out by sub-contractors; there is a large number of smallfirms specialized in concrete works. In addition, there is a well developedmarket for equipment rentals. The road construction sector is adequate for theneeds of the country and operates without interference from the Government.

2.25 Road construction costs are relatively high. High wages, dependanceon imported goods, and the small size of the market explain these high costs.Foreign firms, predominantly regional, have shown some interest, but only in

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medium and large road construction jobs. Legislation for contract administrationend other legal aspects, such as taxation, employment and importation regimes,is appropriate. In particular, to encourage participation of foreign firms,heavy construction equipment used in road construction projects financed bymultilateral agencies can be imported duty-free on a temporary basis, providedit is either taken out of the country at the end of the contract, or officiallyimported then by paying a reduced tax.

(e) Vehicle Fleet

2.26 The island's poeulation is highly motorized with approximately 49,000motor vehicles regiatered in 1990, or about 190 vehicles per 1,000 population(Table 9). This compares vith about 100 vehicles per 1,000 population inneighboring St. Lucia. The vehicle fleet has been growing at a 4-SZ annualrate in recent years. Most of the fleet is light vehicles, and trucks numberonly about 2,000 or about 4Z of the total fleet. The low percentage of trucksresults in generally low deterioration of road pavements. Among trucks, most aresmall; there are only a few (76) articulated trucks.

(f) Axle Load Reaulation

2.27 Axle loads are regulated by the Road Traffic Act of 1985. This Actsets the maximum gross weight of trucks at 7.7 tons for 2-axle trucks with 2tires, 13.2 tons for 2-axle trucks with dual tires at the rear axle and 26.5 tonsfor other trucks. These limits are satisfactory. All trucks ars required topost their net and gross weight limit alongside. The Licensing Authority withinMCW is responsible for enforcement of regulation through its special inspectors.Weighing of vehicles is done either at the Licensing Authority headquarters inBridgetown or through an existing arrangement with four sugar factoriesthroughout the island. Penalties for overloading are steep (up to B$5,000 infines or twe::e-h imprisonment). In general, however, overloading is notcommon in Barbados. In exceptional cases the Licensing Authority is empoweredto issue special permits for trucks to haul loads In excess of regulatory limitson specific trips along a specific route. The Licensing Authority also has theright to refuse renewal of a road license or special permit if the vehicle isjudged likely to cause damage to the road. To ensure compliance with regulation,the Ministry of Trade, Industry and Commerce is required to refer allapplications for importation of vehicles exceeding 7.7 tons to the LicensingAuthority to ensure that they comply with the provisions of the Road Trafffic Act

(g) Truckint Industry

2.28 The total trncking fleet in Barbados is about 2,000, mostly lighttrucks The industry is fragmented and consists mainly of individual operatorsand companies owning their own trucks. The largest road haulage company ownsabout sixty trucks and the second largest, about fifteen. The industry Is verycompetitive and freight rates are determined by the truckers without anyGovernment interference.

(h) Passenger Transnort Ind the Role of the Transoort Board

2.29 The transport of passengers is shared by the private and the publicsectors. The private sector operates minibuses (carrying 33 passengers) andmaxi-taxis (carrying 10 passengers) in addition to regular taxis. There are 195

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registered minibuses (of which 137 are non-owner driven) and 174 maxi-taxis, inaddition to about 1,200 taxis. The issuance of permits for operation ofminibuses and maxi-taxis has been suspended since 1984, and those for taxis since1989, because of complaints by existing owners of the rapid proliferation oflicenses. MCW assigns routes to minibuses, generally along dense trafficcorridors in and out of Bridgetown. The maxi-taxis, which are supposed tooperate as a one-party transport vehicles, have in fact been operating as mini-buses by collecting passengers along city routes. About 330 five-passenger vans,which are registered as regular taxis, have also been collecting passengers alongthe routes, in contravention of their permits. Both maxi-taxis and small vanshave been operating wherever they chose. The Government passed recently a lawaimed at regularizing the services of both types of vehicles along assignedroutes, while increasing substantially their permit fees.

2.30 The public sector operates its own passenger transport entity, theTransport Board (TRB), in competition with minibuses and maxi-taxis. TRBI's fleetconsists of 180 buses, of which only 80Z are in service. TRB employs about 1,200people, of which about 800 are drivers or conductors (about equally divided).It operares according to a published route and time schedule, and, by Governmentinstruction, has to service also routes to rural areas which are clearlyunprofitable. The passenger fare is determined by the Government and does notvary with distance. Discounts are mandated for students and senior citizens.The fare was raised by 50% in September 1991 to $B1.50 (US$0.75) per trip. Theminibuses charge the same fares as TRB, but are not required to provide thediscounted fares.

2.31 Ridership on TRB's buses has declined sharply in the early 1980's (byabout one third between 1980 and 1984), reflecting the introduction of minibusservice and the higher level of motorization. Since 1984, the decline has beenmore orderly, about 2-3% p.a. Total ridership in 1989 amounted to 26 million;of the total, about 70% were full-fare passengers, 20% students who enjoy a 50%discount, and the rest free-riding passengers. Total revenues generated in FY90were about $B25.8 million, down from $B27.3 million in 1989, and in line with thedecline in ridership.

2.32 TRB has suffered losses in its operations since 1976 and has reliedon Government support to conduct its operations. The subsidy peaked in FY87/88at a level of $B22 million. Government subsidies for operations in both FY90/91and FY91/92 were about $B10 million. In addition, the Government financedcapital expenditures (mainly for purchase of buses) totalling $B6.7 million in1990-91 and $B2.3 million in FY91/92. As the above figures demonstrate, thefinancial burden on the Government is substantial, both in absolute terms and asa percentage of total expenditures (over 1% of total public sector expenditures).The actual cash deficit for TRB was about $B5 million higher than the subsidylevel and was financed mainly by deferring payments to the National InsuranceBoard.

2.33 There are several reasons for the poor performance of the TransportBoard, most important of which are internal inefficiencies. For instance, eachbus is carrying a driver and a conductor (fare-collector). The salary for allconductors alone amounts to stme $B6.5 million. On most routes, the installationof a fare collection box could substitute the need for a conductor, and theproposed project includes financing for purchase of the fare-boxes. However, thepotential release of all conductors has been a source of continuous labor union

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conflicts, although 230 positions were eliminated as of April 1992 in agreementwith the union. Other factors contributing to TRB's losses are inefficientmaintenance facilities, deficient bus schedules, a requirement to serve remoteareas at a frequency which makes the service a money-losing proposition, and auniform fare which makes it impossible to recover the cost of longer bus routes.

2.34 The Transport Board was the subject of a consultant study in 1984as well as numerous Government committees. Unfortunately, the focus of theseexaminations was on marginal improvements in operations and scheduling withoutfacing the major issue of whether, and to what extent, the public sector shouldbe involved in passenger transport. The Government has now drafted, with Bankassistance, terms of reference for a study to be financed by the EuropeanDevelopment Fund, which will develop an action plan to reduce the public sectorrole in the transport of passengers (Annex 2). The main options to be examinedby the study are: (a) a substantial reduction in TRB services limiting them toserving non-economic routes under a specific Government subsidy; and (b)-elimination of the TRB altogether with the money-losing routes to be transferredto the private sector under a specific subsidy arrangement. The contract for theTRB study is expected to be awarded by September 1992 with final recommendationsby June 1993. Pending completion of the study, the Government submitted duringnegotiations a detailed plan involving a reduction of total staff from thepresent level of over 1200 to 740 by September 1992, thus completing theconversion to a one-person bus operation. As a result, the cash deficit forFY92/93 will be reduced to about $B4 million. Agreement was reached duringnegotiations that the Government will carry out this plan. Furthermore, by July31, 1993, the Government will submit to the Bank an acceptable time-phased actionplan based on the results of the Transport Board Study, aiming at reducing to aminimum the public sector involvement in passenger transport. Progress on thisaction plan will constitute one of the main issues to be reviewed during the Mid-Term Project Review in the first quarter of 1994 (para. 5.20). Disbursementsagainst overlay works in FY94/95 and beyond will not be approved by the Bankunless the mid-term review determines that there is a satisfactory progress onthe agreed action plan (para. 4.20).

Mi) Hiahway Planning

2.35 As part of the conditionality of the (first) Road Maintenance andRehabilitation Project, MCW created a Planning Unit (PU) and staffed it with twoqualified officers. These officers have attended overseas courses in transportplanning and received additional training in the context of the technicalassistance in project preparation provided under the loan. However, most projectinvestment decisions have been taken by TCD without sufficient consultations withthe PU. At the same time, a Maintenance Management Unit (MMU) was created withinthe TCD to prepare a road inventory and plah maintenance activities. As thefocus of MCW's capital budget is changing from new investment projects toappropriate maintenance policies, the importance of the MHU in the planningprocess will become more and more pronounced. Given this change in focus, andto improve coordination between the two units, agreement was reached duringnegotiations that the Planning Unit be incorporated into the Technical Departmentby December 31, 1992. The upcoming technical assistance will include trainingfor both the PU and the MMU staff in investment and maintenance planning,especially in the use of the Highway Design and Maintenance Model, developed bythe Bank and now commonly used for design of road maintenance strategies.

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(j) Fuel Priceo and Other User Charao.

2.36 Fuel prices in Barbados are highs gasoline is priced at $B1.38 perliter (equivalent to US$2.62 per US gallon) and diesel at $B1.22 per liter(US$2.32 per gallon). The CIF cost of the products per gallon were (as of end-1991) US$0.74 and US$0.65, respectively. The structure of gasoline and dieselprices is given in Table 10. With the consumption tax at US$1.36 per gallon forgasoline and US$1.23 for diesel, the revenues collected are substantialt $B61million in 1990 and an estimated $B77 million in 1991 (Table 11). The 1991figure is itself more than the total budgetary allocation in FY91/92 for roadmaintenance ($B22 million) and capital expenditures ($B26 million). As thenumbers above indicate, there is also no distortion in the relative pricing ofdiesel and gasoline.

2.37 The cost of registration fees and operating permits are also high.Private cars and vans pay an annual fee of $B265-350 depending on weight; lighttrucks $B800; medium trucks $B2,500; and heavy trucks $B5,000. Passengertransport vehicles also pay large fees: minibuses pay an initial permit of$B7,500, and annual fees of $B2,500-3,000; tour operators' vehicles pay aninitial fee of $B15,000 and annual fee of $B6,000; taxis pay $B1,250 for a permitand $B250-400 in annual fees; maxi-taxis $B12,500 and $B600; hire cars $B2,500and $B800; and transport buses $B800-1,600. As a result, registration feesgenerate substantial revenues: $B16 million in FY90/91 and an estimated $B17million in FY91/92, a very large amount in relation to the cost of rehabilitationand maintenance of the road system. Other charges on road users include vehicleinspection fees, driving tests and licenses, special permits, etc. These feesgenerated an additional $B6 million in revenues in both FY90/91 and FY91/92.

2.38 Import duties, stamp duty and consumption tax generate substantialadditional revenues from road users. Cars, pick-ups and vans have a duty of 45Z,a consumption tax of 63-83Z (depending on the value of the vehicle), a stamp dutyof 201 and a recently imposed luxury surcharge of 2021 Buses and trucks haveessentially the same set of charges, except that import duty is only 101.Revenues generated by these taxes yielded over $B36 million in 1988 and anestimated $B37.5 million for 1989, the last year for which actual data areavailable. The additional luxury tax of 201 may or may not generate additionalnet revenues, since the Government hopes that it would have the effect ofdampening demand and reducing total imports of vehicles.

2.39 User charges and costs are presented in Table Q2 for the period1986/87-1990/91 and an estimate is provided for 1991/92. As can be seen from thetable, user charges have substantially exceeded the sum of both road maintenanceand investment costs for each year. For FY91/92, total revenues are over twicethe total road costs. User charges are also adequate in terms of theirdistribution among vehicle types. A calculation was made (Table 13) for revenuesgenerated by buses and trucks on a 1,000 vehicle-per-day road based on theaverage vehicle distribution within the country. The table shows that buses andtrucks alon generate more than sufficient revenues to cover the maintenance costof the roads. Therefore, no further action is required with regard to usercharges policy in Barbados in terms of its overall level or the distributionaleffect among vehicle types.

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(k) Hishway Financing

2.40 Funds for highway construction and maintenance are provided by theGovernment from general budget revenues after approval by the Cabinet and theParliament. None of the regular user charges is earmarked for highway financing.However, in 1982 a Transport Levy Fund (TLF) was created to defray the cost ofimprovement of public transport and the construction and maintenance of publicroads. It is funded by a charge against earnings of every employed person (1.75Zof salary charged to employees and 0.25Z to employers on all salaries up to$B2,600 per month). Total revenues generated by the TLF in PY89/90 were about$B27 million and a similar amount is expected to be generated in FY91/92. Mostof the funds generated by the TLF have, until recently, been used for subsidizingthe public transport system, with the rest assigned for construction andimprovement of developmental roads. The TLF is a purely fiscal instrument--nota user charge-- because it is levied on earnings and is not related to the useof road infrastructure. Its significance in terms of the budget is that itsresources can not be used for other purposes. Given the expected elimination ofGovernment subsidies to the TRB beyond FY92/93 and the substantial reduction incoming years in road investments to be financed wholly by the Government (onlyabout $B7 million in FY94/95), the Transport Levy Act should be amended so as topermit its use for general Government revenues or phased out totally. TheGovernment plans to phase out this tax as part of its overall tax reform whichis being developed in cooperation with the IMF. Agreement was reached duringnegotiations that the Government will submit to Parliament an amendment to theTransport Levy Act, or abolish it, no later than March 31, 1994.

III. PAST BANK EXPERIENCE IN THE SECTOR

3.1 The Bank has had only one operation in the road sector: the RoadRehabilitation and Maintenance Project, Loan 2432-BAR (US$11.0 millionequivalent). It was signed in June 1984 and became effective in November of thesame year. The project financed reconstruction of about 31 km of roads,improvement of some road intersections and a technical assistance andinstitutional building program in the areas of road traffic, workshops,laboratory research, road maintenance and overall planning. The loan closed onDecember 31, 1991.

3.2 The experience with project implementation has been reasonably good.All road civil works were substantially completed by end-1989, about one yearbeyond the original closing date. The works have been completed to the desiredstandard. The only major setback was the misprocurement declared on the contractfor rehabilitation of a section of Highway 2A (from Mile & a Quarter to HighwayIA) when MCW reversed a prior decision and awarded the contract, unjustifiablyin the Bank's opinion, to a bidder who did not submit the lowest evaluated bid.The Bank subsequently canceled the amount of the loan allocated to Highway 2A(US$2.5 million) and the loan was reduced to US$8.5 million.

3.3 During appraisal of the first projact, the Bank agreed that up to 502of all road civil works, mostly smaller works, could be carried out by force-account. This was done in recognition of the available manpower within MCW andtaking into account the high mobilization cost by private contractors. Theexperience with force-account work has been satisfactory in terms of quality.

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However, these works tended to coot more and to take longer than expected. Infact, only force-account works remained incomplete by the original closing dateof the loan. There is presently no further justification for MCW to carry outany force-account capital works, especially given the recent cuts in MCWpersonnel, which have left just enough staff to carry out the requiredmaintenance work. This change is reflected in the content and design of theproposed project.

3.4 In terms of institution building, the first project brought about theestablishment of the Traffic Divisior headed by a qualified overseas-trainedofficer. MCW also formed the Planning Unit (para 2.35), created the position ofan Internal Auditor and established the Integrated Financial Accounting System(IhAS), responsible for monitoring and processing project expenditures.Furthermore, with technical assistance provided by the US Department ofTransportation, and financing under the loan, MCW established and equipped aSoils and Materials Laboratory, which is now playing an important role in settingengineering specifications, reviewing project design and supervising the qualityof materials used in all civil works.

3.5 The one drawback in achieving the full objectives of the technicalassistance program was its late start. Only in 1988 did MCW sign a contract withthe US Department of Transportation to provide technical assistance in the areasof equipment, road zaintenance, soils laboratory and traffic management. Bothsoils laboratory and traffic management experts have fully completed theirassignments, having achieved all their objectives. The Traffic Division, whichis responsible for improving vehicle and pedestrian traffic flows and increasingroad safety, is functioning smoothly and traffic counts are available throughoutthe road network. The soils laboratory is responding to all MCW needs as wellas providing services to outside parties. However, in the areas of roadmaintenance, equipment and workshops, the objectives were only partially met.A new equipment maintenance system was designed by the consultants, but theprotracted review of the system by the committee established for that purpose byMCW, did not leave sufficient time for the computerization and implementationstage. In terms of road maintenance, a road inventory was prepared, quantitystandards developed, individual maintenance activities costed, and a computerizedmaintenance program prepared. Again, the system did not enter the implementationand monitoring stage. The implementation of both systems will be financed by theproposed project. Finally, while the project accounting system has beencomputerized, the task of computerizing the accounting system of the MCW as awhole did not take place because of the delays in implementing the roadmaintenance and the equipment management systems. This task will also beincluded under the proposed project.

IV. THE PROJECT

A. Justification

4.1 The expansion of the road network to provide all parts of Barbadoswith reasonable access has now been completed, with only a few links stillneeding rehabilitation and reconstruction work to bring them to an acceptablestandard. The Government strategy now focuses on providing an adequate level ofservice, which requires efficient road maintenance and equipment management

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policies. Some progress in both areas was achieved under the first RoadMaintenance and Rehabilitation Project (Loan 2432-BAR) and the completion of thistask and the implementation of a road maintenance and equipment managementsystems constitute a major objective of the new project. The implementation ofthe two systems will be assisted by outside consultants, and will benefit fromthe Bank's presence and monitoring.

4.2 Severe shortage of foreign exchange and rapid loss of competitivenessby Barbados' tourism, industries and agriculture led to the February 1992 stand-by agreement with the IMP. The agreed program calls for drastic cuts in thelevel of investments and current expenditures, which have severely affected MCW:its personnel has been cut from 2,500 to about 1,300 and maintenance staff from1,400 to under 800. The level of investment of MCW for FY91/92 has been reducedfrom about $B40 million to about $B30 million (of which about $B26 million is forthe road sector) and this reduced level will have to be maintained for thefollowing fiscal year. All these measures bring to the fore the need to increasethe efficiency of available resources and define properly the level of serviceand size of the road network. The proposed project allows the GOB to carry outthe required periodic maintenance and rehabilitation works while adapting toreduced levels of investment and staff. The emphasis on periodic maintenancewill maximize savings in vehicle operating costs, most of which are in foreignexchange.

4.3 The Bank's involvement will bring about a solution to two otherinefficiencies: road maintenance strategies that do not vary in accordance withtraffic level and Transport Board operations which continue to incur heavyfinancial losses. The proposed project includes a study of the size of thenetwork and agreement on optimal maintenance policies for the remaining roadsbased on their condition and traffic levels. Second, the Bank's participationin the project will allow monitoring of an action plan to reduce to a minimum theGovernment's subsidy for passenger transport and transfer most or all of thefunctions of the publicly-owned Transport Board to the private sector. Finally,the project will result in better planning procedures through the introductionof a new computerized accounting system, and regular updating of the Five-YearInvestment Plan and the Four-Year Road Maintenance Plan.

B. Proiect Obiectives

4.4 The objectives of the proposed project are to:

(a) preserve the capital base of road infrastructure within theconstraints on capital and current expenditures;

(b) improve road maintenance planning and practices;

*(c) reduce investment costs through the transfer of all capital works tothe private sector and explore the feasibility of private sectorparticipation in routine maintenance;

(d) improve road safety; and

(e) help the Government in its efforts to privatize passenger transportservices.

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C. Proiect Descrintion

(a) General

4.5 MCW has prepared an acceptable Five-Year 1992/93-1996/97 InvestmentPlan (Table 14) designed to derive maximum benefits from the limited resourcesavailable for capital expendituress the plan will be updated annually by December31. The Bank, in parallel with CDB, will finance most road investments in theperiod 1992-96 which are included in MCW's live-Year Road Investment Plan exceptfor the Traffic Management Project, developed by the IDB, which is expected tostart in PY94/95. Project appraisal has been conducted jointly with CDB andproject conditionality is similar. Given that the Bank's project is beingnegotiated later than CDB's, some additional conditionality is incorporated intothe Bank's loan in the areas of road maintenance, road network rationalization,privatization of passenger transport servicas and environmental control. CDB'sloan is partly financed (US$7 million out of US$10 million) from the resourcesof the CDB V Project (Loan 3200-CRG). Disbursements of funds from the CDB loanhave been made conditional on the Bank loan becoming effective.

(b) Road Rehabilitation

4.6 The Bank will finance the rehabilitation and improvement of Highway6 in two sections: Searles to Six Roads (6.1 km) and Collymore Rock-Villa Road(0.7 km). A brief description of these two sub-projects is given in Table 15.The proposed CDB project would finance the remaining unimproved section ofHighway 2A (7.7 km) and two roads which feed traffic into Highway 2A (ClermontRd. and Canewood Rd., approximately 1.4 km and 1.3 km long, respectively).Together, these sub-projects involve about 18 km and represent all rehabilitationneeds of the road network for the foreseeable future, except for urban trafficmanagement which will be the target of an IDB operation.

4.7 The rehabilitation works financed by the Bank include repavement,widening of the carriageway to 7 m, improvement of drainage and construction ofroad shoulders. The section of Collymore Rock also includes removal of rockwhich presents safety hazards and improving the visibility at two intersectionswhich carry traffic of 21,000 vehicles per day. The total base cost of the roadrehabilitation civil works included in the Bank's loan is about US$2.4 million,of which the Bank will finance the estimated foreign exchange cost of aboutUS$1.3 million (55Z of total cost). MCW has completed all engineering studiesand the final designs for these works.

(c) Road Safetv

4.8 The road safety component consists of improving five roadintersections with substantial traffic and poor accident records. The list ofselected intersections and details on their features and proposed works are givenin Table 16. The existing designs of these intersections are severelyrestrictive in terms of capacity because of an inadequate number of lanes, snortcurve radius, and poor sight distances, aggravated in some cases by obstaclesthat impair visibility, such as voluminous rocks and stone wvall. Furthermore,these narrow roads are restricted by heavy pedestrian traffic, which shares thecarriageway with vehicle traffic due to the lack of sidewalks and shoulders. Theproposed works include construction of separate turning lanes, sidewalks, somedrainage work, removal of existing obstacles which affect sight distance and

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installation of traffic lights in two cases. The sub-projects included under theoafety program have been identified by MCW based on existing traffic and accidentdata, and preliminary designs were prepared to evaluate the effectiveness ofalternative solutions. MCW already completed the final engineering designs forthe five sub-projects. The total base cost of the road safety component is aboutUS$2.1 million, of which the Bank will finance US$1.1 million (551 of totalcost).

(d) Overlay Program

4.9 One of the main objectives of the proposed project is thepreservation of adequate standards on the existing primary and secondary roadnetworks. Hence, the project includes a comprehensive overlay program to raisestandards and prevent the deterioration of the existing network. About 250 kmof primary and secondary roads (approximately 42% of the main network) are nowin fair condition, and almost 60 km (about 10) in poor condition; a substantialportion of this network carries sufficient traffic to warrant ah overlay. Timelyintervention is particularly important in the case of roads in fair condition,since the repairs needed once the pavement starts to break up are several timesmore costly. The overlay program has been designed to reduce the backlog inperiodic maintenance to a level consistent with MCW's ability to carry out therequired works using its own resources. To achieve this objective within a f our-year period, the overlay program to be financed by the Bank covers approximately160 km of high-priority roads. The list of the selected road links included inthe proposed project is given in Table 17. These works were divided into fourgroups, each representing an annual overlay program of 35-40 km to be carried outby contractors. To complete the program, MCW will perform overlays of about 25km each year using its own resources; MCW's technical and operational capacitiesare adequate for the job.

4.10 MCW identified the road links to be overlaid based on pavementcondition surveys, which included measuring surface roughness, traffic data andeconomic evaluation. The distribution among years was determined on the basisof the relative economic benefits of the projects. The total base cost of theoverlay component is US$15.2 million, of which the Bank will finance theestimated foreign exchange cost of about US$9.9 million (651 of total cost).Agreement was reached during negotiations that MCW will carry out the overlayworks according to the list agreed with the Bank. Furthermore, MCW will submitto the Bank the final engineering for the overlay works for each fiscal year,starting with PY93/94, by October 31 of the preceding PY. In addition, MCW willcarry out overlays of at least 25 km of roads using its own resources; byDecember 31 of each year, starting in 1992, MCW will furnish to the Bank forapproval the list of road links selected for overlay through force-account duringthe following fiscal year based on an economic study. At the completion of theproject, virtually all primary and secondary roads now classified in fair or poorcondition would thus have undergone rehabilitation or overlay.

(e) Bridas and Culvert Rehabilitation

4.11 The proposed project includes rehabilitation of bridges andreplacement of culverts which are in poor condition and in risk of collapse.These works are based on a survey of the condition of all bridges and culvertsthroughout the primary and secondary road network. Three bridges have beenselected for reconstruction because their structural integrity has worsened

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considerably. In addition, four culverts will be replaced under the proposedproject due to their state of deterioration and insufficient hydraulic capacity.Thesa works will include removal of existing structures, construction of newstructures according to appropriate design standards, repaving of short stretchesand in some cases flattening out of the road's vertical alignment. The totalbase cost of the bridge and culvert rehabilitation program has been estimated atUS$0.4 million, of which the Bank will finance US$0.2 million (55% of totalcost). The list of eligible structures to ba rehabilitated was agreed upon.

(f) Pilot Program: Routine Maintenance by Contract

4.12 MCW has traditionally carried out all routine maintenance workthrough force-account. The cost of routine maintenance per km is about US$5,000,which, though high, is reasonable given the high labor costs in Barbados. Thequality of force-account maintenance has been acceptable. However, there hasnever been an attempt to measure the cost and quality of force-account routinemaintenance against similar work carried out by the private sector. To providea base for comparison, the project includes a two-year pilot program involving65 km of roads whose maintenance will be carried out by a private contractor.The total cost is estimateA at US$0.6 million. Given the high cost of workscarried out by the private sector in Barbados (due to the small size of themarket and the limited number of local contractors), a larger commitment toprivatization of routine maintenance is not warranted at the moment. The mid-term project review will include an analysis and comparison of the relativemerits of private and public sector execution of routine maintenance. Agreementwas reached during negotiation that ACW will submit by December 31, 1994 aproposed strategy for private sctor participation in routine maintenance worksbased on the pilot program for routine maintenance by contract.

(g) Equipment

4.13 MCW's road maintenance fleet is composed of 291 units, of which about29% are more than 15 years old (Annex 1, Table 7). Of the present fleet, 72units need minor repairs, 53 need rehabilitation or reconstruction, and 64 shouldbe discarded. Equipment availability, currently about 60Z, has been limited inthe past by the lack of timely provision of spare parts and by the fleet's aging.MCW's workable fleet needs to be expanded and improved to enable MCW to conductits maintenance activities in accordance with the agreed road maintenance plan.The proposed project provides for replacement of old and costly-to-operateequipment units and rehabilitation of existing equipment where suchrehabilitation is justified on economic grounds. A portion of this component isearmarked for purchase of spare parts.

4.14 A total of 112 new units, 31 major units and 81 minor units, will beacquired through the proposed project at a cost of about US$1.6 million. Thelist of equipment to be purchased, including some tools for MCW's workshop isgiven in Table 18. In addition to replacing old units, the list also includessome new equipment which will be purchased to improve the operational efficiencyof maintenance activities; among such items are weed control equipment, smalldump trucks, and asphalt sprayer distributors. About 21 units less than tenyears old, and 9 units between ten arad fifteen years old, will be rehabilitatedin accordance with a program prepared by MCW's workshop (Table 19). Most of theprogram will be carried out in MCW's workshop, which is properly equipped andstaffed for this purpose. The project will finance US$0.7 million for purchase

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of spare parts needed to carry out this portion of the equipment rehabilitationprogram and provide for a stock of essential parts to reduce downtime duringequipment servicing. Additional equipment rehabilitation will be done bycontract at a total cost of about US$0.1 million. The equipment whoserehabilitation is considered too expensive will be disposed of as a part of theprogram. Finally, about 150 fare-boxes, costing about US$0.2 million, will bepurchased to enable the Transport Board to convert to a one-person bus operation.

(h) Institutional ImDrovement

(i) General

4.15 The project includes financing of a technical assistance program toimprove workshop operations and implement the road maintenance management systemstarted under the first Bank project. Also, additional assistance will beprovided in devising short-term measures to reduce operational costs of theTransport Board. Furthermore, studies will be undertaken to design a medium-termstrategy to privatize passenger transport services, optimize maintenancepolicies, and mechanize the accounting system of MCW. A training program for MCWstaff in operating areas and in investment evaluation techniques is alsoincluded, as is a retrainiug program for laid-off staff. Draft terms ofreference for the technical assistance tasks and for all studies were agreedduring negotiations. The institutional improvement program has a total estimatedcost of US$2.0 million.

(ii) Technical Assistance

a. Road Maintenance and Equipment Management System

4.16 Efforts undertaken to improve maintenance management under the f IrstBank project included 12 man-months over the period 1988-91. To date, a revisedmaintenance manual for field operations has been completed, a road conditioninventory implemented, and a computer program established for the development ofannual road maintenance requirements. In addition, an equipment managementsystem manual was completed late in 1988 and an inventory of MCW's equipmentfleet was developed. Furthermore, MCW created the Maintenance Management Unitand strengthened workshop management. The technical assistance program to befinanced by the proposed project will build on such improvements and focus onfield implementation. In particular, the consultants will assist MCW in:implementing the road maintenance work programming and reporting systemsthroughout the districts and depots; improvirg crew productivity and work qualitythrough application of performance standards and upgraded work practices; settingup an accounting system capable of monitoring MCW's expenditures according tospecific tasks, reporting actual equipment cost performance, and providing thenecessary interface between the existing budgetary system and the maintenance andequipment management systems; and introducing policies and procedures to increaseequipment availability and utilization, reduce equipment downtime, and improvespare parts management through a computerized inventory sub-system. Terms ofreference for the study are given in Annex 3. The technical assistance would becarried out over a period of two years by a road maintenance specialist (18months), an equipment management specialist (12 months), and a cost accountingspecialist (9 months). Agreement was reached during negotiations that theseconsultants will be selected by December 31, 1992, and that a road maintenancesystem, based on their vork and acceptable to the Bank, will be in place by March

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31, 1994. In addition, a local consultant experienced in maintenance managementand computer systems will be recruited to assist the MHU. His terms of referenceare given in Annex 4.

b. Transport Board Operations

4.17 While a medium-term strategy to privatize the operations of theTransport Board is being studied, thare is a need for expert services indesigning and implementing short-term cost reduction measures to enable the TRBto minimize its losses, thus reducing the fiscal burden on the Government. Threemonths of consulting services will be provided to MCW and TRB under the projectfor this purpose.

(iii) Studies

a. Road Network Rationalization Study

4.18 As stated in para. 2.1, the paved road network is Barbados is largein comparison with other similar countries. A substantial number of roads(primarily tertiary and local roads, but also a few secondary roads) aremaintained to a paved standard, although the traffic level, as low as 100vehicles per day, does not seem to justify such a standard. Also, some roadswith such low level of traffic can be left unmaintained while traffic is divertedto parallel roads. An analysio should be conducted to find out which roads couldbe thus downgraded without high social and economic cost. Furthermore, all pavedroads have in the past been subject to the same routine and periodic maintenancepolicy. Maintenance activities on each road need to be re-examined not only inlight of the physical condition but also in terms of traffic level and thefrequency and type of economically justified maintenance policies. The proposedRoad Network Rationalization Study (Annex 5) will examine which roads need to beleft without any maintenance, which ones need to be maintained to less than pavedstandard and what maintenance activitiest and in what frequency, are justifiedfor each road in the remaining road network. Since the results of the study willhave an impact on the Four-Year Road Maintenance Plan, it should be implementedas quickly as possible. Agreement was reached during negotiations thatconsultants for the study be selected by December 31, 1992, and that agreementon a plan of action based on the study should be reached no later than December31, 1993.

b. Com2uterizsation Studies

4.19 Most of MCW's accounting and administrative systems are manuallyoperated. This places a severe burden on the production of timely and accuratemanagerial reports. MCW intends to introduce a comprehensive computerized systemwhich will integrate all departments into one information network, thus ensuringconsistency and promptness of data, and has already prepared an elaboratedocument specifying the requirements for each sub-system and their integration.However, for this exercise to be most effective, it should start about six monthsafter the beginning of the technical assistance for the implementation of theroad maintenance and equipment management system in order for the consultants tohave a lead time to prepare the data base system in these two areas. Therefore,agreement was reached during negotiations that consultants for thecomputerization study should be selected by June 30, 1993 and that themechanization of MCW accounts be completed by December 31, 1994. Also, MCW has

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recently signed a contract for a more limited study of mechanizing the accountingsystem of the unit which handles internationally financed projects. This studywill also be financed under the proposed project.

c. Transaort Board Study

4.20 As described in para. 2.34, the European Development Fund hasauthorized financing for a study of the rttionalization measures and theprivatization options for the passenger transport services currently provided bythe publicly-owned Transport Board. The terms of reference for the study havebeen reviewed by the Bank and are acceptable (Annex 2). While the Bank is notfinancing the study, it will be involved through the implementation of itsrecommendations. Agreement was reached during negotiations that the Governmentwill submit, by July 31, 1993, an action plan to substantially privatize theoperations of the Transport Board, based on the recoimmendations of the TransportBoard Study, and implement such action plan. Also, the project's mid-termreview, to be conducted in the first quarter of 1994, will focus on the carryingout of the agreed action plan, and disbursements against overlay works in FY94/95and beyond will not be approved by the Bank unless there is a satisfactoryprogress in this area and the Bank has confirmed it to the Government in writing.

(iv) Training

4.21 The proposed project provides funds for on-site training of MCW staffin various technical areas. The program was prepared by MCW based on therecommendations of consultants engaged under the first Bank-financed project.First, short courses and on-the-job training will be provided by consultantsengaged through the proposed technical assistance program and by training expertshired for this purpose. Second, a local consultant, with broad experience inMCW's maintenance operations, will provide the follow-up training needed toacquaint staff with data sources and information feedback. Third, the EquipmentManagement Division (workshop) will be responsible for managing a trainingprogram for all drivers and operators. This program will cover such items asproper equipment operation, daily inspection and service requirements, and safetyprocedures. Finally, equipment manufacturers will be requested to providetraining in conjunction with purchases of new equipment.

4.22 The training program will also be carried out off-site throughparticipation of MCW's key personnel in local courses provided by traininginstitutions and colleges, international seminars and conferences, overseascourses and medium-term study programs, etc. To support MCW's expansion ofcomputerization, its personnel will be trained in electronic data processing.The consultants for the road Network Rationalization Study will train staff ofthe Maintenance Management unit and the Planning Unit in the use of the HighwayDesign and Maintenance Model and related project evaluation techniques. Inaddition, the project will finance a retraining program, when requirnkd, for stafflaid off at MCW and the Transport Board. The total cost of the trainingcomponent, to be financed under the project, is US$0.8 million.

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F. Prolect Costs and Financing

4.23 As already stated, the project finances a component of MCW'a 1992/93-1996/97 Investment Plan. The CDB project, which finances another component(reconstruction of Highway 2A and two related roads), was appraised incoordination with the Bank, and includes similar conditionality. The investmentplan is detailed in Tables 14 and 20 and summarized below (in US$ million):

IBRD Loan 2432-BAR 0.1 _ _ _ _ 0.1

Tertlary Roads-Venezuela 0.9 _ _ _ _ 0.9

Proposed Project - IBRD 2.4 11.3 8.0 6.6 4.8 33.1

Proposed Project - CDB 2.1 4.2 3.0 3.3 - 12.6

raffic Management - IDB - 2.0 3.5 5.0 7.5 18.0

ROads Project. 3.9 2.5 2.5 2.5 5.0 16.4

CW Other Project. 1.9 1.1 1.1 1.1 1.1 6.3

ranaport Board 1.2 - - - - 1.2

4.24 The sub-program to be financd by the Bank and CDB accounts for about52Z of all investments in the period 1992-96. The IDB'a Traffic ManagementProjeet, due to start in 1994, will account for another 20X. The level of MCW'sinvestment in FY92193, at US$12.5 million, is substantially below the actuallevel of FY91/92 (US$15 million). It increases, however, to an average of aboutuS$19 million in the period 1993-969, still below the original budget for PY90/91of about USS20 million. Furthermore, the annual Govertment of Barbados (GOB)contribution to the program is to decline over the period from US$13.2 millionin FY91/92 to an average of US$9.3 million in 1992-96. The share of GOB in thetotal investment throughout the 1992-96 period is 522.

4.25 The financing plan for the IBRD/CDB sub-program is as follows:

IBRD ProJect 24.0 42.3 66.3 12.0 21.2 33.2l

CDB ProJect 8.0 17.2 25.2 4.0 8.6a 12.6a

a/ Excludes US$1.0 million in interest during construction.

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BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

FINANCING OF PROJECT COSTS

P r o j e c t C o s t s P r o j e c t C o s t s B a n kPROJECT COMPONENT CBDS million) CUSS million) L o a n

LOCAL FOREIGN TOTAL LOCAL FOREIGN TOTAL CUSS mill) C%)

1. CIVIL WORKS

A. REHABILITATION PROGRAM

- Highway 6: SearLs - Six Roads 1.8 2.3 4.1 0.9 1.1 2.1 1.1 55- Highway 6: Cotlymore Rock 0.3 0.4 0.8 0.2 0.2 0.4 0.2 55

Subtotal Rehabilitation Program: 2.2 2.7 4.9 1.1 1.3 2.4 1.3 55

B. SAFETY PROGRAM

- Rendezvous - H'way 7 0.7 0.8 1.5 0.3 0.4 0.8 0.4 55- Codrington - Cave HiLl 0.5 0.6 1.0 0.2 0.3 0.5 0.3 55- Pine EW - Pine NS 0.2 0.3 0.5 0.1 0.1 0.3 0.1 55- Thornbury - H'way 7 0.3 0.4 0.7 0.2 0.2 0.3 0.2 55- Rendezvous - Golf CLub Rd. 0.2 0.2 0.4 0.1 0.1 0.2 0.1 55

Subtotal Safety Program: 1.9 2.3 4.2 0.9 1.1 2.1 1.1 55

C. OVERLAY PROGRAM

- Package "Al 1.9 7.7 9.6 1.0 3.9 4.8 3.9 80- Package "B" 1.7 5.1 6.8 0.8 2.5 3.4 2.5 75- Package "C" 3.6 3.6 7.2 1.8 1.8 3.6 1.8 50- Package ID' 3.5 3.5 6.9 1.7 1.7 3.5 1.7 50

Subtotal Ovorlay Program: 10.7 19.8 30.4 5.3 9.9 15.2 9.9 65

D. BRIDGES AND CULVERTS 0.4 0.5 0.8 0.2 0.2 0.4 0.2 55

E. RMBC PILOT PROGRAM 0.6 0.7 1.3 0.3 0.4 0.6 0.4 55

SUBTOTAL CIVIL WORKS 15.7 25.9 41.6 7.8 13.0 20.8 13.0 62

ll. LAND ACQUISITION 2.9 0.0 2.9 1.5 0.0 1.5 0.0 0

111. EQUIPMENT

New Equipment 0.0 3.3 3.3 0.0 1.7 1.7 1.7 100Spare Parts for Rehab. and Maintenance 0.0 1.4 1.4 0.0 0.7 0.7 0.7 100Rehabilitation by Contract 0.1 0.2 0.3 0.1 0.1 0.1 0.1 60Bus Fareboxes 0.0 0.3 0.3 0.0 0.2 0.2 0.2 100

SUBTOTAL EQUIPMENT 0.1 5.1 5.2 0.1 2.6 2.6 2.6 98

IV. INSTITUTIONAL STRENGTHENING

Technical Assistance 0.0 1.1 1.1 0.0 0.6 0.6 0.6 100Studies (Rationalization of Road Network) 0.0 0.4 0.4 0.0 0.2 0.2 0.2 100Studies (Computerization) 0.0 0.8 0.8 0.0 0.4 0.4 0.4 100Training - Transport Board 0.5 0.5 1.0 0.3 0.3 0.5 0.3 50Training - local MCW 0.1 0.1 0.2 0.1 0.1 0.1 0.1 50Training - foreign MCW 0.0 0.4 0.4 0.0 0.2 0.2 0.2 100

SUBTOTAL INSTITUTIONAL STRENGTHENING 0.6 3.3 3.9 0.3 1.7 2.0 1.7 85

V. PHYSICAL CONTINGENCIES 1.6 2.6 4.2 0.8 1.3 2.1 1.3 62

S U 8 T 0 T A L 20.9 36.9 57.8 10.4 18.5 28.9 18.5 64

VI. PRICE CONTINGENCIES 3.1 5.4 8.5 1.5 2.7 4.2 2.7 63

VII. TOTAL COST 24.0 42.3 66.3 12.0 21.2 33.1 21.2 64

Note: Figures in USS may not add up to the total because of rounding.

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4.26 The Bank will finance the foreign exchange component of the project(about 64Z)l the remainder will be financed by GOB. The loan will finance theforeign exchange component of the rehabilitation and oafety works (55Z), overlayprogram (651), and rehabilitation of equipment by contract (60Z). The projectwill also finance OOZ of the imported cost of all equipment, 1OOZ of technicalassistance and overseas training and 502 of local training. The project cost byyear is shown in Table 20. The costs reflect end-1991 prices. The precedingtable shows total IBRD project costs by com)onent. Project cost estimates arebased on: (i) up-to-date cost estimates by local consultants for allrehabilitation and safety works; (ii) preliminary engineering estimates foroverlay works; (iii) suppliers' current published prices for equipment and spareparts; and (iv) prevailing fe6s for individual technical assistance consultants(US$12,000 per month for expatriate consultants and US$4,000 for local).Physical contingencies are calculated at 102 of the contract price for all civilworks. These contingencies are estimated at US$2.1 million. Price contingenciesare estimated at 52 p.a. (in US$ equivalent) for the period 1992-96 with anestimated total cost of US$4.2 million. Agreement should be reached duringnegotiations that MCW and the Government will earmark the counterpart fundsneeded for the project as follows: FY92/93 - US$0.5 m4llion; FY93/94 - US$3.2million; FY94/95 - US$2.4 million; FY95/96 - US$3.4 million; and FY96/97 - US$2.4million.

G. Economic Evaluation

(a) Road Rehabilitation

4.27 For purposes of the economic evaluation, the road network in Barbadoehas been divided into over 130 links. Each link has been assigned a ranking fromi to 5 for all major physical features (1 being the best) and then assigned anoverall physical condition ranking computed as a weighted average of allfeatures. A ranking of 1-5 was also assigned to the traffic level (1 being thelowest) and the traffic and physical condition ranking were combined into oneoverall ranking. This made it possible to screen relatively fast all road linksand identify those in bad condition with a high level of traffic. Such roadswere most likely to yield the highest rate of return on rehabilitation works.

4.28 Preliminary engineering studies were prepared for the fifteen roadswhich showed the highest priority in the preselection process. These roads wereanalyzed using the Highway Design and Maintenance Model developed by the Bank tofind out whether rehabilitation was justified. All but one section showedacceptable rates of return (182 to over 1002). However, most of the roadsproposed for rehabilitation showed a similar level of benefits for asubstantially lesser investment consisting mainly of an overlay, which allowscost savings on realignment, drainage works and sidewalk construction where suchworks are not considered essential. After further screening incorporating thisoption, only five road sections totalling about 18 km were finally selected forfull rehabilitation: Highway 2A and two roads leading to it (Canewood Road andClermont Road) totalling 10.4 km, to be financed by CDB, and two sections ofHighway 6, totalling 6.8 km, to be financed by the Bank.

4.29 Highway 2A from Warrans to Lancaster, to be financed by the CDB,connects the airport road (known as the ABC highway) with the northern parishesof Barbados. It serves agricultural (sugar), commercial and tourism purposes.This work will complete the rehabilitation of Highway 2A, of which 6.2 km, from

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Laneaster to Mile and a Quarter, were rehabilitated with Government funds betweenJuly 1988 and September 1991. The proposed rehabilitation will reduce vehicleoperating costs (average daily traffic is 2,000-8,000 vehicle per day) and allowdiversion and time savings for vehicles presently using the congested, parallel,two-lane Highway 1, where volumes exceed 20,000 vehicles per day in itsapproaches to the Bridgetown area. The economic return on the rehabilitation ofHighway 2A and its two access roads, estimated to cost US$10.5 million excludingcontingencies (US$1.0 million per km), is about 17Z.

4.30 The Bank will finance the rehabilitation of two sections of Highway6 leading from Bridgetown to the sooth-eastern part of Barbados. Therehabilitation cost is B$4.9 million (US$360,000 per km). Traffic on the roadvaries from over 20,000 vehicles per day in the Collymore Rock section nearBridgetown to a range of 1000-2000 in the Searles-Six Roads section. Theproposed rehabilitation works will improve road roughness, horizontal curvature,visibility, drainage and pedestrian safety. In tha economic analysis, the HDMmodel simulated the road condition and vehicle operation costs in the "with"scenario (rehabilitation work carried out) and the "without" case consisting onlyof routine maintenance and road patching. The rate of economic return is over901 on the high-traffic section close to Bridgetowr and 201 in the Searles-SixRoads section; the weighted rate of return is about 281. If rehabilitation costincreases by 15Z, the return on the two road sections will be 80S and 181,respectively. The first-year return on the road section which has the lowestreturn is still 15.51, well above the opportunity cost of capital. It should benoted that the above returns exclude benefits related to the safety factor, thusunderestimating the full economic impact of the rehabilitation work.

(b) Overlay Program

4.31 The primary and secondary road networks were subject to an economicanalysis which determined the priority of an overlay program for all roads inthese networks which are now classified in poor or fair condition. The analysis,using the 0DM model, compared the benefits to be derived from an overlay (costingabout US$90,000 per km) with those of only routine maintenance (priced atUS$5,200 per km) and patching (US$25.50 per sq.m.). The cut-off point forinclusion of roads in the program was an economic return of 201. About 160 kmof high-priority roads qualified utder this criterion, with returns ranging from201 to well over 1001 (see details in Table 17). The weighted return on allroads in this program is 581. The projects were arranged in descending orderaccording to their return on investment and divided into four annual overlaypackages with projects with the highest return in the first year, and those withthe lowest return in the last year. It should be noted that since the projectscarried out in the last year will show further deterioration beyond today'scondition by the time an overlay is carried out, the actual return on the overlayprogram will be higher than the above-mentioned returns.

4.32 The cost of overlay works can be eatimated with a high degree ofaccuracy because engineering designs are simple, and underestimation ofquantities is not likely. Nevertheless, a sensitivity analysis was conducted forthe economic returns on the overlay projects assuming that investment costsincrease by 151. Under this condition, and taking only today's road conditioninto account, no sub-project shows a return of less than 151.

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(c) Safety Proaram

4.33 The loan will finance the improvement of five road intersections withpoor accident records. The proposed works will improve visibility, add turninglanes and construct sidewalks. The economic benefits from the program willinclude savings in human lives, injuries and damage to property, as well as timesavings because of tne reduced road congestion. The economic benefits fromreduction in injuries and deaths were based on data supplied by insurancecompanies and hospitals. As such, they underestimate real benefits because theydo not take fully into account the lost productivity. Time savings which enteredinto the calculation related only to work-related trips. The resulting returns,which also exclude environmental benefits from the reduced congestion, variedfrom 142 to 19Z with a weighted average of 171.

V. PROJECT IMPLEMENTATION

A. Proiect Execution

(a) General

5.1 The proposed loan would be made to the Ministry of Public Works,Communications and Transportation (MCW), which will carry out the project throughits Technical Department. Highway and bridge rehabilitation, overlay works andthe safety program will be carried out by private contractors under thesupervision of the Projects Division within the Technical Department. TheWorkshop Manager will be responsible for carrying out the equipment purchase andrehabilitation program and the technical assistance will be supervised by theChief Technical Officer, Workshop Manager and Chief Financial Officer in theareas of road maintenance, workshop, and accounting oystem, respectively. Thestudies on Transport Board Operation and Road Network Rationalization will bemonitored by the Chief Planning Officer under the overall supervision of thePermanent Secretary. The purchase of fare-boxes and employment of a short-termconsultant on cost reduction measures for the Transport Board will be done underthe supervision of the Permanent Secretary. The Project Coordinator (para. 5.3)will be responsible for putting together all training proposals to be financedby the project.

5.2 Final engineering studies have been completed for the roadrehabilitation works, bridges and safety works. By negotiations, finalengineering should be available for the first-year overlay works. Theengineering studies were carried out through a combined effort of consultants andthe Project Design Division within the Technical Department. This mechanism forproject preparation operated under the first project and has resulted in reliabledesigns and cost estimates. Agreement should be reached during negotiations thatfinal designs for overlay works in each fiscal year (starting with FY93/94) willbe sent to the Bank by October 31 of the preceding fiscal year.

(b) Proiect Coordination

5.3 One area which has been relktively weak during execution of the on-going operation has been day-to-day monitoring of the progress of the project and

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coordination among the various organizational units which shared responsibilityfor its implementation. Therefore, before negotiations, MCW will nominate aqualified candidate acceptable to the Bank to serve as Project Coordinator. TheProject Coordinator will be responsible for preparing the quarterly progressreports, advising management of any issue which may affect projectimplementation, organizing monthly meetings of all units concerned with projectexecution, resolving issues with contractors and suppliers, overviewing projectaccounting, monitoring submissions of disbursement applications, and processingand reviewing training proposals.

(c) Road Maintenance

5.4 While the project does not finance routine road maintenance,implementation of a medium-term viable maintenance plan is one of thecornerstones of the project. Also, the project's equipment component wasdesigned in accordance with the annual maintenance requirements. The Four-YearRoad Maintenance Plan for 1992/93-1995/96 has already been prepared by theMaintenance Management Unit (MMU) with assistance of consultants and Bank staffand was agreed during negotiations. The plan is based on the private sectorassuming about 60% of all periodic maintenance works and carrying out the pilotprogram of routine maintenance by contract. The MMU will continue to beresponsible for updating the Four-Year Road Maintenance Plan and will be assistedin this task by consultants under the technical assistance program. Theexecution of the plan will be the responsibility of the Chief Technical Officer.

B. Procurement

5.5 All civil works contracts exceeding US$1.5 million will be subjectto international competitive bidding (ICB) in accordance with Bank guidelines.The threshold for ICB was determined based on the experience with the recent Bankloan. The proposed project includes five main contracts which fall under ICB:(a) rehabilitation of Highway 6 from Searles to Six Roads; and (b) four overlaycontracts each covering an annual overlay program. The estimated base cost ofthe contracts varies between US$2.1 million and US$4.8 million. Contracts forcivil works costing below US$1.5 million will be subject to local competitivebidding (LCB) in accordance with local procedures which are acceptable to theBank. This will include rehabilitation of the Collymore Rock section of Highway6, rehabilitation of all bridges and culverts, the road safety program and thepilot program for routine maintenance by contract. The civil works for thesafety program will be divided into five contraets each covering one intersection(base cost varying from US$0.2 million to US$0.8 million). Bridge and culvertworks (totalling US$0.4 million) will be contracted in three packages. The totalcost of LCB works is US$4.3 million. The appraisal mission reviewed LCBprocedures and found them acceptable. In particular, the procedures allowbidding by foreign contractors.

5.6 The estimated cost of individual contracts is shown in Table 20. Inline with para. 4 of Appendix 1 of the Bank's procurement guidelines, MCW willinform the Bank and obtain its approval before agreeing to any change in anycontract which will raise its cost by more than 202 over the original contractprice. Agreement on the 20% threshold should be reached during negotiations.In addition, disbursements against the contracts for the overlay program inFY94/95 and beyond will be subject to satisfactory progress on the implementationof the action plan for the Transport Board (para. 2.34 and 4.20).

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5.7 Equipment will be procured under ICB, except for items not exceedingUS$25,000 and totalling no moro than US$400,000, which will be procured usingshopping on the basis of comparison of price quotations from at least threesuppliers. Purchase of fare-boxes (US$200,000) and the contract forrehabilitation of equipment (US$100,000) will also be done by shopping among thelimited suppliers (due to equipment specificity) and established workshops,respectively. Under ICB, suppliers from CARICOM countries, including Barbados,will be given a margin of preference, in accordance with Bank guidelines.

5.8 All contracts for civil works exceeding US$500,000, all contracts forprocurement of equipment under ICB and the contract for equipment rehabilitationwill be subject to prior review by the Bank. Thus, prior review will involve 90Zof civil works and about 852 of all equipment. Since the rest of the equipmentis mostly spare parts, this percentage is satisfactory. Prior review will notcause any delays because MCW already uses the Bank's sample documents as itsstandard bidding documents for procurement of goods and works. The use of thesedocuments will be confirmed during negotiations.

5.9 Consultant services for technical assistance and studies will becontracted in accordance with Bank guidelines and terms of reference agreed withthe Bank. All contracts for consultants which exceed US$50,000 (902 of thetotal) will be subject to prior review. Contracts below this limit will besubject to post-review on a selected basis. A standard letter of invitation forconsultants and a standard form of a consultant's contract, acceptable to theBank, are already in use by MCW and will be confirmed during negotiations.

5 10 The following table shows the distribution of the type of procurementappropriate for the acquisition of works, goods and services under the project.

Clvll Works 22.2 4.3 _ 1.5b/ 28.0

(14.1) (2.4) () -) (16.5)

Equipment 2.2 0.7cl 2.9

(2.2) (-) (0.7) (-) (2.9)

Technical Assistance, _ _ 1.3d/ 0.9./ 2.2

Studies and Training (-) (-) (1.3) (0.5) (1.8)

/ 201ti1 1s1 f1 llohi .

C. Disbursements

5.11 Disbursements will be made against the following categories ofeligible expenditures: (a) 55Z of total expenditures for road rehabilitation,

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safety work. and bridge and culvert rehabilitation; (b) 65Z of the totalexpenditures on road overlays (80Z until disbursements reach US$7.4 million and501 thereafter); (c) 602 of the cost of equipment rehabilitation by contract; (d)1001 of the CIF cost of imported goods and 901 of expenditures on goods purchasedlocally; (e) 1001 of total expenditures on technical assistance, studies andoverseas training and 50Z of the total cost of local training. The allocationof loan proceeds among the various loan categories is shown in Table 21. Whilethe overall financing of overlay works during the project period corresponds tothe foreign exchange component (651), the percentage in the first two years hasbeen increased to 801 to ease the burden on the Government given the presentacute shortage of foreign exchange. (The financing for overlay works in the lasttwo years is only 501).

5.12 Retroactive financing, up to a total of US$0.2 million for equipment(fare-boxes for buses) and US$150,000 for consultants (bus operations, roadmaintenance and project accounting) is recommended for expenditures made afterMarch 1, 1992, but before loan signature. These payments ensure continuity ofthe technical assistance program started under the first Bank project and provideurgent short-term assistance to the Transport Board.

5.13 A special account will be established in the Central Bank with aninitial deposit of US$1.7 million, which represents approximately four months ofBank-financed expenditures. MCW would be entitled to make payments from theSpecial Account for the Bank-financed portion of all expenditures. Applicationsfor replenishment of the Special Account would be submitted using statements ofExpenditures (SOE'a) for expenditures under contracts for: (a) civil works whosevalue is the equivalent of US$500,000 or less; (b) expenditures under contractsfor equipment purchase whose value is US$25,000 or less; and (c) expenditures onconsultants whose contract value is the equivalent of US$50,000 or less. Back-updocumentation would be reviewed by supervision missions in the field on a samplebasis. All other withdrawal applications would be fully documented.

5.14 The estimated disbursement schedule for the proposed loan, based onthe assumption that the loan would become effective in the third quarter of 1992,is shown in Table 22. The estimated profile extends disbursements through March1997, or approximately 4.5 years. This is about one year less than it took todisburse the funds allocated for civil works under the first loan. The smallershare of rehabilitation under the present project and the lack of force-accountcapital works will help expedite project execution.

D. Audits

5.15 Records related to project expenditures will be kept by the InternalFinancial Account System (IPAS), a unit within the Accounting Department of MCWwhich was established under the first project. The Project coordinator willensure that all bills are promptly sent to IFAS for processing. The InternalAuditor will provide an additional control point, verifying that all payments aremade against eligible expenditures.

5.16 All accounts under the first loan were audited by private externalauditors. There were some delays in submission of reports but their quality hasbeen acceptable. Agreement was reached during negotiations that the projectaccounts, the Special Account and SOE's will be audited by private externalauditors, acceptable to the Bank, in accordance with appropriate accounting

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principles, and that audit statements will be submitted no later than five monthsafter the end of each fiscal year.

E. Monitoring

5.17 The project will be monitored against the following action program:

October 31, 1992 Complete final engineering for overlay worke for FY93194.

December 31, 1992 Transfer Planning Unit to Technical Department.Submit list of roads to be overlaid during 1993/94 by force-account.Select conoultants for road maintenance and workshop improvement.Select consultants for Road Network Rationalization Study.Update Five-Year Investment Plan and Four-Year Malntenance Plan.

March 31, 1993 Complete 25 lm of overlay. in FY92/93 using force-account.

June 30, 1993 Select coneultants for the computerization study.Submit to parliament the amendment to the Quarries Act.

July 31, 1993 Agree on action plan for privatization of public bue transportation.

October 31, 1993 Complete final engineering for overlay-work. for FY94195.

December 31, 1993 Submit lit of roads to be overlaid during 1994/95 by force-account.Agree on action plan based on the Road Network Rationalization Study.Update Five-Year Inveatment Pln and Four-Year Maintenance Plan.

March 31, 1994 Complete 25 km of overlay. in FY93/94 using force-account.Put in place new road maintenance management system.Submit amendment to, or phase out, the Traneport Levy Act.

October 31, 1994 Complete final engineering for overlay work. for FY95/96

December 31, 1994 Submit strategy for private sector participation in road maintenance.Complete computerization of MCW9s accounts.submit list of roads to be overlaid during 1995/96 by force account.

5.18 As part of the monitoring program, MCW will achieve the followingproductivity standards by December 31, 1993s

Pothole Paching Tou of asphalt 5.0 9.0 1.0Concrete placed

Manual Drain Cleaning Km Cleaned 0.1 8.0 1.0

Guard Rall Rpazr Mater Replaced 15.0 10.0 2.0

Manual Weeding Km Roadside 1.0 12.0 1.0

Culvert Maintenance Culvert Repaired 1.0 6.2 0.2

Concrete Slipper Repair Mater Replaced 20.0 7.2 1.2

Resurfacing Ton of Asphalt 300.0 19.0 10.0Concrete Placed _

surface Tr=atment Sq. m. resealed 1000.0 13.0 4.0

5.19 ZCW will submit to the Bank quarterly reports, to be prepared by theProject coordinator, showing: (a) progress on each contract underimplementation; (b) up-to-date project cost estimate by component; (c) status of

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loan disbursements against forecast; end (d) actual amount spent in counterpartfunds for each project component against the amount budgeted. The ProjectCoordinator will be responsible for preparation of *ll reports.

5.20 In the first quarter of 1994, the Bank will conduct a mid-term reviewwith the participation of MCW and the Ministry of Finance and Economic Affairs.The review will covers physical progress of the project; execution of theinstitutional strengthening program; implementation of the Five-Year InvestmentPlan and Four-Year Maintenance Plan and their corresponding financing; the statusof computerization of MCW's accounts; and progress on the action plans resultingfrom the Transport Board Study and the Road Network Rationalization Study. Atthe Bank's request, the Government will adopt the required remedial actions.

F. Environmental Imnact

5.21 The project itsolf will not have any adverse environmental impact asmost civil works involve only overlays over existing roads. The two roadsections to be rehabilitated do not involve a major change in alignment orrelocation. On the other hand, the project will reduce traffic congestion, airpollution, and road accidents. The CDB-financed rehabilitation of a secticn ofHighway 2A involves relocation and changes in alignment; disbursements of thatloan are conditional on agreement on adequate mitigatory measures.

5.22 All civil works contracts signed by MCW include provisions forcleaning up of construction sites and removal of debris. However, MCW does nothave any staff assigned on a permanent basis for monitoring compliance with theseprovisions. Agreement should be reached during negotiations that, as a conditionfor loan effectiveness, MCW will appoint an environmental officer within theTechnical Department under terms of reference acceptable to the Bank. A suitablecandidate is currently undergoing overseas training in the environmental controlarea.

5.23 Environmental monitoring for transport projects at the Governmentlevel is vested in the Environmental Unit of the Ministry of Labor, ConsumerAffairs and the Environment. The unit has four technical officers, all withtraining in relevant areas. The unit is preparing environmental impactstatements on an ad-hoc basis such as the recent study for the Traffic ManagementProject being prepared by the IDB.

5.24 The operation of quarries is governed by the Quarries Act of 1967.The act provides for substantial safeguards to ensure their safe operation.However, the Act does not provide for similar safeguards against soil erosion,contamination of underground water or any other environmental hazard. Agreementshould be reached during negotiations that the Government will prepare anamendment to the Quarries Act to include environmental considerations and submitit to Parliament no later than June 30, 1993.

G. Proisct Risk

5.25 The project poses little risk from the technical point of view,because it involves mainly overlays over existing roads. As stated in paras.3.1-3.5, execution of the first Bank project has been satisfactory, and did notraise any major implementation issues. Cooperation with all consultants underthe technical assistance program has been good and MCW has shown strong

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commitment to implement the institutional Improvement program. Some delaysexperienced with civil works under the ongoing loan are unlikely to recur becausethe proposed project does not include any more force-account capital works, whichwere the main reason for the delays.

5.26 The deteriorating macro-economic framework could lead to shortage ofcounterpart funds. The project has tried to minimize this risk by agreeing onan overall investment plan which maintains a viable road conservation andrehabilitation strategy, while keeping within the substantially lower limits forcapital expenditures. Furthermore, the project is designed so that its sizecould be adjusted downward, if necessary, by reducing the overlay program whichis carried out in four annual packages. In addition, budget difficulties _ouldimpact MCW's resources available for road maintenance. The project includes aredesigned maintenance plan based on the reduced number of staff available andallocates most periodic maintenance work to private contractors. However,additional cuts beyond those already introduced could jeopardize thisequilibrium. Given the recent stand-by agreement with the IMF, the risk of theGOB having to resort to additional budgetary cuts, is low.

5.27 The Government could encounter political difficulties in implementingthe privatization of the Transport Board operations because of the short-termemployment effect (the TRB employs over 12 of the country's work force). Webelieve, however, that the Government is strongly committed to the privatizationstrategy. To encourage the Government to follow through on this comitment,disbursements against overlay works in FY94/95 and beyond will depend on theprogroas in implementing the privatization scheme.

VI3 AGREEMENTS REACHED AND RECOMMENDATION

6.1 As conditions of loan effectiveness, MCW will: (a) appoint theequipment manager; (b) appoint a workshop accountant; (c) appoint anenvironmental officer within the Technical Department under terms of referenceacceptable to the Bank (paras. 2.23 and 5.22);

6.2 Agreement was reached during negotiations that:

(a) Total MCW staff assigned to road maintenance will not exceed 800employees (para. 2.18).

(b) MCW will carry out the 1992/93 - 1995/96 Four-Year Road MaintenancePlan (para. 2.20);

(c) The Government will provide MCW with US$3.0 million equivalent ineach budget year for road maintonance materials (para. 2.21);

(d) The Government will implement the plan for reducing the TransportBoard annual cash deficit to US$2 million or less

(e) The Government will submit, by July 31, 1993, a time-phased actionplan, acceptable to the Bank, based on the result of the TransportBoard Study, to substantially privatize passenger transport servicesand implement such action plan (para. 2.34 and 4.20);

- 33 -

(f) The Government, MCW and the Bank will conduct a Mid-Term ProjectReview in the first quarter of 1994 which will cover physicalprogress of the project, execution of the institutionalstrengthening program, implementation of the live-Year InvestmentPlan and Four-Year Maintenance Plan and their correspondingfinancing, status of computerization of MCW's accounts, and theprogress on the action plans resulting from the Transport BoardStudy and the Road Network Rationalization Study. At the Bank'srequest, the Government will adopt, as necessary, remedial actions(paras. 2.34 and 5.20)t

(g) the Bank will not disburse against contracts for overlay works inFY94/95 and beyond, unless it is satisfied with the progress on theaction plan resulting from the Transport Board Study and hasconfirmed it to the Government in writing (paras. 2.34 and 4.20);

(h) the Government will submit to Parliament an amendment to theTransport Levy Act to permit its revenues to be used for generalGovernment purposes, or abolish it, by March 31, 1994 (para 2.40);

(i) MCW will carry out overlay works on at least 25 km of roads in eachfiscal year using its own resources (para. 4.9);

(j) the Government will carry out the overlay program financed by theproject according to the list agreed with the Bank (para. 4.10);

(k) the Government will earmark the counterpart funds needed for theproject as follows: FY92/93, US$0.5 million; FY93/94, US$3.2million; FY94/95, US$2.4 million; FY95/96, US$3.4 million; andFY96/97, US$2.4 million (para. 4.26);

(1) MCW will inform the Bank, and obtain its approval, before agreeingto any change in a contract which will raise its cost by more than2OZ over the original contract price (para. 5.6); and

(i) the Government will submit to Parliament an amended Quarries Actincorporating environmental considerations by June 30, 1993 (para.5.24).

6.3 An action program will be agreed with MOnT to improve itsinstitutional capability, project planning and preparation. It will include thefollowing actions by MCWs

(a) Updating the Five-Year Investment Plan and the Four-Year RoadMaintenance Plan by December 31 of each year and submitting them tothe Bank (paras. 2.21 and 4.5);

(b) Informing the Bank by June 30 of each year of the actual amountspent on road maintenance in the prior fiscal year and the amountallocated in the present fiscal year (para. 2.21);

(c) incorporating the Planning Unit into the Technical Department byDecember 31, 1992 (para. 2.35);

- 34 -

(d) submitting to the Bank by December 31 of each year the list of roadsto be overlaid during the following fiscal year using NCW's ownresources, together with the economic analysis justifying such works(para. 4.10);

(e) submitting by December 31, 1994 a strategy for private sectorparticipation in routine maintenance works, based on the results ofthe pilot program for routine maintenance by contract (para. 4.12);

(f) selecting the consultants for road maintenance and workshopimprovement by December 31, 1992, and having a road maintenanceplan, based on their work and acceptable to the Bank, in place byMarch 31, 1994 (para. 4.16);

(g) selecting the consultants for the Road Network Rationalization Studyby December 31, 1992, and agreeing with the Bank on a plan of actionbased on the study by December 31, 1993 (para. 4.18);

(h) selecting the consultants for the computerization study by June 30,1993, and having the mechanized accounting system in place byDecember 31, 1994 (para. 4.19);

(i) completing final engineering for overlay works to be financed by theBank in each fiscal year, starting with FY93/94, by October 31 ofthe preceding year (para. 5.2); and

(j) complying with the following productivity indicators by December 31,1993 (para. 5.18):

Pothole Paching Ton of asphalt 5.0 9.0 1.0Concrete placed _ l

Manual Drain Cleaning Km Cleaned 0.1 8.0 1.0

Guard Rail Repair Meter Replaced 15.0 10.0 2.0

Manual Weeding Km Roadside 1.0 12.0 1.0

Culvert Maintenance Culvert Repaired 1.0 6.2 0.2

Concrete Slipper Repair Meter Replaced 20.0 7.2 1.2

Resurfacing Ton of Asphalt 300.0 19.0 10.0.___ Concrete Placed

Surface Treatrent Sq. m. resealed 1000.0 13.0 4.0

Recommendation

6.4 The proposed project constitutes a suitable basis for a Bank loan ofUS$21.2 million equivalent on the terms and conditions set out in chapters I-VIof this report.

BABADOS

SEC;OND ROAD MAINTENANCE AND REHIABILITATION PROJECT

ROAD NETWORK STATISTICS BY ROAD CATEGORY AND DISTRICT (*

DISTRICT j PRIMARY ROADS POO SECONDARY ROADS j LOCAL ROADS j DEVELOPM4ENT ROIADS TOTAL DISTRICTKNAE TOTAL GOOD FAIR OR TOTAL GOOD FAIR POOR TOTAL GOOD FAIR POOR I TOTAL GOOD FAIR POORI TOTAL GOUM FAIR POOR

North East (kmn) 81.7 22.6 52.3 6.8 29.4 0.9 19.1 9.4 95.3 23.0 45.7 26.6 1 13.6 9.0 3.8 0.9 219.9 55.5 120.9 43.6CX) 100.0 27.7 64.0 8.3 100.0 3.1 65.0 32.0 100.0 24.1 48.0 27.9 1100.0 66.1 27.7 6.3 100.0 25.2 55.0 19.8

North West (kmn) 1 66.3 29.9 22.913.5 162.3 11.6 38.1 12.6 1103.946.3 30.627.1 159.0 47.1 9.022.9 29 1.41 134.8 100.5 56.1(X) 1100.0 45.1 34.6 20.4 100.0 18.6 61.1 20.2 100.0 44.5 29.4 ?6.0 100.0 79.8 15.3 4.9 1100.0 46.3 34.5 19.2.- ---- - -- - - - - - -- - - - - - -- --.- - -- - --4-.-I".- -9.-- - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - -

SouAth Central (kmn) 1 61.2 20.2 35.3 5.7 1 35.1 6.0 20.8 8.3 1 97.9 35.9 45.9 16.1 1 14.0 9.4 3.0 1.6 208.1 71.5 104.9 31.7(X) 100.0 33.0 57.7 9.3 1 100.0 17.1 59.2 23.7 100.0 36.7 46.9 16.4 100.0 67.4 21.1 11.5 j100.0 34.4 50.4 15.2--.--- +- -. ..-.-- -- + ..-- - - -- - - --. .4- -.--.-- -. . 4..4---..-- - - - -- - - -- - - -- - - -- - - -- - - --- - - -- - - -- - - -- - - -

St. Philip (kmn)1 35.3 22.2 13.1 0.j 21.7 13.8 7.9 0.0 69.9 34.9 26.5 8.6 j 57.2 45.4 8.3 3.5 1 184.1 116.3 '55.8 12.1(X I 100.0 62.9 37.1 D0.0 I 100.0 63.6 36. 00 100.0 49.9 37.8 12.2 100.0 79.4 14.5 6.1 100.0 63.2 30.3 6.5

-- - -- - - -- - - -- - -- - - -- - - -- - -- - - -- - - -- - -- - - -- - - -- - -- - - -- - - -- - -- - - ---4-- - -- - - -- - - -- - -- - -I.- -I… -- - - -- - -Christ Church (kin) 1 67.1 47.6 18.5 1.1 1 24.9 15.5 9.4 0.00 1 74.9 39.2 27.2 8.5 1 122.2 70. 0 45.5 6.8 289.0 172.2 100.5 16.3

CX) I100.0 70.9 27.5 1.6 100.0 62.4 37.6 0.0 100.0 52.4 36.3 11.3 100.0 57.2 37.2 5.5 1100.0 59.6 34.8 5.6.-- - - - - - -- - - 9- 4.-- - - - - - -- - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - - -- - - - - - - -- - - - - - - -- - - - - - - -St. Michael Worth (kin) 50.4 40.7 9.7 0.0 28.2 22.9 4.3 1. 125.0 90.1 26.7 8.2 1 25.5 18.8 5.7 1.1 1 229.0 172.5 46.3 10.3

C)I100.0 80.8 19.2 00 1.0 83 151 3.6 100.0 72.1 21.4 6.6 j100.0 73.5 22.2 4.3 100.0 75.3 20.2 4.5-- - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - - -- - -- - - -- - - -- - - -- - - -- - --+*- -- - - -- - - -- - - -- - - -- --.- - -

St. MichaeL South (kmn) 18.7 18.3 0.4 0.0 1 14.0 13.1 1.0 0.00 1 79.4 71.8 5.9 1.8 16.1 13.6 2.6 0.0 128.2 116.7 9.7 1.8 c,MX 100.0 98.1 1.9 0 .0 100.0 93.2 6.8 0.0 100.0 90.4 7.4 2.2 100.0 84.2 15.8 0.0 I100.0 91.1 7.6 1.4 J

… … … .-- … … … … … … … … … … … … … … … … … … … -------------------------.- ~~~~------------ITOTAL NETWOR (kin) 380.6 201.4 152.1 27.1 215.4 83.8 100.4 31.3 646.1 341.2 208.4 96.6 307.5 213.1 77.7 16.7 11,54.9.6 839.4 538.5 171.7C) 100.0 52.9 40. 71 100.0 38.9 46.6 14.5 100.0 52.8 32.2 15.0 100.0 69.3 25.3 5.4 I100.0 54.2 34.7 11.1

NOTES:()Paved roads onty; unipaved roads are negligible (13.15 kmn).

Funkctionat classification:-Primary roads :roads which radiate from Bridgetown to various parishes.-Secondary roads : roads joining two primary roads.-Locat roads : roads which initiate and end within a parish.-Developnient roads: roads providing acces to housing developments.

0-0'

- 36 -

Wale- 2

BARBADOS

Second Road Naintenance and Rehabilitation Proiect

Road Capital Expenditures 1985/86 - 1990/91 a/

($B million)

Estimate1985/86 1986/87 1987/88 1988/89 1989/90 1990/91

Northern Access Road 0.2 8.6 12.9 0.6 2.0 0.5

Airport Road 6.6 21.1 17.2 19.6 3.5 1.0

Highway Rehabilitation 4.5 5.0 6.4 13.3 8.8 13.1

Tenantry & Subsidiary Roads 4.9 1.7 0.4 1.3 8.7 7.6

Bridges & Drainage 0.8 1.6 0.8 1.0 3.1 1.6

Traffic Management 0.9 1.4 0.3 0.2 1.2 1.0

Vehicles and Equipment 1.0 0.8 2.0 1.1 2.1 0.2

Project Administration 1.4 1.5 1.5 1.3 1.3 1.3

Bridgetown Development 0.9 1.6 0.5 0.2 0.6 0.8

Scotland District - - - - - 4.0

Other 0.8 0.3 0.4 - 0.2 0.1

Total 22.0 43.6 42.4 38.6 31.5 31.2

_/ Fiscal Year ending March 31.

Source: Barbados Budget Estimates, various years.

BARBADOS

Second Road Maintenance and Rehabilitation Proiect

CaDital and Current ExDenditures in the Road Sector

($B million)

Capital Expenditures Current Expendituresof 2- of 2

Total Public Road Total Public RoadYear McW TRBa/ Road Sector in total MCW TRB Road Sector in total

1984-85 12.2 0.6 12.8 147.6 8.7 43.1 10.8 53.9 595.4 9.1

1985-86 22.0 0.5 22.5 146.1 15.4 48.5 14.0 62.5 663.1 9.4

1986-87 43.6 - 43.6 165.1 26.4 48.0 12.4 60.4 685.2 8.8

1987-88 42.4 0.1 42.5 191.3 22.2 55.0 22.0 77.0 817.8 9.4

1988-89 38.6 0.2 38.8 222.5 17.4 54.2 12.2 66.4 857.9 7.7

1989-90 31.5 5.8 37.3 202.6 18.4 53.4 10.0 63.4 1000.0 6.3

1990-91 31.2 6.7 37.9 231.0 16.4 55.4 12.0 67.4 1050.5 6.4

1991/92b/ 35.0 4.8 39.8 218.4 18.2 57.3 10.0 67.3 1129.2 6.0

a/ Transport Boardb/ Estimate

Source: Barbados Budget Estimates, various years.

BARBADOS

Second Road Maintenance and Rehabilitation Prolect

Port Carto Movements

Inward Cargo Outward CartoCentral Cargo Cold Storase General Carao CrandYear Breakbulk Containers Dreakbulk Containers Other Total Breakbulk Containers Total Total

1986 138,627 256,211 4,379 20,250 15,429 434,896 3,822 37,353 41,175 476,0711987 118,277 289,168 5,744 22,660 11,850 447,699 3,754 41,435 45,189 492,8881988 114,593 316,505 6,282 21,786 12,436 471,602 5,838 52,953 58,791 530,3931989 128,475 363,521 4,870 26,133 :,223 530,222 4,285 67,273 71,558 601,7801990 115,014 360,082 6,402 21,984 10,890 514,372 3,492 75,327 78,819 593,191

Shive Visiting Deep Water Port

Year Tankers Carao Cruise molasses Sugar Others Total1986 106 751 292 n.a. n.a. 298 1,447

1987 89 725 414 n.a. n.a. 218 1,446

1988 81 684 455 n.a. n.a. 93 1,313

1989 60 709 497 n.a. n.a. 64 1,330

1990 45 702 520 16 5 133 1,421

Source: Barbados Port Authority.

- 39 -

Table 5

BARBADOS

Second Road Maintenance and Rehabilitation Proiect

AirDort Traffic Statistics

1988 1989 2 change 1990 2 changein 1989 in 1990

Passenger Traffic

Scheduled Passengers-Departing 542,098 536,492 -1.0 550,660 2.6Scheduled Passengers-Arriving 536,832 532,340 -0.8 568,030 6.7Scheduled Passengers-Transit 377,934 328,057 -13.2 275,149 -16.1

Total Scheduled Passengers 1,456,864 1,3969889 -4.1 1,393,839 -0.2Non-Scheduled Passengers 194,895 263,438 35.2 211,289 -19.8

Total Passengers 1,651,759 1,660,327 0.5 1,605,128 -3.3

Cargo Traffic (tons)

Scheduled Freight-Loaded n.a 3,254 n.a 3,874 19.0Scheduled Freight-Unloaded n.a 4,845 n.a 5,648 16.6

Total Scheduled Freight 6,966 8,099 16.3 9.522 17.6Non-Scheduled Freight 7,356 6,439 8.8 5,478 -14.9

Total Freight 14,322 14,538 1.5 15,000 3.2

Aircraft Movements

Scheduled 24,447 24,470 0.1 23,861 -2.5Non-scheduled 7,561 7,908 4.6 9,194 16.3Other 2,576 2,761 7.2 2,660 -3.7

Total p4,584 35,139 1.6 35,715 1.6

Source: Statistics Unit, Division of International Transport, MCW.

"s RtOAD MAIWUI "A ftfo F11902160

trrem CW n rtTotl g I tlr twork * 1.Ss.4 t

Reed. wader Routine 8(itoooPerMCO I 3349.6 km loads under, Psriodi UsI... Wret... £0.0 inI'l £epbalt ce t s a 197.3 in (a) Oerlay "rmegre * 33.3 kmtb) Aphalt s c treat_o nt r pamte. 332.3 tn ek) Raal Program F 34.7 In

rxu nrt91>norf -n m tisr MfUl er-rIT cms .T AccrOro... ....................... ....... mu----------------- --.-.

ACTiVIT miLl &ccMpIM m anY . qUmnTiT I Qm cam !PN. I E . TOTAL IMM-L AW VI r TrTA I =1. MT cm! 1AL. cmS--i --- 00.Om--o routs y- WIT qunt MS 5) (50o$) (5(W 0is) I 10$)- (50 (31$) (50$4) IQ1SMMIT (5$) ---- 0C) I (5$)

8010 VOt sale I6ethic 3.0 tern 3.019 p.la.in *1,030 813,342 .260 81.7 91.3 $6.0 M0.2 1.720.128 1.035.133 633.152 3.303,413 475 344.5 164.603 3,330.0151020 Rtgradiag Unpaved Shoulder 1.0 km i a3 ud.el.n 42 Is 13 54.0 471.6 40e.0 930.6 n.002 .4 0 31357 81.3358 29 1.093.2 31.703 44.0628010 Patching Paved Shoulders 1.0 IIN so p.abl.ka 39 39 39 433.2 437.6 363.0 1304.48 37.733 11.048 010.00 46.3008 - - 4.9£040 JoInt & Crack Sealn 400.0 Itt 3a099 16.i. 165 443 151.356 403 0.6 0.6 1.0 2 6 121.017 129.005 161356 * 411.435 4.081 2.5 11.525 *42031010 Cold lIa Prod4c£tio 6.0 0 3099 v.l".k 6.380 6.360 8,603 So.7 n5.0 39.0 133.7 374.3*3 37640 240 020 808.75 _ _ O Z751110 Drain Cleaning an1al 0.1 IN 962 dlitch m 313 91 910 0.0 4163.4 2600.0 6716.4 0 37h.869 2264800 615.4S0 23 7,777 . 171.184 7063581120 Drain Clsains llacbaical 2.0 m 805 ditce In 707 641 321 0.0 U08 1 320.0 504.1 0 120.559 205.120 325.647 66 S84.0 36.544 364.2231330 Culvert Claslag 2.0 each 1.162 tuber 578 833 411 0.0 104.0 245.3 429.2 0 153 2t4 204 293 3575357 45 493.6 223214 373.71*1240 wall Cleanltn 3. 8.*3 2 376 aumber I 09 480 160 0.0 83.3 136.3 221.5 0 41 O3 635 ,43 06.474 Ii 213.1 2.606 800.36o£310 Traffic Big. Ealagaence 4.0 each 9.336. mace 8. 196 1.0 29 66 3).1. 831 3,336 130,787 0 103.073 26 704.1 3.308 196.301220 tradfiC $Sig oVAetLaIeue 12.0 eah 0.336 mvher 10196 3.170 98 132.8 26.6 I2.0 200.7 177.934 31134 25.7401 240 250.5 6.312 241311230 Guard Sali Repair. 15.0 1.. 05 srin a 0.863 8.722 388 6.7 36.2 24.0 66.06 5 176 31.1431 202 328 382, 18 141 76.7 10.818 591.7261240 FaIntin4 Center i 4.0 l.a 143 pin 6£ 61 is 750.0 101.3 70.0 921.3 4.57S0 6.176 4.270 35.106 - - - 56.1961330 S tcial o at lIarig 6.0 each I200" _mber GIS 792 112 62. 79.1 43.0 IU4.6 49.500 62.616 34.056 146.172 21 240.4 5.52C 15 .1001310 'dedg 1ua 1.0 in S96 raide. I 4.484 4.441 4,441 0.0 603.5 204.5 605.0 0 2.680.144 00 18.8 3.306.325 43 829.2 30.956 3. 20. 2" 4-a32 "deeigMcaia 6.0 In 3.986 relde.ka 2.331 23.13 307 0.0 33.0 48.5 68.6 0 78.687 *16.871 194.830 860 94.0 13.790 2110.631 I Tr. trI n I R 1.0 no. 13 d4potled 84 04 64 0.0 390.3 32.3 126.6 0 33.331 21.861 61,215 - - - 63.216

G40 S . iteac 0.2 each 00 mher 65 6s 325 134.3 864.32 32.0 8860.3 0.70 508,624 .360 120.034 120.9341420 Culert lainteeance 1.0 each 1.62 maber 1,592 1.353 1 5133 33 334.8 32.0 443.1 46.300 I1.,.10 70.76 69 s. 0.06 709,01430 Repair of Cenrate Slipor 20.0 oerb a 1.421 elIp.ih 21,60l 20,396 1.020 10.3 £96 .0 38.0 213.130 399.354 163,13 773,660 ,203 43 2 33.00 827.6658*0 E_r ancy ActIvities 18.0 ada, 83 depoletd 3.340 3820 24 0. 3 46.1 08. 0 163.437 o43.601 107.35 220 1 13. 24.e W 3332.1nI1U0 m tacatlg 3.0t o t, depedt 460 4*9 280 J64 383.35 0.0 168.0 24,433 4o.78 0 o1.1 S 30 200.7 0,034 68s.2301620 Adminiatratva Actlvitta. Wa. 1dp 3 ""oud 6.0 16,892 2.782 0.0 33.3I 0.0 33.3 I "000,* 0 800.14 I"- 68.864

…-------- ------------- - -… -- -- . ..... --…---------------…- -- ------- …----- ---- - --.--. ,- -----

TOTAL R e O tVI n * M SAINTZUAUCI 2.929.6419 7.552.731 3.460.570 83.090.950 | 3.537 | M4A6N.481

t7n0 Reurfacng 380.0 te I 3 l.rd.o to 0,2S5 89,3895 64 I8. 3.3 7.0 163.42 29,20.584 67.003 134,003 13,1.453 I) I-) 2.000.000 3,833,638720 Sucface ToeateAen t 19 .04 11 69 la.rd.in8 *60.26 16938 18 1 .4 0.7 0.2.7I 23.386 824,9335 1.4 38.78 - 316,678810 wall Dlating 03 I 13 depoed 10I6 0 a 179.6 31.3 40.0 256. I - - 96 203.3 25,330 28,330820 Czrata Drain & Culvertn J.0 0 8 depotled 480 234 73 802.8 201.5 19.3 423.5 22.902 43,210 26.730 94,922 3s6 463.3 124.734 219.6761630 Wrerch Drama 4.0 a 1"3.o 5 444 3 JIS 42.0 69.3 63.4 2.6 as3 0 3 97.1051840 CaLl. Srueteres 4.0 basit 13 e po tid 213 273 46 280.0 07.4 90. 397.6 3 73 26.381 24,*6 £05,33 - 106.334

t e T A L r I 9 I e D I C NAZUW UANCj 3.301.309 304.6O4 345,739 3,031.690 2.133.804 j .104,802

T e T A L ROAD n* lA I sT 6e3* 1 C Ls A r6e23010417 7,3572 3.54.2" 17,123,64m.7 2911.641130.110,89

() JPolrtia of the ilrat contract for overly orsi remaider to icudd la It l993J94. 1

a(

0~

sm mib forianm atn amzu cn3334

ummrzum amvnmcs RIAL~~~~~wS mmQomamz LaUra n,ii,

ACTIVM A Tack sit. Crus ~~Sand Port.-Painta.-Stgu Guard ISuper Sect. Sm. Art. 3.1. L.B. Oral. Dii Mo ITruck SMi Back fot" lAp sbTg anVAUT A A-p.Sm Igr C Trei?oe vellvo rLead. Art. vp O.Os. a "ar (qSteer boLoad. CamI"spi pav. Mgm. Back.~~. WifI I It) (1)1.3) (.3 (3) "0eg')(610)(6104) a H(AS) (df)day;0 (d;4dald7)d y)I ) (dy I (day)07)(day)(dy(a)(e)dy(day) day) (day)Ida,

3010 Vmt b3aPatclolf S.O tme 2.268 11342 36 228 - -224 -2258 13610 2258-6- -(aSa 100 eaads npndsbul 3 .Ohkm 13 - I - - -13 -s 13 i Is 3 13

1030 latchiaginPw gbwaflders. .lOhe 38 II; 0- 38 - - 38 - 3 234 3 I040O,i.t* SCzck Samel;, 400.0 Ur* 403 - -161 -1210 403 -403 1614 403 So - -403 - -1030 Cold tax ?radmactiam 6.0 US 1.063 - 423 S38 - -- 30 -163 - 212 16 IIlObralalaanSngUmal 0.3a 810 … …… …… … 910- - - -. .910 34 I;91

1120 Dri laigMchncl 2 e 31- -- -- -321- - -"4 32 1 962 321 321 321130CleiCann 2.0ec 4371……… 47- - -417 417 144 417 - 4171340 WalCenn .0..3 160- - - -- - - - - - -160 160 480 160 160

120 eii iaanem 4.0 eac 293… …… … 293 - 29 -73 - - 585 12220 rfiSinKaeaia 12.0ec 984 39 to 98 1170 -w go 8…… 98 30 9lZ30 :rIi3eez 301. 58I……… 20 581 - -163 - 871 581 2901 3981-581240 asigneLie 4.01. Is …… …… 44 15 Si is1 1s 33 is… …… 1

1230 Speial Pay i Machige 6.0 ac 13 … ………24 32 - 28 - - - 13 264 13I310 SeedIng Usui 3.0 h 441 ---- 44 ……2221 2221 44410 2221 2223

32Uedn*g M eania 6.0 h. 387- ---- -- 56 - 19 194 18 399 --- 97 133 be rmn lmsn . o. 4 ---- 8 168 1431 1232 42to 8i1:aitmne0. c 35 - - 65 33 33 98 -2- -33 23 - 63 1300 65142 Sevr aneac . ah1333 1333 767 767 307 - -- - - 1333 15333 - - - 301 6132 307 - - -

l4303epairadCmcreteSlig 2e 20Okrl220-20032401020 1020 -& -lli24 67 0 10201310~~raeacyActivitiea l1.0.dey 284-284 - - - 284 - - ~~~~~284 2269 284 2 24 - - - -

It toprcI,:: 2..3" 20 419 3134419……418163 £dinetatyeAciu"i 6.0 aday 2.782 ………… 5564…13128: : : _

…----------- … -- ,----. .…… .4…- …~~~~~~~~~~~- -- : .. . ..---- -- -- ---

lesasree -3q.knnt orR -ls arko 111439 37 587 10495,3343 5393 697 S0M 1170 2907 14012 1631 2878 6773 1347 308 50S 8718 101191 $ 677 2913 737 1347 2003 0 0 0 397 13. . .a . . . … ---.- ~~~~~~- … ~ ~ … .. …~-------- ----------

3733eerfen n00ot64 649853393 6386 534 3Su - - 138 4 4 lllrea eatuant 100.I 30 - - 7 1134……… … 8 -- 79 189 189 1314 3In 189 - - - log13 -3830 Sell DiIng 3~~.0. 0

'An" creeDaiei lera.. 3.0. 73 no 160 7331120 73 224 73 75 373 73 73

3840 Cables Stcucturaa 6.0 Lea " k " 46-4 4364 46-- - -- - - -- - - - -- - - - -- - -- ------- ~…. 4 . ~ .--- -- -- -- -- -- -- -- - -

nesmm Reuiemetsfo Peioic o 11 9283 71 473 1283 7331120 0 0 0 01338 130 0 224 3133$79 403 770 32141 770189 15 0 73 318 854 0 0

rneureq Uawaviza te for Total Praran I30" 107 1060 11780 3416 6533 697 Soso 1170 2907 1A4350 396 2878 6997 1660 3443 347 9548 104403 9441NO 102 12 1347 2079 318 234 n? 38 1(Noeer of poopleAmita needed per yew)______________________

0 0alpmaim geeurcee are listed.a)sooln ""ram (amau1).

B-ROS

SECOND ROAD MAINTENANCE AND REBAAILITATICO PROJECT

ICWJS ROAD NH&1JM2UI PMM YWI P13992193

REsoue REUIDWS FOL FORCE ACC T W SSumary for all usintensoc districts

(1) LABOR U N RsS (2) KlTERUlLS REUIREMTS

* -5~~~~ .e~~na. a... .n...........a......... . ...L A B 0 B (a) g POG3 HEEDS C W ROWD EAIBTE3ANCE STSaF AD BUDGET K HUIPN£O BAlANCE (c) 1 A T £ I I A L S PRN NEEDS

Job Unit Cost iTotal Days Number COST I Total Days Nusber OPERATIOSS WO11RS5P I Balane Cost -aterial Unit Un1t Cos- -Quantit -Costpositie n (eSBDIday3 Rquired StaffCb) t(BD$) Available Staffib) (BD$) (80$) I days) (80) Descriptlon (BDSjun3 tIUalts) (80$)

SuperiLsor (Oper ations) 63.00 34.151 69 904,130 14.980 70 943.740 629 39,610 Aspbalt Concrete Nix ton 350.00 30.744 4.611.600Section Leajer (Operatiuon) 71.02 3,96 2la 139.270 5.350 25 379.957 3.389 240,68 Tack Asphalt litr 0.52 1^'397 55.t46Senior krzta 66.98 2.87B 16 192,801 2.782 13 ia6.33D (96) (6,463) Aspalt Emulson litr 0.52 1,0,.937 551.164artIsan 63.00 6.997 35 440,842 18.832 88 13186.416 33835 745,574 Cruhed Aggregate 3 24.00 13.780 282.120Laborer 48.50 104,4s0 488 5,063,666 97.156 454 4.712,066 (7,249) (351,600) Sand .3 30.00 3.417 102.510Havy Equipmnt Operator 73.02 3,660 8 117.929 1.712 8 121.586 52 3.658 Cersnt bag 10.60 6,515 69.059Operator 56.67 5,457 26 309,276 5,992 28 339.567 535 30,291 Selected Soil - earth *3 34.00 78 1,092Igbt Equipment Operator 49.31 3.463 16 170,785 3.210 I5 358.285 4253) (12.500) Timber aqft 2.95 37.906 I33 ,23Driver 54.32 9.548 45 518,674 9.630 45 523,102 82 4.428 Sign Post .150.00 1170 l17S,!O- *--4~~~~~~~~~~~~~~~~~~~---------------------.------------- Guard Rail and poet a 20.00 2,904 58.320TOTAL | 150,724 714 7.857.372 I 359,644 746 7,40S.517 1,142,540 1 8.920 693.685 Paint galon 60.00 697 41.820…. _ _ _._ ... … . . . … - … -......... __-... _ _--_ ._ _ , , Traffic Paint litre 18.75 5,080 95,250(a) Only personnel directly lnvolved In road maintenance operetions Is iacluded (operation crew). Depots managers (7 tecbahlcans I Boulders .2 36.00 1.820 65,520and 25 tecbnlciae 11). and supervisors, technician. and worksbop-& a_cbanics la 3(edquaters not included. Gonteatil *2 8.00 3,335 8.924(bI Number of persoas required or available, calculated a*sumlag 214 workLng days per year (rounded oa district basts) .... .. _(c) N r balance calcultaded eubstractIng tae total day. required by the progrm froe the total days available In eacb position TOTAL COST 6.230,947witlin Nli C anpowrg poeltive figures nd11cate surplu, whble negative fia brackets) deficit. --___ _ _._ _-

t'3(3) EQUIRUIET REQUIRDENTSI

...................... . .... ............ .. . .................... . ........................... l_............... . ..... . ........ .. . . ..... _._ . ... . _.E q U I P M E b T t(a) I PGRAM NEEDS INtCW 1161NTENANCE FLEET IMCW ADDITIONAL UNITS I UNITS TO BE RENTED I BUDGET REQUIRUE3IS BY ITENS (d) I TOTAL----------------------------------------- *---------------------- t---------------------'----------------------- -.....................------------------------ -------------------------- t PRODCLEquipment W Cost I Total Days No Unlts ITotal Daya So.Units ITotal Days No.UnitsITotal Days Unlt Cost lInsurante Fuel-Lub. Parts Repairs Rentals I BUDGETDescription CBDSlday) Required (b) Available Sb) lcbeduled (c) Iicheduled (BD$lday) (BD$) (8D$) (BD$) (9D$) (BDS) I (9DS)Duep or lisat Truck 260.00 9,447 52 9.360 52 3 20.00 472,350 709,5251.1,05.299 370,046 - 2,456,220Skid St*er 400.00 3,302 17 3 060 17 2 _ 400.00 4',535 242,034 170,66S 34.133 2 462.347Alr Compressor ibmer 96 00 2 078 32 1,080 6 _ _ 998 100.00 3,240 145,460 17,280 9,120 99,800 275.500Back-Bo 230.50 82 S 540 3 _ _ - 600.00 6,090 1013500 66,584 12.992 9 387 166Truck Hydraulic 177.00 84 1 380 I _ _ - 480.00 3,008 9,240 4,200 420 _ 14 868Froant End Loader 25. 1 .347 1 3260 7 - - 600.00 3483 16,7 0.6 352 - 3250Roller 200.00 3318 2 2340 13 _ _ - 200 00 338 28,620 9,540 3,590 - 40 068Asphalt Bprayer 350 5 30 1-- 4.0 72 2.28 5,302 2.540 - ,890Aspbalt Paver 189.00 64 1 380 I 1 _ - 3,200.00 13600 5.504 4,160 852 - 12,096Tractor vllosdsr ettactmenge 281.00 49 1 1,080 6 _ _ - 600.00 882 7.350 4.606 93 _ 13.769TMeVer - cpactor 22.00 2.381 13 2,520 14 _ - 75,00 0 35,715 9,524 7,143 _ 52,392Oree Tr3ck 111.50 14 1 180 I _ _ _ 300.00 231 630 650 10 - 1,561Sp cal Paint Marker 21.00 17 1 360 2 _ _ - 240.00 34 221 85 17 - 357Flailr Never 88.00 397 2 36is 237 302.00I 720 36,277 6.660 3,080 22,1354 4873PuMp 15.00 284 2 360 2 21 -…4000 13,3 1 704 31136 284 - 4.260- - . '~~~- - - ...... ~~-- .- - - - . .- - - - - - - - - - - - - - - -

TOTAL | 20.648 338 1 22,860 127 I - - 1 1,215 1 538,703 1.473.441 13511.431 263.350 121.934 1 3.888,859'---- S .-.--- -- S~~~~~~~~~..-.-. .....--...--...- B.....-.-... ..-.a) Only quipment units directly involved in field operatlons and required for the m* ateaance plan a*r lsted. Oeebr unice needed to support adeiniatrative functions and upervie maintenance op=rtions are not Included.

tb) Nuxer of units computed assuming 180 working days per year. 0'Cc) Additional units that are lcorporated to WM's maintenance fleet as a result of quipmat purchase or rehabilitation. C-A(d) Budget requirements shown are Ilaited to those units directly involved in field operations, seaded to carry out the maintenance pl The incidence of other eqipmet unite for maintenance (Dervision -- suhe as pick ups-., as well as of other workshop's tsigvnette -- includin maintenance of other ministries' ge purpose fleets--, should be taken into account in ordar todtrmin NCI-a total workshop budget. CO

- 43 -

Table 9BARBADOS

Second Road Maintenance and Rehabilitation Prolect

Vehicle Fleet by Year

TaxisPrivate and VansMotor Hired Buses and and

Year Cars Vehicles Minibuses Pickups Lorries Otherl/ Total

1970 15,787 1,789 213 1,961 1,574 560 21,884

1975 22,129 1,770 257 1,949 1,560 538 28,203

1980 24,177 2,027 329 3,157 1,373 585 31,648

1985 30,908 1,871 416 2,591 1,732 1,173 38,691

1986 32,869 1,981 440 2,503 1,739 1,426 40,958

1987 34,740 2,266 470 2,755 1,841 1,529 43,601

1988 34,859 2,600 473 2,722 1,817 1,466 43,937

1989 38,711 3,070 446 3,090 2,001 1,441 48,759

1990 38,832 3,089 447 3,077 2,015 1,261 48,721

1/ Includes tractors, trailers, ambulances, jeeps, landrovers, roadconstruction equipment, etc.

Source: Licensing Authority, MCW.

- 44 -

TUbl* 10

BARBADOS

Se-ond Roead-aintenance and Rehabilitation Project

Price Structure of Petroleum Product.(as of Septomber 1991)

Gasolina Diesel$B/llter $USgallons $B/liter $US/Gallons

Coat of Product 0.39 0.74 0.34 0.65

Refinery Surcharge 0.04 0.08 0.04 0.08

Refinery Price 0.43 0.82 0.38 0.73

Consumption Tax 0.72 1.37 0.65 '.23

Ex-refinery Price 1.15 2.19 1.03 1.96

Marketer.' Margin 0.10 0.19 0.10 0.19

Wholesale Price 1.25 2.38 1.13 2.15

Dealers' Margin 0.13 0.24 0.09 0.17

Retail Price 1.38 2.62 1.22 2.32

Source: Energy Division, Ministry of Finance and Economic Affairs,October 1991.

- 45 -

Table I11

B A R A A D 0 S

Second Rosd Maintenance and Rehabilitation Proioct

Fuel Consumgtion Tax (1986-1991)

Amount Sold in Barrels Revenue Collected

p ax Gasoline Diesel Gasoline Diesel 12101

1986 396,356 205,054 $27,616,383 $12,093,177 39,709,560

1987 427,289 206,046 $29,431,322 $11,988,105 41,419,427

1988 466,029 221,503 $33,335,054 $13,474,028 46,809,082

1989 477,747 239,530 $37,845,524 $16,411,798 54,257,322

1990 493,186 308,902 $39,657,086 $21,533,558 61,190,644

1991j/ 501,758 317,561 $49,253,245 $27,761,098 77,014,343

jl Estimate

Sources Energy Division, Ministry of Finance and Econimic Affairs,October 1991.

BARBADOS

Second Boad Maintenance and Rehabilitation Prolect

Road User Charges and Cost ($8'0O0)

est.User Charses 1986 1947 1988 1989 1990 1991

Consumptlon Tax-Gasollne 27,616 29,431 33,335 37,845 39,657 49,253Consumption Tax-Dlesel 12.093 11.988 13.474 16.412 21.534 27.761Subtotal Fuel Tax 39,709 41,419 46,809 54,257 61,191 77,014

import duties-vehicles and parts 22,712 23,991 27,123 29,163 17,379 n.a.Conasumption-Tax/Sta.p duty 8,796 5,781 9,002 19,351 12,895 n.a.Tunry surcharge - -_.&.Subtotal other taxes 31,508 29,772 36,125 48,514 30,274 30,000al

Registration fees 13,084 14,363 14,453 15,835 16,000 17,000Inspection fee, drivers licenses, etc. 4.366 6.715 6.179 5.675 6.245 6.265Total Charge U667 92.269 103.566 124.281 113.710 130.279

good Costs

Naintenance 23,430 26,810 27,374 27,488 29,664 30,414Capital outlays 31.183 30.937 38.462 34,291 29.823 27.872Total costs 54. 61.779 59.487 56.286

Transport Board Subsidy 12,350 11,442 21,138 15,767 18,706 14,811

Transport Levy Pund 13,658 21,900 23,700 27,150 26,000 27,500

al Estimate

Sources: HIMnstry of Finance and Planning.Ministry of Industry Trade and Commerce, Energy Divlison.Budget Estimate, various years.

0

- 47 -

Table 13

BARBADOS

Second Road Maintenance and Rehabilitation Pro1ect

Fuel Tao Revenues Generated by Trucks and Buses

(based on an average 1,000 vehicles/day, one-km, road)

Cars Utility Buses Trucks

Z of vehicles in fleet 86.0 6.3 1.0 6.7

Km per vehicle per year 15,000 25,000 73,000 30,000

S of vehicles on road 74.9 9.2 4.2 11.7

Vehicles per day by type 749 92 42 117

Liters per vehicle/km 0.115 0.168 0.248 0.255

Fuel consumption per dayL' 86.1 15.5 10.4 29.8

Fuel consumption per year!' 31,439 5,641 3,802 10,890

Tax per liter1 ' 0.72 0.72 0.72 0.72

Tax proceeds by vehicle type1 / 22,636 4,062 2,737 7,840

Fuel Tax Trucks/Buses 1 / 10,577

Road Maintenance Cost/km.1' 10,400

1/ in liters.2/ in Barbados Dollar.

sDD -- D Iamvau AND lmLaIXU PRO=?

WRU IVISTIOIN PLO 1992193 - 191941? (in 3D$O0)

ITI 1603M 1D n99l293 11199311 Fl1994195 111995196 111996197 TOTL Fn-U ERinnmC65U Subprogram TOTAL. G0O EZITAAL TOTAL GOB IITmuBII TOTAL SOS fl1M. tOAL 600 WERNI. TOTAL GO SUMAL TOTAL Co VrRA#

1.02 Trc.alcal K _neot Se sr l 1,000 1,000 0 1.000 1.000 * 1.000 1,000 0 1,000 1,000 0 1,000 1,000 0 5.000 5.000 0

2.01 fv Ctractia 6 Kaintm Serv.(a)0e,enre t-f1oanc.d1~Oct* 0 0 0 0 0 0 0 0 0 0 0 0 5,000 3,000 0 5.000 5,000 0

b) ISD (first Red rojeet) 200 200 200 0 0 0 a 0 0 0 0 0 0 0 0 200 200 2SW(C) Coo (E1gbey 11 4,200 1.100 3,100 6.400 SSo 7.650 6.000 650 5.200 6.600 s.600 1.000 0 0 0 25.200 7.900 17300(4) IN1D (Second good ojct) 4,750 950 3,800 22,600 6,500 16,100 15,950 4,750 11.200 13.200 6,050 6,350 9,700 4*,b6 4.50 66.200 23.900 42.300(a) a1n CUsm Ads) 0 0 0 0 0 0 o 1,00 2,100 4.900 10,000 5.000 7.000 15.000 4.500 10.500 32.000 9.600 2.400

2.02 SubsIdsryoad Cmstr. & alnt. Sev. 1.600 1,600 0 0 0 0 0 0 0 0 0 0 0 0 0 o .60 1.600 0

2.03 Aseid. load CoDstr.& Kslut.Sexy. 400 60 0 600 600 0 "a 600 0 600 600 0 600 6o0 0 5.000 i,0mo 0

2.0 bridge Caatn.ctic. 2s0 250 0 0 0 0 0 0 0 0 0 0 0 a 0 250 250 a

3.02 Sp.cIu Draagodw 650 0 0 6s50 65 0 85o 650 0 650 o5 a 650 Io 0 4,250 4.250 0

4.01 Scotland DistrIut Specal VGAs 3,500 3.soo 0 2.000 2,000 0 2,000 2,000 0 2,000 2,000 0 2,000 2.000 0 o 1.50 I,500 0

5.02 major Vrsu & 3,N.uatlm 3,500 3.500 0 2,000 2.000 0 2,000 2,000 0 2,000 2,000 0 2.000 2.000 0 I1,50 11500 0

6.02 O chre of Onl. PR""l ILpmnt 2 200 0 100 100 0 1oo 1oo 0 10O 100 0 100 100 0 6S0 goo 0

7.02 purcase of Air.Ccaidt <cai 206 200 0 200 200 0 200 200 0 200 200 a 200 200 0 1,000 1.000 a

$.0s Impsq _t to TWWII ScKanaamm 7e6 700 0 soo so0 0 5o 5o 0 50 Soo 5 So0 500 0 2.700 2.700 0

6.04? FerU sstm, 25A 250 0 0 0 0 0 0 0 0 o 0 0 0 0 250 250 a

9.02 ?nspetloard 2.306 2,300 0 0 0 0 0 a 0 0 0 0 0 0 0 2.300 2.500 0

10.0lS_nss Coectios 5 so So5 0 0 0 0 0 0 0 0 0 0 a 0 0 soo s50 0

To 24,600 17,90 7,100 i0,250 14,300 23,95 56,200 14,750 21,450 n7.050 22.700 14.25S0 .6,950 21,600 I5,550 , 17.250 91.230 82,200 0

0'

BARBADOS

SECOSD ROAD NAINTENANCE AND REHABILITATION PROJECT

ROAD REHABILITATION PROGRAM

P k O P O S E D U O R K TOTAL COST LAND ACUIIS. INPLBIENTATIONROAD VANE LENGTH WIDTH SURFACE AADT IRR PAVEMENT ROaD SAFETY CBDS'OOO) (ODS000) PROJECT STARTIN*G(SECTION) (km) (m) TYPE (v/day) (X) REHABILITATION IMPROVEMENT IMPROVEMENT (USS'OOO) (US'OCOO) DURAtIOU YEARHighway 6 6.10 5.50 AC 1,814 17.9 -Surface scarification, -Carriageway widening -Construction of 2m- 4,105.2 1,161.5 1 year 1993Seartes-Six Roads structure widening and from 5.5m to 7m, and width sidewalks in 2,052.6 580.8repavement w/ asphalt construction of 2- residential areas (15Xconcrete (75m= thick.) width paved shoulders. of project's length.

-drainage Improvement -aLignaent feprovement -removal of obstacles;(new culverts). (vertical-horizontal) -relocation of utility

in critical sections. poles and retainingwalls and structures.

Highway 6 0.71 6.00 AC 21,099 92.6 -Surface scarification, -Carriagemay widening -Construction of Zr- 173.4 579.2 1 year 1994Collty3re Rock-Villa Rd. structure widening and and construction of width sidewalks all 386.7 289.6repevesent w/ asphalt turning lanes to along project's lengthconcrete (75=m thick.) ioprove road capacity. (both sides).-removal of hazardousrocks and obstacles;

-improving visibilityat two intersections.

TOTAL PROGRAM 6.81 3,825 29.7 (BDSOO0) 4,878.5 1,740.7(USSOOOO) 2,439.3 870.4

_==__~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~*

BARBADWSSECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

ROAD SAFETY PROGRAIM

ACCIDENTS ADT WORK COST LAND ACO. IMPLEMENTATIONINTERSECTION TOTAL RATE Cc) INTERSECTION EXISTING IMPROVED PROPOSED WORK CDS'OOO) tBDS'l00) DURATION STARTING

(a) (b) v/day FEATURES (USS'OOO) (USS'OOO) (years) (year)

Rendezvous Road - Highway 7 58 12.37 12,842 Type (d): T T -Traffic lights; 1,517 380 1 year mid 1992Flow control (e): S TS (lights) -two tuming lanes to 759 190Turning lanes : None Both sides improve intersection'sVisibility : Good Good capacity;Sidewalks : Partial Complete -sidewalks on both sides;Pedest. traffic: Very high -drainage (major works)

Codrington - Cave Hill 24 6.36 10,333 Type (d): ST ST -Traffic lights; 1,012 579 1 year 1993(Green Hilt - H'way 2) Flow control (e): S IS (tlights) -two turning Lanes to 506

Turning lanes : None Both sides improve capacity;Visibility : Poor, mall Improved -reinstate wall;Sidewalks : Incomplete Complete -sidewalks on both sidesPedest. traffic: Very high -drainage (mejor works)

Pine Eli - Pirke IS 18 5.36 9,204 Type td): X X -Road realigisent to 527 17 1 year 1994Flow control Ce): S S improve verticat profile; 263 8Turning lanes : None Yes -turning lanes on oneVisibility : Poor, vert. Improved road (improve capacity);

aligraent. -sidewalks on both sidesSidewalks : None Complete (two schools nearby);Pedest. traffic : Very high -major drainage morks to

avoid flooding.

Thornbury - Highway 7 32 11.57 7,578 Type (d): T T -Removal of walls to 688 18 1 year 1994(Thorebury Hill) Flow control (e): S S improve vIsibility; 344 9

Turning lanes : None Yes -road realigment toVisibility : Poor, rock Improved eltiminate dangerous

wall & slope curve;Sidewalks : None Complete -sidewalks on both sidesPedest. traffic: Very high (shopping center nearby);

Rendezvous Rd.-Golf Club Rd. 32 6.83 12,842 Type ld): T (2 juict) T -Visibility improvement 408 210 1 year 1995Oayrells Rd.-Golf Cltu Rd. Flow control (e): S S through shifting road 204 105

Turning lanes : Nne Yes aligruent and removingVisibility : Poor, wall Impr,ved a building and walls;

& building -sidewalks all alongSideualks : None Complete road section betweenPedest. traffic : Very high intersections.

TOTAL PROGRAM (DS'O00) 4,152 1,203(USSOOO5 ) 2,076 312 tD

(a) Number of accidents: Based on MKl Traffic Unit's records (January 1,1989-June 30,1989). (b) Accident rate: number of accidents per vehicle million(c) Traffic : Average daily traffic counted on main road.{d) Junction Type : IS1l Staggered 7 junction; IT] I junction; EX] Four cross.(e) Junction Control : COS] Overhead signals; (RI Roundabout; ESI Stop/no control device; [TS) Traffic signals (ltights).

SDCC6D 3OAD MAINTENAC MM8 RUDSILITIOI PROJIB

OVEBAL PROGRAM (1992193 - 1996197)

LOCATIO g0m am5 SEXI PlCi9 LST IIDIII 2 3.08013. SIT TOTAL COST 1.R.A.I P8S1S SAn CLSS FM TO Esa) (a) TME MQI) (vlday) (BDS000) (US$S000) (2)

FIRST TM PROGRAM (1992193-1993194)

71 I 8TS VITLAIUE 3AD S St. L Cwrsnc Cap - Bremay Dway H4ibv w7 Junctloa 0.32 6.00 ST 133 14.976 93 47 100.0I SIx HiGHWAY I P Spring GardsllBtt lRock Church St. Junction (U'wy 13) 13.96 7.00 AC 109 9.254 4.723 2.362 100.0

(vie Payne Bays. IiD1tomw Gibbs. and SpsiShtstown- Main Straet)72 x HIGHWAY T P Hgbwsy 7 (COitis) AK5 NC gs1s (Newton) 2.40 6.00 AC ISO 4.955 710 355 100.074 I SIGxmY a P lglaay 7 Junction lairy Vallay Junction 4.52 5.50 AC-st III 3.938 1.065 133 100.0IS Gl. UIwID 4 P Stwart cni Jiacti Carmichasl load 9.25 7.00 AC 130 3.180 1.861 931 100.0

(via Messah Street and Voodlrnd T.-rapiks)43 a BlGows I P Cottage Plantation lbway 3B (Groevs iL1 JunCt.) 1.28 6.00 AC 86 3.000 319 160 100.073 E M L mu11 1 5 Grams Ranl 31ghay T (Oistits Dill Juact.) 2.90 5.00 AC 148 1.526 853 427 97.8

SUBIOTAL (1992193-1"3194)t 34.63 9.625 4.813 99.8

SECO5D TM P* (18,4193)

19 P B151 43 P balton Thicketta 6.00 6.00 AC 109 1.653 1.080 540 84.119 0 BIGBY05 45 P Ulghy 4 (Tgupiks Junction) St. Philip border (Balton) 4.50 6.00 AC 109 1.653 810 405 84.538 X IIICEY4 Q P BIUgbes R Hglasay P ano Q Jt'ntlo 0.80 3.00 AC-ST 67 3.000 144 72 81.326 n *GWsi e P Eotbarsal Turing - 1e11o B'way ElClneood e4. Junction 2.10 6.00 AC 67 2.733 378 169 77.242 a 111Gb4 V P Highway 4 Valkers near St.Gorge Church 1.30 5.00 AC-ST 95 2.000 234 117 73.935 P IIISB1 5 P Rockasll Pole DSS 322 4i1e.s) 5.00 9.00 AC 57 3.067 900 450 71.852 a LOCIST KUL1 S Charls two Bridge BNitcy 3 (Ltcust Ball Junction) 2.60 6.00 AC-ST 58 2.807 468 234 64.817 J 3IG01i3 38 P St.esorge border anlsbbury Pit. Junction by St.Johm aixed sebool 4.60 6.00 Ac-sT 65 2.384 828 414 36.636 P I3G01A X P Pole MD 322 (te.) Nigla.y 5 3.90 7.00 AC 56 2.644 1.062 331 56.02 Z 3G131 A P lose EIll JuDct. Mile * Qunrter Charles 8 O'Ueal Bighesy 1.40 6.00 AC 72 2.169 232 126 55.3

65 a IMOUT UBE1T0 S JunCt. Eigbhay I and 25 Orange BIll (lZbway 3S-3) 3.30 6.00 AC 105 1.326 594 297 54.6

SUB5TWA. (199419S1) 37.50 6.750 3,375 69.0

Perish codes (A3 St. Sndrsw; 131 St. Peters 101 St. GeorSes IJI St. JohnI in] St. uMebhal 1(0 St. Josephs [PI St. Philip: (SI St. Jaws; (TI St. Tbca; JRI Christ Churecload clases IP] Primry road; (S6 Secodery roadt IL) Local road.Surface types (ACl Asapal coarete ai; (ST? Surfsc trestuts or other *spbalt pentration roads.

o -4j

-DOAD HUTC AD BMLUIlTs DPRm?

0VU! PROGRM (1992193 . 1990197)

Locanm 3MB am *0O L3*TU VIDIB 5031CR 10001. LT TOTAL COSmIL9 9*353 am CLAS n13 To (m (a) sM cqu (wIde,) (BWhOO) (nSo )000) eX

132 TM u"A" (1995196)

30 J menG a P St. Job. mxed Sebool St. Philip Bordor lmoitte 3.90 5.00 AC-ST 76 ImS 702 #51 52.660 T PS-3 S Jumatio with St. 9bhlp Chreh Six Cross Roads Juctio 2.72 5.00 ST 194 70e 090 245 06.912 A 3IGMW a P Cbspuan Village (by shop) Bruce Vale 5.00 6.00 ST 122 840 900 050 03.931 P EIlGt 8 P Monrite higbay 45 Junctio 1.40 6.00 ST S1 1,498 252 126 41.141 0 EtUMT W P 11 Uay S (Lhr BiUeye) Bighuy 4 - Contant 2.00 5.00 AC 64 2,000 M6 to0 40.440 J Urn,, P ZIglmay *B (Tour Cree toeds) St. George Border (WoodLed) 1.90 5.00 ST So 1.31 302 III 39.6tO 3 Amme ROA S RIBInsay 33 (Pour Creo Roads) Mount Tabor Cb. CJS-6 Junctio) 1.28 6.00 ST ds 1.200 230 1L5 30.700 Z uIoaaiV P Brt111 a (St. DavId. JimctiLo) B11ay 6 (mmn-tiyn) 2.20 6.00 AC 50 2.1S3 403 202 $3.60 F BIA! 13 P BIaUe I (IUteobtold) Collatesu 2.t0 AC 65 1,643 46 243 32.0

34 P 31 * n P OGgbhterlend Development Ieujlbillhuay 5 Jumcti 0.00 5.00 ST 91 979 720 360 30.648 J GU0M 1AD S Bl_uap 4 St. Phlip Border ear Rena 2.20 5.00 ST 99 80o 396 198 29.025 t 11101 P P Sprin IIUll by Wni-mart 2.50 6.50 AC 107 686 0)0 223 29.15S 0 Wm rISCoC.6co S upper pars Bstae Nosee 2.0J 5.00 ST 186 00 370 1U7 28.655 P Cn EUL S Sill View Junction (Ketdal) BNbguy 40 (Cbureb Villagel 1.20 s.00 ST 146 *00 216 l08 27.210 0 3113W 51 P blvn mllU St. Sylvns Village 2.8o 5.00 ST 19 400 S0 252 25.414 a DM 3 (IB'uay SC) S St. Sylvens Brce Vale 1.80 3.50 ST 139 400 324 162 25.4 >

$03T AL (195186). 39.72 7.150 3,575 36.3

N10m t 1 VUA (10497)

3 I 3m a P Vildly I - Buty 6 Lowland1s * ABC Blghusy 9.40 5.00 AC U6 1.770 1.692 B46 26.3S8 0 sum ML 5 SugaRll La S BUI 1.40 6.00 AC 135 400 252 126 24.611 A IGT 2 P Druc Vale (Coggis Bi J.met.) Greenand grids arley Bill 4.70 6.00 AC-ST d1 1.450 846 423 21.749 S 1AUIADS S B 1)aay 1S (Utreat) Mls-and-o..qnrter 2.50 5.50 AC-ST 95 70e 050 22S 23.5" a Remy a S St. dieoolas Abbey Diamd Corne 1.80 5.00 ST 98 650 324 162 25.051 a 1llCWU11T ROAD S B4itusy 05 (Bthibto Corset) Rigilty 4 fMout Coiner) 1.51 5.00 AC-ST 110 500 272 136 22.429 J Cmir a P St. JclmMlslhol Rath l BU 2.70 5.00 ST 8 752 066 243 21.745 0 EIAT I * Bigibwy 3 (Ste Slizaeitb) BSibcny 3 (Bathehabal 2.90 6.00 ST 147 300 522 261 21.2S S SAmi LA P 7 B4by I (Boitson) Seaview (St.Tbomas Border) 2.90 5.00 AC 63 1.261 522 261 20.75 t 120111T IA P ldg_avy (Seview) St. tbomes Chureb (DighBy 2U) 0.80 3.00 AC 63 1.261 144 72 20.7

67 5 55.5 S flUglsy 21 Indin around - Prospect 3.10 3.00 Sr 109 050 335 279 39.09 J 33C011 C P B4bgray 21 (Lonaster) Zndesrour 1.60 5.00 AC £61 562 2e8 144 19.0

16 0 UCBET 3B P Groves Plantation St. Jobn Border 3.10 5.00 AC-ST 61 1.166 558 279 17.0 I'd____ _____ __. ___ . 00

SWUAL R1996197)3 39.01 6.914 5 457 22.6 ID .1.

TOTAL. PR20RA (1992195 - IN96/97) 150.26 30.438 15.219 60.5 F

ParIeb codes 11 St. Andr_u I3I St. Peters (0) St. GCore (JI St. Johln pIl St. Mbhal; 101 St. Josephi (P) St. Pbhilip, Sl St. Jsal (T) St. Thobeas III Cbrist CburchRoad cLeasa (P) Primry roads IS] Secondary roads [L) Local road.Sortac tips (ACE Aspbalt comrste mix 1ST) Surface treatnt or otber eapbalt pantraiim roa4d.

_ 53 - Table 18

BARBADOS

SECOND ROAD NAITENANCE AND REHABILITATION PROJECT

ROAD MAINETENANCE EQUIPMENT TO BE PURCHASED (1992/93-1995/96)

1992/93 1M3/94 1994/95 199M/96 T 0 T A LEQUIPMENT UNIT COST UNITS COST UNITS COST UNITS COST UNITS COST UNITS COSTDESCRIPTION CUSS) (No) (USS) (No) CUSS) (No) (USS) (No) (USS) (No) CUSS)

MAJOR EQUIPMENT:Small Duffp Trucks 30,000 0 7 210,000 - 0 - 0 7 210,000Small Flat Bed Truck w/lift 27,000 0 * 0 1 27,000 0 1 27,000Tractor Trailer Unit 120,000 - 0 1 120,000 0 0 1 120,000Tree Trfmrers w/5O ft. extensfon 100,000 0 - 0 1 100,000 0 1 100.000Utility Vehicles 20,000 6 120,000 - 0 - 0 0 6 120,000Front End Loaders 60,000 - 0 0 2 120,000 - 0 2 120,000Backhoes 35.000 - 0 2 70,000 - 0 - 0 2 70,000Pedestrian Rotlers 27.000 0 0 3 81.000 3 81,000 6 162,000Road Sweepers 70,000 0 0 - 0 1 70,000 1 70,000Afr coWpressors w/Jack hammers 20,000 - 0 4 80,000 0 - . 0 4 80,000

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

Subtotal Major EquIpment: 6 120,000 14 480,000 7 328.000 4 151,000 31 1,079,000

MINOR EQUIPMENTMechanical Sprayer 12,000 - 0 6 72,000 - 0 0 6 72,000Hand Sprayer 7,000 - 0 7 49,000 - 0 7 49,000 14 98,000Compactors R Raers 2,500 - 0 7 17,500 0 0 7 17,500Flair Mowers with Tractors 30,000 0 - 0 1 30,000 1 30,000 2 60,000Brush Cutters 500 - 0 10 5,000 10 5,000 - 0 20 10,000PUmPs 4,000 0 - 0 4 16,000 4 16,000 8 32,000Chain Saw and Accesorfes 500 0 - 0 12 6,000 - 0 12 6,000Asphalt Cutting Saws 1,000 0 3 3,000 0 0 3 3,000Concrete Cutting Saws 2,000 - 0 0 3 6,000 0 3 6,000Small Trailers 6,000 0 6 36,000 - 0 0 6 36,000

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

Subtotal Minor Equipment - 0 39 182,500 30 63,000 12 95,000 81 340,500..............................................................................................................................

TOTAL EQUIPMENT - 6 120,000 53 662,500 37 391,000 16 246,000 112 1,419,500

Spare Parts for new equipment - 12,000 - 66,250 - 39,100 - 24,600 - 141,950

Toolts for MCW's workshop - 90,000 - 0 0 - 0 - 90,000

TOTAL ROAD MAINTENANCE EQUIPMENT AND WORKSHOP TOOLS 222,000 - 728,750 - 430,100 - 270,600 - 1,651,450

uuuuuuuuu......................... u_ ......... u_ .............. u

EMMS RD AM ETuRARcE AND 2 ILITATIGPO PRWC

UIPIHW RO8EPR AD MMREEILITATIOS PROGRA (1992-1995)(Costs In us$)

EQUIPHENT (a) o R C OS PE UN b) 1 9 9 2 1993 1 9 9 4 1995 T L

rEPLA~3iDW TIRE PAUTS AROR COWIRACT REIIIUL PARTS CiTCi PARTS CTRACT PATS COTRACT IT PARUS CONTACT PARTS COamRACTCATEMR COST oP COST COST OUTr COST D TlTS COST IT iN COSST DourCOSTcoST Our 1TS CmST or MTI

1US$) tu1 (Ust) (DSS) S$) RtO (NOo) US$) (uS i S) 1US$) (No) 1US$) DS $) I (No) 1US$) 1SS$) Ib (N) CUSS) 1SO M)

MaIO EQWlP

Trucks 30.000 R 0r so00o 2 soo s 25.000 12.500 10 50.000 25.000 - _ _ 0 0 15 7.000 37 SOO=..1 7,500 2,500 2.500 0.42 - - - - - 10 75.000 25,000 1o 75.000 25,000 20 150e000 50,000

Truck Tractors 120.000 Rehabb. 10,000 5.000 0.13 - - I 10.000 0 - - - I 10.000 0

Skid Steers 30.000 epair I.500 - 2 3.000 a 2 3.000 0 o o 4 6,000 0Iab. 2 000 1.000 - 0.10 2.000 - - - - - - 1 2.000 0

IBboe0_ - tractors 30000 pair 3000 2,500 1 3,000 2, _ORbab. 3.500 1,750 22500 0.26 - 10,500 7,500 2 7.000 5.000 S 17500 12,500

End Loadrs 60,000 Rpair 9 000 2 Soo 3 27,000 7,500 3 27 000 7 soo=lish. 10,000 5.000 2.500 0.29 - - - 1 10.00 2.500 10.000 2,500 2 20.000 5.000

Rollers 27.500 =e air 3,500 _ 2 7.000 a 1 3I 500 0 5 10.500 0b. 4 000 2,000 0.22 - - 4.000 - - - 1 4t0 0

Ar Co.preeeore 15,000 Reir 3,750 2,500 2 3,500 5.000 _ _ _ _ _ _ 2 *.500 S,000ehab. 21000 1.000 22,500 0.37 1 2,000 2.5O - - 2 4.0000 5.00 5 6,000 7,500

Motorgradr 100,000 Repair 35000 _- - 1 ,000 0 _ I.000 0…- --- --- - -------- -------- …- --------- - --- -I

Subtotal major pupsmte 8 ii32,000 17,500 23 111,000 45.000 19 106.000 37,500 12 6.So5 27.500 62 337,500 127.500 s

Pick-upe 15,000 6 pir 1.750 2 3.,00 0 5 8.750 0 _ . 7 12 250 02,000 l.000 0.20 - - - - - 00 0 6,00 7 14000 0

Mehacll sprayer, 15.000 Re,ar 2 0ON 1 2.000 4,000 0 A 2,000 0 4 .000 02.500 1.000 0.23 - 0 00 10.000 0 - -_ _ - 4 10IO0 0O

Smau z"ipMOMta) - Rpsir 2,600 20 52,000 0 35 91,000 0 35 91,000 0 25 65,000 0 115 299.000 0

Subtotal Minor Equipments 2I 57,500 0 44 109,750 0 41 103,000 0 29 73,.00 o 117 543,250 o

TOTAL PROGRM (Parts ad work contracted out) 31 89,500 17.500 67 220,750 45,000 60 209,000 37,500 41 161.500 27,500 I 199 660,750 127.500

Notes,(a) Equipment categoris aNd replacemnt costs. Tn uite to be repaired or rebiUttated were aLected by Uorkehop' a anageaent taking iuto account uipment conditlon. age, estimated rehabilitation

coat and remaining life after rebabiltation. Otbhr eld and coetly-to-operate units of MC fleet, whose rebabiltation wae not justified on ecowooc ground and -- tbhr fore-- not included In Lheprg,rm, wil be dispoed. Dletributicn of work by year reflects priorit, in equipment nede end io consistent witb Veorkshop capacity to perform the work.

(b) Proposed work Is classified Into mjor repatrs and full rehbilitation, Basd an the needs of the unite selected for each equipment category ad type of work, average unit coats ar estimated for$11) parts needed for repair and rehabilitation work performd by ISCIs Vorkahop.(ii) work to be contracted out to private Sarage.In Wdditio, labor costs are estiated for all rehabilitation work in order to calculate total rebablitation coat ad rehabiltatioulreplaceaeut coat ratio.

(c) Smll qulpmst iclude hand sprayer, peps., genrators, dumpers, cain savw, tamrs, brush cutters, etc.

001*01 e inXls an aoutwTrc PROEC

PROJECT OSTLATs B? 1161 £1992191 - 19961911(la M-3000)

135 am3 151 an TOTA 33 0 AL L 835alCTaTAL I 1A33 CU tAL IU1D 0 005 AL I= CB la 133 Go TOMA1. Cl%L 5o

A. lIn AL5T108 F!t9

-Ugb4i1 4a Searls - Us Rog" 55 43 1,29 924 20 SS _ _ _ _ _ _ _ 1.129 924 2,033- 11b. *GCo1oyuor. 9.k 4$ S _ _ _ _ 21; 14 391 _ _ _ 213 174 351"total Um tst FUatim Progru 5S 43U 0 0 1,129 924 2.053 21a 114 3So 0 0 0 0 0 0 1,42 I.6 2.43a

*. 5131 1109

.t.nde02... 1 aI1 Ss 45 163 1S3 30 252 106 4 - - - - - 41 341 137Codr4rLs.. CoveUMU 3 4S S 27t 229 S3 I 213 228 3S0PUM a -IM as3S 43 - 43 *I9 263 - 43 3it 263.TkobDOqv- 3,m1 I 3 45 log- - 3 813 144 in --- 6 I3l 344a djodsv Dayr.L1a-Clot Club 34. SS 45 - - - - 1 92 204 - - 12 92 204

Subto.ta Softy Progess U 16S 165 8U3 n00 30 434 9S 334 *13 400 112 92 204 0 0 0 1.*42 934 2.0n6C. 0356.A1 PROGRAM

. Package 3 ('9 60 to 600 200 2.000 3.030 63 3.813 - - _ - _ _ - _ *30 6 4.61$* *ackae .3e (8 60 20 - , _ _ _ 2.31 38 ,snn * -s -0ng 2.n 347 t32?1 64 3.313M akg so 3 s0 a 0 0 1.146 5.166 3.313 AS .18 173 .1- tack.g. .3 ('3 $0 ~~30 so - - * - 0 0 a 5.q .729 5.2 3.431 .1392" 8.129 3.431qg6.48.2 Cv-rl'y UoF ol 4n is 600 2n00 5000 3.030 763 3.613 23.251 34 3,313 I.13 5.119 3.3131 1.29 1.1M 3.43 s7 .693 S1.32? .no220D.811CS*amCW.1UT 35 43 3 2 6S 194 IS9 353 - - - - - - - 230 to 416S. OCM r PIWdAN 33 43 55 43 t00 III 145 322 122 22 - - - - - 334 259 641SUTT CvL 08K1 1.056 409 1,465 5.00 2.425 1.S34 3.13 1.393 4.5 1.900 8.519 3.119 1.29 1.739 3.4S7 12.960 I.Wn 29.196

t1.UAapui iM 0200 -o - - o0 Sl Sol 0 "I "1 - - 0 1.*n 1.4n111. l01llT

m a tpm *00 0 222 0 222 129 C 1 430 0 430 211 0 all - - - I.631 0 3.51ao r anta for tlob" 6,lat. 100 0 00 0 90 221 0 221 209 0 209 162 0 162 "I- - 68 0 69ababllt.tlm b Contract 60 40 It A Is 27 58 43 23 is s 317 11 23 - - - 17 S 328r Vr.obca. Is0 0 I10 - - _ - - _ _ _ - _ _ _ IS0 0 IS0

sUIOTAL r4W 412 7 419 9n7 56 99s 662 IS 611 449 11 40 0 0 0 2.333 *1 2.610IT. ITSTITIAL S615KB1U

T*Cbal" l A.Iataac 100 0 IS0 0 IS0 220 0 220 IS0 a IS0 - - - - - - ss0 0 330od Network satml s It, 5 0 - -2 0 - - - - - - 20 0 200.. Mo. 8rlaattow,s wAy 80 0 400- - 400 0 0s - Traart ad so 3s. o o 1: 230 30 - n o :So 230 2 300Tr& *a- lcal2 3030 -so 83 is 30 *3 53 AZ 20 S0 00 so - 3 so 500rta1la tora*n 500 0o a 0 so 0 o0 40 0 6 60 C 60 s0 0 s0 o20 0 2C0

Sf1UhALUST1TUP 6L S2gnh mf l8o0o 0 log 143 26s 1,010 a 3s IS 610 70 20 90 0 0 0 1.630 300 5.30W. NhSC6L CU ENlS 106 42 341 300 142 1o 3U0 840 4a9 5 o" 3 in 13 1,7 34 5.296 1 2 080

S 0 3 S 0 S* 1 5,54 431 8.51* 7.350 2.,n 10.238 4.631 2.546 6.91? 2.608 2.9ae n.399 1.901 8,001 3.403 15.464 IO.4S 29.901 cr1-4VI. M1CC C usTIUOC e1 22 114 149 302 .051 7162 24? 1.008 S62 42 .014 S" 323 U.03 3.69 I.349 I.238 na

WI%. IOTAL cm I'1 400 2,253 .0S9 3.251 11.310 S,S3 2,332 7.93 3.170 3.442 6.*2 2.427 2,421 4,33 21.153 11.392 33.8i O(* 9:oaetage of Bank flnaac*a foc t41. category varies an 8.1lw.s S0X for 41.9.ra.mats 'AP to a total of 0381.41 ii .111c Sal30 tbaroafto., .0111 dlaka.aaaaat. xact. U0813. .111100.

- 56 - Table 21

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

Estimated Schedule of Disbursements by Bank FY

Disbursed in CumulativeQuarter FY Disbursements %

1993

September 30, 1992 1.7 1/ 1.7 8.0December 31, 1992 0.1 1.8 8.5March 31, 1993 0.2 2.0 9.4June 30, 1993 0.7 2.7 2.7 12.9

1994

September 30, 1993 1.1 3.9 18.3December 31, 1993 1.6 l 5.4 25.7March 31, 1594 1.8 7.2 34.3June 30, 1994 2.0 6.5 9.2 43.5

1995

September 30, 1994 2.0 11.2 53.2December 31, 1994 1.9 13.1 62.1March 31, 1995 1.6 14.7 69.7June 30, 1995 1.4 6.9 16.1 76.2

1996

September 30, 1995 1.2 17.3 82.0December 31, 1995 0.8 18.2 86.0March 31, 1996 0.7 18.9 89.6June 30, 1996 0.7 3.5 19.6 92.7

1997

September 30, 1996 0.6 20.2 95.6December 31, 1996 0.5 20.7 98.1March 31, 1997 0.4 1.5 21.2 100.0

Assumptions

Loan Signing Date: July 1992Loan Effectiveness: August 1992Project Completion: September 30, 1996Loan Closing Date: March 31, 1997

1/ Including initial deposit into Special Account.

Source: Mission Estimates.

- 57 -

Table 22

BMADOS

Second Road Maintenance und Rehabilitation Proiect

Allocation of Loan Proceed.

Ci) Civil Works

(a) Overlays 9,900,000 80S untildisbursementsreach US$7.4million;502 thereafter.

(b) rehabilitation of roads, bridges, 3,100,000 55Z of total.culverts, road safety works,and routine maintenance by contract.

(ii) Hauipment and Sgare Parts

(a) Purchase 2,500,000 1OOZ of foreign.902 of local.

(b) Rehabilitation 100,000 602 of total.

(iii) Institutional Strenathenina

(a) Technical Assietance and studies 1,100,000 1OOS(b) Training 500,000 lOO of foreign.

5O0 of local.

(iv) Unallocated 4,000,000

Total 4.200.000

SECOND ROAD MM1UTNISCE hID REHABILITATION PROJECT

MM Organization Chart

Minister of PubUe Wor,ksC icAtioa and Tranuportation

TRART PUBLIC WORKS IllxI0UhL TRASORT aD§ BOaRD l l DIVISIOll | | COIIS DIVlSlDII

Board of Direct*or ] Per uge Secretars Permanent Secretar|Y

| General Statistiee Ai

Offiee. Stf

BARBADOS PM1| GRAMMEY AAMrAUTHDRIT! INTEATIOH&L AIRPORT

Board of Directors

_ _ I_ternal Aditor] |General ger Airport Mger|

Deputy Permanent Secrtare -O

- - - ICE -EPARTT - - -EC-ICL DEPAIT | LICDNSING AUTHORITY |ELECRICAL ESGTn | IPMO DEPARInteg. Finantcial D1A T N T C I DEA TMN D__

_ __ _ _ _ __ _ _ _ __ _A___ _ _ _ __ _ _ _ __ _ _ _ __ _ _Accounting System Chief Finance Officer Chief Tecbnical Officerl _Chief Licensing Off. Chief Electrical EHg. Chief Persocnnl Off.L------ - J -

IAC I

ADINISTRAIVE OFF1CEI PISISG OFFICEChief Admini0t.OfficorI a [fficer

DESIGN SERLVICB PROJECTS OPERATIC0NS l ORL>RPDeputy Chief T. 0. Deputy Chief T. 0. Deputy Chief T. 0. Senior aechan. Eng.

ARCHITSECTAL| qProj. Engineer MATERIALS MI. | Workhop Manager|

LAWD SRVEYING cProj. Architect CIVIL ENGINEER. Equipment iMnag.|

ENGINEEBIN6 | R BBlLDlN6S C

-Yd Struct. U BORATORY|

-FQNlAITY StlRV W

DISTRICTSS Mlichael WorthS Sicbkael South

_ North Irest

C -h r ia eC r

- 59 -

ANNEX 1Page 1 of 9

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

ROAD MAINTENANCE

Maintenance Management

1. Organizationally, the responsibility for road maintenance operationsis divided between three organizational units: i) the Maintenance ManagementSection (MMS), which is in charge of maintenance planning and budgeting, andevaluating the implementation of such maintenance plans; ii) the seven RoadDistricts, which are in charge f delivering maintenance services through 13individual depots or maintenance facilities, conveniently distributed throughoutthe island; and iii) the Equipment Management Section, which is responsible forequipment operation. The first two units are under the Operations Division,whereas the third operates under the Mechanical Division (Workshop). To enhancecoordination between these units and periodically review progress on thedevelopment of improved procedures for road maintenance management, MCWdesignated in 1991 a Technical Committee, which consists of key personnel fromthe Operations Division. In addition, two other units also provide support tomaintenance operations: the Materials Management Section within the OperationsDivision, which administers contracts for procurement of materials and suppliesneeded for all road work carried out by force account, as quarries and asphaltmix plants are currently owned and operated by the private sector; and theWorkshop Section, within the Mechanical Division, which is in charge of keepingoperational MCW's road maintenance equipment fleet as well as the Government'sgeneral purpose vehicle fleet. The chart of this annex describes the existingmaintenance operations organization down to the maintenance crew level. Ingeneral, the organizational structure of all these units is adequate. However,one weakness has been the lack of coordination in the assignment of equipmentunits to maintenance operations, which is discussed in detail in para. 14.

2. The overall budget for maintenance has been generally in line with therequirements. However, operational efficiency has remained low because of over-staffing and improper preparation of maintenance budgets and allocations ofresources among uses. Maintenance budgets have reflected in the past significantresource imbalance; an average of 73% have been allocated to labor-relatedexpenditures, leaving little for materials (20%) and equipment (7Z). Themajority of workers are employed in the districts. Until mid-1991 MCW hademployed on average some 1400 personnel assigned to maintenance operations. Inreality, only about 60% were necessary to deliver maintenance services and therest were partially used to carry out capital works. This situation has beencorrected recently under the recent retrenchment program by which maintenanceoperations labor force has been reduced to about 776 staff (30 technicians and746 supervisors and workers). Consequently, with the retrenchment program, MCWhas now completed a tentative reassignment of road maintenance staff among allcategories s-nd is in the process of putting it into effect.

- 60 -

ANNEX 1Page 2 of 9

Road Maintenance Personnel

Ex Weedina Patching Drainaxe Other Total1986/87 500 230 210 260 1,2001987/88 300 375 150 175 1,0001988/89 200 380 145 275 1,0001989/90 315 375 105 315 1,1101990/91 430 370 198 396 1,3841991/92 430 370 198 396 1,3841992/93 186 220 110 270 776

3. Maintenance management is still an area with a clear scope forimprovement. The Highway Maintenance Management System (HMMS) established underthe first Bank project enabled MMS to prepare the Four-Year Maintenance Plan,which is discussed below. However, this system has not yet been installed in thefield, and hence, not tested by maintenance crews. To carry out the Four-YearMaintenance Plan, MCW needs to implement appropriate field work scheduling andfeedback reporting procedures, and to improve resource usage and crewproductivity. The proposed project will assist MCW in implementing the HMNMSthroughout all districts and depots by providing a follow-up technical assistancein road maintenance and a training program to instruct maintenance staff in thenew procedures, under the terms of reference outlined in Annex 3. In addition,the project will further the technical assistance to MMS under terms of referenceprovided in Annex 4.

Four-Year Maintenance Proaram

4. During project preparation, MCW with assistance of consultants andIBRD staff, developed a performance maintenance program for fiscal years 1992/93to 1995/96. This process started with the completion of the road featureinventory of the entire highway system, which includes the quantity and specificcondition of each component that needs to be maintained in each link. Then, 29maintenance activities (23 activities for routine maintenance and 6 for periodicmaintenance) --which provide for the most frequent and relevant tasks needed tomaintain all road features-- were selected. For each activity, a workmeasurement unit (e.g. tons of patching) was assigned and performance standardswere developed. These performance standards define the activity, the dailyresource requirements in terms of crew and equipment, the daily accomplishmentexpected when using such resources (productivity) and the approved work method.In addition, MCW established the levels of service to be maintained on each roadcomponent when providing a "full level" of maintenance services. This "fulllevel" was defined by a set of quantity standards (e.g. tons of patching peryear) --variable according to road class and component condition--, with aseparate standard for each activity. They were fixed by the Technical Committeebased on the existing experience. The annual work quantities were determined foreach maintenance activity by multiplying the quantity standards by theappropriate inventory quantity. The amount and types of resources required weredetermined by using each maintenance activity's performance standard. Annualcosts for each activity were computed by multiplying the resource quantities byunit costs for labor, equipment and materials as determined by the MaintenanceManagement Section (MMS). The sum of all annual activity costs is themaintenance budget.

- 61 -

ANNEX 1Page 3 of 9

5. The maintenance program for fiscal year 1992/93 is given in Table 6of this report. The maintenance program and budget were prepared for eachmaintenance district. The total program for the entire road network wasdetermined as a sum of all district programs. The total maintenance budget, ascalculated, is US$10.4 million, of which US$7.3 million (70.22) is for activitiesconsidered as routine maintenance and US$3.1 million (29.8Z) for periodicmaintenance. Out of the total maintenance program, about US$1.4 million (13.5Z)will be carried out by contract. The plan includes, under periodic maintenanceactivities, extensive overlay and reseal programs (see para. 9 and 10); a portionof the first contract for overlay works is included in this fiscal year while theremainder is included in fiscal year 1993/94. Another special feature of thisplan is the inclusion of a Routine-Maintenance-By-Contract Pilot Program,described in para. 18 of this annex. This maintenance plan provides for anadequate level of funding according to the existing network needs, a wellbalanced distribution between routine and periodic maintenance, and an increasedparticipation by private contractors. The plan also gives the total staffingrequirements in each labor category, the number of units of each equipment andrequired quantities of all materials. Tables 7 and 8 show the results in termsof key resource requirements (materials, labor and equipment) by maintenanceactivity and budgets required for force account works, respectively. Theserequirements are consistent with the current levels of personnel and equipmentavailable within MCW.

6. The programs for the period 1993/94 - 1995/96 were prepared on thesame basis that of the 1992/93. They are also based on the assumption that thecondition of the network will be improved through the implementation of therehabilitation and periodic maintenance programs. Tables 1 to 3 in this annexshow the results (in BD$) determined for each fiscal year. For the sake ofbrevity, the tables showing the resource requirements have been omitted. Thetotal budget for fiscal year 1993/94 is slightly higher than the others; this isbecause the first year overlay program is more costly due to the higher cost ofthe roads involved (Highway 1). Maintenance by contract is on the average about302, which is adequate. MCW will update annually the Four-Year MaintenanceProgram based on an update of the road feature inventory and overlay and resealprograms, and feedback from maintenance program under execution. The cost of theFour-Year Maintenance Plan is as follows:

Maintenance Programs 1992/93-1995/96

Summary of Costs(&)

Fiscal Total S of which Routine Maintenance Periodic MaintenanceYear Budget by contract Total % of total Total X of total O&R programCb)

--------------------. ,--------_--------------------------_--_----__----_-----__-----_------------

1992/93 10.4 13.51 7.3 70.2S 3.1 29.82 60.0 km1993/94 13.1 32.21 7.2 55.0X 5.9 45.0S 96.8 km1994/95 12.3 28.51 6.9 56.01 5.4 44.01 101.2 km1995/96 12.2 30.31 6.6 54.01 5.6 46.01 99.2 km----------------------- _-_-------------------------------------------__------__-----------_------

Total 48.0 26.71 28.0 58.32 20.0 41.71 357.2 km---- _------------------------------------__---___--------___--------__-------__----____--_-------

(*J Cost in US$ million.(b) Overlay and reseal program, to be carried out by contract and force account. The fourth contractfor overlay works (38.4 km) is not included, as it will be executed in fiscal year 1996/97.

- 62 -

ANNEX IPage 4 of 9

7. The plans provide the necessary inputs to prepare an appropriatemaintenance budget and establish the key resources needed for force accountworks. To ensure that they can be implemented, the provision by the Governmentto MCW of an annual allocation for materials consistent with the requirements ofthe plans constitutes a condition of the proposed project. The current breakdownamong resources is summarized below:

Maintenance Programs 1992/93-1995/96Breakdown of Force Account Costs by Resources(O

Fiscal Total Program Materials Labor EquipmentYear (Force Account) Total X of total Total S of total Total X of total

___9________________6.9______3_.1.____34.7__________3._________44.0_________1.9________21.3_______1992/93 8.9 3.1 34.7 3.9 44.0 1.9 21.31993/94 8.8 3.0 34.1 3.9 44.3 1.9 21.61994195 8.8 3.0 34.1 3.9 44.3 1.9 21.61995/96 8.5 2.8 33.2 3.9 45.8 1.8 21.0-- ___-------_------------------_----_----------------------_--------__-------__--------------_---

Total 35.0 11.9 34.1 15.6 44.5 7.5 21.4

Cos50t in US$ mllilon.

Overlay and Reseal Programs

8. The periodic maintenance program consists mainly of overlay and resealworks. The overlay and reseal programs have been designed to curb the currenttrend by which the length of the road network in fair to poor condition --requiring periodic maintenance-- is increasing annually. Timely intervention isparticularly important in the case of roads in fair condition, since the repairsneeded once the pavement starts to break up are several times more costly.(Generally, costs of reconstruction are four times higher than the cost of anopportune overlay or reseal work).

9. About 250 km of primary and secondary roads (approximately 42Z of themain network) are now in fair condition, and almost 60 km (about 102) in poorcondition; a substantial portion of this network carries sufficient traffic towarrant an overlay. The overlay program aims at raising the standards andpreventing further deterioration of this part of the network. About 250 km ofprimary and secondary roads will be overlaid during project implementation;overlay works for about 150 km (about 60% of the total) of high priority roadswill be contracted out, while the remaining portion will be carried out by forceaccount. The proposed project will finance the overlay program to be carried outby contract, which totals US$15.2 million. This will help MCW reduce the backlogin periodic maintenance during the four-year period to a level consistent withits ability to perform the required work using its own resources. The list ofthe selected road links included in the proposed project is given in Table 17 ofthe report. These road sections were selected based on pavement conditionsurveys, which included measuring pavement distress and surface roughness,traffic data and economic evaluation. The works were divided into four groups,each representing an annual overlay program of approximately 40 km to be carriedout by private contractors. The distribution among years was determined on thebasis of the relative economic benefits of the projects. To complete the overlayprogram, MCW will perform overlays on about 25 km each year, using its own

- 63 -

ANNEX 1Page 5 of 9

resources; MCW's technical and operational capacity are adequate for the job.The list of road sections to be overlaid by force account is given in Table 4 ofthis annex. This list will be updated annually based on an economic evaluationand prioritization of overlay needs.

10. The reseal program will provide preventive maintenance to about 140km of local and some secondary roads. The work will be carried out entirely byforce account. MCW has the expertise, personnel and equipment to do the job.The list of road sections selected for the reseal program is given in Table 5 inthis annex. The distribution among years, approximately 35 km per year, wasdetermined taking into account road condition and traffic. Again, the list willbe updated annually based on an update of the road and traffic inventories.

Eaui2ment Fleet

11. MCW's road maintenance fleet is composed of 291 unit, of which 90(331) are less than seven years old, 102 (38%) between 7 and 15 years old, and78 (291) more than 15 years old. At present, 174 units (60%) are in service --although about 72 units (25%) have some problems that will require repair duringthe next four-year period--, 53 units (18%) need rehabilitation and 64 (22X)should be discarded. Table 6 of this annex shows the various equipment groupsand the current condition of each group. This workable fleet is not adequate tocarry out the work by force account defined in the Four-Year Maintenance Program.New units will be needed to complete or replace old units, and many of theexisting units will need major repairs, rehabilitation or reconstruction duringthe four-year period. Finally, very old units, whose rehabilitation is notjustified on economic grounds will be sold at auction or discarded.

Eauipment Management

12. The efficiency of the workshop operations has remain low in the past.Equipment availability, currently about 60%, has been limited by the lack oftimely provision of spare DArts and by the fleet's aging. Some equipment is soold that spare parts are not commercially available and in order to keep itoperating the workshop has to adapt alternate parts. In addition, improperplanning of preventive maintenance has caused long down-time. The proposedproject provides for replacement of old and costly-to-operated equipment units,which will lessen the workload on the workshop, as well as increase the numberof units in operation. This will enable the workshop to concentrate onpreventive or planned repairs and perform more rehabilitation type work. Also,a portion of this component is earmarked for purchase of spare parts to supportMCW's execution of the equipment rehabilitation and repair program.

13. The existing organizational structure for equipment administration isadequate and only minor changes are needed. However, accountability of equipmentmanagement and incentives for efficient utilization need to be strengthened. Theimplementation under the proposed of project of the Equipment Management System(EMS) will provide relevant data to monitor workshop performance and equipmentoperation. Concurrently, in the future, each equipment unit will prefer&bly be

- 64 -

ANNEX 1Page 6 of 9

assigned to a specific operator who will be responsible for its operation andday-to-day maintenance. These operators will be trained under a programdeveloped by MCW's workshop and to be financed by the proposed project.

14. Better coordination is needed between the Operations Division and theEquipment Management Section within the workshop to improve the assignment ofequipment units to maintenance operations. Currently, the Operations Divisionhas little input into how the equipment fleet is assigned to the districts andhow the preventive maintenance is performed. Frequently, equipment and vehiclesare removed from operation for maintenance servicing by the workshop, are notreplaced with substitute units, and then held out of service for extensiveperiods of time, often for repairs that have to wait for spare parts. The lackof an annual equipment servicing program, of an adequate stock of spare parts,and of a maintenance work program capable of determining districts' equipmentneeds, has contributed largely to this problem. The proposed project will assistMCW in overcoming these problems by financing the purchase of parts, updatingroad maintenance plans and providing a second-phase technical assistance programgeared at improving the efficiency of the workshop. Coordination betweenOperations and the workshop will be enhanced by having the Head of the EquipmentManagement Section and representatives of the workshop participate in theTechnical Committee. This committee will meet monthly to review road maintenanceprogram and the equipment needs originating from such program, and ensurecoordination with the workshop.

Eauipment Acquisition. Rehabilitation and Disposal

15. Based on the resources needed to carry out the Four-Year MaintenanceProgram and the existing condition of the fleet, MCW prepared the equipmentacquisition program given in Table 18 of the report. This program issatisfactory. It comprises a total of 112 units, consisting of 31 majorequipment units and 81 minor equipment pieces, which will be purchased under theproposed project at a cost of about US$1.65 million. The units selected providefor a high efficiency in maintenance operations and are consistent with MCW'smaintenance practices. MCW, assisted by a consultant, will develop finalspecifications suitable for procurement purposes. These specifications will alsocover on-site training for servicing, minor repair and adjustments procedures,and operator's training needs.

16. In parallel with the equipment acquisition program, MCW also definedthe equipment rehabilitation program shown in Table 19 of the report. Thisprogram includes the needs for rehabilitation and major repairs of all theexisting units which will not be discarded (i.e. those whose cost ofrehabilitation is less than 40Z of their replacement cost) during the four-yearperiod. The program will be carried out in MCW's workshop, which has properfacilities and competent personnel for this task. The proposed project willfinance US$0.7 million in spare parts needed to repair and rehabilitate theequipment listed in Table 19 of the report. Rehabilitation of diesel engines(fuel pumps and injectors) will be contracted out, as MCW's workshop lacks theequipment to do this job, at an estimated cost of US$0.13 million. The proposed

-65-

ANNEX 1Page 7 of 9

project will finance 60X of the total cost of equipment rehabilitation bycontract.

17. Finally, obsolete equipment will be disposed during the four-yearperiod. MCW has already "deadlined" 33 major units for disposal. MCW willprepare a policy guideline and update the program for disposal of equipment unitswhich are under one of the following conditibns: i) equipment wrecked beyondeconomical repair; ii) cost to repair is greater than 401 of the cost of areplacement unit; and, iii) equipment no longer needed because of its lowreliability or because of changes in work procedures. Through the implementationof these three programs MCW will increase the equipment availability ratio fromthe present 60% tc an appropriate 85% by 1994, which will enable an efficientutilization of the equipment fleet.

Routine-Maintenance-By-Contract Pilot Proarsm

18. Program Obiectives. The main objective of this pilot program is toobtain experience on costs, quality of work, supervision needs, benefits anddisadvantages of contract maintenance as compared with force account maintenance.Lessons learned from this pilot scheme and the comparison with force accountoperations will enable MCW to establish a clear policy for delivery of roadmaintenance, while identifying possibilities for increasing productivity of forceaccount work, assessing the capability of the existing local constructionindustry and potential interest in routine maintenance, and exploring whichalternative modes to carry out maintenance activities are more cost-effective andwhat implementation problems need to be resolved in order to adopt them.

19. ScoDe of the Pilot Program. The program consist of 66.7 km of linkedroads located in a geographical area which comprises part of the parishes ofChrist Church, St. George and St. Philip. A complete list of the road sectionsincluded in the program is shown in Table 7 of this annex. These road sectionsconstitute a representative sample of typical conditions observed islandwide,which will enable testing the performance of contracted mainten-ice underdifferent environments: a variety of traffic conditions, ranging from hightraffic (over 6,000 vehicles per day) to some low traffic local roads; an aplesample of road componenets to be maintained, from urban roads with curbs andstormdrains to rural roads with earth ditches and roadside vegetation; anddifferent surface type (asphalt concrete and penetration treatment) showingdifferent levels of distress (f-om good to poor). The sections have beendistributed among three parishes with extensive road networks to avoid the riskof staff redundancy within MCW districts.

20. The pilot program involves all routine maintenance activities includedin MCW's annual maintenance plan. The work program has been developed takinginto account the same maintenance activities and quantity standards uEed by MCWin force account operations. Table 8 of this annex summarizes the maintenanceplan for a two-year period, with the list of maintenance activities, thecorresponding measurement units and an estimate of quantities for each activityor work program. However, some activities will have to be divided into separateitems to facilitate their tendering, measurement and payment. MCW will review

- 66 -

ANNEX 1Page 8 of 9

this list during preparation of the final documents for bidding. The total costof the RMBC Pilot Program has been estimated at US$0.64 million, based onhistorical data using force account because data on unit cost for maintenancework performed by contract is not yet available.

21. Contract type and provisions. The contract will be of the "unitprice" type. However, in order to provide for inclusion of additional work itemsnot initially included in the contract, the tenderers will be requested to quotehourly rates for basic equipment and personnel, and some allowance for up to 10%of the contract's value to be done on a cost-plus-fixed-profit fee basis will beincluded for activities whose unit costs cannot be reasonable predicted. Paymentwill be based on actual quantities and quoted or established prices. Althoughthe work program defines quantities of work, the contract will allow variationsin defect or excess over those originally estimated. MCW will assess thecapacity of the local construction industry and the most convenient --and likely-- size to be targeted by the program. Based on this analysis, MCW will definethe duration of the contract (one contract two-year period or two contracts one-year period), as well ae allowance for advances for mobilization --usually about20%-- and the value of performance guarantees to be requested, if any. MCW willcomplete preparation of the bid package, which will include contract forms,minimum qualifications to be met by bidders, technical specifications, bondrequirements, plans including location of the selected road links, andinformation to bidders on the bid process, award criteria, project implementationand supervisory arrangements.

22. Tendering of Contracts. To obtain responsive competitive bids, MCWwill advertise locally the invitation to bid and will schedule a pre-bidconference. Through this meeting, MCW will answer questions that potentialbidders may have about the project requirements and to ensure that all biddersfully understand what is required, the methods to be used, the expected schedule,special equipment or personnel requirements and any other information that couldadd to their understanding of the project before preparing their proposals. Thecontract will be awarded to the bidder whose bid has been determined to besubstantially responsive to the bidding documents and who has offered the lowestevaluated bid price, provided further that the bidder has the capability andresources to carry out the contract as effectively established in the biddingdocuments.

23. Contract Management and SuDervisory Arranzements. The OperationsDivision within the Technical Department will be in charge of the implementationof the pilot project. MCW will designate a Program Coordinator to administer thecontracZ and provide the 'Liaison between MCW and the contractor in order toensure that the program is implemented in a timely fashion. Supervision will becarried o't by designated supervisors from the Operations Division, using spotsreviews to monitor quality of works and bi-weekly measurement of executed worksto prepare payment statements. The Program Coordinator will retain close controlover the works to be performed, identifying priorities and developing monthlywork schedules; however, the contractor will assume the responsibility for dailyscheduling as well as execution of works. The supervision will keep records ofthe work accomplished in terms of pay quantities and compliance withspecifications.

- 67 -

ANNEX 1Page 9 of 9

24. Program Evaluation and Recommendations. The consultants hired underthe terms of reference given in Annex 3 will assess the comparative costs,benefits and quality of maintenance work carried out by contract and forceaccount. The comparison of contract maintenance with similar work by forceaccount will be based on performance and cost data (including direct cost,overhead and supervision costs) obtained from the RMBC pilot program and theevaluation of force account operation through the HMMS and EMS. The consultantswill make recommendations regarding: i) possibilities for increasing productivityof force account operations in view of the results of the RMBC pilot program; andii) planning, financing, supervision, and administrative requirements foreffective preparation and execution of maintenance work by contract (includingrecommendations on best activities to contract). Based on these recommendations,MCW will review the current maintenance policies in order to increaseproductivity of operations by force account and introduce maintenance by contracton a larger scale if proved effective.

25. Schedule. MCW, assisted by a consultant, will complete preparationof the bid package and designate a program coordinator within its OperationsDivision. Contracting of a private contractor to carry out the pilot programshould be completed by December 31, 1992. During the implementation of the pilotproject, the Operations Division through the Program Coordinator, will collectdata on cost and quality of maintenance activities carried out under the pilotprogram and similar work by force account. The preliminary assessment of theefficiency of road maintenance operations carr-id by both force account andcontract should be available by December 31, 1993. MCW will discuss with theBank the preliminary results during the Mid-Term Project Review in the firstquarter of 1994. MCW will formulate such strategy and submit it to the Bank byDecember 31, 1994.

BARBADOSSECOND ROAD MAINTENANCE AND REHABILITATION PROJECTMCW MAINTENANCE OPERATIONS ORCANIZATION STRUCTURE

Headquaters

OPERATIONS DIVISIONDEPUTY CHIEF TECHNICAL OFFICER|

MAINTENANCEL Senior Technieal Officer

Coordination withTECHNICAL COMMITTEE…_

Workshop Divlsion

QUANTITY SURVEYOR DISTRICTS OPERATIONS MAINTENANCE MANAGEMENT SECTIONMaterials Manager Techlcal Officer Technlcal Officer

Technician - Road lnventory UnLt- Plannin, Control, and

Eval"ztlon UnLt- Wells Inspector- Utilities Supervisor

00

Senior Technician Senior TechnLcian Senlor Technician

Districts (7)

St. Michaei N. St. Hichael S. Christ Church St. Philip South Central North East North WestTechnlclan I Techniclan I Techniclan I Techniclan I Technician I TechnicLan I Technician I

- Denots-Subdenots (13)Deacons Farm Richmond South Point Six Roads Golden Ridge Belleplaine Prospect

Prince Road Joes Rlver SpeLghatownCountry Road Bagatelle Chance Hall

- Personnel in Districts TotalTechniclan I I I 1 1 1 1 1 7Technician II 3 5 3 2 3 3 4 23Supervlsor 12 9 7 7 8 16 11 70Section Leader 1 8 3 2 2 3 6 25Artisan 13 26 9 10 6 9 28 101Labourer 63 82 45 40 69 91 64 454 Equip. Operators 9 16 8 13 11 17 22 96 P >

Total: 102 147 76 75 100 140 136 776 If

BABAOS

SDECOD ROAD lINtIANCZ AMD RaOILITTIWH PROJECT

IeN 6 ROA WWVAN nu Mg F1993194

drosraw Prsp 4 for i MProgra 0.0 K Total road egth In entice netwok a 1,549.6 kmgoas merAdailiatan rogs 0. k Roads exclued from N , I prosram I 0.0 kmRmdo WWOC Rcutuw I", km ~~~~~~~~~~~~~~~~~~~~~~~~Roads un6er Periodic Nrlintenance Prottgsa 96.8 in

Cal Aephalt cumrete pavements a 99I7.3 (aC) Overlay Proarma 91hCbl Aspbhat er . treatm_t pma 552.1 h Ib) t Al Program a 7. hk

lltl-CE IV-ITIES-- R06D IENV--- -- -- C FO CCOUNTW. Ul TI COStST "M CC ACCOUNT !POSA cO P1cRW COST - ,wrAcr I TOT.AC..T .. . ._ ._..........,,............................ .......------- ---------. ------- w--------- . ..... .. .. . .

ctm nAIL! ACGIi oaM lN.lTt IqoanmE IM. CREW lagATUAl LAMMR EQuiP. TOTAL I NATrIAL LABO 1 I T TOTAL I 8 t031 COSt TOrAL I cosTCmU ------ PODWUC. M?T Ofl UNITS9 IT | QUT. DAYS C|DS$) . D$) IdD8$) CDS) (|D$) D ItDS) (D$) (BDS) 1Q0* ItDSI CR053 | I SDSI

ROUIINE MA..h. .. ..E

e030 Pot Sole Patching 5.0 tone 3,099 P.18.1a. 10,896 l0,918 2.08e 15e.7 91.1 56.4 299.6 1,519,99K 952.56 587,575 3.121.129 1 7 5e93 2 45 .285.8149020 Ragirad4n Unpave6 Shwulder 9.0 km IS n.SAh.M 42 Is Is 8K.0 457.6 909.0 950.6 3,092 5,949 5,517 12,558 2910953.2 31.703 9440629030 ratcbing Pawed Shoulder. 1.0 hk 8s p.abl. 9 39 D9 453.2 451.6 262.0 9 94 37175 17 .8K 10.998 46.59 _ _ - 46 .59$9090 Joint 3. CrldM acPdku Sea ein 00 r 3 099 g.l .h 47.17 143.486 319 0. 12. .el 4.789 2292 '7 253.549 4.087 2.8 11.525 365.0661050 COLd Nim Pr-uct n I9s.0 I 3 3 ,99 p.ka 5,952 5,932 989 58.7 28.0 39.7 325.5 34 29030 1664.096 22959174351 1 7 - 142.el4131.0Drain C92 dth k l8 8 60 0.0 4163.4 2600.0 676.4 0 358.062 22.600 $1,652 22 794 123320 DbrainE CIsanlog Nsbenlcl 2.0 k 2 805 ditch ho 625 09 305 0.0 388.3 549.8 507.8 0 164,541 194.7128 309.268 66 59.0 8594 210651430 Culvert Cl renn 1.0 e* abch 162 tmaer 818 853 431 0.0 184.0 2K5.3 429.5 0 153.272 204.293 1.2,365 45 493.6 22.234 379.7791140 well ClIng9 5.s 0 3 2.r3 15376 npmbr 493 480 160 0.0 85.5 156.35 221. 0 41,040 65,428 309.478 19 255.1 2864 909,2851310 Traffic Sign 4.0 each 9.336 ubaree I9 ,1062 266 26.8 136.5 0.0 169.3 28.482 144.974 0 713.435 26 204.9 5.308 81,07431220 TraffIc Sign Inetalatione 12.0 each 9,556 number 9.088 9,062 89 152.3 26.6 23.7 200.4 163.309 28,240 23.014 212,782 26 250.5 6.512 219.2949210 Guard Rail Repaits 99.0 La 9s d.r.o 8.269 8.128 542 6.7 26.2 23.9 66.7 54.214 293.980 194,095 542.219 143 06.7 90.6i 5S_.0369240 PaintiSg Center Lines 4.0 in O 143 p.bo 81 63 Is 750.0 101.5 70.3 929.5 45,730 6,176 4,285 56,2. 2 -| 6 56.39.3250 SpeCIal Pavema,nt Markings 6.0 sacb 23,999 eambr 730 707 318 625 7. 25 949 4.6 585 5.2 3,9 2 704 558 16.246

MG1 Wodlog elgua 0. e 19 ^r.s @.1 b91 6 6251 9 3. 731 162. 4417 2 7 65679 117 672 130717 009 101 t*1 7 25 000 O 72 00

3590 NeedIng Sraat_D 9et.0 ho 29 re1de.o1 4,484 4,441 41431 0.0 6035. 204.5 808.0 0 2680,44 909,185 5582 43 929.2 9 S62 43320 NeedIng cenlcal 6.0 o 2,986 r1 ldekm 2,351 2,83 297 0.0 53.0 48.8 28 0 8 _ 3 36 294 5.30 2 86

1$20 CerWe Dr ID* 4 Culsort 5.0 d 13 d pt/ dl 512 256 S 102 6 201 $ 119 $ 42J n 26 266 51 166a 8 30 5 416 101 1 e4.856 48 94.0 124 754 21J 236

3320 Tree* Tr ^lg A Remoi 9.0 no. 13 depoted 86 96 96 0.0 159.5 S 329.03 729.8 0 38.348 531613 69,961 _ - 9.961110 Scrlge MaLnteneee 0.2 each 69 damtber 48 4 240 424.3 374 .2 39 860.5 6.446 80,365 2.496 419.305 _ _ 92033420 Culveirt Nulntenance 3. ah 1,62:mer 2.I 2.390 2210 1 56 3 22.8 32.0. 45.3. 330.053 773.480 120,120 1.023.655 59 509.6 30.067 9,5.0

34I Iaso ocrt lpe 2.0 herb ,21 slip.ka 21601 20261020 1. 19.6 7.3 27.5 233.138 399,354 152.970 765.462 1.205 43.2 52.008 674103190 Eusmrgcy ActIvIties 90mdy 9 depotled 3,340 3,920 284, 0. 52. 463 9.,:6,47 1283 27.5 2 9. 2.1 2.73830 Precastig 2,0 aS 13 dpot:4 468 43 290 5. 9. .0 19. 4,5 46,739 0 79,371 so 200.7 10.034 Al203630 &AfuinlatratVe cill . dy 1 depo4fe 16.692 16,692 2.182 0. 151 00 3530 80.9 Os019.- 9.8

…- …_ … … ….__._. __ ...---. .__...…___…………__ __...- _.._____.......…. - --- _

T O L .0 D I I N S N A INT A C E 2,762.696 7,605,.76 5.377,781 3.7K5.655 643.510 14.589.I"9

* … ~~~~~~~~--- ----- - ---------- ……---- . …------....... .…---- ---- --------------------- ---------- …-- -. .

1790 IesurfacTIngt300.9 tone, 1 29 lard.h 38,9918 5,911 63 359.9 3.3 7.5 162.:7 2,672,770 166,567 327,612 3,077.0 ') C)162.0 0.702,0093720 Surface TraInt 90. m2 73 sordh 184341845 8 .4a07 .6 2. 21,374 124.360 10.611 53.34i - 536.164

389 hll DiggIng .0::.2 1 3 depotled 96 0 0 379.6 37,3 400.0 26. go B 29. 825 8 53820 Concrete Dran. 6 Gaalvarta 3. .2 I 1 epts 236 85 302.66 209.6 199.3 4263.8 26.266 51,668 S 30,48 908,483 25 487.5 124.754 23,2:236

T O A A L OAD n A BAINTESANC P LAN b 600 129 7.923.918 3,736.480 17,662,528 6 421644 26.10 4169

C1) Reminder portion of tb* flset contract for averimy work.,

a-> a-

SECOND ROAD MtL4111tCE AND REAARILITATIOI PRWECT

tiCWS ROAD MAIf2ABCE PLfA FOR n13994193

rorean pr pered for a ENRE 15MTA Total road laogth In *ntire network * 13549.60 kmItod under Rehabilitation Program a e.o km Road* ecluded from 3 S progr'm a 0.0 kmload, under Routine Maintenance Progrom a 1549.6 km Road. under Periodic Maigataance Programs 101.2 km(a) Aspbalt concrete pavements a 997.3 km (a) Overlty Program a 63.3 km(bh Aspbhlt surface treatmant pavemetes S52.3 km (b) Reseal Progra. A 31.9 km

MAI3TUCE ACTIVITIES I ROAD IWIENTORI I FORCE ACCOUNT I UNIT COST by FORCE ACCOUNT I PS5CRAI COST - FORCE ACCOUNT PROGRAM COST - CONTRACT I TOTAL

-ACTIVITy - 06DLY &CPI I NP E I3V3. rl3 AIITIT WORI. CREW IMATERlAL IABOR EQUIP. OTAL I MATERALS LABOR EQUI3PMT TaTAL WORK UNIT COST TOTAL COSTCODE NAME PRODUC. UNIT IOP UNITS UIWT I IQU3MT DAYS 8D0I) (8DS) (BDS) (8D$) (80DS) (D0$) (SD$) (8DS) QUAfTITr (BD$) (SD$) (8DS)

ROUTINE MAINIE33ABCE

I030 Pot Mole Ptchinag 3.0 tone 3.099 p.3.. m 9.976 9.976 1 993 3SI.7 9. 36.4 29s.6 3.512.960 913.:03 562.646 2.988.710 - _ _ 2.988.710

3020 Regredlag Unpaved Shulder 1.0 k IS u.lm 42 42 42 84 0 4S7.6 409.0 950.6 3.52B 19.220 37.178 39.926 - _ _ 39.9261030 Patebig Pawd Sbouldere 1.0 km 80 p.shl.km 39 39 39 453.2 457.6 282.0 1194.8 17.753 17.868 30.998 46.598 - _ _ 46.S9B3040 Joelt * Crack SealIng 400.0 Itre 3 099 p.la.Ic 127.599 927.388 319 0.8 0.e 0.9 2.5 95.699 102.07S9 34.839 312.618 _ _ _ 312 6I81050 Cold His Prodactito 6.0 13 3,099 p.lka- 5.414 5.414 902 S8.7 28.0 38.7 323.3 317.639 351.392 209.359 678 .93 _ _ - 678.S911110 Dral Cleaniag laual 0.8 km 962 diteb km 97 97 970 0.0 4163.4 2600.0 6763.4 0 403,80 252.200 656.050 - _ _ 656.001120 Drala Cleaning eIchanical 2.0 km 903 ditch km 664 664 332 0.0 388.1 339.8 507.8 0 124.885 212.314 337.199 _ _ _ 337.1991130 Culvert Cleaning 2.0 eacb 1.162 mumber 878 818 439 0.0 184.0 24S.3 429.3 0 1618552 215.330 376,682 - _ _ 376.8821140 Uell Cleaning 3.0 wv.3 2,376 nuber 480 0 0 0.0 85.5 136.3 221.8 0 0 0 0 480 255.1 122.448 122.4481210 Traffic Slga Maintmenance 4.0 each 9.336 umber 1088 81088 272 26.6 136.5 0.0 163.3 29.158 146,523 0 177,681 - - - 177.68I1220 Traffic Sign Inetelatione 12.0 *acb 9.336 number 13088 I 088 91 362.1 26.6 21.7 200.4 165,463 28.952 23.511 217,992 - _ _ 211.9921230 Guard 811 Repair. 13. 1.0 95 g.r.km 8.269 8.269 551 6.7 36.2 23.9 66.7 55.154 299,090 197.381 353,625 - _ _ 551.6231240 Painting Canter Lime 4.0 1.e 143 p.km 61 61 3S 7SO.0 101.3 70.3 921.5 45.750 6.176 4.285 36.212 _ - _ S6.2123230 Sp ecial Pavement Harking 6.0 eacb 3.099 numbt 637 637 106 62.5 79.1 43.3 184.9 39.813 50.361 27.601 117.775 - _ _ 1171310 1 edline Maual 1.0 km 2.986 relde.km 4,484 4.484 4.484 0.0 603.5 204.5 808.0 0 2.706.094 916,978 3.623.072 _ _ _ 3,623,0721320 Weeding Mechutical 6.0 km 2.986 reid.km 2,551 2,353 42S 0.0 33.0 48.8 81.8 0 84.234 124,361 208,595 _ _ _ 208.3951330 Tree Trimtn & Reumming 1.0 to. 13 deponted 96 96 96 0.0 399.5 329.3 726.8 0 38.340 31.613 69,961 - _ _ 69.961 *1410 Bridge MaIntenance 0.2 each 89 number 48 48 240 134.3 1674.2 52.0 1860.5 6,446 90,363 2.496 89.305 _ _ _ 89.305 0142 Culvert Mlatenance 1.0 each 1,162 tnmber 2.369 2,369 2.369 56.3 334.6 52.0 443.1 133,375 793.236 123,188 1,049.799 _ _ _ 1,049.7991430 Repair of Concret Sllpper 20.0 kehrb a 1421 2 lip.km 21,601 21,601 1.080 10.5 19.6 7.5 37.5 225,730 422,s48 162.00, 810.686 _ _108.468663310 Emergency Actbivtlee 83.0 mdey 33 depot/ad 3,320 3,120 284 0.0 52.4 46.1 98.S 0 363.457 143.801 307,23S _ _ _ 307.2588630 Preceding 2.0 m3 33 depotled 4I9 419 230 38.4 III.3 0.0 169.9 24,433 46,719 0 713 71 _ _ 71,1713630 AdenlaItratlve Actgvltls 6.0 day 13 depotled 16,692 16.692 2,782 0.0 53.3 0.0 33.3 0 S90.3I4 0 690.184 _ _ _ 890U,

T o T A L RODTIN1E N A I N T E N A t C E 2,672,922 7.652.813 3,332,153 13.677.888 1 122,440 13.09336… ~ ~ ~~ … .4. … a … a….4.…----.4.-.-. … - … .4 …~~~~~~~~~~~~~~~~~~~~~~~~~~~~~-- ------

PEltlODIC 11411t6CE

1710 Ieturtacng 300.0 tone 13 l I 39,931 18.911 63 II.9 3.3 7.3 162.7 2,872 770 66.567 137.672 3,077,009 (6) () 6.750,000 9.827 0001720 Surface Tretam 3000.0 *2 16 la.rd.km 388,434 398,434 388 3.4 0.7 0.6 2.7 273 ,74 324,380 320,631 516,364 - 6 364I830 11 DI SggIng 5.m 13 depotlad 96 0 0 179.6 37.3 40.0 256.8 . 96 29S.3 28,350 28,3508200 Concrete Drain s culvert. 3.0 m' 13 depotiad 512 236 83 102.6 201.8 119.3 423.8 26.266 S.l668 30,548 108.483 256 481.3 124.754 233,236

1U30 rreach Drdare 6.0 a 13 depotlad 312 312 85 42.0 89.3 83.4 216.8 21,504 45.7U4 43,73S 110,981 _ _ ge9813840 Cabion Stretures 6.0 bahket 13 depotiad 312 312 52 210.0 97.4 90.2 397.6 63,520 30,3e6 28,133 124.039 _124.039

T O t A L P E 2 I 0 D I C n A I NTIT N & N C * 3.257.433 318,74S 360.699 3,936,873 6,903,104 10,8539.79

T 01 A L 10 A D I A 1 S T A3 *b C E P L A N 3,930,356 7.971,356 3,712,652 17,614,764 7.023,332 24,640.315

0) Second contract for overlay works.

crntD X

N ..

S W 161 VAIWruMCi AN3 501A81LTATtCu PRJECt

iaa'S 8.61 MAINTENANCE PMM 10 v1995196Pr TM jsepared for En&Il 3h1AU Total road leogth to entire network a 1,349.6 km

R.. n erhoabtlltatiom Progrem I 0.0 km Roads excluded fires N A atpoga 0.0 hZoad. uniec outine Naintenance Program 1.3,49.6 km &o&d. under Periodic Maintenance Pragrema 99.2 km(a) Asphalt concrete pavements a 991.3 km (a) Overlay Program 39h(b) Aephalt eurf&Ce treatment0 pavemenS,O 312.3 ha (hI Beseal Program a 31.4 ha1

M&ilKTUABCE AC)!VITES I ROD IMVUIORY fPE co?IwT MoT By FORCE ACCOUNIT PROGRAM COST - FORCE ACCOUNT P8.O6163 COST - CONTRACT TOA

- LYIYtY---- PAIL) MORE-EB*D Y-~081Y I 11- CUMV KWM&T AL 4ASD3 iquiP- -tALz 4t IAMTIALA., LAEI8. -.- LQPIPIENi! IDAlr4 _. van6 UIT COST tOTAL ICOSTCODE NaME PRODuc. UNIT iO' WITS IRittI I ZOiNt. DAYS I (80) 6806) (905) (BP5) I (D05) (B0$) (BS (P) 40*#TV MM0S 18061 --- 1506)7

1010 Pot mole PatchIng 3. oe 3,09 p.ah .191 8.18) 1.11 311 9.1 1. 299.6 1.302,001 18s.T63 484, 94 2,171,960 - - 2.111,9003020 Resradiag Unpaved Sboulder 1.0 ha- 2 II ueh.h 42 4 2 8. 3. 0.0 906 339 1.2 1118 39.926 --- 3.2£030 Patching Paved Sboulder. 1.0 ha 80 p.ohl.km 39 39 39 451.2 4351.6 282. 1194.8 11,13 11,684 la g9o 46,598 - - - 46.391040 Joint 6 Crack Sealing 400.0 ILr .9 .aha 36741613 6 . .0.9 .3 80066 83.403 96,019 261.341 - - 26,13030 Cold Miz Production 6.0m 3,9 p.la.ka 4,10 4.303 III 19.01 28.0 38.7 13.3 264.19)1 126,084 174.13£ S64.406--- 4403330 Drain Cleaning Manuel 0.1 ha 962 diltch ha 097 97 910 0.0 41683. 2600.0 6163. 0 403.830 252.200 656,050 - - 656,0301320 Drain Cleanina Mechanical 2.0 ha 803 ditch km 664 664 332 0.0 £88.1 339.8 301.8 0 124.885 212,314 331.199 --- 331,1991130 Culvert CleanIns 2.0 each 3162 number 816 818 419 0.0 184.0 243.3 429.3 0 £61,552 213,330 316.8B2 - - 36,821140 Weil Clesaning I.v 2316 auamber 480 0a . 33 13. 2. 0 0 480 233.3 122,448 112,449£210 Traffic Sign aience 4.0 each 9.336 number 2.088 3 098 212 26.a 136.3 0.0 163.3 29,338 148.323 0 377,693 - - 11.fi81220 Trafici Sign Imestalationa 12.0 sea 9,336 nusber 3,088 1.069 91 112.1 26.6 21.1 200.4 165.463 28.932 23,311 217,992 --- 231.992£2 30 Guard Rail Repair. is. l.a 95 g.r.loo 6,269 9,269 331 6.1 36.2 23.9 66.1 3.3154 299,090 191.381 333.623 - -33.623£240 Painting Caoter Linac 4.00 l.a £43 P.AS 61 61 is 130.0 101.3 10.3 923.3 43,110 6,316 4.283 16,212 - 6,232£2 10pecia 1 Pavement Itarkange 6.0 each 3,009 nmbser 330 530 B8 62.1 19.3 43.3 £84.9 33,123 41.902 22,963 91 992 - -- 1.9921330 heedIng Ilamnaci 3~~~~~.0 ha 2,986 reids.ke 4.494 4.48484 84 00 933 243 8800 2,706.0914 936,918 3,23.012 - -- 3,201£12 :Neding Itechantcel 6.0 ha 2,986 weideka, I,331 2,333 42 0.0 330 488 9. 424 £24,361 208,1935 0.9£33 treTrimlug I Removing 3. o 3depotled 96 96 96 0.0 399.5 329.3 128.8 0 38,348 31,613 69.961 - . 69,963 ..340Bridge Malugenaces 0. aeach 8mabc 8 48 240 334.3 1614.2 12.0 £960.1 6.446 80.363 2496 69.301 89.303 -£40Culivrr Maintenance A. eah 1,162 numger 2,369 2,3U9 2.369 36.3 334.8 32.0 443.1 133.315 793.235 2,8 ,4.9 ,4.9£430 Repair of Conrete Slipper 2.3.0her a 1,421 slip.k 21.601 21,60l1.3090 30.1 19.6 1.3 31. 22,30 42948 3A2,08 80.6 8 10,686

£33 Ecrec Atvcee £. day Is d.potlad 3,320 3.120 294 0.0 52,4 46.1 98.5 0 363,451 143,801 301,238 301-uo.z5eAct0iPreceeing203 13 I d:p"tlad 439 419 230 38.4 1ii.5 0.0 169.9 24,433 46 1319 0 11.11£ . -- 1.11830 Adminierative Activitiese 6.0 aday 13 dpaptled 16.692 316,692 2,192 0.0 33.3 0.0 33.3 0 890.164 0 990,164- - 90,4

…- … ------.---- , ----. … ..------.. $. … .4,…r.…- …--.-------------4-. … I-- 4---------- ------ ---------

TOT A L Rou 9T Ing MAINTENA HCE 1,2386,193 1.414,831 3,215,071 133016,121 122.448 13.398.569

1110 Resurfacing 300.0 ton. , 128 la.rd.ka 3,3 1893 61 131.9 3.1 . 6. 2,812,110 66.367 1327672 3.017.00 c11 (a3 7,310.000 10.227,009310Surface Treatment 3000.0 102 I tI la.rd. S 1:9,4341 3864341 388 3.4 0.1 06 21 211,314 124.390 120,611 316,6 - 16,364£83 Nell DiggIng 1.0 SS I 3 depotlad 96 0 0 119.6 31.3 40.0 236.9 - - - - 96 293.) 29.330; 29.33038210 Concrete Oraine & Culverte 3.0 :3 I 3) depotiod 332 236 as 302.6 201.6 119.3 423.8 26.266 1.,665 10,348 13048.4 236 481.3 324,134 213.236£830 Preach Drain$ 6.0 a 3 4epoted 132 332 83 42.0 99.3 03.4 236. 21,304 43,142 43.1131 31,0.9911 'IO £3.9I3640 Gablon Structures 6.0 beeket 33 depocled 332 312 32 230.0 91.4 90. 2 3921. 63.520 30,386 28,333 2,3 Ia32..0)931-* …-------- - -- ------- ------ ------------ ---- --------- -…--.------------… . --..,……

TO 0 T£ L P ER 5 I 0 2 C M A I NT I UAUC E 3.237,433 338,143 360,699 3,9365,813 7,302,104 £1,239,919

T 0 T A L 10 0 isa gu A D ImT1A CZ g P L A U 1.643,621 1.793,594 3,373.173 17,012,996 1,423,532 24,439,341

40) Third contract for oveclep wocha.

72 -ANNEX 1Table 4

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

OVERLAY PROGRAM TO BE CARRIED OUT BY MCW OWN FORCES

ROAD PARISH ROAD LENGTH WIDTHNAME CODE CLAS9 FROM TO (kkm) (m)

FIRST YEAR PROGRAM (1992/93) 1

Highway B A P IGreenland Cherry Tree Hill 3.5 6.0Highway D T P Cane Garden Porey Spring 5.0 6.5Farm Rd. E S H'way 1 H'way 2A 2.6 6.5Whim Rd. E S H'way 1 H'way 2A 1.6 5.0Cartton Rd. S S XHway 1 (Lower Cartton) H'way 2A (Upper CarLton) 4.8 6.0MoLyneux (Norwoods) S S H'way 1 Bennets (St. Thomas Bder.) 2.3 4.0Porters Rd. S S H'way 1 (Porters) HNway 2A (Westmoreland) 3.6 5.0Prior Park Rd. S S Husbands Road (SS-2) St. Thomas Border 1.5 6.0Prior Park Rd. T S St. James Border H'way 2A 0.1 5.0Bennets Rd. T S New Road (Left side) H way 2A Junction 0.4 5.5

Subtotal (1992/93): 25.3 5.8

SECOND YEAR PROGRAM (1993/94) E

Highway 1B L P Crab Hill Ent. North Point Resort 4.9 5.2Highway C A P j Turners Hatl Yard Pole w/H'way C sign 5.0 6.0Highway E T P Exchange Mount Wilton (Lammings Junc.) 4.8 6.0Highway E 0 P Mount Wilton Melvin HilL 1.3 5.5Highway K J P Massiah Street (via Stewart Hill) St. Phillip Border 0.9 5.0Highway K P P Stewart Hill H'way F Junction 0.8 5.0Prospect Rd. E S Indian Ground/Prospect Charles D. O'Neal H'way 0.9 5.0LS-6 L S HMway IC (Mt. PLeasant) Grave Yard-Date Tree Hill 5.9 6.0

Subtotal (1993/94): 24.5 5.7

THIRD YEAR PROGRAM (1994/95)

Highway 1C L P O'Neal H'way (St. Lucy Church) H'way lB (River Bay) 4.7 6.0Highway C A P Apes HiLL (Plantation) White HiLL Junction 2.9 6.2Highway J J P Society and H'way H H'way F 1.4 5.0Newbury-St. Judes Rd. G S Higway X (Newbury Junct.) St. John Border (Todds Cr.) 3.7 5.0Churchview Rd. J S Parris HiLL and JS-6 HMway F (Mary Lane) 1.9 6.0Clifton HaLL Rd. J S H'way 3B (GaLL Hill) St. Joseph Border (Malvern) 3.5 5.0JS-8 J S ViLla Nova Junction St. Joseph Border 1.5 6.0Mount Gay Rd. L S H way IB (St. Lucy Church) Road to CoLLin 4.8 5.0Coffee Gully Rd. 0 S H'way 3 (GrantLey Adams School) Easy HaLl (OS-2 1.4 4.5

Subtotal (1994/95): 25.8 5.4

FOURTH YEAR PROGRAM (1995/96)

St. Lucy Dist. Hosp. L P North Point Surf Resort H'way IC (River Bay) 0.6 5.2AS-1 A S Gregg Farm/Turners Hall Junct. H'way 2 3.7 5.5AS-4 A S Morgan Lewis Seaview 1.6 5.5Collins Rd. E S St. Peter Border MiLl Wall (The Gave Yard) 1.2 5.0ES-8 E S O'NeaL H'way (via Portland) Collins and ES-11 4.6 5.0ALexandra Rd. L Sj H'way IC (Half Acre) LS-4 2.3 5.0LS-10 L S I HMway 1C (Spring Hall) H'way 1C (Brighthall) 1.2 5.0LS-7 L S Chance HaLL (MTW Depot) LS-6 2.4 6.0Easy Hall Rd. 0 Si St. John Border (Easy HaLL) H'way 3 (Cotton Tower) 1.6 4.5Easy Hall Rd. 0 SI Easy Hall Junction Horton 0.6 5.0St. Silas Rd. S SI H'way ZA (St. Silas) Endeavour 2.9 5.0Plum Tree Rd. T SI HNway 2A (Blowers Junct.) H'way D (Farmers) 2.7 5.0

Subtotal (1995/96): 1 25.4 5.2

TOTAL PROGRAM 101.0 5.5

Parish Code: (Al St. Andrews; (El St. Peter; (GI St. George; til St. John; (Ml St. Michael; (01 St. JosephUP1 St. Philip; IS1 St. James; mT3 St. Thomas; EX] Christ Church.

Road Class: (PI Primary road;j (SI Secondary road; (LI Local road.

- 73 -ANNEX 1Table 5 (a)

BARBADOS

'SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

RESEAL PIOGRAM TO BE C4RRIED OUT BY MCW OWN FORCES C1992/93-1995/96)

ROAD PARISH ROAD! SECTION LENGTH WIDTHNAME CODE CLASSg FRON TO (km) (m)

FIRST YEAR PROGRAM (1992/93)

Highway 3 G P Groves Corner St. Joseph Border 0.5 5.0Baxters/White Hitl A S I H'way 2 Broken Road 0.1 5.0Coggins Hilt A S I Haggatts Chaley Mount 1.7 5.SLuke Hill E S IO'Neal H'way Luke Hill (first culvert) 0.6 5.0Lowe" Greys-Buttals R G S H'way 5 (Lowe Greys) H'way 4b (Buttals-Brighton) 1.2 6.0Sweet Vale G S H way 3 (Groves Corner) St. John Border (Redland) 3.1 5.0Todds-Woodland Rd. G S H'way 4 (Woodland) St. John Border (Todds) 0.5 5.0Etlesmere Rd. J S Todds Junction St. George Border (Ellosmere) 0.5 5.0JS*5 J S St. George Border (Redland Plant.) Clifton Hall Yard Junction 4.6 6.0Hannays-Friendship L S O'Neal H'way (Bourbon) H'way 1B (St. Swithins Ch.) 3.9 5.0Beckles Rd. M S Bay Street Britton Rd-Britton New Rd. 1.4 5.0Bissex Hill 0 S Blssex House St. Andrew Border (Choliey Mount) 0.9 5.5Springfield Rd. 0 S Bissex House Cattlewash 2.9 5.0PS-7 P S Bushy Park Junction with PP4B 1.6 5.0Mount Hillaby A L Hillaby Road End of road (Cul de Sac) 0.7 5.0Rock Hall A L Turners Hall Main Road 1.9 4.5Corbin 2d. E L Greaves Rd. Cul de Sac 0.8 4.5First Ave. G L Greens Second Ave. (Greens) 0.8 5.0Bridge Cot Rd. a L H'way X H'way 3 1.2 5.0Byde Mill G L H'way 4B (Byde Mill) Drax Hall (Tenantry Rd.#2) 1.5 5.0Byre Rd. G L Greens H'way 4 0.8 5.0Sweet Vale Link Rd. G L H'way 3 St. Joseph Border 0.3 3.5Cheshire J L East Mont Cul de Sac 2.0 4.0Luke Hilt (Oxford) L L Luke Hill (first culvert) Mt. Gay (LS-4) 1.1 5.0Belair Ave. M L Fifth Ave. (Alkins Land) Hoad Land 0.1 4.0

Subtotal (1992/93): 34.7 5.1

SECOND YEAR PROGRAM (1993/94)

Boscobelle E S ES-8 First wall house on hill 0.4 5.0Boscobelle E 5 ES-9 The Risk 1.3 6.0Shermans E S. H'way IB (Clinketts) Fish Bay (Assembly Church) 0.3 5.5Ashford Rd. J S HNway 4 (Guinea Rd.) Colleton Corner 2.0 5.0Cllnketts-Checker Hal L S. Shermans Assembly Hall Cement Plant Entrance 1.9 5.5Husbands Rd. L S H'way IB Harrsion Base (BOF) 1.0 5.0Josey Hill Rd. L S Mount Gay (LS-4) Cul de Sac 2.1 5.0Trents Rd. L S. H*way 1C (St. Lucy Church) H'way 1B (Police Station) 2.9 5.2Trents Rd. L S LS-8 LS-9 1.1 4.0Belle Rd. N S Belle Junction-ABC HNway Dayrells Junction 2.1 6.0Upton Rd. M S H'way 6 Cable nd wireless 0.4 5.0Seally Hil.-Bayffeld P S Near East Point Supply Shop HNway 4B 4.4 5.0Wanstead S S Wanstead (St. Michael Border) HaynesvilLe 2.1 6.0Bloomsburry T S H'way 2 Junction Bloomsburry 0.5 5.0ount Misery T S HNway D Junction Carrfngton - H'way ZA 3.2 6.0

Rock Hall T S Near St. Thomas Church Porey Spring 1.8 6.0Church Hill X S Near Christ Chureh-H'way T H'way 7 Junc.- off Chancery Lane 0.9 5.0EAterprise X S XPU (Keizer Hill) XPU (Sayers Court) 4.1 6.0Kindall HilL X S Off ABC H'way H'way 6 Junction 0.6 5.0Pot House J L HOway 38 Welch Town Road 1.4 5.0Welch Town #1 J L H'way F H'way 0 1.2 4.5Maycocks L L H'way 1 Cul de Sac 0.9 4.0College Savannah P L Blade Main Road St. John Border 1.1 5.0

Subtotal (1993/94): 37.7 5.4

- 74 -ANNEX 1Table 5 (b)

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

RESEAL PROGRAM TO BE CARRIED OUT BY MCW OWN FORCES (1992/93-1995/96)

ROAD PARISH ROAD SECTION LENGTH WiDTHNAME CODE CLASS FROM TO (km) (m)

THIRD YEAR PROGRAM (1994/95)

Bawden A L Sawden Road End of Road 1.2 5.0Franklyn Doughlfn Ten A L Belteplaine Rd Junction End of Penetrated Road 0.6 5.0Jordan's Road A L Belleptaine Rd Junction End of Penetrated Road 0.5 5.0King Street A L St. Simons Church End of Road (Cul De Sac) 0.6 4.5Less BehoLden A L Chalky Mount Junction End of Penetrated Road 0.5 5.0Sledge Pond A L Indian Ground End of Penetrated Road 0.7 4.5Church HiLL Road E L Highway 1 (St. Joseph Hospital) Behind CP School 0.5 4.5Ctarkes Road E L Highway 1 (Ashton Hall) Highway 2A 1.0 4.5Denny Road E L Whim Whim 0.6 3.5Goodridge Road E L Whim Cul De Sac 0.3 4.0Lonesome Hilt E L Four Hilt Road-Orange Hill CuL De Sac 0.6 3.5Muttins E L Highway 1 Highway 2A 2.6 0.0Niles Road E L Farm Road Cul De Sac 0.4 2.5Richmond Hill E L Highway 2A Cut De Sac 0.8 5.0Sweet Home Road E L Highway 1 Cut De Sac 0.5 4.5Warleigh E L Highway 2A Farm/Naymans 1.3 4.5Briggs Hilt Ave. G L Highway X Cut De Sac 0.4 3.0First Step S G L First Step A Cul De Sac 0.1 3.5First Step Road A G L Highway 4 Highway 4 0.1 3.jFree Hill #2 G L Workmans Road #2 Workmans Road #1 0.5 4.0Giles Road G L Highway 5 (Watts Village) Cul De Sac 0.2 5.0Harmony Cottage G L Farm Road CuL De Sac 0.4 4.0Jericho Road G L Workmans Road #3 Jordan Road 0.3 3.5Johnson Road G L Workmans Road Cul De Sac 0.2 3.5Mayfield Road G L Flat Rock Road Francia Road Junction 0.6 4.5Mayffeld Ten. Rd #1 G L Mayfield Road CuL De Sac 0.2 4.0Middleton #2 G L Middletown #1 Middletown #3 0.4 4.0Middleton #3 G L Middletown #1 Cut De Sac 0.4 4.0Niles Road G L Etlenton Road Ellenton Road 0.3 3.0Ruth King Road G L Sareant Road Walker Road 0.3 4.0Todds Lands #2 G L Todds Land-Macaroni Village Highway Y 0.4 4.0Waverley Cot Rd. #2 G L Wavertey Cot Road #1 Cut De Sac 0.4 3.5Workmans #3 G L Workmans #2 Cul De Sac 0.5 3.5Mount Tabor Church Rd J L Sherbourn (JS-5) JS-7 0.4 3.5Venture Road #1 J L Venture Road (JS-7) Cut De Sac 0.4 3.5Welch Town #2 J L Welch Town #1 Welch Town #1 0.2 4.0Animal Flower Cave Rd L L Highway 15 Animal Flower Cave Entrance 0.7 5.0Benthams L L Highway 1C (By Post Office) End of Penetrated Road 0.3 3.5Clinketts Garden L L Clinketts Road Cut De Sac 0.3 4.0.Ctlnketts Garden IA L L Ctinketts Garden Cul De Sac 0.1 3.0Spring Villa L L Highway 1B Cut De Sac 0.3 4.02nd Ave. Chelston N L Tamarind Ave, Dalkeith Village Chelston Ave. 0.2 4.53rd Ave. Chelston M L Chelston Ave. Tamarind Ave, Dalkeith Village 0.1 4.5Ash Deane Village M L Deacons Farm Road Highway 1 (tBlack Rock) 0.1 4.0Chelston Ave. M L Cutloden Road Tamarind Ave, Dalkeith Village 0.3 4.5Chelston Ave. #1 M L Chelston Ave. Tamarind Ave, Dalkeith Village 0.1 4.5Chelston Ave. #2A M L Chelston Ave. Chelston Ave. #2 0.1 4.5Straker Road M L Highway (St. Stephens) Strakers Road Junction 0.4 4.5Cambridge 0 L Bissex Road End of Penetrated Road 1.3 5.0GuTte; Road 0 L Andrew's Factory Junction St. George Boarder Junction 0.7 5.0Spa Hill 0 L Mellowes Hill Cane Garden (St. Andrew boarder) 2.0 5.0Vaughn Road 0 L Vaughn Road #1 End of Penetrated Road 0.1 5.0Vaughn Road #1 0 L Horse Hill Vaughn Road #2 Junction 0.5 5.0Vaughn Road #2 0 L Horse Hill End of Penetrated Road 0.4 5.0Barnes Road P L Highway 4B Pole #PQK 923 0.6 4.5Bayley's P L Highway 4B Cul De Sac 0.7 4.5Bentley Tenantry P L PP5 Near Pole #SNK 77 PP5 Junction 0.3 4.5Brere on #1 P L PP5 Opposite Pole #SNK 77 Highway 5 0.7 5.0Cave Land P L Stroude Land (Kirtons) End of Penetrated Road 0.6 4.5Cotes Road P L Long Bay-Sealy Hill End of Section 0.7 4.5Drake's Land P L Highway 5 Cut De Sac 0.3 4.5Evelyn Road P L PS-1 (Hamblin Road) End of Penetrated Road 0.5 4.5

- 75 -

ANNEX 1Table 5 (c)

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

RESEAL PROGRAM TO BE CARRIED OUT BY MCW OWN FORCES (1992/93-1995/96)

ROAD PARISH ROAD SEC;ION LENGTH WIDTHNAME CODE CLASS FROM TO (km) tm)

Featherbed Lane P L Highway 4B St. Phillip Boundary Mark 0.7 4.5Hamden Road P L PS-1 End of Penetrated Road 0.5 4.5Lashley Road P L Highway N Cul De Sac 0.9 4.V,Merricks Road P L Long Bay-SeaLy Hill CuL De Sac 0.4 4.5Mill Road P L Long Bay-SeaLy Hill Cut De Sac 0.3 4.5PL-128 P L Near Carrington Factory Halton Highway 48 1.7 4.5River Road P L Long Bay-Sealy HiLL Cut De Sac 0.9 5.0Robinson Road P L Highway 5 Cut De Sac 0.3 5.0Waterhall Road S L St. Silas Road Cul De Sac 0.4 3.5

Subtotal (1994/95): 37.9 4.1

FOURTH YEAR PROGRAM (1995/96)

Chalky MouLit A L Coggins Junction Coral Island Pottery 1.2 5.0Farell's Road A L East Coast Junction Lakes 0.7 5.0St. Simons A L Haggatts Yard (Bus) St. Simons 2.2 4.5Battley #2 E L Highway 1 Farm Road 0.8 4.5Four Hill E L Rock Hall Orange Hill Junction 3.4 4.0Indian Ground E L Four Hill Orange Hill Junction 1.8 4.5Millionaire Road E L Highway 1 (Ashton Hall) Cut De Sac 0.6 4.5Rock Dundo Via Gibbs E L Highway 1 St. James Border 1.3 5.5Faim Road G L Ellerton Junction Harmony Cottage 1.8 4.5Walker Road G L Toronto-Blemans Road Junction Crawford Road Junction 0.5 4.0Workmans G L Free Hill Highway X (Gun Hill) 1.7 5.0Conset Bay Road J L Highway H (College Bottom) Cul De Sac 1.4 4.5Yearwood Road M L Highway 1 Fairfield Road 0.4 4.5Mellows Hill 0 L Junction Off Parks Cattlewash Junction 3.6 5.0Surinam 0 L Horse Hill End of Penetrated Road 0.6 5.0Cottage Vale P L PS-2 End of Road 0.7 5.0Eastbourne P L Eastbourne #1 Cut De Sac 0.4 4.5Gaskin Via Bushy Park P L Highway M Cul De Sac 0.7 4.5Hampton P L Highway 5 Highway 6 Junction 1.2 4.5River Road P L Long Bay-Sealy Hill Cul De Sac 0.9 5.0CarLton 1st Ave. S L Highway 1 Link Road 0.3 5.0CarLton 2nd Ave. S L Highway 1 Link Road 0.3 5.0Cemetary Lane S L Highway 1 Molyneux (Junction) 0.7 6.0Crick Hill S L Highway 1 Jun with St. Albans Junction with Porters Road 1.3 5.0Norwoods Road S L Holders Hill Sandy Lane/Bennets Road Junction 1.7 4.0Rock Dundo Road S L Gibbes Rock Dundo 2.1 5.0Bagatelle Gardens T L Redmana Village Road Highway 2A 0.4 0.0Highland T L Post Office Lion Castle Plantation Entrance 0.6 4.4Walkers Spring T L Walkes Spring Jack in the Box 1.1 0.0Bannatyne-Small Ridge X L Highway U (Near Pole UKT 450) Cart Road Junction 0.4 4.0Charnocks Road #3 X L Charnocks Road #1 Cul De Sac (Signal Station) 0.4 4.5Boby Village #4 X L Highway R (Edey Village) Cut De Sac 0.3 4.5

Subtotal (1995/96): 35.4 4.5

TOTAL PROGRAM 145.7 4.8

Parish Code: CA] St. Andrews; CEl St. Peter; EGl St. George; tJ] St. John; CM3 St. Michael; CO] St. Joseph[Pl St. Philip; CS] St. James; CT] St. Thomas; EX] Christ Church.

Road Class: [Pl Primary road; ES] Secondary road; EL] Local road.

BARBADOSSECOND ROAD NAINTENANCE AND REHABILITATION PROJECT

MCU ROAD MAINTENANCE EOUIPHENT BY AGE AND CONDITION

TOTAL No. OF UNITS PER AGE GROUP lX OF TOTAL) No. OF UNITS BY CONDITION (X OF TOTAL) Ca)CAT. EOUIPHENT Nu4BER ............................................... ...............................................CODE CATEGORY OF UNITS 0-3 YEARS 3-7 YEARS 7-11 YEARS 11-15 YEARS )15 YEARS ACTIVE NEED REPAIR NEED REHAB. DISPOSAL

IN FLEET No. (X) No. lX) No. lX) No. (X) No. (X) No. (X) No. (X) No. (X) No. CX)

MAJOR EQUIPMENTTIO Trucks, dap or tipper 42 6 141 13 311 13 311 5 12X 5 121 23 55X 5 12X 15 36X 4 10XT2O Trucks, ftat bed 20 OX 16 aox - 01 1 5x 3 151 17 851 7 35S 2 101 1 5XT30 Trucks, special purpose Cb) 13 . OX 2 151 2 151 5 38X 4 31X 6 46X 3 23X 4 31X 3 23X114 End loader, skid steer type 18 5 28X 12 67X 1 6X OX OX 17 94X 4 221 1 61 - O145 Tractor loader, backhoe 7 3 43X 0- - OX 3 431 1 141 3 431 OX 3 43X 1 141(c) Tractors, varius types a OX 2 251 1 131 3 381 2 251 6 75X 1 13X 2 25 - ox112 Front end toader, alt sizes 12 1 8 I 8X 3 251 2 171 5 42X 7 sBx 3 251 2 171 3 251154 Roller, pedestrian 4 4 1001 0X - 0 - 01 - 01 4 1001 - 0O - 01 - 01ld) Roller. others (all types) 30 oX 1 3X 1 3X 6 201 22 731 9 301 3 101 1 3X 20 67X311 Air caW essor, w/hmmers 9 - oX - 0X 5 56X 4 44X OX 6 671 2 221 3 33X - O121 lotorgrader 2 - OX 1 501 - OX - OX 1 501 1 501 1 501 - OX 1 501

... ... ... ... ... ... ...--- -- ... .....Stbtotat aJor equipment: 165 19 121 48 291 26 16X 29 181 43 26X 99 601 29 181 33 201 33 20

NINOR EWIPIN£T62 Asphalt sprayer, maal 13 1 8S 5 38X 3 231 2 151 2 151 9 693 4 311 4 311 -521 Asphalt paver, self prop. 3 - oX 0X - oX 3 1001 0 1 331 OX OX 2 67 1tl6l Tamper - smell cmpactor 14 OX - 0X - 0X - 01 14 1001 7 501 7 501 0- 7 501141 Tractor w/fLaIr ower att. I - 0 - 0 1100 - 0 - 0X 1 1001 1 1001 - 0X OX?21 Bush cutter,. mmal 12 (e) 01 (e) 01 (e) 0X (0)01 Ce) 0X 12 1001 6 501 OX 0-211 Special paint mrker 3 - 01 2 671 - OX 1 331 0 2 671 2 67 - 0 1 331T01 Pick-up 22 2 91 3 141 3 141 10 451 4 185 15 681 7 321 7 32X OXC07 Car 2 1 50X OX OX OX 1 50X 1 50 - OX - OX 1 501181 Crane, self propetled 1 - 0X - X - 0X 1 1001 - 0X 11001 11001 - OX 0X412 Traiter - small putt type 1 0X 0- OX 1 100 - 0 0 OZ - 0 1 1001 - 0X411 Trallers lo boy type I - 0X - 0 0% 1 100X - 0X 0 0X 0X 0X 1 1001512 Mixer. asphalt 2 - 0X 2 1001 0X - OX 0 0 01 - 0X - 0X 2 100511 Mixer, concrete 6 2 331 - 0X - 01 0 4 67 2 33 2 331 - 01 4 671711 Vibrator concrete 5 Ce) 0X (e) 0X Ce) 0X (e) 0X (e) 0X 5 1001 5 1001 - 0X - OX821 Uelder 4 (e) 01 (e) 0X (e) 0X (e) 0O Ce) 01 4 1001 2 501 0X 01171 Thwaites &per 28 - 0X 01 01 18 641 10 361 10 361 6 211 8 2 10 361811 Plup-uater, all sizes 5 2 401 - 0l 01 3 60 - 0 2 40 - 01 - 01 3 60X831 Generator w/light plant 3 - oX 3 00 - 0X - 0X - oX 3 1001 OX 01 - 0X

... ... ... ... ... ... ... ... ... ...Subtotal mInor equipaent 126 8 8X 15 141 7 7X 40 38X 35 331 75 601 43 341 20 161 31 251

TOTALS 291 |27 101 63 231 3' 12X 69 261 78 29X1 174 601 n 25X 53 18X 64 22X

Notes:Ca) Four groups: 1) active, units currently in operation; ii) need repair, units in operation that will need major rqpair during the next four years;iii) need rehabilitation, units to be rehabilitated in same period; iv) disposal, deadlined units to be disposed (rehabilitation not justified). i- l"

tb) Includes: tankers, water truck, asphalt truck, grab truck, tree trimer, and tractor truck. 0(c) Includes: 3 tractor-bulldozers, 1 excavator, and 4 loader-crawlers. C1%(d) Includes: 2 rubber-tyre, 6 steel-2-wheel, 21 steel-3-wheel, and 1 towed type.Ce) Age data not available; subtotals by age group exclude these equipment units.

- 77 -

ANNEX 1Table 7

BARBADOS

SECOND ROAD MAINTENANCE AND RENABILITATZOH PROJECT

ROADS SELECTED FOR TIE ROUTINE-ANTN CE-BY-CONTRACT PILOT PROGRiAM

a^s,"Zw wZ"w"Zw---s-MZI- ................................................. c............. . . . . ................

ROAD PARISg SECT7ON LESGTH wIDTH SURFACE (b) TrFFICNAE (a) FRCM TO (km) (m) TYPE CCND (v/day)

.................. .......... !!............... 2,.....................- -.--.-.-.................... -.-..... -.-......----.-...........--

Primary RoadsHighway 5 M Pole VM 575 (Map Hill) Lover itrmey 0.9 6.0 AC 0 6,671Highway 5 a Lover Birney Boarded all Juncttou 3.2 6.0 AC G 7,834High ay 5 I Boarded Hall Junction Brigbton Junction 1.9 6.0 AC G 2.736Highway 5 0 Brighton Juncttio Campaign Castle 1.4 6.0 AC G 6.042Highway 5 S Campaign Cacotl Edgecumbe Junction 0.9 6 0 AC G 5.671Highway S 0 Edgocwube Junction Robinson* (Long Bay Junct.) 8.9 6.0 AC-RP r 4,079Highway B 0 Six Roads Junctton g vay N CRirtonso 2.2 5.0 RP V 3.130Highway 7 X Greame Hall Junction Rock Ball 10.7 6.0 AC G 5.400Htghv y N P Rock fall Sam Lord& Ccatlo 9.0 7.0 AC G 2,691Highway P X Hway 5 St. Patrick Junction 4.5 3.0 AC 0 1.455Highway Q X B way 6 Skemnee BHll-Yorkshire 2.9 3.0 RP F 1.909

Subtotal Primary Roadsc 46.5 6.0 40i4

Local RoadsMangrove Rd. P Four Roads (Hvway SB) Rock Hail (H'vay N) 3.6 S.0 AC-RP C-F N.A.Berlin Rd. (*) P HBway 6 St. Patrick 1.1 5.0 AC-Rp C-F N.A.Cave Land Rd. P Stroude Land (Riraons) End of road 0.6 4.5 RP P N.A.Diamond Valley P Hway N Junction Crane Junction 2.0 5.0 RP F N.A.Drakes Land P BRvay S Cul do sac 1.7 5.0 Rp P N.A.Foursquare Rd. P Four Roads Hvway 6 (Woodborne) 1.7 5.0 RP 0 N..Garret Rd. P PS-6 End of road 0.7 4.5 RP P N.A.Hamden Rd. P PS-I End of road 0.5 4.5 RP P N.A.Nampton Rd. P lIvay 3 H'vay 6 1.2 4.5 AC P N.A.Harlington (4) P Haway N Junction Cul de sac 1.1 3.0 AC 0-F N.A.Harmony Lodge P ETay N Foul Bsay 1.0 4.3 AC G N.A.Noddings (* P Hway N (Rirtona) HNdding Junction 3.1 5.0 RP F N.A.Highland P H vay 6 H'vay 6 0.6 5.0 AC G N.A.Jesnay Lane P R way 5 Cul. de sac 0.4 5.0 RP F N.A.Nursery Rd. P Hwvy SB Cul do sac 0.9 4.5 RP P N.A.

Subtotal Local Roades 20.2 4;9 N Ai

TOTAL ROUTINE-NAINTEHANCE-BY-CONTRACT PILOT PROGRAM 66 7

(a) Parish Codes l St. Michaell (GI St. George, CP3 St. PhiILp; and (XI Christ Church(b) Surface Type: AlJ Asphalt Concrete ni and tRU) Penstration roads

Surface Condition: CG Good; (P1 fair; and [P3 PoorvI Includes roads 1 an #2

Table 8

BARBADOS

SECOND ROAD tLUNTENANCE AM REABILIT ATION PROJECT

3OUTZHE. NAhTEACE-BY CONTRACT PILT PROGM 1992/93.1993/94

Program prepared fore Road links under BM1C Pilot Program Road Network Lengtht 66.7 km

. ... .............. ..... f.. .... . -- - -- ................... . ...

MNANTENCE ACVITIES (a) | ROAD FEATURE INVEITORY | PROGRAM COST CTWO.YEAR PROGRAM).. _. __._ ................... z _ _ _

ACTIVITY ACCOMLISaGRRT ZND)' INVENTORT VIORE UNIT COST TOTAL COSTCODE VANE UNIT Or UNITS UN7T QUNATITT (90s) (BD$)

1010 Pot Bole Patching tous of AC six placed 123 lae I= of paved rds. 956 344.5 329.3711020 Re radin Un aved Shoulders km of *houlder regraded 8 Cm of unpaved should. 58 1,093.2 63.4071040 Jolnt & Crack Sealing lure of emulsion placed 123 lana Cm of psved rdt. 8,174 2.8 23.01S1110 Drain Cleaoing Manal kn of drain cleaned 71 Cm of pav/unp. ditee 44 7,777.9 342.22S1120 Drain Cleaning Mechanical km of drain cleaned 66 km of unpaved diteb s 132 384.0 77,08S1130 Culvert Cleant No. of culvert cleaned 59 No. of culverts 90 493.6 44.428

.140 W.ll Cleaning a3 of wells cleaned 49 No. of wells 22 255.1 5.6121210 Traffic SigonMaintenance No. of signs repaired 359 Ho. of signs 32 204.1 10,61U1220 Traffic Sign Instalations Ho. of signs installed 359 go. of signs 52 250.3 '13.0231230 Guard Rail Rapair* ltn. a of fences rqplacod 2 C, of urdr./fances 282 76.7 1 51230 Special Pavement Markinge No. of ep. rks panted 123 lane lC of d ved rds. 46 240.4 11.J571310 Weeding Manual 1m of roaddided weeded 124 km of road* de 66 929.2 79,9111320 Weeding Mechanb cal km of roadasded weeded 124 km of roadside 336 94.0 31,971330 Tree Trimaing 6 Removing No. of trees trimmd global estimate 01410 Bridge Maintenance go. of bridges repaired . mber 0 1341420 Culvert Ma tenance No of culvorts repaired 39 ber 18 309.6 640,161430 Repair of Concrete Slipper lin. v of kerba replaced 31 ailpl bm 410 45.1 tO .0I1310 Emergency Activities man days used a lobal estimate 440 113.3 49.8341610 Prcacs ting^ aS of concrete used - global eatimate 100 200.7 20.068

__ _ ,~~... ,,.. ,,.... ,.. _____._.................._._._...... ___...... ___... -----

TOTAL ROUTINE-MAXNTEWCE.BY.CONTRACT PILOT PROGRAM (Two-year Program) 1,287,075

. a...........*fl . a.. .. aa. . SaS.. . S**~~~~~~~..........(a) The list of activities and work quantities wil be revLewed during preparation oC bid package Sone of these activities

be divided into different itms to facilitate their tndering, measurement and paymnt.

_78 -

ANNEPX 2Page 1 of 8

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

Terms of Referencefor a Study of the Rationalization

of the Public Tranasort Svstem ir B&rbadoe

obilctis e

1. The Study's objectives are to:

(a) identify the most appropriate mix of publicly and privately ownedbus transport to meet public passenger transport demand forBarbados; and

(b) determine the optimal organizational, operational and regulatorystructure that will meet the requirements of this system at theleast overall cost to the consumer and Government.

Background

2. Passenger transport in Barbados is shared by the publicly-owned buscompany, the Transport Board, with a fleet of about 180 buses, and privateoperators of minibuses (carrying 31 passenger) and maxi-taxis (carrying 10passengers) in addition to regular taxis. There are 195 minibuses, 174 maxi-taxis and 1200 regular taxis in operation. The Ministry of Public Works,Communications and Transportation (MCW) assigns routes to minibuses, generallyalong corridors leading in and out of Bridgetown.

3. The Transport Board carries about 26 million passengers a year andemploys about 1,500 people, of which about 1,000 are either drivers orconductors. It operates according to a published route and time schedule andservices all areas in Barbados. Passenger fare, determined by the Government,is currently BDS $1.50 throughout the country with discounts for students andsenior citizens.

4. The Transport Board has suffered operating losses since 1976 and hasrelied on Government support to conduct its operations. The main _easons for theloses were operating inefficiencies (a ratio of about 7 employees per bus),deficient maintenance of the bus fleet, and increasing competition from minibusesalong the most lucrative passenger routes. The Government subsidy peaked in1987/88 at a level of BDS $22 million; in recent years it has been between BDS$10 and $15 million. In addition, the Government hAs customarily financed theTransport Board's capital expenditures, mainly for bus purchases (e.g., BDS $6.7million in 1990/91 and BDS $2.3 million in 1991/92).

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ANNEX 2Page 2 of 8

Scooe of Work

5. The Study is to be divided into four components:

(a) Review of Existina Situation. This component will analyze theexisting public transport system.

(b) Definiticn and Analysis of Future ODtions. This component willdefine and compare the options for providing public transport on theisland, with a view to (i.) determining the most appropriate publictransport system both economically and socially; and (ii) reducingor eliminating Government subsidies to public bus transport.

(c) Policy and Institutional Framework. This component will define thepolicy, planning, organizational and regulatory requirements for theadequate management of the preferred public bus transport option.It will include (i) the definition of the role of a Public TransportAuthority/Commission which would have overall responsibility for theregulation of public transport; and (ii) the definition of thefuture roles of the Transport Board (if still in existence) andprivately-owned public transit systems.

(d) Imolementation Reauirements. This component will formulatere,.ommendations with regard to the implementation of the new publictransport sys:em, if appropriate, and define the need, if any, forfurther technical assistance.

Review of Existinc Situation

6. This component will cover, but not necessarily be limited to, thefollowing activities, investigations and outputs:

(a) Review of previous studies on bus transport in Barbados (seeAppendix A) and definition of the existing bus network and services.

(b) Using existing data sources, collecting the relevant existing ardprojected socio-economic and demographic data on population and itsdistribution, education demand (transport of school children),industrial, tourism and other development, income distribution,vehicle ownership, road users, costs, public transport patronage byroute and by service usage, et cetera. (Some data are availablefrom the last census and regular quarterly sample household surveysc&rried out by tovernment).

(c) Identify data gaps and fill them using limited surveys (in particu-lar, it is envisaged that some roadside counts may be required todetermine the relative importance of the publicly and orivatelyowned bus systems).

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ANNEX 2Page 3 of 8

(d) Using existing data sources, and only limited new data collection,study existing bus, mini-bus, route-taxi and normal taxi operationsusing cost data obtained from interviews with transport owners andanalysis of available financial data. The investigations shallseparate general passengers from subsidized passengers such asschool children, old age pensioners and police, and distinguish bytrip type, length, et cetera. The Consultants will prepare sJionleoperating cost models for the different types of service.

(e) Review the present institutional framework for public transport inBarbados and identify possible impediments to the implementation ofany proposed changes to this framework. This shall include ananalysis of functions, responsibilities and level of authority ofthe different entities participating in the provision of publictransport a,. they actually exist.

(f) Review and evaluate the existing legislation as it relates to PublicTransport ii. Barbados including that which relates to publictransport management, including environmental considerations, andthe institutional and enforcement provisions.

(g) Examine and assess the impact of the legislation on public transportmanagement policies.

Definition and Analvsis of Future options

7. This component will define and analyze the options for theorganization of public transport in Barbados.

(a) Define future optiono for study, including -

(1) Maintaining the present relative role of the TransportBoard and private operators and deveioping an actionplan involving reorganization of the Transport Board,staff reductions, improvements of the route and frequen-cy schedule, modification to maintenance facilities -sub option (a) with subsidies; sub option (b) withoutsubsidies.

(ii) The Transport Board becoming an independent, governmentcorporation operating a fleet of, say 50 to 100 busesproviding an agreed range of services - sub option (a)with subsidies; sub option (b) without subsidies.

(iii) The complete privatization of the public transportsystem through the sale of Transport Board assets to thepublic - sub option (a) with subsidies; sub option (b)without subsidies.

- 81 -

ANNEX 2Page 4 of 8

($v) The privatization of the public transport system withthe Transport Board becoming an employee-owned operation- sub option (a) with subsidies; sub option (b) withoutsubsidies.

(When developing the options, the consultants should consider how subsidies, ifany, can be effectively targeted, if franchLe tendering could be useful and howsocially desirable but uneconomic routes should be served).

(b) Analysis and comparison of options including the following informa-tion:

(i) Brief description of the option.

(ii) Organization and regulatory framework for the option.

(iLi) Estimates of ridership by mode.

(iv) Impact of alternative fares structures.'

(v) Aggregate costs, economic costs and cost recovery foreach type of bus service.

(vi) Level of subeidy required.

(vii) Provide a comparative evaluation of policy options,including related environmental ones and prepare anevaluation matrix showing the advantages and disadvaa-tages of each solution.

(c) Make recommendation to Government on the most appropriate option.

Policy and Institutional Framework

8. This component will define in detail the action required to implementthe chosen option.

(a) Refine the policy changes required to implement the selected option.These actions should include the areas of administration, regula-tion and financing.

(b) Define the appropriate inetitutional framework for the implementa-tlon of the selected option including a plan for the changesrequired within existing institutions and the creation of any newentitles such as a new transport authority.

The fare structure utilized shall be so varied as to cover (a) flatfares, (b) stage fares, (c) zonal fares, and (d) special fares.

- 82 -

ANNEX 2Page 5 of 8

(C) Outline the functions of the transport authority and design theorganizational structure that will enable this entity to developlong-term planning and effective public transport managementstrategies.

(d) Recommend amendments that will update and/or consolidate theexisting legislation as it relates to Public Transport.

(e) Prepare drafting instructions for the implementation of the chosenoption.

(f) Review the present regulations concerned with the presentation ofoperating and financial information to the Government or transportauthority and make appropriate recommendations for revisions.

(g) Develop the framework for a transport planning data base system,including the relevant environmental data, and establish a systemfor managing it in the future using the data collected for thisstudy as the initial inputs.

(h) Identify and prepare the transport planning processes to be used forthe management and monitoring of the accepted transport option.This shall include an identification of transport analysis require-ments, the organization of the transport planning process, and anidentification of the appropriate software.

(i) Examine the existing regulations and procedures governing the useand mainte.iance of vehicles in the public transport system and makeappropriate recommendations for change.

(j) Examine the existing regulations governing the operation of busdepots, terminals, and bus stops.

Implementation Reauirements

9. Under this component the Consultant will provide a detailed programmefor the implementation of the chosen option:

The Consultants will be required to:

(a) produce a detailed implementation plan for the various restructuringmeasures connected with the implementation of the accepted publicbus transport system;

(b) identify costs and potential sources of financing;

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ANNEX 2Page 6 of 8

(C) specifically propose programmes to achieve economical performanceand cost effective use of vehicles which are used for the purposesof public transport. This shall include the formulation of acomprehensive human resource development programme for all categories of persons within the public transport system.

(d) make recommendations as regards the need for short-term technicalassistance to help the Government in introducing and implementingthe new structure for public transport, including in particular theestablishment of an on-going transport planning systems, thecreation of a Transport Authority, and the reorganization of theTransport Board operations; and

(e) provide Terms of Reference, task descriptions and expertise profilesfor the technical assistance requirements defined under theforegoing paragraph.

Timeframe and ReDortina

10. The Study is required to be completed within thirty six (36) weeksfrom commencement and will be executed in two (2) stages.

Staae I

11. This stage will cover the activities described under paragraph 3.2.Review of the Existino Situation, and 3.3. Definition and Analysis of Options andshould be completed within the following time frame:

CumulativeWeeks

Contract signature 0 weeks -

Start of work 4 4

Submission of Inception Report 2 6

Submission of Stage 1 Report andrecommendations in draft 14 20

Government/EDF comments andinstructions to proceed to Stage2 on the basis of identifiedaccepted system option 4 24

- 84 -

ANNEX 2Page 7 of 8

Staae II

12. This stage will cover the activities described under paragraph 3.4Policy and Institutional Framework and 3.5 Imolementation Reauirements and shouldbe completed within the following time frame:

CumulativeWeeks

Instructions by Government to proceedwith Stage 2 0 weeks 24

Submission draft Stage 2 Report 6 " 26

Government/EDF comments 4 " 30

Submission of Final Report Stage 1 and 2 2 " 36

13. The Reports are to be submitted.

Inception Report 12 copiesDraft Report:

to the Government 12 copiesto EDF 3 copies

Final Reportto the Government 20 copiesto the EDF 5 copies

The Executina Aaencv

14. The Ministry of Public Works, Communications and Transportation isthe agency of the Government of Barbados with executive responsibility for thesubject of public transport. The Ministry of Public Works, Communications andTransportation shall therefore have executive responsibility on behalf of theGovernment of Barbados for the conduct of the Study.

15. The Permanent Secretary is the principal administrative officer ofthe Ministry of Public Works, Communications and Transportation. The study teamshall therefore work in close liaison with the Permanent Secretary, Ministry ofPublic Works, Communications and Transportation and all reports shall besubmitted to that official.

-85 -

* ~~~~~~~~~~~~~~~~ANNEX aPage 8 of a

Reartg Relevantntto Transpr_t Board

1. The Transport Board Barbados - A SurveyUnited Transport Overseas - February 1973

2. Report on Monthly Management Accounts of the Transport BoardF.J. Fennell - December 1974

3. Report on the Transport BoardDr. C.N. Blackman and others - June 1980

4. Barbados Surface Transportation StudyWilbur Smith and Associates - October 1980

S. Report on the Transport BoardWilliam E. Griswold, Headway Associates - February 1984

6. Further Observation on the Operation of the Barbados Transport BoardWilliam S. Griswold, Headway Associates - April 1984

7. Evaluation Report of Transport Board Operation DepartmentJanuary 1987

8. Report on Transport Board(Prepared for Cabinet) - January 1987

9. Public Transport in Barbadoss Some Measures for Improvement, Thesis forDiploma in Transport and DevelopmentDesmond Sabir - 1987

10. Barbados Bus SurveyO.C. Verlo - October 1987

11. Special Report on Fleet Replacement Programme (1988 - 1993)February 1988

12. Review of Taxi Operations - BDB 1988

- 86 -

ANNEX 3Page 1 of 7

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

Outline of Terms of Reference for Technical Assistance for MCWin Road Maintenance and Zauliment Manaoement

Background

1. Barbados has a well-developed road network consisting of about 1,550 km.With the expansion of the road network substantially completed, providingadequate maintenance is being assigned the highest priority. Efforts undertakento improve maintenance management under the IBRD-financed (first) RoadMaintenance and Rehabilitation Project included creation in 1984 of theMaintenance Management Section (MMS) within MCW's Operations Division andtechnical assistance provided by consultants in equipment and road maintenancemanagement. The technical assistance in equipment management started early in1988 and totalled four man-months. To date, an Equipment Management System (EMS)has been designed and adopted by the Workshop, and an inventory of all but smallequipment has been completed. In addition, to strengthen workshop management,MCW has recently appointed a Senior Mechanical Engineer and currently is in theprocesn of reassigning some functions among its staff, according to anorganizational chart discussed with the consultants. With the EMS having beendesigned, further assistance is needed to ensure its full implementation,particularly the cost accounting and equipment management policies that dependon feedback from the steady application of the system.

2. The technical assistance in road maintenance, amounting to six man-months,started in September, 1989, with financing under the IBRD (first) RoadMaintenance and Rehabilitation Project. Its overall objective was establishinga Highway Maintenance Management System (HMMS). During this period, MCW set upthe MKS to support the development of the HMMS, appointed additional staff, andpurchased computers and a roughness meter, and designated in 1991 a TechnicalCommittee (TC), which conisists of key personnel from MCW's operations andWorkshop division, to period i.cally review the manuals, performance standards andreporting systems of the HMMS and facilitate its implementation. On thetechnical side, the first roadway feature inventory of the whole network wascompleted in 1991 and several components of the HMMS were defined, includingmaintenar.ce performance standards and a field operations manual. In addition,development of computer programs to facilitate maintenance planning started in1991 with IBRD assistance. However, the HMMS has not yet been installed in thefield and its procedures not tested. Hence, additional technical assistance isneeded to ensure its full implementation, introduce improved maintenancepractices through its application, and provide the necessary training ofsupervisors and maintenance crews to support it.

- 87 -

ANNEX 3Page 2 of 7

Obiectives

2. The technical assistance aims at strengthening MCW's capacity to plan andcarry out more efficient road maintenance operations through supporting fullimplementation of the HMMS and EMS in MCW's headquarters and maintenancedistricts. Specifics objectives are to:

(a) improve the quality of road maintenance by upgrading work methods,providing levels of service consistent with road functional classes,and deliverJng opportune and responsive maintenance services;

(b) increase productivity of maintenance operations by imprcving workscheduling practices, establishing uniform performance standards andmonitor performance of maintenance crews;

(c) assist in preparation of a priority-based maintenance performanceplan and allocation of resources, supported by dependableinformation feedback from the field;

(d) improve utilization of MCW's maintenance equipment through adequatemanagement of MCW's Workshop operations and enhanced coordinationbetween workshop and field forces;

(e) monitor maintenance operational costs and other maintenance relatedexpenditures, providing the necessary interface with thegovernment's budgetary system; and

(f) assess cost-effectiveness and relative quality of the Routine-Maintenance-by-Contract Pilot Program and the Periodic MaintenanceProgram performed by private contractors against force account work.

Scope of the Assistance

3. The technical assistance will focus on field implementation. All of theaspects of the HMMS and EMS will be tested and upgraded according to theexperience gained during their implementation. The consultants will assist MCW'sOperations and Workshop divisions in strengthening road maintenance managementand in achieving an adequate level of efficiency, as expressed by MCW's actionplan for road maintenance improvement, included under the (IBRD-financed) SecondRoad Maintenance and Rehabilitation Project. In particular, the consultantshired under this technical assistance will perform the following main tasks:

(a) reviewing current maintenance procedures, policies andorganizational capabilities within MCW and the districts;

(b) assisting MCW in the implementation of all aspects of HMM4S in apilot district;

(c) upgrading work methods;(d) reviewing performance standards;(e) setting up an accounting system capable of monitoring MCW's

expenditures according to specific tasks, reporting actual equipmentcost performance, and providing the necessary interface between theexisting budgetary system and both HMMS and EMS;

(f) implementing the recommendations of the Road Network RationalizationStudy (RNRS), defining maintenance activities, levels-of-service and

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ANNIX 3Page 3 of 7

quantity standards as needed for preparation and implementation ofmaintenance plans according to the maintenance strategiesrecommended by the study;

(g) expanding the HMHS to all maintenance districts;(h) assisting MCW in developing the Routine-Maintenance-by-Contract

(RMBC) Pilot Program;(i) assessing the efficiency of road maintenance operations carried out

by both force account and contract;(j) assisting the workshop management in the implementation of all

aspects of EMS and the establishment of policies geared at reducingfleet operation costs and improving equipment availability andmethods of equipment assignment to the districts; and

(k) training MCW's maintenance personnel.

4. Reviewina current maintenance procedures. policies and organizationalcapabilities within MCW and the districts. The consultants will review thecurrent maintenance policies used by MCW and organization set-up, particularlyin the districts, in order to assess their efficiency and scope in relation tothe implementation of the HMMS island-wide. The consultants will point outdeficiencies ii both technical and organizational matters that could hinderimplementation of the HMMS, as well as mechanisms to overcame such deficienciesand sequence in which these mechanisms should be implemented according to theirrelevance for the implementation of the HMNS. After agreement with the TechnicalCommittee, these findings will he turned into an action plan, which in additionto guiding the consultant efforts, will also facilitate assignment of MCW'scounterpart staff.

S. Assistina MCW in the implementation of all asoects of the HMMS in a pilotdistrict. The viability of all aspects of HMMS, especially field work schedulingand reporting procedures, will be tested first on a pilot district to generatebasic field data and allow for fine tuning at an early stage. In this phase, thetechnical assistance will give special attention to the adequate use of thereporting procedures by field crews to ensure they supply timely, useful andaccurate information as required while ascertaining that the design of theinformation sheets provides for easy use in the field. In addition, this closemonitoring of field practices will enable the consultants to validate thedefinition of maintenance activities, maintenance performance standards, quantitystandards and unit costs used by MKS to prepare maintenance performance plans.The consultants will ensure that these elements of the HMMS, as implemented, arecapable of providing a common baeis for measuring program compliance, unit costs,resource usage, productivity and other management and technical indicators.Finally, the implementation of the pilot program will enable the consultant toidentify areas in which additional training is required.

5. Upgradina work methods. The consultants will assess work methods currentlyused by maintenance forces, analyzing such aspects as technology applied, use ofequipment, composition and skills of crews, and quality control practices.Consequently, they will introduce improved work practices tailored to localconditions, and create checklists and other simple guidelines to help supervisionand quality control of work in the field.

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ANNX 3Page 4 of 7

6. settina up a cost accountina svstem. The consultants will set up acomputerized cost accounting system to support the cost estimation and analysissystems recommended under the HMMS and EMS for road maintenance, equipment andspare parts management purposes. This system will enable MCW tot l) monitor itspayments and expenditures on road maintenance according to work progreso; ii)determine actual direct and overhead costs of maintenance activities carried outby force account, and of supervisory coats of activities performed by contract;iii) develop and charge equipment rental rates and report actual equipment costperformance against the planned budgets; and iv) provide the necessary interfacebetween the existing budgetary system and the maintenance and equipmentmanagement systems to enable the reconciliation of costs and resource usage.

7. Izmplementina the recommendations of the Road Network ationaliztsin StudvLRNRS). The results of the Road Network Rationalization Study will have asignificant impact on both MCW'e maintenance policies and the Four-YearMaintenance Plan, as it will examine which roads need to be left without anymaintenance, which ones need to be maintained to less than paved standard, andwhat activities, and in what frequency, are justified for each road in theremaining network. The consultants will assist MCW in implementing therecommendations of the study, developing guidelines to interpret and carry outthe policy recommendations through the maintenance management process andincorporating in HMMS all adjustments needed in this respect, such as definingappropriate levels-of-service and quantity standards for each maintenanceactivity and road category, and new malntenance activities. The consultants willalso assist MCW in formulating updated maintenance programs and reorganizingMCW's maintenance forces.

8. Exoandina the HMMS to all maintenance districts. As soon as the viabilityof the HMMS in the pilot district is demonstrated, the implementation of thesystem will be expanded to all the remaining districts. The consultants willstrengthen the district's ability to develop and monitor weekly or bi-weeklyprograms tailored to reflect work priorities, the availability of maintenanceresources (personnel, equipment and materials) and special conditions (urgent oremergency situations). During this phase, the consultants will assist the TC inmonitoring progress in the installation of HNNS at both the central and districtlevel and adherence to its procedures and standards. Fo.r this purpose, theconsultants will prepare management evaluation reports, such as monthlymaintenance activities reports, district monthly work progress and cost summaryreports to be discuseed with all district technicians during the TC's meetings.In addition, the consultants will guide XCW in the preparation of annualmaintenance reports, evaluating results accomplished by MCW in terms ofcompliance with the annual work plan and budget, adherence to maintenanceperformance standards and other indicator of efficiency, and evolutlon of thenetwork condition during the period.

9. An6is 'w0 MCW in develo_ ina the Routine-Maintenance-by-Contract (RMECEpilot Program. The consultants will assist NCW in the supervision and evaluationof the RMBC Pilot Program. The main objective of this pilot program is to obtainexperience on costs, quality of work, supervision needs, and benefits anddisadvantages of contract maintenance as compared with force account maintenance.

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ANNEX 3Page 5 of 7

In this respect, the consultants will: i) advise MCW's program coordinator onbest procedures to perform supervisory tasks while ensuring that performance andcost data are being adequately collected; ii) establish procedures to colle !tperformance and cost data needed to evaluate the results of the program; iii)recommend improved procedures with respect to planning, budgeting, tendering,supervising, and administering maintenance by contract; and iv) introduce thenecessary adjustments to contract documents and procedures, standards andspecifications to be used in the subsequent phase of the program.

10. Assessina the efficiency of road maintenance operations carried out by bothforce account and contract. The technical assistance will assess the comparativecosts, benefits, and quality of maintenance work --routine and periodic-- carriedout by contract and force account. The comparison of contract maintenance withforce account maintenance will be based on performance and cost data (includingdirect, overhead and supervision costs) obtained from the RMBC pilot program, theevaluation of force account operations through the HMMS and EMS, and theexecution of periodic maintenance contracts (overlay program). This analysiswill look at differences in aspects such as: quality of meterials andworkmanship; selection of appropriate equipment, including use of specializedequipment; compliance with work specifications and safety standards; success inhandling road traffic through work zones; level of supervision required;flexibility and time required to respond to emergencies and other unscheduledwork; and response to increased or peak workloads. The consultants will alsoidentify those activities which showed greater cost-efficiency when carried outby force account, and vice versa, in order to facilitate future decisions oncontracting. Based on these findings, the consultants will make recommendationsregarding: i) possibilities for increasing productivity of force accountoperations in view of the results of the RMBC pilot program; and ii) planning,financing, supervision, and administrative requirements for effective preparationand execution of maintenance work by contract (including selection of work itemeto be contracted and measurement units; type, scope and duration of contracts;procurement procedures for contracting, payment provisions and procedures, andbidding documents; frequency of inspection, the form of reporting, andrecommended practices for supervision of contracted maintenance).

11. Assistina Workshop's manacement in the implementation of all aspects ofEMS. The consultants will assist MCW's Workshop in analyzing the data on theavailability and use of MCW's equipment fleet according to the EMS, andi.msplementing the programs and policies on equipment management derived from theseanalyses. This task will require: i) development of productivity performancestandards for most frequent tasks carried out in the Workshop; ii) preparationof specifications and technical documents for procurement of new equipment(including requirements for critical spare parts items and on-site training forservicing, minor repair and adjustment procedures); iii) guidance during theexecution of the equipment rehabilitation program; iv) preparation of a programfor disposal of obsolete and costly-to-operate equipment; and iv) developing anengine oil analysis program to enhance EMS' equipment preventive maintenanceprogram, to be contracted out; vi) establishing a computerized spare partsinventory capable of maintaining a file of all parts stocked in the workshoptogether with balances on hand, in order to analyze parts usage, generate stock

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ANNEX 3Page 6 of 7

management information and process accounting transactions for parts issued,receipts, and adjustments.

12. Trainina MCW's maintenance personnel. To achieve the objectives of thistechnical assistance, training for improved productivity is essential. Theconsultants will provide on-the-job training to the counterpart personnelassigned by MCW, making them effectively participate in all technical assistanceactivities to ensure full knowledge of procedures and systems developed by theconsultants. Based on the findings of the pilot district, the consultants willprepare and assist MCW in delivering a comprehensive training program to supporta complete implementation of the HMMS and EMS. This program will be convenientlytargeted at technicians, supervisors and other workers, and its content will varyaccording to the specific needs of these groups. The consultants will also setup a system for the evaluation and control of the training programs, and providetechnical training to instructors selected among MCWIs staff, in order to ensurethe continuity of the maintenance training program once the consultant's servicesare completed.

Staffina

13 The technical assistance will be carried out over a period of 24 months bythe following specialists:

i) a road maintenance engineer with background in maintenancemanagement systems, maintenance operations by force account, routineand periodic maintenance by contract, computer systems, and trainingpersonnel, who will be the program leader (18 months);

ii) an equipment and workshop specialist, with experience in equipmentmanagement systems (9 months);

iii) a specialist in maintenance cost accounting, with experience incomputerized systems (9 months);

Executing Agencv and Counterpart Staff

14. MCW Technical Department, through its Operations and Workshop Divisions,will be the executing agency. Currently, Operatiors is in charge of managingroad maintenance operations through seven districts, which are responsible forfield operations. The Maintenance Management Sec_ion (MMS), within theOperations Division, is in charge of maintenance planning and evaluation. Theutilization and control of all maintenance equipment come under theresponsibility of the Workshop division. To strengthen its capacity toeffectively coordinate maintenance activities, MCW has appointed a TechnicalCommittee, which meets twice a month. MCW will designate among its permanentstaff at the central office and the districts the counterpart personnel to beassigned to the consutltants.

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ANNEX 3Page 7 of 7

Schedule and Reoorts

15. The technical assistance will start early in 1993. A tentative scheduleof tasks is outlined below:

Months 1 2Tasks 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4

(a)(b) ********.****(c)(d)(e) ***************** *****oo(f)(g) ****** ************

(h)(i)Ci) *.*******.**********(k) ****t*****************.**************'***********************

16. Both HNMS and EMS should be made operational in all districts by December31, 1993. The consultants will submit the following reports:

SCODe Dateinitial Analysis and plan of action By end of month 1Implementation of HMMS in Pilot district At completion of task (b)Implementation of recomuendations of RNRS At completion of task (f)Evaluation of RMBC Pilot Program At completion of task (i)Work progress reports QuarterlyDraft final report By end of month 23Final Report 30 days after receipt of

MVW's comments

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AMNX -4Fage 1 of 3

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

outline of Terms of Reference for Technical Assistanceto strengthen MCW's Maintenance Manaaement Section

Backaround

1. In, 1984 MCW created, within its Operations Division, the MaintenanceManagement Section (MMS)I to monitor the quality and efficiency of maintenanceactivities performed by MCW's forces. Further, in November, 1987, MCW enteredinto an agreement with the U.S. Federal Highway Administration (FHWA) to providetechnical assistance in several areas. The technical assistance in roadmaintenance --totalling eight man-months-- was launched in September, 1989, withthe overall objective of establishing a Highway Maintenance Management System(HMMS). During this period, MMS was set up to support the development of theHMMS: additional staff was appointed and computers were purchased in mid-1990.The first roadway feature inventory of the island's 1570 km of highways wascompleted by January, 1991 and several components of the HMMS were defined,incluling maintenance performance standards and a field operations manual. Inaddition, MCW appointed a Technical Committee (TC) --consisting of key personnelfrom MCW's Operations and Workshop divisions-- to periodically review themanuals, standards and reporting systems of the HMMS and facilitate itsimplementation. Also, in 1991 MMS began operating a Mays Ride Meter to measurepavement roughness and developing computer programs to facilitate maintenanceplanning. However, such progress has been adversely affected by the recentlayoffs of some of MMS staff under the retrenchment program and the retirementof its Head. Although MMS has been partially restaffed by reassignment ofpersonnel from other units within the Operations Divisions, there is an urgentneed to strengthen the MMS, train its new staff, and assist the TechnicalCommittee to enable full development and implementation of the HMMS.

Obiectives

2. The overall objective of the technical assistance is to improve maintenanceplanning and monitoring by strengthening MMS' capacity to: i) prepare needs-basedannual maintenance plans and work calendars! Li) update the roadway featureinventory and other information systems on a periodic basis; iii) assist thedistricts in scheduling and reporting work programs; iv) report monthly on workaccomplishments, work cost and productivity, and evaluate the results achievedduring the implementation of the work programs; and v) update from time to timeperformance standards, cost estimates, and quality and quantity standards,according to recommendations of the TC.

l/Initially this section was named Method and Analysis, and staffed with a SeniorTechnician and a supervisor.

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ANNEX 4Page 2 of 3

Scope of the Assistance

3. The consultant hired under this technical assistance will perform thefollowing main taskss

(a) assisting the Head of MMS in the implementation of HMMS and trainingMMS staff;

(b) reviewing road inventory sections and preparing districts maps,appropriate for use in maintenance operations;

(c) upgrading the roadway feature inventory and data collectionprocedures;

(d) developing computer programs to support the application of HMHS inmaintenance planning and evaluation;

(e) assisting tha Tecnnical Committee in reviewing HMMS's components;(f) updating MCW's Four-Year Maintenance Plan;(g) preparing the Periodic Maintenance Program to be carried out by

MCW's Operations Division and the Routine-Maintenance-By-Contract(RMBC) Pilot Program;

4. Assisting the Head of MMS in the imoiementation of HMMS and trainina MMSstaff. The consultant will help the new Head of MMS --to be designated-- ingetting acquainted with all aspects of the development of HMMS and inreorganizing MMS's teams. In order to develop the specialized skills required,MMS' staff will be grouped into two units: i) Roadway Feature Inventory Unit,which will be in charge of updating road inventories and condition surveys --including measurement of pavement roughness with the Mays Ride Meter (MRM)--; andii) Planning, Evaluation and Control Unit, which will be responsible forpreparation of maintenance plans and evaluation of work. The consultant willprepare job descriptions and skill requirements for each position within thisunits ard will train the designated staff accordingly. While overseeing thetasks performed by MMS staff, the consultant will provide on-the-job training inall aspects related to the implementation of the HMMS. Special attention willbe devoted to training of staff assigned to the operation of MRM; thiscomprehensive training program will cover theory and practice regarding: i)calibration with test sections; ii) ) equipment operation and use of software fordata collection; iii) use of control sections; and iv) data analysis andapplications. The consultant will also provide technical assistance to the TCthrough field testing of all aspects of the HMMS, helping the committee inreviewing the HMMS' components and the procedures to be followed under thesystem. In this regard, he will prepare short guidelines and follow-up reportsto be distributed to technicians and discussed at TC's meetings.

5. Reviewing road inventory sections and preDarino districts ma2s. Theconsultant will review the current road sections defined in the inventory toensure that they are homogeneous in terms of traffic, pavement type,organizational limits (districts and parishes) and easily identified in thefield. Then, he will prepare appropriate maps of all roads within a districtwith all road sections clearly identified, in order to enable their utilizationby maintenance crews for work scheduling and reporting purposes. A code will beassigned to each road segment to facilitate its identification in the system.

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ANNEX 4Page 3 of 3

6. Upgrading the roadway feature inventory and data collection Rrocedures.The technical assistance will review the scope and consistency of the informationavailable through the Roadway Feature Inventory as well as the efficiency andreliability of the data collection procedures. Based on this, he will: i)establish procedures to incorporate roughness and traffic data into theinventory, and perform more objective pavement condition surveys; ii) assist MMSin the implementation of the Bridges, Culverts and Wells Inventory; iii) organizeand oversee updating of the road inventory; and iv) assist the Traffic Unit inimplementing the Road Signs Inventory and a computerized Road Traffic Inventory,compatible with the MMS' information systems.

7. Developina computer Programs to sunoort the aoilication of HMMS inmaintenance vlannino and evaluation. The consultant will continue thedevelopment of computer programs to enhance the capabilities of the MaintenancePlanning and Budgeting software. These new programs will support preparation ofannual work calendars, evaluation and control of maintenance works, andpreparation of management reports. In addition, the consultant will assist theSenior Mechanical Engineer in developing computerized information systemscompatible with those used by the MMS.

8. Updatina MCW's Four-Year Maintenance Plan. The consultant will guide MMSstaff through a complete application of all HMMS components as well as thecomputer software developed to support some of its phases. Particularly,updating MCW's performance maintenance plans for the years 1993/94-1995/96 willbecome necessary once the road inventory is updated and results from the 1992/92maintenance plan are known. In addition, the consultant will assist theOperations Division in the preparation of the documents needed to implement theRMBC Pilot Program.

9. PreDaring the Periodic Maintenance Program to be carried out by MCW'sOtperations Division and the Routine-Maintenance-By-Contract (RMBCl Pilot Program.This task will require the selection of road sections to be included in MCW'sResealing and Overlay Programs as well as the RMBC pilot program, preparation ofwork programs, and, in the case of the RMBC pilot program, preparation ofappropriate tendering documents.

Staff ina

10. The technical ae-istance will be provided by a specialist in roadmaintenance management and computerized systems. It is envisaged that 18 man-months will be needed to complete the tasks described above.

Schedule and Revorts

11. The technical assistance will start early in 1992. The consultant willsubmit quarterly reports.

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ANNEX 5Page 1 of 3

BARBADOS

SECOND ROAD MAINTENANCE AND REHABILITATION PROJECT

Road Network Rationalization StudyTerms of Reference

Background

1. Barbados has a total area of only 430 square kilometers but enjoys arelatively extensive paved road network of 1,550 km (381 km primary; 215 kmsecondary; and 954 km of local and development roads). The paved road density,at 3.6 per square kilometers, is high in comparison with other islands of asimilar nature. The relatively flat terrain (except for the north-eastern partof the island) and the relatively high GNP per capita, contribute to theincreased size of the road network. Nevertheless, maintenance of some low-traffic tertiary roads could probably be minimized without affecting theefficiency of the system.

2. The existing maintenance plan for the road network is based on quantitystandards per km of roads. The plan takes into account the overlay worksincluded in MCW's investment plan which are based on economic returns which, inturn, are determined by traffic levels. However, the traffic level does notdirectly affect the quantity standards per km, as specified in the plan, thus therecommended level of routine maintenance is insensitive to traffic levels.

Obiective

3. To define a set of maintenance policies and a system by which each routeis assigned a policy based on its physical condition and traffic level.

Methodology

4. The consultants will elaborate a matrix which will show the maintenancepolicy which is economically feasible based on two variables: trafficlevel(measured as number of standard axles) and road condition (measuredaccording to an acceptable roughness index). This will be done as follows:

(a) a set of maintenance alternatives will be defined by the consultantincluding (i) no maintenance; (ii) minimum routine meintenance(cutting grass, cleaning culverts, maintaining drains, etc.); (iii)minimum routine maintenance plus, patching (e.g. patching eachyear 50% of all pothole, 75%; and 100%); (iv) routine maintenanceplus patching at 100% plus resealir.g (according to a benchmark to beestablished by the cor.sultants); and (iv) the preceding option plusperiodic overlay;

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ANNEX 5Page 2 of 3

(b) using the Highway Design and Maintenance Model, or any otheracceptable model, the consultants will recommend a maintenancestrategy matrix for a model road section based on the traffic leveland roughness condition. The consultants should develop severalmodel matrixes based on criteria determined by different minimumeconomic rates of return (i.e. discount rates);

(c) the total road network in Barbados should be divided into sectionsaccording to the features listed in the existing road inventory witheach section identified by traffic ar.d roughness data;

(d) using the above data, the consultants will assign each route amaintenance strategy and calculate annual maintenance cost for thetotal network for each model matrix (i.e. for each cutoff discountrate);

(e) the consultants will then select the final matrix of maintenancestrategies (and the implicit economic discount rate) by subjectingtotal maintenance cost to the existing budgetary constraints; and

(f) finally, the consultants will prepare a list of all road sectionsthe and the recommended maintenance strategy highlighting on thosewhere no maintenance is justified and those where only minimummaintenance is recommended.

Schedule

5. The study should be carried out in about eight months as follows:(a) review of roughness and

traffic data: 2 months(b) collection of HDM data: 2 months(c) model simulation and matrix

preparation for draft report: 2 months(d) comments by MCW s month

(e) final report with recommendedstrategy by route: 1 month

8 months

Staff

6. It is estimated that about 3 months of a civil engineer's time and 10months of transport economists' time will be required. Of the transporteconomists' input, about seven months will be provided by the chiefeconomist/study director and three by an assistant economist/statistician.

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ANNEX SPage 3 of 3

Facilities

7. The Ministry of Public Works, Communications and Transportation willprovide the consultants with offize space, office equipment (including personalcomputers) and transportation. All other costs will be financed by the SecondRoad Maintenance and Rehabilitation Project.

Reports

8. A draft report will be prepared after four months and copies sent forcomments to the Ministry of Public Works, Communications and Transportation (tencopies), Ministry of Finance and Economic Affairs (five copies), CDB (two copies)and IBRD (two copies). The final report,including the comments received by theGovernment, will be completed with 30 days of receipt of comments and sent, withthe same number of copies, to the above-mentioned organizations.

Other

9. The Ministry of Public Works, Communications and Transportation will assigna staff to work as counterpart with the consultants. In addition, theconsultants will give during their stay a two-week course explaining and trainingthe maintenance management unit staff in use and application of the HDM model.

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