SIERRA LEONE INTEGRATED AND RESILIENT URBAN MOBILITY PROJECT (P164353) ‘ Implementation Support Review November 27- December 6, 2024 Aide Memoire I. INTRODUCTION 1. A Joint Government and World Bank mission for the Integrated and Resilient Urban Mobility Project (IRUMP, P164353) was carried out from November 27 to December 6, 2024. The mission was led from the Government side by the head of the PIU, Mr. Hindolo Shaka, Director for Transport at the Ministry of Transport and Aviation (MTA), and from the World Bank by Haileyesus Adamtei (Task Team Leader, Senior Transport Specialist) and Ajara Sompo Ceesay (Co-TTL, Transport Specialist). The Transport Practice Manager for West and Central Africa, Anne-Cecile Souhaid, joined the mission from December 4-6, 2024, and met with various government officials. The list of persons met is included in Annex 1. 2. The mission's primary objectives were to assess the progress of works contracts and confirm their completion by the project's closing date of June 30, 2025. Additionally, the mission aimed to evaluate the status of institutional reform implementation, engagement with operators, operation of the newly established bus service, as well as to review the status of the various project activities, including completion of any outstanding safeguard issues. 3. The mission expresses its appreciation for the assistance provided by the Government and recognizes the efforts of all stakeholders during its visit. The Aide Memoire was discussed at the wrap- up meeting on December 4, 2024, chaired by the project coordinator and the final version of the Aide Memoire was endorsed by the Bank management. II. PROJECT DATA AND RATINGS Table 1: Key Project Data and Ratings1 Project Data USD (millions) Original Project 50.0 Amount Total Disbursement 44.0 Undisbursed 4.842 Closing Date June 30, 2025 Project Ratings: Previous Current PDO Moderately Satisfactory Satisfactory IP Moderately Satisfactory Moderately Satisfactory Component 1: Modernization and Satisfactory Satisfactory professionalization of public transport services, including informal private operators 1 Project ratings should be provided where counterparts request information on project ratings as early warning on project issues. For projects where counterparts do not request to have this information, project ratings are optional. 2 The project has lost $1.2m due to exchange rate between XDR and US$ 1 Component 2: Strategic Resilient Moderately Satisfactory Moderately Satisfactory Mobility Investments Component 3: Building human capital Satisfactory Satisfactory and institutional capacity Project Management Moderately Satisfactory Moderately Satisfactory Procurement Satisfactory Satisfactory III. IMPLEMENTATION PROGRESS AND KEY FINDINGS 4. Project Implementation Status. The implementation of the project is progressing well and largely achieving its objectives, with most activities completed except for the market building, which is expected to be finished before the project closing date of June 30, 2025. All other interventions have been successfully completed, including the institutional reform with the establishment of the Sierra Leone Public Transport Authority (SLPTA) and its governance structure. The private bus company, Metro Transport Company Ltd (MTC), has been operating scheduled bus services since February 2024 and is progressing well. The bus terminal, intended to serve as a central transit terminal for all modes of public transport, was officially commissioned on November 27, 2024, by the President of the Republic of Sierra Leone. These reforms have initiated a formalized public transport service in Sierra Leone. The commencement of bus operations, along with improvements to selected road infrastructure, pedestrian footbridges and walkways, drainage, and road safety facilities, have enhanced mobility and road safety along the project corridors. These facilities benefit approximately 131,000 people per day, of which 51 percent are women. Due to the advancement of project activities, as of November 30, 2024, disbursement has increased by 5 percent since the last mission in May 2024 and reached 90 percent. Consequently, the PDO has been upgraded to Satisfactory, given the likelihood of achieving all objectives by the project closing date, while implementation progress remains moderately satisfactory due to delays in completing the market building as planned. 5. Component 1. Modernization and professionalization of public transport services, including informal private operators. The establishment of the Sierra Leone Public Transport Authority (SLPTA) as a regulatory entity and the formation of a private bus operating company have marked the successful completion of the institutional reform envisaged under the project. The mission confirmed that the contract between MTC and SLPTA has been signed and bus performance is being monitored by both MTC and the authority. The bus fare is being collected manually by SLPTA until the electronic fare collection vendor is selected, which is under procurement process, and the payment to the bus company is being made based on passenger ridership. SLPTA is in a procurement process to select a new a fare collection firm which is expected to be on board by the first week of Feb. 2025. 6. The mission held discussions with SLPTA and MTC on the overall operations of the buses, and learned that overall, the newly introduced Waka Fine bus services have been welcomed by the city residents and the demand continues growing. The basic operating statistics of bus operations along the East and West corridors collected by the SLPTA were shared with the mission and the data shows that the ridership has consistently been increasing from July 2024 reaching an average 22,000 passengers per day by end of November 2024. MTC also raised a concern on the transparency of the data collection and requested a joint data collection going forward. Now almost 10 months into the bus operation, it is important that SLPTA and MTC understand the financial situation of the business. To this effect the mission requested copies of the financial reports from SLPTA to assess commercial sustainability before the system is scaled up under CAMIP. The Bank also suggests that the Freetown City Council (FCC) participants in the technical discussions related to the development of the urban mobility plan under the CAMIP. 7. The mission also had detailed discussions with the MTC Board and management where several issues were discussed with a particular focus on the following: 2 a. Traffic management. The inability to manage traffic along the bus corridor has resulted in reduced bus speed, impacting daily ridership earnings. The poda poda (minibuses) bus operators and others continue competing with the MTC buses, creating congestion along the road and reducing the operating speed of the buses, which in turn affects the overall performance of the buses. The government has not been able to completely ban poda poda operations because there are not enough buses from MTC to meet the passenger demand along the corridor. It was agreed that (i) SLPTA will work with other government agencies to improve traffic management along the corridors, while (ii) MTC will improve its scheduling and other operational aspects to address the demand gap. It was recognized that more buses are needed to meet the demand in full. To this effect, SLPTA’s effort to bring in private bus operators to join the business failed primarily due to the unwillingness of the later to comply with SLPTA’s requirements for bus operations. It was agreed that SLPTA will continue its effort in encouraging (i) other operators to join; and (ii) MTC to increase its fleets. b. Fare collection. A number of discrepancies were identified with the current system of paper-based fare collection. While electronic fare collection, expected to be introduced by February 1, 2025, will address many of the deficiencies of the manual collection system, arrangements to increase transparency and strengthen fair collections were discussed. It was agreed that MTC’s Board and SLPTA will further deliberate on how best to monitor fare collections until the electronic system starts. 8. Enhancing efficiency of bus operations. Detailed discussions were held with the MTC management and the Board on ways to improve efficiency with a focus on: a. Strengthening financial and operating capacity of operations. The board identified an urgent need to build capacity of the professional staff to better conduct financial analysis and bus operations. The mission was informed that the ministry has signed a contract with a bus specialist from Ghana to provide technical assistance to MTC and SLPTA. b. Improving traffic management along the bus corridor. The PIU and SLPTA agreed to have further discussions with the traffic police and other stakeholders to develop arrangements to improve traffic flow along the corridors. c. Training of bus drivers. The mission was informed that one of the challenges faced by the bus company is the lack of professional drivers. Arrangements to provide training for the drivers is being discussed with the bus supplier and considered under the CAMIP for additional support. 9. The training of fifty female drivers who will be joining MTC after driver testing and certification is yet to start. The revised concept note with the proposed work program was shared with the mission team and will be shared with the World Bank gender specialist for their input and guidance on the implementation of the initiative. 10. The Traffic Management Plan (TMP) for the eastern corridor includes the erection of pedestrian barriers at Sani-Abacha Street to reduce vehicle and pedestrian conflict and improve road safety. Additionally, the Waka Fine buses, which are now operating a two-way traffic flow on Sani Abacha will use Regent Road and Goderich Streets for the Eastbound journey. An assessment is to be conducted by enforcement agencies on the impact of the route change East End Police intersection including Elk Street junction (back of Annie Walsh School). A public sensitization campaign will be launched to inform the public about the new route. For the western corridor, measures will be taken to avoid bus interactions at Wilberforce Street on both the eastern and western routes. Challenges have been identified with traffic lights at intersections managed by the police, who at times override the signals posing safety risks. Public sensitization on the use and purpose of traffic lights and their impact on traffic conditions will continue. The DRIVER software, a World Bank open-source road safety data collection system initially piloted under IRUMP, is to be hosted in the SLRSA training building which is currently unfurnished and unequipped due to limited funding. The team will work with SLRSA to carry out a needs assessment of the training facility and to further the implementation of DRIVER under CAMIP. 3 11. Component 2. Strategic Resilient Mobility Investments: The Lot 1 civil works contract, substantially completed as of December 13, 2023, is nearing the end of the 12-month defect liability period with some outstanding works (guardrails, streetlights and cross drains) yet to be completed. It has become clear that these works will not be completed by the defect liability date of December 14, 2024, therefore, an extension of the DLP to the end of February 2025 has been requested by the client to allow completion of the outstanding works. The contractor will submit an updated work program for the extension. The asphalt overlay is completed with remedial works ongoing at Lumley ferry junction. The installation of the traffic signals at seven intersections and construction of the footbridges are also completed and operational, and currently under the defect’s liability period. The PIU had a meeting with the Engineer and Contractor for Lot-1 and agreed on a plan to complete the outstanding works during the DLP. The recalculated Price Adjustment (PA) was presented by the Engineer and shared with the contractor for its review and response by December 5, 2024. The Contractor requested that both parties further discuss and look at the contractual terms to get a clear understanding on the application of price adjustments in the contract. All other outstanding works, including pedestrian barriers at the footbridges are on track to be completed by December 31, 2024. The bus stops are substantially completed with minor outstanding works (road markings and signages) expected to be completed before end of February 2025. 12. The bus terminal and drainage work under Lot 2 have been completed with the bus terminal officially commissioned on November 27, 2024. The mission team attended the grand opening of the terminal which was inaugurated by the President of Sierra Leone. The bus terminal is now partially operational with Waka Fine buses being the first to operate from the terminal which will be followed by poda-poda (minibuses), ke-ke (3-wheelers) and okadas (motorbikes). The Waka Fine buses have started operating from the new terminal on December 1, 2024. Currently the SLPTA is in discussion with the other informal operators to agree on terms and conditions regarding the usage of the new terminal. It is planned that by December 16, 2024, other modes of transport will also start operating from the terminal. Additionally, SLPTA is considering outsourcing the management of the terminal to a private company. 13. Concerning delays are accumulating in the construction of the market building, currently at 51 percent progress while 98 percent of the contract time has elapsed, with the contract completion date on December 24, 2024. The mission and PIU assessment is that extra effort is required by the contractor (working extended hours with additional resources and manpower) for the works to be completed by end of April 2025. The contractor will submit a detailed work program which will be monitored monthly. Currently the PIU is in discussion with the contractor for possible no cost extension of time to allow completion of the works before end of April 2025. 14. Component 3. Building human capital and institutional capacity: Most of the beneficiary entities (MTA, SLRA, SLRSA, SLRTC, Freetown City Council (FCC), and Fourah Bay Colleague (FBC) have already exhausted the resources allocated to them while some activities are still ongoing with SLRSA, FCC and FBC. The Bank urged the PIU to revisit the remaining resources in line with the remaining time to project closure and take appropriate actions. 15. Component 4. Project Management: The PIU is fully staffed except for the Environmental Specialist, who resigned in September 2024. The recruitment for a replacement specialist is ongoing and expected to end by January 2025. In the interim a seconded Environmental Specialist from the SCADEP has been supporting the project. The Steering Committee is fully operational. 16. Environment Safeguards: The mission commends the project for largely completing the previous E&S agreed actions including completing the biodiversity offset for Lot 2 Bus Terminal and Market Centre in June 2024. The PIU continues to demonstrate commitment to E&S risks and impacts management, however, there is a setback as the Environmental Specialist has resigned from the PIU in September 2024. This development has moderately affected the implementation of E&S measures leading to E&S gaps at some construction sites. The PIU was advised to prioritize their replacement to ensure smooth completion of all outstanding E&S measures before the project closes in June 2025. In 4 the interim, the project is utilizing the services of the Environmental Specialist of SCADeP (an ongoing World Bank project which closes in June 2025) to support IRUMP. The project intends to recruit a substantive Environmental Specialist in January 2025 for CAMIP (a newly approved World Bank project), who will additionally provide environmental oversight for IRUMP until it closes in June 2025. At the ongoing construction of a market at Lumley (Lot 2), the mission identified significant health and safety issues which were discussed with the contractor’s safeguards officer and were largely resolved by the end of the mission on December 6, 2024. The mission was informed about four major injuries sustained by some workers constructing the market center at Lumley. Unfortunately, one of them had his toe amputated because of the accident. The mission requested the PIU to follow up on these issues to address all concerns and ensure that affected workers have been adequately compensated in a timely manner. The PIU has requested the contractor to submit a comprehensive incident report and together with the supervising consultant, will follow up and ensure the contractor completes the agreed actions in a timely manner. Based on the findings of this mission, the Bank maintains the project’s environmental performance as Moderately Satisfactory (MS). 17. Social Safeguards. The PIU has completed four out of five outstanding compensation payments to project affected people. Regarding the outstanding compensation payment for Leone Oil Ltd, the project will issue a letter and publish a notice to collect their $3,417 compensation before June 2025. If Leone oil fails to collect the compensation payment by project closure, the government will pay the outstanding compensation. The project grievance mechanism recorded forty cases through the project’s hotline, text message, social media, in person visit within the past one year, covering issues of compensation (2), bus operation (18), metro transport company (2), car wash boys at Lumley (1), and traffic lights (18). Of the grievances, thirty-nine have been resolved, leaving only one outstanding. The remaining grievance involves the carwash workers; however, the mission has outlined specific actions to address and close this issue to ensure commitments made by the project to provide employment opportunities by SLPTA- owner of the terminal. The project will keep detailed records of grievances, resolutions, and referrals to stakeholders like the Metro Transport Company and SLRA traffic management. It is agreed that the Project will notify the termination of lease contracts with Golf Club and Juba temporary market owner, returning these locations. A plan to train fifty female drivers aims to be completed by March 2025. The Bank rates the project's social performance as Moderately Satisfactory (MS). 18. Procurement: The overall rating of the project’s procurement performance is Satisfactory, and the project risk is Moderate. There are no major procurement activities ongoing, and none is planned since the project has been extended for purposes of finalizing the construction works that are in progress. Most of the project activities are near completion; and contract management issues regarding road marking and signages, finalization of bus stops and traffic lights were discussed. To this effect, the team is advised to resolve any pending contract management issues through discussions and agreements to ensure that all activities are completed as planned. The mission noted nine red flags in STEP, and it was advised to upload all necessary documents not later than December 31, 2024 to ensure that all information is up to date. 19. Financial management: The FM rating for the Project (P164353) remains Satisfactory (S). The project IFR continued to be submitted on time and the minimum bank requirements are being met and the audited financial statements were submitted on time since inception with unmodified opinion. The project has disbursed $43,987,442.31(88%). The mission also noted that there is a total of $5m that is committed in various contracts and urged the team to continue carefully monitoring the contracts as the project is approaching closure. The overall exchange rate loss of the project continues to increase and has now increased from $1,169,427.15 last mission to $1,218,479.8, this is negatively affecting the project. The mission noted that $445,372.83 for counterpart funding is yet to be released by the government. The Funds were meant to be used for the RAP, however the mission noted that RAP is now fully paid, and a decision will need to be made both by government and IDA on whether the GoSL will still need to release the remaining funds. The mission noted that the project is taking longer to make payments, a problem that was identified to be at PFMU level, with payments taking more than four weeks at PFMU. The PFMU Team leader informed the mission that the PFMU is working to resolve 5 the issue by updating the PFMU FM manual. The documentation is up to date with the remaining undocumented amounts due in December. DA-B has undocumented amount of $135.5k and DA-Q $1,264,188. The weakest link of the project is Internal Audit. The mission was informed that the PFMU does not have enough Internal Auditors to carry out the Internal audit hence the reason why the project is not submitting internal audit reports. It was agreed that the recently recruited Internal auditor should be dedicated to this project until the project closes. 20. Project cost: The project encountered a shortage of funds to implement all the activities identified and agreed upon during appraisal. This shortfall is due to price adjustments in the civil works contract and higher-than-anticipated costs of other activities. To mitigate the funding gap, some minor adjustments have already been made during project implementation. Consequently, certain activities have either been either dropped or descoped to reflect the funding limitations. Some of these activities have now been included in the Connectivity and Agricultural Market Infrastructure Project (CAMIP), which was approved in May 2024. 21. The incorrect application of price adjustments in the Lot 1 and Lot 2 contracts, which resulted in overpayments to the contractor, has now been rectified. The overpaid amounts are being recovered through the ongoing works. 22. Project closing date: The project closing date remains June 30, 2025, and based on the mission’s assessment, all the outstanding activities can be completed by the project closing date. 23. Details on each component are provided in Annex 4 IV. NEXT STEPS AND AGREED ACTIONS) 24. The next mission is tentatively scheduled for the end of April 2025 which will be further discussed and agreed upon with the government. Table 2: Summary of Agreed Actions Actions Responsible Due date 1 SLPTA to finalize procurement process and SLPTA/PIU Feb 1, 2025 sign contract for electronic fare collection system 2 Bus monitoring service completed (delayed) PIU Jan 31, 2025 New date 3 Implementation of traffic management plan PIU/SLPTA On-going along the bus corridors 4 Lot 1: Completion of all outstanding works PIU Feb 28, 2025 5 Lot 2: Completion of all outstanding works PIU April 30, 2025 6 Completion of bus stops and closing of the PIU Jan 30, 2025 contract 7 Share an updated cost table PIU/PFMU Dec 16, 2024 8 Hire a consultant to prepare the government’s PIU Jan 30, 2025 implementation completion report 9 Shared copies of the financial reports of bus SLPTA/PIU Jan 31, 2025 operations Environment and social safeguards 10 Ensure that the contractor at the Lumley market PIU Dec 12, 2024 center pays retrospective salaries of the affected injured workers 6 11 Ensure that the contractor at Lumley market Dec 28, 2024 center pays necessary workman’s compensation to the affected injured workers 12 Recruit Environmental Specialist PIU Jan 30, 2025 13 Monitor E&S compliance at ongoing works at PIU Continuous Lumley market 14 Monitor the biodiversity offset and ensure the PIU Continuous survival of the planted mangroves 15 MoTA to issue a letter and publish on reputable PIU Jan 31, 2025 newspapers a call for Leone Oil Ltd to collect the compensation payment 16 Communicate to SLPTA on the commitment PIU Dec 16, 2024 with the Lumley ‘carwash boys’ and share a copy with the Bank 17 SLPTA to commit through a letter that the SLPTA Dec 30, 2024 ‘carwash boys’ will be incorporated in the future O&M contract 18 Complete the training of women drivers PIU March 31, 2025 19 Communicate and notify the Bank on the lease PIU Dec 20, 2024 contract termination or otherwise for the temporary car park and Juba Market. Annexes: Annex 1: List of officials met and composition of WB team Annex 2: Status of 5 largest procurement packages Annex 3: Results Framework Annex 4: Detail technical information by component and activities Annex 5: Links to audios on radio soap operas and Jingles on IRUMP 7 Annex 1: List of officials met and composition of WB team It. Name Designation Ministry/Agency 1 Honorable Ag. Minister of Transport and Ministry of Transport and Aviation Rex Bhonapha Aviation 2 Mohamed Sheriff Ag. Team Lead Ministry of Finance, Project Fiduciary Management Unit (PFMU) 3 Gershon Saffa Head of Procurement Ministry of Finance, PFMU 4 Patrick Fayia Procurement Specialist Ministry of Finance, PFMU 5 Nancy Kamara Head of Finance Ministry of Finance, PFMU 6 Andrew Williams Financial Specialist Ministry of Finance, PFMU 7 Hindolo Shiaka Project Coordinator MTA, IRUMP 8 Umaru Katta Senior Project Support Manager MTA, IRUMP 9 Georgette Greene Urban Planner MTA, IRUMP 10 Chernor Jalloh Civil Engineer MTA, IRUMP 11 Batu Shamel Communication Specialist MTA, IRUMP 12 Beran Forster Environmental Specialist MTA, IRUMP 13 Mohamed M. Kallon Administrative Officer MTA, IRUMP 14 Alice Pieh Administrative Secretary MTA, IRUMP 15 Lamin Kamara Internal Auditor SL CAMIP/ IRUMP 16 Nafisatu A. Koroma Social Risk Management MTA/ CAMIP Specialist 17 Sidie Bah Operator MTC Ltd. 18 Abubakar Mansaray Operator MTC Ltd. 19 Katumu Kai Operator MTC Ltd. 20 Thomas A. Barnett Operator MTC Ltd. 21 Tamba R. Operator MTC Ltd. Kaimachiande 22 Philip B. Tawaralie Operator MTC Ltd. 23 Theophilus Korove Operator MTC 24 Abdul T. Financial Officer MTC 25 Melvic Board Member MTC 26 Sorie Mansaray Contractor SECON 27 Sean Papah Chendekah Contractor SECON 28 Mohammed Lamin Project Manager SECON Bah 29 Sidikie Mafinda Contractor SECON 8 30 Prince Amona Administration Manager SECON Macarthy 31 Paul Kamara and Contractor Te-Deum Team 32 Yusuf M. Turay Contractor Te-Deum 33 Ayele K. Wassie Resident Engineer Te TECHSULT 34 Resom G. Todesse Deputy RE/ME TECHSULT 35 Solomon K. Ghansah QS/ Measurement Engineer TECHSULT 36 Isaac Ken Greene D.G SLPTA 37 Solomon Wilson IT SLPTA 38 Alpha Umar Jalloh IT SLPTA 39 Kadiatu Kamara Secretary SLPTA 40 Abibatu Dunbye Admin Secretary SLPTA 41 Christian Ngoribu Legal SLPTA 42 Isaac Conteh R/M SLPTA 43 Edward K Information Officer (SLP) Traffic 44 Samuel E. Lewis Director Urban Roads SLRSA 45 Ambrose T. Tucker Manager License SLRSA 46 Rev. Smart K. Senesie Executive Director SLRSA 47 Augustine Kaitingi Director Safety SLRSA 48 Clan Cole SLRSA 49 Abubakar Sheriff Secretary SLRSA 50 Joseph Kagbo Jr Chief Eng. SLRA 51 Mariama Whitmore Senior Project Manager FCC 52 Ibrahim Serry National President Kekeh Union Kekeh Union 53 Annex 2: Status of 4 Largest Procurement Packages It. Contract Value US$ Million Status 1. Lot 1 Civil works 10,787,390 Substantially completed on Dec. 21, 2023, 2. Lot 2 Civil works 7,810,628 Ongoing, contract completion Dec. 12, 2024 3. Construction of four pedestrian footbridges 2,894,241 Completion by 30, April 2024 4. Procurement of 50 buses 7,497,000 Delivered. 9 Annex 3: Results Framework PDO Indicators Baseline Status End Comments Target Users satisfied with public transport service at 35 NA 60 60 PIU to sign MoU with the selected corridors (Percentage) FBC, USL for Surveys People benefiting from improved resilient 0.00 50,000 and other relevant roads (Number) 131,000 Project metrics/ data collection. MoU Road traffic crashes involving vulnerable 1 120 NA 60 60 currently with PFMU users along selected corridors (Number) for their review and clearance. Regardless, currently 131,000 ppd are using the walkways, footbridges and other improved infra. Development and adoption of a framework No 100% Yes/ Regulatory body for a single regulatory body for urban 100 established functioning transport (Yes/No, Benchmarked in Percent) Intermediate indicators 1. Integrated fare collection system No Yes/ 100 50 50 Yes/ Likely to be Achieved functioning (Yes/No, Benchmarked in 100 In progress. Percent) -Evaluated bids for recruitment of Service Provider. Evaluation report shared with NPPA for their review and clearance 2. Additional financing from the private sector 0.00 0 93,000 150,000 This indicator was (Amount (USD) limited to new bus company capital 3. Project roads with climate adaptation and 7 7.5 7.50 Achieved resilience interventions (Kilometers) 0.00 4. Sidewalks improved (Kilometers) 0.00 8.20 8.20 Achieved 5. Strategy for Implementing Urban Mobility No 100 Yes/ Achieved Policies developed (Yes/No, Benchmarked in 100 Percent) 6. Partnership between local and international No 100 Yes/ Achieved university (Yes/No, Benchmarked in Percent) 100 7. Road-safety Database in Place (Yes/No, No 40 Yes/ Work in progress Benchmarked in Percent) 100 8. Market women who have been provided 0.00 0 0 35.00 Dropped at MTR with technology/tools that use it weekly to conduct business transactions (Percentage) 10 9. Person*days of training in business and 0.00 100 70 Exceeded entrepreneurial skills done by women (Percentage) 10. Grievances responded and/or resolved 0.00 95 90.00 Exceeded/ Work in within the stipulated service standards progress (Percentage) 11. Transit terminal and market design No 100 Yes/ Completed including recommendations from citizens’ 100 consultation (Yes/No) 12. Workers that have signed the code of 0.00 100 1 100 Completed conduct and attended the code of conduct training (Percentage) 11 Environmental and Social Safeguards: Main environmental and social discussed during the mission include: 1. Biodiversity Offset: The PIU had conducted a Biodiversity Assessment for LOT 2 bus terminal and market center which recommended some offset measures. The mission noted that the PIU and the National Protected Area Authority (NPAA) have signed an MoU for the implementation of the biodiversity offset measures as recommended by the study. NPAA will commence implementation of the offset in March 2024, with completion scheduled for May 2024. The five-hectare mangrove restoration management program will help create an improved buffer ecosystem for wildlife sustainability, control flow of water, and increase the integrity of the Aberdeen Creek. The mission recommends that the PIU undertakes effective monitoring of biodiversity offset implementation activities. Success will be measured by the area of revegetated field and the number of mangroves stands planted by project closure. Overall success will be assessed by mangrove growth over the next 5 years. To this end, the MOU will be revisited to factor in sustainability. NPAA is expected to engage communities in mangrove restoration schemes as they have done in other programs. 2. Road Safety (a) Sani Abacha – Wilberforce Streets (East Corridor): The mission noted that road safety is being prioritized along Sani Abacha Street and during a World Bank Mission in February ,2024. The Mission recommended immediate mitigation measures as well as guidance for incorporating parking facilities for importers and exporters to load and off load during off-peak times. (b) Public Transport Corridor: The Mission was informed that a contract for road markings and signages will be signed by 1st March 2024 to ensure safety of the traders especially during bus operations. (c) Road Safety Training for Bus Drivers: The mission noted that Road Safety training was organized for the bus drivers of Metro Transport Company. Topics covered included Urban Mobility Reforms, safety rules, driver behaviour, soft skills including communications and customer service. 3. Sani Abacha Street traders. The Ministry of Transport and Aviation identified the Sewa Grounds, owned by the National Social Security and Insurance Trust (NASSIT), to secure space to relocate affected traders because of its proximity to Sani Abacha Street. In that regard, an agreement was reached with the Bank to develop a retroactive resettlement action plan (RAP) for Sani Abacha Street Traders that covers the potential relocation impacts and risks. The client had prepared a ToR, and RAP preparation had commenced. However, on January 18, 2024, the Bank received a notification advising that the Government’s initial plan to relocate traders to Sewa Ground has been changed to relocate them to a designated street for markets. This proposal was based on a meeting with the Freetown City Council's mayor. Later, on January 24, 2024, the Bank was advised about another decision superseding the earlier one, to allow traders to stay on Sani Abacha Street with the condition that they would evacuate the roadway for the buses to run. The PIU deployed road safety corps and traders’ representatives (champions) to engage stakeholders, raise awareness on road safety, and enforce compliance of trading behind the guard rails. Hence, the proposed retroactive RAP will not be needed and the associated commitments in the last ISM become irrelevant with a focus on road safety, and stakeholder engagement. 4. Stakeholder engagement, communication, and public education. Before the Launch of the Urban Mobility reform and 50 Buses operations - the PIU accelerated its media presence from seven to ten media entities including the most listened media. TV spots and animations were developed and disseminated informing on Bus operations, including jingles in English and Krio on the Bus operations and the Bus routes. Additionally, Bloggers were also enlisted to explore 12 their platforms to talk about the Bus operations and urban mobility reforms. Enlisting the participation - Drivers unions, bike riders, Kekeh riders and Metro Transport and SLPTA formed part of panelists to discuss the shift in public transport service delivery. Consultations were also held with the Traders council, SLRSA, SLRA, FCC and Sani Abacha traders with the Ministry of Trade and Industry on a workable solution for Sani Abacha Street traders. Street Theatre was conducted at 5 locations (Lumley Temporary Park, Crabtong Lumley, Ferry Junction, East end Police and Jui) to inform on the reforms, Bus operations and traffic signals education. Short videos on the Project have been completed and commence viewing next week. Two documentaries have been developed to be shared on TV and social media platforms. 5. Resettlement and compensation issues. Following up on compensation payment to St. Mark Church and individual PAPs at Lumley bus terminal and market center, the Mission noted that structures have been removed based on a court order, and the project has put aside the compensation amount of $15,278 for the following: (a) St. Mark's Church Traffic light ($2683); (b) Mohamed Sesey ($8383); and (c) Demoh Sesay ($4,212). These compensation payments shall be made not later than March 31, 2024. If delayed, the client shall designate an escrow account and deposit these funds. The rental lease payment balance of $50,000 to the Freetown Golf Club is pending. This was supposed to come from the government's contribution. 6. Decommissioning the Lumley temporary market center. The lease agreement for the Lumley temporary market center ends on March 31, 2024, and as per the contract, the client shall notify the leaser. The project shall decommission the site, dismantle the structures, remove debris, and hand the property over to the owner. 7. Environmental and social safeguards completion report. The client shall prepare a synthesis report on the implementation of the environmental and social risk management instruments from the project launch through its scheduled closure by June 30, 2024. Financial Management Outstanding Commitments Description of Assignment Date Contract Amount Amount Signed Amount (US$) Disbursed (US$) Undisbursed (US$) Transport Management Consultant 06-Aug-20 1,133,626.06 1,118,626.06 15,000.00 Procurement of 50 Ashok Leyland 12-Jul-22 7,497,000.00 6,747,300.00 749,700.00 Buses and Spare Parts Constructions of Bus Stops 13-Oct-22 798,103.24 370,861.68 427,241.56 Bus Monitoring Control System 860,000.00 256,950.00 603,050.00 Design & Build of four Pedestrian 11-Jun-21 2,819,199.43 2,229,267.63 589,931.80 overpass at selected Location with the Freetown Municipality Construction of Market & Transit 25-Oct-21 7,810,627.83 4,212,154.94 3,598,472.89 Transport Terminal at Lumley Supervision of West Corridor Civil 25-Oct-21 876,561.22 483,854.01 392,707.21 Works (Lot 1- Road Works & Lot 2 - Market & Terminal Construction) 13 Consulting fees for the Sic (6) Months 01-Jan-23 64,200.00 21,400.00 42,800.00 Construction of Materials Testing 20-Dec-22 267,842.57 134,512.61 133,329.96 Laboratory - Computer Lab Space for 100- Person Capacity for CE Dept. - FBC Consulting fees for the year 2023 01-Jan-23 268,200.00 90,800.00 177,400.00 TOTAL 22,395,360.36 15,665,726.93 6,729,633.42 Annex 5- Links to audios on Radio soap opera and jingles for IRUMP as part of implementation with Talking Drum Studios, from ongoing activities the MTA has collaborated with Talking Drum Studios since January 2024- March 2024. Links to Atunda Ayenda: https://admin5.podbean.com/talkingdrumstudio/episodes/form/GmbjV0IMGSe7 https://admin5.podbean.com/talkingdrumstudio/episodes/form/3o2XwRhMoSJx https://admin5.podbean.com/talkingdrumstudio/episodes/form/86mYjpU2NIOG https://admin5.podbean.com/talkingdrumstudio/episodes/form/X69aamFaNu5K https://admin5.podbean.com/talkingdrumstudio/episodes/form/OxmAAOUa6uz2 https://admin5.podbean.com/talkingdrumstudio/episodes/form/WoRWWjU0puz9 https://admin5.podbean.com/talkingdrumstudio/episodes/form/gP933Rfk8uG0 https://admin5.podbean.com/talkingdrumstudio/episodes/form/rapX8bivRuqN Links to jingles: https://admin5.podbean.com/talkingdrumstudio/episodes/form/Y1nEG2HxYugY https://admin5.podbean.com/talkingdrumstudio/episodes/form/kwN7Vrfzvu6l https://admin5.podbean.com/talkingdrumstudio/episodes/form/AXmEbjiApCl8 https://admin5.podbean.com/talkingdrumstudio/episodes/form/lY9EVpf8qTK2 Actions Taken so far: ❖ Town Hall Meetings with transport stakeholders ❖ Interactive community theater performances in the west and east corridors ❖ Production and airing of radio jingles 14 ❖ Production of project video documentary (Will be airing next week – Schedule will be shared. Production of short videos (on going) ❖ Incorporation of IRUMP activities into editions of Atunda Ayenda 15