Docamt of The WYorld Bank FOR OFmFCIAL USE ONLY Report Yo. 5855-MLI STAFF APPRAISAL REPORT REPUBLIC OF MALI SECOND URBAN PROJECT March 3, 1986 Urban Division Western Africa Projects Department This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CTTPRENCY FOUIVALENTS Currency Unit CFA Franc (CFAF) US$1.00 CFAF 385 CFAF 1 million = US$2,597 SYSTEM OF WEIGHTS AND MEASURES: METRIC FISCAL YEAR Januarv I - December 31 ABBREVIATIONS AND ACRONYMS ERR Economic Rate of Return FAC French Bilateral A4; Agencv PPF Project Preparation Facilitv T'MOA ITnion tionetaire Otest Africaine (Regional Central Bank) FOR OMCAuL USE ONLY MALI SECOND URBAN PROJECT STAFF APPRAISAL REPORT TABLE OF CONTENTS Page DOCUMENTS CONTAINED IN THE PROJECT FILE i CREDIT AND PROJECT SUMMARY ii I. THE URBAN SECTOR 1 A. Urbanization and Demographic Trends 1 B. Urban Organization and Institutions 2 C. Constraints to Rational Development in Bamako 2 Institutional Capacity 3 Basic ROLd Network 4 Cartography and Cadastre 4 Financing for Urban Development and Maintenance 4 D. Government Policy and Action in the Urban Sector 5 Overview 5 Investment Programming Study 5 E. The Bank's Previous Role 6 EI. THE PROJECT 7 A. Project Objective and Description 7 Background 7 Rationale for Bank Group Involvement 7 Froject Objectives 8 Project Components 8 B. Project Cost and Financing Plan 9 C. Project Implementation 10 Implementation Schedule and Responsibilities 10 Training 11 Procurement 11 Disbursement 12 Improvement in District Finances 12 Cost Recovery and Affordability - Land Development 15 Poverry Impact 16 Special Accounts 16 Accounting, Auditing, and Reporting 16 Status of Project Preparation 17 This report is based on findings of an appraisal mission which visited Bamako in June 1985, consisting of Messrs. B. Veuthey (mission leader), H. Boldrick, H. Unger, and F. Amiot (WAPUR). Mr. S. Berkman (WAPED) assisted in appraising the training elements of the project. Mrs. A. Artaza assisted in the preparation of cost tables and annexes. This document ha a restricted distribution and may be used by recipiects only in the performance of their official duties Its contents may not otherwie be disclowd without World Bank authorization. Table of Contents (Continu2d) Page D. Project Benefits, Risks 17 Benefits 17 Rate of Return 18 Sensitivity Analysis 19 Risks 19 III. RECOMMENDATION 20 ANNEXES 2-1 Detailed Description of Project Elements 2-2 Summary and Detailed Cost Tables 2-3 Project Execution Calendar and Responsibilities 2-4 Implementing Institutions 2-5 Procurement Arrangements 2-6 Schedule of Disbursements and Allocation 2-7 District Finance Tables and Resource Mobilization Action Program 2-8 Cost Recovery, Replicability, and Affordability 2-9 Economic Ev-aluation MAPS IBRD 19169: Mali Population Distribution IBRD 19184: Bamako Project Elements IBRD 19413: Bamako City Center Traffic Management Plan IBRD 19414: Bako-Djikoroni Sites and Services IBRD 19415: Kalaban-Sud Sites and Services IBRD 19416: Bankoni Upgrading Area - iii - MALI SECOND URBAN PROJECT DOCUMENTS CONTAINED IN THE PROJECT FILE INFORMATION CENTER CODE: DOCUMENT # 224.962 Ref. No. Documents 1. Second Projet Urbain du Mali - Etude de factibilite, Groupe Huit, Octobre 1985. 2. Projet Ordures Menageres a Bamako, U. Putzar, GTZ, Aout 1985. 3. Projet Pave, V. Guerin, ILO, Aout 1985. 4. Etude du Developpement Urbain de Bamako, Programmation D6cennale des Investissements, Rapport Provisoire, Groupe Huit, Septembre 1984. 5. Analyse Economique, Methode et Calcul, Groupe Huit, Octobre 1985. - iv - MALI SECOND URBAN PROJECT CREDIT AND PROJECT SUIIAJLY Borrower: Government of Mali. Beneficiaries: Ministry of Interior, District of Bamako. Credit Amount: SDR 25.2 million (US$28.0 million equivalent). Terms: Standard. Onlending Terms: US$7.5 million from the IDA credit to be onlent to District of Bamako for land development at an onlent rate of 8% per annum for 25 years, in- cluding three years grace period. Project Description: The proposed project will: (a) help remove some of the major citywide infrastructure constraints to the efficient functioning of Bamako; (b) facil- itate private sector housing and construction activities; (c) improve local resource mobiliza- tion; and (d) strengthen the capacity of key urban institutions, especially the District's land development, municipal management, and tax collec- tion functio,'s. The project will finance: (a) road rehabilitation and construction both in the city center and the main access roads to the city center; (b) land development and tenure regularization in various locations totalling about 2,000 ha and 30,000 plots; (c) technical assictance, training, studies, and equipment for the District of Bamako, the Ministry of Interior, and the Project Unit for improvement of resource mobilization, garbage collection, and overall coordination of the project. -v- Project Benefits and Risks: As a result of upgrading the road network in the city center, along with better management of traffic flows, productivity gains in urban trans- portation are expected to take place through: (a) cost savings in the use and maintenance of the -oad network; and (b) lowering the time spent by both individuals and businesses to travel between the city center and southern areas of the city. Urban land development benefits include incentives for increased land and housing development due to security of tenure, as well as improvement of living conditions for the people in the land development areas of the project. Other gains would derive from better managed operations within the District, especially in the field of urban taxation. The risks involved in the project are: (a) that Bamako District may not be able to sustain suffi- cient political backing to assess and collect the increases in taxes and fees required to generate enough revenue for debt service, maintenance and investment; (b) that project implementation may suffer due to the difficulty of attracting and keeping qualified Malian staff; and (c) that the Go-rernment may not be able to finance its share of the project costs in a timely manner. The improvement in urban infrastructure and services should help to convince taxpayers that a commen- surate tax increase (point (a) above) is justified. Extensive training programs included in the project should counterbalance some of the risks associated with (b). Finally, to ensure the timely provision of counterpart funds (point (c) above), proceeds of the land development account could be made available to the project, if necessary. Some US$5 million equivalent is expected to accrue to this account during the project period, which is roughly in line with the Government counterpart obligation. - vi - Summary Project Cost Estimate Estimated Costs: --------------- LOCAL FOREIGN TOTAL ----------… USS ailli3ns)---------- Infrastructure _ ____________ 1. Road Rehabilitation 4.67 5.61 10.49 2. Land Development 0.61 41.3 8.24 3. Cartoqraphy 0 27 1.40 1 67 Institution Building 4. Resource Mobili2ation 0.46 1.64 2.10 ; Solid Waste hanagement 0.0 0.49 0.67 Project Unit 0.56 2.2B 2.85 Total Base Cost 9.75 16.27 26.02 Phys;cal Contingencies 1.24 1.91 3.15 Price Cont'ingencies 2.12 3.22 5.34 Total Project Cost 13.11 21.41 34.51 0f which Taxes 4.50 0.00 4.50 ota' Pr-oiect CoEt 8.60 21.41 30.01 rnet & Taxes ==== Financing Pian: LOCAL FOREIGN TOTAL ----------US millions)---------- Government 5.76 - 5.76 ;u4 7.29 20.71 28.00 -Oench Aia (FAC) 0.05 0.70 0.75 !ata. iH3.!! 21.41 34.51 Xctcc: NumrbJers may not add up due to roundlng. -vii - Estimated Disbursements: FY87 FY88 FY89 FY90 FY91 FY92 FY93 ------…------------ (USS million)---------------…---- Annual 3.1 5.3 5.9 5.4 4.4 2.8 1.1 Cumulative 3.1 8.4 14.3 19.7 24.1 26.9 28.0 Economic Rate of Return: 31% for the road rehabilitation and traffic management elements, and 44% 'or the land development element, representing 40% and 32% of project cost, respectively. Maps: IBRD 19169: Mali Population Distribution IBRD 19184: Bamako Project Elements IBRD 19413: Bamako City Center Traffic Management Plan IBRD 19414: Baka-Djikoroni Sites and Services IBRD 19415: Kalaban-Sud Sites and Services IBRD 19416: Bankoni Upgrading Area WAPUR Mlarch 1986 MALI SECOND URBAN PROJECT I. THE URBAN SECTOR A. Urbanization and Demographic Trends 1.01 Despite the general poverty of the country (GNP per capita was US$140 in 1984), Mali's -ities, in general, and Bamako, in partic- ular, are vital commercial and production centers in which a large share of the economic development process is taking place. More than half of the total GNP is generated within urban areas, and it is estimated that non-farm production grew at an average rate of 4.7% in real terms during the past decade versus 2.6Z for the agricultural sector. Confirmation of the vital economic role of Bamako can be found in the fact that, excluding import duties, two-thirds of the national reveuees are collected within Bamako District, including 90X of total taxes on economic activities. 1.02 However, given the dramatic rate of growth of the urban population (around 6.62 per year). per capita urban productivity, measured by the ratio of non-farm production to non-farm population. is slowly decreasing (minus 1.6Z during the past decade). The very low level of public investments in urban aread has been a major factor in this decline. This is particularly true for Bamako where the level of public investment fell from US$10.5 to US$4.1 per capita between the 1974-1978 period and the 1980-1984 period. 1.03 As a result, Mali's cities are suffering from a lack of basic infrastructure and services. In Bamako., in particular, a real crisis situation is indicated by the increasing gap between the supply of, and demand for, mtnicipal services of all types: roads, water, drainage, electricity, land development, transportation, refuse collection, etc. Existing facilities in the older central neighbor- hood& are overburdened and rapidly deteriorating, while nearly all the rapidly expanding, recently settled areas on the south bank of the Niger River lack even basic services and infrastructure. Over the last seven years, unauthorized settlements have absorbed 45% of Bamako's population increase. 1.04 At present, 42% of Malt's urban population is concentrated in Banako (approximately 700,00U inhabitants). During the 1976-1985 period, Bamako grew at an average rate of 7.5% per year, absorbing 44% of the increase in urban population. Over the next decade (1985-1995), it is expected that Bamako's population will increase by some 6.7% per year, thus absorbing 50% of the country's incremental urban population, the other 50% being split among the existing 65 secondary cities and towns and some 34 emerging centers. By 1995, Bamako's population will have more than doubled to some 1.5 million inhabitants, thus demanding further improvements to urban infrastruc- ture and the provinion of urban services. B. Urban Organization and Institutions 1.05 At the national level, there are several ministries respon- sible for urban development. The Ministry of Transport and Public Works and the Ministry of State Enterprises (through the Water and Electricity Company) are responsible for planning, constructing, and maintaining the major infrastructure networks, and cartography and topography. At the local level, the Ministry of Interior, through its eight Governors (Mali is divided into eight regions), is responsible for local administration. Responsibilities of the Governors were substantially increased by a 1978 Administrative Reform which decen- tralized and regionalized the technical ministries. The national ministries retain their planning and programming functions, and the regional departments, under the authority of the Governors, are responsible for implementing projects. 1.06 Fcr Bamako, in particular, as a result of the 1978 Adminis- trative Reform, the Governor now has both the District staff and the regional departments under his authority. The reform also structured the Bamako region as a district, different from other regions in that it has a dual role: (a) as a regional entity, the District has administrative responsibility for the regional departments and it coordi- nates their operations which are funded by the technical minist.ies; and (b) as a decentralized entity, the District performs municipal functions and provides services that are of a municipal nature and financed by the District budget. 1.07 The Administrative Reform Law of 1978 specifies the various responsibilities of Bamako District: maintenance of road networks, removal of household refuse, provision of sanitation and drainage sources, street lighting, water supply, public transportation, markets, collection local taxes, land management, etc. C. Constraints to Rational Development in Bamako 1.08 Housing investment is not keeping pace with the rapid growth of the population of Bamako because of the limited availability of serviced land for residential development. This is causing an in- creasing backlog of unmet housing demand, increasing population densities in older sections of the city, and haphazard, unplanned settlement of peripheral areas which will be difficult and expensive to service in the future. Densities in the older sections are about four times those in newer areas. Furthermore, existing infrastructure (especially roads and drainage) are falling increasingly into disre- pair. 1.09 The principal causes of this situation are the lack of institutional capacity to develop land (including planning and land allocation), the lack of a basic road network to support the supply of serviced land, the lack of basic topographical and cadastral mapping, and the lack of funds for capital investment, as well as for operatior. and maintenance of infrastructure and urban services. Institutional Capacity 1.10 There is a general lack of technical capacity in Government institutions responsible for urban development, and the required skills are not to be found in the local private sector. The First Urban Development Project (Cr. 943-MLI, June 1979) addressed the institutional issue through the creation of a project implementation unit under the Ministry of the Interior. which has been effective in administering the project. However, the Project Unit's experience has only been partly institutionalized (with the cteation of the Regional Department of Land Management) and coordination of the agencies involved in land development has been insufficient. Thus, to ensure a minimum level of infrastructure and services for Bamako, further strengthening of the District's technical capacity for land develop- ment is urgently required. The District is already responsible, under the 1978 Administrative Reform, for coordinating and directing devel- opment in Bamako. It has its own technical department and the region- al departments of the technical ministries under its authority. What is lacking is a strong district level operational capability to coordinate the work of agencies responsible for maintenance of crucial infrastructure, especially road works, and to improve the capacity to prepare subdivision plans and control land allocation. Bamako Dis- trict recognizes the need for a coordination unit to fill this gap and, thus, under the proposed project, a District Technical Unit would be established. Because of the general lack of technical capacity in Government agencies, the unit would have competence in a fairly broad range of skills relating to the planning and execution of civil works. The scarcity of the needed skills in the public and private sectors in Mali requires, in the short term, recruitment of expatriate technical assistance. For the longer term, a strong program of training of local counterparts, aimed at progressive technical self-sufficiency, is required. Both of these objectives would be supported by the proposed project. 1.11 Part of the problem of institutional capacity has been the lack of an appropriate land tenure law. The original land tenure legal framework, scattered through many different laws, remained in force, largely unchanged from early colonial days, until February 4, 1983, when a new law was enacted. However, the 1983 law was ill-conceived and its application has been suspended by the Government because of criticism of its overly complex procedures, ponderous management re- quirements, exclusion of gradual land development, hindrance of mortgage financing, and discouragement of housing investment. A revised land tenure law which addresses these inadequacies has been reviewed by the Bank and is expected to be enacted within the coming -4- months. However, equally important to the law itself will be the decrees which define the precise details under which the law will be implemented. The Government agreed to use its best efforts to have the law enacted by December 31, 1986, and also agreed to review with IDA the decrees relating to their implementation. Basic Road Network i.12 The institutional weakness and lack of resources discussed above have led to an infrastructure problem that is reaching crisis proportions. Maintenance has been neglected for so long that many roads and drains require reconstruction or substantial rehabilitation. The rapid growth or the city on the south bank of the Niger River has reached the point where a basic primary road network is urgently needed to provide a physical framework for control and direction of lAnd development, and to avoid prohibitively expensive servicing after uncontrolled settlement has taken place. Likewise, an urgent program of priority infrastructure rehabilitation in the center of Bamas must be undertaken. Cartography and Cadastre 1.13 While some of the elements required for a cadastre now exist, such as a register of land titles, the lack of base maps (which are essential for sound urban planning, specific site planning, development by the public and private sector, and preliminary design of infrastructure extensions) renders the cadastral system inopera- tive. The existing base maps are either badly out-of-date or com- pletely lacking for virtually all of the Bamako area. A complete eadastre is essential both for physical planning and land acquisition through the identification of specific sites, and for cost recovery through the identification of assessable properties. Financing for Urban Development and Maintenance 1.14 Along with grad!ually expanding the city's capacity to self-finance new investments, the ability to finance recurrent expen- ditures (maintenance and operations) of existing and future public assets is equally essential to Bamako District. In order to cope with the additional expenditures ,required by new investments and to signi- ficantly improve the existing low level of maintenance, it is estimat- ed that the Districtrs revenues should be approximately tripled within a decade. These increases require significant improvement both in cost recovery (especially related to land development operations) and in local taxation. Cost recovery could be improved by including part of the cost of extensions of infrastructure in plot sale prices. Local taxation could be improved through the following measures: (a) improving the collection of existing taxes; (b) modifying and/or expanding the tax base of the most productive taxes, such as business licenses; and (c) tapping new sources of revenue. 1.15 Resource mobilization (successfully supported by the first project) must be accelerated if the District is to meet its debt service requirements and take on an expanded land development role. The experience of the first project provides a starting point for a more systematic program of increasing revenues through improved assessment and collection of existing taxes, as well as identifying new sources of revenue, improving accounting and financial management, and updating the tax base. D. Government Policy and Action in the Urban Sector Overview 1.16 Facing the scarcity of resources for public investment, the Government has taken a number of steps aimed at improving urban man- agement, including: (a) establishing District level departments of land management and tax assessment; (b) revising the unsatisfactory land tenure law enacted on February 4, 1983; (c) increasing local revenues through better management of municipal finances and better collection rates; (d) increasing the capacity of public services to provide legal plots (albeit minimally serviced) to the bulk of the urban popullation; and (e) undertaking the Bamako ten-year investment programming study (covering the period 1985-1995), the first attempt to more efficiently allocate public investments for Bamako District. Investment Programming Study 1.17 The goal of the study, undertaken by consultants in 1984-85 (Groupe Huit, France), was to determine the minimum level of public investments for Bamako over the next decade that would preserve the city's vital role as an eccaomic center for Mali. This involved formularing a selective urban investment policy that was compatible not only with macroeconomic constraints and priorities, but also with local in,rituticns' ability to mobilize internal resources for public and private investments. A target ratio of urban investments to national investments of 11% was applied to insure that public invest- ment allocation for other priority sectors would not be impeded. Locational priorfties among cities were considered by shifting urban investment allocation in a manner corresponding to rates of economic and population growth. Furthermore, the study indicated that if the urban investment strategy contributes to overall economic growth, as is expected, it could stimulate additional investments at the national level. 1.18 The study estimated Bamako's overall investment requirements at about CFAF 72.5 billion or US$180 million (in 1984 prices). Given the limited investment capacity of the central government and the District (including Energie du Mali), it seems likely that some 70%, or US$126. million of this overall requirement would have to be fi- nanced with foreign grants or loans. (In recent years, some 87% of overall public investments have been financed from abroad.) The remaining 30%, US$54 million, would be financed from parastatal agencies, the District, and the central government. These figures do not include private investments in housing construction. Depending on how well the Government's land development policy is implemented. these could amount to as much as US$180 million in additional invest- ments over a ten-year period, the bulk of which would be generated locally. Under this scenario, domestic private investment would finance more than half of Bamako's total investment requirements (public investments, plus housing). However, the extent to which local private investment will be forthcoming will depend significantly on the successful implementation of appropriate land development and tenure policies. E. The Bank's Previous Role 1.19 The long-term objective of the Bank's assistance to Mali's urban sector is to help the Government to develop appropriate policies and institutional capacity to improve the efficiency of urban-based activities. In keeping with this objective, and due to the economic importance of Bamako and the magnitude of its problems, the Bank has financed, in addition to the first urban project, a series of comple- mentary infrastructure projects with an important impact on Bamako in the following sectors: water supply, power, highways, and railways, as well as Bamako components of other projects such as education and agriculture. 1/ 1.20 The First Urban Project was approved in June 1979. Its main objective has been to assist the Government in providing affordable urban services, particularly shelter, water supply, garbage collec- tion, drainage, schools and health care, to low-income residents in Bamako. To ensure replicability and maintenance of project compo- nents, cost recovery has been a major goal, especially for shelter and municipal services for which cost recovery has traditionally been inadequate in Mali. Implementation has been very satisfactory and the project is scheduled for completion by 1986. Progress to date in- cludes: (a) completion of civil works serving about 50,000 people; (b) a 75% increase in Bamako District revenues since the inception of project-financed support measures; (c) reorganization of the District maintenance department; (d) the introduction of the leasing of public water taps to individuals who sell water to the public at agreed prices; and (e) initiating the revision of the land tenure law and supporting the reorganization of land management in the District. In 1/ Since the first Bank-financed project in Mali in 1966, about 30 percent of all project investments (by value) have taken place in Mali's 13 main cities. addition, for the first time in Mali, the recovery of infrastructure development costs through plot sales was instituted under the project and has proven very successful; moreover, an embryonic "land devel- opment fund" was created by establishing a special land development account for the proceeds of plot sales. II. THE PROJECT A. Project Objectives and Description Background 2.01 The proposed project was identified in 1985. The background study for this project, i.e., the Investment Programming Study for Bamako (para 1.17) and the feasibility study, were financed with the fuzds of the first urban project. The proposed second project was appraised in June 1985. Negotiations were held in Washington in February 1986 with a Malian delegation led by H. E. Abdourahmane Maiga, Minister of Interior. Rationale for Bank Group Involvement 2.02 Bank involvement in this project is based on several consid- erations. First, relative to other donors, the Bank has a comparative advantage in the sector and in contributing to the formulation of sectorial policies and priorities. Based on our experience in the first project, the Bank has been closely involved in the design of the proposed second project and, in particular, in the formulation of the policy reform package which it pursues. Specifically, those compo- nents dealing with resource mobilization (i.e., cost recovery mea- sures, tax reforms, cadastral surveys) and investment planning/pro- gramming, including priority assigned to necessary maintenance activi- ties, have been designed and incorporated into the project as a result of our ongoing sectorial dialogue established under the first project. Moreover, these objectives reflect, on a sectorial basis, the macro issues which are the focus of our overall policy dialogue concerning structural adjustment. Second, given the nature of the project and other donors' lack of experience in the urban sector, it is unlikely that the Government would be able to secure adequate financing else- where. Project Objectives 2.03 The objectives of the project are: (a) to remove the major citywide infrastructure constraints to the efficient functioning of Bamako by repairing and extend- ing the road network and introducing traffic management measures in the city center; - 8 - (b) to facilitate private sector housing and construction activ- ities through a large increase in the supply of serviced land with security of tenure; (c) to improve local resource mobilization through implementa- tion of a multipurpose cadastre together with reform of the land tenure law, as well as measures to strengthen municipal finances; and (d) as a complement to the above objectives, to strengthen the capacity of urban institutions, especially concerning the District's land development, municipal management and tax collection functions, through training programs, studies, and technical assistance, both at the district and minis- terial levels. Project Components 2.04 The project has five major components (two for infrastruc- ture and land development, and three for institution building) which are summarized below (see details in Annex 2-1): (a) Infrastructure and Land Development Mi) Major Road Rehabilitation and Construction. This in- cludes civil works and technical assistance to rehabil- itate existing streets and sidewalks, from surfacing and patching to total reconstruction (some with paving stones), cleaning and repairing of drains, as well as traffic management measures in the city center includ- ing intersection improvements, traffic lights, and parking. This component would also include construc- a of new asphalt and laterite roads, and the estab- i..hment of a District Technical Unit, supported by technical assistance; (ii) Land Development. This includes basic roads, drainage, water supply, and street lighting for about 160 ha of sites and services (2,050 plots); 725 ha of minimally serviced land (9,500 plots); 200 ha of upgrading (3,300 plots); and 900 ha of land tenure regularization (15,000 plots). It would also include off-site drain- age, and water and power supply, as well as technical assistance for urban planning; based on the experience of the first project, simplified lot allocation proce- dures will be applied for these elements; and (iii) Cadastral Mapping. This includes aerial photography. computer equipment, vehicles, technical assistance, and training for the completion of large-scale topographi- cal and cadastral maps of Bamako, including a plot census, and a small pilot component to test appropriE:e - 9 - cadastral methodologies in heavily populated periurban and rural areas. (b) Institution Building (i) Resource Mobilization. This includes equipment, material, and technical assistance to introduce sound financial management, and to improve local revenue meaeures including business licenses, the road and refuse collection tax, and market fees. It would also include technical assistance to assist in the establish- ment of a District Financial Department, and in the implementation of the new land tenure law; (ii) Assistance to the District MrIntenance Department. This includes technical assistance, logistical support, and spare parts for solid waste management; and (iii) Project Coordination. This includes, through the Project Unit (established in the first project and institutionalized as a permanent unit within the Ministry of Interior), training programs and seminars, technical assistance, and studies (including a feasibil- ity study for a possible third project). B. Project Cost and Financing Plan 2.05 The estimated total cost of the project is US$34.5 million (see summary cost table and detailed cost tables in Annex 2-2). The estimated foreign exchange component is US$21.4 million, representing approximately 62% of total project cost. Base costs have been esti- mated as of January 1986. The project would be financed by an IDA credit of US$28 million covering 812 of total project costs (932 of project costs net of taxes), cofinancing of US$0.75 million and the Government's counterpart contribution of US$5.76 million (17% of total project cost--5% net of taxes). IDA credit proceeds totalling US$7.5 million would be on-lent to Bamako District for the land development component at 8% for 25 years, including a three-year grace period under a subsidiary loan agreement whose terms would be satis- factory to IDA and the signing of vhich would be a condition of credit effectiveness. The rate of interest reflects the current discount rate for the low-income housing sector applied by the West African Regional Central Bank (UMOA) which controls the financial sector. The on-lent amount represents the recoverable costs of the land development component which is a commercially-oriented operation. Since the District can recover the costs of this operation directly from the beneficiaries, it is logical that the operation's financing be on-lent. This amount also represents the practical maximum debt that the District can service from its revenues, including those generated as a result of the project. The Government will bear the - 10 - foreign exchange risk. The balance of project financing, including IDA credit proceeds of US$20.5 million, Government courterpart funds of US$5.76 million, and cofinancing, would be passed on as budgetary allocations to the various project-executing agencies, including Bamako District. C. Project Implementation Implementation Schedule and Responsibilities 2.06 The Ministry of Interior, through the Project Unit, would have overall responsibility for the coordination and financial manage- ment of the project. The definition of the responsibilities for the second project would be based on the experience of the first project, in particular, the allocation of financial and administrative respon- sibilities between the Ministry of Interior, Bamako District, and the Project Unit. However, in the second project, more responsibility, particularly in technical matters, would be given to the District through the establishment, as a condition of credit effectiveness, of a District Technical Unit. During negotiations it was agreed that the Project Director, as head of the Project Unit, and the Director of the Technical Unit would have qualifications and experience acceptable to the Bank. The project would be executed over six years. (Annex 2-3 gives the project implementation schedule and briefly describes the allocation of the various implementation responsibilities. Annex 2-4 gives a descriptiou and organization charts of the two principle project executing agencies, the District of Bamako and the Project unit.). 2.07 In addition to overall coordination, the Project Unit would have responsibility for implementing several smaller components. The design, implementation, and supervision of the major components would be the responsibility of the District, either its own units or the regional directorates of the technical ministries under the responsibility of the Governor, with supervision provided by the new District Technical Unit (Annex 2-3 and Annex 2-4). Consultants would not be engaged for the supervision of civil works because technical assistance and training would be employed to develop this on-the-job expertise within the agencies concerned, particularly the District. Following the good experience with the first project, a local firm would be used for the audit of project accounts. The project-related accounts of the District would, for auditing purposes, be consolidated and audited along with those of the Project Unit. Training 2.08 The primary objectives of the overall training program will be to strengthen the institutional capabilities of the various agen- cies and administrative units connected with the project. Because of the diversity of job positions and work disciplines involved in the - 11 - project components, the upgrading of staff capabilities will be accomplished through a variety of job-specific training programs that will be implemented internally, at local training institutions, and at institutions outside the country. All aspects of the training effort are clearly defined in the terms of reference for the technical assistance and would be monitored during the course of project implementation. Training activities would be coordinated by the Project Unit. hle first consultants should be appointed by Fall 1986. Procurement 2.09 Civil works would be procured through international competi- tive bidding (ICB) except in cases where the size of individual contracts would be too small to be attractive for ICB ?rocedures. These would include: (a) the street and sidewalk rehabilitation with paving stones which would be procured through local competitive bidding (LCB) following IDA guidelines, for contracts ranging between US$10,000 - 50,000, and by force account for works valued at less than US$10,000; and tb) the drain cleaning and part of the rehabilitation work for the land development component which would be undertaken by force account due to the very small size of individual contracts (all below US$10,000) and the existing capacity of District work forces. The procurement arrangements are listed in Annex 2-5. 2.10 Equipment, where possible, would be grouped into packages large enough to attract bids under ICB. However, contracts for furni- ture, materials and equipment, too small to warrant ICB procedures (i.e., those of less than US$50,000 each) and which include locally available maintenance, would be obtained under LCB. For very small procurement items (less than US$10,000 up to a maximum aggregate amount of US$400,000), competitive shopping procedures would be used. 2.11 Consultant services for design, training, and technical assistance would be procured according to IDA guidelines. Aerial photography and cartography processing would be procured through ICB. However, since governmental work forces are adequate for undertaking the ground surveys relating to the cadastral component, they wiln be carried out by force account). 2.12 For contracts awarded following ICB procurement, goods manufactured locally would be given a preference margin of up to 15% or the applicable import duty, whichever is lower, and local contractors would be given a preference of 7.5% in the evaluation of tenders for civil works. 2.13 As in the first project and under the supervision of the Project Unit, which will have the sole authority to sign contracts, all procurement documentation will be prepared and reviewed by the agencies in charge of the respective project components. - 12 - Disbursement 2.14 The proposed IDA credit of US$28.0 million is expected to be totally disbursed by March 30, 1993. The estimated quarterly dis- bursement schedule follows the regionai profile for all IDA projects (Annex 2-6). All disbursements from the IDA Credit would be fully documented. Where reimbursement is based on certified statements of expenditures for civil works and goods and services with a value below US$10,000 equivalent (financed from the Special Account, para 2.23), documentation would not be submitted to IDA, but retained by the Project Unit for review by IDA and project auditors. Improvement in District Finances 2.15 In contrast to many other West Aftican cities, Bamako is a net contributor to the national treasury: cwo-thirds of internal revenue is collected in Bamako while only about half of internal expenditure by central government takes place within the District. As a municipality, Bamako District is responsible for the usual municipal services (urban roads and drainage, solid waste removal, street lighting, markets, public standpipes, and sanitation) which it finances from its own internal revenues (primarily market receipts, transfer taxes, document registration, road and garbage taxes, lorry park receipts, etc.), plus central government-collected business license receipts realized within the District. The expenditures of the District's six communes, whose responsibilities are limited to maintaining public records (births and death registry, etc.) and social welfare (care of the indigent, etc.) are likewise supported by the District. The District also invests in capital projects (primar- ily construction and repair of public buildings, and purchase of vehicles and equipment) which it finances from its own funds and borrowings. In particular, the District has benefited from the capital expenditure undertaken through the first project. 2.16 In contrast to central government's economic and financial crisis. Bamako District has made some progress in recent years in mobilizing resources, but there remains significant scope for tapping additional revenue sources. District revenue increased from approxi- mately US$0.9 million in 1979 to about US$2.5 million in 1984. However, when discounted for population growth and inflation, the District revenue situation is less encouraging: while the population of Bamako doubled during the period 1975-1984, real per capita revenues (1984 values) declined from CFAF 2,000 (US$4.85) to CFAF 1,400 (US$3.40). Furthermore, the District operated at a deficit averaging 13% of recurrent expenditures in 1983 and 1984. and is expected to show a deficit of about 10% in 1985. This has hampered the District's ability to sustain what was an already inadequate !>!vel of services. Revenues will have to increase substantially over the - 13 - next ten years just to maintain the present level of services to the rapidly expanding population, to maintain existing and planned urban infrastructure and debt service, as well as to permit the accumulation of the land development fund for the replication of investments made under the first project and this proposed second project (paras 1.20 and 2.21). Expenditure control is equally important, for although expenditures (especially maintenance expenditures) have increased dramatically (from US$1.3 million in 1979 to US$2.6 million in i984), they have not produced corresponding increases in services and maintenance activities. 2.17 With project-financed assistance, total revenues are pro- jected to increase at a nominal average of 14% per year to 1994, rising from an estimated US$2.9 million in 1985 to an estimated US$9.7 million in 1994. A significant part of this increase would derive from increased coverage of the present population and from the expected continuation of rapid population growth in Bamako. Primary sources of increased revenue would be business licenses (from reclas- sification of businesses into the proper tax brackets along with expansion of business license rolls), transfer fees and permits (from the registration of unregistered plots), road and garbage taxes (from the establishment of a new trx base), and a portion of net proceeds from the sale of project plots. Recurrent expenditure growth would be limited to an annual average of 11% (through expenditure control sup- ported by the project). These revenue increases, with expenditure control, will move the District into a recurrent surplus position by the end of the project implementation (end 1992 onward). This program would permit, by 1994, a gradual expansion of urban services and servicing of the existing debt, as well as maintenance of project- financed infrastructure, project debt service, and an operating surplus for other investment. (Annex 2-7 gives the District's annual revenues and expenditures for the past few years (1982-1984), and as estimated for the future (1985-1994) with and without project.) 2.18 The projected increases in revenues and limitations on recurrent expenditure growth will only be possible if a number of changes are made to the District's tax base and financial structure and procedures. While the structure of business license fees appears to be appropriate, as does the Government's policy (developed with IME and USAID assistance) of not increasing the fiscal pressure on private businesses, the classification of individual businesses has not been reviewed in over 15 years. The proposed project would support such reclassification, along with expansion of business license rolls, which together should double the business license tax base by 1988, although application of the increased base is expected to be spread over a longer period. The road and garbage tax is currently levied on a weak base (the rental income tax) and could become a growing source of revenue by 1989, if based on property values to be developed under the cartography component of the project. The feasibility of this change will be reviewed during project implementation. The District - 14 - does not have a reliable accounting system (final accounts have not been prepared for several years), and does not have the capability to adequately prepare budgets and monitor income and expenditure. Since the first project accorded top priority to the question of resource mobilization, it did not deal with the issue of the District's finance in great depth. However, the proposed project addresses both the need for continued resource mobilization, as well as the now urgent need to strengthen the District's financial management and budgetary procedures. Thus, a District Finance Department, headed by a quali- fied Malian and appropriately supported by technical assistance, is needed to properly direct District accounting, monitor revenues, control expenditures, and prepare budgets; this Department will be created under the project. During negotiations, it was agreed that the functions of the Department, as well as the qualifications and experience of its Director, will be acceptable to the Bank, and that the Department will be operational as a condition of credit effectiveness. 2.19 Finally, the current cash management structure requires changing. In keeping with the francophone financial principles of separating authority for expenditure from that for payment and of consolidating funds, District revenues are paid into the National Treasury. However, the Treasury is also responsible for all govern- ment revenues and expenditures, and a clear picture of District transactions is not possible. The situation is further complicated by the existence of an internal District account into which a portion of District revenues is deposited before onward transmission to the National Treasury. Furthermore, this account is not adequately controlled and unauthorized expenditures (such as the District's capital investment expenditures in 1983 and 1984) are often made. The result is a situation unsatisfactory both to the District and the Government. In order for the District to be able to manage its re- sources and plan its activities, and for the Government to monitor the District's finances, as a condition of credit effectiveness, a District Treasurer will be appointed to be responsible solely for District transactions. It was agreed during negotiations that he w-ill have qualifications, experience, and functions acceptable to the Bank. 2.20 The District Finance Department and the District Treasurer have already been established. In addition, agreement was reached on the following program of actions to improve District finances (this program is detailed in Annex 2-7): (a) completion of statement of affairs of District as of December 31, 1985 (by December 31, 1986); (b) annual review by IDA, District, and Ministries of Interior and Finance of District's draft budget proposal (annually, beginning 1986); - 15 - (c) reorganization of District accounting/budgeting/financial control (by December 31, 1987); (d) reclassification of businesses for licensing purposes (by January 1, 1988); (e) referencing and mapping of commercial and residential properties (by December 31, 1988); (f) 10% annual increase in revenue from business taxes (over the project period); and (g) 15% annual increase in revenues from road cleaning and garbage taxes (over the project period). (The effects of the last tvc measures are reflected in the forecasted District budget with project presented in Annex 2-7.) Cost Recovery and Affordability - Land Development 2.21 The costs of land development (excluding off-site water and drainage costs) would be recovered through the cash sale of individual plots. With different levels of servicing and differential pricing, this component is expected to be affordable down to the 13th percent- ile of the income distribution. Households would be expected to purchase their plots in four cash installments over a one-year period (The mechanisms for lot allocation cost recovery, its replicability and affordability are discussed in Annex 2-8). Receipts from the sale of plots from the first project's land development component have been deposited into a special land development account and this arrangement would continue under the proposed project. In addition, under the Droposed project, this account would be transformed into a special District account, with a view, at a later date, to possibly institutionalizing the account as a small public agency for further land development activities. The process of this transformation would be as follows: (a) design and implementation of an overall programming, budget- ing, and accounting system for land development activities through the creation of a "budget annex" to the general District budget, according to existing District regulations; and (b) when resources and exnerience are sufficient, examining the feasibility of creating a small agency to be responsible for land development activities. This agency would assume the necessary management and accounting responsibilities now being carried out by the District. It would be staffed with current District employees who would be given appropriate training, either with specialized seminars in Bamako or with short-term training in similar agencies in other countries. - 16 - Poverty Impact 2.22 The relative poverty level for urban households can be esti- mated at a monthly income of about CFAF 28,000 per household in 1984, corresponding to the 33rd percentile of Bamako's income distribution. For upgrading sites. approximately 45% of the expected beneficiaries are below this poverty level. For the sites and services and minimally-serviced plots components, 80% of the plots will be affordable to families below the poverty level. The project would have additional benefits for low-income households (including families under the 13th percentile) by improving road access to existing low- and high-density areas, as well as improving refuse collection in these areas. Special Accounts 2.23 A Special Account for IDA credit proceeds would be estab- lished for the proposed project as a condition of credit effective- ness. The Special Account, which would be CFAF 100 million, would be replenished on the basis of Government withdrawal requests. Another local account, the revolving fund, would be created for Government's counterpart contribution, with an initial deposit of CFAF 100 million. The Special Account and the revolving fund would be operated under terms and conditions acceptable to IDA. Accounting, Auditing, and Reporting 2.24 Consolidated project accounts would be maintai-aed by the existing Project Unit under the Ministry of Interior, continuing the satisfactory arrangements established under the first project. The Project Unit would administer the Special Account and the revolving fund, monitor the land development account, and process all withdrawal applications. Bamako District and other project executing agencies would maintain separate accounts for the project components under their responsibility and provide the Project Unit with the necessary accounting data for consolidation. Project and Special Accounts, the revolving fund, and statements of expenditure would be audited annually by independent auditors acceptable to the Bank according to terms of reference agreed by the Bank. Project accounts and auditors' reports would be submitted to the Bank within six months of the end of each Government fiscal year. Legal restrictions preclude the Distric 's accounts from being audited by a private firm. Thus, it was agreed that the District would submit its accounts, as approved by the Ministry of Interior, for the Bank's review within six months of the end of each fiscal year. The Project Unit would continue the quarterly reporting procedure established under the first project and would prepare a project completion report within six months of the credit closing date. - 17 - Status of Project Preparation 2.25 All land necessary for the land development component already belongs to the State and would be transferred to the District no later than December 31, 1986. Final design and detailed engineering and bidding documents for the road rehabilitation (first year's works) and land development components have been prepared by consultants. These studies have been financed under the first urban project. Technical assistance would be in place by Fall 1986. All critical preparation work would be completed before the scheduled mid-1986 project start-up. During negotiations, the Government requested a PPF in the amount of US$0.8 million to: (a) cover technical assistance for review and modifications to the land tenure law, in anticipation of the cadastral component; and (b) complete detailed engineering studies, funding for which has thus far been paid out of the first project; however funds for this purpose under the first project are now nearly exhausted. This PPF is expected to be finalized shortly. D. Project Benefits, Risks Benefits 2.26 The primary benefits to be derived from the project are: (a) improved District finances through better management of operations and improved collection of revenues; (b) improved efficiency of Bamako's transportation system through better management of traffic flows in the city center, as well as upgrading its road network, and improving key road segments on the south bank of the Niger; (c) lengthened lifetime of infrastructure investments through improved maintenance; (d) improved living conditions for Bamako's residents through provision of 12,000 new plots, rehabilitation of 3,300 ex- isting plots, and land tenure regularization of an addition- al 15,000 plots (involving about 300,000 people); and (e) increased incentives for investment in land development and housing as a result of improved security of tenure. 2.27 Among these benefits, the increased efficiency of Bamako's transportation system, due to savings in fuel and vehicle maintenance costs, is a critical economic consideration for the whole country. - 18 - Indeed, 70Z of total domestic fuel consumption and most transpbrtation equipment acquired nationally are consumed in Bamako and its environs. These two items account for about 402 of national imports and absorb, therefore, more than 50% of total export receipts. Rate of Return 2.28 The project's economic evaluation is given in Annex 2-9. Rates of return were calculated only for the components which produce quantifiable benefits, namely, the infrastructure component (road rehabilitation and traffic management in the city center, rehabil- itation of main access roads to the center, and primary roads on the Sonth Bank) and the land development component. These two components account for CFAF 9.6 billion (US$24.9 million) or 72Z of project cost. The overall rate of return of the two components is 36%: 31X for the infrastructure component and 44% for the land development component. Given the lack of data, no adjustment was made to the investment costs to account for use of unskilled labor. The foreign exchange compornent was shadow priced at 0.93 (average standard conversion factor, weighted 1978-83, currently used for Bank-financed projects in Mali). 2.29 For the infrastructure component, the approach was to calcu- late benefits from vehicle operating cost savings under varying speed levels and pavement conditions, and from time savings when the speed and/or the traffic flows are improved. Value of time was established at one-third of the minimum guaranteed hourly wage. The cost streams included the cost of civil works, the technical assistance costs of this component, plus an allowance for routine and periodic mainte- nance. Under these conditions, economic rates of return (ERR) range from 19% to 51% on the nine road sections being completed or reha- bilitated and on the traffic management subcomponent (see Annex 2-9). The consolidated ERR (31Z) is within the range of that for similar projects, even though it was not possible to assess all the benefits (in particular, time savings due to secondary improved street intersections). 2.30 Separate calculations were done for an alternative paving stone solution. The approach was to compare the benefits and cost streams of such an option versus normal paving with a double surface creatment. The rate of return of the incremental investment of the paving stone option (about 55Z higher than normal paving), taking into consideration savings in foreign exchange as well as vehicle operating cost losses due to the stone surface, is 12%. Considering the employment impact, the paving stone option appears to be a worthwhile solution when implemented on road sections with heavy traffic flows and/or low traffic speeds. 2.31 The rate of return of the land development subcomponent (44%) was calculated on the basis of benefits measured by the projected differential in rent between improved and unimproved land at - 19 - existing market prices. In order to avoid double counting, neither the benefits accruing from improved health and sanitary conditions nor the benefits due to the improved infrastructure network were included. Those portions of technical assistance costs which are directly related to the subcomponent were included in the economic evaluation. Sensitivity Analysis 2.32 A sensitivity analysis was conducted to verifv to what extent the rates of return would be affected by possible increases in project costs and/or decreases in benefits, although these benefits were calculated conservatively. 2.33 For the infrastructure component, the two main results are the following: (a) if the benefit stream decreases by 10X, the consolidated ERR would be reduced from 3i% to 21Z; and (b) if the maintenance costs are reduced to their minimal level, leading to an estimated 10% increase in vehicle operating costs from the third year onward, the consolidated ERR would be reduced to 212. This last result shows that sustained effort in routine and periodic maintenance will be the key factor in maintaining a good return on investments. For the land development component, the two main results are the folloving: (a) if the land value decreases by 10%, the ERR would be reduced from 44% to 35%; and (b) if the capital costs increase by 1OZ and the land value decreases by 10%, the ERR would be reduced to 28%. Risks 2.34 The risks involved in the project are: (a) that Bamako District might not be able to sustain s,.fficient rolitical backinp, to assess and collect the increases in taxes and fees required to gener- ate enough revenue for debt service, maintenance, and investment; (b) that project implementation would suffer due to the difficulty of attracting and keeping qualified Malian staff; and (c) that the Government may not be able to finance its share of the project costs in a timely manner. Concerning increased tax assessment and collection (point (a) above), the rehabilitation of roads and the improvement in refuse collection provided under this project should convince taxpayers that the District can deliver a better level of servlces, which would justify incremental taxes. The shortage of qualified personnel is a risk affecting virtually all undertakings in Mali. The extensive training programs included in the project should counterbalance this risk (point (b) above). To ensure that the Government makes funds available to finance the project, we have proposed that, if necessary, counterpart funds could also be provided from the land development account which receives the proceeds of plot sales. During the project period, funds totalling some US$5 million equivalent are expected to accrue to this account; this amount is in line with the Government's counterpart obligation. - 20 - III. RECOMMENDATION 3.01 The draft Development Credit Agreement between the Republic of Mali and the Association, the draft Project Agreement between the Association and the District of Bamako, and the Recommendation of the Committee provided in Article V Section 1(d) of the Articles of Agreement of the Association, are being distributed to the Executive Directors separately. 3.02 During negotiations agreements were reached on: (a) assurances concerning land tenure law and review of rules and regulations concerning its implementation (para 1.11); (b) detailed definition of simplified lot allocation procedures (para 2.04); (c) adoption of an action plan to imprs-we >'strict revenue mobilization including the timing and details of the program (para 2.20); (d) maintenance of exclusive use of the project land development account for land development activities (para 2.21); (e) auditing of all project accounts and annual review of District account by IDA (para 2.24); (f) timing for hiring of technical assistance (para 2.25); (g) completion of :P-.Q t.qnsfer to the District by December 31. 1986 (para 2.25); and (h) qualificatic.x and experience (satisfactory to the Bank) of the Project Director (para 2.06). of the Director of the District Technical Unit (para 2.07), of the District Finance Department (para 2.18), and finally of the District Treasurer (para 2.19). 3.03 Conditions of effectiveness are: (a) the execution of the subsidiary loan and grant agreements between the Government and the District (para 2.05); (b) creation of the District Technical Unit and appointment of its director (para 2.06); - 21 - (c) appointment and putting in place of Heads of District Finance and District Finance Treasurer (para 2.18 and 2.19); and td) creation of a revolving fund for Government contribution and deposit of an initial contribution of CFAF 100 million (para 2.23). 3.04 Satisfactory agreements and assurances on the above having been obtained during negotiations, the project is suitable for an IDA credit of US$28 million equivalent on standard terms. WAPUR March 1986 - 22 - ANNEX 2-1 Page 1 of 12 MALI SECOND URBAN PROJECT DETAILED DESCRIPTION OF PROJECT ELEMENTS I. INFRASTRUCTURE A. Road Rehabilitation and Construction 1. Traffic Management Plan and Road Rehabilitation in the City Center Traffic congestion in the city center is mainly caused by the poor condition of road surfaces and sidewalks, the lack of traffic regulation measures, and the inadequate design of intersectiuaa. The traffic management plan designed to improve this situation includes the following elements: Ca) rehabilitation of 14 km of streets and cleaning or rehabilita- tion of 25 km of storm drains; (b) improvement of 20 intersections, including seven with traffic lights; (c) rehabilitation or new construction of 10 km of sidewalks; Cd) improvement of signing and road markings by means of some 500 road signs and 10 km of lane marking; (e) repair of approximately 500 street lights and installation of about 100 new ones; (f) establishment of a pedestrian zone around the Central Market; and (g) technical assistance (traffic engineer and road construction engineer) in association with the District Technical Unit (33 man-months in total) for all three elements of the Road Rehabilitation and Construction component. Approximately 2 km of new roads and 10 km of sidewalks in the city center are proposed to be paved using paving stones under a pilot program supported by specialized technical assistance (30 man-months). - 23 - ANNEX 2-1 Page 2 of 12 2. Rehabilitation of the Main Access Roads to the City Center (North Bank) In coordination with (and to complement) the above-mentioned measures in the city center, the following work is proposed on the main access roads to the city center: (a) rehabilitation or reconstruction of 20 km of roads, including the associated roadside drainage; the following roads will be resurfaced over a minimum width of 6 m, and some will be widened to 7 and 9 m respectively: - East of city center: RR6 (North side) and the cross- links of Missira and Bankoni, 44th Street, Titi Niare Street, and a new laterite road to the industrial zone; and - West of city center: Kasse Keita and Ibrahima Diawara Streets and their 3 cross-links, as well as Boulevard de la Paix; (b) improvement of 10 intersections on the above-mentioned roads including 3 with traffic lights; (c) erection of 160 signs and 9 km of lane marking; and (d) installation of about 100 street lights. 3. Infrastructure (South Bank) The objectives of this project component are to open up the South West area of the South Bank (Bako-Djikoroni, Sabalibougou, Kalabankouro, Niamakoro), prepare the road network for future exten- sions, and achieve an optimal distribution of traffic with respect to the second Niger bridge (scheduled for completion in 1992). Two types of interventions are proposed: (a) construction of 13 km of 30 m right-of-way primary roads creating links between Badalabougou and Kalabankoro, Road RN6 (Algerian Embassy) and Kalabankoura, and between Torokorobougou and Kalabankoura through Sabalibougou, including two reinforced concrete box culverts over the intermittant drainage channels which divide this area during the rainy season; (b) off-site infrastructure for the Bako-Djikoroni site, including 5 km of 200 mm diameter water main to supply water area; and (c) 3 km of medium-voltage electrical transmission line to the same area. - 24 - ANNEX 2-1 Page 3 of 12 B. Land Development 4. This element includes the following: (a) 160 ha of sites and services, comprising about 2,050 lots ranging in size from 240 m' to 375 m 2 (and about 30 residen- tial lots of 850 m2). Infrastructure includes 3 km of paved roads, 7 km of laterite roads, storm drainage, water supply through public standpipes, and street lighting on the main roads; (b) 725 ha of minimally serviced land at Kalaban-Sud, comprising about 9,500 lots. Infrastructure includes grading of the main roads, marking of the right-of-way of secondary and tertiary street network, and some groundwater wells (boreholes) for water supply. The primary road network mentioned above under 3(a), will provide access to this area; (c) 200 ha of upgrading in Bankoni, comprising about 3,300 lots. Infrastructure work will include construction of basic main roads and drainage, and regularizing of the lots with granting of secure tenure; (d) 900 ha of land tenure regularization, comprising about 15,000 lots. This project component will be supported and complemented by the cartography element of the project and the strengthening of the Regional Department of Land Management (IDD); Ce) 30 km of unpaved primary roads (30 m right-of-way) to comple- ment the paved main road grid of the South West area. Five large culverts for drain crossings are also included; and (f) 60 km of secondary road right-of-ways (20 m idth) will be stripped only with the aim of structuring th. 725 ha of the minimally serviced land. The technical assistance for the Land Development Component consists of a site engineer (36 man-months). C. Multipurpose Mapping 5. The objective of this project component is to produce, for the city of Bamako, mapping usable for various applications. The proposed element includes aerial photographs (scale 1:10,000) and digital mapping with automatic restitution of plans at larger scales (1:1,000; 1:5,000). These plans will serve the District Maintenance Department and the national tax and land management depart-ents for the cadastral survey - 25 - ANNEX 2-1 Page 4 of 12 and land tenure regularization components of the project. The necessary equipment and technical assistance (cartographer for 18 man-months) will also be provided. II. INSTITUTION BUILDING 1. Resource Mobilization (a) Creation of a District Finance Department: This department is necessary because of the financial effort required from the District and because of the substantial budget which is involved. The main duties of this department will be to prepare and monitor the budget, to establish proper procedures for committing expenditures, and to manage staff and equip- ment; (b) District Treasurer: The District Finance Department mentioned above will work in close collaboration with the new District Treasurer. It is proposed to establish a District Treasurer, physically located in the District, who would handle solely the District and its six communes, without any interference with the accounts of the Central Government; and Cc) Increase of Revenues: The objective of this project component is to increase the District's capacities for infrastructure maintenance and new investments, so that it can assume its responsibilities in the development of the city and can also service the debt incurred through this project. Three types of actions are proposed: 'i) increasing the revenues from business licenses in con- junction with the National Department of Tax Assessment; (ii) acceleration of the land tenure regularization carried out by the Regional Department of Land Management with improved collection of the property transfer tax asso- ciated therewith; and (iii) improvement of the property assessments carried out by the Regional Department of Tax Assessment to increase the base of the street cleaning and refuse collection levies. The technical assistance for this component comprises a financial management advisor, a tax specialist, and a computer program- mer who would all be attached to the District Finance Department (61 man-months). - 26 - ANNEX 2-1 Page 5 of 12 2. Creation of a District Technical Unit (a) This unit will provide the technical assistance and logistical support necessary for the planning, administration, and supervision of the civil works contracts of the project. A senior technical advisor will be assigned to the unit for 36 man-months; and (b) Logistical support includes vehicles, equipment, material, supplies, and about 1,500 m2 of office space to relocate/house these services. 3. Assistance to the District Maintenance Department (cofinanced by GTZ). This component will comprise the following elements: (a) Technical assistance to the District Maintenance Department (DSTD) to improve the solid waste collection and disposal system (engagement of private contractors for some areas, experimental composting), and also to improve the management of the DSTD, their drain cleaning and septic tank emptying operations. The training and advisory services will be provided by a solid waste management expert, a workshop superintendent, and a composting expert (54 mau-months in total); (b) Purchase of 20-7 m3 waste containers, various tools and workshop equipment, and vehicle and equipment spare parts; and (c) Development of disposal sites for solid waste and sewage sludge. 4. Project Unit The project unit will continue to be responsible for the overall supervision of the project activities as well as for the insti- tution building components. It will be charged with the administrative and financial coordination of the project, management of the special accounts, and the preparation of disbursement requests. The project unit will also continue to initiate, administer, and supervise training and studies. This element includes technical assistance and advice to the project director for 66 man-months, vehicles and equipment, and 54 man-months for the following: feasi- bility study for a third urban project, feasibility study for intro- duction of property tax, and short-term technical assistance. The table on the following page presents a summary overview of the proposed technical assistance. -27 - Ann 2-1 p 12 sICCmvUD EAl PROJECT Technical Asiltance Overview Componet7 Lon/Short- Assigned Located Position Term to at (mn-mouths) K. UINATUUR A. Road Rleab. &Const. - TraffIc bngineer 24/9 mm - Pavitg Exarts 2416 CTD B. Land Devlent - Site Egneer 36/ CYD C. MIltImurpoue Kaulns - Cartographer 12/6 DlTC II. ZnST?TUTON DUnINDlG A. Reomrce Mobilization - Fnancial Management Advisor 24/6 DNICT DiD - Computer Programor 12/12 CTD DID DD - Tax Expert 17 DiD D. District Technical Unit - Sr. Technical AdMsor 36/ CTD C. DSTD (GTZ cofinanced) - Solid Wasta Nanagemt 24/ DSTD Expert - Wbrkshop Superintendent 241 DSTD - Compostfing Expert 6 DSTD D. Pro ct Ut - Advisor to the 361 PUM Proect Dlrector - Training 30/ ?UK - Unallocated 124 PUN Total 282/76 man-months (54 thereof cofinanced by CTZ) Abbreviations: CTD: Ce11Y1C Technique du DiStrict (District Technical Unit) D: Bureau de Transport du DiStrict (District Traffic Managemet Unit) DITC: Direction Regionals de Topographie at Cartographie (Regional Departmet of Topography and Cartography) DRICT: Direction ationale de l'Interieur et des Collectivites Territoriales (National Department of the Interior and Local Govezrumnte) DID: District Financial Department ID: Inspectloan Dou nlale du District (Dlstrict Land bwpctorate) DSTD: Direction des Services Technlques du District (District Meaitenance Departgmen) PDM: Project Unit November 1985 - 28 - ANNEX 2-1 Page 7 of 12 5. Training The primary objectives of the overall training program will be to strengthen the institutional capabilities of the various agencies and administrative units connected with the project. Because of the diver- sity of job positions and work disciplines involved in the project components, the upgrading of staff capabilities will be accomplished through a variety of job-specific training programs that will be imple- mented internally, at local training institutions, and at institutions outside the country. The training methodology and tasks for this component of the project are described below, in conjunction with the flow chart and schedule attached at the end of this annex: (a) Methodology. The methods to be used to upgrade staff will be determined by the actual training needs of each individual and identification of the most efficient ways to meet these needs. This will include: Ci) On-the-Job-Training (OJT) to be conducted by technical assistance experts and senior staff on a one-to-one basis, or with small groups of trainees. This training is to be based upon the identification and description of each job-related task that the trainee must master in order to be competent in his/her job position. The training will not be considered complete until the trainer has certified that the trainee can perform each of the tasks in a proficient manner and without super- vision; Cii) Work/Study Programs to be conducted at similar institu- tions (i.e., a Department of Finance, Urban Planning Unit, or Public Works Department) outside the country where staff can gain first-hand operational experience working in a more successful environment. These programs (stages pratiques) could also include specific study assignments in related background subjects (i.e., munici- pal accounting practices, municipal maintenance planning, etc.); (iii) Short Courses, Seminars, and Workshop to be conducted in-house, at local institutions, and at institutions outside the country. These programs would primarily be directed to senior and mid-level staff on such topics as (a) personnel policies; (b) work supervision; (c) finan- cial planning and management, and (d) advanced technical subjects, and would be directly related to local institu- tional requirements; (iv) Training at Local Institutions to be conducted primarily for mid- and lower-level staff to develop basic skills and job-related knowledge. This training will involve - 29 - ANNEX 2-1 Page 8 of 12 release time from the job so that trainees can attend courses either part-time on a daily basis. (b) Tasks. The tasks necessary to establish and implement the training program will require a variety of inputs and actions on the part of the local administrative staff and the techni- cal assistance experts. These tasks, as outlined below, will need to be defined in detail during the initial phases of the project. (i) Definition of Training Needs will be accomplished after institutional functions and job descriptions have been established. Job tasks, skills, and knowledge required for each job position will then be compared with the skill and knowledge levels of existing staff and/or new recruits. Identified skill and knowledge deficiencies will then form the basis for the proposed training program; (ii) Identification of Training Methods will be based upon the training needs assessment and will establish the types of training to be utilized for each of the job positions, i.e., OJT, short courses, work/study programs, seminars, etc; (iii) Identification of Training Institutions will follow the selection of training methods. When the training cannot be accomplished in-house, these will include local training centers, specialized training institutes outside the country, and similar agencies in cities of comparable size. The training programs will be developed jointly with the selected institutions, taking into account entrance requirements, program content, scheduling, and costs; (iv) Selection of Trainees will be based upon the results of the training needs assessment, staff development prior- ities, staff scheduling priorities, and the availability of training programs. Selection criteria will also include the trainees' ability to meet the entry require- ments of the program; (v) Preparation of the On-the-Job Training Program will be based upon the functions and tasks listed in the various job descriptions. A detailed list of tasks for each job position will be compiled in which the trainee must demonstrate acceptable proficiency to successfully complete thei program. As proficiency is demonstrated for each task, the trainee will assume full responsibility for that task from his/her technical assistance counter- part and/or superior; - 30 - ANNEX 2-1 Page 9 of 12 (vi) A Train-the-Trainers Course will be required for all senior staff and technical assistance specialists who are involved in the OJT program and who have not had previous training and experience in this area. The three- to five-day course will include training objectives, method- ology, and techniques, and will be conducted by a training specialist in-house; (vii) A Training Schedule will be established for all phases of the program including in-house, local training, and training outside the country. Considpration will be given to trainee released time (from work), instructor availability, and course schedules at outside training institutions. The schedule will be defined during project start-up and should continue beyond the end of the project; (viii) Implementation of the Training Program will be accom- plished according to the established schedule and will be monitored periodically to determine training effective- ness. Responsibility for the program will rest with the Project Unit, senior administrative staff, and the technical assistance specialists. Each quarterly project report will include a section on training activities and progress to assist in the monitoring and supervision of the training component; and (ix) Evaluation of Training will be guided by the primary principle of job competency. Evaluation procedures will be established to verify that the trainee is proficient and competent in his/her job position. Favorable evalua- tion of OJT will be followed by the turnover of job responsibilities from the technical assistance specialist to the trainee/employee where applicable. Other in-house training, and training at outside institutions, will be evaluated by measured improvements in employee perfor- mance upon return to the job position. (c) Costs to be Financed. Financing for the project training component will be allocated through the following items: (i) Technical Assistance. Although primarily utilized to perform tasks and assignments for which local expertise is not available, all technical assistance experts will be required to perform training functions related to their fields of expertise. In addition, depending upon the technical assistance profiles, it may be necessary to utilize a training specialist for four to six weeks at project start-up, and for brief periods during the remainder of the project; - 31 - ANNEX 2-1 Page 10 of 12 (ii) Tuition Costs will be financed for trainees/employees attending local institutions and institutions outside the country; (iii) Travel and Per Diem Expenses will be financed for courses, seminars, workshops, and work/study programs outside the country; and (iv) Training Support Materials will be required for in-house training activities and will be financed through the project. MALI SECOND URBAN PROJECT Training Activities Objectives Methodology Tasks Project Elements 1-1 DIMTIC T IKEICAL OXDU*TICO MT VOWO/STUDI PROGRAMS _t3W UUA 0 0T81IM-D 1131( DIMICS UlmI> Otl-T1108 TRAINING M18IIS ST TRCCN IC ASSISTANCE I.- AND SENIOR STAFF - DCIU TRAINING NEEDS . TRNIGTM FOE UQ UNIT CAD*SIUAL "l CAUPAILII - IDIWTIl TRAINING _ _ __ _ _ _ _ _ _ _ -Q I E K : ]T A E N E - IDlTAISU TIAININO t ~~INSTITMON _ - 11 _ - ~~~VL/8STUDS PROGRM -T CSICA ASSISTACE okCS U0S91DC T|1Z COUTILtN -SU 8 T IIIZC -- ONTI-JOI 1t3*131K -TUITIO com _uuau I tS TECUNICAL ASSISTANCI_ - P ON JOt C I STRENGTREN AM80SATINI noGm -AD DIOB A ShIM PRn DORs SimicT rmum ~~~- SW"31M AoT LOA O-STIIORS UOUU4 - EAIN TUINT S T TININO ATERIALS E STABLISH TRAINING - m/SSU Y PROGUII SCRZDULC _ - O-TOS TIINAC r Lt ShC1 111ICAL ASSISTANCP IIMPLSU TININ¢ , - SL~TAIN AT LOCAL asOlSTll" - ALnsUN WAPUR~~~~~~~~~~~~~~~~~~ Novebr 1985 - 33 - ANNEX 2-1 Pa8e 12 of 12 MALI SECOIID U11 PRJC Scbedule of Training Activitie 87 so 89 90 91 J.J......J J ...........J.... A. Definition of Tralning Neds 1. Dlitrlct Technieal CoordinatLon 2. DistrLet Urban Planning Unit ..................................... 3. eat'l Regional Dlrectoratme of Topogr.phy ... 4. Regonal Dlirectorates of Land 5. Nat'l Directorate of Interior (DIICS) mxxx 6. Distrlct FLnance Dept. X.. 7. DLstrlct Tecbn. Servlces Dept. ]a= ......... S. Project Unlt .. D. Identlfication of Training Methods . . . . . ...... . . . . ..................... C. Identification of Trainlng Instltutions 1. Local .... ... x . m 2. Outslde the Country .... .. .. 3. Tinlning Arrangments .... T.= .. . D. Selection of Trainees. ....X= ............. ........ E. Preparation of On-the-Job Trg. Progres 1. List of Tasks for Each Job Position ....AX .... .. 2. Schedule for Transfer of Job Responsibilities ....XX . . ........... F. Train Senlor Staff as Trainurs 1. Prepare Workshop Material.s X .... ..... 2. Conduct Worksbop. .... .... ...... .... C. Establish Project Training Schedule ........ .... I... H. Inpismnt Training 1. On-1he-Job .......... 2. At Loaal Institutions .......... 3. At Oversaw Intltattions a) Workshope, Se iners & Short Courses .......... . .].=..m.m .....x b) UorkiStudy Programs .......... ..............x I. Evaluate Training Through 1. Takeover of Job Reponsibilities ........................ 2. Submission of Trtaining Reports .R.... RL ......LR.. . P ... .R R m . m. - Designates the tl. period during uhich the various activities will occur. WAPUR November 1985 - 34- ANNEX 2-2 UENII ftU5LI07 vi! P.,, t _uiY RetjKt Cbts Ml im Cat as of J r limp (01 6 * CFF Ml LUIL TaIr F11IE mtOtA LOUL lTani FIIIEII TOTl. law Cbt Elccl (CFtF dil~lm mil d 3.Er.stractur bad NImbbtltdati Civil We 11.816 Sm.700i 'jM.:" 3,42 2 026 1.472 4.644 0.91 344 .1 tini lfic W c vi .112 21.47 .1t7. 21.21 J05 0.-74 0.571 0.04 12.91 ss.n hicln arlit Emuapmt A.21 9.124 32.3716 5.217 0.021 0.024 *.SS **30 *.S s5.S Civl lr t 123.51 427.69 i,3U.i24 2,519.321 2.139 1.111 DOZ 6 .72 2it.n1 5D.7t _."timp Z5.362 18.684 143.763 111 LGI SIS I7 * A*Ms 4.43 I.*9 76.6 no s JSis,m 211.77n 21.106 16LO. 212.175 0.075 0.0 0.424 0.53 2.11 76.61 = cbicrl Aniet4.e, 1H.141 147 IIS.IIS2 147AIISZ* LOU LOIJI A 114 t0.33 1.S 76.63 Vehidua at Equipment 4.110 4.151 6.40t 25.05 0.011 0.tl2 0.043 0.065 0.31 65. ier7 Ltr.ah, 11.670 IL3.I4 221.36 247.251 0.00 0.S 0.76 0.642 2.51 P.61 fruit btri 33.555 2.774 34.615 49.00 0.030 0.00? 0.0 4.IZ7 0.53 70.1 Tecimcld Ommiutau md Traddng 15.154 7.440 ItU32 131.456 0.01 0.ll L233 0.34* S.33 112.111S VehicLn sA Equipmet 29.130 12.235 174.m z1.150 *.076 0.032 0.454 L.56 2.21 o.nt felteta1 2,333.916 1UL 5.H1 47562.747 71154.6U2 5.556 2.9" 11.3 2.402 7441 50.31 1..tltstim hildiel Icowce WdilizAtim hildng CstrKcti 29.734 35.643 111.376 Z33.711 0.077 0.393 0.437 4.607 2.3 72.0S Technical auustonadie Tralinin fif26 26.730 373.712 472.269 0.174 0.069 0.9II 3.22 4.71 008.21 Vhic«l ld E dtpmt 13.0140 5.749 34.70 11 101.71 0.029 L0OTS 0.220 0.264 3.01 3.51 Timical ositai at Trainml 0.0C0 0.000 145.D1 3.571 0.000 0.000 0.371 4.373 1.1 100.01 Vicim NWt fglpeut 42.026 4.*0 23.371 7t.000 0.39 0.012 0.061 A112 0.71 32.41 Civil VW&& 39.375 2.153 21.320 42.435 0.050 0.0001 LOS 6.31 0.43 49.3 Wm" Udt33.435 IL I74 217.116 271.62 0.100 .O L.5 4.7 2.n 00.21 T;chicl aiitmcne ad Tradindg 93.060 3424 5316.02 643.56 0.2D37 0.A 1.340 .672 6.41 7.25 iclus ad Eiipmet 24.710 10.203 145.450 30.39 0.L064 L027 0.AS4 0.46 3.11 11.61 utota I2".1T4 36.07 1 701.455 2,163.547 0.3 0.356 .439 64 21.6 737 TOTAL M T C4tI.U11 1 23.15 6264.23S 10,016.193 .39 33t It.271 2L016 I3t01 Z. "Calc Cutliqwcinc 335.642 16L215 736.544 ,214.400 0. 0.421 3.913 .154 12.13 40.71 Price Cttiepct M14.011 311.07 1,240.740 2,057.332 I.319 0.732 m L3s4 20.53 L*.SS 11114 FPIUEtT MST 31 2.72 1.733.717 E 241.4k 13,237.93 L.t4 4.511 ib0 .514 62.01 _ _ i _ _ . _ . e 1W7 191 391 10 199 1992 IKca! Price Iucrn 7.a2 6.-1 6.31 7.0s 7.3S 4.1 Fuulp Prkic 1acmm 7.S 6.Z 6.3 7.0? 7.13 4.01 a/ Totals ay rot add 4p br to rou_t4l. S cth 19U - 35- ANNEX 2-2 MALI Page 2 of 5 SECOND URBAN PROJECT Detailcd Cost Estimates - Infrastructure (Ease Cost as of January 19961 (CFAF million) LOCAL TAXES FOREIEH TOTAL Road Rehabilitation Civil Norks Site Preparation 127.5 61.9 191.3 380.7 Roads 633.0 307.1 949.5 1,889.6 Drainare 190.2 92.3 295.4 567.9 Off-site Hater Line 43.4 24.9 80.6 148.9 Traffic Signals I Street Lighting 93.7 80.6 291.0 455.2 Design 21.6 15.9 122.2 159.6 Supervision 17.3 12.7 97.8 127.7 Technical Assistance: Long-Terc U66 19.5 150.7 19.8 Technical Assistance: Short-Tere 8.3 6.1 47.1 61.5 Equipment / Vehicles 9.2 9.1 32.9 50.2 Land Develo ment Civil ar ks Site Preparation 250.6 121.6 375.9 748.0 Roads 151.9 73.6 227.7 453.2 Drainage 249.4 120.5 372.6 741.5 Water Supply 127.9 73.5 237.6 439.0 Electricity U4.8 38.5 134.4 217.7 Happing 25.4 18.6 143.9 197.7 Design 16.0 11.7 90.7 118.4 Supervision 12.8 9.4 72.4 94.6 Technical Assistance: Long-Term 19.9 14.6 113.0 147.6 Equipment I Vehicles 4.1 4.6 16.4 25.1 Cartograpb Aerial Photography 11.7 14.0 221.6 247.3 ground Control 11.6 2.8 34.7 49.0 Tech. Assist. and Training: Long-Term 6.3 3.3 6.9 58.4 Technical Assistance: Short-Tere m.9 4.1 62.0 n.0 Equipsent 26.3 10.5 149.9 185.7 ehicles 2.9 1.7 25.8 30.4 TOTAL EASE COST 29139.0 1,152.9 4,562.7 7,954.7 333333 33333 33333 Physical Contingencies 279.0 146.3 554.7 980.0 Price Contingencies 480.2 259.2 947.6 1,686.0 6RAND TOTAL 2,998.2 1,557.4 6,065.1 10,520.7 3 3 3 hAPUR March 1986 ANNEX 2-2 - 36 - Page 3 of 5 hALI SECOND URBAN PROJECT Detailed Cost Estimates - Institution Building (Base Cost as of January 1986) (CFAF million) LOCAL TAXES FOREI1N TOTAL Resource Mobilization Tech. Assist, and Training: Long-Term 49.6 19.9 281.1 350.6 Technical Assistance: Short-Term 17.2 6.9 97.6 121.7 Equipment 6.7 4.0 60.0 70.6 Building Construction 29.7 35.6 168.4 233.9 Vehicles 4.4 1.8 24.8 31.0 Solid Haste Management Tech. Assist. and Training: Long-Term 0.0 0.0 129.4 129.4 Technical Assistance: Short-Term 0.0 0.0 16.2 16.2 Equipment 36.3 4.0 14.1 54.4 Yehicles 5.7 0.6 9.2 15.6 Civil Harks: Dumpsites 19.4 2.2 0.0 21.5 Horishop 0.0 0.0 21.3 21.3 Project Unit Studies 38.4 15.4 217.9 271.6 Tech. Assist. and Training: Long-Tere 45.5 18.2 257.7 321.3 Ikiallocated Tech. Assist. 16.5 6.6 93.7 116.9 External Training 29.1 11.6 164.7 205.3 Equipment 23.1 9.2 130.7 163.0 Vehicles 1.6 1.0 14.8 17.4 TOTAL BASE COST 323.2 136.9 1,701.5 2,161.5 Physical Contingencies 36.7 15.9 191.8 234.4 Price Contingencies 54.7 23.5 293.1 371.4 GRAND TOTAL 414.6 176.3 2,176.4 2,767.3 =C__- = _=_CZ hAPUr March 1986 ANNX 2-2 Page 4 of 5 - 37 - tLI SECOND URII PROJECT Proe$ct Cash Floe ICFWF hillionsl Yar Yew 2 rr 3 You 4 Yru 5 Yar Year 7 Vow I Total cr19 CI87 CVC19 Y9CY190 C"l C2 c£93 IDA Credit 10,710.0 450.0 735.0 2,049.0 2,263.0 2,102.0 1,671.0 1,070.0 432.0 Cofinancing 2911.0 299.8 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Soverneent Contribution 2,219.2 205.9 764.3 53.1 430.2 181.0 94.7 0.0 0.0 Total Somrcn 13,297.9 944.6 1,499.3 2,55.1 2,693.2 2,290.0 1,765.7 1,079.0 432.0 APPLICATIONS Civil Marks Infrastructure 4,236.5 0.0 1,417.9 1,127.5 764.7 452.6 473.9 0.0 0.0 Land Devulopeent 3,199.6 0.0 769.4 1,OB9.9 1,009.4 276.7 43.3 0.0 0.D Other 312.6 54.1 140.4 103.2 14.6 0.0 0.0 0.0 0.0 Vehicles and Equipment 2,399.5 497.2 1,220.9 261.2 296.5 112.7 0.0 0.0 0.0 Consultant Services 3,161.6 692.2 1,030.5 W30.4 491.7 284.4 42.4 0.0 0.0 Total Applications 13,2M7.9 1,233.6 4,579.1 3,212.1 2,577.2 1,126.4 559.6 0.0 0.0 Surplus (Deficit) a/ .0 -299.9 -3079.9 -2. 9 116.0 1163.6 1206.1 1076.0 432.0 Cuaulative Surplus (Deficit) -290.9 -3361.7 -3995.7 -3579.7 -2716.0 -1510.0 -432.0 .0 a/ Deficits are due to discrepancies betn mork execution and disbursnents. UNR March 1905 ANNEX 2-2 Page 5 of 5 - 38 - M"L! SECOND tREA PROJECT Government Cash Flow - Procurement Dasi5 (CFAF million) 1986 1987 1999 1999 1990 1991 1986-1991 1992-2036 Total Sources of Funds IDA Credit 739 3,615 2,676 2,147 93B 465 10,790 0 10,790 Cofinancing Grants 289 0 0 0 0 0 299 0 289 Taxes 94 524 477 375 162 101 1,734 0 1,734 District Repayment 0 30 116 176 214 227 763 5,249 6,012 Total Sources 1,122 4,368 3,269 2,699 1,314 793 13,565 ,,49 19,814 Applications Project leplementation - Infrastructure 233 1,791 1,397 950 566 537 5,464 0 5,464 - Land Development 243 977 1,322 1,236 391 90 4,259 0 4,259 - Cartography 293 420 44 30 10 0 799 0 798 - Resource Mobilization 144 523 230 70 28 0 996 0 996 - Solid Haste 106 137 70 8 0 0 320 0 320 - Project Unit 200 359 346 356 191 0 1,450 0 1,450 Subtotal 1,220 4,196 3,409 2,650 1,106 627 13,288 0 13,289 Maintenance Govt. Roads 4 4 4 5 5 5 27 652 679 IDA Credit Repayment 131 112 99 99 83 e1 594 12,976 13,569 Total Applications 1,355 4,312 3,511 2,743 1,214 713 13,909 13,628 27,536 Balance (2331 56 (2421 1453 40 90 (3431 (9,379) (9,722) Excedent-Deficit (-3 42333 (177) (419) (463) (423) (343) (343) (1,722) hAPUR March 1996 MALI sROMND UR1AM PROJECT Project Execution Calendar 1986 1987 1988 1989 199 399 Infraetructure Road Rehabilitation _ __ Road Construction --6__ Traffic Management ___O Traffle Managesent Tech. Ast. Drainage Tech. AsLt. (District Technical Unit) Sites and Services level 1 Sites and Services level 2 Rehabilitation o Off-Site Land Development Tech. Aset. _ Institution Building Revenue Assessment and Collection Financial Management, Training, Tech. Aust. Mapping, Referencing Mapping Tech. ALst. Tenure Regularization District Naintenance Department District Kaint. Dept. Tech. Aest. Project Coordination Unit Project Unit Tech. Aest. and Training if ----- Preparation (engineering and call for bids) o Contract award H M Execution CI VAPUR December 1985 - 40 - ANNEX 2-3 Page 2 of 2 MALI SECOND URBAN PROJECT Project Implementation Responsibilities Executing ot Project Project Elements Supervising Agency Cost Infrastructure Road rehabilitation & construc- District Technical 41 tion and traffic management Unit and Regional measures (including paving Directorate of Public stone roads) Works Land development Regional Directorate 32 of Urbanism Aerial photography National and Regional 2 and cartography Directorates of Topography Cadastral survey Regional Directorate of 3 Topography Regional Directorate of Land Management Institution Building Revenue assessment & Regional Directorate of Tax 3 collection Assessment District financial management District Finance Department 5 National Directorate of Local Authorities Solid waste management District Maintenance Department 3 Project coordination, training, Project Unit 11 and financial management 100 WAPUR December 1985 - 41 - ANNEX 2-4 Page 1 of 7 MALI SECOND URBAN PROJECT Implementing I-stitutions A. The District of Bamako 1. Because of its economic and political importance. Bamako District vas given the status and functions of a region by the Adminis- trative Reform Law of 1978. The District is thus, at the same time, a municipality and a governorate witb the governor administering both the operations of the city itself and the activities of the various central govervaent ministries at the regional level. The 1978 law specifies the following responsibilities for the District: - construction, repair, and maintenance of the road and drainage network (other than roads classified as national); - traffic management and safety on District roads; - installation and maintenance of public lighting on District roads including electricity used thereon; I/ - installation and maintenance of public water taps including water provided thereon; 1/ - construction, repair, maintenance and operation of lorry parks; - regulation of public transport; - acquisition and disposition of District lands and other property; and - development, maintenance, and management of public markets. 2. The same law gives the Governor of Bamako authority over the regional departments of the central government ministries and the District's six communes, as well as the District's own departments. The organizational structure is shown in the following charts. 1/ Energie du Mali, a public utility parastatal, provides both water and electricity to Bamako District. - 42 - ANNE 2-4 Page 2 -of 7 MALI SECOND URBA PROJECT DISTRICT OF BAMAKO Organization Chart GOVERNOR Technical Ministries |lot Assistant Gvrnor 2|d Assistant Goernr g j District Services 6 Communes Regional Departments Maintenance Services Urban Planning Coordination of Comunes Youth, Sports, Culture Veterans Affairs and Pensions Land Management Tax Collection Tax Assessment Education Sanitation Personnel Social Affairs Accounting and Budgeting Public Health Economic Affairs Water and Forestry Customs Cooperatives Planning Public Works Veterinary Affairs Post and Telephone Treasury and Financial Control Primary Schools Transport Education Meteorology Rural Development Tope,raphy - 43 - AME 2-4 Page 3 of 7 14ALI SECOND URBAN PROJECT DISTRICT OF BAMAKO Organization Chart of District Services lst Assistant Governorl 2nd Assistant Governor Maintenance Services - Road and Drainage . ; . T MMintenance - Equipment and Vehicle Maintenance - Solid Waste Management Secretary General Accounts Office Personnel - Secretariat - Cash Management - Veterans Affairs - Accounting and and Pensions Budgeting - Archives - Materials and - Coordination of Supplies Communes - Commitments - Education - Tax Collection - 44 - ANNEX 2-4 Page 4 of 7 3. Bamako District is relatively vell-organized compared to otber cities in the W-qt Africa region, possessing all the necessary techni- cal, financial, and administrative structure to carry out its functions. Consolidation of responsibilities for both municipal and central govern- ment functions in a single authority - the Governor - is an important element in this structure. The legal basis (the 1978 law) for this structure and the various responsibilities within it is also clear and unequivocal. However, there are a number of weaknesses and problem areas, described below, which prevent the District from effectively exercising its mandate and meeting the challengt of urban development in Bamako. 2/ 4. Personnel Management. The total number of the District's own staff is estimated at 2,000 in all the departments of which the Mainte- nance Department accounts for about 500 - the largest single department. Due to inadequate records and poor management, the exact number of staff is unknown. There is no detailed staffing table against which the manming of each department would normally be determined. Training (at all levels) is inadequate. Absenteeism is frequent and widespread. An organizational study comprising a complete staffing pattern, assessment of numbers, and qualifications of existing staff, and the design of a new training program would provide the District with the tools for overcoming this problem. The application of short-term technical assistance or consultant resources under the project vould be sufficient to accomplish this task. 5. Accounting and Budgeting. The budgets prepared annually by the Distrxet are not adequate for management purposes. They are too brief and based on previous years' budgets rather than actual expendi- tures and detailed projections of requirements. District accounts are likewise not adequately kept. Receipt and expenditure procedures are distorted and unnecessarily long. Accounting is strictly on a cash basis and provides no information on costs of services or projects. Final accounts have not been completed since 1980 (whicb necessarily weakens the budgeting process) and reconciliation of revenue and expen- diture accounts with the Treasury is not done. District cash receipts, which are supposed to be deposited with the Bamako branch of the national Treasury, are sometimes diverted without proper authorization for District expenditures (albeit legitimate expenditures). These weaknesses are due to inadequate management and poor procedures. District resources are of such magnitude as to require a reorganization of the accounting and budgeting function and a higher level of management expertise. A major effort under the project will be required. 2/ A detailed assessment of the staffing and activities of each department of the District is found in Chapter 12 of the project feasibility study which has been placed in the Project File. - 45 - ANNEX 2-4 Page 5 of 7 6. Maintenance Services. This department is responsible for road and drainage maintenance, sanitation, and maintenance of street lighting and parks and gardens. The department benefited significantly from the first project, receiving new premises with offices, workshop and mainte- nance equipment, as well as 20 vehicles for sanitation and solid waste management, and technical assistance in vehicle maintenance and sanita- tion. However, Maintenance Services suffers from inadequate management and poor organization and procedures. Procurement procedures are not defined. There is no programming of activities and supervision is inadequate. Budgetary and commitment procedures are also inadequate. These problems affect most significantly solid waste management, which is the department's most important service (in terms of budget, person- nel, and equipment deployment). Technical assistance will be required to remedy these weaknesses and will be provided under the project. 7. Regional Departments. These are the regional establishments of the central government ministries which are responsible for carrying out their various mandates, both capital investment programs and the operation of government services. Under the 1978 law, the regional departments in Bamako District are under the administrative control of the Governor, who has overall responsibility for the development of the District. However, the administration and coordination of the activi- ties of these departments at the District level have proved difficult to achieve. The regional departments, by and large, disregard the instruc- tions of the Governor and continue to seek their direction from and be controlled by their ministry headquarters. While it is normal that the regional departments continue to receive technical direction from their parent ministries, each department pursuing its own program in isolation causes problems of general coordination and leads to more serious implementation problems at the operational level. The regional depart- ments which pose the most problems for the District are those responsi- ble for urban planning, public works, tax assessment and treasury opera- tions becauee of their impact on the city's physical development and its finances. The reasons for this situation are the fact that the regional departments' programs are financed out of their parent ministries' budgets and the fact that the Governor does not have technical staff competent to deal with the technical ministries. The financial growth foreseen for the District under the project would help to strengthen its coordinating role but this would have to be accompanied by organiza- tional changes and the addition of the appropriate staff if the District is to have the technical strength to carry out its coordination mandate. 8. Treasury. The regional branch of the national treasury is responsible for receiving all monies due to the Government within the District and making all payments. In keeping with the francophone administrative principles of (a) the separation of assessment authoriza- tion and receipt payment powers and (b) the unique cash management entity (unicite de caisse), the District's receipts and expenditures are also made by the Treasury. As a convenience, a sub-branch of the Treasury was established within District premises to receive revenues from certain taxes levied by the District. Due to the lack of - 46 - ANNEX 2-4 Page 6 of 7 District/Treasury account reconciliat.jns, the District regional depart- ments' coordination problem, and the mingling of national and District receipts and payments within the Treasury, the District does not have an accurate picture of its fin4ces and feels that the Treasury is not crediting all receipts due to the District. In retaliation, the Dis- trict at times diverts revenues received by the sub-branch treasury to payments without passing through the Treasury. This is not legal, but is condoned by the Government. This situation is undesirable to both the District and the Treasury. Improving the District's own financial management capability, as noted above, will remove part of the problem but the treasury also requires improved management and improved organi- zation. The appropriate changes will be made as part of the project. 9. Actions to be taken under the Project. The project would address the District's institutional problems noted above through the creation of two new departments, the strengthening of Maintenance Services, and the restructuring of the regional treasury: (a) The District Finance Department would be responsible for the preparation and monitoring of the budget, the keeping of the District accounts including the preparation of annual final accounts, account reconciliation with the Treasury, tax analysis (potential, assessment, collection, effectiveness), analysis of administrative and financial management, and the definition and implementation of accounting, budgeting, and personnel management procedures. The Finance Department would also oversee the organization study and training program formulation described in para 4 above. It would be headed by a qualified Malian director selected from within the Ministry of Finance. The director would be assisted by a municipal finance expert and short-term assistance, as necessary. The project would also provide vehicles and micro-computers and appropriate software for accounting, inventory control, and personnel management. (b) The District Technical Unit would report directly to the Governor of Bamako. Its role would be to plan, supervise, and monitor the technical aspects of the project, as well as to coordinate the District's own and regional resources involved in the project. This unit would be headed by a Malian engineer, and would include local administrative staff and two Malian municipal engineers. Its director would be assisted by a senior technical advisor (engineer) who would supervise the other technical assistants provided to the District under the project. The project would also provide vehicles and equip- ment. This unit would provide the Governor with the technical capability necessary to coordinate the activities of the most important regional departments and will enable the District to develop its land servicing capability. - 47 - ANNEX 2-4 Page 7 of 7 (c) The Maintenance Services Department would be strengthened through technical assistance and equipment specifically directed to improving sanitation and solid waste management services. This assistance would also address the general organizational and managerial weaknesses of the departments. (d) A District Treasurer, responsible solely for District transac- tions, would be appointed, taking on these responsibilities from the regional branch of the national treasury. The District Treasurer would continue to be part of the national structure but would limit himself to the District's receipts and payments. He would be a qualified Malian selected from within the Ministry of Finance. The creation of the post of District Treasurer would address the balance of the financial coordination problems, as well as generally assist in improving the management of the District's finances. B. The Project Unit 10. As in the first urban project, the Project Unit will report directly to the Minister of In-erior. Its Director will be the present Director of the first project. Should another person be nominated, his qualification and experience should be acceptable to the Bank. In addition to local administrative staff consisting of two engineers, two accountants, and two secretaries, the Director will be assisted by a project management advisor. The task of the Project Unit will be to assist the District departments and regional departments responsible for project execution. Specifically, the Project Unit will: (a) coordinate and supervise project implementation carried out by the District services; (b) manage the legal and financial aspects of the project (contracts, requests for disbursements); and (c) monitor the overall project execution. In addition, the Project Unit will be responsible for coordinating training activities foreseen under the project for all components. WAPUR December 1985 ANM 2-5 Page 1 of 1 8- 48- Prcrat brngeat (IN owe is Prathsm) Prceeot l)d _r. frucl I Tcblo of Fwci c Lcl Yalw of ____t C_t________ Pa cc Lt. Ia CE *II I-PT"t th. Procurement Civil lark. 1.frMtrKtu' - ha CV-4trutiu S DW,CTD 911in 1,100 770 11, 40 II, 3693 (Ml5 we)3 (V,2521 Lead heslpeau liten and servceswugading 4 Cl 6262 1,159 497 I'm2 ly,0351 (oil (3711 (6,294) dilld mte fcilitin I 117 130 130 office bulldiq 1 D 12 6 Equipmnt Traffic sipuls I CnI 3,350 3U,3l Uuagteeuagsunt z mm (~~~~~~ ~~~~2,411 (2,4610 Iblid asto _mpt I am 11 se 173 3le (45 I373 11291 42321 District teculcal meit I CII 333 34 m32 42543 1243 4279 Cartoap I NC 107 37 Kstrict Fiauc ataset CerM M's Office 314 11n 4 (2361 (1334(72 .-oect bit I PIf 551 313 349 (4131 4239) (5) wmltat hrevics kDesg I spervision 2 CII1,11 i (1,11111 (1I,f District Tecical Unit I CTII 1,067 1 067 (1,0673 11,04) Tech. eagt. -Cartwoaph r & r I Dllr 2 374 a, 65 (233) (374) (1573 Too. sdst. -Catre I DMT 244 246 (246) (2463 istrict Finc Inprtenst I Ioveruwr's ofice 1,314 1,314 (1,314) (1,3143 Tdhilcel adstucs - buliud mute I Dm 410 410 4410) (4103 roject Uhit S treinig ENerY PN 2,632 2,632 (2,4323 (2,623 Total rocuremest vale 20 422 3 917 1,442 534 7,730 34,514 (IF,574) (3,0103 11,330 (4001 (7,61161 (23,000) fhrevistius: Cll Calluls TeMi*w do District (District Tcnical Coordination Unit) IIIC: UrKctim lati dle d a T1r.apie et Cartograpic O1TP Drectio Paimale ds Travus Plics MM Directio dus rArvicu Tehiqe b Hitrict PI'L frojet Orbuin de ali a/ kemi suey lurch 1934 - 49 - ARU 26 kbidele,of 1of SECSU S 13AM EVEDPET PUIC bScdIm af Shbuimmts CWJLATIlE DISBURSENENTS USS NILLION APPRAISlL DISD. a/ FY ITR. STIMTE PROFILE 97 1 0.3 0.3 2 1.1 1.1 24 3 2.0 2.0 4 3.1 3.1 2, Be 1 4.2 4.2 2 5.o 5. 6 - 3' 7.0 7.0 4 8.4 9.4 89 1 I 9.9 9.9 S 2 11.3 11.3 ) 16 3 12.9 12.9 4 14.3 14.3 90 1 15.7 15.7 z 14 2 17.1 17.1 hI 3 189.5 189.5 4 19.7 19.7 a 1 91 1 21.0 21.0 10- 2 22.1 22.1 I 3 23.2 23.2 ° 4 74.1 24.1 0 S / 92 24.9 24.9 > 25.6 25.6 E- 6 3 26.3 26.3 5 4 26.9 26.9 93 1 27.4 27.4 2 27.7 27.7 7 2 - 3 29.0 29.0 4 94 1 2 86 90 92 34 a/ MALI - IDA - All Loans. APPR. EST + PRF Source: PPD Report of Narch 9, 1984 Assumed date of Credit Effectiveness: July 1986 WAPUR March 1986 - 50 - ANNEX 2-6 Page 2 of 2 MALI SECOND URBAN PROJECT Allocation and Disbursement of IDA Credit Z of Total Estimated Cost Amount to be Disbursed Item (US$ million) from IDA Credit Civil works (road rehabilitation) 7.8 75 Civil works (land development) 6.0 75 Equipment and vehicles 3.9 75 Technical assistance, training, consultant services, studies 7.2 100 Unallocated 3.1 Total 28.0 WAPU1R February 1986 ANX 2-7 Page 1 of 5 51 - tAlK SECKON WJET DE WIPPEIEIIT UWAIN lIstrict de hicko: Rac.ttn at hpuus 1932-1994 (misc prajetl (Nill2s de f CFI0 1912 1913 1934 I195 2996 1917 19U 1939 90 1992 1992 9IM 1994 ECETIES minim EIBCE NTEIERIEUI 4 156 0 a 0 41 27 120 51 0 9 101 121 IiTEIITEI 514 470 656 555 594 635 711 911 917 1036 1171 1323 149 NARII Pa 73 94 101 116 124 132 142 151 142 173 134 19 TUBE9 EIUIEATOIIRE _9 26 166 234 305 332 461 544 29 718 71 964 947 TAME9 VUIRI 0 0 16 le 19 21 22 24 27 31 36 41 43 LUE 96 66 68 61g 63 68 te 49 61 63 69 U1 be TUIBEIU T 101 73 83 101 113 119 125 131 139 145 152 lo0 161 DIVERS 135 20 42 15 19 20 21 22 23 24 25 27 2a 7etel Hcsttn Ordiocir.s 1010 814 1125 1112 1234 1360 1574 1893 2005 2165 2422 2769 30n EMETTE UINIIRE hWELE 972 72B 1125 1111 1234 1318 1548 172 1954 2195 2413 26t1 2952 NEPU1E 01111ARES OFICIT INTERIEU 0 0 299 90 0 0 0 0 0 0 0 0 lU3YES I00 300 t00 0 0 0 0 a 0 0 0 0 0 SAIIUIE§ 130 150 173 200 220 242 271 304 340 391 419 461 507 UIHIIISlMTIE 97 74 76 *5 9 94 9 103 110 117 127 139 152 IOIRIE 267 309 234 24 263 294 307 332 35 397 419 451 497 EAU E82 ICITE,WUMS SIENIIERES 76 60 49 63 69 76 94 92 101 112 123 135 14 *I1S 51 119 91 *3 7 92 96 101 106 I1I 117 123 129 SERVICE E ULEA E - PIJN W B 0 25 222 226 226 226 201 201 201 201 201 201 201 SWICE LE U DEllE- #CODIII 0 0 0 0 0 30 116 176 214 227 230 230 230 CIA1 REWIIEONEN - M111 PUIIH 0 0 0 0 30 56 14 129 169 214 239 440 449 TOTAL DoomES INIRES 21 1036 1273 1201 1074 2099 122 1436 1599 1750 172 2178 2303 EPNIlE mIlIRE AWJELLE 621 736 145 902 15 109 1259 1436 15" 1750 1972 2178 2303 BCEOEIITIIIEFICITI-) 197 -152 -153 -90 159 261 317 427 406 435 549 591 770 - . a so ... sm u ME am ws. NAME mIMII E IELLE 351 -9 290 209 249 219 290 306 355 434 541 49 649 RTIO MUIEL AELUETTE 0K 31 20S 201 UiS 19! 201 221 211 201 IIIS 1a 15 ECETIES EITRAWNINAIRES EICEmnT mRmIIUE 197 0 0 0 159 261 317 427 406 435 549 591 770 CIEIT IN 0 0 0 0 217 746 532 640 237 57 0 0 0 C DFEIACEIT 0 0 0 0 0 0 0 0 0 0 0 0 0 CINTEUTIE MLIEIIE 0 0 0 0 65 170 199 150 65 13 0 0 0 IAMEU PETS,1IDN 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTIAL ECETTES EITRIIUINIRES 197 0 0 0 512 1177 1339 1237 759 505 549 591 770 IIWIIUES EITRIIOUIHIE IUSIN IEIIEIITS I7111LIEIIS 8 0 10 0 19 21 22 24 26 27 29 30 32 011111 _ 5ANEM S 13 25 69 0 77 SS 90 97 105 110 115 121 127 EOIP VEIOIILE1 20 156 66 0 22 130 94 255 275 299 30 319 335 IEP9IE0iWOET 0 0 0 0 352 912 1022 810 352 70 0 0 0 ATNDE ES O - 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL IEPEIISES EIMTRODIN:IRE1 41 191 146 0 470 1150 1218 1186 759 497 449 470 494 TUTUL EICEDENT/AEFICITI- 1M -3S3 -2 -90 41 27 120 51 0 5 101 121 276 *-m mum mu. mm mu - *0m mu - O muo _n ANlNE 2-7 Page 2 of 5 - 52 - H"PlNESE SIHULUTIUN (avic projet) RECETTES IRPIHAIRES 1985 I166 1997 1998 1999 190 19I I9M I993 1994 PATENTES S5 7.0? 7.01 13.0? 13.01 13.0? 13.0Z 13.0? 13.01 13.0? EDIT FIIE 347 7.0? 7.0Z 13.0Z 13.0? 13.01 13.01 13.0Z 13.0? 13.0? ROIT PIWORTIIENEL 206 7.0? 7.0? 13.0Z 13.0? 13.0? 13.0? 13.0? 13.0Z 13.0? NARCHES 109 7.0? 7.0? 7.0? 7.0? 7.0? 7.0Z 7.0? 7.0? 7.0Z TAXES REINIIERATRIES 236 LETTRE D'ATTRID. 43 27.9? 9.5? 9.5? 8.5? 9.5 9.5? !0.0? 10.0? 10.0? AUTRES FRAIS 35 29.6? 4.5? 4.5? 4.5? 4.5? 4.5? 5.5S 5.5? 5.5? REGULARISATIUN 159 29.5? 10.0? 10.OZ 10.0? 10.0? 10.0? 10.0? 10.0? 10.OZ TAXES VOIRIE 19 7.0? 7.0? 7.0? 1O.OZ 12.0? 1S.0? 15.0? 15.0? 15.0? LOTERS 6 O.OZ 0.01 0.0? 0.0? 0.0? 0.0? O.0? 0.01 0.0? TAXES TRUMSPORT 100 5.0? 5.0? 5.0S 5.0? 5.0? 5.0? 5.0? 5.0? 5.O0 DIVERS 19 5.0? 5.0? 5.0? 5.0? 5.0? 5.0? 5.0?, 5.0 5.0? DEPEIISES ORD;ANARES 1985 1996 1991 198 9 19 19 199 1991 992 1993 19"4 SALAIRES 200 10.0? 10.0? 12.OZ 12.0? 12.0? 12.0? 10.0? 10.0? 10.0? ANINISTRATIE 85 5.02 5.OZ 5.0? 5.0 6.OZ 7.01 9.0? 9.0Z 10.0? VUIRIE 245 7.5? 8.0? 9.0? 8.0? 8.0? 8.0? 9 O. 8.0Z 6.0? EAU ELECTRICITE,GRDUKS 63 10.02 10.0? 10.OZ ? 10.0 10.0. 10.OZ 10.0? 10.0Z 10.0? DiVmRS 83 5.0? 5.0? 5.0? 5.0? 5.0? 5.0? 5.OZ 5.0? 5.01 SERVICE DETTE IIPM 0 0 30 116 176 214 227 230 230 230 CARSES RECIRR. IIIPUN 0 30 56 84 129 169 214 239 440 449 I-ASTRUCTURE 0 0 22 49 99 127 169 192 390 397 DIRECTION FINANCIERE 0 30 34 36 39 42 45 47 50 52 NYPOTHESES-DETTE IIIPUN 1 2 3 4 5 6 7 8 9 1996 1997 199 1989 19O 199l 1992 I993 1994 TOTAL TRAVAUX 3523 CREDIT IDA 2970 TAUI 9.00? DMREE PRET (ans) 25 DIFFERE (ans) 3 ECHEIC.-DEP. (ins) 6 101 261 m 23? 10? 21 DUREE REINOUR. (n(J 22 ENSM TS 297 746 32 660 267 57 0 0 0 DEES CMEES 297 1033 1966 2526 2913 2970 0 0 0 TBOMISEMM INITUETS 11 30 116 176 214 227 230 230 230 INTIETS C ESt11 30 127 205 341 433 571 662 800 CAPITAL A RENBORSER 297 1033 1866 2526 2913 270 2970 2870 2070 RENRSEIENTICAPITAL 0 0 0 0 0 0 0 0 0 RENDOIiR.lCAPITAL CUIINULE 0 0 0 0 0 0 0 0 0 ANINUITE RENIIUSEN 281 0 0 0 0 0 0 0 0 0 1985 1986 1997 1988 1989 1990 1991 1992 1993 1994 TAXES RENIRATUTOIRES 236 305 332 461 544 629 71 79 864 947 LETTRE 'ATTRIB. 43 55 60 65 70 76 83 91 100 110 AUTRES FRAIS 35 45 47 49 51 54 56 59 62 66 REGULARISATION 158 205 225 249 2f 300 330 362 399 439 COITR1D. FUNDS D'AIIE. 0 0 0 100 150 200 250 275 303 333 NAPUR Ibrch 1986 -53- AIX 2-7 rap Jot 5 ALI SE MUE? BE KWrWPEi UMDII Sntract l t Iumabu: Rcttn ot en uuu 1412-1294 isms relet' lPillmns do F clii 112 1993 114 i95 191 2917 199 129 3090 2I9 1992 199 1904 fflE77ES 6ISIIIIIIES ECE3i TOSIElR 44 I5 0 o 0 e 3 54 45 26 0 4 0 0 9A4231 514 474 44 5m 5u n35 iso m no 05 pi 954 202 l2EA 40 73 94 In l22 524 132 142 151 122 ill IS 199 TAIES R 111114E5 78 24 1M Z2 250 245 261 296 316 335 355 31P 39 IAEB v1I1E 0 0 * II 29 21 22 24 a 27 29 32 33 LCIEIS % 44 t a *3 U8 46 be 41 *6 i H0 is tAIES IU SIR 101 73 63 2lo 123 129 125 I33 13 1 152 If 24 240i 32va5 :35 7e 42 11 19 20 21 22 23 24 25 27 26 Total lacttus Ordinagre 1016 I4 3225 l2lt 1179 1275 23 2457 1525 1594 lb"4 IM 1294 .'cattye odmuair mnouel 972 121 I235 31ll 1179 1252 1329 1412 15" 159 1494 100 1914 MauM i minim XWICI2TNPIEINR 0 ' m 29 90 0 0 0 0 0 0 2 3ra INATES 2o0 3eo In I o o o o a o o a 3 suiAs 130 154 273 200 220 242 27 304 30 321 419 4 507 AiIIIISTUTIU 97 74 74 05 94 303 113 124 137 51M 1i ia 260 VOIRIE 247 se0 234 245 262 324 373 429 493 57 452 749 S62 EA2.&EEC7RICITE.133E 1 1E5 71 hO 49 43 49 76 04 92 ION 112 123 I3 149 3365 51 I3 91 63 91 9 00 110 122 134 141 1*2 373 39 SERVICEK LA ETTE-PA,M TS 0 25 m 224 224 224 201 201 221 201 202 202 202 59NImE A U 1EflE - siE FM 0 0 0 4 O0 0 0 0 0 0 0 0 0 m ENaES - smi ra o 0 0 0 4 a 0 0 0 c t G Total hpaeo Ordinb iros 622 1331 127 1201 1071 iOU 1152 1271 1405 15S7 3723 I3 2247 .Amom wdinirfe .311 421 n 73 45 902 99 3671 1152 2273 1405 1537 1723 290 2114 EEIB AIEFIC1TI-I IS7 -5s -153 -90 UB 204 231 15B 120 14 -27 -133 -33 .b,low saruLra aulle 351 -0 260 209 2W III 177 141 94 3 -2 -104 -2N0 .ratie mal d ula tt 0S 3n 20 20? 19 261 155 141 131 13? 12n It lo0 SUER EIJUU3DES E0E253 MEN= 197 0 a 0 160 204 231 21 0 34 0 0 0 MIIT 1S 0 0 3 0 4 0 0 u. 0 0 0 0 0 W1M7ee o * 0 6 0 0 0 0 0 a 0 0 0 OITRn IE HLISEE 0 0 0 4 0 0 0 0 0 6 0 * mS PmP sms 0 0 0 0 0 0 0 0 0 6 0 0 a Total bretts Extrawdaamura 197 0 6 a 1oo 4 231 lb t, . J * Jo a mesE EflRItIE I1ESTISS ISM UIEI55 6 0 10 0 0 12 35 0 0 a 0 0 0 was rsEE1 13 25 * 4 0 41 50 0 S o 0 0 e 13210TI U VOIO 20 15 4 0 ars 97 120 131 120 34 0 0 0 M99M Pam ~~~~0 0 6 0 0 0 *0 0 0 0 0 0 0 iMuS m 0 * @ 0 0 * 0 0 * 0 0 * 0 0 Tot _ psi E ztraort iras 41 III 146 0 R5 550 164 145 120 35 0 0 S T7Te. E BnEU1C1ti5-I 154 -33 -299 -94 23 54 45 2e 0 0 -27 -233 -333 Sete 90 -54- AN= 2-7 Page 4 o07 5 NYPOESES SINULATION Isans projet) RECETTES ORDINAIRES 1985 1986 1997 919E 1989 1990 1991 1992 1993 1994 .droit fixe 347 7.01 7.01 7.02 7.0Z 7.01 7.0Z 7.01 7.02 7.0Z .droit proprotionnel 208 7.01 7.01 7.02 7.02 7.0l 7.0X 7.01 7.01 7.01 PATENTES 555 7.02 7.02 7.01 7.02 7.01 7.02 1.01 7.01 7.02 MARCHES 108 7.01 7.02 7.02 7.0Z 7.01 7.02 7.02 7.02 7.01 TAXES REIUNERPTOIRES 236 6.02 6.02 6.02 6.02 6.02 L.02 b.01 6.02 6.02 TAKES VOIRIE IE 7.02 7.01 7.02 7.02 7.0X 7.02 7.01 7.01 7.01 LOVERS 69 0.02 0.02 0.02 0.0 0.01 0.02 0.02 0.02 0.02 TAXES TRANSPORT 101 5.02 5.02 5.02 5.02 5.02 5.02 5.0l 5.02 5.02 DIVERS le 5.02 5.02 5.02 5.02 5.02 5.02 5.02 5.0Z 5.02 DEPENSES ORDINAIRES …- - ---------- 9I95 1qi6 1997 19EE 1997 1990 1IY9 1992 1993 94 SALAIRES 200 10.02 10.02 12.02 12.01 12.0I 12.02 10.02 10.02 10.02 ADNINISTRATION E5 10.02 10.02 10.02 10.02 I0.02 I0.02 10.02 10.02 20.02 VOIRIE 245 15.01 15.01 15.0X 15.02 15.02 15.02 15.01 15.02 15.02 EAU,ELECTRICITE,ORDURE 63 10.02 10.02 10.02 IO.02 10.02 I20.0 10.02 10.02 10.02 DIVERS 83 10.02 10.02 10.01 10.02 10.01 10.02 20.02 10.02 10.02 SERVICE DETTE 2/PUf 0 0 0 0 0 0 0 0 0 0 CH4RSES RECURR. 2/Pum 0 0 0 0 0 0 0 0 0 0 (.Voirie) 0 0 0 0) 0 0 0 0 0 (.Eau,EIec.,Orduresi 0 0 i 0 0 0 0 0 0 0 HYPOTSES-DETTE-21PUIIN 0 2 5 4 5 6 7 8 I986 1987 !988 1999 1990 199I 1992 199 193 4 total travaur 0 credit IDA 0 taux 9.00% durer pret (ans) 25 dt differe (ansi 3 echeanc.-dep. !ans) 4 251 252 252 '57. duree rembour. faIs? 22 DEPENSES d 0 0 O 0 0 a 0 depenses cuuulees O Q 0 0 0 0 0 0 RENBIOURSENENT INTERETS O 0 0 0 El 0 0 Interets cuaules O 0 0 0 0 c o Capital a rembourser G O0 0 0 A , 0 RENBOUM.SERENT CAPITAL n 0 0 0 0 0 n Rembour./capital cuaule ? n p 0 o Q AY!l!TE RENBIOURSEE.ENT Q' 0 0 0 0 D 0 0 h4PUE Septeabre 19es allwana ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ aw Ib1uafe~.n~ mm, ~ ~ ~ ~ ~ ~ ~ ~ s..?m mom ba Ito - I ------------------u roods 1.wl mm. 3 I ti PU manian, Y3 Nome. VImi w t mid Wul 6131. V31 6130 3131 3133 3133 313 31 W mom ~I tI~Ud fud=o 8131. /383 1383 1383 1 bm VMUU wtf aw-W3 b139 ft cim fInU 23 ft* q ci pwout1m 11No/233 13 m l~ £nuin fabt~ - - -31 14ptiubsr urns - 56 - ANNEX 2-8 Page 1 of 3 MALI SECOND URBAN PROJECT Cost Recovery, Replicability, and Affordability Cost Recovery 1. Project costs would be recovered through direct or indirect cost recovery mechanisms. About 38% of the total cost would be recov- ered directly from property sales and user charges, while the balance would be recovered indirectly through (a) local taxes collected by Bamako District (25%) and (b) general taxes collected by Central Govern- ment (37Z) (see table on page 2). 2. The amount of general and local taxes has been determined according to the following principles: (a) all primary or citywide investments which are normally financed by the State would be recovered through general taxes; (b) all costs pertaining to the project unit (e.g., technical assistance, training, studies) would also be recovered through general taxes; and (c) all costs vhich are normally financed by Bamako District (in particular, rehabilitation of existing infra- structure and recurrent costs) would be recovered through local taxes. 3. The direct cost recovery mechanism would only be concerned with the land development component; about 95% of this component wo'lld be directly recovered through plot sales, the remaining 52 through user charges. A plot sale policy would be implemented in such a way as to recover not only the entire physical cost of the plots and the road grid on the south bank of the Niger, but also the financial charges of the relevant loan which is to be repaid by the District during the project period. Replicability 4. The above direct cost recovery mechanism is expected to generate about US$8.7 million total during implementation of the land development component. In order to fully replicate this component, plot sale proceeds representing base costs and overall contingencies will be deposited in the account established under the First Urban Development Project (see para 2.23), whereas plot sale proceeds covering financial charges will be paid to the District. This would permit a real 1002 cost recovery of land development expenditures, inclu.ing all financial charges. 5. Given the increasing importance of the land development account, assurances would be obtained at negotiations that it would be better managed, in order to optimally fulfill its replicability function. This improved management would be guaranteed mainly by - 57 - ANNEX 2-8 Page 2 of 3 transforming the existing account into a District Infrastructure Fund (DIF) with specific rules regarding disbursement procedures. It should be noted, however, that the DIF's capability for replication could be reduced if its resources were also used for payment of the Government's counterpart contribution, as was done during the first project. Cost Recovery Mechanisms Project Components Means of Recovery 1. Infrastructure 1.1 Road-rehabilitation & traffic management plan Local taxes 1.2 Main access roads to the center General taxes 1.3 Paved roads on the south bank of Niger General taxes 2. Land Development 2.1 Off-site infrastructure (a) water supply, electricity User charges (b) street grid on the south bank Plot sales 2.2 On-site infrastructure (a) sites and services Plot sales (b) upgrading areas Plot sales 3. Mapping General taxes 4. Local Revenue Assessment/Collection Local taxes 5. Project Unit 5.1 Technical assistance General taxes 5.2 Studies General taxes 5.3 Training General taxes 6. Other elements Local taxes - 58 - ANNEX 2-8 Page 3 of 3 Affordability of New Plots 6. During the six years of the project period, about two-thirds of the demand for new plots would be met by the project. The target group would mainly comprise families between the 13th and the 70th percentile of the income distribution (97Z of plots supplied by the project would be affordable to these families; see table below). Plot Affordability - Sites and Services Income percentile Level of monthly income Minimum Z of supply (up to and at this percentile affordable to this including) percentile 10 15,000 - 13 16,600 82 20 21,000 82 30 26,000 82 40 33,000 82 50 40,000 93 70 66,000 97 90 125,000 100 7. For purposes of assessing the affordability of plots, it is assumed that (a) households would be willing to pay up to 20% of their monthly income for a standard loan (10 years repayment term at 10% interest), including dwelling construction costs, plus a cash down payment of 30Z; and (b) the average construction cost of a standard dwelling will be 2.0 times the plot cost. 8. Given the weakness of the banking system in Mali, it is more likely that beneficiairies would rely on other sources of funds, such as savings, family support, mutual aid, clubs, etc. Following current local practices, plots will be sold in cash (the down payment corresponding to the cost of a plot). However, to help the poorest families and take into account the experience of the first project, it has been decided to allow quarterly payments during the first year. The repayment scheme will be monitored and managed by the existing housing unit of the District. Upgrading Sites 9. In the case of upgrading sites, the equivalent monthly mortgage payment to recover the average cost per plot would amount to 6% of the monthly income of a household at the 10th percentile or 4% of median monthly income of a family living in illegal settlements. WAPUR November 1985 - 59 - ANNEX 2-9 Page 1 of 5 MALI SECOND URBAN PROJECT Economic Evaluation A. Road Rehabilitation and Traffic Component 1. The objective of the transport component would be to remove citywide infrastructure constraints to the efficient functioning of Bamako by repairing and extending the road network and introducing traffic management measures in the city center. It would comprise three items: the repair and rehabilitation of street sections and the intro- duction of traffic management schemes in the city center, including intersection improvements, traffic lights and parking; the upgrading of about 9 km of access roads, and the construction of some 13 km of new asphalt and laterite roads on the South Bank. 2. Traffic volumes range from 3,000 to about 11,000 vehicles per day (excluding two-wheel vehicles) in the city center, 10,000- 13,000 vehicles per day on the access roads, and average about 1,500 vehicles per day on the South Bank road sections. Traffic forecasts are based upon an analysis of general factors such as projected overall economic growth, the projected demographic develop- ment of Bamako and the likely evolution of the vehicle fleet, and a simplified traffic assignment model taking into account the improvements to the various road sections included under the project. Forecast traffic growth rates vary between 3.5% and 6% for the 1985-95 period. 3. Cost estimates include the costs of civil works, supervision and technical assistance and maintenance, without taxes and duties but including physical contingencies. 4. Benefits consist of savings in vehicle operating costs due to improved road surfaces and characteristics and a reduction in the frequency of stops at intersections in the city center, and time savings for passengers travelling for work-related purposes. With respect to the value of time, one-third of average incomes has been used. Due to the lack of sufficiently precise data, benefits due to reduced conges- tion in the city center have been quantified only for th.e main street intersections. 5. Cost and benefit streams have been discounted over a period of 12 years, the estimated average economic life of investments. The results of the computations are summarized in the following table. It shows an overall economic rate of return (ERR) on the component of 30.62 with ERRs for individual items ranging between 19.1% and about 51.3%. Two risks have been considered in the sensitivity analysis. One is that maintenance of the project roads would not be adequate. Asdming a decrease in maintenance costs by 10% would decrease savings in vehicle - 60 - ANNEX 2-9 Page 2 of 5 operating costs by 10% and time saving by OZ, the ERR for the component would drop to 21.3Z, with ERRs for the throe main subcomponents ranging between 14.1% and 34.4%. Should estimated benefits be 10% less than anticipated, the effect on the ERR would be less than on inadequate maintenance (26.6%). Results of Economic Evaluation Road Rehabilitation and Traffic Compon:ant A. Base Case Present Present Net Benefit/ Economic Value of Value of Ben- Present Cost Rate Cost at 10% e-its at 10 Value Ratio of Return City Center 1,066.4 2,003.1 936.7 1.9 33.4% Access Roads 1,076.4 2,693.9 1,617.5 2.5 51.3Z South Bank Roads 1,080.0 1,801.4 721.3 1.7 19.1% Total 3,___.8 48. _ 32.; 2.0 30.6Z B. Sensitivity Analysis BI - Decrease in maintenance costs by 10% and decrease in vehicle operating cost and time saving by 1OZ. Present Present Net Benefit/ Economic Value of Value of Ben- Present Cost Rate Cost at 10% efits at 10% Value Ratio of Return City Center 1,048.4 1,546.0 497.6 1.5 21.9% Access Roads 1,055.6 2,047.3 991.8 1.9 34.4Z South Bank Roads 1070.2 369.0 298.9 1.3 14.1% Total 3 .17_, 4.962.3 1788.3 1.6 21.3% B2 - Decrease in benefits by 10%. Present Present Net Benefit/ Economic Value of Value of Ben- Present Cost Rate Cost at 10% efits at 10% Value Ratio of Return City Center 1,066.4 1,802.8 736.4 1.7 28.22 Access Roads 1,076.4 2,424.5 1,348.1 2.3 43.9% South Bank Roads 1,080.0 1,621.2 541.2 1.5 17.0% Total 3.222. 5,.848.5 23625.7 1.8 26.6% - 61 - ANNEX 2-9 Page 3 of 5 B. Land Development Component 6. The objective of the land development component would be to Improve living conditions of Bamako's residents and enhance investment in land development and housing by increasing the supply of new plots and continuing a program of upgrading of existing residential areas. During the next six years, around 11,500 new plots, representing about 45% of the total demand, would be supplied for the bulk of the popula- tion, whereas 200 ha of existing plots would be rehabilitated out of a total of 15,000 ha of existing spontaneous areas. At the end of the project, the share of spontaneous housing areas would decrease from the current 44Z to a more acceptable 282. 7. The land development component would comprise four main items: (a) 155 ha of sites and services (2,050 plots) with basic street network, drainage, water supply, and street lighting; (b) 725 ha of minimally serviced land (9,500 plots) with a minimum of network secondary streets (graded only) and well-based water supply system; (c) 200 ha of upgrading (3,300 plots); and (d) a basic network of 32.6 km of graded primary roads, aiming at structuring the new expanding areas (including the above 725 ha and the upgrading area) south of the city. This component would also include technical assistance to the District Operational Urban Planning Unit, as well as a regularization program for 15,000 existing plots (involving the legalization of occupancy rights). 8. For purposes of calculating economic rates of return for this component, only the physical components (items (a) to (d) above), with the related technical ass!stance, have been computed. Cost estimates include the cost of civil works, supervision, and maintenance, without taxes and duties, but including physical contingencies and foreign currency valorization. 9. Benefits with and without the project were based on: (a) an analysis of development patterns in similarly situated areas relative to the proximity of the city center; and (b) a survey of land values in these areas and in the project areas. All the benefits of .he component derive from the incremental value of the land (on a square meter basis), along with the increase in value of the residential area per gross ha, due to the improved design of the project sites. However, to avoid double counting with the infrastructure component, part of the benefiti (30Z), due to the construction of 13 km of nev asphalt roads on the South Bank, has been discounted. 10. Other basic assumptions for the calculation of the economic rate of return (ERR) were the following: - price level: June 1985; - standard conversion factor for the foreign exchange component: 0.93; - 62 - ANNEX 2-9 Page 4 of 5 - horizon: five years for the calculation of direct costs and benefits, and 12 years for the net cost and benefit stream; and - the 725 ha subcomponent has been aggregated with the road grid of the south-west area given their interactions on the benefit stream side. 11. The results are summarized in the following table. It shows an ERR on the component of 43.5Z. Two risks have been considered in the sensitivity analysis: (a)-one is a decrease of the assessed incremental land value of 10%. In this case, the ERR would drop to 35.3%; (b) the second is a decrease in land value by 10% with an increase in capital costs by 10%. In this case, the ERR would drop to 28.2%. Results of Economic Evaluation Land Development Component A. Base Case Present Present Net Benefit/ Economic Value of Value of Ben- Present Cost Rate Cost at 10% efits at 10% Value Ratio of Return 725 ha + Grid road 1,086.5 2,118.4 1,031.9 2.7 56.82 Bako-Djikoroni 1,104.3 1,516.4 412.1 1.4 31.8% Baconi 402.4 582.1 179.7 1.4 33.4Z Total 2L593.2 4,216-9 1.623.7 1.6 43.5% B. Sensitivity Analysis Bl - Decrease in land value by 10%. Present Present Net Benefit/ Economic Value of Value of Ben- Present Cost Rate Cost at 10% efits at 10% Value Ratio of Return 725 ha + Grid road 1,086.5 1,906.6 820.1 2.4 48.32 Bako-Djikoroni 1,104.3 1,364.7 260.4 1.2 23.9% Baconi 402.4 523.9 121.5 1.3 26.1% Total 2923.2 3.795.2 1A202-0 1.5 35.3% - 63 - ANNEX 2-9 Page 5 of 5 B2 - Decrease in land value by 10% and increase in capital costs by 10%. Present Present Net Benefit/ Economic Value of Value of Ben- Present Cost Rate Cost at 10% efits at 10% Value Ratio of Return 725 ha + Grid road 1,203.2 1,906.6 703.4 2.2 40.8% Bako-Djikoroni 1,224.3 1,364.7 140.4 1.1 16.9Z Baconi 445.7 523.9 78.1 1.2 19.6% Total 2.873.2 a 795.2 921.9 1.3 28.2Z WAPTUR December 1985 -~~~~~~~~~~~ -- NN N. I ~~~~~~~~~~~A L G E R I A M A L I~~~~~~ AGEI MALI N POPULATION DISTRIBUTION I " I ~~~~~~~.\ 0lamucknniN PAVED MAJOR ROADS N - - --- - EARTH ROADS N. TRACKS I - RAILWAY AREA SUBJECT ro INUNDAT ION RIVERS * REGION CAPITALS - REGION BOUNDARIES I JPr_ - - INTERNATIONALUOUNDARIES al 50 log IIID Arsa ua CILOFlTERS -/ \ M A U R I T A N1 I A ---- L -v__-E 1.. ,< "'Tombouctou i %_ , y¶ -.v '{ 1 o_ _ t s4li o s / >S | ° ^ ; ; t g B U IF SEI N ; ; * - _ / / , t { ~~~~~~~~~~uREAN CENTERS OF MCOR ,12- 25J >) t;,00_0r ¢ ,ccz ESTIMATE D POP>ULAT '--1,!~~~ - A >Xougounl ~ ~ ~ ~ ~ ~ ~UBA CENER OF MO ½/' G U I / 2500 ESTIMATED POPULAT IBRD 19169 __ I_J\s ^ tH I--.-' ?~ ~~ LtUYA a"FI --. L aGE t. IA MAURITANIA - - MALI NIGER Ft ALGERIA B8NBOA~a~.--. -- .'CHAD l G E R I A rt _ % rURiKI NA(a-< ) * F < < { r t@Ia } NIGERIA % 4. *N, : . . ... .. ........ : \ ~~~~~~S '_ .* . - N ~~~ iG 'Ndi -----eg 'a-- BURKINA ~ ~ ~ Tmli ) - OF In TebezT = -- \X Menaki i _' w \ " o.kS , ,a a. BU RKINA _.wOF MORE THAN __ POPULATION 71985 0 RURAL TOTAL DENSITIES __ _ _ _ - 700.000 Ipvpulation I km21 0.5 2nl 100 000 Z0 5.0 _ 75a. 5.0- 10.0 25000 i..0. 25(_000 , I 5 -0SPTME 1985 ea ~~~~~SEPTEMBER 1985 _ IBRD 19184 MALI i E'a SECOND URBAN PROJECT C:t: ! ' 7 Bamakco Project Elements l_,# ~~~~~~~~~~~~~~~~~~~~~~~~4 12'40'~~~~~~~~~'41 w.. A-A~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ * :.~~~~~~-- B~~~AMAK t i ' - :g .. . . ˇ -. 1 - v< 21 l 4 !, _ .~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ . ',rM*.lt/> ', ;* ' t ~~~~~~~~~~~~~~j t1 v it/; 1' ' ;_j-* ;# >' ,z'F9} / '; £ #'\ 9 ; ' #S-''''-3 L' sq_ s~~~~~~~~~~~~~~~~~~~~0 i'35' t s ^ < ^ * \ |~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~2-3' . E Z !s a§$ - S 8 ; ' jR PR O ECT ELEMENT'S* Aspholled ~ ~ ~ ~ ~ z- Roads .J .t\ 0 0 / ,, I Asph~~~~Gaded Roads .L ,\ / g > w S - sw j w / ' * 5,;85~Site and Services Areanj>\t ;} tse . t6l ~~~~~~~Upgraded Are o * z) j'ak N- g L" ZDV A'-*.P~W { t ', New Urbonized Areas' - ' -- \.,, * > NOVEMBER 19115 K]~~~~~~~~~~~~~~~~~~~~~~~~~~C qt -. 0- 0 \ i ~~~ I -N~~~~~~jC -~~ ~ *J 2 *(5 -'S/'\ '. ;NH- ' *.s _-. >2S K"ToZs K ,,_,,~~~~~ ~ ,,,/;> _ '' \ ', ., ;. V~~~~~ .-'~~~~~~~~~~~~~ -- - N~~~~~~~~~~~~~~~~~~~!M - ~~~~ a -' N~~~~~~Q 'ZZ, ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ NN - IBRD 19413 -~~~~~~~~~~~~~~~~~~I t- 111 C:7 \Lj. 2i%3%%SEC URB NPRO C C3 0 ~ 3 is"~~~~~~~~~t 5~~~~~u R.uUqe 6s BAMAK Di*J Ca ~~~~~~~~~A I~~~~~~~~~~~~~~~~~~~3 I MALI SECOND URBAN PROJECT CITY CENTER ROAD REHABILITATION AND TRAFFIC MANAGEMENT ELEMENTS \* \, .~~~~~~~ INDICATES DIRECTION OF ROAD - - ~~~~~~~PROPOSED IMPROVEMENTS 0 100 200 300 Meters NOVEMBER 1985 o-6F~~~~~~~~~~~~~~~~~~~~~~E -.SPORTS0 , I t9~~~umber N .4mbe LV \...... \,ef/w j A * 1265 a 0\ '-; .X B 685 445 . ........425 .... :e.sx. _ C o ~~100 115 195- > ,