bridges improvement and maintenance...
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BRIDGES IMPROVEMENT AND MAINTENANCE PROGRAM (BIMP)
(IDA Credit 5138-NEP)
Mid-term Review
June 16 – 30, 2015
AIDE MEMOIRE
I INTRODUCTION AND ACKNOWLEDGMENTS
1. A World Bank team1 (see Annex A for a list of team members) carried out a mid-term review and
support mission for the Bridges Improvement and Maintenance Program between June 16-30, 20152. The
objectives of this review were to: (i) review the current implementation status of the Program, including
progress in achieving Disbursement-linked Indicators (DLIs), Program Action Plan activities and remedial
actions suggested in the last review to improve Program’s performance; (ii) conduct in-depth analysis of
issues that are critical in order to achieve Program objectives and to identify course of actions to address
them; and (iii) identify any restructuring requirements, which will be in line with Program’s objectives, in
order to enhance Program’s effectiveness, to expedite its progress and also to respond to the reconstruction
needs of the recent earthquake.
2. The Team would like to thank the Government of Nepal (GON) for the hospitality extended to it,
especially by counterpart agencies and officials (see Annex B for a list of persons met). This Aide-Memoire
summarizes assessments, agreements, and follow-up actions based on review findings. It also reflects
discussions at the wrap-up meeting of July 7, 2015 chaired by Mr. Tulasi Prasad Sitaula, Secretary, the
Ministry of Physical Infrastructure and Transport (MoPIT). As agreed during the meeting and according to
the World Bank’s Access to Information Policy, International Development Association (IDA) will
publically disclose this document.
Table 1 Summary of Project Status
Program Data Program Performance Ratings
Board Approval: 28-Jun-2012 Summary Ratings Last Now Trend
Effectiveness Date: 20-Dec-2012 Achievement of PDO MS MS ▲
Original Closing Date: 15-Jul-2017 Implementation Progress MS MS ▲
Original Cr. Amount: SDR3 38.7m
(US$ 60m) Action Plan MU MS ▲
Amount Disbursed: SDR 20.14m
(US$ 29.31m4)
Disbursement Linked Indicators MU MS ▲
Technical MS S ▲
Fiduciary MU MU ▼
Social and Environmental MS MS ▲
Counterpart Funding MS MS ◄►
Overall Program Rating MS MS ▲
Notes: S- satisfactory; MS – moderately satisfactory; MU - moderately unsatisfactory; U – unsatisfactory;
▲ improving trends; ▼ deteriorating trends; ◄► static.
II STATUS OF DEVELOPMENT OBJECTIVES
3. The Program’s Development Objective is “to provide safe, reliable and cost effective bridges on
Nepal’s Strategic Roads Network.” The Program is on course to achieve its objective and is showing a
positive trend overall. The Team is particularly pleased to see considerable progress in the preparation and
implementation of major maintenance works. Recent emergency major maintenance on the Ratu Bridge
along the East West Highway is an especially noteworthy accomplishment which has demonstrated a step-
1 Hereinafter referred as “the Team” 2 The review was originally scheduled in end-April, 2015, which was subsequently postponed due to the devastating
earthquake of April 25, 2015 3 Special Drawing Rights 4 Approximately 52% of the total credit amount in SDR as of end-June, 2015
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change in Department of Roads (DOR’s) capacity for bridge maintenance. DOR and Bridge Branch in
particular have successfully turned the Program around from its unsatisfactory period. This represents a
major accomplishment. Annex D provides a summary assessment of individual Program areas.
4. The Program has also demonstrated good progress in achieving DLIs throughout the Fiscal Year
(FY) 2014/15 (see Annex H). Over the same time period there have been marked improvements in
coordination between Bridge Branch and DOR’s Geo-Environmental and Social Unit (GESU) which
oversees implementation of the Program’s Environmental and Social Management Framework (ESMF).
The Team is pleased to note that Bridge Branch’s management has made a conscious effort to improve
relations with GESU.
5. However, there are noteworthy areas where implementation can improve further, including:
(i) Improving the bridge quality management aspect as many bridges show considerable deviations
from specifications;
(ii) Demonstrating more systematic application of fiduciary and environmental frameworks in contract
preparation and management;
(iii) Increasing Bridge Branch’s effectiveness in overseeing and managing bridge works undertaken by
other DOR entities (especially Divisional Offices and regional Bridge Projects); and
(iv) Continuing budgeting and spending sufficient amounts on design, feasibility study, and quality
control functions.
6. The recent earthquakes in Nepal have impacted many aspects of the economy and highlighted the
critical importance of road connectivity to support recovery efforts. The Program’s objective is therefore
more relevant than ever. MoPIT and DOR’s attention to continue the Program’s positive trend will be
critical to ensuring that Nepal’s bridge network remains up to the task of supporting vital connectivity
during these difficult times.
III CURRENT IMPLEMENTATION STATUS (INCLUDING ACTION PLAN AND DLIS)
Technical
7. Bridge Branch has responded quickly to assess the impact of recent earthquakes on vulnerable
bridge infrastructure. Bridge Branch, with support from IDA, has mobilized eight trained bridge inspection
engineers to assess potential impacts on the bridges in quake affected divisions. Approximately 400 bridges
have undergone detailed condition inspection since May 2015 using a new and improved methodology for
diagnosing bridge conditions. Furthermore Bridge Branch is planning condition inspection of an additional
roughly 200 bridges within 2015. The Team is very pleased to note that DOR took this action prior to the
monsoon season when rains may render compromised bridges particularly vulnerable. Bridge Branch will
use these assessment results to design emergency maintenance packages where necessary to prevent
unintended bridge failures. The Team also wishes to note that the Program may request disbursement
against DLI-5 (Improved Bridge Asset Management) once NPC is able to verify that the Bridge
management System (BMS) contains updated condition data from these assessments.
8. Bridge branch is planning to procure an additional 2,000 meters of baily bridges to address
potential emergency maintenance needs on vulnerable bridges. These additional baily bridges are
required to mitigate risks linked to unexpected bridge failures on the Strategic Road Network (SRN). The
Team notes that these meters of baily bridge will qualify for disbursement against DLI-1 (major
maintenance) once verification has confirmed that they have been delivered and staged appropriate
locations in the field.
9. The Mugling Bridge is in critical condition and the contract for its replacement may require re-
tendering. The contractor who won the tender for replacing this bridge reportedly bid significantly lower
amount than the estimated cost for a bridge of this complexity. Progress on site has been very slow,
construction techniques used by the contractor has been poor and the contractor is failing to implement load
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control on the existing Mugling Bridge as required under the contract’s scope of work. The team has urged
Bridge Branch to monitor the situation closely given the critical condition of the Mugling Bridge and its
strategic importance. If need be, Bridge Branch should exercise contractual remedies (including
termination) to ensure that connectivity remains uninterrupted along the Prithvi Highway. IDA would
welcome any request for additional technical assistance to support Bridge Branch in this regard.
10. The Program has achieved a major accomplishment by successfully implementing urgent major
maintenance on the Ratu Bridge. The Team is particularly pleased to note the successful urgent major
maintenance works on the 300 meter Ratu Bridge that failed in 2014 when heavy rains compromised one
of its piers. The bridge is particularly critical given its role in providing for all weather connectivity along
the East West Highway. With help from DOR’s international bridge expert Bridge Branch developed a
remedy to safely reestablish the bridge’s functionality. This work used technologies that are relatively new
in Nepal including pressure grouting to reinforce the compromised pier’s foundation, concrete jacketing of
the pier column, and carbon fiber reinforcement of girders above the compromised pier. Repairs on the
bridge completed in June 2015 (just-in-time) as heavy rains render the temporary dry riverbed detour
impassable for vehicles. The Team wishes to congratulate Bridge Branch on using this maintenance
intervention to defer the need for much costlier investment in new bridge construction and for
demonstrating the use of new bridge maintenance technologies in Nepal.
11. During FY 2014/15 the Program made good progress at implementing major bridge
maintenance. As of June 2015 the Program had successfully verified 1,444 meters of completed major
maintenance against a target of 17,215 meters. The Bridge Branch is in the process of submission of another
2,562m of bridges to the National Planning Commission (NPC) for verification shortly. Procurement of
over 1,500m of bridges will start soon. Also design of another 4,800m bridges is ongoing. The Team is
pleased to note that the Program’s FY 2013/14 maintenance spending recovered and increased by
approximately 103% from FY 2012/13 when it had fallen by 34% from the year before. Improvements in
the delivery of major maintenance works is a very positive accomplishment for the Program. The Team is
grateful for the remedial actions that GON took to achieve this noteworthy turnaround.
12. Divisions are performing some minor maintenance but the Program is failing to claim
disbursement for results achieved. The Team observed several bridges that had undergone minor
maintenance during field visits. An estimate suggests that the minor maintenance works of approximately
3,300m (the Program target is 3,500) of bridges are now complete and dossiers can be submitted for
disbursement. Bridge Branch has noted that poor coordination with DOR divisional offices has hampered
efforts to prepare dossiers required for NPC’s verification activities. DOR’s management needs to consider
means of making divisions more accountable for reporting on their bridge-related works so as to facilitate
DLI verification.
13. There is a need to reconsider the institutional relationships between Bridge Branch, Divisions,
and Regional Bridge Projects. MoPIT/DOR’s decision to create a Bridge Branch in 2014 has improved
the institutional approach to bridge maintenance and new construction. However, there is a need to ensure
that Bridge Branch can be fully effective alongside other DOR branches. Divisions (which fall under
Maintenance Branch) and regional Bridge Projects (which fall under the Director General through the
regional directors) remain only semi-accountable to Bridge Branch for expenditures under the Program as
well as the quality of completed bridge works. MoPIT and DOR may wish to consider adopting a set of
agreed Bridge Operating Procedures (BOP) that explicitly mandate where and how Bridge Branch will
interact with other DOR entities. For example, the BOP could specify the specific approvals Bridge Branch
would give at the, new bridge selection, design, budgeting, or expenditure stage. Similarly, BOPs may also
include agreed practices for signing off on the quality of completed works. At present Bridge Branch has
relatively little control over divisional offices and regional Bridge Projects once budget has been allocated
to a specific bridge. The Team recommends the development and adoption of BOP quickly to make the
Bridge Branch’s operation more effective. One of the options DOR could pursue is bringing the Bridge
Projects under Bridge Branch’s administrative and operational control.
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14. The Program is delivering mixed results with respect to quality. The Team has observed wide
disparity in quality across bridge works in different locations. For example, the recently completed Trishuli
Bridge (bridge number: 36-F196-001) shows a very high level of design and construction quality. In
contrast, the Tadi bridge in Nuwakot District (bridge number: 25-F082-005) districts shows an opposite
result on both accounts. High quality bridges evidence that DOR and Bridge Branch have robust technical
capacity whilst lower quality bridges evidence that the systems for applying that capacity remain
inconsistent. The Team’s anecdotal experience is that bridge works involving closer oversight from Bridge
Branch itself tend to achieve higher levels of quality. MoPIT and DOR may wish to consider means of
establishing Bridge Branch more formally in a department-wide bridge quality assurance role. There is also
a need to reconsider the role of Construction Supervision and Support Engineers (CSSE). There is little
evidence to suggest that CSSEs are proving effective at improving quality. There are also reports that
CSSEs could do far better in discharging their duties. Bridge Branch is in the process of developing a tablet-
based system for CSSEs to provide more timely reports to back to Kathmandu. This system will also help
Bridge Branch to keep better control of CSSE activities. The Team welcomes this initiative and requests
DOR and MoPIT to support Bridge Branch in getting more from the Program’s CSSEs.
Fiduciary (Financial Management and Procurement)
15. The Program’s expenditure framework has become less transparent and there is a need for better
trimester reporting to compensate. During FY 2014/15, MOF discontinued the use of heading 337158 that
was previously supporting SRN bridge maintenance. In addition, budget heading 337159 that supported
design and feasibility study has become co-mingled between SNR bridges, Local Road Network (LRN)
bridges, and road related works that are outside the Program’s scope. The budget for feasibility studies and
design of SRN bridges within the Program currently falls under an economic sub-heading for “capital
research and consultancy” below heading 337320. Heading 337320 is now the only heading that is linked
to BIMP, for civil works and consultancy. The elimination of heading 337158 is not particularly
problematic for Program monitoring as maintenance expenditures are visible from the current format for
trimester reports which includes an estimate of spending for specific DLIs. In contrast, DOR is not currently
reporting the expenditure incurred on feasibility studies, designs, and quality control under the Program
separately. Trimester reports state expenditures under heading 337320 and 337159 in aggregate and
segregated by DLIs. As there is no DLI relating to designs and feasibility studies, trimester reports do not
include a breakdown of spending in this area. The Team therefore requests that DOR revise the current
trimester report to break out all economic sub-headings under 337320 and 337159 so that expenditures on
designs and feasibility study are readily apparent. The third trimester report for FY 2014/15 should include
this change for all prior trimesters in the FY 2014/15.
16. The Program’s actual budget for feasibility study, design, and quality control is above the level
committed in the financing agreement with IDA. As noted above, both heading 337320 and 337159 now
contain the Program’s budget for design, feasibility study, and quality control. During FY 2014/15 the
budget for expenditure under the economic sub-heading that corresponds to designs and feasibility studies
was approximately NPR 171million which was roughly 5.4% of the civil works portion of this heading.
This is in agreement with a requirement of the Program Action Plan, which is a legal covenant with IDA.
The Team request Ministry of Finance’s (MoF’s) immediate attention to budget an amount not less than
5% of the Program’s civil works budget to support design, feasibility, and quality control functions during
FY 2015/16.
17. The magnitude and nature of audit objections from FY 2012/13 indicate the need for an inquiry
and potential departmental action. One particular audit objection relates to approximately US$ 1.2 million
paid for price escalation against several lump-sum contracts. The Public Procurement Act (2007) and
related regulations do not allow price escalation payments for lump-sum contracts. However, it is
understood that all of them are design-build contract. One of the issues that the enquiry needs resolving is
whether a design-build contact is a lump-sum contract or not. Opinion is divided on this. The Team
recommends that MoPIT and DOR initiate an internal inquiry of this and other audit objections from FY
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2012/13 followed by departmental actions as appropriate to ensure accountability for any confirmed
irregularities. The Team request DOR to share the inquiry report with the Bank. Also the Bank team stands
ready to help with the inquiry, if approached.
18. Contract variations remain an issue despite progress on delivering contracts within time. Verification activities have completed for 46 contract packages under the Program. Contract data form
verification results indicates that seven contracts (15%) have completed on time, five contracts (11%) have
completed early, and 34 contracts (74%) have required time extensions beyond the original completion
date. The average delay in implementing new construction works is 343 days and the average delay for
major maintenance works is 161 days. It is important to note that these figures represent a considerable
improvement over Program’s initial baseline where only about 10% of contracts completed on time or early.
Subject to confirmation form NPC, these improvements permit disbursement against DLI-4 as estimated in
Annex J. However, the current rate of time extension on contracts still leaves considerable room for
improvement. DOR has developed an improved procedure for estimating the contract duration for bridges
and roads. The spreadsheet-based procedure uses a formula that is developed using empirical evidence and
was tested. Bridge Branch now needs to use this procedure for the estimation of bridge contract durations
at the planning stage. The Team welcomes this initiative and stands ready to support Bridge Branch with
the tool’s development.
19. The list of procurement unit chiefs needs updating: In the past, Planning Branch has maintained a
register of procurement unit chiefs as required by the Program Action Plan. The current list is out of date
and DOR’s efforts to update it will be appreciated.
20. DOR’s Grievance Redressal Mechanism (GRM) is functioning but needs improvement: The GRM
has captured approximately 70 complaints thus far. However, these complaints are currently only coming
through the central web-based collection portal. There is a need to expand public awareness about the ability
to access the GRM via DOR divisional offices. In addition to increased public outreach, the Team also
advises that DOR revise the web portal for submitting complaints. The current web-portal is only available
in English and users would need to know to click on the link labeled “Grievance Redressal Mechanism” in
order access the system. This may not be intuitive enough. The Team requests that DOR revise this system
to include both Nepali and English language options with an intuitive hyperlink heading such as “click here
to complain!”
Social & Environmental
21. BIMP Environmental and social management through DOR system has largely produced
acceptable results and a system for environmental clearance, reviews, monitoring and verification of
Program bridges is in place. Annex J details safeguard implementation status. At the initial stage of
Program implementation DOR focused on improving the system. Accomplishments include: (i) the
issuance of ESMF addendum (April, 2013) that incorporates bridge social and environmental aspects; (ii)
the issuance of an official order that assigned GESU to lead the social and environmental
processes/activities in DOR; (iii) the approval of the GESU Business Plan and the allocation of operational
resources to GESU as per the plan (FY 2014/15 budget of is NPR 10 million compared with NPR 560,000
(US$ 5,800) during FY 2013/14; (iv) contracting out social and environmental activities to consultants; and
(v) the completion of activities to improve the operational performance including the field orientation of
the amended ESMF, the development, testing and mainstreaming of different checklists, screening tools.
Now GESU provides overall safeguard due diligence, oversight and monitoring including internal
compliance checks in BIMP. Rapid post-reviews of the social and environmental status of back-log bridges
(under-construction at the time of Program effectiveness) indicated that Program activities largely entailed
low-to-moderate safeguard risks (out of the 205 bridges screened until May 2015, 13 number of bridges
required limited EA or IEE).
22. More effort is needed to capture full provisions to mitigate social and environmental impacts
including bridges that use design-build approaches. GESU and Bridge Branch are working more closely
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together than ever before and have made considerable improvements in applying DOR’s ESMF. However,
the Team has observed that there is still an issue with the timing of social and environmental assessments
during the preparation stage of civil works undertakings. On a number of occasions the design of social and
environmental mitigations occurred after contracts had been awarded. There is a need for Bridge Branch
and GESU to agree a procedure for assuring that social and environmental provisions are part of works
packages prior to tendering.
23. GESU is fully staffed and resourced but will require additional vehicle support to cover Program
works effectively: GESU’s staff currently includes one environmental specialist and one social specialist in
Kathmandu in addition to six field-based social mobilizers. As mentioned before GESU now has an
approved business plan and is receiving budgetary resources according to that plan. There is a need for this
team to spend greater time on site and with communities. DOR’s efforts to enable this by providing
additional vehicle access for GESU will help to ensure the EMSF’s implementation.
Restructuring requirements
24. Some adjustments to the DLIs are required in order to make it more effective and to align it with
new available evidence. The current DLI-1 (major maintenance) target is 17,125m and it is reported that
the Program has successfully completed the major maintenance just over 4,000m of bridges or
approximately 23% of the target (of them already claimed and disbursed: 1,444m and claims are being
processed: 2,562m). New evidence suggests that a further stock of approximately 12,000m of bridges are
available for major maintenance. This means that there is not enough supply of bridges to achieve DLI-1
target. However, the Program has already completed the minor maintenance of approximately 3,300m of
bridges, which is roughly 76% of the target (3,500m), although they are yet to be verified. More bridges
had undergone minor maintenance in FY 2014/15. The total length of these bridges could be as high as
9,500m. Therefore, there is a scope of enhancing DLI-2 target. It is reported earlier that the current
achievement of DLI-4 (delivery of works contracts within time) is 26% (against an end-project target of
50%). Also DOR has developed an objective system of estimation of the contract duration (currently in
majority cases they are estimated arbitrarily). This confirms that DOR intends to shift gears with regard to
contract management. The Program may help DOR in the adoption of the objective system in the estimation
of bridge contract duration. This could best be done by reformulating DLI-4. The reformulated DLI-4 may
contain a combination of the use of the newly developed method and completion of works contracts within
time.
General items
25. Baseline data collection for the Program’s impact evaluation is complete and the relevant report
is being finalized: A Bank executed trust fund has been supporting baseline date collection activities. The
consultants have submitted the data and reports, which are now being checked. It is expected that the
process will be completed by end-July, 2015.
26. There are large unmet needs for training on bridge and contract management subjects: To date,
the Program’s training plan has failed to gain traction. This is forgoing a key opportunity to develop DOR’s
capabilities. The international bridge expert has conducted several ad-hoc training sessions. However, there
is a need to implement a more systematic approach to training and development. The Team notes that the
recent extension of the Road Sector Development Project (RSDP) can provide additional IDA support for
training, if required. The Team also stands ready to assist the Program with gaining access to additional
international expertise as needed.
27. The next Program review will take place in approximately 4 months: The Team would like to
propose end October, 2015 as a potential time for this review.
Annex P-1
ANNEX A: IMPLEMENTATION REVIEW TEAM
# Name Position
1 Annu Rajbhandari Environment Consultant
2 Bhagawan Shrestha Consultant (Quality Assurance)
3 Bibash Shrestha Team Assistant
4 Dominic Pasquale Patella Transport Specialist
5 Drona Ghimire Environmental Specialist
6 Farhad Ahmed Sr. Transport Specialist and Task Team Leader
7 Jun Zeng Sr. Social Development Specialist
8 Pradeep Kumar Shrestha Consultant (Financial Management)
9 Ramesh Raj Bista Procurement Specialist
10 Sachin Upadhyaya Consultant (Social Development)
11 Shambhu Uprety Sr. Procurement Specialist
12 Shubu Thapa Professional Associate
13 Vishnu Shrestha Consultant (BIMP)
14 Yogesh Bom Malla Financial Management Specialist
Annex P-2
ANNEX B: LIST OF PERSONS MET
S. No. Name Position
Ministry of Physical Infrastructure and Transport (MoPIT)
1. Mr. Tulasi Prasad Sitaula Secretary
2. Mr. Bishnu Om Bade Joint Secretary
Department of Roads (DOR)
1. Mr. Madhab Kumar Karki Director General
2. Mr. Sanjaya Kumar Shrestha Deputy Director General, Foreign Cooperation Branch
3. Mr. Saroj Pradhan Deputy Director General, Bridge Branch
4. Mr. Naresh Man Shakya Senior Divisional Engineer, Bridge Branch
5. Mr. Krishna Raj Adhikari Senior Divisional Engineer, Bridge Branch
6. Mr. Vijay Kumar Mahto Unit Chief, GESU
7. Mr. Shiva Prasad Nepal Project Manager, Mugling-Narayanghat Project, DOR
8. Mr. Arjun Aryal SDE, Bridge Project, Eastern Region, DoR
9. Mr. Ganesh Kumar Gautam SDE, Bridge Project, Western Regions, DOR
10. Mr. Bhanu Joshi Division Chief, DRO Surkhet, DOR
11. Mr. Dhruba Kumar Jha Engineer, DRO Surkhet, DOR
12. Mr. Ramesh Singh Engineer, Bridge Project, Eastern Region, DoR
13. Mr. Ram Hari Pokharel SDE, Eastern Regional Office, DoR, Damak
14. Mr. Shambhu Acharya Engineer, Eastern Regional Office, DoR, Damak
15. Mr. Rajan Shrestha Environmental Expert, DOR/GESU (Consultant/BIMP)
16. Mr. Prabhakar Pandit Social Expert, DOR/GESU (Consultant/BIMP)
17. Mr. Udaya Nepal Financial Expert (Consultant/BIMP)
18. Mr. Bashant Lal Shrestha Materials Engineer (Consultant / RSDP)
National Planning Commission (NPC)
1. Mr. Gopi Nath Mainali Joint Secretary
National Vigilance Center (NVC)
1. Mr. Ramesh Kumar Sharma Secretary
2. Mr. Deepak Shrestha Joint Secretary
3. Mrs. Pramila Bajracharya Joint Secretary
Annex P-3
ANNEX C: SUMMARY ASSESSMENT OF INDIVIDUAL PROGRAM AREAS
Item Rating Key Points
Program
Development
Objective
MS Program is showing a positive trend overall and progress has accelerated
towards achieving objectives
The Program has demonstrated good progress in achieving DLIs throughout the
FY 2014/15
Considerable progress in the preparation and implementation of major
maintenance works
o Appropriate quality management remains a major issue as many bridges show
considerable deviations from specifications
Action Plan
(Overall)
MS Bridge Management System (BMS) priorities followed for 100% of Program
work plan
Grievance Redressal Mechanism (GRM) functioning; however, needs further
support to make it more effective
Fiduciary, environmental, and social related actions now acceptable
o Technical actions relating to quality management remain one of the main
concerns
o Project management team formulation not yet fully complete
o Training plan is yet to be developed
Disbursement
Linked Indicators
MS DLI-1: verification complete: 1,444m. Verification awaiting: 2,562m; Under
construction: 203m; design completed: 1,526m; Design on-going: 4,787m
DLI-2: 3rd disbursement is expected to submit a claim of approximately
3,275m (Program target: 3,500m). Further information collection is on-going
DLI-3: 3,257 meters verification complete and disbursed. 3rd disbursement
plans to claim another US$ 7-10 m. New construction works exactly following
BMS priorities
DLI-4: Initial analysis suggest that good progress made: 26% achieved against
a target of 50%. Yet to be verified.
DLI-5: BMS fully operational in all 25 divisions and 5 regions. Data collection
completed for 400 bridges.
DLI-6: GRM functioning. However, further actions are needed to make it more
effective.
Technical S Bridge Branch has responded quickly to assess the impact of recent
earthquakes on vulnerable bridge infrastructure (assessment of 400 bridges
completed)
BMS in use as the basis for planning and prioritizing the Program
Major achievements in the repair of strategically important bridges
103% increase in maintenance spending relative to prior FY
During FY 2014/15 the Program made good progress at implementing major
bridge maintenance
o Construction site supervision engineers are not playing effective roles
o The Program is delivering mixed results with respect to quality
o Progress slow on project management teams and other quality related actions
o No progress on developing and implementing training plans
Fiduciary MU o The Program’s expenditure framework becomes less transparent
o The nature of audit objections is serious and the magnitude is substantial
($12m)
o The list of procurement unit chiefs needs updating
The Program’s actual budget for feasibility study, design, and quality control
above the level committed in the financing agreement (5.4% against an agreed
amount of minimum 5%
Annex P-4
The GRM is mostly working but needs further improvement
Progress made in clearing backlog audit objections
No overdue Trimester and audit reports
Separate budgets maintained for construction on LRN and SRN
Social and
Environmental
MS BIMP Environmental and social management through DOR system has
largely produced acceptable results and a system for environmental clearance,
reviews, monitoring and verification of Program bridges is in place
GESU has been receiving adequate budget to support the Program
The Bridge Branch (BB) has been making efforts to engage GESU in all
aspects of Program implementation
o Timing of social and environmental assessments during the preparation stage
of civil works undertakings is an issue
o Further effort is required to mitigate social and environmental impacts in the
case of design and build bridges
Overall
Program rating
MS DOR, Bridge Branch in particular, have successfully turned the Program
around from its unsatisfactory period
o Need for improvement on: (i) quality management; (ii) application of
fiduciary and environmental frameworks in contract preparation and
management; (iii) improve Bridge Branch’s effectiveness in supervising
bridge works undertaken by divisions and bridge projects; (iv) allocation of
sufficient budget for design, feasibility study, and quality control functions
Notes: S - Satisfactory; MS - Moderately Satisfactory; MU - Moderately Unsatisfactory; U – Unsatisfactory; -
Accomplishments; - Concerns
Annex P-5
ANNEX D: UPDATE ON PROGRAM MONITORING FRAMEWORK
Indicators Baseline
Value
Date Progress To Date Date (of
the data
collection)
End-
of-
Project
Target
Value
Date
PDO: to provide safe, reliable and cost effective bridges on Nepal’s Strategic Roads Networks
A. PDO level results indicators
PDO
Indicator 1:
Improved
condition of
bridges on
SRN
(The
percentage
of bridges on
SRN rated as
being in
good or fair
condition)
53 Oct. 2012 Achievement: 56.1% As of end-
June, 2015 total number of
bridges in good or fair
condition: 959 (out of total
existing bridges: 1,709).
June 30,
2015
75
PDO
Indicator 2:
Reduced
number of
structurally
unsafe
bridges
(The
percentage
of bridges on
SRN rated as
structurally
unsafe)
6 Oct. 2012 Achievement: 3.74%. As of
end-June, 2015 total number of
bridges in unsafe condition: 64
(out of total existing bridges:
1,709).
June 30,
2015
1
PDO
Indicator 3:
Strengthened
performance
management
in bridge
sector
(Percentage
of bridge
works
completed
on planned
schedule)
Negligible Oct. 2012 An estimate suggests that the
achievement is 26%.
June 30,
2015
50
B. Intermediate result indicators
Annex P-6
Indicators Baseline
Value
Date Progress To Date Date (of
the data
collection)
End-
of-
Project
Target
Value
Date
Intermediate
Results
Indicator 1:
Completion
of major
maintenance
of bridges on
SRN
(Cumulative
metres)
0 4,006m of construction
completed
1,444m verified and disbursed
Remaining 2,562m is in the
process of submission for
verification
June 30,
2015
17,125
Intermediate
Results
Indicator 2:
Completion
of minor
repairs of
bridges on
SRN
(Cumulative
metres)
0 It is reported that repair of
3,275m completed and in the
process of submission for
verification
June 30,
2015
3,500
Intermediate
Results
Indicator 3:
New bridges
built or
improved on
SRN
(Cumulative
metres)
0 3,825m completed
3,257m (35 bridges) verified
and disbursed (1st and 2nd
tranches)
568m (8 bridges) completed
and awaiting verification
4763m (52 bridges) under
construction NPC
June 30,
2015
6,000
Intermediate
Results
Indicator 4:
Improved
Bridge Asset
Management
(Number of
actions
completed)
0 BMS fully operational in 25
divisions.
DOR has officially endorsed
BMS for SRN bridge
planning and prioritization via
letter from Director General
on Oct. 10, 2012.
BB has employed a full time
BMS operator.
Public version of BMS is
available on DOR website:
http://www.dor.gov.np
DOR has made BMS
compatible with Annual Road
Maintenance Plan (ARMP)
for divisional planning and
budgeting purpose
DOR plans to update existing
BMS in order to make it more
robust by Dec. 2015.
A portion of the allocation
against this DLI already
disbursed under 2nd tranche
June 30,
2015
Annex P-7
Indicators Baseline
Value
Date Progress To Date Date (of
the data
collection)
End-
of-
Project
Target
Value
Date
Intermediate
Results
Indicator 5:
Increased
effectiveness
of the
institutions
responsible
for bridge
sector
management
(Number of
actions
completed)
0 GRM policy developed and
approved by MoPIT
DOR formally launched GRM
system on Apr. 16, 2014.
A Help/Call Center has been
set-up in DOR to provide
system assistance to all DOR
cost centers.
Work in progress to
mainstream GRM system in
DOR as per an agreed Action
Plan
GRM Procedural Manual has
been finalized
A portion of the allocation
against this DLI already
disbursed under 2nd tranche
June 30,
2015
Annex P-8
ANNEX E: NOTES OF BRAINSTORMING SESSION (23RD JUNE, 2015)
S.N. Topic Issues and Discussions Conclusions / Recommendations
1 DLIs DLIs
There are six Disbursement Linked Indicators (DLI) in the BIMP. Are they still relevant to the
Program context?
Yes, all six DLIs are still
relevant.
DLI-1
Target is 17,125m, achievement by 2nd tranche of disbursement was 1,444.m and expected another
2,562m to be disbursed by 3rd tranche, totaling approximately 4,000m
Major maintenance works undertaken are not sufficient to meet the target
Local consultants have been facing problems in the design of bridge major maintenance given the
lack of experience
BB is publishing EOI very soon for additional 125 bridges which will cover around 3500 to 4000m
Remedial works of post-earthquake 400 bridges will cover another around 8,000m
Procurement of an additional 2,000m of bailey bridges is proposed to prepare for future
emergencies.
DLI 1 target could be met
Target (17,125m) is achievable.
However, would require further
assessment.
Suggested that the Program
procures another 2,000m of
bailey bridges.
DLI-2
Target is 3,500m, no disbursement has been made till date, a survey shows that 140 bridges are
currently under DLI-2 contracts so there is hope to meet target during 3rd tranche of disbursement.
Existing procurement rules and specification are found not favorable to carry out minor
maintenance by DOR divisions therefore they are least attracted to carry out of DLI-2 works.
Review is required in procurement rules that allows divisions to introduce force account system for
few approved activities under DLI-2 contracts. Or divisions will have to explore other contract
options to complete DLI-2 contracts.
For time being keep original
target of 3500m, however there
is an opportunity of enhancing
the target
DOR to review existing
procurement options applicable
to minor maintenance works
DLI-3
Target is 6,000m, achievement by 2nd tranche of disbursement was 3,257m and expected another
823m to be disbursed by 3rd tranche, totaling 4080m
DOR will meet original target of 6,000m in Program period
Keep 6,000m, i.e. no change is
required in original target.
Annex P-9
S.N. Topic Issues and Discussions Conclusions / Recommendations
DLI-4
No disbursement has been made against this DLI till date.
Difficult to meet the target, however all agreed, the DLI-4 is relevant to DOR to improve existing
contract management practices
Recent data provided by BB on contract completion period of each disbursed contracts under 1st
and 2nd tranches of disbursements indicates nearly 35% of contracts have been completed in
original contract completion period (however data needs a further investigation and improve in data
quality)
Possible options for this DLI, could be inclusion of objective method of determining Contract
Completion period, which DOR has recently developed officially circulated instruction for its
application in all the DOR roads and bridge contracts.
Keep DLI-4 either in reduced
form or exploring other options
as discussed
DLI-5
Targets of period-1 and 2 have been met and already disbursed.
Conducting a re-orientation on BMS operation might be required because there are additional nine
divisions and three bridge projects. Best possible period could be in the new FY. It is justified in
context of changes made in BMS condition rating using Dr. Raina’s suggestion.
No change required in DLI-5
Agreed to conduct re-
orientation on BMS
DLI-6
Targets of period -1 and 2 have been met and already disbursed.
GRM portal in DOR webpage is poorly presented and it is in English. The best would be to present
in Nepali also with clear text to public lodgers
Hosting of GRM system should be through DOR server, not by server of software consultants
Extending public awareness program including outreach strategy in DOR regions and divisions is
necessary
No change required in DLI-6
other than improving its
presentation on portal with
default in Nepali also
Extending public awareness
program such as outreach
strategy in regions and
divisions
2 Action Plan Technical Actions
BMS
Update of BMS and conduct re-orientation to divisions and regions
Currently new bridge condition assessment system has been introduced with Dr. Riana’s support
for condition assessment of nearly 400 post earthquake bridges with the support of RSDP, which
could be possible option for DOR to up-grade its current system of Bridge Management.
No change required except it is
to be hosted in a DOR server
BB is to publish EOI for
procurement of consulting
services for update of BMS.
Annex P-10
S.N. Topic Issues and Discussions Conclusions / Recommendations
Quality Assurance Plan (QAP)
BB has circulated template of QAP to all divisions and projects as suggested QAP template
The Contractors are responsible for QAP
Dr. Raina clarified that: QAP has two separate sections. One is QA (quality assurance), which is
responsibility of the Contractors under verification of Employer and next one is QC (quality
control) i.e. controlled is maintained by the Contractors still through Employer’s verification.
Therefore in both cases Employer is responsible for verification and quality is maintained by the
Contractors
Agreed to conduct
brainstorming session on
quality
Issue to be raised in mid-term
review
Project Management Team (PMT)
Not achieved formation of PMT at divisions and projects
Needs to increase threshold of formation of Project Management Team from NRs 10million to NRs
25million
Proposed to increase contract
value over NRs.25million for
formation of PMT
Issue to be suggested in mid-
term review
5% of total civil works
Initial data provided to the Bank derived from budget head 320 (SRN) +159 (LRN+SRN) that was
mistake, in actual, the SRN Program at the BB is underfunded to use 5% of civil works
BB had difficulty to use 5% from budget allocated to Bridge Projects
To be discussed with FM team
Issue to be raised in mid-term
review
Annual Training Plan
Not prepared till date, BB tried to procure consulting services of Nepal Administrative Collage,
however due to procurement problem it could not be procured.
Dr. Raina is suggested to provide some form of training plans
Annual training plans are
required to be prepared.
Alternate funding source to be
explored (e.g. RSDP)
Fiduciary Actions
Creation of separate budget head for SRN by MoF
Separation was clear in FY 2013/14 whereas it failed do that in FY 2014/15
MoF allocated budget for SRN new construction and maintenance in a single budget head 337320,
similarly, it allocated budget for design and feasibility study of roads and bridges of LRN and SRN
in a single budget head 337159.
Financial reporting has been difficult for BB due to combined budget for new construction and
maintenance of SRN from budget head 337320 and similarly reporting of budget head 337159 is
also difficult due to LRN and SRN in single budget head
Issue to be raised in mid –term
review
Annex P-11
S.N. Topic Issues and Discussions Conclusions / Recommendations
Divisions and projects are also confused to have budget allocation for maintenance and new
construction from the same budget head 320, giving temptation to expend more in new construction
than in maintenance works.
Annual Investment Plan
Prepared annual investment plan based on BMS and disclosed in DOR webpage.
Continue
Procurement Unit Chief
Appointment of procurement unit chief is achieved in each of the procuring entities but status
record is not maintained
Maintain status record
Audit Committee
Achieved as per requirements
Maintain audit observations record on yearly basis to track settlement on each year
Continue
Continue
Environmental and Social
Revised ESMF
Revision of ESMF achieved and disseminated via hard copy and DOR web page
No further action required
DOR provides power and adequate resources to GESU
DG has given adequate power to implement revised ESMF to GESU and resources including
dedicated budget from BB
GESU is still struggling to implement ESMF effectively. Practice of prior review of condition of
contract including BOQ before tendering by GESU has to be formalized by establishing an official
system of forwarding condition of contract and BOQ to GESU
Application of ESMF provisions in Design and Build contracts is still to be worked out
Suggested to conduct a brainstorming session to resolve all these issue by GESU
Agreed to conduct a
brainstorming session in DOR
by GESU next month
GESU’s Business Plan
GESU has approved Business plan
Dedicated budget being provided by BB as per plan
Individual consultants for social and environmental have been hired for GESU
There is an issue of transportation facility to the individual Consultants including for 6 social
mobilize Consultants at field to be resolved
Give continuity
Transport facility to be
explored under RSDP by FCB
Cross-cutting Actions
GRM
Discussed in DLI-6
Continue
Bridge operational toolkits: Give continuity
Annex P-12
S.N. Topic Issues and Discussions Conclusions / Recommendations
Bridge operational toolkits have been prepared and soft copy is made available in DVD and
presented in DOR webpage. Toolkit should also include administrative procedures and internal
control guidelines.
Update is required to incorporate recent changes in Public Procurement Acts
3 Budget
Allocation Much of this has been discussed in Action Plan Fiduciary item (i) Issue needs to be raised in the
mid-term review
4 Quality Revisit recently approved DOR Quality Management Policy and carry out a review of its degree of
applicability for major and minor maintenance.
For small works under maintenance, it would be applicable to follow quality control as specified in
specification
However DOR needs to conduct wider discussion similar to this brainstorming session for policy
revisit and develop strategy for its application on new construction and maintenance
Explore role of NVC for improvement in quality of works
Agreed to conduct
brainstorming session on
quality in July/August, 2015
5 BMS BMS has been discussed in DLI-5
6 GRM GRM has been discussed in DLI-6
7 Institutional
Framework and
Outsourcing
Currently there are 6 Construction Supervision Support Engineers in regions similarly there are 6
Social Mobilizer Consultants (SMCs) in regions. They are monitored by regional directors. An
effective monitoring and support system yet to be developed and implemented for enhancing the
SMC’s performance on implementing and monitoring the safeguards activities.
GESU have to involve the central based safeguards experts or externally hired senior safeguard
consultants for field verification of the bridges whose dossiers have been prepared by field based
SMC and submitted for reimbursement
Social mobilize Consultants are doing well. Their control and command need to be under GESU
Performance of some of the CSSEs and Structure Engineer is not satisfactory.
Issue needs to be resolved by
BB
Annex P-13
ANNEX F: ACTION PLAN IMPLEMENTATION STATUS
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
i. BMS, the basis for
planning, prioritization
and M&E, to be
continuously maintained
and used for prioritization
of the program.
On-going Bridge
Project/Regional
Directorate/Divisional
Office
Personnel
trained in use
of BMS,
conditions
surveys
updated and
annual
prioritized
programs
available. Y
Development of
interface software to link
BMS with ARMP is in
progress with nearly
80% complete
Advance methods of
BMS data storing and
condition rating have
been developed and it is
in trial-run to store
bridge condition data of
nearly 400 post
earthquake bridges, of
which, data collection of
330 bridges is now
complete.
Currently data
processing is also in
progress
Updating of BMS
Updating of BMS-
based 5-year bridge
to bridge investment
plan
Re-orientation on
BMS
Installation of in-
house server for
BMS hosting
Strengthening BMS
operation unit with
training and
resources
ii. DOR implements a
Quality Assurance Plan.
All materials testing to be
undertaken according to
specifications as
described in the Quality
Assurance Plan and in
the contract between
DOR and the contractor.
On-going Bridge Project/DOR Continued
compliance
will be
monitored by
technical audit
consultants.
Y Recently BB has
circulated QAP template
to all divisions/ projects
suggesting its use by the
contractors
According to the third-
partly verification team
and CSSEs, application
of QAP is found to be
improving in the
divisions/projects
Application of QAP and
materials testing as per
specification described
in QAP is yet to be fully
addressed
Training on
preparation of QAP
and how to address
specification
Strengthening
divisions/ project
materials laboratory
in terms of (a)
equipment
availability, (b)
technical staff, (c)
documentation
templates and
standards
DOR Quality
Management Policy
not yet implemented,
although approved.
Annex P-14
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
No departmental
action to to panelize
low quality works
No departmental
mechanism to ensure
that officials are
made accountable
with regard to
quality
Regional laboratories
are yet to be
established as
suggested in DOR
Quality Management
Policy-2012/13
DOR lacks adequate
supervision capacity
Monitoring and
Reporting
mechanism is
inadeqate
iii. DOR will assign project
management team for
each contract that has
value over US$125,000
equivalent (roughly
NPR10 million). The
project management team
will comprise technical,
social and environmental
personnel. A team can
manage multiple
contracts depending on
operational requirements.
October 31,
2012 and
ongoing
DOR Continued
compliance
will be
monitored by
technical audit
consultants.
N Formation of PMT has
not yet been
materialized in divisions
and projects
Project Support
Consultants (particularly
CSSEs and SMCs) are
not functioning as
expected
Formation of PMT
urgently required;
It may be necessary
to increase the
threshold: may be
double the
mentioned amount
iv. through MOF, during the
implementation of the
Program, allocate at least
five percent (5%) of its
total civil works budget
under the Program in
each said Fiscal Year, for
October 31,
2012 and
July 31 in
subsequent
years
MoPPWTM/MoF Increased
budgetary
allocation
Y In FY 2014/15 an
mount over 5% (5.4%)
of the capital budget has
been allocated.
Continuation of a
minimum allocation
of 5% is required for
the Program to
achieve its
objectives.
Annex P-15
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
feasibility studies,
design, supervision,
quality control,
management of
environmental and social
impacts, and other
required inputs for the
maintenance and
construction of bridges
under the Program.
v. DOR prepares annual
training plans for all SRN
bridge related functions
and implements these
plans throughout the
Program implementation
period.
October 31,
2012 and
annually
thereafter
DOR/Bridge Project Training Plan
prepared and
training
implemented.
Activities
supported by
capacity
building
consultants
N No tangible activity
noticed in developing
annual training plans for
all SRN bridges to
conduct training
throughout the Program
implementation period
DOR needs to
develop and
implement a training
plan as required by
the Action Plan.
i. Creation of separate
budget heads for SRN
bridges which will
provide the budget
allocation for
expenditures under the
SRN Bridge Program.
Effectiveness
condition
MoF Separate
budget lines for
SRN and LRN
bridges appear
in annual
budget issued
by MoF.
Y In current FY 2015/14
MoF allocated budget
for SRN separately;
however it combined
new construction and
maintenance in one
budget head 337320
28. But on the case of
budget head 337159 for
feasibility study and
design, MoF provide in
single budget head for SRN
and LRN
Field level
expenditure data
keeping and
reporting on budget
head 337320 is
major issue currently
in BB due to mix-up
of new construction
and maintenance in
one budget head,
because of that :-
It is noticed that some
divisions sometimes
carry out expenditure
of new construction
from budget
allocated to
maintenance such as
paying construction
of culvert from
budget allocated for
minor maintenance.
Annex P-16
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
Budget head 337159
is for LRN and SRN
feasibility study and
design. There is also
difficulty in keeping
expenditure data
separately for LRN
and SRN.
ii. Annual preparation and
public disclosure of
prioritized investment
and maintenance plans
based on BMS and
limited by identified
budget envelop.
October 31,
2012 and
annually
Bridge Project Annual
investment
plan prepared
and disclosed
in DOR
website
Y 3 year bridge to bridge
investment plan is
published on DOR
website;
BMS is available or
DOR website
BB has strictly followed
the priority in selection
of bridges for FY
2014/15
Revised bridge to
bridge investment
plan needs to be
developed and
disclosed after a
BMS update.
iii. Appoint and maintain a
procurement unit chief in
each of the procuring
entities with clear job
descriptions and provide
them with at least one-
week training on
procurement (if they are
not already trained).
October 31,
2012 and
revise the list
as
appropriate
DOR A memo from
DOR with the
list of
procurement
unit chiefs and
a confirmation
from DOR that
training has
been provided
Y All divisions, projects,
and BB have appointed
procurement unit chief
(PUC)
DOR conducts training
on procurement
periodically in each year
Maintaining record is
not in practice, however
DDG Planning and
Design has circulated
instructions to all
concerned for
maintaining record of
such appointment of
PUC
Record of such
appointment of PUC
needs to be
maintained including
training activities
conducted
iv. through DOR, (i)
establish an audit
committee meeting the
requirements of the
Recipient’s Office of the
Auditor General, to
October 31,
2012
DOR The committee
will have met
following
receipt of the
preliminary
report and
DOR has an audit
committee to address
outstanding audit
observation
Nearly all offices submit
their preliminary
DOR needs to
continue addressing
audit observations as
per this requirement
Annex P-17
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
address outstanding audit
observations from Fiscal
Year 2009/2010 and
those in subsequent
years, if any, resulting
from DOR’s own
operations; and (ii)
ensure that all said
outstanding audit
observations from Fiscal
Year 2009/2010 are
addressed according to a
time-bound action plan
acceptable to the
Association and
Recipient’s Office of the
Auditor General.
responded
within 35 days.
response on outstanding
audit observation within
35 days
The Program Action
Plan requires DoR to
address audit
observations from FY
09/10 and all subsequent
years. DOR has formed
an audit committee to
settle audit observations
with OAG. The audit
observations are
maintained on
cumulative basis since
FY 2002/03. The
cumulative audit
observations till FY
2012/13 are NPR 9.05
billion. The amount of
audit observations
settled till April 13,
2015 is about NPR 2.21
billion (24.50% of the
total cumulative up to
FY 2012/13).
i. through DOR, review
and revise DOR’s current
environmental and social
management rules and
procedures to incorporate
bridge specific
environmental and social
impact mitigation
measures, in form and
substance satisfactory to
the Association, and
immediately thereafter
implement said revised
rules and procedures in a
manner satisfactory to
October 31,
2012
DOR/GESU Revised ESMF
disseminated
via web and
hardcopy
Y DoR ESMF was
amended incorporating
roads and bridges on
(March 18, 2013).
DG, DOR has made
circulation of a notice
stating that EMSF is to
be implemented in all
DOR divisions and
project in (Oct 10, 2012)
ESMF was circulated in
DOR and published in
DOR webpage in June
2013. Hard copy was
Hard copy needs to
be published
incorporating all
amendments in a
single booklet rather
than separate
amendment books
Annex P-18
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
the Association
throughout the Program
implementation.
also made available in
GESU
Orientations on
amended ESMF were
conducted in BIMP
orientations and ARMP
workshop by GESU
Chief
ii. through DOR, provide
the Geo-Environmental
and Social Unit within
DOR with power and
adequate resources,
acceptable to the
Association, to enable it
to carry out the social
and environmental
management measures in
accordance with the
revised rules and
procedures referred to in
action (i) above
October 31,
2012
DOR Memo from
DOR to
formally assign
GESU to SRN
Bridge
Program
Y DOR DG has delegated
authority/power to
GESU to implement
ESMF in DOR in
Oct.2013
6-Social Mobilizer
Consultants (SMC) were
engaged in field from
February 2013 in
regions to support BIMP
safeguard
implementation.
Similarly one
Environmental Expert
and one Social
Safeguard Expert were
engaged from
September 17, 2014 to
support safeguard
implementation
activities both at central
and regional levels
stationed at GESU.
GESU was provided
with dedicated budget
from BB based on
approved Business Plan
for FY 2014/15
Continue providing
adequate resources to
GESU
iii. Preparation of a plan, and
subsequent
implementation of that
October 31,
2012 and on-
going
DOR GESU is
strengthened as
per agreed plan
Y GESU prepared a three-
year business plan
(Nepali FY 2069-72)
Continuity of budget
allocation from BB
as per Business Plan
Annex P-19
Action description Deadline Responsible party Completion
Measurement
Achieved?
(Y/N)
Updated Status Issues require to be
addressed during the
Mid-term Review
plan, to strengthen GESU
both in terms of
manpower and financial
resources
which is being
implemented.
Cross-cutting Actions
i. Grievance Redressal
Mechanism (GRM)
developed, made
operational, and
implemented in DOR for
managing all type of
complaints including
technical, fiduciary and
social/environmental
issues
September,
30, 2013 and
on-going
DOR GRM
developed and
made
operational
Y DOR has developed and
implemented DOR
GRM system
Nationwide since April
16, 2014
Policy document was
approved by GON on
Oct.7, 2012 and made
available in DOR
webpage
System Operational
Manual, GRM
Procedural Manual were
published.
Orientations were
carried out to all
concerned including
representatives of NVC
and CIAA
No of grievances
lodged has been low.
Public awareness
program needs to be
carried out.
DOR webpage needs
to be more user-
friendly and
interactive with
regard to lodging of
grievances.
ii. Preparation of a Bridge
Operations Toolkit (with
support from the
Association) that will
summarize various
bridge planning,
construction,
maintenance and
management procedures.
The toolkit will be
developed based on the
existing procedures that
exists in different DOR
manuals, guidelines etc.
December
31, 2012
Bridge Project Toolkit
developed and
published
Y Bridge Operational
Toolkit has been
developed and approved
by BB and made
available in DOR
webpage for application
Orientation on Bridge
Toolkit is being carried
out in DOR during
ARMP workshop.
DVD copy made
available to BB for
wider application at
divisions and projects
Update of Bridge
Toolkit is required to
incorporate recent
changes in PPA -
2014/15
Annex P-20
ANNEX G: STATUS OF AGREED ACTIONS FROM LAST REVIEW [NOVEMBER, 2014]
Next Step Responsibility Deadline Status
Project Development Indicator
Complete the baseline studies WB End-Mar., 2015 Baseline data collection, analysis and
reporting completed. Final verification
on-going
Action Plan implementation
Under technical action (i)
BB updates BMS and procures medium-term contract for
BMS software maintenance
BB By Sept. 30, 2015 Linked to DLI-5;
Condition of nearly 25% of existing
bridges (400 bridges) in BMS data-base
has been updated. In addition there is a
plan to update another 200 bridges
(12%) by Dec. 2015;
BMS software has been updated with
improved version of condition
assessment templates using tablet based
data entry;
BMS has been linked with ARMP and
practiced in recent ARMP workshops;
and
A BMS unit has been created within BB
with two supporting staff including one
IT personnel for minor software
maintenance.
BB prepares annual training plans for SRN bridge related
functions incorporating basic trainings in BMS, CMS,
GRM, Mobile Monitoring, Outreach Strategy, QAP/quality
control, new bridge technology in designs and construction
etc.
BB/Bridge Technical
Expert
By May 31, 2015 Linked to DLI-5; and
Not achieved, BB could not prepare
Annual Training Plans.
Under technical action (ii)
Annex P-21
Next Step Responsibility Deadline Status
Quality Assurance Plan implemented by DOR DOR/BB Confirmed
application of QAP in
divisions and projects
by the end of each
month through CSSE
Implementation of QAP is getting some
traction, BB has developed QAP
template and circulated to all divisions
and projects for its application through
the contracts;
CSSEs are reporting status of application
of QAP in their monthly report; and
BB also reports information on quality
assurance in its Quarterly Progress
Reports.
Under fiduciary action (i)
Public disclosure of 3year bridge-by bridge investment
plans based on BMS including approved annual program
Planning Branch/BB By January 31, 2015
Thereafter to be
presented on DOR
website as and when
updated
Achieved , DOR has published 3 year
bridge to bridge investment plan based
on BMS including approved annual
program
Under fiduciary action (ii)
DOR planning branch to maintain register of procurement
unit chiefs and to include this within trimester reports
Planning and Design
Branch
By Dec. 31 2014
Thereafter to be
updated as and when
required
Partially achieved, procurement chiefs
areappointed but updated register is not
maintained and status is not reported in
the Quarterly Progress Reports
Under fiduciary action (iii)
All outstanding audit observations from 2009/10 to be
addressed
DOR Audit Committee > 50% by end of FY
2014/15
The cumulative audit observations of FY
2002/03 to FY2012/13 are NPR 9.05
billion. The amount of audit observations
settled till April 13, 2015 is about NPR
2.21 billion (24.50% of the total
cumulative up to FY 2012/13)
Under social and environmental action (i)
Completed safeguard screening of 56 urgent major
maintenance (UMM) bridges and review Condition of
Contract documents
BB/GESU By Apr. 30, 2015 Safeguard screening of 28UMM bridges
completed ;
Remaining 28 UMM bridges will be
screened by August 2015; and
Condition of contracted reviewed to
ensure safeguard provisions through
provisional sum.
Annex P-22
Next Step Responsibility Deadline Status
Inclusion of safeguard measures in non-urgent major
maintenance of 60 bridges whose EOI has been recently
published
By May 31, 2015 Safeguard screening of 45 non-urgent
major maintenance of bridges completed
Carry out IEE or screening of all new crossings from FY
2012/13/14/15 and review Condition of Contracts
On-going till Jun. 30,
2015
Safeguard screening of 34 new crossings
completed out of total 72 bridges (of
which 13 bridges require IEE. Out of
which 5 bridges are design and built
contract option);
EOI for 8 bridges requiring IEE has
been processed by GESU on May 12,
2015; and
Terms of Reference (ToR) for 3 design
and build bridges has been approved and
remaining ToRs for 2 design and build
bridges are under preparation process.
GESU to endorse the Social and Environment section of
dossiers before submission to the NPC
On-going GESU has endorsed social and
environmental section of 47 dossiers
before submission to NPC
Developed site visit plan for GESU’s team in each contract
particularly at the time of (a) start of project (b) before
issuing Certificate of Substantial Completion, (c) before
issuing Defect Liability Certificate including final payment.
Implemented above plan and report included in (1)
Quarterly Progress Report and (2) issues arise during visits
to be well discussed in Coordination meeting
BB/GESU Develop GESU’s Site
Visit Plan by Dec.
31, 2014
Continue thereafter
BIMP Social / Environmental experts
developed site visit plan however could
not be implemented in absence of
transport facility
BB conducts formal meeting at least once in a month with
GESU for better coordination
BB/GESU BB and GESU meets
every month and the
decisions are minuted
Since November 2014 a total of 10
formal coordination meetings and
several informal discussions have been
held between BB and GESU
Carry out test run of templates developed for safeguard
screening for those bridges not requiring IEE
GESU/BB By Dec. 31, 2014
Achieved, test runs were carried out and
screening templates being further
improved
Annex P-23
Next Step Responsibility Deadline Status
Prepare Environmental and Social Screening Report;
Environmental and Social Assessment, Environmental
Management Plan, Social Action Plan for each sub-project
GESU/BB/Consultants Process to be
commenced and
continued
Screening and rapid assessment of 208
bridges (major maintenance, new
crossing and back log) have been carried
out and their reports prepared
Review of design and contract/bidding documents from
social and environmental perspectives
GESU/BB Process to be
commenced and
continued
Contract documents (those which have
been given to GESU only) have been
reviewed and suggested to ensure
safeguard concerns in the contact
documents including in BoQ however,
formal practice is still to be achieved
Provide concurrence to the documents prior to tendering to
ensure that social and environmental issues are addressed
GESU/BB Process to be
commenced and
continued
Process has not yet been practiced or
formalized in DOR
Conduct monitoring, implementation of mitigation
measures and reporting social and environmental status in
each trimester report
GESU/BB Process to be
commenced and
continued
Social mobilizers are monitoring to
possible extent at the field depending
upon interest of divisions and projects to
involve them in absence for formal
Project Management Team; and
Findings of such monitoring are
presented monthly by SMs from the
regions and included in Quarterly
Progress Report by the experts at GESU.
Provide no objection while issuing defect liability
certificate to confirm that no remaining issues linked to
social and environment
GESU/BB Process to be
commenced and
continued
Process has not yet been practiced or
formalized in DOR
Under social and environmental action (ii)
Cross cutting action (i)
Respond to complaints received and reports actions taken
in Quarterly Progress Report
DOR/ Divisions On-going
Linked to DLI-6; and
Achieved, such reports are included in
Quarterly Progress Report
Cross cutting action (ii)
DOR Bridge Operation Toolkit made available on DOR
website
BB By Dec. 31, 2014 Linked to DLI-4;
DOR Bridge Operation Toolkit has
been developed and made available in
DOR webpage; and
DVD copies are made available.
Annex P-24
Next Step Responsibility Deadline Status
BB uses an objective method in deriving total project
completion time in the case of all up-coming contracts,
including maintenance and new construction
BB As and when
required
Linked to DLI-4;
DOR has developed method of the
estimation of project duration for roads
and bridges. DG has circulated
departmental directives for its
implementation; and
BB is yet to introduce the method in the
estimation of contract duration
Disbursement Linked Indicators
Finalize the design of 56 UMM bridges BB By May 31, 2015 Linked to DLI-2;
Partially achieved; and
22 UMM bridge designs are still to be
finalized. This is delayed due to
resolving of the procurement process.
Finalize the procurement of consultants for designs
services of 60 major maintenance bridges
BB By FY 2014/15 end Partially achieved;
Designs of 44 bridges (out of 60 ) have
been submitted in draft by the
consultants; and
Review of designs is in process to
finalize designs before end of FY.
Submit dossiers of the already completed minor
maintenance bridges to NPC
DROs, BB Dossier submission
to NPC by Jun. 30,
2015
Not achieved;
Linked to DLI-2;
Around 142 bridges are currently
recorded under DLI-2 maintenance; and
Expected to be submitted in the next
tranche of disbursement.
Complete agreements of 34 new crossings (FY 2014/15)
with contractors including bridges selected under the
design/built contract option
BB By Jun. 30, 2015 Linked to DLI-3; and
Achieved ( which 5 bridges are under
D&B contract options, whereas
remaining are under DBB contract
options)
Note: next steps for DLIs 4, 5, and 6 included within action plan items
Others
Annex P-25
Next Step Responsibility Deadline Status
Engage a Procurement and Contract Management Expert
and a Geotechnical Engineer
BB By Jan 31, 2015 Achieved; and
DOR has engaged one Procurement and
Contract Expert.DOR has decided not to
engage Geo-technical Engineer for time
being.
Submit dossiers for DLI verification to NPC for tranche 2 BB By Jan 15, 2015 Achieved. Second tranche submitted and
disbursed;
Annex P-26
ANNEX H: UPDATE ON PROGRAM DLIS
DLI Period 3 targets Status Comments
DLIs related to the achievement of PDO Indicator 1&2
DLI-1: Completion of
major maintenance of
bridges on SRN
(cumulative metres)
6,225 Envisaged accomplishments
1,444m of bridges verified and
disbursed (under 1st and 2nd
tranches)
2,562m bridges completed and
awaiting verification
203m under repair
1,526m design completed
Consultancy services for design
of 5,847m need to be procured
the stock is not
enough to achieve a
target of 17,125m;
and
Target reduction is
needed.
DLI-2: Completion of
minor maintenance of
bridges on SRN
(cumulative metres)
1,400 Envisaged accomplishments
3,275m bridges completed and
awaiting verification
More target could be achieved
Completed DLI-2
works need to be
verified and
confirmed;
DLI-2 target will be
easily achievable;
and
Target may be
enhanced.
DLI-3: New bridges built
or improved on SRN
(cumulative metres)
3,800 Envisaged accomplishments
3,257m (35 bridges) verified and
disbursed (1st and 2nd tranches)
568m (8 bridges) completed and
awaiting verification
4763m (52 bridges) under
construction
DLI-3 target will be
easily achieved
DLIs related to PDO Indicator 3
DLI-4: Strengthened
performance management
in bridge sector (percent
works complete on
schedule)
20 It appears that 26% achieved Noticeable
progress;
Standard
Procedures for
estimating project
completion period
developed; and
This DLI may need
some re-
adjustments
DLI-5: Improved Bridge
Asset Management
BMS fully operational
in 30 divisional/
regional offices
See action plan update BMS installed in 25
divisions;
Orientation on
BIMP completed in
all 5 regions;
DOR has created 9
new divisions
totaling 34
divisions; and
Orientation on
BIMP is planned to
be conducted again
after end of this FY.
Annex P-27
DLI Period 3 targets Status Comments
DLI-6: Increased
effectiveness of the
institutions responsible
for bridge sector
management
GRM implemented in
DOR and report
disclosed detailing
status of complaints and
actions on fraud and
corruption and those
related to social and
environmental issues
See action plan update GRM is well in
operation in the
Central level at
Kathmandu, current
effort being made
for spreading the
system at the field
level
Annex P-28
ANNEX I: AGREED NEXT STEPS
Next Step Responsibility Deadline Comments
Project Development Indicator
Complete the baseline studies WB End-July, 2015 Baseline
data
collection,
analysis and
reporting
completed
Action Plan implementation
Under technical action (i)
BB updates BMS and host the BMS in an
in-house server
BB By July 31, 2015 Linked to
DLI-5
BB prepares annual training plans for SRN
bridge related functions incorporating basic
trainings in BMS, CMS, FMS, GRM,
Mobile Monitoring, Outreach Strategy,
QAP/quality control, new bridge technology
in designs and construction etc.
BB/Bridge Technical
Expert/RSDP support
By Dec. 31, 2015 Linked to
DLI-5
Under technical action (ii)
Quality Assurance Plan implemented by
DOR. BB develops simplified templates for
maintaining Quality Assurance by the
Contractor (under verification of the
Client’s representatives). Similarly BB
develops templates for Quality Control to be
maintained by the Contractor as per
Specification Standard (under verification
of the Client representative). BB
coordinates with Central Materials
Laboratory and maintain essence of DOR
Quality Management Policy while
preparation of such templates
DOR/BB Application of
QAP monitored
by the regional
directors and
status maintained
by respective
CSSE.
BB reports status
of each region in
Quarterly
Progress Report
Under fiduciary action (i)
Public disclosure of (1)updated BMS dat
base including (2) new bridges taken in
approved Annual Program since FY
2012/13 to FY 2014/15 and proposed new
bridges for FY 2015/16 in DOR webpage
BB 1st by March
2016
2nd by Sept. 15,
2015
Under fiduciary action (ii)
DOR planning branch to maintain register
of procurement unit chiefs and to include
this within trimester reports
Planning and Design
Branch
By Dec. 31 2015
Thereafter to be
updated as and
when required
Under fiduciary action (iii)
All outstanding audit observations from
2009/10 to be addressed
DOR Audit Committee By end of each
FY, and
maintained
monthly status
Under social and environmental action (i)
Annex P-29
Next Step Responsibility Deadline Comments
Complete safeguard screening of 28
remaining urgent major maintenance
(UMM) bridges with screening report and
review Condition of Contract documents
BB/GESU By Aug. 31,
2015
Screening of design undergoing remaining
15urgent maintenance bridge (out of total
60 bridges) and prepare screening report
By Aug 31,
2015
Inclusion of safeguard measures in non-
urgent major maintenance of
remaining 15 bridges (out of total 60
bridges) for which design is undergoing
By August end
for 6 under
construction
bridge
Carry out screening of all remaining (6
under construction and 34 EOI called) new
crossings from FY 2013/14, 14/15 and
review Condition of Contracts.
By Aug.
31,2015
Rapid assessment of remaining 13 backlog
bridges
BB/GESU By Aug. 31,
2015
Identification of safeguard requirement to
be considered in all screening completed
bridges
BB/GESU By Sept. 30,
2015
BB to involved GESU for screening work
of 120 major maintenance bridge for which
shortly DOR is going to publish EOI
GESU/BB By Dec. 31, 2015
Contract awarded for carrying out IEE of 8
new crossings for which EOI has already
been published on 12, May 2015
GESU/BB/Consultants By Aug. 31,
2015
BB/GESU to ensure transportation services
to central based safeguard expert and field
based SMC for monitoring and verification
activities
GESU/BB At earliest of the
first quarter of
New Fiscal Year
Annex P-30
Next Step Responsibility Deadline Comments
DOR/BB to establish an official system of
forwarding design documents and BOQ
and other relevant documents to GESU as a
practice to institutionalize the coordination
and cooperation between these two units as
well as to formalize and sustain the systems
of :
(a) Regular official meeting between and
GESU and BB,
(b) Review of design and
contract/bidding documents from social
and environmental perspectives,
(c) Ensuring GESU’s involvement during
construction,
(d) Ascertain GESU endorsement in the
Social and Environment section of
dossiers before submission to the NPC,
(e) Field verification of submitted
dossiers.
GESU/BB By Sept. 30,
2015
Develop option of specific BOQ and
contract document for Design and Built
Bridges
GESU/BB By Sept. 30,
2015
BB/GESU to plan (i) capacity building
trainings at regional / divisional level, and
(ii)Mobilize central based safeguard experts
on imparting ESMF training at
regional/divisional offices as needed also to
institutionalize SMC’s role at
regional/divisional offices
GESU/BB By Sept. 30,
2015
Under social and environmental action (ii)
Cross cutting action (i)
Respond to complaints received through
GRM and reports actions taken in Quarterly
Progress Report
DOR/ Divisions On-going
Linked to
DLI-6
Cross cutting action (ii)
Updated DOR Bridge Operation Toolkit
made available on DOR website
BB By Dec. 31,
2015
Linked to
DLI-4
BB/Divisions/Bridge Projects uses an
objective method in calculating project
duration in the case of all up-coming
contracts, including maintenance and new
construction
BB As and when
required from
FY 2015/16
Linked to
DLI-4
Disbursement Linked Indicators
Annex P-31
Next Step Responsibility Deadline Comments
Finalize draft designs submitted by the
Consultants under EOI called for 60 bridges
in Nov. 2014
BB By Aug. 31,
2015
Procure contracts for civil works of bridge
major maintenance of at least 60 bridges
whose designs have been approved
BB By Sept. 30,
2015
Publish EOI for another major maintenance
works of 120 bridges
BB By July 31, 2015
Conduct field survey of maintenance works
completed under DLI-2 in each division
and bridge project which have received
share of NRs. 380mil budget in FY 2014/15
BB/CSSE By Aug. 31,
2015
Note: next steps for DLIs 4, 5, and 6 included within action plan items
Others
Assess current performance of CSSEs and
SMCs and establish Project Management
Team for bridge value more than above
NRs. 25mil in divisions and bridge project
BB/DOR/RD/MB By Dec. 31, 2015
Submit dossiers for DLI verification to
NPC for 3rd tranche
BB By Aug. 31,
2015
Annex P-32
ANNEX J: ENVIRONMENTAL AND SOCIAL SAFEGUARD IMPLEMENTATION STATUS
The Team assessed5, against the requirements of OP/BP 9.00 (Program-for-Results Financing), the degree
to which the Government of Nepal’s Department of Roads’ environmental and social management system,
as applicable to the program, manage and mitigate the environmental and social impacts of the overall
BIMP. The ESSA concluded that the overall environmental and social system of the DOR are considered
acceptable for use in BIMP under the PforR operation, given the low-to-moderate levels of environmental
and social risks associated with the SRN Bridges eligible for funding under the Program. Activities that
pose a risk of potentially significant and irreversible adverse impacts on the environment and/or affected
people (activities classified as Category A under IL) have been excluded from Program-for-Results
operations. The ESSA proposed exclusion of the bridges from the PforR supported BIMP in the following
conditions: (i) Bridges that require significantly altering or impacting the hydrology or hydro-geological
impacts in the river; (ii) New bridges that will require new road alignment or long approach road for
connectivity; (iii) Any new bridge construction that may cause potentially significant and adverse
environment or social impacts; and (iv) Any new bridge construction inside protected areas or reserved
forests.
The ESSA makes a number of important recommendations for addressing institutional capacity constraints
and gaps across a range of environmental and social management system constraints. These
recommendations include: (i) Updating the DOR ESMF to include DOR Bridge Program; (ii) Strengthening
environment and social impact management within DOR, and (iii) Strengthening GESU. Following
paragraphs summarizes the progress made until the MTR with respect to the recommendations and action
plan as well as experiences of environmental and social management in the BIMP so far.
Updating the DOR ESMF to include DOR Bridge Program
Recommended/agreed improvements6 Progress so far and current status
DOR ESMF be updated and strengthened in line with
OP 9.00 and be expanded to include bridge-specific
risks.
The updating of the ESMF will include a technical
review, revision, and formal endorsement within
Department of Roads. The revised/ updated ESMF will
be issued for DOR operations with a decision circular.
DoR formally amended ESMF on 2069/12/5 (March 18,
2013), to incorporate and implement safeguard activities
in bridge projects. And then circulated the amended
version of ESMF through official letter to all DoR offices
at different level (branch, division, section, units and
project office etc.) on June 13, 2013 and also uploaded on
DoR website.
Strengthen the Geo-Environmental and Social Unit
Recommended/agreed improvements Progress so far and current status
GESU will be strengthened in terms of staffing, financial
resources, its internal operating arrangements and
coordination with other technical units and ministries
(an operational plan to strengthen GESU will be
developed). This plan will include: (i) Staffing
arrangements, including outsourcing, and a schedule of
their recruitments; (ii) Annual financial allocation
forecast and allocation for the next three years; (iii) Geo-
Environmental and Social Unit operation plan for the
SRN Bridge Program describing its responsibilities,
staffing (number, specialization and qualification), staff
assignment, operating methodologies, procedures, tools,
Staffing: The DoR/BB hired 6 Social Mobilizer
Consultants (SMC) from February 2013 in six BIMP
regions and 2 central level Safeguard Experts (one
environmental and one social) from September 17, 2014.
Budgeting: DoR/BB has been allocating budget for GESU
to implement safeguard activities. For the current Fiscal
Year (FY) DoR, Bridge Branch (BB) has allocated about
NPR Ten Millions to implement safeguard activities.
5Nepal Bridge Development Program: Environment and Social System Assessment (ESSA), May 2012
6 ESSA (page 39 -41) and Project Appraisal Document (page 63-64)
Annex P-33
monitoring modalities and coordination arrangements
with other units and divisions.
Coordination: The DoR/ GESU in collaboration with
Bridge Branch (BB) also planning to prepare annual
program and budget for the next fiscal year 2072/73
(2015/16). Coordination Bridge Branch and GESU being
improved through regular meeting and several unofficial
consultations between these two units and branch of DoR
since November 2014. With a view to sustaining and
further strengthening mutual coordination BB and GESU
also working to develop and establish a system of
forwarding BOQ and contract documents from BB to
GESU (see agreed next step d).
GESU also started to gain achievements with regard to
safeguard implementation in terms of: (i) screening of
bridges, (ii) determining IEE requiring bridges, (iii)
receiving monthly monitoring and implementation report
from the field, (iv) monthly meeting and coordination with
BB etc.
However, application of ESMF by Divisions and Projects
is still a challenge. Social Mobilizer Consultants (SMC)
in the region yet to be institutionalized by Divisional /
Regional Offices and they are yet to be involved in
safeguard activities (e.g. assessing safeguard scope in the
bridges to proposed by the Regional/Divisional offices,
complying and ensuring safeguard in the ongoing bridge
projects etc).
To address this issue, BB/GESU in the coming FY
program plans to include; (i) capacity building trainings at
regional/divisional level, and (ii) Mobilizing central based
safeguard experts on imparting ESMF training at
regional/divisional offices.
Despite allocation of dedicated budget, GESU still has
difficulty in providing transportation facilities for the
centrally based Safeguard Expert and regionally based
SMC even for conducting agreed field works. As a result
the BIMP safeguard team could not complete the screening
works of bridges on Western and Mid-Western region. BB
and GESU working together for permanent resolution of
this problem.
Bridge Category under BIMP
The following categories of bridges are included in the BIMP:
Minor Maintenance: “Damages detected are very minor and do not require any design input to carry out
the treatment or rectify the defects” are the minor maintenance bridges. DoR/Division Offices are
responsible for minor maintenance of such bridges and safeguard clearance not require for them.
Annex P-34
Major Maintenance: Major maintenance bridge have, “Numerous defects of structural and hydraulic
significance which may soon prevent the bridge in its proper functioning and detailed investigation may be
required to design the maintenance work (e.g. non-destructive testing).”
New Bridges: The bridges constructions of which started after the effectiveness of BIMP are new bridges.
The new bridges are of two sub categories: (i) Design and Built (The bridge to be design as well as
constructed by the contractor is design and built) and (ii) Design, Bid and Build (DoR/BB designs the
bridge and construction work executed by the contractor through bidding process).
Backlog Bridges: The bridges constructions of which started prior to the effectiveness of BIMP are
backlog. The backlog bridges are also of two sub categories; (i) Design and Built, and (ii) Design, Bid and
Build.
Table 1 below summarize the types of bridges/activities included in BIMP: 149 major maintenance works,
40 new bridges and 73 backlog bridges have been included in the BIMP as of May 2015. DoR/BB is
considering design of additional 34 new bridges in FY 2014/15.
Screening/Rapid Assessments Status of Bridges
DoR/GESU completed the screening of 208 bridges which include, 114 major maintenance 34 new and 60
backlog bridges. The detail is given in Table 1.
Table 1 Bridge Type Number of bridges
included in BIMP
as of May 31st 2015
Screening
Completed
Remaining
Major Maintenance Bridges
Bridge of which major maintenance work is
ongoing
61 48 13
Bridges of which design for major
maintenance has been completed
28 21 7
Bridge of which design for major maintenance
is ongoing
60 45 15
Total of Major Maintenance Bridges 149 114 35
New Bridges*
Design and Built 10 9 2
Design, bid and build 30 25 4
Total of New Bridges 40 34 6
Backlog Bridges
Design and Built 8 6 2
Design, bid and build 65 54 11
Total of Backlog Bridges 73 60 13
All Total 262 208 54
* DoR/BB has been designing another 34 new bridges taken for the FY 2014/15. Screening of these 34
under designing bridges will be carried out immediately after design completion.
Findings of Screening/Rapid Assessment
Major Maintenance
Safeguard screening of 114 major maintenance bridges have been completed from 149 bridges. Screening
of the 35 remaining bridges will be completed by end of August 2015. Following are the general findings
of the screening of the major maintenance works of the bridges:
Annex P-35
Water supply pipe and telephone line passes alongside the bridges. Although there is no adverse
impact at the time of screening, it has been recommended that care should be applied during
operation and maintenance. This needs to be coordinated with respective water and telephone
authority/ entity.
Stockpiling of construction material has been poor in some bridges, e.g. in Shivaganga bridge of
Kailali. Recommendations has been made for improved management of the stockpiling of the
construction material.
There has been inadequate warning signboard, and safety gears in most of the bridges.
Temporary land acquisition has been done for the diversion in some bridges, (e.g. Halhale bridge
Dolkha). No adverse impact or issue has been reported.
There is need for clearing the river waterway (e.g. Shivaganga river bridge, Ratu river bridge etc)
In some bridges, there is need for cleaning up and restoring the site after construction including
removal of construction materials, litters from camp site & camp facilities, diversion debris etc,
The safeguard team made recommendations for improving and mitigating the above mentioned weakness.
New Bridges
Screening have been completed for 34 of the 40 new bridges, and screening of remaining 6 bridges will be
completed by end of August 2015. Out of total 34 new bridges that were screened, 9 are Design and Built,
and 25 are Design, Bid and Built categories. In addition, DoR/BB has also been designing additional 34
new bridges that are being considered for the FY 2014/15. Screening of these 34 under designing bridges
will be carried out immediately after design completion.
Out of the 34 new bridges of which screening was completed until May 2015, 13 number of new bridges
require IEE, among them 5 are Design and Built and 8 are Design, Bid and Build bridges (Table 2).
Table 2: List of IEE requiring bridge and progress
SN Bridge ID Bridge Name Road Name Bridge Type
District Length Span Progress on IEE study
Central Region (Hetauda)
1 14-F052-xxx
Chhagariya Mirchaya –Katari Design & Built
Siraha 54 2 ToR under preparation
2 14-F052-006
Belsot Mirchaya –Katari Design & Built
Udayapur 94 3 ToR under preparation
3 F113 DawarKhola Bridge
Dharan-Chatara-Gaighat-Katari-Sindhuli-Hetaunda
Design & Built
Udayapur 150 3 ToR approved
4 F057 JhajaNadi Bridge
Gaur-Pipara-Santapur
Design, bid and build
Rautahat 72 3 EOI call for IEE study
5 F206 Lal Bakaiya Bridge
Parsa-Bara-Rautahat-Gandaknahar Road
Design & Built
Rautahat 546.9 4 ToR approved
6 20-H006-xxx
RatoNadi Bridge
Janakpur-Ramgopalpur-Samshee Road
Design, bid and build
Mahottari 209 4 EOI call for IEE study
7 Dori Bridge Gaur-Pipara-Samanpur-Santpur-Noonthar
Design, bid and build
Rautahat 32.9 1 EOI call for IEE study
Annex P-36
SN Bridge ID Bridge Name Road Name Bridge Type
District Length Span Progress on IEE study
8 Bharauli Khola Bridge
Dharan-Chatara-Gaighat-Katari-Sindhuli-Hetaunda
Design, bid and build
Udayapur 50.6 2 EOI call for IEE study
9 14-F057-009
Triyuga Bridge
Dharan-Chatara-Gaighat-Katari-Sindhuli-Hetaunda
Design, bid and build
Udayapur 76.2 EOI call for IEE study
10 25-F021-002
TadiKhola Bridge
Gangate-Tadi- Labdu- Samundratar-Golfutar
Design, bid and build
Nuwakot
50.7 5 EOI call for IEE study
11 F194 Dhungri Khola Bridge
Tamghas-Sandhikharka-Pyuthan
Design, bid and build
Arghakhnchi
35 1 EOI call for IEE study
12 62-F047-019
Burunge Khola Bridge
Chhinchu-Jajarkot-Dunai
Design, bid and build
Jajarkot/Dolpa
85 3 EOI call for IEE study
13 62-F047-024
Bheri Bridge-Rimna
Chhinchu - Jajarkot – Dunai
Design & Built
Jajarkot 130 ToR approved
Source: Mid Term Review Report on Environmental and Social Safeguard, DoR, GESU, June 2015
General findings from screening of the new bridges are:
Among IEE requiring bridges (5 Design and Built, and 8 Design, Bid and Build bridges) are
under construction stage but construction activities yet to be started in Dori and Jalanadi Bridges.
Personal occupational health and safety measures are found inadequate in most of the under
construction bridges
No warning sign to traffic/pedestrian around the construction sites in most of the bridges
Road diversion material needs to be removed after completion of work (e.g. Geuriya Khola
Jhapa)
Construction materials not properly stored (e.g. Khare khola bridge of Ramechhap)
Delay on acquiring permission for tree cutting
Reinstatement of quarry, borrow pit not done properly
River regime clarence
Land acquisition and reinstatement of community/private structure
Backlog Bridge
Safeguard status of the backlog bridges were assessed through rapid assessment. Among 98 total backlog
bridges; 35 have already disbursed. Thus, the number of backlog bridges to go through rapid assessment is
73 bridges of which rapid assessment have been completed for 60 bridges (of this 60 backlog bridges, 15
bridges are Design & Built, and 45 are Design, Bid and Built Bridges. Rapid assessment of remaining 13
bridges will be completed by end of August 2015. Following are the findings from the rapid assessment of
the backlog bridges:
Personal occupational health and safety measures are found inadequate in most of the bridges
No warning sign to traffic/pedestrian around the construction sites found in most of the bridges
Road diversion material needs to be removed after completion of work (e.g. Geuriya Khola
bridge, Sunsari)
Construction materials not properly stored in most of the bridges
Delay on acquiring permission for tree cutting (e.g. Kamala River bridge, Sindhuli)
Reinstatement of quarry, borrow pit not done properly
Annex P-37
River regime clearance (e.g. Kamala Khola bridge, Sindhuli, Farsait Bagaha Khola bridge,
Udayapur, Baruwa Khola bridge, Udayapur, Thado Khola Bridge etc)
Land acquisition and reinstatement of community/private structure (e.g. Ratu khola bridge, Lal
Bakaiya Khola bridge)
Relocation of temple (e.g.Jhanj Khola bridge, Rautahat)
Implementation of Environmental and Social Mitigations Measures
Major Maintenance
For major maintenance bridge DoR/BB has not made separate safeguard provision on contract document
however, safeguard provision for such bridges has been ensured by allocating budget under provisional
sum.
New Bridge
A. Design Bid and Build Bridge: In the past, contract document of such bridge did not have resource/
budget allocation for social and environmental /safeguard mitigations measures. Any safeguard mitigations,
if required, used to be implemented using the fund allocated under provisional sum. GESU has already
processed IEE of eight Design, Bid and Build Bridge. DoR / BB assured that the mitigations identified by
the IEEs will be implemented either through existing contract provisions or through variation of contract,
if necessary. The BB has incorporated the safeguard cluases and item of works in BoQ for new tendering
bridges.
B. Design and Built Bridge. There are five such bridges of which IEE are in process. The DoR/ BB
assured that safeguard mitigations identified by the IEE will be implemented through contract variations,
if necessary. DoR/BB is further clarifying the approach and requirements in upcoming ‘design and built’
bridges; developing contract options of specific BOQ and contract document for such bridge by end of
September 2015. GESU is planning to organize workshop/discussion on “how to apply environmental and
social safeguard measures in design and built bridges”.
Backlog Bridge
For ensuring safeguard measures in backlog bridges, MoPIT/DoR, in April 2014, provisioned 2% of
contract amount or 2.5 million rupees whichever is less in safeguard related activities both for Design, Bid
and Build Bridge and Design and Built Bridge. This provision has been found effective on settling social
and environmental issues like:
Reinstate of irrigation canal in Leguwa and Kawa Bridge, Dhankuta
Approval proceeded for tree cutting in Kamala Bridge from concern authority, Sindhuli
Compensation for affected land in Ratuwa Bridge, Jhapa
Constructed the NAGA temple in Benighat Trishuli River Bridge
Safeguard Verification of Bridge Dossiers
DoR/BB/GESU, internally verifying the safeguard status of completed bridges through SM in their
respective region before making dossiers. Till the date DoR has prepared and submitted 52 numbers of
dossiers to submit to National Planning Commission (NPC). Out of them DoR has received disbursement
for 507 bridges.
7 The total submitted dossier in year O and 1 was 52 . Among them the dossier of Budikhola in Bardiya was rejected during
external verification as the bridge was in LRN and dossier of Riyukhola bridge was not submitted to NPC as the bridge location
is in the buffer zone of Chitwan National Park.
Annex P-38
Table 3: Status of Dossier Submission and Disbursement Status by Region
Year Prepared
Dossiers
Submitted
Dossiers
Major
Maintenance
Backlog/New Total Numbers
0 29 29 8 21 29
1 21 21 7 14 21
Total 50 50 15 35 50
Emerging Lessons
Following are emerging lessons from implementing BIMP under P4R operation:
An established system and practice of interaction and coordination among safeguard team (GESU)
and engineering team (BB) is necessary for timely completion of screening, EMP, IEE etc. and
ensuring value-addition to the design of the bridges.
Capacity strengthening is a continuous process. GESU’s capacity needs be strengthened gradually
for managing variety of environmental and social issues related to bridges and roads, and for
various functions including assessments, monitoring, consultations and grievance handling.
Ensuring reliable resource to GESU is important for delivering environmental and social functions
as envisaged under ESMF.
Integration and mainstreaming of social and environmental aspects into bridge should be done from
early stage of bridge planning to make best use of the environmental and social inputs/ suggestions
in the plan, design and construction.
A clearly defined roles and responsibilities of various actors(such as GESU, BB, DRO, Contractor) as
well as system, process and procedure; and its awareness and practice is necessary for effective
application of the ESMF in bridge planning.
Going forward: Enhancing performance
Experiences until MTR indicate that following improvements are needed for improving social and
environmental management as implementation proceeds.
Social Mobilizer Consultants (SMC) are to be considered by DRO as team members and ensure
contractor understand the SMC‘s role and responsibility and cooperate with them.
DRO Offices and contractors needs to be made aware of social and environmental requirements/
ESMF in bridge planning and construction.
There should be compulsory requirement (officially instructed) of forwarding plan, design, contract
document, specification and BOQ to GESU for review and concurrence. All the safeguard measures
identified through screening and other preparatory documents (e.g. IEE) should be incorporated in
contract document.
DOR/BB inventory of the bridges need to include information of environmental and social safeguard
status (e.g. EIA/IEE/EMAP, effect on private land/assets etc).
Annex P-39
DoR/BB needs to ensure that GESU reviews and field verify the safeguard compliance of the
completed bridges, whose dossiers have been ready for submitting to NPC for external verification.
There should be provision for GESU verification and certification on safeguard compliance before
final payment of completed bridge.
GESU needs to have reliable and adequate provision for transport for enhancing site monitoring by
centre and region based staff.
Budget allocation to GESU, that started recently, needs to be retained and improved, as per need, for
improving social and environmental management and performance. This need to continue even
during post BIMP period as well.
Annex P-40
ANNEX K: ANALYSIS OF DLI-4 (% of contracts delivered on time or early)
Classification # of
contracts % by # of classification Amount (NPR)
Cont. amount (USD
equ.)
Major maintenance works
on-time 1 8% 9,893,385 97,290
early 2 17% 19,654,319 193,277
late 9 75% 158,274,881 1,556,444
subtotal 12 187,822,585 1,847,011
New construction works
on-time 6 18% 183,463,234 1,804,142
early 3 9% 1,200,454,715 11,805,038
late 25 74% 1,023,783,291 10,067,686
subtotal 34 2,407,701,240 23,676,866
Combined (major maint. + new const.)
on-time 7 15% 193,356,619 1,901,431
early 5 11% 1,220,109,034 11,998,315
late 34 74% 1,182,058,171 11,624,130
subtotal 46 2,595,523,824 25,523,876
% of on time or early contracts 26%
Baseline 10%
Disbursement rate 75,000 USD per 1% over baseline
Disbursement amount 1,206,522 USD
Annex P-41
ANNEX L: PROGRAM EXPENDITURE TRENDS
Figure 1 Maintenance budget and expenditure trends FY 08/09 through FY 13/14
Figure 2 New construction budget and expenditure trends
Figure 3 Shifting focus back to SRN bridges
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
200
8/0
9
actu
al
200
9/1
0
actu
al
201
0/1
1
actu
al
201
1/1
2
actu
al
201
2/1
3
actu
al
201
3/1
4
revis
ed
NP
R '
00
0
SRN maintenance budgets
SRN maintenance expenditures
103% increase from FY 12/13 in
LRN new
construciton
exp.
2,431,985
58%
SRN new
constuction
exp.
1,474,616
35%
SRN
maintenance
expenditures
204,601
5%
SRN br.
feasibility
study & QM
expenditures
102,604
2%
DOR's FY 12/13 Expenditures in the
Bridge SectorLRN new
construciton
exp.
1,943,315
50%
SRN new
constuction
exp.
1,400,000
36%
SRN
maintenance
expenditures
415,865
11%
SRN br.
feasibility
study & QM
expenditures
95,000
3%
DOR's FY 13/14 Expenditures in the
Bridge Sector
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2012/13 actual 2013/14 revised
NP
R '
000
SRN new constuction budget
SRN new constuction exp.
Annex P-42
ANNEX M: FIELD VISIT NOTES
The Team also conducted field visits splitting in two groups on June 18 to 19, 2014. One group visited to
Karnali (Geruwa) bridge at Kothiaghat and Kohalpur-Surket road in Mid-Western Region and another
group visited to Ratu bridge, Pathlaiya- Dhalkebar road and Mugling – Narayanghat road in Central Region.
Both of the teams were represented by DoR officials. List of participating officials is annexed. The bridge
details and the field visit observations are provided below:
Group-1
Field Visit Site-1: Bardiya District
Bridge No. 66-H017-186 Road Link/
Name
Guleria-Kothiyaghat-
Rajapur Road
River Name Karnali (Geruwa) District Bardiya
BIMP Status
Bridge was built under Design & Build contract option. DLI
verification has been completed during 2nd tranche of
disbursement under DLI-3 in BIMP. It was contracted on June16,
2010 and the original schedule completion date was July 16,
2015. The actual completion date was Sept. 24, 2014; 292 days
prior to schedule completion date.
Bridge Type PSC Box Girder Bridge Span (m) 18x55m+
1x25m,RCC =1015m
Designed and Supervised by
Designed by
Consultants and
Supervised by Bridge
Project, Western
Region, Nepalganj
Final
Payment
Amount
(NPR)
1,181,309,862.00
Notes: First longest bridge built with prestressed concrete box-girder in Nepal by local Contractors under
supervision of DOR.
Work Quality: As per information supplied by the Bridge Project Mid-Western Region, the Contractor
has maintained all requirements under Quality Assurance and Quality Control to acceptable standard.
Workmanship has been found good as a whole during the site visit.
Safety: Safety measures including separate provision for pedestrian footpath, erection of delineator posts
along both sides of bridge approaches, painting on bridge railings, and erection bridge sign boards have
been found satisfactory.
Field Visit Site-2: Surkhet District
Kohalpur-Surkhat Road Road Link/ Name H12: Ratna Rajmarg , 90km
Bridges: Most of the bridges found in fair condition except bridge railings. In many bridges, railings are
found damaged except in few bridges where painting works have found satisfactory
Visit to Division Road Office, Surkhet:
Notes: Key regions, why Division hesitates to carry out minor maintenance works despite having
adequate budget available, are described below,
DOR existing norms and procurement provisions are not favorable to minor repair works;
Contractors are least attracted to minor repair works; and
It requires close supervisions, on other hand most of the Divisions are under staffed
Suggested Conclusions:
Norms should be revised and should be flexible and site specific;
Annex P-43
Relaxation in procurement rules: Divisions should be allowed to carry out minor repair works under
force account for few items of works; and
Adequate supervision staff should be made available to Divisions mainly sub-engineer level.
Group-2
Bridge No. 20-H001-150 Road Link/ Name East West Highway
River Name Ratu Khola District Dhanusa
BIMP Status Major maintenance works were successfully carried by the local
Contractors under close supervision of BB Engineer and International
Bridge Expert. Major maintenance works carried out were underpinning
displaced foundation footing, jacketing damaged pair, and jacking
conversed deck slabs to road level. The bridge was open to traffic on
18th June, 2015.
Bridge Type RCC Bridge T
Beam
Length (m)
Span (No)
204 meter
12
Maintenance Works
Designed and Supervised
by
International
Bridge Expert and
BB Engineers
Final Payment
Amount (NPR)
Technical Notes: Workmanship was found excellent. According to BB, quality was never
compromised till end of work.
A. Environmental Safeguard
Soil Erosion Land Slides
Remarks:
Drainage Erosion by Drainage Flow
No
Remarks:
Waste Disposal
Remarks:
Traffic Control Material/Transport
Remarks: The maintenance work of the settled bridge support was almost completed, however,
mobility for four wheeler vehicles was still restricted from the bridge and sidetracked to diversion
road maintained within ROW and along Ratu river
Public/ Workers Safety
Remarks: As maintenance worker was almost completed information about workers safety (e.g.
provision of helmet, boot, globe etc for workers) could not be observed/collected
Workers Insurance
Remarks:
Minor Training Works
Remarks:
Protection of Forest
Annex P-44
Remarks: No effect on nearby forest due to maintenance activities
Protection of Wildlife
No
Remarks: Generally, wildlife does not come in the construction side due to vehicular movement
Protection of Aquatic Life
No
Remarks: Seasonal river
Slope Protection on High Embankment Area
Remarks: Embankment protection was observed in both side of the bridge along the river ensured by
gabion works and construction of spours
Proper Signboard in Proper Location
Remarks: A small signboard informing about the ongoing maintenance work was positioned on
eastern part of the bridge
Management of Borrow Pit/Quarries
Not Applicable
Remarks: Maintenance work ongoing
Landscape
Remarks: There seem risks of collapsing old protection wall existing in the left embankment of Ratu
river.
Dust/Air Pollution
Remarks: As the maintenance work was ongoing.
Noise/ Vibration
Remarks:
Impact on Adjunct Area
No
Remarks: As the bridge is a bit far away from the major settlement it the maintenance works not likely
to have affected to the people on adjunct area.
Disruption to Public Utilities
Remarks:
Public Awareness
Remarks:
B. Social Issues
Land Acquisition:
Not applicable.
Annex P-45
SITE PHOTOS
Photo 1: The under maintenance Ratu Bridge
Figure 1
Photo 2: Mud barrier in the bridge approach to
restrict vehicular movement
Photo 3: Iron plate stratus given for
maintenance activities
Photo 4: Existing Riverbank protection work at Ratu
River