Document of Ft LThe World Bank

FOR OFFICIAL USE ONLY

Report No. 4413-JO

,STAFF APPRAISAL REPORT

HASHEMITE KINGDOM OF JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

May 17, 1983

FIllE COPYEMENA RegionUrban Projects Division

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

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CURRENCY EQUIVALENTS

1 Jordanian Dinar (JD) = US$2.811 US Dollar ($) = JD .356

MEASURES AND EQUIVALENTS

1 Kilometer (km) = .62 miles (mi)1 Hectare (ha) = 10,000 m2 or 2.471 acres1 Acre 4047 m2 or .405 ha.1 Liter per capitaper day (lcd) = .264 US gallon per capita per day (gpcd)

ACRONYMS AND ABBREVIATIONS

AM - Amman MunicipalityARTS - Amman Region Transportation StudyCBD - Central Business DistrictCVDB - Cities and Villages Development BankED - Engineering DepartmentJEPCO - Jordan Electric Power CompanyM&ED - Mechanical and Electrical DepartmentMMRA - Ministry of Municipalities and Rural

Affairs and the EnvironmentMPW - Ministry of Public WorksMl - Ministry of Transport

NPC - National Planning CouncilNRA - Natural Resources AuthorityODA - Overseas Development Administration (UK)PCTU - Project Coordination and Training UnitPTC - Public Transport Corporation-

RSS - Royal Scientific SocietySD - Studies Department

SWHD - Solid Waste Management Department

FISCAL YEAR

January 1 - December 31

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FOR OFFICI[AL USE ONLY

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

Table of Contents

Page No.

I. INTRODUCTION ....... e .................................. 1

II. BACKGROUND.

A. Urban Development in Jordan ...................... 1B. Bank Group Role and Strategy. 2C. Project Area . . 3

1. Government Institutions .. 32. Transport and Traffic. 43. Road Maintenance ....................... ....... 64. Municipal Workshops ........................... 75. Solid Waste Management ........................ 76. Planning. 7

III. THE PROJECT. 8

A. Objectives and Main Features. 8

B. Project Description ....................... ...... 81. Transport and Traffic Components. 82. Upgrading Municipal Technical Departments 103. Solid Waste Collection and Disposal. 114. Development Planning and Training ............. 12

IV. PROJECT COSTS AND FINANCING . 13

A. Cost Estimates .13B. Financing Plan ................... . ...... 14C. Municipality Finances and Cost Recovery .15

V. PROJECT ORGANIZATION AND MANAGEMENT . .16

A. Project Coordination .16B. Executing Departments .16

VI. PROJECT IMPLEMENTATION .17

A. Status of Project Preparation . . 17B. Implementation Schedule . .17C. Procurement ............... ....................... ] 7D. Disbursements .. 19

This report was prepared on the basis of a mission ,to Jordan between January24 and February 14, 1983 consisting of Messrs. F. Mitchell (Economist, MissionLeader), D. Cook (Municipal Engineer), S. Mitric (Transport Planner), J.Cracknell (Consultant, Traffic Engineer), and M. Neamatalla (Consultant, SolidWaste Engineer). Mr. Churchill (URB) was present during the appraisalmission's last week in Jordan. Messrs. Mitchell and Mitric, and B. Ellis(Consultant, Municipal Engineer,) reviewed project status between April 16 andApril 23, 1983.

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

Page No.

E. Accounts, Audits and Progress Reporting . . 19F. Monitoring and Evaluation .. 20G. Supervision Requirements ......................... 20

VII. PROJECT JUSTIFICATION . . . 20

A. General ............................. . . . 20B. Economic Evaluation .............................. 21C. Distributional Impacts .. 24D. Environmental Impacts ............................ 24E. Project Risks .................................... 24

VIII. ASSURANCES SECURED AT NEGOTIATIONS AND RECOMMENDATION. 25

A. Assurances Secured at Negotiations ............... 25B. Effectiveness Conditions ......................... 26C. Disbursement Condition ........................... 26D. Recommendation ................................... 26

Text Tables:4.1 Project Cost Summary ............................. 144.2 Project Finances ................................. 144.3 Municipality Financing Plan ...................... 156.1 Procurement Arrangements .. i....... ................ 187.1 ERRs Dn Major Intersection Improvements .......... 217.2 ERRs on Corridor Improvements .................... 22

ANNEXESI - Organization Charts of the Municipality of Amman,

the Engineering and Studies Departments2 - Amman Municipality Financial Scenario3 - Detailed Project Costs4 - Estimated Schedule of Disbursements5 - Project Implementation Schedule6 - Monitoring Indicators7 - Schedule of Staff Increases, Technical Assistance, Policies,

and StudiesTable 1: Schedule of Staffing

2: Technical Assistance3; Agreements on Policies4: Schedule of Studies

8 - Terms of Reference(a) Traffic Engineering Advisor(b) Traffic Signals Specialist(c) Engineering/Economic Feasibility Study of Arterial Roads(d) Road Maintenance Engineering Advisor(e) Technical Assistance for Amman Development Planning(f) Traffic Police Training

9 - Economic Analysis10 - Documents in the Project File

MAPSAmman Region - Solid Waste Disposal Sites (Map No. 17086)Amman Municipality - Location of Transport and Traffic Components(Map No.17087)Amman Municipality - Staircases Improvements (Map No. 17088)

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I. INTRODUCTION

1.01 The Government of Jordan has requested Bank assistance. to finance andimplement a Transport and Municipal Development Project in Amman. The projectfalls within the general ambit of the recommendations of the Amman RegionTransportation Study (ARTS), the Urban Sector Review, and the Solid WasteManagement and Disposal Studyll. The basic objective of the project is toassist Amman Municipality (AM) to improve its planning and delivery of a rangeof municipal services.

II. BACKGROUND

A. URBAN DEVELOPMENT IN JORDAN

2.01 Population and Urbanization; Jordan (East Bank) has one of thesmallest populations in the region (2.1 million at the time of the 1979Census), one of the highest urbanization rates (70% of the population inlccalities with 5,000 or more people), and the fastest growth (5% annual rateof population increase in the last thirty years, currently about 4%). Due torainfall patterns, only one-sixth of the country's area is inhabited.21

2.02 Urbanization and Growth; Given the scarcity of natural resources,Jordan's future growth will depend heavily upon export-based industrial andservice activities. Such activities rely upon ready availability of highquality infrastructures, business and financial services, internationalcommunications, and a pool of skilled labor, in other words, upon theagglomeration economies which can only be provided in urban areas.

2.03 Managing Urban Growth; Major strides have been made in recent yearsin increasing the supply of urban services. To a considerable extent, thishas been through efforts by central government ministries and nationalagencies (e.g. in water, electricity, telecommunications, health andeducation). Local governments have an essential role to play, however, inthree major fields; transport, solid waste collection and disposal, and landuse planning.

2.04 The ability of local governments to perform their functionsaLdequately is seriously constrained by finances and lack of staff. Localgovernments enjoy minimal financial autonomy vis-a-vis the centralgovernment. Most of their "ordinary" (tax) revenues are collected by centralgovernment at rates over which they have no control. Expenditures are alsometiculously controlled by central government. The result is that localgovernments have little incentive to seek to improve service standards, toplan future activities, or even to monitor performance. As regards staff, theescalation of wage rates due to employment opportipnities abroad and in the~private sector, combined with low government payscales, make it extremely

1/ See Annex 10 for complete references to these sources.2/ Only 5,000 sq km of the total area (91,000 sq km) are cultivablea.

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difficult to retain technical and managerial staff with marketable skills.The 1981-85 Development Plan stated that a Royal Commission on PublicAdministration would be formed to deal with some of these issues.

2.05 Regional Distribution and Role of Amman; Jordan's population ishighly concentrated around the capital of Amman, which grew from a city of56,000 people at the end of World War II to almost 625,000 in 1979. Another500,000 live in urban areas within 30 km of the center of Amman. The initialimpetus for Amman's growth was its status as the capital, and then as themajor destination for the flow of refugees since 1948 11. Subsequently, theAmman region was the only area in the country with sufficient agglomerationeconomies to support the large scale growth of internationally competitiveindustrial and service activities. As the center of the national population,

it is competitively located for activities which serve primarily domesticmarkets. Businessmen also find it convenient to locate near Amman to securerequired permits.

2.06 At least since the 1973-75 Development Plan, the Government hasstated the objective of deconcentrating from Amman so as to spread thebenefits of development more widely, and to reduce the extent ofovercongestion and large scale poverty 3] which are felt to characterize thecapital. Substantial efforts have been made to implemernt this objective, withpublic sector investrnent per capita since the mid-1970s being much higheroutside than inside Amman Governorate. Nevertheless, under the mostoptimistic assumptions about growth of other centers, the Amman region willaccommodate more, possibly much more, than one-half of national populationgrowth until the end of the century.

B. BANK GROUP ROLE AND STRATEGY

2.07 The Bank has carried out extensive economic and sector work as wellas project financing related to urban development in Jordan. Recent studiesinclude the above-cited Urban Sector Review, the Regional Development Study(report under preparation) and the Water Sector Review (report underpreparation). Bank urban lending has concentrated on water, municipal financeand shelter. Five water and sewerage projects have been undertaken in urbanareas and two more are under preparation. In 1980, a loan of US$10 millionwas approved to support the Cities and Villages Development Bank (CVDB) withthe objective of building up the capacity of local governments to provideservices for their populations.

1/ In 1979, about 40% of the East Bank's population consisted of refugees,displaced persons and their descendants.

2/ No national income distribution data are available beyond 1973-74. Recenthousehold surveys indicate that about 12% of the households in the Ammanarea is below the 1979 Bank-defined urban poverty threshold of JD 720 perhousehold per year. The number of households below the poverty thresholdin the refugee camps and squatter settlements was between 17% and 20%.Poverty afflicts mainly persons who are socially or physicallydisadvantaged (female heads of households, mentally or physicallyhandicapped, old people without children to take care of them, etc.).

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2.08 The First Urban Development Project (loan of US$21 million approvedin 1980) was designed to provide improved housing and cssociated services forlow-income people (below the 33rd percentile). The project is introducingupgrading of existing areas, and sites and services for new areas, with lowercDst standards than allowed under previous planning and engineering practice.Although the project was delayed by reconsideration of standards associatedwith Government changes, the Government has reaffirmed its commitm,ent to thebasic principles oi low cost standards and avoidance of subsidy.Replicability should therefore be feasible with a prospect for eventualimprovement of conditions for a large proportion of the lower income group.Further innovation in standards may be needed to reach the lowest incomegroups on a non-subsidized basis.

2.09 In the urban transport field, the Bank has financed construction ofthe motorway between the country's two main cities, Amman and Zarqa (a US$6million loan approved in 1971). Subsequent major roacd works (including the"penetrator" into the center of Amman), designed partly by consultantsf'inanced under the Bank's loan, have been funded by domestic resources and theArab Fund.

2.10 The Bank's future strategy regarding urban development is to assistthe Government to provide urban services efficiently where they are neededmost to stimulate eccnomic growth and to benefit less advantaged members ofthe society. Both objectives imply a focus on the Amman region. The strategyalso requires strengthening local governments to plan and manage increasinglycomplex urban areas. The urban sector review highlighted transport asrequiring special attention due to its investment needs and widespreadramifications for Amman regional development. The proposed project fitswithin this context.

C. PROJECT AREA

1. Government Institutions

2.11 Amman Municipality (AM), is the most important local government inJordan. The Lord MaLyor has ministerial status and, unlike other mayors,depends upon the Prime Minister rather than upon the Minister ofMunicipalities and Rural Affairs (MMRA) for administrative and budgetaryapprovals. In 1981, the Municipality's revenues amounted to JD 16.8 million(US$56 million) or 32% of receipts of all Jordanian municipalities. Themunicipality employs around 2,500 people.

2.12 AM suffers from many of the same planning, administrative andbudgetary problems as other local governments. Under the late Lord Mayor, amajor effort was made to upgrade municipal operations through engaging newstaff, delegating responsibility to them, seeking more participation bycitizens in formulating programs, and through more active pursuit of solutionsto municipal problems. The Municipality also sought support from CentralGovernment to increase salary scales for certain posts, and to update thevaluation of properties so as to increase tax revenues. The new Lord Mayor,who was appointed in mid-February, 1983, is equally concerned to upgrademunicipal operations, and is building on the precedents established by hispredecessor.

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2.13 The Municipality's organization is currently being streamlined. Fromhaving 14 major departments each reporting to the Lord Mayor (Annex 1, Tablela), all Departments are now being grouped under three Assistants to the Mayor(Annex 1, Table lb). Moreover, all responsibilities for road maintenance havebeen assigned to the Engineering Department (ED) (they were previously splitbetween the old Public Works Department and the Districts Department),responsibilities for gardens and the municipal aviary have been placed withthe Assistant for Services, and the Studies Department: (SD) is being givenresponsibility for designing all projects. A new Solid Waste ManagementDepartment (SWMD) will take over responsibility for waste disposal from theMechanical and Electrical Department. It will include a new section for solidwaste planning and control to monitor collection operations which remain thedomain of the Districts.

2. Transport and Traffic

2.14 General: Efficient development of transport will have a major impacton the efficiency with which Amman performs its basic economic functions.Traffic congestion in the center, and highway investments around the city,have been a cause of the past tendency towards urban sprawl.

2.15 The Government's traditional strategy for dealing with Ammantransport, consisting largely of accommodating rapid increases in privateautomobiles through expansion of highways, is rapidly reaching its limits, duepartly to high incremental costs of new highways caused by the difficulttopography of Amman. Travel is forecast to grow at around 6% per year untilthe end of this decade - and at higher rates in the parts of the cityundergoing most rapid expansion. Optimizing transport investments willrequire the country and city to address basic transport policies, especiallymanaging the growth of private automobile traffic, and to strengthen theircapacity to plan viable investments. In the meantime, use of the existingroad network can be substantially increased with relatively small investmentsin works and equipment and improvements in traffic enforcement measures.

2.16 Travel Patterns and Vehicle Fleet; In 1980 private automobilescarried approximately 44% of daily motorized trips, whilst service (shared)taxis, call (regular) taxis, and scheduled bus services accounted for 26%, 11%and 12% of daily movements respectively. The remaining 7% of trips was byschool and company owned buses. Although private automobile travel is heavilytaxed (vehicles attract import duties of 100% and more, and gasoline is soldat around US$2.06 per gallon, about twice the border price), private vehicleregistrations in the Amman area more than doubled from 30,000 in 1976 to79,000 in 1980, and are projected to rise to 160,000 by 1990. Scheduled busservices are provided by the subsidized Public Transport Corporation (PTC), apara-statal organization responsible to the Minister of Transport (MT) whichoperates 433 buses on 42 routes centered on downtown Amman. Daily patronageis of the order of 150,000 passengers per day but much below capacity.Average travel speeds fall in the range of 14-18 km/hr. Service taxis (4,777vehicles (1980) restricted to carrying five passengers or less, operating onfixed routes at regulated fares) operate throughout the city along highdensity corridors, typically with all seats full. Call taxis (1,790 in 1980)ostensibly operate from local stations (20 taxis per station) but in fact tendto cruise for passengers.

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2.17 The PTC was established partly to compete with service taxis whichwere felt to create congestion and to generate excess costs of transportcompared with buses. The service taxis have survived, however, with theresult that the overall level of service provided for public transport usersis of a very high standard compared with most other developing countries.More attention is needed on the trade-offs between private automobiles andpublic transport, as contrasted with trade-offs among public transport modes.

2.18 Road Network; The arterial highway network in Amman is largelyradial, since the city developed along a fan of deep valleys (wadis) and theintervening ridges (jabals). Two incomplete ring roads are emerging in thenorth of the area following the recent thrust of urbanization. the InnerRing, some 3.5 km from the center; and the Outer Ring, another 2 kan further tothe north (Map IBRD No. 17087). Three large gaps remain in the network; (a) asouthern ring road li.nk to provide a by-pass for the Amman center; (b) adirect connection between the commercially active Jabals Amman, Weibdeh andHussein; and (c) a ring/radial road with a northern orientation to connectJabal Hussein and the Inner Ring.

2.19 Arterial roads in Amman are few and a small number of criticalintersections controls the level of service over large portions of thenetwork. The strategic intersections of the ring roads and major radials atSports City, Nasser Circle, Nasr and the roundabout at Third Circle constituteserious bottlenecks. At Nasser Circle and Third Circle, the past ability ofroundabouts (traffic circles) to handle rising traffic flows has beenexhausted. The signal system at Sports City, and the police controlledintersection at Nasr, have now reached their capacity limits. Flows are highfor over 10 hours per day, and average delays per vehicle measured throughoutthe day vary from 2 to 5 minutes at different intersections. Average delaysat some individual approaches exceed 8 minutes. With a virtual absence ofalternative routes in the street system, traffic blockages now frequentlyparalyze the surrounding network with delays of 20 minutes and more. Thisissue requires priority attention.

2.20 Within the Inner Ring Road, all radial routes exhibit low trafficservice levels. This is due not to a lack of capacity, but tounderutilization of existing capacity. Road surfaces are in getnerally poorcondition; priorities at many intersections remain unresolved; and trafficsigns, signals and road markings are not utilized enough to e!ase frictionamong parallel or cross traffic flows. The poor state of sidewalks andabsence of curbs leads to mixing of pedestrian and traffic streams, to thedetriment of both.

2.21 The traditional center of Amman, the Central Business District (CBD),is in a particularly serious predicament. Lacking complete peripheral routes(para. 2.18) much of the traffic between east and west Amman and between thejabals is forced to pass through the CBD. Together with traffic destined forthe downtown and large volumes of pedestrians, the through traffic has createdcontinuous 10-12 hour congestion, compounded by problems of stationaryvehicles (especially buses and service taxis, since nearly all lines areradial and terminate in the center) and inoperative traffic signals. This hasled to a deterioration of the downtown as a place to work in or to visit; (i)

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congestion is rampant; (ii) conflicts between bus and taxi operators arefrequent; (iii) pedestrians cannot be contained on the narrow anddeteriorating sidewalks; and (iv) street crossing for pedestrians and vehiclesis difficult. The consequences extend beyond transport to changing urbandevelopment patterns. Thus traffic "blight", combined with a general neglectof urban environment in the center, has been one factor inspiring costlyproposals to create a new "city center" north of the Inner Ring.

2.22 Poor people suffer more than most. The low income settlementslocated near the center are on steep hillsides or high ground inadequatelyserved with roads or public transport. These areas rely on stone or concretestaircases providing access to and from the center. Unfortunately, many werepoorly constructed in the first instance and inadequate maintenance has madethem difficult and sometimes dangerous to use. Several low income settlementson jabals situated some distance from the CBD also suffer from substandardroad access, with associated congestion, low travel speeds, and heavy accidentrates.

2.23 Traffic Engineering; The Traffic Engineering Section of theMunicipality's Engineering Department (ED) has 69 staff, of whom three areengineers and the rest are workmen. The Section's main tasks are making anderecting signs, and Lmplementing the street naming and numbering project.Traffic engineering design capacity in the Studies Department (SD) and ED isinadequate. A lack of suitably qualified technicians is a major cause ofnon-operative signals. The present staff is insufficient for a capital citywith three quarters of a million inhabitants and a 6% annual growth in traffic.

2.24 Safety; The traffic safety record in Jordan is not good; the rate of45 deaths per 10,000 registered vehicles in 1978 is among the highest in theMiddle East and 15 times as high as in the U.S. or the U.K. It is estimatedthat accidents cost the country in the range of US$30 million per annum. Over50% of accidents occurred in the Amman region, 80% during daylight hours.Forty five percent of the victims were pedestrians, with children under 10years being the most affected group. The general causes of this high accidentrecord comprise a mix of driver and pedestrian behavior, road and sidewalkconditions, lack of road markings and of traffic warning and regulatory signs.

3. Road Maintenance

2.25 Maintenance of the approximately 600 km of surfaced road with a valueof around JD 85 (US$240) million is a serious problem in Amman Municipality.Responsibility for roadl maintenance comes under the ED, which employs 230 menin road maintenance and in construction of 30-40 km of (mainly tertiary) roadannually. Lack of appropriately qualified and experienced staff in the EDseriously constrains the effectiveness of maintenance operations. There is noadequate inventory of' road geometry and condition which, together withinformation on vehicle usage and climate, could provide the basis for arational maintenance program. Engineering and quality control in theconstruction of new roads, including sidewalks, and in the maintenance ofexisting roads, is inadequate. The management and cost accounting systems forforce account work are poor and costs, to the extent they can be ascertained,are high. Trench reinstatement is also badly done. T'he current municipalpractice of handling road maintenance largely by resurfacing existing streets(over JD 4 million spent since 1979) is proving to be increasingly expensive.

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4. Municipal Workshops

2.26 The Mechanical and Electrical Department (M&ED) is responsible formaintaining the Municipality's 396 vehicles and pieces of heavy equipment witha replacement value cf approximately JD 4.2 (US$12) million. Recent yearshave seen significant improvements in workshop practices, record keeping andfleet management. Nevertheless, efficiency has been impaired by; (a) lack ofa regular replacement policy and of economical spare parts policies (resultingin excessive vehicle down time); (b) an inadequate maintenance margin ofequipment (resulting in lower than desirable service levels); (c) lack of someworkshop equipment (resulting in excessive down time and costs of repairs);and (d) the current system under which the M&ED, rather than the relevant userdepartments, is responsible for administration of drivers as well as theupkeep of equipment.

5. Solid Waste Management

2.27 Approximately 750 tons of municipal solid waste are generated dailyin the Greater Amman Urban Region, 80% of which are produced by theMunicipality of Amman and the major neighboring municipalities of Zarqa andRuseifa. Household waste is discarded in plastic bags which are picked up 2-3times a week by municipal sanitation crews and transported by pushcarts tocollection points where wastes are stored in 1-3m3 containers for removal bycompactor or hoist type collection vehicles. The AM sanitation fleest consistsof 61 vehicles with an estimated waste removal capacity of 500 tons. Of the61 vehicles, 34 need to be retired within the next two years.

2.28 Wastes in the! Greater Amman Urban Region are now dumped at seven,largely unmanaged, sites, the largest of which is at Marka. Several sites arenear settlements, where they are a nuisance and provide a haven for rodentsand insects. More importantly, there is growing concern at all levels ofgoverrment over the ground and surface water pollution potential of currentwaste disposal practices.

6. Planning

2.29 Since 1980, t'hree relatively inactive departments were combined intoa studies and planning department which now numbers 24 professional staff withqualifications in engineering, architecture, and planning. The department ispreparing a new Amman. masterplan (to be completed in June 1983) and hasdeveloped proposals for several major projects (including the proposedproject) in addition to its administrative duties under the planning codes.The department (and the Municipality generally) lacks any qualifiedeconomists, financial analysts, or transport planners. These gaps severelylimit its ability to undertake the next phase of its planning activity(preparation of a 20-year strategy plan, and a 6-year investment program), aswell as to give sufficient attention to the economic and financial aspects ofpolicy questions and proposed projects. The design staff of the SD is alsoinadequate to carry out: itself or supervise consultants to design all works inthe municipality investment program. The proposed project would aim to helpthe Municipality overccme this problem (paras. 3.14, 3.17 and 3.18).

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III. THE PROJECT

A. OBJECTIVES AND MAIN FEATURES

3.01 The basic project objectives would be to undertake high priority road

and traffic improvemelats, to increase the capacity of Amman Municipality tomanage transport and solid waste services, and to strengthen its capacity toformulate appropriate policy decisions, development plans and investmentprograms.

3.02 Specific objectives would be to:

(a) strengthen Amman's transport infrastructure and reduce trafficproblems through;

(i) the construction of improvements at four critical intersections;

(ii) a comprehensive program of traffic and transport measures inthe CB:D and along five major corridors and complementarytraffic engineering and enforcement measures; and

(iii) feasibility and design studies for major road networkimprovements;

(b) upgrade the ability of the Engineering and the Mechanical andElectrical Departments to maintain the Municipality's plantinvestments, including roads and mechanical equipment;

(c) strengthen solid waste collection and disposal through investments incollection equipment and development of environmentally soundlandfill sites to serve the Amman region; and

(d) strengthen the Municipality's capacities for development planning,policy formulation, investment programming and design of works intransport and more generally through technical assistance andtraining.

B. PROJECT DESCRIPTION

1. Transport and Traffic Components

(a) Major Intersection Improvements

3.03 The project would finance improvements to four intersections ofarterial roads which are operating at the limit of their existing capacity(para. 2.19, see also Map IBRD No.17087). These are;

(i) Nasser Circle, a roundabout serving five roads, including theInner Ring Road, where an underpass and overpass would beconstructed to carry traffic in the majlor directions with aground Level roundabout to handle most turning movements;

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(ii) Sports City, a channelized signal controlled junction between amajor radial and the Outer Ring Road, where an underpass and anoverpass would be implemented;

(iii) Nasr Interchange, a complete junction serving the recentlyconstructed Penetrator Road, the Inner Ring Road, and theaccess road to the Nasr low income housing area, wheresignificant at grade improvements (including traffic signalsand channelization) would be constructed; and

(iv) Third Circle, a roundabout serving five roads, three of whichare arterials, where at grade improvements would be implemented.

(b) Traffic Improvement Measures

3.04 Central Business District (CBD); The CBD subcomponient wouldsubstantially reduce existing congestion and increase pedestrian safety (para.2.21) through; (i) introducing improved circulation, partially one way, (ii)recommissioning 10 traffic signal sets and linking them to 5 new ones; (iii)channelizing unsignalized intersections; (iv) rehabilitating 10.5 km ofcarriageway and 30,000 m2 of sidewalks and constructing one grade separatedpedestrian crossing; (v) rerouting bus and service taxis, creating bus onlystreets and relocating transit terminals; (vi) relocating street vendors andproviding pedestrian only streets; (vii) changing parking controls andfacilities; and (viii) improving street lighting along 4.5 km of road. Theseschemes have been approved by the technical working committee ofE the AmmanTraffic Committee. Disbursements on this component would be contingent ont:his scheme's receiving final Traffic Committee approval.

3.05 Corridor Improvements; Traffic and safety conditions would beimproved on 19 km of five major radial routes (para. 2.20). These corridorswere chosen because they carry most of the public bus and service taxi routesserving the central area and have high pedestrian volumes. Four of them servepredominantly low income areas which account for about 80 percent of thecity's population.

3.06 No major changes would be made to the horizontal or verticalalignments of the roads. The objective is rather to provide, whereverpossible, traffic lanes of 3.65 m width, remove lateral obstructions, improvethe running surface anm sidewalks where they are in need of repair, improvestreet lighting, carriageway markings, and traffic signs and provide trafficsignals and channelization at all key intersections. Public transportfacilities (waiting sheLters, parking bays, signs) would also be improved in aconsistent manner along the corridors.

3.07 Other Works. The project would rehabilitate 43 staircases with acombined length of 3 km and provide handrails and lighting for 5.25 km ofstaircases, most of whi.ch connect the central area to surrounding low-incomehousing areas (Map IBED No.17088). The project would also provide for therehabilitation and improvement of 3 existing access roads to low income areas,(to Al Qsor and Al Nasr serving about 67,000 people) totalling some 1.6 km,and one new access road of .5 km serving the low income sites ;and servicesscheme at Quweismeh (ultimate population of about 17,000) and the existing El

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Manara Settlement (7,000 people). Improvements would be made on 5 junctionsidentified by the Traffic Police as serious accident blackspots, but which arenot included in the corcridor component. The works would include the provisionof traffic signals, carriageway markings, signs, channelization, footways,guard rails, crash barriers, and street lighting.

3.08 Enforcement: An essential element in securing potential returns frominvestments in traffic measures consists in effective enforcement of thetraffic laws. The Traffic Police in Amman are competent; however, theireffectiveness would be increased through specialized training emphasizingselective enforcement and accident investigation and reporting. The componentwould consist of engaging an experienced organization to; (i) evaluateexisting traffic police training; (ii) strengthen e.xisting annual shortcourses; and (iii) arrange 6-month special training courses for two 5-manbatches (one batch per year) of the most promising students from the existingcourses, who would become instructors in the regular police training program.Draft terms of reference for the component are included in Annex 8(f).

(c) Feasibility arnd Design Studies for Major Road Networks

3.09 The project would include a full-scale engineering and economicfeasibility study to identify the medium-term highway investment program whichwould fill the main gaps in the existing ring road net:work (para 2.18) andfollow-up design studies. Since the terrain is difficult, construction costswould be highly sensitive to minor variations in alignment and designstandards. The study would therefore include particularly detailed site andtraffic surveys. Draft terms of reference for the study are included at Annex8(c).

2. Upgrading Municipal Technical_Lepartments

3.10 The project would address weaknesses in the technical departments(paras. 2.25 to 2.29) through (a) organizational streamlining, (b) upgradingstaff, (c) some technical assistance, and (d) investments in civil works andequipment. The Municipality would also introduce, by January 1, 1986, asystem of cost accounting in the ED, M&ED and SD and the proposed SWMD, sincereliable information on costs of different operations is essential inmonitoring performance and seeking productivity increases. The project wouldprovide 24 manmonths of local consulting services to assist the AM tointroduce an improved accounting system in the cont:ext of the plannedcomputerization of municipal accounts. Further details on the organizational,staffing and technical assistance elements are given below and in Annex 7.

3.11 Engineering Department (ED); This component would reorganize andstrengthen the ED to improve the level of quality control, contractsupervision and programming and management of direct labor activities. Tothis end, the project would include;

(a) provision for engagement on contract terms of 7 senior qualifiedengineers. It is expected that suitable candidates can be foundamong Jordanian engineers now working abroad;

(b) engagement of a road maintenance advisor (TORs at: Annex 8(d));

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(c) miscellaneous studies on a road inventory, pavement evaluation, andquality control study to be carried out by the Royal ScientificSociety (RSS) and the University of Jordan Engineering Faculty;

(d) purchase of equipment to assist with road maintenance, design andquality control of pavements and remodeling the Department'sLaboratory; and

(e) the 1985 and 1986 contract elements of the road rehabilitationprogram to be developed by the strengthened staff during 1984 withthe help of the technical assistance described in (b) and (c) above.

3.12 The Municipality has recently taken action to improve! the ED'sefficiency by allocating to it responsibility for alL activities directlyrelated to supervision and execution of roads, footways, staircases andretaining walls, and placing in other departments tasks not related to thisresponsibility. In addition, the Municipality intends to restrict theproportion of road maintenance and construction carried out by force accountto no more than 30% of the total by December 31, 1985. This will enable theMunicipality's limited management and technical staff to concentrate onplanning arnd management tasks, while making full use of privrate sectorcapacities to organize execution of works.

3.13 Municipal Workshop; The component would consist of (a) the purchaseof equipment including vehicle and car lifts, washing machine, tire removalequipment and miscellaneous testing and calibration equipment, and (b)associated civil works. The main thrust of the management and operationalpolicy measiures would be to give more control over equipment operators toindividual user departments; to increase efficiency of vehicle and equipmentuse by changing the inter-departmental system for allocating vehicles andarranging for their repair; to develop and implement fleet replacement andspares policies; and to increase productivity of the department (Annex 7contains more details).

:3.14 Studies Department; The design capacity of the Studies Department(para 2.29) would be increased by the addition of two senior design engineers(,on contract terms), one of them specialized in traffic engineering, and twojunior engineers. They would be responsible for preparing detailed designs ofcorridors to be improved in the second and third years of the project,finalizing design for the low income access roads and independent junctions aswell as for design of other municipal transport infrastructures. They would-provide some assistance to ED in supervising the traffic engineering works.These staff would be supported by the services of a Traffic EngineeringAdvisor and a Traffic Signals Specialist (TORs in Annex 8(a) and (b)) and byshort specialized trairing courses for traffic engineering staff.

3. Solid Waste Collection and Disposal

3.15 This component: would enhance the capabilities of the Municipality of

Amman to meet its refuse collection/disposal responsibilities through:

(a) purchase of ccllection equipment;

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(b) provision of civil works and equipment for sanitary landfills at 4strategically located sites (Map IBRD No. 17086) selected for theirfavorable hydro-geological and environmental characteristics andclosing the Marka site (a major source of air, groundwater, andsurface water pollution) as well as 7 other unmanaged sites.Guidelines for the management and operation of sanitary landfills inthe Greater Amman Urban Region would be developed no later thanDecember 31, 1983 for review by the Bank and subsequentimplementationl;

(c) building institutional capabilities to plan and implement improvedwaste management practices and procedures through the creation byDecember 31, 1983 of a solid waste management department (SWMD) inAM. The SWMD would have two main sections. a solid waste disposalsection, and a planning and control section. Since the disposalsection would have regional responsibilities, it would be advised bya board comprising representatives from other municipalities, theDepartment of Environmental Protection of MMRA, and the NaturalResources Authority (NRA); and

(d) implementing mechanisms for cost recovery (para. 4.06);

3.16 AM would, through the planning and control section of the SWMD,prepare a plan and program for improving the efficiency and effectiveness ofwaste collection for discussion with the Bank by December 31, 1984.

4. Development Planning and Training

3.17 Amman Planniig: The project would support AM's intention tostrengthen its capacities to make plans, formulate policies, and defineinvestment programs (para. 2.29). Specific planning activities to beundertaken would include:

(a) the preparation (by July 1984) of a 20 year strategy plan for Ammanwhich would identify appropriate policies regarcling levels of serviceprovision, and desirable directions of growth;

(b) the formulation (by December 1984) of a 6-year (1985-90) publicinvestment program for the municipality area. This would explicitlyincorporate investments in services, such as water and sewerage,which fall outside the Municipality's budget, as well as investmentsundertaken by the Municipality, and would serve as AM's initial inputinto the 1986-90 national plan. The plan for municipality finances(para. 4.05) would be partly based on this program;

(c) the updating of the ARTS urban transportation model to provideguidance on i~uture transport investments and policy choices whichwould be reflected in the strategy and investment program. Thepolicy work would include analysis of the need for, and means of,traffic restraint (including pricing measures), and the roles ofdifferent public transport modes (paras. 2.15 and 2.17); and

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(d) systematic analysis of the economic and financial feasibility of allmajor development projects considered by the Municipality.

AM agreed at negotiations to forward copies of (a) and (b) for Bank reviewand discussion.

3.18 The project would support the above activities through; (a) anaugmentation in local staff with disciplines not now represented in theStudies Department, (b) training courses, (c) approximately 60 manmonths oftechnical assistance, and (d) the acquisition of a micro computor (which wouldalso be used by the PCTU). (Further details on staffing are given in Annex 7.)

3.19 Training; No systematic training activity currently exists in AM.The project would start addressing this issue by the appointment of a fulltime training coordinaltor in the Project Coordination ancd Training Unit (para.5.01). The coordinator would assess training needs, coordinate selection ofcandidates for overseas and local courses (see paras. 3.08, 3.10, 3.14 and3.18), and develop special courses and seminars in collaboration with localinstitutions (e.g. Yarmouk University, RSS) in such fields as trafficengineering, road maintenance, road safety, and economic and financialappraisal. Provision would be made in the project for a technical -assistancepool which would not exceed a total of six manmonths to provide training inspecialist areas, and to allow the Municipality to call on high level advisorstc assist in resolvingJ critical urban development, engineering or municipalfinance issues which may arise during the project period.

IV. PROJECT COSTS AND FINANCING

A. COST ESTIMATES

4.01 Cost estimates are detailed in Annex 3 and summaarized in Table 4.1.Baseline costs (as of June 1983) come to JD 17.5 (US$49.3) million. Physicalcontingencies average 17% on civil works, 7% on equipment, and 12% on totalbaseline costs. Price contingencies on the foreign component have beencalculated in accordance with the Bank forecast of international inflation of8)' for the remainder of 1983, 7.5% for 1984, 7% for 1985, 6% for 1986 and1987. Price contingencies for local costs have been calculated at 8% perannum in line with the forecast for the GDP deflator. Price contingenciescome to 19% of baseline costs plus physical contingencies. Totalcontingencies amount to 33% of baseline costs. Total project costs areestimated at JD 23.4 (US$65.6) million of which JD 13.1 (US$36.9) million isforeign exchange, and JD 14,300 (US$40,200) are stamp duties paid byconsultants. Goods purchased by the Municipality are exonerated from taxesand customs duties and such taxes and duties are not included inL the costestimates.

4.02 Costs of the major intersections are based upon sketch designs foreach intersection prepared by the consultants (para. 6.01). Costs of civilworks for the traffic improvements are based on prelimary designs plusdetailed designs of some segments of the first two corridors. Equipment andtechnical assistance costs are based on current prices in Jordan. I'he projectincludes about 220 expatriate manmonths for professional services for design

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and technical assistance at an average cost of US$15,200 per manmonth,including travel and subsistence, and about 400 manmonths by local staff at anaverage cost of US$4,750 per manmonth, including contingencies. Totalprofessional services and technical assistance costs (including contingencies)come to JD 2.5 (US$7.0) million. The cost of 156 manyears of local staffengaged on contract, including salaries of the PCTU staff, would amount to JD0.9 million (US$2.6 million). Overseas training (of about 150 MM at a costper manmonth of about $4,100) would cost JD 0.2 (US$0.6) million.

Table 4.1; PROJECT COST SUMMARY

% of x ofJD million US$ Million Foreign Total Base

Local Foreign Total Local Foreign Tctal Exchange Costs

A. Major Intersection Improvements 3.4 4.1 7.5 9.7 11.4 21.1 54.2 42.7B. Traffic Management and Engineering 1.5 2.2 3.7 4.3 6.1 10.3 58.7 21.0C. Design of Future Networks 0.6 0.5 1.0 1.6 1.3 2.9 44.9 6.0D. Upgrading Technical Departments 0.9 1.1 2.0 2.5 3.1 5.6 55.6 11.4E. Solid Waste Disposal 0.7 1.8 2.5 1.9 5.1 7.0 72.7 14.2F. Amman Development Planning 0.2 0.3 0.5 0.6 0.9 1.4 61.6 2.9G. Project Coordination and

Training Unit 0.3 0.1 0.3 0.7 0.2 0.9 21.8 1.8

TOTAL BASELINE COST 7.6 10.0 17.5 21.2 28.1 49.3 57.0 100.0- Physical Contingencies 0.9 1.2 2.2 2.7 3.4 6.1 56.3 12.3- Price Contingencies 1.7 1.9 3.7 4.9 5.4 10.3 52.7 20.8

TOTAL PROJECT COSTS 10.2 13.1 2T3.4 28.7 36.9 65.6 56.3 133.2

N.B. Some totals do not add up due to rounding.

B. FINANCING PLAN

4.03 The financing plan is presented in Table 4.2. A Bank loan of US$30million would finance most of the foreign exchange cost of civil works andequipment and, in the aggregate, cover 81% of total foreign exchange cost and46% of total project cost. The Government and Municipality would meet theremainder of project cost.

Table 4.2; PROJECT FINANCES

US$ MillionLocal Foreign Total

Municipality of Amman 3.5 0.2 3.7Government of Jordan 25.2 6.7 31.9World Bank - 30.0 30.0

28.7 36.9 65.6

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C. MUNICIPALITY FINANCES AND COST RECOVERY

,4.04 The Government of Jordan would be the Borrower. The Govermment wouldrelend the proceeds of the Bank loan to the Municipality of Amman with thesame rate of interest and amortization schedule as those in the Bank loan tothe Government. The Government would bear the foreign exchange risk, however.AM would finance JD 1.3 million (US$3.7 million) from its own resources. Theremainder of the cost (JD 11.4 million or US$31.9 million) would be passed onto AM as a Government grant. Execution of the subsidiary loarL agreementbetween the Government and the Municipality setting out the terms of thesetransfers would be a condition for loan effectiveness. These arrangements aresummarized in Table 4.3.

Table 4.3; MUNICIPALITY FINANCING PLAN

(US$ Million)

Total Source of FinanceCost Amman Government Bank

Muncipality Grant (IBRD)

Land 0.9 0.3 0.6 -Civil Wbrks 45.4 - 22.8 22.6Equipment 7.9 - 0.5 7.4Technical Assistance 6.2 - 6.2 -Prof. Services,Contracts, & Training 5.2 3.4 1.8 -

Total 65.6 3.7 31.9 30.0

4.05 With the exception of solid waste (para. 4.06), the project wouldprovide public goods which are properly a charge on the public budget (ratherthan being directly recoverable from beneficiaries). The project's financialarrangements have, therefore, been designed to reflect an appropriate balanceof responsibility between central government and the AM while avoiding unduestrain on the latter's finances. The above-mentioned financing arrangementsshould comfortably meet these objectives especially if the Government permitsfeasible increases in AM's "ordinary" (tax) revenues now being sought by AM(Annex 2). Realizing these increases would also require considerable effortsto strengthen the administration of the tax laws. Assurances were- secured atnegotiations that a financing plan for the Municipality which would meet theabove criteria would be formulated together with a timetabLe for itsimplementation by end March 1985. The Government would also ensure thatsufficient funds would be made available to permit execution of the project.

4.06 As regards the solid waste component, the Government would ensurethat.

(a) neighboring municipalities contribute to the full cost of wastedisposal in proportion to the tonnage they dump at project sites(estimated at JD 1.2 per ton in 1983 prices);

(b) that the average charge to householders in Amman would be raised byJanuary 1, 1986 to cover the full cost of solid waste collection and

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disposal, estimated at JD 12 per household per year in 1983 prices ascontrasted wit:h the current charge of JD 6 per household per year.These charges may be progressive (as could occur if solid waste

charges were a percentage surcharge on water or electricity bills,options which are now being explored by the Municipality); and

(c) in the meantime, an effective method to collect charges would bedeveloped not later than June 30, 1984 and implemented by December31, 1984 in order to secure payment from beneficiaries, the majorityof whom are currently avoiding payment.

V. PROJECT ORGANIZATION AND MANAGEMENT

A. PROJECT COORDINATION

5.01 The overall management of the project would be assured by the Project

Coordination and Training Unit (PCTU) under a Project Manager who would beresponsible to the Assistant to the Lord Mayor for Technical Services.Establishment of the unit and appointment of key staff with qualificationssatisfactory to the Bank would be accomplished by loan effectiveness (Annex 7,Table I details the staff required).

5.02 Operating departments (ED, SD, M&ED, SWMD) would, in respect of allmatters concerning design, procurement, finance, and progress reporting onproject components within their departments, report to the Assistant forTechniical Affairs thrcugh the Project Manager. The PCTU would handle theadministration of all technical assistance under the prcject, aLthoughspecific technical assistance personnel would be responsible to thedepartments to which tliey were assigned. The PCTU would be responsible forcoordinating all communications between the Bank and the Municipality.

B. EXECUTING DEPARTMENTS

5.03 The project would be executed by the departments shown in thefollowing table;

Cop onent Departme-iL R'eso.s-s-

A. Four Major Intersections- Design Studies Denartment- Implementation Engineering De(ai .t \ED)

B. Traffic Improvement Measures- Design SD- Implementation ED- Traffic Enforcement Training Department of Public Safety

C. Road Network Suie Si-,

D. Road Maintenance ED

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F. Solid Waste Disposal Solid Waste Management Department(SWD)

G. Amman Development Planning SD

H. Technical Assistance, Training Project Coordination and Training

& Project Management Unit (PCTU)

VI. PROJECT IMPLEMENTATION

A. STATUS OF PROJECT PREPARATION

6.01 Feasibility studies and designs for the four major intersections

being prepared by consultants (Dar El Handasah) will be completed in June,

1983. Detailed designs and bidding documents will become available at the

rate of one intersecl:ion per month between September and December 1983.

Preliminary designs for the other components have been carried out by AM,

partly with the assistance of a traffic engineer, a road maintenance engineer,

a municipal engineer, and a vehicle workshop specialist provided by Halcrow

Fox and Associates, and highway engineers provided by Jouzy and Partners.

Fi.nal designs and tender documents are expected to be substantially ready by

Board presentation for project components to be executed in the first year.

Detailed designs and bidding documents for components in later years will be

prepared by AM, with the help of technical assistance and contract staff to be

engaged under the project. They will be supplemented, as necessary, by

consultant engineers.

B. IMPLEMENTATION SCHEDULE

6.02 Project implementation is estimated to take five years starting in

mid-1983 according to the schedule in Annex 5.

C. PROCUREMENT

6.03 Procurement arrangements are summarized in Table 6.1.

6.04 Works: Civil works for four contracts with estimated costs of US$2million or more, and aggregating US$31 million, would be procured byInternational Competit;ive Bidding (ICB). Contracts for other civil works

aggregating US$15 million would be on the basis of LocaL Competitive Bidding

(LCB) in about 18 contracts. This is justified in view of the varied nature

of the works involved, the techniques and local knowledge required for their

implementacion, and the small size of each contract which is unlikely to

interest foreign bidders. Local competitive bidding procedures, which were

reviewed at appraisal and found to be satisfactory, do allow foreign

contractors registered in Jordan to participate in tenders, however. Prior

review of procurement documents by the Bank would be required for all

contracts which are estimated to cost the equivalent of JD 350,000 (US$1

million) or more, as well as the contract for the staircases and the first

contract for isolated junctions, road maintenance, and landfill sites. This

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implies coverage of about 15 contracts accounting for about 90% of the cost ofcivil works. The remaining contracts would be subject to post-review by theBank after contract award.

Table 6.1; PROCUREMENT ARRANGEMENTS(US$ Million)

Number of Procurement Method TotalContracts ICB LCB Other Cost

Land n.a. 0.9 0.9(.) (-)

Civil Works: Intersections at;-Nasser Circle and Sports City 2 26.3 26.3-Nasr and Third Circle 2 2.4 2.4

CBD Improvements 1 2.3 2.3Corridor Improvements 4 2.0 3.7 5.7Staircases 1 0.9 0.9Access to Low Income Areas 1 1.1 1.1Isolated Junctions 2 0.9 0.9Road Maintenance 3 2.6 2.6Wbrkshop 1 0.2 0.2Solid Waste;-New Sites 4 2.6 2.6

-Marka Reclamation 1 0.4 0.4

Subtotal: Civil Works 22 30.6 14.8 45.4(15.3) (7.4) (22.7)(a)

Equipment: Street Lighting &Traffic Signals 2 1.5 1.5Road Maintenance, Heavy Equipment 1 1.0 1.0Road Testing, Laboratory Equipment 1 0.4 0.4

Municipal Workshop 1 0.1 0.1Traffic Signs Workshop 1 0.04 0.04Solid Waste; -Collection 1 2.8 2.8

-Disposal Sites 1 2.0 2.0PCTU 3 0.08 0.08

Subtotal; Equipment 11 7.8 0.04 0.08 7.92(7.2) (0.03) (0.08) (7.3)

TA, Prof.Services,Contracts, appr. 25 11.4 11.4(b)Training ___ -J _-)

Total 58 38.4 14.8 12.4 65.6(22.5) (7.4) (0.1) (30.0)

Notes: Figures in parentheses are the respective amounts financed by theBank. (a) 50%; of civil works (see para. 6.08); (b) these items areto be financed from goverNment's own resources or bilateral donors.

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6.05 Equipment; Equipment, vehicles, street lighting and traffic signalswith an aggregate cost of US$8 million would be grouped in about 7 biddingpackages which would be procured by ICB. Qualifying domestic manufacturerswould receive a margin of preference in bid evaluation of 15% or theapplicable import duties, whichever is lower. Small items of equipment withan aggregate cost of less than US$100,000 would be purchased aftersolicitation of quotations from at least three suppliers.

6.06 Technical assistance, professional and contract services and trainingwould be procured from firms and individuals with qualifications and terms ofreference satisfactory to the Bank, according to the implementation schedulein Annex 7, Table 2. Annex 8 sets out qualifications and terms of referencefor the principal technical assistance assignments.

6.07 Land: Land costing approximately JD65,000 will be required for thelNasr intersection. Small parcels of land will be needed for ithe trafficimprovement works. The solid waste disposal sites to be developed under theproject are all on government land, which will be transferred to AM at anestimated cost of JD216,000. The first step in land acquisition (designation,in the case of government lands) for public (municipal) use is the approval ofl:he local planning committee, followed by the order to acquire (designate) bythe Prime Minister's office; after that, and after certain automaticEormalities are executed by the Land and Survey Department of the Ministry of]Finance, the concerned agencies may take possession. Land acquisitionprocedures work smoothly in Jordan, and this is not expected to be a cause ofproject delay. Approval by the local planning committee of the acquisitionfor Nasr intersection, and issue of orders to acquire (designate) sitesrequired for traffic improvement measures to be constructed during the firstyear, would be a condition of effectiveness.

D. DISBURSEMENTS

6.08 Disbursements would be made on the basis of:

(a) 50% of total expenditures for civil works; and

(b) 100% of foreign expenditures for equipment, 100% of ex-factorycost of locally manufactured equipment, and 70% of expenditureson equipment purchased locally.

6.09 The project would disburse over six years compared with an averagedisbursement period of four and one half years for previous Bank loans toJordan and six and one half years for IDA Credits (Annex 4). Closing datewould be June 30, 1989.

E. ACCOUNTS, AUDITS AND PROGRESS REPORTING

6.10 The overall financial management and accounting of the Bank loanwould be the responsibility of the Municipality, with the PCTU taking directresponsibility for these functions.

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6.11 Assurances were obtained at negotiations that no later than 6 monthsafter the close of each fiscal year, financial statements including cash flowsof project sub-accounts and year-end statements of receipts and expenditureswould be made available to the Bank, accompanied by an audit report. Theaudit report would be prepared by the Auditing Department. This department,which reports to the National Consultative Council (Parliament), controlsexpenditures as they are made to ensure consistency with basic regulations aswell as auditing for all Government departments. This arrangement isacceptable to the Bank.

6.12 Quarterly progress reports would be prepared by the PCTU andfurnished to the Bank. They would focus on policy, physical, contractual andfinancial progress of the project, including project performance related tokey indicators (Annex 6). At the completion of the project, the PCTU wouldprepare a project completion report (PCR) describing the implementation of theproject according to a table of contents to be agreed with the Bank.

F. MONITORING AND EVALUATION

6.13 The PCTU would undertake, through the executing departments, aprogram of monitoring (a) to provide a basis for making adjustments to theprograms financed under the project; (b) to provide a basis for follow-upprograms; and (c) to evaluate the operational performance of the programs.

6.14 The monitoring program to be carried out by the SD and TrafficEngineering Section of the ED would focus on traffic and pedestrian counts,measures of travel times and delay and accident analyses to determine theeffectiveness of the traffic and transport components. The ED would payspecial attention to the observation and recording of the effects of new roadmaintenance techniques, standards and mixes, and various carriageway markingmaterials. The SWMD would monitor costs of collection and disposal of solidwaste. Other performance indicators will be defined as cost accounting isimplemented in the Technical Departments.

G. SUPERVISION REQUIREMENTS

6.15 Since this project would increase institutional capacities of severalmunicipal departments, supervision would require personnel with specializedexperience in several areas (transport and development planning, accounting,municipal engineering, and traffic management). This implies relatively highsupervision coefficients, especially in the first two years. Supervision byBank staff and consulttnts would require about 20 manweeks in FY84, 15 weeksin FY85, and 10 and 5 in the following years, plus 10 manweeks for preparationof the project completion report.

VII. PROJECT JUSTIFICATION

A. GENERAL

7.01 The project's fundamental objective is to improve planning andmanagement of services in Amman with a view to facilitating national economicgrowth. The project should be seen in the context of a longer-term dialogue

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with the Government and the Municipality designed to improve allocation of

investments and delivery of 'urban services. The impacts of the project onthese high level goals are unquantifiable. Nevertheless, it is possible toquantify benefits of some project components.

B. ECONOMIC EVALUATION

7.02 Investment costs are taken as baseline costs, pltus physicalcontingencies, less taxes. Further details on the the economic analysis arecontained in Annex 9.

Transport and Traffic Improvements

7.03 Major Intersections: Following established methodologies, economicbenefits of the major intersections were estimated as the value of time savedfrom reduction of vehicle delays at the major intersections due to theinvestments under the p)roject. Vehicle operating cost and energy savings werenot estimated for lack of a reliable estimate of the cost of idling. Delayswere estimated for four different groups of hours in the day ("peak", "busy",and two others) based on amount of traffic for a 10-year operating period onthe basis of (a) actual traffic counts for 1983, (b) the forecasts of travelfor 1995 generated by the ARTS land use/transportation model, and (c) a modelrelating delays to traffic volumes for different design options for eachintersection.

7.04 In the case of the Sports City and Nasser Circle Intersections, therates of return on successively more costly options were explored (at-gradeimprovements, an underpass, and an underpass plus an overpass). In bothintersections, the highest cost option investigated yielded an ERR over itsbest alternative in excess of the opportunity cost of capital of 10%. Only anat-grade solution was considered for Third Circle, since implementation of anymore elaborate option there should await the outcome of the feasibility studyon the Jabals Ring Road to be undertaken under the project. At Nasrintersection, a proposal to construct a new ramp from the inner ring road tothe penetrator was discarded on the basis of inadequate traffic flows on thatlink; an at-grade solution was shown to provide substantial benefits.however. The results cf the analysis are summarized in Table 7.1, which showsthat ERRs are in excess of the opportunity cost of capital, even with adverseassumptions about the value of time savings and costs.

Table 7.1; ERRs ON MAJOR INTERSECTION IMPROVEMENTS

Assumptions Sports Nasser Third NasrValue of Costs City Circle Circle Inter-Time Savings Section

Base Base 58% 40% 134% 274%-30% Base 43% 27% 92% 191%Base + 25% 48% 32% 107%; 221%-30% + 25% 35% 20% 73% 154%

SOURCE : Annex 9

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7.05 Central Business District. This component would yield benefits topedestrians, public transport operators, and general traffic. Pedestrianbenefits, which have not been quantified, would consist of easier walkingdowntown and faster acd safer crossings. Public transport vehicle operatorswould benefit from route rationalization, relocation of bus and taxiterminals, and creationi of bus only streets, for a saving in running costs ofJD 39,000 per annum. General traffic (also including public transportvehicles) would benefit from increased safety, speeds, and lower vehicleoperating costs due to improved pavements, better separation of pedestriansand vehicles, removal of buses and taxis from some congested links, a moreefficient circulation system, the recommissioning of existing signals,installation of new ones and, most importantly, their continued operationthrough staffing improvements. In addition to reducing average delays overthe network, properly functioning signals would decrease the variance (whichis currently substantial) of delays at equal traffic loads thereby reducingthe occurrence of corri.dor-wide or area-wide tie-ups. Accurate quantificationof all benefits of the CBD scheme is infeasible. A partial and conservativeestimate, however, yields a first year rate-of-return of 44% for the entireCBD investment and an ERR of 33% over a 5 year horizon at existing trafficlevels.

7.06 Corridor Improvements. Benefits from travel time savings and vehicleoperating cost savings were quantified for two corridors (Misdar Street/MadabaRoad, 5.5 km long, baseline cost of JD 0.45 million and Al Quds Street, 3 km,baseline cost of JD 0.35 million). At the estimated rate of traffic growth(6% p.a.), these corridors would be saturated about 1990 with the projectimprovements. Benefits from the improvements would continue beyond thispoint, but their magnitude would depend on the measures taken at that time(e.g., additions to road capacity, priority given to public transport,measures for car traffic restraint.) Using a project life of only 5 years,the ERRs on these two corridors are shown in Table 7.2.

Table 7.2: ERRs ON CORRIDOR IMPROVEMENTS

| Value of Costs | Misdar | Al Quds l

| Time Savings | Street | Street

| Base Base | 87% | 61%-30% Base | 61% 46%

| Base + 25% | 70% | 51%I -30% + 25% I 48% I 38%

These high returns are due largely to the high occupancy of public transportvehicles (particularly to service taxis which on some links comprise more thanhalf of all traffic) and to high traffic volumes on these corridors for 10 to12 hours each working day. Traffic conditions and the proposed improvementson the remaining three corridors are similar to those described above and theERRs should also be similar.

7.07 OtheBr Traffic _ImprLoement: Benefits of the improvements to thestaircases, access roads to low-income areas, and five isolated junctions have

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not been quantified, and a straightforward engineering approach, based onminimum service standards, was used to evaluate them.

upgrading Municipal Technical Departments

7.08 SD and ED: The benefits of upgrading the design capacity of the SDand the road maintenance capacity of the ED would consist of;

(a) provision of more cost-effective designs for future municipaltransport works;

(b) reductions in future maintenance costs through (i) better engineeringof works, (ii) improved quality control of materials, (iii) improvedsupervision ofE contract works and execution of force account works,and (iv) a more targetted maintenance program based on betterinformation on. road conditions; and

(b) improvements in traffic movements and traffic safety through betterquality of road surfaces.

If these measures resulted in an annual saving of only one half of one percentof the value of roads, this would come to JD 0.4 million per year, implying aless than one and one half year payback on the cost of SD and ED contractpersonnel and maintenance studies in the project.

7.09 M&ED: The changes in management and maintenance of the vehicle fleetassociated with the M&ED component would yield efficiency gains to allmunicipal technical departments. Only some gains have been quantified. Costsavings from expected increases in workshop staff productivity, reductions inuse of spares, and from fleet reductions made possible by faster maintenanceturnaround would, over a period of 5 years, yield an ERR of 54% on lthe cost ofequipment and civil works in upgrading the workshop. If the savings werereduced by 50%, the ERR would fall to 23%.

Solid Waste

7.10 Benefits from the solid waste components are largely environmental(para. 7.16) and are not readily quantifiable.

E'lanning, Investment Programming, and Training

7.11 The studies on major road networks, Amman development planning,technical assistance, and training components, aggregating JD 2.4 million (10%of project cost) are expected to yield substantial, but unquantifiable,benefits in terms of more efficient urban investments and service delivery.

Overall Rate of Return

7.12 With the above ERRs on the major intersections, the CBD improvements,t:he corridors, and the workshop component, the weighted rate of return onID 14.4 million of project investments (61% of project cost including pricecontingencies) would come to 63%.

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C. DISTRIBUTIONAL IMPACTS

7.13 The major intersections component would benefit motor vehiclepassengers. The mix of private vehicles (serving higher income people) versuspublic transport (serving mainly lower-income people) would vary fromtwo-thirds for north-western locations to less than a half for the eastern(Nasr) intersection. 3ased on observed occupancies, passengers of publictransport vehicles would comprise from 55% to 85% of beneficiaries of thiscomponent.

7.14 Pedestrians are major beneficiaries of other traffic improvementcomponents. For vehicle-related benefits, public transport users would be theprincipal class of beneficiaries by virtue of taxis and buses accounting forover 40%0 of the traffic, and their passengers accounting for over 75% of thepassengers on all radial corridors, access roads to low-income areas, andwithin the central area.

7.15 The benefits of the components to upgrade technical services andsolid waste management would be widely diffused. Objective identification ofservice deficiencies and measures to deal with them would be important aspectsof these components (and of the Amman development planning activities to besupported by the project). This is expected to result in improved servicedelivery in poorer neighborhoods where deficiencies are less well known underexisting informal information systems.

D. ENVIRONMENTAL IMPACTS

7.16 The main environmental impacts would derive from the solid wastecomponent. The landfill sites developed under the project would replaceseveral existing uncorLtrolled dumps which pollute surface and groundwatersupplies, which are a breeding ground for vermin and insects, and which inseveral cases constitute an aesthetic nuisance. By introducing anenvironmentally sound disposal system, the project would not only remove asource of pollution in the Amman region, but also establish a model whichcould be repLicated in other parts of the country.

E. PROJECT RISKS

7.17 The fundamental project risk concerns the ability of AM to attractand retain staff of the caliber required to plan and implement the project, tomaintain facilities in the future, and, more generally, to upgrade theplanning and operatiorn of municipal services in the face of unattractivegovernment pay scales and a strong market in Jordan and abroad for experiencedpersonnel of the types required. The strategies adopted in this project todeal with this problem are to: (a) make extensive use of technical assistancein the early years to train relatively inexperienced municipal staff; (b) makestaff training a regular municipal function; (c) engagea Jordanian staff oncontract to perform important managerial functions, and (d) to engageconsultants for design and supervision of project works should this provenecessary. The success of the Municipality in dealing with this problem willneed to be carefully monitored.

- 25 -

7.18 Experience with the First Urban Development Project, which alsoconcerns the Municipality, indicates that there can be delays for reassessmentof policies and components associated with government changes. Experiencewith that project also indicates, however, that such delays need not be fatalto ultimate project olbjectives and may even comprise a useful element indeepening the Bank-Government dialogue on policy matters. An additionalground for confidence in the present case is that the basic project conceptsand ideas, which were initially defined by the previous Lord Mayor, have beenfully adopted by his successor.

7.19 Uncertainties about the future rate of traffic growth give rise tosome uncertainty regarding the rates of return on the transport components.Rates of return have been calculated on conservative assumptions, however, andare robust with respecl: to reasonable downside risks. At a more fundamentallevel, the project aims to assist the Jordanian authorities to deal moreeffectively with uncertainty by strengthening their capacities to formulatet:ransport strategies, develop projects, and to manage traffic on a continuingbasis so that they can respond in a timely and appropriate fashion to changingcircumstances.

VIIL. ASSURANCES SECURED AT NEGOTIATIONS AND RECOMMENDATION

A. ASSURANCES SECURED AT NEGOTIATIONS

8.01 The Government and AM would formulate a 5 year plaLn for theMlunicipality's finances together with an implementation schedule, by March 31,1L985 (para. 4.05)

8.02 AM would strengthen the staff of the SD, ED, M&ED, and SWMP inaccordance with the schedule of staffing presented in Annex 7, Table I]{paras.3.10, 3.11, 3.13, 3.14, 3.15, and 3.18).

8.03 The Government: and AM would engage technical assistance personnelListed in Annex 7, ITable 2 with qualifications and terms of- referencesatisfactory to the Bank (para. 6.06).

9.04 AM would introduce a series of organizational and policy measures toincrease efficiency of the technical departments as described in Annex 7,Table 3 (paras. 3.10, 3.11, 3.12 and 3.13).

8.05 The AM and the Government would forward to the Bank copies of studieslisted in Annex 7, Table 4, and exchange views on the implementation of theirrecommendations (paras. 3.09, 3.16, and 3.17).

8.06 As regards the solid waste component,

(a) AM would.

(i) prepare guidelines for management and operation ofsanitary landfills and a plan for the reclamation of theMarka dump site for discussion with the Bank by December31, 1983 (para. 3.15);

- 26 -

(ii) establish user charges for full cost recovery of landfilloperations; implement a revised system for collection ofsolid waste charges from households by December 31, 1984;and introduce a revised tariff schedule for householdcharges by January 1, 1986 (para. 4.06); and

(iii) establish the SWMD by December 31, 1983 (para. 3.15); and

(b) Government would ensure that other municipalities in the Ammanregion make use of the disposal sites and make an appropriatecontribution to their cost (para. 4.06).

8.07 AM would forward to the Bank audited accounts no later than 6 monthsfollowing the end of each fiscal year (para. 6.11), quarterly progress reports(para. 6.12), and a project completion report (para. 6.12).

B. EFFECTIVENESS CONDITIONS

8.08 Execution of the subsidiary loan agreement between the Government andAM (para. 4.04).

8.09 Actions to acquire all land required for the first year ofimplementation (para. 6.07).

8.10 Establishment and staffing of the PCTU (para. 5.01).

C. DISBURSEMENT CONDITION

8.11 Disbursements on the traffic improvement schemes for the CBD would beconditional upon final 'government approval of these schemes (para. 3.04).

D. RECOMMENDATION

8.12 Subject to the above assurances and conditions, the project issuitable for a Bank loan of US$30 million for 17 years with four years ofgrace to the Government of the Hashemite Kingdom of Jordan.

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-28- Annex 1

Table lBJORDAN

ANM TRANSPORT AND MUNICIPAL DEVELOPHENT PROJECT

PROPOSED ORGANIZATION CHART OF AMMAN MUNICIPALITY (MAY 1983)

|_ LORDI LORD MAYOR's M AYOR II OFFICE --------------------------- I ------------------------------ Cit Council III I I I-'

_______________ __ I I I i | | Standing CommitteesI 7 . I I - Finance

_______________________ I i I | - P:ocurement

| Urban Development I I i I | - TendersDepartment (UDD) i- i i - - Eetimating (Land Acquisition)

I First Urban Develop- I Under Secretary - Higher Committee of Master Planment Project I _ i I (Policies)

I I | - Local Committee (detailedj j | planning and building approvals)

I I | - Urban Development Project

I I opanies of Which Lord Mayor is| ----- I Chairman

-Arman Water and Sewer Authority-Amman Development Corporation

------ - --- --------- ---- - ---- - --------- --------- --------- ----- _-----_____________________________- ________- __- __-

Assistant for Publicl | Assistant for I Assistant for j

---- |Health and Services I ----| Technical Services I - Finance and |j ___________ ____ A I|Administration i

FinancXail___________________ I ................. Management:

||----| Health Department i ----- Project Coordination: I Finance '.--'Hana...I I_____ _ I I q .& Training Unit . _ _ __ _- Acn

I . I I -- Accunt

1----jInsect & Rodent i i 1…- Engineering - Administration 1--1

|Control Department D I | Department I I _

-|___-| Cultural Mechanical & Elec- - Estate Management II : | Department I | Itrical Department ! I (expropriation)

----- i… Parks and IStudies and Plan- i---Gardens In I fing Department

I _ _ _ _ _ _ _ I I_ _ _ _ _ _ _

|. ----- | Central Market I I Building Licensing I--- I

.................I ---- Solid Waste Manage-:

| : ment DepartmentI l :-Planning & Control:jIl :-Waste Disposal : |

9 Districts

--------- Responsible for solid waste collection, street cleaning, building licensing, health inspection, license control, and identi-fying local proje^ts, under Distric: heads reporting directly to the Lord Mayor and to sectorsi departments as regardsspecific functions.

T'he Municipality intends to create two new 1:echnical assistants, one for health and environmental control snd one for development planning,within the uext two years.

Reporting relationships

........... tto be established.

.. .. . :. .

-29-

Annex 1

Table 2A

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

ORGANIZATION CHART OF THE PUBLIC WORKS DEPARTMENT (DECEMBER 1982)

| DIRECTOR I

I _ __

lAdministrationl TRoads & Coordination I I I Constructionio T FLaboratory

I & | 1(155 employees) I I I (75 employees) I I (9 employees) I

I Clerical I 1-direct labor I | I-staircases,retainirng walls,I Imaterials testingl1(28 employees)| I-supervision of contractl I I sidewalks by direct

I works labor and by contractI-coordination of public I II utilities I I

| Traffic Engineering I I Gardens I I Drivers

| (69 employees) I I (150 employees) I I Bird Garden I I (146 employees)I - road marking I I -plar.t nursery I I (11 employees) I | heavy equipment

- traffic signs I I -planting shrubs and I - municipal | | operators andI - street signs I I trees I I aviary I I associated admin-I - traffic signals I I I I | | istrative staff

-30- Annex ITable 2B

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

PROPOSED ORGANIZATION OF THE ENGINEERING DEPARTMENT

Director --- Directors I I Office & I

IAdministcationl- j & 6 Accounts I

r~ I

| Direct ilork5 I Contract

I Section I I Section

1,

IPlanning and I I Traffic I I Road I I Structures I I Technical Projects

|Prograsing Engineering I Maintenance I Meintenance Administration | I (engineers|-Laboratory i I I | cl. Building I-Quantity Surveyl I responsible-Quality Controll II I L Culverta, Side-I I-Project for specific

I I I I walks, Lightingl I Accounts I i Projects)

-31-

Annex 1Table 3

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

PROPOSED ORGANIZATION OF THE STUDIES DEPARTMENT

Director

TFlanniT Section| lProjects Sectionl :Information T Planning Appli-I IDesign Section F TAdministration II-Socio-economic I I-Programming I : Section a I cations I i-Roads I I SectionI-Transport I I-Development I :-Statistics I-Drafting I I-Buildings I I-PersonnelI-Town Planning I I I :-Library I-Survey I I-Special I I-Clerks I

I I | } : : I-Land Info.Filesi I IIII | I : ; |I-Numbering& I I I I

........ Naming I I

: ,; . To be established

- 32 -

Annex 2Page 1

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

AMMAN MUNICIPALITY FINANCIAL SCENARIO

1. Background

As in most developing countries, financial planning and forecasting inJordanian Municipalities is confined largely to annual budget exercises.Budgets are used mainLy to ensure expenditures are made in accordance withfinancial regulations and budget ceilings. There is minimal longer termfinancial forecasting as an aid to (a) setting investment priorities, (b)seeking operating economies, or (c) developing strategies for raising revenuesto cover costs of municipal functions. While this situation may be condonedin smaller centers, il: requires urgent attention in Amman, a city of threequarters of a million persons where efficient provision of urban services willhave a substantial impact on national economic growth as well as upon theliving standards of its inhabitants.

The following scenario was prepared in consultation with Municipalitystaff to assess the Municipality's financial capacity to undertake the projectwhile carrying out other investments over the next few years. The scenariowas intended to provide a basis for discussion of the financial plan for theproject. The scenario indicates that with appropriate tax decisions on thepart of the Municipality and the Government, and with the financial planproposed for the project, the Amman Municipality should be able to handle agrowing investment program and even bear a reduction in the normal annual JD 3million government grant by 1988. Without tax changes. on the other hand,government grants in the 1983-88 period would need to rise from the projectedJD 27.9 million to JD 49.1 million to maintain expenditures; otherwise,reductions would need to be made in expenditures (14% of total expenditures or29% of investment expenditures).

Basic Assumptions

Inflation is assumed at 8% annually, and growth of the population and needfor city services at 4% per annum. Hence, the "base" assumption for growth inrevenue and expenditure items is 12% annually before taking account of specialfactors.

2. Ordinary Revenues (Table 1)1/

(i) Land and Building Tax. (currently 17% of rental value of builtlands, and 10% of rental value of vacant land). The baseassumption is adoption by Government of the Amman Municipalityproposal of February 6, 1982, (reiterated in April 1983), whichwould, in essence, imply a more energetic enforcement ofexisting legislation, specifically:

(a) Increase the tax valuation base, which has not been reassessedsince 1966, to reflect the 1982 change in the rent control law,

1/ Tables 1-4 are at the end of this Annex.

- 33 -

Annex 2Page 2

estimated to result in receipts of about JD 3.5 million in1984. The basis for this estimate is speculative. In 1982,receipts of this tax were JD 2.15 millicon, implying a rentalvalue of 2.15/.17 = 12.65 million. If rental value is assumedto be 6% of land value, this implies that the value o:E all realestate in Amman Municipality is JD 211 million, or less than JD1 per m2 (which is clearly more than one order of magnitudeless than the true figure). Even if it is assumed that taxescollected. come to only one half of assessments, the impliedvalue of property is far too low. The change in the rentcontrol during 1982 is estimated to enablet a doubling of rentson properties leased before 1975 and a similar increase in thevaluation of owner-occupied properties of the same vintage.Such properties are assumed to account for 60% of the existingtax base. Once revaluation for tax purposes has occurredaccording to the new law, rental values would rise to JD 20.2million (.6x12.65x2+.4x12.65) and tax revenues, with constanttax rates, would rise to JD 3.4 million (.17x20.25).

(b) tax undeveloped land within the Municipality on the basis of animputed rental value of 6% of its capital cost, which wouldimply an increase in land tax of about JD 2 million (undevelopedland paid a tax of about JD 0.29 million in 1982; 30,000,000in2 at JD 12.5 per m2 x.06 x.10 would yield rD 2.25 million).

Realizing these increases would require considerable effort to updatevaluations and to improve collection rates, and so a gradual increase inrevenues is assumed. By 1987, however, increases would be at 12% p.a. toreflect growth of the town and general inflation.

JD'0001983 1984 1985 1986 1987 1988

Buiilding tax 2,300 3,150 3,850 4,215 4,635 -

Undevelopedland tax 300 350 650 785 1,865 -

2,600 3,500 4,500 5,000 6,500 7,280

(ii) Fuel taxc, business licenses, sale of municipal property, and"Other" are forecast to rise at 12% per annum (inflation pluspopulation growth). In the case of the fuel tax, this wouldrequire a specific government decision to increase Amman'sallocation on a steady basis.

(iii) Planning fees and parking fees (mostly a fee paid by developersin lieu of providing off-street parking) are assumed to rise inline with inflation (at 8% p.a.) since investment levels areunlikely to increase significantly.

- 34 -

- Annex 2Page 3

(iv) Central market tax (4% of all sales in the central vegetablemarket) is forecast to rise at 10% per annum to reflectpossible substitution to processed goods not passing throughthis market.

(v) Betterment levies are assumed to rise rapid].y from 1982 to 1985to reflect the Municipality's efforts to secure more costrecovery from road and sidewalk construction, thereafter togrow at 12% p.a.

(vi) an increase of over 7 times is anticipated in solid wastereceipts due to (a) improvements in collection methods, (b)increases in monthly fees to an equivalent: of JD 1 (in 1983prices) per household by 1986, with total revenues risingthereafter at 12% per annum-11, and (c) charging fees to othermunicipalities disposing of solid waste in landfill sitesoperated by Amman Municipality sufficient to recover costs ofinvestment, operation and maintenance of those sites(approximately JD 1.2 per ton in 1983 prices 2/).

3. Ordinary revenues without policy improvements. land and building rentaltax, fuel tax, solid waste fees and betterment charges would rise at only 8%per annum. The difference between these assumptions and the base assumptionsof para. 2 above woul-d amount to JD 6.8 million in 1988, and to JD 21.2million over the 1983-88 project period.

4. Other Receipts (Table 3, Rows A2-4);

(a) ordinary grants are assumed to continue al: JD 3 million perannum to 1987, and to fall to JD 1.5 million in 1988.

(b) Project grant at JD 11.4 million comprises a governmentcontribution of all project costs over and above disbursementson the Bank loan (JD 10.7 million) and the Municipality

1/ This does not imply that all households would need to pay JD 1 permonth. Indeed, it would be preferable to establish a system in whichpoorer households and/or those which generate less solid waste pay less.Such a result might be achieved by making solid waste charges aproportional surcharge on electricity or water bills.

2/ 1979 1985 1986 1987 1988

Urban Population; Amman City ('000) 625 791 812 855 889Other Municipalities ('000) 505 639 665 691 719Total Amman Region ('00-0 1,130 1,430 1,477 1,546 1,608

Population of Other Municipalitiesdisposing waste project in landfillsites (%) - 40 60 70 80Revenues from other municipalities(.65 kg/capita, fee of JD 1.2/tonin 1983 prices, inflation at 8%annually) (JD'000) - 85 143 184 240

- 35 -

Annex 2Page 4

contribution which would cover land for road works,professional services for design and supervision of trafficimprovements, and costs of contract staff.

(c) existing loans; JD 1.7 million expected to disburse in 1983.

(d) Bank loan of JD 10.7 million disbursed at 50% of civil worksand the foreign cost of equipment expenditures.

(e) other Loans: none assumed for this analysis.

(f) overdraft: (Table 3, Row C) is assumed to cover thedifference between receipts and expenditures. Interest paidon overdraft (and received on cash balances) is assumed at9.5%.

5. Operating Expenditures (Table 3, Row B1) are assumed to rise at 10%per annum (i.e., allowing an increase in productivity of 2%). Over the1983-88 period, this productivity increase would generate savings of JD 3.2million. Operating expenditures in 1983 are estimated at JD 8 million. Theyinclude some expenditures classified as "project" expenditures in the existingaccounting system but which really relate to operating items (e.g., purchaseof materials for road maintenance).

6. Land Costs (Table 3, Row B2) estimated at JD 8.75 million in1983-1987 are payments for land already acquired as of late 1982, plusinterest on overdue payments.

7. Debt Service (Table 3, Row B3); This includes the debt service onexisting loans according to information provided by the Municipality and onthe Bank loan of JD 10.7 million. The servicing of the Bank loan assumes afront-end fee of 0.25%, a commitment charge on the undisbursed balance of0.75%, an interest rate of 10.97%, and, from November 1, 1987, repayment ofprincipal in 26 equal semi-annual installments.

JD'OOO')83 1984 1985 1986 1987 1988

Existing loans

Interest 356 156 134 116 98 80Principal 2,473 573 520 510 500 300Total 2,829La 729 654 626 598 380

Bank Loan

Interest, fees 40 89 307 729 904 1009Principal. 411 822Total 40 89 307 729 1,315 1,831

/a Of which the Petra Bank loan accounts for JD 2000 principal arLdJD 261 interest.

- 36 -

Annex 2Page 5

8. Investments are estimated at JD 72.7 million over the 1983-88period. Of this, the project would amount to JD 23.4 million. The contentsof the investment program are shown in Table 2.

9. Budgetary Balance; Table 3 shows the Municipality's cashflows on the above assumptions. Ignoring overdrafts, there would be asubstantial deficit in 1983 (to repay a loan to the Petra Bank), surpluses in1984 to 1987, and a small deficit in 1988 (Table 3, line C2). Assumingdeficits are financed by overdrafts at 9.5%, the Municipality would be inoverall surplus by the end of 1985 (Table 3, line C4).

10. Project: Period Summary; Table 4 summarizes the municipalreceipts and costs on the above assumptions for the whole 1983-88 period. Thetable highlights the critical importance of Amman's achieving increases inordinary revenues. Without these improvements, the municipality would suffera major deficit of JD 23 million. This would seriously inhibit the capacityo- the Municipality to carry out its regular functions, or to undertake theproject. With the increases assumed, the Municipality would comfortably coverits investment and operating costs over the period (with productivityincreases). Without the 2% annual increase in productivity, the Municipalitywould need to find an additional JD 1.2 million to finance the programdescribed in this annex.

37-ANNEX 2

JORDAN TABLE I

AMMIAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

ASAN MUNICIPALITY ORDINARY REVENUES 1981-1988 IJD'OOO)

STEM 1981 1982 1983 1984 1985 1986 1987 1988

1. WITH POLICY CHANGES

IA) LAND AND BUILDING TAX 1814 2442 2600 3500 4500 5000 6500 7280(B) FUEL TAX 1500 lse 2065 2313 2590 2901 3249 3639IC) BUSINESS. LICENSES 1074 1097 1299 1455 1629 1825 2044 2289(D) BUILDING, PLANNING AND SUBDIVISION PEES 1264 1158 1325 1431 1545 1669 1803 1947CE) PARKING MEES 516 484 550 594 642 693 748 8GB(IF) BETTERMENT FEES ON ROADS AND SIDEWALKS 312 422 525 500 go 1000 1120 1254 L405(D) CENTRAL MARKET TAX 1770 2044 2200 2420 2662 2928 31221 3543IH) SOLID WASTE RECEIPTS:1I) CONSUMERS 389 225 305 700 1400 1854 2076 2326

121 IMNICIPAILITIES 85 143 187 240(1) SALE OF MUNICIPAL PROPERTY 227 365 390 437 489 548 614 687(J) OTHER 934 1258 1241 1390 1557 1744 1953 2187(K) TOTAL 9800 11383 12500 15038 18l00 20425 23650 26352

2. WITHOUT POLICY CHANGES

(A,) ITEMS IA,18, iF &IH RISE AT 8% P. A. 4015S 4977 S495 5935 6409 6922 7476 8074(B) OTHER REVENUES AS ABOVE 5785 6406 7005 7727 6524 9407 10382 11462(C) TOTAL 9800 11383 12500 13661 14934 16329 17'858 19536

3. WITH LESS WITHOUT 0 0 0 1378 3166 4096 5791 6816

JORDAN TABLE 2

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

AMMAN MUNICIPALITY INVESTMENT EXPENDITURES (JD'OoO)

ITEM 1981 1982 1983 1984 1985 1986 1987 1988

A. INDEPENDENT OF PROJECT

I LAND ACQUISITION 2035 40 5002 TRANSPORT

(A) SIGNAL LIGHTS 219 68 250IS) INTERCHANGES 218 488(C) UPPORADING ROADS INCL. MAINTENANCE 81-83 1682 127 682 333 914 1300(D) ROAD MAINTENANCE 300 878 995 1190IE) SIDEWALKS. FENCES, WALLS, STAIRCASES 360 679 900IFP NEW ROADSCINCL. NEW STAIRS, WALLS ETC AFTER 1983) 1602 2340 750 1000 1500 2200 3100 4000(0) SUB-TOTAL TRANSPORT 4081 3702 2582 1300 1500 3411 5009 6490

3. CULVERTS AND DRAINAGE 388 348 500 540 583 630 680 7354. EQUIPMENT 1079 163 200 250 300 300 325 3505. STRUCTURES 113 201 300 324 350 378 408 4416. MAJOR PROJECTS 500 1000 1500 2000 2500 30007. INVESTMENTS 170 216 235 170 200 250 300 3508. CONSULTANCIES 9 25 140 250 270 300 330 3509. OTHER CEG EMERGENCIES) 1591 59 1200 950 1045 1150 1264 139110. TOTAL 9466 4754 6157 4784 3,748 8418 10817 13106

B. PROJECT-RELATED EXPENDITLURES

1. LAND ACQUISITION 162 1622. TRANSPORT

IA) SIGNAL LIGHTS,8) INTERCHANUES 208 1065 3273 3528 2051 725IC) UPGRADING ROADS, TRAFFIC IMPIOVEMENTS 1032 1550 1275 712ID) ROAD MAINTENANCE,I NC. TA & CONTRACT STAFF IN ED 40 451 741 492 216 47CE) SIDEWALKS, FENCES, WALLS, STAIRCASES 58 178 65CF) NEW RDADS (STUDY OF ARTERIAL ROADS) 313 851tG) SUB-TOTAL TRANSPORT 248 2919 6593 5360 2979 772

3. CULVERTS AND DRAINAGE4. EQUIPMENT

(A) SOLID WASTE (INCL. CIVIL WORKS) 90 1016 1113 546 29 5(B) WORK SHOP (INCL. CIVIL WORKS) 10 100

5. STRUCTURES6. MAJOR PROJECTS7. INVESTMENTSB. CONSULTANCIES, T. A. , TRAINING. 1k PROF. SERV. NES

(A) STUDIES DEPT AND DEVELOPMENr PLANNING 78 326 225 112 93 411B) PROJECT COORDINATION 6 TRAINING UNIT 55 84 75 69 69 33

9. OTHER lEG EMERGENCIES)10. TOTAL 643 4607 8006 6087 3170 851

C. TOTAL INVESTMENT EXPENDITURE

1. LAND ACQUISITION 2035 40 662 162 0 0 0 02 TRANSPORT

(A) SIGNAL LIGHTS 219 68 250 0 0 0 0 0,B) INTERCHANGES 218 498 208 1065 3273 3528 2051 725CC) UPGRADING ROADS, TRAFFIC IMPROVEMENTS 1682 127 682 1032 1550 1608 1626 1300ID) ROAD MAINTENANCE 0 0 40 751 741 1370 1211 1237CE) SIDEWALKS, FENCES, WALLS, srAIRCASES 360 679 900 58 178 65 0 0IF: NEW ROADS 1602 2340 750 1313 2351 2200 3100 4000

DI) SUB-TOTAL TRANSPORT 4081 3702 2830 4219 8093 8771 7988 72623. CULVERTS AND DRAINAGE 388 348 500 540 583 630 680 7354. EQUIPMENT 1079 163 200 250 300 300 325 350

(A) SOLID WASTE CINCL. CIVIL WORKS) 0 0 90 1016 1113 546 29 5(B) WORK SHOP IINCL CIVIL WORKS) 0 0 1o lo o 0 0 0 0

5. STRUCTURES 113 201 300 324 350 378 408 4416. MAJOR PROJECTS 0 0 500 1000 1500 2000 2500 30007. INVESTMENTS 170 216 235 170 200 250 300 3508. CONSLLTANCIES, T. A, TRAINING, 6 PROF. SERV. NES 9 25 140 250 270 300 330 350

(A) STUDIES DEPT AND DEVELOPMENr PLANNING 0 0 78 326 225 112 93 41(B) PROJECT COORDINATION AND TRAINING UNIT 0 0 55 84 75 69 69 33

9. OTHER (EO E"ERGENCIES) 1591 59 1200 950 1045 1150 1264 139110. TOTAL 9466 4754 6800 9391 13754 14505 13987 13957

NES-NOT ELSEWHERE SPECIFIED

-38- ANNEX 2

JORDAN TABLE 3

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

AMMAN MUNICIPALITY RECEIPTS AND EXPENDITURES 1581-88 (JD0OOO)----------------------------------------------------------- __----------------__----------_.------------------------------------

ITEM 1981 1982 1983 1984 1985 1986 1987 1988

A. INFLOWS

1. ORDINARY RECEIPTS(TABLE I.ROW 1(K) 9800 11383 12500 15035 18100 20425 23650 263522. ORDINARY GRANTS 3000 3000 3000 3000 3000 3000 3000 15003. PROJECT-RELATED GRANTS 593 2068 4018 2815 1568 2974. LOANS:(A) EXISTING 4000 300 1700

(B) WORLD BANK 2246 3685 2990 1337 422(C) SUB-TOTAL.LOANS(EXC.OVERDRAFTS, ROW C) 4000 300 1700 2246 3685 2990 1337 422

5. TOTAL INFLOWS 16800 14683 17793 22353 28803 29230 29555 28571

B. OUTFLOWS

I. OPERATING EXPENDITURES 7965 7285 8014 8815 9697 10667 11733 129072. COST OF LAND ACQUIRED BEFORE 1982 1750 1750 1750 1750 1750 17503. DEBT SERVICE:(A) EXISTING LOANS 479 961 2829 729 654 626 598 380

(B) BANK 40 89 307 729 1315 1831(C) SUB-TOTAL(EXCL.OVERDRAFTS) 479 961 2869 e18 961 1355 1913 2211

4. SUB-TOTAL, OPERATING EXPS & FIXED OBLIGATIONS 8444 9996 12633 11383 12408 13772 15396 151185. INVESTMENT EXPENDITURES

(A) INTERSECTIONS 0 0 208 1065 3273 3528 2051 725(B) OTHER PROJECT EXPENDITURES 0 0 435 3542 4733 2559 1119 126(C) OTHER EXPENDITURES 9466 4754 6157 4784 5748 8418 10817 13106ID) SUB-TOTAL INVESTMENTS 9466 4754 6800 9391 13754 14505 13987 13957

6. TOTAL OUTFLOWS (BEFORE OVERDRAFTS) 17910 14750 19433 20774 26162 28277 29383 29075

C. OVERDRAFT

1. OVERDRAFT (-) START OF YEAR, BEGINNING 1983 -1718 -227 2517 3755 42912. ADDITION(-)/DECREMENT(+) DURING YEAR(A5 -86) -1640 1579 2641 953 171 -5043. INTEREST (9.5% ON AVG. BALANCE) -78 -88 104 284 365 3844. OVERDRAFT AT END OF YEAR (CI+C2+C3) -1718 -227 2517 3755 4291 4170

D. MEMO ITEMS

1. RECURRENT SURPLUS (AI-BI) 1835 4098 4486 6224 8403 9758 11916 134452. ORDINARY REVENUES - OP. EXPS.&FIXED JBLIONS(AI-B4) 1356 1387 -133 3656 5692 6653 8253 11234

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

JORDAN TABLE 4

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

AMMAN MUNICIPALITY SUMMARY OF RECEIPTS & EXPENDITURES '83-88(JDOO0)-------------------------------------------------------------- __-------------__--

WITH IMPROVEMENTS WITHOUT IMPROVEMEN WITH LESS WITHOUTIN FINANCIAL POL- IN FINANCIAL POL-

ICIES ICIES

A. INFLOWS1. ORDINARY RECEIPTS 116065 94818 212472. ORDINARY GRANTS 16500 16500 0a. PROJECT GRANT 11359 11359 04. BANK LOAN £068O 10680 05. TOTAL INFLOWS 154604 133357 21247

B. OUTFLOWS1. OPERATING EXPENDITURES 61833 65035 -32022. LAND COSTS 8750 8750 03. DEBT SERVICE 10127 10127 04. INVESTMENTS 72395 72395 0

(OF WHICH PROJECT) 23364 23364 05. TOTAL OUTFLOWS 153104 156307 -3202

C. SURPLUS/DEFICIT(EXC. OD) 1500 -2295D 24450

- 39 -

Annex 3

Page 1 of 1

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

DETAILED PROJECT COSTS

The following talbles provide details on project costs:

Table 1 Major Intersection Improvements

Table 2 Traffic Improvements

Table 3 Design of Road Networks

Table 4 Upgrading Municipal Technical Departments

Table 5 Solid Waste Management

Table 6 Amman Development Planning

Table 7 Project Coordination and Training Unit

Table 8 Project Component by Time

Table 9 Suumiary Account (Land, Civil Wbrks, Equipment,

Professional Services, Technical Assistance,

Training, Contract, Staff and Operational

Sevices) by Time

Table 10 Summary Account by Project Component

-40- Annex 3-WD Tables I & 2

WAO TO/SKT tMI IMICIP M. WLW PRCTYTable 1. MMA INTEOSCTI8I I OREREMAT

Detaile6 Cost Table

Das Costs Totals Including CostinascinIsastita (J.1.. 00) (J.I.'00)Ps

____________-- IOdit - ---------------- ------- Cost. for. Geos S,marvLBnit 83/84 04/85858 86/ 87 87/88 Total Cast 8/4 84/85 85/86 86/87 87/88 Total 83/84 84/85 85/86 86/7 87/08 Total Rate Eoch. Tao Rate Accouto~

A.PORTS CITY

CIVIL WEB - 1,248.0 1,248.0 - - 2,496,0 -16476.0 1,798,5 - - 3,474.5 0.2 0.55 0.1 CV8. 80S5E0 CIRCLE

CIVIL WES - -1,346.8 1,654.6 846,6 3,848.0 - -1,940.9 2,549,0 1,393.2 5,883.8 0.2 0.55 0.1 CMC. 085 IRTERCI8B8

LAN 52.0 - - - - 52,0 64,9 - - - - 64,9 0,2 0 0.1 LADCIVIL WORS…- 234.0 78,0 - - 312.0 - 314.3 112.4 - - 426.7 0.2 0.55 0.1 cM

Iab-Total WAR8 IATERCWAGAE 52,0 234.0 /8.0 - - 364.0 64,9 314.3 112.4 - 491,6S. TAIlS CIRCLE

CIVIL MES - 46.8 265.2 - - 312.0 - 62.9 302.2 - - 445.0 0.2 0.55 1,1 CAE. DES1GN 200.0 - - - -200.0 207,8 - - - 207.8 0 0.8 0 TAF. SUPERVISION - 61.2 117.5 66.2 33.9 276.7 - 82.3 170.4 103.2 56.8 412,6 0.2 0.25 0 PS

Total IVEITMAT COSTS 232,0 1,594.0 3,02555 1,720.8 80.4 7.490,7 2712,7 2,135.4 4,404,3 2,633.0 1,449.9 10,913.3

aM TOMKWV M O 001190 EJELDENE PROECTTable 2. TRAFFIC I18809(8T

Datailed Cost Table

Bas costs Totals Ion uding Coatiowocinsguatita (J.). '0001 1J.D. 1.000) Phe..

_________________-- ----- ~~~~~~~~Cast. For. Bross SimmerlUnt 82/04 84/85895/86864/87 87/88 Total Linit Cost 83/8 W485 MM0 U/6/7 07/88 Total 82/84 84/85 85/86 86/87 87/88 Total RaeA loch. Tao Rate Acco,ut

A. 00890 86511E6S DISTRICT

CIVIL WORKS 134.4 322.5 215.0 - - 671.8 153.6 397.0 204.0 a 64.6 0.1 0.55 0.1 CAEQUIPMENT - 71.2 71.2 - - 142.5 - 87,5 92.6 - - 181.2 0.1 0.9 0,01 ED

S,.b-Total CENTRAL 80011(0 DISTRICT 134,4 393.7 286.2 - - 814.1 153.6 484.5 377.6 - -1,015.8

B. PIVE CC8IWI

CIVIL WOES 174.7 364.0 364.0 164.0 189,3 1,456.0 208,8 468,5 502.7 537.6 298.5 2.016,1 0.15 0.55 0.1 CAE88199(8 - 59. 1019. 59.5 238.2 - 76.5 1462.6 87,1I - 337.2 0,05 0.9 1.D1 EU

Sub-Totol FIVE CMIEO 174.7 423.5 483. 433.1 189,3 1,694.2 208.8 545.0 466.3 624.6 290.1 2,343.2C .STAIRCASE IWRQ9(0I5

CIVIL OM1 - 88.4 06.4 44.2 - 331.0 - I1138 122. 61.3 - 301.1 0.15 1.55 0.0 cAD. IBtTED IATrSECTIO8S

CIVIL MES - 57,2 137.3 24.3 - 228.8 73.6 1809,6 50.7 - 313.9 0.15 0.55 0.1 CAE8819P(81 - - 45.8 - - 45,8 - - 62.9 - - 62.9 0. 15 0.9 0.01 El

Sub-Tota ISMLATED INT8SCTIE8S - 57.2 183.0 24.3 -274,6 - 73.6 :52.5 50.7 -376.8

E. LU I01 DES AMCSS

LMAN- 38,.5 - - - 38.5 - 43.2 - - - 43.2 I 0 0.1 LOICIVIL VMS - 953. 194.4 - -290.2 - 123.2 2.5 - - 41%.7 0.15 1.5 0.1 CO

Sub-Total LOU I9(3 NMA ACCESS 1-134.~2 19.4 - - 2.6 - 166.5 :160.5 - -424,9

F. 9UE881I51is' 15 512.9 61.8 25.1 9. 164.7 18.1 67.7 85.1 137.2 11.1 233.3 0.14 0.25 0 Ps8. TRAFFIC TRAIAIrN

COM S/a CORB - - I I - 2 49.92 - -49.9 49.9 - 9,0 - - 39,6 63.3 - 133.8 0 1 0 TRP31I88 TECUIC6IL ASSIST /6 88 2 4 4 4 - 14 5,200 10.4 24.8 20.8 28.80 72.8 10. 23.3 24.9 26.5 - 85.5 0 0.0 0 TALErA TEC0N1C&0ASSIST 88 I 1 1 1I 4 2,060 2.1 2.1 2.1 2.1 - 8.3 2.2 2.3 2,5 2.7 - 9.7 0 V 0 TA

S6.-Total TRAFFIC TUINIIM 12.5 23.9 72.8 72.8 - 181.0 13.0 25.6 87.0 92.5 -218.1

Total INOETHEMT CAISI 237,0 1,172.9 1,269.7 606,0 590;, 3.671,4 592. 5,476.6 1.859 .1 870.3 252.6 4,93.

/a TAILOR-AK 6 ATOn CUS FOR 5 IRAIN10Ab 269 831AMI1 18M/4, RONSTIC TOAININS UERK LATER

-41- Annex 3Tables 3 & 4

6N9W TRANSPDRT AND IU9ICIPAL DEYELCP.EltT PRGJECTTable 3. DESIGN OF RU0D ETI9IAS

Detailed Cost Table

Ds Costs TotalS Inclsding ContisaencinOsastits WJ.D. '000) IJ.. '000) Phu,

Cost. For. hSms S,manthit 83/84 84/85 85/96 86/87 87/80 Total Unit Cost 83/84 84/B5 85/B6 86/87 87/88 Total 9W4 84/85 85186 86/87 87/88 Total Rate Exch, Tax Rate Atwt

=:S = __ =z= == =-:- == = =:= ==== ===-== =C-. =Tz mm s=s ==_== = zzz== =-= ===== =z===== z===:

A. FEASIBILITY AND DESIGN STUDIES__-- - ------ __ _ __ _

F99EE09 CO9SlLTMTS MR 40 50 10 - - 100 5,200 208.0 260.0 52.0 - - 520.0 216.1 290.6 62.2 - - 569.0 0 0.8 0 TALOCAL CISII.LTM4TS 99 50 140 SO - - 260 1.872 93.6 262.1 168.5 - - 524.2 97.3 294.2 204.0 - - 595.6 0 0.1 0 TA

* Sb-Tot3l FEASIBILITY ND DES16N STUDIES 301.6 522,1 220.5 1,044.2 313.4 594,8 266.3 - 1,164.6

Total litYEST101T COSTS 301.6 522.1 220.5 - - 1,044.2 313.4 584.8 266.3 - - 1,164.6- _==m= ====O==== ===z== -- - == ==== = =

JORDMA9W) TRM48908T AND 9 1M.CIPAL DE9ELYltENT PROJECT

Table 4. UP0RDIN6 liUNICIPAL TECMICAL DEPTS.Detailed Cost Table

bDse Costs Totals Incluodin Continoseocesguant:.t' (J.D. '000) IJ.D. '000) Phs.

---------- -- - -- ---- - - - -------- ---------------- …- ----- -…--------C-t------- Fcnt, hr, DGross S arsUnit 83/84 84/95 85/86 816/87 87/88 TDtal hnit Cost 83/B4 84/85 B5/86 86/87 B7/88 Total 83/84 84/85 I5/86 86/87 87/89 Total Rate Exch. Tax Rate Ackount

A. ENSINEERIN6 DEPMRTENT

RDA MI9NTENMNCE EOUIPKOT /a 296.4 - - - 296.4 - 347.6 - - - 347.6 .05 0.95 0.01 El99ALITY CUNTROL EQUIP. - 52.0 52.0 - - 104.0 - 61.0 65.2 - - 126.2 0.05 O.95 0.01 ElSIMi Vl91tlP E01PIENt 5.2 5.2 - - - 10.4 6.2 6.7 - - - 12.9 0.15 0.9 0.01 ElAINTEOWNCE STUDIES - 50,7 27.3 - - 78,0 - 56.8 32.8 - - 89.6 0 0.5 0 TA

98D RENAB, CONTR9ATS - - 195.0 390.0 195.1 - 780.0 - 218.2 46B.4 250.4 - 937.0 0 0.55 0.1 C9AIItEiW400 ADVISOR Nt 6 12 - - - 18 5,200 31.2 62.4 - - 93.6 32.4 69.8 - - - 102.2 0 o.8 0 TA

SBl CONtRACT ENERS-OPS KM98 3,5 7 7 7 7 31.5 9.320 29.1 58.2 58.2 58.2 58.2 262.1 30.3 65.4 70.6 76.3 82.4 325.1 0 0 0 CPCTRAFFIC TECMICIMS KM0 2 4 4 4 4 19 2,080 4.2 8.3 8.3 9.3 8.3 37.4 4.3 9.3 10.1 10.9 11.8 46.4 0 0 0 CPC

Sub-Taia1 EnGINEERING 8EPART91NT 69.7 723.3 5JI,9 261.6 66.6 1,661.9 73,2 934.8 647.1 337.6 94.2 1,986.98. nEcN AND ELECT DEPARTEN3t

MSND E991PN9T__ 10.4 31.2 - - - 41.6 11.3 36.6 - - - 47,9 0.05 0.95 0.01 EDl.9SNP CIOIL M49S-- 52.0 _ _ - 52.0 62.1 - - - 62.1 0.15 0.55 0.1 CJ

S,b-Toial KCM 9ND ELECT DEPARTI19T 62.4 31.2 - - - 93.6 73.5 36.6 - - - 110.1C. STU311ES DEPART9

SNR CUTFTACT EM;9S-DESI8N 9YR 1 2 2 2 2 9 B,320 8.3 16.6 16.6 16.6 16.6 74.9 8.7 18.7 20.2 21.8 23.5 92.9 0 0 0 OPCJLIICR TRAFFIC EdilNEERS NYR 1 2 2 2 2 9 4.160 4.2 8.3 8.3 8.3 8.3 37,4 4.3 9.3 10.1 10.9 11.8 46.4 0 0 0 WC'W9FIC EN3RINli AD0IS9 R 99 9 9 - - - 18 5,200 46,8 46.8 - - - 93.6 48.6 52.3 - - - 100.9 0.8 0 TOTRNFIC SIBNAL SPECIALIST MN 2 2 - - - 4 5,200 10.4 10.4 - - - 20,9 90.9 11.6 - - - 27.4 0 0.8 0 TATRffFIC E 0RI 194 TRAININ6 TRAINEE I I I I I 5 4,160 4.2 4,2 4.2 4.2 4.2 20.8 4.3 4.6 5.0 5.3 5.6 24.8 0 1 0 TR

Sub-Tolal STUDIES DEPART8FNT 73.8 86,3 29.1 29.1 29.1 247.S 76.7 96.6 35.2 39.0 40.9 287.5

Total IN'JiSTNEN COSTS 205.9 845.8 563.0 M.7 95.7 2,083.0 223.5 969.0 682.4 375.6 135,1 2,384.5

/a kt=ZR3 JD 50hi NEATER-PLAM8ERSORAiDER, 35Ki 2 COWESSORS 1OKi2 LOADIII S99 LS. SOlil TROAXATOR, 45KiALL IN .JAWN TY I99 PRICES

Annex 3Tables 5 S 6

-42-

WAM TRPM T MAD OICIPML OIfUEDiET PRCJECTTable 5. S01D WASTE N64T8E118

Detailel Cot Table

aE costs Ttals IrtluodiiM Contion4 ieslantits (J.D. '000) 8.1. '000) Phn.

_ _ _ -- __ __ _C_- t. For. Beoss SVmasUnit B3/84 B4/85 85/6686/787/88 Totl Unit Cost 831/4 94/85 85/86 86/87 87/88 Total B3/84 64/85 8S/O 86/87 87/88 Total Rate Exch, Tao Rate Aeoat

A. COLLECTIIN E8UIPEIIT

17 43 CDfCTUS TRtfl 17 18 - - - 35 20600 353.6 374.4 - - - 728.0 385.7 439.0 - - - 924.7 8.05 0.95 0.01 EQHDIST T1PE VEHICLES TR1SX - - 7 - 7 16,720 - - 131.0 - - 1310 - - 563 164.3 0.05 6.95 0.01 ED

Sub-Total ClLECTION ECUIPIEIT 35S.6 374.4 I1.0. - - 859.0 385.7 439.0 1643 - - m.08. DISPDS4L S6TE0

-LAD- - 208.0 - - - 208.0 216.3 - - - - 216.3 0 0 0.1 LN)WEI-H8RIDBE VEIR883 - 1 1 -I 2 10,400 - 10.4 10.4 - - 20.8 - 12.2 13.0 - - 25.2 8.05 0.9 0.01 E0DWTRS TRC - 3 4 - 7 15,640 - 46.8 62.4 - - 109.2 - 54.8 782, - - 13S.1 O.05 O.5 0.01 ED9S1 LOAMRS I.8 - 2 3 5 26,060 - 52.0 78.0 - - 130.0 - 61.0 97. 8 t.156, ,05 0.95 0.01 E6DAIIOZMS BLUWZER - 3 3 6 52,000 -156.0 156.0 - -312.0 - 182. 195.6 - - 37.s .05 0.95 0.01 EQ/CCESS RD4DS Km 5 10 5 - 20 20-800 104.0 206.0 104.0 - - 416,0 124.3 267.7 143.6 - - 535.6 0.15 0.5 0.1 CUWFICE, FDICES, AN LEM EINS - - - - - 96.1 195.1 - - 291.2 - 123,7 269.4 - - 393.1 0.15 0.55 0.1 CW

Sb-Total DlSPiE4L SITES 312.0 569.3 605.9 - - 1,467.2 340.6 702.4 m77 - - 1,840.7C. REMAC1.TIAO VYA DUnSITE - - - - - 26.0 52.0 26.0 - 104.0 - 33.5 71.B 38.4 - 143.7 0.15 0.55 0.1 CUD. D18T801R S.8.MNT.IEPMITEI 80YR 0,5 1 1 1 1 4.5 7,4988 3.7 7.5 7.5 7.5 7.5 33.7 3.9 8.4 9.1 9.8 10.6 41.8 0 0 0 UPC

Total OAI3ST0ENT COSTS 66Y.3 977.2 796.4 33.5 7.5 2,483.9 730.2 1,183.3 1,042.9 48.2 10.6 3,015.2

WM T8MWiOT MND HUNICIP4L DEYVELIPIT PRIJECTTable 6. AMHAN DEVEtDPHT PLIINO

3rtuild Cost Table

BEe Costs Totals Includiti Continrdibis8wtits (J.,. 'J8) 0.,. '000) 9,

______ - ----------- Cont. For. Gmos SuinrUnit 83/84 4/85 85/86 86/87 E7/8 TDoI Unit Cost 83/84 84/85 85/8i 86/87 87/88 Total 83/84 84/85 85/O6 86/87 87888 Total Rat Exch. Tax Rat Aceo

A. 6ITISIIiL MUIU STAFF llt 3.5 7 7 7 7 31.5 4,160 14.6 29.1 29.1 29.1 29.1 131.0 15.1 32.7 35.3 38.2 41.2 16.5 0 0 0 DPtD. TECtE414 4iISTMCE

TM T FWilER N 9 9 - - - 18 5,200 46.8 46.8 - - -93.6 46.6 52.3 - - -100.9 0 0.8 0 TAECt0ST IR 9 12 3 - - 24 5,200 46.8 4 15.6 - -124. 486, 9. t8.7 - - M12.1 0 0.8 e TkUU3CIPM ENiIE m1 9 5 - - 18 5,200 46.8 46.8 - - - 93.6 48.6 52.3 - - -100.9 0 0.8 0 TAAIISCELLM188 TA 111 0.2 1 1 0.3 - 2.5 4-160 0.8 4.2 4.2 1.2 - 10.4 0.9 4.7 5.0 1.6 - 12,1 0 0.54 0 TA

.- Totl TE1CNMII4 A51TMU 141.2 160.2 19.8 1.2 - 322.4 146.7 179.0 23.7 16 - 3il.1C. l4111 CltlS TAIEmO - 5 5 5 - 11 4,160 - 20.8 20.8 2.8 - 42.4 -23.2 24.8 26.4 - 4. 0 1 0 TR

Total IRSEIlT COSTS 155.8 210.1 69.7 51.2 29.1 515.8 161.9 235.0 83.8 66.1 41.2 5E8.0

-43- Annex 3

JORDAN Tables 7 & 8AI0MN TRANSPORT AND IWNICIPAL DEVELPHENT PROJECTTable 7. PROJECT COORDINATION AND TRAINING UNIT

Detailed Cost lable

Base Costs Totals Includint ContioencipsOLketitt (J.D. '000) I.l. 000) Pl1.

----------------------------- ---------------------------------- ------------------------------------- oot. For. Bruss SwearsUnit 83/84 84/85 85/06 86/87 87/88 Total Unit Cost 83/84 84/85 85/86 86/87 87/88 Total 83/84 84/85 8i/86 86/e7 B7/88 Total Rate Exch. Tax Rate Accott==C ==Z. -= C=CV ,===== ==== === ==Z====== zz =- =C-======= == = ==== == =====,==== ======= ==== ===== =====C======

4, RSRNWEL

PROJECT RM itYR 0.8 1 I I 1 4.8 8,320 6.2 8.3 B.3 8.3 8.3 39.5 6.5 9.3 10.1 10.9 11.8 48.6 0 0 0 OPCEN3M1ER DYR 0.8 1 1 1 1 4.8 4,160 3.1 1.2 4.2 4.2 4.2 1908 3.2 4.7 3.0 5.3 3,9 24.3 0 0 0 DPCTRAINING C60RDINATOR N YR 0.8 1 1 I 1 4.B 4.160 3,1 4.2 4.2 4.2 4.2 19.8 3.2 '.7 S.O 3.3 5.9 24.3 0 0 0 OPCACCOUNTANT MtR 0.8 1 1 1 1 4.8 4.160 3.1 4.2 4.2 4.2 4.2 19.8 3.2 4.7 5.0 3.3 5.9 24,3 0 0 0 OPCACCOULTS CLWER m 0.8 1 1 1 1 4.8 3,120 2.3 3.1 3.1 3.1 3.1 14.8 2.4 3.5 3.8 4.1 4.4 18.2 U 0 0 OPCSENIOR SECRETARY MYR 0.8 1 I I 1 4.8 3.120 2.3 3.1 3.1 3.1 i:.l 14.6 2.4 3.5 3.8 4.1 4.4 1082 0 0 0 OPCASSISTANT SECRETARY IYR 0.8 1 1 1 1 4.8 2,080 1.6 2.1 2.1 2.1 2.1 9.9 1.6 2.3 2.5 2.7 2.9 12.1 0 0 0 OPCDRIVERS NYR 1.5 2 2 2 2 9.5 1,360 2.3 3.1 3.1 3.1 3.1 14.8 2.1 3.5 3.8 4.1 4.4 10.2 0 0 0 WPCMESSENGERS AtYR 1. 2 2 2 2 9.5 1,560 2.3 3.1 3.1 3.1 3.1 i4.8 2.4 3.5 3.8 4.1 4.4 18.2 0 0 0 OPC

Sub-Total PES8SONHEL 26.5 35.4 35.4 35.4 35.4 165.0 27.6 39,7 12.9 46.3 30.0 206.58. TECHNICAL ASSISTANCE PO1 NM 1.5 1.3 1.3 1.3 - 6 3,200 7.8 7.8 7.8 7.8 - 31.2 8.1 8.7 9.3 10.0 - 36.1 0 0.8 0 TAC. ACCOUNTANCY SERVICES mN 12 12 - - - 24 1,560 18.7 10.7 - - - 37.4 19.5 21.0 - - - 40.5 0 0.25 0 TAD, OPERATING EXPENSES - - - - - 12.0 12.0 12.0 12.0 12.0 59.8 12.4 13.9 .:4.5 1.6 16.8 72.6 0 0.2 0 OPCE. EUIPMENT

VEHICLES CAR 4 - - - - 4 4,160 16,6 - - - - 16.6 18.2 - - - - 18.2 0.03 0.9 0.01 EQPHDTKWY NACHINE lbC8 I - 1 2,080 2.1 - - - - 241 2.3 - - - - 2.3 0,S 0,9 0.01 E0MICRO COMvPTER mmCR 1 - 4,160 4.2 - - - - 4.2 4 S - 4.5 O.0 0.9 0.01 EONISCELLMA EGUIPNENT I - - - - 1 4.2 - - - -424.5 -4.5 0,0 0.9 0.01 E1

Sub-Total EWIPENT 27.0 - - - - 27.0 29.5 - - - - 29.5

Tol4l INVSTMENT COSTS 92.0 73.8 53.1 33.1 47.3 323.4 97.1 82.8 66.7 71.8 66.8 385.2

JORDAN10MAN TRANSPORT AND IURICIPAL DEVELOIIINT PROJECT

Pro.lect Coponent bs ToaeIJ.D. Million)

TotalBase Costs -------------------- -- ---- - ( LSi

83/84 84/B3 05186 86/07 07/68 J.D. Killion)

A. MA"I INTERSECTL8N IMPROtEiENTS 0.3 1.6 3.1 1.7 0.9 7.5 21.1B. TRAFFIC KiNAENENT AND ENGINEERING 0.3 1.2 1.4 0.6 0.2 3.7 10.3C. IES16N OF FUTLRE NETMARKS 0.3 0.3 0.2 - - 1.0 2.9D. UPGRADING MUNICIPAL TECHNICAL DEPTS 0.2 0.8 0.6 0.3 0.1 2.0 5.6E. SILID iASTE MEMENT 0.7 1.0 0.8 0.0 0.0 2.5 7.0F. AMM DEVELOPMENT PLANNING 0.2 0.2 0.1 0.1 0.0 0.5 1.48. PROJECT COORDIMATION AND TRAINING UNIT 0.1 0.1 0.1 0.1 0.0 0.3 0.9

Total BASELINE COSTS 2.0 3.4 6.1 2.8 1.3 17.5 49.3Phlsical Continsencies 0.1 0.6 0.9 0.4 0.2 2.2 6.1Price Contingencies 0.1 0.7 1.4 0.9 0.6 3.7 10.3

Total PROJECT COSTS 2.2 6.7 0.4 4.1 2.0 23.4 65.6

Taxis 0.0 0.4 0.7 0.4 0.2 1.7 4.7Foreign Exane 1.3 4.1 4.7 2.1 0.913.1 36.9

Annex 3Table 9

JORDZWIMAN TRAPT AND MUNICIPAL DEVELOPMENT PROJECT

Sumumr Account bw Tise

Base Costs +Base Costs Price Cant,

(J.D. '000) on Base Foreign Exchante…---------- - - … Costs -

83/84 84/85 85/86 86/87 87/88 Total (USS '000) T Amount

A. LAND 260.0 38.5 - - - 291.5 881.0 0.0 0.0Physical Contirnncies 10.4 - - - - 10.4 - 0.0 0.0Price Contingencies 10.8 4.7 - - - 15.6 - 0.0 0.0

Sub-Total INCLUDING CONTINGENCIES 281.2 43.2 - - - 324.4 881.0 0.0 0.0Taxes 28.1 1.3 - - - 3;.4 - 0.0 0.0

DB CIVIL MORltS 465.1 2,981,7 4,678.2 2,318.2 1,035.8 11,47S.0 38,864.7 55.0 6,313.5Physical Contingencies 63.0 478,3 779.4 401.2 197.7 1,915.7 - 55.0 1055.8Price Contingencies 20.7 412.2 14096.5 772.7 458.1 2076C.3 - 52.4 1i446.4

Sub-Total INCLUDING CONTINGENCIES 548.9 3,872.3 6,554.0 3.492.1 1,691,7 16,155.0 38864..7 54.6 B,815,7Taxes 54.9 387.2 655,4 349.2 169.2 1,61'.9 - 0.0 0.0Foreign Exchange 301.7 2,124.8 3,581.5 1,896.0 911.6 8815.7 - 0.0 0,0

C. EQUIPMENT 396.2 1,155.2 725.9 59.5 - 2%336.9 7,428.3 94.0 2,195.8Physical Continencies 20.3 67.8 56.3 8.9 - 153,4 - 93.0 142.7Price Continrencies 16.2 142.? 152,0 18.6 - 325.7 - 93,1 307,1

Sub-Total INCLUDING CONTINGENCIES 432.7 1,365,9 934.3 87.1 - 2.82C.0 79428.3 93.8 2.645,6Taxes 4.3 13.7 9.3 0Y9 - 20.2 - 0.0 0.0Foreign Exchange 409,3 1,288.1 870.1 78.1 - 2,645.6 - 0.0 0,0

D. PROFESSIONAL SERVICES 15.5 114.1 179.3 91.3 43.3 443.4 19516.1 25.0 110,9Physical Continsencies 2.2 19.6 32.2 16.8 8.1 78.8 - 25.0 19.7Price Contingencies 0.7 16.3 44.0 32.4 20.4 113.7 - 22.8 25,9

Sub-Total INCLUDING CONTINGENCIES 18.3 150.0 255.4 140,4 71.8 635.9 1.516.1 24.6 156,5Taxes 0.1 0.7 1.3 0.7 0.4 3.2 - 0.0 0.0Foreign Exchange 4.6 37.3 63,1 34.2 17.3 156.5 - 0.0 0,0

E. TECHNICAL ASSISTANCE 770,2 901,9 298.2 31,9 - 2,002.3 6Y209.0 59.0 1,181,6Price Contingencies 30.1 107.7 61.3 8.9 - 208.1 - 51.8 107.R

Sub-Total INCLUDING CONTINGENCIES 800.4 1.009.7 359.6 40.8 - 2,210.4 6,209.0 58.3 1,289.4Taxes 4,0 5.0 1.8 0.2 - 11.1 - 0.0 0.0Foreign Exchange 559.4 569.3 130.9 29.9 - 1,289.4 - 0.0 0.0

F, TRAINING 4.2 25,0 74.9 74.9 4.2 183,0 623.7 100.0 183.0Price Contingencies 0.2 2.9 14,5 20.0 1.4 39.0 - 100.0 39.0

Sdb-Total INCLUDING CONTINGENCIES 4.3 27.9 89.3 94.9 5.6 222.0 623.7 100.0 222.0Foreign Exehange 4.3 27.9 89.3 94.9 5.6 222.0 - 0.0 0.0

6. CONTRACT STAFF AND OPERATIONAL EXPENSES 102,5 175.4 175.4 175.4 175.4 804.3 20793.0 1.5 i2.0Price Continencies 4.1 21.6 37.3 54.3 72.6 190.0 - 1.2 2.3

Sub-Total INCLUDING CONTINGENCIES 106.6 197.0 212,8 229.8 248.1 994.3 2,793.0 1.4 14.3Foreign Excharle 2.5 2.7 2.9 3.0 3.2 14.3 - 0.0 0,0

Total INVESTNENT COSTS 2,013.7 5,391.8 6,131.9 2,751.2 1,258.8 17,547,5 58,315.8 57.0 9,996,7Physical Contingencies 95.9 565.8 867.9 426.9 205.8 2.162.3 - 56.3 1t218,2Price Contingencies 82.8 708.4 1,405.6 906.9 552.6 3.656,.3 - 52.7 1,928.5

Total INCLUDING CONTINiENCIES 2,192.5 6,66.0 8,405.4 4,085.1 2,017.2 23,366.1 58,315.8 56,3 13,143,5

Taxes 91.4 411.0 667.8 351,0 169.5 1,690,8 - 0.0 0.0Foreign Exchane 1,281.8 4P0O0,1 4f737.) 2,136,1 937+7 13,143.5 - 0.0 0.0

_ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ - - -_ _- - -- - --- -- -- - -_ _ _ _ _ _ _ _ - - -- -- -- - -- - - -- - -- -- -- ---__ _ _ _ _ _ _ _ _ _ _ _

-45- Annex 3Table 10

3WA T PT ID IUNICIPI DEWLOPIENIT POJECTSuurv Aceant bv Prmect Comawt

(JOD. '000)

WU ING PROJECT PhtsicalMAJR TRIFIC DESIGN Of IUICIPAL Mim COORDINATION Cortineies

INTERECTIUN IWIIINT AND FUTUR TECIIICAI SOLID WSTE DEWI.WENT AND TRAININGIMIENETS EIIIIEENING IETURS DEPTS NAAEMENT PANINS UIIIT Total I Amountmaauuum inmm inU _23 3U=3 in3z zu232323 :c- =m ==

At LAN 52.0 38.5 - - 208.0 - - 218.5 3.5 10.4Phtsical Cantiaruocies 10.4 - - - - - - 10.4 0.0 0.0Price Cantim its 2.5 4.7 - - 8.3 - - 15.6 2.7 0.4

Svb-Total INCLUDING CONTINECIES 64.9 43.2 - - 216.3 - - 324.4 3.3 10.8Taxes 6.5 4.3 - - 21.6 - - 32.4 3.3 1.1

1. CIVIL VWXS 6,968.0 24867.9 - 832.0 911.2 - - 11#479.0 16.7 19919.7Pthuical Continancin 1,393.6 396.6 - 7,8 121,7 - - 1919,7 0.0 0.0Price Cmntinimncius 1Y86B.4 593.0 - 159.3 139.5 - - 2,760.3 14.6 403.5

SubTotal INCLUDNIN CONTINGENCIES 10,230.0 3,857.4 - 999,1 1,072,4 - - 16,159.0 14.4 2.323.1Txes 1,023.0 385.7 - 99.9 107.2 - - 1,615.9 14.4 232.3Foreirn Exw 5,575.4 2M107.2 - 545.8 587.3 - - 8.915.7 14.4 1.267.1

C. EOUIPIENT - 426,4 - 452.4 1.431.0 - 27.0 2,336.9 6,6 153.4Phijeal Continimocies - 56.8 - 23.7 71.6 - 1.4 153.4 0.0 0.0Price Cantinimncies - 98.0 - 58,5 182,1 - 1.1 329.7 6,7 22.1

Sub-TotaL. INCLUDING CONTINGENCIES - 571.3 - 534.6 1t684.7 - 29,5 2.820.0 6.2 175.5Taxm - 5.7 - 5.3 16.8 - 0.3 28.2 6.2 1.8Forriiin Exehw - 513.4 - 507.1 1,591.6 - 26.5 2,645.6 6.2 163.0

D. PRIFEIISIOIL SERVICES 278.7 164,7 - - - - - 443.4 17.8 '78.8PM ieal Contidencies 55.7 23.1 - - - - - 78.8 0.0 0.0Prine Continimncles 78,2 35.5 - - - - - 113.7 15.3 17.4

Sub-Total INCUOING CONTINGENCIES 412.6 223,3 - - - - - 635.9 15.1 96.2Ta)"s 2,1 1.1 - - - - - 3.2 15.1 0.5Foriiln Exchwau 101.4 55.1 - - - - - 156.5 15.1 23.7

E, TECHNICAL ASSISTANCE 200.0 91.1 1P044.2 286,0 - 322,4 68,6 2,002.3 0.0 0,0Prie Contirniucins 7.8 14.1 120.4 29.2 - 28.7 7.9 208.1 0.0 0.0

STotaL INCLUDING CONTINGNCIES 207.8 95.2 1,164.6 315.2 - 351.1 76.6 2,210.4 0.0 0.0Tamx 1.0 0.5 5.8 1.6 - 1.8 0.4 11,1 0.0 0.0Foreiiin Exchdae 166.2 68.2 513.8 224.9 - 277.4 38.9 1,289.4 0.0 0.0

F. TIININ6 - 9S,8 - 20.8 - 62.4 - 183.0 0.0 0.0Price Continmcies - 23.0 - 4.0 - 12,0 - 39.0 0.0 0.0

Sub-Total INCLUDINB CONTINGENCIES - 122.8 - 24.8 - 74.4 - 222.0 0.0 0.0Foreiiin Exchdni - 122.8 - 24.8 - 74.4 - 222.0 0.0 0.0

6. CONTRACT STAFF AND PERTIONL EXPENSES - - - 411.8 33.7 131.0 227.8 804.3 0.0 0.0Price Continencies - - S9.0 8.1 31.5 51.4 190.0 0.0 0.0

Sub-Toal INCLUDING CONTINGENCIES - - - 510.8 41.8 162.5 279.2 994.3 0.0 0.0Foreign Exchne - - - - - - 14.3 14.3 0.0 0.0

Total INVEISlENT COSTS 7,498.7 3,678.4 1,044.2 2,003.0 2M493.9 515.8 323.4 17,547.5 12.3 2,162.3Phnsical Contingencies 1459.7 476.5 - 31.5 193.2 - 1.4 2,162.3 0.0 0.0Price Contingencies 11956.9 758.5 120.4 350.0 338.0 72.2 60.5 3.656.3 12,1 443.4

Total INCLUDING CONTINGENCIES 10,915.3 4,913.3 1 F164.6 2,384.5 3,015.2 588.0 385.2 23,366.1 11.2 2,605.7... ..... ...... *= s _ =l:~ ~ W_=__ = :== D w,ttrlm-113x= as -

Tas 1,032.6 397.4 5.8 106.8 145.7 1.8 0.7 1,690.8 13.9 235.6Femign lExchan 58443#0 2,8667 513,3 1,S2.5 2,I15,9 351.8 79.7 13143.5 11.1 1,453.7

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Annex 4Page 1 of 1

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

ESTIMATED SCHEDULE OF DISBURSEMENTS

Project Quarter/ All UrbanLa JordanYear Semester Disbursements Cumulative Loans IDA

Ending On Cumulative LoansLb Credits/CUS$ Million US$ Million % % % X

Year 1 31 December 1983 - - - - 0.131 March 1984 - - - - -

30 June 1984 0.9 0.9 3 1.3 2.4 3.3Year 2 30 September 1984 0.6 1.5 5 - - -

31 December 1984 1.8 3.3 11 - 12.3 10.630 June 1985 4.2 7.5 25 8.0 31.1 22.2

Year 3 31 December 1985 3.9 11.4 38 - 53.9 33.930 June 1986 3.9 15.3 51 20.2 73.8 47.4

Year 4 31 December 1986 4.5 19.8 66 - 87.4 60.330 June 1987 4.2 24.0 80 36.3 95.5 71.5

Year 5 31 December 1987 2.4 26.4 88 - 100.0 80.830 June 1988 2.1 28.5 95 53.4 - 88.0

Year 6 31 December 1988 1.5 30.0 100 - - 93.4

/a Average for 50 urban projects, average disbursement period is 9 years; latercumulative disbursements are. year 6 - 69.3%, year 7 - 82.7%, year 8 - 92.8%,year 9 - 100%.

lb Average for 7 projects, disbursement period is 4 1/2 years.

Ic Average for 11 projects, disbursement period is 6 1/2 years.

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.ANX 5Page I of 1

JORDAN

AJ4MAN TRANSPORT AkND MUNICIPAL. DEVELOPMENT PROJECT

PROJECT IMPLEMENTATION SCHEDULE

CoMPONENT 1-983 1 1984 1 1985 1986- 1 1987 I 1988 1________ ________ ________ ________ 3 6 9 1 3 6 9 * 3 6 9 3 6 9 1 3 6 9 r 3 6 -9 1

A. Pour Intersections IIII

Feasibility Study Iddddd .... I.......I.......I.......I.......I.......IIntersection No. 1 (Sports City) I....ass... I*bbb.*ddddddlddddddddddddlddd+eeeeeeeeleee+.......I........Intersection No. 2 (Third CircLe) .... aa+..[ ...... *blbbccddddddddlddddd+eeeeee[eeeee+......I.......IIntersection No. 3 (Nasr) I.....aa+.I*bbbccddddddiddddddd+eeeeleeeeeee4....I ........ I_...... IIntersectiont No. 4 (Nasser)..... aa+i ......... I*bbbcc*dddddlddddddddddddldddddddddddSleo!eeeeeeeee+I

I I I 8. Traffic Improvements I I I II

Central Business District Iaaaaa*bbbbcc Icddddddddddd dddddddddddd dddddseeeeeelIeeeee+......I.......ICorridors; I I I I IAl Quds & Misdar Streets laaaaa*bbbbcclcdddddddddddlddddddddddddlddddd+.e.e.eleeeee ...... I.......ICorridors 3 & 4 I..aaa .... I... aaa*bbbcclddddddddddddlddddddddddddlddddd+eeeeeeleeceee .... ICorridor 5 I..aaas.... I........ I.... aa*bbbcclddddddddddddlddddddddddd4le,eeeeeeeeee+I

Low Income Access Roads I..aa..... I... aaa*bbbcclddddddddddddlddddddseeeeeleeeeee ..... I....... IIsolated Junctions I.........I..aaa*bbcclcdddddddddddlddddddddddddldddddd4.ee..eleeee ....... IStaircase Improvements I..aa....aaal*bbbccddddddlddddddddddddiddddddddddd*I........I.......ITraffic Enforcement Training I III I IDiagnostic: Study I.aa .... blbccdd .... I.......I.......I.......I....... Short Courses (in house) I.......I......d.I ...... d.I ...... d.1.......I.......Special Training Courses.I... .... I......I......Idddd ..... dddd ...........

C. Ring Arterials IIIIIIFeasibility Study .. a....aal*bbbccddddddl+*.....I...... . I.......I......Detailed Designs I.......I.......I... dddddddddl+....... I.......I.......

D. Municipal Technical Departments I IIIiIEngineering Department:. Appoint.-tDirector ....... I...... ...... ...... I............... I-section Heads, Support Sttff .I......C.......I......l...... I...... I... ......-goad Maintenance Advisor I.......I......I....... ...... I............

Ro ad Maintenance Studies I.saa.......sabbccddddddlddddddddddddlddd ..... I.....I......Equipment I I I II I

Sign Workshop I..asaaa*bbbc*Iddddddddddddlsee.eeeee.eIe ........ I.......I.......Quality Control I.......I.... aa*bbbc*lddddddddddddl+eeeeeeeeeeeI ............. IHeavy Equipment I.......l.aa*bbbc*dddlddddddddd+cciccc*eeeeee*.I........ I.......I

Road Rehabilitation Contractsi I........I..aaaa*bbcclddddddddddddlddddddddddd+I ...... ... 1' .....Mechanical and Electrical Depar-tment; I I I I I Civil Works lasaaaa bbbcclcddddd ... ....... I ............. . I......IEquipment laaaaa*..bbbcIc*ddddddddddIdd4eeeeeeeeeleee ...... I.......I......IApp.int Accountant I.......0......I.......I.......I....... .......

Studies Department: Il

Appoint Traffic Eng,.neers. I I Local ....... l.... I... ...... I..... ... I............Foreign ..... ... ............ ...... ..... . .. I......

Land Acqu-isition: Order to Acqu~ire I....... ............. I. . ............... I......Surveysand Trantsferdddd...................I............Establishment 6 Staffing SoI'dWat

Management Department .......... ............ I............Topographic Survey ...... dddd ...... I.......I.......I.......I.......Civil Works I.......i..aa*bbc*dddlddddddddddddldd+eeeeeee~eelee....... I.......IClosing Marks Site I.......I..aa*bbc*dddlddddddddddddI~dddddddddd4iI........ I.......IEquipment: Disposal I.aas......aaaa*bbbc*ddlddddddddddd4Ieeeeeeeeeee+IL............ . . I

Collection Iaaa*bbbc*dlddddddddddddlddddddeeeeeeleeeeee+.....I....... ...... Introduction of New Charging System I.......1* .......... I.......I.......I.......I.......IImplementation Higher Tariffs ....... I..... .......... 1* ...... I.......I...... IStudy of Collection System I.......Iddddddddddd4I ....... I.......I.......I.......

F. Amman Developm ent Planning I I IIAppoint Principal 3 TA Staff ......... I...... ...... . I ....... I...... I ....... IAppoint Additional Local Staff ........ ...... I......I...... . I .......I...... . IIssue Amman Development Plan: I I I IIIBackground, Land Use Volume ........ I................... ... ..... ... I...... 20 Year Strategy Volume .......... . ........ ........ ...... ............ 6 Year Investment Program . . . ............ 1* . . ...... ...... ............

Training Courses I i nlte r mi t te n t

G. Project Coordination. Training, GeneralI IIIAppoin Project Manager ....... ...... ........ I... .... ... ............Appoint Other Staff ........ I................... .... ... ... I......TA for Municipal Accounts I.....aa*bblccddddddddddldddddd+......I....... I.......I.......IPresentation Municipal Finance Plan .............. .. I.-.+.....I.......I..... ... ......T'raining Programs & Specialist TA li nt e r m i tt e nt

KEYCivil Works. Equipment Technical Assistance, Stuldies

4. Completion of specific tasks (i.e. acquire land, appoint technical assistance)asasa Design, and prequalification contractors Draft TORs, and make shortlistbbbbb Bidding Request for proposalsccccc Evaluation, negotiation & award of contractddddd Construction, delivery of equipment Study executioneeeee Defect & liability period

* Bank review, approval of designs, draft contracts, discussion of reports.

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Annex 6Page 1 of 2

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

MONITORING INDICATORS

1983 1984 1985 1986 1987 1988

1. Major Intersections(a) Physical Completion:1. Sports City; % Complete - 33 80 100 - -2. Nasr; % Complete - 75 100 - - -3. Nasser Circle: % Complete - - - 25 80 1004. Third Circle: % Complete - - 10 80 100 -(b)Traffic Growth; vehicles/hr /-a

at each intersection

2. Traffic Improvements(a)Physical Completion:

CBD; % Complete - 15 65 100 - -Al Misdar;% Complete - 25 75 100 - -Al Quds: % Complete - 25 75 100 - -King Husein; % Complete - - 35 75 100 -Mahatta Street; % Complete - - 25 50 100 -Khaled :Lbn Al Walid Street;% Complete - - - 50 100 -

Staircases - % complete - 20 60 100 - -Access to .Low-income areas;

% Complete - - 65 100 - -Isolated Junctions: % Complete -- - 35 75 100 -Traffic Enforcement Training

Trainees 20 20 25 25(b)Traffic Growth; vehicles/hr/b

in each corridor3. Engineering Department:

-Senior contract engineers in ED - 7 7 7 7 7-(Quality i.ndicators will be definedby studies by RSS ancl RoadMaintenance Advisor)-Number of traffic engineers 2 3 3 3 3 3

a/ Vehicles entering area per hour during average peak period.b/ Vehicles leaving corridor to CBD.

(continued)

- 49 -

(continued) Annex 6Page 2 olf 2

1983 1984 1985 1986 1987 1988

4. ]Municipal Workshop-hours between engine overhauls-X of vehicle & equipment fleet - - - - 15X -stopped for repairs, daily

-staff (excl. drivers) 115 115 115 115 115-value stores of spare parts (JD,

1983 prices) 30,000

5. Studies Department(Regular Staff, excl., TA)

-Technical Staff 23 27Lc 27 27 28 -

-New Planning Staff, (2 Economists, 7 7 7 7 -

2 Municipal Engineers, 2 TransportPlanners, Geologist/Soil MechanicsEngineer)-Trainees on special courses(Planning, Traffic Engineering) - 3 5 10 10 -

6. Solid Waste-Tons collected in Amman from.-Households (t/yr) - 180 188 193 203 211-Other-Direct Collection cost/ton(JD/ton) 8.4

-Tons disposed in landfills('000/yr)from. Amman

Other municipalities - - 60 95 113 136-Disposal Cost per ton (JD/ton) - - 1.4 1.5 1.6 1.8-Solid Waste Receipts fromhouseholds & businesses(JD'000) 305 700 1400 1854 2076 2326-Receipts to Landfills fromOther Municipalities (JD'000) - - 85 143 187 240

7. Municipal Finances

Tax revenues(JD Million) 12.5 15.0 .18.0 20.0 28.5 -

Operating Expenditures (JD Million) 8.0 8.8 9.7 10.7 11.7

/c Includes appointment on contract of 2 senior road design engineeres and 2 juniortraffic engineers (to be trained with assistance of traffic engineering advisor)

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Annex 7

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

SCHEDULE OF STAFF INCREASES, TECHNICAL ASSISTANCE, POLICIES, AND STUDIES

The institutional improvements to be introduced during theproject consist of two major types; (a) strengthening staffing ofrelevant departments, including technical assistance and (b) introducingpolicy changes, some of them to be based on studies carried out duringthe project. The numbers and qualifications of staff, and the dates bywhich they will be recruited, are set out in Table 1. Table 2 does thesame for Technical Assistance. Table 3 lists the policy covenants andTable 4 lists the stu,lies to be carried out and proposed completion dates.

-51- Annex 7

Table 1, Page 1

JORDAN

AMMAN TRlANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

Table 1; SCHEDULE OF STAFFING

Agency/Position Qualifications Date of Appointment

PROJECT TRAINING AND COORDINATION UNIT

Project Manager Civil engineer with at least 12 years of October 31, 1983experience in design and supervision ofcivil works, including roads, familiarwith urban planning, management, andbudgeting control.

Project Engineer Civil engineer with at least 8 years of October 31, 1983experience in design and supervision ofcivil works, experience in procurement.

Project Accountant Holder of a recognized accountancy October 31, 1983qualification and at least 8 years ofexperience, preferably in business aswell as in government.

TrairLing Coordinator At least 8 years of working experience October 31, 1983in a technical field related to municipalservices (e.g., civil engineer); prefer-.:bly including experience in managingt:raining programs.

ENGINEERING DEPARTMENT

Director Civil engineer, with more than 12 years I)ecember 31, 1983experience in supervision of all aspectsof highway and traffic engineeringincluding at least 4 years in urbanareas; management of a section or depart-ment engaged in design, supervision, andcirect construction of works.

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Annex 7Table 1, Page 2

Agency/Position Qualifications Date of Appointment

Heads of Sections Civil engineers with at least 10 years December 31, 1983concerned with; of relevant experience in highway engin-

- contract super- eering including urban experience.vision

- direct construction

3 Senior Engineers Civil engineers with 5 or more years expe- December 31, 1983rience in construction of roads, intersec-tions, and/or road maintenance. At leastone engineer should have extensiveexperience in urban traffic engineering.

4 Technicians Two signal technicians with vocational December 31, 1983(traffic engineering training in electronics. Two graduatessection) of civil/mechanical vocational technical

school, drafting ability required.

MECHANICAL AND ELECTRICAL DEPARTMENT

Accountant Professional accountancy qualification December 31, 1983and at least 5 years of experience, orsenior bookkeeper with 12 years ofexperience in the private as well as thegovernment sector.

SOLID WASTE MANAGEMENT DEPARTMENT

Director Municipal Engineer with at least 10 December 31, 1983years experience including in designand operation of solid waste collec-tion and disposal activities.

December 31, 1983Heads of Sections for: Civil Engineers with at least 5 years(1) Planning and experience of solid waste management.

Control(2) Solid Waste

Disposal Unit

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Annex 7Table 1, Page 3

Agency/Position Qualifications Date of Appointment

STUDIES DEPARTMENT

For the DevelopmentPlanning Section

2 Economists La Graduates in economics, preferably with December 31, 1983some post graduate training or experienceand knowledge of one or more of severalfields including cost benefit analysis,urban economics, or transport economics.

2 Transport plannersLa Graduates in engineering, urban planning, December 31, 1983or economics, with specialization intransport, preferably some post-graduatetraining and experience in this field.

2 Municipal engineers La Degree in civil engineering, prefer- December 31, 1983ably with experience in design andsupervision of municipal activities(e.g., roads, water and sewerage, solidwaste disposal).

1 Geologist/Soil mechanic Graduate civil engineer specialized in December 31, 1983soil mechanics and with knowledge ofgeology, or geologist with engineeringknowledge.

For the Design StudiesSection

2 Senior Civil Engineers Civil engineers with at least 10 years December 31, 1983experience in design of roads, drainageworks, and structures. One should pre-ferably have some traffic engineeringexperience.

2 t:raffic engineers/a Civil engineers with specialization December 31, 1983(if possible) in traffic engineering.

/a Given low municipal pay scales, these staff members are expected to be quite junior.They will receive on-the-job training in the course of carrying out planning functionswith the technical assistance and senior contract personnel. It is also intended thatthey receive specialized courses in Jordan and abroad to upgrade their skills.

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Annex 7Table 2

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

Table 2_ TECHNICAL ASSISTANCE UNDER THE PROJECT

Responsible Department Nature of Technical Assistance MM Date to be Engaged

SD (Traffic Engineering) Traffic Engineer (TORs at 18 December 31, 1983Annex 8a)Traffic Signals Specialist 4 December 31, 1983(intermittent) (TORs atAnnex 8b)

Department of Public Technical Assistance for 18 December 31, 1983Security Traffic Police Training

SD Engineering & Economic ) July 1, 1984Feasibility Study of )Arterial Roads (TORs )at Annex 8c) ) 190

)SD Detailed designs for ) July 1, 1985

arterial roads )

ED Road Maintenance Engineer December 31, 1983(18 months)(TORs atAnnex 8d)

ED Studies on Pavement Eva- June 30, 1984luation, and Quality Con-trol

SD Economist (24 MM), Trans- 60 December 31, 1983port Planner (18 MM), andMujnicipal Engineer (18 MM)to assist with Developmentplan and policy analysis(TORs at Annex 8e).

Financial Department Accountancy services to 24 December 31, 1983(AM) assist introduction of

computerization and ofcost accounting.

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Annex 7Table 3, Paget 1

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

Table 3; AGREEMENTS ON POLICIES

Agency/Policy Change Objective/Supplementary Information Date for Implementation

ENGINEERING DEPARTMENT

I.Restrict expansion in Utilize the limited resources avail- December 31, 1985volume of force account able to ED to ensure sound supervi-work on road construction sion and quality control, which areand repair, sidewalks, necessarily government sector activi-retairLing walls and ties, and have the private sectorstaircases, and reduce take responsibility for more of theshare of force account task of actual construction.to 30% or less.

MECHANICAL AND ELECTRICAL DEPARTMENT

l.Relinoluish control over To improve efficiency of user December 31, 1983drivers of vehicles clepartments through giving themoperated by other authority over equipment operators.departments.

2.Introduce a provider-user The M&ED would purchase vehicles December 31, 1983system for vehicle according to specifications agreedmanagement and use with user departments. It would

provide these vehicles on a leasebasis, with user departments payingfrom their budgets a charge to re-cover the costs of maintenance, re-pairs and depreciation and capitalinvested. This system is expected toprovide the opportunity and incentivefor the municipality continuously tocompare costs and service levelsoffered by M&ED with those availablefrom the private sector, and so createaLn opportunity for more efficientoperation of the vehicle fleet.

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Annex 7Table 3, Page 2

Agency/Policy Change Objective/Supplementary Information Date for Implementation

3.Adopt a vehicle and This would improve the efficiency December 31, 1983equipment replacement and dependability of the fleet,policy based on age and would facilitate orderly repairmileage criteria, and on work, and budgeting for equipment.the desirability ofstandardizing majorequipment items

4.Develop and imple- Lack of required spares is a factor December 31, 1985ment a policy on in excessive repair turnaround time.spare parts which Ordering practices are cumbersome,would, inter alia, and over-ordering is common. Insuf-reduce the value of fEicient attention is given to ensuringspares to JD 3,000 that equipment suppliers stock suffi-(in 1983 prices) or cient spares which can be purchasedless :in small quantities as needed. The

aim of this policy is to improve theavailability of spares through appro-priate specifications of equipmenttenders, while reducing the capitaltied up in spares at any time.

4.No expansion for 5 The proposed improvements in equip- Immediatelyyears of staff con- rnent and civil works would enablecerned with vehicle the workshop to handle at least 50%repair, maintenance, mnore vehicles.or administrationexcept for oneaccountant.

ALL TECHNICAL DEPARTMENTS*

Introduce cost To provide a basis for evaluating January 1, 1986accounting efficiency of different municipal

operations.

* (ED, M&ED, SD, SiMD)

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Annex 7Table 4

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

Table 4; SCHEDULE OF STUDIES TO BE UNDERTAKENAND RESULTS TO BE FORWARDED FOR BANK REVIEW

Agency/Department Study Date of Completion

SD Engineering and Economic Feasibility December 31, 1984Studies of Arterial Roads in Amman(TORs at Annex 8c)

SD Detailed designs for arterial roads June 30, 1986(details on roads and timing dependon feasibility studies)

SWMD Study of means to increase the pro- December 31, 1984ductivity of solid waste collection

SD 20 year development strategy for July 31, 1984Amman

SD 6-year investment program for Amman December 31, 1984

Amman Municipality, 5 year Plan for Municipality of Amman March 31, 1985Government Finances

Finance Department Improvement of accounting system, June 30, 1985introduction of cost accounting

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Annex 8(a)Page 1 of 2

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

QUALIFICATIONS AND TERMS OF REFERENCE FOR

TRAFFIC ENGINEERING ADVISOR

Location; Traffic Engineering Division, Studies Department,Amman Municipality

Duration of Appointment: 18 months

Qualifications and Experience:

A registered (chartered) civil engineer with graduatequalifications in traffic/transport engineering and planning. Aminimum of twelve (12) years experience as a practising trafficengineer, specifically in (i) design and implementation of trafficschemes; and (ii) traffic studies. Experience with parkingmanagement and traffic signals would be desirable.

General Duties;

(i) Assisting the Studies Department in designing its trafficimprovement program.

(ii) Assisting the Municipality in developing a traffic monitoringfunction and its use for programming and designing correctiveactions and for monitoring effectiveness of ongoing programs.

(iii) Advising the Municipality in its efforts to builJd up local capacityin diagnosing traffic problems; designing, implementing andevaluating corrective actions; and developing traffic policies andstandards.

(iv) Assisting in coordinating traffic engineering activities with widerprocess of transport engineering and planning in Amman Municipalityand Amman Region.

(v) Advising the Engineering Department in tendering and supervisingthe implementation of the traffic improvement program.

(vi) Training of local counterpart staff in the above aspects of trafficengineering/planning.

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Annex 8(a)Page 2 of 2

pecific Duties:

(i) Assisting in detailed engineering design costing, evaluation andproduction of bid documents for elements of a traffic improvementsprogram of Aimman Municipality which was brought by June 1983 toapproximately sketch design/preliminary cost level.

(ii) Assisting in developing an area-wide traffic monitoring program,covering location, frequency and practical procedures for surveyingtraffic volumes (vehicular and pedestrian), travel/spot speeds(delays), parking characteristics, traffic accidents and trafficrelated enforcement trends. The program would have a two-foldpurpose: (a) monitoring effectiveness of the on-going trafficimprovements and major intersections improvement project; and(b) establishing a consistent and systematic data base fortraffic/transport planning activities in Amman. This activitywould be carried out in cooperation with the transport planningadvisor and local counterpart staff of the Studies Department (seeTerms of Reference for Transport Planning Advisor).

(iii) Assisting the Municipality in performing the technical stafffunctions for the Local Traffic Committee and the Amman RegionalTraffic Committee.

(iv) Assisting in following up and evaluating t:raffic aspects ofon-going feasibility/design studies, projects and proposals.

(v) Advising the Municipality on the need for and monitoring the workof short-teni specialist advice in developing traffic-relatedpolicy, standards, specifications, warrants and procedures.Traffic signals, parking and accident reduction are three highpriority areas in this matter.

(vi) Advising ED in:(a) the tendering process: advertising, prequalification of

contraLctors, issuing tender documents, bid evaluation andcontract negotiations, and

(b) overseeing and coordinating the implementation of diverseconstruction contracts related to traffic improvementprogram.

(vii) Assisting with training of traffic engineering and design staffthrough (a) on-the-job advice, (b) identifying the need for,recommending, and giving specific lecture and training activitiesin Jordan, and (c) identifying appropriate short courses in Jordanor abroad which would be suitable to upgrade the skills of localtraffic engineering personnel.

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JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

QUALIEICATIONS AND TERMS OF REFERENCE FOR

TRAFFIC SIGNALS SPECIALIST

Location; Traffic Engineering Division, Studies Department,Municipality of Amman.

Duration of Appointment; Four (4) months.

Qualifications and Experience;

An engineer w:ith no less than 12 years of experience in specifying,commissioning, installing and operating traffic signals in a majorcity (not smaller than one million).

General Duties;

To assist Amman Municipality in developing a traffic signalspolicy, specifications and warrants.

Specific Duties;

Working closely with the Traffic Engineering Advisor and localcounterpart staff in the Studies and Engineering Departments of theMunicipality, the Traffic Signal Specialist will assist in;

(i) compiling an inventory of existing/committed traffic signalinstallations in Amman;

(ii) evaluating local experience with traffic signals (especially inview of a complete breakdown of Amman central area signals in thelate 1970s leading to their switching off and eventualrecommisioning);

(iii) drafting a traffic signals policy for Amman. This will addresstraffic, equipment and contractual aspects of designing, buying,installing and operating signals;

(iv) developing minimum functional specifications for signals to(a) ensure that appropriate, cost-effective signal equipment isspecified, and (b) cover a range of local needs from simplesignalling situations to the most complex (area signal control);

(v) developing traffic signal warrants to insure that signals areinstalled at all sites where they are justified by capacity/safetyconsiderations;

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(vi) developing a preliminary assessment of introducing traffic-adjustedarea traffic control (with on-line optimization) in central Amman;and

(vii) evaluating the Municipality's staffing and training needs in thearea of traffic signals.

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JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

ENGINEERING/ECONOMIC FEASIBILITY STUDY OF

ARTERIAL ROADS IN AMMAN

Terms of Reference

1. Introduction

1.01 The Government of Jordan has requested the assistance of the WorldBank in preparing and implementing the above Project. The Project will cutacross a spectrum of municipal services and will consist of.

(i) improvements to four strategic traffic bottlenecks in Amman;

(ii) traffic improvements in central Amman, along major radialcorridors, on some isolated intersections and access road links,and on public staircases;

(iii) improvements to facilities, equipment and practices in themunicipal vehicle maintenance workshop;

(iv) development and implementation of a road maintenance program;

(v) improvements to the solid waste collection and disposal system;and

(vi) studies, training and technical assistance.

1.02 These terms of reference are concerned solely with an element of thecategory (vi) from above, namely an engineering/economic feasibility study ofsome major arterial road links in Amman.

2. Background

2.01 The arterial highway network of Amman has been largely radial, sincethe city developed along a fan of deep valleys (wadis) and the interveningridges (jabals). In recent years, two incomplete ring connections haveemerged in the north and at some distance from the centre of Amman;

(i) The Inner Ring Road, about 3.5 km from the center of Amman,stretching from the Fourth Circle in the west, through theNasser (Ministry of Interior) Circle to the Nasr Interchange,where it joins the Penetrator Road (the main northeasternradial); and

(ii) the Outer Ring Road, roughly parallel to the Inner Ring, butanother 2 kn further to the north.

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The rings are of variable standards, and typically use large roundabouts

(circles) at several locations where they intersect key radials.

2.02 This network development, guided as much by rapid urban growth in thenorthern direction as by the very large investment which would be needed for a

ring road closer to the center including bridges and tunnels, has left severallarge gaps, specifically;

(i) southern ring (central area bypass);

(ii) direct connection between the thriving north/northwest Jebels,Amman, Webdeh and Hussein; and

(iii) poor ring/radial connections due north of the center.

As a consequence, much of the traffic between east and west Amman is forced to

pass through the center where, together with traffic destined for the centerand large volumes of circulating pedestrians, it has created continuous:0-hour congestion; the only alternative is to use the northern route alonglthe existing rings, sometimes requiring a four- to five-fold increase in tripLength and cre!ating bott:lenecks on key intersections of the Inner Ring, all ofwhich but one are at-grade.

2.03 A number of proposals have been put forward in recent years forhighway network additions designed to close the gaps cited above. The Amman'Region Transportation Study (ARTS), completed in 1981, endorsed the so-calledJabals Ring Road, consisting of. (a) a completely new western link betweenFiras (Maxim Circle) and Ras Al Ain Street at Abdoun Road, passing through orclose to the Third Circle; (b) an improved/new southern by-pass of the centrefrom Abdoun Road to Raghadan Interchange in the northeast; (c) an improvedconnection from Raghadan to the Firas Circle; and (d) a connector from theFiras Circle t:o the Inner Ring. The ARTS included this scheme, costed at JD21 million (in 1980 terms) and with an internal rate-of-return of jus under9%, in the recommended Highway Master Plan for the Amman Region. Morerecently, a proposal has been made to replace the connector described in (d)above with a radial road along Wadi Haddadah. In 1983, the Government engagedconsultants toD carry out detailed feasibility studies for upgrading fourstrategic intersections, three on the Inner Ring (Third Circle, Nasser Circle,Nasr Interchange) and one (Sports City) on the Outer Ring. These studies areunderway, but their results and the related Government decision will be knownshortly.

2.04 The Government places high priority on the resolution of thestrategic transport issues in the Amman Region upon which the efficientfunctioning and further development of the Region vitally depends. Ittherefore wishes to commiLssion a feasibility study (hereafter the Study) for adetailed evaluation of the relevant options.

1/ The rate--of-return was calculated against an apparent do-nothingalternative. Both the cost estimates and traffic data were done at apre-feasibility study level.

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3. Objectives

3.01 The objective of the Project is to provide a refined engineering/economic basis to enable the Government to select a program of highwayinvestments meant to resolve traffic problems of the Amman central area and toimprove the connection between the inner western jabals. The Study willtherefore involve a full-scale feasibility analysis of alternative alignments,design standards and coDnstruction timing of relevant new/improved highwaylinks.

4. Scope of Work

4.01 The Study will consist of the standard elements of urban highwayfeasibility studies; (i) review of past studies; (ii) traffic, network andsite investigations; (iii) conceptualization, preliminary design andconstruction costing i,or promising options; (iv) travel and trafficforecasting; (v) forecasting relative impacts of the options and economicevaluation; (vi) qualitative evaluation; and (vii) refining the recommendedprogram.

4.02 What places this Project apart from others is a combination ofdifficult topography, unstable terrain and sizeable impacts on the rest of thenetwork that several options are likely to have. It follows that smallvariations in size and/or alignment will have a large impact on constructioncosts. The Project shall therefore go to an unusual depth in its siteinvestigations and traffic studies, as specified below.

Review of Past Studies

4.03 All relevant past studies and proposals shall be reviewed. Particularattention should be paid to the three recent sources; (a) the ARTS (1981); (b)Four Intersections Study in Amman (1983); and (c) Jordan National TransportStudy (1983). The Consultants shall analyze data collected and modelsdeveloped by the two former studies with a view to using them in a properlyupdated form for the work at hand.

Traffic Studies and Network Modelling

4.04 Traffic planning in Amman has suffered in the past: from an absence ofreliable data on current traffic characteristics (volume counts to capturevariations by hour, day or season; speed/delay measurements). The Studyshould focus on data collection not only for the purpose of trafficforecasting, but also for calibrating plausible speed/volume relationships foruse in highway network maodelling. Since the network model developed by theARTS is not considered sufficiently detailed for the current purpose, theConsultants shall develop a suitable model capable of, inter alia, reflectingdelays at key intersections based on speed;volume characteristics measured inAmman.

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Site Investigations

4.05 As stated above, the terrain is difficult along some promisingalignments. For example, along a direct link between Jabals Amman, Weibdehandl Hussein, a succession of ridges and valleys raises the question ofengineering feasibility of the link. In the Seil Street corridor, somealignment options may face land-slip problems, while others ma,y requiresubstantial property acquisition. It is therefore of utmost importance tocarry out detailed site investigations, including topographic, drainage, soilsand materials surveys. Particular attenition should be paid to sub-surfacesoil samples at the potential locations of bridges and/or tunnels.

Design of Alternatives

4.06 The key questions that the Study will attempt to answer, for certainhighway links, are as foLlows;

(i) should the! links in question be constructed/improved at allwithin the time frame of the analysis, taken to be lhe period1985-2000?

(ii) if so, what are the most attractive alignments, design (level ofservice) standards, and time schedules for construction/improvement of the said links?

These considerations should guide the Consultants in selecting alternativedesign, also bearing iin mind that preliminary engineering/costing to 20%accuracy in quantities will be carried out for each proposed alternative.Siince this will bear both on the costs of the Study and its ultimate! relevancefor decision-making, the Consultants will seek the approval of the Governmentfor the list of options prior to undertaking preliminary design/costing.

4.07 In addition to the above, the Consultants will 'be guided, in theirselection of options to be studied, by a consideration of specific transportproblems that the options would try to resolve (Para. 2.02).

Travel and Traffic Forecasting

4.08 For the purpose of overall travel forecasting, the Consultants willupdate the development scenarios from the ARTS, taking into consideration:(i) the latest economic and demographic trends on the country/regional scale;(ii) changes in urban development patterns in Amman ciccurring since thecompletion of the ARTS (e.g., opening of the Queen Alia Airport); and (iii)prospects for the future, in particular for some large-scale developments(e.g., new center for Anmman).

4.09 The Consultants are expected to develop no less than two landuse/transport scenarios 'based on different demographic, economic and/or modalsplit assumptions. The forecasts should be developed for the period up toyear 2,000 in 5-year increments.

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4.10 Traffic forecasts should be developed for alternative networkconfigurations. Since certain proposed links may alter not only routeselection bul: also origin/destination patterns, it is expected that theConsultants will have multiple runs of the trip distribution model, or showcause as to why this was not done.

Forecasting Impacts

4.11 The Consultants should explain in detail their approach to trafficforecasts "with" and "without" the improvements under study, and particularlytheir treatment of volume/speed relationships on links approaching saturationin some minimum-construction alternatives, since these are likely to have verylarge impacts on benefit calculations.

Economic and Qualitative Evaluation

4.12 Due to a great degree of interdependency between various links underconsideration, alternatives will be tested as packages rather than individuallinks. Present worth analysis will be carried out using discount rates of10%.

4.13 The results of economic evaluation shall be supplemented by aqualitative comparison of options including those impacts of different optionswhiich were not: captured through engineering/economic analyses.

Refining the Recommended Program

4.14 Following the review of the Consultants' recommendations and subjectto the approval of the Government, preliminary engineering/costing shall berefined as a preparation for undertaking detailed engineering. Particularlyfor engineering, this should include, inter alia.

(i) estimates of quantities to a 20% accuracy for principal itemssuch as earthwork, showing separately ordinary material androck, including overhaul as necessary, pavement sub-base, baseand surfacing, and drainage and other structures; preliminaryengineering for tunnels, bridges and other major structures,including determination of the spans, types of superstructureand foundations;

(ii) the proposed mode of constrtiction; and

(iii) suitable sources of materials.

4.15 Cost estimates, on a basis of links as defined for economic analysis,should include inter alia;

(i) cost for construction/improvement with and without taxes;

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(ii) foreign exchange and local currency components of costs forcivil works, equipment and professional services required; and

(iii) amounts and costs of land acquisitions required for diverselinks.

4.16 Following the above, the results of economic analysis shall bereviewed in the light of the refined cost estimates for the recommendedpackage.

Final Report

4.17 The Final Report: of the Study shall include, but not be limited to.

(i) concise descriptions of the topographic, soil and materials,drainage, and traffic surveys carried out, and of the principalmethods of engineering design and economic analyses employed;

(ii) analyses of the conditions, loads and traffic capacity of majorexisting highway facilities (and of those being constructed);

(iii) descriptions and traffic capacities of the proposed links;

(iv) plans and profiles for the entire lengths of links proposed forconstruction/improvement to adequate scale and detail, includingthe necessary right-of-way and land acquisition;

(v) for each of the project items, typical cross sections andoutline specifications;

(vi) for major bridges and tunnels, the main design features,including foundations, substructure, superstructure and methodof construction;

(vii) recommendat:ions on control of access and adjacent landdevelopment as appropriate;

(viii) an assessment of the availability and capacity of any domesticcontractors, who would be in a position to undertake the proposedconstruction works; and

(ix) time schedules, as recommended, for: (a) detailed engineeringand preparation of bidding documents; (b) prequalification ofcontractors; (c) tendering process; and (d) construction.

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JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

ROAD MAINTENANCE ENGINEERING ADVISOR

Terms of Reference

Background

1. The Government of Jordan has requested the assistance of the WorldBank in the financing of the Amman Transport and Municipal Development Project.

2. The Project will comprise capacity improvements at four keyintersections, traffic engineering and management, equipment for andimprovement of road maintenance planning and practices, equipment for vehiclemaintenance, workshop remodelling, traffic safety, equipment for collectionand disposal of solid waste, and technical assistance and training.

3. These TOR are concerned with assistance to the Municipality ofAmman's Engineering Department to plan and execute road maintenance in a morecost effective manner lby the preparation of a road inventory, a pavementevaluation system, road maintenance strategies, technical guidelines on roadmaintenance activities, drainage strategy and outline plan, trainingdevelopment and quality control. The above planning activities are seen ascontinuous functions of the Engineering Department. The assistance isrequired to commence these activities.

Organization

4. The Municipality of Amman is in the process of reorganizationfollowing the appointment of the new Lord Mayor in February 1983. During 1983an Engineering Department is being established under a Director (and theoverall responsibility of the Technical Assistant to the Lord Mayor) withresponsibility for the supervision and execution of all direct labor andcontract works required by the Municipality. The Engineering Department willcomprise two sections: a Direct Labor Section (DLS) and a Contracts Section(CS). Most routine maintenance, and some periodic maintenance, will becarried out by DLS. It is anticipated that the expenditure on Direct LaborWorks would not exceed 30% of the expenditure of the Municipality on all roadworks.

5. The Direct Labor Section will comprise four main units; trafficengineering, maintenance planning (including the laboratory and qualitycontrol), road maintenarnce, and building maintenance. The staffing of DLS(including the appointment of a Head of DLS) has not yet been finalized butwill comprise staff from the former Public Works Department plus additionalengineers to be engaged on contract terms. The Municipality intends to engageadditional qualified ancd experienced engineers for the Maintenance PlanningUnit by October 31, 1983. (The minimum would be one senior engineer plus twomiddle range engineers.)

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Annex 8(d)Page 2 of 6

Objectives

15. The objectives of the technical assistance services are to assist the])irect Labor Section to;

(a) establish an inventory of existing road data by categories (main,secondary, tertiary, development);

(b) establish pavement condition indices for main and secondary roads;

(c) carry out a road structure analysis and evaluation and determineremaining life on main and secondary roads;

(d) formulate and develop road maintenance strategies, evaluate theircost effectiveness, and prepare guidelines for rehabilitation andmaintenance plans for sealing, spot repair, scarifying, overlay, etc.;

(e) develop guideLines for control of road openings and trenchreinstatement including design of repairs;

(f) develop an outline strategy for drainage improvements in roadmaintenance and prepare guidelines for drainage works such as roadgullies, manholes, culverts and outfalls;

(g) improve quality control over materials used and workmanship byenhancing the capability of the DLS laboratory;

(h) prepare TOR for the appointment of the Royal Scientific Society (RSS)or other specialist groups to carry specific research intomaintenance requirements e.g. mix design, aggregate testing, andremaining life analysis of particular roads, and supervise suchappointed groups, report on findings, and assimilate approvedfindings into the DLS work activity and program; and

(i) prepare staff training programs for specific road maintenance taskssuch as patching, concrete work, etc.

Scope of Activities

7. Technical assistance services would be provided to the Direct LaborSection over a period of 18 months. They would comprise advice and assistanceon the following main elements of a planned and cost effective roadmaintenance program to be carried out by DLS.

Inventory Data File

(a) Prepare a road inventory system, initially to be maintained in manualform but suitable for future computer usage. The system should becapable of carrying all relevant data on road characteristics andconditions and of being readily updated.

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Annex 8(d)Page 3 of 6

(b) Collect all relevant information from existing records supplementedby field surveys by DLS (or sub-contractors).

(c) Establish procedures for regular (semi-annual) updating of theinventory.

Pavement Condition Indices

(a) Organize and execute surveys (on a semi-annual basis) of surfaceconditions and roughness for the 95 km of primary road and 115 km ofsecondary road (using Hays Meter or equivalent).

(b) Establish pavement condition indices for Amman and calculate valuesfor each road section and enter these into the road inventory.

Structural Surveys Analysis and Evaluation and Remaining Life Calculations

(a) Organize and execute on an annual basis structural surveys of themain and secondary road networks using appropriate methods includingthe use of available survey equipment, e.g. from the Ministry ofPublic Works (deflection surveys, pavement and subsoil cores).

(b) Analyze survey data and test results, using traffic volumes andweight, pavement condition indices, etc. to determine the remaininglife of roads.

(c) Establish, to extent possible, the remaining life of the pavement,adequacy of existing pavement designs, load limits and structuralrequirements including overlay, scarifying and reconstruction.

Maintenance Standards an,d Ratings

(a) Establish a maintenance rating system which would indicate when andwhat action is necessary at threshold rating levels to triggerinterventions and new works. The system should distinguish betweendifferent maintenance needs within individual lengths of road, takinginto account traffic flow as well as physical condition. The type ofsystem to be adlopted would allow assessments to be made in the fieldby technicians following suitable training programs.

Maintenance Strategies

(a) Establish a maintenance rating for each segment of the primary andsecondary road networks, and on an area basis for the tertiary roadnetwork.

(b) Develop a priority ranking to establish the urgency ofmaintenance/rehabilitation needs.

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Annex 8(d)Page 4 of 6

(c) For each section of the primary and secondary road network, identifya number of possible maintenance strategies such as patching or spotrepair, sealing, overlay, recycling or reconstruction.

(d) Analyze each alternative strategy in terms of expected performanceand cost to deltermine the most cost effective alternative.

Guidelines

8. Based on the findings from surveys and evaluation work and otherrelevant reports and findings, prepare brief guidelines incorporating materialand workmanship specifications for;

- trench reinstatement )- patching )- sealing ) for various road classifications- surfacing )- pavement designs, and )- drainage works. )

Bpality Control, Supervision

9.. Establish procedures for the supervision and quality control ofmaintenance works.

Tiraining

11). Prepare and deliver training programs for different levels Of staff,inlcluding:

engineerstechniciansforemen, andplant operators.

Prepare reports on personnel and organizational responsibility.

Planned Maintenance Program

11. Prepare and introduce a planned maintenance program based on amledium-term cycle (3 to 5 years) including procedures for development ofannual and rolling program budget, and a monitoring and evaluation system.

Technical Assistance and Staff

1.2. The technical assistance would extend over a period of 18 months. Itwould require the full-time involvement of a qualified engineer (withextensive experience in road maintenance), together with 4 man-months ofpart-time involvement during the 18 months of an economist to assist with theeconomic evaluations of maintenance options. (The economist would be providedfErom TA proposed for the Studies Department of the Municipality.)

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Qualifications and Experience of the Road Maintenance Engineer

13. A qualified engineer with wide experience (15 years minimum) in theplanning and management of road maintenance. Some of this experience shouldhave been in urban areas and under conditions similar to those experienced inAmman. The engineer should have worked within a local government organizationand have been engaged in managerial positions. Experience in training oftechnician and lower level staff would be essential. A proven ability towrite concise reports would be desirable.

Specific Tasks

14. The engineer would advise and assist the Head of the Direct LaborSection with all activities carried out by the Section. More particularly, hewould work on a day-to-day basis with the Head of the proposed MaintenancePlanning Unit in all aspects of research, evaluation and control described inthe Scope of Activities He would;

(a) assist with the organization of staff (and outside support) todevelop a road condition inventory system and to record road data;

(b) assist with formulation and development of techniques to establishpavement condil:ion indices;

(c) prepare TOR and supervise outside studies (carried out by RSS orsimilar) on specific tasks such as mix design, aggregate suitability,remaining life and pavement strength tests;

(d) prepare a concise report on maintenance strategy and standards 12months after the start of the assignment;

(e) prepare concise reports on guidelines for;

(i) drainage,(ii) patching.(iii) scarifying,(iv) overlays, and(v) shoulder widening;

(f) prepare and deliver training programs for:

(i) engineering staff, on management,(ii) technician staff, on supervision and quality control,(iii) foremen, on operations, and(iv) labor, on techniques;

(g) prepare at the end of the period a draft medium-term plannedmaintenance program (for 3-5 years);

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Annex 8(d)Page 6 of 6

(h) coordinate the work of the economist (from the Studies Department) inevaluating maintenance strategies, and produce a concise joint reporton recommendations for standards; and

(i) recommend a program of actions to extend and strengthen roadmaintenance in the: future.

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Annex 8(e)Page 1 of 6

JORDAN

AMMAN TIANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

TECHNICAL ASSISTANCE FOR AMMAN DEVELOPMENT PLANNING

1. Amnan grew from a city of 56,000 people at the end of World War II toalmost 650,000 in 1979. Originally, the majority of the population waslocated on the major hills (jabals), and in several deep valleys which meet inthe center of the city. Over the last decade and a half, developments havealso sprung up on surrounding hills and plateaux on a low density basis,including in neighboring municipalities.

2. Accommodating these population increases has placed heavy financialburdens on the government for provision of basic infrastructures. There arestill major gaps in the level of service provision, especially of sewerage.Heavy investments are also in prospect for handling stormwater drainage andtransport. There is also a need to improve the distribution of other socialservices.

3. Aimman region, as the only region with major agglomeration economies,will necessarily need to accommodate most increases in jobs and employmentover the next two decades. Efficient provision of services there will have amajor impact: on national economic development.

4. Given the size of the existing deficiencies and the scale of thefuture investments required, the Municipality has been concerned to strengthenits capacity to plan for future growth and to program public sectorinvestments within the Municipality.

5. The Studies Dlepartment of the Municipality was in 1981 charged withpreparing development plans. Under the direction of the Planning andDevelopment sections of the Department, the existing situation (populationdensities, provision of services) of each of 5 sections of the city has beenanalyzed, and proposals made about ultimate densities and service networks.The proposals for the different sections, together with recommendations aboutland use, will be incorporated into a draft master plan for the Municipalityas a whole by June 30, 1983.

6. The Department then intends to extend the development plan in thefollowing WELyS:

(a) preparation of a "strategy plan" for the year 2000 which indicates(i) land uses, (ii) proposed densities, (iii) standards of services,anc (iv) general concepts on investment strategy and finance. Thisactivity is programmed to be complete by July 31, 1984.

(b) preparation of a 6-year (1985-1990) investment program covering allpublic sector investment within the municipality boundaries. The

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Annex 8(e)Page 2 of 6

program will be formulated in cooperation with agencies which provideurban infrastructures, and will provide the basis for the Ammansection of the fourth 5-year development plan (1986-1990). Theprogram will be completed by March 31, 1985.

(c) prefeasibility and feasibility studies for particular projects withinthe investment program (to be carried out during and after theplanning period).

(d) analysis of policy questions (e.g., on transport issues, pricingpolicies, etc.) germane to development of strategies and investmentprograms. Anong the transport policy questions requiring attentionare measures to ensure that the choice between public transport andprivate automobiles (including pricing policies), and also thatbetween different modes of public transport (taxis versus buses) areeconomic.

7. One importanl: aspect of the planning exercise will be to update thestrategic urban transport planning model developed by the Ammcn RegionalTransportation Study (ARTS), (Halcrow Fox and Associates, Jouzy an'd Partners,Final Report May, 1981), as modified by subsequent studies, to provideguidance on future transport investment and policy priorities in the region.

8. The Studies Department has an existing staff of 24 professionals witharchitectural, engineering, and planning qualifications. (The Department isalso responsible for approval of proposals under planaing regulations.) Inorder to implement the next phases of the planning activity, the Municipalityintends to strengthen the staff of the Planning Section with 2 economists, 2transport planners, 2 municipal engineers and a geologist/soil mechanicsengineer. Given the level of salary scales, the Municipality will be unableto engage persons with extensive experience in the above fields. I:t therefore,is seeking technical assistance personnel in urban economics, transportplanning and municipal engineering who will undertake substantive planningtasks, will provide on-the-job training to other members of the PlanningSection, and also perform training activities to be icdentified in detail bythe Project Coordination and Training Unit (PCTU) of the Amman Transport andMunicipal Development Project.

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Terms of Reference for

Urban Economist/Financial Analyst (24 months)

Duration: 24 months

Qualifications and Experience:

The candidate should have a good degree in economics and soundpostgraduate qualifications in economics or transport planning. Someengineering or business administration background would be anadvantage, as would experience in teaching economic theory, transporteconomics, and/or public finance at the university level. At least12 years working experience would be desirable, including some inlocal governument. He or she should have appraised the financial andeconomic ability of both revenue-earning and non-revenue earninginvestment projects. He or she should also have participated informulation of major multi-sectorial government investment programs,ideally as a team leader working for the government concerned.

Duties; Assist in;

(a) preparing the Amman 20 year development strategy and the6-year investment program;

(b) preparing feasibility studies for and appraising proposedprojects;

(c) preparing economic and financial analyses as required onquestions of taxes, utility and transport tariffs, etc.;

(d) developing systems to monitor level of service provision,increases/decreases in service deficiencies, as a guide bothto Mainagerial actions and setting investment priorities withinthe municipality (including, specifically, up to 4 months inassisting the Road Maintenance Engineering Advisor to evaluatealternative strategies for road maintenane); and

(e) training of municipality staff by giving lectures, carryingout workshops on evaluation and appraisal techniques, andproviding on-the-job guidance and advice to less experiencedpersonnel.

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Terms of Reference for

Municipal Engineer/Planner

Location: Studies and Planning Department of the Amman Municipality.

Duration of Appointment: 18 months

Qualifications and Experience:

A qualified municipal engineer with wide experience (12 yearsminimum) in the engineering and managemenit of municipal servicesincluding roads, sewers, water supplies, drainage, street lighting,wastes disposal, housing development, upgrading of services,settlements and building regulations. He or she will have studiedand been engaged in urban development planning and the preparationof capital and revenue budgets.

Duties: Assist in;

(a) preparing the Amman strategic development plan, 6 year investmentprogram, and urban action plans;

(b) developing appropriate municipal infrastructure policies andstandards and levels of municipal services appropriate to thefiscal reality of the population and city revenues;

(c) preparing municipal engineering/planning reports on the provision,operation and maintenance of municipal services;

(d) preparing capital and revenue budgets which incorporate proposalsflowing from the strategic and immediate action planning work;

(e) preparing design briefs for immediate action plans;

(f) liaising with the relevant agencies and departments in order toprepare the investment program and follow up projects and actionprograms; and

(g) advising/training municipal counterpart staff in municipalengineering functions.

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Terms of Reference for

Transport Planning Advisor

Location; Studies and Planning Department of the Amman Municipality.

Duration of Appointment; 18 months

Qualifications and Experience;

An urban transport planner with postgraduate (master's degree)qualifications and preferably engineering background. A minimum oftwelve (12) years of experience in urban transport planning, withemphasis on policy development, working knowledge of quantitativeurban transport models and appraisal of specific projects.

General Duties; Assist in;

(a) preparing the Amman strategic development plan and 6 yearinvestment program;

(b) identifying a 6-year prioritized program of capital investments inurban transport and advancing the program towards implementation;

(c) overseeing, coordinating, and evaluating diverse elements of theon-going transport improvements program (feasibility/designstudies, project implementation, monitoring of impacts);

(d) developing policies directed at various aspects of urban transport;

(e) setting up and maintaining a regional transport data bank to beused for planning/design purposes;

(f) advising/training municipal counterpart staff in transport planningtechniques and processes.

Specific Duties:

Assist, inter alia, in;

(a) following-up, advancing, coordinating and evaluating on-goingtransport improvements program (major intersections, trafficimprovements, PTC fleet and facilities improvements, strategy studyof future transport network improvements, transport terminalsproject, etc.). Individual components of this program will be atdifferent stages of development (from proposal to beginning ofoperations). This task should be done in cooperation with theTraffic Engineering Advisor;

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Annex 8(e)Page 6 of 6l

(b) developing transport regulatory and investment policy in twopriority areas. (i) the role of diverse modes in Amman urbantransport, in particular the roles of private automobiles andservice taxis; and (ii) parking, with emphasis on the introductionof parking charges;

(c) develop:ing a planning-programming-budgeting system (PPBS) for urbantransport planning. This is to be done by shaping a 6-yeartransport investment program from on-going, scheduled and proposedprojects, and training the counterpart staff to update the programover time;

(d) in parallel with similar efforts of the Traffic EngineeringAdvisor, developing an area-wide transport planning data bankcontaining but not limited to transport system inventories; trafficvolumes and level of service characteristics; public transportdemand/supply measures; vehicle ownership; and socio/economicinforma t ion;

(e) assisting local counterpart staff in acquiring and exercisingknowledge of transport planning techniques: demand modelling,generation of alternatives, costing, impact analysis, etc. Inparticular, assisting local staff in operating and updating theARTS model, and in interpreting/using the model output in theplanning process to define viable strategies and to identifyspecific projects;

(f) reviewing the Jordan National Transport Study and assessing therelevance and impact of its findings and recommendations concerningthe Amman Region; and

(g) providing on-the-job training to count.erpart staff, and othertraining as organized by the Project Coordination and Training Unit.

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JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

TRAFFIC POLICE TRAINING COMPONENT

Terms of Reference

1. Background

1.01 The Government of Jordan has requested the assistance of the WorldBank in preparing and implementing the above project. The project will, interalia, consist of;

(i) capacity improvements at several strategic traffic bottlenecks inAmman;

(ii) traffic improvements for the benefit of pedestrians, private carsand public transport vehicles in the central area of Amman, alongfive major radial corridors, and on some isolated intersections;

(iii) a series of studies, technical assistance and training programs.

1.02 These terms of reference are concerned with one element from thislast group, namely a training program for the Amman Traffic Police.

1.03 Ihe Amman Traffic Police confront a particularly difficult task.Traffic conditions in central Amman, an employment and shopping attraction forthe majority of the region's population, are characterized by jam densities ofpedestrian and vehicular traffic throughout 12 hours of the day. On the onehand, problems are caused by irregular geometry of the street system, frequentintersections, and ill-defined boundaries between sidewalks and pavements; onthe other, by pedestrian volumes exceeding capacity of sidewalks; numerousstreet vendors; heavy through traffic between east and west Amman; and a largenumber of public transport terminals, accounting for nearly all bus andservice-taxi, lines in Amman. Most of the traffic signal installations in thecentral area have been switched off and the traffic police have been reliedupon to keep the traffic moving through intersections. Going beyond thecontrol area, traffic management by engineering methods has lagged far behindroad building in the rapidly-growing parts of Amman. As a consequence, thereexist numerous locations where traffic control devices (signs, signals andmarkings) have not been provided to assign priority between intersectingstreams of vehicles, or between vehicles and pedestrians. This has led inturn to a large number of accidents --an additional load on the traffic police.

1.04 In attempting to improve traffic flow conditions for pedestriansand motor vehicle users and to increase traffic safety, Amman Urban Transportand Municipal Development Project will rely both on engineering means(additions to the road network, traffic engineering) and on traffic policeactivities, specifically through training. It is the intention of theGovernment to engage consultants to assist in preparing and implementing atraffic police training component.

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Annex 8(f)Page 2 of 3

2. Objectives

2.01 The g of this component is to improve the effectiveness oftraffic policemen in performing diverse traffic management activities. Themore specific objective is to strengthen the existing training program of theJordanian police in the area of traffic, by improving its contents andteaching methods. The emphasis of the component will be on those aspects oftraffic police work that link the police and traffic engineering activities,namely (i) selective law-enforcement; and (ii) accident investigation andreporting.,

3. Scope of Work

3.01 The consultants shall be affiliated with an established andreputable program in traffic police training.

3.02 The assignment will consist of three parts:

(i) a diagnostic study;(ii) supplements to annual short courses in Jordan; and(iii) specialized training courses.

Diagnostic Study

3.03 The consultants shall carry out an in-depth diagnostic study of thetraffic police in Amman, with a focus on:

(i) evaluation of field performance of traffic policemen, particularlyin enforcement and traffic accident investigation, and

(ii) evaluation of the portion of the program given by 1:he PoliceTraining College which deals with police traffic management, and ofany other training courses organized in this area for trafficpolicemen; the evaluation should include, inter alia, programcoverage, course contents, teaching and grading methods, teachingaids; and characteristics of the student body and active policemen,particularly their knowledge of the English language.

3.04 The outcome of the diagnostic study will be in the form of atraining needs assessment for both students and active traffic policemen,including officers. The recommendations will be organized in two actionprograms.

(i) proposed action program for improvements to the existing trafficpolice training effort; and

(ii) proposed format, content and audience for a Supplement to theexisting Annual 6-Week Course given in Amman in November/December.The supplement would take the form either of additions/changes tothe existing course, or a new short course.

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3.05 It is expected that the greatest practical difficulty inimplementing the supplement will be posed by the language of instruction. Theconsultants should address this point in their report, stating how theypropose to resolve this difficulty.

3.06 Two (2) man-months have been budgeted for the Diagnostic Study.

Annual Short Course

3.07 Following the review and subject to the approval of the diagnosticstudy by the Amman Traffic Police and the World Bank, the consultants shallprepare and implement the supplementary traffic management course, exact datesto be agreed upon. The level of effort for this course will be four (4)man-months. Subject to a favorable review of the first short course, it maybe repeated in the next two years.

Additional Specialized Training

3.07 On the basis of their experience with the Amman Traffic Police,gained through the Diagnostic Study and the first Annual Short Course, theconsultants should prepare and submit to the Traffic Police and the World Banka proposed program for a 6 to 9 month specialist training in police trafficmanagement for a select group of Jordanian traffic police officers. It isexpected that five (5) police officers would participate in this program inany one year. Following the requisite approvals, the consultants willimplement the proposed program in the academic year 1985/86. Subject to afavorable review of the first year experience with the program, it may berepeated in the following academic year.

4. Local Consultants' Participatn

4.01 In order to make use of local expertise in traffic safety matters,and to hasten its further development, the consultants shall be assistedduring i:he Diagnostic Study and the Supplementary Courses by traffic siafetyspecialists from Jordanian universities and/or the Royal Scientific Society,engaged under a separate contract.

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JORDAiN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

ECONOMIC ANALYSIS

A. GENERAL

1. Costs. For purposes of the economic analysis, costs have been

estimated at baseline cost, plus physical contingencies, excluding taxes. Noconversion factors have been used since (a) there are no large slacks in

resource use (including labor) in Jordan, (b) plentiful external resourcesappear to be available on the margin to finance public and private

investments, and (c) restrictions on trade take the form of taxes andsubsidies rather than quantitative controls.

B. TRANSPORT ICOMPONENTS

1. Value of Travel Time

2. The only benefits to be quantified for both the major initersections

and traffic improvement components are travel time savings. Vehicle operatingcost and energy (fuel) savings were computed for corridor improvements, forwhich a satisfactory speed-based fuel consumption model was available, but notfor the major intersections due to a lack of reliable estimates of fuelconsumption of idling vehicles. Based on very partial information, exclusionof these savings probably results in intersection benefits being understatedby 20% to 25%. Travel time savings were valued at one-third of the averagewage rate. The 1988 value of hourly time savings was taken to represent theaverage from 1986 to 1995. Two specific values, a "base" and a "low" value,were used;

(a) The base value was drawn from the household survey carried out inAmman by the ARTS, which found an average iincome of JD 1,456 per employee in1979. Adjusting for inflation (at 12.1% in 1979, 11.1% in 1980 and 1981, and8% in 1982) and assuming a productivity increase of 5.2% per annum (as it wasin the 1975-79 period), the 1983 average wage in Amman area would be JD2,664. Assuming a future productivity increase of 2.5% per annum, the averagewage would be JD 3,014 in 1988. Assuming 280 working days per year and 8hours I?er day, a value of JD 0.45 per hour of time saved (in 1983 prices) isobtained./l

(b) the "low" value was based on country-wide compensation data(excluding agriculture) which gave an average wage of JD 1,016 in 1979. Afteradjusting for productivity increase and inflation as under (a) above, theaverage wage in 1983 is JD 1,859. Further adjustments for productivity at2.5% per annum give a 1988 average wage of JD 2,103 (in 1983 terms), resultingin a "low" value of JD 0.31 per hour of time saved.

/1 The ARTS estimated a somewhat higher value than this, (equivalent to JD0.53) which was based upon average wages of motorized trip takers.

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2. Major Intersections

3. Volume/Delay Curves: Travel time savings comprise the reduction inintersection delays due to the project. Delay was defined as the time avehicle spends from joining a queue of vehicles to exiting an intersection,over .nd above the time spent in passing through the intersection at a freeflow speed. For each intersection, a separate network simulation model wasbuilt and calibrated for the current conditions on the basis of traffic counts(manuaLl and automatic), and delay measurements (obtained using test car runsand time-lapse photography). In the model, traffic volumes are expressed invehicles per hour, rather than in passenger car equivalents, since trucks arebanned from Amman during most of the day and the proportion of buses at theseintersections was low. The model computes average delays per vehicle as afunction of total hourly volume of traffic entering an intersection. Anintersection reaches physical capacity at traffic volumes at which the delaycurve tends to infinity. Economic capacity is less since travellers will takeother routes, travel at other times, or not travel at all. Based onexperi.ence elsewhere, and the shape of the calibrated volume/delay curveswhich have sharply rising slopes at the 4-6 minute level (see Diagram 1), themaximum average delay per vehicle was limited to 5 minutes for purposes ofcalculating reductions in delay from various improvements. (Average existing(Marchl 1983) busy period delays were; 2.3 minutes for Sports City; 4.9 minutes

DIAGRAM 1: Volume/Delay Curves

Average without theDelay project with the

(minutes projectper

vehicle) 5 minutes

D

ma

I

wvo0

DW0

Traffic VolumeV___________________ _ V ' IV (vehicles/hour)

0 ep1 2

A. Benefit of the Project at:

1. Volume VO: (DwO-DW)*V*(value of time)o D 0

2. Volume V1 : (D -Dw)*V *(value of time)

3. Volume V2. 0

B. Intersection Capacity without the Project:1. Economic Capacity - Ye2. Physical Capacity - Vp

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for Nasser Circle, 1.3 minutes for Third Circle, and 3.6 minutes for NasrIntersection). There was substantial variation in average delays on specifictraffic streams within each intersection; for purposes of this anialysis, thedistribution of traffic among approaches and turning movements was assumed toremain constant for different volumes, as was the traffic composition in termsof vehicle types.

4. Data from automatic counts in the vicinity of the four intersections wereanalyzed to establish variations in hourly and daily traffic volumes. WhileiLhese differed from one approach to another at the same intersection, as wellas between intersections, a common pattern emerged characterized by a 2-hour"'peak" and another 10-12 hour "busy" period over which traffic was steady butsomewhat lower than in the peak. For the economic analysis, the followingtraffic pattern was assumed for all intersections over the forecast period;

Hourly Group No. of Hours/Year Ratio of Traffic to"Busy" Period

I ("peak") 598 1.1282 ("busy period") 2,912 1.0003 364 0.7724 3,406 0.429

5. Design Alternatives; For two of the four intersections (Sports City andNasser Circle), three mutually exclusive alternative designs with increasinglyhigher capital costs were considered; at-grade improvements (G), an underpass(U), and an underpass plus overpass (U+P). For reasons described below,only asingle at-grade alternative was tested against a do-nothing case at theremaining two intersections. For each alternative design, the appropriatenetwork model was modified to reflect changes in the performance of theintersection with alternative designs. The model was then run to generate avolume/delay curve for the alternative in question. Since the trafficforecast and optimal design for Third Circle will be affected by the routingand design chosen for the Jabals ring road (the feasibility study for which isto be carried out under the project), an analysis was performed of only atgrade improvements (realignment and signalization). In the case of Nasrintersection, a proposal to add a ramp from the Inner Ring Road to thepenetrator was rejected on the basis of low traffic flows and summary benefitcalculations. The quantified benefits at this intersection arise largely fromsignalization. Unquantified benefits importantly include improved access tothe Nasr low income neighborhood from the Yarmouk Road.

6. Growth Forecasts; The ARTS land use/transport model was run to produce"busy period" hourly approach volumes for each intersection in 1995, the lastyear of analysis in each case. Approach volumes for intermediate years werecomputed using a constant growth rate between traffic volumes observed in 1983and the 1995 projection. This resulted in the following traffic iorecasts;

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BUSY PERIOD DEMAND AT FOUR MAJOR INTERSECTIONS

Hourly Volumes (Vehicles)Imtersections 1983/a 1986LD 1995Lc

Sports City 5,940 6,780 10,054Nasser Circle 6,150 6,580 9,790Third Circle 5,870 6,230 7,490Nasr Intersection 3,794 4,060 5,113

/a From February/March 1983 volume counts/b Interpolated between 1983 and 1995/c Forecast from the ARTS land use/transport model

These forecasts are conservative, as the implicit annual growth rates rangefrom 2% to 4.5% (compared with 6% to 10% traffic growth rates observed in the1979-1983 period).

7. 'For purposes of estimating delays and volumes for the different designalternatives, demands were assumed to be perfectly inelastic with respect todelays in each hourly group, i.e. there would be no generated traffic due toreductions in delays from improvements or capacity increases, nor would therebe opportunities to spread traffic over other periods of the day. Forpurposes of evaluating the delays when volumes exceed economic capacity, theexcess traffic is assumed to take alternative routes at a delay of 5 minutes.This approach results in zero benefits in hours when traffic volumes are overeconomic capacity in the "with" and "without project" cases (see Diagram I).

8. For each intersection, economic analyses were carried out pairwise, on thebasis of the incremental rate-of-return, starting with a lowest-costimprovement vs. a do-nothing case, comparing the better of the two against acase with a next higher capital cost, etc. Volume/delay curves for the twocases at hand were compared to find the difference in average delay for agiven traffic volume for each hourly group (see Table 1 on page 92). Totaldelay savings in person-hours were computed from delay savings invehicle-hours using a conservative estimate of occupancy of 2.5persons/vehicle, including drivers. Hourly benefit was the product of delaysavings in person-hours and value of time (para.2). Benefits for each of thefour hourly groups (para.4) were aggregated to get annual benefits. Thisprociedure was carried out for the first year of operation and for 1995,interpolating along a compound curve for the intermediate years. First yearrates-of-return were computed for each pairwise comparison of alternatives tocheclk the timing of construction. In no case did this fall beneath 17% on thebase estimates of time value and costs. Once the optimal size of facility wasdetermined, an overall rate-of-return was computed for that case (the economicdesign vs. the do-nothing alternative). Sensitivity analyses were carried

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out using the "low" value of travel time, and costs 25% higher than the baseestiinate. Only in the case of Nasser Circle would the economic alternativechange under unfavorable benefit/cost assumptions; there, the incrementalrate of return of building the overpass as well as the underpass was 9I% usingthe low benefit estimate and high cost estimate. Analysis showed that thevalue of time saving would have to fall by 80% in the case of the Sports CityIntersection, and by 44% in the case of the Nasser Circle, in order to bringERRs down to the 10% opportunity cost: of capital in Jordan. The benefitestimate for Nasser Circle is likely to be significantly underestimated (seeTable 3, Note c/ on page 94).

9. The results of the analysis were as follows;

\ ~~~~Rates of Return (%st Base _ +25%

Value of Time Base Base Low Blase LowIntersecti.on/ Economic Cost

0tLL a (1983) JD m)Ib) FYRR ERR ERR ERR ERR

Sports CityG vs. N 0.11 1018 - - - -

V vs. G 1.20 50 - - - -

(U+P) vs. U 2.63 17 27 20 23 16(U+P) vs. N 2.63 73 58 43 48 35

Nasser CircleG vs. N 0.40 129 - - - -U vs. G 1.42 121 - - - -(U+P) vs. U 4.05 19 21 13 16 9(U+P) vs. N 4.05 56 40 27 32 20

Third CircleG vs. N 0.35 135 134 92 107 73

Nasr ]:nterchangeG vs. N 0.40 269 274 191 221 154

SOURCE; Tables 2 to 5

Notes

(a) Options: N= do nothing; G= at grade; U= underpass; P= overpass;U+P= underpass + overpass;

(b) Cost of higher cost option;(c) "-" means not calculated.

It will be noted that first year rates of return (FYRR) are sometimeshigher than ERRs. This results from the facts that (a) benefit flows tend todecrease after a certaln point as volumes rise with the project (beyond pointV<, in Diagram I), (b) benefit flows have been calculated for only 10 yearsand (c) the FYRR is the level of first year benefits divided by investment

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cost i,ith no allowance for repayment of cost; the ERR, by equating presentvalues of benefits and costs, is a measure of net return over cost.

10. The above procedure gives a conservative estimate of net benefitsbecause;

(i) it uses low traffic growth rates;

(ii) it uses conservative estimates for vehicle occupancy andaverage delay at intersection capacity;

(iii) it ignores benefits to attracted traffic and to trafficelsewhere in the network;

(iv) it does not account for fuel savings due to reduced vehicleidling time;

(v) it uses the 1988 hourly value of time savings for the whole1986-1995 period.

(vi) it values travel time savings of salaried drivers and businesstravelers at the same rate as for all other travelers; and

(vii) it considers a 10 year horizon only, while the improvementswould provide benefits over a longer period.

3. Traffic Improvements

11. Traffic Growth. Traffic growth rates estimated by the ARTS landuse/ltransport model for various screen-lines in the Amman area were used asthe basis for economic analyses of the traffic improvements components. Theserates vary according to the location (as specified for individual componentsbelow) but were generally in the 6% to 8% range. Because the roads proposedfor improvements are the principal arterial roads, actual traffic growth ratesare likely to be higher, since screen-line volumes represent averages forseveral classes of street.

12. Central Business District. This component would yield benefits topedestrians, public transport operators, and general traffic. Pedestrianbenefits, which have not been quantified, would consist of easier walkingdownTtown (due to improved and more continuous sidewalks) and faster and safercrossings (due to a pedestrian bridge; traffic signals where there is now notraffic control; and shorter cycles where the traffic police now operateexcessively long ones). Public transport vehicle operators would benefit fromroute rationalization, relocation of bus and taxi terminals, and creation ofbus only streets. Twenty bus routes and one service taxi route would beshortened by 0.5 km to 0.75 km for a saving in running costs of JD 39,000 perannum. (Few passenger time savings would be generated since passengers haveapparently learned to board/alight from public transport vehicles away fromthe present terminals in order to avoid the most congested or meandering

Annex 9Page 7

links). General traffic (also including public transport vehicles) wouldbenefit from increased safety and speeds, and lower vehicle operating costsdue to improved pavements, better separation of pedestrians and vehicles,remioval of buses and taxis from some congested links, a more efficientcirculation system, and the recommissioning of existing signals, installationof new ones and, most importantly, their continued operation through staffingimprovements.

13. It is not possible to quantify the benefits of an area traffic controlsystem such as this one without a computer-based model and an expensive datacollection effort. A comparison of delays observed on critical approaches tothree major intersections in the central area with delays computed from atheoretical model, assuming efficient signal control and appropriatechannelization at these locations, revealed potential time savings of about1.80,000 vehicle hours per annum (JD 320,000 in passenger time savings) atcurrent traffic levels. Just these savings would suffice to give a first-yearrate-of-return of about 40% on the investment for the entire central areascheme, equivalent to an ERR of 27% over a 5-year period. Since the aboveestimates are based on independent analyses at several key locations, actualbenefits from a synchronized system are likely to be substantially higher,provided that all the proposed improvements are made. The time savings topublic transport operators mentioned above are also included in the ERR'presented in the text, since without the impetus provided by the project todevelop a comprehensive scheme for the CBD, the route changes, (and bus onlystreets and parking station changes required to realize these benefits), wouldnot have occurred.

14. Corridor Improvements; For two corridors (Misdar Street/Madaba Road andAl Quds (Jerusalem) Street), out of a total of five to be improved under theProject, basic traffic data were collected during November 1982 - January1983, including;

(i) 24-hour automatic traffic counts for one week at selectedlocations;

(ii) 6-hour classified manual count;(iii) small sample of vehicle occupancies;(iv) small sample of travel times along the corridor, from test car

runs.

15. Both corridors are radial, approaching central Amman from the south (AlMis,dar Street ) and the southwest (Al Quds Street), serving distinct areaswithout alternative routes to the center. Each corridor could therefore beanalyzed on its own.

16. Traffic impacts of the proposed improvements ("with" project case)relative to a no-improvement ("without" project) case were compared toeconomic costs of improvements. Though considerable benefits will accrue topedestrians, only' vehicle-related benefits were quantified, including traveltime savings of travelers and vehicle fuel savings due to increased averagetravel speed. For the sake of simplicity, driver time savings for publictransport vehicles were treated in the same way as passenger time savings.Each corridor was divided into links according to road geometry, terrain,

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traffic and adjacent land-uses. Benefits were computed on a link basis, andcorpared to appropriate link costs in order to eliminate the outlying linkswhere traffic volumes were too low to justify the proposed improvements.Costs and benefits for the remaining links were aggregated and rates-of-returnwere computed for the corridor as a whole.

17. Current traffic data were used to develop a model of average dailytraffic in 1983. Data on seasonal variations showed that November andDecember were close to the "average month" of the year. The daily pattern,faithfully repeated six days a week, was essentially uniform over 10-12daylight hours. Traffic growth rates, predicted by the ARTS across ascreenline across both the Madaba Road and Al Quds Street corridors, vary from7% to 8% in the 1980-85 period, thereafter dipping to 5% to 6%. For analysis,a flat traffic growth rate of 6% per annum was adopted. This is aconiservative assumption, since counts carried out in November 1982 indicate3-year rates of growth in excess of 10%. Traffic stream composition andvehiicle occupancies were assumed constant over the relevant period.

18. Link-specific relationships between traffic volumes and speeds 1/calibrated for Amman by the ARTS were modified in the light of current trafficvolume counts and test car travel times to arrive at speed/volume models forthe "without improvement" case. These relationships assume a constant"free-flow" link speed up to a certain critical link volume; thereafter thespeed falls linearly to a minimum (saturation) speed reached at capacity (thelat:ter expressed in vehicles per hour per lane 2/). It was clear that theARTS speed/flow curves underestimated the capacity of individual links whileoverestimating travel speeds. The absence of lane discipline and creativeways of lining up at intersections and resolving priority conflicts introducea great deal of uncertainty into traffic flow modelling in Amman and therelationships used here are therefore subject to considerable uncertainty.

19. For the "with improvement" case, speed/volume models were generallychosen by estimating increases in capacity and speed changes forless-than-capacity flows (i.e., the slope of a speed-volume line). Typically,linlk capacities with the proposed improvements were 10 to 15% higher thanwithout them.20. In view of the limited nature of the proposed improvements,both corridors are likely to become fully saturated towards the end of thedecade. Therefore, a 5-year period of analysis was selected. The flow ofbernefits should continue beyond this period, depending on strategic transportdecisions to be made in Amman over the next few years on (1) the role ofpublic versus private transport, (2) completion of major ring arterial routes,and (3) traffic r Iestraint measures.

1/ This is average travel speed including stopped times.

2/ The ARTS link flow models were calibrated in vehicles rather than inpassenger car equivalents. The same was adopted for this exercise.

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21. In some cases, forecast traffic volume exceeded link capacityin a "without project" alternative. Since excess volumes were low, it wasassumed that they would be carried without further reduction in the saturationspeed, thus slightly underestimating benefits.

22. Fuel savings were computed on the basis of fuel consumptionmodels developed for different vehicle classes under urban driving conditionsin Amman by the ARTS. Benefits in monietary terms were computed usin1g economiccost of fuel for the vehicle mix in Am.man as developed by the ARTS, adjustedto the 1983 level.

23. Benefits for tae second, third and fourth year were estimatedby interpolation (along a compound cuarve) between the computed first and fifthyear benefits.

24. Preventive costs of maintenance of works under the project are

assumed to be minor; no benefit is allowed for the savings in regularmaintenance made possible by the upgrading measures.

25. Tables 6 and 7 show net benefit flows and the economicrates-of-return for the two corridors, under different assumptions for theva:Lue of travel time, costs, and benefits.

C. WORKSHOP COMPONENT ASSUMPTIONS

26. With past policies, staff would rise in line with vehicle fleet; withthe project, no additional staff would be required for at least 5 years.

27., With introd'uction of more regular replacement policies, downtime per;vehicle is expected to decrease by aT minimum of 5% points from 20% to 15%,implying a 5% smaller fleet can handle given demands. For the next 5 years,this implies a fleet expansion of one less unit annually than without theproject, or, on average, a saving of about JD 10,000 per year.

28. The economies arising from the revised replacement and sparespolicies are estimated to reduce costs of spares per vehicle by 25% from theexisting level over 5 years.

29. The flows corresponding to these assumptions are set out in Annex 9,Table 8. Assuming no scrap value after five years, the rate of return on thiscoumponent would come to 54%. A reduction in net benefit by 50% wouald imply anERR of 23%.

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Annex 9Table 1

Table 1: INCREMENTAL SAVINGS IN

INTERSECTION DELAY (min/veh.)

._ \ ~~~~~~~I I_Year I 1986 I 1995

Location/Option Hourly | 1 2 3 4 1 2 3 4Group I _

Sports City

G vs. N | 2.60 2.10 0.75 0.50 0 0 2.40 0.50U vs. G | 1.45 1.10 0.25 0 1.10 2.50 1.55 0U + P vs. V I 0.90 0.45 0.10 0 2.85 2.20 1.00 0.10U + P vs. N I 4.95 3.65 1.10 0.50 I 3.95 4.70 4.95 0.60

Nasser (MOI) Circle I

G vs. N a/ | 0 1.35 1.55 -0.12 0 0 0 0U vs. G 2.45 2.60 0.82 0.36 0 0 2.48 0.44U + P vs. U I 2.20 0.90 0 0 0.70 2.03 2.17 0U + P vs. N ; 4.65 4.85 2.40 0.25 0.70 2.03 4.65 0.43

Third Circle

C vs. N a/ I 2.33 1.10 -0.42 -0.42 | 0 1.25 0 -0.40

Nasr Intersection I

G vs. N I | 4.53 3.53 0.87 0.38 | 4.25 4.64 3.32 0.46

N = do nothing; G at-grade improvemenl:s; U = underpass;U+P = underpass and overpass.

Source: Dar Al Handasah, Four Major Intersections in Amman, Traffic Engineeringand Design Study, Working Papers for Feasibility Study

a! Negative entries occur because the circle permits lower delays than trafficsignals at lower traffic volumes.

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Annex 9Tab].e 2

Table 2; SPORTS CITY INTERSECTION

NET BENEFIT FLOWS (JD'000,000) AND ECONOMIC RATES OF RETURN (ERR)

Year a/ b/ c/ d/ e/ f/ g/ h/ i/ j/

0 - -0.59 -0.93 -1.16 -0.93 -1.16 -1.71 -2.14 -1.71 -2.14

1 -0.11 -0.50 -0.50 -0.63 -0.50 -0.63 -0.92 -1.15 -0.92 -1.15

2 +1.12 +0.54 +0.24 +0.24 +0.17 +0.17 +1.91 +1.91 +1.32 +1.32

3 - +0.61 +0.30 +0.30 +0.21 +0.21 +2.02 +2.02 +1.39 +1.39

4 - +0.69 +0.37 +0.37 +0.26 +0.26 +2.13 +2.13 +1.47 +1.47

5 - +Q.77 +0.46 +0.46 +0.32 +0.32 +2.25 +2.25 +1.55 +1.55

6 - +0.87 +0.57 +0.57 +0.39 +0.39 +2.38 +2.38 +1.64 +1.64

7 - +0.98 +0.71 +0.71 +0.49 +0.49 +2.51 +2.51 +1.73 +1.73

8 - +1.11 +0.88 +0.88 +0.61 +0.61 +2.65 +2.65 +1.83 +1.83

9 - +1.25 +1.09 +1.09 +0.75 +0.75 +2.80 +2.80 +1.93 +1.93

10 - +1.41 +1.35 +1.35 +0.93 +0.93 +2.95 +2.95 +2.03 +2.03

11. - +1.59. +1.62 +1.62 +1.12 +1.12 +3.12 +3.12 +2.15 +2.15

ERR (%) - 49.5 27 23 20 16 58 48 43 35

a/ Improvements at-grade vs. do-nothing; since first year benefits so highfurther benefits and ERR not calculated.

b/ Underpass vs. at-grade design.c/ Underpass plus overpass vs. underpass alone.d/ As in (c) with a cost increase of 25%.e/ As in (c) but with "low" value of travel time.fT As in (e) with a cost increase of 25%.&/ lUnderpass plus overpass vs. do-nothing ("the" ERR).h/ As in (g) with a cost increase of 25%.i/ As in (g) with a "low" value of travel time.j/ As in (i) with a cost increase of 25%.

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Annex 9Table 3

Table 3: NASSER (MINISTRY OF INTERIOR) CIRCLE

NET BENEFIT FLOWS (JD'000,000) AND ECONOMIC RATES OF RETURN (ERR)

Year a/ b/ c/ d/ e/ f/ g/ h/ i/ j/

Cl - -0.52 -1.63 -2.04 -1.63 -2.04 -2.35 -2.94 -2.35 -2.94

1. -0.40 -0.50 -1.00 -1.25 -1.00 -1.25 -1.70 -2.13 -1.70 -2.13

2 +0.52 +1.23 +0.51 +0.51 +0.35 +0.35 +2.26 +2.26 +1.56 +1.56

3 - - +0.56 +0.56 +0.39 +0.39 +2.16 +2.16 +1.49 +1.49

4 - - +0.63 +0.63 +0.43 +0.43 +2.07 +2.07 +1.43 +1.43

5 - - +0.69 +0.69 +0.48 +0.48 +1.98 +1.98 +1.36 +1.36

6 - - +0.77 +0.77 +0.53 +0.53 +1.90 +1.90 +1.31 +1.31

7 - - +0.85 +0.85 +0.59 +0.59 +1.82 +1.82 +1.25 +1.25

8 - - +0.94 +0.94 +0.65 +0.65 +1.74 +1.74 +1.20 +1.20

9 - - +1.05 +1.05 +0.72 +0.72 +1.67 +1.67 +1.15 +1.15

10 - - +1.16 +1.16 +0.80 +0.80 +1.60 +1.60 +1.10 +1.10

11 - - +1.28 +1.28 +0.88 +0.88 +1.53 +1.53 +1.05 +1.05

ERR(%) - - 21 16 13 9 40 32 27 20

a/ Improvements at-grade vs. do-nothing. Since first year benefits are so high,further benefits and ERR not calcu]ated.

b/ Underpass vs. at-grade improvements. Benefits in year 3 onwards not calculated(see preceding footnote).

c/ Underpass plus overpass vs. underpass alone. Since volume/delay model for thisdesign appeared to give unrealistic delays (on the low side), a model for asimpler overpass was used, thus underestimating benefits.

dI As in (c) with a cost increase of 25%.e/ As in (c) with a "low" value of travel time.f/ As in (e) with a cost increase of 25%.~/ Underpass plus overpass vs. do-nothing ("the" ERR).h/ As in (g) with a cost increase of 25%.i/ As in (g) with a "low" value of travel time.ij/ As in (i) with a cost increase of 25%.

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Annex 9Table 4

Table 4; THIRD CIRCLE

NET BENEFIT FLOWS (JD'000,000) AND ECONOMIC RATES OF RETURN (ERR)

Year a/ b/ c/ d/

0 ; -0.350 -0.440 -0.350 -0.440

1 +0.472 +0.472 +0.325 +0.325

2 +0.469 +0.469 +0.323 +0.323

3 +0.464 +0.464 +0.320 +0.320

4 +0.459 +0.459 +0.316 +0.316

5 +0.454 +0.454 +0.313 +0.313

6 +0.449 +0.449 +0.309 +0.309

7 +0.444 +0.444 +0.306 +0.306

8 +0.439 +0.439 +0.302 +0.302

9 +0.434 +0.434 +0.299 +0.299

10 +0.429 1 +0.429 +0.296 +0.296

ERR (%) 134 107 92 73

a/ At-grade improvements vs. do-nothing ("the" ERR).b/ As in (a) with a cost increase of 25%.c/ As in (a) with "low" value of travel time.d/ As in (c) with a cost increase of 25%.

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Annex 9Table 5

Table 5; NASR INTERSECTION

NET BENEFIT FLOWS (JD'O00,000) AND ECONOMIC RATES OF RETURN (ERR)

Year a/ b/ c/ di

0 -0.400 -0.500 -0.400 -0.500

1 +1.076 +1.076 +1.741, +0.741

2 +1.134 +1.134 +0.781 +0.781

3 +1.195 +1.195 +0.823 +0.823

4 +1.260 +1.260 +0.868 +0.868

5 +1.328 +1.328 +0.915 +0.915

6 +1.400 +1.400 +0.965 +0.965

7 +1.476 +1.476 +1.017 +1.017

8 +1.556 +1.556 +1.072 +1.072

9 +1.640 +1.640 +1.130 +1.130

10 +1.724 +1.724 +1.188 +1.188

ERR (Z) 274 221 191 154

a/ At-grade improvements vs. do-nothing ("the" ERR).b/ As in (a) with a cost increase of 25%.c/ As in (a) with "low" value of travel time.d/ As in (c) with a cost increase of 25%.

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Annex 9Page 13

Table 6: MISDAR STREET/MADABA ROAD CORRIDOR

NET BENEFIT FLOWS (JD'OOO)

AND ECONOMIC RATES OF RETURN (ERR)

Year a/ b/ c/ d/ e/ ft

0 -168 -168 -210 -210 -168 -1681 -276 -276 -345 -345 -276 -2762 +573 +403 +573 +403 +286 +2013 +529 +372 +529 +372 +264 +1864 +497 +351 +497 +351 +248 +1755 +477 +336 +477 +336 +238 +168-6 +327 +230 +327 +230 +168 +115

ERR (Z) 87 61 70 48 41 24

Table 7; AL QUDS STREET CORRIDOR

NET BENEFIT FLOWS (JD'OOO)

Year a/ b/ c/ d/ e/ f/

0 - 88 - 88 -110 -110 - 88 - 881 -105 -105 -131 -131 -105 -1052 + 92 + 65 + 92 + 65 + 46 + 323 +131 + 93 +131 + 93 + 65 + 474 +195 +138 +195 +138 + 97 + 695 +307 +218 +307 +218 +154 +1096 +521 +367 +521 +367 +260 +184

ERR(%) 61 46 51 38 33 33mstm ~ ~ ~ ~ nmi wmw

a/ Base value of time (JD 0.45/hour).b/ Low value of time (JD 0.31/hour).c/ Costs increase by 25%; base value of time.d/ Costs increase by 25%; low value of time.e/ Benefits decrease by 50%; base value of time.f/ Benefits decrease by 50%; low value of time.

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Table 8; BENEFITS AND COSTS OF WORKSHOP COMPONENT

(JD'OOO, January 1983 Prices)

With the Project Without the ProjectEquipment Extra Cost

Year Salaries Spares and Civil Salaries Spares of Vehicle NetWorks Replacement Benefit/a

Fleet Expansion

0 318 111 90 318 111 - -901 318 108 - 331 114 10 292 318 105 - 344 119 10 503 318 101 - 358 124 10 734 318 98 - 372 129 10 955 318 95b 387 134 10 118

NPV at 10% = 171 NPV at 15% = 134 ERR = 54%

/a Net Benefit Costs without the project, less costs with the project.

/b Saving per vehicle amounts to 25% compared with the without case, and thereare 5% fewer vehicles. In year 5, therefore, cost = .75 * .95 * 134 = 95.Values in intervening years are linear interpolations between year 0 and year 5.

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Annex 10Page I

JORDAN

AMMAN TRANSPORT AND MUNICIPAL DEVELOPMENT PROJECT

DOCUMENTS IN THE PROJECT FILE

A. Aides-Memoire

- Project Identification (October 1982)- Project Preparation (December 1982)- Project Appraisal (February 1983)

B. Background Materials

1. Halcrow Fox and Associates with Jouzy and PartnersAmman Region Transportation Study (ARTS)

(a) Reports- Transport Modelling Report, June 1980- Transport Strategy Report, August 1980- Travel Forecast Report, October 1980- Phase I Final Report, December 1980- Phase II Final Report, (Vol.I, Text and Tables,

Volume II, Figures), February 1981(b) Technical Memoranda (17 incl. addendum)

2. Japan International Cooperation Agency, Feasibility Study of RingRoads Construction Project in Irbid City, February 1982

3. National Transport Study (Road Safety in Jordan, draft dated January21, 1983)

4. Urban Sector Review (Green Cover dated July 23, 1982)

5. Watson Hawksley-ERC in Association with Middle East EngineeringServices, Solid Waste Management and Disposal System for the GreaterAmman Region, Feasibility Study, January 1980

C. Project Preparation

1. Halcrow Fox and Associates, Amman Urban Transport and MunicipalDevelopment Project;-Corridor Improvements, Technical Report, (February 1983);-Central area, Technical Report, (February 1983);-Road Works and Road Maintenance, Final Report, (February 1983);-Workshop and Equipment Maintenance, Final Report, (February 1983).

2. Dar El Handasah, Four Major Intersections in Amman, TrafficEngineering and Design Study-Inception Report, March 1983-Interim Report, April 1983-Feasibility Report (scheduled for June, 1983)

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Annex 10Page 2

3. Municipality of Amman-Entrances Improvement (Low income areas access roads), SketchDesign, April 1983;-Staircases Improvements, Sketch Design, April 1983.

D. Project Appraisal

1. Economic Evaluation of Misdar Street/Madaba Road and Al Quds(Jerusalem) Street Corridors, (Worksheets).

2. Economic Analysis of Major Intersections (Worksheets).

3. Mounir Neamatalla, Report on Solid Waste Component (February 1983).

4. Solid Waste Charges (F. Mitchell memo to files, May 6, 1983).

5. Local Procurement Practices in Jordan (D.Cook, memo to files February17, 1983).

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