People's Republic of Bangladesh: Greater Dhaka
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Report and Recommendation of the President to the Board of Directors INTERNAL Project Number: 42169-024 November 2022 Proposed Loan for Additional Financing People’s Republic of Bangladesh: Greater Dhaka Sustainable Urban Transport Project Distribution of this document is limited until it has been approved by the Board of Directors. Following such approval, this document will be reclassified as public and disclosed in accordance with ADB’s Access to Information Policy.
CURRENCY EQUIVALENTS
(as of 1 November 2022)
Currency unit – taka (Tk)
$1.00 = Tk101.1476
Tk1 = $0.0099
ABBREVIATIONS
ADB – Asian Development Bank
AFD – Agence Française de Développement
BBA – Bangladesh Bridge Authority
BRT – bus rapid transit
CPS – country partnership strategy
DBRTCL – Dhaka Bus Rapid Transit Company Limited
DNCC – Dhaka North City Corporation
DTCA – Dhaka Transport Coordination Authority
EIRR – economic internal rate of return
EWCD – elderly-women-children-disabled
GCC – Gazipur City Corporation
GEF – Global Environment Facility
IEE – initial environmental examination
ITS – intelligent transport system
km – kilometer
MRT – mass rapid transit
NMT – nonmotorized transport
O&M – operation and maintenance
OHS – occupational health and safety
OP – operational priority
RHD – Roads and Highways Department
RPI – resettlement plan implementation
RSTP – Revised Strategic Transport Plan
SPO – special project organization
UTS – urban transport system
NOTES
(i) The fiscal year of the Government of Bangladesh and its agencies ends on 30
June.
(ii) In this report, “$” refers to United States dollars.Vice-President Shixin Chen, Operations 1
Director General Kenichi Yokoyama, South Asia Department (SARD)
Deputy Director General Manmohan Parkash, Office of the Director General (SAOD) SARD
Director Edimon Ginting, Country Director, Bangladesh Resident Mission
(BRM), SARD
Team leader Tika Limbu, Principal Portfolio Management Specialist, BRM,
SARD
Team members Md. Monjurul Ahmed, Senior Financial Management Officer, BRM,
SARD
Kazi Akhmila, Safeguards Officer (Resettlement), BRM, SARD
Farhat Jahan Chowdhury, Senior Project Officer (Environment),
BRM, SARD
Nusrat Chowdhury, Associate Project Analyst, BRM, SARD
Amrita Kumar Das, Associate Project Officer (Transport), BRM,
SARD
Halima Ferdousi Tania, Senior Project Assistant, BRM, SARD
Lyailya Nazarbekova, Principal Counsel, Office of the General
Counsel
Jiangbo Ning, Deputy Country Director, BRM, SARD
Julitta Ponniah; Senior Financial Management Specialist; Portfolio,
Results, and Quality Control Unit; SAOD; SARD
Mahbub Rabbani, Senior Economics Officer, BRM, SARD
Md. Saidur Rahman, Senior Project Officer (Transport), BRM,
SARD
Nasheeba Selim, Senior Social Development Officer (Gender),
BRM, SARD
Sharlene Jo-Ann Shillingford-Mcklmon; Senior Procurement
Specialist; Procurement Division; Procurement, Portfolio, and
Financial Management Department
Mukund K Sinha, Transport Specialist, Transport and
Communication Division, (SATC), SARD
Peer reviewers Marina Best, Senior Social Development Specialist, NGO and Civil
Society Center, Sustainable Development and Climate Change
Department (SDCC)
Nelly E. Defo, Financial Control Specialist, Loan and Grant
Disbursement Section, Controller’s Department
Bertrand Goalou, Principal Transport Specialist, Transport Sector
Group, SDCC
Esmyra Javier, Climate Change Specialist (Climate Finance),
Climate Change and Disaster Risk Management Division
(SDCD), SDCC
Kanzo Nakai, Principal Transport Specialist, SATC, SARD
Keiko Nowacka, Senior Social Development Specialist (Gender
and Development), Gender Equality Thematic Group, SDCC
Arghya Sinha Roy, Principal Climate Change Specialist (Climate
Change Adaptation), SDCD, SDCC
Jiang Yi, Principal Economist, Economic Analysis and Operational
Support Division, Economic Research and Regional
Cooperation Department (ERCD)In preparing any country program or strategy, financing any project, or by making any designation of or reference to a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.
CONTENTS
Page
PROJECT AT A GLANCE
MAP
I. THE PROPOSAL 1
II. THE PROJECT 1
A. Rationale 1
B. Project Description 5
C. Value Added by ADB 6
D. Summary Cost Estimates and Financing Plan 7
E. Implementation Arrangements 8
III. DUE DILIGENCE 9
A. Technical 9
B. Economic and Financial Viability 9
C. Sustainability 10
D. Governance 10
E. Poverty, Social, and Gender 10
F. Safeguards 11
G. Summary of Risk Assessment and Risk Management Plan 12
IV. ASSURANCES 12
V. RECOMMENDATION 12
APPENDIXES
1. Revised Design and Monitoring Framework 13
2. List of Linked Documents 16Project Classification Information Status: Complete
PROJECT AT A GLANCE
1. Basic Data Project Number: 42169-024
Project Name Greater Dhaka Sustainable Urban Transport Department/Division SARD/BRM
Project - Additional Financing
Country Bangladesh Executing Agency Ministry of Road
Borrower People's Republic of Bangladesh Transport and Bridges
Country Economic https://www.adb.org/Documents/LinkedDocs/
Indicators ?id=42169-024-CEI
Portfolio at a Glance https://www.adb.org/Documents/LinkedDocs/
?id=42169-024-PortAtaGlance
2. Sector Subsector(s) ADB Financing ($ million)
Transport Urban public transport 100.00
Total 100.00
3. Operational Priorities Climate Change Information
OP1: Addressing remaining poverty and reducing inequalities GHG reductions (tons per 40
OP2: Accelerating progress in gender equality annum)
OP3: Tackling climate change, building climate and disaster resilience, and Climate Change impact on the Medium
enhancing environmental sustainability Project
OP4: Making cities more livable
ADB Financing
Adaptation ($ million) 60.18
Mitigation ($ million) 0.07
Cofinancing
Adaptation ($ million) 0.00
Mitigation ($ million) 0.00
Sustainable Development Goals Gender Equity and Mainstreaming
SDG 1.5 Some gender elements (SGE)
SDG 5.5
SDG 11.2 Poverty Targeting
SDG 13.a Geographic Targeting
4. Risk Categorization: Low
.
5. Safeguard Categorization Environment: C Involuntary Resettlement: C Indigenous Peoples: C
.
6. Financing
Modality and Sources Amount ($ million)
ADB 100.00
Sovereign Project (Regular Loan): Ordinary capital resources 100.00
Cofinancing 0.00
None 0.00
Counterpart 32.75
Government 32.75
Total 132.75
Currency of ADB Financing: US Dollar
Remarks: Agence Française de Développement will parallel finance up to €100 million in two tranches for Bus Rapid Transit operations;
and they will not be administered by ADB and is therefore not included in the above financing plan.
Source: Asian Development Bank
This document must only be generated in eOps. 21112022144256528132 Generated Date: 22-Nov-2022 20:22:24 PMI. THE PROPOSAL
1. I submit for your approval the following report and recommendation on a proposed loan to
the People’s Republic of Bangladesh for the additional financing of the Greater Dhaka Sustainable
Urban Transport Project.1
2. The additional financing will cover the cost overrun of the ongoing project attributed to the
underestimated cost for civil works at appraisal, changes required in the scope and design during
implementation, and cost escalation from the delays. The ongoing project will contribute to the
development of a sustainable urban transport system (UTS) in the Greater Dhaka area by building
a 20.5-kilometer (km) bus rapid transit (BRT) corridor to connect Gazipur, an industrial city in
northern Dhaka, to the Dhaka international airport. The scope of the project also includes high-
capacity side drains, feeder roads, and solar streetlights to address the effects of climate change.
II. THE PROJECT
A. Rationale
3. The population of Dhaka is growing rapidly, and it is projected to reach 35 million by 2035
from 17 million in 2018.2 Dhaka city together with parts of the adjacent cities and districts of
Gazipur, Manikganj, Munshiganj, Narayanganj, and Narshindi constitutes Greater Dhaka,
covering over 1,528 square kilometers. It is the center of the country’s economic activity,
contributing to nearly 40% of the gross national product. It faces a large inflow of migrants from
other regions for business and employment. Dhaka is also among the most densely populated
cities in the world, with an average of 11,094 people per square kilometer and up to 45,508 in the
central business areas of the city. High-density, surrounding cities with limited inhabitable land,
as a result of the city’s topography, limited infrastructure, and low level of public services, have
resulted in severe mobility congestion in the UTS.3 In terms of livability, Bangladesh ranked 166th
out of 173 in the Global Livability Report 2022.4 Traffic congestion and air pollution play a key role
in the country’s poor livability ranking. Dhaka’s annual growth rate of motor vehicles is estimated
at 5.2%, and the number of motor vehicles in Dhaka will grow from 0.22 million in 2016 to about
0.58 million in 2035 (footnote 4), thus increasing air pollution and greenhouse gas emissions,
making Dhaka one of the most polluted and congested cities in the world.5
4. The highly congested UTS is a major bottleneck for development. Despite rapid economic
growth and corresponding increase in traffic demand, Dhaka city’s UTS is still mainly road based
with a substantial share of nonmotorized transport (NMT), notably bicycles and rickshaws. Buses
and minibuses, the cheapest and only public transport system, have not been able to increase
their share to cater the demand because the system is inefficient, unreliable, and unsafe.6 Of the
1 Asian Development Bank (ADB). 2012. Report and Recommendation of the President to the Board of Directors:
Proposed Loans and Technical Assistance Grant, and Administration of Loan, Grant, and Technical Assistance Grant
to the People’s Republic of Bangladesh for the Greater Dhaka Sustainable Urban Transport. Manila.
2 R. Gallagher. 2016. Benefits and Costs of Solving Dhaka’s Traffic Congestion, Bangladesh Priorities. Dhaka.
3 The UTS refers to specific characteristics of transport modes, traffic management, level of organization, and the
resulting major issues (level of congestion, pollution) in Greater Dhaka.
4 The Economist Intelligence Unit. 2022.
Global Livability Report 2022. London.
5 Economic and Social Commission for Asia and the Pacific. 2018. Sustainable Urban Transportation Index (SUTI) for
Dhaka, Bangladesh. Dhaka
6 The RSTP has indicated, about 13,700 buses were registered in Greater Dhaka, but the issues with the bus services
in Dhaka are (i) the network are not well-designed to meet the demand or efficient connections to the corridors; (ii)
drivers ignore the designated routes and stop anywhere, which disrupts traffic flows, creates safety risks and delays
the service; and (iii) bus fleets are not maintained and lack the elderly, women, children, and disabled friendly feature.2
15 million daily trips generated, an estimated 47% are catered for by bus and 14% by car.7 Traffic
volume in Dhaka exceeds road capacity by 20% on average during the peak hours, and by more
than 100% on sections in the city center.8 Rail-based public transport within Dhaka is limited to
Bangladesh Railway’s two commuter service lines, carrying only about 25,000 passengers per
day.9 The first mass rapid transit (MRT) network is still under construction.10 The inadequate
public transport services are compounded by lack of growth management of rapid urbanization.
A study by the World Bank in 2015 also noted that the city’s future would be untenable without
quality public transport.11 Economic losses caused by traffic congestion are estimated at about
7% of the gross domestic product. The feasibility study in 201112 had identified the airport–Gazipur
corridor with 3.6 million trips per day- as the most congested corridor and best for MRT or BRT
system as a cost-effective mass transit mode.
5. The government’s Revised Strategic Transport Plan (RSTP),13 approved in 2016,
formulated a 20-year urban transport master plan for Dhaka. The plan identifies six distinct public
transport corridors with high passenger traffic demand to connect Dhaka’s central business
districts with the surrounding regional centers and proposed for five MRT lines and two BRT lines
to connect these corridors by 2035. The ongoing project is aligned with the RSTP as it develops
one of its essential components, BRT-3.14 Dhaka’s urban transport planning continues to be
guided by the RSTP.15 BRT-3 remains highly relevant for a sustainable urban transport as a
holistic solution for integrated urban mobility along the Dhaka airport–Gazipur corridor.
6. The ongoing project. The Asian Development Bank (ADB) approved the ongoing project
comprising $100 million ordinary capital resources (OCR) loan and $60 million concessional OCR
loan in April 2012. The ongoing project is cofinanced by Agence Française de Développement
(AFD) with €40.0 million ($45.0 million equivalent) and the Global Environment Facility (GEF) with
a $4.6 million grant. The envisaged scope of the ongoing project includes three outputs: (i) main
urban transport corridor of Dhaka North City Corporation (DNCC) and Gazipur City Corporation
(GCC) restructured, (ii) project management is effective and BRT operations are sustainable, and
(iii) the quality of the urban corridor improved. Outputs 1 and 3 are constructing a dedicated 20.5-
km BRT lane from the airport intersection to Gazipur (16.0 km at-grade and 4.5 km elevated) with
six flyovers, 25 BRT stations, and a bus depot and terminal. The scope also includes side drains,
feeder roads, and solar streetlights for the corridor. Output 2 includes BRT operational support,
such as establishing the special project organization (SPO) for project management, designing
the BRT operational plan including the fare collection system and business model, procuring
buses and intelligent transport system (ITS) for efficiency and safety of the road users through
smart operations of BRT services, and contracting BRT system operator. To date, output 1 has
been cofinanced by ADB and AFD, output 2 by ADB, and output 3 by ADB and the GEF. The
7 Bangladesh Road Transport Authority. 2018. Number of Registered Motor Vehicles in Dhaka. Dhaka.
8 Based on the assessment as part of the preparation of a Revised Strategic Transport Plan (RSTP) for Dhaka. Also,
the average speed of travel by road is just 6.4 km per hour during morning peak hours.
9 Commuter railways (Dhaka–Narayanganj and Dhaka–Joydevpur) remain a minor traffic modality in Dhaka, due to
low capacity and frequency, few stations, unreliable timetables, and inconvenience of ticketing and intermodal
functions.
10 MRT- 6 funded by Japan International Cooperation Agency is expected to be partially operational by December 2022.
11 World Bank. 2015.
The Dhaka Bus network and Regulatory Reform Implementation Study. Washington DC.
12 ADB. 2011. Preparing the Greater Dhaka Sustainable Urban Transport Corridor. Consultant’s Report. Manila.
13 Dhaka Transport Coordination Authority. 2016. Revised Strategic Transport Plan. Dhaka.
14 BRT-3 will connect MRT-6 through the 1.5-km Diabari–Housebuilding link and MRT-1 line (airport–Kamalpur) at
airport station. BRT-3 will also provide opportunity for bus integration to a 47-km Dhaka elevated expressway.
15 The RSTP is being updated with ADB’s support. It is expected to complete by 2024. ADB. 2021.
Technical Assistance
to the People’s Republic of Bangladesh for Updating the Revised Strategic Transport Plan for Dhaka. Manila.3
current loans and grant closing date of the ongoing project is 31 December 2022. This will be
extended further to align with the closing date of the additional financing (para. 24).
7. Outputs 1 and 3 are being delivered through four civil work contracts. Contract 1 is for a
16.0-km at-grade section of the BRT corridor including six flyovers of 2.8 km, and contract 2 is for
a 4.5-km elevated section. Contracts 1 and 2 are ongoing. Contract 3 (for 24.1 km of drains and
33.6 km of feeder roads) and contract 4 (for a bus depot at Gazipur) have been completed.
Procurement for a goods package for solar streetlights is ongoing. Under output 2, a consultant
has completed the studies of the BRT design and operation model and fare structure, and
specifications and bidding documents for procurement of buses and an ITS. However, the
procurement of buses, the ITS, and BRT operator are yet to start. Project implementation is being
supported by four consultancy contracts: (i) project management, coordination, and capacity
building—for procurement, capacity building and project management; (ii) engineering,
procurement and construction management (EPCM)—to prepare the detailed design, bid
documents, and construction supervision of civil works; (iii) operations design and business
model—to support the Dhaka Bus Rapid Transit Company Limited (DBRTCL) to prepare the BRT
business model, fare system, and BRT operational plan; and (iv) a resettlement plan
implementation (RPI) nongovernment organization to support land acquisition and resettlement.
The RPI contract has been closed; the other three consultancy contracts are ongoing.
8. Performance of ongoing project. It took more than 5 years to complete the detailed
design and procurement of the project because of start-up delays, and the contractors were
mobilized only in early 2018 due to the incumbrances to sites. The civil works cost at the time of
contract award was increased by 97% from the estimated cost at approval. The performance of
contractors was weak in the initial years, and the coronavirus disease (COVID-19) further
impacted the project progress. With concerted efforts by executing and implementing agencies
and ADB, the project made progress in 2022, although there were occupational health and safety
(OHS) lapses at the project site that had to be addressed (para. 35). The project can achieve its
intended outcome and outputs with some adjustments (para. 9).16 The project performance rating
in e-operations has been on track for the last four consecutive quarters of 2021–2022. As of 31
October 2022, cumulative contract award was $144.12 million (90% of net loan and grant) and
cumulative disbursement $130.91 million (83.44% of net loan and grant). The AFD loan has been
fully disbursed, and the loan account was closed on 30 May 2021. The physical progress of the
BRT infrastructure component (under outputs 1 and 3) is about 80% against the updated scope.
9. Changes in the project. To cope with significant cost overrun, ADB and AFD jointly
conducted a midterm review mission in March 2022 and agreed to change the scope of the project
into two parts: (i) a BRT infrastructure component (originally included under outputs 1 and 3) to
be financed by ADB; and (ii) a BRT operations-related component (originally included under
output 2 plus traffic lights and equipment for traffic management originally under output 3) to be
financed by AFD with separate additional financing.17 The change in the project scope also led to
16 Summary of Project Performance (accessible from the list of linked documents in Appendix 2).
17 The midterm review mission had discussed and agreed with the government for the change in the project scope. On
23 June 2022, ADB approved a minor change in scope to reflect (i) the changes in output indicators in the design
and monitoring framework, (ii) changes in the cost category and ADB financing percentage in the financing plan, and
(iii) reallocation of loans and grant proceeds in accordance with applicable project administration instructions.4
reallocation of ADB funds.18 AFD approved its first tranche of additional financing for €62 million
on 27 October 2022.19
10. Reasons for additional financing. Multiple factors have contributed to the significant
time and cost overrun, such as underestimated cost for civil works at appraisal, changes required
in the scope and design during implementation, delays in land acquisition and utilities shifting,
slow mobilization and inadequate input of contractors, and impact of COVID-19. The project cost
(including the government counterpart) for civil works, streetlight and consultancies (but excluding
the BRT operation) has risen to $382.95 million from $291.50 million at contract awards.20 ADB’s
additional financing of $100 million will cover this gap. A cost overrun analysis is in Appendix 2.21
(i) Underestimated feasibility study, and delays in detailed design and
procurement. The project was approved based on the feasibility study completed
in 2011, with an estimated cost of $232.5 million (footnote 12). The feasibility study
cost was without the detailed investigations and design required to proceed with
construction. At project approval, the civil works cost estimate excluding the taxes
and contingencies was $127.1 million. During the detailed design, the lane design
of four flyovers was revised from four lanes to six lanes and the length of flyovers
increased from 2.81 km to 5.07 km. The length of the BRT stations was also
doubled. The scopes and designs of footpaths and service lanes for slow-moving
vehicles on both sides of the corridor were also increased during the detail design
in 2015. As a result, the civil works cost increased to $225.7 million at 2015 prices.
The civil works cost was further increased to $250.73 million at contract award in
2017, which was an overall increase of 97% compared to the estimate at approval.
(ii) Design changes and variation orders during implementation. During project
implementation, it was realized that the contracts did not include the scope for
maintaining the road conditions to keep the existing roads operational. Regular
maintenance was required because of the heavy traffic, adverse weather
conditions, and a poor drainage system. Contractors were also required to clear
huge stocks of garbage along the roadside. These additional works required cost
variations. Further, the pavement design of roads was changed from a single layer
overlay to full reconstruction with new polymer modified bitumen wearing course
and bitumen binder course because of the poor condition of the existing pavement
and the high volume of heavy trucks on the road. Other changes included
additional structures in the drainage facilities and flyover girders. The overall cost
overrun for contract 1 will be 47.24% and 23.31% for contract 2. With the
variations, the total civil works cost amounts to $326.50 million or 30.2% above the
initial cost of $250.73 million. The project delays have raised the consulting
services cost to $29.6 million from $17.4 million and resulted in higher price
escalation of the overall project.
11. Eligibility for additional financing. The additional financing meets all eligibility criteria
as specified in para. 4 of ADB’s Operations Manual on Additional Financing.22 The overall project
18 ADB loan initially allocated for BRT buses is reallocated to civil works. Further, the $2.8 million GEF grant for
procurement of buses is reallocated to procurement of solar streetlights.
19 AFD’s Tranche 1 will fund 137 diesels and 40 electric buses, ITS system, and a bus operator. If the government asks
and subject to fulfilling the condition precedent for Tranche 2, AFD may consider Tranche 2 for up to €38 million.
20 The government’s request has estimated the revised project cost amounting to $494.39 million including the BRT
operations. The funding need excluding the government’s counterpart is $397.32 million. However, the ongoing ADB
loans, GEF grant, and AFD loan amount to $209.6 million, leaving a funding gap of $187.72 million. The government
requested to ADB for $100 million additional financing for infrastructure, and $90 million to AFD for BRT operations.
21 Analysis on Cost Overruns (accessible from the list of linked documents in
Appendix 2).
22 ADB. 2022. Additional Financing. Operations Manual. OM H5. Manila.5 remains technically feasible and economically viable (paras. 25–28); is accorded high priority by the government (para. 13); and is consistent with the project’s development objectives and with ADB’s country partnership strategy (CPS) for Bangladesh, 2021–2025.23 12. Suitability of using additional financing. Additional financing is the most suitable modality to fund the cost overruns and complete the project in a most efficient way. It ensures the continuity of the ongoing works with the same project implementation and management arrangements. To coordinate with project activities, a project management unit is in place at the ministry level and two project implementation units are in place to implement the two ongoing civil contracts. The sites are free of encumbrances. The overall cost overruns have been assessed and confirmed to be within the norms and acceptable (footnote 21). 13. Alignment with country and ADB priorities. The ongoing project was designed as part of an integrated mass transit system of six metro rail lines and one BRT subsystem under the government’s Strategic Transport Plan approved in 2005.24 The overall project scope continues to be aligned with the government’s priorities under the RSTP (2016) and eighth 5-year plan (2021–2025),25 and ADB’s CPS. The government’s urban transport strategy under its eighth 5- year plan has prioritized development of a BRT system as part of a sustainable urban transport system to reduce traffic congestion and improve the environment. Similarly, the CPS emphasizes sustainable and environmentally friendly public and urban transport options for Dhaka and other major cities to boost the competitiveness, employment, and private sector development (pillar 1); and promote green growth and climate resilience (pillar 2). The project contributes to four operational priorities (OPs) of ADB’s Strategy 2030 by addressing the infrastructure deficit (OP1: addressing remaining poverty and reducing inequalities; OP2: accelerating progress in gender equality; OP3: tackling climate change, building climate and disaster resilience, and enhancing environmental sustainability; and OP4: making cities more livable). B. Project Description 14. The overall project impact and outcome will remain unchanged. The project is aligned with the following impact: a sustainable UTS is developed in Dhaka and Gazipur (unchanged). The project will have the following outcome: the public transport system is improved in the DNCC and GCC. After the change in the project (para. 9), the overall project outputs have been updated. Output 2 indicator related to approval of budget for SPO and DTCA has been moved to project management key activities. Other output indicators under output 2 and some unrelated output indicators from outputs 1 and 3 are dropped to align with the changes. The revised design and monitoring framework is in Appendix 1.26 15. Output 1: Main urban transport corridor of DNCC and GCC restructured. This includes construction of (i) a 20.5-km BRT route designed and built following international best 23 ADB. 2021. Country Partnership Strategy: Bangladesh, 2021–2025—Sustain Growth, Build Resilience, and Foster Inclusion. Manila... 24 The plan was prepared in 2005 and adopted in 2008 and provides a base plan for the project. It forecasts Dhaka’s population to reach 25 million by 2025 and noted that the city needs a modern mass transit system to match its size and meet the increased mobility needs. BRT-3 is one of three BRT lines alongside three metros, three expressways, selected highway projects, a circular waterway, road safety improvements, and traffic management required by 2025. 25 Government of Bangladesh, Bangladesh Planning Commission. 2020. Eighth Five-Year Plan July 2020–June 2025: Promoting prosperity and fostering inclusiveness. Dhaka. 26 The design and monitoring framework was revised through a minor scope change memo approved on 23 June 2022.
6
practices and quality standards; 27(ii) sidewalks, two mixed-traffic lanes, and one NMT lane per
direction along the BRT corridor; (iii) a high-capacity drainage system along the corridor; and (iv)
a BRT depot and terminal in Gazipur. Further, under this output, 62 access roads were improved
for NMT lanes in 20-meter stretch. Development of public-private partnership (PPP) scheme to
finance BRT airport terminal as part of intermodal hub was not implemented under the project.
However, in 2018, government has approved a plan to develop Dhaka airport railway station to a
multimodal hub on PPP basis and to integrate with BRT-3, for which a feasibility study is ongoing.
The project will provide BRT terminal at airport intersection, which will have a transfer facility to
the airport through an underpass.
16. Output 2: Project management is effective and BRT operations are sustainable.
Under this output, the following have been achieved through ADB financing: (i) an SPO (DBRTCL)
to support project management and monitor future BRT operations was established on 1 July
2013; (ii) Dhaka Transport Coordination Authority (DTCA) to undertake planning, regulation, and
coordination of mass transit system was established on 2 September 2012; and (iii) drafts of the
operational plan and a business model for the BRT system were also completed. After the change
in scope, AFD and DBRTCL have initiated the process for the remaining scopes, such as the
procurement of buses, ITS, and operator. Expressions of interest for bus supply were called, and
bidding documents for bus procurement are in the final stage. The BRT services will be provided
in parallel to the existing bus services, hence fleet scrapping and compensation for bus operators
are not needed. Capacity development of SPO and DTCA, training of bus drivers and testing of
BRT system, and media and community awareness will be implemented under the AFD’s scope.
17. Output 3: Quality of the urban corridor along the GCC improved. The activities under
ADB funding include: (i) procurement of 1,000 solar streetlights- now in a procurement stage, and
(ii) 24.1 km of drains and 33.6 km of feeder roads (62 different roads, of which 23.6 km is
bituminous and 10.0 km cement concrete roads) have been improved. However, due to the
unavailability of land, 10 local markets could not be improved as planned. Procurement and
installation of various equipment for the traffic police to improve traffic management have been
moved under AFD’s scope. Accordingly, an output indicator related to traffic management
activities has been dropped.
C. Value Added by ADB
18. Development of a sustainable urban transport system. As part of the integral strategic
transport plan, the ongoing project will contribute to urban growth and organize public space along
the corridor, making the city more livable. The project also promotes modal shift from NMT and
private vehicles to public transport, and PPP by engaging the private sector in BRT operations.
With electric buses, the project will contribute to a sustainable, low-carbon, and climate-resilient
UTS in Greater Dhaka, lowering greenhouse gas emissions. Other benefits include increased
mobility for vulnerable groups such as children, senior citizens, the disabled, and women.
19. Collaboration with development partners. The proposed additional financing will
leverage strategic cofinancing from AFD, complementing ADB’s investment. There is close
collaboration among the development partners to develop multimodal public transport systems
27 BRT infrastructure starting from Gazipur (km 0.0) will include (i) one segregated lane per direction from km 0.0 to km
12.5, (ii) two segregated lanes per direction from km 12.5 to km 20.0 (airport terminal), (iii) a 4.5 km elevated section
in Tongi from km 12.5 to km 17.0, (iv) seven additional overpasses at main junctions and one U-turn, (v) BRT lanes
with reinforced concrete pavement, (vi) 31 closed stations with three at-grade access points and 28 underpasses
(eight with elevators), and (vii) two terminals.7
applying transit-oriented development principle, such as with the Japan International Cooperation
Agency’s MRT-6 and MRT-1, World Bank’s BRT-3 South, and ADB’s BRT-3 and MRT-5 South.
D. Summary Cost Estimates and Financing Plan
20. The overall additional financing project is estimated to cost $132.75 million (Table 1). It
will finance cost overruns of civil works and consulting services. The detailed cost estimates by
expenditure category and by financier are in the project administration manual.28
Table 1: Summary Cost Estimates
($ million)
Current Additional
Item Amounta Financing Total
A. Base Costb
1. Output 1: Main urban transport corridor of DNCC and GCC is 218.23 126.51 344.74
restructured
2. Output 2: Project management is effective, and BRT operations are 5.75 0.00 5.75
sustainablec
3. Output 3: Quality of the urban corridor along the GCC improved 22.19 0.00 22.19
Subtotal (A) 246.17 126.51 372.68
B. Contingenciesd 0.20 3.36 3.56
C. Financial Charges During Implementatione 3.83 2.88 6.71
Total (A+B+C) 250.20 132.75 382.95
DNCC = Dhaka North City Corporation, GCC = Gazipur City Corporation.
a Refers to the original amount
b In mid-2022 prices as of 31 July 2022. Total additional financing amount includes taxes and duties of $32.75 million,
which the government will finance.
c Agence Française de Développement will parallelly finance up to €100 million in two tranches of additional financings.
d Physical and price contingencies and a provision for exchange rate fluctuation are included.
e Includes interest, commitment charge, and other financial charges during implementation.
Source: Asian Development Bank estimates.
21. The government has requested a regular loan of $100 million from ADB’s ordinary capital
resources to help finance the project. The loan will have a 25-year term, including a grace period
of 5 years; an interest rate determined in accordance with ADB’s Flexible Loan Product; a
commitment charge of 0.15% per year; and such other terms and conditions set forth in the draft
loan and project agreements. Based on the straight-line method, the average maturity is 15.25
years, and the maturity premium payable to ADB is 0.1% per year. Table 2 presents the financing
plan of the current, proposed, and overall project.
Table 2: Summary Financing Plan
($ million)
Current Additional Financing Total
Share of Share of Share of
Amount Total Amount Total Amount Total
Source ($ million) (%) ($ million) (%) ($ million) (%)
Asian Development Bank
OCR (regular loan) 100.00 40.0 100.00 75.3 200.00 52.2
OCR (concessional loan) 13.82 5.5 13.82 3.6
OCR (concessional loan) 41.50 16.6 41.50 10.8
Global Environment Facility 4.60 1.8 4.60 1.2
Agence Française de 45.00 18.0 45.00 11.8
Développement
Government of Bangladesh 45.28 18.1 32.75 24.7 78.03 20.4
Total 250.20 100.0 132.75 100.0 382.95 100.0
28 Project Administration Manual (accessible from the list of linked documents in Appendix 2).8
OCR = ordinary capital resources.
Note: Agence Française de Développement will parallel finance up to €100 million in two tranches; and they will not be
administered by ADB and is therefore not included in the above summary financing plan.
Source: Asian Development Bank estimates.
22. ADB will finance up to 100% of eligible expenditures for civil works and consulting services
and financing charges, exclusive of taxes and duties imposed within the territory of the borrower.
The government will finance land acquisition, taxes and duties, environmental and social
mitigation, project management, and remuneration of counterpart staff.
23. Climate finance. The estimated climate adaptation finance is $60.18 million, and the
climate mitigation finance is $0.07 million. The incremental cost of side drains and culverts and
raised sidewalks along the corridor that are designed to address the impacts of heavy rainfall or
storms and use of polymer modified bitumen wearing course and bitumen binder course are taken
as climate adaptation finance, and the government’s tree plantation is counted as climate
mitigation finance. ADB will finance 100% of eligible adaptation costs, excluding the taxes and
duties and the government will cover 100% of mitigation costs.29
E. Implementation Arrangements
24. The implementation arrangements, including the executing and implementing agencies,
will remain unchanged (Table 3). The additional financing will be implemented by two different
implementing agencies: (i) the Roads and Highways Department (RHD) for the 16.0-km at-grade
section, and (ii) the Bangladesh Bridge Authority (BBA) for the 4.5-km elevated section. The
engineering, procurement, and construction management consultant will continue to support the
project design and supervision. The implementation period will be up to 30 June 2024, which is
less than 3 years from the closing date of the ongoing project.
Table 3: Implementation Arrangements (Additional Financing)
Aspects Arrangements
Implementation period December 2022–June 2024
Estimated completion date 30 June 2024
Estimated loan closing date 31 December 2024
Management
(i) Oversight body Inter-ministerial project steering committee
Co-chair: Secretary of Roads Division and secretary of Bridges Division, both under
the Ministry of Roads, Transport and Bridges
Members: Representative of each project stakeholder
(ii) Executing agency Ministry of Roads, Transport and Bridges through Roads Transport and Highways
Division
(iii) Key implementing Road and Highways Department and Bangladesh Bridge Authority
agencies
(iv) Implementation unit Road and Highways Department and Bangladesh Bridge Authority
Procurement Contract variations of two ongoing civil works contracts
Consulting services Single source selection $3,390,000
Retroactive financing and/or Advance contracting and retroactive financing will be used for the recruitment of
advance contracting one consulting package.a
Disbursement The loan proceeds will be disbursed following ADB’s Loan Disbursement Handbook
(2022, as amended from time to time) and detailed arrangements agreed between
the government and ADB.
ADB = Asian Development Bank.
a The amount to be retroactively financed will not exceed the equivalent of 20% of the ADB loan and may finance costs
incurred before loan effectiveness, but not more than 12 months before the signing of the loan agreement.
Source: Asian Development Bank.
29 Details are in the Climate Change Assessment (accessible from the list of linked documents in Appendix 2)9
III. DUE DILIGENCE
A. Technical
25. The technical design of the project is sound. The project design has considered potential
impacts of extreme climate changes on the roads and bridges. The roads are designed for a 20-
year return period for flood, and the bridges for a 50-year return period for flood. A study
conducted to identify the impact of climate change on water levels in the extreme case scenario
(50-year return period of flood) has suggested that the flood level of the Turag River can increase
by 36.7 centimeters in 2050. Therefore, an extra 37 centimeters clearance (for a 50-year return
period) has been considered in bridge design.30 To maximize the life cycle cost of pavement, the
roads will be reconstructed with polymer modified bitumen wearing and bitumen binder courses.
26. The project demonstrates high potential for mass transit. A traffic survey conducted in July
2022 for further technical due diligence has estimated that, as far as Chourasta area at Gazipur,
about 70% of passengers take buses, while autorickshaws are patronized by less than 5% of
people and the nonmotorized and pedestrian traffic contributes to 5%–10% of NMT.31 Compared
to 2011 counts, the flows within the DNCC have grown by about 60%, whereas in the GCC they
grew by 30%–40%. At a maximum flow level, about 5,000 city and intercity buses making over
9,000 trips in each direction, with a peak frequency of about 600 buses carrying 48,000
passengers per hour per direction, are generated. The survey also estimated 1.04 million bus
passengers travel daily on this corridor, with 621,770 passengers in Uttara area near airport
junction in both directions. For a base-case trunk-service-only scenario, the survey has estimated
up to 300,000 passengers per day in the first year of BRT operations.
B. Economic and Financial Viability
27. The overall project is economically viable with an estimated economic internal rate of
return (EIRR) of 15.2%. The project generates substantial economic benefits in terms of time
savings for BRT passengers and other road users, savings in vehicle operating costs, reduction
in emissions, increase in land values, and reduction in road accidents. The economic due
diligence following ADB’s Guidelines for the Economic Analysis of Projects was conducted for the
overall project with the revised project cost (including BRT operations).32 The updated EIRR is
higher than 15.1%—the EIRR at project appraisal.
28. As the revenue-generating BRT component is no longer a part of the ADB finance, instead
of financial analysis, financial sustainability of the investment was assessed.33 The corridor’s
infrastructure is part of the Dhaka–Mymensingh national highway (N3), and the RHD will operate
and maintain the mixed traffic and nonmotorized traffic lanes. The RHD has adequate institutional
and technical capacities with operation and maintenance (O&M) budget. DBRTCL will operate
and maintain the BRT lanes, stations, terminal, and depot. AFD is supporting to develop BRT
business model and procure a BRT operator. The BRT operator will maintain the BRT lanes. The
assessment shows that the investment will be economically viable and financially sustainable.34
30 Road and Highways Department. 2022. Climate Change Adaptation Measures for Greater Dhaka Sustainable Urban
Transport Project. Dhaka. Consultant’s report on climate adaptation measures submitted to ADB.
31 ADB. 2022. Traffic Surveys and Analysis for BRT-3 Project Corridor. Manila (August).
32 ADB. 2017.
Guidelines for the Economic Analysis of Projects. Manila.
33 Financial analysis of BRT operations without the corridor restructuring costs shows it will generate positive return.
34 Economic and Financial Analysis (accessible from the list of linked documents in
Appendix 2)10 C. Sustainability 29. The RHD receives O&M allocation of about $400 million per year.35 The allocation has steadily increased doubling from 2015 to 2022. The O&M fund utilization rate has been over 95%. However, the O&M fund allocation has a deficit of about 20%, indicating a sustainability risk. ADB will pursue establishing sufficient O&M sustainability mechanism for the project by its completion. D. Governance 30. Financial management. An update of the financial management assessment for the ongoing project confirmed that the project performance is on track, as all three implementing agencies—the RHD, BBA, and Local Government and Engineering Department (LGED)—have complied with the submission of their annual project financial statements on time. The LGED’s component is closed. However, annual project financial statements of the RHD and BBA have some qualified opinions and audit observations. Hence, the financial management risk in the RHD and BBA for additional financing is substantial. Lack of internal audit and manual recordkeeping has resulted in qualified audit opinions and audit observations. The financial management risk is being managed through the following mitigation measures: (i) recruiting a financial management consultant to support internal audit of project transactions, (ii) installing off-the-shelf accounting software to record project transactions, and (iii) timely resolution of audit observations. 31. Procurement. There are no procurement activities under the additional financing as it will cover only cost overruns. Consequently, the procurement risk is low. However, the construction supervision consultant’s contract is ending on 30 November 2022 and, for the continuity of the construction supervision, the government has requested engaging the same consultant through single source selection as the tasks will be a natural continuation of previous work. Given the current consultant’s knowledge of the project, for continuity in technical approach and continued professional liability by the same firm, a single source selection method is justified in accordance with para. 2.17 of the procurement regulations. The same consulting firm will be recruited through single source selection following the ADB Procurement Policy (2017, as amended from time to time) and Procurement Regulations for ADB Borrowers (2017, as amended from time to time). 32. ADB’s Anticorruption Policy (1998, as amended to date) was explained to and discussed with the government including the RHD and BBA. The specific policy requirements and supplementary measures are in the project administration manual (footnote 28). E. Poverty, Social, and Gender 33. Poverty and social. The project will benefit the poor by providing access to affordable public transport system. The improved mobility and connectivity to the industrial city of Gazipur will help expand economic activities along the corridor. The congestion along the corridor will be reduced to save the users’ time and increase their productive hours. It will also reduce the accidents through a better traffic management system and improved road safety. The feeder roads along the corridor have improved access to the service centers for local communities. 34. Gender. The project has undergone a minor change in scope (footnote 17) with most of the gender elements included in output 2 of the (original) project being now financed by AFD. The additional financing will be categorized as some gender elements (SGE), recategorizing the original effective gender mainstreaming (EGM) category of the ongoing project to SGE. ADB has 35 Roads and Highways Department, FY2018–FY2021. Annual Reports, Dhaka.
11
liaised with the government and AFD and will proactively support ensuring that the gender design
features included in output 2 of the (original) project- and related Gender Action Plan will continue
to be implemented in the AFD component. These include adoption of reserved seats and
dedicated queuing systems for elderly, women, children, disabled (EWCD) at BRT stations;
priority boarding of pregnant women, elderly, children, and persons with disability (PWD); gender-
related targets for women’s employment in BRT; dedicated women’s vendor areas; subsidized
fees for women (e.g., travel passes for garment workers); collection and analysis of sex-
disaggregated data. Status of implementation of (original) gender action plan is in Appendix 2.36
Gender equality results will also be reported appropriately at project completion.
F. Safeguards
35. Environmental safeguard. The safeguard categorization for the additional financing is
C for the environment because there are no significant environmental impacts. The ongoing
project was category B for the environment and the initial environmental examination (IEE)37 has
been successfully implemented. Environmental safeguard due diligence conducted for the
additional financing together with a recent semiannual environmental monitoring report confirm
that there are no significant adverse environmental impacts. However, there were several lapses
in the contractors’ compliance with OHS standards which culminated in a fatal accident at the
project site.38 The contractors have now established the updated safety work plans and deployed
the qualified OHS staff and resources meeting the requisite standards. Their full compliance is
also closely and regularly monitored and ascertained by supervision consultants on a daily basis,
who have also augmented their staffing adequately.39 ADB has also deployed one international
consultant to monitor and ensure the OHS safety compliance in the project. The net environmental
benefits from the project will be significant in the long run, including improved air quality and health
benefits from the reduced traffic congestion, energy-efficient street lighting and electric buses,
and improved pedestrian safety. The implementing agencies have updated their IEEs including
the environmental management plans. Except for the OHS compliance issue, the semiannual
environmental monitoring reports were acceptable, and they have been disclosed on the ADB
websites. The updated IEE has been disclosed on the websites of ADB and the executing agency.
36. Social safeguard. The additional financing project is category C for both involuntary
resettlement (IR) and indigenous peoples’ impact as there are no social impacts from the residual
works from the cost overruns. The ongoing project was category A for involuntary resettlement
as per the Safeguard Policy Statement (2009) as it had significant resettlement impacts. The
resettlement plan prepared for the ongoing project and updated in 2017 has been successfully
implemented. All costs related to land acquisition and resettlement were fully disbursed.40 The
project impacted a total of 2,482 households (10,474 affected people) involving primarily the
relocation of informal vendors within the right-of-way. Only 2% of the overall impacts included
physical relocation. A social safeguards due diligence report for the ongoing project confirmed
the progress of the RPI being satisfactory. The due diligence report confirms no IR and indigenous
peoples impacts from the change in scope, design, and residual works under the additional
financing. Monitoring of RPI will continue during the additional financing project period.
36 Updated Gender Action Plan (accessible from the list of linked documents in Appendix 2).
37 Updated Initial Environmental Examination (accessible from the list of linked documents in Appendix 2).
38 On 15 August 2022, contractor of package 1 met with a fatal accident when five people were killed in Uttara, Dhaka.
39 Occupational Health and Safety Compliance (accessible from the list of linked documents in
Appendix 2)
40 Social Due Diligence Report (accessible from the list of linked documents in Appendix 2).12
G. Summary of Risk Assessment and Risk Management Plan
37. The risks in achieving the project outcome and outputs, and mitigating measures, are
summarized in Table 4 and described in the risk assessment and risk management plan.41
Table 4: Summary of Risks and Mitigating Measures
Risks Mitigation Measures
Timely launching of the BRT The implementation schedule of AFD’s scope has reflected these elements in line
operation model; fares; with the completion schedule of BRT infrastructure funded by ADB. ADB will closely
procurement of buses, ITS, coordinate with the government and AFD for timely procurement of buses, ITS and
and an operator for BRT BRT operator, and initiate BRT operations.
Weak capacity of DBRTCL Capacity development of DBRTCL is included in AFD’s project.
for BRT operations AFD is finalizing the bidding documents for BRT and ITS operators.
Weak OHS compliance The OHS compliances have been strengthened. The compliance is being monitored
causing project disruption and ascertained by the supervision consultants. The contractors and supervision
and delays consultant have deployed additional staff and resources for OHS compliance. The
government has formed an OHS safety monitoring and enforcement committee and
has adopted a “no safety, no work” policy. ADB’s Bangladesh Resident Mission has
also deployed one international OHS consultant to ensure OHS safety compliance in
project.
ADB = Asian Development Bank, AFD = Agence Française de Développement, BRT = bus rapid transit, DBRTCL =
Dhaka Bus Rapid Transit Company Limited, ITS = intelligent transport system, OHS = occupational health and safety,
Source: Asian Development Bank.
IV. ASSURANCES
38. The government and RTHD have assured ADB that implementation of the project shall
conform to all applicable ADB requirements, including those concerning anticorruption measures,
safeguards, gender, procurement, consulting services, financial management, and disbursement
as described detail in the project administration manual and loan documents.
39. The government and RTHD have agreed with ADB on certain covenants for the project,
which are set forth in the draft loan and project agreements.
V. RECOMMENDATION
40. I am satisfied that the proposed loan would comply with the Articles of Agreement of the
Asian Development Bank (ADB) and recommend that the Board approve the loan of
$100,000,000 to the People’s Republic of Bangladesh for the additional financing of the Greater
Dhaka Sustainable Urban Transport Project, from ADB’s ordinary capital resources, in regular
terms, with interest to be determined in accordance with ADB’s Flexible Loan Product; for a term
of 25 years, including a grace period of 5 years; and such other terms and conditions as are
substantially in accordance with those set forth in the draft loan and project agreements presented
to the Board.
Masatsugu Asakawa
President
21 November 2022
41 Risk Assessment and Risk Management Plan (accessible from the list of linked documents in Appendix 2)Appendix 1 13
REVISED DESIGN AND MONITORING FRAMEWORK
Impact of the Project is Aligned with
A sustainablea urban transport system is developed in DNCC and GCC.
Data Sources and Risks and
Reporting Critical
Results Chain Performance Indicators with Targets and Baselines Mechanisms Assumptions
Outcome By 2017 2024:
The public transport a. BRT corridor development benefiting a population SPO DBRTCL R: Opposition
system is improved of 1 million residents. positive perception of public claim book and from existing bus
in DNCC and GCC, transport and urban life quality improves by 50% a. Socioeconomic operators
benefiting a (2012 baseline: 0) (OP 4.3.1; OP 4.3.2; OP 2.1.4) and perception including the
population of 1 survey community
million. b. BRT achieves 100,000 passengers/day ridership
(at least 30% women) in first year of operation. SPO b. DBRTCL R: Weak capacity
(2012 baseline: 0) (OP 4.3.1; OP 4.3.2; OP 2.1.4) annual reports of DBRTCL for
BRT operation
c. Modal share of public transport increases from
40% to 50% (2011 baseline: 40%) (OP 4.3.1; OP A: Timely
4.3.2; OP 2.1.4). SPO c. DBRTCL / finalization of
DTCA annual BRT operation
reports model; fares; and
procurement of
buses, ITS, and
operator for BRT
rollout
Outputs
1. Main urban 1a. 20 km 20.5 km BRT route, mixed traffic lanes, 1a. PMU/SPO R: Contractors’
transport corridor of NMT lanes, sidewalks, and terminal and depot in DBRTCL annual poor
DNCC and GCC Gazipur completed by 2016 2023 as per design and reports performance and
restructured international quality standards, including safety delays in
design features for women, children, and the completion of
disabled by 2023 (2012 baseline: 0) (OP 1.3.1; OP civil works
2.5.2; OP 3.1.3; OP 4.1.2; OP 4.3.1; OP 4.3.2)
1b. 90% flood-free days along the corridor by 2017 1b. SPO DBRTCL
2023. (2012 baseline: 0) (OP 3.2.1) flood incidents
annual report
1c. 100-meter 20-meter stretch in 155 62 access 1c. PMU/SPO
roads improved for NMT by 2016 2023 (2012 DBRTCL annual
baseline: 0) (OP 1.3.1; OP 2.5.2; OP 3.1.3; OP reports
3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2)
1d. Airport BRT terminal developed as part of an
intermodal hub through PPP scheme, by 2016
2. Project Budget for SPO and DTCA approved by 2012 National Budget A: PIUs are all
management is 2012 yearbook regrouped in the
effective, and BRT survey by the Local SPO office and
operations are 75% of SPO/DTCA trainees (30% women) get 80% Government and coordination is
sustainable. high score in final test Engineering efficient
Division
Private company(ies) formed to run BRT under SPO R: Resistance to
register 5% profit in first year of operation (2017) the project from
power groups
Carbon credits finance at least 5% of BRT’s O&M by and vested
2018 interests
(rickshaw14 Appendix 1
BRT reaches operational targets of 30 km/hour associations,
average speed and 3-minute headway by 2017 existing bus
operators, cars,
70% of garment workers (mostly women) using BRT and trucks
receive subsidized monthly travel passes by 2017 drivers)
BRT is accessible/friendly to women, children, and
the disabled R: Delayed start
of BRT
PIUs are appropriately staffed (with 20% women) Project progress operations
and trained by 2013 2022 reports resulting from
Project performance management system with Project progress financing of the
gender indicator is developed by 2012 2022 reports airport BRT
[Output 2 will be achieved from AFD’s parallel terminal under
additional financing component] PPP scheme
3. 2. Quality of the 2a. 95% of the days with will have streetlights in the SPO 2a. DBRTCL
urban corridor along evening along the corridor by 2017 2023. (2012 annual reports
the GCC improved baseline: 0) (OP 2.1.4; OP 2.4.1; OP 3.1.3; OP
3.1.5)
2b. Traffic police
2b. Traffic accidents within the corridor per year are annual reports
reduced by 20% by 2017 2023. (2012 baseline: 53)b
(OP 1.3.1.; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; Traffic police
OP 4.3.2) annual report
2c. At least 1,500 vehicles parked illegally towed
away per year, and 100 parking fines issued per day
by 2017 2023 (2011 baseline: 0) (OP 4.3.2)
2c. DTCA and
2c. 2d. Average travel time by bus from Gazipur to DBRTCL SPO
airport decreased by 50% by 2017 2023 (2011 annual reports
baseline: 80 minutes) (OP 3.1.5; OP 4.3.1; OP 4.3.2)
2d. Project
2d. 2e. Municipal infrastructure (10 local markets, 9 progress reports
24.10 km drains, and 141 66 local roads) improved
by 2016 2019 (target: 30% women participation in
design) (2012 baseline: 0) (OP 1.3.1; OP 2.5.2; OP
3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2)
Key Activities with Milestones
1. Main urban transport corridor of DNCC and GCC restructured
1.1 Complete land acquisition and obtain environmental clearances (Q3 2012) (completed)
1.2 Prepare detailed design and bid documents (Q2 2012–Q2 2013) (completed)
1.3 Award contracts for civil works (Q4 2013) (completed)
1.4 Complete restructuring of GCC urban transport corridor, including BRT (Q4 2016 Q4 2023)
1.5 Complete improvement of access roads for NMT (Q4 2016 Q2 2023)
1.6 Complete efficient high-capacity drainage system (Q4 2016 Q4 2023)
1.7 Complete PPP scheme (Q3 2013) and prepare bid documents (Q2 2014) for the construction of the airport
intermodal hub, including BRT terminal
2. Effective project management and sustainable BRT operations
2.1 Publish DTCA Act and create SPO (Q1 2012) (completed)
2.2 Create and fully staff PMU and PIUs (Q2 2012) (completed)
2.3 Recruit PMCCB, EPCM, operation design and business model, and nongovernment organization consultants (Q2
2012) (completed)
2.4 Implement monitoring and evaluation system (Q3 2012 Q4 2023)
2.5 Conduct all primary and baseline data surveys (Q4 2012) (completed)
2.6 Conduct capacity-building programs for PMU and PIU staff (2012 Q4 2023), and for staff in SPO and DTCA (2013–
2014 Q4 2023)
2.7 Conduct negotiations with existing private bus operators and design a sustainable business model for BRT
operations (Q1 2013–Q2 2014)
2.8 Set up a compensation mechanism and a fleet scrapping program for nonparticipating private operators (2013)You can also read
