Document of The World Bank Report No: ICR2086 IMPLEMENTATION COMPLETION AND RESULTS REPORT (IBRD-73160) ON A LOAN IN THE AMOUNT OF US$ 4.8 MILLION TO THE REPUBLIC OF CHILE FOR A SANTIAGO URBAN TRANSPORT TECHNICAL ASSISTANCE PROJECT June 25, 2012 Sustainable Development Department Bolivia, Chile, Ecuador, Peru and Venezuela Country Management Unit Latin America and the Caribbean Region Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized
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Document of The World Bank · Transantiago-SE into autonomous entity ongoing Date achieved 05/11/2005 12/31/2009 04/06/2012 Comments (incl. % achievement) Target met Indicator 2 :
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Document of
The World Bank
Report No: ICR2086
IMPLEMENTATION COMPLETION AND RESULTS REPORT
(IBRD-73160)
ON A
LOAN
IN THE AMOUNT OF US$ 4.8 MILLION
TO THE
REPUBLIC OF CHILE
FOR A
SANTIAGO URBAN TRANSPORT TECHNICAL ASSISTANCE PROJECT
June 25, 2012
Sustainable Development Department
Bolivia, Chile, Ecuador, Peru and Venezuela Country Management Unit
Latin America and the Caribbean Region
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CURRENCY EQUIVALENTS
(Exchange Rate Effective May 31, 2012)
Currency Unit = CHILEAN PESO (CLP)
1.00 CLP = US$ 0,0019
US$ 1.00 = 518 CLP
FISCAL YEAR
[January 1 – December 31]
ABBREVIATIONS AND ACRONYMS
CAS Country Assistance Strategy
CPS Country Partnership Strategy
DPL Development Policy Loan
ERR Economic Rate of Return
ESTRAUS Transport Simulation/Planning Model (Modelo de Simulación de
Transporte)
FM Financial management
GEF Global Environment Facility
GEF project GEF Air Quality and Sustainable Transport Project for Santiago
P073985
GoCH Government of Chile
ICR Implementation Completion and Results Report
MINVU Ministry of Housing and Urban Development (Ministerio de
Vivienda y Urbanismo)
MODEM Methodology for vehicle emission calculation (Metodología para
el Cálculo de Emisiones Vehiculares)
MOP Ministry of Public Works (Ministerio de Obras Públicas)
MTT Ministry of Transport and Telecommunications
MUSSA Land Use Model for Santiago (Modelo de Uso de Suelo de
Santiago)
NOx Nitrous Oxide
O-D survey Origin and destination survey
OECD Organization for Economic Co-operation and Development
PAD Project Appraisal Document
PCU Project Coordination Unit
PDO Project Development Objective
PM Particulate Matter
PTUS Santiago Urban Transport Plan 2000 - 2010 (Plan de Transporte
Urbano para Santiago)
RPP Restructuring Project Paper
Santiago DPL Santiago Urban Transport Programmatic Development Policy
Loan P082412
SECTRA Transport Planning Secretariat (Secretaría de Planificación de
Transporte)
SEISTU Urban Transport System Impact Evaluation System (Sistema de
Evaluación de Impacto sobre el Sistema de Transporte Urbano)
SEREMITT-RM Regional Service of the Transport Ministry in the Metropolitan
Region (Servicio Regional del Ministerio de Transporte y
Telecomunicaciones para la Región Metropolitana)
SERVIU Regional Service for Road and Urban Development (Servicio
Regional de Vialidad y Urbanismo)
SIVU One-stop process (Ventanilla Única) information system (Sistema
de Información Ventanilla Única)
TAL Technical Assistance Loan, here also used as synonym for the
Santiago Urban Transport Technical Assistance Project P086689
TOR Terms of reference
Transantiago Commonly used to refer to the public transport system in Santiago;
sometimes also used as a acronym for the PTUS as a whole or for
its public transport reform program
Transantiago-SE Executive Secretary of the Committee of Ministers for Urban
Transport in Metropolitan Santiago and PCU for this project
Vice President: Hasan A. Tuluy
Country Director: Susan Goldmark
Sector Manager: Aurelio Menendez
Project Team Leader: Elisabeth Goller
ICR Team Leader: Elisabeth Goller
CHILE
Santiago Urban Transport Technical Assistance Project
CONTENTS
Data Sheet
A. Basic Information
B. Key Dates
C. Ratings Summary
D. Sector and Theme Codes
E. Bank Staff
F. Results Framework Analysis
G. Ratings of Project Performance in ISRs
H. Restructuring
I. Disbursement Graph
1. Project Context, Development Objectives and Design ............................................... 1 2. Key Factors Affecting Implementation and Outcomes .............................................. 6 3. Assessment of Outcomes .......................................................................................... 10 4. Assessment of Risk to Development Outcome ......................................................... 16 5. Assessment of Bank and Borrower Performance ..................................................... 17 6. Lessons Learned ....................................................................................................... 19 7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners .......... 20 Annex 1. Project Costs and Financing .......................................................................... 22 Annex 2. Outputs/Outcomes by Component ................................................................ 23 Annex 3. Economic and Financial Analysis ................................................................. 39 Annex 4. Bank Lending and Implementation Support/Supervision Processes ............ 40 Annex 5. Beneficiary Survey Results ........................................................................... 42 Annex 6. Stakeholder Workshop Report and Results ................................................... 43 Annex 7. Summary of Borrower’s ICR and/or Comments on Draft ICR .................... 44 Annex 8. Comments of Cofinanciers and Other Partners/Stakeholders ....................... 51 Annex 9. List of Supporting Documents ...................................................................... 52 Annex 10. Status of Transantiago at the Time of ICR Preparation .............................. 53 Annex 11. Original Indicators and Degree of Achievement ........................................ 75
A. Basic Information
Country: Chile Project Name:
CL Santiago Urban
Transport Technical
Assistance Project
Project ID: P086689 L/C/TF Number(s): IBRD-73160
ICR Date: 06/25/2012 ICR Type: Core ICR
Lending Instrument: TAL Borrower: GOVERNMENT OF
CHILE
Original Total
Commitment: USD 4.80M Disbursed Amount: USD 2.37M
Revised Amount: USD 2.37M
Environmental Category: B
Implementing Agencies:
Transantiago-SE
Cofinanciers and Other External Partners:
B. Key Dates
Process Date Process Original Date Revised / Actual
C.2 Detailed Ratings of Bank and Borrower Performance (by ICR)
Bank Ratings Borrower Ratings
Quality at Entry: Moderately Satisfactory Government: Moderately Satisfactory
Quality of Supervision: Satisfactory Implementing
Agency/Agencies: Satisfactory
Overall Bank
Performance: Moderately Satisfactory
Overall Borrower
Performance: Moderately Satisfactory
C.3 Quality at Entry and Implementation Performance Indicators
Implementation
Performance Indicators
QAG Assessments
(if any) Rating
Potential Problem Project
at any time (Yes/No): No
Quality at Entry
(QEA): None
Problem Project at any
time (Yes/No): Yes
Quality of
Supervision (QSA): None
DO rating before
Closing/Inactive status:
Moderately
Satisfactory
D. Sector and Theme Codes
Original Actual
Sector Code (as % of total Bank financing)
Central government administration 72 35
General transportation sector 25 62
Sub-national government administration 3 3
Theme Code (as % of total Bank financing)
Improving labor markets 13
Other social development 13 10
Other urban development 25 15
Pollution management and environmental health 25 15
Urban services and housing for the poor 24 60
E. Bank Staff
Positions At ICR At Approval
Vice President: Hasan A. Tuluy Pamela Cox
Country Director: Susan G. Goldmark Axel van Trotsenburg
Sector Manager: Aurelio Menendez Jose Luis Irigoyen
Project Team Leader: Elisabeth Goller Jorge M. Rebelo
ICR Team Leader: Elisabeth Goller
ICR Primary Author: Elisabeth Goller
F. Results Framework Analysis
Project Development Objectives (from Project Appraisal Document)
To support the implementation, monitoring, evaluation and continuous planning of the
urban transport reform program
To strenghten the capacity and improve the procedures to mitigate potential adverse
impacts of transport infrastructure works
Revised Project Development Objectives (as approved by original approving authority) To support the Borrower in achieving an efficient and sustainable urban transport system
for Metropolitan Santiago
(a) PDO Indicator(s)
Indicator Baseline Value
Original Target
Values (from
approval
documents)
Formally
Revised
Target
Values
Actual Value
Achieved at
Completion or
Target Years
Indicator 1 : Improvement measure identified in the evaluations of Transantiago implemented
Value quantitative or Qualitative)
Improvement measure not
yet implemented
At least one
improvement
measure
implemented
Several
improvement
measures
implemented and
more improvement
measures still likely
to be implemented
Date achieved 09/03/2009 12/31/2011 12/31/2011
Comments (incl. % achievement)
Target exceeded
Indicator 2 : Information on the impact of the implementation of Transantiago on air quality
available
Value quantitative or Qualitative)
Information on the impact
of the implementation of
Transantiago on air
quality available
Information on
the impact of
the
implementatio
n of
Transantiago
on air quality
available
Information on the
impact of the
implementation of
Transantiago on air
quality available
Date achieved 09/03/2009 12/31/2009 12/31/2009
Comments (incl. % achievement)
Target met
(b) Intermediate Outcome Indicator(s)
Indicator Baseline Value
Original Target
Values (from
approval
documents)
Formally
Revised
Target Values
Actual Value
Achieved at
Completion or
Target Years
Indicator 1 : Preparation of an institutional framework for Transantiago
Value (quantitative or Qualitative)
Institutional framework
not yet existing
Preparation of an
institutional
framework for
Seminar on
metropolitan
transport authorities
Transantiago organized; draft law
to create a such
authority pending;
Transantiago-SE
strengthened from
an organizational
point of view;
initiative to
transform
Transantiago-SE
into autonomous
entity ongoing
Date achieved 05/11/2005 12/31/2009 04/06/2012
Comments (incl. % achievement)
Target met
Indicator 2 : Design of an Action Plan to mitigate the negative effects of Transantiago on
street vendors
Value (quantitative or Qualitative)
Action Plan to mitigate
the negative effects of
Transantiago on street
vendors not yet available
Action Plan to
mitigate the
negative
effects of
Transantiago
on street
vendors
available
Action Plan to
mitigate the
negative effects of
Transantiago on
street vendors
available and
transport related
measures
implemented
Date achieved 09/03/2009 12/31/2011 12/31/2011
Comments (incl. % achievement)
Target met
Indicator 3 : Evaluation of pilot projects shows potential for public transport quality or
efficiency improvements
Value (quantitative or Qualitative)
No pilot implemented
Evaluation of
at least one
pilot project
shows
potential for
public
transport
quality or
efficiency
improvements
Both pilot projects
showed potential
for public transport
quality or efficiency
improvements
Date achieved 09/03/2009 12/31/2011 04/06/2012
Comments (incl. % achievement)
Target met
Indicator 4 : Real time information on the accrued payment obligation to operators and
respective penalties available
Value (quantitative or Qualitative)
Real time information not
yet available
Real time
information on
the accrued
payment
obligation to
operators and
respective
penalties
available
Financial and fare
management
system improved,
but real time
information on the
accrued payment
obligation to
operators and
respective penalties
not available
Date achieved 09/03/2009 12/31/2011 04/06/2012
Comments (incl. % achievement)
Target not met, but some improvements to the financial and fare management
system
Indicator 5 : Information on total revenues, expenses, deficits/surpluses and the equilibrium
fare of the system available on a daily basis
Value (quantitative or Qualitative)
Information on total
revenues, expenses, etc.
not yet available on a
daily basis
Information on
total revenues,
expenses, etc.
available on a
daily basis
Financial and fare
management
system improved,
but information on
total revenues,
expenses, etc. not
available on a daily
basis
Date achieved 09/03/2009 12/31/2011 04/06/2012
Comments (incl. % achievement)
Target not met, but some improvements to the financial and fare management
conditions; (d) promote public-private partnerships through a concession mechanism for
public transport services; and (e) modernize the State and build its technical capacity.
1.2 Original Project Development Objectives (PDO) and Key Indicators (as approved)
13. The PDO wording in the Project Appraisal Document (PAD) and the Loan
Agreement were different. The PDO as stated in the PAD referred to specific activities to
support the Borrower in improving Santiago’s urban transport system, i.e. ―to support the
management schemes with priority for public transport, pricing schemes, and parking restrictions. (3) Location of
schools and efficient management of school trips. (4) Promotion of New Commercial and Service Centers to reduce the
length of trips. (5) Change in Residential Land-Use Trends through, among others, mixed land-use and densification.
(6) Non-motorized Transport. (7) Immediate Actions to reduce environmental alerts. (8) Regulation of Urban Freight
Transport to rationalize freight traffic and reduce its environmental footprint. (9) Monitoring and Control. (10)
Financing. (11) Communication and Citizens’ Participation; and (12) Other Programs, including institutional aspects
and environmental aspects.
4
implementation, monitoring, evaluation and continuous planning of the urban transport
reform and to strengthen the capacity and improve the procedures to mitigate potential
adverse impacts of transport infrastructure works‖. The wording in the Loan Agreement
was more general, namely ―to support the Borrower in achieving an efficient and
sustainable urban transport system for Metropolitan Santiago‖.
14. The PDO indicators were to (i) complete a survey to assess Transantiago’s impact
on transport demand; and (ii) design a monitoring system for Transantiago’s
environmental impact.
15. The expected intermediate outcomes were the following: (i) institutionalization of
Transantiago; (ii) mitigation of negative effects of Transantiago on low-income groups;
(iii) improved road infrastructure management; (iv) Transantiago users well informed
about the system; and (v) better coordination between transport and land use planning.
The respective indicators included: (i) prepared institutional framework for Transantiago;
(ii) designed action plan with mitigation measures for low-income users; (iii) completed
road infrastructure management plan; (iv) carried out dissemination campaign for
Transantiago; and (v) proposed land use and transport planning coordination
mechanisms.
1.3 Revised PDO (as approved by original approving authority) and Key Indicators, and
reasons/justification
16. As already mentioned, following the launch difficulties of Transantiago, the
project needed to be restructured to realign the Bank assistance with the new operational
challenges of the system. It took over a year to redefine the project scope because of the
limited attention paid to the TAL during the Transantiago crisis. The restructuring was
completed in 2009 and at that time the project had only disbursed US$512,000.
Essentially the restructuring called for changes in the project activities, intermediate
outcomes, and indicators. Due to the difference in the PDO wording in the PAD and the
Loan Agreement, the wording of the Loan Agreement was adopted.
17. The revised PDO indicators were the following: (i) improvement measure
identified in the evaluation of Transantiago implemented and (ii) information on
Transantiago’s impact on air quality available.
18. The revised intermediate outcomes consisted of: (i) institutionalization of
Transantiago; (ii) mitigation of negative effects of Transantiago on street vendors; (iii)
improvement in quality and/or efficiency of Transantiago; and (iv) improvement of
Transantiago’s financial/fare control and management system. The respective indicators
were revised as follows: (i) prepared institutional framework for Transantiago; (ii)
designed action plan to mitigate the negative effects of Transantiago on street vendors;
(iii) evaluation of at least one pilot project showed potential for public quality and
efficiency improvements; (iv) real time information on Transantiago’s payment
obligations available; and (v) information on the system’s revenues, expenses, etc.
available on a daily basis.
5
1.4 Main Beneficiaries
19. The primary target group included public transport users in Metropolitan
Santiago, who typically are people with lower incomes. Because of reduced externalities
from public transport, the primary target group also included people making trips to and
within the city, regardless of transport mode, and all inhabitants of the city. The
secondary beneficiaries were institutions like the Executive Secretary of the Committee
of Ministers for Urban Transport in Metropolitan Santiago (Transantiago-SE), which also
housed the Project Coordination Unit (PCU) and the Transport Planning Secretariat
(SECTRA). They benefited from capacity strengthening, improved analytical tools, better
data, and information.
1.5 Original Components (as approved)
20. The TAL had the following six components:
Component A. General Urban Transport to (i) obtain qualitative and quantitative
data on urban passenger movements; (ii) forecast urban transport demand by
incorporating socio-economic variables into ESTRAUS2
; (iii) lay the basis for
Transantiago’s long-term institutional design; and (iv) implement a road
infrastructure maintenance management system;
Component B. Public Transport to (i) obtain information to optimize fares; (ii)
design intermodal stations; (iii) design a graphic information system; (iv) obtain
information to optimize travel times; and (v) inform users of the new system;
Component C. Environment to provide regular data on air quality and noise levels
necessary to monitor and maximize the positive impacts expected from Transantiago;
Component D. Land Use to (i) update the sub-models of MUSSA3 and assess three
road pricing alternatives; (ii) promote activity concentration around transfer stations;
(iii) facilitate transport and land use planning coordination; and (iv) support the
implementation of the urban transport impact evaluation system (SEISTU) to ensure
that real estate developers pay for their negative transport externalities;
Component E. Social Aspects of Transport to (i) support a training program for
transit workers and (ii) analyze Transantiago’s impact on low-income groups; and
Component F. Mitigation of Potential Adverse Impacts of Transport
Infrastructure Works to (i) strengthen Chile’s capacity in the areas of involuntary
resettlements and (ii) harmonize environmental guidelines.
1.6 Revised Components
21. The restructuring eliminated the original Component F and changed several
project activities within the existing project components. It also ensured consistence in
substance and language between the components and project activities in the project
documents and the Loan Agreement. The revised components were the following:
2 ESTRAUS is the transport planning model of SECTRA http://www.sectra.gob.cl/metodologias_y_herramientas_de_transporte/metodologia/estraus_02.html. 3 MUSSA is a mathematical model to simulate the real estate market and make economic evaluations of the impacts
caused in the city (www.mussa.cl).
6
Component A. General Urban Transport to (i) more precisely forecast urban
transport demand by incorporating socio-economic variables into ESTRAUS and (ii)
lay the basis for Transantiago’s institutional design over the long term;
Component B. Public Transport to (i) carry out evaluations of Transantiago’s
performance and identify measures to improve the public transport system; (ii)
improve Transantiago’s financial and fare management system; and (iii) improve the
quality and /or efficiency of public transport in Metropolitan Santiago;
Component C. Environment to monitor the impact of Transantiago on air quality;
Component D. Land Use to (i) update the sub-models of MUSSA and assess three
road pricing alternatives and (ii) support the implementation of SEISTU to ensure that
real estate developers pay for their negative transport externalities;
Component E. Social Aspects of Transport to analyze Transantiago’s impact on
street vendors; and
Component F. Project Management to strengthen the PCU and to carry out project
audits.
1.7 Other significant changes
22. The modification of the project components/activities required minor changes to
the implementation arrangements, the revision of the cost allocation among components,
and a closing date extension from December 31, 2009 to December 31, 2011. The project
also had a partial loan cancellation in the amount of US$1.4 million because the
Borrower financed several project activities totally or partially with local resources. The
reasons for the Borrower to do so included the following: (i) project activities, such as the
implementation of the financial and fare management system, were included in the scope
of ongoing contracts awarded according to local procurement rules and procedures; (ii) at
the end of certain fiscal years, Transantiago-SE had local resources available to finance
larger portions of project activities than envisaged; and (iii) some project activities were
completed after the loan closing date, so the respective payments could not be made with
loan proceeds.
2. Key Factors Affecting Implementation and Outcomes
2.1 Project Preparation, Design and Quality at Entry
23. The factors related to quality at entry that positively influenced project
implementation and outcomes included the following:
of multiple actors, and readiness. The project design and preparation benefited from
sound technical background analyses carried out during the preparation of the GEF
project and the Santiago DPL as well as GEF activities ongoing at the time of
appraisal. This contributed to the solid knowledge on the sector reflected in the
preparation documents. It also opened the doors to Santiago’s major urban transport
actors, who actively participated in the identification of the different project
components and activities. The terms of reference (TOR) for more than half of the
project activities were ready at appraisal. These TOR were technically sound and well
prepared.
7
Fully operational PCU by project effectiveness. Transantiago-SE was also the
implementation agency of the GEF project, which meant that the PCU was fully
operational when the project became effective and that the staff had experience with
Bank rules and procedures.
24. The factors that negatively influenced project implementation included:
Lack of flexibility in the project description. All activities supported by the project
represented high local priorities and were fully defined at the time of appraisal.
Therefore, they were described in a precise and detailed manner, leaving no flexibility
for changes. With the change in government in 2006 and even more with the launch
difficulties of Transantiago, Transantiago-SE’s priorities shifted from a more strategic
and longer term perspective, to activities with immediate impact on the public
transport system. For that reason, and given the lack of flexibility in the project
description, project restructuring became necessary.
Shortcomings in risk identification and mitigation. The comprehensive risk
assessment for this project did not anticipate the launch difficulties of Transantiago
and the shift in project priorities due to these difficulties and the change in
governments. Since these risks were not identified, no mitigation measures were
designed and applied.
Shortcomings in the results framework. The shortcoming mentioned later in
section 2.3 made the precise assessment of the project outcomes more difficult.
2.2 Implementation
25. The factors that positively influenced project implementation included the following:
Highly committed and professional PCU and Transantiago-SE staff. The
commitment and professionalism of the people who worked on project issues was
exemplary despite frequent changes in the coordinator of Transantiago-SE, two
changes in PCU coordinator, and several changes in the technical staff throughout the
life of the project. This is illustrated by the fact that despite numerous obstacles, staff
managed to successfully complete studies (such as the ones on bus depots and
terminals, as well as the impact of street markets on Transantiago) that were essential
in the proper functioning of the public transport system.
Project restructuring. Project restructuring allowed realigning the project activities
with the changed needs and priorities of the Borrower and bringing the project back
on track to achieve its PDO.
Close follow up and monitoring. The Bank team practiced a hands-on follow up,
which included strong sustained implementation support and regular follow-up
conference calls to advise and assist the Borrower and regularly check the project
implementation progress. This enabled keeping the project activities on Transantiago-
SE’s priority list, except immediately after the launch of Transantiago, when all
efforts focused on remedying the severe launch problems.
26. The factors that negatively influenced project implementation included the following:
Crisis generated by the launch of Transantiago. The need to urgently solve the
difficulties resulting from the launch of the new public transport system created an
excessive work load in Transantiago-SE, which completely absorbed its entire staff,
including the PCU staff. During close to a year of this crisis situation, limited
8
attention was paid to the TAL. This slowed down project implementation and shifted
the technical assistance needs and priorities.
Changes in authorities and Transantiago-SE’s leadership and staff. The project
spanned over three government terms, which contributed to, but was not the only
reason, for frequent changes in Transantiago-SE’s leadership and staff as well as PCU
staff. These changes had some normal negative impacts on the project
implementation pace and quality because new people needed to become familiar with
the project and with Bank procedures and rules.
Frequent changes in project activities. The changes in authorities and staff also
shifted project priorities, which led to the replacement of a considerable number of
project activities often already in an advanced bidding stage. The replacement mostly
occurred because of a shift in the priorities of the organization or the government as a
whole. In some cases, they happened because the commitment and ownership for an
activity was with an individual rather than the institution she or he belonged to. In
other cases, they stemmed from new needs that arose as the public transport system
evolved. These frequent activity changes consumed additional time and resources of
both the PCU and the Bank team.
Multiple and lengthy procedures and administrative hurdles. Bank projects in
Chile follow local and Bank review and control procedures for procurement and
contracting. In addition, because Transantiago-SE is not an autonomous entity with
legal personality, all processes were reviewed and authorized by both Transantiago-
SE and Ministry of Transport and Telecommunications (MTT), leading to the
duplication of activities and lengthy procurement and contracting processes. At times
the project also suffered from additional delays because the controllers’ office
(Contraloría) and MTT had little experience with Bank procurement procedures and
rules and the budgeting procedures to apply were not clear.
2.3 Monitoring and Evaluation (M&E) Design, Implementation and Utilization
27. M&E design. As already mentioned, the original PDO in the Loan Agreement
and in the PAD were different. Additionally, the PAD’s main text and results framework
showed one PDO, while the data sheet of the PAD included two PDOs. No indicators and
outcomes were related to the second PDO of the PAD, but it was linked to the activities
in the original Component 6. All PDOs were somewhat broad and subjective.
28. The original indicators were realistic in the light of the key project activities, but
not all of them adequately captured the level of achievement of the outcomes and the
PDO. For instance, carrying out a dissemination campaign does not necessarily mean that
the public transport users are well informed about Transantiago. Some outcomes were
also subjective, such as ―mitigating Transantiago’s negative impacts on low-income
groups‖ and the ―institutionalizing of Transantiago‖. Finally, the outcomes were mostly
related to one specific project activity only. Consequently, since the original project had
about 20 activities and only five outcomes, there were several implicit outcomes, which
contributed to the achievement of the PDO. For instance, the availability and use of new
planning tools facilitated the continuous planning of the urban transport reform program
and supported its implementation.
9
29. In the framework of project restructuring the PDO wording of the Loan
Agreement was adopted since it was considered a better reflection of the intended
objective. Several indicators and outcomes were revised to align them with the project
modifications. The revision of the results framework neither eliminated the broadness and
subjectivity of the PDO and outcomes, nor did it fix the direct causal linkages between
some outcomes and the indicators. In addition, one of the indicators that measured the
improvements in the financial and fare management system was redundant.
30. The monitoring arrangements were simple and adequate for this type of technical
assistance loan. Data collection to assess the compliance with the indicator targets was
straightforward and required commensurate efforts and resources.
31. Implementation and usage. Data was regularly collected and presented in a
progress report discussed during supervision missions. The information collected during
project implementation was mainly used to track project progress.
2.4 Safeguard and Fiduciary Compliance
32. Safeguards. Originally, the environmental category of this project was C. In the
framework of project restructuring, the Borrower decided to change the project scope to
include the execution of pilot projects, which were to be defined in the course of project
implementation. Since these pilot projects could have required small works or have had
other negative environmental or social implications, the project’s environmental category
was changed to B and the Environmental Assessment safeguard policy (OP/BP 4.01) was
triggered. Transantiago-SE prepared, and the Bank approved, simplified environmental
guidelines. These guidelines included the description of the type of works envisaged in
the pilot projects and their potential environmental impacts, the applicable environmental
framework and norms, mitigation measures, institutional responsibilities, and a checklist
for screening, among others.
33. Transantiago-SE screened all pilot projects for potential negative environmental
and social impacts. For the pilot project to test colored road surface treatments for bus
lanes, Transantiago-SE provided the Bank with an assurance from the provider of the
road treatments that they did not have any negative environmental impact. In the case of
the pilot project to install solar lighting at bus stops, Transantiago-SE produced
satisfactory evidence on environmentally sustainable recycling procedures for batteries.
No negative social issues were anticipated or arose in these pilot projects.
34. The operation did not contribute to a wider agenda of strengthening the
environmental and safeguard capacity and procedures for public transport infrastructure
works because the relevant activities were cancelled during project restructuring.
35. Financial management (FM) and procurement. Fiduciary aspects overall were
handled in a satisfactory manner even though the project registered minor shortcomings
in FM and procurement. In terms of FM, the project maintained overall satisfactory
performance and low risk. Timely and reliable interim un-audited reports have allowed
managing and monitoring project implementation. Audit reports were by and large
10
submitted on time and considered acceptable to the Bank.4
In the Independent
Procurement Review carried out in March 2009, procurement was considered moderately
satisfactory, mainly because of temporary weaknesses in internal controls and the
implementing agency’s low capacity to conduct procurement as per Bank guidelines.
This was due to a sudden departure of the then PCU head. The procurement post review
carried out at the end of 2010 considered procurement as moderately satisfactory because
of the limited amount of procurement activities carried out during the review period. The
last procurement post review at the end of 2011 considered procurement again fully
satisfactory.
2.5 Post-completion Operation/Next Phase
36. The prospects for the post-completion operation of the project vary. At the time of
ICR preparation, the pilot projects were in the process of being replicated at a large scale.
The results of most of the studies carried out under the project, such as the assessment of
the performance of the public transport system, the methodology to assess the financial
health of bus operators, the air quality monitoring exercise, and the organizational
improvement study for Transantiago-SE, were and still are likely to be extensively used.
The results and products of other activities, such as the SEISTU study did not yet find
practical applications. Similarly, some tools, such as the ESTRAUS model were and still
will be used, while others, such as the MUSSA model, still need further work to become
useful for practical applications.
3. Assessment of Outcomes
3.1 Relevance of Objectives, Design and Implementation
37. The relevance is rated high. The original project design was adjusted to keep the
operation fully relevant in the light of changing circumstances largely attributed to the
severe launch difficulties of Transantiago and the cutting edge nature of the reform
supported by the operation. The original and revised PDO, which are similar in
substance, remained fully consistent with the development priorities of the GoCH. The
President’s Government Program5
advocates for a ―dignified and efficient public
transport‖. In the case of Santiago, this mainly means an improvement in public transport
service quality through (i) the construction of bus corridors and lanes; (ii) ticket pre-
payment areas; (iii) an improved bus network with fewer transfers; (iv) metro system
extensions; (v) an improved institutional structure for MTT; and (vi) objective and
efficient pricing to reduce subsidies. Transantiago is among the strategic objectives of the
Transport Minister,6 who promised substantial improvements in service quality to the 2.5
million bus users in Santiago.
4 The 2006 to 2008 audit reports had qualified opinions because the accrual basis was used to register a payment. This
was corrected afterwards. The 2009 to 2010 audit reports had unqualified opinions. 5 Programa de Gobierno para el Cambio, el Futuro y la Esperanza, Chile 2010 – 2014. 6 Cuenta Pública “Cumpliendo con las Personas, Cumpliendo con la Metas”, Ministro de Transporte y
Telecomunicaciones Pedro Pablo Errázuriz Domínguez, 2011.
11
38. The PDO remained in line with the current Country Partnership Strategy (CPS)7,
which focuses on three results areas that broadly coincide with the government’s
development agenda: (i) public sector modernization; (ii) job creation and equity
improvement; and (iii) promoting sustainable investments. The project also meets the
current principles for Bank engagement in Chile, which concentrate on the provision of
technical assistance in areas in which the Bank has a comparative advantage and can
support the country’s drive to achieve its development goals. Moreover, for the Bank, this
project has been an important two-way investment, since the Transantiago experience is
highly valued among other Bank clients.
3.2 Achievement of Project Development Objectives
39. The assessment of the achievement of the PDOs presented some challenges. First,
as pointed out in section 2.3, the results framework had some shortcomings. Second, a
few outcomes were achieved by the Borrower on its own without contribution from the
project, such as ―Transantiago’s users being well informed about the new system‖, which
was accomplished through local contracts and finances. Third, according to ICR
guidelines, for projects with formally revised PDOs, the project outcome needed to be
assessed against both the original and the revised PDOs. This assessment is given below.
40. For details on project activities and outputs and their links with outcomes and the
achievement of the PDO, see annex 2. The ICR data sheet includes the revised PDO and
intermediate outcome indicators and annex 11 includes the original ones.
Original PDO and outcomes
41. The original PDO consisted of two objectives and its achievement was rated
moderately unsatisfactory. The project activities related to the objective of ―strengthening
the capacity and improving the procedures to mitigate potential adverse impacts of
transport infrastructure works‖ were cancelled and the objective was not achieved. The
second PDO of ―supporting the implementation, monitoring, evaluation and continuous
planning of the urban transport reform program‖ was partially achieved as follows (for
details see annex 2):
The project partially complied with the PDO indicators of ―designing an
environmental impact monitoring system for Transantiago‖ since it devised several
elements of such monitoring system, i.e. the methodology used to regularly monitor
Transantiago’s impact on air quality and a Web site to disseminate the results. In
addition, at the time of ICR preparation the Borrower was working to complement the
air quality monitoring system with a noise monitoring system.
The Borrower on its own and with local funds will achieve the second PDO indicator
of ―having Transantiago’s impact on transport demand assessed‖ once the origin-
destination (O-D) survey, ongoing at the time of ICR preparation, is completed.
The project also contributed to ―continuous planning of the urban transport system‖
by making transport planning instruments, such as ESTRAUS, more robust. This tool
was used to plan the extension of the metro system, among others.
7 IBRD and IFC Country Partnership Strategy for the Republic of Chile for the Period 2011-2016, January 11, 2011.
12
The Borrower, entirely with local resources,8 also ―facilitated the implementation of
the urban transport reform‖ through (i) the implementation of a broad assistance
program for public transport workers and operators affected by the launch of
Transantiago; (ii) the revision of fare levels, structures, and the fare setting
mechanism after Transantiago’s launch; and (iii) the implementation of small and
medium sized transfer stations. All these activities were cancelled from the project
scope during restructuring because they had been ongoing or carried out.
42. Two of the five original intermediate outcomes were partially achieved by the
project, two by the Borrowers, and one was not achieved. The progress in achieving the
intermediate outcomes was the following:
Intermediate outcome 1 “Institutionalization of Transantiago”: The project complied
with the indicator of ―preparing an institutional framework of Transantiago‖ and laid
the basis for the transformation of Transantiago-SE into a more autonomous and
independent institution, likely to happen in the short to medium term;
Intermediate outcome 2 “Mitigation of the negative effects of Transantiago on low-
income groups”: The project only partially complied with the indicator of ―designing
an action plan with mitigation measures for low-income users‖ because it designed an
action plan only for street vendors, one specific group of low-income people. By
implementing this action plan and making several routes changes and service
improvements as a consequence of the project-financed evaluation of Transantiago by
a group of Brazilian experts, Transantiago-SE also partially reached this outcome
since low-income users normally have no alternative to public transport and thus
benefit most from service improvements. More improvements are expected under the
renegotiated contracts with the bus operators, which came into force between March
and June 2012 and provide the necessary flexibility to do so;
Intermediate outcome 3 “Transantiago’s users being well informed about the public
transport system”: Transantiago-SE, entirely with local resources, carried out a large
number of information and communications campaigns and activities and complied
with the indicator of ―implementing dissemination campaigns‖. In the past,
Transantiago-SE did not collect information on how well its users are informed about
the system9 and several sources, including the review in annex 10, still consider user
information in buses and at stops a challenge for Transantiago. However, given (i) the
huge amount of resources spent by Transantiago-SE for information purposes,
especially if compared to the limited budget reserved by the project for information
campaigns, and the absence of any resources for information campaigns and
communications under the old public transport system; (ii) the large number of
information and communications campaigns and activities carried out by
Transantiago-SE; (iii) the manifold information sources available; and (iv) the
statistics on their use, it seems reasonable to assume that this outcome was at least
partially achieved;
8 The Bank team had a continuous policy dialogue on those issues and provided information on international practice,
especially as far as fare systems are concerned. 9 At the time of ICR preparation, Transantiago-SE was contracting a study to measure the effectiveness of their user
The results of the study were also extensively divulgated in the press and other
publications, especially immediately after the launch of Transantiago. In addition,
the results of these studies were used to make the environmental requirements of
public transport vehicles more stringent. The requirements are set out in the
Environmental Prevention and Clean-Up Plan (Plan de Prevención y
Descontaminación Ambiental) and in the MTT emission norms revised in 200912
.
They led to additional NOx and PM reductions. In 2011, Transantiago emitted 77.2
tons/year of PM and 4,211.7 tons/year of NOx, which was 19.9% less in PM and
1.7% less in NOx compared to 201013
.
At the time of ICR preparation, Transantiago-SE was in the process of contracting
Although the project did not design a
full environmental monitoring system
for Transantiago as envisaged by the
original PDO indicator, it devised
several elements of such a monitoring
system, i.e. the methodology used to
regularly monitor Transantiago’s
impact on air quality and the Web site
to disseminate the results. In addition,
the Borrower is likely to complement
the air quality monitoring system with
a noise monitoring system in the near
future. As such, the subcomponent
contributed and is still likely to
contribute to the original PDO of
―facilitating monitoring and evaluating
of the urban transport reform as well as
its continuous planning‖.
The project complied with the
PDO indicator of ―having
information on the impact of
the implementation of
Transantiago on air quality
available‖. Since this
information was used to make
the environmental
requirements of public
transport vehicles more
stringent, the subcomponent
contributed and is still likely to
contribute to the system’s
environmental sustainability,
and hence the achievement of
the revised PDO.
11 For instance, in 2007, after the introduction of the new system, public transport reduced its ultrafine PM (PM2.5) by 30% and the NOx levels by 50%. 12 ―Proyecto de Revisión, Reformulación y Actualización del Plan de Prevención y de Descontaminación Atmosférica para la Región Metropolitana (PPDA)‖, Comisión Nacional
del Medio Ambiente Región Metropolitana de Santiago, Santiago, January, 2009 and ―Normas de emisión de monóxido de carbono (CO), hidrocarburos totales (HCT),
hidrocarburos no metánicos (HCNM), metano (CH4), óxidos de nitrógeno (NOx) y material particulado (MP), para motores de buses de locomoción colectiva de la Ciudad de
Santiago‖, Subsecretaria de Transportes, published in the Official Gazette of March 13, 2002, modified with D.S. Nº 58/2003 (MSGP); D.S. 153/2005; and D.S. 42/2009. 13 ―Programa de Seguimiento Ambiental: Emisiones Atmosféricas del Sistema de Transportes Publico de buses de Santiago año 2010-2011‖, Secretaria de Transportes (SECTRA)
del año 2011. Este documento responde al Seguimiento del Plan de Prevención y Descontaminación de Santiago (PPDA).
the third air quality impact assessment. Transantiago-SE was also planning to carry
out these studies in two to three year intervals in the future. Additionally, at that
time, the Ministry of Transport and the Ministry of Environment were preparing an
agreement to create noise maps for Santiago and other cities. For Santiago, this will
mean developing a methodology to single out Transantiago’s impact on noise
levels and to regular monitor it.
Component D. Land Use
Cost: US$0.57 million, which corresponds to 90% of the cost estimation revised during project restructuring
Activities carried out, outputs and outcomes Actual or likely contribution to original
indicators, intermediate outcomes and
PDO
Actual or likely contribution to
revised/current indicators,
intermediate outcomes and PDO
Current Subcomponent D.1. Updating the Land Use Model for Santiago (MUSSA)14
based on results of the 2001 O-D survey and the 2002 population
and housing census, and carrying out of a social assessment of three congestion pricing alternatives in the framework of Transantiago.
This subcomponent consisted of two parts. The first included an update of
MUSSA for Santiago together with the validation of its predictive capacity.
The second part, included simulations with MUSSA, ESTRAUS, and the
Methodology for Vehicle Emission Calculation (MODEM)15
to assess three
road pricing alternatives in the framework of Transantiago.
The planned activities were carried out. The simulation of three congestion
pricing alternatives showed that MUSSA needs further improvements to be
used for strategic transport planning. This will be done once the ESTRAUS
model has been updated with the results of the O-D survey.
By developing a tool for strategic transport
and land use planning, the project laid the
basis for better urban transport planning.
Once MUSSA is improved, it also seems
reasonable to assume that it will ―facilitate
continuous planning of the urban transport
system in the future‖ (original PDO).
By developing a tool for strategic
transport and land use planning, the
project laid the basis for better
urban transport planning. Once
MUSSA is improved, it also seems
reasonable to assume that it will
contribute to a ―more efficient and
sustainable urban transport system‖
(revised PDO).
Current Subcomponent D.2. Carrying out a study to update the graphic information system of the one-stop process (Ventanilla Única) information
system (Sistema de Información Ventanilla Única SIVU) and identify the needs to revise the legal framework to allow for the application of the Urban
Transport System Impact Evaluation System (Sistema de Evaluación de Impacto sobre el Sistema de Transporte Urbano SEISTU) and SIVU’s
functioning as means to mainstream procedures (Subcomponent entitled “Technological and legal support for the development of the “one-stop
process” (Ventanilla Única) project” in the PAD).
This subcomponent aimed at strengthening SEISTU by carrying out a study By providing the blueprint to improve By providing the blueprint to
14 MUSSA is a software and a mathematical model, that represents the urban real estate market and allow planners to forecast and simulate its economic equilibrium under
different demographic, macroeconomic and regulatory scenarios. With MUSSA, the user can simulate the real estate market for these scenarios and make economic evaluations of
the impacts caused in the city. It can interact with most transport models as to assess the impacts of land use and transport projects and policies (www.mussa.cl). 15 MODEM is a tool which uses inputs from ESTRAUS to simulate pollutant emissions from the transport system for Santiago as a whole and for single neighborhoods
to improve its legal framework and information system. Only the title of the
activity was changed during project restructuring to align it with the title in
the Loan Agreement.
The study was carried out and the blueprint to strengthen SEISTU was
prepared. A working group was set up with representatives of the Ministry
of Housing, MTT and SECTRA to implement a new legal framework for
SEISTU. The activities of the working group were suspended because the
revision of the legal framework was no longer a government priority at the
time of ICR preparation.
SEISTU, the project laid the basis for
better urban transport planning. As such, it
may ―facilitate continuous planning of the
urban transport system‖ (original PDO) in
the future.
improve SEISTU, the project laid
the basis for better urban transport
planning. As such, it may
contribute to a ―more efficient and
sustainable urban transport system‖
(revised PDO) in the future.
Previous Subcomponent: Analysis of and recommendations for the urban, architectonic, and operational planning in the influence area of transfer
stations.
This subcomponent aimed at promoting the concentration of activities and
investments around transfer stations and recommending urban design
standards to foster sustainable urban development. No activity was carried
out and, in the framework of project restructuring, the subcomponent was
eliminated from the project scope because it no longer was a priority for the
government, which took over in 2006.
Since the Borrower did not carry out any
activity to promote the concentration of
activities and investments around transfer
stations and the subcomponent was
cancelled, it did not contribute to the
achievement of the original PDO.
Not applicable since the
subcomponent was cancelled
during project restructuring.
Previous Subcomponent: Diagnostic of the transport and urban planning entities and design of instrument to facilitate inter-institutional coordination.
The objective of this subcomponent was to develop tools and procedures to
facilitate transport and land-use planning coordination. No activity was
carried out and, in the framework of project restructuring, the subcomponent
was eliminated from the project scope because it no longer was a priority
for the government, which took over in 2006.
Since the Borrower did not carry out any
activity to facilitate land-use and transport
planning coordination and the
subcomponent was cancelled, the
respective indicator was not complied with
and the subcomponent did not achieve the
original expected outcome or PDO.
Not applicable since the
subcomponent was cancelled
during project restructuring.
Component E. Social Aspects of Transport
Cost: US$0.21 million, which corresponds to 92% of the cost estimation revised during project restructuring
Activities carried out, outputs and outcomes Actual or likely contribution to original
indicators, intermediate outcomes and
PDO
Actual or likely contribution to
revised/current indicators,
intermediate outcomes and PDO
Current Subcomponent E.1. Assessment of the impact of Transantiago on street market vendors and preparation of a social mitigation program for
the benefit of such vendors (Previous Subcomponent: Social assessment of the impact of Transantiago on low-income groups in Metropolitan
Santiago).
This subcomponent was originally meant to assess the impact of The activity under this subcomponent was The revised indicator of ―designing
36
Transantiago on low-income groups in Metropolitan Santiago. The scope of
the subcomponent was redirected to one specific group of low-income
users, i.e. street market vendors. This change was justified by the fact that,
on the one hand, the new system considerably decreased the average fare
level and so had large positive impacts on low-income users in monetary
terms. On the other hand, in several cases, the new bus routes and services
passed in places where street markets were held and negatively affected
their operation. Therefore, Transantiago-SE needed an urgent tool to
manage and mitigate these conflict situations with street markets.
The assessment carried out under this subcomponent showed the magnitude
of the phenomenon in Santiago, where about 1,200 street markets take place
on a weekly basis. The study produced a geo-referenced database with the
size, location, operating days/hours, and other characteristics of these street
markets. It prepared an action plan for the mitigation of conflict situations
with the public transport system as well as recommendations of a more
general nature, such as in hygienic, institutional and organizational terms.
The results of the study were used to modify bus routes and bus services
during the operating hours of street markets. Knowing the location of street
markets was also useful to identify the places to carry out public
information campaigns about Transantiago, especially concerning service
changes. Finally, at the time of ICR preparation, the Ministry of Economy
was drafting a law that used the results of the project financed study of
street market vendors as input. It is likely that this new law will lead to the
implementation of measures to improve the general condition of street
market vendors, which were proposed in the study but are outside the
responsibility of Transantiago-SE.
not carried out as originally planned.
Instead of focusing on low-income users in
general, the activity only focused on one
particular group of low-income people.
Therefore, the respective indicator of
―designing an action plan with mitigation
measures for low-income users‖ was only
partially complied with. By reducing the
negative impacts of Transantiago on street
vendors, which are one specific group of
low-income people, the subcomponent
contributed somewhat to the expected
original outcome of ―mitigating the
negative effects of Transantiago on low-
income groups‖.
Finally, the information gained from the
study on street market vendors was used to
make service changes and disseminate
information on the system. Therefore, it is
reasonable to assume that this
subcomponent contributed to the
―monitoring and evaluation as well as the
continuous planning of the urban transport
system‖ (original PDO).
an action plan to mitigate the
negative effects of Transantiago on
street vendors‖ was complied with.
By using the results of the study to
modify bus routes and bus services
during the operating hours of street
markets, the expected outcome of
―mitigating the negative effects on
street market vendors‖ was also
achieved. By the same token, it
seems reasonable to assume that
the subcomponent contributed to
the ―efficiency/sustainability of the
system‖ (revised PDO).
Previous Subcomponent: Capacity building, business creation and reconversion of the transport system workers.
This subcomponent envisaged the design and implementation of a training
program for public transport workers affected by the introduction of the
new system.
The Borrower, on its own, carried out a comprehensive program to assist,
train and reconvert displaced public transport workers and operators. It
trained 254 union leaders in the preparation of business plans, 217 public
transport workers who were over 55 years old in setting up a small business,
and 480 public transport workers who were between 40 and 54 years old
The GoCH, on its own, trained and
reconverted displaced public transport
workers and operators. As such, it
contributed to the original PDO of
―facilitating the implementation of the
urban transport reform‖. The
subcomponent was cancelled from the
project scope because it became
superfluous.
Not applicable since the
subcomponent was cancelled
during project restructuring.
37
and 129 public transport workers who were under 40 years old in acquiring
a new profession. The training courses included a living allowance for three
to four months, transport costs, reimbursements and other benefits. The
program also supported 427 drivers in obtaining and homologating driver
licenses for the new system and supported a program to help small bus
owners prepare a business plan. Finally, in addition to training and direct
benefits, the program provided information on access to general benefits,
such as unemployment benefits, health insurance, etc.
Since the GoCH had carried out a comprehensive reconversion program,
this project subcomponent became superfluous and was dropped from the
project scope.
Component F. Mitigation of Potential Adverse Impacts of Transport Infrastructure Works (component cancelled in the framework of project
restructuring)
Budgeted Cost: US$0.28 million (budget reallocated to other activities)
Activities carried out, outputs and outcomes Actual or likely contribution to original
indicators, intermediate outcomes and
PDO
Actual or likely contribution to
revised/current indicators,
intermediate outcomes and PDO
Previous Subcomponent F.1. Institutional capacity strengthening in the area of involuntary resettlements.
This subcomponent envisaged to strengthen the capacity of the entities
responsible for resettlement, devise tools to facilitate the execution of
involuntary resettlement, and lay the framework for a revised compensation
scheme.
The subcomponent was cancelled from the project scope because
institutional collaboration and strengthening in the area of resettlement was
carried out at local level in the Territorial Management Commission
(Comisión de Gestión Territorial). This Commission was comprised of all
actors involved in the construction of transport infrastructure in Santiago,
including SECTRA, the Ministry of Public Works (MOP), Transantiago-
SE, SEREMITT-RM, and MTT. Its aim was to harmonize MOP’s and
SERVIU’s expropriation procedures and strengthen these entities in their
implementation. This was not achieved, but SERVIU improved its
consultation procedures. A change in Chile’s resettlement laws was no
longer envisaged.
The subcomponent was cancelled and did
not contribute to the achievement of the
original PDO.
Not applicable since the
subcomponent was cancelled
during project restructuring.
38
Previous Subcomponent F.2. Upgrading of the guidelines for environmental management plans for urban infrastructure works.
This subcomponent envisaged the revision and harmonization of the two
sets of environmental guidelines used for public infrastructure projects in
Chile. The subcomponent was cancelled from the project scope because it
was no longer a priority for the newly elected government, which took over
in 2006.
Since the subcomponent was cancelled and
the Borrower did not revise and harmonize
the two sets of environmental guidelines,
the subcomponent did not contribute to the
achievement of the original PDO.
Not applicable since the
subcomponent was cancelled
during project restructuring.
Component F. Project Management (component envisaged in the Loan Agreement but not in the PAD and therefore formalized during project
restructuring in the RPP to ensure consistency)
Cost: US$0.02 million, which corresponds to 27% of the cost estimation revised during project restructuring
Activities carried out, outputs and outcomes Actual or likely contribution to original
indicators, intermediate outcomes and
PDO
Actual or likely contribution to
revised/current indicators,
intermediate outcomes and PDO
Original/Revised Subcomponent F.1. Strengthening the Project Coordination Unit (PCU) to carry out its obligations under the project through the
provision of technical assistance, training, operating costs, financing and equipment, as well as through project audits.
This component aimed at strengthening the PCU through training, technical
assistance, equipment, and operating costs. It also aimed at financing the
project audits.
The component financed the participation of Transantiago-SE staff in
procurement and financial management training courses. Project audits and
operating costs were financed by the Borrower.
Not applicable. Not applicable.
39
Annex 3. Economic and Financial Analysis
Not applicable.
40
Annex 4. Bank Lending and Implementation Support/Supervision Processes
(a) Task Team members Names Title Unit Responsibility/
Specialty Lending Judy L. Baker Lead Economist WBIUR Poverty Specialist
Antonio Leonardo Blasco Sr Financial Management (FM)
Specialist
LCSFM FM Specialist
Margarita Rosa De Castro Illera Consultant LCSUW Safeguard Specialist
Elisabeth Goller Sr Transport. Specialist LCSTR Transport Specialist
Pierre Graftieaux Sr Transport. Specialist AFTTR Co-TTL
Jorge Rebelo Consultant LCSTR TTL
Kenneth M. Gwilliam Consultant ECSS5 Transport. Economist
Juan Lopez-Silva Consultant CESSF Environmental
Specialist
Gerhard Menckhoff Consultant LCSTR Transport. Specialist