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African Development Fund Republic of Kenya
KENYA
TIMBOROA ELDORET ROAD
REHABILITATION PROJECT
PROJECT COMPLETION REPORT
RDGE DEPARTMENT
June 2017
1
I BASIC DATA
A Report data
Report date Date of report: 15 September 2016
Mission date: From: 24 August 2016 To: 26 August 2016
B Responsible Bank staff
Positions At approval At completion
Regional Director D. GAYE G. NEGATU
Country Manager D. BUZINGO N/A
Sector Director G. MBESHERUBUSA AMADOU OUMAROU
Sector Manager D. GEBREMEDHIN ABAYOMI BABALOLA
Task Manager ZERFU TESSEMA GEORGE MAKAJUMA
Alternate Task
Manager
ZERFU TESSEMA
PCR Team Leader GEORGE MAKAJUMA
PCR Team Members
G. MAKAJUMA
P. OWUORI
E. NGODE
J. ECAAT
A. GITONGA
(Consultant)
PROJECT COMPLETION REPORT (PCR)
2
C Project data
Project name: ELDORET – TIMBOROA ROAD REHABILITATION PROJECT
Project code: P-KE-DB0-019 Instrument number: ADF Loan No. 2100150023344
Project type: Infrastructure Sector: Road Transport/Highways
Country: Kenya Environmental categorization (1-3): 1
Processing milestones – Bank approved
financing only
Key Events (Bank approved
financing only)
Disbursement and closing dates
(Bank approved financing only)
Financing source/ Instrument 1:
ADF Loan No. 2100150023344
Financing source/ Instrument
1:
ADF Loan
Financing source/ Instrument 1:
ADF Loan
Date approved: 24.11.2010 Cancelled amounts: UA
3,994,720.43
Original disbursement deadline:
29.02.2016
Date signed: 23rd March, 2011 Supplementary financing: NIL Original closing date: 31.12.2016
Date of entry into force: 20th July, 2011 Restructuring: NA Revised disbursement deadline:
NA
Date effective for 1st disbursement: - Extensions (specify dates): NA
Revised (if applicable) closing date:
NA
Date of actual 1st disbursement: 03.09.2012
Financing source/instrument:
Disbursed
amount
(amount, UA):
Percentage
disbursed
(%):
Undisbursed
amount (UA):
Percentage
undisbursed
(%):
Financing source/ instrument1: 35,000,000 UA 31,005,279.57 89% 3,994,720.43 11.4%
Government: GoK 3,920,000 UA 7,406,941.511 189% - -
TOTAL 38,920,000
UA
38,412,221.08 99% 3,994,720.43 -
Other external partners: N/A
Executing and implementing agency (ies): Kenya National Highways Authority
D Management review and comments
Report reviewed by Name Date reviewed Comments
Country Manager N/A
Sector Manager Abayomi Babalola
Regional Director (as chair of Country
Team) Gabriel Negatu
Sector Director Amadou Oumarou
1 Conversion rate 1 UA = KES 121.147 (Aug 2010)
3
II PROJECT PERFORMANCE ASSESSMENT
A Relevance
1. Relevance of project development objective
Rating* Narrative assessment (max 250 words)
4
The project objectives are consistent with Government of Kenya’s long-term economic development
strategy (Vision 2030) whose first five-year Medium Term Plan (MTP) for the period 2008-2012 had three
overarching pillars, namely, economic, social and political, with foundations anchored on expansion of
economic infrastructure. The project was also in accord with the main purpose of the Road Sector
Investment Program (RSIP) 2010-2014 which is to provide good roads for a globally competitive and
prosperous Kenya.
The project is aligned to Strategic Pillar no. 1 of the Bank’s East Africa Regional Integration Strategy
Paper 2011-2015 which is Regional Infrastructure with a focus on Regional Transport Corridors/Trade
Facilitation Infrastructure to promote seamless connectivity within the regional system, in order to further
reduce transportation cost and improve the business climate.
Rehabilitation of this road and thus improving the road network condition was expected to contribute to
reduction in travel time for heavy transit vehicles between Mombasa Port and Kampala by 25% and
increased intra-regional trade between Kenya and the neighbouring countries while at the same time to
contribute to the reduction of poverty (head count) in Rift Valley region from current 39% to 28% in 2015.
2. Relevance of project design
Rating* Narrative assessment (max 250 words)
3
The project had five components: Civil Works for rehabilitation of the road between Timboroa and Eldoret
(73 km) to bituminous (Asphalt Hot Mix) standard with 7.0 m carriageway and 2x2.0 m shoulders;
Consulting Services for Construction Supervision of the Civil Works; Consulting Services for Eldoret By-
pass study; Consulting Services for Project Technical Audits; and Compensation and Relocation of
Services.
The project design has taken into account lessons learned from previous interventions by the Bank and
other donors in the transport sector in Kenya. Specific measures included pavement design review to
minimise construction cost increase due to changed site conditions; precedent action to ensure adequate
local counterpart funds; starting procurement prior to Board approval (Advance Procurement Action) in
order to reduce project start-up delay; project execution through recently established autonomous highway
authority for improved governance and management; appointment of a Project Coordinator at the Kenya
National Highways Authority (KeNHA) Headquarters; technical assistance components including
supervision consultant and technical audit services to support the project management capacity of the
authority and improve auditing and reporting.
The significant increases in budgetary allocation for road sub sector in Kenya enabled the GOK to
adequately meet its local counterpart funds obligation under the loan. Furthermore, the part to be financed
by GOK, including compensation costs was low, at about 10.1% of the total project cost.
A capacity building component to KeNHA is also included under a separate Bank loan approved in 2009
to develop a Five-Year Business plan and modern business processes; to build capacity in procurement
and financial management; and provision of specialized ICT and software for modern highway
management systems.
4
3. Lessons learned related to relevance
Key issues Lessons learned Target audience
1. Design revisions
during project
implementation
Significant design changes were introduced very late during
implementation by Addendum No. 1 of 26th May 2014;-
11,704m of climbing lanes
4 km of concrete paved heavy vehicle parking lanes in Timboroa
Market, Burnt Forest, Cheptiret, Eldoret town and its environs (km.
10.11 km of footpaths to Eldoret town and its environs
1.1 km Timboroa access road
Various change of pavement rehabilitation works to take into
account deterioration, application of double seal surface dressing
Design changes due to initially overlooked components are bound to
affect project costs and time for completion, in this case a 67% increase
in contract cost and 305 day time extension. Project designs should be
comprehensively reviewed by an independent short-duration consultant
and amended before project appraisal.
KeNHA
2. Delays in land
acquisition
KeNHA surveyors undertook survey works in 2013 with a view to
acquiring land to ensure 60m right of way is secured throughout but the
process was never completed. By the time of final project completion
inspection, the land acquisition process had stalled and this meant that
road reserve boundary posts were not erected for the full road length.
Although the desirable road reserve for International Trunk Roads is
60m, in practice the road reserve for Timboroa – Eldoret has variable
dimensions, ranging from 75m width to only 36m with encroachment
observed along various sections.
The required right of way should be secured and be made available to the
Contractor at commencement in order to avoid implementation delays
and claims for extra time and costs. The Bank should consider making it
a condition for future project financing that all necessary acquisition of
ROW be completed prior to appraisal.
GoK and
KeNHA
3. Delays in relocation
of services
The Contractor was forced to revise his programme of works to start
construction works on section km 10 to 20 rather than km 20 to 30 due
delays by Kenya Power and Lighting Company (KPLC) in relocating
utility lines located within the right of way.
Ideally, KeNHA headquarters and regional offices should maintain
updated GIS mapping of the major road corridors showing all approved
utility service installations. KeNHA should have a road asset
management policy and system for approving utility service positioned
in the road environment, and strict requirements on use of ducts, GIS
mapping submission, fee payment and/or annual lease and written
undertaking to relocate services when required to do so at the cost of the
respective service providers.
KeNHA
5
B Effectiveness
1. Progress towards the project’s development objective (project purpose)
Comments
Provide a brief description of the Project (components) and the context in which it was designed and implemented. State the project
development objective (usually the project purpose as set out in the PM) and assess progress. Unanticipated outcomes should also
be accounted for, as well as specific reference of gender equality in the project. The consistency of the assumptions that link the
different levels of the results chain in the PM should also be considered. Indicative max length: 400 words.
The project development objectives were to contribute to improve transport communications between Kenya and Uganda,
Rwanda, Burundi, DRC and Southern Sudan for the benefit of the region and population of the project area. This was to
be achieved through reduction in transport costs and travel time between Nairobi and Kampala; improved economic and
living standards in towns along the corridor, and improved transportation of farm inputs and produce to and from the
project area.
The project was expected to contribute to increased volume of transit goods transported along the Northern Corridor,
reduction in transport costs and travel time; and increased agricultural produce transported from the project area. The
current assessment indicates that the volume of transit goods along the Northern Corridor has increased from 5,183,700
tonnes in 2010 to 7,843,730 tonnes in 20152; transit transport costs from Mombasa to Kampala reduced from US $ 2.90
per 40’container in 2010 to US$ 2.14 in 20153 while travel time for heavy vehicles between Nairobi and Malaba has
reduced from 24 hours in 2010 to 19.5 hours in 20154. Agricultural produce transported from Uasin Gishu County where
the project is located has increased from 200,000 tonnes in 2010 to 602,000 tonnes in 20145.
The Contractor was unsuccessful in securing substantial recruitment of women on construction work, the number of
women directly employed in the project reaching only 7% of the workforce which was far below both 30% Kenya
government target and the 20% target set by the project. Reasons why there were few women employees were mainly to
do with the cultural attitudes that consider manual and physical labour on the road is for men, while a primary role of
women is taking care of their children and homes. In addition, few local women have requisite technical and professional
qualifications.
Other direct beneficiaries included people along the corridor of the improved 73km road. According to the Uasin Gishu
County Integrated Development Plan there are 364,425 residents, who are located at Timboroa Trading Centre (11,771
residents) , Matharu Trading Centre (3,427), Burnt Forest Trading Centre (32,649), Cheptiret Trading Centre (24,367),
Ngeria Trading Centre (2,831), and Eldoret Town (289,380). These trading centres benefitted from improved connectivity
to the highway and facilities, including a paved access road 1.1km long to Timboroa market; truck parking lanes at
Timboroa, Burnt Forest , Cheptiret, Eldoret Kenya Pipeline Depot area and Maili Nne trading centre; parking lay-bys at
Matharu, Ngeria; service roads at Burnt Forest; market stalls at Timboroa; and pedestrian footpaths through Eldoret town.
Men and Women hawkers selling agricultural produce by the road side at Timboroa, Matharu, Burnt Forest, Cheptiret,
and in Ngeria Trading Centres were temporarily affected during the construction works. However, these hawkers have
expressed appreciation for the opportunity of providing food and catering services to construction workers during the
course of the works and the improved facilities that allow safer vending to motorist. To improve vending conditions and
road safety, the road design incorporated provision of lay byes at these markets. At Timboroa, separate parking lanes were
constructed along with 50 purpose-built market stalls complete with washroom facilities to benefit over 100 roadside
traders who sell roast maize and vegetables. The market stalls were completed in August 2016, but are not occupied to
date, as they await formal taking over and allocation to traders.
Other beneficiaries benefitting from improved transportation and facilities such as footpaths and bus-bays include the
31,000 youth student population of Moi University campuses (Main Campus, School of Law, Eldoret Town Campus and
Eldoret West Campus next to Kenya Pipeline Depot); Moi Teaching and Referral Hospital (960 students/257 staff); the
new University of Eldoret (UoE) Eldoret Town campus; and other schools/colleges along the road and within Eldoret
itself; and large industries along the road including Rupa Textiles, Kenya Pipeline Company, Kenya Co-operative
Creameries and Rai Plywood.
2 Kenya Ports Authority 3 Shippers Council of Kenya, LPS Survey 2015 4 Draft Project Completion Report, Egis/Itec Consultants, May 2016 5 Economic Review of Agriculture 2015, Ministry of Agriculture, Livestock and Fisheries
6
Training and technology transfer were the other outcomes. Although all of the Contractor’s 31 senior staff were
expatriates, according to Contractor’s Employment data, at the peak of operations, a total of 571 local staff were employed,
approximately 54% of whom were unskilled. 70% of these employees were youth, who were offered a chance to learn
such artisan skills as welding, carpentry, driving. Regrettably only 44 women or 7% of the labour force were women,
which is far below both 30% Kenya Government target and the 20% target set by the project.
In addition, a total of 13 University and Technical College students benefited from internships of 3-4 months duration at
various times during the project period and received training from the Contractors and Supervision Consultant on modern
road construction techniques and procedures. These students were drawn from Eldoret Polytechnic (3), Sigalagala
Polytechnic (2), Nairobi University (1), Moi University (2), Kenyatta University (1), Masinde Muliro University (1),
Kenya Institute of Highways and Building Technology (2), Taita Taveta University (1).
Unanticipated outcomes included rapid development of land along the road corridor, which included a number of
manufacturing factories (Toyota Tsusho multi million-shilling fertilizer-blending plant in Ngeria), shopping malls
including Zion Shopping Mall, tourist class hotels such as the Boma Inn erected by Red Cross, The Horizon, Starbucks,
and Fig Tree Garden Hotel, the 26 storey Moi University Pension Scheme high-rise office block, residential estates and
mixed use developments.
7
2. Outcome reporting
Outcome
indicators (as per
PM)
Baseline
value
(Year)
Most
recent
value (A)
End target (B)(expected
value at
project
completion)
Progress
towards
target(%
realized)
(A/B)
Narrative assessment
(indicative max length:
50 words per outcome)
Core
Sector
Indicator (Yes/No)
1.
1.1 Increased
volume of transit
cargo.
6.3 m ton
(2010)
7.8 m
(2015)
10.45 m ton
(2015) 81%
Transit cargo along the
project road increased
51% growth from
5,183,740 tonnes in 2010
to 7,843,730 tonnes in
2015.
Yes
1.2. Growth of
trade between
Kenya and the
neighbouring
Countries.
US$
1.32b
(2010)
US$ 2.19b
(2014)
US$ 2.12 b
(2015) 114%
Regional trade between
Kenya and neighbours
Uganda, Sudan/South
Sudan, Ethiopia, Somalia,
and Tanzania is recorded
to have grown from US$
1.32 B in 2010 to US$
2.09 b in 2014. The target
has been exceeded.
Yes
1.3 Poverty (head
count) reduced
39%
(2010)
33.8% 6
(2013)
28%
(2015) 47%
No recent data available
poverty headcount for
Uasin Gishu county.
Yes
2.
2.1 Increased
volume of transit
goods through Port
of Mombasa
to/from Uganda,
Burundi, Rwanda,
DRC and Southern
Sudan.
5.83 m
ton
(2010)
8.07 m
(2015)
9.61 m ton
(2015) 84%
Transit cargo from
Mombasa Port to Uganda,
Rwanda, Burundi, DR
Congo and South Sudan
registered 50% growth
from 5,183,740 tonnes in
2010 to 8,067,178 tonnes
in 2015.
Yes
2.2
Reduction in
transport cost from
Mombasa to
Kampala
US$
0.195 per
ton-km
(2010)
US $2.14
per 40’
container
per km
(2015)
US$ 0.137
per ton-km
(2015)
60%
Cost of freight transport
per 40’ container from
Port of Mombasa to
Kampala7 reduced by
18% from US$ 2.9 per
km in 2011 to US$ 2.14
in 2015.
YES
2.3 Reduction in
travel time for
heavy vehicles
between Nairobi
and Malaba border.
24 hours
(2010)
19.5.hours
(2015)8
18 hours
(2015) 75%
Average travel time for
heavy vehicles on the
project road in both
directions reduced by
12% between 2013 and
20169 .
YES
2.4 Increased
tonnage of
agricultural
0.2m tons
(2010)
0.6 m ton
(2014)10
0.26 m ton
(2015) 300%
Tonnage of agricultural
products transported from
Uasin Gishu County
YES
6 “Exploring Kenya’s Inequalities” (Kenya National Bureau of Statistics, 2013) 7 Statistical Abstract 2015 (Kenya National Bureau of Statistics) 8 Project Completion Report (Egis/Itec Consultants, 2016) 9 Project Completion Report (Egis/Itec Consultants, 2016) 10 Economic Review of Agriculture 2015 (Ministry of Agriculture, Livestock and Fisheries)
8
Outcome
indicators (as per
PM)
Baseline
value
(Year)
Most
recent
value (A)
End target (B)(expected
value at
project
completion)
Progress
towards
target(%
realized)
(A/B)
Narrative assessment
(indicative max length:
50 words per outcome)
Core
Sector
Indicator (Yes/No)
produce
transported from
project
where the project road is
located increased to 0.602
million tonnes in 2014.
3. Output reporting
Output
indicators (as
specified in the
PM)
Most
recent
value(A)
End target (B)
(expected value at
project completion)
Progress
towards
target
(%
realized)
(A/B)
Narrative assessment
(indicative max length:
50 words per output)
Core
Sector
Indicator (Yes/No)
3.1
35 km of road
rehabilitated and
opened to traffic
by June 2012.
50km rehabilitated
and taken
over in Nov
2014
35km
(Sept 2012)
143%
Original target to
complete half of the road
mid-way through the 24
months contract was not
achieved. The first
completed section of
50km was handed over
and opened to traffic on
19th Nov 2014 which is
26 months after
commencement.
YES
3.2
73 km road
rehabilitated
between
Timboroa -
Eldoret by end
2013.
73km rehabilitated and taken
over July
2015
73km
Sept 2014
100%
Original target to
complete rehabilitation
of entire 73km length of
road under contract
within 24 months was
not achieved. Final
completion was on 9th
July 2015 which is 34
months after
commencement.
Additional works
completed July 2016
included 11.74km of
climbing lanes 1.21km
access road and 4km of
heavy truck parking
lanes, 9 km of footpaths.
YES
3.3
Road safety and
HIV/AIDS and
STI awareness
and prevention
program
implemented by
2014.
Road
safety
campaigns
undertaken
by sub-
contractor
targeting 8
road user
groups
Road safety
campaigns
implemented to at
least 8
communities/settleme
nts plus Eldoret town.
100%
Road safety training
/sensitization campaigns
held for eight separate
groups. Beneficiaries
included 40 contractor’s
staff, 62 PSV drivers, 35
Boda-boda Sacco
leaders, 139 boda-boda
riders, 10 schools and
Uasin Gishu county
police. Public road
safety awareness road
YES
9
Output
indicators (as
specified in the
PM)
Most
recent
value(A)
End target (B)
(expected value at
project completion)
Progress
towards
target
(%
realized)
(A/B)
Narrative assessment
(indicative max length:
50 words per output)
Core
Sector
Indicator (Yes/No)
Total of 10
HIV/AIDS
awareness /
prevention
campaigns
between
Nov 2014
and October
2015
HIV/AIDS
awareness and
prevention campaigns
to at least 8
communities/settlemen
ts plus Eldoret town
125%
show held for 3,000
people.
Ten HIV/AIDS and
STI awareness and
prevention campaigns
reaching out to 404
males/111 females. 6
VCT sessions covering
115 males and 51
females implemented in
in several locations
across the project area
3.4
Gender
sensitisation
Nil Gender sensitisation to
be implemented (at
least eight
communities) by 2012.
0% No gender sensitization
carried out within
communities. Gender
Mainstreaming Plan
relating to contractors
staff introduced in
November 2012
NO
3.5
Road side
market sheds
and parking
space
50 Market
Stalls
constructed
at Timboroa
Road side market
sheds and parking
space constructed at
Timboroa with water
and sanitation.
100% 50 market stalls and
parking lanes
constructed at Timboroa
complete with water
connection and sanitary
blocks to benefit 100
roadside traders directly.
YES
3.6
Jobs created
during road
construction
571 jobs
created
during peak
operation
160 job created
during peak
operation (2014)
at least 20% will be
for women
357%
35%
571 jobs created
during peak operation
7% of employees
were women
YES
NO
3.7 Implementation of ESMP.
Tree planting.
NEMA
EIA license
issued
1,755
trees
planted
100%
implementation of
ESMP by 2014.
At least 2,000 trees
planted along the
project road by
2014.
100%
88%
EIA license issued by
NEMA at
commencement of
project. NEMA
certificate on 9th Oct
2015 of satisfactory
restoration /
decommissioning of 3
borrow pits, 2 quarries on
completion.
90 trees planted along the
road, the other 1,665
trees planted off-site
mainly in adjacent
primary schools in a
change of strategy to
encourage participation
YES
YES
10
Output
indicators (as
specified in the
PM)
Most
recent
value(A)
End target (B)
(expected value at
project completion)
Progress
towards
target
(%
realized)
(A/B)
Narrative assessment
(indicative max length:
50 words per output)
Core
Sector
Indicator (Yes/No)
of students and ensure
high survival rate.
Rating* (see IPR
methodology) Narrative assessment
3 The main physical outputs were fully achieved, and exceeded by way of additional works. In
addition to the planned output of 73km road rehabilitated with 7.0m carriageway and 2 x 2.0m
sealed shoulders, additional works were implemented including 3.98km of truck-parking
lanes, 11.74 km of climbing lanes length of service roads and 9km of footpaths. However,
some non-physical targets such as gender sensitisation and employment were not achieved.
Average rating for the outputs is Satisfactory.
4. Development Objective (DO) rating
DO rating (derived
from updated IPR)* Narrative assessment (indicative max length: 250 words
3 The development objective was to contribute to improving the reliability of the transport
infrastructure system to promote economic growth and socio-economic development in
a socially and environmentally sustainable way, and to promote trade and regional integration.
The project entailed rehabilitation of the Timboroa-Eldoret road (A104) measuring 73km in
length which forms an integral section of the Government’s key priority transport corridor, the
Northern Corridor from the Port of Mombasa which serves Kenya, and is also the major transit
route for the landlocked neighbouring countries of Uganda, Rwanda, Burundi, Democratic
Republic of Congo and South Sudan. The other project components covered the related
supervision and technical audit services, and a design study of the Eldoret By-pass road which
will be critical to the efficient performance of Timboroa-Eldoret road.
Progressive increase in transit cargo tonnage through Mombasa and overall volume of trade
between Kenya and neighbouring countries has been recorded in the last years, and the successful
rehabilitation of the project road has indeed contributed towards reduction in transport costs and
travel time along the corridor.
The project met the sector outcomes and is rated Highly Satisfactory, met its development
objectives and is rated Satisfactory in meeting the expected outputs. The combined development
objective rating for the project is Satisfactory.
11
5. Beneficiaries
Actual (A) Planned (B) Progress
towards
target (% realized)
(A/B)
% of
women
Category
(e.g. farmers,
students)
1.
1.1 Populations of Kenya,
Uganda, Rwanda, Burundi,
Democratic Republic of Congo
And southern Sudan. 1.2 Public at large and population
of Rift Valley region
Populations of Kenya,
Uganda, Rwanda, Burundi,
Democratic Republic of Congo
and South Sudan
General population in the
project area of influence (Rift
Valley region).
100%
49.2 Populations
of Kenya,
Uganda,
Rwanda,
Burundi,
Democratic
Republic of
Congo
and South
Sudan total
196,432,144.
General
population of
Rift Valley
region -
10,006,805.
2.
2.1 Freight Shippers, Exporters and
Importers, Transport Operators,
Business community
2.2 Population, within the vicinity of
the project area.
2.3. Decision making authorities and
Financing Agencies.
Transit traffic operators
Direct population served by the
improved road
KeNHA, Government of
Kenya, AfDB, County
Government
>100%
NA
Total of 1,413
heavy goods
vehicles per
day of 4-6
axles on the
road (2016
ADT)
Commuters
/residents
between
Timboroa and
Eldoret Total
364,425
people
12
6. Unanticipated or additional outcomes
Description Type (e.g. gender,
climate change,
social, other)
Positive
or
negative
Impact on
project (High,
Medium, Low)
1. Traffic level after project completion slightly higher than
predicted levels for most project road sections. This has seen
increased traffic congestion especially during peak periods
through Eldoret town centre.
Economic Positive/
Negative
Medium
2. New factories established e.g. Toyota Tsusho fertilizer-
blending plant in Ngeria, amongst others.
Economic Positive Medium
3. New shopping / office complexes developed e.g. Zion Mall,
Moi University Pension Scheme complex tower.
Economic Positive Medium
4. Social amenities and recreation facilities e.g. Boma Inn, New
Pine Tree Gardens hotel, amongst others.
Social/Residential Positive High
5. Training and technology transferred to locals e.g. plant
operation skills, new construction techniques.
Social Positive High
6. Introduction of solar powered street lighting at new truck
parking lanes which is a renewable source of power that does
not contribute to climate change
Climate change Positive Medium
7. Lessons learned related to effectiveness
Key issues Lessons learned Target audience
1. Traffic generated
due to
unanticipated land
use development
1. Average daily traffic count in all vehicle classes (ADT) in 2016 was
7% higher than originally predicted at design stage. This is attributed
to generated traffic from new land use development along the corridor,
which has prematurely contributed to congestion at some intersections
and merging points in Eldoret and its environs. Generated traffic due
to land use development along a transport corridor should be
adequately accounted for at planning stage.
KeNHA
2. Travel times and
delays are
influenced by
design
deficiencies
2. The project road’s main function is for long distance transit traffic
flow, with partial access control. Travel time surveys11 conducted in
2013 and 2016 indicated that average travel time from Timboroa to
Eldoret reduced by an average of 5% across all vehicle classes and in
the opposite direction by an average of 19% for all vehicles. Time
taken for large buses reduced from 78 minutes in 2013 to 75 minutes
in 2016 northbound, and from 79 minutes to 68 minutes in the
southbound direction. However, the travel time savings benefits were
not fully realised owing to the introduction of speed humps and speed
limits at trading centres. Ideally pedestrian activity should be
segregated by use of pedestrian underpasses or footbridges bridges and
fencing. Direct accesses should be prohibited and access should be
provided from the service roads and full separation should be provided
between motorised and non-motorised modes.
GoK, KeNHA
3. Targets should be
defined better
3. Targets for road safety should be in terms of accident reduction by
number of accidents per number of vehicles as the traffic volumes are
expected to increase and accidents will follow the same trend
KeNHA
11 Draft Project Completion Report for Rehabilitation of Timboroa-Eldoret Road (A104): May 2016 (Egis International
Consulting Engineers/Itec Engineering Ltd.)
13
4.Unanticipated
outcomes should be
evaluated better
4. Many commercial and residential developments took place during and
after the project implementation whose impacts are beginning to
undermine some of the positive outcomes. Such developments should
be adequately catered for at the design stage, in order to reduce their
impacts at the operations stage.
GoK, KeNHA
5. Low uptake of
road construction
jobs by women
5. Meeting the Government’s requirement of 30% participation by any
gender (female) requires extra effort in road construction works.
Affirmative action in attracting more female employees particularly in
less strenuous construction works such as traffic control, landscaping
and tree/grass planting and office/laboratory/stores work
clerical/messengerial cadres should considered. Targeted project
interventions like training of female contractors could be implemented.
GoK, KeNHA
C Efficiency
1. Timeliness
Planned project duration –
years (A) (as per PAR) Actual implementation time –
years (B) (from effectiveness for
1st disbursement)
Ratio of planned and actual
implementation time (A/B)
Ratin
g*
24 months 34 months 70% 3
Narrative assessment (indicative max length: 250 words)
Implementation period for the road rehabilitation exceeded the planned implementation schedule mainly due to
increased scope of works and also deferred commencement caused by advance payment delay. The works were
completed in 34 months compared to the planned 24 months. Although initial commencement delay (deferral) was
occasioned by failure of the client to pay the Contractor’s advance payment, the additional 10.5 months’ time
extension to the contract period was therefore necessary to complete works that would ensure the project fully met
its development objectives, the efficiency rating is Satisfactory.
2. Resource Use Efficiency
Median % physical
implementation of PM outputs
financed by all financiers (A)
(see II.B.3)
Commitment rate (%) (B)
(See table 1.C – Total
commitment rate of all
financiers)
Ratio of the median percentage
physical implementation and
commitment rate (A/B)
Rating*
115% 161% 0.72 3
Narrative assessment (indicative max length: 250 words)
The final project cost for the works contract for Timboroa-Eldoret road rehabilitation was KES 5,001,277,391.40
which is 161% of the original contract amount KES 3,113,871,197.73. Part of the added amount is price
escalation payments and extended supervision offices, vehicle and housing costs. Final physical outputs are
estimated at 115% of the original outputs. The ratio is 0.72 indicating that fewer outputs were achieved using
higher financial inputs.
At project closure, 88.6% of the allocated funding for the civil works contract had been disbursed, and an amount
of UA 3,994,720.43 was cancelled. Resource use efficiency is therefore rated as Satisfactory.
14
3. Cost Benefit Analysis
Economic Rate of Return
(at appraisal)
Updated Economic Rate of Return
(at completion)
Ratin
g*
21.0% 21.7% 3
Narrative assessment (indicative max length: 250 words)
Economic re-evaluation was undertaken using the Highway Development and Management (HDM-4) model
version 2.08 at 12% discount rate and analysis period covering 15 years of road service. Two maintenance strategies
were considered:
(i) “Without project” i.e. do minimum case: Maintenance practice comprising routine maintenance (i.e. drainage
cleaning, grass cutting etc.), patching 90% potholes, edge repairs (75% damage) and 35mm overlay at 8 IRI.
(ii) “With project”: Maintenance practice comprising of routine maintenance, patching and edge repairs will be
applied as under the base case, with a 20mm reseal being applied after seven years (2022).
Accident costs were not taken into account as accident profiles and frequency were not available. The post
completion economic feasibility study has recorded a marginal increase in both the EIRR and NPV. These could be
attributed to the savings in vehicle operating costs being accrued to the increased number of road users.
It’s also vital to note that the weakening of the KES against the USD, from KES 79/USD to KES 101/USD between
2012 and 2016, has also led to a slight decline in the cost of the project in terms of the USD.
The HDM-4 object files used at appraisal stage could not be obtained and therefore the assumptions in the table
below were made in reconstructing the HDM4 workspace.
Assumptions
No. Item At Appraisal At Completion
1 Construction period 2 yrs. (2012-2013) 2.8 yrs. (Sept. 2012- July 2015)
2 Discount Rate 12% 12%
3 Analysis period 2011 - 2028 i.e. 15 years after
opening in 2014
2011 - 2029 i.e. 15 yrs. after
opening in 2016
4 Annual Cost Stream Year 1 - 50% & Year 2 - 50% Year 1 - 30%; Year 2 - 30% &
Year 3 - 40%
5 Salvage Value 10% 30%
6 Final IRI after improvement 2.0 2.0
7 Standard Conversion Factor
(SCF) 0.80 0.80
8 Exchange Rate 1USD = KES 79 1USD = KES 101
9 Total Project Cost
KES
4,134,860,000(Financial)
USD 52.34 Million (Financial)
USD 41.87 Million
(Economic)
KES 5,213,921,839 (Financial)
USD 52.62 Million(Financial)
USD 41.30 Million (Economic)
10 Economic Cost per Km USD 571,750 USD 565,731
1. For comparison of the outputs at the appraisal and at the completion stage, an analysis period of 15 years
has been adopted. The economic analysis on which the appraisal was based is contained in the report
“Economic Evaluation Assessment for Rehabilitation of Timboroa-Eldoret Road (A104), July 2010”. It is
vital to note that at the appraisal stage, the design entailed application of a strengthening overlay on the
existing pavement comprising 75mm dense bitumen macadam plus 50mm asphalt concrete for 58% of the
road length, and overlay of 50mm asphalt concrete only on 39% of the road. However, the revised pavement
implemented entailed, full pavement reconstruction of 19.5% of the road, and for 80% of the road
milling/reprocessing and relaying the existing pavement and strengthening overlay of the road using 70/or
90mm dense bitumen macadam (DBM) together with 50mm asphalt concrete (AC) wearing course and
double seal surface dressing. The completed pavement is therefore stronger and likely to have a longer
design life for the projected 90 million cumulative standard axle traffic than the initially envisioned service
life of 15 years. To take care of the anticipated longer service life, we have increased the salvage value to
30% from the initial estimate value of 10%.
15
2. Economic Analysis at the appraisal stage incorporated traffic flow data within Eldoret town CBD. However,
post-construction traffic studies did not collect traffic data within the CBD and we have therefore used the
2013 traffic flow data that was used in the design of the Eldoret town bypass.
3. Apart from the road sections within the Eldoret town CBD, the other road sections have been analysed as
being 2-lane 2-way including sections with climbing lanes. This has been precipitated by the difficulty in
extracting data for such short individual road sections given the differences in data collection points at the
appraisal and at the completion stage.
4. Despite higher traffic levels realised than originally projected, there is only marginal increase in EIRR
which can be attributed to the increase in project cost from KES 4.13 billion at appraisal stage to KES 5.2
billion at completion. NPV (12% Discount): US$ 21.14 million at appraisal and USD 45.46 Million at
completion.
5. The rating is Satisfactory.
4. Implementation Progress (IP)12
IP Rating
(derived
from
updated
IPR) *
Narrative comments (commenting specifically on those IP items that were rated Unsatisfactory
or Highly Unsatisfactory, as per last IPR). (indicative max length: 500 words)
3.5 The last IPR rating by AfDB supervision mission was made in December 2015. The final ratings were
derived from an assessment of the Bank’s Performance Criteria Monitoring filled after each of the 7
field supervision missions undertaken plus the PCR consultant’s own evaluation. The IP rating takes
into account all applicable IP criteria assessed under each of the three main categories: (i) compliance
with covenants; (ii) project systems and procedures; and, (iii) project execution and financing. The
simple arithmetic average of the individual ratings was then calculated to derive the final rating. Most
IP were rated satisfactory with no item rated unsatisfactory.
The IP ratings using the old supervision reporting and rating system have been converted from the 0-3
scale used in SAP to the 1-4 scale used in the IPR. Due adjustment has been made in the few cases
where computer generated performance rating output considered blank spaces against particular
indicators which were not rated during supervision missions to be zero. The Supervision reports are
attached with this PCR as Annex 1.
The overall IP rating is 3.5 which is Satisfactory.
5. Lessons learned related to efficiency
Key issues (max 5) Lessons learned Target audience
1. Delay to project
delivery due to
relocation of services
1. Relocation of services often cause delays to start of civil works
and therefore should be settled early enough before awarding
contracts. At appraisal, the Bank should request for evidence that
the services have been identified and relocated.
GoK, Bank
2. Cost and time overruns
due to additional
works
2. Final designs should be subjected to independent review and
updating before appraisal of the project. Additional works
introduced during project implementation skew the planned
project outcomes.
KeNHA, Bank
3. Evaluation of outcomes 3. Accurate evaluation of outcomes requires original design and as-built
documentation, and accurate baseline and latest indicator data.
Therefore, project design and as-built documents (e.g. the HDM-4
object files used at appraisal stage) should be safely kept, and indicator
data collected regularly.
KeNHA
4. Financial performance of
the Government
4. The Government should set aside funds in a separate account and
provide account statements to the Bank at every field mission.
GoK, Bank
12 For operations using the old supervision report and rating system in SAP, the IP ratings need to be converted from the 0-3 scale used in
SAP to the 1-4 scale used in the IPR.
16
D Sustainability
1. Financial Sustainability
Ratin
g*
Narrative assessment (indicative max length: 250 words)
4 KeNHA receives funding for road maintenance from Road Maintenance Levy Fund (RMLF) which is
managed by Kenya Roads Board. In July 2015 the rate of fuel levy was increased from KES 9 per litre of
petrol and diesel to KES 12, which raised the RMLF revenue from KES 25,328,747,812 in 2014/2015 to
KES 29,178,479,746 in 2015/2016. A further increment affected in July 2016 to KES 18 per litre was
intended to raise an extra KES 18.7 billion in 2016-2017 which will specifically target the construction of
5,000 km of road under a planned annuity programme.
KeNHA receives a statutory funding allocation amounting to 40% of Road Maintenance Levy Fund revenue
which amounted to KES 11,940,279,898 in 2016/2017 out of which KES 10,800,000 KeNHA directly
finances road maintenance and the balance is set aside for operations and overheads. KeNHA is in the
process of procuring a Performance Based Maintenance contract for this road (2-year routine maintenance)
which is designated corridor B (Timboroa – Maili Tisa) 80km.
2. Institutional Sustainability and Strengthening of Capacities
Ratin
g*
Narrative assessment (indicative max length: 250 words)
3 The Executing Agency for the project was KeNHA which has successfully implemented many road projects
KeNHA and its parent ministry of Transport and Infrastructure are well established and robust in terms of
organization and management of their functions. They are well staffed and equipped to preserve the
investment and sustain asset value of the project. The project significantly contributed to strengthening
institutional capacities within KeNHA/MoTI. The existing Institutional set-up and staff capabilities are
deemed sufficient to ensure the continued proper maintenance of the completed road.
The major shortcoming highlighted on this project was that all payments to the works contractor and
supervision were received late. It is important for the KeNHA/MoTI to urgently review the payment process
and procedures to drastically cut down the time for processing payments.
With respect to pavement maintenance, KeNHA has placed various sections of the Northern Corridor under
2-year Performance Based Maintenance contracting arrangement following rehabilitation. Adequate
funding for road maintenance is provided from Road Maintenance Levy Fund (RMLF). This should be
supported by a pavement management system for prioritising maintenance and scheduling
Sustainability of the project will depend largely on the timely implementation of effective axle load control
on the project road. KeNHA has continued the existing arrangement of axle load control enforcement along
the Northern Corridor with 5 fixed axle load control stations under management of private sector operators.
Modernisation of these weighbridge stations is required. Although fitted with modern high speed weigh-in-
motion scales and static scales, these weighbridge stations have dilapidated infrastructure resulting in
congestion and traffic jams on the highway. The nearest axle load control centres to the project road are
Gilgil (127km south of Timboroa) and Webuye (60km north of Eldoret). Latest reports13 indicate that 15%
of the vehicles weighed at Gilgil in 2015 were overloaded but only 0.22% charged for this infringement,
while at Webuye 22% of the vehicles were overloaded and only 0.02% charged. The overloading rate has
reduced over a period of 3 years in Gilgil but in the case of Webuye it went up. These results point at an
urgent need for increased enforcement and strengthening of axle load control, and modernisation of existing
facilities.
13 Final Contract Completion Report 2016, Management Contract for Webuye and Gilgil Weighbridge Stations, SGS Kenya
(Ltd).
17
3. Ownership and Sustainability of Partnerships
Ratin
g*
Narrative assessment (indicative max length: 250 words)
3 All key partners were involved to varying degrees in the implementation of the project. They included
KeNHA, Ministry of Transport and Infrastructure and County Government of Uasin Gishu, amongst others.
Local participation was quite visible within the works supervision consultant’s team, the technical audit
consultant and the consultant carrying out design studies for Eldoret Bypass; and NGOs involved in road
safety and HIV/AIDS awareness campaigns as well as the small contractor responsible for construction of
market stalls.
The project offered an opportunity for training to KeNHA staff and interns from university and technical
colleges, transfer of expertise in road construction to local personnel working with the contractors and
consultancy firm.
The experience gained by local staff will be useful in future road projects and maintenance of the project
road.
4. Environmental and social sustainability
Ratin
g*
Narrative assessment (indicative max length: 250 words)
3 A full Environmental and Social Impact Assessment (ESIA) including an Environmental and Social
Management Plan (ESMP) were submitted by KeNHA for approval to National Environment Management
Authority (NEMA) who issued the Environmental Impact Assessment Licence for the works on 10th
September 2010. NEMA also issued a separate EIA licence to the Contractor on 6th June 2012 for quarry
rock excavation and installation of crushing plant.
The approved ESMP was used as a tool by KeNHA and the supervision consultant to monitor the
Contractors’ compliance. Environmental issues were generally well addressed. Borrow pits and quarries
were reinstated satisfactorily as attested to by NEMA certification dated 9th October 2015 and by the
relevant landowners.
Road embankments side slopes were grassed as an erosion protection measure, but tree planting along the
road was minimal. Siltation in side drains and culverts as well as water ponding on the road verges was
observed, indicating deficiencies in the drainage system.
The project incorporated certain provisions such as heavy vehicle parking lanes in major market centres
(Timboroa, Burnt Forest, Cheptiret, Eldoret KPC), and lay-bys at smaller centres such as Matharu and
Cheplaskei) erection of market stalls at Timboroa to cater for roadside traders, and pedestrian footpaths into
and out of Eldoret town.
In terms of direct employment creation, the project generated about 17,242 person-months of local labour,
both unskilled and skilled labour, although the proportion of female employees stood at only 7% of the total
workforce.
18
5. Lessons learned related to sustainability
Key issues Lessons learned Target
audience
1. Road
maintenance
revenue
1. The Road Maintenance Levy Fund (RMLF) managed by the Kenya
Roads Board (KRB) is projected to reach KES 29.18 billion in 2016/17,
but is still inadequate to cover the whole road network. KRB estimates
that about KES. 70 billion is required for the maintenance of the entire
road network annually. GoK is considering several options to increase the
fund, including long-term infrastructure bonds; public private
partnerships and tolling which experience has shown is a viable option
for heavily trafficked roads like the Northern Corridor.
GoK, KeNHA
2.Vandalism of
road assets
2. Effort was made on this project to introduce road furniture made of
materials which cannot be easily converted to other uses or find readily
available market for sale. Road signs which were all manufactured from
plastic plate and the supporting posts were made from recycled waste
plastic have been spared from theft. However, the plastic reflective road
studs (cats’ eyes/ reflectors) particularly on the outer lane making have
been extensively vandalised, as has happened to guardrail mounted
reflectors. Although no vandalism has taken place with the steel guardrails
and steel posts, it is suggested that fibreglass guardrails and recycled
plastic waste posts be used in future.
KeNHA
3. Encroachment of
right of way
(ROW) and
broken down
vehicles on
roads
3. Encroachment of ROW and occupation of carriageway lanes by roadside
traders who stockpile building materials and carry out other business on
the road side. They should be controlled by enhanced road reserve
management and enforcement of existing laws in collaboration with
County Government. Haphazard parking of trucks in market areas reduce
the capacity of roads and are safety hazards and should be tackled by
enforcement of traffic rules in by Traffic Police. Parking lanes are
currently being mis-used by truck drivers who cause obstruction by double
parking and carrying out major engine and body repairs, which can be
controlled by levying of fees for heavy vehicle parking in collaboration
with County Government in order to instil discipline.
KeNHA
4. Road safety and
security of
vulnerable
roads users
4. Road safety and security countermeasures for vulnerable users should be
adequately included at the detailed design stage and independently
audited. Pedestrian/vehicular under-passes and footbridges would address
pedestrian safety and allow free flow of traffic without use of speed bumps
and pedestrian crossings.
KeNHA
5. Asset
Maintenance
and
Management
1. KeNHA has successfully rolled out Performance Based Maintenance
contracting of 2-year duration to the major road corridors including the
subject road. Consideration should be given to increasing the PBMC
durations to 7-10 years coinciding with the periodic maintenance cycles.
2. Implementation of a Pavement Management System that facilitates
prioritisation and scheduling of maintenance works would further enhance
the maintenance and management of KeNHA’s road networks.
3. Axle Load Control in its current form is not effective, the rate of
overloading is still high and court fines are negligible. There is need to
improve its management and enforcement urgently in order to preserve the
physical assets.
KeNHA
19
III V
III
PERFORMANCE OF STAKEHOLDERS
1. Bank performance
Ratin
g* Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of
the project
(both quantitative and qualitative). (indicative max length: 250 words)
4 Borrower’s assessment of Bank’s performance: The Bank appraised the project in October 2010 and
prepared the project in good time and ensured that it received the Board approval on 24th November 2010,
and adequately advised the Borrower of its loan conditions. Disbursement of the loan was undertaken as
per the agreement and this enabled the efficient implementation of the project.
The Bank closely monitored the project’s progress through regular field supervision missions during which
it provided practical and useful advice on many issues that were encountered during implementation. During
these missions, which also involved site inspections and meetings, the Bank always gave advice to the
contractor and consultant on the project on how they could address challenges and difficulties to the
progress of the works. The contractor’s main challenge was delayed payments and in this regard, the Bank
worked closely with the Borrower in expediting settlement of contractors’ invoices.
The Bank's participation was not only limited to financial issues but also entailed effective monitoring and
reviewing progress. The Bank also helped the Borrower in focusing on the critical activities that helped in
achieving the development objectives of the project.
The Bank’s performance rating was Highly Satisfactory.
Comments to be inserted by the Bank on its own performance (both quantitative and qualitative).
(indicative max length: 250 words)
The Bank throughout the project cycle deployed the right skills mix, which facilitated the provision of vital technical
advice to the Borrower based on their experiences from similar operations in other member countries. The Bank
participated in 7 field supervision missions and made relevant recommendations to the Borrower for timely action.
It is however desirable that the Bank should regularly attend monthly progress meetings together with the project
implementation team for faster decision making and resolution of problems that directly face the project. The close
interaction would enable the Bank to address timely responses to Borrower requests.
Key issues (related to Bank
performance, max 5, add rows as
needed) Lessons learned
1. No objections to Borrower’s
project documents
1. Documents from the Borrower for the Bank’s “no objection” should be
prepared in accordance with the Bank’s guidelines for faster processing
and progress of projects.
2. Team work 2. Supervision missions of the Bank should maintain close and cordial
relationship with the Borrower’s project officials for better project
implementation.
20
2. Borrower performance
Ratin
g* Narrative assessment on the Borrower performance to be inserted by the Bank (both quantitative
and qualitative, depending on available information). (indicative max length: 250 words)
3 Bank’s assessment of Borrower’s performance:
The Government met and complied to a large extent with covenants, agreements and safeguards, in line
with the Bank’s regulations. However, the Government signed the Loan on 23rd March 2011 which is 4
months after the loan was approved by the Bank’s Board. It took another 4 months for entry into force
signifying the Government’s compliance with conditions precedent to First Disbursement of the Loan which
required GoK to open a counterpart project account and to deposit therein the initial amount of KES 47
million as the Borrower’s counterpart fund to finance expenditure for civil works under the project. The
requisite account was opened and funded on 19th July 2011. The Loan came into force the following day
20th July 2011. This is rated satisfactory although the proceeds of the loan could have been drawn sooner
for implementation of the project.
Other conditions of the loan included;-
KeNHA provides evidence of recruitment of Transport Economist, Senior Environmentalist and
Sociologist by February 28, 2011. This was fulfilled.
Undertaking to conduct traffic count at least twice a year on the project road and to develop a
national network database for planning and programming purposes. The undertakings were given
but not practically implemented.
Quarterly status reports to the Bank on of implementation of the ESMP and on the undertakings
specified in NEMA approval letter of August 18, 2010. Fulfilled.
Prior to construction of any diversion roads and/or any access roads to material sites and quarry
site, an inventory of properties and assets shall be made and evidence submitted to the Fund that
full compensation has been paid, or secured for disrupted or litigious cases, in accordance with the
Fund’s Involuntary Resettlement Policy and any applicable Borrower’s laws and regulations. This
was fulfilled and relevant certification provided by NEMA and landowners.
Replenish the counterpart Project account, in a timely manner, by the amount required to finance
the Borrower’s contribution and ensure that the Funds deposited into the counterpart Project
account are exclusively to finance expenditures of the project. The project account was not always
replenished on time and this resulted in regular payment delays to the Works contractor.
The supervision undertaken by KeNHA is assessed to be satisfactory, the appointment of a dedicated Project
Manager helped in faster resolution of implementation issues.
The main challenge the Government generally met was in its financial obligations as far as provision of
counterpart funding was concerned and payment delays in general. All payments to the works contractor
were late well beyond the stipulated payment period, which adversely affect work progress and incurred
late payment interest penalties. Similarly all payments to the supervision consultant were late. Another
matter is the slow processing of Contractor’s claims which remained to be settled after expiry of the Loan.
93% of total allocation was disbursed (including GoK amount). Considering the AfDB loan utilisation,
was 88.6% of the loan amount actually disbursed, resulting in balance cancelled amount of UA
3,994,720.43. The Borrower’s utilisation of the loan was fairly satisfactory. However the final payments
to the works Contractor and the Supervision Consultant were yet to be processed at the time of project
closure.
Aside from this, the project progress was well documented in monthly progress reports and Borrower’s
Quarterly Progress Reports which were submitted to the Bank, and there was timely action on Bank’s
recommendations from supervision missions.
In general, the Government and the executing agency performance is rated Satisfactory.
21
Key issues
(related to
Borrower
performance,
max 5)
Lessons learned
1. Delayed
payments of
Contractor’s
IPCs and
consultant’s
fees
1. The Contractor’s Advance payments and all interim payment certificates were all paid late
beyond the stipulated payment period – both AfDB and GoK counterpart payments. The
average time taken for payments was over 9 months, some cases exceeded 12 months, and the
Client incurred unnecessary cost on account of delayed payments and extensions of time for
completion. Not to mention the ever-present risk of the contractor actuating his option to
terminate the contract on grounds of payment delay on any IPC. Similarly, the Supervision
Consultant‘s advance payment and 14 quarterly payments were all delayed beyond the
stipulated payment periods of 50 days after receipt of invoice (Advance payment) and 60 days
respectively.
The average time taken for interim payment certificates paid by GoK was 262 days with as
much as 482 days recorded on one IPC. The average period for payments by AfDB was 110
days with one IPC taking 210 days.
The delays are primarily caused by inefficient internal payment process within KeNHA.
Additionaslly, AfDB portion which after processing in KeNHA is then channelled through
Ministry of Transport and Infrastructure then to Ministry of Finance and eventually to the
Bank.
It has been recommended14 that as an immediate measure, KeNHA’s internal payment
processes should be restructured to reduce the payment processing times to 17 days for GoK
payments and 29 days for donor payments.
Occassional late release of Exchequer counterpart funds for payment was a factor in the
delayed payment of GOK component and sometimes split payments were made according to
available funds. For future projects, AfDB and the GoK may further consider adopting a
mechanism for project funding whereby a first tranche of donor and GoK funds is deposited
with KeNHA prior to commencement of implementation and sequential replenishment takes
place as the project progresses.
2. Covenants of
the Loan
Agreement
2. The Government took too long in meeting loan conditions, causing delays in project
implementation and delivery of objectives. The Government should improve on its
negotiation of loan with Bank so that conditions that are finally included in the Loan
Agreement are realistic and can be met in good time.
14 Business Process Re-engineering of KeNHA, Redesigned Business Processes Report, August 2016
22
3. Performance of other stakeholders
Rating
* Narrative assessment on the performance of other stakeholders, including co-financiers, contractors
and service providers. (indicative max length: 250 words)
4
4
2
Consultants: The quality of supervision consultant services however was satisfactory as staff deployed was
responsive to the emerging needs of the project and changed site conditions. The Supervision Consultant
had to carry out extra design work for climbing lanes, truck parking lanes and footpaths which were missing
from the original design as well as pavement re-evaluation to take into account pavement deterioration in
the interim period.
With regards to the Technical Audit Consultant, the performance is assessed to be satisfactory. This contract
was awarded late (15 months into the project) thereby limiting the contribution that could be made. The
Consultant’s reporting was rather minimalistic, tending to rely more on the Supervision Consultant’s
reporting and less on independent findings and recommendations.
There was no financial audit consultancy on this project.
Contractor: The quality of the outputs was satisfactory. From visual inspection the pavement construction
is sound and no rutting or other defects observed. Positive feedback on the road quality was received from
road users and County Government. The Contractor deployed experienced staff and appropriate equipment
for the various work items. The only negative comment was that the footpaths in Eldoret which were too
narrow located on one side only and poorly finished using milled asphalt.
County Government: The County Government of Uasin Gishu hierarchy was initially confrontational and
critical of the project management. But subsequently a satisfactory working relationship was established
through the County Executive for Roads, Transport & Public Works resulting in useful contributions
towards the successful implementation of the project, and promoting facilities for local communities such
as market stalls for roadside traders, Timboroa access road, pedestrian footpaths, heavy vehicle parking
lanes and street lighting.
3 Social Service Providers (NGO/CBO’s): Two firms of local consultants were actively involved in road
safety awareness campaign (Smart Drivers Organisation) and HIV/AIDS awareness and VCT
testing/treatment campaigns (Welread Initiative Ltd.) respectively for local communities. A local contractor
Ibrahim Construction Co. Ltd was assigned the work of constructing market stalls at Timboroa.
3
2
Stakeholders: Various groups of stakeholders were consulted and incorporated in the project activities.
Public service bus and minibus (matatu) drivers/operators and motorcycle taxi (Boda-Boda) riders/operators
and a total of 10 schools were targeted in Road Safety awareness campaigns. A total of 10 Local
Social/Community groups benefitted from HIV/Aids awareness and testing activities. Tree planting
activities took place in 4 primary schools and one secondary school all located along the road.
Utility companies: The performance of electricity service provider KPLC was unsatisfactory due to delay
in relocating affected poles between Km 0 – Km 63 even after full payment made. Other services affected
included Kenya Oil Pipeline whose pipeline needed protection at road crossings. An amount of KES
5,628,128.00 was expended in respect of relocation of services.
Key issues (related to
performance of other
stakeholders, max 5)
Lessons learned (max 5) Target audience
(for lessons learned)
1. Involvement of utility
companies
For individual road projects, utility companies should be
involved/consulted at the detailed design stage so that their
installations are located and mapped, and the process of
relocation of services should be completed before award of
the works contract.
Nationwide, KeNHA should carry out GIS-based mapping
of road reserves and collaborate with service providers to
identify utility service lines and regularise the placement of
services within road reserves in accordance with the Roads
Act.
KeNHA
2. Stakeholder Consultations Involvement of key stakeholders at the design stage ensures
overall acceptance of the project and smooth
implementation, incorporation of critical features that may
otherwise be overlooked, and can result in cost reduction
and timely completion of the project.
KeNHA,
Stakeholders
23
IV SUMMARY OF KEY LESSONS LEARNED AND
RECOMMENDATIONS
1. Key lessons learned
Key issues
Lessons learned Target
audience
1. Changes in design
at implementation
Design changes introduced during implementation resulted in additional
works including Timboroa access road, truck parking at Timboroa,
Cheptiret market and Eldoret km 70-73, NMT facilities and drainage
improvement which all accounted for a 53% increase in value of permanent
works from KES 2,650,103,147.00 to KES 4,066,483,934.12.
These additional works attracted the Contractor’s claims no’s 2, 3, 4, 5 for
time extension and time related costs against which the Supervising
Consultant recommended to the Engineer an award of 200 days extension
to the period of performance and time related costs amounting to KES
109,799,200. Another Claim no. 18 was submitted on similar grounds for
which the Supervising Consultant recommended 105 days extension to the
period of performance and time related costs amounting to KES
187,511,205.
It is recommended that in future KeNHA subjects all projects design and
tender documents to technical audit by Independent Consultants before
procurement of works, in order to allow for rectification of any deficiencies
in the design and tender documentation and avoid amendments during
project implementation with associated cost /time overruns leading to
skewed results of the anticipated economic viability of projects.
KeNHA
2. Road safety
provisions
Several road safety features were incorporated in the project during
implementation as an afterthought such as 53 speed bumps erected along
the road at market centres and other accident prone locations, and speed
limit restrictions as low as 50 kph where sight distances were found to be
inadequate. Such measures are undesirable on an international transport
corridor and the design ought to have considered more appropriate facilities
such as traffic separation at market centres by use of service lanes and
vehicular/pedestrian underpasses and improvements to geometric
alignment.
KeNHA should as a matter of policy subject all capital projects to
independent Road safety audit before procurement of works so that any road
safety deficiencies or omissions can be addressed.
KeNHA
3. Delayed payments Delayed payment of IPCs results into unnecessary additional costs due to
interest on delayed payments and extensions of time for completion. All
payments to the works Contractor were delayed beyond the stipulated
payment period of 56 days after the engineer receives the interim payment
certificate. The average time taken for interim payment certificates paid by
GoK was 262 days with as much as 482 days recorded on one IPC. The
average period for payments by AfDB was 110 days with one IPC taking
210 days. Accordingly, the Contractor claimed substantial amounts of
interest on delayed payments (conditions of contract clause 14.8.1) and the
contract ran the risk of Contractor invoking his rights of termination on
grounds of payment delays when the period exceeded 98 days (conditions
of contract clause 16.2 (c). Similarly, all of the Supervision Consultant’s
quarterly invoices were paid very late.
KeNHA/GoK
24
The primary cause of these payment delays was the lengthy processing of
payments within KeNHA involving too many staff with no value addition.
For payments by the Bank, paymentrs processed by KeNHA were routed
through Ministry of Transport and Infrastructure and then to Ministry of
Finance (Treasury) before arriving at AfDB after which 73 more days on
average to effect payment. The second reason adffecting GoK payments iis
that of frequently delayed transfer of Government counterpart funds to
KeNHA by Treasury.
The Consultant recommends that in the short term, KeNHA should urgently
review its internal payment processes to reduce the number of staff involved
and payment timeline. To address the problem of late exchequer releases,
the Bank should make it conditional for Government to set aside counterpart
funds in a separate account and provide information to the status of funding
of that account to the Bank at every mission. In the longer term, Donors and
GoK could explore other disbursement mechanisms, for example depositing
a first project tranche of both Donor and Government funds with KeNHA
prior to project commencement and replenishing in a timely manner as it
progresses.
4. Variation of
Prices (VOP)
Clause
The amount invoiced by the Contractor for price escalation under clause
13.8 of Conditions of Contract was KES 951,837,092 or 25% of the final
valuation of work done KES 3,845,257,535.21 (IPC 28). This far exceeded
the original budget of KES 265,010,314 or 10% of works items.
Critical review should be undertaken of current practice relating to Price
Escalation indices and relevant clauses of the conditions of contract to
ensure fairer apportioning of benefits of price fluctuation between contractor
and client.
KeNHA
5. Delays in land
acquisition and
relocation of
services
The roadworks on this project were successfully undertaken and completed
within the available road reserve which varies from 30m to 75m, KeNHA
had in 2013 embarked on land acquisition exercise to secure a minimum of
60m which is the desired minimum road reserve for international trunk
roads. This exercise was abandoned. As a result the Contractor could not
erect road reserve boundary post for part of the road (33.4km or 46%) where
the road reserve width is less than required. In the current situation some
buildings and fences are clearly erected within the road reserve, and traders
selling building materials and metal products on the road verges.
In practical terms, the restricted Right of Way with insufficient room for
two-way temporary diversion forced the Contractor to implement one way
traffic flows continuously which was an inconvenience to motorists and
safety hazard due to the fact that most drivers tended to ignore traffic
warning signs and flagmen directions.
In principle, when making capital investment of this type KeNHA should
take the opportunity to regularise the road reserve corridors and demarcate
and secure them. The full right of way for the intended works should be
acquired and cleared of all encroachment and utility services relocated
before the works contract is procured. The Contractor should be granted
possession of the complete site without encumbrance and this will avoid
unnecessary delays and claims.
It is recommended that in future the Bank considers including acquisition of
ROW as condition for project appraisal.
KeNHA
25
3. Key recommendations (with particular emphasis on ensuring sustainability of project benefits)
Key issue (max
10) Key recommendation Responsible Deadline
1. Roads
maintenance
financing
The project road forms part of the Corridor B (407km long Rironi-Malaba road
A104) which is managed by KeNHA headquarters. KeNHA is in the process
of procuring Performance Based Maintenance Contracts (PBMC) of 24 month
duration for Timboroa-Maili Tisa road (80km) section and Maili Tisa-Malaba
(114km) section of the A104 respectively. It is expected that the contracts will
be awarded by end of September 2016. The budget allocation for Timboroa-
Maili Tisa are KES 35 million in 2016/2017 financial year and forward budget
for 2017-2018 is KES 50 million.
Therefore adequate steps have been taken to ensure sustainable maintenance
of the newly completed Timboroa-Eldoret Road.
However, it is recommended that KeNHA considers procuring long-term
PBMC contracts of at least 7 to 10 years which will span the period from new
construction/rehabilitation up to the next scheduled periodic maintenance
intervention. Such arrangements will allow for better definition of performance
standards, allow stable financial environments for both the Client and
Contractor, and while reducing overall workload for the Client.
In addition, KeNHA should consider developing and implementing a
pavement management system, compatible with HDM-4 platform, for
prioritising and scheduling maintenance.
To support the maintenance efforts, it is recommended that changes be carried
out for effective management and enforcement of axle load control in order to
ensure sustainability of the investment.
KRB/
KeNHA
As soon as
possible
2. Road
reserve management and
protection
Changes in land use within urban areas were not addressed by the contract
design. The project implementation team was confronted by numerous
requests for additional parking lanes for heavy vehicles, additional pedestrian
walkways in areas where very high numbers of pedestrians now use the road,
access culverts to adjacent properties, additional drainage provision and
demand for additional speed bumps at the site of every road traffic accident as
the only means to quieten and satisfy the local residents.
KeNHA should develop and enforce a clear road reserve management and
protection policy in accordance with its mandate under Roads Act. KeNHA
should further engage County Governments in order to articulate its policy on
access control to highways and forge a common understanding with regards to
Spatial Planning including land-use zoning, and requirements for land sub-
division and change-of-user approvals in areas adjacent to major corridors.
KeNHA/Go
K
Immediate
3. Environmen
t Protection
Proper baseline studies should be undertaken before, during and after the
completion of a project to enable proper documentation of a project’s impact
on the environment.
KeNHA Continuous
4. Utilities
within the
road’s right
of way
It is noted that the Contractor was forced to revise his initial programme of
works due to delay by Kenya Power & Lighting company in relocating power
poles between km 20 and km 30. All in all KPLC had to relocate affected
poles between Km 0 – Km 63.
For individual projects, all utility services should as far as possible be
identified and relocated prior to procurement of works. KeNHA should
invoke Kenya Roads Act 2007, section 27 (2) “Where any infrastructure
utility is located within a road reserve, the provider or operator of such
infrastructure utility shall, upon written request by the responsible Authority,
relocate such infrastructure utility to a location or alignment approved by the
Authority at no cost to the Authority”.
For the future KeNHA should implement strict rules and regulation to control
installation of utilities within its right of way and not only charge fees/ or
leases as a commercial entity but also enforce the requirement that all future
relocations of utility services demanded by KeNHA be carried out at the
Service Provider’s own cost.
KeNHA As soon as
possible
26
V Overall PCR rating
Dimensions and criteria Rating*
DIMENSION A: RELEVANCE 3.5
Relevance of project development objective (II.A.1) 4
Relevance of project design (II.A.2) 3
DIMENSION B: EFFECTIVENESS 3
Development Objective (DO) (II.B.4) 3
DIMENSION C: EFFICIENCY 3.125
Timeliness (II.C.1) 3
Resource use efficiency (II.C.2) 3
Cost-benefit analysis (II.C.3) 3
Implementation Progress (IP) (II.C.4) 3.5
DIMENSION D: SUSTAINABILITY 3.25
Financial sustainability (II.D.1) 4
Institutional sustainability and strengthening of capacities (II.D.2) 3
Ownership and sustainability of partnerships (II.D.3) 3
Environmental and social sustainability (II.D.4) 3
OVERALL PROJECT COMPLETION RATING 3.22
Overall project completion rating is Satisfactory
27
VI Acronyms and abbreviations
Acronym Full name
AC Asphaltic Concrete
ADB African Development Bank
ADF African Development Fund
AICD Africa Infrastructure Country Diagnostic
CBD Central Business District
DBM Dense Bitumen Macadam
DLP Defects Liability Period
DO Development Objective (rating)
EAC East African Community
EoT Extension of Time
ESIA Environmental and Social Impact Assessment
ESMP Environmental and Social Management Plan
FIDIC Fédération Internationale Des Ingénieurs-Conseils
FY Financial Year
GDP Gross Domestic Product
GoK Government of Kenya
GCS Graded Crushed Stone
HDM4 Highway Development and Management tool (released in year 2000)
HIV/AIDS HIV: Human Immunodeficiency Virus. AIDS: Acquired Immune Deficiency
Syndrome.
IPC Interim Payment Certificate
IPR Implementation Progress and Results Report
IRI International Roughness Index
KeNHA Kenya National Highway Authority
KES Kenya Shilling
Km/h Kilometre per hour
KNBS Kenya National Bureau of Statistics
KRB Kenya Roads Board
MoTI Ministry of Transport & Infrastructure
PAPs Project Affected Persons
PCR Project Completion Report
RAP Resettlement Action Plan
RMLF Road Maintenance Levy Fund
RSIP Roads Sector Investment Program
PM Project Matrix
TA Technical Assistance
UA Unit of Account
USD United States Dollar
VPD Vehicles per day
Required attachment: Updated Latest Project Supervision Implementation Progress and Results Report (IPR) – the
date should be the same as the PCR mission.
28
VII References
1. Draft Project Completion Report for Rehabilitation of Timboroa-Eldoret Road (A104): May 2016 (Egis International
Consulting Engineers/Itec Engineering Ltd.)
2. Draft Design Review Report Rehabilitation of Timboroa-Eldoret Road (A104): Nov 2012 (Egis International Consulting
Engineers/Itec Engineering Ltd)
3. Design Review Report For Rehabilitation of Timboroa-Eldoret Road (A104): Feb 2011 (H. P. Gauff Ingenieure GmbH
Consulting Engineers)
4. Formulation Study Report For Rehabilitation of Timboroa-Eldoret Road: Feb 2007 (H. P. Gauff Ingenieure GmbH /Runji
& Partners Consulting Engineers )
5. Timboroa-Eldoret Road Rehabilitation Project Appraisal Report: October 2010 (African Development Fund).
6. Economic Survey 2015, Kenya National Bureau of Statistics
7. Statistical Abstract 2015, Kenya National Bureau of Statistics
8. Economic Review of Agriculture 2015, Ministry of Agriculture, Livestock and Fisheries
9. Aide Memoires, Implementation Progress and Results Report by AFD Missions.
10. Disbursement records, AfDB and KeNHA/GoK
11. Final Technical Audit Report, Eldoret-Timboroa Road Rehabilitation Project (Wanjohi Mutonyi Consult – June 2016)
12. Final Detailed Engineering Design Report, Eldoret Town Bypass Road Project ( APEC Consortium/Timcon Associates
– 2015)
II
AFRICAN DEVELOPMENT BANK GROUP
SUPERVISION SUMMARY
TIMBOROA – ELDORET ROAD (A104) REHABILITATION PROJECT
I. BASIC DATA PROJECT NUMBER P-KE-DB0-019
LOCATION KENYA
SECTOR ROAD TRANSPORT / HIGHWAYS
BORROWER GOVERNMENT OF KENYA
EXECUTING AGENCIES KENYA NATIONAL HIGHWAYS AUTHORITY
BENEFICIARIES KENYA
DURATION 4.0 YEARS
LOAN ALLOCATED
LOAN
NUMBER
SIGNED IN
UA
AMOUNT in Loan
Currency INSTRUMENT APPROVAL SIGNATURE
Entry into
Force
Disb.
Deadline
2100150023344 35,000,000.00 35,000,000.00 UA PROJECT 31.12.2010 23.03.2011 05.05.2011 29.02.2016
TOTAL 35,000,000.00
LOAN
NUMBER
APPROVED
in UA SIGNED IN UA
CANCELLED
in UA
NET LOAN in
UA
2100150023344 35,000,000.00 35,000,000.00 3,994,720.43 31,005,279.57
II. SCHEDULE, COSTS, FINANCING AND DISBURSEMENT
A. PROJECT COSTS AND SCHEDULE (UA) COST AT APPRAISAL PRECEDING COST (SUP. SUMM.) CURRENT COST (ESTIMATES)
38,920,000.00 - 38,920,000.00
COMPLETION DATE PLANNED FIRST DISBURSEMENT
DATE PLANNED LAST DISBURSEMENT DATE
31.12.2016 - 29.02.2016
B. PROJECT FINANCING (in UA) SOURCE OF FINANCE FOREIGN CURRENCY LOCAL CURRENCY TOTAL
AFRICAN DEVELOPMENT FUND (LOAN) 28,910,000.00 6,090,000.00 35,000,000.00
GOVERNMENT OF KENYA - 3,920,000.00 3,920,000.00
TOTAL 28,910,000.00 10,010,000.00 38,920,000.00
C.LATEST DISBURSEMENT STATUS TO DATE (in UA) LOAN
NUMBER NET Amount Disbursed % Undisbursed % Commitment %
First
disb.
Latest
Disb.
2100150023344 35,000,000.00 31,005,279.57 88.6% 3,994,720.43 11.4 35,000,000.00 100 ---- …..
III
III. PROJECT PERFORMANCE
Indicators RATINGS
Field Supervision Mission Dates This
Report
30.11.2012 24.04.2013 05.11.2013 23.04.2014 10.11.2014 15.04.2015 16.11.2015 26.08.2016
PROJECT IMPLEMENTATION
Compliance with loan condition conditions
precedent to entry into force
3 3 3 3 3 3 3 4
Compliance with General Conditions 3 3 3 3 3 3 3 4
Compliance with Other Conditions 3 3 3 3 3 3 3 3
PROCUREMENT PERFORMANCE
Procurement of Consultancy Services 3 3 3 3 3 3 3 4
Procurement of Goods and Works 3 3 3 3 3 3 3 4
FINANCIAL PERFORMANCE
Availability of Foreign Exchange 3 3 3 3 3 3 3 4
Availability of Local Currency 3 3 3 3 3 3 - 3
Disbursement Flows 2 3 2 2 2 2 3 3
Cost Management 2 2 2 2 2 2 3 3
Performance of Co-Financiers - 3 2 2 - - - 3
ACTIVITIES AND WORKS
Adherence to implementation schedules 2 3 3 2 2 2 2 3
Performance of Consultants or Technical Assistance 2 3 3 3 3 3 3 4
Performance of Contractors 2 3 3 2 2 2 2 4
Performance of Project Management 2 3 3 2 2 2 2 3
IMPACT ON DEVELOPMENT
Likelihood of achieving development Objectives 3 3 3 3 3 3 3 4
Likelihood that benefits will be realised and
sustained beyond
3 3 3 3 3 3 3 4
Likely contribution of the project towards an
increase in impact
3 3 3 3 3 3 3 3
Current Rate of Return - - - - - - - 3
OVERALL PROJECT ASSESSMENT Implementation Progress (IP)15 3.38 3.90 3.71 3.43 3.49 3.49 3.38 3.30
Development Objectives (DO) 4 4 4 4 4 4 4 3.5 RATINGS: 4 = Highly Satisfactory, 3 = Satisfactory, 2 = Unsatisfactory, 1 = Highly Unsatisfactory
15 The overall IP and DO ratings during Supervision Missions has been adjusted to reflect new 1-4 rating scale. The computer generated outputs which considered blank spaces to have a value of zero have also been adjusted.
IV
IV. PROJECT SUMMARY AND ASSESSMENT
A. PROJECT MATRIX
1. PROJECT OBJECTIVE :
Sector Goal:
The sector goals of the project are to:-
1. Contribute to improve the reliability of the transport infrastructure system to promote economic
growth and socio-economic development in a socially and environmentally sustainable way; and,
2. To promote trade and regional integration.
Project Objective:
To improve transport communications between Kenya and Uganda, Rwanda, Burundi, DRC and Southern
Sudan for the benefit of the region and population of the project area
2. PROJECT OUTPUTS :
Outputs - Medium term results:
1. Transport cost and travel time between Nairobi and Kampala reduced.
2. Improved economic and living standard of people in towns along the corridor.
3. Improved transportation of farm inputs and produces to and from the project area
Short-Term Outputs:
1. Road between Timboroa and Eldoret (73 km) rehabilitated to bituminous (Asphalt Hot Mix) standard
with 7.0 m carriageway and 2x2.0 m shoulders.
2. ESMP implemented and relocation of utilities done.
3. Construction workers and local communities sensitized and fully informed about HIV/AIDS/STI and
road safety.
4. Obtained feasibility, EIA and preliminary engineering design for Eldoret Bypass.
5. Employment created.
3. PROJECT ACTIVITIES :
1. Civil Works for rehabilitation of Timboroa –Eldoret road (A104), 73km
2. Supervision Consultancy
3. Eldoret By-pass study
4. Audit consultancy (Technical Audit)
5. Compensation & Relocation of Services
4. PROJECT ASSUMPTIONS AND RISKS :
1. Favourable macroeconomic conditions and terms of trade.
2. GOK’s continued commitment to the implementation of Vision 2030.
3. Continued Government and Development Partners financial support to the implementation of Vision
2030.
4. Kenya and the EAC countries remain committed to regional cooperation within COMESA.
5. Peace and stability is maintained in Kenya and the EAC countries.
6. Axle load control on the project road has been incorporated to mitigate risk of heavy goods vehicle
overloading.
V
B. BRIEF ASSESSMENT OF PROGRESS
At this Supervision
1. Rehabilitation of road between Timboroa and Eldoret
(a) Contractor
China Wu Yi were appointed contractor for the works through competitive bidding. The contract was
signed on 25th January 2012. The original commencement date of 28th May 2012 was deferred
because of delayed advance payment to a new works commencement date of 11th September 2012
for a contract of 24 months duration which was extended by contract addenda by 305 days to 29th
July 2015. Actual completion was attained on 9th July 2015.
(b) The physical works accomplished were;-
73. 3km of existing bitumen surfaced road, single carriageway, 7.0m wide with 2.0m wide paved
shoulders on each side.
11,704m of climbing lanes
3.98 km of concrete paved heavy vehicle parking lanes in Timboroa Market, Burnt Forest,
Cheptiret, Eldoret
10.11km of pedestrian footpaths
1.1km Timboroa access road
Substantial Completion of works on 19th November 2014 for km 0+000 to km 50+000 (Taking-over
certificate no. 1 of 3rd February 2015) and on 9th July 2015 for km 50+000 to km 73+000 (Taking-
over certificate no. 2 not seen). Defects Liability inspection 16th July 2016. Certificate not yet issued.
(c) ESMP Implementation and Relocation of Utility Services
The project Environmental Management Plan was approved by National Environment Management
Authority (NEMA) and Environmental Impact Assessment license issued on 10th September 2010
for the proposed rehabilitation of Eldoret-Timboroa road. A separate EIA license was issued on 6th
June 2012 for quarry rock excavation and installation of crushing plant.
At completion, NEMA issued letters on 9th October 2015 certifying the satisfactory
decommissioning of the project site and specifically borrow pits, quarries, explosives magazine,
crusher and asphalt plant and camp site. Additionally, written confirmation was submitted by
respective landowners of borrow pits at km 3+690, km 11+300, km 36+400, km 31+450, and km
73+000 that the Contractor had satisfactorily restored them by levelling steep slopes and backfilling
or leaving a pond for water.
The PCR Consultant inspected the borrow pits at km 3+690 and km 36+400 and found them to be
properly restored with vegetation cover regenerating. The borrow pit at km 11+300 located within
Kenya Forest boundaries was inaccessible but the Forest Guard confirmed it was now overgrown
with thick forest cover. In the case of borrow pit km 31+450 excavations was going on by the County
Government and other parties and the water pond and steep sides were observed to be danger to
children and livestock found on the site. The borrow pit at km 73+000 was left exposed at the request
of the landowner and continues to be commercially exploited. With respect to the borrow pit off km
15 (Nabkoi road) where one rock crusher was previously located, the adjacent area has been
extensively excavated for granular material leaving behind a deep water pond and steep sides which
pose a danger to children found playing on location. Hardstone quarry km 19 Sengwer Farm was
securely fenced off with barbed wire and locked gate, although the deep excavated pits remained,
and there were large stockpiles of crushed stone aggregate left behind.
With regards to relocation of utilities, electricity power poles were relocated by KPLC between km
0 and km 63. Protection works were carried out to the KPC oil pipeline crossing under the road at
km 8+100. Rotalink Construction Company was subcontracted to carry out water pipe repair and
relocation works for Lake Victoria North Services Board (LVNSB). An amount of KES
5,628,128.00 was expended in respect of relocation of services.
VI
(d) Employment created
In terms of direct employment creation, the project generated about 17,242 person-months of local
labour, both unskilled and skilled labour, although the proportion of female employees stood at only
7% of the total workforce. At peak operation the local labour force reached 571 employees out of
which 44 were women.
(e) Construction Workers, Local community sensitised and fully informed about HIV/AIDS/STI
and road safety.
The works contractor appointed a local organisation to carry out HIV/AIDS and STI awareness and
testing campaigns over a period of 12 months targeting both the road construction workers and host
communities living along the road rehabilitation project. Another local organisation was
subcontracted to carry out road safety awareness campaigns among different interest groups
including the site staff, public service bus and motorcycle taxi drivers and operators, and schools.
2. Supervision of works
The firm of Egis International in association with /ITEC Engineering and EGIS BCEOM Kenya Ltd.
were appointed supervision consultants. The contract was signed 30th April 2012 for duration of 36
months including 24 months works period and 12 months defects liability period. The contract duration
was extended vide two contract addenda to 49.6 months due to revisions to the works construction period.
The KeNHA General Manager (Design & Construction) was appointed the Engineer and delegated
responsibilities as Engineer’s Assistance to the Consultant.
Upon commencement, four of the five Supervision Consultant’s key Staff proposed in its tender were
substituted, namely, Resident Engineer, Assistant Resident Engineer, Materials Engineer and Surveyor.
Overall performance of the Consultant was satisfactory despite the initial work of re-evaluating the
pavement and reviewing/amending the design to incorporate missing elements after commencement. The
reporting requirements described in the ToR were complied with including Design Review, Monthly
progress reports and Project Completion report.
3. Consultancy Services for Engineering Design of Eldoret Bypass
The contract for Feasibility Study, ESIA and Detailed Engineering Design study for Eldoret Bypass was
awarded to APEC Consortium in Association with Timcon Associates. The Contract was signed on 23rd
January 2013.
The contract duration was 12 months from 20th February 2013. Final design documents were submitted
in August/ September 2014 and updated documents following Client comments submitted in February
2015.
The construction of the 31.9 km bypass is intended to alleviate the perennial congestion through the
Eldoret CBD caused by heavy vehicle traffic to and from Uganda. Procurement of the supervision
consultant is in progress while AfDB is currently reviewing the tender documents for “no objection” to
procurement of the works contract.
4. Audit Services
The contract for Technical Audit of Timboroa-Eldoret (A104) Road Rehabilitation was awarded to
Wanjohi Mutonyi Consult Ltd. Contract was signed on 6th August 2013. Final Technical Audit report
was submitted in June 2016. The Contract was awarded very late, 15 months into the project, thereby
limiting the opportunity for the consultant to make meaningful contribution.
The scope of work covered Inspecting the works during construction and upon completion; Verifying
that the materials, the works, the measurements of the works, and the valuation of the works approved
for payment to the Contractor are in accordance with the contract; and Conducting independent random
or localized sampling and testing of materials for compliance with the project’s technical specification.
The reporting was rather minimalistic, tending to rely more on the Supervising Consultant’s reporting
and less on independent findings and recommendations.
VII
5. Compensation and relocation of Services
Although the right of way width was not an inhibiting factor in the rehabilitation works, it was KeNHA’s
intention to acquire land to expand those sections with less than the desired 60m road reserve width for
international trunk roads. KeNHA submitted the documents for compensations to the Commissioner of
Lands for valuation and intended Land Acquisition was gazetted on 26th April 2013. However, KeNHA
failed to follow up and no compensation payment was ever effected. The proposed compensation details
are as summarised below:-
Chainage Description
Existing
Road
Reserve
(m)
Width
To
acquire,
m
Area,
HA
km 4+650 - km 9+000 Timboroa Settlement scheme 40 20 8.70
km 21+800 - km 22+525 Kondoo Farm 40 20 1.45
km 24+275 - km 25+750 Burnt Forest 40 20 2.95
km 28+000 - km 38+750 Rorian Farm to Kerita 36 24 92.93
km 44+700 - km 51+150 Cheplaskei 40 20 12.9
km 60+925 - km 66+300 Sosiani River to Huruma 30 30 16.13
km 66+300 - km 70+600 Huruma area 37 23 9.89
TOTAL 144.95
6. Other Issues - Claims Submitted by the Contractor
The Contractor submitted a total of 24 contractual claims during the period of execution of works but later
withdrew 15 of them vide his letter of 21st August 2015. The other 9 are pending determination and settlement.
VIII
V. ISSUES AND ACTIONS
ISSUES
PROPOSED ACTIONS ACTIONS TAKEN / RESULTS
A. MANAGEMENT
.. .. ..
B. TECHNICAL
C. FINANCIAL
D. INSTITUTIONAL
E. GOVERNANCE
D. OTHERS