1

Document of

The World Bank

Report No: 68508 v1

RESTRUCTURING PAPER

ON A

PROPOSED PROJECT RESTRUCTURING

OF

REGIONAL COMMUNICATION INFRASTRUCTURE PROGRAM (APL1)

MADAGASCAR COMMUNICATIONS INFRASTRUCTURE PROJECT (CIP 3)

CREDIT

March 29, 2007

TO THE

REPUBLIC OF MADAGASCAR

April 26, 2012

This document has a restricted distribution and may be used by recipients only in the

performance of their official duties. Its contents may not otherwise be disclosed without

World Bank authorization.

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2

ABBREVIATIONS AND ACRONYMS

APL Adaptable Program Loan

ARTEC

Autorité de Régulation des Technologies de Communications (ICT Regulatory

Authority)

BP Bank Procedures

CIP3 Madagascar Communications Infrastructure Project

CP Steering Committee (Comité de Pilotage)

CTBN Technical Committee for the national backbone (Comité Technique pour le Backbone

National)

DO Development Objective

EASSy Eastern Africa Submarine System

ESMF Environmental and Social Management Framework

FM Financial Management

FMR Financial Monitoring Report

FMS Financial Management System

GP General Policies

GDP Gross Domestic Product

GNI Gross National Income

ICT Information and Communications Technology

IDA International Development Association

IFC International Finance Corporation

IP Implementation Progress

IRR Internal Rate of Return

ISP Internet Service Provider

IXP Internet Exchange Points

LION Lower Indian Ocean Network

MW Microwave

MTPC

Ministère des Télécommunications, des Postes et de la Communication (Ministry for

Telecommunications, Post and Communication)

M&E Monitoring and Evaluation

OMERT

Office Malgache d’Etudes et de Régulation des Télécommunications (Malagasy Office

for Research and Telecommunication Regulation)

OD Operational Directives

OP Operational Manual

PAD Project Appraisal Document

PC Personal Computer

PPP Public Private Partnership

RCIP Regional Communications Infrastructure Program

RAP Resettlement Action Plan

RPF Resettlement Policy Framework

SBD Standard Bidding Documents

3

SDH Synchronous Digital Hierarchy

SE Executive Secretariat (Secrétariat Exécutif)

SME Small and Medium Entreprise

TELMA Telecom Malagasy

US$ United States Dollars

US United States of America

WBG World Bank Group

Vice President: Obiageli Ezekwesili

Acting Regional Integration Director: Elizabeth Lule

Country Director: Haleh Bridi

Sector Director José Luis Irigoyen

Acting Sector Manager: Doyle Gallegos

Task Team Leader: Isabel Neto

4

AFRICA REGIONAL COMMUNICATIONS INFRASTRUCTURE PROJECT

MADAGASCAR

P094103

CONTENTS

Page

A. SUMMARY ........................................................................................................................... 5 B. PROJECT STATUS .............................................................................................................. 6

C. PROPOSED CHANGES ...................................................................................................... 7

ANNEX 1: RESULTS FRAMEWORK AND MONITORING .............................................. 14

5

REGIONAL COMMUNICATIONS INFRASTRUCTURE PROJECT

RESTRUCTURING PAPER

A. SUMMARY

1. The Madagascar Communications Infrastructure Project, Credit No. 4285-

MAG, P094103 was first approved in March 2007. The current closing date is April 30,

2012. The Project Development Objective for Phase I (APL1) is to (i) to contribute to

lower prices for international capacity and extend the geographic reach of broadband

networks (the “connectivity development objective") and ( ii) contribute to improved

Government efficiency and transparency through e-government applications (the

"transparency development objective"). The PDO for Madagascar is a subset of the APL

PDO, with only the connectivity development objective applying. When the 2009 crisis

in Madagascar erupted, the project was at very early implementation stages, with only a

few initial consultancies having started. Given that the activities as had originally been

envisaged involved key policy decisions, all project activities (except for the project

management unit) had been put on hold due to the Bank's application of OP7.30 to the

country. Following MD’s decision on May 11, 2011 to resume disbursements on the

entire Madagascar portfolio, the country team set out on the preparation of a

comprehensive portfolio restructuring package (guided by the ISN under preparation at

the time) to adapt to the current operating environment. The Interim Strategy Note (ISN)

was presented to the Board in February 2012.

2. The original project development objective continues to be relevant and

achievable, but changes in the approach and selected components and indicators are

required. The extension of closing date would allow for completion of activities under the

project, which suffered from serious delays following the political crisis in Madagascar.

3. In the context of the ISN and following government’s request dated April 25,

2012, the project is now being restructured, and the main proposed changes are to (i)

cancel activities for which policy decisions are needed (and that the government is not

likely to be able to take for the foreseeable future) or that are no longer relevant in a total

amount of SDR 10,100,000 (US $ 15 m. equivalent) with the corresponding national IDA

of these resources (one third, i.e., $5m) being freed up for use in other operations in the

Madagascar portfolio; (ii) change the approach for the backbone component; (iii) extend

the credit closing date by an additional 20-months to allow for completion of the

activities, from April 30, 2012 to December 31, 2013, with the corresponding changes in

implementation and disbursement projections; (iv) reallocate funds across disbursement

categories; and (v) revise the indicators to exclude the indicators on which the project

will no longer have an impact, and adjusting the end values for proposed indicators to

reflect the extension and the reality on the ground.

4. This is the second restructuring of the project. The first restructuring was

approved in July 26, 2011, and consisted of the extension of the project closing date by 9

months, from July 31, 2011 to April 30, 2012.

6

5. The proposed changes and their consistency with the original principles and

arrangements. Changes and reallocations are consistent with the original PDO and

generally with the Regional Program principles and the Project description as originally

approved. The proposed changes are also consistent with the breakdown in

regional/national IDA allocation – ie activities are still all eligible for regional funds, as

they have not changed in their nature.

B. PROJECT STATUS

6. Project Status. As of February 2, 2012, out of the signed amount of SDR

20.2m (equivalent to $30m USD), SDR 1.34m (equivalent to $2.09m USD) has been

disbursed representing 6.67% of the signed amount. The amount undisbursed is SDR

18.85m (equivalent to $29.21m USD) and the amount committed is SDR 1.2m

(equivalent to $1.8m) representing 5.8% of the signed amount. This compares with

figures for the overall RCIP APL1 of 32% disbursements and 54% of the funds having

been committed.

7. Progress so far. The Madagascar Communications Infrastructure Project,

Credit No. 4285-MAG, P094103 was first approved in March 2007. When the 2009 crisis

in Madagascar erupted the project was at very early implementation stages, with only a

few initial consultancies having started. Given that the activities as had originally been

envisaged involved key policy decisions, all project activities (except for the project

management unit) had been put on hold due to the Bank's application of OP7.30 to the

country, which means that apart from some initial consultancies, no other project

activities have been implemented. Despite the crisis the sector has continued to grow,

although at reduced rates, and since project approval two submarine cables (EASSy and

LION) have landed in Madagascar. Ratings on progress towards the PDO and

implementation progress are currently moderately satisfactory, but these ratings also

reflect operations in Kenya and Burundi, in addition to Madagascar, which are all

participating in RCIP Phase I (APL1). In Kenya, project activities are progressing well,

after some initial delays, as well as the project indicators, as can be consulted in the latest

ISR, and an additional financing has just been approved for the project in March 2012. In

Burundi, the main project component is the development of a backbone network through

a Public Private Partnership (PPP); negotiations of the PPP took over a year and a half,

required an extension of the project, and have only recently been concluded. However,

the supply contract for the network has now been signed, and works are expected to start

during the second quarter of 2012, allowing implementation and disbursement to

accelerate. Fiduciary ratings – including financial Management and procurement are

satisfactory. The implementing entities are compliant with the Bank's financial

management requirements; and there are no overdue audit reports and interim financial

reports from these entities.

8. Following MD’s decision on May 11, 2011 to resume disbursements on the

entire Madagascar portfolio, the credit closing date was extended by 9 months from July

31, 2011 until April 30, 2012 to allow for sufficient time to prepare a more

comprehensive restructuring package and to align it with the overall portfolio actions

within the framework of the Interim Strategy Note (ISN).

7

9. The original project development objective continues to be relevant and

achievable, but changes in the approach and selected activities and indicators are

required.

C. PROPOSED CHANGES

1. Results/indicators. The indicators are being revised to exclude the indicators on

which the project will no longer have an impact (only intermediate), align with

core sector indicators, and adjust the end values to reflect the proposed extended

project closing date of December 31, 2013 and the reality on the ground. The

revised targets are presented in Annex 1. Several of the original targets have been

surpassed, even with most of the project activities on hold. This can be explained

because other unforeseen events took place during this period; for example, not

only one (as expected at time of project approval), but two submarine cables

landed in Madagascar during this period, thereby accelerating sector growth.

Also, despite the lack of liberalization of the data segment in Madagascar, several

operators have in practice started providing those services, increasing competition

and reducing prices. Through this restructuring, selected indicators have been

removed where there was no longer an attribution to project activities (e.g.,

number of ISPs or number of university PCs connected to broadband) and one

additional indicator was added (‘number of towers constructed’) where there will

be a full attribution. The target values have been calculated by trying to estimate

what would be the cumulative/aggregate contribution of the project, together with

other factors, to sector growth (see Annex 1 for revised targets for volume of

international traffic, teledensity, internet subscribers, among others).

2. Components. The proposed changes in project components are as follows:

o Cancel activities for which policy decisions are needed (and that the

government is not likely to be able to take for the foreseeable future) or

that are no longer relevant: these include the technical assistance for

policy reform, capacity purchase, and setting up of a virtual landing

station. These changes will result in a cancellation of SDR 10,100,000

(US $ 15 m. equivalent) with the corresponding national IDA of these

resources (one third, i.e., $5m) being freed up for use in other operations

in the Madagascar portfolio;

o Slightly increase the costs needed for project management, to reflect the

extension of the project;

o Restructure the backbone component to focus on “passive” infrastructure

and extend backbone networks and mobile services to rural remote areas.

Originally the project had foreseen the liberalization of capacity resale in

Madagascar1, and the subsequent build out of a national backbone network

to be used by all the operators. In the absence of liberalization of capacity

resale, however, building out a full backbone network would mean that a

single operator (TELMA) would be allowed to operate it. Through this

1 Currently in Madagscar only TELMA is allowed to resell capacity, which means that any other operator

who builds a backbone network can only use it for its own use and cannot resell to others.

8

restructuring, a new approach is being proposed in which the common

rollout of infrastructure will focus on passive elements only (i.e., towers

and energy solutions rather than active equipment such as antennas and

switches) that all operators will be allowed to use and share to set up their

active elements (i.e., antennas) for backbone deployment and/or base

station installation (i.e., to increase transmission capacity and improve

coverage of the network. This would mean that the benefits of

infrastructure sharing would still be realized, even in a non-liberalized

environment, therefore still guaranteeing the principles of open access on

which the RCIP program is based. These towers would be set up in

partnership with the private sector. Where relevant, a set of sub-projects

will be implemented to provide marginal energy services to the rural

communities where these towers are located. It is expected that the

tower+energy extension sub-projects will be executed in two rounds (see

implementation schedule below).

o The table below describes the changes in project components being

proposed (as described in the Financing Agreement).

Original component Revised component Part 1. Enabling Environment

Provision of technical assistance to:

a. Promote liberalization of and legal

and regulatory reforms related to

national and international

telecommunications infrastructure

and other relevant infrastructure,

including regulatory and legal reform

in the field of telecommunications

(including competition law and

policy).

b. Support capacity-building of

Ministry of Telecommunications,

Posts and Communication and

ARCT for the implementation of the

sector policy and sector reforms,

including training.

c. Finance additional studies for the

development of the national

backbone.

d. Develop the legal and regulatory

framework with respect to, inter alia,

e-transactions security, privacy and

data protection, access to

information, network security,

Provision of technical assistance to:

a. Promote liberalization of national

and international telecommunications

infrastructure.

b. Finance additional studies for the

development of the national

backbone.

c. Develop the legal and regulatory

framework of the public private

partnerships..

d. Formulate arrangements,

disbursement and governance

mechanisms to enable the building of

the national backbone and the

establishment of joint regional

infrastructure.

e. Increase capacity of the Recipient to

monitor and evaluate the results of

the Program, to meet environmental

and social safeguards and to

communicate about the Project.

9

intellectual property rights, cyber

crime, public private partnerships

and standards.

e. Formulate arrangements,

disbursement and governance

mechanisms to enable the building of

the national backbone, the

establishment of a joint regional

infrastructure access point and

internet exchange point, capacity

purchase schemes and the

establishment of a capacity pool

related to the national backbone.

f. Increase capacity of the Recipient to

monitor and evaluate the results of

the Program, to meet environmental

and social safeguards and

communicate about the Project.

Part 2. Connectivity

a. Finance capacity purchase schemes

for targeted users, in particular

universities and the Recipient;

b. Support for the establishment of joint

regional infrastructure access point

and a joint internet exchange point;

and

c. Support the building of a national

backbone through the

implementation of Sub-Projects

(with a contingency to address

environmental, social and

resettlement issues, including

resettlement compensation).

Part 2. Connectivity

a. Support for the establishment of joint

regional infrastructure through financing

telecommunication infrastructure, namely

elements of the national backbone and its

extension to rural remote areas, through the

implementation of sub-projects (with a

contingency to address environmental, social

and resettlement issues, including

resettlement compensation).

Part 3. Project Management

a. Support the Executive Secretariat

with respect to activities pertaining

to the management of the Project.

Part 3. Project Management

a. Support the Executive Secretariat

with respect to activities pertaining

to the management of the Project.

10

3. Safeguards. The project’s management of environmental and social safeguards

is satisfactory overall. The restricting of the backbone component to focus on

“passive” infrastructure has the same scope and activities as the original project.

Therefore, the safeguards category “B” remains unchanged, and it is expected that

these amendments will not trigger any new safeguard measures. safeguard

policies that applied to the parent project remain unchanged: OP 4.01

Environmental Assessment, and OP 4.12 Involuntary Resettlement. The parent

project safeguard instruments - Environmental and social Management

Framework (ESMF), and Resettlement Policy Framework (RPF) - remain

applicable. These documents do not require any modification.

4. Institutional arrangements. The institutional arrangements for the project will

be left unchanged.

5. Procurement. Procurement arrangement under the project remains unchanged

except the introduction of new procurement method "Procurement under Public

Private Partnership (PPP) arrangements" to take into account the selection of a

private operator to construct and maintain a tower network and rent access to

private operators. Applicable Guidelines are those published by the Bank in

January 2011. The client’s procurement officer is still in place.

6. Financing

o Project Costs and cancellation., the restructuring would result in the

removal of certain project activities, which would result in a cancellation

of $15 m. in the amount of the credit (10.1 SDR). Distribution of the

amount to be cancelled with regards to the different project components

would be as follows:

Project Cost By Component and/or Activity

Total

US$ m.

Current

allocation

Total

US$ m.

Disbursed

Total

US$ m.

For future

activities

Total

US$ m.

Proposed

revised

allocation

Total

$amount

to be

cancelled

COMPONENT 1 - Technical assistance to

MTPC, ARTEC, capacity building, M&E

2.94 0.35 0.88 1.23 1.71

(a) Regulatory TA 0.3 0.11 0.07 0.18

(b) Policy and Regulatory Capacity Building 0.35 0.02 0.06 0.08

(c) Complementary studies for the development

of backbone elements

0.5 0.02 0.39 0.41

(d) e-legislation and regulatory framework 0.1

(e) PPP framework development 0.3 0.19 0.12 0.31

(f) M&E Capacity Building 0.18 0.01 0.04 0.05

(g) Design of Purchase of capacity 0.17

(h) Assistance in formation of the capacity pool 0.2

(i) Environmental studies 0.1

(j) Project Communications 0.2 0.20 0.20

(k) Additional Technical Assistance 0.54

COMPONENT 2 – Connectivity 24 12.01 12.01 11.99

(a) Virtual landing station and IXP 1.5

(b) Rollout of national backbone elements. 18.5

(c) Purchase of capacity for targeted users 4

(d) Primary links – Zone 1 5.2 5.2

(e) Primary links – Zone 2 4.64 4.64

(f) Primary links – Zone 3 2.17 2.17

11

COMPONENT 3 - PROJECT

MANAGEMENT

1.36 0.91 0.85 1.76 -0.40

(a) Executive Secretary 0.32 0.23 0.13 0.36

(b) Technical Manager 0.3 0.09 0.05 0.14

(c) Procurement Specialist 0.11 0.09 0.05 0.14

(d) Financial Management Specialist 0.11 0.10 0.07 0.17

(e) M&E Specialist 0.10 0.10 0.07 0.17

(f) Communications Specialist 0.10 0.02 0.04 0.06

(g) Office Equipment 0.03 0.03 0.03

(h) Incremental Operating Cost 0.18 0.19 0.34 0.53

(i) Audit 0.08 0.02 0.03 0.05

(j) Environmental 0.03 0.01 0.03 0.04

(k) Chief account 0.03 0.04 0.07

Total Baseline Cost 28.3 1.26 13.74 15 13.30

Contingencies for resettlement 1 1.00

Price Contingencies 0.7 0.70

Unallocated 15

Total Project Costs1 30 1.26 13.74 15 15

Interest during construction

Front-end Fee

Total Financing Required 30 1.26 13.74 15 15

o Financing Plan: The disbursement projections were revised as follows:

FY Projected

(USD)

Projected

(SDR)

Cumulative

(USD)

Cumulative

FY

%

of original

credit

%

of revised credit

Before

Q3 FY12

2.89m

(actual)

1.35m

(actual)

2.08m

(actual)

1.35m

(actual) 6.67%

13.34%

Q4 FY12 0.65 0.44 2.73 1.79 8.86% 17.72%

Q1 FY13 2.17 1.47 4.90 3.25 16.08% 32.16%

Q2 FY13 0.57 0.38 5.47 3.63 17.98% 35.96%

Q3 FY13 3.82 2.59 9.29 6.22 30.81% 61.63%

Q4 FY13 2.43 1.65 11.72 7.88 38.99% 77.97%

Q1 FY14 2.75 1.87 14.48 9.74 48.24% 96.47%

Q2 FY14 0.53 0.36 15.00 10.10 50.00% 100.00%

Total 15.00m 10.10m

o Reallocations: The following reallocations are being proposed. Most

values per disbursement categories are being lowered because of the

cancellation of project activities. The operating costs are going up to

reflect the extension of the credit closing date and the increased costs for

the project which reflect the reality in the country after the political crisis.

Category of Expenditure Allocation

(SDR)

% of Financing

Current Revised Current Revised Current Revised

(1) Goods - 3,550,000 20,000 100% 100%

(2) Works - 170,000 100% 100%

(3) Consultants’ - 2,450,000 1,500,000 100% 100%

12

services,

including audits

(4) Training - 240,000 120,000 100% 100%

(5) Operating

Costs

- 120,000 370,000 100% 100%

(6) Subprojects

under Part 2(c) of

the Project

- 12,450,000 8,090,000 100% 100%

(7) Unallocated - 1,220,000

TOTAL

AMOUNT

20,200,000 10,100,000

7. Closing date: The closing date for the credit is being extended by additional 20

months from April 30, 2012 until December 31, 2013. This extension meets the

OP/BP 13.30 criteria. Project objectives continue to achievable provided that the

closing date is extended, although there will be changes in the project indicators.

A number of changes and revisions proposed in this Restructuring Paper also help

achieve the PDO. The proposed extension is necessary to allow for completion of

activities under the project, which suffered delays in initial years of project

implementation due mainly to the political crisis that has erupted in Madagascar

in early 2009. The Recipient has in place an action plan to complete the project

(see table below). According to that plan, implementation of all contracts should

be completed by December 31, 2013. An extension of 20 months would allow for

completion of those contracts. This will be the second extension of the project,

with the first one having been for 9months from July 31, 2011 to April 30, 2012,

which was approved in July 26, 2011 as a bridge period to prepare the in-depth

restructuring.

8. Implementation schedule: The proposed implementation plan is as follows:

Timeline Priority activities

Q3 FY12

Prepare 1st round of tower+energy project (ie develop technical

specs, draft business model, procurement and disbursement

arrangements for the subprojects)

Q4 FY12 Finalize arrangements and launch the 1

st round of the tower+energy

project

Q1 FY13 Evaluate the tender for the 1st round of the tower+energy project

Q2 FY13

Implementation of 1st round starts

Prepare and launch 2nd round of tower+energy project (ie adaptation

to arrangements used for the first round and launching of the tender

process for the 2nd

round)

Q3 FY13 Evaluate the tender for the 2nd

round of tower+energy project

Q4 FY13 Implementation of 2nd

round starts

Q1 FY14 Conclusion of 1st round’s implementation

Q2 FY14 Conclusion of 2nd

round’s implementation

13

9. Legal covenants: There are no changes in the legal covenants of the project, and

a disbursement condition will still be maintained regarding disbursements towards

the backbone support under Part 2 of the project (i.e., connectivity/ support to

tower plus energy projects).

14

ANNEX 1:

Results Framework and Monitoring

AFRICA: REGIONAL COMMUNICATIONS INFRASTRUCTURE PROJECT

Results Framework

Revisions to the Results Framework Comments/

Rationale for Change

PDO

Current Proposed

To contribute to lower prices

for international capacity and

extend the geographic reach of

broadband networks

No change The original PDO will remain the

same.

PDO indicators

Current Proposed change*

Volume of International traffic

(Mbit/s simplex)

Continued with revised target value

(11,870Mbit/s) at the end of the project

(current value of 1,240Mbit/s already

exceeded the initial target value of

1,000Mbit/s).

Access to Internet Services

(number of subscribers per 100

people)

Continued with revised target value of

2.97% at the end of the project (current

value of 1.66% already exceeded the

initial target value 1.15%).

Teledensity (Access to

Telephone Services (fixed

mainlines plus cellular phones

per 100 people))

Continued with revised target value of

56.12% at the end of the project (current

value of 43.8% already exceeded the initial

target value of 10%).

Price of wholesale

international E1 capacity link

Continued with revised target value of

US$1,464 at the end of the project (current

value of US$1,776 is still above the initial

target value of US$1,500).

Direct Project Beneficiaries

(number), of which female (%)

New

Intermediate Results indicators

Current Proposed change*

Increased protection of

intellectual property & of

electronic transactions

Drop Unclear attribution to the project.

Number of ISPs Drop Cancellation of related activities.

Number of market players

buying capacity at the landing

station

Drop Cancellation of the virtual landing

station activity.

Price of Internet Access

[monthly price for 256kb

connection]

Continued with revised target value of

US$40 at the end of the project (current

value of $46 already exceeded the initial

target value of $80).

Retail price of internet services

(per Mbit/s per Month, in

New This is core indicator, and

suggested to monitor in addition to

15

Revisions to the Results Framework Comments/

Rationale for Change

US$)” the current 256 kbit/s connection

price indicator.

Number of localities

(communes) with broadband

access

Continued with revised target value of 131

at the end of the project (current value of

51 already exceeded the initial target value

of 40).

Number of university PCs

connected to broadband

Drop Cancellation of capacity purchase

activities.

Number of towers constructed New This indicator was added to

measure the progress of the

expansion of backbone networks

and mobile services to rural remote

areas supported through the projet.

16

REVISED PROJECT RESULTS FRAMEWORK

Project Development Objective (PDO):

To contribute to lower prices for international capacity and extend the geographic reach of broadband networks —No Change

PDO Level Results Indicators

Co

re

UOM2

Baseline

Original

Project

Start

(2007)

Progress

To Date

(2011)

Cumulative

Target Values Frequenc

y

Data Source/

Methodolog

y

Responsibility

for Data

Collection

Comments

2012 2013

1. Volume of International traffic (Mbit/s

simplex)

Mbit/s

200

Mbits

1240

Mbit/s

(as of Dec

2011)

8570 11870 Yearly OMERT/Ope

rators OMERT

2. Access to Internet Services (number of

subscribers per 100 people) Number 0.23

1.66 (as of

Dec 2011) 2.43 2.97 Yearly OMERT

OMERT/PIC

OM

3. Teledensity (Access to Telephone

Services (fixed mainlines plus cellular

phones per 100 people))

Number 6.00

43.80

(as of Dec

2011)

51.27 56.26 Yearly PICOM OMERT/PIC

OM

4. Price of wholesale international E1

capacity link

US$/M

onth

US$

10,000/M

onth

US$

1,776/

Month

(as of dec

2011)

US$1,

464

US$1,

464

Yearly OMERT/OP

ERATORS

OMERT/PIC

OM

Average of

the prices

used by

operators

5.. Beneficiaries

Direct Project Beneficiaries (number), of

which female (%)

Number

s

0 0 280,66

9

24506

60 Yearly

socio-

economic

survey

PICOM

People in the

communities

directly

benefiting

from the

connection

2 UOM = Unit of Measurement.

17

Of which female (%)

Percent

age (%)

0 0 51%

51% Yearly

socio-

economic

survey report

PICOM

Intermediate Results and Indicators

Intermediate Results Indicators

Co

re

Unit of

Measur

ement

Baseline

Original

Project

Start

(2007)

Progress

To Date

(2011)

Target Values

Frequenc

y

Data

Source/

Methodolog

y

Responsibility

for Data

Collection

Comments

2012 2013

Intermediate Result 1: (Component One): Enabling Environment- Dropped

Intermediate Result 2: (Component Two): Connectivity—No Change

1. Price of Internet Access

256

kbit/s

per

Month,

in US$

US$ 100

US$46.4

7 (as of

dec 2011)

US$45 US$40 Yearly OMERT/

ARTEC

OMERT/PICO

M

2. Retail price of internet services

Per

Mbits/

per

month,

in US$

US$1208.

61

$186(as

of dec

2011)

$ 180 $ 160 Yearly OMERT/

ARTEC OMERT

3. Number of localities (communes) with

broadband access

Number

s 20

51

(as of

Dec

2011)

91 131 Yearly OMERT/

ARTEC OMERT

4. Number of towers constructed

Number

s 0 0 13 93 Yearly PICOM PICOM

18