Ex-post Evaluation

1. Outline of the Project

Country:

Nepal

Project title:

The Project for Modernization of Tribhuwan International Airport

Issue/Sector:

Airlines/Airports

Cooperation Scheme:

Grant Aid

Division in Charge:

Grant Aid Management Department

Total Cost:

3,559 million yen

Period of Cooperation

(E/N): FY 1993, 1994-1996

Partner Country’s Implementing Organization:

Tribhuwan International Airport

Supporting Organization in Japan:

Related Cooperation:

1-1 Background of the Project

Tribhuvan International Airport (TIA) is a central hub of the airport transport network in Nepal. However, the airport which is located at the center of Katmandu Valley, is surrounded by high mountain ranges and its location negatively affects the operation of aircrafts. Aircrafts must make steep climbs and descents to maintain a safe altitude at all times, and it is poses a large psychological burden for pilots. Although aircrafts should be led by air security radio facilities in such airports, no facilities other than VOR/DME (VHF Omni directional Radio Range/Distance Measuring Equipment) have been operated. With these conditions, two international aircraft accidents occurred in 1992 that resulted in many fatalities. Pertaining to these accidents, the improvement of air safety was an urgent concern to address. With this background, the government of Nepal requested the government of Japan to formulate Air Safety and Ground Facility Improvement Plans for the TIA and to investigate the feasibility. As a result, this urgent project was implemented with Grant Aid.

1-2 Project Overview

This project aimed at securing air safety by installing an airport surveillance radar and providing training necessary for a smooth operation and maintenance of the radar system.

(1) Overall Goal
Air safety around TIA is secured.

(2) Project Purpose
Safe operation of aircrafts with an Airport Surveillance Radar at TIA is secured.

(3) Outputs
1) A radar equipment building is constructed.
2) A radar operation building is constructed.
3) A radar training building is constructed and the training facilities are equipped.

(4) Inputs

Japanese Side:

3,559 million yen

(1993 D/D: 1.06 million yen, 1994: 8.76 million yen, 1995: 23.71 million yen, 1996: 2.06 million yen)

Nepalese Side:

Counterparts 36

Land and Facilities

Local Cost 8 million yen

2. Evaluation Team

Members of Evaluation Team

Madhab Bahadur Pantha, Freelance Consultant
Akal Bahadur Singh, Tribhuvan University
Simon Gautam, Development Management Institute

Period of Evaluation

November 18, 2002 – January 18, 2003

Type of Evaluation:

Ex-post Evaluation by Overseas Office

3. Results of Evaluation

3-1 Summary of Evaluation Results

(1) Impact
The installation of a airport surveillance radar at Tribhuwan International Airport (TIA), which was procured by the project, has enabled airlines and pilots to receive aircraft monitoring, as well as to identify mistakes and other human errors. Monitoring through the radar eliminates the need for pilots and flight controllers to remain in constant communication, in turn allowing for an increase in the number of planes that can land and take off. The improvement in the management abilities of TIA has resulted in an increase in the number of airlines flying into the airport. Before the project was implemented, twelve airplanes per hour took off and landed at the airport, but this has now increased to twenty. As a result, the TIA’s balance of payments improved significantly from 315 million rupees in FY 1994 to 863 million rupees in 2001.

(2) Sustainability
At the time of this evaluation, there were no particular problems regarding daily maintenance of the radar and facilities. The overhauling process has not been implemented so far. The fact that the maintenance contract with the equipment supplier ended in August 2002 makes it even more urgent that the TIA formulate its maintenance plan and secure the necessary budget.

During the project, 36 of the TIA staff received training in Japan in air traffic control, aeronautical radio engineering, and radar information processing. Six have switched assignments, but thirty are still working at TIA. The basic design report states that sixteen air traffic controllers are needed, and TIA currently has 25 assigned to this area which is an appropriate number. On the other hand, twenty maintenance engineers are needed as TIA currently only has thirteen. The CAAN became an independent body in FY 1999, but the relevant ministry still retains some measure of authority over CAAN so it is still in a transitional phase. Accordingly, TIA has not been able to move quickly in augmenting its staff as necessary, and only recently it has been able to hire and train staff independently.

Staff training held on a continuous basis is essential to maintaining the technical skills of TIA’s air traffic controllers and maintenance engineers. The Civil Aviation Academy (CAA), which is under the jurisdiction of CAAN, runs the training. The CAA offers a great deal of training, but its training for air traffic control is limited to group training held only a few times a year, which does not meet the needs for training. Accordingly, CAAN is preparing a plan to strengthen the CAA’s capacity to train personnel.

3-2 Factors that promoted realization of effects

(1) Factors Concerning the Planning
N/A

(2) Factors Concerning the Implementation Process
The radar system installed in TIA is the first of this sort of radar in Nepal, and the air traffic controllers and maintenance engineers show strong motivation to operating this system. The staff is more aware that the radar has caused TIA’s revenue to increase, and it also became a factor promoting the impact and the sustainability.

3-3 Factors that Impeded Realization of Effects

(1) Factors Concerning the Planning
N/A

(2) Factors Concerning the Implementation Process
Even though under independent body, the TIA tended to lack in staff adoption and training due to the restriction by related ministries.

3-4 Conclusion

The radar and related facilities are being maintained and operated appropriately, which enables TIA to monitor airplanes in the flight paths in the airport’s vicinity. It has also generated economic benefits, due to the increase in the number of flights taking off and landing at the airport. However, TIA must take control of maintenance, maintain and improve the staff’s technical skills in a planned manner, to keep this positive effect.

3-5 Recommendations

The CAAN needs to provide support and guidance to TIA in its efforts to expand a specific plan for maintaining the radar and training staff. They should create a system to ensure smooth communication with manufacturers regarding the purchase of spare parts. TIA will also need to consider the deterioration of the equipment in the long run and prepare a plan for updating the equipment.

3-6 Lessons Learned

N/A

3-7 Follow-up Situation

N/A