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Project DocumentProject Title: A programmatic approach to beautifying Sheger through sustainable urbanisation and urban resilienceProject Number: 00123131Implementing Partners: Addis Ababa City Administration – Finance and Economic Development Bureau (AACA-FEDB)Start Date: 07/2020End Date: 06/2024PAC Meeting date: 27 July 2020Brief DescriptionThe Prime Minister of Ethiopia has launched a flagship initiative titled ‘Beautifying Sheger Project’ which aims at renewing the Addis Ababa City – as its name implies – and making it green as well as clean. This intervention will work on greening the riverside; installing proper sewerage and drainage infrastructure as alternatives to liquid waste disposal; and finding alternative livelihoods for people whose lives are dependent on the rivers. This programme will support the Addis Ababa City Administration (AACA) to implement the Sheger Project using a holistic approach of nesting integrated watershed management within the broader ambit of sustainable urban land use planning. The overall objective is “to support the implementation of the Sheger Project through human and institutional capacity building and an integrated urban planning and watershed management approach”. This will be achieved through four components: (1) institutional strengthening of the AACA; (2) enabling framework for integrated watershed management; (3) livelihood programs for sustainable riversides development; and (4) knowledge management and monitoring and evaluation. The comparative advantages of several UN agencies have been integrated in the programme design.Contributing Outcome (UNSDCF/CPD, RPD or GPD):Outcome1: (People) All people in Ethiopia enjoy the rights and capabilities to realize their potential in equality and with dignity Outcome2: (Peace) All people in Ethiopia live in a cohesive, just, inclusive and democratic society, Outcome3: (Prosperity) All people in Ethiopia benefit from an inclusive, resilient and sustainable economy Outcome4: (Planet) All people in Ethiopia live in a society resilient to environmental risks and adapted to climate change Output(s) CPDOutput 1.4: Capacities of Federal and Regional institutions strengthened to promote gender responsive, inclusive and sustainable local developmentOutput 2.1: Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets and to analyse progress towards the SDGs using innovative and data-driven solutions Output 2.2: Marginalized groups, particularly the poor, women, PWDs and displaced are empowered to access entrepreneurship services and financial and non-financial assets and services to build productive capacities and benefit from sustainable livelihoods and jobs Output 3.1: Integrated and gender-responsive climate and disaster risk governance systems strengthened to reduce risks and vulnerabilities, improve early warning (EWS) and enable rapid recovery Output 3.2: Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted to address conservation, sustainable use and equitable benefit sharing of natural resources in line with international conventions and national legislation (GEN3); Output 3.4: Action on climate change adaptation and mitigation scaled-up, funded and implemented across sectors Total resources required:USD 26,239,104Total resources allocated:UNDP TRAC:USD 693,646Donor (SIDA):USD 2,022,653Government:In-Kind:USD 8,000Unfunded:USD 23,522,804 Agreed by (signatures):Government (MoF) Implementing Partner (AACA-FEDB)UNDP Print Name:Print Name: Print Name:Date: Date: Date:list of acronymsAACAAddis Ababa City AdministrationAACA-FEDBAddis Ababa City Administration – Finance and Economic Development BureauAAEGADCAddis Ababa Environment and Green Area Development CommissionAAPDCAddis Ababa Planning and Development CommissionAAWSAAddis Ababa Water and Sewerage AuthorityCBOCommunity-based OrganizationCDPCommunity Development PlanEDPEnterprise Development PlanEFCCCEnvironment, Forest and Climate Change CommissionEPGDCEnvironmental Protection & Green Development CommissionGDPGross Domestic ProductGRMGrievance Redress MechanismIICPCAInfrastructure Integration, Construction Permit and Control AuthorityILOInternational Labour OrganisationIWRMIntegrated Water Resources ManagementIRBDMPIntegrated River Basin Development Master PlanMEDMicro Enterprise DevelopmentM&EMonitoring and EvaluationMSEMicro and Small EnterpriseNRVNatural Resources ValuationPAPProject Affected PeoplePMProject ManagerPMUProject Management UnitPPPPPPro-poor Public Private PartnershipRAPResettlement Action PlanRBGADAARiver Basin and Green Area Development and Administration AgencySDGSustainable Development GoalSESPSocial and Environmental Safeguard ProcedureSIDASwedish International Development Cooperation AgencySIWDPSheger Integrated Watershed Development PlanSMESmall and Medium EnterpriseSWOTStrengths, Weaknesses, Opportunities and ThreatsToCTheory of ChangeUNDPUnited Nations Development ProgrammeUNEPUnited Nations Environment ProgrammeUNESCOUnited Nations Educational Scientific and Cultural OrganizationUSDUnited States DollarWPPWatershed Protection PlanWSNWireless Sensor NetworkDevelopment ChallengeAddis Ababa, Ethiopia’s capital city has been the seat of the Organization of African Unity (now the African Union), multilateral agencies and diplomatic missions. It is one of the important regional centers for diplomacy, trade and commerce. This is particularly attributed to the rapid economic growth and social transition that has taken place over the past 30 years or so. As in many capital cities in developing countries, the city has seen uncontrolled expansion and the increase of informal settlements (mainly because of rural-urban migration mainly driven by unemployment and/or underemployment which exacerbate poverty). This has resulted in the use of urban space at a rate of 5.5 km2 annually, made waste management insufficient and caused air, land and water pollution. Informal settlements are often located in locations not suited for residence, such as in the water catchments and in the flood prone areas along rivers. This is exacerbated because of inability to access land in residential areas and the ever rising housing market, which constitute the first trans-border issue affecting the Addis Ababa watershed ecosystems. In 2017, the University of Addis Ababa carried out socioeconomic assessment of rivers and riversides in Addis Ababa, and estimated that 32,000 households were directly concerned with the Sheger project. Of these, around 50.3% are women. Given the new extended buffer distance of 50 m, many of these households that also carry out economic activities along the riversides are exposed to resettlement and relocation, and potential loss of livelihoods. The Addis Ababa University used the baseline assessment to propose Resettlement Action Plans (RAP) for Project Affected People (PAP) on a pilot basis for residents along small segments along the Kebena and Kurtumi Rivers. However, several shortcomings can be observed regarding the formulation of the RAPs as summarized in Table 1. One of the outcomes of the proposed project squarely deals with the issue of resettlement of PAPs, including livelihood issues using a rights-based approach.Table 1. Baseline situation concerning resettlement of PAPs.Category of shortcomingDescription of shortcomingMethodological barrier (transparency and accountability)The formulation of the RAPs and accompanying Grievance Redress Mechanisms (GRM) applied national laws, legislations, regulations, and local rules governing the use of land and other assets in Ethiopia. A significant issue here is the continued challenges related to the interpretations of the policies and legal frameworks that undermine a rights-based approach developing RAPs and applying GRM.The uncertainty related to the above leads substantial number of PAPs to be skeptical about the implementation of RAPs and the GRM, especially related to the promises of the City Administration on fulfillment of individuals’ rights and claims.The methodology did not use international Standards and principles, such as those proposed by UN agencies and the World Bank, which can provide a means of overcoming these obstacles.Geographical coverageLimited to only two small segments along the Kebena and Kurtumi Rivers and does not cover the geographical scope of the entire Sheger Project.Institutional and coordination challengesAt institutional levels, absence of coordination among various government bureaus and offices, both vertically and horizontally, on delivery of appropriate services and outputs related to RAPs. There are challenges with regard to the clear roles and responsibilities of institutions, which if not addressed could exacerbate the grievances of PAPs.Legitimacy issueThe opinions of some key government individuals were not captured in the process of developing the RAPs in the short time period allocated to this assignment. Consequently, this brings into question the legitimacy of the proposed RAPs that is a significant lever undermining its acceptability among decision-makers.Source: Addis Ababa University (2017b,c), author (UNDP)Wastewater is discharged directly into the water bodies thus compounding river pollution problems. The above-mentioned socioeconomic assessment also found that around 2,500 enterprises discharged their liquid waste, including chemical waste, into the river systems of Addis Ababa. Since, these enterprises will also be affected by the Sheger Project their continued operation has to be dealt with under the rights-based process for addressing their concerns. Further, public institutions such as schools and hospitals also dispose of their solid and effluents in the rivers. Moreover, the soil impermeabilization due to expanding built environment is increasing the frequency and intensity of floods after rain events. The polluted water bodies have direct impacts on human health through two principal ways, namely: (1) direct contact with river waters, mainly for public bath, and washing purposes, and (2) use of the polluted water for irrigation in urban agriculture and for watering animals. The contamination of the river affects the cleanness of the ground water quality and the ecosystem.On the riversides the other problem contributing to waste is lack of sanitation facilities and therefore open defecation is practiced commonly. In Addis Ababa, it was estimated in 2015 that only 11.4% of the population in the urban slums and 41.2% of the city’s total population had access to improved sanitation. Most people in the urban slums (80.4%) used unimproved sanitation facilities and 8.2% practiced open defecation. Open defecation and the lack of appropriate infrastructures were also identified as a main source during site visits as captured in Annex 1. It is common that public toilets were not operational because of lack of regular services to empty the septic tanks.The pollution of water bodies in the watershed is further exacerbated by upstream land degradation arising from deforestation in the Entoto Mountain from where the main rivers flow downstream through the City of Addis Ababa and across into the Oromia region. The flows of water across regions constitute a second issue highlighting the fact that any inadequate remedial of the watershed and water issues upstream will translate into water pollution related socioeconomic and environmental issues downstream.The above challenges are nested into the broader urban development challenges of the City of Addis Ababa. Of particular interest here are the bidirectional impacts of urban development on climate change. The nested hierarchy that shows the relationships between riversides development, watershed management and urban planning is illustrated in Figure 1, together with the issues such as climate change and in-migration into the watershed.Despite their city-specific challenges, urban centres such as the City of Addis Ababa represent a significant demographic dividend and economic concentration for designing and operationalizing sustainable development. For instance, Addis Ababa’s share in GDP accounted for 29% of the total urban centers in 2015. Also, 20% of the country’s urban labour force was employed in Addis Ababa and the city was home to 68% of the country’s urban jobs, particularly in real estate, information and communication, and in financial services. A systemic approach to addressing urban challenges offers the opportunity to increase economic, livelihood and income generating activities, boost job creation, while conserving and/or restoring urban ecosystems. Further, cities and towns offer the opportunity to deliver services more cheaply and can act as centres of growth, thereby playing an important role in poverty reduction. In order to pursue these developmental co-benefits, extended efforts are required to enhance green investment in and around urban centres at scale using integrated approaches and standards. These benefits, including those flowing from ecosystem services, are expected to increase the subjective wellbeing of communities that live in the Sheger watershed.Figure 1. Relationships between riverside development, watershed management and urban planning.Source: author (UNDP)Addis Ababa City is expected to function as a ‘laboratory of City development’ by pioneering new initiatives. Recently, the Government of Ethiopia has launched a new national initiative for territorially focused investment in urban renewal, starting with Addis Ababa’s “Beautifying Sheger” project. A three-phased approach has been designed for its implementation: (1) immediate mobilisation and cleaning of solid waste from the river system; (2) short-term wastewater cleaning and prevention of discharge; and (3) medium to long-term development of the city. This landmark and ambitious project is estimated to cost around US$1 billion. It aims not only to improve the river’s quality but also to mitigate the related flooding and create quality public spaces, parks, bicycle paths and walkways along the riversides. There is a wide range of anticipated benefits of the initiative. Indicatively, the project is expected: to lift the image and increase the potential of Addis Ababa by creating jobs and riverside economies, to improve environmental conditions, to increase tourism and to provide citizens quality areas for leisure, sport, culture and recreational activities. This project will cover the entire Sheger watershed.Despite ongoing initiatives that are discussed below, there are several barriers that hinder the successful implementation of the Sheger Project. These barriers were identified through three baseline assessment studies that were carried out by the UNDP in 2019. The summary of the most recent baseline assessment is given in Annex 1. The other assessments are referenced during subsequent justification of proposed project outcomes and activities. Further, these barriers adversely affect the competitiveness of the City of Addis Ababa because of river ecosystem damage, loses of vital nature assets, and loss and damage to human lives and infrastructure resulting from natural hazards such as landslides and riverine flooding. These barriers are listed in Table 2. Table 2. Barriers to the Sheger Project.Policy barrierEven if there are a number of policies in the country relevant to natural resources management, the country lacks comprehensive policy to manage the country’s rivers (water bodies) and the water catchment system in general. Also, there are no regulations that are aligned with the Structure Plan of the city. Similarly, the country has very good sustainable land management practices but no policy on this matter. Due to this fact, rivers and river fronts in the urban centers, as well as in rural settings are poorly managed. It is quite often that watersheds become dumping areas for solid waste and effluents. Human and Institutional capacitiesWeak technical capacity, suboptimal institutional arrangements, lack of guiding documents and capacity for leading and coordination are major bottlenecks to implement the project. Institutional capacity is constrained by high staff turnover and frequent restructuring. In most cases, the institutions responsible for urban management lack adequate infrastructure such as IT, remote sensing capabilities and GIS, as well as state of the art technologies such as drones for supporting sustainable urban planning, integrated watershed management; for carrying out monitoring and evaluation, and enforcement.AA City Administration (AACA) is divided into a number of sub-cities which are sometimes quite powerful by themselves. The sub cities are also divided into a number of woredas (Districts). Districts in most case are the lowest administration unit and most lacking in technical and institutional capacities. Paradoxically, it is the district that will implement the Sheger Project. Therefore, without strengthening the institutions including human capacity at the woreda level the implementation would face huge challenges. The price of land in AA City is extremely high and this is despite the fact that 40% of land is earmarked for housing and commercial building purposes. Consequently, there is competing incentive that erodes the willingness and commitment of the sub-city land authorities to dedicate land for greenery notwithstanding the fact that land use planning stipulates that 30% of land should be reserved for green spaces. This is compounded by the fact that officials and city dwellers have poor knowledge of the effects of green spaces on city livability, resilience, and human wellbeing. As a result, many areas that should have been under greenery are converted to settlements even at very steep slopes. Accountability and responsibility of a sector office or an individual in a specific institution is not clear.Another crucial issue is the low-level coordination between and among institutions partaking in the Sheger Project. The Sheger Project will touch sectors such as urban planning and housing, urban agriculture, industry, natural resources (e.g., forest, water, soil, minerals), tourism, utilities (electricity, water and sewerage, telecommunication), and public infrastructures (e.g. schools, hospitals, roads). There are no formal coordination mechanisms to ensue cross-sectoral synergies. Due to lack of skills and expertise related to multi-stakeholder engagement processes that foster inclusive and participatory project design, implementation, and monitoring & evaluation, the top-down approach is mostly applied approach at the exclusion of the expectations and interests of key stakeholders, including local communities residing along riversides and in the Sheger water catchment.The overall impact of low human and institutional capacities is that projects are implemented in an ad hoc and piece meal fashion and will low levels of enforcing land use plans, especially regarding protection and enhancement of green spaces. Consequently, the sustainability of projects is undermined.Lack of adequate financingA main factor for low investments in urban green infrastructure in Ethiopia in general and AA City in particular is linked to the lack of sufficient finance and management. The problem is dire in cases where investments in public goods have economic returns, but where it is hard to demonstrate financial returns in the short-term. Moreover, the skills required to mobilize funding is generally lacking, and with a high dependence on grant financing. There is currently no public-private partnership that can bring sufficient finance for the Sheger Project that is estimated at around USD 1 billion.There is strong emphasis on capital expenditures, but limited attention is given to maintenance and up keeping of soft and hard infrastructures once they are in place. There is need for establishing systems for ensuring the maintenance of infrastructures as vital city assets that increase the overall wealth of the city, including up keeping, operation and effective solid and liquid waste management.Social and cultural barriersIn the absence of sufficient awareness creation and buy-in (through participatory, bottom-up approaches that are lacking as discussed above) from local communities, the acceptability of the Sheger Project may not happen easily. Acceptability in the absence of buy-in will be even lower when communities will be faced with physical displacement and relocation. Most people living around and along rivers are relatively low-income families and, in many cases, categorized as illegal settlers. Some of the realities underlying these communities are: They derive their livelihoods in areas with poor sanitation and little regard to negative environmental impacts. Almost all small and medium industries, public institutions (hospitals and schools) and households around the rivers discharge their effluents (and significant solid waste) into the rivers. Consequently, most businesses are low cost investments compared to businesses in other developed parts of the city;Some of the communities live in poor housing conditions that lack necessary amenities. Discussions with local communities have shown that they have internalized their precarious situation as being ‘normal’. Despite seeming incongruent by outsiders, this normalized mindset could pose a challenge to change;There are long-lived social, economic and cultural ties among the people who are living in the old settlements of the city. For instance, these community groups self-organize to deal with issues such as weeding, funeral, saving and credit, among others, in very productive ways. Any disruption to such long established ties may result in conflicts with the local government if not dealt with appropriately.Field visits revealed a noticeable level of anxiety from the youth and other vulnerable groups that might be impacted by the project. Once source of their worries is potential loss of livelihoods and the ‘unknown’ related to potential resettlements. Unsustainable migration in the watershedMost of green areas, if not everywhere, in the upper catchment are being populated by informal settlements. These settlements place a lot of pressure on ecosystems, but do not fall under the ambit of the designated riverside stretches in the Sheger Project. So, in spite of all the good intentions placed behind the Sheger Project, anything less than an integrated approach at the watershed level will be inadequate.The facilities available to accommodate the existing population along the river are already overloaded. Due to the absence of additional facilities and the over utilization public latrines (in many cases they are not functioning), the riversides are polluted with human excrement (in addition to the other forms of pollutants described above). Further, the increasing need for fuelwood and timber with increasing settlements in the watershed is resulting in deforestation in the Entoto Mountain. One of the effects is increasing erosion and lower efficiency in water flow regulation during intense precipitation leading to increased levels of flooding downstream.The issue of population growth and urbanization will have to be tackled in pair with the Sheger Project, since unabated illegal settlements will continue to undermine the sustainability of the project.High levels of homeless personsThere are an estimated 51,000 beggars and street children who are homeless in Addis Ababa, of which 92% come from other regions outside the capital (Oromia, Amhara and SNNPR). While it is the right of every citizen to enjoy public spaces, there is a high risk that new or rehabilitated green areas may become the target of illegal settlements that typically carry with them detrimental environmental impacts.Source: Author (UNDP)StrategyTheory of Change: In the prevailing baseline, the barriers described in Table 1 will not only hinder the successful implementation of the Sheger Project, but that a lack of integrated city-wide and watershed level planning may have long-lasting negative developmental effects in the foreseeable future. The underlying theory of change reflects the nested hierarchy approach shown in Figure?1. The nested hierarchy approach reflects the systems thinking that underpins the horizontal (across relevant stakeholders and public institutions and departments) and vertical (different governance levels from federal to city to sub-city to woreda) integration that the programme seeks to achieve. If riverside development is done using an integrated watershed management approach; and if this integrated approach is nested in the broader perspective of sustainable city-wide urban planning, then the Sheger Project, which at the moment is limited to only 56 km of riverside rehabilitation, will be sustainable. In the prevailing baseline, the combination of barriers and issues related to climate change and illegal settlements in the watershed will hinder the sustainability of the Sheger Project. By taking a gender-responsive and socially-inclusive approach, the activities proposed will act to reduce or eliminate the barriers, resulting in the intermediate outputs and outcomes described below; and ultimately deliver the overall objective which is “to support the implementation of the Sheger Project through human and institutional capacity building and an integrated urban planning and management approach”. The ToC diagram is given in Annex 2.A key hypothesis is that in-migration leading to illegal settlements in the Sheger watershed will be tackled using integrated urban planning and watershed management to guide the design of the Sheger Project, and by aligning the project with the City Masterplan. Further, integrated watershed management and sustainable urban planning will integrate proofing against the impacts of climate change and climate variability (i.e. resilience building) and deliver low-carbon development pathways in the city.The long-term impact of the project is to achieve resilience of the Sheger water-related ecosystems along with strong sustainable development and adaptation co-benefits through socioeconomic development along riversides through the development of multi-functional landscapes (intermediate goal). The long-term outcomes of the project relate to addressing the underlying barriers discussed in Table 2 above. The ultimate goal of the programme is to deliver the socio-economic and ecological benefits of sustainable urban planning within the Sheger watershed.There are different drivers of change and assumptions that come into play at different levels in the ToC (Annex 2). The external drivers are variables that fall outside the control of the project but which exert pressure in the right direction for justifying the project intervention. The key external drivers that will have a positive influence on the project logic are: (1) increased demand for better municipal services driven by population growth and rapid urbanization; (2) incongruence between the state of affairs in the baseline situation (Annex 1) and the development vision of the government; (3) opportunities for the socio-economic development of the City of Addis Ababa through multi-functional landscapes along Sheger riversides (outside buffer zones) while improving the ecological resilience of watershed ecosystems; and (4) high levels of political support starting with the Prime Minister.The main internal drivers afforded by the project are: (1) strengthened local administrations with institutional capacity for effecting sustainable land use planning and integrated watershed management to support riverside development activities coherently; (2) the demonstration of context-specific novel solutions and business models that will pave the way for scaling up efforts. This driver is premised on leveraging the first driver. For instance, the demonstration of appropriate business solutions is expected to create a market “pull” for private sector investments and job creation for medium and small enterprises (SMEs). innovative business solutions. This can be the private provisioning of public services in the form of pro-poor public-private partnerships (PPPPP) that will alleviate the burden of the city administration, while at the same time addressing gender mainstreaming and social inclusiveness. This result can only be achieved in the presence of strict land-use planning that pre-defines development guidelines for riversides and upper catchment; (3) full integration of local communities or persons that are expected to be impacted by the Sheger Project in the process of riversides and upper catchment development planning. Addressing the concerns and expectation of Project Affected People (PAP), and having their buy-in from the start is crucial to the successful implementation of the Sheger Project; and (4) an enabling environment in the form of appropriate policies and policy instruments (e.g. legislations, regulations, incentives and disincentives, enforcement) for the proper management of the Sheger watershed is put in place.The ToC contains a number of assumptions (shown in red boxes in Annex 2). At the level of project interventions (activities and outputs), the main assumptions are:Support received at all levels of governance (federal, city, sub-cities and woredas);Public and private sector (including MSEs; social entrepreneurs and youth and women) engagement in the livelihoods opportunities of the project is forthcoming;Reliable and accurate data is available for monitoring and evaluating the project;The level of staff turn-over within the AACA is kept to a manageable level in order to enhance institutional memory as a means to ensuring the sustainability of project investments and capacity building/development;Enforcement of land-use plans, and regulations related to the use and pollution of watershed ecosystems is carried out by municipalities, while putting in place the UNDP Standards for the resettlement of PAPs in areas with the project boundary;Resistance to change is effective by creating win-win solutions;The information and training needs of market actors are adequately met by the programme; Community awareness regarding the need to protect and conserve watershed ecosystems; The current and future impacts of climate change are considered while formulating the watershed development plan.At the level of the long-term outcomes, the assumptions are:Project-trained resources are retained and operational in AACA (important for enhancing institutional capacity and knowledge);The broader macroeconomic environment remains conducive for investments in the country;Proposed business solutions and value chains are appropriate for the City of Addis Ababa, and amenable for rapid scaling-up;The increasing burden on the AACA to transform the City of Addis Ababa into the bearer of the country’s renaissance remains a strong driver of change; andAppropriate and adequate multi-stakeholder processes and mechanisms in place for coordinating and involving key stakeholders in the Sheger Project design, conceptualization, implementation and monitoring and evaluation.The assumptions relating to the intermediate goal are as follows:Public-private partnerships are set up to ensure win-win situations for all market actors, including adequate maintenance of public infrastructures;Awareness is created among all value chain actors to enable them fulfil their roles and responsibilities;Proof of concepts (context-specific solutions) and enabling environment triggers private investments; andTransboundary migration, especially in the Sheger watershed, is adequately managed.Multi-stakeholder engagement: The Sheger Project involves stakeholders at all levels (federal, city, sub-city, woreda), and in different capacities such as local communities, economic operators, ministries, the Mayor’s Office, the Addis Ababa City Administration (its various Commissions, Agencies and Bureaus), and a host of development partners that are either investing or plan to invest in its implementation. Further, there are several ongoing initiatives that are supportive of the Sheger Project (discussed in Section III), and the approach used by the programme is to leverage the results and strengths of these initiatives. The scope and scale of the Sheger Project requires strong coordination and partnership building. The commitment of all project stakeholders at different geographical and political levels has to be ensured through a rigorous stakeholder engagement process.Gender Transformative & human rights-based approach. One strategy that is central to this project is its gender transformative orientation, in addition to being gender-targeted. The project design will be guided by a set of guidelines that underpin the detailed Gender Analysis that will be carried out during programme implementation. The Gender Analysis will form an integral part of the Human rights-based mechanisms for the inclusion, participation and, when absolutely necessary, the sustainable and participatory physical and economic relocation of poor and vulnerable groups living along the targeted river areas and watershed. These guidelines are: Adopting UNDP’s Social and Environmental Screening Procedure (SESP), including its human-rights and gender equity-based Principles;Gender mainstreaming will be promoted through women’s participation in the Sheger Project Management Unit (PMU), and other levels of project governance; To foster the participation of women and decision-making by women, the project will incorporate gender considerations in the implementation procedures that promote the empowerment of women through capacity building, their involvement in planning, implementation and maintenance of multifunctional landscapes, and on the fostering of women entrepreneurs in the income generating activities in the Sheger Project; The project will adopt the following principles in the day to day management: (i) gender stereotypes will not be perpetuated; (ii) women and other vulnerable groups will be actively and demonstrably included in project activities and management whenever possible, and (iii) derogatory language or behaviour will not be tolerated; andFor regular monitoring and evaluation of the project progress and reporting, the project makes use of gender-disaggregated indicators, and will facilitate involvement of women in the project monitoring and evaluation (M&E) and the implementation of Grievance Redress Mechanisms.Knowledge management. Knowledge management has not been retained as a stand-alone component in the project design. Rather, knowledge management, as a means to an end, is a transversal issue that cuts across the project design and conceptualization. Nevertheless, Outcome 4 on Knowledge Management seeks to capture and disseminate lessons learned and best practices during project implementation. The project will also promote South-South and Triangular cooperation with other African cities and other cities known for best practice watershed management within the broader ambit of sustainable urban planning. In order to measure, report and verify the sustainable development benefits of green investments, the project will establish and operationalize the SDG Impact Framework. Standard UNDP monitoring and evaluation procedures will be used to carry out mid-term review and terminal evaluation of the project.Results and PartnershipsExpected ResultsThe fundamental problem that this project seeks to address is reduction or elimination of barriers to the sustainable rehabilitation of Sheger riversides within the broader ambit of integrated watershed management. The project will focus on building the institutional and technical capacities at the AACA in order to improve effectiveness in delivery and management of green infrastructures in the city’s watershed and beyond. Further, the project will pilot selective investments in green infrastructure within the city’s watershed using international best practices and standards. This will be strongly linked to increasing gender equity and human rights-based livelihood opportunities and resilience building.The impact of this project will be measured through strengthened capacity and improved ecosystem and green infrastructure within Addis Ababa watershed. This will intern create better products and services for the communities residing in Addis and beyond. Improving the sustainability of Addis Ababa City through enhanced institutional capacities and watershed governance is expected to create a virtuous circle for additional financial flows towards the implementation of the Sheger Project.Improvements in the conditions of the river will have positive impact in the overall city image resulting in new development corridor, enhanced land value, attraction of real estate development with diverse economic activities – i.e. multi-functional landscapes along Sheger riversides.This will be achieved by four complementary components: Component 1: Institutional strengthening of the AACAComponent 2: Enabling framework for integrated watershed managementComponent 3: Livelihood programs for sustainable riversides developmentComponent 4: Knowledge management and Monitoring and evaluationComponent 1: Institutional strengthening of the AACA – This component will be achieved through Outcome 1 ‘capacity of the Addis Ababa City Administration strengthened at strategic and operational levels’. Building the capacities the concerned offices and agencies of the City Administration is envisaged through establishing a Project Management Unit (PMU) and provision of trainings and technical support not only for project implementation but also for sustainable management of the planned projects. The structure of the PMU should be designed to both deliver all complementary projects including the Sheger project, and the Terms of Reference (ToR), organizational structure and job profiles of the PMU are shown in Annex 3. Moreover, the unit will become a vehicle for the ongoing delivery of Green Urban Development Projects in Addis Ababa in line with the government plan. NDP is already supporting the operationalization of the PMU with the recruitment of several key positions that will be funded till the end of 2021, as well as other support with the procurement of vehicle, rent, furniture, laptops, and other office equipment. Further, tailored skill trainings will be provided for key experts to mainstream green space planning and management in Addis Ababa.Effective and efficient knowledge management unit shall be established to support the efficiency of urban planning processes through increased use of appropriate information technology. Importantly, there will be a need to develop an exit strategy for the PMU through its institutionalization within existing structures at the Mayor’s Office and AACA. It is pointed out that the expertise housed in the PMU will be made available to all AACA offices and agencies, and that the PMU will in effect be able to provide technical support to AACA projects over and above the Sheger Project. In this role, the PMU will be of great assistance to the Infrastructure Integration, Construction Permit and Control Authority (IICPCA) to carry out coordination of all AACA offices and agencies – i.e. horizontal and vertical integration – on large infrastructure projects. The IICPCA has the mandate to carry out the coordination of all AACA offices and agencies that act as service providers on infrastructure projects (including green infrastructure). A city-wide infrastructure (including green infrastructure) information system will be established at the Infrastructure Integration, Construction Permit and Control Authority in the AACA in order to account for all city infrastructure that will allow same to be managed as assets. Asset management will allow for more adequate valuation of grey and green infrastructures, accounting for depreciation and supporting justification for investments in infrastructure maintenance.Further, the Addis Ababa Water and Sewerage Authority (AAWSA) has the mandate to provide safe and adequate drinking water and collection, treatment and disposal of domestic sewage generated in the city of Addis Ababa. However, it faces a number of constraints to achieve its mission and objectives that include technical, financial and institutional issues. These constraints have resulted in lower sewerage service coverage which is less than 25% in terms of population. This is mainly due to limited coverage of conventional sewerage systems and limited existence of low cost technology options adopted so far. Due to these facts, it is only very small proportion of wastewater generated in the city that could be properly collected, treated and disposed. The majority of the city population is served by onsite sanitation facilities (pit-latrines and septic tank). As discussed above, human wastes and excrements constitute a significant source of water pollution and contamination of Sheger rivers. The programme proposes to capacitate AAWSA to better plan, implement and monitor its activities. A detailed list of AAWSA institutional and human capacity barriers is given in Annex 1.Output 1.1: Capacity of concerned offices in the AACA enhanced: Besides providing additional technical capacity not currently housed at the AACA, a key role of the PMU will be to build the capacity of existing AACA personnel. Also, the technical expertise housed in the PMU will have to be revised in line with additional large infrastructure projects that the AACA will implement.Activity 1.1.1: Establish and operationalize a Project Management UnitNeeds assessment for additional PMU staffRecruitment and support for PMU staffActivity 1.1.2: Deliver tailored skill training to enhance human capacities of the AACAProvide TOT for 20 experts from the City Administration that will further train other staffTrain 200 experts at the sub-city and woreda levels as change agents for green infrastructure design and implementationExplore wider opportunities for skills and knowledge buildingConduct study tours and encourage participation to key international events where key federal government and city officials can learn from other countries and cities with similar experiences (e.g. Curitiba in Brazil, Seoul in South Korea, Nepal, Sweden eco-municipality initiative, and Singapore)Activity 1.1.3: Strengthen the capacity of Addis Ababa Planning and Development Commission and the River Basin and Green Area Development and Administration Agency on the use of the City’s Masterplan to guide the implementation of the Sheger Project Providing technical support and on-the-job trainings to the Addis Ababa Planning and Development Commission (AAPDC) and the River Basin and Green Area Development and Administration Agency (RBGADAA)Assign 2 capable urban planners to be based in AAPDC and the River Basin and Green Area Development and Administration Agency Provide on the job training to 100 planners to enable them to monitor the quality of the designs of the Sheger Project, its alignment with the City’s Structure Plan, coordination of the infrastructureCapacity enhanced on the coordination and collaboration for financial resources mobilization for green infrastructure development with support from PMUActivity 1.1.4: Strengthen the coordination and infrastructure integration capacities of the Addis Ababa Infrastructure Integration, Construction Permit and Control AuthorityEstablish a city-wide infrastructure information system for infrastructure management (this will use the results of Activity 3.1.2 on Natural Resources Valuation (NRV) for green infrastructure management, and the results of the forest inventory under Activity 2.2.1)Developing and/or updating directives, operational manuals, and standards for improved infrastructure integrationSupporting the institutionalization of the construction permit delivery e-service system to Sub-city and woreda levels, and with improved operational proceduresProject management training of senior staff (50 persons) to better integrate green infrastructure in all infrastructure development projectsTraining provided to senior staff (50 persons) on the use of advanced GIS for improved supervision, monitoring and evaluations of approved designs to issue permits, including enforcement of EIAsTraining provided to senior staff (50 persons) on the use of dedicated software (e.g. AutoCAD and Arch Cad) for better layering and integration of green and grey infrastructuresActivity 1.1.5: Strengthen the human and institutional capacity of AAWSATechnical capacity enhancements for 20 staff through a combination of advanced modular short courses from internationally recognized organizations and on the job trainingLeadership and management capacity building using a combination of study tours and twinning with competent overseas organizations Three training workshops for all stakeholders (AAWSA, local communities, industries, public institutions, academia) on wastewater and sewerage management, reuse of treated water and household connection of sewer networkTechnical support to improve administrative capacity of AAWSA in carrying out improved e-data documentation (technical, engineering, financial and procurement)Output 1.2: Smart Cities Hub designed and operationalThe successful implementation of the Sheger Project rests on the development of partnerships across a wide cohort of stakeholders. The objective of setting up the Smart Cities Hub at the AACA is to provide a resource centre to support innovation in urban solutions, project management and implementation; trigger resource mobilization for sustainable urban development; and leverage on already researched and successfully implemented work to facilitate sustainable urban development in Ethiopia (South-South and Triangular Cooperation with other like-minded mayors in Africa, and elsewhere, will be made). The Hub will be a resource centre covering a wide range of urban related issues including urban planning and design, climate change resilience, revenue mobilization, ICT and e-government services, sanitation, physical planning, social, public health, collaborative arrangements, structuring of Public-Private Partnerships (PPP) and support to project management. This output will be implemented primarily by the Mayor’s Office in collaboration with UNDP. The design and setting up of the Smart City Hub will be supported by the UNDP Accelerator Laboratory. The Hub will also form part of the exit strategy for the PMU for its medium-to-long term integration within the City Administration Organogram.The Smart Cities Hub will pilot innovative business models for scaling up under Outcome 3. In particular, the Smart Cities Hub will draw from the experience of the Smart Woredas initiative that is being piloted in 6 woredas, the UNDP Smart City Centre and UNDP’s Accelerator Laboratory.Working with the UNDP Global Centre for Technology, Innovation, and Sustainable Development to identify broader opportunities to drive the development of the Smart Cities Hub. This includes technical input from the UNDP Global Centre on the below activities. Activity 1.2.1: Study the business model to set up Smart Cities HubDefine the Terms of References for the operationalization of Hub, including its business model and structureDevelop a financial resources mobilization strategy and action plan for operation and maintenance of investments in soft and hard Sheger Project infrastructuresStakeholder mapping to identify partner institutionsActivity 1.2.2: Establish and operationalize the Smart City Hub that integrates innovative finance lab and accelerator/incubator hub for start-upsSet up of innovative finance centre to promote digitalization in partnership with financial institutionsEstablish incubation and acceleration hub within the City Administration to support start-ups and SMEsComponent 2: Enabling Framework for Integrated Watershed Management – This component will be achieved through Outcome 2 ‘integrated watershed management supporting multi-functional landscapes along Sheger riversides led by an integrated urban plan and design guidelines’. Values related to ecosystem services, such as watershed protection and associated benefits related to biomass energy and soil protection, and eco, cultural and heritage tourism potential, and biodiversity conservation as well as urban agriculture may contribute significantly to the health and wealth of Addis Ababa city. Moving forward, the full range of economic and non-economic values of the urban and peri-urban ecosystems in the watershed, including forests should be harnessed.This outcome will formulate and validate a Sheger Integrated Watershed Development Plan using best practices that enhance and sustain social, environmental and economic benefits in the entire Addis Ababa City watershed, including the upper catchment area in the Entoto Mountain. The nested approach shown in Figure 1 will support integration of the watershed development and management within the broader city Structural Plan (formerly the Master Plan) to achieve sustainable urban planning. Further, the enabling conditions will be established for protecting the quality of water flowing in Sheger rivers and tributaries, as well as supporting public-private partnerships as a novel mechanism for public infrastructure development, operation and maintenance in Addis Ababa. This component will assist the City Administration to adopt and implement the principles of Integrated Water Resources Management (IWRM) to mage the allocation and quality of water in the watershed. Where needed regulations and enforcement to curb pollution will be strengthened. This outcome will be implemented primarily by the Environmental Protection & Green Development Commission (EPGDC) in collaboration with the Environment, Forest and Climate Change Commission (EFCCC), UN-Habitat, Swedish University of Agricultural Sciences and Addis Ababa University, as well as the Mayor’s Office.Output 2.1: Sheger Integrated Watershed Development Plan (SIWDP) validated and communicated: Importantly, the Sheger Project is ambitious and complex, involving the coordination of a wide array of stakeholders. The complexity also arises from the multitude of activities that span hard infrastructure development, soft interventions in the form of urban greening, local community regeneration and development of new economic activities that carry their own infrastructures and amenities, among others. Further, all these activities will take place within the watershed, and have impacts on water quality and riverside ecosystems. Needless to mention that all these activities will have to be developed while also considering their climate co-benefits in terms of low-carbon emissions and resilience to climate impacts. Consequently, there is the need to have a common, harmonized approach that will guide the actions of all stakeholders. In 2017, the Addis Ababa University developed a Watershed Protection Plan (WPP) that is yet to be validated. This output will update and validate the WPP and be used to formulate a Sheger Integrated Watershed Development Plan using best practices in the entire Addis Ababa City watershed. In addition to adopting an integrated watershed management approach, the Sheger Integrated Watershed Development Plan will be developed within the ambit to a sustainable urban plan for Addis Ababa City that will require close coordination between different offices in the AACA, including (among others) the Environmental Protection and Green Development Commission, the River Basin and Green Area Development and Administration Agency and the Addis Ababa Planning and Development Commission.The integrated watershed management approach will adopt the principles of IWRM. The Ethiopian Water Resources Management Policy was formulated with the objective that an appropriate water resources management policy for the sector will enhance the development of the country's water resources to make optimum contribution to an accelerated socio-economic growth. It is based on 16 core principles that are aligned with those of IWRM in order to enhance the integrated and comprehensive management of water resources that avoids a fragmented approach at all levels including institutions, legislation, facilities, human resources, finance, information systems, and research and studies. It also promotes the involvement of key partners such as local communities and private sector in the management of water resources with a strong gender-inclusive approach. Specifically, regarding inland water management, the Policy proposes (1) to promote practices of efficient and appropriate watershed management to maximize water yields and quality (through appropriate standards), and (2) to ensure that watershed management practices constitute an integral part of the overall water resources management. The Policy is set to be put into action through the Ethiopian Water Sector Strategy (2001) that provides the framework – i.e. ways and means - for attaining its objectives. In particular, the Strategy calls for the formulation of Integrated River Basin Development Master Plans (IRBDMP), which will then be used as the basis for formulating a National Water Master Plan. The latter is yet to be developed because several of the proposed IRBDMPs have not been formulated. In fact, several studies have shown shortcomings in the application of the IWRM approach in Ethiopia A SWOT analysis for Ethiopia’s IWRM process has identified the weaknesses and threats shown in Table 3. The formulation of the SIWDP will support the implementation of the Water Policy and Water Sector Strategy at the City level. It will also serve to overcome the weaknesses and threats listed in Table 3. Table 3. Weaknesses and threats in IWRM process in Ethiopia.WeaknessesInadequate coordination among stakeholders and sectors.Adequate technical knowledge and skills not available at the regional and Woreda levels to plan and implement IWRM.Absence of a strong water information system.Low institutional capacities to enforce water laws.Inadequate financial capacity for water infrastructure development.ThreatsRapid growth of population and demand for water.Temporal and spatial variability of water availability and climate change impacts.Transboundary nature of the majority of the river basins.Inadequate financing for water infrastructure development.Source: Global Water Partnership (2015)With much emphasis on conservation, green infrastructure and urban agriculture, the sub-zoning of the Sheger Project area is essential to address needs at a much manageable scale. The sub-zoning can be done effectively following the land-use pattern of the latest Structure Plan in use and local development plans. Considering the corridor is potentially a risk zone and under environmental protection from pollution of human activity, the allowable projects should be aligned with the SDGs. It is expected that the SIWDP will include sub-zoning of the Sheger Project area. In order to start implementation of the SIWDP, the programme will initiate tree planting and community gardens with the objective of engaging local communities to develop a sense of belonging through place-making. Not least, the SIWDP will ensure that women’s safety and access to resources within the watershed is given due consideration.Activity 2.1.1: Recruit high calibre firm to revise and validate the WPP and to develop the SIWDP Multi-stakeholder process in place for coordination of validate the WPP and develop the SIWDPDevelop Terms of References for the WPP validation and SIWDP formulation (aligned with the updated Addis Ababa City Structural Plan)Launch transparent tendering process for recruiting high calibre firmActivity 2.1.2: Develop SIWDP and carry outreachApply CityRAP and other diagnostic tools (as per Water Policy and Water Sector Strategy) used to revise and validate the WPPFormulation and validation of the SIWDP taking into account the 16 core principles of the Water Resources Management PolicyCapacity building of AACA offices and agencies in the application of the SIWDP covering institutional arrangements, legal and regulatory frameworks, partnerships and enforcement of regulationsOutreach and communication of the SIWDPActivity 2.1.3: Promote community gardens, institutional green spaces and street tree plantingDesign Addis Ababa’s Tree strategy and green space cover within the perspective of creating green corridors in the city (sections of corridors can be used for recreational purposes)Capacity building of AACA technical personnel in urban landscape design / architecture (learning by doing capacity building can be used to develop guidelines in the design and maintenance of green spaces and community gardens)Undertake community consultation and awareness in the process of place-makingProvide training for 1,000 men and women on community garden, site lay-out/landscaping and tree plantingImprove the management of 3 nurseries (one in each of 3 selected sub-cities) to raise required seedlings Establish at least one model community garden in each of 20 woredas adjacent to Sheger riversides (i.e. in 7 Sub-cities – Addis Ketema, Gulele, Lideta, Kirkos, Arada, Yeka, Bole) with organized block groupsPlant 150,000 high quality seedlings as street trees and institutional green spacesAt least 10 National or City Government institutions supported to establish model green spacesOutput 2.2: The degraded upper Addis Ababa watershed is managed sustainably: The upper catchment of Addis Ababa is an integral part of the watershed. However, its management for many years has been based on the strict conservationist approach. This approach has met neither the conservation nor the production objective. If sustainable forest management is practiced involving various stakeholders, long term benefits can be ensured for the ecosystem and city community. Therefore, managing the Addis Ababa watershed includes a) sustainably managing existing forests and b) rehabilitating the degraded ones through assisted natural regeneration. This all complement with biodiversity conservation. The proposed project will embark on sustainable management of the existing forests of Addis and establishing new ones to augment restoration of productivities and ecosystem functions across the landscapes. Both afforestation/reforestation and management of existing forests are imperative for Addis Ababa watershed to generate income and enhance ecosystem functions. There might be additional measures such as building physical soil and water conservation to reduce land degradation and enhance more ecosystem services. In 2019, a Forest Management Plan (FMP) was developed for the City of Addis Ababa by the Wondo Genet College of Forestry. This output will build on the FMP. By applying sustainable forest management at least two permanent jobs can be created per hectare. The job opportunity in all value chain starting from seed collection up to processing and marketing of lumber provides significant amount of jobs to locals.Activity 2.2.1: Promote sustainable forest management for upper catchment forests of Addis AbabaUndertake urban forest inventory and mapping in consultation with communities, local authorities and other stakeholders (the results will be used to populate the asset management database proposed under Outcome 1)Update, where necessary, the FMP to cover the upper catchment forest of Addis AbabaUndertake special studies on cyclic cultivations, value additions and marketing of currently existing upper catchment plantations; Provide training for 1500 youth and women on sustainable urban forest managementActivity 2.2.2: Rehabilitate degraded upper catchment forests of Addis AbabaUndertake restoration opportunity mapping and feasibility study for the Addis Ababa watershedEngage and mobilize communities for rehabilitation of the degraded watershedRaise seedlings of the required species and qualities for the greening initiativeUndertake physical and biological conservation measures on priority sites (area target to be set after baseline study) of the degraded upper watersheds – total of 2,328 haApply silviculture [or conduct post planting activities (weeding, mulching, watering, survival counting; beating up etc.)]Output 2.3: Water quality in rivers monitored for adaptive management: The sustainable development of Sheger watershed and riversides is founded on the high quality of water in Sheger rivers and tributaries. Hence, an important aspect of ensuring sustainability of investments is to carry out continuous water quality monitoring of water bodies in order to support an adaptive management approach. Water quality will be monitored from three perspectives, namely chemical, biological and hydrological. This output will support development of a water quality monitoring system as well as enhance the technical, human and institutional capacity building for enhanced monitoring and evaluation of water quality. The responsibility for monitoring water quality (chemical and biological) of Sheger water bodies will rest with the RBGADAA, while water hydrology will be monitored by the AAWSA.Activity 2.3.1: Monitoring water quality of Sheger rivers Establish water quality monitoring system, including 50 wireless sensor networks (WSN) for measuring the physico-chemical properties of river waters (pH, turbidity, electrical conductivity, and oxidation reduced potential); water samples will also be taken at 20 spots (related to 20 woredas adjacent to the Sheger riversides) on a monthly basis for laboratory profiling (chemical composition and bacteriological content)Identify pollution hotspots and causes to inform remedial actionsEnhance the operation of existing water quality testing laboratory through better equipment maintenance and procurement of complementary equipmentOutput 2.4: Enhanced the enforcement capacity of waste management agencies: The monitoring of water quality in Sheger water bodies will be supplemented with increasing the capacity of City Administration waste management agencies (Addis Ababa Water & Sewerage Authority and Addis Ababa Solid Waste Management Agency) to carry effective enforcement of existing legislations that prohibit dumping of solid wastes and effluents in rivers. Enforcement will be carried out in conjunction with communication about the benefits and sustainable development dividends of the Sheger Project (Outcome 1), provision of adequate solid waste and effluents disposal infrastructures (Outcome 3) and options on alternative livelihoods of PAPs (Outcome 3).Activity 2.4.1: Strengthening enforcement at the woreda level with strong line of communication and reporting between all layers of municipal governanceReview and update operational procedures for carrying out enforcement at the woreda levelReview and update reporting procedures between city, sub-cities and woredasCapacity building of officers at all levels to applying updated operational and reporting proceduresOutput 2.5. Mapped Sheger Project area and integrated it into the City Structural Plan: The idea of Smart city can be easily envisioned through inclusive and participatory urban planning and design. Well documented land information system is necessary to better manage a city in a sustainable way. The sub zoning of the riverside corridor based on: the land use pattern of the immediate vicinity, existing and planned economic activities, the specific needs of Woredas and based on the topography and nature of landscape is a crucial step towards aligning and accommodating future project proposals with the infrastructural needs that accompany them. The mapping exercise will also produce data and information that will be useful for developing the Addis Ababa infrastructure database and information system (Output 4.2).Activity 2.5.1: Sheger Project area mappingOutreach and communication between the River Basin and Green Area Development and Administration Agency and the AA Planning and Development Commission for delineation of the river buffer based on history of hydrologic data and topographyValidation of the outcome with AAPDCInventory and mapping of vacant lots and open spaces, some of which could be designated for small and micro green enterprises to support activities under Outputs 3.2, 3.3 and 3.4Component 3: Livelihood Programs for Sustainable Riversides Development – This component will be achieved through Outcome 3 ‘human rights-based resettlement and livelihood programs promoted’. Application of UNDP’s SESP (Annex 5) has revealed that the Sheger Project is rated as ‘high risk’ because of the significant numbers of PAPs, including private sector operators that use the rivers as outlets for effluents discharge. In this content, the proposed project will apply Standards and Principles grounded in Human Rights to address the social and environmental risks associated with the Sheger Project as outlined below.In parallel, the Sheger Project opens up new opportunities for reinvigorating local communities through wealth generation and redistribution, and job creation through sustainable livelihoods. In Ethiopia unemployment especially in urban areas is a serious challenge. Creating employment opportunity for urban residents should therefore be targeted proactively. This requires awareness, training, investment and business development support. There is a need to establish institutionalized mechanisms and develop/enforce systematic procedures to mainstream a participatory and consultative approach. Residents, informal settlers and businesses that will be affected by the river rehabilitation initiative need to be included in planning, decision-making and the identification of alternatives/solutions to avoid social tensions and disruptions. The Sheger Project also offers an opportunity to resettle persons who are at risk to suffer material losses and loss of lives due to flooding arising from extreme precipitation events. There is also much scope in developing micro and small enterprises in the solid waste value chain, ecotourism, service-based activities and urban agriculture. These will create livelihood opportunities through income and employment generation.A particular emphasis of the programme will be on promoting pro poor public private partnerships (PPPPP) through South-South Cooperation with countries like Nepal. The PPPPP modality has been used successfully for investments in small-scale public infrastructures (e.g. solar street lighting, public toilets, local markets, nurseries, solid waste management, community biogas energy production using sisal waste, hospital waste management) while ensuring sustainability in terms of operation and maintenance. This approach will build on the existing PPP proclamation by grafting a pro poor approach with strong socioeconomic development dividends, while increasing the stock and value of physical infrastructure in the city of Addis Ababa. Another strong social advantage of the pro poor approach is its gender-differentiation to promote income generation activities for youth and women. The PPPPP will be operationalized through an appropriate enabling environment, institutional capacity building and proof-of-concept by the UNDP Accelerator Laboratory.UNDP is in the process of commissioning a social and environmental assessment to identify the likely impacts on the social, cultural, gender and environmental parameters and to provide mitigation strategies to address related risks, vulnerabilities, impacts associated with the project interventions. The impact assessment identifies and documents all the possible social and environmental issues and provide for robust measures to avoid, mitigate and minimize adverse environmental and social impacts including displacement and loss of life and livelihood assets that may arise during the implementation of this development project. The assessment approach will involve conducting detailed analyses applicable to international safeguard policies and practices in line with the scale of project. The assessment will also involve a study of the riverside residence and, to document the current situation and formulate a baseline status report that will support implementation of Output 3.1. This study will be supplemented by UN Environment’s contribution on application of Strategic Environment Assessment (SEA).Outcome 3 will rely heavily on a strong communication strategy (Output 4.3) as an integral part of the inclusive approach to applying the rights-based approach to developing livelihood opportunities for local communities. As part of its co-financing, the UNDP is seeking to commission an assessment for an outreach and communication strategy development?and outreach activities: This will design of a robust communication strategy including tailoring of key messages, identification of the most effective methods and channels of communication, and preparation of work plans.UNDP has commissioned an in-depth assessment of livelihood of the riverside residents and, to document the situation and formulate an evidence-based strategy that clearly indicates alternative livelihood options for the people to be affected by the project. This also includes potential alternative, innovative and sustainable livelihood options for the communities including youth and women who depends their source of income on micro and small scale formal and informal businesses including urban agricultural activities around the riverside. The livelihood study is an outcome of the recommendations emanating from an early baseline study carried out conjointly by the UNDP and the African Development Bank. The results of the livelihood study will squarely support Outcome 3, and in particular Outputs 3.2 and 3.4.The UNDP Livelihood Study aimed to contribute to the formulation of comprehensive and realistic options to ensure sustainable livelihood options for the riverside residents who will be affected by the Sheger Project (20 woredas in 7 Sub-cities). The in-depth analysis established that the top-rated livelihood diversification constraints for the entire sample include financial, marketing, lack of business network, unavailability of input / technology, lack of expertise, warehouses, and poorer quality of products generated in order of severity. Despite the need to support, the findings indicate that only 8.5% & 12.9% these communities had received livelihood strengthening services and social welfare services in the past 12 months.The majority (three quarters) of the riverside residents of Addis Ababa stated that their existing livelihoods are not profitable. Similarly, the majority (65%) of these communities rated the inclusivity (capacity to accommodate variety of groups, such as the women, youth and the disable) of the existing livelihood activities as very bad or bad. The profitability of the existing livelihoods of the riversides are mainly hampered by small returns from jobs/businesses, lack of capital /access to loan/ (which relates significantly to high loan interest rates and lack of collateral), lack of alternative jobs/businesses and market related problems.278130240601500The programme offers an opportunity to develop alternative livelihoods along different time frames (i.e. short- [1 year], medium- [3 years] and long-term [>3 years]) and to diversify income generating activities in order to support socioeconomic development of local communities while at the same time enhancing natural capital that is one of the main attributes of communities living in the Sheger watershed. For short-term job creation, the project will utilize the tested 3X6 approach (Annex 8) to achieve the objective of ensuring sustainable income generation through emergency employment. The 3X6 approach (see Figure X) uses skills, resources and local expertise to support communities to become financially independent and the transition from the short-term jobs to a sustainable development pathway. For instance, in the short-term, the community members involved in the cleaning river and waste management will be further encouraged to carry out individual savings, of which part can then be invested in the enterprises with additional seed funding, if necessary, as a way to ensure financial sustainability. Later these groups can also be linked to microfinance institutions (MFIs) for further access to finance.Figure 2: Schematic illustration of the 3 X 6 approach.Source: UNDPOutput 3.1: Comprehensive Resettlement Action Plan developed for Sheger Project: Based on the baseline analyses that have been carried out by the Addis Ababa University in 2017 and discussed in paragraph 2, the proposed will assist the city government in the design of proper sustainable and participatory resettlement plans for the affected population; develop a fair and transparent system of compensation for those who lost land to the project (exploring linkages to revenue generated by the project itself); and design and implement a post-relocation transitional programme to assist the relocated population to have access to shelter and essential social services until proper conditions are established in the resettlement areas. Critical in the transition period is the restoration of livelihoods, job creation and income generation, etc., linked to employment and business opportunities generated by the project itself and with special consideration to women and vulnerable groups (including those at risk to floods).The formulation of the rights-based RAP will follow the flow shown in Figure 3 illustrating the steps that will be adopted. The UNDP will apply its Social and Environmental Screening Procedure (SESP) in order to identify and categorize the risk level of the Sheger Project. The SESP is formulated on a set of three Principles and seven Standards as shown in Figure 4. The Principle on Environmental Sustainability is predicated on the corresponding Standards related to the environment. All risks that are identified are registered in UNDP Risk Log for monitoring and evaluation.Figure 3. Schematic illustration of the process to develop rights-based RAP.Source: author (UNDP)The application of the Social and Environmental Standards (SES) call for the formulation of a Stakeholder Engagement Plan (SEP) based on the interests and influence of stakeholders in/on the project. The SEP will contain a Grievance Redress Mechanism (GRM) that allows the grievances of project stakeholders to be addressed in a meaningful way. The application of Principle 2 will result in the formulation of a Gender Action Plan (GAP). A preliminary stakeholder mapping has been carried out in order to assign roles and responsibilities to the activities proposed in this concept note. Based on the evidence of the scale of human resettlements in the Sheger Project areas (paragraph 2), and based on an earlier baseline assessment carried out by UNDP early in 2019, the Sheger Project is a ‘high risk’ project. In this specific case, an ESMF is needed to guide the development of the Environmental and Social Management Plan (ESMP) and Resettlement Action Plan (RAP) in terms of procedures and Standards that need to be applied. The formulation of the ESMP is conditional on the outcomes of Environmental and Social Impacts Assessments (ESIA) according to the procedures and Standards detailed in the ESMF.Another dimension of applying UNDP’s SES relate to the rich cultural and archaeological heritage of Addis Ababa. In Addis Ababa, about 433 heritages and heritage sites have been registered and of these 137 are incorporated in the City’s Structure Plan. These include historical churches, mosques, and public buildings, residences of former notable, monuments, status, caves and bridges. There has not been any previous cultural heritage impact assessment done in the designated areas of Addis Ababa so far, therefore, it is important to conduct the rapid impact assessment to rescue the heritage from any types of damage may be occurred by the project. Hence, Output 3.1 will also carry out detailed archaeological and cultural studies prior to carrying out infrastructure development in the Sheger watershed.The application of SESP to inform ESIA will be supplemented with the application of SEA as an instrument to enable integration of environmental and sustainable development issues into early stages of development policy and planning, to help design and assess preferred strategic options, and to validate final outcomes. The Sheger project is expected to address the poor management and utilization of natural resources, especially along the sides of river Kurtime and Bantiyiketu that are exposed to environmental pollution and human-induced stresses. The Project will support greening the riversides; installing proper sewerage and drainage infrastructure as alternatives to liquid waste disposal; and finding alternative livelihoods for people whose lives are dependent on the rivers, and who would potentially be relocated. In addition to seeking to make the city more habitable and greener, the project will also provide the enabling environment to creating prosperous communities.Figure 4. Key elements of UNDP Social and Environmental Standards.Source: UNDP (2017)Activity 3.1.1: Apply UNDP’s SESP to the entire Sheger ProjectSocial and environmental risks identified and registered in UNDP Risk LogStakeholder Engagement Plan formulated with GRMCommunication with PAPs to ensure they have access to and are aware of GRMCarry out Gender Analysis and develop Gender Action PlanConduct assessment to identify cultural heritage such as historical buildings, building, monuments and artefacts along the riversidePrepare heritage rescue and management plan to avoid or mitigate the impact of the project on artefacts and heritage sitesActivity 3.1.2: Develop a set of natural resource valuation tools, which will form an integral part of the implementation procedures of the EIAs/SEAs of the Sheger ProjectBuilding upon existing studies and an in-depth review of the literature on natural resource valuation. This will require specialized expertise to develop methodology and approaches for undertaking natural resource valuation;The outcomes of above will form the basis of a reference manual for practitioners, modeled on UNEP’s various manuals on Valuation and Accounting of Ecosystem Services;Creation of core actuarial products to model environmental risks, associated with natural resource exploitation and degradation and developing monitoring systemsThe development of natural resource valuation tools and techniques, and the production of actuarial products will be assessed on the basis of International Standards.Integrate natural resource valuation tools and techniques within EIA guidelines for the implementation of an NRV and SEAs implementation planCapacity building of relevant City and Federal offices and agencies (e.g. Addis Ababa Environment and Green Area Development Commission, River Basin and Green Area Development Agency, Environment, Forest and Climate change commission) on the use of NRV tools and techniques (a total of 150 AACA staff of which 50% are women; the ratio of city:sub-city:woreda will be 1:1:1)Activity 3.1.3: Formulate ESMP and RAP for the entire Sheger ProjectComprehensive Environmental and Social Management Framework developedComprehensive ESIA completed, together with Strategic Environmental Assessment that includes the use of natural resource valuation tools and techniques (Activity 3.1.2)Comprehensive Environmental and Social Management Plan developedResettlement Action Plan (RAP) developed and validatedOutput 3.2: Employment opportunities provided to Youth (men, women and Persons with Disabilities): Technical skills (carpentry, mason, welding, electrician, plumbing, tailoring, barber shop, cycle repairing, mobile repairing, cook, tailoring, weaving, waiters, cooks, cleaners) are among the most demanded category of skills in urban areas especially in Addis Ababa and need of skilled workers will be increasing. Therefore, by creating competency-based qualifications through skill training system for youth, there will be an effective path that responds to the labour market’s needs. One of the opportunities for unemployed youth to get participated in the productive sectors is by delivering short term vocational training courses that cover a diverse spectrum of specializations in selected skilled areas such as carpentry, plumbing, mobile maintenance, masonry and electrical works. These courses will enable youth to acquire basic skills needed for integration in the labour market. This is an opportunity to support people with disabilities also to engage and participate in productive sectors as well. The results of this output will support the remaining activities described below. UNDP’s livelihood study has also identified two other areas requiring training, namely (i) basic business skills development (e.g. accountancy and book-keeping, project management), and (ii) enhancement of entrepreneurial skills.Since there is a huge problem with gender issues, it is highly recommended to have a specific focus on targeting women only. Economic empowerment of women is the key to reduce social inequalities. Interventions should specifically focus on women where they have been identified as most vulnerable, under-represented or not fully benefitting from livelihoods opportunities. Most of women have traditional skills on handicrafts (e.g. utilization of local materials for basket weaving and making ceramics). Similarly, these women can be supported providing different support, skills, appropriate technology, marketing and business skills support to start small enterprises such as nursery for greening the city, tailoring, traditional textile, coffee shops, and handicrafts, among others.Activity 3.2.1: Conduct youth development programundertake a study on critical capacity gaps within the youth community of Addis Ababadevelop between 5 and 10 new accredited vocational training courses in priority areas afforded by the Sheger Project in collaboration with local Technical and Vocational Education and Training (TVET) institutions; the priority areas will be identified by the application of the EDM model under Output 3.4 develop skills orientation program and outreach for at least 14,000 youth and women in order to match supply and demand in new job areas as per the results of the EDM model that will be applied under Output 3.4Activity 3.2.2 Promote women economic empowerment Identify and assess feasibility of potential businesses suitable for womenIdentify needs of potential women beneficiaries and assess their needs (training, working space, finance)Create 20 Common Interest Groups (CIGs) [1 in each woreda adjacent to Sheger riversides] and legalize the same; each CIG will be comprised between 8 and 20 women/youth and will constitute a business enterprise (see Output 3.4)Increase access to finance by (1) linking CIGs with microfinance institutions and (2) developing CIGs Savings Groups; CIGs Savings Groups will be capitalised with seed funding of up to US$1,500,and savings can also be used as collateral for microcredit financing. The CIGs will be supported by the EDM model under Output 4.4Output 3.3: Enabling environment created for innovative business models: In accompaniment to the support of dedicated training for youth and women (Output 3.2) and rights-based livelihood plans (Output 3.1), Output 3.3 will provide the enabling environment for developing innovative business models for supporting job creation proposed under Output 3.4. One of the innovative business models that will be promoted in the pro poor PPP modality. This will be enabled using the existing PPP policy. Another will be based on business models related to protection and enhancement of ecosystem services and green infrastructure.The programme will capitalize on the results of the Beautifying Sheger Transition Project that UNDP is planning to implement in 2 pilot sites that are currently being identified. The pilots will consist of cleaning selected parts of the river and managing waste while providing short term livelihoods to communities especially the youth and women. Business models will be developed for waste transformation into compost and recycled products, and generation of biogas, among others. This initiative will be carried out under the oversight of the Livelihoods Expert in the PMU.Activity 3.3.1: Establish enabling conditions for pro poor PPPReview of existing PPP Policy and formulate pro-poor PPP policy document for City Administration in year 1 and reviewed in year 4 (together with operational guidelines)Formulate PPPPP Guidelines for City AdministrationSetting up and capacity building of PPPPP Promotion Committee (supported by PMU)Regulation to recognise PPPPP as an arrangement for service deliveryActivity 3.3.2: Create enabling conditions for Payment for Ecosystem Services (PES) as a means of livelihood generationIdentify opportunities for PES within the Sheger watershed based on the results of Activity 3.1.2Establish operational guidelines for PES for identified ecosystemsIdentify and train local communities / SMEs and relevant Federal and City offices and agencies on PES modalityDevelop policies and relevant policy instruments (e.g. regulations) for acknowledging PES as a means for protecting and enhancing the value of ecosystems / green infrastructures in year 2 and reviewed at end of projectOutput 3.4: Economic opportunities created through small and micro enterprises development: The program in many ways presents a shift from the traditional urban governance practices characterized by narrow technocratic urban management strategies involving centralize decision and top-down policy making to a more holistic strategy that seeks to engage a host of urban actors and civil society in the delivery of good and results oriented urban governance. Approximately 15% of riverside residents were interested in self-managed micro and small business. The top-rated livelihood diversification constraints for the entire sample include, financial (70%), marketing (27%), lack of business network (25%), shortage of input / technology availability (8%), lack of expertise (7%), storage facilities (7%), and poor quality of outputs produced (6%). Most of the current enterprises are not profitable. Hence, for sustainability of enterprises, an integrated approach for enterprise development should be followed. Community participation in municipal activities is a growing phenomenon in the present context of urban development. Hence community mobilization will be the main component for project for implementing program’s activities in the field because community mobilization initiatives will provide a strong institutional base at the local level which will facilitate decentralized urban planning and management, local resource mobilization, poverty alleviation and empowerment of women, youth and community at large. The mobilization process begins with social capital formation in local communities where local leaders, social workers, local elites and woreda (district) executives are particularly consulted to develop better understanding of the local munity based organizations (CBOs) are formed, representing at least one from each household are successfully utilized in introducing participatory planning and management approach in urban governance and simultaneously they are involved in the development of Community Development Plans (CDP) and Enterprise Development Plans (EDP) at their area.At the stage of mobilization process, a definite functional boundary in each neighbourhood is created particularly to maintain the manageable size of the group (in average 60-80 household) and thus the activity of sensitization begins. Community mobilizers play the key role in facilitating the process where they guide local communities to form a smaller representative committee (3 to 5 members) on behalf of their larger members of community group which constitute of at least one member from each household of that area. The project will also help these organizations to build capacity through necessary trainings and exposure visits. Importantly, the programme will support existing CBOs with capacity development, and scaling up their good practices (e.g. Mintesnot Youth group).Creating small and micro green enterprises through urban agriculture and urban forestry can be harnessed in Addis Ababa through crop, vegetable, tree seedlings and ornamental trees or livestock farming. Household gardening in urban and peri-urban blocks should be linked with vegetable gardening around homes and open spaces. However, apart from land availability, access to low-cost water for farming in the urban and peri-urban areas of Addis Ababa is another key challenge. Consequently, viable water supply sources and water efficient delivery technologies will be required. Also, the Gender dimension in the agriculture value chain has to be recognized. Whereas field farming is dominated by men, women dominate the marketing of the produce with few men as wholesalers. Similar initiatives can be piloted in beekeeping, dairy and poultry production all linked to a neighbourhood some aspect of greening effort. Addis Ababa city authorities could provide protected user rights to cultivators. There are also opportunities for income generating activities in the solid waste value chain. Since plastic bottles constitute a main form of river pollution, the circular waste economy can provide the double dividend of cleaning rivers and job creation. Provisioning of sustainable energy services also offers significant promises. Besides the business development prospects, sustainable energy provisioning will have positive impacts on forest conservation and the associated positive benefits on protection of ecosystem services in the Sheger watershed. Further, the programme will support the use of PES modality as an innovative business solution for income generation through protection and enhancement of ecosystem functions.The City of Addis Ababa offers significant promise for the development of eco-tourism through the Beautifying Sheger Project. This can draw of the cultural heritage, and potentially archaeological heritage, of the city. In these respect, eco-tourism could be developed through tourism-based enterprises such as small restaurants, coffee shops, cybercafé, handicraft shops, spa, and river boating. A new prospect is Transit Tourism that can be supported by the approximately 10 million travelers annually who spend between 6 and 10 hours in transit at the Bole International Airport. Instead of staying captive in the airport terminal, these transit passengers could be a latent market for eco-tourism in the City of Addis Ababa. While the UNDP Livelihoods Study (2020) has provided the broad demand and supply areas for the development of micro and small enterprises, it did not specifically map out resources constraints, local capacity and willingness to invest, and linkages to final markets. Bu building on UNDP’s Livelihoods Study (2020), the program will adopt the Micro Enterprise Development (MED) model. MED follows a market driven strategy where demands at near and distant markets are assessed, local resources are mapped and target groups' needs, demands and skills are assessed so that there is a good match between supply and demand, wherein the services and products developed are profitable, sustainable and scalable. The approach requires rapid market surveys, the findings thereof are used to guide and encourage entrepreneurs to start the enterprises that can yield immediate income. With an impetus on generating short-term cash flows by matching supply and demand, the MED model ensures sustainability through both profitability and scalability. The latter establish the positive feedback levers for further job creation. The application of the MED model, as well as the development of innovative business models, of the program will be carried out in close collaboration with UNDP’s Accelerator Lab. Activity 3.4.1: Promote small and micro green enterprisesShort-term jobs created for cleaning Sheger rivers (500 youth for 2 months)Proof of concept of MED model demonstrated in at least one woreda in each of the 7 sub-cities adjoining the Sheger riversides in the first 2 years, and scaled up in all 20 woredas by year 4Collecting storm water in priority sites for urban neighbourhood greening and small-scale irrigation for urban agricultureEstablish user groups after community consultation and awareness Provide training for additional 800 men and women on small and micro green enterprises; carried out in collaboration with local TVET schools by adopting micro enterprise creation and development training package developed by the International Labour Organisation (ILO)The experience of the UNDP-GEF COMPOST project and UN-Habitat Koshe Dumpsite project can be scaled up for increased entrepreneurship in the solid waste value chainSupport provided to entrepreneurs in the provisioning of sustainable energy solutions (e.g. biomass briquettes, improved cook stoves, solar home systems)Formulation of at least 1 CDPs and 1 EDPs in each woreda located within the programme boundary (i.e. 20 woredas in total) for scaling up the MED model of sustainable business development and job creationActivity 3.4.2: Develop Eco- and Transit tourismIdentify suitable areas for establishment of eco-lodges + support given to build and operationalise one eco-lodgeIdentify heritage and archaeological sites Organise CIGs on tourism (shops, tourist attraction site development and promotion, etc)Develop trainings materials for tourist guides, hotel owners, and other service providersDevelop tourist mapFormulate proposal for packages and incentives to develop transit tourism, including streamlined transit visa proceduresComponent 4: Knowledge Management and Monitoring and Evaluation- This component will be achieved through Outcome 4 ‘capturing and disseminating lessons learned for scaling-up and sustainability’. A learning-by-doing approach will be used for project implementation. Knowledge management will also be promoted by integrating knowledge and expertise across UN agencies and development partners that are supporting the Sheger Project. This will be achieved by UNDP in its integrator role across UN agencies, and as co-chair of the Sheger Working Group that was established in 2019.Output 4.1: Monitoring and evaluation: This output will squarely support implementation of the Monitoring Plan and Evaluation Plan detailed in Section VI below. The standard UNDP procedures for project monitoring and evaluation will be used as part of an adaptive management system. Independent annual financial audits will be carried out.Activity 4.1.1: Mid-term evaluationIndependent evaluation at half-way of project lifeActivity 4.1.2: Terminal evaluationIndependent evaluation at the end of project lifeActivity 4.1.3: Annual auditsIndependent annual financial audits carried outOutput 4.2: Lessons learned and SDG Impacts: This project will provide ample opportunities for learning and replication at multiple levels within the city, and including in other urban areas in Ethiopia, and in other cities in Africa and beyond. Lessons learned will be captured and widely disseminated among project stakeholders, regionally and internationally. An important focus will be to assess the impacts of the project in the Sustainable Development Goals (SDGs). The SDG Impact framework will be useful to track the SDG impacts of investments in the Sheger project, as well as for reporting the SDG impacts of public investments at both the city and federal levels.This output will be implemented primarily by the Mayor’s Office in collaboration with UNDP.An important activity will be to formalize and to operationalize the Sheger Working Group as a means to carry out coordination of development partners that have a stake in the Sheger project from the perspective of (i) harmonizing investments and technical support, and (ii) sharing lessons learned in order to improve the overall coherence, efficacy and effectiveness of different interventions. Activity 4.2.1: Developed knowledge management capacitiesLessons learned carried out annually and results are disseminated among project stakeholders, regionally and internationallySDG Impact Framework established and operationalizedDeveloping policy briefs on the results of the programmeReplication Plans accompanied by detailed investment plans developed for proven business solutionsFormalizing and operationalizing the Sheger Working Group as a platform for development partners to coordinate actions on the Sheger ProjectOutput 4.3: Communication strategy prepared and implemented: An important aspect of this output is to create awareness among all programme stakeholders, and especially among those who impact river ecosystems such as residents, public institutions and industries, in order to sensitize them regarding the sustainable development benefits of the Sheger Project. A Communication Strategy and Action Plan is in the process of being formulated with UNDP support. This Strategy and Action Plan will be implemented under the oversight of the Communications Expert at the PMU.Activity 4.3.1: Communication strategy and action plan implementedSetting up a dedicated website for the Sheger programmeOutreach activities to implement the Communication Action PlanResources Required to Achieve the Expected ResultsThe financial resources will be used to provide the main inputs in the form of people for staffing of the PMU (Annex 2 and Figure 6) and for delivering technical assistance, and purchases relating to investments in green infrastructure and equipment. The input-output flow chart showing flows of resources to achieve programme objectives is illustrated in Figure 4. The flows of input resources to achieve outputs, outcomes and overall objective of the programme will take place against a backdrop of partnerships as suggested by Sustainable Development Goal (SDG) 17. These partnerships will take place in the form of collaborations with ongoing initiatives (next sub-section) and South-South cooperation (discussed below).Figure 4. Schematic illustrating resources required to achieve expected results.Source: Author (UNDP)PartnershipsThe proposed project takes into account complementary initiatives that are being implemented by project partners. In this section, the UN-Habitat and UNDP initiatives, especially those funded by the Swedish Government, are highlighted. It is pointed out that several initiatives directly related to the implementation of the Sheger Project have started, such as the infrastructure development carried out with Chinese Development Aid along a 12 km stretch of the Kechene (or Bantyketu) River, and a project along a 5.6 km stretch of the Kebena River by the Italian Agency for Development Cooperation (IADC). One of the barriers discussed earlier pertains to the poor coordination between these initiatives. At present, there is no approach for integrating these standalone projects into one coherent programme of action or coherent ‘whole’. Coordination between development partners is an ad hoc process, and where they exist, such as in the case of the IADC, coordination is carried out at the discretion of willing parties.Promising efforts have already been undertaken by various sectors to overcome the challenges facing the river systems of Addis Ababa, including from the Ministry of Water, Irrigation and Energy (MoWIE) and the Addis Ababa Water and Sewerage Authority in partnership with the World Bank. So far, this Authority has carried out important infrastructure development projects including the construction of municipal wastewater treatment plants with different size sewer lines. Another significant effort is being made through the Addis Ababa River Basin and Green Area Development and Administration agency led by the City Government. A management and development plan were prepared for selected sections of the city’s catchment and a pilot phase is under implementation. Other sectoral offices at the city level are working towards pollution reduction and management, with overlapping mandates.A Technical Scoping Mission was carried out under the Bloomberg Harvard City Leadership Scheme in March 2019. This scoping study recommended the following areas for UNDP interventions:Governance and Management ArrangementsPartnership DevelopmentPublic Participation and EngagementPrivate Sector Engagement (specifically regarding livelihoods)Technical Assistance and Capacity DevelopmentData Gathering, Analysis and Review Establishment of a Smart City HubAs mentioned in Table 1, implementation of projects is devolved at the sub-city or district levels. To support institutional strengthening and human capacity building at these levels, UN-Habitat implemented the City Resilience Action Planning (CityRAP) Tool in the Lideta sub-city of Addis Ababa in 2015-2016. This tool has allowed the sub-city administration to prepare a Resilience Framework for Action (RFA) with minimum external support by privileging a bottom-up participatory approach. The six priority issues to progressively build the resilience in the Lideta neighbourhood are: job creation, food security, rehabilitation of informal settlements, waste management, drainage, and quality public spaces. The use of the CityRAP Tool will be scaled up under Outcome 2.Another flagship project entitled ‘Catalyzing forest sector development’ is financed by the Government of Sweden to foster model environmental stewardship in selected urban centers including, but not limited to, Addis Ababa. The project is implemented by the Environment, Forest and Climate Change Commission in collaboration with UNDP and multiple local and international partners. Fostering environmental stewardship through green areas development, as well as supporting the overall sustainable urban development planning is the focus of this project. The key actions under this project, which will support Outcome 2, include developing national guidelines for integration of green facilities in city planning, providing training for experts on urban green landscape design and creating targeted green spaces in the urban and pre-urban areas.UN-Habitat is in the process of developing ‘Sheger Riverside Corridor Design Guideline’ which is a general set of rules and directions aimed at dictating course of action for the design of urban greenway and riverbank section of Addis Ababa’s rivers. The document is produced with inputs from different stakeholders with extractions from existing policy documents. The Guidelines are intended to provide clear instructions to designers and developers on how to adopt specific design principles that are platform-specific and, therefore, help key stakeholders identify, understand and tackle the challenges and the place-making potential of the intervention areas within the river buffer. The Design Guideline will support Outcome 2.Under Outcome 3, strong emphasis is placed on partnering with local communities and private operators to enhance livelihoods using various entrepreneurship models. These partnerships will be enhanced through technical and financial support, as well as putting in place relevant policies and regulatory frameworks such as PPPPP discussed above. Private sector engagement will comprise micro- and small enterprises acting as sub-contractors to and, sometimes, distributors for larger enterprises. Accordingly, UNDP will work with larger companies themselves to work with firms at the ‘bottom of the pyramid’ as participants into value and supply chains.Risks and AssumptionsThe detailed risk analysis is given in Annex 6. The risk analysis has integrated the findings of the Social and Environmental Screening Procedure given in Annex 5. The assumptions on which the project results depend are illustrated in the ToC diagram (Annex 2) and are discussed in Section II. Table 3 summarises the medium to high risks, as well as their mitigation measures.Table 3. Summary of main risks and mitigation measures.Risk descriptionMitigation measuresPolitical and social (Risk level = High)There are an estimated 32,000 households and 2,500 enterprises that will potentially be affected by the project. A substantial segment of households, especially those living in the buffer zones, and/or deriving an income related to the use of upper catchment and river ecosystems will most probably need to be relocated. Enterprises that use rivers as a discharge for effluents will need to change their water treatment and disposal practices. If the relocation of people and adjustments of effluent treatment and discharge practices are not done satisfactorily, this social issue can easily be politicized, especially given the prevailing political conditions in the country. The political and social risk may result in social unrest and in the extreme case lead to violence with loss of human lives and damage to property. If this scenario were to occur, project implementation will be suspended or delayed.Mitigation measures for managing this risk are as follows:The project will adopt a multi-stake holder approach that will be inclusive of the concerns and expectations of all PAPs, including households and enterprises. This will form part of the activities under Outcome 2 to develop a human rights-based RAP and Stakeholder Engagement Plan (including Grievance Redress Mechanism). This approach will leverage the work initiated during the preparatory phase to identify alternative livelihoods and/or new business opportunities for PAPs;The above will be accompanied by a detailed Communication Strategy and Plan that will be developed under the aegis of the Project Management Unit (PMU) that the programme will set up and operationalize within the AACA. The Communication Strategy and Plan will establish and maintain a close proximity with all Sheger Project stakeholders, and in particular PAPs so that their concerns and expectations are identified, understood and responded to in a timely and efficient anizational and operational(Risk level = substantial)The operational capacity of the AACA is highly constrained by high levels of staff turnover. This translates into the unsustainability of investments in human and institutional strengthening, and loss of institutional memory. Staff turnover is a risk that impedes the ability of the AACA to design, conceptualize, implement and monitor and evaluate projects.A parallel issue is the lack of coordination and collaboration between different departments within the AACA, which results in sub-optimal design, conceptualization, implementation and monitoring and evaluation of projects. The problem is compounded with the increasing complexity of projects.Staff turnover has a direct impact on institutional memory and absorption capacity of the AACA. In turn, this limits the extent to which projects can be implemented from the perspective of both efficiency and effectiveness. Even when implementation can be efficient and effective, high staff turnover constrains the long-term sustainability of investments (capacity building).The programme will adopt the following mitigation measures:First, the lack of human and institutional capacity will be reinforced by the setting up and operationalization of a PMU within the AACA. The staff will be funded by the project during the lifetime of the programme;In order to ensure sustainability of investments in the PMU, an exit strategy is built into the programme design in the form of the Smart City Hub, which will be instituted within the AACA by the programme. The setting up and operationalization of the PMU and Smart City Hub are the focus of Outcome 1;In addition to the above, two further elements that will mitigate the risk are: (1) the programme proposes an integrated approach (Section I) requiring multi-stakeholder engagement and horizontal and vertical coordination between public institutions at different levels of governance. All the key stakeholders have been engaged during the preparatory phase in order to ensure buy-in from all the stakeholders. In particular, the programme will provide capacity building to the Infrastructure Integration, Construction Permit and Control Authority that has the mandate to carry out cross-institutional coordination on all large projects implemented by the AACA; (2) the programme will pilot and demonstrate quick wins by implementing small-scale demonstration projects and multi-stakeholder engagement initiatives in selected woredas (Outcome 2) for subsequent replication; and (3) the programme will work closely with the newly established Mega Projects Coordination Unit in the Mayor’s Office in order to ensure horizontal institutional coordination. Financial(Risk level = Moderate)While the UNDP will contribute financial resources in the form of cash co-financing, this amount is limited to USD 1.5 million and will not be sufficient to implement the programme. Consequently, the programme is reliant on funding from external sources.Inability to carry out sufficient financial resources mobilization will delay or at worse stall implementation.The main mitigation action for financial risk is the formulation of two Child Projects in accompaniment to the ProDoc. The Child Projects contain selected outputs and activities from the ProDoc, and have targeted two sources of funding, namely KOICA and SIDA. Several iterations of the Child Project Concept Notes have been developed in close coordination with the development partners. The combined financial resources amount to USD 4.75 million, and discussions with the donors have revealed high likelihood of securing the funding to initiate programme implementation.Based on the success of this initial round of financial resources mobilization, UNDP will leverage its comparative advantage to mobilize more resources. It is noteworthy that the UNDP is coordinating a multi-stakeholder platform, including development partners regarding the Sheger Project. Consequently, UNDP is well positioned to target additional donors for incremental funding.Environmental(Risk level = Moderate)The Sheger rivers are polluted as a result of communities, public institutions, businesses and enterprises using it as a sink for solid wastes and effluents. Currently, the Sheger Project seeks to address the sources of pollution along only 56 km of the Kebena and Kechene river stretches. However, water pollution takes place within the large Sheger watershed. If these areas remain unattended, the water quality along the 56 km stretch may not improve significantly, thereby jeopardizing the entire Sheger Project that hinges principally on improving the quality of water ecosystems.A fragmented approach will be contrary to the integrated approach proposed by the programme. A narrow focus on the initial 56 km of the Kebena and Kechene river stretches will imply that several outputs and activities will not be implemented.The integrated approach founded on sustainable urban planning and watershed management that forms the central pillar of the programme was discussed and elaborated and validated in close collaboration with the Implementing Partners and other institutions of the AACA, including the Planning Commission and the Infrastructure Integration, Construction Permit and Control Authority.Further, as discussed above (Financial Risk), it is highly likely that financial resources will be available for implementing Outcome 2 of the programme.Climate change(Risk level = Moderate)Climate extremes, especially intense precipitation events, are known to cause flooding in the Sheger watershed with risks posed to human lives, property and infrastructure. Within increasing climate changes and variability, future impacts may be expected to be more severe. Since Sheger riversides will be used for integrated urban development, the risks posed by current and future climate changes and variability need to be addressed.The Integrated Watershed Development Plan that is expected as a result of Outcome 2 will not be optimal should the current and future impacts of climate changes and variability not be taken into account. The worst case scenario would be that the proposed infrastructure development within the watershed would be exposed to the detrimental impacts of climate changes and variability.Climate change risks are mitigated by taking into account current and future climate changes and variability in formulating the Integrated Watershed Development Plan proposed under Outcome 2.Soure: author (UNDP)Stakeholder Engagement In-depth multi-stakeholder consultations have taken place during the programme design and conceptualization stages (paragraphs 25, 26 and Annex 1). A stakeholder mapping exercise has been carried out to identify the involvement (roles and responsibilities) of key stakeholder in programme implementation (Table 4). Further, it is pointed out that Outcome 3 will develop a comprehensive RAP for the Sheger Project based on previous studies and further supported by UNDP’s forthcoming Social and Environmental Impact Assessments.Table 4. Stakeholder engagement in proposed project activities.StakeholderContributionsRelevant project ActivitiesAddis Ababa City Administration (AACA) –Finance and Economic Development BureauThe AACA-FEDB - effectively representing the Addis Ababa City Government is responsible for the overall implementation of the project and accountable for managing financial transaction and reporting. Given its legitimate mandate, the AACA-FEDB will be the Implementing Partner. It will coordinate and involve the necessary Sectoral Executive Organs (such as Mega projects coordination office and the Mayor office) during programme implementation. These organs are listed below.All project activitiesAddis Ababa City Government Mega Projects Construction OfficeMega Projects Office is an institution that superioly runs the mega projects carried out by the Addis Ababa City Government so as to tackle exhibited performance problems of the projects to use the allocated resources efficiently and effectively as well as execute standardized and quality projects that ensure the economic and social benefit of the residents. The main duties of this office are : Finalize projects within the specified time period, cost and quality Lead projects in a coordinated and organized manner Ensure the presence of technology transfer in the construction process of the projects Facilitate the creation of job opportunities through the projects Facilitate conditions to utilize the obtained resources from charities or through donations for the target activity Mega Project Office is the esponsible party to implement this project All project activities Infrastructure Integration, Construction Permit and Control AuthorityThis executive organ is established under Proclamation No. 64/2011 that determines the responsibilities and duties of different offices and agencies of the AACA. The mission of the Control Authority is to make Addis Ababa city modern and competitive through the delivery of best services in infrastructure integration and building permit based on the demand of the society, make all construction well planned and integrated. Its mandate includes the following (among others):Issue permits for new construction of building and infrastructure relocation or renewal of construction committed for public use and also permit to demolish Approval of construction design as per urban plan, law and standards Issuing occupancy permits prior to securing business licenseEnsuring that the construction of infrastructure is undertaken in an integrated and coordinated mannerActivity 1.1.4” Strengthen coordination and infrastructure integration capacities of the Addis Ababa Infrastructure Integration, Construction Permit and Control AuthorityEnvironment, forest and Climate change commission (EFCCC)EFCCC is responsible for climate change, environment and forest development in Ethiopia. Regulations related to pollutions are drafted and submitted to the PMO and house of representatives for approval. Once approved implementation of the regulations follows. EFCCC provides the necessary support to relevant government and non-government organizations to implement the regulations. Additionally, Support in the implementation of EIAs; support in the development of Sheger Integrated Watershed Development related to afforestation/reforestation and forest management plan development; Implementation of policies, regulations, etc is done by each regional states line departments/commissions or agenciesActivity 2.2.1: Promote sustainable forest management for upper catchment forests of Addis AbabaActivity 3.1.1: Apply UNDP’s SESPActivity 3.1.2: Formulate ESMP and RAP for the entire Sheger ProjectMinistry of Culture and TourismAddis Ababa City Bureau of Culture and Tourism needs to provide the necessary information regarding the integration of tourism in the Sheger Project;The Sheger Project will be an important project to attract transit (stop-over) tourists that number around 10 million per year, and with a transit lasting between 6 and 10 hours. Increasing the number of tourists (currently ~1 million / year) in the country is a main objective of government. Accordingly, the government developed the Sustainable Tourism Development Master Plan 2015-2025; the regional Bureaus of Culture and Tourism are expected to develop region- or city-level plans in line with this Master Plan;Ethiopian Tourism Board (under PMO) is mandated to promote and market Ethiopia overseas, and to develop existing and new destinations;Activity 3.3.2: Develop Eco- and transit tourismMinistry of Urban Development and ConstructionEthiopia is part of the JICA Africa Clean City Platform; both the country MoUDC) and the AA City (AA Solid Waste Management Agency) are members of the Platform; the ACCP deals exclusively in waste management;The Platform was established in Maputo in 2017 for capacity building and experience sharing on Solid Waste Management;The ministry is implementing the GEF-NAMA Compost project where best practices could be identified and scaled up to the Sheger projectActivity 3.3.1: Promote small and micro green enterprisesAddis Ababa Environment and Green Area Development CommissionUnder the commission two main institutions are constituted namely, the River Basin and Green Area Development and Administration Agency and the Gullele Botanical Garden; Focus area of EPA are energy, pollution and mining, including awareness creation on renewable technologies such as biogas, improved cookstoves and any others;They have requested for support to conduct Environmental and Social Impact Assessment and Resettlement Action Plan. However, the EIA study conducted by Addis Ababa University was mentioned; Activity 2.3.1: Monitoring water quality of Sheger rivers Activity 3.1.1: Apply UNDP’s SESP to the entire Sheger ProjectActivity 3.1.2: Formulate ESMP and RAP for the entire Sheger ProjectRiver Basin and Green Area Development AgencyThe agency is mandated to oversee the development of rivers and river basin. Master plan: the agency is aiming at securing comprehensive Masterplan for the whole of Sheger Project. Fast track is required to overcome delay in the development of the masterplan.; The presence of a Sheger Concept Design was mentioned, albeit there was no riverside development Masterplan; It could not be ascertained whether a design guideline existed for the 12 km river stretch developed by the China Development Agency;Activity 2.1.1: Recruit high calibre firm to revise and validate the WPP and to develop the SIWDPActivity 2.1.2: Develop SIWDP and carry outreachActivity 2.2.1: Promote sustainable forest management for upper catchment forests of Addis AbabaActivity 2.3.2: Monitoring water quality of Sheger riversAA City Mayors OfficeMayor’s office is mandated to oversee the development and implementation of the beautifying Sheger project in alignment with other development interventions. The City administration, as its powers are defined under article 3(2) of Proclamation No. 87/1997. The organs that serve under the AACA are: a Council, an Executive Committee, a Governor, Office of the City Government, Audit and Inspection Office, Sectoral Executive Organs, Woreda and Kebele administrative units and Judicial organs.Activity 1.1.1: Establish and operationalize Project Management UnitActivity 1.1.2: Deliver tailored skill training to enhance human capacities of PMUActivity 1.1.3: Institutionalization of PMU within existing structureActivity 1.1.4: Develop knowledge management capacitiesAA City Administration Planning CommissionThe Planning Commission drafted tender to outsource development of detail plan for Sheger Project from Meteleya in the north down to Peacock Park covering an area of 420 ha (11.25 km along the river and 1-2 km adjacent to the buffer); the plan will have sewerage system, pedestrian walkway, drainage, etc ..;The budget will be covered by AACA and is expected to cost ~USD1million, and will be completed between 4 and 6 months using local expertise;It is not expected that there will be community relocation along that stretch of the Sheger Project;The commission is new (~2 years) and it requires to strengthen the capacity of staff that have a lack of exposure (e.g. study tours to visit and learn from international best practice, but the risk of staff turnover is high);The Planning Commission is in dire needs of logistical support in the form of vehicles, surveying instruments, high performance computers, and transport planners;Activity 2.1.1: Recruit high calibre firm to revise and validate the WPP and to develop the SIWDPActivity 2.1.2: develop SIWDP and carry outreachAddis Ababa Water and Sewerage AuthorityThe mandate of AAWSA is to provide safe and adequate drinking water and collection, treatment and disposal of domestic sewage generated in the city of Addis Ababa.Activity 2.3.1. Water quality in rivers monitoring for adaptive managementActivity 2.5.1. Sheger Project area mappingLocal CommunitiesYouth groups, they are equally important for success of the project implementation and sustainability. For example Mentesenot youth initiative/youth partnerships have involved ??i) ?Urban Agriculture (?Fattening, ?Poultry, ?Compost making, ?Bee keeping, ??Dairy production and ?Biogas;ii)?Environmental protection (?Tree planting, ?Riverside development, ??Waste management & urban greeneryiii) Landscape development (?Creating recreational areas for the youth) iv)?Providing training and advocating for the protection of the environmentComponent 3: Livelihood programs for sustainable riversides developmentPrivate sectorPrivate sector partnership/engagement: they are not only innovative, but also huge potential for resource mobilization, a hugely untapped resource. Recently Master Card Foundation, has announced that they will provide 30 m youth jobs by 2030. They showed interest to partner with UNDP for this. To meet SDGs, it is important to acknowledge the role of private sector that development belongs not only to the establishment particular group but also equally to everyone. This includes the private sector. It’s not just social responsibility that compels the private sector to engage in sustainable development, but it’s good for business. Hence, UNDP needs to engage the private sector and internalize SDGs in their core businesses. Private sector engagement will also be an important element of the support. This will comprise micro- and small enterprises acting as sub-contractors to and, sometimes, distributors for larger enterprises. Accordingly, UNDP will work with larger companies themselves to work with firms at the ‘bottom of the pyramid’ as participants into value and supply chains. A steady expansion in value added productive capacities that boosts exports and national income and relies upon institutional and technological solutions that increase employment and livelihoods – and, thus, household income - with a strong bias towards sectors and geographic areas that are especially important for the poorest, particularly women and female headed ponent 3: Livelihood programs for sustainable riversides developmentUNDPThe UNDP Country Office (CO) has been supporting the Government of Ethiopia with strengthening human and institutional capacity addressing various sectors.UNDP will monitor the implementation of the Sheger project, review progress in the realization of the project outputs, and ensure the proper use of SIDA funds. Working in close cooperation with Addis Ababa City Mayor’s office, the UNDP CO will provide support services to the project - including procurement, contracting of service providers, human resources management and financial services - in accordance with the relevant UNDP Rules and Regulations, Policies and Procedures and Results-Based Management (RBM) guidelines. UNDP CO also provides its services through technical advice, facilitating change processes, support to mechanisms for advocacy, networking and partnership building including intermediation for information, expertise and funds, and knowledge development and dissemination.Activity 1.1.1: Establish and operationalize Project Management UnitActivity 1.1.2: Deliver tailored skill training to enhance human capacities of PMUActivity 2.2.2: Rehabilitate degraded upper catchment forests of Addis AbabaActivity 2.3.2: Monitoring water quality of Sheger riversActivity 3.1.1: Apply UNDP’s SESPActivity 3.2.1: Conduct youth development programActivity 3.2.2 Promoting women economic empowermentActivity 3.3.1: Promote small and micro green enterprisesActivity 3.3.2: develop Eco- and Transit tourismUN-HabitatSupport and advice mayor’s office in the management of informal settlement, CityRAP and other elements of Green Infrastructures?UN-Habitat assigned one person at Mayor’s Office to support the administration in addition to the Sheger Project;?Design guideline is under preparation. Activity 1.1.4: Strengthen the capacity of Addis Ababa Planning and Development Commission and the River Basin and Green Area Development and Administration Agency on the use of the City’s Masterplan to guide the implementation of the Sheger ProjectActivity 2.1.1: Recruit high calibre firm to revise and validate the WPP and to develop the SIWDPActivity 2.1.2: Develop SIWDP and carry outreachActivity 2.2.1: Promote sustainable forest management for upper catchment forests of Addis Ababa (with SLU)Activity 2.4.1: Sheger Project area mappingUNIDOUNIDO has pledged USD 1million for the Sheger Project, and this be used as co-financing for USD 5 million investments planned by the Italian Agency for Development Cooperation (IADC); UNIDO will work on 3 outputs, namely: (1) providing technical assistance for the water treatment plant (covering both storm water and wastewater); (2) gender-differentiated income generating activities for local communities through the setting up of cooperatives for waste collection and recycling; and (3) household level livelihood generation (e.g. feasibility study for renewable energy solutions);Activity 3.3.1: promote small and micro green enterprisesActivity 2.3.1: Monitoring water quality of Sheger riversItalian Development cooperation/ Italian EmbassySupport the development of 5.1 km along Kebena River, and there are many complementarities between the Italian supported component of the Sheger Project and the proposed UNDP-UN-Habitat project. Activity 2.1.2: Develop SIWDP and carry outreachActivity 2.3.1: Promote community gardens, institutional green spaces and street tree plantingActivity 2.3.1: Monitoring water quality of Sheger rivers Activity 3.2.1: Conduct youth development programActivity 3.2.2 Promoting women economic empowermentFAOFAO intended to bring the concept of ‘City-Region Food System’ (a concept which is broader than Urban Agriculture); An area close to the German Embassy has been selected for a FAO project pilot (USD 300,000-400,000), and this decision has been communicated the Environmental Protection Commission. Area of interestDevelop Urban agriculture innovation hub (e.g. City of Toronto): incubators for attracting young entrepreneurs through creating space and providing startups. The innovation hub provides the space for: (i) sharing ideas; (ii) connecting people; (iii)research and development; (iv) improving business development skills Activity 3.3.1: promote small and micro green enterprisesUNECAUNECA and the AACA agreed to develop 3000m2 parking lot area along the river next to the UN Compound as part of the renovation of Old African Hall into a Visitor’s Centre (can become an iconic venue along the riverside). UNECA will sign an MOU with AA City Planning Commission regarding the implementation of the project. Originally, the area was dedicated for green area, but UNECA got waiver to develop parking lots (32) for visitors that will be ‘public’ space; 30% of the developed area will be green; although the UNECA development is not strictly part of the Sheger Project, its proximity to the riverside implies that it can be considered as contributing to the Sheger Project;The cost of the project is ~750,000 USD;UNECA may assist in the review of studies relevant to job creation and economic development;Activity 2.1.2: Develop SIWDP and carry outreachActivity 3.3.2: Develop Eco- and Transit tourismUNESCOUNESCO operated in five areas (Education, Natural Science, Culture, Human Science, and Communication and Information)Activity 3.3.1: Promote small and micro green enterprisesActivity 3.3.2: Develop Eco- and Transit tourismSource: author (UNDP)South-South and Triangular Cooperation (SSC/TrC)There are several ways in which the programme will capitalize on South-South and Triangular Cooperation, including:Under Outcome 3, MSEs will be developed to carry out community composting as a means to address the problem of solid waste disposal in Sheger rivers. The lessons learned from the successful UNDP-GEF project COMPOST that is being implemented by the Ministry of Urban Development and Housing (MUDH) will be used. The MUDH is also the focal point in Ethiopia for the African Clean Cities Platform (ACCF) that is hosted by the Japanese International Cooperation Assistance (JICA) as a means for sharing of best practices in solid waste management in African cities. The programme will leverage on access to these best practices to carry out proof of concept for alternative business solutions to solid waste management in Addis Ababa;The UNDP established the UNDP Accelerator Laboratory in Addis Ababa in December 2019. The Addis Ababa Accelerator Lab forms part of a network of 60 labs serving 78 countries worldwide. The Accelerator Labs work together with national and global partners to find radically new approaches that fit the complexity of current development challenges. The Addis Ababa Accelerator Lab will be closely involved in exploring, experimenting and carrying out solutions mapping for business solutions and models related to Outcome 3. In carrying out its work in Ethiopia, the Addis Ababa Accelerator Lab will capitalize on the broader network of UNDP labs around the world;South-South cooperation will also be sought with countries like Brazil (e.g. study tours for sharing lessons learned from city of Curitiba) and Nepal (e.g. Outcome 3 on creating the enabling framework of pro poor PPP). South-North cooperation could include engagement with Singapore – in collaboration with the UNDP Global Centre for Technology, Innovation, and Sustainable Development. Singapore has applied technology and innovation to tackle many of these issues.The programme has initiated discussions with MIT’s Senseable City Lab for collaboration on developing city-specific innovative solutions for using networks of sensors to measure air and water quality and satellite imagery for informing decision-making at city level. The preliminary discussions will be detailed at the beginning of project implementation and through potential collaboration with the Addis Ababa Accelerator Lab.KnowledgeThe programme has a dedicated component (Component 4) on knowledge management (Output 4.2) beyond standard monitoring and evaluation (Output 4.1). Knowledge management will be carried out in the following ways:Capturing lessons learned on an annual basisUsing programme results to formulate evidence-based Policy Briefs (e.g. pro poor PPP)Inventory of human and institutional capacity needs through needs gaps analysesDevelopment of knowledge tools in the form of operational guidelines and manuals such as for the valuation of natural resources/PES, tourist guides, innovative business models, standards for infrastructure integration)Developing a Tourist Map (including heritage and archaeological sites) for Addis AbabaSetting up of a asset management system for city infrastructures (grey and green);Inventory of vacant lots and open spaces for supporting small and micro green enterprisesEstablishing a water quality monitoring system for adaptive management of pollution hotspots and their causesEstablishing a SDG Impact Framework with regular reporting on the programme’s contributions to the SDGsSetting up of the Smart City Hub as a means to institutionalise programme investments in AACA in order to increase institutional memory and capacityStudy tours for learning from other countries and cities with similar experiencesThe visibility of the programme will be ensured using the following:A Communication Strategy will be developed under Output 3.2 both for stakeholder outreach initiatives and for increasing programme visibility;Knowledge and lessons learned will be shared widely among programme stakeholders, between cities in Ethiopia, regionally and internationally using a range of tools such as workshops, project website, publications and platforms such as the ACCP and UNDP Accelerator LabsUsing Policy Briefs to target political decision makersUsing study tours promoted by the programme for increasing its visibility regionally and internationallySustainability and Scaling UpSustainability: The long term sustainability of the programme will rest on enhancing and retaining the human and institutional capacities within and of the AACA. One of the major investments of the programme is in human capacity building both in the form of setting up a PMU in the AACA to support implementation of the Sheger Project, as well as technical assistance to improve human and operational capacities through dedicated training needs assessments followed by relevant training, and the development of operational manuals and guidelines. As discussed in the ToC, staff turnover is a huge risk, and one of the means of institutionalizing the PMU and investments in human capacity building is through the setting up of the Smart City Hub at the AACA in the second half of the programme. The successful setting up of the Smart City Hub will also ensure ownership by the AACA.The programme will also support a paradigm shift in the way public infrastructure is viewed from being one of liability to one of asset that needs to be managed. In the prevailing practice, there is no systemic approach to manage the value of city infrastructures (grey and green) implying shortcomings in operation and maintenance. The programme will support the AACA to develop a database of city infrastructures, including the valuation of green infrastructure and ecosystems. The database will allow city managers to make informed decisions on the need for adequate operation and maintenance of infrastructures based on their depreciation/appreciation of assets. This will comprise an important tool for promoting the city’s competitive advantage. Further, the programme will develop innovative business solutions that will provide the means of sustaining its results through market-based mechanisms (Outcome 3). Scaling-up: This will take place mainly under Outcome 3 that will form the backbone for operationalizing the results of Outcomes 1 and 2. The approach to livelihood generation and innovative business development will proceed through small-scale experimentation of city-specific business solutions over the 3 to 6 months timeframe using the support of the technical and network capacities of the Addis Ababa UNDP Accelerator Lab. One criterion for the most successful business solutions will need to in their ability for fast replication and scalability. The programme will develop Replication Plans accompanied by detailed investment plans for the most successful business solutions as from Year 2.Project ManagementCost Efficiency and EffectivenessThe programme makes use of multiple approach to ensure cost efficiency and effectiveness as follows:Removal of barriers: The ToC used to achieve overall programme objective is founded on the removal or elimination of barriers that have identified in Table 2. It is argued that the activities and outputs have been designed to overcome barriers, and that measures have been put in place to adequately manage programme risks and to ensure its sustainability. By leveraging government cost-sharing and co-financing, the elimination of barriers is expected to be cost efficient and effective in terms of achieving programme objectives;For assuring effectiveness, the UNDP has developed the programme by integrating the comparative advantages of specialised UN agencies such as UN-Habitat, UNEP and UNESCO;Partnerships have also been identified with existing initiatives in order to increase cost efficiency and ensure effectiveness. For example, Outputs 2.1 and 2.2 will be implemented under the aegis of the project entitled ‘Catalyzing forest sector development’ (paragraph 58). Similarly, Output 2.5 will be implemented by UN-Habitat as an extension to the process of developing ‘Sheger Riverside Corridor Design Guideline’ (paragraph 59).Project ManagementGeographical coverage: The programme will cover the entire Addis Ababa watershed including the designated 56 km of streams in the Sheger project. The map is shown in Figure 5.Figure 5. Addis Ababa City watershed.Source: Addis Ababa City AdministrationLocation of physical project office: The Project Management Unit (PMU) for implementing the programme will be hosted at the AACA. Expenses incurred by the AACA to house the PMU will count as co-financing.Collaboration with other projects: The programme will collaborate with a number of ongoing initiatives in order to avoid duplication and increase productivity in delivery. The partnerships and collaboration with other projects are discussed at paragraphs 47 to 55.Audit: The project will be audited as per UNDP Financial Regulations and Rules and applicable audit policies. Audit cycle and process will be discussed during the Inception workshop to kick start implementation.UNDP Direct Country Office Support Services and direct project costing, if applicable: The UNDP CO will provide direct support services to the project through a combination of: (1) recruitment of consultants (national and international), and (2) making payments. These costs represent 3.26% of the project budget.Results FrameworkIntended Outcome as stated in the UNSDCF/Country [or Global/Regional] Programme Results and Resource FrameworkOutcome1: (People) All people in Ethiopia enjoy the rights and capabilities to realize their potential in equality and with dignity Outcome2: (Peace) All people in Ethiopia live in a cohesive, just, inclusive and democratic society, Outcome 3: (Prosperity) By all people in Ethiopia benefit from an inclusive, resilient and sustainable economy Outcome 4: (Planet) By 2025, all people in Ethiopia live in a society resilient to environmental risks and adapted to climate change Outcome indicators as stated in the Country Programme [or Global/Regional] Results and Resources Framework, including baseline and targets:Output 1.4: Capacities of Federal and Regional institutions strengthened to promote gender responsive, inclusive and sustainable local development. (GEN3)Output 2.1: Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets and to analyse progress towards the SDGs using innovative and data-driven solutions (GEN2); Output 2.2: Marginalized groups, particularly the poor, women, PWDs and displaced are empowered to access entrepreneurship services and financial and non-financial assets and services to build productive capacities and benefit from sustainable livelihoods and jobs (GEN2)Output 3.1: Integrated and gender-responsive climate and disaster risk governance systems strengthened to reduce risks and vulnerabilities, improve early warning (EWS) and enable rapid recovery (GEN3); Output 3.2: Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted to address conservation, sustainable use and equitable benefit sharing of natural resources in line with international conventions and national legislation (GEN3); Output 3.4: Action on climate change adaptation and mitigation scaled-up, funded and implemented across sectors (GEN2)Applicable Output(s) from the UNDP Strategic Plan: Output 1.1.1: Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutionsOutput 1.1.2: Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobsOutput 1.2.1:? Capacities at national and sub-national levels strengthened to promote inclusive local economic development and deliver basic services including HIV and related servicesOutput 1.2.2: Enabling environment strengthened to expand public and private financing for the achievement of the SDGsOutput 1.4.1: Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chainsOutput 2.3.1: Data and risk-informed development policies, plans, systems and financing incorporate integrated and gender-responsive solutions to reduce disaster risks, enable climate change adaptation and mitigation, and prevent risk of conflictOutput 2.4.1: Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted, to address conservation, sustainable use and equitable benefit sharing of natural resources, in line with international conventions and national legislationOutput 2.5.1: Solutions developed, financed and applied at scale for energy efficiency and transformation to clean energy and zero-carbon development, for poverty eradication and structural transformationProject title and Atlas Project Number: A programmatic approach to beautifying Sheger through sustainable urbanisation and urban resilienceEXPECTED OUTPUTS OUTPUT INDICATORSDATA SOURCEBASELINETARGETS (by frequency of data collection)DATA COLLECTION METHODS & RISKSValueYearYear1Year2Year3Year4Year…FINALOutput 1.1Capacity concerned offices in the AACA enhancedIndicator 1: Number of PMU staff supporting AACA disaggregated by (a) number and (b) proportion of womenQuarterly Project Reports(a) 2(b) 0%2020(a) 2(b) 50% (i.e. 1 womam) (a) 3(b) 67% (i.e. 2 women)(a) 0(b) 0%(a) 0(b) 0%7(b) 42.86% (i.e. 3 women out of 7 staff)Data Collection method: The number of PMU will be measured by the actual recruitment of staff, issuance of contract and payment of salary accounted for in project budget. The sex of the staff will be as recorded in recruitment process.Risks: (1) Inability to attract high calibre candidates from the local market; (2) high staff turnover; (3) market response favours principally qualified male candidates Indicator 2: Number of (i) trainers, and (ii) change agents for green infrastructure design and implementation with enhanced skills at AACA disaggregated by (a) number and (b) proportion of women, and disaggregated by numbers at (1) city; (2) sub-city; and (3) woreda levelQuarterly Project Reports(i)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] (ii)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] 2020(i)(a) 20 [(1) 20, (2) 0, (3) 0](b) 50% [(1) 100%, (2) 0%, (3) 0%] (ii)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] (i)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] (ii)(a) 360 [(1) 110, (2)150, (3) 100](b) 40% [(1) 40%, (2) 40%, (3) 40%] (i)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] (ii)(a) 110 [(1) 35, (2)45, (3) 30](b) 40% [(1) 40%, (2) 40%, (3) 40%] (i)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] (ii)(a) 0 [(1) 0, (2) 0, (3) 0](b) 0% [(1) 0%, (2) 0%, (3) 0%] (i)(a) 20 [(1) 20, (2) 0, (3) 0](b) 50% [(1) 100%, (2) 0%, (3) 0%] (ii) 470 [(a) 0 [(1) 0, (2) 0, (3) 0](b) 40% [(1) 40%, (2) 40%, (3) 40%] Data Collection method: For each training, there will be a list of participants that will be duly signed by participants. Also, participants who complete the entire training (or set thereof) will be issued certificates of completion that will be duly recorded, and reported in Quarterly Project Reports. Risks: (1) high staff turnover leads to reduced institutional memory; (2) selection of the wrong candidates for participating in training; (3) required institutional changes to absorb newly acquired skills not forthcomingIndicator 3: Number of public systems that leverage digital technologies and big data for (a) delivery and monitoring of services (e-permits), and (b) e-procurement (Strategic Plan IRRF – Indicator 2.2.1.1)Quarterly Project Reports(a) 0(b) 02020(a) 1(b) 0(a) 0(b) 1(a) 0(b) 0(a) 0(b) 0(a) 1(b) 1Data Collection method: The commissioning of the digital system will be recorded, and its performance tracked during operation in terms of number of persons accessing the system and number of e-permits delivered. These numbers will be reported to the PMU on a monthly basis and reported to the Project Board.Risks: (1) Low uptake of public e-services due to a combination of complexity of digital system operation, low digital literacy or unreliable internet access; (2) e-system does not meet the requirements of end-usersIndicator 4: Volume of additional resources leveraged through public and private financing for the SDGs with UNDP support (Strategic Plan IRRF – Indicator 1.2.2.2)Quarterly Project ReportsUSD 4,160,0652020USD 2,444,987USD 6,103,198USD 6,339,774USD 7,190,910USD 22,079,039Data Collection method: The amount of cash co-financing mobilized will be made available to the UNDP for formal accounting.Risks: (1) Development partners favour investments in the hardware / infrastructure part of the Sheger Project; (2) inadequate efforts on behalf of UNDP and the AACA to promote the project for resources mobilization purposesOutput 1.2Smart Cities Hub designed and operationalIndicator 5: Number of frameworks, including institutional structure and systems that leverage digital technologies and big data for (e) urban development using smart technologies (Strategic Plan IRRF – Indicator 2.2.1.1)Quarterly Project Reports0202000101Data Collection method: This relates to the setting up of the Smart Cities Hub at the AACA, and it will be accounted for in the organigram of the AACA and reported in project reports.Risks: (1) Lack of political will to set up a new unit at the AACA; (2) lack of financial resources to absorb the AACA-PMU into the Smart Cities Hub; (3) terms and conditions of proposed Smart Cities Hub not attractive to AACA-PMU staff leading to drain in trained human capitalOutput 2.1Sheger Integrated Watershed Management Plan (SIWDP) validated and communicatedIndicator 6: Number of data-informed development and investment plans that incorporate integrated solutions to reduce disaster risks and enable climate change adaptation and mitigation (Strategic Plan IRRF – Indicator 2.3.1.1)Quarterly Project Reports; publication of validated SIWDP0202010001Data Collection method: The validation, publication and use of development plans will be captured through validation workshop, publication of the plans and official reference of the plans in AACA decision making processes.Risks: (1) Development plans are not used because of competing demands for land use and/or socio-political difficulties in managing/displacing settlements in the Sheger watershedIndicator 7: Number of (a) nurseries, (b) model community gardens established, and (c) model City Government institutional model green spacesQuarterly Project Reports(a) 0(b) 0 (c) 02020(a) 1(b) 2 (c) 1(a) 1(b) 4 (c) 2(a) 1(b) 6 (c) 3(a) 0(b) 8 (c) 4(a) 3(b) 20 (c) 10Data Collection method: Physical counting of the number of model gardens and institutional green spaces, and their cataloguing in land use plans.Risks: (1) Poor maintenance of green spaces lead to deterioration of model gardens and institutional green spaces; (2) community gardens are illegally settled Indicator 8: Number of seedlings planted and maintained as street trees and institutional green spacesQuarterly Project Reports; Inventory reports of nurseries0202015,00025,00050,00060,000150,000Data Collection method: Nurseries will set up a method to reconcile financial expenditure with number of seedlings produced. There will be an inventory of seedlings produced. There will also be an inventory of survival rate of planted seedlings and their replacement.Risks: (1) Poor maintenance of seedlings after plantation leads to mortality rates exceeding 30%; (2) competing land use results in lower area available for greenery as expectedOutput 2.2The degraded upper Addis Ababa watershed is managed sustainablyIndicator 9: Natural resources that are managed under a sustainable use, conservation, access and benefit-sharing regime (Strategic Plan IRRF – Indicator 1.4.1.2)Quarterly Project Reports; Urban Forest Inventory (project)2,328 ha2020500 ha500 ha528 ha800 ha2,328 haData Collection method: GIS will be used to track the area of upper catchment restored. Also, there will be an inventory of seedlings produced and planted, together with an inventory of survival rate of planted seedlings and their replacement.Risks: (1) Poor maintenance of seedlings after plantation leads to mortality rates exceeding 30%; (2) competing land use results in lower area available for greenery as expected; (3) lack of enforcement on the use of forest resources leads to continued degradation in upper catchmentIndicator 10: Number of persons with enhanced skills on sustainable urban forest management disaggregated by (a) number of youth, and (b) number of womenQuarterly Project Reports(a) 0(b) 02020(a) 250(b)125 (a) 250(b) 125(a) 250(b) 125(a) 250(b) 125(a) 1000(b) 500Data Collection method: For each training, there will be a list of participants that will be duly signed by participants. Also, participants who complete the entire training (or set thereof) will be issued certificates of completion that will be duly recorded, and reported in Quarterly Project Reports. The list of attendance and participation in training will acknowledge the sex of participants.Risks: (1) trained persons find alternative jobs implying loss of human capacity for sustainable forest management; (2) selection of the wrong candidates for participating in training; (3) required institutional changes in forest management and enforcement of forest uses is nor adequate to absorb newly acquired skillsOutput 2.3 Water quality in rivers monitored for adaptive managementIndicator 11: Number of water quality monitoring system established and operationalQuarterly Project Reports0202010000Data Collection method: Will be measured in terms of delivery of validated quality monitoring system, including protocols and procedures and institutional arrangements with responsibility matrices.Risks: (1) Low level of political buy in results in low level of inter-AACA offices/bureaus/agencies collaboration; (2) poorly designed monitoring system does not lend itself to operationalization Indicator 12: Number of (a) wireless water sensors deployed for continuous monitoring of the physico-chemical water quality, and (b) water samples taken for chemical and bacteriological profiling Quarterly Project Reports(a) 0(b) 02020(a) 5(b) 240(a) 10(b) 240(a) 15(b) 240(a) 20(b) 240(a) 50(b) 960Data Collection method: Will be measured in terms of delivery of validated quality monitoring system, including protocols and procedures and institutional arrangements with responsibility matrices.Risks: (1) poorly designed monitoring system does not lend itself to operationalization and proposed protocols and procedures are not followed; (2) lack of appropriate maintenance of sensors leads to insufficient data on water quality; (3) delayed response to obtain results of water profiling is not conducive to adaptive managementOutput 2.4Enhancing the enforcement capacity of waste management agenciesIndicator 13: Number of operational procedures reviewed and updated (enforcement procedures at woreda level & reporting procedures between city, su-cities and woredas)Quarterly Project Reports2202020204Data Collection method: Will be measured in terms of delivery of validated operational procedures.Risks: (1) Low level of political buy at different administrative levels does not allow appropriate required operational procedures to be developed; (2) poor application of updated procedures because of a combination of low level political buy in, insufficient knowledge on updated procedures, and lack of human and administrative resources to apply procedures.Output 2.5Mapping Sheger Project area and integrating it into the Masterplan of the cityIndicator 14: Number gender-responsive measures in place for conservation, sustainable use, and equitable access to and benefit sharing of natural resources, biodiversity and ecosystems (Strategic Plan IRRF – Indicator 2.4.1.1)Quarterly Project Reports0202010001Data Collection method: Will be measured in terms of delivery of validated natural resources valuation report.Risks: (1) inability to attract high calibre consultant(s) to develop natural capital account; (2) low level appropriation of the natural capital account by agencies/offices of the ACCA prevents operationalization of gender-responsive measuresOutput 3.1Comprehensive Resettlement Action Plan developed for Sheger ProjectIndicator 15: Number of (a) stakeholder engagement plan; (b) gender action plan; (c) heritage rescue and management plan; (d) resettlement action plan formulated and approved by AACAQuarterly project reports(a) 0(b) 0(c) 0(d) 02020(a) 1(b) 1(c) 0(d) 1(a) 0(b) 0(c) 1(d) 0(a) 0(b) 0(c) 0(d) 0(a) 0(b) 0(c) 0(d) 0(a) 1(b) 1(c) 1(d)1Data Collection method: Will be measured in terms of delivery of different plans.Risks: (1) Low level of political buy in results in low level of inter-AACA offices/bureaus/agencies collaboration; (2) inadequate stakeholder involvement and coordination results in poorly developed plans (low buy in from stakeholders at implementation)Indicator 16: Number of (a) natural capital and ecosystem account; (b) updated EIA guidelines incorporating NRV and SEA; (c) AACA personnel trained on the use of NRV tools and techniques (disaggregated by proportion of women) Quarterly project reports(a) 0(b) 0(c) 0 (0%)2020(a) 1(b) 0(c) 20 (50%)(a) 1(b) 1(c) 30 (50%)(a) 1(b) 0(c) 40 (50%)(a) 1(b) 0(c) 60 (50%)(a) 4(b) 1(c) 150 (50%)Data Collection method: Will be measured in terms of delivery of validated natural capital and ecosystem account; updated EIA guidelines (as gazette by the AACA) and number of persons trained differentiated by gender. Risks: (1) inability to attract high calibre consultant(s) to develop natural capital account; (2) low level appropriation of the natural capital account by agencies/offices of the ACCA prevents operationalization of gender-responsive measures; (3) high staff turnover does not allow institutionalization of the results of natural capital account; (4) poor coordination between AACA agencies/offices results in low level adoption of revised EIAOutput 3.2Youth (men, women and Persons with Disabilities) DevelopmentIndicator 17: Number of women-led Common Interest Groups created and linked with microfinance institutions/CIGs Savings Groups developedProject Quarterly Reports0202010100020Data Collection method: Will be measured in terms of number of CIGs created and registered, and number of CIGs accessing financing.Risks: (1) low interest from communities to form CIGs because of poor communications about benefits of project; (2) poor matching between demand and supply ends of market leads to financially unattractive business plans; (3) CIGs not sustainable over time Indicator 18: Number of persons benefiting from technical skills training from TVETs disaggregated by proportion of (a) youth and (b) womenProject Quarterly Reports0 (a) 0%(b) 0%20201,500 (a) 70%(b) 50%3,000(a) 70%(b) 50%4,000(a) 70%(b) 50%5,500(a) 70%(b) 50%14,000(a) 70%(b) 50%Data Collection method: Will be measured in terms of number of persons registered and graduating from TVETs.Risks: (1) low interest from communities to enhance technical skills coupled with low level of buy in from TVETs to develop new courses on emerging technology and business opportunities (2) poor matching between demand and supply ends of market leads to investments to develop and train persons in technical skills not matching market realities Output 3.3Enabling environment for innovative business modelsIndicator 19: Number of city-level (a) pro-poor public private policy (PPPPP), (b) PPPPP operating guidelines (c) PES policy and regulations for promoting economic diversification and green growth covering both private and public services delivery (Strategic Plan IRRF – Indicator 2.1.1.2)Project Quarterly Reports; Government Gazette(a) 0(b) 0(c) 02020(a) 1(b) 1(c) 0(a) 0(b) 0(c) 2(a) 0(b) 0(c) 0(a) 1(b) 1(c) 1(a) 2(b) 2(c) 4Data Collection method: Will be measured in terms of number of policies and regulations gazetted by the AACA.Risks: (1) low political interest from the AACA to develop new policies and regulations; (2) poor coordination between AACA agencies/offices results in poorly formulated policies and regulations; (3) poor implementation of polices and regulations because of inadequate human and institutional capacity building Output 3.4Small and micro enterprises createdIndicator 20: Small and micro enterprises created using MED model differentiated by (a) total number; (b) proportion of women, (c) proportion of youth, (d) proportion of displaced populations Quarterly Project Reports(a) 0(b) 0 %(c) 0%(d) 0%2020a) 7(b) 70 %(c) 50%(d) 50%a) 7(b) 70 %(c) 50%(d) 50%a) 6(b) 70 %(c) 50%(d) 50%a) 0(b) 70 %(c) 50%(d) 50%a) 20(b) 70 %(c) 50%(d) 50%Data Collection method: Will be measured in terms of number of enterprises (including number of persons disaggregated by gender) duly registered through technical support from the project.Risks: (1) low response from local communities to participate in livelihood component of project because of poor outreach activities or inability to establish enabling environment to promote innovative entrepreneurship models; (2) insufficient access to low cost capital impedes operationalization of businesses; (3) mismatch between supply and demand results in low financial viability of enterprises; (4) inadequate technical and business administration skills leads to low productivity of enterprisesIndicator 21: Number of (a) CDPs and (b) EDPs formulated and operationalisedQuarterly Project Reports(a) 0(b) 02020(a) 6(b) 6(a) 14(b) 14(a) 0(b) 0(a) 0(b) 0(a) 20(b) 20Data Collection method: Will be measured in terms of number of validated CDPs and EDPs operationalised.Risks: (1) low interest from communities to form CIGs or SMEs because of poor communications about benefits of project; (2) poor matching between demand and supply ends of market leads to financially unattractive business plans; (3) low level of community engagement to formulate CDP leads to low level buy in operationalisation of EDPs Indicator 22: Number of households benefitting from clean, affordable and sustainable energy access through small and microenterprises created under the project (Strategic Plan IRRF – Indicator 1.5.1.1)Quarterly Project Reports0202050020004000400010,500Data Collection method: Will be measured in terms of number of SMEs created and registered, and number of households that they have serviced with sustainable energy products (a condition of support to enterprises is that such information will be disclosed for project reporting purposes, and will be verified during independent project evaluations).Risks: (1) low interest from communities to form energy-related enterprises; (2) low uptake of clean energy solutions because of a combination of barriers including low sociocultural acceptance, relatively more expensive that alternative options and low levels of after sales services; (3) inability to scale up activities because of lack of access to low cost capital Indicator 23: Number of tourism-related CIGs created (disaggregated by % women in CIGs) Quarterly Project Reports020202 (%70)4 (%70)6 (%70)8 (%70)20 (%70)Data Collection method: Will be measured in terms of number of tourism-CIGs created and registered.Risks: (1) low interest from communities to form tourism CIGs because of poor communications about benefits of project or low perception of viability of tourism industry; (2) poor matching between demand and supply ends of tourism market leads to financially unattractive business plans; (3) CIGs not sustainable over time because of lack of substantive measures to develop transit tourism Output 4.1Monitoring and evaluationIndicator 24: Number of independent project evaluations carried outQuarterly Project Reports2020112Data Collection method: Will be measured in terms of delivery of validated evaluation reports.Risks: (1) Inability to attract high calibre consultants to carry out evaluations; (2) poor level of participation of stakeholders in evaluations Indicator 25: Number of independent financial audits of project carried outQuarterly Project Reports0202011114Data Collection method: Will be measured in terms of delivery of validated audit reports.Risks: (1) Inability to attract high calibre consultants to carry out audits; (2) inadequate accountability during project implementation makes audit trail difficult to be establishedOutput 4.2Lessons learned and SDG ImpactsIndicator 26: Number of (a) frameworks to measure the impacts of project on SDGs, and (b) number of annual city-level SDG reportsQuarterly Project Reports(a) 0(b) 02020(a) 1(b) 1(a) 0(b) 1(a) 0(b) 1(a) 0(b) 1(a) 1(b) 4Data Collection method: Will be measured in terms of delivery of validated frameworks and the reports developed using the frameworks to measure progress on SDGs.Risks: (1) Inability to attract high calibre consultants to develop SDG Impact Framework; (2) poor level of application of SDG Impact Framework to track progress on achievement of SDGsIndicator 27: Number of knowledge products (technical documents, scientific publications, videos, webinars, etc.) on best practices and lessons learned made available to key stakeholders for scaling up (regionally, nationally and internationally)Quarterly Project Reports02020255517Data Collection method: Will be measured in terms of number of knowledge products developed, and number of events organized to disseminate lessons learned. All events will do an inventory of participants through lists of participants and their contact details.Risks: (1) Knowledge products not developed (at least in insufficient numbers) because of delays in implementation arising from a combination of low political buy in and lack of sufficient financingIndicator 28: Number innovative and data-driven solutions shared with the Global South through SSMART (Strategic Plan IRRF – Indicator 1.1.1.2)Quarterly Project Reports; SSMART Portal0202002338Data Collection method: Will be measured in terms of number of solutions shared through the SSMART Portal.Risks: ((1) Knowledge products not developed (at least in insufficient numbers) because of delays in implementation arising from a combination of low political buy in and lack of sufficient financing, resulting in inability to carry out South-South lessons learned sharingOutput 4.3Communication strategyIndicator 29: Number of individuals reached (disaggregated by % women) Quarterly Project Reports0 (0%)20202,000 (50%)5,000 (50%)5,000 (50%)5,000 (50%)17,000 (50%)Data Collection method: Will be measured in terms of number of individuals that participate in outreach activities that will collate gender-disaggregated information on participants, including contact details and feedback evaluations.Risks: (1) Inability to attract high calibre consultants to develop adequate Communication Strategy resulting in poor communication action plan; (2) Communication plans (e.g. messages, languages and media of communication) not adequate to communicate objectives of project to have high community buy in or results in sub-optimal outreach activities Monitoring And EvaluationIn accordance with UNDP’s programming policies and procedures, the project will be monitored through the following monitoring and evaluation plans: Monitoring PlanMonitoring ActivityPurposeFrequencyExpected ActionPartners (if joint)Cost (USD)Track results progressProgress data against the results indicators in the RRF will be collected and analysed to assess the progress of the project in achieving the agreed outputs.Quarterly, or in the frequency required for each indicator.Slower than expected progress will be addressed by project management.SIDA, UNDP19,200Monitor and Manage RiskIdentify specific risks that may threaten achievement of intended results. Identify and monitor risk management actions using a risk log. This includes monitoring measures and plans that may have been required as per UNDP’s Social and Environmental Standards. Audits will be conducted in accordance with UNDP’s audit policy to manage financial risk.QuarterlyRisks are identified by project management and actions are taken to manage risk. The risk log is actively maintained to keep track of identified risks and actions taken.Learn Knowledge, good practices and lessons will be captured regularly, as well as actively sourced from other projects and partners and integrated back into the project.At least annuallyRelevant lessons are captured by the project team and used to inform management decisions.SIDA,UNDP134,990Annual Project Quality AssuranceThe quality of the project will be assessed against UNDP’s quality standards to identify project strengths and weaknesses and to inform management decision making to improve the project.AnnuallyAreas of strength and weakness will be reviewed by project management and used to inform decisions to improve project performance.Review and Make Course CorrectionsInternal review of data and evidence from all monitoring actions to inform decision making.At least annuallyPerformance data, risks, lessons and quality will be discussed by the project board and used to make course corrections.Project ReportA progress report will be presented to the Project Board and key stakeholders, consisting of progress data showing the results achieved against pre-defined annual targets at the output level, the annual project quality rating summary, an updated risk long with mitigation measures, and any evaluation or review reports prepared over the period. Annually, and at the end of the project (final report)10,000(as part of salary of PM)Project Review (Project Board)The project’s governance mechanism (i.e., project board) will hold regular project reviews to assess the performance of the project and review the Multi-Year Work Plan to ensure realistic budgeting over the life of the project. In the project’s final year, the Project Board shall hold an end-of project review to capture lessons learned and discuss opportunities for scaling up and to socialize project results and lessons learned with relevant audiences.Specify frequency (i.e., at least twice per year as per Section VIII)Any quality concerns or slower than expected progress should be discussed by the project board and management actions agreed to address the issues identified. Evaluation Plan Evaluation TitlePartners (if joint)Related Strategic Plan OutputUNDAF/CPD OutcomePlanned Completion DateKey Evaluation StakeholdersCost (USD) and Source of FundingMid-Term EvaluationSIDAOutput 1.1.1, Output 1.1.2, Output 1.2.1, Output 1.2.2, Output 1.4.1, Output 2.3.1, Output 2.4.1, Output 2.5.1Outcome 1, Outcome 2 and Outcome 330 June 2020AACA-FEDB, local communities28,900 (SIDA/UNDP)Terminal EvaluationSIDAOutput 1.1.1, Output 1.1.2, Output 1.2.1, Output 1.2.2, Output 1.4.1, Output 2.3.1, Output 2.4.1, Output 2.5.1Outcome 1, Outcome 2 and Outcome 330 June 2024AACA-FEDB, local communities37,500 (SIDA/UNDP)Multi-Year Work Plan All anticipated programmatic and operational costs to support the project, including development effectiveness and implementation support arrangements, need to be identified, estimated and fully costed in the project budget under the relevant output(s). This includes activities that directly support the project, such as communication, human resources, procurement, finance, audit, policy advisory, quality assurance, reporting, management, etc. All services which are directly related to the project need to be disclosed transparently in the project document.EXPECTED OUTPUTSPLANNED ACTIVITIESPlanned Budget by Year (USD)RESPONSIBLE PARTYPLANNED BUDGETY1Y2Y3Y4Funding SourceBudget DescriptionAmount (USD)Output 1.1: Capacity of concerned offices in the AACA enhancedGender marker: 2Activity 1.1.1 Establish and operationalize Project Management Unit ( rent, salary of staff, equipment) 150,200208,100153,200102,800AACA-FEDBSIDA554,300UNDP60,000Activity 1.1.2: Deliver tailored skill training to enhance human capacities of the AACA30,86020,86010,8605,860AACA-FEDBUnfunded68,440Activity1.1.3: Strengthen the capacity of Addis Ababa Planning and Development Commission and the River Basin and Green Area Development and Administration Agency on the use of the City’s Masterplan to guide the implementation of the Sheger Project52,80049,74034,18021,120AACA-FEDBSIDA157,840Activity 1.1.4: Strengthen the coordination and infrastructure integration capacities of the Addis Ababa Infrastructure Integration, Construction Permit and Control Authority60,00041,2503,7500AACA-FEDBSIDA105,000Activity 1.1.5: Strengthen the human and institutional capacity of AAWSA60,18560,1855,8605,860AACA-FEDBUnfunded132,090Monitoring3,2403,2403,2403,240AACA-FEDBUNDP12,960Sub-Total for Output 1.11,090,630Output 1. 2: Smart Cities Hub designed and operationalGender marker: 2Activity 1.2.1: Study business model to set up Smart Cities Hub28,380AACA-FEDBUnfunded28,380Activity 1.2.2: Establish and operationalize the Smart City Hub that integrates innovative finance lab and accelerator/incubator hub for start-ups104,200158,400AACA-FEDBUNDP200,000Unfunded62,600MONITORING3,2403,2403,2403,240AACA-FEDBUNDPSub-Total for Output 1.23,2403,240135,820161,640AACA-FEDB303,940TOTAL for Component 1360,525386,615346,910300,5201,394,570Output 2 ‘integrated watershed management supporting multi-functional landscapes along Sheger riversides led by an integrated urban plan and design guidelinesOutput 2.1: Sheger Integrated Watershed Development Plan (SIWDP) validated and communicatedGender marker: 1Activity 2.1.1: Recruit high calibre firm to revise and validate the WPP and to develop the SIWDP 6,0001,500AACA-FEDBSIDA7,500Activity 2.1.2: Develop SIWDP and carry outreach89,600AACA-FEDBSIDA89,600Activity 2.1.3: Promote community gardens, institutional green spaces and street tree plantin51,45069,500101,250125,800AACA-FEDBUnfunded348,000Monitoring3,9603,9603,9603,960AACA-FEDBUNDP15,840Sub-Total for Output 2.1151,01074,960105,210129,760460,940Output 2.2: The degraded upper Addis Ababa watershed is managed sustainablyGender marker: 2Activity 2.2.1: Promote sustainable forest management for upper catchment forests of Addis Ababa84,87528,12528,12528,125AACA-FEDBUnfunded169,250Activity 2.2.2: Rehabilitate degraded upper catchment forests of Addis Ababa175,000175,000184,800280,000AACA-FEDBUnfunded814,800Monitoring5,0405,0405,0405,040AACA-FEDBUNDP20,160Sub-Total for Output 2.2264,915208,165217,965313,1651,004,210Output 2.3: Water quality in rivers monitored for adaptive managementGender marker: 2Activity 2.3.1: Monitoring water quality of Sheger rivers125,500120,50018,00018,000AACA-FEDBSIDA282,000Monitoring4,6804,6804,6804,680AACA-FEDBUNDP18,720Sub-Total for Output 2.3130,180125,18022,68022,680300,720Output 2.4: Enhancing the enforcement capacity of waste management agenciesGender marker: 2Activity 2.4.1: Strengthening enforcement at the woreda level with strong line of communication and reporting between all layers of municipal governance20,1504,6003,6800AACA-FEDBSIDA28,430Monitoring2,8802,8802,8802,880AACA-FEDBUNDP11,520Sub-Total for Output 2.423,0307,4806,5602,88039,950Output 2.5. Mapping Sheger Project area and integrating it into the Masterplan of the cityGender marker: 1Activity 2.5.1: Sheger Project area mapping18,150AACA-FEDBSIDA18,150MonitoringSub-Total for Output 2.518,15018,150Total Component 2587,285415,785352,415468,4851,823,970Output 3 ‘human rights-based resettlement and livelihood programs promotedOutput 3.1: Comprehensive Resettlement Action Plan developed for Sheger ProjectGender marker: 2Activity 3.1.1: Apply UNDP’s SESP to the entire Sheger Project159,596AACA-FEDBUnfunded159,596Activity 3.1.2: Develop a set of natural resource valuation tools, which will form an integral part of the implementation procedures of the EIAs/SEAs of the Sheger Project209,00078,50066,500AACA-FEDBUnfunded354,000Activity 3.1.3: Formulate ESMP and RAP for the entire Sheger Project114,320AACA-FEDBUnfunded114,320Monitoring6,0006,0006,0006,000AACA-FEDBUNDP24,000Sub-Total for Output 3.1488,91684,50072,5006,000651,916Output 3.2: Youth (men, women and Persons with Disabilities) Development :Gender marker: 3Activity 3.2.1: Conduct youth development program855,1601,580,0002,190,0002,800,000AACA-FEDBSIDA10,58110,581Unfunded7,400,1607,414,579Activity 3.2.2 Promoting women economic empowerment90,00085,000AACA-FEDBUnfunded175,000Monitoring5,6405,6405,6405,640AACA-FEDBUNDP22,560Sub Total for output 3.2950,8001,670,6402,195,6402,805,6407,622,720Output 3.3: Enabling environment for innovative business modelsGender marker: 2Activity 3.3.1: Establish enabling conditions for pro poor PPP45,44022,720AACA-FEDBUnfunded68,160Activity 3.3.2: Create enabling conditions for Payment for Ecosystem Services (PES) as a means of livelihood generation66,89027,220AACA-FEDBUnfunded94,110Monitoring5,1605,1605,1605,160AACA-FEDBUNDP20,640Sub Total for output 3.350,60072,0505,16055,100182,910Output 3.4: Small and micro enterprises createdGender marker: 2Activity 3.4.1: Promote small and micro green enterprises1,404,1182,780,3783,200,3783,280,278AACA-FEDBSIDA420,734AACA-FEDBAACA-FEDBUnfunded10,244,418Activity 3.4.2: Develop Eco- and Transit tourism871,65017,000AACA-FEDBUnfunded888,650Monitoring7,9207,9207,9207,920AACA-FEDBUNDP31,680Sub Total for output 3.41,412,0383,659,9483,225,2983,288,19811,585,482Total component 32,902,3545,487,1385,498,5986,154,93820,043,028Output 4.1: Monitoring and evaluationGender marker: 2Activity 4.1.1: Mid-term evaluation28,900AACA-FEDBSIDA28,900Activity 4.1.2: Terminal evaluation37,500AACA-FEDBSIDA37,500Activity 4.1.3: Financial audits5,0005,0005,0005,000AACA-FEDBSIDA20,000Monitoring3,7203,7203,7203,720AACA-FEDBUNDP14,880Sub Total for output 4.18,72037,6208,72046,220101,280Output 4.2: Lessons learned and SDG ImpactsGender marker: 2Activity 4.2.1: Develop knowledge management capacities34,25024,18042,28042,280AACA-FEDBSIDA75,000UNDPIn-kind8,000Unfunded59,990Monitoring8,9204,7204,7204,720AACA-FEDBUNDP23,080Sub Total for output 4.243,17028,90047,00047,000166,070Output 4.3: Communication strategyGender marker: 2Activity 4.3.1: Develop and implement communication strategy and action plan42,00030,000AACA-FEDBUnfunded72,000Monitoring4,8004,8004,8004,800AACA-FEDBUNDP19,200Sub Total Output 4.346,80034,8004,8004,80091,200Total Component 498,690101,32060,52098,020358,550SUB-TOTAL COMPONENT3,948,8546,390,8586,258,4437,021,96323,620,118General Management Support (8%)1,848,969Direct Project Cost (3.26%) 770,016TOTAL26,239,104 Governance and Management ArrangementsImplementing Partner: The Implementing Partner for this project is the Addis Ababa City Administration – Financial and Economic Development Bureau. The AACA-FEDB as Implementing Partner is the entity to which the UNDP has entrusted the implementation of UNDP assistance specified in this signed project document along with the assumption of full responsibility and accountability for the effective use of UNDP resources and the delivery of outputs, as set forth in this document.Responsible Parties: The responsible parties are the executive organs (agencies, commissions, offices) of the AACA-FEDB – such as mega projects implementation office, that are involved in project implementation either as direct beneficiaries or through project impacts. All the responsible parties and their roles and responsibilities in the programme are listed in Table 4. Project stakeholders and target groups: The project stakeholders were mapped out during the programme preparatory phase and their contributions, roles and responsibilities in the programme are detailed in Table 4. The project stakeholder and target groups will be engaged in decision making for the project through their integration at different levels of governance in the structure shown in Figure 6.UNDP: UNDP is accountable to all funding partners for the implementation of this project. This includes oversight of project execution to ensure that the project is being carried out in accordance with agreed standards and provisions. UNDP is responsible for delivering GEF project cycle management services comprising project approval and start-up, project supervision and oversight, and project completion and evaluation. UNDP is also responsible for the Project Assurance role of the Project Board/Steering Committee.The project organisation structure is illustrated in Figure 6. Detailed terms of references are provided in Annex 10.The Project Board (also called Project Steering Committee, PSC) is responsible for taking corrective action as needed to ensure the project achieves the desired results. In order to ensure UNDP’s ultimate accountability, Project Board decisions should be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case consensus cannot be reached within the Board, the UNDP Resident Representative (or their designate) will mediate to find consensus and, if this cannot be found, will take the final decision to ensure project implementation is not unduly delayed. The PSC will be chaired by a delegated representative of the AACA - FEDB and will meet at least 2 times per year.4802505264350500286893025196800037071302243455001221105265303000122110526435050040024052843530Technical Working Group Component 300Technical Working Group Component 322879052853055Technical Working Group Component 200Technical Working Group Component 25162552853055Technical Working Group Component 100Technical Working Group Component 14305301605280Project Assurance[UNDP]00Project Assurance[UNDP]40024051891030Administrative Assistant00Administrative Assistant21831301891030Project Manager00Project Manager62103081280Project Organisation Structure00Project Organisation Structure611505103293Project Board (Governance Mechanism)00Project Board (Governance Mechanism)58504719685Ministry of Finance (MoF)00Ministry of Finance (MoF)160528019685Senior Beneficiary[AACA executive organs]00Senior Beneficiary[AACA executive organs]311255819685Executive[AACA-FEDB]00Executive[AACA-FEDB]430170219685Senior Supplier[UNDP, SIDA, KOICA]00Senior Supplier[UNDP, SIDA, KOICA]35060475842000194394611641600Figure 6: Organisational structure.Specific responsibilities of the Project Board include:Provide overall guidance and direction to the project, ensuring it remains within any specified constraints;Address project issues as raised by the project manager;Provide guidance on new project risks, and agree on possible mitigation and management actions to address specific risks; Agree on project manager’s tolerances as required, and provide direction and advice for exceptional situations when the project manager’s tolerances are exceeded;Ensure coordination between various donor and government-funded projects and programmes; Ensure coordination with various government agencies and their participation in project activities; Track and monitor co-financing for this project; Review the project progress, assess performance, and appraise the Annual Work Plan for the following year; Appraise the annual project implementation report, including the quality assessment rating report; Ensure commitment of human resources to support project implementation, arbitrating any issues within the project; Review combined delivery reports prior to certification by the implementing partner;Provide direction and recommendations to ensure that the agreed deliverables are produced satisfactorily according to plans;Address project-level grievances;Approve the project Inception Report, Mid-term Review and Terminal Evaluation reports and corresponding management responses;Review the final project report package during an end-of-project review meeting to discuss lesson learned and opportunities for scaling up.The composition of the Project Board will include the following roles: Project Executive / National Project Director: Represents ownership of the project and chairs the Project Board. The Executive will be the Head of Mega Project Coordination Unit, Mayor’s Office, AACA.Beneficiary Representative(s): Individuals or groups representing the interests of those who will ultimately benefit from the project. Their primary function within the board is to ensure the realization of project results from the perspective of project beneficiaries. Often civil society representative(s) can fulfil this role. The Beneficiary representative (s) will be the executive organs of the AACA-FEDB as detailed in Table 4.Development Partner(s): Individuals or groups representing the interests of the parties concerned that provide funding and/or technical expertise to the project. The Development Partners will be SIDA and KOICA. Other Development Partners will be invited to the PSC on a needs basis, or following confirmation of their provision of funding and/or technical expertise.Project Assurance: UNDP performs the quality assurance role and supports the Project Board and Project Management Unit by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed. The Project Board cannot delegate any of its quality assurance responsibilities to the Project Manager. UNDP provides a three – tier oversight services involving the UNDP Country Offices and UNDP at regional and headquarters levels. Project assurance is totally independent of the Project Management function.Project Manager: The Project Manager (PM) is a fulltime staff position funded by the project and has the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by the Board. The Project Manager is responsible for day-to-day management and decision-making for the project under the oversight of the Project Executive or National Project Director. The Project Manager’s prime responsibility is to ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified constraints of time and cost. The AACA representative participating in the recruitment process should be different from the Implementing Partner’s representative in the Project Board. The PM (and the Sheger Project Team) will be housed at the AACA.Specific responsibilities of the PM include:Provide direction and guidance to project team(s)/ responsible party (ies);Liaise with the Project Board to assure the overall direction and integrity of the project;Identify and obtain any support and advice required for the management, planning and control of the project;Responsible for project administration;Plan the activities of the project and monitor progress against the project results framework and the approved annual workplan;Mobilize personnel, goods and services, training and micro-capital grants to initiative activities, including drafting terms of reference and work specifications, and overseeing all contractors’ work;Monitor events as determined in the project monitoring schedule plan/timetable, and update the plan as required;Manage requests for the provision of financial resources by UNDP, through advance of funds, direct payments or reimbursement using the fund authorization and certificate of expenditures;Monitor financial resources and accounting to ensure the accuracy and reliability of financial reports;Be responsible for preparing and submitting financial reports to UNDP on a quarterly basis;Manage and monitor the project risks initially identified and submit new risks to the project board for consideration and decision on possible actions if required; update the status of these risks by maintaining the project risks log;Capture lessons learned during project implementation; Prepare the annual work plans for the following year; and update the Atlas Project Management module if external access is made available.Ensure the mid-term review process is undertaken as per the UNDP guidance, and submit the final MTR report to the Project Board.Identify follow-on actions and submit them for consideration to the Project Board;Ensure the terminal evaluation process is undertaken as per the UNDP guidance, and submit the final TE report to the Project Board;100. Under the guidance and supervision of the Project Manager, the Administrative Assistant will carry out the following tasks:Assist the Project Manager in day-to-day management and oversight of project activities;Assist the Project Manager in matters related to M&E and knowledge resources management;Assist in the preparation of progress reports;Ensure all project documentation (progress reports, consulting and other technical reports, minutes of meetings, etc.) are properly maintained in hard and electronic copies in an efficient and readily accessible filing system, for when required by PB, TAC, UNDP, project consultants and other PMU staff;Provide PMU-related administrative and logistical assistance.Keep records of project funds and expenditures, and ensure all project-related financial documentation are well maintained and readily available when required by the Project Manager;Review project expenditures and ensure that project funds are used in compliance with the Project Document and Government of Ethiopia financial rules and procedures;Validate and certify FACE forms before submission to UNDP;Provide necessary financial information as and when required for project management decisions;Provide necessary financial information during project audit(s);Review annual budgets and project expenditure reports, and notify the Project Manager if there are any discrepancies or issues;Consolidate financial progress reports submitted by the responsible parties for implementation of project activities;Liaise and follow up with the responsible parties for implementation of project activities in matters related to project funds and financial progress reports.101. Technical assistance will be provided under the first three project components. As shown in Figure 6, a Technical Working Group (TWG) will be instituted for each one of these project components. The TWGs will provide technical advice and inputs relating to project implementation and will be chaired by institutions having the mandate in the specific area of work with support from the PM. The members of the TWG will consist of representatives from Government Ministry, UNDP, other relevant government agencies, research and educational organizations, NGOs/CSOs, private sector companies and other relevant stakeholders to be agreed by the Project Board. Technical experts may be invited in to discuss specific issues. Indicative Terms of Reference are as follows. These will be reviewed by the Project Board during project inception and may be extended as necessary.Review planned activities and ensure that they are technically sound and that, wherever possible, there is integration and synergy between the various project components during planning and implementation;Promote technical coordination between institutions, where such coordination is necessary and where opportunities for synergy and sharing of lessons exist; Provide technical advice and guidance on specific issues concerning illegal and unsustainable wildlife trade;Share information on project progress and lessons learned with related stakeholders at the national level;The TWG or a subset of its members may be requested to undertake specific project-related tasks, such as preparing or reviewing analytical reports, strategies and action plans, etc.;Other tasks as indicated by the Project BoardLegal Context 102. This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance Agreement between the Government of Ethiopia and UNDP, signed on 26 February 1981.? ?All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing Partner.”103. This project will be implemented by the Addis Ababa City Administration (“Implementing Partner”) in accordance with its financial regulations, rules, practices and procedures only to the extent that they do not contravene the principles of the Financial Regulations and Rules of UNDP. Where the financial governance of an Implementing Partner does not provide the required guidance to ensure best value for money, fairness, integrity, transparency, and effective international competition, the financial governance of UNDP shall apply.Risk Management Option a. Government Entity (NIM)Consistent with the Article III of the SBAA [or the Supplemental Provisions to the Project Document], the responsibility for the safety and security of the Implementing Partner and its personnel and property, and of UNDP’s property in the Implementing Partner’s custody, rests with the Implementing Partner. To this end, the Implementing Partner shall:put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;assume all risks and liabilities related to the Implementing Partner’s security, and the full implementation of the security plan.UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of the Implementing Partner’s obligations under this Project Document.The Implementing Partner agrees to undertake all reasonable efforts to ensure that no UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via . The Implementing Partner acknowledges and agrees that UNDP will not tolerate sexual harassment and sexual exploitation and abuse of anyone by the Implementing Partner, and each of its responsible parties, their respective sub-recipients and other entities involved in Project implementation, either as contractors or subcontractors and their personnel, and any individuals performing services for them under the Project Document. (a) In the implementation of the activities under this Project Document, the Implementing Partner, and each of its sub-parties referred to above, shall comply with the standards of conduct set forth in the Secretary General’s Bulletin ST/SGB/2003/13 of 9 October 2003, concerning “Special measures for protection from sexual exploitation and sexual abuse” (“SEA”). (b) Moreover, and without limitation to the application of other regulations, rules, policies and procedures bearing upon the performance of the activities under this Project Document, in the implementation of activities, the Implementing Partner, and each of its sub-parties referred to above, shall not engage in any form of sexual harassment (“SH”). SH is defined as any unwelcome conduct of a sexual nature that might reasonably be expected or be perceived to cause offense or humiliation, when such conduct interferes with work, is made a condition of employment or creates an intimidating, hostile or offensive work environment.a) In the performance of the activities under this Project Document, the Implementing Partner shall (with respect to its own activities), and shall require from its sub-parties referred to in paragraph 4 (with respect to their activities) that they, have minimum standards and procedures in place, or a plan to develop and/or improve such standards and procedures in order to be able to take effective preventive and investigative action. These should include: policies on sexual harassment and sexual exploitation and abuse; policies on whistleblowing/protection against retaliation; and complaints, disciplinary and investigative mechanisms. In line with this, the Implementing Partner will and will require that such sub-parties will take all appropriate measures to:Prevent its employees, agents or any other persons engaged to perform any services under this Project Document, from engaging in SH or SEA;Offer employees and associated personnel training on prevention and response to SH and SEA, where the Implementing Partner and its sub-parties referred to in paragraph 4 have not put in place its own training regarding the prevention of SH and SEA, the Implementing Partner and its sub-parties may use the training material available at UNDP;Report and monitor allegations of SH and SEA of which the Implementing Partner and its sub-parties referred to in paragraph 4 have been informed or have otherwise become aware, and status thereof; Refer victims/survivors of SH and SEA to safe and confidential victim assistance; andPromptly and confidentially record and investigate any allegations credible enough to warrant an investigation of SH or SEA. The Implementing Partner shall advise UNDP of any such allegations received and investigations being conducted by itself or any of its sub-parties referred to in paragraph 4 with respect to their activities under the Project Document, and shall keep UNDP informed during the investigation by it or any of such sub-parties, to the extent that such notification (i) does not jeopardize the conduct of the investigation, including but not limited to the safety or security of persons, and/or (ii) is not in contravention of any laws applicable to it. Following the investigation, the Implementing Partner shall advise UNDP of any actions taken by it or any of the other entities further to the investigation. b) The Implementing Partner shall establish that it has complied with the foregoing, to the satisfaction of UNDP, when requested by UNDP or any party acting on its behalf to provide such confirmation. Failure of the Implementing Partner, and each of its sub-parties referred to in paragraph 4, to comply of the foregoing, as determined by UNDP, shall be considered grounds for suspension or termination of the Project.Social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental Standards () and related Accountability Mechanism ().? ?The Implementing Partner shall: (a) conduct project and programme-related activities in a manner consistent with the UNDP Social and Environmental Standards, (b) implement any management or mitigation plan prepared for the project or programme to comply with such standards, and (c) engage in a constructive and timely manner to address any concerns and complaints raised through the Accountability Mechanism. UNDP will seek to ensure that communities and other project stakeholders are informed of and have access to the Accountability Mechanism. All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any programme or project-related commitments or compliance with the UNDP Social and Environmental Standards. This includes providing access to project sites, relevant personnel, information, and documentation.The Implementing Partner will take appropriate steps to prevent misuse of funds, fraud or corruption, by its officials, consultants, responsible parties, subcontractors and sub-recipients in implementing the project or using UNDP funds. The Implementing Partner will ensure that its financial management, anti-corruption and anti-fraud policies are in place and enforced for all funding received from or through UNDP.The requirements of the following documents, then in force at the time of signature of the Project Document, apply to the Implementing Partner: (a) UNDP Policy on Fraud and other Corrupt Practices and (b) UNDP Office of Audit and Investigations Investigation Guidelines. The Implementing Partner agrees to the requirements of the above documents, which are an integral part of this Project Document and are available online at . In the event that an investigation is required, UNDP has the obligation to conduct investigations relating to any aspect of UNDP projects and programmes in accordance with UNDP’s regulations, rules, policies and procedures. The Implementing Partner shall provide its full cooperation, including making available personnel, relevant documentation, and granting access to the Implementing Partner’s (and its consultants’, responsible parties’, subcontractors’ and sub-recipients’) premises, for such purposes at reasonable times and on reasonable conditions as may be required for the purpose of an investigation. Should there be a limitation in meeting this obligation, UNDP shall consult with the Implementing Partner to find a solution.The signatories to this Project Document will promptly inform one another in case of any incidence of inappropriate use of funds, or credible allegation of fraud or corruption with due confidentiality.Where the Implementing Partner becomes aware that a UNDP project or activity, in whole or in part, is the focus of investigation for alleged fraud/corruption, the Implementing Partner will inform the UNDP Resident Representative/Head of Office, who will promptly inform UNDP’s Office of Audit and Investigations (OAI). The Implementing Partner shall provide regular updates to the head of UNDP in the country and OAI of the status of, and actions relating to, such investigation.Choose one of the three following options:Option 1: UNDP shall be entitled to a refund from the Implementing Partner of any funds provided that have been used inappropriately, including through fraud or corruption, or otherwise paid other than in accordance with the terms and conditions of the Project Document. Such amount may be deducted by UNDP from any payment due to the Implementing Partner under this or any other agreement. Recovery of such amount by UNDP shall not diminish or curtail the Implementing Partner’s obligations under this Project Document.Each contract issued by the Implementing Partner in connection with this Project Document shall include a provision representing that no fees, gratuities, rebates, gifts, commissions or other payments, other than those shown in the proposal, have been given, received, or promised in connection with the selection process or in contract execution, and that the recipient of funds from the Implementing Partner shall cooperate with any and all investigations and post-payment audits.Should UNDP refer to the relevant national authorities for appropriate legal action any alleged wrongdoing relating to the project, the Government will ensure that the relevant national authorities shall actively investigate the same and take appropriate legal action against all individuals found to have participated in the wrongdoing, recover and return any recovered funds to UNDP.The Implementing Partner shall ensure that all of its obligations set forth under this section entitled “Risk Management” are passed on to each responsible party, subcontractor and sub-recipient and that all the clauses under this section entitled “Risk Management Standard Clauses” are included, mutatis mutandis, in all sub-contracts or sub-agreements entered into further to this Project Document.Special Clauses. In case of government cost-sharing through the project, the following clauses should be included:The schedule of payments and UNDP bank account details.The value of the payment, if made in a currency other than United States dollars, shall be determined by applying the United Nations operational rate of exchange in effect on the date of payment. Should there be a change in the United Nations operational rate of exchange prior to the full utilization by the UNDP of the payment, the value of the balance of funds still held at that time will be adjusted accordingly. If, in such a case, a loss in the value of the balance of funds is recorded, UNDP shall inform the Government with a view to determining whether any further financing could be provided by the Government. Should such further financing not be available, the assistance to be provided to the project may be reduced, suspended or terminated by UNDP.The above schedule of payments takes into account the requirement that the payments shall be made in advance of the implementation of planned activities. It may be amended to be consistent with the progress of project delivery. UNDP shall receive and administer the payment in accordance with the regulations, rules and directives of UNDP.All financial accounts and statements shall be expressed in United States dollars.If unforeseen increases in expenditures or commitments are expected or realized (whether owing to inflationary factors, fluctuation in exchange rates or unforeseen contingencies), UNDP shall submit to the government on a timely basis a supplementary estimate showing the further financing that will be necessary. The Government shall use its best endeavours to obtain the additional funds required.If the payments referred above are not received in accordance with the payment schedule, or if the additional financing required in accordance with paragraph [] above is not forthcoming from the Government or other sources, the assistance to be provided to the project under this Agreement may be reduced, suspended or terminated by UNDP.Any interest income attributable to the contribution shall be credited to UNDP Account and shall be utilized in accordance with established UNDP procedures.In accordance with the decisions and directives of UNDP's Executive Board:The contribution shall be charged:8% cost recovery for the provision of general management support (GMS) by UNDP headquarters and country officesDirect cost for implementation support services (ISS) provided by UNDP and/or an executing entity/implementing partner.Ownership of equipment, supplies and other properties financed from the contribution shall vest in UNDP. Matters relating to the transfer of ownership by UNDP shall be determined in accordance with the relevant policies and procedures of UNDP.The contribution shall be subject exclusively to the internal and external auditing procedures provided for in the financial regulations, rules and directives of UNDP.” ANNEXES Baseline AnalysisDateorganizationPeople metMain points discussed31/11/2019UNDPGizachew Sisay, KidanuaAbera, Cleophas O. Torrori(Deputy Resident Representative (programme)The ProDoc should be a framework document to give space for multi-stakeholder platform/engagement (create placeholder); It should adopt a programmatic approach to integrate the Sheger Project within the broader ambit of integrated watershed management nested in sustainable urban planning; The ProDoc should also reflect the views of all UN agenciesVarious studies such as the environmental and social impact studies would be needed to justify the interventions of UNDP based on a sound Theory of Change;For coherence and sustainability, the interests and expectations of the Client should drive the process, albeit noting that the capacity of the Addis Ababa City Administration (AACA) and the Mayor’s Office may not be adequate to articulate a holistic approach to riverside development in the Sheger Project; development partners have their own interests and the process should not be perceived as being driven by donors; UNDP’s coordination of project stakeholders could be key (examples from election); don’t earmark the resources by donor institution, rather put it in the basket to achieve the same agreed goal.The need to discuss with UN Habitat was also discussed briefly since one of the two Child Projects accompanying the ProDoc has been identified as a joint UNDP-UN-Habitat proposal for funding from the Swedish Embassy/SIDA;Other points discussed includes: smart city hubs; job creation; African Clean Cities Platform that is administered by JICA; World Bank programs on Urban Sustainability Framework; M&E tools; would it be possible to energize the riverside given the fact that there are chronic electricity shortages in the City of Addis Ababa; what are the linkages between livelihoods and tourism?, need to capitalize on UNESCO’s strengths in the areas of culture, heritage and tourism; need to visit the Ministry of Culture and Tourism. AfDBVictoria Flattau, Senior Urban Development Officer, African Development BankPhase 1: AfDB will invest in soft tools, such as preparation of development guidelines; the Bank will focus on planning aspect and the masterplan development shall be the main area of engagement—there is a Masterplan from 2012 that needs to be updatedSheger may have total length of 200 km including tributaries (need to cover entire water catchment for sustainability)Proposed: Shared joint schedule to know who is doing what between development partners Creating river associations organized by communities to increase stewardship of riverside ecosystems; experience from Washington DC, USA;AfDB grant funding ~US$60 million for five years 1/11/2019River Basin and Green Area Development and Administration Agency; and Environmental Protection and Green Development Commission (formerly the Environment Protection Authority, EPA)Alem Asefa (Commissioner); Tsion Teshome (Director General of the Agency; Semere Berhanu (Deputy Head of the agency)Under the commission two main institutions are constituted namely, the River Basin and Green Area Development and Administration Agency and the Gullele Botanical Garden; Focus area of EPA are energy, pollution and mining, including awareness creation on renewable technologies such as biogas, improved cookstoves and any others;It was discussed that their main concern is the 44 km because the 12 km is being developed using Chinese Development Aid; the consultants raised the question of how the worked carried out by the CDA will integrate into the overall riverside development plan; no clear answer was provided except that the CDA will adopt international best practices and standards during implementation; the consultants asked for the CDA project concept to be shared in order to ensure coherence with the rest of the Sheger Project development;They have requested for support to conduct Environmental and Social Impact Assessment and Resettlement Action Plan. However, the EIA study conducted by Addis Ababa University was mentioned; Master plan: The need to have comprehensive Masterplan for the whole of Sheger Project was discussed. Both the Commissioner and DG agreed in principle but could not confirm if the government would wait until the Masterplan is developed or that it would allow interested investors/donors to proceed with their ideas, like the CDA; The presence of a Sheger Concept Design was mentioned, albeit there was no riverside development Masterplan; It could not be ascertained whether a design guideline existed for the 12 km river stretch developed by the CDA; 1/11/2019 UNEPMargaret M. Oduk; Programme CoordinatorThere was a need for UN agencies to ‘Deliver as One’. UNEP is in a position to provide the necessary input to a Concept Note and ProDoc from the environmental perspective. It could be on pollution, setting up air quality monitoring, habitat restoration, water and land pollution etc..;UNEP highlighted that it was important to carry out a Strategic Environmental Assessment of the Sheger project in order to evaluate the environment impacts in the future (i.e. 10, 20, & 30 years after implementation) in order to guide the policy makers. Use of toolkit developed by UNEP was recommended;Habitat restoration using indigenous tree species is a priority – i.e. the right tree in the right place;Capacity development in water and air quality monitoring is highly needed for ongoing monitoring and evaluation, and for taking corrective actions;The Sheger Project should be implemented within the broader ambit of benchmarking the City of Addis Ababa as a sustainable city, and to be ISO compliant where applicable; Regarding the Sheger Project, the UN agencies and the Government of Ethiopia have been in discussions for the past six months, but without any concrete ideas so far; one of the key weaknesses is the lack of leadership and clear directives from the AACA and Mayor’s Office;There are gaps in the disposal of chemical pollutants that need to be addressed as an integral part of riverside ecosystem restoration / regeneration;It was suggested to conduct meeting with relevant Federal Ministries and Commissions in addition to the mandated Addis Ababa City Administration sector offices in order to ensure that there is ownership of the Project DocumentUNDP requested to play its coordinating role, and to ensure that the comparative advantages of UN agencies are integrated into the ProDoc; 1/11/2019UNIDOIvan Lawrence White, International Project Coordinator Agro-Industries Technology DivisionUNIDO has pledged USD 1million for the Sheger Project, and this be used as co-financing for USD 5 million investments planned by the Italian Agency for Development Cooperation (IADC); UNIDO will work on 3 outputs, namely: (1) providing technical assistance for the water treatment plant (covering both storm water and wastewater); (2) gender-differentiated income generating activities for local communities through the setting up of cooperatives for waste collection and recycling; and (3) household level livelihood generation (e.g. feasibility study for renewable energy solutions);UNIDO proposed that the current platform coordinated by the UNDP should be enlarged to also include development partners;Mr White proposed to share UNIDO’s concept note with UNDP;2 and 3 November 2019Field visits along the Kebena and Ketchene Rivers with guidance from Mr Menilik Getaneh, River Basin and Green Areas Development and Administration AgencySweden Embassy was waiting for a jointly-prepared Concept Note (CN) from UN-Habitat and UNDP. However, UN-Habitat submitted a CN in August 2019 that elaborated only UN-Habitat executed activities. The CN was not to a high standard;The support from the Embassy (SEK 30 million) will be dedicated to implementing soft components of the Sheger Project, which is mostly ignored by other donors;UNDP is expected to manage the coordination to connect the soft and hard part of the project. Sweden wants to see UNDP involved in the following areas:Broader watershed management as opposed to just the riversides Managing institutional complexity Relocation of communities based on international standards (Rights-based approach)Sweden will support a joint CN covering four areas of interests:Institutional capacity building and coordination - does the government have the institutional capacity to manage such a complex project?Planning and designing process - how are these integrated or aligned with the existing AA City Masterplan? Is the AA City Masterplan sustainable in the first place?No involvement that touches/affect human right issuesProject management - PMO office; Mayor’s office etc …Timeline: Sweden should have full proposal ready by the end of December 2019; the joint CN should be finalized and submitted by 15 November 2019; if the project is approved, disbursements are expected to take place towards the end of Q1 2020;5/11/2019Italian Embassy-Italian Agency for Development Cooperation (IADC)Thomas Tamanini, Coordinator (Wash, Energy and Environment) and Andrea Bozzetto, Programme Officer (Wash, Energy and Environment)In response to the status of the PMU, the consultants shared that UNDP had allocated 1.5 million USD for recruiting staff and to pay salaries;Counterpart institution for the Italian Development Cooperation is the River Basin and Green Area Development Agency. The Italian raised two area of concernsWatershed Management -they have emphasized the need for broader environmental policy at the country level to bringBehavioral change, andLaws, legislation to manage solid waste and related pollutions in a sustainable mannerThe Italian development cooperation is currently supporting water scheme development for Metahara town. The idea is to abstract water from Awash river but the river is heavily polluted already.The other concern is sustainability: involvement of communities living around the river should understand that the investment made is theirs and they should protect it. Operation and maintenance costs should be carefully estimated and incorporated in project funding allocations (most sustainably through fee recovery mechanisms). The IADC financial support is 5 million USD (this funding has been available since 2016); the project concept is quite advanced; the technical agreement with the Government of Ethiopia was expected to be signed in the week starting 11 November 2019; the project will cover a 5.6km stretch of the Kebena River from its source down to the German bridge; physical work will be carried out on 3.5 km;Infrastructures include: collection of waste & rain water; green areas comprising walk ways, cycling lanes etc..; public amenities such as toilets, clothes lavatories on 500 m interval (exact spacing to be decided);To speed up the process the donor and the government agreed to conduct two simultaneous procurements: a) project design and construction and b) project review and work supervision;Addis Ababa City Administration will receive seed money to work on mobilizing additional financial resources; An Italian NGO will spend some 200,000 EUR to work support community-based public space management (activities may include awareness, improving/enhancing sense of ownership, setting up value chain for waste management and income generation – emphasis on plastic bottle because value chain of plastic is already well developed; IADC has piloted a successful Business Model for value creation from plastic bottles in the city of Hawassa that will be replicated in Addis Ababa);Three kebeles stretching along the river will be targeted; Mode of operationIADC will assign a Project Manager (PM) as from January 2020 to carry out overall coordination of project implementation; the PM will be housed at the AACA and at the Italian Embassy). The main activities will be, but not limited to, linkages with other Sheger initiatives, institutional coordination such as with the AACA, Government, NGOs and UNDP; Strengthen interaction between AA City and cities in Italy and other countries; Polytechnic of Milan; Tulane University in USACollaboration with UNIDO focusing on water treatment plantFAO: school gardening and urban agriculturePopulation in upper Kebena is about 38,992 persons (although the validity of this number is questionable). There will not be any resettlement. People should be integrated. It should be accepted and owned by the people;The fund has to be spent within two years, of which 98% should be spent within the first year;The need for giving space for private sector and civil society is key. PPP could assist in raising financial resources, for example. Leadership turnover at the River Basin and Green Area Development Agency was discussed as a barrier. High turnover erodes institutional memories, which negatively impacts the implementation of projects and government programmes; Tulane University already did connectivity and mobility design from Airport up to the Unity Park;5/11/2019UNFAOAlberto Giani, International Expert, FAO Ethiopia Livestock Resilience StrategyPM Abiy met different UN agencies and met also with Dr. Fatima (Director General, FAO). During the meeting they agreed that FAO will explore which support could be provided. Accordingly, FAO intended to bring the concept of ‘City-Region Food System’ (a concept which is broader than Urban Agriculture); An area close to the German Embassy has been selected for a FAO project pilot (USD 300,000-400,000), and this decision has been communicated the Environmental Protection Commission. Nevertheless, there are several barriers:Project stalled because there is no clear reference person at AACA, The needs of the municipality are not well articulated. FAO had established contact with Fetiha Mohammed, Commissioner for Urban Agriculture, but there has been no communications over the past several weeks despite many attempts by FAO FAO pointed out that there had previously been a focal person in the name of Meskerem who was very knowledgeable, but who is no longer at the PMO. Her departure has left a vacuum in coordination between the PMO and the Mayor’s Office; Other issues discussed:Urban agriculture innovation hub (e.g. City of Toronto): incubators for attracting young entrepreneurs through creating space and providing startups. The innovation hub provides the space for: (i) sharing ideas; (ii) connecting people; (iii)research and development; (iv) improving business development skillsThere were two private sector led business incubators in Addis Ababa: Blue moon and Ice AddisThe Zoma Museum in Mekannisa is a great example of urban agriculture that is also used for pedagogical purposes5/11/2019UN-HabitatAklilu Fikresilassie, Program ManagerUN-Habitat assigned one person at Mayor’s Office to support the administration in addition to the Sheger Project;UN-Habitat met with Sweden Embassy (Elmi and Anika) in August 2019. Swedish support for 2nd project for UN-Habitat was approved. Nevertheless, it was suggested that, since the Swedish Government was funding both UN-Habitat and UNDP activities, there was a case for UN-Habitat and UNDP to submit a joint Concept Note regarding the Sheger Project. Aligning some of activities in the program and UNDP forestry project with the Sheger project discussed with the Embassy. UN-Habitat submitted a Concept Note to the Swedish Embassy in August 2019, but without coordination with UNDP;The CN has four components:Technical support to urban planning to AACA (in the form of technical and institutional capacity building and capacity for city leaders) City resilience action planning tool developed and piloted for Arada sub-city that covers part of the Sheger ProjectHuman rights resettlement approach (new component)Sustainability of the project - to develop guideline and strategy on how to make Sheger Project sustainable (Public space guideline). UN Habitat made an assessment on public space and would like to build on thisDesign guideline is under preparation. 95% of waste goes to river system. Only 5% of all waste is treated;It was decided that a technical work session between UNDP and UN-Habitat consultants be organized in order to find a way forward in finalizing a joint UN-Habitat and UNDP CN for the Swedish Embassy;Dr Nikos Karadimitriou, and Prof Fantu Cheru (on 6/11/2019 afternoon)It is noted that the technical work session started without parties having a copy of each other’s concept notes. UNDP consultants shared a hard copy of the KOICA project proposal for enabling discussions on the way forward; The discussions covered two topics, namely: (1) total budget of proposal; and (2) identifying UNDP’s interests/comparative advantage that would be added to the existing UN-Habitat concept note;Budget: It was noted that the UN-Habitat concept note had a total budget of USD3.6 million, of which ~USD3 million was being requested as grant funding. Assuming that USD3.5 million was available from the Swedish Government, then only ~USD0.5 million was available for UNDP components. Since this would not suffice, a decision was made for UN-Habitat and UNDP to reach out to the Swedish Embassy to discuss the possibility of increasing the budget; UNDP contributions: It was agreed that outputs 1 and 4, and possibly output 2 from the KOICA CN could be integrated in the joint UN-Habitat-UNDP CNOther issues discussed:use of UNDP template because it is known by the Ministry of Financeurbanization / migration in the watershed – how to deal with it to resolve the concern towards sustainabilitytransboundary issue - the water flows outside of Addis Ababaconsequence of engaging Chinese Site into UN agencies effortThe deadline of 15 November 2019 for finalizing the joint CN may not be realistic given the bilateral discussions that needed to take place between the Swedish Embassy, UN-Habitat and UNDP5/11/2019UNECATidjan, Mr. Antonio Baio, Project Manager UNECA and the AACA agreed to develop 3000m2 parking lot area along the river next to the UN Compound as part of the renovation of Old African Hall into a Visitor’s Centre (can become an iconic venue along the riverside). UNECA will sign an MOU with AA City Planning Commission regarding the implementation of the project. Originally, the area was dedicated for green area, but UNECA got waiver to develop parking lots (32) for visitors that will be ‘public’ space; 30% of the developed area will be green; although the UNECA development is not strictly part of the Sheger Project, its proximity to the riverside implies that it can be considered as contributing to the Sheger Project;The cost of the project is ~750,000 USD;UNECA may assist in the review of studies relevant to job creation and economic development;5/11/2019UNESCOMaprea, Mushabe Norman (Science Specialist) and Kassahun Abate (Project Coordinator, Culture)UNESCO operated in five areas (Education, Natural Science, Culture, Human Science, and Communication and Information)Two project support concepts are developed to support the Sheger Project Culture (~USD500k)Science (~USD400k)CultureHandicraft workers along the rivers is common, and the Sheger Project can be disruptive to themArcheological heritages might be available and should be protected; UNESCO and the government agreed to conduct rapid assessment on existing archeological sites by involving the Addis Ababa University (pre-rescue archaeological studies, EIAB and Geology Departments)SME development in communitiesScience Testing flood-prone areas to secure human settlementsTesting water pollution using state-of-the-art Category 2 Eco-hydrology Centre operated under the aegis of the Ministry of Water, Irrigation and Energy (MoWIE); the laboratory is situated in the Abhiy Bassin Development Office, Bahirday) is well equipped but lacks human capacity for optimum operation Education / outreach to local communities (UNESCO Green Academy Project is being implemented in 2 schools in Addis Ababa, including Bole Preparation School)Tree planting / rehabilitation of Riparian areas using phyto-remediation and ecological restoration approaches and principles6/11/2019AA City Planning CommissionChalchisa Debel Huluka-Director General for Spatial Plan Preparation DirectorThe Planning Commission drafted tender to outsource development of detail plan for Sheger Project from Meteleya in the north down to Peacock Park covering an area of 420 ha (11.25 km along the river and 1-2 km adjacent to the buffer); the plan will have sewerage system, pedestrian walkway, drainage, etc ..;The budget will be covered by AACA and is expected to cost ~USD1million, and will be completed between 4 and 6 months using local expertise;It is not expected that there will be community relocation along that stretch of the Sheger Project;The commission is new (~2 years) and it requires to strengthen the capacity of staff that have a lack of exposure (e.g. study tours to visit and learn from international best practice, but the risk of staff turnover is high);The Planning Commission is in dire needs of logistical support in the form of vehicles, surveying instruments, high performance computers, and transport planners;The DG will continue internal discussions with the Planning Commissioner to discuss support needed on the Sheger Project, and Sisay will follow up; also, the map of the 420 ha of riverside area that is target of the above study can be made available within 2 weeks (once finalized and tender launched);6/11/2019Ministry of Culture and Tourism Ato Hundie, Advisor to the State Minister of the Ministry of Culture and Tourism Addis Ababa City Bureau of Culture and Tourism needs to provide the necessary information regarding the integration of tourism in the Sheger Project;The Sheger Project will be an important project to attract transit (stop-over) tourists that number around 10 million per year, and with a transit lasting between 6 and 10 hours. Increasing the number of tourists (currently ~1 million / year) in the country is a main objective of government. Accordingly, the government developed the Sustainable Tourism Development Master Plan 2015-2025; the regional Bureaus of Culture and Tourism are expected to develop region- or city-level plans in line with this Master Plan;Ethiopian Tourism Board (under PMO) is mandated to promote and market Ethiopia overseas, and to develop existing and new destinations;6/11/2019Resilient AddisGirmaye Teshome (Environment Specialist) and ShewaThe office was established one year ago after the country joined the 100 Resilient Cities network in 2015; The 5-year AA City Resilience Strategy has been developed and is being vetted by the 100 RC coordination team in London; the Strategy adopts the Cities Resilience Framework that covers 4 dimensions, namely: environment and infrastructure; economy and society; leadership and strategy, and health and wellbeing; the budget is yet to be completed; The Strategy has 44 main sections and 102 projects, some of which are aligned with the Sheger Project (although the Strategy was not developed with the Sheger Project in mind);The strategy has consulted the existing structural plan; Action inventory (mapping) was conducted, and can be shared after discussions with the Chief Resilience Officer (CRO);Once the Strategy is approved, and budget completed, fund mobilization will begin; the Resilient Addis team will support mandated sectors to implement their respective projects (Strategy was developed in close coordination with main sectoral stakeholders);6/11/2019MoUDC Alemenew Getu and Birhanu SisayEthiopia is part of the JICA Africa Clean City Platform; both the country MoUDC) and the AA City (AA Solid Waste Management Agency) are members of the Platform; the ACCP deals exclusively in waste management;The Platform was established in Maputo in 2017 for capacity building and experience sharing on Solid Waste Management;The ACCP has a work plan (that will be shared by the MoUDC) 7/11/2019UNDP COGizachew Sisay, KidanuaAbera, Cleophas O. TorroriThe consultants debriefed the UNDP CO participants and finally agreedShare information within the UN Agencies for better coordinationClarify with UN-Habitat and Sweden regarding the joint CN developmentRequest for more days for the CN development as November 15 is not feasibleFinalize the ProDoc (end of first week of December) and two child projects before the end of this year.7/11/2019ZOMA Museum Benedetta (Manager)Zoma Museum is established on 1.6 ha; the land was previously a waste dumping site; there were very few houses in the area (mud houses); the people who were there are still in the compound and they are provided with jobs; the mud houses have been renovated; additionally, the houses are decorated with artistic makeups; the land was leased in 2015 from government, and the museum was opened in March 2019.Employment opportunity 50-60 people are permanently employed, and ~100-150 laborers are employed on a daily basis;The museum has a private kindergarten where local communities send their children to the school. The Museum has a license to teach up to 4th grade; the museum offers scholarship to 4-5 kids;Children are exposed to farming and growing vegetables, and livestock rearing;Within the compound there are various food crops and nature space for recreational; moreover, traditional herbal medicines and spices are available; there are well-designed walkways and low-cost wooden brides; most of the plants, especially shrubs and trees are indigenousMuseum was built using private investments; it was not possible to get an estimate of the investment costs; There are about 1,500 visitors per month; adults pay 100 Ethiopian Birr and children enjoy the museum for free; The experience of Zoma is scaled up at UNITY Park;Two cofounders are artists and they would like to show people traditional architecture; the idea of establishing the museum was born in 2002; the two artists wanted to work with the Government, but this did not materialize; A similar museum exists in Harar. Additionally Frankfurt Zoological Society invited the owners to establish a visitor center at Bale Mountains National Park; In the future: the museum has a plan to generate profit to invest on more “cultural production” and artistic events. The existing income barely covers the running costs;Water scarcity is a challenge; Theory of Change Diagram74752202807970Support received at all levels (federal, city, sub-city, woreda)Public, private sector and MSE engagement in livelihood opportunitiesReliable and accurate data is availableManageable levels of staff turnover in AACAAdequate participation of Project Affected People Resistance to change overcome by creating win-win solutions and communicationInformation and training needs of market actors adequately metCurrent and future impacts of climate change are considered00Support received at all levels (federal, city, sub-city, woreda)Public, private sector and MSE engagement in livelihood opportunitiesReliable and accurate data is availableManageable levels of staff turnover in AACAAdequate participation of Project Affected People Resistance to change overcome by creating win-win solutions and communicationInformation and training needs of market actors adequately metCurrent and future impacts of climate change are considered327667116461871223010-148590Technical assistance, enabling framework and knowledge management make investments in mixed functional land use in watershed more attractive for multiple stakeholders (e.g. city administration, local communities, private sector, MSEs, development partners)00Technical assistance, enabling framework and knowledge management make investments in mixed functional land use in watershed more attractive for multiple stakeholders (e.g. city administration, local communities, private sector, MSEs, development partners)7089140-433705Public-private partnerships set up to ensure win-win situations for all market actors, including adequate maintenance of public infrastructuresAwareness is created among supply chain actors to enable them fulfil their roles and responsibilitiesProof of concepts and enabling environment triggers private investmentsTransboundary migration is adequately managed00Public-private partnerships set up to ensure win-win situations for all market actors, including adequate maintenance of public infrastructuresAwareness is created among supply chain actors to enable them fulfil their roles and responsibilitiesProof of concepts and enabling environment triggers private investmentsTransboundary migration is adequately managed71132701169670Project trained resources are retained and operational in the implementing partner institutionsEconomic environment is conducive for investments in the countryInnovative business solutions and value chains are appropriate for AAIncreasing burden on AACA to deliver improved municipal services and for City of Addis Ababa to be central to country’s development are drivers of changeAppropriate and adequate multi-stakeholder engagement processes adopted00Project trained resources are retained and operational in the implementing partner institutionsEconomic environment is conducive for investments in the countryInnovative business solutions and value chains are appropriate for AAIncreasing burden on AACA to deliver improved municipal services and for City of Addis Ababa to be central to country’s development are drivers of changeAppropriate and adequate multi-stakeholder engagement processes adopted1021278694113INTERNAL DRIVERSIncreased AACA capacity for using urban planning and watershed management at all levelsContext-specific technologies and business models demonstratedLocal communities fully integrated in process to develop watershedSuccessful coordination of all stakeholdersEnabling environment in place00INTERNAL DRIVERSIncreased AACA capacity for using urban planning and watershed management at all levelsContext-specific technologies and business models demonstratedLocal communities fully integrated in process to develop watershedSuccessful coordination of all stakeholdersEnabling environment in place-6457955018875003402281359228600182880035921950012287252410460INTEGRATED URBAN PLANNING AND WATERSHED MANAGEMENTCapacities of AACA strengthened at strategic and operational levels.Knowledge management and dissemination of lessons learned.Integrated watershed management for multi-functional landscapes using integrated urban planning and design guidelines.0INTEGRATED URBAN PLANNING AND WATERSHED MANAGEMENTCapacities of AACA strengthened at strategic and operational levels.Knowledge management and dissemination of lessons learned.Integrated watershed management for multi-functional landscapes using integrated urban planning and design guidelines.48933102665596Human rights-based resettlement and livelihoods opportunities.Human rights-based resettlement and livelihoods opportunities.9855201644238EXTERNAL DRIVERSIncreasing demand for better municipal servicesIncongruence between baseline situation and development VisionOpportunities for urban development around riversidesHigh levels of political support00EXTERNAL DRIVERSIncreasing demand for better municipal servicesIncongruence between baseline situation and development VisionOpportunities for urban development around riversidesHigh levels of political support2873829-629392Resilient watershed ecosystems and sustainable development benefits accruing to local communities through sustainable use of riversides and upper catchment00Resilient watershed ecosystems and sustainable development benefits accruing to local communities through sustainable use of riversides and upper catchment2782532388961Rationalized use of upper catchment and riversides reduces pressures on river ecosystems, and offers new opportunities for sustainable urban development00Rationalized use of upper catchment and riversides reduces pressures on river ecosystems, and offers new opportunities for sustainable urban development4895850-3810000-2667004414520Outputs0Outputs-5530853179445Continued political commitment to rejuvenating of ShegerHigh levels of buy-in and ownership at all levels; Strong coordination of stakeholders (horizontally and vertically); New value chains and business models attract private sector operators and and MSEs in multi-functional landscape development Strong development partner support00Continued political commitment to rejuvenating of ShegerHigh levels of buy-in and ownership at all levels; Strong coordination of stakeholders (horizontally and vertically); New value chains and business models attract private sector operators and and MSEs in multi-functional landscape development Strong development partner support-219710387020Intermediate States0Intermediate States-207010-544957Long-term Impact0Long-term Impact12287253912540OUTPUTS (discussed in details in Section III) serve to reduce or eliminate BARRIERS (Section I)00OUTPUTS (discussed in details in Section III) serve to reduce or eliminate BARRIERS (Section I)-3321052491740Project Outcomes00Project Outcomes-2082301317279Long-term Outcomes 0Long-term Outcomes 489585080708500516064524568150067075052456815004867275834390002848610151130Urban planning and integrated watershed management as means of sustainable city developmentEnhanced institutional and human capacityAppropriate technologies & knowledge transferMulti-stakeholder engagement & coordinationSustainable livelihoods for local communities0Urban planning and integrated watershed management as means of sustainable city developmentEnhanced institutional and human capacityAppropriate technologies & knowledge transferMulti-stakeholder engagement & coordinationSustainable livelihoods for local communities Proposed Structure of the AACA Project Management UnitIntroductionThe structure of the PMU has been designed to both deliver the ambitious $1bn Sheger Project and become a vehicle for the ongoing delivery of green urban development projects in Addis Ababa in line with the ambitions of the Prime Minister and City Mayor.The underlying principles of the recommended design of the PMU are:Using the very best talent from within the City Administration, complemented by new recruits to either fill specific roles or backfill expert time spent on the project;A flatter structure with a Project Board constituted from a variety of representatives of the community, contractors, international donors and IFI’s and Central Government;Devolved responsibility (within limits and change management procedures)A direct relationship between the PMO, Mayor and Project Manager via the Project Board; andA lean structure that allows the flexible allocation of resources depending on project demands, whilst remaining simple in form and function. There is a recognition that not all of the skills and capacity can be held in-house within the City Administration and in some areas, these will be accessed on an ‘on-call’ basis, for example Procurement and Internal Audit. There are existing structures in place, such as the direct relationship Un-Habitat have with the Mayor in terms of policy development and technical support. These are not to be replaced by the PMU structure, which should be considered complementary and focussed on project delivery.The reporting relationships within the PMU are associated with the project as opposed to the internal structures of the City Administration. The direct everyday reporting arrangements regarding transactional HR, supervision and welfare are not described in this structure. In terms of the project governance out of necessity the project manager needs to have a direct relationship to the Mayor, as project sponsor.The structure takes advantage of existing services provided by the Ethiopian Government, particularly in terms of the Public Procurement Service that has a fully functioning platform for advertising opportunities and receiving bids. This has the advantage of keeping this function at arm’s length from the City anisational structureThe organogram shows the reporting and governance relationships within the PMU whilst also recognising the role of external bodies, acting in an advisory capacity. The sovereignty of decision making lies with the Mayor’s Office, under the sponsorship of the Prime Minister’s Office. Dotted lines represent potential ‘feedback’ loops where the activities of the PMU, community engagement and institutional learning can be used to inform policy development. Roles and ResponsibilitiesPrime Minister’s Office (PMO) The PMO will operate as the Project Sponsor setting the high-level vision for the project and subsequent activities of the PMU. Representing Central Government, the PMO, advised by the Ten Ministries Steering Group that meets weekly, has instigated the project and set the timescale for delivery alongside the strategic objectives.The Ten Ministries Steering GroupThis group that meets weekly and chaired by the PMO will provide an advisory function relating to the business of Central Government including regulation and permitting, cross-cutting issues and national programmes.Project BoardThe Project Board will provide direction and management for the project. The Project Board will be the overall authority for the project and is accountable for its success or failure. Members must have sufficient authority to carry out their responsibilities effectively.The collective responsibilities of the Project Board members include:Accepting and demonstrating ownership for the projectWorking as a team to provide collective and unified directionEffective delegation with appropriate project tolerances and exception management processesFacilitating cross functional working ensuring that the project structure is recognised and respected by line managementCommitting all of the resources required to successfully complete the projectEffective decision-making including risk, issue and change managementProject assurance and quality controlEnsuring timely and effective communication within the project and with external stakeholdersEnsuring that the project deliverables are reliable, sustainable and can be maintained efficientlyIt is anticipated that the Project Board will meet fortnightly, be Chaired by the head or deputy of Finance and Economic Development Bureau of the Addis Ababa City Administration and will be a resource providing guidance and a decision-making forum. The project board will also meet periodically with development partners supporting the project. Within the Project Board there are a number of specific roles:The bureau head, the Chair of the Project Board will act as the Senior Responsible Officer or Project Executive. This role includes:Providing direction and guidance for strategies and initiatives to the Project Manager as directed by the BoardWorking with the Project Manager to develop the Project BriefChecking that business benefits are identified and being achievedMaking go/no-go decisionsEvaluating the project's success upon completionNegotiating funding for the projectEnsuring effective project plans are producedReviewing and approving changes to plans, priorities, deliverables, schedule and moreIdentifying, and appointing project board members (when required) and ensuring they are trained to carry out their role effectivelyGaining agreement among stakeholders when differences of opinion occurAssisting the project when required (especially in an out-of-control situation) by exerting organisational authority and the ability to influenceHelping to resolve inter-project boundary issuesHelping the Project Manager in conflict resolutionAdvising the Project Manager of protocols, political issues, and potential sensitivitiesMaking the project visible within the organisationEncouraging stakeholder involvement, building and maintaining their ongoing commitment through effective communication strategiesBeing the main risk taker and managerThe Community Representatives including youth , women and elders will be recruited as a result of the Community Engagement and Communications activities of the PMU and should be in position as soon as possible. This role will fulfil the role of Senior User within the project, representing the views of the local communities affected by the project.The Private Sector Representative will be selected from the business community to represent the interests of the contractors directly engaged within the project and the businesses that have been affected or established as a result of the Sheger Project.The Independent Technical Expert will advise the Project Board on best international practice, design quality, the integration and phasing of the project and where decisions with a technical implication have to be taken.Other roles within the Board include representation from the internal departments of the City Administration charged with delivering the project, the Environmental Protection Agency and the River Basins and Green Areas Development and Administration Agency. Alongside these roles there will be representation from Central Government via a representative of the PMO.The role of the UNDP and other development partners within the Project Board will be to represent the wider partnership, currently in the process of being established, acting as integrator. The Partnership, building on existing linkages and common priorities is explored further in Annex V under Partnership working.Design Review PanelConvened by UN Habitat the Design Review Panel and associated functions around policy development, pipeline projects, quality assurance and technical support will provide direct advice to the Project Board, informing decisions, sigh-off and ensuring that the design quality of the project is consistent and maintained throughout the life of the project. The Design Review Panel will not sanction or permit development, this is the role of the City Administration, it will however provide a forum for discussion and the sharing of best practice. Members of the Design Review Panel will be recruited from Un Habitat, Central Government, the Private Sector, Professional Institutes, Bilateral Cooperation Agencies and IFI’s. For more information regarding the role of design review panels this is an example from London.Public Procurement AgencyGiven the complexity and scale of the project it is anticipated that the City Administration will not have the skills and capacity to manage the procurement of the project. It is proposed to utilise the Public Procurement Agency to fulfil this role, commissioned by the Project Manager.Project SupportDay to day transactional HR Management and Corporate administration functions will be provided from the finance and economic development bureau of the City Administration. This is not a specific post within the PMU but will draw on existing resources and operate within the City Administration systems and procedures.Specific Job RolesThe following job roles are to be recruited to establish the PMU. In line with the City Administration’s wishes where talent exists within the organisation these resources will be applied to the project and the role backfilled. Additionally, when recruiting, should new talent be discovered this could equally be assigned to the PMU. Project ManagerThe Project Manager runs the project from day to day on behalf of the Project Sponsor. The Project Manager ensures that the project deliverables are of the required quality, i.e. are capable of delivering the benefits defined in the business case and produced within the agreed time and cost.The responsibilities of the Project Manager include:Directing the project teamManaging the project planMaintaining the risk register, issue and change control logsReporting on progress to the Project Sponsor and other stakeholdersThis key role requires a highly skilled individual with a high degree of initiative and awareness. With a technical background, the Project Manager will be the key person in the delivery of the project which is large in scale and ambition.SCOPE OF WORK AND RESPONSIBILTIESManage and deliver multiple work streams for project to agreed scope, timings, budget and quality of projectWork with internal teams to help define project scope, resource requirementsAct as hub of communication for projects, in regular contact with key stakeholders, as well as internal and external partners engaged in delivering productDevelop and build detailed project plans for all stages of project- documenting and distributing timelines to project team and keeping project on track to ensure on time deliverableLeverages knowledge and understanding of graphic design, creative and production to facilitate effective communication between client and departmental teams.Develop and present project updates for communications purposesParticipate in strategy sessions and translate high-level insights into actionable steps that help advance green urban development in Addis Ababa.The day to day management of the Project AssistantAcademic and Professional QualificationsMaster’s degree in Architecture or Urban Planning.Project Management QualificationChartered Professional StatusSkills and ExperienceA minimum of ten years of practical experience in managing large scale projects, required.Experience in managing funds and programmes or international organization funds/programmes, required.Proficiency in developing project schedules using MS Office 365, MS Project or similar programmes, Excel and PowerPoint is requiredExcellent written and oral communications skill strong attention to detail and focus on task completionAbility to multi-task changing priorities and projectsDemonstrated creative problem-solving abilitiesAbility to interface easily with cross functional groups (production, design, etc.)Ability to create and present executive ready presentations in Power PointStrong understanding of technical workings of websites and social media platformExperience with social mediaWell organized, detail-oriented, team playerClear written and verbal communication skillsSelf-starter with ability to work independentlyProject AssistantReporting directly to the Project Manager the Project Assistant provides day to day support in terms of secretariat for the project, assistance in project planning, a single point of contact for enquires and requests and maintaining the efficient functioning of the PMU. An ideal role for an early career professional it is essential that this person has a technical background, balanced with strong administrative skills.SCOPE OF WORK AND RESPONSIBILTIESSupport the Project Manager in meetings and liaise with internal resourcesProvide support in terms of project planning, budgetary and M&E Provide a single point of contact for the Project and PMUDeputise for the Project Manager in their absenceMaintain accurate records and meeting minutesUpdate and manage logs and recordsAcademic and Professional QualificationsDegree in an Environmental Management Subject, Urban Planning, Architecture or EngineeringProject Management Qualification and advantageSkills and ExperienceA minimum of seven years of practical and professional experience Experience in project planning and developmentProficiency in developing project schedules using MS Office 365, MS Project or similar programmes, Excel and PowerPoint is requiredExcellent written and oral communications skill strong attention to detail and focus on task completionWell organized, detail-oriented, team playerClear written and verbal communication skillsThe following roles have a generic person specification in common with this level within the PMU.Academic and Professional QualificationsMaster’s degree in the field relevant to the job roleSkills and ExperienceA minimum of seven years of practical experience Excellent written and oral communications skill strong attention to detail and focus on task completionWell organized, detail-oriented, team playerClear written and verbal communication skillsSelf-starter with ability to work independentlyTechnical Expert LeadsThis role coordinates the technical inputs of experts from within the City Administration and external sources. With a strong grounding in Urban Planning this individual will be the focal point for internal technical matters and convening meetings and workshops. Accepting that there will be significant peaks and troughs in demands, depending on the design stage and implementation of the project, the role will provide background technical support to the project, drawing on expertise as required. The role of the Technical expert lead is to ensure that the relevant departments within the City Administration are aware of the planning, design and implementation of the project. This role will coordinate responses and make sure that service delivery is unaffected, internal regulatory functions are complied with and the design input of internal experts is taken into consideration throughout the project. This will prevent conflicts and duplication within service areas and ensure that the Project operates within the regulatory limits of the City Administration in terms of Planning and environmental services. Additionally the long term maintenance of the project is likely to be managed internally and service leads should have sight of the design and comment on the practicalities and budget implications. SCOPE OF WORK AND RESPONSIBILTIESLiaise with the Project Manager and internal departments within the City AdministrationProvide day to day technical advice on designed schemes, changes to specification, detailed design and street furniture etc. ensuring that conflicts between departmental priorities are managedAttend Design Review Panel meetingsNegotiate for quality improvements and technical requirements on behalf of the City AdministrationEnsure that the urban design, quality and planning aspects are consistent across all of the phases of the projectAs required this person will coordinate responses to design proposals from within the City Administration Structure illustrated below. In particular regular meetings will be held with specific departments including:The Local Development OfficeThe Office of ConstructionHousing Development AgencyWater and Sewage AgencyGreening and Parks AgencyEconomic and Livelihoods LeadPending the Livelihoods Assessment proposed in the next month this person will coordinate the delivery of the strategy to support SME’s and micro-businesses affected by the Sheger Project and ensuring that the economic development benefits are realised. This role with work closely with the departments within the City Administration that are engaged in providing education and training and managing Culture and Tourism.SCOPE OF WORK AND RESPONSIBILTIESWork with the Communications and Pubic Engagement Manager to design campaignsGain intelligence from outreach activitiesSupport business development and continuityLiaise with the Chamber of Commerce on behalf of the projectProvide a signposting service to new and prospective businessesManage marketplaces created as part of the project Compliance ManagerThis person will ensure that the project and PMU is audit ready. It is anticipated that Audit and Monitoring and Evaluation will be external to the City Administration and as such the systems and procedures, compliance with financial and technical regulations, and health and safely are managed appropriately with accurate records kept. This role will provide the function of ensuring that internal Monitoring and Evaluation and financial compliance is adhered to. SCOPE OF WORK AND RESPONSIBILTIESDevelop and oversee control systems to prevent or deal with violations of legal guidelines and internal policiesKeep up to date financial records and ensure the project is Audit readyMonitor and keep records of activities, procedures and project outcomes to meet the requirements of external Monitoring and EvaluationEvaluate the efficiency of controls and improve them continuouslyInvestigate breaches in Health and SafetyRevise procedures, reports etc. periodically to identify hidden risks or non-conformity issuesDraft, modify and implement policiesCollaborate with corporate counsels and HR departments to monitor enforcement of standards and regulationsAssess the project activities to identify possible compliance risksReview the work of colleagues when necessary to identify compliance issues and provide advice or trainingKeep abreast of regulatory developments within or outside of the City Administration as well as evolving best practices in compliance controlPrepare reports for senior management and external regulatory bodies as appropriateData and Knowledge ManagerThis role provides support to the project whilst also acting as the repository for data and insights gained from public engagement. Linking with the upcoming and proposed Smart City Hub this person will seek opportunities to harness IT to support participatory planning, remotely sense the city and assist in the management of the future city. SCOPE OF WORK AND RESPONSIBILTIESProvides advisory services on data management practices including needs and business process analysis; organization and maintenance of information assets; and policies and procedures, with an emphasis on technological applications Researches, analyses and evaluates new applications of information technology and makes recommendations for their deployment toward the establishment of Addis Ababa as a smart cityParticipates in data management improvement projects, contributing to feasibility studies, systems analysis, design, development and implementation and in the evaluation and testing of new systems; provides user supportDevelops detailed system and other functional specifications and user documentation for new systemsDevelops training materials and user manuals; trains staff in use of data management systemsActs as the lead data manager for the public engagement function of the PMU, including managing and distributing standard reference data, (including taxonomies, code lists, and geodata), negotiating with information providers to establish and maintain data feeds (manual or automated); approving the release of sensitive data; monitoring the flow of data through the systems; ensuring data freshness (e.g. reacting when expected data does not arrive); coordinating the response to exceptional conditions, such as errors in incoming datasets; and oversees top-level configuration management of outward-facing system components (defining users, organisations, categories, etc.)Conducts outreach to internal and external data entities to develop partnerships and data sharing relationships. Research innovative methods and techniques for analysing and visualizing data in support of reportingPerforms and supervises reference functions by advising internal and external users about data holdings and accessibility; maintaining communications with other information management networks and specialistsEvaluates adequacy of existing data tools. Implements new technologies in information management to ensure that tools developed for efficient access to information are accessible to staff throughout PMUSupport the establishment of a Digital Cadastre for Addis Ababa alongside digital masterplanning / City BIMCurates and supports the GIS mapping function of the PMUSupports the establishment of open source participatory planningContract ManagerThis role will act as ‘Clerk of Works’ on behalf of the project and the PMU. Actively involved in the supervision of contractors, providing inspections and completion statements and signing-off work stages this person will also manage costs the scheduling of works across the scope of the project. SCOPE OF WORK AND RESPONSIBILTIESInspecting the work on site and comparing it with drawings and specifications. Inspections could be underground and may include specialised aspects of constructionMeasuring and sampling building materials to check their quality – they also identify any defects and suggest ways to correct themMonitoring and reporting on progress to construction managers, architects and clients Keeping detailed recordsLiaising with contractors, engineers and surveyorsEnsuring that time, cost and quality are adequately managedCoordinating contractors in adjoining phases and reaches of the river to ensure smooth delivery and integrationLiaison with the Technical Expert Lead regarding details and material amendments to specifications Checking that standards, building regulations, health and safety and legal requirements are metCommunications and Public Engagement ManagerThis role is to coordinate the communications and public engagement function of the PMU, ensuring that timely and accurate information is provided to all stakeholders and that public engagement is effective, fair and equitable. A key role in the PMU this post will have direct management responsibility for Outreach and Communications Officer. SCOPE OF WORK AND RESPONSIBILTIESSupport the development and manage the delivery and evaluation of the Sheger Project communications and engagement strategy and activityDevelop, implement and evaluate a community engagement framework and related projects (embedding the principles of good community engagement and participation) involving service users, residents, councillors, businesses and other stakeholders as appropriateEnsure consideration is given to design and methodology when developing and implementing any consultation processOversee key pieces of work relating to the Sheger Project including the establishment of an Ecomuseum and underpinning research projectsManage effective communications and engagement campaigns and projects in line with brand guidelines and relevant plans and strategiesPlan effective communications and engagement campaigns and projects that raise awareness, change perceptions or change behaviourMatrix manage a team community representatives and local communications expertsEnsure colleagues work with the wider Commissioning Unit, clients, partners and stakeholders to develop and deliver campaigns and projects to a high standardManage the Sheger Project brand guidelines, providing marketing and branding advice and support to servicesDevelop, deliver and evaluate communications and engagement projectsDevelop campaign strategies across a wide variety of audiences (both internal and external as required)Support and deliver in all areas of project delivery and management including budgeting, reporting and schedulingSpecify and contract manage commissioned services and projects (design, research, engagement etc)Manage communications and engagement campaigns and activity including events, social media, e-newsletters, brochures and publicationsUse behavioural science and other citizen insight methodologies on campaigns and work in partnership to deliver campaigns and projectsWork with key partners to deliver collaborative communications and public engagement campaigns and projects, building new relationships and working practicesManage and support the day to day operation of the Communications and Public Engagement team, allocating resources, prioritising activity and assuming responsibility for support where necessaryAll external communications will be directed through the existing City Administration Communications Team under the sign-off of the Mayor.Outreach and Communications OfficerReporting to the Communications and Public Engagement Manager this role will coordinate the activities of the existing community engagement workers alongside new initiatives and projects to support the Sheger Project. SCOPE OF WORK AND RESPONSIBILTIESManage the current team of local community engagement and consultation workersProviding reports and updates on the efficacy of consultation events and projectsCoordinate and monitor the Project Champions and Behaviour Change and the Cultural Survey teamsRecruit and train participants and volunteers for outreach activitiesCoordinate outreach functions and provide programmatic support by working with the Communications and Public Engagement Manager in planning and implementing public engagement effortsOrganise event planning aspects, such as catering, securing transportation and venue, scheduling content and activities within a larger event, and staffingCreating event content and speaker schedules and serving as point of contact before and during events to approve logistical detailsAcademic and Professional QualificationsMastes’ in Communications, Public Administration or a relevant technical fieldSkills and ExperienceA minimum of five years of practical experience Excellent written and oral communications skill strong attention to detail and focus on task completionExperience in planning and coordinating public engagement and consultation campaignsExperience of utilising Social Media to support campaignsWell organized, detail-oriented, team playerClear written and verbal communication skillsSelf-starter with ability to work independentlyTemporary and Volunteer Based RolesProject Champions and Behaviour Change TeamCoordinated by the Outreach and Communications Officer this team will be constituted from a combination of volunteers and trained workers who will operate door to door championing the benefits of the project, listening to concerns and signposting to solutions and promoting behaviour change regarding the riverside environment, waste management and the long-term opportunities for communities presented by the Sheger Project. Based on a ‘social marketing’ model the team will focus on the specific barriers individuals encounter within the context of their lifestyle choices and aspirations and seeks to promote behaviour change through positive marketing and branding strategies rather than negative campaigning. Using wide stakeholder engagement, the team will uncover the factors that influence a highly complex set of behaviours related to the river environment and explores practical measures for changing current practices amongst different lifestyle groups.This team will provide the PMU with the necessary intelligence to inform design solutions to infrastructure, such as solid waste disposal, sanitation and new business opportunities for residents created by the implementation of the Sheger Project.Cultural Surveys This area of work encompasses a wide variety of activities, underpinned by the proposed Ethnographic, Social and Economic Research complemented by the use of Artists in Residence to record the deep culture of the riverside communities affected by the Sheger Project. The initial phases of this will be commissioned as a research project. The role of the Artist in Residence is to:Record and celebrate the culture of riverside communitiesDocument the rapid change brought on by the Sheger ProjectInform the design of public realm interventions avoiding stock solutions without a relationship to Addis AbabaEngage with communities to support the activities of the Communications and Public Engagement TeamDevise ‘hands-on’ activities with groups of all ages to provide an outlet for creative approaches to changeSystems and ProceduresThe PMU will establish standard project management procedures to ensure that governance and change management systems are in place. As a minimum the project will require:Project Initiation Document (PID) to encompass;Project definitionProject approachBusiness caseProject management team structureRole descriptionsQuality management proceduresChange control proceduresRisk management proceduresCommunication management planProject planProject controlsIssues, Changes and Action LogRisk Register Communications PlanChange Management SystemsExternal Monitoring and Evaluation Arrangements It is envisaged that the Project Board will meet fortnightly with weekly project team meetings.The Project Board will report monthly by exception to the PMO and Ten Ministries Steering Group and quarterly in detail.Monitoring and evaluation will be undertaken externally to include:Audit – in line with the requirements of Central Government and IFI’sProject Evaluation and Closure commissioned by the UNDP under the authority of the wider partnership of Agencies and the AfDBOffice AccommodationThe PMU will be accommodated within the current estate of the City Administration. With an assumption of around 11 square metres per individual (there are 9 FTE staff within the PMU) there is a need for around 100m2 of office space. This facility will need full IT support and a dedicated server for GIS and the proposed Cadastre. In addition to this there is a need for a dedicated meeting space of around 25 square meters and touchdown space for the Project Champions and behaviour change team of a round 30 square metres (3 workstations).Ideally the PMU would have a ‘front window’ where visitors to the City Administration would be able to see displays and updates regarding the vision and progress made to date.Project Quality Assurance ReportSocial and Environmental Screening Template Project InformationProject Information Project TitleA programmatic approach to beautifying Sheger through sustainable urbanisation and urban resilienceProject NumberLocation (Global/Region/Country)EthiopiaPart A. Integrating Overarching Principles to Strengthen Social and Environmental SustainabilityQUESTION 1: How Does the Project Integrate the Overarching Principles in order to Strengthen Social and Environmental Sustainability?Briefly describe in the space below how the Project mainstreams the human-rights based approach The project concept was developed in accordance with internationally proclaimed human rights, in conformity with the UN guidelines, by empowering people to know and claim their rights and increasing the capacity and accountability of individuals and institutions that are responsible for respecting, protecting and fulfilling the rights. Specifically, during development stage, the project promoted inclusive participation of multiple stakeholders among government, multilateral agencies, NGOs, and community-based organizations (social enterprises) to ensure that their opinions are taken into account and included in the project, and that no human rights would be infringed by any proposed activities. As the human rights-based approach?is not only about empowering people to know and claim their rights, at site level, the project engaged with local communities and civil society, to jointly plan on meaningful strategies to create clean and environmentally, socially and economically sustainable urban center. The project concept aims ‘to support the implementation of the Sheger Project through human and institutional capacity building and an integrated urban planning and management approach’. In line with the vision set on Addis Ababa’s structural plan to rehabilitate the river buffers, this project will assist the development of these riverside corridors as new urban landscapes with multiple functions in order to meet the needs of the city’s residents, while increasing quality of life, creating job opportunities and contributing to the local and regional economy. The project will focus on rehabilitating and sustainably managing the upper watershed of Addis, pilot-greening the riversides and open spaces in the heart of the city; promoting the preparation of ‘development or structural plan’ for the riverside mapping existing infrastructure for easier integration of future projects with surrounding developments encouraging inclusive growth and alternative livelihoods for vulnerable communities. The project will deliver multiple sustainable development benefits in terms of improved livelihoods and wellbeing, job creation, and enhanced ecosystem services and ultimately contributing to the smart city development.Another principle of human rights approach is related to inclusiveness and equitable distribution of development opportunities and benefits to women and vulnerable groups in order to strengthen environmental and social sustainability of the project during and after its completion. The project interventions will ensure that women-headed households, lower income and vulnerable groups are given prioritized access to support the project demonstration activities in local enterprises development such as establishment of refreshment service, tree and flower nursery management, park management. In this regard efforts provision of priority access to microfinance programme specifically designed to support urban female-headed households to establish small-scale small and medium scale enterprises. In order to improve the economic and social rights and opportunities of the targeted beneficiaries, the project will promote alternative livelihood income-generating activities that include the sustainable use of forest resources, reduction of pollution in the Sheger watershed with strong emphasis on developing a circular waste economy, production of added-value craft products, and sustainable land management (SLM). All these opportunities will provide income generating activities that are suitable for women and youth.Notwithstanding the above, the proposed programme squarely integrates the human rights-based approach in Component 3. This is a critical design element of the programme since the Sheger Project is expected to affect the livelihoods and social landscape of approximately 32,000 households. Those living in the buffer zones of Sheger rivers and more generally as illegal settlers along the riversides are exposed to resettlement. Consequently, Output 3.1 aims to develop a comprehensive Resettlement Action Plan (RAP) for the Sheger Project by applying UNDP’s Social and Environmental Safeguards (Standards and Principles). Since the Sheger Project has been rated as ‘high’ risk, an Environmental and Social Management Framework (ESMF) will be developed based on the SES in order to frame the application of Environmental and Social Impacts Assessments (ESIAs), formulation of Environmental and Social Management Plan (ESMP), including RAP. The application of Principle 2 of the SES will lead to the formulation of a Gender Action Plan. The principle of equality and non-discrimination between men and women in the project area is another principle of human rights approach that the project is strongly committed to. The ESMF will include a Stakeholder Engagement Plan (SEP) that will provide for a mechanism for Project Affected Peoples (communities and project stakeholders) to report their grievances anonymously using a transparent Grievance Redress Mechanism in order to address any conflicts related to human rights, resource use, and benefit sharing related to the project implementation. The project will institute specific procedures for grievance redress and publicly make these procedures available through the communication strategy (Output 4.2) as another tool to promote and defend human rights.Briefly describe in the space below how the Project is likely to improve gender equality and women’s empowermentGender equality implies equal treatment of women and men in matters of laws and policies, including equal access to resources and services within families, communities and society. It also implies having an equal say in decisions regarding the use of resources, as well as having information and means regarding access to resources. Therefore, the achievement of any development goal implies a gender mainstreaming approach that consists of a comprehensive analysis of all the specific needs and interests of youths, women and men in order to come up with effective interventions that enable both to equally participate and benefit from development efforts. Urban centers in general and Addis Ababa City in particular provides a number of job opportunities to women, men and youth to engage on various economic activities. Access to education, health, income, political rights, access to basic services such as energy, water and sanitation, housing, land for cultivation and credit exists in Addis Ababa even though men appear to benefit more. In all projects and programs, the involvement of women is expected to be over 50 percent. Recently the number of female leaders (ministers) has increased to 50 percent in the Cabinet and 37 percent of its legislature. More and more women are taking responsibilities in various directorates in the AA City Administration. These initiatives taken by the GOE is expected to empower women both politically and economically. One strategy that is central to this project is its gender transformative orientation, in addition to being gender-targeted. The project design is guided by a set of guidelines that underpin the detailed Gender Analysis that will be carried out during programme implementation. The Gender Analysis will form an integral part of the Human rights-based mechanisms for the inclusion, participation and, when absolutely necessary, the sustainable and participatory physical and economic relocation of poor and vulnerable groups living along the targeted river areas and watershed. These guidelines are: Adopting UNDP’s Social and Environmental Screening Procedure (SESP), including its human-rights and gender equity-based Principles. As mentioned above, a GRM will be developed to allow PAPs to raise any grievances related to gender issues. The GRM will also be a transparent mechanism to effectively deal with the related grievances;Gender mainstreaming will be promoted through women’s participation in the Sheger Project Management Unit (PMU), and other levels of project governance; To foster the participation of women and decision-making by women, the project will incorporate gender considerations in the implementation procedures that promote the empowerment of women through capacity building, their involvement in planning, implementation and maintenance of multifunctional landscapes, and on the fostering of women entrepreneurs in the income generating activities in the Sheger Project; The project will adopt the following principles in the day to day management: (i) gender stereotypes will not be perpetuated; (ii) women and other vulnerable groups will be actively and demonstrably included in project activities and management whenever possible, and (iii) derogatory language or behaviour will not be tolerated; andFor regular monitoring and evaluation of the project progress and reporting, the project will use gender disaggregated indicators and will facilitate involvement of women in the M&E and Grievance Redress Mechanism implementation.With the above in mind, Outcome 3 of the programme dedicates special attention to women and youth through Output 3.2 (Youth Development) and Output 3.4 (Small and micro enterprises created).Briefly describe in the space below how the Project mainstreams environmental sustainabilityEnvironmental sustainability is at the core of the Project’s concept and the rationale behind donors funding. The project concept seeks to address the issue of polluted rivers in order to transform the city into a clean and sustainable city. Through sustainable land use planning and implementation of integrated watershed management significant amount of green area development shall be planned in which the potential for GHG mitigation and adaptation, including resilience in the face of extreme flooding events, will be high.Per capita green area in the city is very low and through the project the City Administration shall aim to bring the city to the international standard. Waste management system is one of the main interventions in the project where both liquid and solid wastes, which otherwise pollute the water bodies in the Sheger water catchment, shall be managed in a sustainable manner. The experience of UNDP-GEF COMPOST project shall be scaled up and waste shall be converted into a valued commodity. The compost shall be used for urban greenery, and in urban agriculture once standards are met. The water in the river system currently is significantly polluted. The water is being used to cultivate vegetables downstream. The project aims to make the water clean, and hence the vegetables grown in the urban agriculture system will be irrigated using the clean water. Its environmental as well as health benefits shall be high.There are several ways in which the project will ensure sustainability:1. Outcome 2: The project will develop a watershed development plan that will provide zoning within the Sheger watershed regarding sustainable land use. This will be complemented with the reforestation of the upper water catchment, delineating open spaces for community gardening, greening streets and selected public spaces. The SIWDP will also take into account the current and future impacts of climate change and variability, and it will contain flood risk mapping in the Sheger watershed. The principles that will be adopted to develop the SIWDP are given in Section III of the ProDoc. Further, the institutional and human capacity in AACA offices, agencies and commissions will be enhanced all city, sub-city and woreda level to carry out enforcement to prevent pollution of the watershed. Institutional capacity building will also enhance coordination between AACA agencies, offices and commissions so that a more integrated approach to development in the Sheger watershed can take place;2. Outcome 3: All the outputs of this outcome are directly linked with enhancing the environmental sustainability of the Sheger watershed. These are detailed in the ProDoc, and a summary includes:Development of a ESMF and ESMP that will apply ESIA and Strategic Environment AssessmentUsing various policy instruments, coupled with enterprise development to clean the Sheger rivers (short-term) and to develop entrepreneurial ventures in developing a local circular waste economy (e.g. waste recycling and composting)Monitoring of the Sheger water qualityDevelopment of new natural capital based enterprises such as eco-lodges for promoting local tourism, sustainable local food production, sustainable energy provision (that will reduce pressures on forest resources), and payment for ecosystem schemes3. Outcome 4: The results of the project will be continuously monitored so that lessons learned are extracted on an annual basis so that am adaptive management approach can be applied, and evidence-based replication and scaling up plans can be developed in a timely manner. The project places strong emphasis on communication with all project stakeholders, especially local communities that impact and are impacted by the state of the environment in the watershed.Part B. Identifying and Managing Social and Environmental RisksQUESTION 2: What are the Potential Social and Environmental Risks? Note: Describe briefly potential social and environmental risks identified in Attachment 1 – Risk Screening Checklist (based on any “Yes” responses. ). If no risks have been identified in Attachment 1 then note “No Risks Identified” and skip to Question 4 and Select “Low Risk”. Questions 5 and 6 not required for Low Risk Projects.QUESTION 3: What is the level of significance of the potential social and environmental risks?Note: Respond to Questions 4 and 5 below before proceeding to Question 6QUESTION 6: What social and environmental assessment and management measures have been conducted and/or are required to address potential risks (for Risks with Moderate and High Significance)?Risk DescriptionImpact and Probability (1-5)Significance(Low, Moderate, High)CommentsDescription of assessment and management measures as reflected in the Project design. If ESIA or SESA is required note that the assessment should consider all potential impacts and risks.Principle 1 – Human RightsPrinciple 2 – Gender Equality and Women’s EmpowermentPrinciple 3 – (Standard 5 – Displacement and Resettlement)Risk 1Sheger project has and plan to develop river side by putting 50 meters at each side for buffer to develop various recreational places such as walkways and bicycle lanes. The project might have negative impacts on the livelihoods of some of residences and all the existing business established along the rivers buffer due to relocation. About 32,000 households and 2,500 enterprises may be directly or indirectly be affected. The relocation and resettlement of Project Affected Peoples will also have a detrimental impact on social live, such as dissolution of the EDIR support system.There are women fuelwood carriers who collect dried wood and leaves from upper catchment of the project area. When the project is developed access to these areas and hence access to natural resources may be restricted.I = 5P = 4HighSecuring similar livelihood options in the new settlement areas might be a challenge. Intensive training might require changing businesses hence the project may not have such interventions since the resettlement location is not known. Potential corruption and low capacity of local government agencies and private sector may result in disadvantages for some local communities/groups which can potentially lead to tensions between different targeted communities and stakeholders. UNDP commissioned a work for an independent consultant to develop livelihood options for, among others, affected communities. The study will address the issue very closely and outline steps in how to address it. This process will lead to formulation of an Environmental and Social Management Framework (ESMF) that will lay the foundation for Output 3.1.Under Output 3.1, the programme will develop a comprehensive Resettlement Action Plan for the Sheger Project using a rights-based approach according to UNDP’s social and environmental safeguards Principles and Standards.Further, the project will provide training and develop livelihoods and income generating activities within the ambit of the City Administration’s vision to use Sheger riversides as vectors for socio-economic development of the city. These are covered under Outputs 3.2-3.4. Principle 3 (Standard 1 - Biodiversity)Risk 2The programme proposes to enhance the stock of forests in the upper catchment areas of the Sheger watershed. The relocation/resettlement action may have spillover effects and motivate illegal settlements in the forest area causing pressure on forest resources, including deforestation. I =4P=3HighThis risk is intrinsically linked to the previous one, and needs to be managed accordingly. The comments are similar to the previous risk.The program design addresses the risk under each one of the first three project components as follows. Component 1: Institutional strengthening of the AACA: This will enhance horizontal and vertical institutional coordination. Local enforcement is carried out at the Woreda or Sub-city levels, and these levels of governance will be empowered to carry out effective enforcement with reporting lines to the appropriate office in the City Administration;Component 2: Enabling Framework for Integrated Watershed Management: This component will provide the framework for carrying out enforcement as the Integrated Sheger Watershed Development Plan that will be formulated will be accompanied by zoning to define the activities that will be allowed in the Sheger watershed, including the upper catchment; andComponent 3: Livelihood programs for sustainable riversides development: Alternative income generating activities will be developed under this component while taking into account the types of resources that are drawn from forests in the baseline situation.Principle 3 (Standard 2 – Climate change)Risk 3The programme proposes to use an integrated approach to develop a Sheger Watershed Development Plan. The Sheger watershed is prone to extreme events such as flooding during dry season. Leaving out the impacts of climate variability may lead to maladaptive business solutions that will fail to address the underlying baseline situation efficiently and effectively.Also, the project may remove or excavate significant amount of soil during reshaping of the river to 20-meter width as well as in development of sewerage system to capture municipal liquid waste. Additionally, removal of trees and shrubs may take place which in both cases may release GHG emission.I=3P=2ModerateThe Sheger watershed is prone to flooding during rainy seasons. Discussions with AAWSA have also revealed that during dry seasons, there is insufficient natural water flow to maintain ecosystem services. Since the riversides will be used as vectors for enhancing the socio-economic development of the city, inadequate responses to the two situations while developing a development plan for the watershed will lead to maladaptation. In turn, not taking the current and future impacts of climate change and climate variability will most probably place lives, property and infrastructure in danger.The impacts of current and future climate change and climate variability will be taken into account when developing the Integrated Sheger Watershed Development Plan under Component 2.Principle 3 (Standard 3 – Occupational Health and Safety)Risk 4The fundamental problem that the programme aims to tackle is the elimination of liquid and solid wastes in the Sheger water bodies. In particular, the programme would like to establish a circular solid waste economy for waste transformation and value addition. Here, workers will be manipulating solid waste and be potentially exposed to occupational health and safety risks. Also, the small and micro enterprises that the programme will promote in livelihoods generation may not have the capacity and expertise to apply national and international labor standards.I = 3P = 2ModerateOccupational Health safety is not well practiced principle in Ethiopia. Most of daily labourers do not have any protective equipment (e.g. gloves, helmet, safety boots and overall). There are also extremely poor working conditions and awareness at all levels is lacking.The ESMF, ESMP and RAP that will be formulated under Component 3 (Output 3.1) will promote the appropriate and adequate occupational health and safety measures being adopted within the ambit of the programme, as well as in the Sheger Project. Also, training will be dispensed under Component 3 on OHS issues related to livelihood and income generating activities.Also, the institutional capacity of the Addis Ababa Infrastructure Integration, Construction Permit and Control Authority will be strengthened under Activity 1.1.4 to ensure that the strict implementation of the environmental management plans emanating from EIAs are duly respected in the process of delivering construction and building permits.Principle 3 (Standard 4 – Cultural Heritage)Risk 5The programme proposes to generate livelihoods around the eco- and cultural tourism themes. Hence, the programme activities anticipate making use of tangible and/or intangible forms of cultural heritage, including archaeological heritage, for commercial purposes.I = 2P = 3ModerateMandated institutions capacity at national and AACA level may be limited to enforce strategies/policies enacted by the government to protect cultural and archeological heritages.The expertise of UNESCO on the management and protection of Cultural heritage is integrated in the programme design under Component 3, and it proposes to work with mandated institutions in preserving heritages in Sheger Project areas. Moreover, strengthening the mandated institutions to negotiate and conduct consultation with various interested groups will be addressed during implementation (Stakeholder engagement in proposed project activities) so that the heritages are well preserved.Moreover, establishing income generating activities using tangible and intangible heritage as proposed under Component 3 of the programme will be used for pedagogical activities to increase the visibility of the city’s cultural heritage and to conserve and enhance it.Principle 4 (Standard 7 – Pollution Prevention and Resource Efficiency)Risk 6One of the solutions for the provisioning of energy services to local communities and businesses is through renewable energies, including solar energy making use of batteries. At the end of life, these batteries will become electronic waste.I = 2P = 2LowThe country has limited awareness and knowledge on the management of e-waste as well as waste from batteries. Even though the government has issued a proclamation to regulate such wastes implementation is highly constrained by lack of capacity to implement the proclamation.Training and awareness creation will be provided to various stakeholders particularly for private sector and the environment, forest and climate change commission to create a mechanism that could facilitate the collection and safe disposal of such wastes. This will be carried out under Output 3.4, which will use innovative business models (Output 3.3) to develop an integrated solid waste value chain. The safe collection and disposal of e-waste (and household hazardous waste) will be considered as one critical element of such an integrated waste value chain.QUESTION 4: What is the overall Project risk categorization? Select one (see SESP for guidance)CommentsLow Risk?Moderate Risk?High Risk?The project has overall High Risk rating given its potential negative impact on human rights, gender imbalance in the project sites, and especially the resettlement of Project Affected Peoples, as well as potential negative impacts on biodiversity. Not addressing the risks may negatively impacted the progress of implementationQUESTION 5: Based on the identified risks and risk categorization, what requirements of the SES are relevant?Check all that applyCommentsPrinciple 1: Human RightsXThe Project mainstreams human rights issues and ensures that decision-makers have the capacity to meet their obligations in the project. The rural communities would be involved in all stages of project implementation to minimize possible adverse impacts of marginalized stakeholders.Principle 2: Gender Equality and Women’s EmpowermentXTo avoid this potential challenge in the project implementation Gender Mainstreaming Plan should be designed to ensure youth and women inclusion in delivery of all project Outputs. 1.Biodiversity Conservation and Natural Resource ManagementXIf not designed adequately, the programme lay lead to the perverse incentives of displacing illegal settlements in the upper catchment towards the Entoto mountains thereby placing more pressures on forest ecosystems and biodiversity.2.Climate Change Mitigation and AdaptationXAppropriate climate smart initiatives should be developed to avoid activities that enhances GHG emission from urban agriculture, and the Integrated Watershed Development Plan will include the impacts of current and future climate change and climate variability.munity Health, Safety and Working ConditionsXThe source of the main problem that the Sheger Project will tackle is solid wastes and effluents disposed in Sheger water bodies. Hence, community health and safety, and working conditions to deal with the pollution are key concerns. Further, the project may also produce electronic waste that will need to be adequately addressed. 4.Cultural HeritageXThe programme proposes to use tangible and intangible cultural heritage to develop eco- and cultural tourism in Addis Ababa. Unless done well, the new industry can place additional stress in local heritage, including archaeological, sites5.Displacement and ResettlementxThis is directly related to the human-rights and gender-equity issues highlighted above. Appropriate livelihood options for the relocated people shall be designed 6.Indigenous Peoples?No risk identified.7.Pollution Prevention and Resource EfficiencyXThe issues underlying pollution prevention and resource efficiency are the same as those related to community health, safety and working conditions.SESP Attachment 1. Social and Environmental Risk Screening ChecklistChecklist Potential Social and Environmental RisksPrinciples 1: Human RightsAnswer (Yes/No)1.Could the Project lead to adverse impacts on enjoyment of the human rights (civil, political, economic, social or cultural) of the affected population and particularly of marginalized groups?Yes2. Is there a likelihood that the Project would have inequitable or discriminatory adverse impacts on affected populations, particularly people living in poverty or marginalized or excluded individuals or groups? No3.Could the Project potentially restrict availability, quality of and access to resources or basic services, in particular to marginalized individuals or groups?yes4.Is there a likelihood that the Project would exclude any potentially affected stakeholders, in particular marginalized groups, from fully participating in decisions that may affect them?Yesthis5.Is there a risk that duty-bearers do not have the capacity to meet their obligations in the Project?yes6.Is there a risk that rights-holders do not have the capacity to claim their rights? Yes7.Have local communities or individuals, given the opportunity, raised human rights concerns regarding the Project during the stakeholder engagement process?Yes8.Is there a risk that the Project would exacerbate conflicts among and/or the risk of violence to project-affected communities and individuals?NoPrinciple 2: Gender Equality and Women’s Empowerment1.Is there a likelihood that the proposed Project would have adverse impacts on gender equality and/or the situation of women and girls? Yes2.Would the Project potentially reproduce discriminations against women based on gender, especially regarding participation in design and implementation or access to opportunities and benefits?Yes3.Have women’s groups/leaders raised gender equality concerns regarding the Project during the stakeholder engagement process and has this been included in the overall Project proposal and in the risk assessment?Yes4.Would the Project potentially limit women’s ability to use, develop and protect natural resources, taking into account different roles and positions of women and men in accessing environmental goods and services?For example, activities that could lead to natural resources degradation or depletion in communities who depend on these resources for their livelihoods and well beingNoPrinciple 3: Environmental Sustainability: Screening questions regarding environmental risks are encompassed by the specific Standard-related questions belowStandard 1: Biodiversity Conservation and Sustainable Natural Resource Management1.1 Would the Project potentially cause adverse impacts to habitats (e.g. modified, natural, and critical habitats) and/or ecosystems and ecosystem services?For example, through habitat loss, conversion or degradation, fragmentation, hydrological changesNo1.2 Are any Project activities proposed within or adjacent to critical habitats and/or environmentally sensitive areas, including legally protected areas (e.g. nature reserve, national park), areas proposed for protection, or recognized as such by authoritative sources and/or indigenous peoples or local communities?No1.3Does the Project involve changes to the use of lands and resources that may have adverse impacts on habitats, ecosystems, and/or livelihoods? (Note: if restrictions and/or limitations of access to lands would apply, refer to Standard 5)No1.4Would Project activities pose risks to endangered species?No1.5 Would the Project pose a risk of introducing invasive alien species? No1.6Does the Project involve harvesting of natural forests, plantation development, or reforestation?yes1.7 Does the Project involve the production and/or harvesting of fish populations or other aquatic species?No1.8 Does the Project involve significant extraction, diversion or containment of surface or ground water?For example, construction of dams, reservoirs, river basin developments, groundwater extractionNo1.9Does the Project involve utilization of genetic resources? (e.g. collection and/or harvesting, commercial development) No1.10Would the Project generate potential adverse transboundary or global environmental concerns?No1.11Would the Project result in secondary or consequential development activities which could lead to adverse social and environmental effects, or would it generate cumulative impacts with other known existing or planned activities in the area?For example, a new road through forested lands will generate direct environmental and social impacts (e.g. felling of trees, earthworks, potential relocation of inhabitants). The new road may also facilitate encroachment on lands by illegal settlers or generate unplanned commercial development along the route, potentially in sensitive areas. These are indirect, secondary, or induced impacts that need to be considered. Also, if similar developments in the same forested area are planned, then cumulative impacts of multiple activities (even if not part of the same Project) need to be considered.YesStandard 2: Climate Change Mitigation and Adaptation2.1 Will the proposed Project result in significant greenhouse gas emissions or may exacerbate climate change? No2.2Would the potential outcomes of the Project be sensitive or vulnerable to potential impacts of climate change? Yes2.3Is the proposed Project likely to directly or indirectly increase social and environmental vulnerability to climate change now or in the future (also known as maladaptive practices)?For example, changes to land use planning may encourage further development of floodplains, potentially increasing the population’s vulnerability to climate change, specifically floodingYesStandard 3: Community Health, Safety and Working Conditions3.1Would elements of Project construction, operation, or decommissioning pose potential safety risks to local communities?No3.2Would the Project pose potential risks to community health and safety due to the transport, storage, and use and/or disposal of hazardous or dangerous materials (e.g. explosives, fuel and other chemicals during construction and operation)?No3.3Does the Project involve large-scale infrastructure development (e.g. dams, roads, buildings)?No3.4Would failure of structural elements of the Project pose risks to communities? (e.g. collapse of buildings or infrastructure)No3.5Would the proposed Project be susceptible to or lead to increased vulnerability to earthquakes, subsidence, landslides, erosion, flooding or extreme climatic conditions?No3.6Would the Project result in potential increased health risks (e.g. from water-borne or other vector-borne diseases or communicable infections such as HIV/AIDS)?No3.7Does the Project pose potential risks and vulnerabilities related to occupational health and safety due to physical, chemical, biological, and radiological hazards during Project construction, operation, or decommissioning?Yes3.8Does the Project involve support for employment or livelihoods that may fail to comply with national and international labor standards (i.e. principles and standards of ILO fundamental conventions)? Yes3.9Does the Project engage security personnel that may pose a potential risk to health and safety of communities and/or individuals (e.g. due to a lack of adequate training or accountability)?NoStandard 4: Cultural Heritage4.1Will the proposed Project result in interventions that would potentially adversely impact sites, structures, or objects with historical, cultural, artistic, traditional or religious values or intangible forms of culture (e.g. knowledge, innovations, practices)? (Note: Projects intended to protect and conserve Cultural Heritage may also have inadvertent adverse impacts)yes4.2Does the Project propose utilizing tangible and/or intangible forms of cultural heritage for commercial or other purposes?YesStandard 5: Displacement and Resettlement5.1Would the Project potentially involve temporary or permanent and full or partial physical displacement?yes5.2Would the Project possibly result in economic displacement (e.g. loss of assets or access to resources due to land acquisition or access restrictions – even in the absence of physical relocation)? yes5.3Is there a risk that the Project would lead to forced evictions?No5.4Would the proposed Project possibly affect land tenure arrangements and/or community based property rights/customary rights to land, territories and/or resources? yesStandard 6: Indigenous Peoples6.1Are indigenous peoples present in the Project area (including Project area of influence)?No6.2Is it likely that the Project or portions of the Project will be located on lands and territories claimed by indigenous peoples?No6.3Would the proposed Project potentially affect the rights, lands and territories of indigenous peoples (regardless of whether Indigenous Peoples possess the legal titles to such areas)? No6.4Has there been an absence of culturally appropriate consultations carried out with the objective of achieving FPIC on matters that may affect the rights and interests, lands, resources, territories and traditional livelihoods of the indigenous peoples concerned?No6.4Does the proposed Project involve the utilization and/or commercial development of natural resources on lands and territories claimed by indigenous peoples?No6.5Is there a potential for forced eviction or the whole or partial physical or economic displacement of indigenous peoples, including through access restrictions to lands, territories, and resources?No6.6Would the Project adversely affect the development priorities of indigenous peoples as defined by them?No6.7Would the Project potentially affect the traditional livelihoods, physical and cultural survival of indigenous peoples?No6.8Would the Project potentially affect the Cultural Heritage of indigenous peoples, including through the commercialization or use of their traditional knowledge and practices?NoStandard 7: Pollution Prevention and Resource Efficiency7.1Would the Project potentially result in the release of pollutants to the environment due to routine or non-routine circumstances with the potential for adverse local, regional, and/or transboundary impacts? No7.2Would the proposed Project potentially result in the generation of waste (both hazardous and non-hazardous)?Yes7.3Will the proposed Project potentially involve the manufacture, trade, release, and/or use of hazardous chemicals and/or materials? Does the Project propose use of chemicals or materials subject to international bans or phase-outs?For example, DDT, PCBs and other chemicals listed in international conventions such as the Stockholm Conventions on Persistent Organic Pollutants or the Montreal Protocol No7.4 Will the proposed Project involve the application of pesticides that may have a negative effect on the environment or human health?No7.5Does the Project include activities that require significant consumption of raw materials, energy, and/or water? NoRisk Analysis. Use the standard Risk Log template. Please refer to the Deliverable Description of the Risk Log for instructions#DescriptionRisk CategoryImpact &ProbabilityRisk Treatment / Management MeasuresRisk OwnerEnter a brief description of the risk. Risk description should include future event and cause.Risks identified through HACT, PCAT, SES, Private Sector Due Diligence, and other assessments should be included.Social and EnvironmentalFinancialOperational OrganizationalPoliticalRegulatoryStrategicOtherSubcategories for each risk type should be consulted to understand each risk type (see UNDP Enterprise Risk Management Policy)Describe the potential effect on the project if the future event were to occur.Enter likelihood based on 1-5 scale (1 = Not likely; 5 = Expected)Enter impact based on 1-5 scale (1 = Negligible 5 = Extreme)Based on Likelihood and Impact, use the Risk Matrix to identify the Risk Level (high, Substantial, Moderate or Low)What actions have been taken/will be taken to manage this risk.The person or entity with the responsibility to manage the risk.1There are an estimated 32,000 households and 2,500 enterprises that will potentially be affected by the project. A substantial segment of households, especially those living in the buffer zones, and/or deriving an income related to the use of upper catchment and river ecosystems will most probably need to be relocated. Enterprises that use rivers as a discharge for effluents will need to change their water treatment and disposal practices. If the relocation of people and adjustments of effluent treatment and discharge practices are not done satisfactorily, this social issue can easily be politicized, especially given the prevailing political conditions in the country.Political and socialThe political and social risk may result in social unrest and in the extreme case lead to violence with loss of human lives and damage to property. If this scenario were to occur, project implementation will be suspended or delayed.L = 4I = 5Risk level = HighMitigation measures for managing this risk are as follows:The project will adopt a multi-stake holder approach that will be inclusive of the concerns and expectations of all PAPs, including households and enterprises. This will form part of the activities under Outcome 2 to develop a human rights-based RAP and Stakeholder Engagement Plan (including Grievance Redress Mechanism). This approach will leverage the work initiated during the preparatory phase to identify alternative livelihoods and/or new business opportunities for PAPs;The above will be accompanied by a detailed Communication Strategy and Plan that will be developed under the aegis of the Project Management Unit (PMU) that the programme will set up and operationalize within the AACA. The Communication Strategy and Plan will establish and maintain a close proximity with all Sheger Project stakeholders, and in particular PAPs so that their concerns and expectations are identified, understood and responded to in a timely and efficient manner.Director, River Basin and Green Area Development Agency; Project Manager, PMU (AACA);UNDP CO2The operational capacity of the AACA is highly constrained by high levels of staff turnover. This translates into the unsustainability of investments in human and institutional strengthening, and loss of institutional memory. Staff turnover is a risk that impedes the ability of the AACA to design, conceptualize, implement and monitor and evaluate projects.A parallel issue is the lack of coordination and collaboration between different departments within the AACA, which results in sub-optimal design, conceptualization, implementation and monitoring and evaluation of projects. The problem is compounded with the increasing complexity of anizational and operationalStaff turnover has a direct impact on institutional memory and absorption capacity of the AACA. In turn, this limits the extent to which projects can be implemented from the perspective of both efficiency and effectiveness. Even when implementation can be efficient and effective, high staff turnover constrains the long-term sustainability of investments (capacity building). This is a significant issue in terms of the overall impact that the programme would wish to achieve since an integrated watershed-approach to Sheger Project implementation is expected to take several years to concretize.L = 4I = 4Risk level = SubstantialThe programme will adopt the following mitigation measures:First, the lack of human and institutional capacity will be reinforced by the setting up and operationalization of a PMU within the AACA. The staff will be funded by the project during the lifetime of the programme;In order to ensure sustainability of investments in the PMU, an exit strategy is built into the programme design in the form of the Smart City Hub, which will be instituted within the AACA by the programme. The setting up and operationalization of the PMU and Smart City Hub are the focus of Outcome 1;In addition to the above, two further elements that will mitigate the risk are: (1) the programme proposes an integrated approach (Section I) requiring multi-stakeholder engagement and horizontal and vertical coordination between public institutions at different levels of governance. All the key stakeholders have been engaged during the preparatory phase in order to ensure buy-in from all the stakeholders. In particular, the programme will provide capacity building to the Infrastructure Integration, Construction Permit and Control Authority that has the mandate to carry out cross-institutional coordination on all large projects implemented by the AACA; (2) the programme will pilot and demonstrate quick wins by implementing small-scale demonstration projects and multi-stakeholder engagement initiatives in selected woredas (Outcome 2) for subsequent replication; and (3) the programme will work closely with the newly established Mega Projects Coordination Unit in the Mayor’s Office in order to ensure horizontal institutional coordination. Project Manager, PMU (AACA); Project Manager (UNDP Programme)3While the UNDP will contribute financial resources in the form of cash co-financing, this amount is limited to USD 1.5 million and will not be sufficient to implement the programme. Consequently, the programme is reliant on funding from external sources.FinancialInability to carry out sufficient financial resources mobilization will delay or at worse stall implementation.L = 2I = 4Risk level = ModerateThe main mitigation action for financial risk is the formulation of two Child Projects in accompaniment to the ProDoc. The Child Projects contain selected outputs and activities from the ProDoc, and have targeted two sources of funding, namely KOICA and SIDA. Several iterations of the Child Project Concept Notes have been developed in close coordination with the development partners. The combined financial resources amount to USD 4.75 million, and discussions with the donors have revealed high likelihood of securing the funding to initiate programme implementation.Based on the success of this initial round of financial resources mobilization, UNDP will leverage its comparative advantage to mobilize more resources. It is noteworthy that the UNDP is coordinating a multi-stakeholder platform, including development partners regarding the Sheger Project. Consequently, UNDP is well positioned to target additional donors for incremental funding.UNDP Country Office; Project Manager (UNDP Programme)4The Sheger rivers are polluted as a result of communities, public institutions, businesses and enterprises using it as a sink for solid wastes and effluents. Currently, the Sheger Project seeks to address the sources of pollution along only 56 km of the Kebena and Kechene river stretches. However, water pollution takes place within the large Sheger watershed. If these areas remain unattended, the water quality along the 56 km stretch may not improve significantly, thereby jeopardizing the entire Sheger Project that hinges principally on improving the quality of water ecosystems.EnvironmentalA fragmented approach will be contrary to the integrated approach proposed by the programme. A narrow focus on the initial 56 km of the Kebena and Kechene river stretches will imply that several outputs and activities will not be implemented.L = 2I = 3Risk level = ModerateThe integrated approach founded on sustainable urban planning and watershed management that forms the central pillar of the programme was discussed and elaborated and validated in close collaboration with the Implementing Partners and other institutions of the AACA, including the Planning Commission and the Infrastructure Integration, Construction Permit and Control Authority.Further, as discussed above (Financial Risk), it is highly likely that financial resources will be available for implementing Outcome 2 of the programme.Project Manager (UNDP programme); Project Manager (PMU, AACA)5Climate extremes, especially intense precipitation events, are known to cause flooding in the Sheger watershed with risks posed to human lives, property and infrastructure. Within increasing climate changes and variability, future impacts may be expected to be more severe. Since Sheger riversides will be used for integrated urban development, the risks posed by current and future climate changes and variability need to be addressed.Climate changeThe Integrated Watershed Development Plan that is expected as a result of Outcome 2 will not be optimal should the current and future impacts of climate changes and variability not be taken into account. The worst case scenario would be that the proposed infrastructure development within the watershed would be exposed to the detrimental impacts of climate changes and variability.L = 2I = 3Risk level = ModerateClimate change risks are mitigated by taking into account current and future climate changes and variability in formulating the Integrated Watershed Development Plan proposed under Outcome 2.Project Manager (UNDP Programme)6.COVID-19 Pandemic and continued spread impedes smooth implementation of the project Delivery Restrictions of movements slow or delays the implementation of the project.L =5I=5Risk Level = HIghAppropriate planning and contingency being designed to mitigate this; UNDP supporting government to develop contingency and business continuity plansProject Manager (UNDP Programme)Three-by-six (3 X 6) ApproachThe 3X6 approach consists of three Principles and Six Fundamental Steps; it includes the development oriented activities that are implemented as early as possible in crisis context. Principles and stepsPhase I1. Engaging: This step involves engaging with local communities to identify individuals or groups of individuals who would like to participate in the initiative.2. Generating Income: Short-term employment generation provides immediate individual income, injects money into local economies and helps revive the production and service sectors, which are potential sources of sustainable livelihoods opportunities. In addition to temporary employment, participants often receive life and business skills training.Phase II3. Saving: Participants in temporary employment schemes save a portion of their income (i.e., 1/2, 1/3, 1/4, depending on the context). If they choose to continue under Phase II, participants are supported to develop a business plan and invest these savings in a small-business project individually or as part of a group4. Joint Venturing: Investments of individual or collective savings are multiplied by UNDP (i.e., doubled, tripled, etc., depending on the context) on the basis of feasible business plans to provide more start-up capital for economic activities. These activities are selected on the basis of whether they can be self-managed and are deemed economically viable in market assessments.Phase III5. Investing: This step focuses on reinforcing investments made, identifying best practices to attract partnerships and accessing finance to expand. UNDP may support access to loans and/or promote the development of investment plans for expanding, specializing and/or diversifying the economic activities or businesses.6. Accessing markets: As a last step, UNDP provides support to participants to connect their businesses to local markets through value chain and market assessments, as well as the development of a few selected viable value chains. Where possible, assessments should start as early as possible to help ensure informed choices. This step could also include support to policy development and strengthening of capacities of national partners.3x6 Phase I INCLUSION 3x6 Phase II OWNERSHIP 3x6 Phase III SUSTAINABILITY Livelihoods stabilization through emergency employment and/or enterprise recoveryEnterprise development and support in enterprise recoveryPolicy-level support and developmentRapid employment creation to respond to urgent needs of communities through voluntary engagement in community projects. Targeting communities especially youth and women and community members enhances social cohesion and reconciliation.Initiatives to support diversification of livelihoods opportunities and more sustainable (self-) employment, like starting up a small business or another economic activity. Creating ownership is critical here and is supported by encouraging participants to invest their own savings into economic ventures of choice.Sustainable-employment creation and inclusive economic growth through strengthening of national government capacities, policies, institutions and productive capacities. This includes market and value chain assessmentsCapacity Assessment: Results of capacity assessments of Implementing Partner (including HACT Micro Assessment)Project Board Terms of Reference and TORs of key management positionsTerms of Reference for the Project BoardThe Project Board (PB) will serve as the project’s decision-making body. It will meet according to necessity, at least twice each year, to review project progress, approve project work plans and approve major project deliverables. The PB is responsible for providing the strategic guidance and oversight to project implementation to ensure that it meets the requirements of the approved Project Document and achieves the stated outcomes. The PB’s role will include: Provide strategic guidance to project implementation; Ensure coordination between various donor funded and government funded projects and programmes; Ensure coordination with various government agencies and their participation in project activities; Approve annual project work plans and budgets, at the proposal of the Project Manager; Approve any major changes in project plans or programmes;Oversee monitoring, evaluation and reporting in line with UNDP requirements; Ensure commitment of human resources to support project implementation, arbitrating any issues within the project; Negotiate solutions between the project and any parties beyond the scope of the project; Ensure that UNDP Social and Environmental Safeguards Policy is applied throughout project implementation; and, address related grievances as necessary.The specific responsibilities of the Project Board include:Provide overall guidance and direction to the project, ensuring it remains within any specified constraints;Address project issues as raised by the project manager;Provide guidance on new project risks, and agree on possible countermeasures and management actions to address specific risks; Agree on project manager’s tolerances as required;Review the project progress, and provide direction and recommendations to ensure that the agreed deliverables are produced satisfactorily according to plans;Appraise the annual project implementation report, including the quality assessment rating report; make recommendations for the work plan; Provide ad hoc direction and advice for exceptional situations when the project manager’s tolerances are exceeded; and Assess and decide to proceed on project changes through appropriate revisions.The composition of the Project Board is given in Section VIII of the ProDoc. Terms of Reference for the Technical Working Groups (TWG)The TWGs will provide technical advice and inputs relating to project implementation and will be chaired by institutions having the mandate in the specific area of work with support from the PM. Since the activities and outputs of the project are implemented under Components 1, 2 and 3, one TWG is proposed for each one of these components. The members of the TWG will consist of representatives from Government Ministry, UNDP, other relevant government agencies, research and educational organizations, NGOs/ representatives of local communities, private sector companies and other relevant stakeholders to be agreed by the Project Board. Technical experts may be invited in to discuss specific issues. Indicative Terms of Reference are as follows. These will be reviewed by the Project Board during project inception and may be extended as necessary.Review planned activities and ensure that they are technically sound and that, wherever possible, there is integration and synergy between the various project components during planning and implementation;Promote technical coordination between institutions, where such coordination is necessary and where opportunities for synergy and sharing of lessons exist; Provide technical advice and guidance on the terms of references related to activities to be completed under each component;Share information on project progress and lessons learned with related stakeholders at the national level;The TWG or a subset of its members may be requested to undertake specific project-related tasks, such as preparing or reviewing analytical reports, strategies and action plans, etc.;Other tasks as indicated by the Project BoardTerms of Reference for Key Project Staff Project Director BackgroundThe Project Director (PD) is the Head of the AACA Mega Project Unit, whose appointment is made by the Mayor. He will be accountable to the Mayor and UNDP for the achievement of objectives and results in the assigned Project. The PD will be part of the Project Steering Committee and answer to it. The PD will be financed through a combination of national government funds and UNDP grant.Duties and ResponsibilitiesServe as a member of the Project Board.Supervise compliance with objectives, activities, results, and all fundamental aspects of project execution as specified in the project document.Supervise compliance of project implementation with government policies, procedures and ensure consistency with national plans and strategies.Facilitate coordination with other organizations and institutions that will conduct related activities for promoting the integration of watershed management within the broader context of sustainable urban planning.Participate in project evaluation, testing, and monitoring missions.Coordinate with AACA representatives on legal and financial aspects of project activities.Coordinate and supervise AACA staff inputs to project implementation.Coordinate, oversee and report on any government cofinancing inputs to project implementation.Project ManagerBackgroundThe Project Manager (PM), will be locally recruited following UNDP procedure, with input to the selection process from the Project partners. The position will be appointed by the project implementing agencies and funded entirely from the Project. The PM will be responsible for the overall management of the Project, including the mobilisation of all project inputs, supervision over project staff, consultants and sub-contractors. The PM will report to the PD in close consultation with the assigned UNDP Programme Manager for all of the Project’s substantive and administrative issues. From the strategic point of view of the Project, the PM will report on a periodic basis to the Project Board, based on the PD’s instruction. Generally, the PM will support the PD who will be responsible for meeting government obligations under the Project, under the NIM execution modality. The PM will perform a liaison role with the government (AACA and other levels of public governance), UNDP and other UN agencies, CSOs and project partners, and maintain close collaboration with other institutions providing co-financing. The PM will also have the responsibility of overseeing the implementation of the Gender Action Plan, Stakeholder Engagement Plan, and Social and Environmental Safeguards.Duties and ResponsibilitiesPlan the activities of the project and monitor progress against the approved work-plan.Supervise and coordinate the production of project outputs, as per the project document in a timely and high quality fashion.Coordinate all project inputs and ensure that they are adhere to UNDP procedures for nationally executed projects.Supervise and coordinate the work of all project staff, consultants and sub-contractors ensuring timing and quality of outputs.Coordinate the recruitment and selection of project personnel, consultants and sub-contracts, including drafting terms of reference and work specifications and overseeing all contractors’ work.Manage requests for the provision of financial resources by UNDP, through advance of funds, direct payments, or reimbursement using the UNDP provided format.Prepare, revise and submit project work and financial plans, as required by Project Board and UNDP. Monitor financial resources and accounting to ensure accuracy and reliability of financial reports, submitted on a quarterly basis.Manage and monitor the project risks initially identified and submit new risks to the project board for consideration and decision on possible actions if required; update the status of these risks by maintaining the project risks log.Liaise with UNDP, Project Board, relevant government agencies, and all project partners, including donor organisations and CSOs for effective coordination of all project activities.Facilitate administrative support to subcontractors and training activities supported by the Project.Oversee and ensure timely submission of the Inception Report, Project Implementation Report, Technical reports, quarterly financial reports, and other reports as may be required by UNDP.Disseminate project reports and respond to queries from concerned stakeholders.Report progress of project to the steering committees, and ensure the fulfilment of PSC directives.Oversee the exchange and sharing of experiences and lessons learned with relevant community based integrated conservation and development projects nationally and internationally.Assist community groups, municipalities, CSOs, AACA staff, and others with development of essential skills through training workshops and on the job training thereby increasing their institutional capabilities.Encourage staff, partners and consultants such that strategic, intentional and demonstrable efforts are made to actively include women and youth in the project, including activity design and planning, budgeting, staff and consultant hiring, subcontracting, purchasing, formal community governance and advocacy, outreach to community organizations, training, participation in meetings; and access to program benefits.Assists and advises the persons and consultants responsible for activity implementation in the target sites.Carry regular, announced and unannounced inspections of all project sites.Monitor progress in implementation of the project Gender Action Plan ensuring that targets are fully met and the reporting requirements are fulfilled;Oversee/develop/coordinate implementation of all gender-related work;Review the Gender Action Plan annually, and update and revise corresponding management plans as necessary;Work with the M&E officer and Safeguards Officer to ensure reporting, monitoring and evaluation fully address the gender issues of the project;Required skills and expertise A university degree (MSc or PhD) in a subject related to environmental sciences or management or livelihoods or integrated urban planning.At least 8 years of experience in managing similar projects.At least 5 years of demonstrable project/programme management experience.At least 5 years of experience working with ministries, national or municipal institutions/city administrations that are concerned with integrated urban petenciesStrong leadership, managerial and coordination skills, with a demonstrated ability to effectively coordinate the implementation of large multi-stakeholder projects, including financial and technical aspects.Ability to effectively manage technical and administrative teams, work with a wide range of stakeholders across various sectors and at all levels, to develop durable partnerships with collaborating agencies.Ability to administer budgets, train and work effectively with counterpart staff at all levels and with all groups involved in the project.Ability to coordinate and supervise the implementation of multiple but complementary activities in partnership with a variety of subnational stakeholder groups, including community and government.Strong drafting, presentation and reporting skills.Strong communication skills, especially in timely and accurate responses to emails.Strong computer skills, in particular mastery of all applications of the MS Office package and internet search.Demonstrated understanding of the links between sustainable development, social/livelihoods and gender issues;Experience in gender responsive capacity building, especially in the area of rural development and rural energy access;Excellent command of English and local languages.Project Administrative AssistantUnder the guidance and supervision of the Project Manager, the Administrative Assistant will carry out the following tasks:Assist the Project Manager in day-to-day management and oversight of project activities;Assist the M&E officer in matters related to M&E and knowledge resources management;Assist in the preparation of progress reports;Ensure all project documentation (progress reports, consulting and other technical reports, minutes of meetings, etc.) are properly maintained in hard and electronic copies in an efficient and readily accessible filing system, for when required by PB, TWGs, UNDP, and project consultants;Provide PMU-related administrative and logistical assistance.Keep records of project funds and expenditures, and ensure all project-related financial documentation are well maintained and readily available when required by the Project Manager;Review project expenditures and ensure that project funds are used in compliance with the Project Document and GoI financial rules and procedures;Validate and certify FACE forms before submission to UNDP;Provide necessary financial information as and when required for project management decisions;Provide necessary financial information during project audit(s);Review annual budgets and project expenditure reports, and notify the Project Manager if there are any discrepancies or issues;Consolidate financial progress reports submitted by the responsible parties for implementation of project activities;Liaise and follow up with the responsible parties for implementation of project activities in matters related to project funds and financial progress reports.The Project Administrative Assistant will be recruited based on the following qualifications:A Bachelor’s degree or an equivalent qualification related to financial management or accounting;At least three years of work experience in a similar position, and with familiarity with projects related to rural energy access;Previous experience with UN project will be a definite asset;Very good inter-personal skills;Proficiency in the use of computer software applications especially MS Word and MS Excel.Excellent language skills in English (writing, speaking and reading) and in local languages ................
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