UNITED NATIONS DEVELOPMENT PROGRAMME

PROJECT DOCUMENT[TURKEY]

Project Title: UNDP Turkey Resilience Project in Response to the Syria Crisis: Municipal Service DeliveryProject Number: 00108275Implementing Partner: ILBANKStart Date: 1 February 2018 End Date: 31 January 2020 PAC Meeting date: 5 January 2018

Brief DescriptionAs of November 2017, out of the 3,2 million registered Syrians under Temporary Protection, more than 2,6 million live amongst Turkish host communities.1 45% of the 3,2 million Syrians under Temporary Protection are concentrated in 4 provinces in the South East. Within these provinces, there are four municipalities in Turkey that are particularly impacted, each hosting more than 100,000 Syrians. In these cities, the ratio of the Syrian population to that of host communities is higher than 15%, including Kilis, Hatay, Gaziantep and Şanlıurfa.2 Populations have either reached or exceeded 2023 population projections. Kilis, for instance, hosts almost as many Syrians as its local population.3The situation has resulted in, amongst others, an unprecedented demand for municipal services, including waste management and fire-fighting services.

The main objective of this Project is to strengthen the resilience of municipalities in those provinces most affected by the influx of the Syrians to be better able to cope with and recover from the impact of the large-scale displacement. UNDP uses a resilience based development approach which focusses on investing in existing national and local systems to ensure they can adequately serve both host and Syrian communities.The main expected results under this project include:

- 1 Mechanical Biological Treatment facility (i.e. Gaziantep);- Leachate management of sanitary landfill site and renovation of one existing facility

(Kilis)- 1 waste water treatment facilities (Hassa); - 3 waste transfer stations (i.e. one in Şanliurfa, two in Hatay);- strengthened technical capacities to ensure sustainability of the investments through the

establishment of 3 project management offices (PMOs) (Gaziantep, Sanliurfa and Hatay); - improved access to municipal services for at least 300,000 Syrians under Temporary

Protection and host community members;- Increased capacities firefighting capacities through provision of equipment and technical

support (Hatay and Sanliurfa)

1 Mostly in the South East, particularly Gaziantep, Kilis, Sanliurfa, and Hatay2 DG of Migration Management, TURKSTAT (DGMM 2017)3 DG of Migration Management, TURKSTAT (DGMM 2017)

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Total resources required:

26,610,750 USD

Total resources allocated:

UNDP TRAC:

N/A

Donor:

26,610,750 USD (including GSM 7%, 1,687,372.01 USD)

Government:

N/A

In-Kind: N/AUnfunded:

N/A

Agreed by:Government UNDP İlbank

Print Name: Print Name: Print Name:Date: Date: Date:

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Contributing OutcomesUNDCS: 1.1. By 2020, relevant government institutions operate in an improved legal and policy framework, and institutional capacity and accountability mechanisms assure a more enabling (competitive, inclusive and innovative) environment for sustainable, job-rich growth and development for all women and men.Indicative Output(s): 1.1.4. Citizens, with specific focus on vulnerable groups including in less developed regions have increased access to inclusive services and opportunities for employment

Gender marker 2

This Project is part of a larger initiative funded by the EU Regional Trust Fund in response to the Syrian crisis (EUTF Fund), called with Turkey Resilience Response Project. The objective of the overall initiative is to strengthen the resilience of Syrians under Temporary Protection, host communities and relevant institutions to be better able to cope with and recover from the impact of the Syria crisis. The initiative consists of three different components:

- Component 1 on Employment Creation (13,601,050 USD) to be implemented with Ministry of Science, Industry and Technology

- Component 2 on Municipal Service Delivery (26,610,750 USD) to be implemented with Ilbank

- Component 3 on Adult Language Training (18,923,200 USD), to be implemented by the Ministry of National Education

The current Project is Component 2 of this overall initiative.

I. DEVELOPMENT CHALLENGEAs November 2017, Turkey hosts over 3,2 million Syrians under Temporary Protection.4 Syrians under Temporary Protection are mainly located in the Southeast Anatolia region bordering Syria, but as the crisis has continued, the population has expanded to other regions as well. Turkey thereby hosts the largest refugee population in the world and continues to demonstrate strong national ownership of the response. The Government of Turkey provides a rights-based legal framework through the Temporary Protection regulation, which offers access to education, health care, employment and social security to Syrians. It is estimated that the Government of Turkey has spent $US 25 billion since the beginning of the crisis addressing the refugee crisis.Currently, out of the 3,2 million registered Syrians under Temporary Protection, more than 2,6 million live amongst Turkish host communities.5 45% of the 3,2 million Syrians under Temporary Protection are concentrated in 4 provinces in the South East. Within these provinces, there are four municipalities in Turkey, across or close to the Syrian border, each hosting more than 100,000 Syrians. In these cities, the ratio of the Syrian population to that of host communities is higher than 15%, including Kilis, Hatay, Gaziantep and Şanlıurfa.6 Populations have either reached or exceeded 2023 population projections. The situation has resulted in an unprecedented demand for municipal services, including waste management and fire-fighting services. For instance:

- The additional volume of waste generated, because of the Syrian population influx, amounts to more than 550,000 tons per year in the Southeast Anatolia region and the costs of transport of solid waste exceeds an additional 25 million USD per year;

- The arrival of the Syrians not only increased the operating expenditures for waste collection, but also resulted in waste management facilities (landfills) to reach their full capacities earlier than planned.7 The amount of land fill waste was nearly doubled in 2015, which has led to wild dumpsites particularly in rural areas;

4 Official data Directorate General for Migration Management, Turkey, February 2017.5 Mostly in the South East, particularly Gaziantep, Kilis, Sanliurfa, and Hatay6 DG of Migration Management, TURKSTAT (DGMM 2017)7 The estimations for capacity utilization rates of the landfill sites assume that one person generates 1 kg of waste per day.

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- The more than 1,35 million Syrians under Temporary Protection living in the four target cities consume ca. 70 billion litre of water per year, and produce approximately half a million tons of residential waste water per year to be collected and processed;

- Metropolitan municipalities of Gaziantep, Şanlıurfa and Hatay have spent 13-15₺ million/year to collect and process the waste generated by Syrians. Kilis municipality currently spends roughly 6 million/year for the same task.₺ 8 They have been accruing these costs in the last 4-5 years.

The additional demand for municipal services is difficult to absorb for any city. However, it is even harder for the target municipalities, because the municipal infrastructure as well as the service delivery capacities of the target municipalities were already stretched before the arrival of the Syrians. The sudden and significant increase in the population exacerbated the existing challenges and led to even higher levels of underserved communities. Kilis, for instance, hosts almost as many Syrians under Temporary Protection as its local population.

In the four municipalities, citizens’ satisfaction with the municipal infrastructure services has generally been lower than the national average. The latest official statistics on this issue belong to 2013, at which time the target provinces were not hosting as many Syrians as they are hosting today. Although some minor investments have been made since then, the quality and reach of the municipal infrastructure have not been materially improved.

In addition to that, three out of the four municipalities covered by the assessment are metropolitan municipalities: i.e. Gaziantep, Şanlıurfa and Hatay. The recent legislative changes have expanded the mandate of the metropolitan municipalities to cover rural areas in addition to the urban areas that they serve. So, for these three metropolitan municipalities, the Syrian population has come on top of the rural population that they have started to serve only recently. This burden on the municipalities has led to a lack of proper waste management which poses serious public health hazards to the entire community. Without proper treatment, hazardous substances in the waste can also contaminate soil, water, air and, consequently, food. Rotting waste can considerably increase the spread of infectious disease. At the same time, serious environmental and health threats are also posed by burning of the waste, which causes air pollution and produces toxic gases.

Open dumpsites and waste containers that are not emptied often enough offer ideal breeding grounds for various bacteria, and increase the risk of disease spreading via vectors such as rats, mosquitos and flies. Rapidly decomposing and fermenting waste, such as organic residues and other “wet waste”, create a particularly favourable atmosphere for microbial pathogens, create unhygienic conditions where disease thrive, and significantly add to production of harmful landfill gases.

An additional concern for water contamination is leachates (i.e. toxic liquid runoff) coming from badly managed landfills and random dumpsites. When toxic chemicals find their way into the food chain, there is also an additional risk of bioaccumulation of hazardous waste in food. Random dumpsites not only lack sufficient lining (i.e. a layer under the waste that prevents leachate from escaping into the ground), but are also seldom properly selected to make sure they are far enough from ground water sources.

8 Estimations are based on the data provided by the municipalities.4

Waste management also has a strong social component. Turkey’s waste management system is currently in the positive shift towards formalisation. The recognition of workers involved in the sector, and the standardisation of procedures is highly beneficial to most stakeholders, and is globally recognised as the way to achieve better services. This shift, however, which has long-term benefits for the service, has the potential to create victims and issues in the short-term.

Informal sector waste workers, such as street collectors, waste traders, and waste processors in the informal sector, are struggling to adapt to the centrally imposed changes. Many street collectors can no longer access material, and therefore lose their income. This means traders are finding it harder to purchase good quality material, which in turn they cannot sell on to processors. The processors have already invested in equipment and machinery, which they are now struggling to feed enough quantities of appropriate material into. It is therefore essential to carefully analyse the current shift and understand its ability to remain as inclusive as possible, especially to vulnerable groups who may be pushed towards negative coping strategies.

Evidence also indicates the increase of fire incidents in host communities. This is largely the result of unsafe coping mechanisms used by Syrians to create fire for house hold purposes. This includes, for instance, the use of electric wires to create fire for cooking purposes or unsafe gas bottles. Impacted municipalities have not been able to cope with the increase in demand for firefighting services, both in terms of number of fires as well as required equipment to respond efficiently.

Sustainable Development GoalsThe activities of the proposed UNDP programme tie in with the Sustainable Development Goals as follows9:

Sustainable Development Goal

Solid Waste Management support to delivering the SDG

UNDP Turkey proposed activity

SDG 3: Good Health and Well-Being

Less disease caused by open dumping and burning

Improved collection and treatment infrastructure to reduce dumping of solid waste.

Dumpsite assessment and hazard ranking for Municipal rehabilitation of open dumps.

SDG 5: Gender Equality

Women often bear most of the impact of waste management

Integration of gender equality from the start with the Value Chain Analysis and subsequent design of infrastructure and systems to be applicable for all genders.

SDG 6: Clean Water and Sanitation

Better Solid Waste Management goes hand in hand with better WASH

Reduced open dumping leads to reduced contamination of ground water and reduced risks to scavengers and children playing in

9 Adapted from “Solid Waste Management a key to delivering The Global Goals for Sustainable Development” by Zoë Lenkiewicz of Environmental Communications.

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the waste. Increased reuse and recycling leads

to less waste being dumped.SDG 8: Decent Work and Economic Growth

Waste Management is the world’s largest industry

The programme provides direct employment as well as stimulates job creation and livelihoods through support to SMEs in reuse and recycling.

SDG 9: Industry, Innovation and Infrastructure

Recycling innovation is growing and scalable

Infrastructure is a key element of this UNDP programme to support improved waste management.

The SME fund for recycling initiatives will support innovation in reuse and recycling of solid wastes.

SDG 11: Sustainable Cities and Communities

Better Solid Waste Management is vital for healthy and resilient communities

The improvements achieved by the proposed UNDP programme will support this SDG for the cities and towns included in the target Municipalities.

SDG 15: Life on Land

Less pollution on the land, healthier environments

By encouraging ‘resource’ management as a step towards improved integrated solid waste management then the UNDP programme will enhance Life on Land.

SDG 17: Partnerships for the Goals

Working together: formal & informal, wealthy & poor

With the UNDP programme including and targeting all parts of the communities and solid waste management cycle (from households, Temporary Accommodation Centres, private sector, Municipalities, etc.) the project will seek strong partnerships for the success of the solid waste management programme.

II. STRATEGY

The objective of the overall project is to strengthen the resilience of impacted municipalities to be better able to cope with and recover from the impact of the Syria crisis- particularly the unprecedented increase in demand for municipal services. The project will do so through strengthening of municipal capacities for more efficient and effective service delivery. This will be achieved through the creation and implementation of a socially inclusive formalisation model,

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replicable across the country. In doing so, the project will also contribute to social cohesion and will create jobs for impacted communities and Syrians.Aside of the waste management issues, for instance, the influx of such a large number of individuals into any community puts social cohesion to the test. Particularly in host communities in South East Turkey, there have been issues concerning the integration of service delivery to Syrians under Temporary Protection into the municipal service. As some international actors initially struggled to coordinate with municipal service providers, a two-tier system seemed to appear, causing host communities to feel underserved.10

The influx of Syrians to several Municipalities of Turkey over the past years has led to an increase in solid waste generation which in turn has burdened the Municipalities’ ability to provide waste collection and management services. This has led to solid waste accumulating in urban areas to a greater degree than previously which can fuel tension if the additional solid waste is attributed to the growing presence of Syrians. Furthermore, there will be an increase in solid wastes not being disposed of soundly and properly leading to further human health risks and negative environmental impacts. Solving the problem of inadequate solid waste management service can be a key step to mitigating social tension in these areas, building the foundation of acceptance of the new arrivals. This is an essential contributing part to fostering improved social cohesion within the newly formed communities.The project will support municipality’s ability to withstand a given level of external shocks without degradation or loss of function. This means that there are systems and capacities in place to allow for responsive, accountable and effective service delivery in the long term, regardless of negative externalities. This includes access to and maintenance of the necessary municipal infrastructure. UNDP uses a resilience based development approach which focusses on investing in existing national and local systems to ensure adequate service delivery for host and Syrian communities. The approach is also strongly based on communities and people, who are an essential and often unrecognised part of the overall resilience system.

Theory of changeFirstly, if the capacities of municipalities are strengthened in terms of infrastructure and technical capacities (i.e. planning, project design and delivery of services), then they will be able to respond better to the significant increase in demand for municipal services, including waste management and firefighting services. Expected results from the project, include more than 307,000 host community members and Syrians under Temporary Protection to have better access to municipal services, 500 additional tons of solid waste will be processed, 3 waste transfer stations will haul 240 ton of waste per day, 6000m3 capacity leachate facility will be renovated and capacities will be improved to prevent leakage of the leachate, significantly reducing environmental risks;

What needs to change and why?- Firstly, the Project contributes to the need to address high levels of unemployment amongst both Syrians under Temporary Protection and host community members. Secondly, there is a need to increase the efficiency and effectiveness of municipal service delivery, in particular solid waste management. Municipalities hosting large numbers of Syrians under Temporary Protection currently do not have the ability to withstand external shocks without degradation or loss of function. This means that there are no systems and capacities in place to

10 CITIES IN CRISIS CONSULTATIONS - Gaziantep, Turkey, Impact Network, April 2016. 7

allow for responsive, accountable and effective service delivery in the long term, regardless of negative externalities. Furthermore, surge in number of residents in urban areas due to Syrian influx imposed pressure on ecosystems and environment especially with regards to generation of excessive solid waste. Thus, elimination and better management of municipal solid waste by municipalities plays a key role in terms of environmental protection (e.g. elimination of groundwater pollution and wild landfill dumpsite) and public health benefits. Thirdly, Syrians under Temporary Protection are facing significant challenges to find formal job opportunities because of the language barrier. This has also led to difficulties for Syrians under Temporary Protection in terms of social integration, ensuring self-reliance and to access to proper information and counselling on employment services and opportunities. Overall, the Project will provide much needed support to reduce real and perceived levels of competition over access to municipal services and employment opportunities and enhance the self-reliance of Syrians under Temporary Protection. The Ministry of Environment and Urbanisation has a range of policies in place to protect the environment and support the improvement of environmental management, including waste management. These policies include:

1. To protect, maintain, and enhance the natural capital;2. To transform the country to an economy that is resource efficient, green, competitive and

low carbon; and3. To protect the citizens from environment-inflicted pressures and any hazards to their health

and welfare.

All three policies are supported by the current project, which focusses on the move from ‘waste’ management to ‘resource’ management through improved waste collection and separation, increased recycling and reduced burden on the communities from the increasing volumes of waste. Within global solid waste management there are 3 main instruments for improving solid waste management11:

1. Direct Regulation and Enforcement: Legal instruments to direct or forbid practices (usually those that impact on public health and environment);

2. Economic Instruments: Provide economic incentives and disincentives for specific actions and behaviours; and,

3. Social Instruments: Enable, Engage, Encourage and Exemplify (4Es).

Of these 3 instruments, UNDP Turkey is best placed to support on municipalities and communities with the Social Instruments.12 The two other instruments are mainly the responsibility of the Turkish Governmental Ministries, departments and organisations. For the Social Instruments, there are four key areas of influence and support, as illustrated below with UNDP linked activities for the current project13:

11 “Global Waste Management Outlook”, United Nations Environment Programme (UNEP), 2015.12 The focus on social instruments is aligned with UNDP’s global Signature Product on Municipal Solid Waste Management, Local Governance and Community Infrastructure Rehabilitation. http://www.undp.org/content/undp/en/home/librarypage/poverty-reduction/municipal-solid-waste-management-in-crisis-and-post-crisis-setti.html 13 Adapted from the “Global Waste Management Outlook”, United Nations Environment Programme (UNEP), 2015.

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By focussing on these 4Es (Enable, Engage, Exemplify and Encourage), UNDP’s support on improving solid waste management will act as a catalyst for moving from a traditional ‘waste’ management focus to a more ‘resource’ management focus as per global initiatives in solid waste governance. These activities are presented as three pillars for support and intervention by UNDP:

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Figure 1: Overview of required change process for municipal solid waste management

The Metropolitan Municipality Law (10.7.2004- 5216) and the Municipality Law (3.7.2005 - 5393) indicate that the sole responsibility for the management of municipal waste falls on the municipalities. They are responsible for providing all services regarding collection, transportation, separation, recycling, disposal and storage of solid wastes, or to appoint others to provide these services (ETC/SCP, 2009). This underpins UNDP’s approach to support the Municipalities directly with waste management services.UNDP has carried out comprehensive municipal assessments in 4 impacted municipalities, including municipal needs, capacities and priorities. The assessment highlighted the importance of providing a combination of support, including both infrastructure and technical support.14 The current project is designed accordingly. For instance, infrastructure support under this project will focus on the improvement and expansion of infrastructure capacity.UNDP will provide technical support to strengthen the capacities of municipalities that are critical to strategize, plan and implement services and respond adequately to the increase in demand. Technical assistance will focus on service delivery and infrastructure strategy development, planning, procurement and efficient service delivery and management. This will include the establishment of Project Management Units (PMOs) which will bring together a combination of local and international experts. The PMOs will provide support for at least one full cycle of investment planning, development of tools and ensure impact monitoring. The PMOs will provide immediately required planning and management capacities. At the same time, however, the PMOs will also provide on the job training and strengthen technical capacities of relevant local staff and bring in good practices and experiences from elsewhere. Global practice indicates the importance of ensuring sustainability of PMOs and the need to ensure gradual integration into the municipal organigrams. 15 PMO are thereby critical assets to increase the sustainability of the investments.

Direct Stakeholder EngagementTechnical and infrastructural support provided by the project will be based on a systemic analysis of the stakeholder involvement in the system in Turkey. UNDP will carry out a Value Chain Analysis (VCA) for solid waste in the early stage of the project. The VCA will allow for a clear geographical understanding of the waste cycle. Individual waste streams are followed from their point of generation, all the way through the waste management chain. Taking the example of plastic drinking bottles (i.e. polyethylene terephthalate or PET), one bottle is managed by a person when it is collected, a different one when it is compacted, a third one when it is shredded, and yet another when it is recycled. There are potentially many more people involved as intermediary dealers, transporters or processors. Everyone adds value in their own way. Mapping that entire flow and value upgrades of waste, for each category of materials, allows for an in-depth understanding of the complex interactions between people within the waste management sector. UNDP will ensure that the formalisation procedure of the waste management system is inclusive as well as being progressive. 14 UNDP (2016) Assessment of capacities and priorities of municipalities affected by the Syria Crisis 15 Each municipality will find a different way of integrating PMOs into their organizational structure. Some may structure such PMOs as a unit reporting to the secretary general, some others may consider a sub-unit under the strategy department. Establishing a company, owned fully or partially by the municipality is yet another option.

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The VCA will focus on the geographical areas that are most impacted by the Syrians under Temporary Protection, and facing the greatest urgency in service delivery. The data collection model and associated analysis, however, can be replicated, through the various line ministries to other parts of the country, where the formalisation process is under way. The outcome of the VCA will also provide a benchmark for the project against which results can be measured and provide the municipalities with baseline data for their own solid waste management planning. Furthermore, the process of the VCA will allow the participants (i.e. actors dealing with solid waste) to be engaged in the planning and implementation of the UNDP proposed waste management projects, ensuring that the Governance of the project is involving both local and regional actors. Solid waste management has a complex relationship across many stakeholders as indicated in the figure 2 below.The infrastructure investments are expected to also generate additional jobs and livelihoods for Turkish citizens as well as Syrians. This includes jobs created within the municipalities, but also with other actors in the waste management sectors, including recycling companies such as MoP. The project will monitor the type and number of jobs created as indirect results.

III. RESULTS AND PARTNERSHIPS

Expected Results and IndicatorsOverall, the project is expected to result in improved access to municipal services for more than 307,000 host community members and Syrians under Temporary Protection in the four target municipalities, i.e. Gaziantep, Şanlıurfa, Kilis, Hatay. 500 additional tons of solid waste will be processed, 3 waste transfer stations will haul an additional 240 ton of waste per day, a 6000m3 capacity leachate facility will be renovated and capacities will be improved to prevent leakage of the leachate, significantly reducing environmental risks and 6000 m3/day capacity waste water treatment plant will be constructing in order to reduce the public health risk and support environmental protection. The project will create and test a replicable model for inclusive formalized waste management. The model will focus on optimizing material efficiency, financial efficiency, social inclusion and institutional control.

More specifically, the project will deliver:

- 1 Mechanical Biological Treatment (MBT) facility (Gaziantep)

- Leachate management of sanitary landfill site and renovation of one existing facility (Kilis)

- 1 waste water treatment facility (Hatay)

- 3 waste transfer station (2 Hatay, 1 Şanlıurfa)

- Technical support and equipment for firefighting services (Hatay and Sanliurfa)

- Technical support through three Project Management Units (PMOs) (Gaziantep, Sanliurfa and Hatay)

Component 1: Solid Waste Mechanical Biological Treatment (MBT) - GaziantepThis sub-component will establish and make operational one solid waste Mechanical Biological (MBT) Treatment facility in Gaziantep. This responds to the urgent need for solid waste

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segregation and land fill diversion. The facility will be newly constructed for an overall increase of waste management capacities.

Regulations allow municipalities in Turkey to construct solid waste pre-treatment centers (i.e. separation of organic and other recyclables such as plastic, paper, cardboard, glass etc.) combined with biological treatment options for organic waste, such as composting and/or anaerobic fermentation. The MBT will be constructed in line with best practices of the Government of Turkey. Not all MBTs are designed to process the same material. Some focus on the fibrous waste present in the stream, while others may have a more focused approach on the organic fraction. The decision of which fractions to focus on in Gaziantep will be based on the results of the waste CA. If, for instance, there is no market in Anatolia for particular types of plastic mixes, the MBT will not be designed to remove these.

Although source segregation is relatively new in Turkey, recycling is not. There are currently more than 500 licensed recycling facilities in Turkey primarily recycling PE/PP/PET/HDPE plastic components. There is a significant market for recycled goods, as the price of oil dependent raw materials such as plastic is expensive. With paper and corrugated paper in high in demand, the paper industry in Turkey is heavily reliant on recycled paper as a source of cellulose because it is cheaper.

In terms of organic waste (OF-MSW), the Turkish Ministry of Environment and Urbanization and Ministry of Food, Agriculture and Livestock has defined the criteria for the conversion of OF-MSW to usable compost or compost like material (CLM) used for horticultural and selected agricultural purposes. The same organic output of the facility can be also used to produce biogas through the construction of an anaerobic digester system.

The proposed MBT facility will also create environmental and economic gains in terms of employment opportunities. Environmental benefits are directly tied to landfill diversification; hence less solid waste will need to be buried. Economic gains are based on creation of value from waste in the form of sale of recyclables and valorization of organic fraction such as biogas and/or compost production.

As per Gaziantep municipal data, 1700 tons of solid waste is accepted to the sanitary landfill site of Gaziantep every day. 1000 tons of the accepted solid waste is currently allocated to a gasification plant. Of the remaining 700 tons, aside from the organic fraction and inerts, approximately 30% of solid waste has the potential to be recycled (i.e. composed of metal, plastics and paper). The total amount is approximately 210 tons per day. With a separation efficiency of 50%, at least 105 tons of recyclable solid waste has the potential to be recovered. The average market value of this amount is around 1.3 Million euro per annum (average income calculated as 150TL/ton).

An estimated 385 tons of organic fraction of solid waste (OF-MSW) is planned to be converted into usable compost by anaerobic or aerobic compost production modules. The compost processing is planned to utilize in vessel composting technology for odor minimization. Estimated compost production will be in the range of 70 tons per day; with additional potential for biogas production to be used for electricity production. The produced compost has the potential to yield direct income to the municipality; annual revenue is estimated as 766.500 EUR.

Business plans for commercial aspects of the operation, specifically in terms of marketing of readily recyclable raw materials such as PET, LDPE and HDPE type plastics was discussed with

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the Gaziantep Municipality. After construction of the single stream segregation facility, the plan is to build a biogas facility as a subsidiary element to the existing facility. The organic fraction left from segregation will be used in the biogas facility.

This sub-component will also provide technical support to the municipalities on identification of the dumpsites, ranking of which dumpsites pose a direct threat to the public and environment and subsequent technical support on how to close or rehabilitate the dumpsites.

Key activities- Needs assessment for MBT facility- Environmental impact assessment- Value chain assessment on waste management- Permits and (energy) licenses- MBT design- Construction of MBT facility - Monitoring missions to construction site and regular monitoring visits by municipal focal points- Opening of MBT facility

Outputs- Construction of one MBT facility for solid waste, in Gaziantep and made operational

Component 2: Leachate management in Kilis sanitary landfill siteUNDP has provided support to the Kilis sanitary landfill site under previous projects. This included the provision of a solid waste compactor to increase the operational lifetime of the facility. However, the site still requires urgent improvements, noting that the amount of solid waste it receives more than doubled with the influx of the Syrians.Leachate and sludge drying is generally a heat intensive process which reduces the moisture content and the volume. The process is aimed to make the end-product available for proper storage and thermal reduction. However, the operating costs tend to be much higher because for the energy this process requires. Therefore, especially the landfills of smaller municipalities are designed with reservoirs for passive evaporation, which are heavily dependent on weather conditions. Currently the site has a 6000 m3 capacity reservoir allocated for leachate, with pumps installed for recirculation and passive evaporation. However, the significant increase in the amount of solid waste, along with periodic dumping of active sludge from the Kilis waste water treatment plant (wwtp) has exceeded the total capacity of the reservoir. The sludge is constantly leaking and thereby created a significant environmental hazard. The risks are specifically high with respect to soil and aquifers (i.e. an underground layer of water-bearing permeable rock) ranging from bacterial contamination, high amounts of DOC (dissolved organic carbon) and DEHP (bis (2-ethylhexyl) phthalate) a major leach from plastic deposition that is directly linked to cancer if consumed.To reduce these risks, the project will establish a leachate treatment and evaporation system within the Kilis sanitary landfill site. A Greenhouse Solar Dryer (GSD) system is the most efficient system, with the capacity to reduce the moisture content up to 60 percent in confined fully automated greenhouses, combined with solar panels for energy efficient heating. Solar drying

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technology is based on the heating of the sludge until the required temperature has been reached in the greenhouse and to allow drying through the evaporation of water from its surface. The final output is dried sludge with a solids content above 70%. Because the heat reaches higher than 50oC for a long period, the sludge is hygienized. The dried sludge produced from solar drying usually has high calorific value and can be used as fuel in a waste-to energy plant, either on-site installation or in larger co-combustion plants (electricity, cement, waste incineration plants).In addition to GSD system installation, the current reservoir in Kilis will also be renovated and refurbished with the required pumps and equipment for sustainable leachate and sludge management. Renovation will include, for instance, expanding the capacity of the landfill site and improvements to increase efficiency.Key activities

- Needs and value chain assessment- Project design for new leachate- Project design for renovation of existing leachate activity- Construction of leachate management facility with solar drying system- Renovation of existing leachate facility - Monitoring visits- Inauguration

Outputs- One existing leachate facility rehabilitated in Kilis- One new leachate facility constructed in Kilis

Component 3: Waste Water Treatment Facility- Hatay (Hassa)Hassa has a population of 60.000 and currently Hatay hosts 386,000 Syrians under Temporary Protection, which significantly increased the demand for municipal services- particularly an additional burden to the current waste water treatment plants. In addition to that, the province is an agricultural hub and water consumption rates were already high even before the Syrian influx. The current capacity is inadequate to accommodate the waste water treatment requirements.

The project will support Hatay municipality through the establishment of waste water treatment plants in Hassa district to eliminate the discharge of waste into local rivers, to reduce its negative impact on the environment. The Mediterranean Sea and Asi River passing through Hatay province has also been affected by direct waste water discharge from Hassa. The waste water treatment plant will be constructed with the capacity of 6.000 m3 per day for Hassa. The plant is planned to improve access to services for over 60.000 people.

By constructing a waste water treatment plant, the rate of water regeneration will increase. The plant will serve all provincial residents, from both Syrian and host communities for the next 20-30 years. The plant will also prevent pollution of river discharging and will divert waste water to sanitized water which can be used for agricultural irrigation purposes.

Key activities- Needs assessment

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- Design of waste water treatment facilities- Construction of waste water treatment facilities- Monitoring visits- Inauguration of waste water treatment facilities

Outputs- One waste water treatment facility in Hatay constructed and made operational16 - Value chain assessment conducted

Component 4: Waste transfer stations (WTS) (1 in Sanliurfa, 2 in Hatay)The construction of three waste transfer stations in Kırıkhan, Yayladağ districts of Hatay and Bozova District of Şanlıurfa will enhance the capacity of the Hatay and Şanlıurfa Metropolitan municipalities for delivering better solid waste management services. The solid waste is currently being deposited on wild type dumpsites. Regular transportation to the sanitary landfill cannot be done due to the high costs of transportation of solid waste over long distances with inadequate vehicles. Şanlıurfa Municipality has a waste-to energy facility at the sanitary landfill sites, which is a sustainable form of energy provision to the grid.

Kırıkhan district is creating 140 tons, Yayladağ 40 tons, Bozova 60 tons of solid waste per day, making it very costly for the municipalities to haul solid waste. Construction of waste transfer stations to these districts will prevent the use of wild dumpsites-a significant public health risk-while making long distance haul of solid waste economically feasible for the municipality.

UNDP already built 2 waste transfer stations in Gaziantep and Şanlıurfa with funding from the EU and USBPRM under previous projects. With the additional waste transfer stations to be delivered under the current project in Kırıkhan, Yayladağ (Hatay) and Bozova, (Şanlıurfa) there will no longer be a need for waste transfer from district to center in both cities, with the use of this more efficient waste transfer model. UNDP will procure 3 semi-trailers and one backhoe loader for each waste transfer station for the municipality of Hatay and Şanlıurfa.

Solid waste transportation from the districts are currently inefficient and unsustainable as the hauling operation has been performed with standard compactor trucks with limited capacities. Transfer stations will enable the municipalities to conduct long distance solid waste hauling efficiently, as a single semi-trailer will be able to carry 5 standard truckloads of municipal solid waste. Aside from the major environmental benefit arising from prevention of the use of wild dumpsites, economic benefits will be significant. In the region, general costs for collection and transport of municipal solid waste is estimated at 476 TL/ton. Distance and number of hauls is significantly adding to the operational costs as a result of the population increase. With the completion of the project, at least 25% reduction of costs in waste transfer operations is expected.

16 At the time of the development of the Project Document, waste water treatment facilities where proposed for Kumlu and Hasa (Hatay). However, technical consultations indicated that for Kumlu, the facility would require the injection of concrete into the ground to support the construction. This would significantly increase the time and budget of the investment. Further consultations also revealed that the investment in Hasa would be more expensive than planned. The Project therefore concentrates efforts on one high quality waste water treatment facility for Hatay in Hassa.

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A secondary economic benefit is also foreseen through the increased amount of solid waste transferred to the sanitary landfill sites. This will result in increased inputs for the renewable energy facilities there and thus more electricity production. The produced energy is currently sold by the contracted company to the grid, half of which is deposited to the municipality’s accounts in Şanlıurfa.

Technical and infrastructural support provided by the Project will be based on an analysis of the stakeholder involvement in Turkey. Under this sub-component, a Value Chain Analysis (VCA) will be carried out for solid waste in the early stage of the Project. The VCA provide a clear geographical understanding of the waste cycle. Individual waste streams are followed from their point of generation, all the way through the waste management chain.17 Mapping the overall flow and value upgrades of waste, for each category of materials, allows for an in-depth understanding of the complex interactions between people within the waste management sector including income generation and livelihood opportunities. This sub-component will ensure that the formalization procedure of the waste management system is inclusive as well as being progressive.

The VCA will focus on the geographical areas that are most impacted by the Syrians, and facing the greatest urgency in service delivery. The data collection model and associated analysis, however, can be replicated, through the various line ministries to other parts of the country, where the formalisation process is under way. The outcome of the VCA will also provide a benchmark for the project against which results can be measured and provide the municipalities with baseline data for their own solid waste management planning.

Key activities- Design of 3 waste transfer stations- Procurement of 3 waste semi-trailers and 1 backhoe loader for each waste transfer station- Construction of 3 waste transfer stations- Inauguration - Monitoring visits- Technical support to municipalities on the identification of dump sites and risk

identification

Outputs- Three waste transfer stations constructed and operationalized (one in Sanliurfa and two in

Hatay)- Technical support provided to municipalities

Dumpsite Assessment

17 Taking the example of plastic drinking bottles (i.e. polyethylene terephthalate or PET), one bottle is managed by a person when it is collected, a different one when it is compacted, a third one when it is shredded, and yet another when it is recycled. There are potentially many more people involved as intermediary dealers, transporters or processors. Everyone adds value in their own way.

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To support the municipalities in identifying and determining requirements for the closure or rehabilitation of dumpsites, a Dumpsite Assessment tool will be adapted from past UNDP projects to enable the municipalities in hazard ranking dumpsites for closure or rehabilitation. This component will also provide technical support to the municipalities on identification of the dumpsites, ranking of which dumpsites pose a direct threat to the public and environment and subsequent technical support on how to close or rehabilitate the dumpsites. The closure or rehabilitation of dumpsites is a key focus for the Ministries of Development and Environment & Urbanisation for ongoing and future solid waste management in Turkey.

Furthermore, the process of the VCA will allow the institutions (i.e. actors dealing with solid waste) to be engaged in the planning and implementation of the UNDP’splanned waste management projects, ensuring that the Governance of the project is involving both local and regional actors.

Component 5: Technical support and equipment for fire-fighting services (Hatay and Sanliurfa)Municipalities have indicated a significant increase in terms of the demand for firefighting services, particularly in urban settings. Recently released metropolitan municipality regulations have also expanded metropolitan municipalities responsibilities to cover district and village level firefighting services, which has added to the demand. The increased risk for fire incidents are related to Syrians’ living conditions which has led them to use primitive electrical heaters, for instance.

Based on a UNDP conducted Municipal need assessment, Hatay and Şanlıurfa provinces are most in need of support because of their lack of required firefighting vehicles and equipment. The project will support these two municipalities with the provision of hardware and first response multipurpose firefighting vehicles.

Key activities- Procurement of 4 first responder fire fighting vehicles

- Needs assessment for technical support on fire-fighting practices

- Provision of technical support

Outputs- Two municipalities (Sanliurfa and Hatay) strengthened in fire-fighting service capacitiesComponent 6- Technical support through Project Management Offices (PMOs) (Gaziantep, Hatay and Şanlıurfa)

Technical assistance will focus on service delivery and infrastructure strategy development, planning, procurement and efficient service delivery and management. This will include the establishment of Technical Assistance and Capacity Building Teams who will sit in Project Management Offices (PMOs) to be embedded within municipalities PMOs will bring together a combination of local and international experts. The PMOs will provide support for at least one full cycle of investment planning, development of tools and ensure impact monitoring.

The PMOs will provide immediately required planning and management capacities. At the same time, however, the PMOs will also provide on the job training and strengthen technical capacities

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of relevant local staff and bring in good practices and experiences from elsewhere. Global practice indicates the importance of ensuring sustainability of PMOs and the need to ensure gradual integration into the municipal organigrams. 18 PMO are thereby critical assets to increase the sustainability of the investments.

PMOs will be strengthened to prioritise project selection. PMOs will be staffed with municipal staff as well as UNDP-provided specialist expertise. The PMOs will have access to, and develop specialized decision-making tools, in line with the recommendations provided in UNDP’s municipal services assessment report19. Once the projects are selected, the PMOs will also be responsible for managing their implementation. PMOs will pilot the projects from within the various municipalities.

Different PMOs in different municipalities will meet regularly to exchange knowledge. They will be supported to use standardised tools and the development of project selection criteria. This will be key in the creation of the model to be used across the country, for formalised inclusion of all stakeholders in the waste management sector.

To implement the use of these tools, to update and adapt them to the local context, PMOs will be supported by a combination of national and international experts. The international expertise will only be present to bring in examples from a larger array of previous run municipal projects . This will ensure that lessons previously learned in similar context will be brought into the implementation of these projects.

The individual staff of the PMOs should be pre-identified as competent enough to integrate the municipality’s workforce upon completion of the project. This will ensure that all project knowledge will remain within the municipality, and that subsequent troubleshooting and project realignment will be possible internally. The PMOs are also critical to ensure sustainability of the infrastructure investments.

This Component will also strengthen capacities of municipalities in terms of gender sensitive service delivery through the PMOs. This includes assessments on the current capacities and technical support required. Gender equality mainstreaming plan will be developed and implemented. This activity aims to enhance the institutional capacity of the municipalities through tailor-made capacity building projects and consultations, which will help municipalities to mainstream gender equality in all projects and institutional settings.

The gender equality mainstreaming plan will be developed based on the knowledge and expertise accumulated in UNDP Turkey country team throughout past projects and programmes such as "women friendly cities", "gender mainstreaming in development agencies" and “gender responsive budgeting”. In addition to that, the previous experience of the local actors, who have already participated in some of these programmes in different levels, provide UNDP an enabling environment for building successful initiatives of gender equality mainstreaming.

18 Each municipality will find a different way of integrating PMOs into their organizational structure. Some may structure such PMOs as a unit reporting to the secretary general, some others may consider a sub-unit under the strategy department. Establishing a company, owned fully or partially by the municipality is yet another option. 19 UNDP (2016) Assessment of capacities and priorities of municipalities affected by the Syria Crisis

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Key activities- Deployment of technical experts- Support to the development of specialized decision-making tools- Technical support for gender sensitive service planning and delivery

Outputs- Establishment of three PMOs (Gaziantep, Sanliurfa and Hatay)20

- Municipal capacities strengthened in terms of gender sensitive service planning and delivery

Resources Required to Achieve the Expected Results

The resources required for the project are a combination of technical capacities (both UNDP experts and consultancies for more specialized expertise) and partnerships with local counterparts.

- The project includes significant procurement of equipment and infrastructure, requiring engagement beyond UNDP Turkey- including regional and UNDP headquarters to ensure overview and approval- in line with UNDP procurement regulations;

- The project relies on UNDP’s technical capacities with respect to municipal service delivery. UNDP Turkey has built-up in-house capacity in this regard from previous projects. However, UNDP Turkey will work in close partnership with its HQ teams on local governance to ensure incorporation of global practices. This will require 1 or more missions as well as remote support throughout the implementation of the project.

- UNDP Turkey will work closely with its offices in Amman, to ensure a close connection with respect to the regional response provided to the Syria response. This includes both sharing of Turkey’s experiences in the response as well as to identify good practices and lessons learned from countries in the region that could be of use for Turkey.

- High level visits from UNDP’s regional offices and HQ are expected during key events such as inaugurations.

PartnershipsThe Project is designed in complementarity the Regional Refugee and Response Plan (3RP) (i.e. municipal support is coordinated through the basic needs sector). 3RP partners include UN agencies, Government and local partners as well as NGOs. UNDP co-leads the 3RP together with UNHCR, as lead agency on resilience, including the mainstreaming of resilience across all six sectors. UNDP co-chairs both the Syria Response Group (SRG) and the Syria Task Force. UNDP is also the sector lead for the Livelihoods Working Group and leads the municipal component under the Basic Needs sector. UNDP’s central role in the 3RP coordination structure will ensure complementarity and avoid overlap of interventions under this Project with 3RP partners- in addition to coordination efforts with other partners such as the World Bank and other International Financial Institutions (IFIs).

20 Support will be provided in 3 municipalities, so within the projected support between 2-6, in line with the Action Document.

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Within the context of the waste management interventions, UNDP is strongly focused on ensuring that all project activities are co-delivered with existing partners. Municipalities are key stakeholders and essential partners in this process, including the management of both infrastructure and technical support provided under the project. In addition to that, the district municipalities oversee waste transportation from street containers to the disposal and/or waste treatment facilities. They are therefore not only essential partners, but also key beneficiaries.

It is the intention of the PMOs to provide guidance and direction on the waste management components of the project from those stakeholders clearly identified in the Waste Value Chain analysis as being part of the existing system.

The sustainability of project results depends on the commitment and investment of municipalities. Technical support will be provided throughout the project to expand capacities. However, the municipalities will be required to invest to sustain required staffing capacities and maintenance of infrastructure.

Risks and assumptionsThe main assumptions for the success of the overall the Project and its implementation are: Relevant Government stakeholders continue their support to project activities; Number and geographic distribution of Syrians under Temporary Protection remain stable

during the implementation period so that local company needs and skills supply can match without need for people to move.

Host communities remain open to socio economic integration of Syrians under Temporary Protection.

For the successful implementation of the solid waste project, there are the following key areas of focus that could be risks to the implementation if they are not attended to, early in the programme schedule:

Risks Mitigation measuresPermits and licensing of the waste handling plants (Mechanical Biological Treatment Facility and waste transfer plants) are provided on a timely basis.

UNDP has a long-standing partnership with the Ministry of Environment and Urbanization and ensured high level of ownership of the over Project. Projects ideas are based on MoE investment goals and needs and are permits anticipated.

Significant fluctuations in the number of Syrians in the target Municipalities resulting in variations in the waste quantities catered for.

The Project is designed in a way that ensures that the waste management facilities established are developed based on an estimated population increase independent of Syrian numbers. Also, infrastructure will have additional capacity to cope with a further fluctuation of Syrians over the coming 2 – 5 years. Work will focus with the respective target municipalities to ensure the capacity installed is appropriate and applicable.

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Potential delays in procurement of equipment and/or infrastructure.

UNDP’s procurement rules have already been adopted for the current and recently completed solid waste management infrastructure projects. UNDP procurement systems and capacities have solid and relevant experience and can ensure early market engagement.

Stakeholder Engagement

The main institutional stakeholders and target groups for this project include Ilbank, Ministry of Environment and Urbanization, Ministry of Development and the 4 target municipalities (i.e. Gaziatep, Kilis, Hatay, Sanliurfa).

Other potentially affected groups include private sector stakeholders such as recycling companies, private waste management firms, waste separation specialists and recycled product users, such as factories incorporating recycled commodities into their final products. The project is expected to benefit over 307,000 host community members and Syrians under Temporary Protection, through improved access to municipal services.

Needs and priorities of selected municipalities have been selected based on a comprehensive and participatory needs assessment. All project activities will be designed and implemented with and through the municipalities, considering the results of the waste value chain analysis. All target municipalities will be asked and supported to set up appropriate mechanisms to submit concerns about social or environmental impact of the projects. This will include the required awareness raising efforts for community members and Syrians to be aware of their rights and available mechanisms.

South-South and Triangular Cooperation (SSC/TrC)UNDP has so far supported the Government in Turkey in sharing their good practices in several global and regional high-level events, specifically on municipal service delivery. Several upcoming events will provide a good platform and opportunity to build on this and the Turkey experience globally with other municipalities, Government stakeholders and partners. This includes representation at planned high level events, such as:

- General Assembly side event (planned for September 2017)

- A global municipal event, to be hosted by one of the 4 municipalities supported by the project (planned for end of 2017).

During these and other high-level events, the municipalities will have an opportunity to share their approach in terms of their response to the increase in demand for municipal services, including participatory planning of waste management projects with other international stakeholders. Experiences can also be shared through visits and study tours from municipalities from other countries. UNDP has recently acquired additional capacities to ensure UNDP’s Turkey’s visibility in regional and global platforms to facilitate this and ensure Turkey is well positioned a key partner. UNDP will make sure that in any of the events, due visibility is provided to the EU.

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Knowledge and visibility

The budget for the project includes a sizable amount of funds for action related to the visibility of the Project and its outcomes. All necessary measures will be taken to ensure the visibility of the European Union and the Republic of turkey. All visibility actions will be carried out in accordance with the General Conditions (Annex II- General Conditions PA Grant of the Delegation Agreements, Article 8).

In addition to that, all printed, visual and audio-visual materials, stories, designs of promotional items, designs of visibility materials will follow the guideline prepared for FRIT non-humanitarian projects (available here: http://www.avrupa.info.tr/en/learn-about-eu-visibility-guidelines-16 Title: Communication and Visibility Manual for EU External Actions Projects funded under the EU Facility for Refugees in Turkey. File: VisibilityGuidelines_May2017_FRIT_EN_20170605_Final.docx) and shared with EUD for review and approval. UNDP will inform EUD ahead of time about the event for its possible high-level attendance.

For non-humanitarian projects (such as the current Project) implemented in Turkey under the Facility, a joint logo has been designed. It consists of the flags of Turkey and the EU representing the cooperation between the EU and Turkey as a joint response in Turkey to the Syrian refugee crises in Turkey. Non-humanitarian EU-funded and co-funded projects in Turkey are requested to use this logo for all visibility actions.21 The EU-Turkey joint logo should be accompanied by the following text in English, Turkish and Arabic (and any other language where needed): This project is funded by the European Union.22

Example:

To ensure the correct usage of the EU-Turkey joint logo it should not be replicated, but downloaded from the website of the EU Delegation to Turkey athttp://www.avrupa.info.tr/en/learn-about-eu-visibility-guidelines-16, where it is available in various formats.The materials, items for Implementing partner’s usage or office supplies to be used by the partners etc. procured under EU funds should display the EU flag accompanied by the following text in English, Turkish and Arabic (and any other language where needed): "Funded by the European Union."Whether used in the form of the EU-Turkey joint logo for information materials or separately at events, it is recommended that the EU and Turkish flags enjoy at least double prominence each, both in terms of size and placement in relation to other displayed logos, and they should appear on all materials and at all events as per the Communication and Visibility Manual for European Union

21 Exceptions to this rule are only possible with approval from the EU Delegation Turkey.22 Exceptions to this rule apply based on the funding arrangements.

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External Actions. If the use of the EU-TR joint logo double size is not possible, the partner logos should not be displayed with the same size or bigger than the joint logo, or in the same line. At visibility events, the Turkish and the EU flags have to be displayed prominently and separately from any other logos.23 UNDP will to draw up a comprehensive visibility and communication plan for this Project. The agreed visibility and communication activities and related costs are included in the costs of this Project (please see Annex 7 for full visibility and communication plan)

Sustainability and Scaling UpThe project will be implemented through the National Implementation Modality (NIM), with Ilbank as the implementing partner. The partnership with Ilbank will ensure the required linkages between the municipal and national levels. Where needed, the Ministry of Environment and Urbanization will be informed or asked for required approvals.Project priorities have been determined together with each of the 4 target municipalities and will be implemented with and through municipal stakeholders. The PMOs and technical assistance that will be provided through the project, are aimed to strengthen local capacities to ensure results can be sustained and further scaled up as needed beyond the project duration. Technical assistance and capacity building teams will be established inside the target municipalities with the specific objective to ensure municipalities have the technical capacity and human resources to sustain infrastructure investments under the Project. Technical support is also aimed to increase efficiency of service delivery for better use of resources after finalization of the Project;- Although not a key objective of the Project, activities will contribute to strengthen the capacities of Ilbank and municipalities as end beneficiaries to ensure sustainability investments;-The Project is implemented through Ilbank as implementing partner and in close cooperation with municipalities as end beneficiaries of the Project, along all stages of the activities, ensuring full ownership. Municipalities will be consulted throughout the implementation of the Project, which will include amongst others facilitation of access of municipal staff to the construction sites and sharing of relevant documentation throughout the process; -The Project includes activities specifically focussed on environmental sustainability, including infrastructure related infrastructure such as an MBT facility, waste transfer stations, waste water treatment facilities and leachate facilities. An environment engineer will be deployed for the Project to oversee and ensure environmental sustainability of the project.Both the infrastructure and technical support that will be provided by the Project aims to increase the efficiency of the municipal service delivery- and thereby resilience to be better able to sustain and respond to an increase in demand for municipal services- for current and future crises. Technical support will also be provided to strengthen municipal capacities to maintain infrastructure provided through the project.

IV. PROJECT MANAGEMENT

23 The correct EU flag is also available in various formats at http://www.avrupa.info.tr/en/learn-about-eu-visibility-guidelines-16 o rwww.echo-visibility.eu

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Cost Efficiency and EffectivenessUNDP globally, and UNDP Turkey particularly, has long standing experience with support to municipal service delivery. UNDP Turkey has implemented several projects on municipal service delivery in response to the Syria crisis, focussing on similar types of municipal services.24 Good practices and lessons learned have provided UNDP with the required experience and capacities to ensure cost efficiency and effectiveness. It has also provided UNDP with the necessary network and partnerships. UNDP’s portfolio management approach will ensure consistency and maximum results with available resources- using its experiences so far, especially in the scope of its Syria Crisis Response and Resilience Programme as well as Climate Change and Environment Portfolio.The current project is based on UNDP’s resilience based development approach, which has been UNDP’s flagship response in several countries affected by the Syria crisis, including Jordan, Lebanon and Iraq. UNDP Turkey works in close partnership with its partner offices in those countries to share lessons learned. UNDP will work in close partnership with Ilbank as implementing partners. Cooperation between UNDP and Ilbank for the overall implementation of the Project will bring together expertise from both partners to ensure selection of most effective options for project implementation.

Project ManagementThe UNDP Country Office in Turkey, in particular the Project Team in Ankara, will also serve as primary focal point for Ilbank for the Project implementation. The Project will be managed and implemented as part of a larger initiative called the Turkey Resilience Project funded by the EUTF MADAD (please see above for additional details on the overall initiative). The implementation of the overall initiative will be managed by Project Team based in Ankara and relevant field locations (Gaziantep and Sanliurfa), under the overall supervision of the senior management of the UNDP Turkey Country Office. The Project Team will be responsible for project coordination, management, implementation, technical oversight, administration, monitoring and evaluation.The Project Manager as well as other project staff will work in close cooperation with Ilbank and municipal staff, including assigned civil engineers, at all stages of the Project implementation This will include for instance facilitation of access to construction sites and sharing of relevant documentation. Please see section VIII for additional details on the Governance of the Project.

24 Projects were funded by the EU Instrument for Stability, US Bureau for Population, Refugees and Migration and Japan.

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VII. RESULTS FRAMEWORK

Intended Outcome as stated in the UNDCS: Outcome 4- Increased provision of inclusive and responsive public as well as community based services to strengthen equitable access to knowledge, information and quality basis services.

Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets: (from UN Development Cooperation Strategy (2016-2020)Indicator 1.1.1: Ratio of budgetary incomes to expenditures for the three NUTS 2* regions with the lowest socio-economic development

Applicable Output(s) from the UNDP Strategic Plan: Applicable Output(s) from the UNDP Strategic Plan (2018-2020: An economy- and society-wide transition to inclusive and sustainable development is accelerated to end poverty in all its dimensions and reduce inequalities.

Project title and Atlas Project Number: Turkey Resilience Project- Municipal service delivery

EXPECTED OUTPUTS OUTPUT INDICATORS25 DATA SOURCE BASELINE TARGETS (by frequency of data collection)

DATA COLLECTION METHODS & RISKS

Value Year Targets (2018)

Targets (2019)

Targets (Total)

Output 1.1One Mechanical Biological Treatment (MBT) facility established and operational in Gaziantep, to serve processing of solid waste sourced from Gaziantep and its 5 districts

1.1.1 # of MBT facilities established and operational in Gaziantep, to serve processing of solid waste sourced from Gaziantep and its 5 districts

Project Progress Reports (including written documentation and direct observation by Ilbank)Project based M&E tools and systems

0 0 0 1 1 Scale measurement and logs in sanitary landfill sites

Land allocation and legal permit procedures (including environmental impact assessment) will be delivered on a timely basis by relevant municipality

Output 1.2One leachate management facility established and operationalized in Kilis

1.2.1 # of leachate management facilities established and operationalized in Kilis sanitary landfill site and # of leachate facility renovated

Project Progress Reports (including written documentation and direct observation by Ilbank)

1 1 1(Renovated)

1(Established)

2 Flow meter readings for leachate facility

To ensure sustainability the municipality will need to invest in capacity to maintain the leachate and

25 It is recommended that projects use output indicators from the Strategic Plan IRRF, as relevant, in addition to project-specific results indicators. Indicators should be disaggregated by sex or for other targeted groups where relevant.

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Project based M&E tools and systems

transportation of active sludge to cement factory as fuel source

Output 1.3One waste water treatment facility established and operationalized in Hatay (Hassa)

1.3.1 # of waste water treatment facility established and operationalized

Project Progress Reports (including written documentation and direct observation by Ilbank)Project based M&E tools and systems

0 0 0 1 1 Flow meter readings for waste water treatment facilities

Geological and topographical qualities of allocated lands for the project implementation will be compatible with technical requirements of the project, especially for the construction elements.

Output 1.4Three waste transfer stations established and operational (i.e. two in Hatay and one in Şanlıurfa), with required vehicles and equipment

1.4.1 # of waste water treatment facility established and operationalized

Project Progress Reports (including written documentation and direct observation by Ilbank)Project based M&E tools and systems

5 5 2 1 8 Scale and measurement logs

Required land allocations must be provided by municipalities

Output 1.5 Capacity of two municipalities strengthened for firefighting services through technical support and additional equipment (Hatay and Sanliurfa)

1.5.1 # of municipalities’ capacities strengthened for firefighting services through technical support and additional equipment

Project Progress Reports (including written documentation and direct observation by Ilbank)Project based M&E tools and systems

Limited Limited 2 0 2 Monitoring visits

Municipality will need to provide staff and resources to ensure project sustainability

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Output 1.6Three Municipalities strengthened with technical support through Technical assistance and capacity building teams

1.6.1 # of municipalities have better planning, design and implementation capacities improved through the establishment of PMOs

Project Progress Reports (including written documentation and direct observation by Ilbank)Project based M&E tools and systems

Limited Limited 3 PMOs established

0 3 Monitoring visits, activity logs and progress reports

Municipality needs to commit staff and office space

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V. MONTORING AND EVALUATIONIn accordance with UNDP’s programming policies and procedures, the project will be monitored through the following monitoring and evaluation plans

Monitoring PlanMonitoring

ActivityPurpose Frequency Expected Action

Track results progress

Progress 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.

Monitor and Manage Risk

Identify 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.

Quarterly

Risks 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 annually

Relevant lessons are captured by the project team and used to inform management decisions.

Annual Project Quality Assurance

The 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.

Annually

Areas of strength and weakness will be reviewed by project management and used to inform decisions to improve project performance.

Review and Make Course Corrections

Internal review of data and evidence from all monitoring actions to inform decision making.

At least annually

Performance data, risks, lessons and quality will be discussed by the project board and used to make course

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corrections.

Project Report

A 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)

Project Review (Project Steering Committee)

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 annually)

Any quality concerns or slower than expected progress should be discussed by the project board and management actions agreed to address the issues identified.

MonitoringReports shall be submitted to Ilbank and the EUD by email at the end of each reporting period specified below. The comments and/or corrections on the report will be submitted to UNDP by email within 15 calendar data after receipt. UNDP shall revise the report based on the comments and re-submit it within 10 calendar days by email. If no comments are send within 10 calendar days by the Implementing Partner and the EUD, the final version can be processed as hard copy. In case of further comments and/ or corrections, the same cycle as outlined above will be carried out. However, for the purposes of timely finalization of the report. The parties may agree on different timelines. Once the final version of agreed on by all parties, UNDP will prepare and submit the hard copy of the report and accompanying documents as the final version within 10 calendar days for approval.

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The reports must be submitted in hard copy and electronic version. All reporting will be done in English. The Turkish version may be prepared after the approval of the English version and will not be subject to approval.UNDP is responsible for reporting to the EU.

UNDP will submit yearly progress reports and a final report, both consisting of a narrative part and a financial part. Regular reports will be shared with Ilbank as implementing partner to monitor progress.

The yearly progress report(s) shall at least include (in line with Article 3 of the General Conditions):

Summary and context of the Project; Actual Results: an updated logical framework matrix including reporting of Results achieved by

the Project (Outcomes and Outputs). Activities carried out during the reporting period (i.e. directly related to the Project and

described in this Agreement) as measured by their corresponding Indicators, agreed baselines and targets, and relevant data sources

Information on the lessons learnt, challenges encountered and measures taken to overcome problems and eventual changes introduced;

Information on the implementation of the Visibility and Communication Plan and any additional measures taken to identify the EU as source of financing;

Information on the costs incurred as well as the legal commitments entered into by the Organisation during the reporting period;

Summary of controls carried out in line with the Organisation’s policy on disclosure of such controls and audit reports. Where errors and weaknesses in systems were identified, analysis of their nature and extent as well as information on corrective measures taken or planned shall also be provided;

Where applicable, a request for payment; Work plan and forecast budget for the next reporting period.

Yearly progress reports shall be submitted within 60 days after the period covered by such report.

The final report shall cover the entire period of implementation and include:

All the updated information addressed in the progress reports; Summary of the Project's receipts, payments received and of the eligible costs incurred; Where applicable, an overview of any funds unduly paid or incorrectly used which the

Organisation could or could not recover itself;

The final report shall be submitted within 6 months following the end of the Implementation Period.In addition, UNDP will submit a Quarterly Information Notes (QIN) to the EU and ILBANK. These notes shall follow the EUTF / FRIT reporting requirements.

The first QIN shall be replaced by an Inception Report, which will describe or fine tune as the activities are already described very briefly the activities undertaken during the 3 months Inception Phase and include a detailed work plan for the remainder of the project, an updated Logical Framework as well as an agreed Communication and Visibility Plan.

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Monitoring for UNDP will primarily be ensured through the Project team, in particular the Project Managers and the UNDP Syria response programme manager. UNDP will deploy regular field visits and partner consultations for monitoring purposes.

A Monitoring and Evaluation Specialist will be recruited by UNDP with full time responsibilities for the project.

EvaluationEvaluation exercises will be undertaken in compliance with the monitoring and evaluation requirements of the Facility (please see above) on agreed Results Framework indicators. The Project will be evaluated (technical evaluation) by an independent team of experts. The selection of an independent team of experts for evaluation will be made in line with UNDP rule and procedures. The evaluation is expected to be conducted 1 month before the Project ends. The assessment will be on the substance and immediate concrete results of the Project, and will, by no means include any form of expenditure verification (or Audit). As a result of the assessment, the impact of the results achieved, lessons learned and good practice in terms of substance will be assessed in a report.

AuditIn line with the Financial and Administrative Framework Agreement (FAFA) and the General Conditions, the financial transactions and financial statements shall be subject to the internal and external auditing procedures laid down in the Financial Regulations, Rules and directions of UNDP.

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I. MULTI-YEAR WORK PLAN

EXPECTED OUTPUTS PLANNED ACTIVITIESRESPONSIBLE PARTY PLANNED BUDGET (USD)

Output 1.1: One MBT facility established and operational in Gaziantep, to serve processing of solid waste sourced from Gaziantep and its 5 districts

Gender marker: GEN 1

1.1.1 Needs assessment for MBT facility

UNDP

2018 2019 Total

CostsTotal Cost Total Cost Total Cost

(in USD)3 (in USD)3 (in USD)3

Human Resources (inc. Project/programme staff and consultants)

$742,526.69 $742,526.69 $1,485,053.38

Travel (air, ground) $150,557.71 $150,557.71 $301,115.42

Equipment and supplies $136,010.50 $0.00 $136,010.50

Project office $58,188.84 $58,188.84 $116,377.68

Professional Services $0.00 $0.00  

Publications $591.35 $5,322.15 $5,913.50

MBT facility $9,148,184.50 $0.00 $9,148,184.50

Leachate facility $1,774,050.00 $0.00 $1,774,050.00

Waste water treatment facility $5,322,150.00 $0.00 $5,322,150.00 Solid waste value chain assessment $88,702.50 $0.00 $88,702.50

Waste Transfer Station constructions (x3) $3,697,120.20 $0.00 $3,697,120.20

Technical support to municipalities (x3) $473,080.00 $118,270.00 $591,350.00

Firefighting Services $946,160.00 $236,540.00 $1,182,700.00

Evaluation costs $0.00 $5,854.37 $5,854.37

Translation, interpreters $8,870.25 $8,870.25 $17,740.50

Costs of conferences/seminars $0.00 $0.00 $0.00

Visibility actions (including CSR initiatives) $46,598.38 $186,393.52 $232,991.90

1.1.2 Environmental impact assessment

1.1.3Value chain assessment on waste management

1.1.4 Permits and (energy) licenses

1.1.5 Design of projects

1.1.6 Construction of MBT facility

1.1.7 Monitoring missions to construction site and regular monitoring visits by municipal focal points

1.1.8 Opening of MBT facility

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Output 1.2: One leachate management facility established and operationalized in Kilis

Gender marker: GEN 1

1.2.1 Needs and value chain assessment

UNDP

1.2.2 Project design for new leachate1.2.3 Project design for renovation of existing leachate activity1.2.4 Construction of leachate management facility with solar drying system1.2.5 Renovation of existing leachate facility1.2.6 Monitoring visits1.2.7 Inauguration

Output 1.3: One waste water treatment facility established and operationalized in Hatay (Hassa)

Gender marker: GEN 1

1.3.1 Needs and value chain assessment

UNDP

1.3.2 Project design

1.3.3 Construction of waste water treatment facilities1.3.4 Monitoring visits

1.3.5 Inauguration of waste water treatment facility

Output 1.4: Three waste transfer stations established and operational (i.e. two in Hatay and one in Şanlıurfa), with required vehicles and equipment

1.4.1 Project design UNDP

1.4.2Procurement of 3 waste semi-trailers and 1 backhoe loaders for each waste transfer station

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Gender marker: GEN 11.4.3 Construction of waste transfer stations1.4.4 Inauguration

1.4.5 Monitoring visits

Output 1.5: Capacity of two municipalities strengthened for firefighting services through technical support and additional equipment (Hatay and Sanliurfa)

Gender marker: GEN 1

1.5.1 Procurement of 4 first responder fire fighting vehicles

UNDP 1.5.2 Needs assessment for technical support on fire-fighting practices1.5.3 Implementation of technical support

Output 1.6: Three Municipalities strengthened with technical support through technical assistance and capacity building team

Gender marker: GEN 2

1.6.1 Deployment of technical experts

UNDP

1.6.2 Support to the development of specialized decision-making tools

1.6.3 Technical support for gender sensitive service planning and delivery

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VIII. GOVERNANCE AND MANAGEMENT ARRANGEMENTSThis Project will be implemented as part of a larger initiative i.e the Turkey Resilience Project, funded by the EU Regional Trust Fund, MADAD. ILBANK will be the implementing partner of this overall initiative and UNDP will be responsible for the overall delivery of the results of the Project based on a Delegation Agreement between the EU and UNDP. This includes UNDP's responsibility to monitor and report on all agreed activities, working in close collaboration with the respective national Government counterparts. UNDP will thereby be the sole responsible party for the delivery of the results of the Action.

Implementation Management Structure

Ilbank as the implementing partner for the current Project will:

- Serve as a central partner in the implementation of the Project;

- Will establish close working relationship with local partners including local authorities and relevant municipalities;

- Will facilitate the dialogue with other national and local partners;

UNDP will:

- Will be responsible for the overall delivery and results of the Project;

- Will provide technical support for implementation of the Project. This support includes provision of human resources and consultancies, project management/monitoring and implementation support services such as contract management.

- Will prepare relevant work plans and facilitate implementation of these work plans through project management and consultancies.

More specifically, the following roles and responsibilities have been agreed upon between UNDP and Ilbank for the implementation of the Project:

Ilbank will be the implementing partner for the Project. The relevant activities to be implemented in partnership with Ilbank include the following:

Project activity Location Budget (USD)

Waste water treatment plant Hatay 5,322,150

Mechanical and biological treatment facility (MBT)

Gaziantep 9,148,184.50

Leachate facility Kilis 1,774,050

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Waste Transfer stations (3) Şanlıurfa and Hatay 1,232,373.40

Procurement of Fire fighting vehicles

Hatay and Şanlıurfa 1,182,700

TOTAL 18,659,457.90

The overall budget of Project, 26,610,750 USD. Out of this, 18,659,457.90 USD is allocated for the procurement of construction and material costs (please see above table). 373,189.16 USD will be paid to İlbank for the provision of services (equivalent to 2%) under the Project. The payments will be made through Requests for Direct Payment (RDPs). Please see following section for specifications of the services.

All procurement activities within the scope of the Project will be carried out and managed by UNDP, in accordance with UNDP’s procurement rules and regulations on the basis of open international tenders.

İlbank will provide technical advice and inputs for procurement activities (during design, development and construction phases) within the scope of the Project. Below table provides an overview of the specific roles and responsibilities for UNDP and Ilbank under the Project.

Stages of procurement process

UNDP ILBANK

Tender Phase

Development of solicitation documents, including technical specifications

Provision of technical advice and inputs covering the services.

Issuance of solicitation documents including announcement on UNDP global website (Tender objections from candidate contractors will be addressed to UNDP)

Announcements on Ilbank’s website

Evaluation of tender

An observer from Ilbank may attend the tender openings and evaluation.

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Award of all contracts and contract signature with the respective contractors

Contract Management Phase

Supervision:

UNDP is legally responsible for contract management. As per general terms and Conditions of Contract, UNDP will assign an “Engineer” to represent UNDP vis a vis the contractors on a daily basis. The Engineer will perform monitoring and supervision of contractors. An independent supervision company to be selected as per UNDP rules and regulations may also be deployed to take part in monitoring and supervision.All progress/ interim payments and approvals will be done by UNDP. UNDP will share digital copies of the documents with İlbank.UNDP project staff will work in close cooperation with Ilbank and municipalities’ staff throughout the Project implementation. This will include facilitation of access to construction sites and sharing of relevant

Municipality technical teams will be responsible for the delivery of the sites to UNDP under Ilbank’s oversight.Municipalities will be responsible for prerequisite administrative permits, licenses as may be necessary for the execution of the works as per local rules and regulations. Ilbank support and facilitate this process.İlbank and municipalities will provide technical advice on the works to be performed throughout the project and construction.İlbank will revert back to UNDP’s official requests for technical input within one week.

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documentation.

Acceptance of Works:Substantial and final acceptance of the works will be performed by UNDP.

Provision of technical advice and inputs covering the services required from the Contractors during 1-year “Defects Liability Period” between the Substantial Acceptance and Final Acceptance.

İlbank will detail service requirements expected from the Contractors and roles and responsibilities of İlbank and UNDP during 1-year Defects Liability Period concerning each specific work. This will enable UNDP to integrate those requirements into the solicitation documents and contracts as appropriate.

Project Governance

For the purposes of this contract, a Project Steering Committee will be established, to be co-chaired by ILBANK and UNDP. The Project Steering Committee will further be composed of the Ministry of Foreign Affairs, Ministry of Environment and Urbanization and the EUD. MoD will act as the default member of the Steering Committee. The Project SC will meet on a quarterly basis throughout the Project implementation period.

The PSC will meet to discuss the progress of the project, verify the achievements of the outputs and mandatory results and discuss action to be undertaken or whenever deemed necessary by its members. The responsibility for the organization of the meeting Steering Committee meetings lies with the UNDP Syria response programme manager and the project team.

The Members of the Committee will be involved in the following areas:

Provide Cross-Functional Leadership and Direction;

Monitor the strategic issues and provide advice to the project team on the progress of the project and on those that may present a risk to the project or have impact on the project rationale or success;

Provide management support, direction and advice to the project management based on the project progress reports presented at Committee meetings;

Actively and overtly support the Project and act as an advocate for its outcomes; and

Communicate its progress to senior and executive level officials in their respective organizations;

Facilitate stakeholder management

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Monitor progress against approved plans;

Monitor project outputs for alignment to support agreed outcomes and benefits;

All members of the Steering Committee are expected to:

Appreciate the impact of the project on all major stakeholders;

Address and advice any issue which has major implications for the Project; and

Accept responsibility for the project strategy and the overall benefit realisation of the Project.

Project Implementation and Management

The implementation of the Project will be managed by Project Teams based in Ankara and relevant field locations (Gaziantep, Sanliurfa). UNDP will use its existing field offices where possible. The Project Team will be responsible for project coordination, management, implementation, technical oversight, administration, monitoring and evaluation. All staff will be directly attributable to the implementation of the Project. Part-time, specialized staff will be charged only for the time spent directly attributable the implementation of the Project. The Project Team in Ankara will also serve as primary focal point for the national Government counterparts and implementing partner as well as the EU.The primary functions of the staff in the sub-offices include project implementation, monitoring and administration, all directly attributable to the implementation of the Project. The sub-offices will also serve as the primary focal points for the local Government counterparts and local partners. In addition to the field offices, a field coordinator will be based in Izmir.The Project oversight will be managed by the UNDP Resilience Advisor and the UNDP Syria Response Programme manager. In addition, the Project will be led by a full- time project manager who will be responsible for the day to day management of project implementation including administration and project finance. The Project Manager will be responsible for overall team management and supervision in both Ankara and field locations. The Project Managers will be the first responsible for project level reporting and support project specific donor engagement. Project Managers are also focal points for respective national level Government implementing partner.

Key staffProject personnel Duty Station(s)Project Manager AnkaraEnvironment Engineer AnkaraCivil Engineer (shared) AnkaraSenior Civil Engineer (shared) Ankara

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Senior procurement officer (shared) AnkaraProcurement officer AnkaraFinance assistant (shared) AnkaraField Civil Engineer Gaziantep/ SanliurfaProject associate AnkaraField coordinator GaziantepProject assistant AnkaraProject assistant GaziantepBudget/ finance officer (shared) Ankara

Communication expert (shared) Ankara

M&E expert (shared) Ankara

Gender expert (shared) Ankara

Communication officer (shared) Ankara

Communication assistant (shared) GaziantepUNV Communication and visibility AnkaraBudget and finance port-folio administrator (shared)

Ankara

Procurement analyst (shared) AnkaraAdmin associate (shared) AnkaraResource management associate (shared)

Ankara

Human resource associate (shared) AnkaraDriver (shared) AnkaraDriver (shared) Gaziantep

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PROJECT ORGANIZATION STRUCTURE

IlbankUNDPEUTF MADAD

Project Organisation StructureProject assurance- UNDP Programme

manager

UNDP Turkey Country Office management

M&E ExpertGender ExpertCommunication Expert

Project managerUNDP Project

implementation support

Project team- Ankara and field

Project Steering CommitteeMoD, MFA, DGMM

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IX. LEGAL CONTEXTThis document together with the CPD signed by the Government of Turkey and UNDP which is incorporated herein by reference, constitute together a Project Document in the context of Revised Standard Agreement (signed on 21 October 1965); as such all provisions of the CPD apply to this document. All references in the Revised Standard Agreement to “Executing Agency” shall be deemed to refer to “Implementing Partner”, as such term is defined and used in the CPD and this document.This project will be implemented by Ilbank (“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.

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X. RISK MANAGEMENT

Ilbank is the implementing Partner for the Project and as such provide a technical and advisory role in the Project. Ilbank will receive 2% of the Project funds for their services (please see section VIII above for specifics on the roles and responsibilities and payment amounts). UNDP will implement the Project funds. As such:1. UNDP will comply with the policies, procedures and practices of the United Nations Security

Management System (UNSMS.)

2. UNDP will undertake all reasonable efforts to ensure that none of the Project Funds 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 http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

3. Social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental Standards (http://www.undp.org/ses) and related Accountability Mechanism (http://www.undp.org/secu-srm).   

4. UNDP will: (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.

5. 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.

6. UNDP will ensure that the following obligations are binding on subcontractors:

a. Consistent with the Article III of the SBAA, the responsibility for the safety and security of subcontractor and its personnel and property, and of UNDP’s property in such subcontractor’s custody, rests with such subcontractor. To this end, each subcontractor shall:

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i. 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;

ii. assume all risks and liabilities related to such, subcontractor’s security, and the full implementation of the security plan.

b. UNDP shall not be responsible for safety and security of the Implementing partner’s personnel

c. 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 responsible party’s, subcontractor’s and sub-recipient’s obligations under this Project Document.

d. Each subcontractor and Implementing Partner will take appropriate steps to prevent misuse of funds, fraud or corruption, by its officials, consultants, subcontractors and sub-recipients in implementing the project or programme or using the UNDP funds. It 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.

e. The requirements of the following documents, then in force at the time of signature of the Project Document, apply to each subcontractor and Implementing Partner: (a) UNDP Policy on Fraud and other Corrupt Practices and (b) UNDP Office of Audit and Investigations Investigation Guidelines. Each subcontractor and Implementing Partner agrees to the requirements of the above documents, which are an integral part of this Project Document and are available online at www.undp.org.

f. In the event that an investigation is required, UNDP will conduct investigations relating to any aspect of UNDP programmes and projects. Each responsible party, subcontractor and sub-recipient will provide its full cooperation, including making available personnel, relevant documentation, and granting access to its (and its consultants’, 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 it to find a solution.

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g. Each responsible party, subcontractor and Implementing Partner will promptly inform UNDP in case of any incidence of inappropriate use of funds, or credible allegation of fraud or corruption with due confidentiality.

Where it becomes aware that a UNDP project or activity, in whole or in part, is the focus of investigation for alleged fraud/corruption, each responsible party, subcontractor and sub-recipient will inform the UNDP Resident Representative/Head of Office, who will promptly inform UNDP’s Office of Audit and Investigations (OAI). It will provide regular updates to the head of UNDP in the country and OAI of the status of, and actions relating to, such investigation.

g. UNDP will be entitled to a refund from the responsible party, subcontractor or 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 this Project Document. Such amount may be deducted by UNDP from any payment due to the responsible party, subcontractor or Implementing Partner under this or any other agreement. Recovery of such amount by UNDP shall not diminish or curtail any responsible party’s, subcontractor’s or Implementing Partner’s obligations under this Project Document.

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ANNEXES

1. Social and Environmental Screening Template

2. Risk Analysis

3. ToR of Project Manager

4. EU General Conditions applicable for Implementing Partner

5. Visibility and Communication Plan

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Annex [1]. Social and Environmental Screening Template

Project Information

Project Information 1. Project Title Turkey Resilience Project- Municipal service delivery 2. Project Number3. Location

(Global/Region/Country)Kilis, Sanliurfa, Hatay and Gaziantep

Part A. Integrating Overarching Principles to Strengthen Social and Environmental Sustainability

QUESTION 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 will support municipal service delivery, in targeted municipalities hosting the largest numbers of Syrians under Temporary Protection in Turkey. This includes support on solid waste management, waste water management, fire-fighting capacities and overall technical support to municipalities. Technical support will include for instance inclusive planning for service delivery, to make sure Syrians under Temporary Protection are included in planning processes and have access to quality services. The Project overall will apply a human rights based approach, in its aim to improve access to basic services for all, and ensure that Syrians under Temporary Protection have access to same quality of services as Turkish host community members. At the same time, the Project will delivery key infrastructure, which will overall positively impact the environment through improved waste and waste water management.Briefly describe in the space below how the Project is likely to improve gender equality and women’s empowerment

The Project will help strengthen municipal capacities through technical support. The Project will do so through the establishment of Project Management Offices (PMOs). The PMOs will amongst others provide decided support on gender sensitive planning of service delivery. In addition to that, technical support will be provided in the broader sense on inclusive planning and service delivery, to ensure Syrians under Temporary Protection and host community members have equal access to quality services. Briefly describe in the space below how the Project mainstreams environmental sustainability

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This Project will focus on the delivery of infrastructure development and technical support on amongst others solid waste management and waste waste management. This includes the construction of waste transfer stations, waste water treatment plants, a Mechanical Biological Treatment Facility and a leachate facility. Overall, the Project therefore has a direct impact on environmental sustainability, through improved waste processing capacities in terms of volume as well as quality of processing (including for instance recycling of waste and production of renewable energy. Environmental impacts assessment are planned under the Project.

Part B. Identifying and Managing Social and Environmental Risks

QUESTION 2: What are the Potential Social and Environmental Risks?

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 6

QUESTION 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 Description Impact and Probability (1-5)

Significance(Low, Moderate, High)

Comments Description 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.

Risk 1: There a risk that duty-bearers do not have the capacity to meet their obligations in the Project.

I = 4P = 2

Moderate Considering the capacity of the local actors, there is a risk of meeting their obligations.

Technical support will be provided to targeted municipalities through the establishment of Project Management Offices (PMOs). This includes strengthening of capacities in terms of inclusive planning and awareness raising in terms of obligations as duty duty-bearers.

Risk 2 There is a risk that right-holders do not have the capacity to claim their rights due to lack of awareness or access to information.

I = 3P = 3

Moderate This risk is related to awareness of the Syrians about their rights and services provided by the public service providers.

N/A

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Risk 3: There is a risk of unforeseen environmental impacts.

I= 3P=3

Moderate This risk is related to unforeseen risks in terms of social or environmental impact, primarily related to the infrastructure that will be developed under the Project

An environmental impact assessment is planned at the start of the Project to identify potential risk and take mitigation measure as needed.

In addition to that, the Project will be implemented in close cooperation with the Ministry of Environment and Urbanization, Ilbank and the target Municipalities, which will bring in existing expertise and assessment in relevant areas where the Project will be implemented.

QUESTION 4: What is the overall Project risk categorization?

Select one (see SESP for guidance) CommentsLow Risk x The project aims to reduce the risks and mitigate

the impact of the Syrian crisis. The objective is to increase inclusiveness of the services. The interventions do not pose significant risk.

Moderate Risk ☐High Risk ☐

QUESTION 5: Based on the identified risks and risk categorization, what requirements of the SES are relevant?

Check all that apply CommentsPrinciple 1: Human Rights ☐Principle 2: Gender Equality and

Women’s Empowerment ☐

1. Biodiversity Conservation and Natural Resource Management ☐

2. Climate Change Mitigation and Adaptation ☐

3. Community Health, Safety and Working Conditions

☐

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4. Cultural Heritage ☐5. Displacement and Resettlement ☐6. Indigenous Peoples ☐7. Pollution Prevention and Resource

Efficiency ☐

Final Sign Off

Signature Date DescriptionQA Assessor: 15 January

2018UNDP Resilience Advisor

QA Approver 15 January 2018

Assistant Resident Representative (Programme)

PAC Chair 15 January 2018

Deputy UNDP Country Director

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SESP Attachment 1. Social and Environmental Risk Screening Checklist

Checklist Potential Social and Environmental Risks

Principles 1: Human Rights Answer

(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?

N

2. 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? 26

N

3. Could the Project potentially restrict availability, quality of and access to resources or basic services, in particular to marginalized individuals or groups?

N

4. 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?

N

5. Is there a risk that duty-bearers do not have the capacity to meet their obligations in the Project?

Y

6. Is there a risk that rights-holders do not have the capacity to claim their rights? N

7. Have local communities or individuals, given the opportunity, raised human rights concerns regarding the Project during the stakeholder engagement process?

N

8. Is there a risk that the Project would exacerbate conflicts among and/or the risk of violence to project-affected communities and individuals?

N

Principle 2: Gender Equality and Women’s Empowerment

1. Is there a likelihood that the proposed Project would have adverse impacts on gender equality and/or the situation of women and girls?

N

2. Would the Project potentially reproduce discriminations against women based on gender, especially regarding participation in design and implementation or access to opportunities and benefits?

N

26 Prohibited grounds of discrimination include race, ethnicity, gender, age, language, disability, sexual orientation, religion, political or other opinion, national or social or geographical origin, property, birth or other status including as an indigenous person. References to “women and men” or similar is understood to include women and men, boys and girls, and other groups discriminated against based on their gender identities, such as transgender people and transsexuals.

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3. 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?

N

4. 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 being

N

Principle 3: Environmental Sustainability: Screening questions regarding environmental risks are encompassed by the specific Standard-related questions below

Standard 1: Biodiversity Conservation and Sustainable Natural Resource Management

1.1 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 changes

N

1.2 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?

N

1.3 Does 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)

N

1.4 Would Project activities pose risks to endangered species? N

1.5 Would the Project pose a risk of introducing invasive alien species? N

1.6 Does the Project involve harvesting of natural forests, plantation development, or reforestation?

N

1.7 Does the Project involve the production and/or harvesting of fish populations or other aquatic species?

N

1.8 Does the Project involve significant extraction, diversion or containment of surface or ground water?For example, construction of dams, reservoirs, river basin developments, groundwater extraction

N

1.9 Does the Project involve utilization of genetic resources? (e.g. collection and/or harvesting, commercial development)

N

1.10 Would the Project generate potential adverse transboundary or global environmental concerns?

N

1.11 Would 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

N

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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.

Standard 2: Climate Change Mitigation and Adaptation

2.1 Will the proposed Project result in significant27 greenhouse gas emissions or may exacerbate climate change?

N

2.2 Would the potential outcomes of the Project be sensitive or vulnerable to potential impacts of climate change?

N

2.3 Is 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 flooding

N

Standard 3: Community Health, Safety and Working Conditions

3.1 Would elements of Project construction, operation, or decommissioning pose potential safety risks to local communities?

N

3.2 Would 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)?

N

3.3 Does the Project involve large-scale infrastructure development (e.g. dams, roads, buildings)?

N

3.4 Would failure of structural elements of the Project pose risks to communities? (e.g. collapse of buildings or infrastructure)

N

3.5 Would the proposed Project be susceptible to or lead to increased vulnerability to earthquakes, subsidence, landslides, erosion, flooding or extreme climatic conditions?

N

3.6 Would 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)?

N

3.7 Does 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?

N

3.8 Does 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)?

N

3.9 Does 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)?

N

Standard 4: Cultural Heritage

4.1 Will 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

N

27 With respect to CO2, ‘significant emissions’ corresponds generally to more than 25,000 tons per year (from both direct and indirect sources). [The Guidance Note on Climate Change Mitigation and Adaptation provides additional information on GHG emissions.]

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also have inadvertent adverse impacts)

4.2 Does the Project propose utilizing tangible and/or intangible forms of cultural heritage for commercial or other purposes?

N

Standard 5: Displacement and Resettlement

5.1 Would the Project potentially involve temporary or permanent and full or partial physical displacement?

N

5.2 Would 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)?

N

5.3 Is there a risk that the Project would lead to forced evictions?28 N

5.4 Would the proposed Project possibly affect land tenure arrangements and/or community based property rights/customary rights to land, territories and/or resources?

N

Standard 6: Indigenous Peoples

6.1 Are indigenous peoples present in the Project area (including Project area of influence)?

N

6.2 Is it likely that the Project or portions of the Project will be located on lands and territories claimed by indigenous peoples?

N

6.3 Would the proposed Project potentially affect the human rights, lands, natural resources, territories, and traditional livelihoods of indigenous peoples (regardless of whether indigenous peoples possess the legal titles to such areas, whether the Project is located within or outside of the lands and territories inhabited by the affected peoples, or whether the indigenous peoples are recognized as indigenous peoples by the country in question)? If the answer to the screening question 6.3 is “yes” the potential risk impacts are considered potentially severe and/or critical and the Project would be categorized as either Moderate or High Risk.

N

6.4 Has 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?

N

6.5 Does the proposed Project involve the utilization and/or commercial development of natural resources on lands and territories claimed by indigenous peoples?

N

6.6 Is 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?

N

6.7 Would the Project adversely affect the development priorities of indigenous peoples as defined by them?

N

6.8 Would the Project potentially affect the physical and cultural survival of indigenous peoples?

N

6.9 Would the Project potentially affect the Cultural Heritage of indigenous peoples, N

28 Forced evictions include acts and/or omissions involving the coerced or involuntary displacement of individuals, groups, or communities from homes and/or lands and common property resources that were occupied or depended upon, thus eliminating the ability of an individual, group, or community to reside or work in a particular dwelling, residence, or location without the provision of, and access to, appropriate forms of legal or other protections.

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including through the commercialization or use of their traditional knowledge and practices?

Standard 7: Pollution Prevention and Resource Efficiency

7.1 Would 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?

N

7.2 Would the proposed Project potentially result in the generation of waste (both hazardous and non-hazardous)?

N

7.3 Will 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

N

7.4 Will the proposed Project involve the application of pesticides that may have a negative effect on the environment or human health?

N

7.5 Does the Project include activities that require significant consumption of raw materials, energy, and/or water?

N

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ANNEX [2] RISK ANALYSIS

# Description Date Identified

Type Impact &Probability

Countermeasures / Mngt response

Owner Submitted, updated by

Last Update Status

1 Permits and licensing of the waste handling plants (MBT and waste transfer plants) are provided on a timely basis.

Project Development Phase

Environmental and operational

Absence or delay in issuing of permits and licensing will cause delays in project implementation

P = 2

I = 3

UNDP has a long-standing partnership with the Ministry of Environment and Urbanization which ensures high level of ownership of the overall Project.

The need for permits and licences have been discussed with Ministry of Environment and are anticipated.

Project team under the guidance on the Project Manager

UNDP Licences and permits have been discussed with the Ministry of Environment and Urbanization during Project development.

No change

2 Potential delays in procurement of equipment and/or infrastructure.

Project development phase

Operational Organizational

This risk is low in probability, noting that UNDP’s procurement team will build on existing experience with larger infrastructure projects and has expanded its capacity to process the scale of procurement

UNDP’s procurement rules have already been adopted for the current and recently completed waste management infrastructure projects.

Project team under the guidance on the Project Manager

UNDP N/A No change

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needs for the current Project.

P=2 I= 3

UNDP procurement systems and capacities have solid and relevant experience and can ensure early market engagement.

This plan gives due consideration to avoiding unnecessary delays in the process.

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ANNEX [3] TOR OF PROJECT MANAGER

Project Manager (C2) Municipal Service DeliveryLocation : Ankara, TURKEY

Additional Category : Syria Crisis and Resilience Response Programme (EUTF MADAD)

Type of Contract : Service Contract

Post Level : SB5/1

Languages Required : English  

Duration of Initial Contract 1 year

Expected Duration of Assignment : 24 months upon satisfactory performance

Background

As of November 2017, Turkey hosts over 3,2 million Syrian refugees.29 Syrian refugees are mainly located in the Southeast Anatolia region bordering Syria, but as the crisis continued, the population has expanded to other regions as well. Turkey hosts the largest refugee population in the world and has demonstrated strong national ownership of the response. The Government of Turkey provides a rights-based legal framework through the Temporary Protection regulation, which offers access to education, health care, employment and social security to Syrians. According to the Government of Turkey, it spent 30 billion USD over the last 5 years on the response to the Syria crisis.Currently, out of the 3,2 million registered Syrian refugees, more than 2,6 million refugees live amongst Turkish host communities.30 45% of the 3,2 million refugees are concentrated in 4 provinces in the South East. Within these provinces, there are four municipalities in Turkey that are particularly impacted, each hosting more than 100,000 Syrians. In these cities, the ratio of the Syrian population to that of host communities is higher than 15%, including Kilis, Hatay, Gaziantep and Şanlıurfa.31 Populations have either reached or exceeded 2023 population projections. Kilis, for instance, hosts almost as many Syrian refugees as its local population.UNDP supports the Government of Turkey to respond to this large-scale displacement through its Syria Crisis Response and Resilience Programme in Turkey to strengthen the resilience of refugees, host community members, local municipalities and relevant national institutions to cope with and recover from the impact. UNDP’s resilience response strategy is to invest in existing national and local systems to ensure they can adequately serve both host and refugee communities. As part of this programme, UNDP will implement the EU-UNDP Turkey Resilience Project (2018-2019) (hereinafter referred to as ‘the Project), funded by the EU Regional Trust Fund in response to the Syrian crisis (EUTF Fund). The Project consists of three main components: Component 1 on

29 Official data Directorate General for Migration Management, Turkey, November 2017.30 Mostly in the South East, particularly Gaziantep, Kilis, Sanliurfa, and Hatay31 DG of Migration Management, TURKSTAT (DGMM 2017)

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Employment Creation, Component 2 on Municipal Service Delivery and Component 3 on Adult Language Training. The overall budget for the Project is 50 million euros to be implemented in 2018-2019. UNDP will recruit a Project management team for the Project. Each Project Component will be Managed by a Project Manager.Main partners for the Project include the Ministry of Science, Industry and Technology (C1), Ilbank (C2) and Ministry of National Education (C3).Overview of assignmentThe Project manager for C2 will be responsible for the day to day management of Project implementation. He/she will be responsible for management and supervision of Project staff relevant for C1 both Ankara and field locations. The Project Manager will be the first responsible for component level reporting and support Project specific donor engagement. He/she will serve as a key focal point for respective national level Government implementing partner, under the overall supervision of the UNDP Turkey Senior mangement.The Project Manager (C2) will work under the supervision of UNDP Syrian Crisis Response Programme Manager. The Project Manager (C1) will be part of the UNDP-EU Turkey Resilience Project team as well as the broader UNDP Syria Crisis Response Programme team.

3. Key Results Expected and Measurable Outputs

The C2 Project Manager is expected to assume the following tasks:

Measurable Outputs Key Results Expected/Major Functional Activities % of time 

Implementation and quality ensurance of project activities, in line with EU regulations and UNDP programme procedures and agreed timelines for the Project;

Day to day project management and timely implementation of project activities for C2;Efficient and effective implementation of the agreements between UNDP and the contracting authorities and other signatories (such as governmental bodies etc.);Quality assurance of the Project activities in line with EU regulations and UNDP programme procedures and agreed timelines for the Project.

40

Coordinating administrative, operational and financial aspects of the project with ensuring full compliance with the terms and conditions of concerned agreements signed with the

Ensure sound financial/ budget management with the assistance of the related support staff of C2 of the Project and/or other the UNDP staff designated for financial/administrative issuesProcurement oversight for C2 of the Project, with assistance of the related Project support staff and in cooperation with the UNDP procurement unit. The Project

  20

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donors and implementing partners;

Manager will specifically focuss on quality control of the content and technical aspects of the procurement process;Monitoring of Project implementation;Development of ToRs for national and international experts, relevant for C2 of the Project;Participate in Project Steering Committee meetings and provide the representatives of the relevant members with C2 related progress and plans;Establish and maintain strategic partnerships with relevant national and local counterparts, in close cooperation with the ARR and Syria Crisis Response Programme manager.

 

3. Management and supervision of the technical team for C2 to ensure high quality operational and managerial support for C2 of the project;

Supervision of the Project team for C2, including project staff and short term consultants with respect to projet monitoring and implementation;Develop annual work plans and produce project progress reports, in consultation with the C2 project team;Ensure project resources are planned and disbursed efficiently and effectively as per the approved timeframe of the Project;Management of individual consultancies under C2 of the Project, including development of ToRs and technical specifications, contract management etc., and quality ensurance of deliverables. 

  20

Component level reporting and support on C2 specific donor engagement;

Ensure timely and high quality reporting for C2 by compiling required information and inputs from the Project team, incorporating financial data, following-up on comments of the Project partners, and finalizing the reports;Provision of managerial, operational, administrative and financial guidance to the Project team of the concerned projects;Provide inputs to the development reporting tools for the Project;

  10

Maintain relationships with national and local Government partners for C2

Follow the national debates on socio-economic development and the response to the Syria crisis in Turkey;Identification and synthesis of good practices and lessons

  10

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and contribute to the establishment of inter-institutional networks and knowledge management

learned directly linked to C2 of the ProjectAlignment of Project implementation with relevant Government policies and institutions for C2;Establishment of advocacy networks at national level and linked to international networks.Provide inputs to the development of knowledge management tools for the Project. 

4. Reporting Structure

The Project Manager reports to Syria Crisis Response Programme Manager.

5. Performance Indicators for Evaluation of Result

- Qualitative inputs provided for design, implementation and monitoring of project activities in line with AWPs and designated financial resources.- Ensure; i) timely development of Component specific Procurement Plan ii) timely implementation/completion of procurement activities in line with the UNDP rules and regulations and iii) effective management of procurement contracts and related risks, in consultation/cooperation with relevant staff in the Project team and the CO.

- Project activities organized in a timely manner; qualitative inputs prepared to project reports; high-quality correspondence, briefs, reports prepared for C2, in line with EU regulations.- Provision of high quality services for management and coordination of the Project activities.

6. Minimum Qualifications and Experience

Education: 

Master’s Degree in economics, management, engineering, sciences or any other relevant discipline (in the absence of a Master’s Degree, 2 additional years of working experience is required along with a Bachelor’s degree.)

Experience: 

10 years of relevant working experience (SB5)

Language requirements:

Fluent written and spoken English and Turkish

Computer skills: Microsoft Office, Windows-based applications, integrated web-based management systems, spreadsheets and databases

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Nationality: Turkish

Notes:(i) Internships (paid/unpaid) are not considered professional experience.(ii) Obligatory military service is not considered professional experience.(iii) Professional experience gained in an international setting is considered international experience.(iv) Experience gained prior to completion of undergraduate studies is not considered professional experience.

7. Specific skills and competencies

RequirementsMinimum of 5 (five) years of experience in management and/or implementation of development projects Minimum of 3 (three) years of technical and/or field level experience with project implementation in the area of socio-economic development and/or municipal service delivery;Experience with procurement and required processes, including for civil and construction worksServe as a full fledge “Project Manager” in an international project with an annual expenditure of 3 million USD, over the past 5 yearsPrior experience with supporting municipalities in delivering effective services and infrastructure development;Prior experience in international organization or private sector

AssetsPrior experience with project implementation related to the Syria response in TurkeyPrior experience with technical assistance to Prior experience with project team managementPrior experience with EU funded projects8. Duration of Service: One-year extendable contract.9. Supervisor: Syria Response Programme Manager10. Payment Schedule: The remuneration is to follow a monthly schedule.

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ANNEX [4] EU General Conditions applicable to Implementing Partner

This Project will be implemented as part of a larger initiative i.e the Turkey Resilience Project, funded by the EU TF regional fund, MADAD. ILBANK will be the implementing partner of this overall initiative. In line with Article 1 of the EU’s General Conditions, implementing partners receiving funds through the Project (i.e. Ilbank) will be considered a ‘grant beneficiary. In line with Article 2 of the EU’s General Conditions, some provisions will be transposed onto grant beneficiaries under the Delegation Agreement signed between UNDP and EUTF and will need to be respected by the grant beneficiary accordingly. Therefore, in addition to its implementing partner role, Ilbank will also be considered as a grant beneficiary and the relevant provisions of the EU’s General Conditions as attached to the Delegation Agreement will apply.

UNDP will be responsible for the overall delivery of the results of the Project based on a Delegation Agreement between the EU and UNDP. This includes UNDP's responsibility to monitor and report on all agreed activities, working in close collaboration with the respective national Government counterparts. UNDP will thereby be the sole responsible party for the delivery of the results of the Action.

Article 5: Conflict of interests 5.1 The Organisation shall refrain, in accordance with its Regulations and Rules, from any action which may give rise to a conflict of interests. 5.2 There is a conflict of interests where the impartial and objective exercise of the functions of any person implementing the Agreement is compromised.

Article 7: Data Protection The Organisation shall ensure an appropriate protection of personal data in accordance with its applicable Regulations and Rules.

Article 8: Communication and Visibility Please see specific EU FRIT requirements that apply for the purposes of this project- as outlines in the project document under Section III Knowledge and Visibility as well as the full Visibility and Communication Plan included in the project document under Annex 7.

Article 16: Accounts and archiving Accounting 16.1 The Organisation shall keep accurate and regular records and accounts of the implementation of the Action. The accounting Regulations and Rules of the Organisation shall apply, provided that these Regulations and Rules conform to internationally accepted standards. Financial transactions and financial statements shall be subject to the internal and external auditing procedures laid down in the Regulations and Rules of the Organisation.

Archiving 16.2 For a period of five years from the End Date and in any case until any on-going audit, verification, appeal, litigation or pursuit of claim or investigation by the European Anti-Fraud Office (OLAF), if notified to the Organisation, has been disposed of, the Organisation shall keep and make available according to Article 17 all relevant financial information (originals or copies) related to the

64

Agreement and to any Procurement Contracts, Grant agreements and financial support to third parties concluded under this Agreement.

Article 17: Access and financial checks 17.1 The Organisation shall allow the European Commission and the European Court of Auditors, or any authorised representatives to conduct desk reviews and on-the-spot checks on the use made of the EU contribution on the basis of supporting accounting documents and any other document related to the financing of the Action.

17.2 The Organisation agrees that OLAF may carry out investigations, including on-the-spot checks, in accordance with the provisions laid down by EU law for the protection of the financial interests of the EU against fraud, corruption and any other illegal activity. 17.3 The Organisation agrees that the execution of this Agreement may be subject to scrutiny by the Court of Auditors when the Court of Auditors audits the European Commission’s implementation of EU expenditure. In such case the Organisation shall provide to the Court of Auditors access to the information that is required for the Court to perform its duties.

17.4 To that end, the Organisation undertakes to provide officials of the European Commission, OLAF and the European Court of Auditors and their authorised agents, upon request, information and access to any documents and computerised data concerning the technical and financial management of operations financed under the Agreement, as well as grant them access to sites and premises at which such operations are carried out. The Organisation shall take all necessary measures to facilitate these checks in accordance with its Regulations and Rules. The documents and computerised data may include information which the Organisation considers confidential in accordance with its own established Regulations and Rules or as governed by contractual agreement. Such information once provided to the European Commission, OLAF, the European Court of Auditors, or any other authorised representatives, shall be treated in accordance with EU confidentiality rules and legislation and Article 6. Documents must be accessible and filed in a manner permitting checks, the Organisation being bound to inform the European Commission, OLAF or the European Court of Auditors of the exact location at which they are kept. Where appropriate, the Parties may agree to send copies of such documents for a desk review. 17.5 Where applicable, the desk reviews, investigations and on-the-spot checks referred to in Article 17.1 to 17.4 shall refer to a verification which shall be performed in accordance with the verification clauses agreed between the Organisation and the Commission. This is without prejudice to any cooperation agreement between OLAF and the Organisation’s anti-fraud bodies.

17.6 The European Commission shall inform the Organisation of the planned on-the-spot missions by agents appointed by the European Commission in due time in order to ensure adequate procedural matters are agreed upon in advance. 17.7 Failure to comply with the obligations set forth in Article 17 constitutes a case of breach of a substantial obligation under this Agreement.

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Financial checks apply, where applicable, to all Contractors and Grant Beneficiaries. This means that Implementing Partners are responsible for their compliance with the EU’s eligibility criteria and the provision of supporting documentation to EU in the event of a verification.

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Annex [5] Visibility and Communication Plan

ObjectiveThe overall objective is to provide appropriate visibility to the Action and accurately communicate the project’s objectives and progress, to a diverse range of groups within Turkey (with due attention to geographical, gender, age, and linguistic representation of audiences), including the project’s support from the European Union. This visibility and communication plan provides an overview of the various visibility and communication activities planned for each of the components under the Action.

The main objective is the ensure due visibility and communication of the Action including:i) increasing awareness and keeping the target audience informed about project activities

and resultsii) optimizing opportunities for visibility of the impact of the project;iii) enhancing corporate visibility of the EU, implementing partners and counterparts andiv) strengthening the level of understanding on the main areas of the project’s

achievements.

For the purpose of this project, the target groups for the External Communication and Visibility Plan have been broadly categorised as follows:

i. End Beneficiaries, with the objective of being informed of the main objectives, progress and outcomes of the Action, as well as the EU support. This includes Syrians under Temporary Protection (SuTP), host community members and relevant Government and non-government counterparts;

ii. Government counterparts and implementing partners- Government counterparts, including relevant line ministries and their local level representations/provincial directorates, municipalities;

iii. Donor community - international NGOs, embassies, other development organizations.iv. Civil Society – national, local and grassroots NGOs; and civil activists, including unorganized

civil society such as initiatives, platforms; v. Private Sector – donors, partners and implementers of UNDP’s projects and outputs

addressing local socio-economic development, with the objective to be more engaged as partners, and constructing platforms to bring together beneficiaries and investor-business networks;

vi. Public – Turkish and EU public, a very broad type of audience which includes various groups differing by factors like age, class, income, gender, ethnic origin, ability, etc.

vii.Media - press, TV, radio, Internet-based and other outlets. This group is vital to communicating our messages to the public at large

viii. Academia – university and school teachers, representatives from Academy of Science, scientific experts, researchers are interested in the knowledge products being developed by UNDP: reports, surveys, briefs, statistical bulletins and other publications as well as partnering in advocating the key development issues, global and national.

Communication Activities

The main set of activities proposed to be carried out under the External Communication and Visibility Plan are:Press releases: In support of key activities and milestones of the project, i.e. launches and signing ceremonies, inauguration events, key workshops/seminars etc., the project will issue press releases to mainstream media outlets. The press release will also be released on UNDP’s and the implementing partner’s websites and social media pages which have a strong networking with all the mainstream

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media outlets that operate at the national and regional level, both in print and broadcast circles. This set of activities-print, TV, wired, radio, opinion editorial, features, features advisories etc will reach a wide-ranging group of people, in and outside Turkey.

Media visits: In addition to the press releases and press meetings and/or conferences the journalists’ community would be actively engaged in reporting the project’s objectives and outcomes through arranging national and international media visits to key events and project sites for covering successes and impacts. Similar to press releases, media visits that include exclusive interviews with spokespersons as well as EU representatives are also expected to reach a full spectrum of target groups, especially opinion makers and key stakeholders. High level visits from UNDP and European Union together with implementing partners to the project sites. Visits include for instance UNDP senior management such as the UN Resident Representative/ Resident Coordinator and UNDP Country Director as well as EU Senior management staff for the inauguration of completed municipal infrastructure or other milestones achieved under the Action and visit to project sites.

Online information and Communication Materials: High-resolution imagery (photo and film) will be taken throughout the course of the project to be used in publications and other information material for improved presentation and increased visibility. Images will also be used on electronic platforms along with relevant contents. Images will be open to use of EU Delegation on its social media, publications etc. UNDP will showcase events, success stories and achievements under the project through their social media accounts-Twitter, Facebook, Instagram, Flickr, YouTube, Vine etc, multimedia-photo galleries, e-cards, infographics short videos, interactive e-brochures, etc, monthly e-magazine, yammer and intranet and with the outreach to the donor community and UN Agencies, in addition to inclusion in regular UNDP printed materials such as fact sheets, a bi-annual newsletter tool kits, and updates. Key messaging and visibility will be ensured through the use of logos and flags, in line with the EU FRIT guidelines.32

Website and social media: UNDP will share achievements and events through their website and social media sites. UNDP Turkey’s Facebook Page has more than 28,200 followers (among the most popular pages for UNDP globally) and UNDP on Twitter has over 244,500 followers. These sites will be used to highlight the project’s successes and support from the EU. In addition to press releases, the project will undertake production and dissemination of multiple case studies, including human interest stories, and success stories on the impact of the project through the social media outlets. These stories will also be made available as part of the project’s formal reporting process. Activities will serve international target audiences, including the development community and donors. Products will be in English, Turkish and Arabic.

National and global conferences and knowledge products The outputs of the project and the methodologies within the scope of the Project will be presented in national and global conferences (1 conference per year for the Action) addressing indicatively community based local socio-economic empowerment, municipal infrastructure development, job creation, resilient local economic

32 These guidelines are to be read within the framework of the communication and visibility requirements established in the Joint visibility guidelines for EC-UN actions in the field and pursuant to the EU-UN Financial and Administrative Framework Agreement (FAFA).

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development and industrial transformation. The target audience for the national conference will be local stakeholders such as Government counterparts, chambers of industry and commerce and private sector actors. Participants of the national conference will include these local actors as well as targeted host community members and Syrians under Temporary Protection. The international conferences will target, in addition, international Government stakeholders (i.e. South South cooperation) to share good practices and experiences stemming from the project.

Regional level reporting and visibility under the 3RP: UNDP co-leads the Regional Refugee and Resilience Plan (3RP). Project results will be reported both at country and regional levels, under the Livelihoods Sector. Project results will feature in monthly and quarterly dashboards and the Annual 3RP reports. Good practices and lessons learned from the project will also be shared with 3RP partners, Livelihoods partners in particular. EU support will be highlighted in these reports.

Audio-visual production: The project will develop one brief documentary film for each component to showcase various stages and successes of the project on job creation, labor absorptive transformation of local economies as well as socio-economic empowerment of women. These films will also be formatted for TV ads/public spots and aired on national TV channels in Turkey.

Printed materials- UNDP will publish several brochures, posters, leaflets. Due visibility will be provided to the EU and the funding provided. The brochures are key products to showcases project results, how the current project leverages other activities and support provided. Brochures will be published every 6 months.

Visibility items: UNDP will produce and disseminate visibility items such as folders, notebooks, USBs etc. for enhancing corporate visibility of the UNDP, its counterparts and the EU as the key development partner and raising awareness of target audience.

Preparing and organizing events: Organizing events such as inspirational speeches, university and/or private sector-partnered panels to disseminate the project’s results and achievements and raising awareness on the importance of livelihoods, local economic development and social cohesion. Celebrities (with refugee background) might be invited to reach a greater audience. Syrians under Temporary Protection and host community members will be involved in all events. In addition to that, at least one event per year will specifically target Syrians under Temporary Protection and affected host community members.

All printed, visual and audio-visual materials, stories, designs of promotional items, designs of visibility materials will follow the guideline prepared for FRIT non-humanitarian projects (available here: http://www.avrupa.info.tr/en/learn-about-eu-visibility-guidelines-16 Title: Communication and Visibility Manual for EU External Actions Projects funded under the EU Facility for Refugees in Turkey. File: VisibilityGuidelines_May2017_FRIT_EN_20170605_Final.docx)33 and shared with EUD for review and approval. UNDP will inform EUD ahead of time about the event for its possible high-level attendance.

33 These guidelines are to be read within the framework of the Joint visibility guidelines for EC-UN actions in the field and pursuant to the EU-UN FAFA.

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Coordination Mechanism

UNDP, the Ministry of Science, Industry and Technology (MoSIT), Ministry of Development (MoD), Ilbank and the Ministry of National Education (MoNE) will jointly pursue the overall communication objective for the respective components to give adequate publicity to the successful implementation of the Action and to the support from the European Union. During the implementation of activities, press releases and media visits will be planned and prepared by both partners.

High-resolution imagery, relevant to the project and commissioned specifically to cover its activities, will be shared between the involved parties and used jointly in electronic and print publications. The production of several video human-interest stories and a documentary film will cover the entire scope of the project, taking into account the joint implementation of the project. Publications and other printed material will have the same branding and similar layout for both the partners.

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No Activity Output Key Audiences Timeline Budget (EURO)Press releasesIssuance of press releases at the launch of the Action and its dissemination through media, UNDP, GoT and EU websites and social media

One press release, national and international press and broadcast media

Public Business communityNational and international mediaDecision makers in TurkeyNational and local stakeholdersEuropean public / donors

At the time of the signing of the agreement/launch of the project

3.00034 (1,000 per component)

Sub-total 3.000Inauguration and other ceremonies

One (1) inauguration event for a SME Capability Centres or Innovation Centre (C1)

1 event for the inauguration of either a SME capability center or an innovation center (C1)

Public Business communityNational and international mediaDecision makers in TurkeyNational and local stakeholdersEuropean public / donors

Upon delivery of relevant project components in 2018-2019

3,000

34 This includes fees for PR and/or media monitoring companies such as faselis, interpress to facilitate the effective and broad dissemination of press releases.

No Activity Output Key Audiences Timeline Budget (EURO)High level opening ceremony for delivery of one of the larger infrastructure activity (i.e. MBT facility, waste transfer stations, or waste water treatment facility etc) (C2)

1 opening ceremony (C2) PublicMunicipalityEuropean public and donorsNational and local stakeholders

Upon delivery of relevant project components in 2018-2019

30,000

Certification ceremony for completion of language trainings (C3)

One certification ceremony for each level of language training trainees (C3)

Project beneficiaries and host community membersPublic Municipalities in target provincesMinistriesEuropean public and donorsNational and local stakeholders

Upon delivery of relevant project components in 2018-2019

35.000

Sub-total 68,000

Production and

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No Activity Output Key Audiences Timeline Budget (EURO)dissemination of printed materials covering achievements, showcases and, success stories of the project.

Printed materials including leaflets, factsheets, brochures, posters every year throughout the project, disseminated through the UNDP website and hard copies (C1)

PublicHumanitarian and development partners CSOsGovernment counterparts at national, local levelsGlobal, regional and national stakeholdersDonorsDecision makers in Turkey

At different stages of the programs

9.000

At least 5 postings, on implementing UNDP social media outlets (C2)

For all three components they will be in video format but may be disseminated both in video and text format such as: https://undpturkiye.exposure.co/how-did-organic-agriculture-change-the-fate-of-a-villagehttps://undpturkiye.exposure.co/world-refugee-day

Project beneficiaries and general public in TurkeyEuropean public / donors

At different stages of the project

19.000

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No Activity Output Key Audiences Timeline Budget (EURO)Several printed materials including leaflets, factsheets, brochures, posters every year throughout the project, disseminated through the UNDP website and hard copies (C3)

Syrians under Temporary Protection and host community membersHumanitarian and development partners CSOsGovernment counterparts at national, local levelsGlobal, regional and national stakeholdersDonorsDecision makers in Turkey

At different stages of the project

39.000

Sub-total 67.000

Sharing of project results at regional/ global level and locally

.1 national and 1 regional and/or global event for the overall Action

Project experiences will also be shared regularly with UNDP HQ in NY and Amman for inclusion in regional and global knowledge products

International stakeholdersDonors and UN member statesGovernment counterpartsAcademia

1 global event and 1 local event to be planned depending on the project progress

Project experiences are reflected in at least 2 regional or global knowledge products

46.500 (15.500 per component)

Production of a project

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No Activity Output Key Audiences Timeline Budget (EURO)video/infographics, to be disseminated at the UNDP and EU websites and social media; showing project progress and achievements throughout the time of project implementation. Some of these videos will also be shown on national TV channels in Turkey.

2 project video (C1) in English, Turkish and Arabic

Syrians under Temporary Protection and host communitiesEuropean public / donorsSyrians under Temporary Protection and host communities

2018-2019 (depending on project progress)

12.000

2 project videos (C2) in English, Turkish and Arabic

Turkish PublicEuropean public / donorsSyrians under Temporary Protection and host communities

2018-2019 (depending on project progress)

12.000

2 project videos (C3) in English, Turkish and Arabic

Turkish PublicEuropean public / donorsSyrians under Temporary Protection and host communities

2018-2019 (depending on project progress)

12.000

Sub-total 82.500Organization and promotion of inspirational speeches, panels and collaborations to raise awareness on the achievements of the project

C1Relevant panelsBusiness and employment forums Gatherings with innovation centers working with refugees around the region. Collaborative events with the universities, R&D centers, techno parks etc.

Syrians under Temporary Protection, host community members EU Humanitarian and development partners CSOs

At different stages of the project depending on the progress

9.000

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No Activity Output Key Audiences Timeline Budget (EURO)C3TEDx Talks with beneficiaries35 Relevant panels

Syrians under Temporary Protection, host community members Donors Humanitarian and development partners CSOs

At different stages of the project depending on the progress

27.000

Sub-total 36.000Enhancing corporate visibility of UNDP and its partners and EU as well as raising awareness on target audience

Visibility items such as infographics, USBs, etc. (C1)

Syrians under Temporary Protection, host community members Government agenciesEuropean public and donorsNational and local stakeholderMedia

At various stages of the project implementation

4.000

Visibility items such as t-shirts, USBs, hoodies, etc. (C2)

Syrians under Temporary Protection, host community members Government agenciesEuropean public and donorsNational and local stakeholdersMedia

At various stages of the project implementation

12.500

35 The beneficiaries are planned to be speakers.

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No Activity Output Key Audiences Timeline Budget (EURO)Visibility materials such as infographics, roll ups, folders and other related visibility materials are also included, etc. (C3)

Syrians under Temporary Protection, host community members Government agenciesEuropean public and donorsNational and local stakeholdersMedia

At various stages of the project implementation

18.500

Sub-total 35.000Media visits – National and international media in Turkey will be invited to visit the project sites and do news stories / articles on various aspects of the project. 1press trip per each year will be organized each year

At least two per year in national and regional and European media outlets (C1)

Syrians under Temporary Protection, host community members Decision makers in Turkey

At various stages of the project implementation

8.500

At least two per year in national and regional and European media outlets (C2)

Syrians under Temporary Protection, host community members Decision makers in Turkey

At various stages of the project implementation

8.500

1 per year in national and regional and European media outlets (C3)

Syrians under Temporary Protection, host community members Decision makers in Turkey

At various stages of the project implementation

13.500

Sub-total 30.5009. Conducting a visibility

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No Activity Output Key Audiences Timeline Budget (EURO)campaign on resilience building, with a special focus on job creation for Syrians under Temporary Protection and host communities through the project, positive impact of language skills training and other project results related to the local economy, development and social cohesion36

One exhibition per component that includes various forms of art work made by Syrians and host community members 4 featured human stories per year of Syrians and host communities enrolled in three different components are produced through digital storytelling A nation-wide short video competition among Syrian and Turkish university students on promoting social cohesion between Syrians and host communities in project provinces. Winner video will also be exhibited in project provinces (4 provinces) in collaboration with project partners

Syrians under Temporary Protection, host community members Government agenciesEuropean public and donorsNational and local stakeholdersDecision makers in Turkey

2018 or 2019 (depending on the project progress)

27.000 (9.000 per component)

32.000 (4.000 per each human story with digital storytelling)

85.000 (Total cost of nation-wide short video competition including launch event & exhibitions in 4 project provinces

Sub-total 145.000Total 467.000

36 The campaign will focus on the positive contribution of Syrians under Temporary Protection to local economy and on the job that Syrians under Temporary Protection got through the project.

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