RRP: Tonga: Nuku'alofa Urban Development Sector Project draft report_wh_03.3... · Web...

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Nuku’alofa Urban Development Sector ProjectImplementing Agency, PUMA, MLECCNR

ADB GRANT-0264 TON

ENVIRONMENT AND SOCIAL UNIT

ESU QUARTERLY PROGRESS REPORT (DRAFT)

February 2014

Project title ESU PROGRESS REPORT (DRAFT)

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Document title

Date October - December 2013

Author(s) Winston HALAPUA / Dick WATLING / Sonia CHIRGWIN

Reference n° ESU-1

Quality control

Version Date Written by: Checked by:

Draft v1 03/02/2014 Winston HALAPUA Sonia CHIRGWIN

Distribution

Sent to:

Name Company Sent on:

Tukua TONGA Project Manager , NUDSP

Seventeen TOUMO’UA Deputy Team Leader, NUDSP

Andria TALIA’ULI Environmental Specialist, NUDSP

Kaati HAKAUMOTU Evacuation and Enforcement Planner, NUDSP

Tevita LOLO Urban Planner, PUMA

Copy to:

Name Company Sent on:

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Acronyms and Abbreviations

AB Affected Business

APs Affected Persons

ADB Asian Development Bank

AusAIDAustralian Agency for International Development

BMEBenefit Monitoring and Evaluation

CDTACapacity Development Technical Assistance

CSS Country Safeguard System

DP Displaced Person

EA Executing Agency

EIRR Economic Internal Rate of Return

EMA External Monitoring Agency

EU European Union

FGD Focus Group Discussions

GAP Gender Action Plan

GDP Gross Domestic Product

GFP Grievance Focal Point

GIS Geographic Information System

GoT Government of Tonga

GRC Grievance Redress Committee

Ha Hectare

HH Households

IA Implementing Agency

ISA Initial Social Assessment

IUDPIntegrated Urban Development Project

IUDSPIntegrated Urban Development Sector Project

IMA Internal Monitoring Agency

Km Kilometre

LARLand Acquisition and Resettlement

MOH Ministry of Health

MOI Ministry of Infrastructure

MLECCNRMinistry of Lands, Environment, Climate Change and Natural Resources

NGOs Non-Government Organizations

NUDSPNuku’alofa Urban Development Sector Project

O&M Operation and Maintenance

PAM Project Administration Manual

PIAProject Implementation Assistance

PIU Project Implementation Unit

PMUProject Management Unit (in PUMA)

PPMSProject Performance Management System

PSAPoverty and Socio Economic Assessment

PSC Program Steering Committee

PUMAPlanning and Urban Management Agency (in MoLECCNR)

RP Resettlement Plan

RRPReport and Recommendation of the President (to the board of Directors)

SPS Safeguard Policy Statement

SES Socio Economic Survey

SW Solid Waste

SWM Solid Waste Management

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TA Technical Assistance

TNIIPTonga National Infrastructure Investment Plan

TNA training needs assessment

TOP Tongan Pa’anga

TOR Terms of Reference

TSDFTonga Strategic Development Framework

TUIDPTonga Urban Infrastructure Development Plan

TWB Tonga Water Board

WAL Waste Authority Limited

WB World Bank

WS Water Supply

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TABLE OF CONTENTS

Chapter 1 INTRODUCTION

Chapter 2 ENVIRONMENT

2.1 Progress

Chapter 3 SOLID WASTE SUB-PROJECT

3.1 Progress

Chapter 4 TWB SUB-PROJECT

4.1 Progress

Chapter 5 SOCIAL

5.1 Progress

Chapter 6 ESU / PMU GRIEVANCE REDNESS MECHANISM 6.1 Coordination

6.2 Progress

Chapter 7 RISKS & MITIGATION MEASURES

APPENDIX A: ESU TOR

APPENDIX B: EMP REPORT, OCTOBER 2013

APPENDIX C: EMP REPORT, NOVEMBER 2013

APPENDIX D: GENDER & SOCIAL DIMENSION

CHAPTER 1: INTRODUCTION

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The ESU ensures the environment and the social precautions are conducted in accordance to the Government of Tonga environment regulations & the ADB Social Safeguards Policy (2009). Progress reports track activities required under social and environment components. The solid waste core subproject is not expected to require land acquisition unlike the water supply core subproject. A resettlement plan was not prepared for cell two subprojects.

The outcome will be: Nuku’alofa residents have access to improved municipal services, as well as improved environment and social living conditions for the population of Nuku’alofa. 1 With TWB subproject ESU targets the end of February 2014 to complete RP, and payment to land owners in accordance to the latest ESU review.

CHAPTER 2: ENVIRONMENT

Tonga has many pristine but fragile islands that are potentially vulnerable to the effects of localized pollution, environmental degradation, and climate change. With sea level rising in particular, if the “worst case” global warming predictions were to occur, with SLR significantly, Tonga would face serious environment challenges. These range from sea water intrusion into groundwater supplies, coastal inundation, and soil erosion, to the consequential loss of the livelihood of the population dependent on the natural resource base.2

Coastal resources are vital to the local economy. Coral reefs, mangroves and beaches are the main environmental components of the coast, and are facing threats from climate change, development and pollution. A key ecological feature of Tongatapu is the Fanga’uta Lagoon, which is increasingly threatened by the pressures of poorly planned urban development. 3 There is no significant biodiversity loss expected from constructing of cell two. Tapuhia is not sited close to Fanga‘uta Lagoon or in any areas of conservation significance. Nonetheless, pollution from inadequately built and unmaintained septic tanks, poor solid waste management practices, and clearance of mangrove areas are having serious cumulative impacts on the lagoon and its ecology.4 Groundwater has historically been viewed as an abundant resource in Tongatapu. However, in recent years the vulnerability of this resource is becoming apparent. There are three main elements that placed pressure on the sustainability of groundwater resources are; (i) human activities (pumping, pollution, quarrying), (ii) natural occurrences (drought, salinity), and (iii) institutional issues (lack of legal protection and sustainable management practices). 5

CHAPTER 3: SOLID WASTE SUB-PROJECT

Tapuhia landfill was constructed with eight groundwater monitoring bores, with baseline sampling undertaken prior to commencing operations. These samples were sent to the laboratory in Australia, and tested for a comprehensive range of parameters. Two additional testing rounds were conducted in the initial operating period, and field equipment purchased for the Waste Authority Ltd to continue indicator testing on a regular basis. These instruments are no longer in working condition. It was also apparent that the testing programme was not sustained,

1 PAM

2 Initial Environmental Examination (IEE), Solid Waste Improvement Subproject, Solid Waste Household Collection Services and Landfill Operational, NUDSP (RRP TON 42394-22)

3 Ibid

4 Ibid

5 Initial Environmental Examination, Tonga: NUDSP, Water Supply Improvement Subproject, Water Supply Production Storage and Distribution

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highlighting the need for the re-instated programme to be simple and easily maintained over time. 6

Liquid waste has not yet been fully formally managed and properly treated and solid waste collection services are available only in Tongatapu and Vava’u islands.7

There is a gap of continuous water testing, which is critical to provide early detection of groundwater pollution, with indicator tests triggering a more comprehensive analysis of water samples when required. The tests will also provide an indication of the effectiveness of the waste water treatment for the leachate generated and treated on site.

ESU Updates:

1) Assist Solid Waste Specialist to finalize water testing equipment procurement contrac ;

2) Working with WAL, Environment & Geologist, and PMU (MLECCNR) to re-conduct continuous testing for groundwater from the 7 operational groundwater monitoring wells, as well as testing the leachate directly from the leachate sump, and at the post-treatment pond on site once water testing equipments arrived (before June 2014);

3) Conduct monthly site inspection & environment auditing for Cell No2 at Tapuhia;

4) Working with PIAC & PMU to produce sanitation plan that suits Nuku’alofa in terms of environment, geo-physical characteristics, social adequate, affordability, and with low maintenance

CHAPTER 4: TWB SUB-PROJECT

ESU continues to work close with TWB to finalize and update land lease and resettlement plan (RP). The update process involved members from the PMU Environmental Social Unit (ESU) conducting interviews with TWB, MLECCNR, and a community meeting for affected land users. The revision process was undertaken to verify and update information in the RP on the scope of the project, land use information, the status of leases, and the compensation arrangements.

ESU updates

1) Estate holders, namely HM and Lavaka have signed their respective forms and premium payments completed, term of years: 50 yrs each. Signed forms by both parties have been submitted with survey fees to MLECCNR for lease processing on 27Nov13;

2) Tax Allotment Holders have all signed their respective forms and part payments of premiums have been made by TWB. Signed Forms for all by both parties have also been submitted to MLECCNR for lease processing on 27th November 2013, and working towards approving the lease application for Cabinet final approval before closing for festive season 2013;

6 IEE, NUDSP (RRP TON 42394-22), NUDSP (RRP TON 42394-22)

7 P.Lal and L. Takau. 2006. Economic Cost of Waste in Tonga report Prepared for the International Water Projects (IWP) - Tonga the South Pacific Regional Environment Programme (SPREP), and the Pacific Islands Forum Secretariat. Tonga IWP Technical Report No. 10. Apia, Samoa. SPREP and UNDP.

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3) Demarcation of the sites is expected to undertake in February 2014 in time for the award of the civil works contract;

4) Outstanding lease payment (arrears) for the current TWB leases has been settled with MLECCNR;

5) ADB’s no-objection to contractors’ initiation of civil works construction will be acquired upon completion of the compensation/rehabilitation program detailed in the updated version of the RP

SOCIAL

A social survey conducted in April 2011 concluded that communities in Nuku’alofa identify the poor as those facing hardship. Lack of employment and other income-generating opportunities are the main causes of hardship. Other causes included too many dependents, landlessness, the burden of family, community obligations, poor health, and poor family budgeting. Specific groups most vulnerable to hardship include children, youth, women, the disabled, and the elderly.8

“NUDSP will address hardship by fostering equitable, reliable, and quality water and waste management services and other urban services.” 9

Tonga population is estimated at 103,036 in 2011, and has a small and relatively young population with one-third of the population under 20 years of age.10 Fertility rate is 4.2 children per woman. The rate of natural increase of the population is 2% in 2011; however, with a net out-migration rate of 1.7% annually, population growth is low at 0.4%.11

Urbanization is increasing approximately 30% of Tongans reside in urban areas, of which 77% are in the capital, Nuku’alofa. 12

Moving to Nuku’alofa from peripheries and outer islands is not easy because of difficulties in obtaining residential lands. This has resulted in many new houses being built on registered sections of reclaimed swampland around in Nuku’alofa.13 Hardship is officially been defined as “having difficulties in meeting basic needs such as education and transport.”

Significant concerns of women in Nuku’alofa include (i) affordability of urban services, (ii) improving water and power usage (conservation), (iii) improving the health and well-being of households and the community, (iv) greater access to information on urban services and urban planning, (v) greater involvement in developing solutions for communities through women’s

8 Tonga: Economic Update and Outlook 2012, Asian Development Bank

9 PAM

10 Tonga Economic Update and Outlook 2012, ADB

11 Ibid

12 Tonga Department of Statistics. Census 2011 Preliminary Count. Secretariat of the Pacific Community

13 Tonga: Economic Update and Outlook 2012, Asian Development Bank

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committee support, and (vi) involvement in consultation and decision making.14

ESU Updates:

1) Develop further and monitor the Gender Action Plan in concurrence with the Ministry of Internal Affairs, Police, 0Health , Education, NGOs, and other relevant stakeholder(s) to plan, and execute effective and sustainable solutions to address core urban issues in Nuku’alofa;

2) Addresses concerns and ensures that any potential harmful effects on women are avoided;

3) Assess explicit actions that will allow women to benefit from the project;

4) Continue to fine tune data collected under Nuku’alofa Strategic Development consultations to find effective, affordable, and sustainable solutions to improve social delinquent and to improve urban spatial planning implementation of Nuku’alofa.

ESU / PMU GRIEVANCE REDNESS MECHANISM

Coordination A grievance focal point (GFP) has been established through the ESU & PUMA, WAL, and TWB to coordinate and address all complaints and concerns arising from NUDSP subprojects. TWB & WAL will maintain a register of complaints and data base, to keep track of their status and to conduct a monthly report. The GFP will be assisted and supported by the PMU & ESU, which PMU & ESU will regularly track complaints received, actions taken, and the status of resolution. All communications with the affected person(s) will be documented, and whether management action has been taken to avoid concerns. Table 1 outlines a summary of the grievance resolution process.

Table 1: Grievance Resolution Process

Stages in Response Handling Required Activities

WAL, TWB, ESU Verbally responds to questions and or complaints. May represent affected person in direct discussions with contractor or ESU / Recipient(s) team.

If no response within 1 week, or response is unsatisfactory, affected person prepares a grievance in writing (utilize standard forms where possible).

WAL & TWB Registers the written complaint and attempts to solve it. If complaint is not resolved in one week, it is passed by the GFP to the ESU for resolution.

PMU / ESU Registers the written complaint and attempts to resolve it with the affected person within 1 week.

If a solution is not reached, the PMU refers it to the Chairman & D/Chairman

14 Ibid

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Chairman & D/Chairman Consults with other Ministers, the Grievance Focal Point and ESU in the resolution of complaints.

Makes a decision within 1 week.

If the decision is still unacceptable to the complainant, s/he may take it before the Land (or other relevant) Court

Land (or other) Court The court hears the case and makes a final decision that is binding on all parties.

ESU ACTIVITIES:

1) ESU liaise with WAL, TWB GFPs, DTL, and Solid Waste Specialist to monitor and track the trend of complaints ;

2) Data base had been designed for WAL under NUDSP to register & handle complaint(s)

3) ESU follow up with WAL & TWB for regular update with complaints relevant to NUDSP sub-projects

RISKS AND MITIGATION MEASURES

Risks and mitigating measures are summarized in Table 2.

Risks Mitigating MeasuresCommunities within Nuku’alofa do notComply with urban planning requirements.

The project will build awareness within the Nuku’alofa communitiesof the need for urban planning, development, and management.

Delay in land acquisition for TWB coresubprojects

ESU is working to complete land acquisition, RP, payment by February 2014

Community commitment to tariffincreases for water and solid waste services is not sustained.

ESU & PMU are building awareness among TWB and WALcustomers of the costs associated with provision of water supply and solid waste services and the obligations of customers; and (ii) strengthen the TWB and WAL customer relations divisions.

WAL will crowd out private sectorOperators providing waste collection services.

ESU & PMU work towards a long term approach of increasedprivate sector involvement for waste management services, including placing WAL on a competitively neutral footing.

The NSPM Act 2012 proclaimed pending ESU & PMU working to get NSPM Act proclaimed in 2014

Table 2: Summary of Risks and Mitigating Measures

ANNEX A : Environment and Social Unit (ESU) – Terms of Reference

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Environment and Social Unit (ESU) – Terms of Reference

The ESU is a team based in PUMA with the responsibility to ensure all Project activities are undertaken in line with the ADB Social Safeguards Policy (2009).

In addition to the Social Safeguard Policy, the points of reference for the ESU are the following project documents:

Project Grant Agreement,

Project Administration Manual,

Environmental Assessment and Reporting Framework, and

Land Acquisition Resettlement Framework

An ESU comprises of a minimum of three members; the Unit Head, a Social Focal Point, and an Environmental Focal Point. In the NUDSP ESU, there are additional members, as it is seen as an opportunity for capacity building with PUMA staff. The Unit is structured as follows:

Structure may change depending on staff movements (Updates 2nd February 2014)

The ESU will form task specific working groups. In the initial stages working groups will be formed for:

Finalisation and implementation of Resettlement Plan for TWB sub-project Environmental monitoring group for civil works at Tapuhia Landfill Environmental monitoring group for civil works at Tongamaiwellfield Groundwater monitoring group for Tapuhia Landfill (in collaboration with Waste Authority Ltd)

PIAC Advisors

Sonia Chirgwin

Dick Wattling

Team Members

Tevita Fotu

Andrea Talia’uli

MonalisaTukuafu

Social Focal Point

Kaati Hakaumotu

Environment Focal Point

Winston Halapua

ESU Head

Tukua Tonga

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Additional working groups will be formed on an as needs basis.

All working groups will report to the ESU on a monthly basis, ensuring that all members learn from each other.

The ESU has four main roles:

Assessment Implementation Monitoring Reporting

Assessment

All new sub-projects must have potential social and environmental impacts identified, minimised and mitigated, through Initial Environmental Examination reports and/or Resettlement Plans.

In the case of unforseen impacts occurring during implementation, such as a court dispute over land use or an environmental incident, the ESU must report this immediately to ADB, and prepare a Corrective Action Plan.

Implementation

The ESU is responsible for implementing the Resettlement Plan, ensuring all entitlements are paid, and that affected persons are kept well informed.

The ESU ensures that Contractors prepare a Construction Environmental Management Plan (CEMP), or utilise the EMP included in the bidding documents. The ESU reviews and approves the CEMP, and monitors compliance.

Monitoring

The ESU must complete regular environmental monitoring reports for all works under the project (See Annex 1 – EMP Compliance Checklist)

For social aspects, the Entitlements Matrix within the Resettlement Plan must be updated on an as needs basis

Reporting

On a quarterly basis, all environmental monitoring and other activities of the ESU must be summarised into a brief report, which is included as an annex in each Quarterly Project Report(QPR) for the ADB.

On a semi-annual basis, this information is collated and presented as a Safeguards Monitoring Reportand submitted to the ADB. This is a public report and will be disseminated via the ADB website (See Annex 2 – Contents of ESU Monitoring Report). Reporting can be reduced to an annual basis once there are less construction activities.

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A key requirement for the ESU is transparency. Information disclosure to potentially affected parties, stakeholders and to the ADB is essential to minimise the potential for disputes. A clear process for addressing grievances is also important. The grievance redress mechanism is contained in the sub-project IEEs and RP, and must be adhered to in the case of complaints raised.

APPENDIX B: Tapuhia Civil Works Contract Construction Environmental Management Plan Report # 2: October 2013

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INTRODUCTIONBackground to this Document

The Nuku’alofa Urban Development Sector Project is co-funded by the Asian Development Bank and the Australian Government (through AusAID), with the support of the Government of Tonga. One of the priorities identified to improve the urban environment in Nuku’alofa is to provide assistance to the Waste Authority Limited (WAL) in landfill operations and delivery of household waste collection services.

WAL was established in November 2006, and soon after commenced operating waste management services for Nuku’alofa. Construction of the Tapuhia Waste Management Facility commenced in July 2005 as a major component of the AusAID funded Tonga Solid Waste Management Project. Site works and construction was completed and the site was open to the public in January 2007. In 2013, the first cell is now reaching its capacity as per the design.

The Tapuhia Waste Management Facility is located at the Tapuhia Quarry site in Vaini. It is a modern waste management facility, including landfill cell lining, leachate and septage treatment. The works to be completed under this contract (NUDSP-NCB-2013-WAL03) are to supply all materials, machinery and labour to construct Cell Number Two in accordance with the landfill design. This is the second cell out of a planned four, and is necessary for the site to continue to operate with appropriate environmental safeguards.

Site Values

Site values or qualities which have been identified that require protection at Tapuhia include: Mango and Erythrina trees at the view point – quarry edge to be maintained to protect the

roots; Well vegetated quarry walls; and, Groundwater.

Environmental Issues

In undertaking the Tapuhia Civil Works Contract the following environmental issues need to be addressed:

Contamination of the groundwater which is exposed in parts of the quarry floor; and, Shared use of construction/landfill management access routes;

Purpose of this Document

The purpose of this document is to fulfill NUSDP’s monitoring requirements of the Tapuhia Civi Works Contract - Construction Environmental Management Plan, for the Asian Development Bank.

Circulation of this DocumentThis report is circulated by the NUDSP PMU to the following:

WAL - Kalolaine Fifita (CEO), Sinilau Toumoua (Operations Manager), Tevita Kaufusi (Site Supervisor)

PMU - Tukua Tonga (Project Manager), Winston Halapua (Deputy Project Manager)

ESU Team - Elisapeti Veikoso (Environmental Focal Point), Laitia Fifita (PUMA), Kaati Hakaumotu (PUMA), Mafile'o Masi (Dept Environment)

PIAC - Seventeen Toumoua (Engineer to the Contract), Sonia Chirgwin (Waste Management Advisor), Andrea Tali'uli (Environment Specialist), Dick Watling (Environmental Advisor)

Contractors - Karika Tuake (Project Manager)

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TAPUHIA CIVIL WORKS CONTRACT

CONSTRUCTION ENVIRONMENTAL MANAGEMENT PLAN REPORT Date of

Inspection:21 October 2013

Recorder:Dick Watling

Inspection Team: PUMA ESU/NUDSP: WH, EV, KH, LF, MT, ST, AT, DWContractor: KT, MB, TLOther: TK (WAL), MM (DOE).

Nature of Inspection (Pre-construction; Monthly; Unplanned; other): Pre-constructionWeather Conditions: Fine, overcast. One rain squall blew over while we were meeting prior to site inspectionSite Condition: Fine and dry underfoot. Heavy rain over a week ago . Standing water on site in Cell 2 and adjacent Special Waste CellExtent of Works: Pre-construction – prior to contractor mobilising to siteGeneral Comment and Observations:

1. Pre-construction site inspection was undertaken to coincide with the official start of the contract, and followed a meeting on site with representatives of WAL, NUDSP (Engineer and staff; consultants); PUMA ESU reps, PMU and Dept of Environment;

2. Inspection comprised a meeting (Inspection Team above) in the Tapuhia Meeting Room and site walk around the site, specifically to agree locations of stockpiles and contractor’s facilities, and to take pictures of the site;

3. Overview of the inspection procedure given by DW. Important elements explained:- Importance of compliance monitoring of ADB safeguards with regular reports back to ADB;- Use of an Inspection Checklist (shown and described, as below).- Origin of the Checklist is the EMP included in the Bidding Documents (Section 6, Annex A) and contained in the Contract;- Inspections likely to be monthly and undertaken by PUMA ESU personnel – contractor, WAL will be invited to accompany team. On occasions may

include Dept Environment, community members etc.- Identification on the plan and discussion of needs of the bund which the contractor has to remove gently to expose the GCL under-layer which will join

with the GCL layer to be laid for Cell 2.- Intention is to discuss any issues on site with contractor and resolve these immediately after learning contractor’s viewpoint;- Corrective Actions will be issued if problems persist or are serious. CAs will be issued by the Engineer as an official contractual notice.

4. After discussion it was agreed with contractor:- That the contractor’s container and equipment will be mobilised to a site adjacent the existing WAL containers;- Clay, rock, gravel materials would generally be brought to site direct for use. If stockpiles were required they would be located in the Cell 3 area inside

the quarry;- Vegetation accumulated during the site clearing would be placed on the Cell 1 of the landfill. Soil and rocks would be used where possible for the

construction or by WAL for cover;- All refuelling and storage of diesel/hydrocarbons etc would be up at the contractor’s container site. No storage of fuel or refuelling down in the quarry.- Area immediately below observation point is a delicate site – care to be taken not to harm tree roots from the shade trees above.

5. Joint site inspection then followed:- Overview of Cell 2 and active Cell 1 from upper vantage point – stockpile site at Cell 3 area pointed out

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- Contractor facilities and equipment mobilisation site next to WAL containers inspected6. Other areas on upper level then inspected incl. new concrete pad being prepared.

7. Photographic record made (Note on photographs: Contractor is required to take progress photos and include in monthly reports. Any ESU photos to be stored by WH (ESU) and used in reports. Any photos taken for general day to day inspections to be stored by Engineer.

8. Postscript: Not discussed on site – but apparent during report writing. The existing leachate well, pump and power junction box with pipes to treatment plant is in a vulnerable position on the side of the road at the edge of the contractor’s construction site. Recommended that debris, vegetation is cleared from around it, it is fenced off and conspicuously flagged to minimise chance of accidental damage.

INSPECTION CHECKLIST

Action/Mitigation Measure

Mitigation Implementation Impacts Observed/Location Action

Required (Corrective Action # &

Date)

Contractor Response/Comment

Yes/No Effectiveness (1 to 5)

1. Contractor environmental awareness, inspection and reporting

Aware of environmental management requirements

Has copy of IEE, EMP;

Delivering training and/or awareness to staff (staff induction, tool box meetings)

Daily/weekly inspections

Reporting

This checklist was not used during this, the Pre-construction inspection

2. Groundwater Quality Control

Avoid construction in aquifers

Adequate bunding of fuel storage areas to protect from spills

Sludge from de-watering to be disposed of appropriately

3. Erosion and Sediment Control

Construct control structures such as catch drains and bunds to temporarily divert stormwater around construction sites

Complete earthworks in stages so that only a minimal area of ground is open or clear at any one time

Minimise earthworks during the wet season if possible

Provide silt collection traps at discharge points

Provide silt fences of similar around areas susceptible to erosion

Locate stockpiles away from any drainage channel or waterway

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Mitigation Implementation Impacts Observed/Location Action

Required (Corrective Action # &

Date)

Contractor Response/Commentand cover stockpiles

Manage construction spoil to minimise erosion and sedimentation

4. Solid Waste Disposal

The Contractor will dispose of any waste as per the direction of the WAL staff.

5. Vegetation Management

No vegetation to be removed outside of the Works area for the construction of Cell 2.

Any vegetation of significance in the Works vicinity is to be taped by the Engineer prior to commencement of clearing Works.

6. General Site Management

Install traffic barriers around excavation sites;

Provide and maintain adequate warning signs at site boundaries and along excavations;

Provide suitable enclosed storage areas for construction materials and locate away from drainage lines;

Manage all spoil to minimize blockage of drainage lines, dust generation, and to use as back-fill where appropriate;

Complete earthworks in stages so that any disruption to drainage lines is minimal;

Minimise waste generated through reduction, reuse and recycling;

Prior to disposal, store all waste in suitable areas/receptacles to prevent hazards such as fires, attraction to vermin or dissemination of dust;

Maintain site offices, lunch rooms and amenities buildings (utilised by the Contractor) in good condition and keep surrounding areas clean and tidy.

7. Community Disruption and Health Control

Inform community and local authorities of project plans and schedule and location of proposed works;

Provide appropriate signage and control to ensure safety;

Where appropriate, provide opportunities for local householders (or community members) to be engaged in the construction activities. Particular attention should be given to providing work

Action/Mitigation MeasureMitigation

Implementation Impacts Observed/Location Action Required

(Corrective Action # &

Date)

Contractor Response/Comment

opportunities for women (as per the NUDSP Gender Action Plan)

8. Noise Control Minimise sound generated by civil works by use of appropriate construction design, equipment and materials;

Where possible, program work such that high noise levels occur at times of least impact. I.e. 0800 to 1800 hrs, Monday to Saturday only as no work is allowed on Sunday;

Where necessary and possible, fit plant and equipment with acoustic canopies and/or exhaust suppressors

9. Dust Control Use water trucks, when required, to wet areas that generate dust;

Restrict construction activities to the minimum possible area;

Stabilise disturbed areas as soon as practicable;

Cover trucks that transport dusty materials;

Modify or cease work practices in unfavourable wind conditions. i.e. when dust cannot be controlled in any other manner.

Effectiveness rating; 1 = non-compliant - corrective actions required; 2 = partial compliance – corrective or alternative actions required; 3 = adequately implementing CEMP measures; 4 = more than adequately implementing CEMP measures; 5 = excellent compliance, incl. measures in addition to CEMP

CORRECTIVE ACTION REGISTER

# Corrective Action Required Ref # & Actions Implemented Date Effectiveness/ Comments

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Date (from Engineer)

Checked

Official Ref # from the Engineer required

PHOTOGRAPHS OF SITE INSPECTION – 21 AUGUST 2013 – BASELINE RECORD (INCLUDES VIDEO PANS)

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Photo 1: Contractor’s Equipment, Container & Vehicle Site – left Photo 2: Contractor’s Equipment, Container & Vehicle Site - right

Photo 3: Cell 2 – Construction Site – left Photo 4: Cell 2 – Construction Site – right

Photo 5: Cell 2 – Construction Site – trees to be protected on left Photo 6: Bund between Cells 1 & 2 requiring careful excavation to expose Bentonite

Photo 7: Cell 3 – Material Stockpile Site Photo 8: Leachate well & power junction box – vulnerable location - to be fenced off

APPENDIX C: Tapuhia Civil Works Contract

Construction Environmental Management Plan Report # 2: November 11th 2013INTRODUCTION

Background to this Document

The Nuku’alofa Urban Development Sector Project is co-funded by the Asian Development Bank and the Australian Government (through AusAID), with the support of the Government of Tonga. One of the priorities identified to improve the urban environment in Nuku’alofa is to provide assistance to the Waste Authority Limited (WAL) in landfill operations and delivery of household waste collection services.

WAL was established in November 2006, and soon after commenced operating waste management services for Nuku’alofa. Construction of the Tapuhia Waste Management Facility commenced in July 2005 as a major component of the AusAID funded Tonga Solid Waste Management Project. Site works and construction was completed and the site was open to the public in January 2007. In 2013, the first cell is now reaching its capacity as per the design.

The Tapuhia Waste Management Facility is located at the Tapuhia Quarry site in Vaini. It is a modern waste management facility, including landfill cell lining, leachate and septage treatment. The works to be completed under this contract (NUDSP-NCB-2013-WAL03) are to supply all materials, machinery and labour to construct Cell Number Two in accordance with the landfill design. This is the second cell out of a planned four, and is necessary for the site to continue to operate with appropriate environmental safeguards.

Site Values

Site values or qualities which have been identified that require protection at Tapuhia include: Mango and Erythrina trees at the view point – quarry edge to be maintained to protect the

roots; Well vegetated quarry walls; and, Groundwater.

Environmental Issues

In undertaking the Tapuhia Civil Works Contract the following environmental issues need to be addressed:

Contamination of the groundwater which is exposed in parts of the quarry floor; and, Shared use of construction/landfill management access routes;

Purpose of this Document

The purpose of this document is to fulfill NUSDP’s monitoring requirements of the Tapuhia Civi Works Contract - Construction Environmental Management Plan, for the Asian Development Bank.

Circulation of this DocumentThis report is circulated by the NUDSP PMU to the following:

WAL - Kalolaine Fifita (CEO), Sinilau Toumoua (Operations Manager), Tevita Kaufusi (Site Supervisor)

PMU - Tukua Tonga (Project Manager), Winston Halapua (Deputy Project Manager)

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ESU Team - Elisapeti Veikoso (Environmental Focal Point), Laitia Fifita (PUMA), Kaati Hakaumotu (PUMA), Mafile'o Masi (Dept Environment)

PIAC - Seventeen Toumoua (Engineer to the Contract), Sonia Chirgwin (Waste Management Advisor), Andrea Tali'uli (Environment Specialist), Dick Watling (Environmental Advisor)

Contractors - Karika Tuake (Project Manager)

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TAPUHIA CIVIL WORKS CONTRACT

CONSTRUCTION ENVIRONMENTAL MANAGEMENT PLAN REPORT Date of

Inspection:11 November 2013

Recorder:Dick Watling

Inspection Team: PUMA ESU/NUDSP: WH, EV, KH, LF, MT, ST, AT, DWContractor: MB, TLOther: Was a WAL representative present on the visit, I did not record one ?......if not....there should be one in future.

Nature of Inspection (Pre-construction; Monthly; Unplanned; other): MonthlyWeather Conditions: Fine, sunny.Site Condition: Fine and dry underfoot. Some rain showers over the preceeding week. Overall weather has been good for construction since last inspection.Extent of Works: Construction commenced:–

1. Contractor’s construction camp established;2. Clearance of vegetation on the base of the lower part of Cell 2 and initial cutting back of vegetation on the quarry walls adjacent to parts of Cell 2;3. Working pad at base of cell 2 established (Photo 1);4. Removal of material on southern side of cell 2 commenced and placement on designated stockpile site in Future Cell 3; and,5. Careful exposure of the geotech bottom lining of Cell 1 in one location (Photo 2).

General Comment and Observations:9. First construction site inspection;

10. Inspection comprised an initial meeting with the contractor’s two representatives at the observation site above the landfill; followed by a site walk around the site, specifically visiting the contractor’s facilities, and then visiting all active construction areas;

11. Contractor’s site - comprising a container, open covered area, space for plant and equipment with fencing all round....has been neatly and professionally established.

12. A good start to construction work – working pad provides an adequately large solid base for the works. The need for careful exposure of the geotech lining of Cell 1 has been well understood and carried out.

13. Plant in use: Loader (Photo 1) and mini-excavator (Photo 3).

INSPECTION CHECKLIST


Mitigation Implementation Impacts Observed/Location

Action Required (Corrective Action

# & Date)Contractor

Response/CommentYes/No Effective-

ness (1 to 5)

1. Contractor environmental awareness,

Aware of environmental management requirements

Y

Y

3 Specific issues discussed at last meeting have been carried out;

Regular tool box meetings being

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# & Date)Contractor

Response/Comment

inspection and reporting

Has copy of IEE, EMP;

Delivering training and/or awareness to staff (staff induction, tool box meetings)

Daily/weekly inspections

Reporting

Y

Y

?

held;

Contractor’s foreman inspecting site re environment issues on a daily basis

Has the contractor submitted any reports….does it include any comments on environment issues ?

2. Groundwater Quality Control

Avoid construction in aquifers

Adequate bunding of fuel storage areas to protect from spills

Sludge from de-watering to be disposed of appropriately

Y

Y

n/a

4 Care is needed to ensure that excavation at base of existing material on Cell 2 does not expose groundwater. Discussion on site at the time considered that the exposed water (Photo 4) is the remaining ponded water at Cell 2 site displaced by establishment of the working pad. Close observation of this is required.

The water to be drained from the excavation area as a matter of course. Conveyed to the contractor on site.

3. Erosion and Sediment Control

Construct control structures such as catch drains and bunds to temporarily divert stormwater around construction sites

Complete earthworks in stages so that only a minimal area of ground is open or clear at any one time

Minimise earthworks during the wet season if possible

Provide silt collection traps at discharge points

Provide silt fences of similar around areas susceptible to erosion

Locate stockpiles away from any drainage channel or waterway and cover stockpiles

Manage construction spoil to minimise erosion and sedimentation

n/r

Y

n/a

n/r

n/r

Y

Y

3 Earthworks are being undertaken at the bottom of the quarry. There are no drainage or erosion control requirements, other than the related issue discussed in 3 above.

The exposed groundwater in Future Cell 4 is a vulnerable site and drainage from stockpile following rain needs to be prevented from entering it. This requires close observation.

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# & Date)Contractor

Response/Comment

4. Solid Waste Disposal

The Contractor will dispose of any waste as per the direction of the WAL staff.

Y

3

No directions from WAL to date. Waste oil being stored within contractor’s camp. (Photo 5). This should be contained in a closed vessel, contained temporarily in the container and then removed from site to be recycled with other spent oil of the contractor’s operations

5. Vegetation Management

No vegetation to be removed outside of the Works area for the construction of Cell 2.

Any vegetation of significance in the Works vicinity is to be taped by the Engineer prior to commencement of clearing Works.

Y

N

4 Engineer to tape the vulnerable site and vegetation beneath the observation site with it Drala trees (Photo 6).

Engineer also to tape the leachate pump and power point as per report Visit 1. (Photo 7 and refer #9 in report Visit 1)

6. General Site Management

Install traffic barriers around excavation sites;

Provide and maintain adequate warning signs at site boundaries and along excavations;

Provide suitable enclosed storage areas for construction materials and locate away from drainage lines;

Manage all spoil to minimize blockage of drainage lines, dust generation, and to use as back-fill where appropriate;

Complete earthworks in stages so that any disruption to drainage lines is minimal;

Minimise waste generated through reduction, reuse and recycling;

Prior to disposal, store all waste in suitable areas/receptacles to prevent hazards such as fires, attraction to vermin or dissemination of dust;

Maintain site offices, lunch rooms and amenities buildings (utilised by the Contractor) in good condition and keep surrounding areas clean and tidy.

n/r

N

Y

Y

Y

Y

N

Y

3Barriers not required at present, however signage at the top of the landfill access road and at the crossing point of construction traffic is required and should be installed to ensure that public traffic to the landfill site (Cell 1) is adequately warned. Refer 7 below CA# 1

Refer 4 (above)

7. Community Disruption and Health Control

Inform community and local authorities of project plans and schedule and location of proposed works;

Provide appropriate signage and control to ensure safety;

Y 2DoEnv attended the first meeting. No issues reported to date but methods for community outreach to be confirmed

Warning signage at the top of the landfill

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# & Date)Contractor

Response/Comment

Where appropriate, provide opportunities for local householders (or community members) to be engaged in the construction activities. Particular attention should be given to providing work opportunities for women (as per the NUDSP Gender Action Plan)

N

Y

access road and at the crossing point of construction traffic is required and should be installed to ensure that public traffic to the landfill site (Cell 1) is adequately warned (refer Photo 3)

Contractor aware of requirements but very limited employment available.

CA# 1

Install warning signage

December 11th.

8. Noise Control Minimise sound generated by civil works by use of appropriate construction design, equipment and materials;

Where possible, program work such that high noise levels occur at times of least impact. I.e. 0800 to 1800 hrs, Monday to Saturday only as no work is allowed on Sunday;

Where necessary and possible, fit plant and equipment with acoustic canopies and/or exhaust suppressors

Y

Y

n/r

4 Plant in use looks and sounds in excellent condition

9. Dust Control Use water trucks, when required, to wet areas that generate dust;

Restrict construction activities to the minimum possible area;

Stabilise disturbed areas as soon as practicable;

Cover trucks that transport dusty materials;

Modify or cease work practices in unfavourable wind conditions. i.e. when dust cannot be controlled in any other manner.

n/r

Y

Y

n/r

n/r

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Effectiveness rating; 1 = non-compliant - corrective actions required; 2 = partial compliance – corrective or alternative actions required; 3 = adequately implementing CEMP measures; 4 = more than adequately implementing CEMP measures; 5 = excellent compliance, incl. measures in addition to CEMP.

N/a - not applicable to current works; n/r – not required at current stage of works.

CORRECTIVE ACTION REGISTER

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# Corrective Action RequiredRef # &

Date (from Engineer)

Actions ImplementedDate

Checked Effectiveness/ Comments

1 Install warning signage beside the road at 1) the top of the access road descent to the landfill and 2) at the bottom of access road where construction traffic may cross the road.

Official Ref # from the Engineer required

PHOTOGRAPHS OF SITE INSPECTION – 11 NOVEMBER 2013 (VIDEO PAN RECORD MADE)

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Photo 9: Working pad at base of Cell 2 established. Stockpile future Cell 3. Photo 10: Careful exposure of the geotech bottom lining of Cell 1

Photo 11: Mini-excavator; and, site where warning signage is required CA# 1 Photo 12: Standing water at excavation site – to be drained off

Photo 13: Waste oil – requires proper storage and removal from site Photo 14: Engineer to tape off vulnerable vegetation below lookout site/trees

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Photo 15: Leachate well & power junction box – vulnerable location - to be fenced off

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APPENDIX D: GENDER & SOCIAL DIMNESION

Outputs Activity/Strategy Performance/Target Indicators Timelines/ Responsibility

Preparatory Stage: To ensure due consideration of gender issues and analysis in program planning design and implementation procedures.Strengthening women’s involvement in urban planning and decision making

Provision of funds to support the hiring of a mid-level female planner into PUMA for 2 years. Apart from general planning duties, responsible for gender mainstreaming and supervision and reporting against the gender Action Plan (GAP) throughout the project period.

The position is created and filled. Planner appointed in PUMA and reporting periodically on progress with GAP implementation. Planner established gender focal points and coordination with Office of Women’s Affairs, Langafonua, Civil Society Forum of Tonga, and other relevant organizations.

2013

Providing gender and social safeguards support to the PMU and PUMA

Establishment of gender focal points (GFP) in PUMA involving the networking and support activities (seminars, information sharing) of a wide range of women and men across government ministries about gender mainstreaming. At least 40% of participants are men.

GFP is established in PUMA GFP has representation from at least 8

departments GFP consists of 40% men GFP has conducted at least 5 seminars a year with

at least 40% attendance by men. Women comprise at least 30% of the project

steering committee in 2015.

2013-2017

Gather baseline sex-disaggregated data and gender analytical information for preparatory surveys, feasibility studies and assessments

Studies and reports include reference to gender disaggregated data and gender analytical information.

2013

Equal participation and consultation of women affected by and involved in the project during preparatory surveys, studies, assessments and other consultative mechanisms.

Number of women’s groups and representatives consulted during preparatory surveys, studies, assessments, and other consultative mechanisms.

2013


1. Strengthened policy environment for delivery of urban

Establish National Spatial planning Authority advisory committee and promote women’s representation in it to provide feedback and

At least 40% of the advisory committee are women.

PUMA reports showing % of women involved in

2012-2017PMU, PIAC

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services advice on all outputs in GAP. Facilitate the equal participation of women

and men in consultation meetings. Provide training on gender equality to

government staff (especially those who are in charge of the project) to improve their understanding about gender concerns in urban services (including water supply and waste management and increase their capacity to implement the project’s gender action plan.

National Spatial Planning Authority advisory committee provides feedback and advice.

the urban task force Gender sensitive strategy prepared At least 30% of facilitators of community groups

and/or Ministry of Health (MOH) delivering campaign seminars are men.

By 2016, women represent 50% of participants at general meetings (baseline 2011: limited consultation and/or participation) providing feedback and suggestions for improvement.

At least 40% of participants in community seminars are men.

At least 50% of government trainees are men.

2. Effective, efficient, and sustainable water supply services in Nuku’alofa (core subproject) provided by TWB

Strategy to pro-actively identify and address ongoing gender concerns and targeting women as customers prepared by TWB and WAL (with assistance of PUMA).

TWB and WAL target women as individual customers and involve them in planning, managing and promoting utility/service use and conservation.

Design and deliver a program of community water safety, conservation and hygiene education and awareness raising campaign using appropriate media and delivered through existing MOH campaigns and facilitators.

Establish targets for female employment generation and regulate adherence to core labor codes.

Facilitate the equal participation women and men in consultation meetings.

At least 30% of customers (identified on bill) of TWB and WAL are women.

Gender sensitive media and support materials are developed in conjunction with women and men (50:50 mix).

All women’s groups in Nuku’alofa are covered by the campaign.

At least 30% of facilitators of community groups and/or MOH delivering campaign seminars are men.

By 2015, women represent 50% of participants at general meetings (baseline 2011: limited consultation and/or participation) providing feedback and suggestions for improvement.

Employment and pay targets for women reviewed through payroll statements of the construction and the beneficiary organizations.


At least 50% of government trainees are men.

2012-2015PMU, PIAC

3. Sustainable solid waste services in Nuku’alofa (core subproject) provided

Strategy to pro-actively identify and address ongoing gender concerns and targeting women as customers prepared by TWB and WAL (with assistance of PUMA).

At least 30% of customers (identified on bill) of TWB and WAL are women.

Gender sensitive media and support materials are developed in conjunction with women and men

2012-2015PMU, PIAC

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by WAL TWB and WAL target women as individual customers and involve them in planning, managing and promoting utility/service use and conservation.

Design and deliver a series of campaigns related to personal, domestic and environmental hygiene, health (including sex and non-communicable diseases) and women’s safety delivered through community groups, particularly existing women’s committees.


Facilitate the equal participation women and men in consultation meetings.

National Spatial Planning Authority advisory committee provides feedback and advice.

(50:50 mix). All women’s groups in Nuku’alofa are covered by

the campaign. By 2015, women represent 50% of participants at

general meetings (baseline 2011: limited consultation and/or participation) providing feedback and suggestions for improvement.



At least 30% of facilitators of community groups and/or MOH delivering campaign seminars are men.

4. Other municipal infrastructure is upgraded and well maintained.

Provide opportunities for all DP’s and women to apply to be trained to undertake TWB and WAL field and office positions supported during the project (truck drivers, garbage collection, water meter maintenance and readers, accounting staff etc.) and recruitment of women and men participating.


At least 20% of labor on contracts are women with specific provisions for equal pay included in the bidding documents and project covenants.


2012-2015PMU, PIAC

5. Community is aware of efficient use of municipal services.

Design and deliver a series of gender awareness training workshops for local district and town leaders, PSC members, management and staff of relevant departments and agencies (including TWB, WAL), and project area residents at the start of the project by project staff.

Information campaigns (written materials, local TV, and newspapers) about the project are developed that incorporate messages

Gender inclusive media and support materials are developed in conjunction with women and men (50:50 mix).

All women’s groups in Nuku’alofa are covered by the campaign.

Perception surveys of project stakeholders show awareness by both men and women of the benefits of including men and women in urban infrastructure planning, decision making; sexual harassment, gender based violence and other

2012-2015PMU, PIAC

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outlining the benefits and methods for participation for both men and women.

Facilitate the equal participation and consultation of women and men participating in the program.

problems that may emerge during project implementation and how to detect, intercept, respond to and prevent it.

At least 50% of women’s groups and community associations are consulted and encouraged to participate in urban planning and design issues. (Baseline 2011: limited)

By 2015, women represent 50% of participants at general meetings. (Baseline 2011: limited consultation and/or participation)

At least 40% of participants in workshops are men.6. Effective project

management services.

Recruit a project gender specialist or social development specialist consultant with gender expertise who can provide guidance for implementation of the GAP.

Develop the project performance and management system (PPMS) to include sex disaggregated data and information, utilizing the baseline information collected during the PPTA and earlier studies for longitudinal analysis.

Gather baseline sex disaggregated data and gender analytical information as part of any preparatory surveys, feasibility studies or assessments.

Develop a feedback mechanism in which both male and female beneficiaries have a voice and are informed of results (through existing district and women’s committees).

Proactively encourage and promote women’s employment in urban infrastructure sector.

Include responsibility for gender issues and gender analysis in Terms of Reference for all consultants, wherever relevant.

Recruit a female mid-level planner into PUMA for 2 years of the project.

Gender specialist secures proper attention to all gender elements of project and all project reports cover implementation of the GAP.

Sex disaggregated data is collected on a regular basis as part of all surveys and reported on in all reports.

Number of instances where sex-disaggregated data is discussed at project meeting is at least 30%.

GAP implemented; gender inclusive training materials developed and awareness training delivered with sex-disaggregated attendance records.

At least 30% of the newly appointed/hired professional staff are female.

By 2013, a minimum of 20% of mid-level staff and above from relevant agencies (TWB, WAL, PUMA, and Finance) are women.

By 2015, at least 30% of senior urban planning and management positions are held by women. (Baseline 2011: 0%)

Gender related substantive content reflected in all PUMA training materials where appropriate.

All female PUMA staff members participate in relevant capacity development activities.

Terms of Reference for all consultants include

2012-2015PMU, PIAC

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responsibility for gender issues and gender analysis wherever relevant.

GAP = gender action plan; MOH = Ministry of Health; NGO = non-government organization; PSC = Public Service Commission; PMU = project management unit; PPMS = project performance and management system; PUMA = Planning and Urban Management Agency; TWB = Tonga Water Board; WAL = Waste Authority Limited

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