UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION
Project title: Phase 2: Improving public health by solar-powered water sanitation systems in
Ethiopia
Project ID Number: 180206
Area/Location/Countries: Africa, Ethiopia
RBM code: HC3 Safeguarding the Environ.
Thematic code: HC31 RECP & LowCarbonPrd
Planned start – finishing date: February 2019, upon arrival of funds
Duration: 12 months
Government Co-ordinating agency & Executing agency/cooperating agency: Ministry of Water, Irrigation and Electricity Counterpart: Local governments, national institutions and agencies
Budget:
Project Inputs: USD 884,955
- Support costs (13 %): USD 115,045
Counterpart inputs:
- Grand Total: USD 1,000,000
Brief description: With the new SDG indicators of safely managed water supply system and sanitation facilities, there is a need to accelerate the effort to achieve the planned results. The threatening climate induced water shortage in Ethiopia is adding up to the problem, which at its extremes in 2018 led to violent conflicts over the scares resource, indicating the necessity for climate resilient water sanitation and supply. Innovative water sanitation technologies have emerged as potential solutions to the challenges at hand and for promoting social equality and economic growth while also having further positive externalities: health cost- effectiveness, safety and security, less water pollution, greater dignity and equality between men and women, nutrient reuse, tourism, and business, etc. The overall purpose of the project is to improve water supply, public health and general environmental quality, while reducing the likelihood for the reoccurrence of violent conflicts due to water shortages by introducing an innovative water sanitation system utilizing environmentally friendly slow sand filtration and photovoltaic electricity generating technologies. This will be achieved through technology demonstration, removal of existing barriers in access to information and technical knowledge, capacity building to better absorb and domestically replicate such technologies, knowledge management activities, identification of viable, sustainable and suitable business models.
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A. CONTEXT
A1. Project Purpose
Overall purpose of the project is to improve water supply, public health and general environmental
quality, as well as reducing the likelihood of violent conflicts due to drinking water shortages by
introducing an innovative water sanitation system employing environmentally friendly dual slow sand and
bio-filtration while utilizing photovoltaic electricity generating technologies. By accelerating sustainable
access to improved drinking water, while using alternative and clean sources of energy the proposed
project will translate into public health benefits and lead to a cleaner and healthier environment. The
demonstration of an integrated package of innovative technologies and the involvement of interventions
will create healthy surrounding neighborhoods and alleviate women and children from water drawing
labor, while also creating the necessary preconditions for the emergence of SMEs as part of the water
management cycle and technology related value chain.
A2. Baseline Scenario
Ethiopia is a large and diverse country. It is a land-locked country located in the Horn of Africa, with an
area of about 1,1 million square kilometers. Its bio-physical environment includes a variety of contrasting
ecosystems, with significant differences in climate, soil properties, vegetation types, and agricultural
potential, biodiversity, and water resources. Ethiopia is the second most populous country in Africa,
currently numbering some 102 million, with only 20% of the population living in urban centers1, of which
21% live in Addis Ababa.2 At a current annual growth rate of 2.6%, Ethiopia’s population is estimated to
reach 130 million by 2025, and is projected by the UN to be among the world’s top ten most populous
countries by 2050.3
The country has experienced strong economic growth over the last decade with an average of 10.4% real
GDP growth, compared to the regional average of 5.4%.4 Growth reflects a mix of factors including
agricultural modernization, development of new export sectors, strong global commodity demand, and
government-led development investments. Private consumption and public investment have driven
demand side growth, with the latter assuming an increasingly important role in recent years. On the
supply side, growth was driven by an expansion of the services and agricultural sectors, while the role of
the industrial sector was relatively modest.
Despite making substantial progress on social and human development over the past decade, Ethiopia
remains one of the world’s poorest countries. Ethiopia is ranked 173 out of 187 countries ranked in the
Human Development Index (HDI).5 In order to break out of poverty and realize the national vision of
becoming a middle-income country by 2025, the government of Ethiopia (GoE) launched the first Growth
1 https://data.worldbank.org/indicator/SP.RUR.TOTL.ZS?locations=ET&name_desc=false 2 https://data.worldbank.org/indicator/SP.RUR.TOTL.ZS 3 https://esa.un.org/unpd/wpp/publications/Files/WPP2015_DataBooklet.pdf 4 http://www.worldbank.org/en/country/ethiopia/overview 5 http://hdr.undp.org/en/countries/profiles/ETH
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and Transformation Plan (GTP), and Ethiopia is now in the Second Growth and Transformation Plan (GTP
II).
For the sake of continuous sustainable development of the country, provision of clean water to its citizens
is one of the most urgent and important issues for the Government of Ethiopia (GoE). Economic studies
conducted in Africa have shown that impacts resulting from poor sanitation and hygiene cost the
economies between 0.9% and 2.4% of annual Gross Domestic Product (GDP). This translates
approximately US$ 10 per capita per year. 6 These figures reflect the a) adverse health effects associated
with poor sanitation and water supply, b) costs of treating these health problems, c) loss of productivity
that results when individuals are sick and others have to care for them, and d) time spent to access
services. These estimates do not include the costs associated with environmental impacts (e.g. polluted
water) and the adverse impacts on tourism and business.
In 2015 Ethiopia achieved the drinking water MDG target, successfully halving those without access to
improved drinking water since 1990 and as per the Ethiopian Demographic and Health Survey (EDHS)
20167 the improved water supply coverage of Ethiopia is 64.8% while only 17.7% is contributed
from piped systems. However, despite the impressive progress, the EDHS implies that there is still a huge
challenge to provide basic water supply to about 35 million people who are mostly located in difficult-to-
reach (rural) areas and hydrologically challenging environments. About 60% of the country’s rural
population, do not have access to basic water services (drinking water from an improved source, provided
collection time is not more than 30 minutes for a round trip including queuing) and 14%, which is around
11,000,000, relied on surface water for drinking purposes in 2015. As 93% of rural people did not have
access to basic water service in 2000, the water access is improving gradually, but still the circumstance
needs urgent development. 8 Moving forward, further improvements in drinking water supply are
challenged by the sustainability of water supply schemes associated with the low reliability of water
resources particularly in the more arid Regions of Ethiopia.
The situation is threatened by climate change, as droughts have affected several areas of the country,
leading to water sources drying up or becoming extremely shallow in the past twenty years. Between
2000 and 2018, six drought episodes have been recorded, causing devastating damage in rural areas.
Among these droughts, the one in 2015/16 is even considered to be the worst for over 30 years. Recently,
there was an Indian Ocean Dipole (IOD)-induced drought in 2016/2017 in the southern and southeastern
pastoral areas, and the situation did not improve in 2018 due to the below average spring rains in 2018
which was the fourth consecutive spring with poor precipitation. 9 As agricultural water withdrawal
6 World Bank (2016), Water and Sanitation Program, www.wsp.org 7Central Statistical Agency Addis Ababa (2016), Demographic and Health Survey 2016, https://www.usaid.gov/sites/default/files/documents/1860/Ethiopia%20DHS%202016%20KIR%20-%20Final%2010-17-2016.pdf 8 WHO and UNICEF (2017), Progress on drinking water, sanitation and hygiene: 2017 update and SDG baselines, https://www.unicef.org/publications/files/Progress_on_Drinking_Water_Sanitation_and_Hygiene_2017.pdf 9 FAO (2017), Ethiopia Drought response plan and priorities in 2017, http://www.fao.org/3/a-i7693e.pdf
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accounted for 85% of total water withdrawal, these situations have seriously damaged agricultural
production, and thus Ethiopian economy.
Because of the severe droughts, many people living outside of the cities had to use water contaminated
with human and animal waste, causing infectious water borne diseases to spread in vulnerable rural areas
of the country. The diseases in relation with water supply include eye diseases (Trachoma), Diarrhea
(Cholera, Amebic dysentery and so on), viral illnesses (Hepatitis and Lassa fever) and worm diseases
(Guinea worm). In Ethiopia, Acute Watery Diarrhea (AWD) spread in rural areas, and the number of target
people for humanitarian response plan increased to 6.26 million people in 2017 from 4.37 million people
in 2016.10 Diarrhea is the leading cause of under-five mortality in Ethiopia, causing 23% of all under-five
deaths, more than 70,000 children a year. The indirect effects of malnutrition to which poor water and
sanitation contribute 50% according to WHO- cost a further 3,800 lives. Malnutrition is widespread in
Ethiopia, as evidenced by high rates of moderate and severe stunting and underweight in children under
five: 51% and 12%, respectively. 11 Studies have shown that malnutrition leads to lower school
productivity and work productivity from impaired cognitive function and learning capacity.12
UNHCR reported that in April 2018 around 400km south of the capital Addis Ababa inter-communal
clashes erupted following more than a year-long crippling drought and tension over resources forcing
more than 1.2 million to flee since April. Furthermore, renewed violence along the border areas of Gedo
and West Guji zones since early June 2018 resulted in over 642,152 internally displaced persons (IDPs) in
Gedo zone and 176,098 IDPs in West Guji zone of Oromia region. Those who fled described witnessing
extreme violence during village raids, including indiscriminate killing, rape, livestock slaughter and houses
being burnt to the ground.13
Due to the lack of rainfall in the regions hosting IDPs - Gambella, Melkadida, Assossa and Samara- many
women and children are forced to walk more than three hours in order to collect water, often from
shallow wells or unprotected ponds that are frequently found riddled with disease. In addition to the
problem that IDPs do not have access to clean water and thus are prone to water borne diseases, water
collection labor itself presents a significant issue. First of all, health of water collectors is a major problem,
water transport can take considerable time and energy, placing high demands on the metabolism, and
result in pressure on the skeletal system leading to early arthritis. Additionally, the time spent on water
collecting labor is directly correlated with the risk of water borne diseases. An analysis of cross-sectional
data showed that a five-minute decrease in the time to a water source was associated with a 14% drop in
diarrhea risk and a higher bodyweight score in children under five. Secondly, because water collection
labor is a heavy and time-consuming duty, communities without close access to water tend to cook less
or only once a day. Lastly, among the issues regarding water collection labor, one that carries much
10 Government of Ethiopia and Humanitarian Partners (2017), Ethiopia Humanitarian Requirements Document Mid-Year Review 2017, https://www.humanitarianresponse.info/system/files/documents/files/ethiopia_humanitarian_requirements_document_mid-year_review_2017.pdf 11 UNICEF (2009), Tracking progress on child and maternal nutrition. A survival and development priority 12 Acharya A, Paunio M and Ahmed K. (2008), Environmental health and child survival: epidemiology, economics and experience, World Bank 13 http://www.xinhuanet.com/english/2018-09/08/c_137452801.htm
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significance is that this hard and time-consuming labor is mostly done by women and children. The current
situation is causing women and children in these most vulnerable communities to put water collection
above all else. Ethiopian households that do not have water access within 30 minutes depend on women
for 72% of water collection labor, and children for 18 %. As women and children generally have less
physical capacity to carry heavy loads in contrast to adult men the labor is an even heavier burden for
them. Also, the labor rubs of their time and right to productive activity, leisure and education.
With the new SDG indicators of safely managed water supply system and sanitation facilities, there is a
need to accelerate the effort to achieve the planned results. The threatening climate induced water
shortage is adding up to the problem indicating the necessity for a climate resilient water
sanitation/supply. The 2015/2016 El Niño induced drought has demonstrated resilient water supply
systems are essential in future water supply programs that sustain hazards as a result of environmental
calamities.
Water supply and sanitation is the top priority of Ethiopian water management policy and strategy. The
current growth and transformation plan (GTP II) clearly articulates, based on new water supply standard,
to reach 85% from current 59% in rural areas (GTP II standard of 25 l/c/d within 1km radius) and 75% from
current 58% in urban areas(GTP II standard of 40 l/c/d within 1km radius) by 2020. By the end of the GTP
II period in 2020, the proportion of people using safely managed, adequate and resilient water supply
services is planned to be increased to 83% while the proportion of people using safely managed and
resilient sanitation services is planned to be increased to 100%. The number of people (particularly
mothers) practicing improved hygiene behaviors (Hand Washing, Face Washing, Food Hygiene) and
living in healthy environments is planned to be increased to 70%, by 2020, from the current 17%. The GTP
II is also an important vehicle to achieve universal access of water supply and sanitation in line with the
2030 Agenda for Sustainable Development.
In order to achieve the goals mentioned above, GoE launched The One WASH National Program (OWNP)
whose objective is to contribute to improving the health and well-being in rural and urban areas by
increasing water supply and sanitation access and the adoption of good hygiene practices in an equitable
and sustainable manner. OWNP includes four components, Rural and Pastoral WASH, Urban WASH,
Institutional WASH, and Program Management and Capacity Building.
The proposed project will support Rural WASH, which includes construction of 55,865 new water points
and water supply schemes and rehabilitating 20,010 existing schemes in rural areas by 2020, as well as
the Capacity Building activities under OWNP. In 2018 UNIDO, with the support of the Government of Japan,
launched the pilot project titled “Improving public health by solar-powered water sanitation systems in
Ethiopia”, the proposed project will build on the findings of the pilot initiative and upscale the technology
transfer and localization, capacity building, market development and other activities to strengthen the
Organization’s support to OWNP. Additionally, the project will explore the potential role of local industry
actors within the OWNP and how these may complement a lack of capacity requirements from locally.
Furthermore the proposed project will be related to two pillar strategies of GTP II: No.6 :Accelerate human
development and technological capacity building and ensure its sustainability and No.8 :Promote women
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and youth empowerment, ensure their participation in the development process and enable them
equitably benefit from the outcomes of development).14 The project will be in line with SDG3 (Ensure
healthy lives and promote well-being for all at all ages), SDG6 (Ensure availability and sustainable
management of water and sanitation for all), SDG7 (Ensure access to affordable, reliable, sustainable and
modern energy for all), SDG9 (Build resilient infrastructure, promote inclusive and sustainable
industrialization and foster innovation) and United Nations Resolution 64/292 which refers to the human
right to water and sanitation.
A3. Main Target Groups
The proposed project will include several classes of beneficiaries, from inhabitants of vulnerable rural
communities and IDPs, municipal personnel, SMEs, to regional state and central Government
policymakers.
The primary target group will be the rural inhabitants, IDPs and returnees of participating Ethiopian
woredas and kebeles. The primary driver to engage the local beneficiaries with the proposed project is
the decentralization of governance responsibilities on water supply to the local level. This will involve
empowering women and youth in local communities to manage their water resources, and strengthening
the capacity of local stakeholders to build partnerships between the public and private sectors.
Women and youth are the most vulnerable segments of community and constantly at risk to be influenced
by poor water access and will therefore have special attention within the proposed project. One aspect
of their vulnerability is that households that do not have water access within 30 minutes depend on
women for 72% of water collection labor, and children for 18 %. The GoE recognizes that women and
youths are major constituents to drive the nationwide growth and foster sustainable development and
one of the backbones to achieve the objectives of GTP2 is to “promote women and youth empowerment,
ensure their effective participation in the development and democratization process and enable them to
equitably benefit from the outcomes of development”. In line with this strategy, the proposed project
aims to lift the burden of water drawing labor for women and youth in the targeted area enabling them
to use the time and energy for other reproductive, productive, and community managing activities.
Central Government policymakers will be engaged with the proposed project to strengthen the efforts of
the GoE to fulfil the objectives of the GTP II and OWNP. For governmental personnel, their engagement
with the project will stem from the benefits they will derive from the localized technology transfer and
project’s capacity building efforts, which will enable personnel to improve their abilities to service their
clients in water related activities. Among such activities regions/woreda administrators will receive
capacity building training in site determination, assembly and installation of such water treatment
facilities.
For SMEs involved, their engagement will be strengthened through the prospect of increased business
opportunities, knowledge gained through participating in sector tailored workshops and the increase of
14 National Planning Commission Ethiopia (2016), Growth and Transformation Plan II (GTP II (2015/16-2019/2020), http://dagethiopia.org/new/images/DAG_DOCS/GTP2_English_Translation_Final_June_21_2016.pdf
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their efficiencies. Local SMEs will be engaged in activities exploring the possibility of further localization
and local production of water sanitation systems and/or its components along the value chain. Also
awareness raising activities will be undertaken introducing technologies available with local industry
leaders/associations. Lastly, domestic Engineering, Procurement and Construction (EPC) contractors and
international EPCs that already have presence in Ethiopia will receive a focused capacity building training
to enhance their ability in providing specialized services both government and private sector actors in
support of their water and sanitation related activities.
A4. Stakeholders
Name Stakeholder’s mandate
Ministry of Industry (MoI)
Facilitate selection, adoption and implementation of technology , acquiring best practices and technology transfer and skills development; Work towards the capacity building of industrial development; Establish systems of capacity building, research and ensure implementations that industrial productions to maintain their quality standards, and competitive on international market; Create appropriate mechanisms of linkage between small , medium and huge industries, and provide necessary support to small ,medium industries ; Provide necessary support and capacity building to Regional states or city administrations on establishment of industrial zones and carry out clusters; Work in collaboration with foreign countries and organizations in capacity building, human resource development and technology transfer that support the acceleration of industrial development.
Water development Commission
Mandate of the commission
Development of water for the healthy and productive citizen of the country and to enable rapid and sustainable economic growth. Through provision of sustainable and reliable clean water supply and sanitation infrastructure studies, design and construction of potable water and sanitation projects to increase the coverage of potable water and sanitation coverage. Improving the country's potable water and sanitation service through development and management of potable water and sanitation infrastructure
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Ministry of Water, Irrigation and Electricity (MoWIE)
Has a mandate on the sectors of water sanitation, irrigation and electricity; In cooperation with the appropriate organs, prescribe quality standards for waters to be used for various purposes; Support the expansion of potable water supply coverage; Follow up and coordinate the implementation of projects financed by foreign assistance and loans.
Environment, Forest and Climate Change Commission
To initiate and coordinate the formulation of strategies, policies, laws and standards as well as procedures and later on enforce their implementation; Responsible for the synergistic implementation and follow-up of international and regional environmental agreements (hazardous chemicals, industrial wastes, etc.).
Ministry of Innovation and Technology (MoIT)
Register technology transfers made in every sector, coordinate codification and technology capability accumulation efforts, & ensure successive use of same; Facilitate interaction and collaboration among government and private higher education and research institutions and industries with a view to ensure research and technological development; Facilitate capacity building of public and private sector institutions and professionals involved in science and technological activities;
Ministry of Health (MoH)
Improving the knowledge, attitude, behavior and practice of the population on prevention and control of disease and healthy life style;
Ethiopia Water Technology Institute
Conducting short-term practical trainings of trainers, on courses designed in line with the sector’s qualification levels and new technologies to fill identified skill gaps of instructors working in technical and vocational education and training institutions;
Facilitating the transfer of technology that enables to fill the local gaps in the sector’s development;
Providing technical and consultation support to education and training institutions that produce graduates required by the sector in organizing training program and introduction to new technologies; and serve as center for professional competence evaluation;
Cooperating with higher education institutions on human resource development in the sector; conduct joint research and assist in strengthening of local research and technology transfer capacity in the sector.
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Regional state and local government15
These are expected to have following key roles: provision local expertise for day-to-day site-level coordination, management, progress monitoring, supervision and facilitation for local beneficiary to ensure local institutional mechanism for beneficiary.
Stakeholders that promote gender equality and women’s empowerment.
Stakeholders will also consider relevant gender focal points and
experts, as well as local and international associations and/ or
agencies promoting gender equality and women’s empowerment,
in particular those focusing on the nexus between gender and
agriculture, energy needs and entrepreneurship.
Private sector representative (water supply and sanitation association
A5. Synergy
UNIDO has been supporting Ethiopia to reinforce its industrial sector as a driving force for sustainable
economic growth, as the Government of Ethiopia pursues its goal to elevate the country to middle-income
status within a decade. To this end Ethiopia has been selected as a pilot partner country for the
application of Inclusive and Sustainable Industrial Development (ISID) assistance through the Programme
for Country Partnerships (PCP). The focus for Ethiopia in the PCP is characterized by two directions of
intervention: Sector-specific interventions focused on agro-food processing, textile and apparel, and
leather and leather products; and Cross-cutting interventions covering capacity building, environment and
energy, investment and industrial zones, and trade facilitation. UNIDO supports this process through the
formulation of technical cooperation projects which target the following three thematic areas: Creating
shared prosperity; Advancing economic competitiveness; and Safeguarding the environment. Currently,
there are 11 ongoing projects for Creating shared prosperity such as “Improving the sustainability and
inclusiveness of the Ethiopian coffee value chain”, “Technical assistance project for the up-grading of the
Ethiopian leather and leather products”, “Support the African Union Commission in its efforts to promote
inclusive and sustainable industrial development”, “Technical support for the implementation of an
integrated agro-industrial park and “Upgrading the livestock value chain”, and 3 projects for Advancing
economic competitiveness like “Integrated industrial upgrading and enterprise development approach”,
“First international agro-industry investment forum in Ethiopia” and “Engineering design work for
integrated agro-industrial parks and rural transformation centers”, and 5 projects for Safeguarding the
environment such as “Improving public health by solar-powered water sanitation systems in Ethiopia”,
“Investment promotion on environmentally sound management of electrical and electronic waste”,
“HCFC phase-out management plan” and “Support the local manufacturing of energy-efficient MITAD
stoves”.
15 The exact local authorities (e.g. Regional Water and Energy Bureau etc.) and stakeholders will be identified during the inception phase
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The proposed project will be aligned with PCP programmatic framework for Ethiopia and consult with the
PCP Technical Working Groups and other ongoing projects as listed above in order to extend the impact
of UNIDO’s technical cooperation under the proposed project. The project will be related to agro-food
processing sector and will cover two PCP thematic areas: creating shared prosperity and safeguarding the
environment. As the agro-industrial parks in Ethiopia, covered by UNIDO’s PCP framework, grow in size
and volume, satellite parks located in rural areas may be added to feed into the main agro-industrial parks.
The proposed project will be in line with PCP orientation, providing beneficiaries with the necessary
sanitation resources in the form of a clean and reliable water supply. Such an approach has a great
potential for the improvement of living and working conditions of rural farmers and enhance community
moral while simultaneously contributing to both the technical aspects and public perception of the PCP
throughout its direct contribution to Inclusive and Sustainable Industrial Development (ISID).
Building on the pilot project “Improving public health by solar-powered water sanitation systems in
Ethiopia” and with the continuation of the support by the Government of Japan and its Japanese
Supplementary Budget, UNIDO will build on the lessons learned and expand project reach and impact by
extensively collaboration with the national programme on water sanitation, raising awareness among
local industry leaders and associations on available technologies and strengthening linkages to SDG9 and
ISID.
Furthermore, the proposed project will collaborate with and draw from the lessons learnt in UNIDO’s Low
Carbon Low Emission Clean Energy Technology Transfer (LCET) Programme which is currently active in
Ethiopia. The main objective of this Japan funded programme is to promote rapid deployment and
dissemination of new low carbon low emission clean energy technologies, products, services and systems
from Japan, while also expanding the localization and potential local manufacturing aspects. Synergies
will be sought in the arias of technology demonstration, capacity building and knowledge management.
B. UNIDO APPROACH
B1. Rationale
Economic returns on water and sanitation projects are highly favorable. Average rates of return exceed
20% annually on over 60 projects of development banks in Africa.16 Several projects supported by the
development banks in Ethiopia have high rates of return, with 21% for a national program and 38% in a
rural project. 17 Such rates of return are attractive for sectors which are not traditionally seen as
productive.
A global study18 conducted by the World Health Organization (WHO) estimates the cost-benefit ratio of
investments in water supply and sanitation for Ethiopia, which took into consideration health
improvements and time savings. The economic benefits are estimated to be 1.7 times the costs for water
supply and 3.0 times the costs for sanitation. Indeed, the case for investment becomes even more
16 Based on a special survey conducted for Sanitation and Water for All in 2012 17 African Development Fund (2005), Rural water supply and sanitation program appraisal Report 18 World Health Organization (2012), Global costs and benefits of drinking-water supply and sanitation interventions to reach the MDG target and universal coverage
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compelling when one considers that these results underestimate economic benefit as they do not take
into account a range of other health and non-health benefits associated with improved water and
sanitation. Such benefits of improved water and sanitation rarely captured in economic studies are so-
called ‘intangible’ impacts because they are difficult to measure and are: health cost- effectiveness, safety
and security, less water pollution, greater dignity and equality between men and women, nutrient reuse,
tourism, and business, etc. Hence water and sanitation promote social equality and economic growth.
In Africa, the cost of basic water and sanitation has been estimated at US$ 534 per Healthy Life Year
gained.19,20 When a cost per Healthy Life Year gained is below three times the GDP per capita of a country,
the intervention is deemed by the WHO as a cost-effective use of health budgets. In Ethiopia, where GDP
per capita is US$ 76721, a strong argument exists for investing health budgets in water and sanitation.
When, in addition to improving access to water supply, interventions are added to improve water quality
by treating it at the point that it is used, the cost-effectiveness is even more favorable, approximating
those of other preventive health interventions such as those commonly used against malaria and
HIV/AIDS.
The proposed project will adopt UNIDO’s technology transfer approach which will enable it to effectively
assist the GoE in improving rural water supply. Through the proposed project the cost competitiveness of
innovative water sanitation technologies will be progressively strengthened and non-cost barriers such as
policy gaps, logistics and supply chain barriers and information or knowledge barriers will be removed.
The technology transfer approach will consist of cross-cutting components and activities including
demonstration of advanced water sanitation technology, capacity building activities for system
management, local maintenance, adoption and dissemination of the technology, new business
development in the targeted region, knowledge management including institutional partnership, know-
how, standards and best practices showcasing to mainstream incentive mechanisms and replication
action.
The UNIDO approach is in line with the organization’s focus on promoting green economy and renewable
energy for productive uses. Overall, the project is designed to develop a strategy to mainstream and
uptake the innovative water sanitation technology through its intervention by creating incentives for new
market and value additions of new clean technology solutions. To meet its objectives, the project is
targeted to promote water sanitation technologies in Ethiopia for enhancing sustainable water supply,
and for creating linkages with productive uses along with building local capacities for operation and
maintenance, as well as local awareness raising. The project will raise awareness about available
technologies to industry by involving industry leaders/associations in its activities, while domestic and
foreign EPCs that already have presence in Ethiopia will be encompassed in capacity building activities.
19 Healthy Life Years (HLY) are defined as ‘a year of life lived in full health’ and make it possible to compare different health interventions. 20 Figures refer to WHO AFRO region, epidemiological sub-stratum E: “Estimating the costs and health benefits of water and sanitation improvements at global level”. Haller L, Hutton G and Bartram J. Journal of Water and Health 5:467-80. 2007. 21 World Bank, https://data.worldbank.org/indicator/NY.GDP.PCAP.CD?locations=ET
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The strength of the project rationale is the project’s adoption of a multi-stakeholder process (MSP). With
a wide range of different project stakeholders (as summarized in point A4) contributing to the outcomes
of the project, project activities will not be operating in a vacuum but, rather, in a context where there
are complementary baseline initiatives with which synergies must be forged to deliver maximum benefits
productively, efficiently and effectively to beneficiaries. Through the MSP, the project will deliver activities
that will strengthen the clean water accessibility, build the confidence of the wide range of stakeholders
on this project (from the local community, targeted industrial sector(s), SMEs to the local government
personnel and central government policymakers), and encourage scaling-up and replication.
Moreover, the project is aligned with the broader national agenda/priorities and will contribute towards:
The delivery of clean and healthy environment, prescribed in the 1994 Ethiopian Constitution.
The implementation of a low carbon, climate-resilient development pathway proposed in the
National Climate Change Action Plan.
The attainment of a clean, secure and sustainable environment envisioned in the CRGE Vision.
The realization of the goals set out in GTP II and OWNP.
B2. Comparative Advantage
UNIDO has the following comparative advantages for the implementation of this project:
UNIDO has proven expertise in developing technology transfer projects on the ground that have
direct impact especially in piloting new technologies;
UNIDO’s integrated approach can advance the synergy within technical assistance that provides
tangible solutions through system demonstration on the ground level with a linkage to policy
levels effectively in catalyzing greater development of specific technologies. UNIDO has hands-on
experience in local technology adaptation and capacity development. In addition, the project
emphasizes on business model and market development to create sound investment
environment for further up-scaling, which is in line with UNIDO’s mandate;
The proposed project has been developed based on UNIDO’s expertise from other low carbon low
emission clean energy projects and programs in the past and on-going in various countries. UNIDO
will bring all experiences and lessons learned to this project;
The project recognizes that gender equality and the empowerment of women have significant
positive impacts on sustained economic growth and sustainable industrial development, which
are drivers of poverty reduction and social integration. UNIDO considers gender mainstreaming
as a key strategy for achieving gender equality and the empowerment of women;
UNIDO has longstanding mutual collaboration with the GoE and therefore, UNIDO can further
ensure synergy and linkages with on-going technology transfer projects. Ethiopia has been
selected as a pilot partner country for the application of Inclusive and Sustainable Industrial
Development (ISID) assistance through the Programme for Country Partnerships (PCP);
The Low Carbon Low Emission Clean Energy Technology Transfer Programme is currently being
implemented in Ethiopia. Synergies, linkages with and lessons learned from the Programme will
significantly contribute to the proposed project;
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With the support of the Government of Japan, UNIDO is currently implementing the project
“Improving public health by solar-powered water sanitation systems in Ethiopia”. The significant
knowledge gained on the needs for technology localization, hydro-chemical composition of rural
water sources, and other lessons learned as well as stakeholders engaged will be mobilized to
further support the implementation and successful execution of the proposed project.
The strategic approach of UNIDO’s Department of Energy is compatible with this project, which
deals with demand-driven intervention, creating local ownership, inter-disciplinary approach,
strategic partnerships, financial leverage, and best-practice and potential scaling up of new
innovative technologies;
UNIDO has been assisting countries in Africa to develop and implement Green Industry solutions
for low carbon and climate resilient industrial development in particular by enabling, as
appropriate, the transfer, deployment and scaling-up of appropriate technical solutions in the
areas of resource efficiency including sustainable energy, cleaner production and water and
effluent management;
Since the early 1990s, UNIDO has been implementing a number of projects and programs that
promote cleaner technologies and/or preventive environmental management, including several
in Africa. A synergy could further be sought with the recent project, “Low carbon and climate
resilient industrial development in Egypt, Kenya, Senegal and South Africa”. The potential linkage
could be established in government action to integrate Green Industry policy instruments in
relevant industrial development policies and strategies, and strengthened cooperation on low
carbon and climate resilient industrial development among African countries and with Japan,
including both government and business levels.
B3. Inception Phase
The proposed project is designed with the objective of building on work done within the JSB 2017 pilot
project with regards to strengthening local clean technology capacity and efficiency in UNIDO context and
to enhance local absorptive capacity for new technologies, products, services, and systems. It will support
the diffusion of new knowledge but also rely on the adaptation of existing proven technologies and
services to create a new local context. To this end a transparent selection process will be developed in the
project to allow for sustainable technology solutions most suitable to local conditions to be transferred.
The project will assist to develop a clear understanding and agreement procedure for the selected site
and technology transfer in the context of UNIDO’s technical cooperation activity with the target country.
The inception phase will consider a broad set of selection criteria for potential project sites to ensure
comprehensive recognition of all technical and socio-economic characteristics to design optimal
conditions for technology transfer under the UNIDO intervention. Potential sites will be objectively
screened using those criteria. In a bi- or multilateral framing, the donor and recipient country will have
opportunities to express interest and provide proposals for specific solutions in the process of
intervention design.
During the inception phase, feasibility studies will be conducted for individual potential sites in the
recipient country. The feasibility studies will, among other details, specifically focus on beneficiary
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analysis, technology details, social acceptance and gender dimensions, financing models, site
identification, market potential, and presently existing policy barriers. Preparatory consultations will be
arranged in the field to identify more concrete interest and support by local stakeholders and local
authorities. All results from interventions of the JSB2017 water sanitation project will be taken into
account and further expanded. Also the presence of targeted development areas will be identified.
The feasibility studies will start with the systematic assessment of socioeconomic needs and available
infrastructures for the potential technology solution in the potential site. The assessment will focus on
sustainability of the sites for the system, electricity supply structure, water source, water composition and
toxicity, the function of existing associations, existence and type of productive activities required, energy
demand, availability productive assets, and available human resources and the private sector. The
feasibility studies will secure the alignment of site selection with PCP orientation so to enhance the nexus
between SDGs 3, 7, and 9. In order to mainstream the gender dimensions, efforts will be made to ensure
a gender balance among the beneficiaries of the project, this will include that discussions will be held with
both male and female leaders so that both men and women can shape, participate in and contribute to
the project through mutual knowledge sharing.
In the inception phase the project sites will be carefully selected after completion of the identification of
technical, economic/financial environmental viabilities in particular based on clearly identified links to
water sanitation practices. In parallel, the current policy and legal/regulatory framework for water
sanitation technology and innovative management systems will be reviewed including policy-linked
business options.
Inception report will be prepared to specify the above-mentioned assessment results obtained through
the feasibility studies. The inception report will be gender responsive and outline the following:
Identification, analysis and prioritization of country or region-specific policies and barriers
(technical, social, economic, and political) and identification of policy/barrier baselines;
Needs assessment;
Review of the current relevant policy/legislative landscape and identification of bottlenecks for
potential future dissemination and production value chain localization;
Objectives and option/solutions analysis (this may involve an assessment of project specific
strengths, weaknesses, opportunities and threats);
Stakeholder analysis to identify primary/secondary beneficiaries, their interests and +/- impacts,
ownership;
Baseline setting and monitoring mechanism of sustainability indicators and risk analysis;
Rationale of the technology, product, service, or system selection for the project within the
UNIDO mandate;
An explicit reference to Geographical Limitation of Competitive Bidding in accordance with the
UNIDO Procurement Manual modality for the identified Japanese technologies, products, service,
or systems;
Data acquisition and monitoring framework of system performance measurement during the
implementation phase;
15
Development of capacity building activities;
Sustainability strategy of technical implementation;
Detailed work plan.
B4. Sustainability Strategy
A sustainability baseline for the project will be set up, which will include measurable social, economic and
environmental indicators. These will be used later to monitor and validate the added-value of the
technology transferred in the target region.
The design of the project will include the component of an exit strategy of the UNIDO intervention to
ensure long term viability of the transferred technology, products, services and systems beyond the
immediate project timeline. Sustainability strategies of the project will be developed during the inception
phase and will be tailored to the carefully selected sites based on their economic and financial feasibility
as well as applicability to productive uses.
The project will start by determining the sustainability strategy that will be developed based on the
ownership structure and appropriate operation and maintenance (O&M) modality. Some alternatives may
also be considered for the system transfer (e.g. transfer via authority to the owner, direct transfer, etc.)
on completion of the project. For the project’s sustainability the maintenance and after service base will
be identified and the local vocational capacity will be built. To this end the project will implement training
and workshops to provide the local authorities, experts, businesses, community, etc., with skill
development opportunities at the site using the installed technology. As an example of one of the
envisaged activities the proposed project will support woreda administration for community based water
business management capacity building including O&M, legal entity formation, a fee collection process.
The project would actively support such trainings to be conducted by woreda, together with state or
federal government assistance.
Workshops will be planned to enhance the understanding of water sanitation technologies. Since the
technology is yet to be commercialized in the local market, there is a need of awareness about innovative
technology and its application potentials. The awareness for the market potential and necessary barriers
for new market/sector deployment will also be considered. Local promotion materials (press, brochure,
etc.) will be prepared to advocate the project’s benefits and secure community and authority support as
well as advocate potential markets and investment. The awareness rising and capacity development
activities will be linked as a holistic knowledge management scheme.
Workshops will be organized to enhance business and technical skills. This would effectively develop and
sustain the potential market as well as local manufacturing opportunity such as joint ventures for scaling
up this technology in Ethiopia. Best practices and lessons-learned will be shared to stimulate further
localization in Ethiopia in close cooperation with national/international partner institutions as well as
policy integration for further scaling up. The proposed project will focus on developing the local capacity
to operate and maintain the water sanitation system in addition to facilitating the establishment of a
sustainable water supply cycle linked to a broader industrial value chain.
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The sustainability strategy of the UNIDO intervention will include:
Identification of ownership, self-sustaining proposals and possible collaborative achievements
with counterparts as mutual efforts;
A sustainability baseline for the project will be set up, which will include measurable social,
economic and environmental indicators. These will be used later to monitor and validate the
added-value of the technology transferred in the target region.
Development of self-sustaining business model of the implemented technology and services
based on financial planning and scenario development to make the system operational under
variable national and site-specific conditions.
Enhancement of local human and production capacity. Target training modules will be developed
to ensure the local capacity of system maintenance, operation, and management.
Phasing strategy to mobilize funds with recipient and donor governments.
Formulation of recommendations on how potential policy/legislative barrios that may create
bottlenecks for further upscaling, technology transfer and replication in Ethiopia are to be
addressed.
Identification of financing opportunities for possible dissemination of project outcomes with
UNIDO ITPO offices and other potential finance institutions such as ADB, GEF, GCF, and EU;
The proposed approach is envisaged to achieve quick impacts but also for medium- or long-term
development gains such as capacity building aimed at maximizing impacts of this project on the
beneficiaries while ensuring continuity of activities after the closure of the project.
B5. Gender Mainstreaming Strategy
UNIDO recognizes that gender mainstreaming is a key strategy for achieving gender equality and the
empowerment of women (GEEW) which are crucial for achieving a significant positive impact on sustained
economic growth and inclusive industrial development, which are key drivers of poverty alleviation and
social progress. The project aims to demonstrate good practices in mainstreaming gender aspects through
its activities, wherever possible, and avoid negative impacts on people, due to their gender. Consequently,
gender dimensions will be considered throughout the whole project, although, depending on the type of
intervention and scope of activities, the degree of relevance of gender dimension may vary.
Guiding principle of the project will be to ensure that both women and men are provided equal
opportunities to access, participate in and benefit from the project. Therefore the outcomes, outputs and
activities are designed to meet the different needs and priorities of women and men.
In practical terms,
Efforts will be made to promote equal participation of women and men in capacity building and
awareness raising activities, at community, managerial and technical levels, as participants (such
as entrepreneurs) and trainers. Given that some of the trainings to be provided by this project will
be of a technical nature, if necessary the project will also provide bridging training courses so that
women who may not have a technical background will have an intermediary training.
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The other aspect within the strategy is job creation. Women will be encouraged to apply for
positions to operate and maintain the facilities and additional services related to the water
sanitation site.
Gender-sensitive recruitment will be practiced at all levels where possible, especially in selection
of project staff. Gender responsive TORs will be used to mainstream gender in the activities and
tasks of consultants and experts. In cases where the project does not have direct influence, gender
sensitive recruitment will be encouraged. In cases where the project is not expected to affect
women and men differently, gender-sensitive recruitment will still be encouraged to ensure
diversity in team composition. Furthermore, whenever possible existing staff will be trained and
their awareness raised regarding gender issues.
All decision-making processes will consider gender dimensions. At project management level,
Project Steering Committee meetings will invite observers to ensure that gender dimensions are
represented, while also the gender balanced composition in project committee will be
emphasized. For this purpose, women’s groups and associations, gender experts and /or other
stakeholder concerned with gender and energy will be consulted.
When data-collection or assessments are conducted, gender dimensions will be considered. This
can include sex-disaggregated data collection, performing gender analysis, etc.
All training materials and knowledge management activities will be gender mainstreamed. This
includes integration of gender dimensions into publications, for instance presenting sex-
disaggregated data, gender-energy nexus theory, gender sensitive language in publications,
photos showing both women and men, and avoid presenting stereotypes, as well as assuring that
women, men and the youth have access to and benefit from the knowledge created.
In sum, the project design will acknowledge the gender differences of access to resources (such as water,
finance, knowledge and technology), in line with UNIDO Gender Policy and Strategy as well as the
counterparts’ objectives regarding GEEW.
B6. Environmental and Social Assessment
The Project will not cause any environmental harm in the region which is to be selected nor will the
implementation of project activities lead to temporal or permanent displacement of local inhabitants
living within and around implementation site.
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C. THE PROJECT
C1. Project Logical Framework
Results Baseline Targets
Outcome
Output
Activity
Estimated Completion
Date KPI' s / Indicators
Total
Female
Total
Female
Improved public health of Ethiopian host communities and liberation of women and children from water drawing labor by providing sustainable access to clean and sanitary drinking water
31.03.2020 # people gained access to clean water (disaggregated by sex)
# women and children released from water drawing labor
1. Provision of clean water through solar-powered water sanitation systems under conditions of equality and gender equity
31.03.2020 # metric tons clean water provided per day
# of people have access to clean water (disaggregated by sex)
1.1 Develop a work plan for the project 31.03.2020 Work plan successfully developed
1.2 Conduct feasibility studies (FS) in selected regions which are vulnerable in terms of access to clean water
31.03.2020 # feasibility studies conducted
1.3 Conduct validation workshop for validation of FS and obtain accord for way forward by national, regional, and woreda stakeholders
31.03.2020 # governmental stakeholder entities present at workshop (disaggregated by sex)
1.4 Build a technical transfer model that will address needs identified through FS
31.03.2020 Technical transfer model designed
1.5 Identify and secure location for installation of water sanitation system
31.03.2020 # locations identified
Appropriate location secured
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1.6 Procurement of all necessary equipment and services
31.03.2020 Equipment and services procured
1.7 Develop detailed work plans for installing the systems and decide on monitoring criteria
31.03.2020 Work plans and monitoring criteria successfully developed
1.8 Installation of slow filtration and solar pv systems
31.03.2020 Systems successfully installed
1.9 Test-run of the water sanitation systems to demonstrate compliance with water quality standards and target production volumes
31.03.2020 # t processed water per day
# days systems operated without interruption
Water quality standards are met
1.10 Monitoring and corrective measures
31.03.2020 # indicators successfully collected as necessary data to monitor and evaluate facility
1.11 Execute a closing workshop to verify way forward in recommendation to address needs nation-wide and technical transfer of further systems inviting additional regional and woreda level stakeholders (if necessary)
31.03.2020 # of regional and woreda stakeholders participating in workshop (disaggregated by sex)
1.12 Create replication and upscaling strategy for technology transfer and value chain localization under the PCP Ethiopia context
31.03.2020 # potential sites identified to install water sanitation facilities in future
1.13 Project monitoring and evaluation 31.03.2020 # of steering/technical committee meetings conducted (disaggregated by sex)
# of reports prepared and distributed
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2. Develop technical capacity of communities to independently operate the water sanitation system and improve awareness on public health under conditions of gender equality and equity
31.03.2020 # of skilled operators (disaggregated by sex)
# of jobs created related to the increased clean water supply (disaggregated by sex)
# a/o % of women out of total newly hired local people
2.1 Plan delivery of trainings (i.e. identify technical requirements, prepare for equipment supply, design gender-responsive course instructional materials, etc.)
31.03.2020 Delivery of trainings successfully planned and all required services/materials procured
2.2 Site determination trainings to potential state/woreda administrators
Training conducted
2.3 Conduct training workshops on operation and maintenance
31.03.2020 # of trainees trained (disaggregated by sex)
# (# a/o %) people passed the qualified test for operation (disaggregated by sex)
2.4 Conduct market assessment for water related services
31.03.2020 Market assessment report created
2.5 Develop a site-specific protocols for daily use and maintenance, and a financial management plans
31.03.2020 Recorded standard operating procedure including cost-recovery scheme
2.6 Transfer facility ownership to community organizations
31.03.2020 Ownership transferred
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2.7 Plan and conduct gender-sensitive participatory workshops to the public to increase the awareness of project objectives and importance of clean water
31.03.2020 # of participatory workshops/demonstration events conducted
# of people attending workshops (disaggregated by sex)
2.8 Provide project visibility by making data available to public via digital social media in English, Amheric and/or local language
31.03.2020 # of materials made available to public
# of promotional/awareness raising campaigns
# people reached via social media (disaggregated by sex)
Output 3: Capacity building of industry and Engineering, Procurement and Construction (EPC) contractors to strengthen their role in the water and sanitation agenda of Ethiopia
31.03.2020
3.1 Conduct workshop(s) for industry leaders and associations on technologies available and their role in OWNP
31.03.2020 Workshop successfully conducted (disaggregated by sex)
3.2 Conduct workshop for selected local and international EPCs
31.03.2020 Workshop successfully conducted (disaggregated by sex)
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C2. Risk & Mitigation Measures
Result Assumptions & Risks isks
Project element Risk Description Risk Type Risk Level Assumptions Mitigation Measures
Political Lack of Government attention at the national level
Governance Low Lack of political support from federal Government to support water sanitation
The Government has paid close attention to climate change mitigation, as evidenced by playing a lead role in global climate change negotiations and being a forerunner in Africa in the building of a green economy. It has developed numerous green development strategies, including the National Growth and Transformation Plan and the Green Development Strategy. Such motivation is a good indicator of Ethiopia’s commitment to ensure sustainable growth.
Political Low level of cooperation between executing institutions at national and local levels
Governance Medium Unwillingness at sub-national level to collaborate with the national-level institutions to implement the project
Existing strategies at the national and local levels, as well as legal frameworks, will provide a conducive environment to execute water sanitation initiatives. Project implementation will also ensure an inclusive, participatory approach at the local level, involving all key stakeholders including women and youth.
As shown under C3, the project will put in place a Project Steering Committee that will facilitate coordination between the national, regional and local levels of government. All three levels of governance are captured in the organizational structure.
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Financial Poor business management of water sanitation system or economic crisis could make the system not financially sustainable
Beneficiaries Medium The economics of the water sanitation system are not attractive to support a market chain
The project will work closely with the local partners, to ensure the financial management plan is feasible and in line with local context. A detailed financial model will be developed to substantiate investments in the water treatment technology. The capacity building activities of the project will further ensure its financial sustainability.
Technology transfer
Poor source water quality or operation of water sanitation system could have a negative impact on the overall operation of the installed system
Technical High The source water is contaminated to a degree impairing the operation of the water sanitation system
Prior to site selection, feasibility studies will be executed to baseline the quality of water source. The technical staff will be trained to ensure that source water is of a appropriate standard to be inserted in the sanitation system, equipment is regularly checked and changes are made promptly when needed, water analysis routinely carried out to ensure standards/ parameters are kept. The project will draw from the extensive experience gained in the site selection process during implementation of “Improving public health by solar-powered water sanitation systems in Ethiopia” as reflected in Annex 2.
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Technology transfer
Lack of nationally-available expertise and human resources
Technical Low Difficulty in finding the human resources to implement activities due to insufficient public sector resources and poor training
Specific training for different topics will be prepared and conducted for the target groups. A training strategy and work plan will be formulated. Furthermore, in order to ensure sustainability of these training programs and render them practical a Train the Trainer methodology will be used. This will ensure that the outputs will be multiplied; the language barrier will be overcome; and peer learning will be facilitated.
Operational Challenges in raising local awareness and in changing attitudes
Beneficiaries Medium Behavioral change is not possible due to ineffective awareness and training campaigns on the benefits and opportunities associated with the project
The communication/stakeholder engagement plan and the information campaigns are planned to generate public buy-in. The awareness campaign will be supported by public incentives and an inter-sectoral communication plan.
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Operational Safety risks to local communities related to the construction and operation of water sanitation system
Low Physical injuries to members of the local communities
It should be noted that the water sanitation system will be automated to the extent possible and will be built on previously unoccupied land owned by the local administration or municipality. The physical infrastructure is expected to be of a non-disruptive scale. The automated nature of the operation implies that the site will be easy to manage, and therefore, poses little risk to local communities. Although this risk is low, the project will ensure that no harm is brought to local communities by the water sanitation system including its construction and operation in order to ensure that local communities are not inconvenienced by the activities related to the system.
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Operational There could be a risk of resistance against the involvement of women or activities that promote GEEW. Or there could be a lack of interest in, the project activities from stakeholders, especially with regard to the active promotion of gender equality.
Low participation rates of suitable female candidates due to lack of interest, inadequate project activity or missing qualified female population within engineering sector.
Beneficiaries Low Underestimation of the importance of gender mainstreaming
lack of interest, inadequate project activity or missing qualified female population
To mitigate this risk the project will pursue thorough and gender responsive communication showing the benefits of gender equality for both women and men, and ensure stakeholder involvement at all levels, with special regard to involving both women and men, as well as CSOs and NGOs promoting GEEW, and gender experts. This shall mitigate social and gender related risks, promote gender equality, create a culture of mutual acceptance and understanding, and maximize the potential contribution of the project to improving gender equality in the energy field.
To attract qualified female candidates to the project, adequate and gender responsive communication strategy will be carried out by reaching out to women’s groups and associations, while also making trainings and workshops accessible for women, . If necessary and in the scope of the project additional bridging courses for women will be considered, developed and implemented to empower women.
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C3. Institutional Arrangements and Coordination Mechanism
This project will be implemented based on the long standing experience and expertise of UNIDO in the
technical assistance provided to Ethiopia as well as in similar technology transfer projects.
UNIDO will facilitate the engagement of the central and local authorities of the Government of Ethiopia
in the project to help develop plans, monitor the implementation, and support in the evaluation of the
project. To this end, the overall project monitoring body will be represented by the Project Steering
Committee (PSC) composed by representatives of the involved counterparts both at public and private
sector levels such as Ministry of Water, Irrigation, and Electricity, Ministry of Industry, Environment,
Forest and Climate Change Commission, local authorities (other local stakeholders could be eventually
indicated and inserted in the PSC after the completion of the project’s Inception Phase), the Government
of Japan, and UNIDO. The steering committee will help facilitate and strategize the project to achieve the
desired objectives in the logical framework.
UNIDO will develop the work plan during the inception phase. The work plan will be endorsed by the
steering committee on the occasion of the first meeting of the steering committee. The work plan will
include a monitoring mechanism, which is specific to the project. The steering committee will meet at
least three times during the project period; namely at the timing of launching, midpoint, and termination
of the project.
The key roles of PSC are as follows:
High-level committee to provide oversight and strategic guidance;
Inter-ministerial and inter-departmental coordination with local authorities and stakeholders.
Policy advocacy support and advice.
The proposed project will establish a Technical Committee (TC) which will have a advisory and
coordination role at the project site level. The TC will also play a critical role in project monitoring and
evaluations at project site level. It will ensure that required local contributions including community in-
kind contributions are committed and implemented accordingly.TC will also arbitrate on any conflicts
within the project or negotiate a solution to any problems at project site level in line with the project rules
and regulation, including the Government and UNIOD. The TC shall comprise of representatives from
partner organizations and beneficiary groups. The members of the TC will be identified during the
inception phase.
A Project Management Unit (PMU) will be set up in Ethiopia consisting of a full time National Project
Coordinator (NPC), a project technical assistant, and short-term experts as per required team setup for
the effective project implementation. The PMU will be further supported by a wide-ranging network of
partners, experts, associate organizations and relevant government officials to set the strategic direction
of the project and assist in its implementation. The PMU will be responsible for the overall day-to-day
coordination and supervision of field activities and will establish a good working relationship between the
project, the beneficiaries, the counterparts and other on-going projects and programs. The PMU shall
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serve as the secretariat of the PSC. The PMU will work under the supervision of the Project Manager (PM),
at UNIDO HQs in Vienna (Austria), who will be responsible for the overall management of the project.
The PM will monitor the project, assess progress made and lessons learned, discuss matters related to its
implementation and facilitate the smooth implementation of the project, and find solutions to possible
difficulties arising during the implementation.
The proposed local management structure of the project is as follows:
Given the gender sensitivity of the project, all project staff as well as the PSC members shall undergo
gender-sensitization training, e.g. the basic online course.
The project will encourage youth and women participants to ensure their active involvement during the
implementation phase. UNIDO/PTC/ENE is the primary implementing department in charge of overall
project coordination in close cooperation with UNIDO Regional Office, ITPO and other UNIDO
Departments.
Gov Ethiopia/UNIDO
Project Management Unit (PMU) - Project Coordinator
- Project Assistant - Experts
Beneficiaries: • Kebele,
community groups
• Regional State Government
• District, Zone, Woreda municipal government
• Local SMEs • MOWIE
Enabler Project Partners: • Private Sector
manufacturers and suppliers
• Contractors • Etc.
Project Steering Committee (PSC):
Co-Chairs: Ministry of Water, Irrigation and Energy (MOWIE); Ministry of Industry (MOI) Members: Representatives from: e.g.
• Other related ministries;
• Regional State Government
• Government of Japan
• UNIDO
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D. BUDGET ITEMS
D1. Counterpart inputs
In order to guarantee effectiveness, sustainability, buy-in and ownership of the project, UNIDO will
facilitate the involvement of central and local authorities of the Government of Ethiopia, as well as that
of relevant private counterparts, in the project.
Counterpart ministry of participating country:
Provision of nation-wide expertise on water management for overall project, project coordination and
policy matters.
MoWIE is envisaged to have the following key roles: provision of in-kind support for overall project
coordination, inter-ministry communication facilitation, policy matters, and identification/ coordination
of industry/ capacity building institution; Nomination of focal point for the proposed project.
State Government of participating country:
State Government or agency will provide co-financing (when possible) and in-kind contributions in form
of local expertise for the selection of the implementation site, transportation costs and per
diem/overheads for experts visiting the site, authorization, execution and/or supervision of the design
and civil work of the auxiliary equipment, training activities at the site, public awareness raising, and
regional policy promotion.
Regional government sector offices (Region, Zone, Woreda)
These are expected to have following key roles: provision local expertise for day-to-day site-level
coordination, management, supervision and facilitation for local beneficiary to ensure local institutional
mechanism for beneficiary: i.e. selection of pilot sites, installation/demonstration of the systems
(including receive/storage of equipment, inspection, permits, authorization), training activities at the site
(O&M, vocational etc.), public awareness raising (e.g. policy interpretations, advocacy, lessons learned),
regional policy promotion and government funding, and local supervision and management;
Furthermore, the project would welcome the nomination of one focal point for overall supervision, quality
assurance, policy action and one professional for day-by-day site-level management for the beneficiary
for smooth demonstration and project sustainability;
District development councils/associations etc.:
Provision of expertise for local business promotion and job opportunity including the involvement of
women; involvement of associations and NGOs that promote gender equality is envisaged when possible
and relevant.
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Local training institution in the participating country:
Provision of expertise on related technology and support to develop/organize training programme(s)
together with technology providers and partner institution for several local target groups such as
community people, technicians, entrepreneurs, and engineering students; Provision of academic human
resource such as students and lecturers/researchers as well as research facilities during system design
and demonstration, if necessary, which can be utilized as a part of on-the-job training; Provision of expert
support on innovative self-sustaining mechanism of the project and assistance to understand innovative
business development options.
During the inception phase, the specific inputs will be identified.
D2. UNIDO Inputs
UNIDO will provide inputs in terms of project management expertise, staff, experience, facilities and
know-how:
1. International staff
The project will be managed by a UNIDO HQ-based Japanese Project Manager (PM). Furthermore,
the project will involve a Japanese Chief Technical Advisor (CTA) and other Japanese consultants
and experts. The PM together with the CTA will be responsible for the general management and
monitoring of the project, and reporting on the project performance. UNIDO staff members and
consultants from PTC/ENE/CPN will be relied upon for the project activities. In addition, relevant
PTC Branches could also be roped in for the delivery of the project contents. Short-term experts
may be assigned based on the specific needs identified during the implementation.
The project will contribute 112,500USD of the budget to support the recruitment of HQ based
Japanese national L-2 International Experts. UNIDO JSB funded projects will contribute to the total
budget to support these positions aimed at monitoring project implementation and providing
regular project updates to the Government of Japan.
2. National staff
The Project Management Unit (PMU) will consist of a full time National Project Coordinator (NPC),
a project technical assistant and short-term experts as per required team setup for the effective
project implementation. The PMU will be responsible for the coordination of all the project
activities as described in the proposal. It shall have delegated responsibilities to liaise and
maintain mutual collaboration between UNIDO and project partners towards achieving one goal
as a team. The UNIDO Regional Office in Ethiopia will provide local supervision and coordination
with technical input by UNIDO Headquarter Vienna.
The key role of PMU is as follows:
o Local overall project coordination with stakeholders as per agreed project
document/work plan;
o Coordinating PSC meetings, Training workshops and Missions;
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o Monitoring, Reporting and Evaluation; and
o Best Practices, Awareness and Advocacy, etc.;
The NPC shall be responsible for the day-to-day management of the project, monitoring and
evaluation of project activities as per the project work plan which is to be developed, and
reporting to the UNIDO PM and UNIDO UR in Ethiopia. The NPC shall also continuously seek and
report opportunities for private partner partnership through this project.
3. Training
Specific training for different topics will be prepared and conducted for the target groups. A
training strategy and work plan will be formulated. This will take into consideration the result of
previous surveys and feasibility studies, as well as consultations. Other unforeseen topics that will
be deemed necessary during the inception phase will also be integrated in the program during
implementation.
Project implementation of advocacy, vocational and technical training programs will be
conducted by a group of national and international experts. Furthermore, in order to ensure
sustainability of these training programs and render them practical a Train the Trainer
methodology will be used. This will ensure that the outputs will be multiplied; the language barrier
will be overcome; and peer learning will be facilitated.
4. Equipment and supplies
The necessary equipment for the project implementation will be purchased by the project. All
procurement will be undertaken in full adherence to the UNIDO procurement rules and
regulations.
To achieve the successful local demonstration and deployment of carefully identified water
sanitation technology, UNIDO will secure the appropriate modality of requisition of goods and
services to meet the project’s objective under UNIDO regular rules. UNIDO may invite potential
bidders to present their available technologies either as part of a request for information and
market survey process intended to prepare and refine the terms of reference and technical
specifications of the requirements or as part of the technical evaluation proceedings. In
accordance with the UNIDO procurement rule for Geographical Limitation of Competitive
Bidding22, UNIDO will procure goods and services necessary for the project from Japanese goods
and service providers.
Although the provider of the technology will not be nominated nor pre-selected, preliminary
information on potential national technologies has been collected in coordination with ITPO
22 UNIDO Procurement Manual, July 2013. Programme Support and General Management Division. Chapter 10, Section 10.2.2. https://intranet.unido.org/intranet/images/3/3c/UNIDO_Procurement_Manual_July_2013_%28with_hyperlinks2%29.pdf
32
Tokyo. The equipment must be robust in terms of both treatment technology, as well as energy
supply. The system should not require filter replacements or the use of coagulants, making it
environmentally friendly. Considering the likely remoteness of the location which is yet to be
determined, operation of the equipment should be automated as much as possible. In addition
to the water treatment unit, the proposed project will install auxiliary equipment needed for the
operation of the system.
5. Subcontracts
At this stage it is not yet possible to describe in detail the necessary turnkey interventions that
are both locally appropriate, as well as pivotal for the technology transfer of the water sanitation
system and its related technologies. Commensurate with UNIDO rules and regulations, Terms of
Reference will be prepared and requests for quotations issued as part of competitive
procurement. International procurement will be undertaken following UNIDO financial rules and
regulations as these apply to procurement, with a geographic limitation to Japanese companies
and/or their subsidiaries.
Specialized trainings, installation of equipment and its demonstration, or other activities that
cannot be easily performed by the project staff will be subcontracted.
E. BUDGET
The project follows the results-based management budget structure. In order to be able to respond to
changing conditions and so as to ensure swift implementation, UNIDO may make budgetary adjustments,
not foreseen in the project document, according to its rules and regulations: UNIDO will inform the donor
about changes between budget components. In the case that shifts between outputs greater than 15 per
cent become necessary, UNIDO will submit a revised budget for approval by the donor, showing and
explaining the required changes. Changes between budgetary components are not to affect the total
budget made available for the project. .
The project approved budget for the duration of one year (upon arrival of funds) is USD 1,000,000.
BL Description Total
Outcome: Improved public health of the Ethiopian host community and liberation of women and children from water drawing labor by providing sustainable access to clean and sanitary drinking water
Output 1: Provision of clean water through solar-powered water sanitation system
11 International experts 159,000
17 National experts & admin staff 48,000
21 Subcontracts 609,955
51 Miscellaneous 4,000
33
Sub-Total Output 1 820,955
Output 2: Develop technical capacity of the community to independently operate the water sanitation system
21 Subcontracts 29,000
51 Miscellaneous 3,000
Sub-Total Output 2 32,000
Output 3: Capacity building of industry and Engineering, Procurement and Construction (EPC) contractors to further their role in the water and sanitation agenda of Ethiopia
21 Subcontracts 30,000
51 Miscellaneous 2,000
Sub-Total Output 3 32,000
TOTAL 884,955
Project Support Cost (13%) 115,045
GRAND TOTAL 1,000,000
F. MONIGTORING, REPORTING AND EVALUATION
Monitoring, reporting and evaluation of the project will be carried out in accordance with established
UNIDO Technical Cooperation (TC) guidelines and procedures. The overall objective of the monitoring,
reporting and evaluation process is to ensure successful and quality implementation of the program by;
tracking and reviewing the progress and actual accomplishments as the program proceeds, so that the
implementation team can take early corrective action if performance deviates significantly from original
plans, adjust and update the work plan to reflect possible changes on the ground, results achieved and
corrective actions taken; and inform stakeholders of the project process and achievements.
The project manager and project team will be responsible for recording monthly progress on project
activities and the measurement of outcome indicators. At the local level the project activities shall be
monitored and supervised by UNIDO project team.
After six months, a mid-term progress report will provide an assessment of progress for outcomes and
outputs as stated in the Logical Framework, and as measured by the corresponding indicators, based on
sex-disaggregated data. Collection of relevant data will be scheduled well in advance of the reporting
deadlines so that the evaluation of indicators can be based on facts and as much as possible on
independent sources. The conclusions and recommendations of the mid-term review will lead to follow-
up action to be taken and any corrective action necessary.
An independent evaluation of the project in form of a “terminal report” will be implemented at its
conclusion to comprehensively assess the results achieved. The terminal report will include assessments
on efficiency, effectiveness, sustainability, relevance and impact as well as on environmental friendly
approaches and gender sensitivity of the implementation to draw lessons learned. The terminal report
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will be submitted together with a financial report within six months after the project is declared
“financially completed”23.
G. PRIOR OBLIGATIONS AND PREREQUISITES
There are no specific prior obligations or prerequisites that need to be met before project implementation
can start. Most of the open questions with regard to target areas and beneficiaries will be covered during
the inception phase.
Ownership of equipment, materials, supplies and all other property financed from this program shall vest
in UNIDO. Unless otherwise provided in the Project Document, following operational completion of the
Project, ownership of equipment, of materials and supplies, as well as other property necessary for
operation of the Project, shall be transferred to the counterparts.
The final list of equipment will be established prior to the purchase request and will include developments
since the preparation of the project. The Government will be responsible for a quick handling at the
customs.
H. LEGAL CONTEXT
The Government of the Federal Democratic Republic of Ethiopia agrees to apply to the present project,
mutatis mutandis, the provisions of the Standard Basic Assistance Agreement between the United Nations
Development Program and the Government, signed on 26 February 1981 and entered into force on 5
November 1984.
23 The project is “financially completed” after clearing all project commitments and transferring/writing off the project assets.
35
ANNEXES
ANNEX 1: Draft TOR of key personnel in the project
Project number: 180206
Post Title: National Project Coordinator
Type of Contract: ISA
Duty Station: Addis Ababa
ORGANIZATIONAL CONTEXT
The United Nations Industrial Development Organization (UNIDO) is the specialized agency of the United
Nations that promotes industrial development for poverty reduction, inclusive globalization and
environmental sustainability. The mandate of UNIDO is to promote and accelerate inclusive and
sustainable industrial development in developing countries and economies in transition.
The Programme Development and Technical Cooperation (PTC) of UNIDO is responsible for providing
technical cooperation services on technological and economic issues.
The responsibility of the Department of Energy (PTC/ENE) is to assist member countries in the transition
to a sustainable energy future under the overarching mandate of inclusive and sustainable industrial
development, through the application of renewable energy for productive uses, adoption of the efficient
use of energy by industry and the introduction of low carbon technologies and processes.
There are three Divisions under the Department of Energy. The Industrial Energy Efficiency Division
(PTC/ENE/IEE) is responsible for promoting the efficient use of energy by industry and the dissemination
of industrial energy efficiency best-available practices and technologies in order to accelerate economic
growth and enhance competitiveness and job creation. The Renewable and Rural Energy Division
(PTC/ENE/RRE) promotes the adoption of renewable energy sources by industry and facilitating access by
the rural poor to affordable and sustainable energy to support productive activities and the income and
employment opportunities they create. The Climate Policy and Networks Division (PTC/ENE/CPN) is
responsible for coordinating integrated policies, global partnerships and global fora in the field of
sustainable energy and climate change as well as promoting programmatic approaches on low carbon
technologies and regional networks.
36
DUTIES AND RESPONSIBILITIES
The incumbent will be placed at the ROE in Addis Ababa under the direct supervision of the UNIDO
Representative in Ethiopia and substantive guidance from Senior Programme Management Expert (PM)
at HQ and the Chief Technical Advisor (CTA).
The incumbent will be responsible for needs identification, strategy development, data collection,
concepts and proposal development as well as day-to-day coordination of all technical inputs and the
implementation at the national level as per the agreed project work plan in accordance with UNIDO
guidelines and procedures. The incumbent will report the project progress directly to the UNIDO-HQ
Senior Programme Manager (PM), the ROE and Chief Technical Advisor on a monthly basis. The
incumbent will also manage local stakeholders for UNIDO energy portfolio and liaise very closely with all
project partners, individuals and organizations involved in the field activities at the national/local level.
Working closely with the PM/CTA and the national counterparts, the incumbent will play a key role in
ensuring that the UNIDO energy portfolio management is made successfully, timely and effectively in
conformity with the UNIDO mandate.
Specifically, the incumbent will have the following key duties performing with the expert knowledge of
energy issues in the country:
MAIN DUTIES Concrete/ measurable Outputs to be achieved
1. Prepare annual work programme and implement the project activities on energy accordingly upon approval by the UNIDO PM at HQ;
Annual work programme developed and approval by PM obtained; project implementation enhanced;
2. Keep good stakeholder relations and organize regular stakeholder consultation meetings, Technical Committee (TC) meetings, workshops, and events;
Awareness on UNIDO energy projects raised; and effective Steering Committee meetings and others conducted;
3. Facilitate missions of project staff related to energy portfolio and assist in data collection, local coordination, relationship building with stakeholders, etc.;
Successful mission of experts/staff facilitated; logistics, data collection, and team building activities undertaken;
4. Continuous monitoring of implementation of project activities and performance to track progress towards milestones;
Effective project implementation monitored and timely delivery of outputs carried out;
5. Prepare progress implementation reports and annual progress reports to HQ for clearance and onward submission to donors;
Monthly progress reports on project implementation as well as annual progress report submitted;
6. Serve as UNIDO Expert in the field of energy and carry out any other duties as may be assigned by UNIDO;
RE and IEE project portfolio of the Regional Office increased;
7. Assist the Regional Office in activities related to renewable energy: advise the Regional Director on energy issues, represent UNIDO in meetings and
Capacity of the UNIDO RO to effectively deal with renewable energy related activities enhanced;
37
workshops related to renewable energy and climate change;
8. Lead project development activities and prepare/draft project document on low carbon technologies for review by Chief Technical Advisor and PM;
Project document drafted; study reports prepared;
9. Initiate administrative processes; liaise with counterparts and focal point of donors including the GEF Focal Point;
Administrative processes identified and initiated; Project request letters sent;
10. Submit high-quality written monthly assignment
Monthly written high quality assignment
REQUIRED COMPETENCIES
Core values: 1. Integrity 2. Professionalism 3. Respect for diversity Core competencies: 1. Results
orientation and accountability 2. Planning and organizing 3. Communication and trust 4. Team
orientation 5. Client orientation 6. Organizational development and innovation
Managerial competencies (as applicable):
1. Strategy and direction
2. Managing people and performance
3. Judgement and decision making
4. Conflict resolution
MINIMUM ORGANISATIONAL REQUIREMENTS
Professional Profile
The National Coordinator is a national expert with proven competence in the area of environment and
energy technologies development as well as clean technologies. He/ She shall have demonstrated
experience in the execution and management of energy and greenhouse gases related projects involving
dialogue with different stakeholders and supervision of several teams and activities. The National
Coordinator has good leadership, oral communication and drafting skills, is willing to work individually as
well as part of a team.
Education
Advanced university degree in Engineering (electrical, mechanical, energy, rural or environmental
related) and/or other relevant/related discipline with specialization in energy, climate change
mitigation/adaptation and/or rural development issues.
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Technical and Functional Experience
A minimum of 10 years of experience in technical cooperation in the field of energy, climate
change, and/or rural development in UN agencies/international NGOs/bilateral development
agencies;
Hold a wide range of local networks in energy and development sector;
Demonstrated ability to advise governments on policy recommendations and
project/programme formulation and implementation in the field of low carbon energy systems;
Ability to build consensus and collaboration among strategic, financial and programmatic
partners on integrated or joint programmes;
Experience with government working and research activities, in organization, coordination and
management of international and national workshops;
Familiarity with the United Nations system as well as project management system;
Exposure to the needs, conditions and problems in other East African countries will be an asset.
Required Skills
Result oriented, strong inter-personal/ communication skills, self-motivated and proactive,
culture and gender sensitive, flexibility and adaptive to dynamic working environment, ready to
learn, initiative and ability to work within a team and work under pressure are desired;
Strong computer and information technology skills, including proficiency in the use of MS Office
programs and internet-based management (email, SAP, skype etc.);
Capability to handle sensitive matters and exercise discretion, and ability to take decisions;
Analytical thinking; planning, organizing and problem solving abilities;
Excellent writing and editing skills;
Languages
The National Project Coordinator shall be fully proficient in written and spoken English. Fluency in
Amharic is required.
39
ANNEX 2: Site selection criteria
1. Background
Based on call for proposal from the government of Japan, UNIDO has received financial support to
implement the project entitled: “Phase 2: Improving public health by solar-powered water sanitation
systems in Ethiopia”. The project envisages to deployment of an innovative Japanese technology for
surface water treatment for the benefit of off-grid communities.
The, Japan Supplementary Budget (JSB) is a special fund with its own priorities and time frame. JSB has
an implementation time frame of one year and yearly varying criteria and priorities. The current JSB
focuses on internally displaced persons (IDPs). Likewise, UNIDO is a specialized UN agency with own
mandate and priorities.
The implementation of such a project requires the identification of stakeholders’ concerns and key
players. The identification of project site will be based on JSB and UNIDO joint requirements. The
requirement, associated with the water treatment technology, will be considered in tandem with the
baseline information on beneficiary community. Accordingly, mapping of all requirements is needed.
Purpose of this site selection criteria is to help the identification and selection process and justify the
decision of site selection.
2. Site identification and selection requirements
2.1. JSB requirements
In 2018, JSB gave priority for refugees/ internally displaced persons (IDPs). Accordingly, all woreda and
kebles with IDP are potential project sites. In the context of Ethiopia, factors affecting the internal
displacement are categorized as follows:
1) conflict induced;
2) climate induced, and
3) others.
The number of displaced people are 2.6 million, 500,000 and 72,000 respectively.
Internally displaced persons (IDPs), according to the United Nations Guiding Principles on Internal
Displacement, are "persons or groups of persons who have been forced or obliged to flee or to leave
their homes or places of habitual residence, in particular as a result of or in order to avoid the effects of
armed conflict, situations of generalized violence, violations of human rights or natural or human-made
disasters, and who have not crossed an internationally recognized state border.
2.2. UNIDO’s requirement
Currently, UNIDO is operating in three sectors namely agro-food, textile and leather. Furthermore,
UNIDO is also working in cross-cutting areas like energy and environment. Accordingly, UNIDO’s
intervention areas lies in Oromia, Tigray, Amhara and Southern Nation and Nationality Regional States.
SN Regional sates
UNIDO intervention sectors and project areas
Agro-food processing,
Leather and leather products
Textile and apparels Energy
40
1. Amhara Bure
2. Oromia bulbula modjo Fenatale
3. SNNPR yirgalem
4. Tigray humera Mekele
Table 1:UNIDO’s intervention areas
2.3. Intersection of UNIDO and JSB requirements
According to the UNIDO and JSB requirements, the four regions Amhara, Oromia , SNNP and Tigray will
be considered as potential regions for JSB 2018 site selection. When interlinking the IDPs with the IAIPs,
zones and words who supply agricultural products to the IAIP and their RTC will be the focal areas of the
site selection process.
As demonstrated on the table below, West Gojam and Awi zone are the supply areas of the Bure IAIP,
Arsi,East showa and west showa zones for Bulbula IAIP, sidama and gedio zones for Yirgalem IAIP and
west Tigray zone for Biker IAIP.
SN Regional sates UNIDO (PCP) intervention areas IDP and returnee locations (nearby zone and woredas
Agro-food processing,
Leather and leather
products
Textile and apparels
5. Amhara Bure West Gojam and Awi zone
6. Oromia bulbula modjo Arsi, East Showa, West Arsi
7. SNNPR yirgalem Sidama , Gedeo
8. Tigray humera Mekele West Tigray
Table 2: Regional states with UNIDO and IDPs
When overlaying the UNIDO (IAIP and RTC) and JSB (IDPs and returnees) a big list of potential sites for
consideration will be identified
2.4. Technological requirements
The proposed technology for the JSB 2018 is powered by solar energy and operates with the slow sand
filtration process. Thus, the technology is capable of filtering water which is not affected or
contaminated by chemical. And it has two options of daily filtration capacity, the first one has 8000 ltrs
and the second one has 3000 ltrs filtration capacity.
To identify the technical compatibility of a site (water volume and parameter) with the technological
requirement, a laboratory test is required. Thus, it is the last action of site selection.
3. Framework for site identification: alignment of standard with technological capacity
The national standard set under GTPII for safe drinking water is, to supply 25ltr/capita/day with in a
reach of 1km. this amount is the sum total of water need at household level for drinking, cooking,
41
washing and cleaning. When the amount of water for drinking is isolated the safe water needed for
cooking and drinking will be 5 liters/capita/day.
SN Slow sand water treatment Technology
Filtration capacity (ltrs/day)
service capacity (individuals) as per GTP II standard (25ltrs)
service capacity (individuals) as per GTP II standard (but for cooking and drinking 5ltrs)
1 Water treatment technology 1 8000 320 1600
2 Water treatment technology 2 3000 120 600
Table 3: Technology output and coverage per individual
According to the assumption demonstrated above, the 8000 ltrs system can serve a maximum of 1600
individuals, if it supplies 5 ltrs/capita/day for the cooking and drinking requirements. But, the service of
the unit will drop to 320 individuals, if the technology serves as per GTPII standard water requirement of
an individual which is 25ltrs/capita/day.
According to the assumption demonstrated above, the 3000 ltrs system can serve a maximum of 600
individuals, if it supplies 5 ltrs/capita/day for the cooking and drinking requirements. But, the service of
the unit will drop to 120 individuals, if the technology serves as per GTPII standard water requirement of
an individual which is 25ltrs/capita/day.
4. Potential site identification rule: list for site assessment
Potential site identification is a process of short listing through alignment of the technology purification
capacity with the number of IDPs and returnee. Accordingly, the 1st rule is to assess all kebles who has
IDPs that matches with the daily output of the purification technology. In addition, to increase the
number of potential sites for assessment, kebles who has plus or minus 20% IDPs will be considered for
site assessment.
5. Conclusion
Following the site identification and short listing process described above, kebles are identified for
further on site assessment. The kebles will be identified for two scenarios. One is according to the GTPII
water standard and the 2nd one is GTP II plan but, scoped for water for drinking and cooking only.
Furthermore, the sites are also categorized for both the 8000ltrs and 3000ltrs technologies.
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6. Annex:
6.1. Regional states with an existing UNIDO intervention
SN Regional sates UNIDO (PCP) intervention areas
Agro-food processing, Leather and leather products
Textile and apparels
9. Afar
10. Amhara Bure
11. Benishangul-Gumuz
12. Gambela
13. Harari
14. Oromia bulbula modjo
15. Somali
16. SNNPR yirgalem
17. Tigray humera Mekele
18. Addis Ababa
19. Dire dawa
6.2. IDPs nearby UNIDO intervention areas (IAIP and RTCS)
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6.3. Proposed water treatment plant
A solar powered water purification Japanese technology which is made to replicate natural purifying
function by combining physical filtration with sands and gravels and biological filtration with algae.
Features:
Slow filtration method Easy operation and maintenance by local community
Experts are not needed for operation and maintenance.
The local community will be able to manage the system autonomously.
Low running cost
No use of coagulants or membrane filters
6.4. JSB 2018 selection criteria for Sub-Saharan Africa countries
Assistance for the countries, including those in the Sahel region, where conflict/terrorism occurs frequently where conflict/terrorism occurs frequently related to the following themes:
o Humanitarian assistance for refugees / IDPs
o Assistance for social stabilization (assistance for education to prevent extremism, vocational training for young people, job creation and promotion of employment, etc.)
o Assistance for measures against terrorism (assistance for border control, investigation and prosecution capacity building, development of legal systems, measures against financing of terrorism)
o Assistance for peace-keeping and peace-building capacity building
(The destabilizing situations in this region, such as conflicts, terrorism and famine are resulting in the increase of IDPs / refugees, and in the flux of refugees to Europe. Addressing these situations are important challenges for the international community. Project formulation responding to the needs of the field, taking into consideration the recent development of situations after April this year, is recommended.)
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6.5. UNIDO intervention areas in Ethiopia
6.5.1. UNIDO/PCP
1. Agro-food processing (Bure, yirgaalem, bulbula, humera)
2. Textile and apparels (Tigray, )
3. Leather and leather products (modjo)
6.5.2. LCET
4. Other than oromia (JSB 2017 is implemented in oromia)
5. Technological compatibility (surface water supply, off-grid, 320 heads as per the GTP II standard,
willingness to pay for the water service, community commitment at the implementation period
(WASH standard ), sustainability
6.6. Internally displaced persons (IDPs),
Internally displaced persons (IDPs), according to the United Nations Guiding Principles on Internal
Displacement, are "persons or groups of persons who have been forced or obliged to flee or to leave
their homes or places of habitual residence, in particular as a result of or in order to avoid the effects of
armed conflict, situations of generalized violence, violations of human rights or natural or human-made
disasters, and who have not crossed an internationally recognized state border." This, however, is a
descriptive definition, which does not confer a special legal status because IDPs, being inside their
country, remain entitled to all the rights and guarantees as citizens and other habitual residents of their
country. As such, national authorities have the primary responsibility to prevent forced displacement
and to protect IDPs.
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