6 ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN
6.5 ESMP Monitoring
There should be continuous monitoring and follow-up on the project activities to ensure that the ESMP is implemented and that its objectives are achieved. The implementing staff, the community, and the contractor should ensure that the mitigation measures are put in place as outlined in the ESMP. The monitoring guidelines are based on the following parameters:
• Improved vegetation cover
• Increased potential of the various water springs,
• Preservation of species in synergy with the water springs
• Level of coliform and other bacteria in the sampled water not to forget the ppm solid elements
• Severity watershed encroachment
• Public safety and health awareness
• Malaria and other social disease prevention and control systems in place
• Livestock – wildlife-human conflicts management
• Safety of equipment and property
• Capacity building and skills improvement of water users
Figure 6-1: Institutional Arrangements 6.6 ESMP Implementation 6.6.1 Institutional Arrangements
National Level and County Level Structure
Ministry of Agriculture, Livestock and Fisheries
Project Steering Committee
National Program Coordination Unit (NPCU)
• Project Coordinator
• Water/ Irrigation Engineer
• Livestock Specialist
• Environment & Climate Change Specialist
• Agribusiness Specialist
• Horticulture/ Crops Specialist
• Gender Specialist
• M&E Officer
• Communication Specialist
• Procurement Officer
• Project Accountant
• Project Secretary
County Steering Committee/ County Project Implementation Team (CPIT)
County Coordinating Unit (CCU)
• County Coordinator
• County M&E
• County Engineer or Land Development Officer
Beneficiaries & Committees Policy Level
Coordination &
Technical Assistance
Implementation Level
Sustainability Level
AfDB
IGAD Executive Secretariat
National IDDRSI Platform Steering
Committee Project
Monitoring
6.6.1.1 National Level
A National Project Coordination Unit has been established consisting of twelve (12) officers responsible for day-to-day implementation of activities under the leadership of the National Project Coordinator (NPC). NPCU has recruited the following staffs: The National Project Coordinator, Technical specialists (Water/Irrigation Engineer ,Livestock Environmental&
Climate Change, Agribusiness, Horticulture/Crop,Gender and community mobilization, Knowledge Management and Communication Specialist, Specialists, Monitoring and Evaluation , Project Accountant, Procurement Office and \project secretary. The overall implementation oversight is carried out by the National Project Coordinating Unit (NPCU) headed by National Project Coordinator (NPC) and the NPC reports to the Project Steering Committee chaired by the Principal Secretary, State Department for Crop Development and Agricultural Research, MOALF & C.
6.6.1.2 County Level
The Project establishes a County Project Steering Committee/County Project Implementation Team (CPIT). A County Project Coordinating Unit (CPCU) is headed by the County Project Coordinator (CPC), who doubles as the Crops/Livestock Specialist; County Engineer/Land Development Officer. The CPCU members include the CPC/Livestock/Crops Specialists; and Monitoring and Evaluation Specialist; The CPCU shall engage the services of technical experts on a needs basis. It is necessary to enhance capacity in safeguards team during implementation of the framework and other plans to ensure that relevant ESSs are integrated into all project activities in a sustainable manner.
6.6.1.3 Community Level
This is the third level in the overall institutional structure for implementing the project on Sustainable Livelihoods. At this level, community-driven development (CDD) structures has been established to represent beneficiaries while considering the one-third gender rule. To this effect, the county governments shall enter a memorandum of understanding (MoU) with respective beneficiaries. All community structures must be duly registered with the relevant GoK authorities, e.g. the Department of Social Services. Basic literacy levels should be considered while establishing community leadership structures. However, all county government employees can serve as ex-officio members, and not elected office bearers of these community structures. These community structures established at Ward level with specific Project Management Committees (PMC) shall undertake day-to-day implementation of community interventions.
For any sub/micro projects that involve physical infrastructure, the sub/micro project committee should hire relevant expertise in consultation with the DRSLP II coordinating units at county and national level in compliance with established guidelines.
Oversight for civil works shall be carried out at county level by County PCU Environmental and Social focal persons, who shall oversee screening, implementation and monitoring.
6.6.1.4 Contractor
The Contractor will ensure that the established safeguards are integrated and implemented throughout the project works as per the C-ESMP. The Contractor will internalize the ESMP/C-ESMP, prepare monthly progress reports and implement instructions issued by the Supervision Consultant. The Contractor will also undertake ESIA Studies for sites outside the project zone and seek appropriate NEMA Licenses. The Contractor, therefore, will engage qualified Environmentalist and Social Experts on a full-time basis to interpret the C-ESMP and advise on the implementation of the same, as well to the Counterpart Personnel for the Supervision Expert. The full Contractor’s Team will comprise the key staff cadres as specified in the Bidding Document.
The National Environment Management Authority (NEMA) is responsible for ensuring environmental compliance in the country and has an office in Kapenguria Sub-County with staffing who will further ensure that the irrigation project-ESMP is implemented as part of their mandate, functions and responsibilities. NEMA will undertake surveillance on the project implementation and review compliance performance based on the supervision monitoring reports.
6.6.2 ESMP Monitoring Team This team will be responsible for:
• The development and establishment of the ESMP;
• The conduct of all consultations with the local communities and project
• stakeholders;
• The establishment of the grievance processing mechanism;
• Training for the personnel from the proponent and its sub-contractors;
• Preparation of specific environmental and social studies;
• Project monitoring and monitoring of compliance with applicable environmental and social standards;
• Project environmental and social performance; and
• Prepare environmental and social monitoring reports
6.7 Estimated Overall Budget
Table 6-3: Estimated Overall budget for ESMP
Measures/Action Plan Cost in USD
Establishment of Irrigation Water User Association 1,000
Equipping of O&M and employees camp-sites with sanitation systems 300 Measures to prevent safety risks during construction (terminals on the banks
and an overhead cable, pipeline trenches, information on radios, etc.).
Sensitization of populations on hazards related to the operation of the structures
1,000
Measures against public health risks and sensitization programme during operation (sensitization campaigns, distribution of insecticide treated bed-nets, establishment of a monitoring committee, etc.)
500
Solid waste management plan 300
Invasive plant control programme (biological control, removal ,
enhancement) 200
Capacity building programme (EHSS) 500
Control of guaranteed instream flow (1 flow rate measurement station) 1,000
Monitoring of vectors of water-borne diseases 500
Survey of riparian zones and influence of irrigation scheme 200
Monitoring of river and reservoir water quality 500
Independent auditor to audit the implementation of the ESMP (5 years) 1,000
Improvement of village collective infrastructure 2,000
Support for improved crop yields 1,000
TOTAL ESMP 10,000
7 GRIEVANCE REDRESS MECHANISM
The grievance management mechanism must be established by the project proponent to enable all the stakeholders, in particular, those affected by the project to give their opinions on the project proposals to channel their concerns and thus gain access to information or seek redress or resolution.
Grievances will be handled at the community level. The Grievance Mechanism (GM) will include the following steps and indicative timelines.
The GM will provide an appeal process if the complainant is not satisfied with the proposed resolution of the complaint. Once all possible means to resolve the complaint has been proposed and if the complainant is still not satisfied then they should be advised of their right to legal recourse.
It is important to have multiple and widely known ways to register grievances. Anonymous grievances can be raised and addressed. Several uptake channels under consideration by the project include:
• Toll-free telephone hotline
• Letter to Grievance focal points at local health facilities
• Complaint form to be lodged via any of the above channels
• Walk-ins may register a complaint on a grievance logbook at healthcare facility or suggestion box at clinic/hospitals.
Once a complaint has been received, by any and all channels, it should be recorded in the complaints logbook or grievance excel-sheet/grievance database and subsequently addressed or resolved within 5-7 working days.
Survivors of Gender-based Violence or Sexual Exploitation and Abuse are generally encouraged to report all GBV/SEA cases through the dedicated GBV/SEA referral system and complaints resolution mechanism. This will be made explicit in all community awareness sessions, as well as be part of the publicly disclosed information. The GBV/SEA referral system will guarantee that survivors receive all necessary services, including medical, legal, counselling, and that cases are reported to the police where applicable.
If such cases are reported through the Project GCHM, the GCHM Operator needs to report the case within 24 hours to the PIU, as the PIU is obliged to report any cases of GBV/SEA to the African Development Bank within 48 hours following informed agreement by the survivor.
Furthermore, cases need to be reported to the IP, if it concerns a direct worker or a worker from a sub-contractor, NGO partner or even a community worker following a survivor-centered approach. UN agencies will have their organizational PSEA systems in place, through which violations by staff will be handled. This may be in addition to criminal prosecution, to ensure that sanctions for the violation of Code of Conducts are implemented. IPs are in charge of monitoring that the courses for contractors regarding the Code of Conduct obligations and awareness raising activities to the community are in place. The information gathered would be monitored and reported to the PIU and the African Development Bank. All reporting will limit information to the survivor’s wishes regarding confidentiality and in case the survivor agrees on further reporting, information will be shared only on a need-to know- base, avoiding all information which may lead to the identification of the survivor and any potential risk of retribution.
7.1 Monitoring indicators and reporting:
Engagement actions will be monitored internally and will concern the following key indicators:
• Number of meetings of all kinds held in the month;
• Cumulative number of participants;
• Specific problems raised by meeting participants;
• Number of community incidents (type: blocking of access to site, demonstration, etc) in the month, duration of the incidents, number of people involved, with analysis of causes and description of actions taken to resolve the incident;
Grievances:
• Establishment of simple categories for the classification of grievances
• Example: compensation, employment, nuisances, others (to be adapted on the basis of Complaints effectively received;
• Number of complaints filed in the month by category;
• Number of complaints closed at the first level in the month by category;
• Average resolution time and evolution;
• Number of complaints submitted to the second level for mediation by category;
• Number of complaints closed following mediation by category; and
• Number of complaints giving rise to an ongoing judicial proceeding.
The following periodic implementation reports will be prepared:
• Monthly internal monitoring report on consultation activities that could be integrated into monthly environmental and social monitoring report on the basis of a standard plan to be prepared at the start of implementation and including the following indicators;
• Bi-annual internal monitoring report on consultation activities consolidating the information provided in the monthly reports and presenting an analysis in terms of the effectiveness of the actions carried out. Lessons to be learnt and possible corrective actions
8 CONCLUSIONS
8.1 Conclusion
Overall, the executive summary shows that the project will have significant positive impacts in terms of social spin-off. The project may also generate negative impacts; however, all the anticipated negative impacts are likely to be efficiently managed due to the correct implementation of the environmental safeguard measures formulated in the ESMP. The ESIA report has been submitted for validation at national level (NPCU). An environmental impact assessment license has been issued by the National Environment and Management Authority (NEMA). Its submission to the Bank is part of the ESIA report.
8.2 Recommendations
To complement this project’s objectives, the following recommendations are made by this ESIA report
1. That Drought Resilience and Sustainable Livelihood Project as the proponent and the County Government of Isiolo takes supervisory role in accordance with the ESMP, to ensure that the project is implemented in an environmentally friendly manner 2. Construction staff should be made aware of the potential risks and recommended preventive measures through training. This will ensure that health and safety measures are adhered to during construction phase
3. The proponent to acquire all statutory approvals and permits for the proposed flood-based irrigation
4. That NEMA issues an EIA license for this proposed project on the strength of information provided by this ESIA project report.
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