FOR OFFICIAL USE ONLY Report No: PAD2667 INTERNATIONAL DEVELOPMENT ASSOCIATION PROJECT APPRAISAL DOCUMENT ON A PROPOSED CREDIT IN THE AMOUNT OF SDR144.1 MILLION (US$200 MILLION EQUIVALENT) TO THE REPUBLIC OF GHANA FOR THE FIRST PHASE OF THE GREATER ACCRA RESILIENT AND INTEGRATED DEVELOPMENT PROJECT May 7, 2019 Social, Urban, Rural, And Resilience Global Practice Africa Region This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS Exchange Rate Effective March 31, 2019 Currency Unit = Ghana Cedis (GHS) GHS 5.3508 = US$1 US$1 = SDR 0.72033135 FISCAL YEAR January 1 - December 31 ABBREVIATIONS AND ACRONYMS AMA Accra Metropolitan Assembly CAGD Controller and Accountant General’s Department CERC Contingent Emergency Response Component CONOPS Concept of Operations CPS Country Partnership Strategy CSO Civil Society Organization DA Designated Account DALY Disability Adjusted Life Year DRM Disaster Risk Management DUR Department of Urban Roads EHSD Environmental Health and Sanitation Department EPA Environmental Protection Agency ERR Economic Rate of Return ESIA Environmental and Social Impact Assessment ESMF Environmental and Social Management Framework ESMP Environmental and Social Management Plan FEWS Flood Early Warning Services FMC Financial Management Consultant GAMA Greater Accra Metropolitan Area GAR Greater Accra Region GAS Ghana Audit Service GARCC Greater Accra Regional Coordinating Council GARID Greater Accra Resilient and Integrated Development GBV Gender-based Violence GCF Green Climate Fund GIFMIS Ghana Integrated Financial Management Information System GIS Geographic Information System GMet Ghana Meteorological Agency GDP Gross Domestic Product GIMPA Ghana Institute of Management and Public Administration GoG Government of Ghana GRM Grievance Redress Mechanism HSD Hydrological Services Department IA Implementing Agency ICT Information and Communication Technology IFMIS Integrated Financial Management Information System IFR Interim Financial Report IGES Institute of Global Environmental Strategies INDC Intended Nationally Determined Contribution IPF Investment Project Financing IUESSMP Integrated Urban Environmental Sanitation Strategy and Master Plan LFG Landfill Gas LGCSP Local Government Capacity Support Project LI Legislative Instrument LUPMIS Land Use Planning and Management Information System LUSPA Land Use and Spatial Planning Authority MDAs Ministries, Departments, and Agencies MESTI Ministry of Environment, Science, Technology, and Innovation MICZD Ministry of Inner-Cities and Zongo Development MSWR Ministry of Sanitation and Water Resources MLGRD Ministry of Local Government and Rural Development MLNR Ministry of Lands and Natural Resources MWH Ministry of Works and Housing MMA Metropolitan and Municipal Assembly MMDA Metropolitan, Municipal, and District Assembly MPCU Municipal Planning and Coordination Unit MRH Ministry of Roads and Highways MTR Midterm Review M&E Monitoring and Evaluation NADMO National Disaster Management Organization NGO Nongovernmental Organization NDPC National Development Planning Commission O&M Operation and Maintenance OC Oversight Committee PBA Performance Based Allocation PBC Performance-based Contracting PCU Project Coordination Unit PDO Project Development Objective PIM Project Implementation Manual PIU Project Implementation Unit PPMED Policy, Planning, Monitoring and Evaluation Directorate PPSD Project Procurement Strategy for Development RAP Resettlement Action Plan RPF Resettlement Policy Framework SCD Systematic Country Diagnostics SDG Sustainable Development Goal SOP Series of Projects STEP Systematic Tracking of Exchanges in Procurement SWM Solid Waste Management UNCDF United Nations Capital Development Fund WACA West Africa Coastal Areas WRC Water Resources Commission WTS Waste Transfer Station Regional Vice President: Hafez M. H. Ghanem Country Director: Henry G. R. Kerali Senior Global Practice Director: Ede Jorge Ijjasz-Vasquez Practice Manager: Meskerem Brhane Task Team Leader(s): Asmita Tiwari, Yan F. Zhang The World Bank Greater Accra Resilient and Integrated Development Project (P164330) TABLE OF CONTENTS DATASHEET ........................................................................................................................... 1 I. STRATEGIC CONTEXT ...................................................................................................... 7 A. Country Context................................................................................................................................ 7 B. Sectoral and Institutional Context .................................................................................................... 9 C. Relevance to Higher Level Objectives............................................................................................. 12 II. PROJECT DESCRIPTION..................................................................................................... 14 A. Project Development Objective ..................................................................................................... 14 B. Project Components ....................................................................................................................... 14 C. Project Beneficiaries ....................................................................................................................... 20 D. Results Chain .................................................................................................................................. 21 E. Rationale for Bank Involvement and Role of Partners ................................................................... 22 F. Lessons Learned and Reflected in the Project Design .................................................................... 22 III. IMPLEMENTATION ARRANGEMENTS .............................................................................. 24 A. Institutional and Implementation Arrangements .......................................................................... 24 B. Results Monitoring and Evaluation Arrangements......................................................................... 25 C. Sustainability................................................................................................................................... 26 IV. PROJECT APPRAISAL SUMMARY ..................................................................................... 27 A. Technical, Economic, and Financial Analysis .................................................................................. 27 B. Fiduciary.......................................................................................................................................... 30 C. Safeguards ...................................................................................................................................... 32 V. KEY RISKS ..................................................................................................................... 37 VI. RESULTS FRAMEWORK AND MONITORING ................................................................... 40 ANNEX 1: DETAILED PROJECT DESCRIPTION ......................................................................... 51 ANNEX 2: IMPLEMENTATION ARRANGEMENTS AND SUPPORT PLAN ................................... 69 ANNEX 3. ECONOMIC ANALYSIS ........................................................................................... 89 ANNEX 4. GREENHOUSE GAS EMISSIONS ANALYSIS ............................................................. 97 ANNEX 5. MAP OF PROJECT AREAS .................................................................................... 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) DATASHEET BASIC INFORMATION BASIC_INFO_TABLE Country(ies) Project Name Ghana Greater Accra Resilient and Integrated Development Project Project ID Financing Instrument Environmental Assessment Category Investment Project P164330 A-Full Assessment Financing Financing & Implementation Modalities [ ] Multiphase Programmatic Approach (MPA) [✓] Contingent Emergency Response Component (CERC) [✓] Series of Projects (SOP) [ ] Fragile State(s) [ ] Disbursement-linked Indicators (DLIs) [ ] Small State(s) [ ] Financial Intermediaries (FI) [ ] Fragile within a non-fragile Country [ ] Project-Based Guarantee [ ] Conflict [ ] Deferred Drawdown [ ] Responding to Natural or Man-made Disaster [ ] Alternate Procurement Arrangements (APA) Expected Approval Date Expected Closing Date 29-May-2019 31-Dec-2025 Bank/IFC Collaboration No Proposed Development Objective(s) The objective of the project is to improve flood risk management and solid waste management in the Odaw River Basin of the Greater Accra Region and improve access to basic infrastructure and services in the targeted communities within the Odaw River Basin. Page 1 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Components Component Name Cost (US$, millions) Component 1: Climate Resilient Drainage and Flood Mitigation Measures 92.00 Component 2: Solid Waste Management Capacity Improvements 42.20 Component 3: Participatory Upgrading of Targeted Flood Prone Low-income 58.80 Communities and Local Government Support Component 4: Project Management 7.00 Component 5: Contingent Emergency Response Component 0.00 Organizations Borrower: Government of Ghana Implementing Agency: Ministry of Works and Housing Ministry of Inner City and Zongo Development Ministry of Local Government and Rural Development Ministry of Sanitation and Water Resources PROJECT FINANCING DATA (US$, Millions) SUMMARY -NewFin1 Total Project Cost 200.00 Total Financing 200.00 of which IBRD/IDA 200.00 Financing Gap 0.00 DETAILS -NewFinEnh1 World Bank Group Financing International Development Association (IDA) 200.00 IDA Credit 200.00 Page 2 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) IDA Resources (in US$, Millions) Credit Amount Grant Amount Guarantee Amount Total Amount National PBA 200.00 0.00 0.00 200.00 Total 200.00 0.00 0.00 200.00 Expected Disbursements (in US$, Millions) WB Fiscal Year 2019 2020 2021 2022 2023 2024 2025 2026 Annual 0.00 10.72 25.56 46.33 45.59 35.09 31.58 5.14 Cumulative 0.00 10.72 36.27 82.61 128.19 163.28 194.86 200.00 INSTITUTIONAL DATA Practice Area (Lead) Contributing Practice Areas Social, Urban, Rural and Resilience Global Environment & Natural Resources, Poverty and Equity, Practice Transport, Water Climate Change and Disaster Screening This operation has been screened for short and long-term climate change and disaster risks Gender Tag Does the project plan to undertake any of the following? a. Analysis to identify Project-relevant gaps between males and females, especially in light of Yes country gaps identified through SCD and CPF b. Specific action(s) to address the gender gaps identified in (a) and/or to improve women or Yes men's empowerment c. Include Indicators in results framework to monitor outcomes from actions identified in (b) Yes SYSTEMATIC OPERATIONS RISK-RATING TOOL (SORT) Risk Category Rating 1. Political and Governance  Substantial Page 3 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 2. Macroeconomic  Moderate 3. Sector Strategies and Policies  Moderate 4. Technical Design of Project or Program  Moderate 5. Institutional Capacity for Implementation and Sustainability  Substantial 6. Fiduciary  High 7. Environment and Social  High 8. Stakeholders  Moderate 9. Other 10. Overall  Substantial COMPLIANCE Policy Does the project depart from the CPF in content or in other significant respects? [ ] Yes [✓] No Does the project require any waivers of Bank policies? [ ] Yes [✓] No Safeguard Policies Triggered by the Project Yes No Environmental Assessment OP/BP 4.01 ✔ Performance Standards for Private Sector Activities OP/BP 4.03 ✔ Natural Habitats OP/BP 4.04 ✔ Forests OP/BP 4.36 ✔ Pest Management OP 4.09 ✔ Physical Cultural Resources OP/BP 4.11 ✔ Indigenous Peoples OP/BP 4.10 ✔ Involuntary Resettlement OP/BP 4.12 ✔ Safety of Dams OP/BP 4.37 ✔ Page 4 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Projects on International Waterways OP/BP 7.50 ✔ Projects in Disputed Areas OP/BP 7.60 ✔ Legal Covenants Sections and Description Inter-ministerial Project Oversight Committee. By no later than one (1) month after the Effective Date, the Recipient shall establish and thereafter maintain, throughout the period of implementation of the Project, an inter- ministerial Project oversight committee with a mandate, composition and resources satisfactory to the Association. (FA Schedule 2, Section I.A.1). Sections and Description Project Technical Committee. By no later than one (1) month after the Effective Date, the Recipient shall establish and thereafter maintain, throughout the period of implementation of the Project, a Project technical committee with a mandate, composition and resources satisfactory to the Association. (FA Schedule 2, Section I.A.2) Sections and Description Project Implementation Units. By no later than two (2) months after the Effective Date, the Recipient shall establish and thereafter maintain, throughout the implementation of the Project, in each of the Implementing Agencies, a Project implementation unit, with functions and resources satisfactory to the Association, and with staff in adequate numbers and with qualifications, experience and terms of reference satisfactory to the Association. (FA Schedule 2, Section I.A.4) Sections and Description Other Arrangements. If by the month twelve (12) after the Effective Date, less than or equal to fifty percent (50%) of the milestones for the first year of the Project set forth in the Procurement Plan have not been met, the Recipient shall prepare and furnish to the Association for review and approval, not later than one (1) month after the month twelve (12) after the Effective Date, a proposed plan containing all remedial the actions with clear deadlines to achieve the outstanding milestones without affecting the milestones for the second year of the Project. (FA Schedule 2, Section I.A.6 (a)) Sections and Description Mid-term Review. Not later than thirty (30) months after the Effective Date, the Recipient shall undertake in conjunction with the Association and all the Implementing Agencies a comprehensive mid-term review of the Project during which it shall exchange views with the Association and agencies generally on all matters relating to the progress of the Project, the performance by the Recipient of its obligations under this Agreement and the performance by the Implementing Agencies, having regard to the Project performance indicators agreed with the Association. (FA Schedule 2, Section II.3) Conditions Page 5 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Type Description Effectiveness The Recipient has issued the Project Implementation Manual in a manner satisfactory to the Association. (FA Article IV, 4.01.(a)) Type Description Effectiveness The Recipient has set up the Project coordination unit referred to in Section I.A.3(a) of Schedule 2 to Financing Agreement. (Article IV, 4.01.(b)) Type Description Disbursement Emergency Expenditures. No withdrawals shall be made under Category (6) for Emergency Expenditures, unless and until the Association is satisfied, and notified the Recipient of its satisfaction, that all the conditions set forth in (i), (ii), (iii) and (iv) of Schedule 2, Section III.b.1(b) have been met in respect of said activities (Schedule 2, Section III.B.1 (b)). Page 6 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) I. STRATEGIC CONTEXT A. Country Context 1. Urbanization has played a key role in Ghana’s remarkable economic and social growth. Starting from the 1990s, rapid urbanization with high economic growth fueled by capital accumulation and rising productivity, expansion in education and agricultural production, and political stability supported Ghana’s achievement of middle-income status by 2011. The country made significant progress in poverty reduction with the poverty rate declining from 52.7 percent in 1991 to 24.2 percent by 2012.1 More than 55 percent of Ghana’s total population is now living in urban areas, compared to 36 percent in 1990,2 and this is projected to reach 63.4 percent by 2030, by which time 23.6 million people will be living in urban areas.3 While the economic growth has decreased following the fiscal challenges of 2013,4 many measures were taken in the aftermath to stabilize the economy, reduce reliance on natural resource sectors, and transform the economy toward industrialization. 2. Recognizing the importance of urbanization in achieving Ghana’s vision of an industrialized high-income country, the Government has followed a comprehensive local government decentralization program. Ghana’s National Urban Policy and Action Plan (2012) promotes efficient urban infrastructure and service delivery, climate change adaptation and mitigation, and spatially integrated hierarchy of urban centers. Ghana’s Medium-Term National Development Framework, dubbed ‘An Agenda for Jobs: Creating Prosperity and Equal Opportunity for All (2018–2021)’, includes support for economic growth, social inclusion, resilient settlements, and environmental sustainability to be achieved through greater administrative and fiscal decentralization. The system and functions of local governments are regulated by the Local Governance Act, (2016) Act 936. This act specifies a four-tier system of subnational government. There are three types of assemblies categorized by population size: metropolitan, municipal, and district assemblies. 5 A number of legislative initiatives have been undertaken to deepen the range, scope, and process of decentralization and local governance, including fiscal decentralization through the Government’s intergovernmental fiscal framework. 3. Urban areas in Ghana face unprecedented challenges, including rising income disparities and increased vulnerability to disaster and climate change impacts. While the rate of poverty at the national level has dropped significantly over the last three decades, the number of urban poor has not declined very much.6 The Greater Accra Region (GAR) saw a large reduction in poverty rates and in the absolute number of urban poor, with poverty becoming more concentrated in informal settlements of lower elevation which are prone to flooding, lower school attendance, and very poor access to services. 7 It is estimated that close to 20 percent of people exposed to flooding in the Odaw River catchment live in low- 1 World Bank, 2018. Systematic Country Diagnostic: Priorities for Ending Poverty and Boosting Shared Prosperity. World Bank. 2 Ibid. 3 United Nations, Department of Economic and Social Affairs, Population Division 2018. World Urbanization Prospects: The 2018 Revision, Online Edition. 4 See note 1. 5 Metropolitan assemblies have a minimum population of 250,000, municipal assemblies 95,000, and district assemblies 75,000 people. 6 See note 1. 7 Ibid. Page 7 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) income informal settlements.8 Large urban regions such as Greater Accra face major challenges in the provision, maintenance, management, and coordination of infrastructure and service delivery and in enforcement of zoning and building codes. This is further exacerbated by perennial disaster shocks such as flooding, fire, and chronic urban stresses such as proliferation of informal settlements and poor sanitation. 9 Climate change will affect rainfall patterns and temperature, further exacerbating the intensity and frequency of floods and drought, increasing the number of catastrophic events and drought- induced migration to cities, and increasing informal settlements. The annual mean temperature of Ghana is projected to increase by 1°C in a low warming scenario to 1.8°C in a high warming scenario by the 2040s.10 Even though there is a large uncertainty on the climate impacts, the median (for many climate models) shows an expected increase of daily rainfall with a 10-year return period of 3–4 mm, but the future increase could also be considerably larger (18–31 mm). 11 Projected increase of flooding in low and coastal areas because of sea level rise, which are already undergoing erosion, will severely affect flood- prone low-income communities, marine ecosystems, and coastal livelihoods. A historical rate of coastal erosion is 1.5 m per year in some of Accra’s coastal communities.12 A significant number of houses along the coast have been washed away, and the trend continues in select areas.13 By 2030, if no mitigation measures are put in place, an estimated 400,000 additional people in Ghana are projected to live below the poverty line because of climate change.14 4. To meet the country’s vision and address growing challenges, a dedicated program is required in large cities such as the GAR, which hosts 20 percent of Ghana’s population, contributes 25 percent to the national gross domestic product (GDP), and is exposed to recurrent flooding impacts. Currently home to 4.6 million within the region’s 29 Metropolitan, Municipal, and District Assemblies (MMDAs), the GAR is projected to house close to 11 million people by 2050.15 The region faces increased flood risks, which tend to reduce the economic and social development potential of the region. For example, the flood event of June 3, 2015, affected 53,000 people and caused major damages and losses in the housing, transport, water, and sanitation sectors amounting to US$55 million, with an estimated US$105 million reconstruction cost.16 Floods contribute to increasing poverty in Accra as they displace people, withdraw their asset holdings, and derail economic activities.17 8 World Bank. 2018. The Road to Recovery: The Role of Poverty on Exposure, Vulnerability, and Resilience of Flood in Accra . 9 A World Bank (2017) report—Enhancing Urban Resilience in Greater Accra Metropolitan Areas—identified poor sanitation, proliferation of informal settlements, high unemployment, land and chieftaincy conflicts, and water scarcity as key urban stresses. 10 World Bank. 2017. Ghana Multi-sectoral Investment Framework for Climate and Disaster Risk Management; Diagnostic Report Ghana (unpublished). 11 Ibid. 12 Addo, Kwasi Appeaning, and Irene Appeaning Addo. 2016. “Coastal Erosion Management in Accra: Combining Local Knowledge and Empirical Research.” Jamba: Journal of Disaster Risk Studies 8 (1): 274. 13 Boateng, Isaac. 2012. “An Application of GIS and Coastal Geomorphology for Large-scale Assessment of Coastal Erosion and Management: A Case Study of Ghana.” Journal of Coastal Conservation 16 (3). 14 See Note 10. 15 Ghana Statistical Service, 2016. 16 Ministry of Environment, Science Technology, and Innovation, 2016. Report on Impacts of Floods from June 3, 2015, Accra . 17 World Bank, 2018. The Road to Recovery: The Role of Poverty on Exposure, Vulnerability, and Resilience of Flood in Accra . The report found that the households from the poorest quartile are 60 percent more likely to lose more than 10 percent of their income than the average household. On average, households lost GHS 509, or 3.9 percent of the annual income. While this number may seem low, flood losses are enough to increase the poverty rate in the affected population from 1.6 percent to 2.5 percent, a 50 percent increase. Page 8 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) B. Sectoral and Institutional Context 5. The Greater Accra Spatial Development Framework (2017–2037) and City Strength Diagnostics (2017) provide strategic direction for resilient urban development within the region, building on many existing studies, policies, and plans.18 One of the priorities of the framework is to protect the population against perennial floods. In the aftermath of the June 3, 2015, floods and as a part of the City Strength Diagnostics, 19 key stakeholders prioritized issues that are crucial for resilient urban development and flood mitigation in the GAR, as detailed in the following paragraphs. (a) Drainage, Flood Management, and Climate Change Adaptation 6. Several factors contribute to flooding in the Odaw Basin including heavy rain, high sea levels, 20 limited and low capacity of drains, heavy silting and waste accumulation, poor drainage in built-up areas, and unregulated land use. In addition, increase in impervious surfaces, which reduces the absorption of storm water runoff, contribute to the increase in flooding impacts. During the floods in 2015, rainfall recordings in the southern part of the Odaw Basin indicated a rainfall total of 130 mm in six hours, corresponding to a 10-year return period event. The business and industrial area around Circle and Kaneshie were heavily affected. The modeling results show that floodwater accumulated here because of flat topography, low altitude, and lack of discharge capacity of the lined Odaw drain. 21 The floods were worsened by the closure of the gates of the interceptor weir in Korle Lagoon. Solid waste accumulating behind the weir and bridges created additional barriers and contributed to rising water levels. 7. In recent years, Ghana has invested in setting up effective flood forecasting and early warning systems (for example in the Volta Basin) and has one of the most advanced national disaster management organizations in West Africa. Nonetheless, the country’s overall disaster risks early warning and response systems remain notably challenged. The lack of appropriate risk assessment, contingency planning and funding, and challenges in the early warning system that reaches the last mile to the affected population on time constrain Ghana’s capacity to respond to disasters. Inadequate funding and technical resources, notably at the local level, force MMDAs to divert funding from the existing municipal operations for recovery and emergency activities. The challenges outlined earlier call for substantial investments to improve the existing drainage and flood protection network incorporating the impacts of climate change while managing the urban expansion in a climate-sensitive and water-inclusive manner. In addressing these broad challenges, Ghana needs to pay particular attention to the specific needs of women and girls. Women are the most at risk in times of disaster and post-disaster response. 22 In displacement camps, for example, fragility arising from displacement can reinforce existing gender inequalities and underpin 18 (a) National Urban Policy (2011) Framework and Action Plan (2012); (b) National Housing Policy (2015); (c) Riparian Buffer Zone Policy (2011); (d) National Climate Change Adaptation Policy (2013); (e) National Decentralization Policy Framework and Action Plan (2015–2019); (f) National (also local government) Environmental Sanitation Strategy and Action Plan (NESSAP); (g) National Spatial Development Framework (2015–2035); (h) Land Use and Spatial Planning Act, 2016 (Act 925); (i) Urban Transportation Master Plan for Greater Accra (2016); (j) Railway Development Master Plan (2013); (k) National Infrastructure Plan (2018–2047); (l) Greater Accra Spatial Development Framework (2017–2037); (m) Coordinated Programme of Economic and Social Development Policies (2017–2024); and (n) National Disaster Management Organization Act 2016 (Act 927). 19 World Bank. 2017. Enhancing Urban Resilience in the Greater Accra Metropolitan Area, Resilient Cities Programme . 20 High tides rarely coincide with high rainfall. 21 World Bank. 2018. Greater Accra Climate Risk Mitigation Strategy (Draft Final Report). 22 Bradshaw, Sarah, and Maureen Fordham. 2013. Women, Girls, and Disasters. A Review for DFID. The article argues that women face a ‘double disaster’, given the differential impact that disasters have on them. Page 9 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) gender-based violence (GBV).23 The focus on women in disaster risks reduction and response will enhance Ghana’s strive toward achieving the Sustainable Development Goal (SDG) on gender equality and empower women to build broader community resilience and contribute to sustainable development. 24 8. The Hydrological Services Department (HSD) under the Ministry of Works and Housing (MWH) is mandated to operate and manage primary drains and is responsible for operational hydrology and flood forecasting. The Department of Urban Roads (DUR) under the Ministry of Roads and Highways (MRH) and individual MMDAs are responsible for some secondary and tertiary drains. Operation and maintenance (O&M) of the infrastructure is a common challenge in both central and local governments, because of funding gaps, limited technical capacity, and lack of clarity in roles and responsibilities. Apart from the HSD, Water Resources Commission (WRC) and Ghana Meteorological Agency (GMet) have the specific mandates for flood forecasting and precipitation forecasting, respectively, whereas the National Disaster Management Organization (NADMO) and local governments coordinate the flood early warnings, preparedness, and response and recovery activities with the local communities. (b) Solid Waste Management 9. Poor solid waste management (SWM) is a significant problem in the GAR and contributes to health and flood risk. Indiscriminate dumping into water channels reduces the discharge capacity of the drains and increases flood risks. This problem arises from (a) the lack of community awareness, (b) limited collection, segregation, and recycling infrastructure; (c) limited disposal capacity; and (d) inadequate enforcement of relevant bylaws. Areas along the Odaw channel lack waste collection and transfer stations. As such, waste collected often ends up in open drains, watercourses, and streams or in illegal dumpsites, which causes higher flooding impacts. The GAR generates between 2,500 and 3,000 tons of solid waste daily. It is estimated that about 75 percent of this waste is collected. The municipalities have in place relatively good collection systems with the private sector responsible for the collection. In the high- income communities, weekly door-to-door services are provided, and the coverage is over 90 percent. Gender and peer influence as well as family size, education, and income levels influence community awareness and household attitude and participation in waste generation and separation.25 Education and income levels, for example, have significant influence on household willingness to pay for waste collection services. In middle-income neighborhoods, waste collection services are predominantly door-to-door and relatively effective. By contrast, low-income communities are underserved. Households in these low- income areas often transfer their waste to a central communal container service. Indiscriminate dumping is common in these low-income neighborhoods, which are also characterized by large family sizes, high population density, and low levels of education. It is expected that interventions in SWM for flood risk reduction will recognize and address gender and its associated sociocultural factors. 10. There are several tricycles which support collection services in the medium- and low-income communities. Initially, the tricycles were viewed as informal collectors, but with about a hundred currently in operation, the municipalities have started registering them and formalizing their operations. It is estimated that there are about 200 refuse collection vehicles working in the municipalities in the GAR. 23 Sweetman, Caroline, and Jo Rowlands. 2016 “Introduction: Working on Gender Equality in Fragile Contexts.” Gender and Development 24 (3): 337–351 24 World Bank. 2018. Systematic Country Diagnostic: Priorities for Ending Poverty and Boosting Shared Prosperity . World Bank. 25 Guerrero, L. A., G. Maas, and W. Hogland. 2013. “Solid Waste Management Challenges for Cities in Developing Countries.” Waste Management 33 (1): 220–232. Page 10 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) There are two engineered transfer stations and several mini ‘transfer stations’ which are transit points for the tricycles that send waste into bigger containers for onward transfer for final disposal. There is one engineered landfill site at Kpone, one privately owned site, the Accra Compost and Recycling Plant, and some unauthorized dumpsites in the region. The only sanitary landfill (Kpone landfill) is nearly full, so the region urgently requires additional capacity through extension of the Kpone landfill and/or through the development of alternative treatment and disposal sites. 11. The Ministry of Sanitation and Water Resources (MSWR) was created in 2017 by the Government to help solve the challenges facing the sector. In 2015, the Government developed an Emergency Solid Waste Management Improvement Programme which identifies actions and investments required to improve SWM in the GAR. As part of this plan, the Government has identified a site for a new landfill and is currently seeking investments to construct it before the Kpone landfill reaches full capacity. Meanwhile, the Government is planning to construct additional cells of the Kpone landfill, which would extend its life span by approximately two years. An Integrated Urban Environmental Sanitation Master Plan (IUESMP) is being prepared under Greater Accra Metropolitan Area (GAMA) Sanitation and Water Project. (c) Informal Settlements, Low-income, and Zongo26 Communities 12. Poor urban households are more affected by flood impacts than the rest of the population in the 27 GAR. The urban poor tend to reside in low-lying or uninhabitable areas and often these informal settlements28 are associated with overcrowding; substandard housing; poor access to basic services; and high exposure to natural hazards, cholera, and fire events. Slum dwellers constitute 38.4 percent 29 of the population within Accra Metropolitan Assembly (AMA). 30 Access to basic services is limited and this contributes to increased flood impacts: for example, inadequate solid waste collection/disposal services and inadequate drainage management contribute to blockage of drains and flooding. 31 13. The Ministry of Inner-Cities and Zongo Development (MICZD) was created in 2017 to address the dire and specific needs of the inner city and Zongo communities of the country. The mandate of the ministry is to facilitate broad-based social and economic development of Zongo and inner-city communities within the context of inclusive, resilient, and sustainable urban development. The ministry is trying to realize its mandate through collaboration and coordination with other ministries. (d) Metropolitan-level Integrated Planning and Coordination 14. Flood risk management requires inter-jurisdictional integrated planning and coordination as actions in upstream MMDAs can affect flooding impacts downstream. Each MMDA, however, is a planning authority with its individual plans, budgets, and institutional frameworks. There are no satisfactory coordination mechanisms for integrated urban planning nor mechanisms for coordinating service delivery 26 In Ghana, Zongo means ‘traveler’s camp’ in Hausa. Traditionally, the inhabitants of these settlements were Muslims migrating south from northern territories. Zongos have been socioeconomically and spatially marginalized in Ghana. 27 World Bank. 2018: The Road to Recovery: The Role of Poverty in the Exposure, Vulnerability, and Resilience to Floods in Accra . 28 Based on the United Nations Habitat definition that there is at least one shelter deprivation in the form of lack of clean water and sanitation; insufficient living space; low-quality, unaffordable housing structures; and/or no security of tenure. 29 This estimate is based on a study conducted by the National Research Council in 2007. 30 AMA is one of the local governments in the GAR. 31 World Bank. 2017. Enhancing Urban Resilience in the Greater Accra Metropolitan Area, Resilient Cities Programme . Page 11 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) that have network or spillover effects among the 29 MMDAs32 in the GAR. The fragmentation adversely affects response to flooding; the delivery of essential urban services including solid waste, sanitation, drainage, roads, and land use planning; and development controls such as illegal development of buildings and other structures on floodplains or watercourses that contribute to increased flood impacts. Budgetary constraints of governments and agencies further hamper sustainable maintenance and operation of services. This gap increases the risks of inefficient urban management and inability to resolve challenges during flood events. 15. The Odaw Basin in the GAR is identified as the entry point of the intervention given its high flood risk, population, and business density. Among the four main catchments in the GAR, the Odaw catchment, which passes through the most urbanized areas of the Region, has the highest overall flood risks in the GAR. Over 58 percent of Accra’s population lives in this catchment, and 65 out of 82 officially identified informal settlements are located here.33 Close to 40 percent of US$3.2 billion worth of economic assets currently at risk of flooding in the GAR are in the Odaw Basin. If no new measures are taken to mitigate flood risks in the Odaw Basin, the potential yearly average flood damage could increase significantly from US$34 million in 2018 to US$150 million by 2050. 34 To ensure the development of sustainable flood risk management capacity, an integrated, multisectoral series of projects (SOP) will be designed to deal with challenges related to drainage and flood management, SWM, flood-prone informal settlements, and metropolitan coordination. C. Relevance to Higher Level Objectives 16. Given the magnitude and complexity of the challenges, the proposed project is designed as the first of a SOP for gradual improvement of integrated flood risk management , starting from one watershed basin and rolling out to other priority basins in the GAR. Compared to a stand-alone project approach—which has limitations in sustaining the results in the long term—the SOP approach recognizes selectivity to ensure that the subsequent project learns and adapts from the lessons from preceding projects to deliver effective and tangible benefits to the urban residents while also laying the foundations for continued improvements in the longer term. The SOP will provide a framework for comprehensive coordination between the urban flood management programs developed by the governments and donors. In addition, the SOP would make the potential co-financing from development partners for consecutive phases more likely, as many partners see this as an important area for support but indicated the longer duration of their funding cycles. 17. As a contribution to the Government’s objective of improving urban resilience and flood mitigation, the SOP Development Objective is to improve the flood risk management and solid waste management in GAR and improve access to basic infrastructure and services in the targeted communities within the region. The proposed SOP includes three projects over 14 years where each phase (six, five, and five years, respectively) overlaps for a year in between, and the total investment for the three phases is expected to reach about US$1 billion.35 Phase I (the project) will focus on mitigating 32 As of January 2019. 33 Amoako, Clifford, and E. Frimpong Boamah. 2015. “The Three-dimensional Causes of Flooding in Accra, Ghana.” International Journal of Urban Sustainable Development 7 (1): 109–129. 34 World Bank. 2018. Greater Accra Climate Risk Mitigation Strategy (Draft Final Report). 35 Under the SOP, there is no formal commitment or obligations by the World Bank or the client country to finance the ensuing phases or continue implementing a SOP operation. Page 12 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) the flood risk for a 10 percent annual exceedance probability flood36 in the Odaw River Basin through IDA (US$200 million). Potential Green Climate Fund (GCF) (US$75 million) resources will be sought to further strengthen flood risk management in the Odaw River Basin and prepare for other critical basins. Phase 2, estimated at US$300 million, will expand flood mitigation and drainage improvements to additional priority basins (such as Lafa, Sakumo, 37 Kpeshie, and Densu 38 Basins). Phase 3, estimated at US$400 million, will scale up the project to the remaining priority basins of the GAR to mitigate flood risk in the entire GAR. The phases will overlap to ensure complementarity and incorporation of lessons and experiences from preceding phases. The design of each subsequent phase will consider the lessons learned by the implementing institutions and contributions of other partners. 18. The proposed project contributes to the country’s urban development priorities as indicated in National Urban Development Policy and Action Plan (2012) and the World Bank’s Systematic Country Diagnostics (SCD) 39 . Ghana’s National Urban Development Policy highlights the importance of urbanization and urban management for the country’s sustainable and resilient development. The goal of the policy is to promote a sustainable, spatially integrated, and orderly development of urban settlements with adequate housing, infrastructure and services, efficient institutions, and a sound living and working environment for all people to support the rapid socioeconomic development of Ghana. This is also reflected in the third pillar of the World Bank’s Country Partnership Strategy (CPS) 40 FY13–FY16 (extended through a Performance and Learning Review to FY18),41 ‘protecting the poor and vulnerable’, and one of the four pathways to shared prosperity highlighted in the World Bank’s SCD , ‘reducing persistent spatial inequities and vulnerabilities’. 19. The proposed project contributes to the World Bank’s twin goals of ending extreme poverty and boosting shared prosperity and to the SDG on cities. Enhancing infrastructure investment is critical to achieving the World Bank’s goals as well as to increasing the resilience of cities. The project helps address climate vulnerability and inequality by focusing investments on poor neighborhoods in targeted informal settlements and Zongos, which are at a higher risk of flooding. In so doing, the project will also extend opportunities for enhancing voice and agency of women (Objective 4 of the World Bank Group Gender Strategy) in such low-income communities. The project will contribute to achieving SDG 11 (sustainable cities and communities), particularly the targets on access to services and slum upgrading and the targets related to inclusive urbanization and participatory planning. The proposed project also contributes to the following higher goals: (a) Third pillar of the World Bank Strategy for Africa42 ‘Build resilience’ which emphasizes resilience to fragility and climate change, renewed focus on addressing drivers of fragility and operational impact, (b) the Africa Regional Disaster Risk Reduction Strategy which has a goal of attaining sustainable development and poverty eradication through the reduction of impacts of disasters, and (c) the World Bank African Strategy for Climate Adaption.43 In addition, the proposed 36 The 10 percent annual exceedance probability flood has a 1 in 10 chance of being equaled or exceeded in any 1 year, and it has an average recurrence interval of 10 years (it has a return period of 10 years). It often is referred to as the ‘10-year flood’. 37 The Sakumo Basin comprises the Nukpawahe, Mamawuma, and Dzorwulu Rivers. 38 The Densu is very large system cutting across the Central, Greater Accra, and Eastern Regions. During the preparation of subsequent phase, decisions will be made about the extent of the coverage of the Densu Basin under the project. 39 World Bank, 2018. “Ghana: Priorities for Ending Poverty and Boosting Shared Prosperity.” Report No. 132010-GH 40 Report No. 76369-GH 41 A new Country Partnership Framework is under development. Performance and Learning Review: Report No. 105606-GH. 42 World Bank. 2019. Africa Regional Update 2019 – Eradicating Poverty and Boosting Shared Prosperity in Africa. (not published) 43 World Bank, 2009. Making Development Climate Resilient - A World Bank Strategy for Sub-Saharan Africa . Rep. No. 46947-AFR. Page 13 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) project supports the World Bank’s marine litter initiative for reducing the amount of solid waste ending in the sea and the ‘inclusive and resilient cities’ strategy by focusing on (a) integration of informal settlements within the city fabric through better access to services and strengthening mechanisms for participation and ensuring community involvement in decision making and (b) disaster and climate resilience by channeling investments that minimize the impacts of flooding that affect the urban poor. 20. The proposed project supports climate resilience through both adaptation and mitigation activities and contributes to the Ghana Nationally Determined Contributions, the World Bank’s Adaptation Plan on Climate Change Adaptation and Resilience (2019), and the World Bank Group Climate Change Action Plan 2016–2020. The project will help address flood risks exacerbated by climate change impacts. The investments under the project consider the vulnerability to climate change and disasters for its design and construction, which will derive climate adaptation and mitigation benefits. II. PROJECT DESCRIPTION A. Project Development Objective (i) PDO Statement 21. The Project Development Objective (PDO) is to improve flood risk management and solid waste management in the Odaw River Basin of the Greater Accra Region and improve access to basic infrastructure and services in the targeted communities within the Odaw River Basin. (ii) PDO-level Indicators 22. The key result (outcome) indicators for this project are (a) Capacity of the Primary Odaw channel to carry floodwaters; (b) Upstream floodwater detention capacity; (c) Flood forecast system in place to predict flood and at-risk communities; (d) Volume of solid waste from underserved low-income communities collected and disposed in sanitary landfills; and (e) People provided with improved urban living conditions (Corporate Results Indicator).44 B. Project Components 23. The project will invest in flood mitigation measures within the Odaw River Basin of the GAR for six years (2019–2025), closing on December 31, 2025. It focuses on developing sustainable capacity for flood risk management and mitigating the flood risk for the 10-year flood within the Odaw River Basin. 44World Bank corporate results indicator. It measures the number of people in at-risk targeted communities who benefited from improved access to infrastructure and services. Page 14 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 24. Additionally, the project will achieve flood mitigation by supporting reduction of solid waste entering the Odaw primary channel and key tributaries by improving SWM capacity. To showcase integrated improvement of the living environment within highly vulnerable flood-prone low-income communities, the project will support participatory urban upgrading in three targeted communities located in high flood-prone areas. The Greater Accra Resilient and Integrated Development (GARID) Project will achieve greater developmental impacts through increasing flood protection-level institutional capacity to manage flood risk and SWM across expanding geographic scope over the next phases. The project brings extensive climate adaptation and mitigation benefits. It has five components as described in the following paragraphs. See annex 1 for detailed information on activities by subcomponents. Component 1: Climate Resilient Drainage and Flood Mitigation Measures (US$92 million, SDR 66.3 million) 25. The component is led by the MWH and aims at developing sustainable capacity for flood risk management and mitigating the flood risk for a 10-year flood within the Odaw River Basin. This will be achieved by the implementation of a flood mitigation strategy that combines structural and nonstructural measures including nature-based solutions. Subcomponent 1.1. Structural measures to mitigate flood impacts in the Odaw River Basin (US$85 million) 26. The investments under this subcomponent will contribute to the improved flood safety (protection against floods) for a flood event with a return period of 10 years in the Odaw River Basin, focusing on the areas at the highest risk of flooding in the primary Odaw channel (that is, downstream of the confluence between the Odaw and the Onyasia streams). The project will undertake deferred and periodic dredging of the Odaw drain downstream of Caprice to the outlet to the sea.45 This drain has not been properly and consistently maintained and requires the removal of sediments and waste to restore its design cross section and hydraulic discharge capacity. To reduce the regular sediment load on the Odaw channel, sand traps will be built (at Caprice on the main channel and downstream sections of the Odaw River tributaries). The project will also repair damaged sections of the lined Odaw and Nima drains. Flood detention basins will be built to store peak floodwaters. In the downstream sections of the basin, vehicular and railway bridges46 will be reconstructed to greatly reduce hydraulic impediments because of structural abutments in the channel and the low height of the bridges. A weir in Korle Lagoon, which is causing backwater effects during high flows and exacerbating the floods upstream, will also be rehabilitated and maintained to reduce its hydraulic interference, allowing for freer flows of floodwaters to the Korle Lagoon and sea outlet. The sea outlet will be reengineered and reconfigured to reduce hydraulic interference at this point of discharge to the sea. The project supports the development and implementation of additional measures to climate proof the proposed structural flood mitigation measures 47 and achieve higher flood safety levels (building on T10) including the development of additional flood detention basins, and micro water retention areas (‘wadis’) following nature-based solutions in available areas such as parks, parking lots, sidewalks, and playing fields. The location of the 45 With regard to dredging activities, feasibility study and development of performance-based contract bidding documents are being supported by the Netherlands Enterprise Agency, Develop2Build. Detailed information is provided in annex 1. 46 This will include the realignment of the rail tracks and the construction of the elevated platform at the existing terminal currently located just after the Circle bridge. 47 It is estimated that measures which would achieve a flood protection for 1:10 years by 2015 would be further reduced to 1:9– 1:4 years because of climate change and urbanization. Additional measures will be needed to keep T10 flood safety level by 2070. Page 15 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) detention basins and wadis are yet to be fully defined and are scheduled for the second or third year of the project. Subcomponent 1.2. Non-structural measures to improve flood warning and preparedness (US$7 million) 27. Activities under this subcomponent are overseen by a technical committee coordinated by the WRC and made up of GMet, Land Use and Spatial Planning Authority (LUSPA), HSD, NADMO, and local governments within the GAR. The focus of the subcomponent is the scaling up and modernization of the existing flood forecasting, warning, and emergency response system for the GAR (Flood Early Warning Services [FEWS] Accra) as well as enhanced community awareness and preparedness by providing support to key agencies involved in the hydrometeorological, flood early warning, and response value chain in Ghana. This subcomponent aims at laying the foundation for integrated modernization of hydromet and early warning services and strengthening operational collaboration between the HSD, GMet, WRC, NADMO, and local governments (MMDAs) to provide effective flood early warning and response in the GAR. FEWS Accra will be built on the already existing systems and will be guided by Concept of Operations (CONOPS) for the HSD, GMet, and NADMO. As such, the subcomponent will support a paradigm shift from hazard-based early warning to impact-based early warning, improve ‘last mile’ communication and community outreach, and support contingency planning and community awareness campaigns in a gender-sensitive manner. The subcomponent will support long-term climate resilience for all the GAR communities exposed to increasingly frequent and severe flooding. Given that women are among the population most at risk in times of disaster and post-disaster, FEWS Accra will specifically target and train women leaders as first responders (as a part of disaster response system); involve women and women groups in disaster preparedness trainings and disaster simulation exercises; develop gender-based baseline information and communication to raise awareness to support women, children, and elderly during disaster and post-disaster situations; and ensure effective and gender-informed decision making, and monitoring and evaluation (M&E). Component 2: Solid Waste Management Capacity Improvements (US$42.2 million, SDR 30.4 million) 28. This component is led by the MSWR and aims at reducing the amount of solid waste flowing into the primary Odaw channel. Because this component will lead to the reduction of solid waste that ends up in the ocean, it also contributes to the reduction of marine litter. The interventions include community- based SWM interventions in targeted low-income communities including a major outreach program to sensitize and improve public behavior on SWM, improved litter management, construction of a waste transfer stations (WTSs), capping of old dumpsites, and final solid waste disposal capacity improvements. Reduction of solid waste in the drainage channel and improvement in SWM will bring climate adaptation and mitigation benefits. The greenhouse gas (GHG) accounting assessment shows that the total of reduced net emissions is -24,940,903 tCO2e.48 Subcomponent 2.1. Community-based solid waste management interventions and community campaign (US$7.9 million) 29. This subcomponent targets low-income or informal communities of the Odaw Basin that contribute to highest solid waste in the primary Odaw channel. The low-income communities and 48 See annex 4 for detailed information. Page 16 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) businesses will be engaged to improve the SWM including improvements in service delivery and cost recovery. The subcomponent supports acquisition of the necessary equipment such as skip buckets, waste bins, tricycles, and handcarts; community cleanup campaigns; community mobilization and awareness raising; and implementing of a results-based incentive program. It will consist of providing incentives to communities based on independently verified outcomes (improved waste collection and reduction of solid waste disposed into the drainage system). A comprehensive litter management strategy is being developed, based on the characterization of solid waste in the GAMA, to identify and adopt measures to reduce the amount of solid waste that flows from secondary drains into the main Odaw channel. Physical barriers or fences, waste collection bins, and signages along the channel will be provided to prevent people from deliberately dumping waste into the channel. A gender-sensitive trash value-chain analysis (which includes the recycling and processing of handpicked trash) and mapping will be developed to support women operating as trash pickers. This will include elements of cost analysis, access—both monetary and non-monetary—and usage needed to take gender-informed decisions. Subcomponent 2.2. Waste transfer stations, materials recovery facility, and center of excellence for solid waste management (US$11.5 million) 30. WTSs are necessary to reduce the travel times for hauling solid waste from the municipalities to the final disposal sites, which are located on the outskirts of the metropolis, in addition to reducing the waste which is openly dumped and/or burned in the communities currently. This subcomponent finances solid WTSs including one at the University of Ghana land, which will include a center of excellence for solid waste management for supporting research and innovations in behavior changes, material recovery, reuse, and recycling. The subcomponent includes comprehensive assessment and adoption of cost- recovery mechanisms to ensure O&M and financial sustainability of transfer stations. Subcomponent 2.3. Capping of old dump sites (US$2.8 million) 31. This subcomponent finances closing of old waste dumpsites within the Odaw Basin which exacerbate the pollution of the Odaw River through the leachate discharged and the disposal of plastics and other materials into the drains and waterways. The subcomponent supports capping of the dumpsite at Abloragyei in the Ga East Municipal covering an area of approximately 21 acres and will include a post- closure management plan to ensure that the site has proper land use and associated O&M and prevent any further dumping. There will be efforts to include gas capture facilities for these existing sites, to reduce the methane gas currently being emitted. Other dumpsites or old landfills identified during project implementation will be capped after the relevant studies, including environmental and social safeguards assessments, have been undertaken and disclosed. Subcomponent 2.4. Extending final disposal capacity for the Greater Accra Region (US$20 million) 32. The project supports extending final solid waste disposal capacity to accommodate the waste from transfer stations. The current landfill at Kpone is almost at its capacity, but there is an option to develop additional cells close to the landfill. The project supports developing additional cells and urgent actions required at Kpone landfill to improve its O&M. Once a new site with large capacity to accommodate solid waste from the GAR is identified, the project will support the development of relevant studies, including preliminary designs and environmental and social impact studies for the new site, to develop the additional capacity needed to ensure sanitary solid waste disposal which will include gas Page 17 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) capture and potential flaring. Support will be provided for improving management of the existing landfill at Kpone. This would include improving health and safety of workers and waste pickers and improving the leachate collection and treatment system. Component 3: Participatory Upgrading of Targeted Flood Prone Low-Income Communities and Local Government Support (US$58.8 million, SDR 42.3 million) 33. This component is jointly led by the MICZD, Ministry of Local Government and Rural Development (MLGRD) and participating local governments to (a) reduce vulnerability and strengthen climate resilience to flooding and enhance public service provision in priority low-income communities and (b) improve metropolitan planning and coordination, as well as O&M of drainage infrastructure in the Odaw River Basin. The participating communities have been selected based on the following criteria: (a) vulnerability to flooding, (b) income levels (with priority given to areas where the poorest reside), (c) access to basic services, and (d) demonstration effects—ability to show tangible results for public support and replication. Based on these criteria, the following communities are slated for initial interventions: Nima, Akweteman, Alogboshie, and Alajo.49 All participatory planning activities and technical studies under this component will consider the impacts of climate change. For detailed description of the modality and mechanisms for participatory upgrading under Subcomponents 3.1 and 3.2, see annex 1. Subcomponent 3.1. Participatory community upgrading (US$43.5 million) 34. This subcomponent supports participatory upgrading to reduce vulnerability and strengthen climate resilience to flooding and improve living conditions in priority communities, including (a) participatory upgrading of tertiary infrastructure and services prioritized by targeted low-income communities. This includes construction or rehabilitation of drains, local roads, pedestrian paths, community sanitation facilities, streetlighting, open spaces, local markets, and terminals and (b) primary/secondary infrastructure to make tertiary upgrading viable, such as interceptor sewers and storm water overflows, small wastewater treatment facilities, and micro retention/detention ponds and public open space. Provision of serviced plots and reblocking may be necessary in some of the targeted communities. Subcomponent 3.2. Community engagement and technical advisory services (US$6.8 million) 35. This subcomponent supports (a) community engagement led by the local governments, supported by the MICZD, through consultations and social preparation activities; such consultations will ensure voice of women in participatory upgrading; (b) technical studies such as community surveying and mapping, planning and engineering design, and supervision of upgrading works;50 and (c) preparation of safeguards instruments for community upgrading. 49 While other communities will benefit from comprehensive upgrading, Alajo will benefit from improvements in targeted drainage channels. 50 Planning and engineering design of tertiary and secondary drains will ensure proper alignment to the main Odaw channel. Page 18 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Subcomponent 3.3. Metropolitan Governance and Operation and Maintenance Improvements (US$8.45 million) 36. This subcomponent supports (a) Establishing and institutionalizing inter-jurisdictional coordination among local governments, starting with the local governments in the Odaw River Basin, including the development of a joint Odaw River Basin management plan,51 that includes the rollout of storm water regulation and flood zoning and its incorporation into the participating local government’s annual capital investment plans and budgets; (b) Assessing and improving O&M of drainage infrastructure at the local level and coordination with parent ministries/departments for activities such as development of a standard local O&M plan, support for improving local budgeting and revenue generation capacity, and creation of a geospatial asset management system; and (c) Providing annual local capacity support grants as incentives to the participating local governments who meet eligibility conditions, which will be set up based on the O&M assessment in Year 1 (such as utilization of O&M budget). Component 4: Project Management (US$7 million IDA, SDR 5.1 million) 37. This component supports project management activities of the implementing entities and preparatory studies for the subsequent phases of the SOP. This includes technical assistance, equipment, training, and operating costs for the Project Coordination Unit (PCU), Project Implementation Units (PIUs) in implementing agencies (IAs), and Municipal Planning and Coordination Units (MPCUs) in Metropolitan and Municipal Assemblies (MMAs), including establishing and implementing a comprehensive M&E system and training the IAs in environmental and social management, grievance redressal, procurement, and financial management. The component supports planning for the next project phase through technical assistance, feasibility studies, and impact evaluations. Other donor/partner funds will be explored to help finance feasibility and detailed design studies. Component 5: Contingent Emergency Response Part (US$0 million IDA) 38. A no-cost Contingent Emergency Response Component (CERC) will be included in accordance with World Bank Policy on Investment Project Financing. The CERC will enable rapid reallocation of funding between project components following an emergency. By integrating a CERC into this project, the level of disaster preparedness is strengthened, eliminating the need for time-consuming restructuring in the immediate aftermath of a crisis, when the Government is in urgent need of quick liquidity. The immediate availability of financing is critically important to support the GAR in first response, helping coordination in the early recovery phase, and bridging the gap to longer-term recovery and reconstruction phases. The CERCs can be used for immediate and emerging risks, such as natural and man-made disasters, conflicts, epidemics, and economic shocks. The risk of disasters, particularly flooding, is increasing with climate Based on integrated urban watershed management principles that incorporate drainage, sanitation, SWM, and disaster risk 51 management (DRM). Page 19 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) change and urbanization; preparedness with emergency action plans and protocols is thus critical and will help ensure a higher state of readiness should financing under this component be triggered. 52 C. Project Beneficiaries 39. The direct project beneficiaries will be (a) families, businesses, and offices located within the Odaw River Basin and (b) selected communities benefiting from improved service delivery and SWM. Indirect beneficiaries are people living in the GAR, who will benefit from improved flood preparedness, SWM, and metropolitan governance. It is anticipated that Phase I of the GARID Project, particularly flood warning and response system development will benefit close to 2.5 million people living within the Odaw River Basin and 4.7 million people living in GAR. About 161,00053 people at high risk of flooding from a 10- year flood in the Odaw Basin will directly benefit yearly from structural flood mitigation measures (close to 1.25 million people will directly benefit by 2050). About 500,000 people from low-income communities will benefit from solid waste collection improvements and final disposal capacity improvements, and about 73,000 people from low-income communities at high risk of flooding will benefit from improved basic infrastructure and services. 52 The Government team will prepare a CERC annex to the Project Implementation Manual (PIM) which will set forth detailed implementation arrangements for the CERC including (a) designation of, terms of reference for, and resources to be allocated to the entity to be responsible for coordination and implementing the CERC; (b) specific activities which may be included in the CERC, eligible expenditures required therefore, and any procedures for such inclusion; (c) financial management arrangements for the CERC; (d) procurement methods and procedures for emergency expenditures to be financed under the CERC; (e) documentation required for withdrawals of emergency expenditures; (f) environmental and social safeguard management frameworks for the CERC, consistent with the World Bank’s policies on the matter; and (g) any other arrangements necessary to ensure proper coordination and implementation of the CERC. 53 The conservative estimate of yearly average number of people who live in areas prone to 10-year flood return period and are affected in a T10 event with and without measures is approximately 61,000. The floating population passing through Kwame Nkrumah Interchange was estimated to be 1,000,000 in 2015, and approximately 10 percent were considered to be affected by flooding. Thus 100,000 transient beneficiaries could be included in the number of people benefiting from the Project in the current situation, making the total 161,000. Page 20 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) D. Results Chain Page 21 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) E. Rationale for Bank Involvement and Role of Partners 40. The project requires a deep understanding of the set of interrelated sectoral issues involved and the adoption of a multidisciplinary and integrated approach to ensure the project’s success and sustainability. This not only entails knowledge of latest technology and technical expertise that may be locally applicable but also consideration of social and environmental concerns. Moreover, a highly fragmented institutional environment and weak organizational capacity add to the complexity of the challenges faced by the GAR. The World Bank has had more than four decades of sustained engagement in Ghana, particularly in the GAR. With extensive experience gained in similar projects in Ghana and in other countries and a track record of coordinating and complementing the initiatives of other development partners, the World Bank is well placed to provide a holistic package of support—both technical and institutional, in addition to the required financing. The improved local capacity resulting from the project is expected to cascade to other drainage basins within the GAR and in secondary cities that are facing similar challenges. 41. The proposed interventions are complementary to and integrated with the existing Government, World Bank, and development partners’ operations and technical assistance in the GAR, including the World Bank GAMA Sanitation and Water Project, World Bank Land Administration and Planning Support (LAPS) Project, and the Greater Accra (spatial development) master plan being supported by the African Development Bank, investments identified in Ghana’s Intended Nationally Determined Contributions (INDCs), United Nations Capital Development Fund (UNCDF), performance-based climate resilience grants, and other similar projects. The proposed interventions are based on many completed and ongoing studies, primarily Ghana Urbanization Review, Metropolitan Governance Technical Assistance, City Strength Diagnostics, Integrated Urban Environmental Sanitation Strategy and Master Plan (IUESSMP), Accra Climate Strategy, and the Land and Housing Study. 42. The SOP enables a long-term engagement that will improve the confidence of donors and partners to crowd-in resources for transformative and sustainable results. The Swiss State Secretariat for Economic Affairs is already supporting preparation of this project through GFDRR’s City Resilience Program. The Dutch Government is supporting the Government of Ghana (GoG) in undertaking the feasibility of applying performance-based contracting (PBC) on the dredging of the Odaw Basin for a total amount of approximately EUR 1 million. F. Lessons Learned and Reflected in the Project Design 43. The proposed project builds on key lessons learned from past investments in Accra and similar investments in other World Bank regions. These include the need to focus on long-term engagement with strong institutional setup, ensuring balance of nonstructural and structural measures, improving O&M, engaging the community at an early stage, and taking steps to reduce project delays in informing project design.  Need for a long-term engagement with strong institutional setup. Since the 1980s, the World Bank has supported the GoG in development of the GAR through a series of urban operations. Most of these projects have taken a multisectoral approach targeting select jurisdictions and involved many IAs. A strong institutional setup that has the capacity in project planning and execution and is persistent in horizontal and vertical coordination and Page 22 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) monitoring is essential in ensuring project success. This is particularly critical in the Ghanaian context. Moreover, experiences from projects in Ghana and elsewhere show that long-term, integrated multisectoral interventions, focusing on a targeted area, are transformative. The SOP provide the needed long-term approach, which also helps in sensitizing people and changing the mind-set on SWM and flood mitigation.  Focusing on prevention through the combination of structural and nonstructural measures to mitigate flood risk. Many urban flood mitigation projects focus only on infrastructure; however, infrastructure alone is insufficient to effectively reduce flood risk. An integrated approach is required but can be difficult to achieve due to a lack of technical capacity, funding, or resources. In addition, the interests of stakeholders vary, leading to different incentives and motives for action. During project preparation, high emphasis was placed on a multidimensional approach to flood risk management. A key aspect of project preparation was to emphasize that flood risk can be reduced through prevention. As a result, in addition to infrastructure investments, the project will finance nonstructural measures, including systems to strengthen the flood warning system, SWM, and ability of the city to integrate flood risk considerations into future policy making and investment planning.  Critical focus on O&M. Many of the past projects have transferred responsibilities of O&M, with mixed outcomes, to local authorities with O&M of major infrastructure investments developed by line ministries. Considering the lessons and experiences in implementing complex projects, this project will involve implementation teams at local government levels coordinated through the Oversight Committee (OC). The O&M issues are generally overlooked due to the lack of clarity on responsible institutions, sufficient resources, and administrative capacity. This operation will have a specific engagement in building an O&M system and identifying sustainable financing for O&M that is more efficient to manage and implement, based on international best practices.  Community-led engagements for better sustainability. International and local experiences show that community engagement early on and throughout is critical for the project’s success and sustainability. Projects with strong community participation in planning and prioritization of investments have shown much better results in beneficiary satisfaction and O&M during project implementation. There should be sustainable funding for community engagement and mobilization from the design phase to completion. Particularly, empowerment of women must be considered as an essential approach to build broader community resilience.  Avoiding project implementation delays. Past projects in Ghana have suffered delays because of limited initial preparation on safeguards. The Government has taken a Project Preparation Advance that helps in preparatory studies before the project is effective. Although the proposed project will follow an SOP approach, the subprojects will be fully developed for Year 1 of implementation to avoid delays and will be based on a set of technical, economic, social, disaster, and climate risk criteria. The identification of drainage investments for Year 2 onwards is informed by the Accra Climate Risk Mitigation Strategy and the IUESSMP. This operation focuses on ensuring due diligence on safeguards to avoid project delays. Page 23 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) III. IMPLEMENTATION ARRANGEMENTS A. Institutional and Implementation Arrangements 44. Implementation arrangements are established in the respective institutional mandates, the decentralization agenda of government, and ensuring local government ownership and commitment. The core institutions that will be directly involved in the implementation of the project are the following: MWH, MSWR, MICZD, and MLGRD at the national level; and beneficiary MMAs at local level (See annex 2 for project implementation arrangement chart). Project Leadership and Oversight 45. An inter-ministerial OC is set up to provide overall project oversight, strategic, and policy guidance and ensure the highest level of coordination and political support. The following will constitute the project OC: representatives of the key ministries (Ministry of Finance, Ministry of Works and Housing (MWH), Ministry of Sanitation and Water Resources (MSWR), Ministry of Local and Rural Development (MLGRD), Ministry of Roads and Highway (MRH), Ministry of Inner-Cities and Zongo Development (MICZD), Ministry of Environment, Science, Technology, and Innovation (MESTI, Railways Development, and Ministry of Lands and Natural Resources [MLNR]); Greater Accra Regional Coordinating Council (GARCC); National Development Planning Commission (NDPC); and the beneficiary MMAs. The OC will meet biannually and as and when required. The OC will be chaired by a representative of the MWH and co-chaired by a representative of the Ministry of Finance. 46. A Project Technical Committee, comprising technical staff from all the above-mentioned ministries, is established to assist the OC to provide overall technical direction and guidance to the IAs and ensure multisectoral participation in key decision making on technical matters. The intersectoral- jurisdictional technical committee comprises representatives from all relevant ministries, departments, and agencies (MDAs) (Ministry of Finance, HSD, Environmental Protection Agency [EPA], LUSPA, WRC, Environmental Health and Sanitation Department [EHSD], DUR, Lands Commission, GMet, and NADMO, among others); beneficiary MMAs; and relevant civil society and professional organizations. The technical committee will meet more frequently to support day-to-day implementation as needed. The formal membership of the technical committee should be restricted to the core technical departments and other institutions co-opted as and when necessary. Ad hoc sub-technical committees will be constituted to deal with specific issues for each project component as and when needed. Project Management 47. The main responsibilities for the day-to-day implementation of the components are as follows: A PCU is hosted within the MWH. The PCU is responsible for overall management of implementation, coordination, M&E, reporting, fiduciary, safeguards, and grievance redress. This is the point of contact with the World Bank. To close gaps in the capacity of the PCU, experienced consultants are being recruited, including a project coordinator, an engineer, a procurement specialist, a finance management specialist, an M&E specialist, an environmental specialist, a social development specialist, and a Page 24 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) communication specialist, 54 and should be fully on board before the project becomes effective. The project will support capacity-building measures in key areas such as financial management, procurement, M&E, and safeguards to ensure future management of the project by mainstream staff at both the ministerial and local levels. It is further anticipated that the PCU will gradually become a technical arm of future metropolitan governance structure in the GAR (Joint Development Planning Board), an approach that will be supported under subsequent phases of the GARID Project. 48. Component 1 is implemented by the MWH, specifically by the HSD for activities related to Subcomponent 1.1 (drainage infrastructure) and in close collaboration with NADMO, WRC,55 and GMet for Subcomponent 1.2 (early warning system). Component 2 is led by the MSWR, specifically by the EHSD in close collaboration with beneficiary MMAs and communities. Subcomponents 3.1 and 3.2 are led by the MICZD, specifically the Policy, Planning, Monitoring, and Evaluation Directorate (PPMED). The respective beneficiary MMAs are implementing the upgrading works, in close collaboration with the targeted communities. Subcomponent 3.3 is led by the MLGRD, specifically the PPMED, in close collaboration with the NDPC, GARCC, LUSPA, and beneficiary MMAs. 49. Each IA has constituted a dedicated PIU to manage and facilitate implementation of the component it is leading. The PIUs will work closely with and report to the PCU. The PIUs will comprise the Government’s internal procurement, accountant, and technical staff, as well as an environmental specialist and a social development specialist. Procurement and contract management for subcomponent activities will be undertaken in the respective implementing ministry with support from the PCU. 50. At the MMA level, implementation management is mainstreamed into the existing MPCUs (which are made up of various departments of the assembly) in each MMA. The MPCU within each MMA will implement, operate, and maintain the respective project activities. Procurement and contract management for subcomponent activities will be undertaken in the respective MMAs with support from the PCU and ministries. The detailed implementation arrangements are described in annex 2. 51. A Social Accountability Advisory Panel for the GARID Project will be established to provide advice to the OC, PCU, and PIUs. The panel will consist of premier academic institutions such as the University of Ghana, civil society organizations (CSOs), nongovernmental organizations (NGOs), and private sector to (a) assess implementation progress and provide advice, (b) enhance communications for the project and targeted communities, and (c) provide advice on challenges arising from misunderstanding or miscommunication on project activities. B. Results Monitoring and Evaluation Arrangements 52. The PCU is responsible for the overall M&E of the project. The PCU will have a dedicated M&E officer and will develop a manual and reporting formats, which will be included in the PIM. The PIUs in each of four implementing ministries and MMAs are also responsible for reporting results56 and progress57 54 An individual may have more than one area of expertise. Other specialists, such as dam specialist, are as needed on a part-time basis. 55 The WRC has been designated to lead the coordination of Subcomponent 1.2 under the overall guidance of the MWH for overall coordination of Component 1. 56 All data will be disaggregated by gender. 57 Including procurement, safeguards, and physical progress of infrastructure. Page 25 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) as well as grievances58 from project activities on a quarterly basis. The quarterly reports will inform the PCU to prepare consolidated semiannual progress reports (a mid-year progress report and an annual progress report). The PCU will submit semiannual progress reports to the World Bank within two months after the end of each six months. The baseline will be established for each key activity through the feasibility and engineering design studies and community profiling/mapping after project effectiveness and will be followed up with beneficiary assessments and other assessments at the midterm review (MTR) and at project closing to evaluate project results. In addition, technical and value-for-money audits will be carried out periodically to verify technical quality of infrastructure. An MTR will be conducted within 30 months of project implementation to assess progress and make any adjustment to the project design. The information generated will be shared with the OC, the World Bank, and other stakeholders at all levels. 53. To strengthen the M&E system and capacity to ensure reliable and good quality data, the project will provide training and assistance on M&E at the local level, which will focus on (a) data collection, (b) data quality and integrity control, and (c) linking data to informing Municipal Assemblies’ decision-making processes. At the PCU, an M&E specialist will be responsible, among other things, for assisting the project Municipal Assemblies in ensuring quality data collection and timely reporting. C. Sustainability 54. The project is part of the approved Strategic Roadmap to Resilient Urban Development in Greater Accra Region and National Flood Mitigation Plan, and as such has strong commitment from the central and local governments. In the long term (and as a part of the SOP approach), the project supports establishing and institutionalizing a metropolitan governance structure (Joint Development Planning Board) among local governments, starting with the MMAs in the Odaw Basin. Phase I includes assessment of a dedicated institutional arrangement for flood risk management in the GAR, which will be supported through subsequent phases and will help with sustainability of project interventions. It is further anticipated that the PCU will gradually become a technical arm of the future metropolitan governance structure in the GAR (Joint Development Planning Board), an approach that will be supported under subsequent phases of the GARID Project. The project also supports storm water regulations and flood zoning, piloting in the Odaw Basin in Phase I before rolling out universally within the GAR and other Ghana cities during the subsequent GARID Project phases, which will help with long-term reduction in flood risk and overall sustainability. 55. The project has a two-pronged approach for improving O&M: (a) the O&M responsibilities on key project interventions are clarified and agreed with governments and agencies and supported within the project duration and (b) key agencies and local governments are supported with improved O&M capacity and improved municipal finance (through support to improved budgeting and revenue-generation activities), especially on drainage infrastructure. Apart from support to deferred and periodic dredging (during project duration), the dredging works include an assessment of public-private partnership and joint venture possibilities and risks, as well as development of an O&M plan with the purpose of improving the sustainability of the project, after the project lifetime. Moreover, the PBC approach, which will be used for dredging works, is also a way to take care of the sustainability, in particular the maintenance (or 58The grievance report should be presented in a matrix form indicating (a) the date that the grievance is received; (b) contents of complaint; (c) type/nature of complaint; (d) progress, such as the dates the grievance was discussed/resolved; and (e) whether the aggrieved party opted for an appeal to the next level. Page 26 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) periodic dredging) phase of the project. As a part of the PBC approach, the reclamation of sand from dredged material will be assessed to pay for periodic dredging. The development of detention ponds includes potential development of a green park and a small recreational area supported by the project that will pay for O&M for detention ponds (which will be done by the local government). The repair works are to be supported through ministerial and local government O&M budget. 56. The project supports annual grants to targeted MMDAs toward revenue enhancement strategies, improved municipal finance and budgeting, and capacity development as an incentive for participating local governments who improve O&M capacity and expenditure. For the drainage and basic service infrastructure, including SWM facilities, the project will support the use of asset management tools to establish specific needs-based O&M systems that aim to define precisely how much funds are needed for the dedicated use, thus supporting a more efficient budget allocation. Asset management systems will determine in a systematic way the maintenance and related budget needs, both annually and longer term, and monitor in a transparent manner the actual versus planned maintenance expenditures. The results can easily be publicly disclosed to enhance transparency. Result-based financing incentives to selected communities for SWM will be introduced to encourage behavior changes in community solid waste collection and management, including household participation in proper solid waste disposal. Community participation in community upgrading will increase community ownership and commitment to maintaining the project outcomes. IV. PROJECT APPRAISAL SUMMARY A. Technical, Economic, and Financial Analysis Technical 57. The identification of the flood mitigation measures, considered under Component 1, are based on analyses of the Odaw Basin carried out as part of the Accra Climate Risk Mitigation Strategy. 59 For the Odaw Basin, this study included hydrologic and hydraulics analyses (including modeling), a flood hazard and flood risk assessment (including the development of a damage model), and the proposal of several flood risk mitigation alternatives at conceptual level. The report presents investment alternatives to mitigate the flood risk for events with different return periods (that is, 10-, 25-, and 50-year flood) and included a benefit-cost analysis. The structural flood mitigation measures to be financed under this project correspond to the ‘pilot investment plan’ of the Mitigation Strategy for the Odaw Basin, an investment alternative to mitigate the adverse effects of a flood event with a return period of 10 years (10-year flood). 58. Many investment scenarios were assessed by the borrower and compared on the effectiveness for reducing flood levels, costs and benefits, cost of land acquisition and resettlement, environmental, social, and governance criteria. Based on the hydrological and hydraulic modeling, the flood detention ponds can be designed to cater for the T10 flood protection for the primary Odaw channel. This, together with repair of broken channel sections and reconstruction of critical bridges, will help in mitigating T10 flood impacts in targeted areas. A basin- and sub-basin-wide flood mitigation plan will be prepared focusing on development of flood detention or retention basins. The strategy relying on widening of channels is not only seven times costlier compared to the development of flood detention basins given 59 World Bank. 2018. Greater Accra Climate Risk Mitigation Strategy (Final Report - Draft). Page 27 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) huge land acquisition and resettlement costs but also unsustainable given growing urbanization and climate impacts. The T10 flood safety levels can be achieved with the proposed measures for inundations outside the riverbed because of overtopping of the Odaw and its tributaries, threatening lives and causing high economic damages. The sub-basin flood management plan and investments will help mitigate localized flooding caused by heavy local rain events which exceed the capacity of the tertiary drains. If people live in the riverbed itself, they remain at risk after implementation of the T10 investments. Flood zoning and resettlement are the only reasonable options to reduce these risks. The subsequent project phases will build upon the T10 flood safety level to achieve higher flood safety, adapting to the projected effects of climate change and for other priority basins within the GAR. 59. The SWM interventions, together with the community upgrading, will improve the cleanliness and living environment in the selected low-income urban communities. Additional transfer stations will supplement an existing one operated by the private company to provide a mean for most primary waste collectors using tractors and tricycles to offload waste within an average of 30-minute pedaling time. Skips will also be provided at strategic locations in the communities and innovative collection and recycling mechanisms for refuse collection in the high-density low-income settlements will be implemented. This will help reduce the illegal disposal of waste into or around the Odaw. It will also reduce fuel costs and the carbon impact associated with long distances travel to the landfill. Capping old dumpsites is critical as these are the source of leachate runoff into the Odaw River. The design of the capping system will include a landfill gas (LFG) capture system for flaring and/or use to produce energy to reduce uncontrolled methane emissions from these dumpsites.60 The public health improvements of the interventions will reduce the disease burden in the selected communities as well as other communities along the Odaw channel at large because there will be a marked reduction in the sanitation- and water-related diseases because of the proposed interventions. The solid waste minimization, recycling, and reuse initiatives are further expected to create jobs to improve the overall living conditions in the communities. 60. Basic infrastructure and services in predominantly low-income communities in the Odaw Basin are lacking. Apart from SWM deficiencies which have resulted in refuse strewn across the settlements with much of it in storm drains, where these exist, other basic services that need upgrading include water supply and sanitation, drainage, and road, among others. Water supply is mostly available in such communities although many cannot afford the cost of connection; the small diameter house connections are located in bundles often within the storm drains which needs to be addressed. Piped sewerage is not available and compound or on plot (Kumasi Ventilated-Improved Pit) toilet facilities are the norm which often overflow into storm drains along with grey water from dwellings. In addition, all-weather access is generally not available, and many access roads and paths are unpaved and undrained and street/path lighting is sparse. Most suffer some degree of flooding in severe storm events. Thus, a comprehensive area approach to upgrading such services will be undertaken starting with focused areas. Community upgrading plans, to be prepared in a highly participatory manner, will not only detail the interventions agreed and implementation arrangements but will also set out how the communities have agreed to be involved in the routine maintenance of the infrastructure and services provided in their respective communities. 60LFG comprises approximately 45 percent to 60 percent methane and 40 percent to 60 percent carbon dioxide. On a 100-year time horizon, methane has a global warming potential of 23 times more effective of a GHG than carbon dioxide. Flaring LFG or using it for energy generation mitigates methane and thus significantly reduces the climate impact of the LFG. Page 28 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 61. For costing purposes, a package of improvements has been identified which would be implemented to functional standards and would be constructed on a multisector area basis to provide significant impact over the shortest possible time. The final packages of improvements will be planned and designed with the active participation of the target communities. It is anticipated that between 65 and 70 ha of these communities would benefit. Initial analysis has shown that to achieve significant improvements, the costs of a package of improvements including access, drainage, streetlighting, water supply, and sanitation would be in the order of US$330,000 to US$380,000 per ha. Given the budget limitations, after considering the costs of community liaison and planning and design and supervision, comprehensive upgrading will be undertaken in three communities. Local flood retention areas and serviced plots for those regularly having to be relocated temporarily because of flooding, will also be features of the upgrading. Economic 62. The project amounts to a total of US$200 million financed by IDA, entailing investments that include a variety of flood mitigation measures, improvement of waste management collection and disposal, and the upgrading of living standards in selected neighborhoods (as outlined in detail in annex 1). Together these investments are expected to bring indirect benefits to the approximately 2.5 million people, residing in the catchment area of the Odaw River, by lessening interruptions to businesses, commercial entities and transport corridors, and improving public health through a more sanitary environment. 63. More significant and direct benefits are expected to be reaped by about 161,000 people, who live in areas prone to a T10 event. Their vulnerability to flooding and exposure to pathogens are expected to be significantly reduced through the project investments. Moreover, household welfare is to be enhanced by upgrading some of the poorest settlements in the Odaw River Basin (that is, Nima, Akweteman, and Alogboshie), in which about 73,000 people reside. In addition, close to 500,000 people will benefit from improved SWM interventions. 64. The total project costs were converted into economic cost, using shadow pricing, and applying a standard conversion factor of 0.83 for capital investments and 0.71 for O&M, the computation of both being explained in annex 3, along with other assumptions made on O&M. Against these costs, the following benefits were quantified: (a) averted flood damage because of the project’s investments and activities, as estimated under the Accra Climate Risk Mitigation Strategy 61 prepared as part of preparation; (b) health benefits associated with the reduction of leachate and microbial contamination from existing waste sites and inadequate wastewater management, applying a benefit transfer approach that makes use of parameters estimated in a comprehensive pathogen transmission analysis carried out in Accra; 62 61Greater Accra Climate Risk Mitigation Strategy (World Bank 2018) 62Labite, et al. 2010. “Quantitative Microbial Risk Analysis to Evaluate Health Effects of Interventions in the Urban Water System of Accra, Ghana.” Journal of Water and Health. https://pdfs.semanticscholar.org/3e53/2ad3d67357c576767e3d0107454e18e2f905.pdf . Page 29 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) and (c) welfare gains from slum upgrading using a hedonic regression applied to the data of a recent slum household survey in Accra63 and Ghana’s national household survey.64 65. Assuming a social discount rate of 6 percent and US$200 million of the project cost, the achieved net present value of US$323 million and the economic rate of return (ERR) of 16.6 percent are sizable. When assessing the sensitivity of these achieved results to delays in the implementation of the project and cost escalations, only a combined effect (assuming three-year delay and 50 percent in increase in cost) would generate a net present value below the total investment cost and a corresponding ERR of 10 percent. The details of this economic analysis are outlined in annex 3. B. Fiduciary Financial Management 66. With reference to the World Bank’s guidelines stated in the Financial Management Practices Manual issued by the Financial Management Sector Board on March 1, 2010, a detailed financial management assessment was done on the four key agencies implementing the GARID Project(a) MWH, (b) MICZD, (c) MSWR, and (d) MLGRD. The objective of the assessment is to determine (a) whether the IAs have adequate financial management arrangements to ensure that project funds will be used for the purposes intended in an efficient and economical way; (b) the project’s financial reports will be prepared in an accurate, reliable, and timely manner; and (c) the entities’ assets will be safeguarded. 67. In line with the World Bank’s default of using those aspects of the country system that are reliable, the project’s financial management systems are expected to be largely mainstreamed as part of the existing GoG fiduciary arrangements but where necessary complemented by the PIM. The key FM arrangements can be summarized are as follows: (a) The respective Directors of Accounts or Heads of Finance within the various MDAs will have overall fiduciary responsibility for all financial management aspects of the project. Their responsibility is to ensure that throughout implementation there are adequate financial management systems in place which can report adequately on the use of project funds. (b) Within the MWH where the PCU will be located, it is recommended that a financial management consultant be competitively recruited to support implementation and provide technical support to all other IAs. (c) The IAs will assign fully dedicated project accountants (schedule officers) who are staff of the Controller and Accountant General’s Department (CAGD) and will be responsible for the daily transactional processing and reporting. 68. In addition, and with the supervisory role of their respective Directors of Accounts, the project accountants will be tasked with maintaining oversight responsibilities with regard to ensuring compliance with financial covenants such as submitting acceptable statement of expenditure reports, unaudited 63 Erman, A., et al. 2018. “The Road to Recovery: The Role of Poverty in the Exposure, Vulnerability, and Resilience to Floods in Accra.” Policy Research Working Paper 8469, World Bank, Washington, DC. 64 Ghana Statistical Service. 2014. Ghana Living Standard Survey. Page 30 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) interim financial reports (IFRs), maintaining internal controls over project expenditure, and assisting external auditors. The project accountants will also be responsible for maintaining and operating the project’s Designated Account (DA) and support the processing of payments to contractors and service providers and verifying and authorizing payments for all contracts and activities under this project. 69. The assessment of the financial management arrangements for the project concludes that generally as government MDAs there are adequate systems in place within the IAs that satisfy the World Bank’s minimum requirements. However, given the technical design of the project and the nature of the activities to be funded and the lack of prior experiences in IDA projects, the overall financial management risk rating is assessed as Substantial. Procurement 70. Procurement under the proposed project will be undertaken in accordance with the World Bank’s ‘Procurement Regulations for Borrowers under IPF (Procurement Regulations), dated July 2016 and revised in November 2017 and August 2018; the World Bank’s new Procurement Framework; the ‘Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants’, dated July 1, 2016; and other provisions stipulated in the Financing Agreements. The procurement documents will be based on the World Bank Standard Procurement Documents for international market approach, with modifications for national market approach, as well as the recently enhanced documents to address environment, social health, and safety issues. The Procurement Plan, which is prepared in the Systematic Tracking of Exchanges in Procurement (STEP) tool, based on the Project Procurement Strategy for Development (PPSD), will be updated as and when required. STEP will be the primary software or platform to be used to submit, review, and clear all Procurement Plans and prior review procurement activities. 71. The PPSD summary indicates that the operational context for the procurement under the Project is favorable as the economic, political, sustainability, technological parameters are encouraging, given that there is political stability in the country with relatively good security, coupled with good inflation and little currency fluctuation. The sustainability issues regarding safeguards are being addressed with the PPA. Aside the isolated challenges in the operational context the mission is of the view that the country’s enabled environment with all the appropriate laws- procurement, financial management, taxation, EPA, National Communication Authority, will support the Project implementation. 72. There are four main IAs, that is, MSWR, MWH, MICZD and MLGRD, as well as beneficiary participating MMDAs. Each IA will undertake its respective procurements under the project. However, there will be a procurement consultant, at the PCU, having World Bank proficiency with possibly a civil engineering background to support, coordinate, collate, and consolidate the procurement reports of the four IAs, with the primary responsibility of ensuring that the World Bank’s requirements and expected quality are reflected in procurement execution under the project. 73. The summary assessment of the procurement risk is High for the project mainly because of the lack of experience and adequate knowledge on the World Bank Investment Project Financing (IPF) and use of the related Procurement Regulation and procurement planning through STEP, the expected comparative high-value contracts in the project, and the inadequate experience in works and consultancy procurements. Page 31 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 74. Mitigation. There is a need for continuous external support and capacity building from the World Bank and consultants, as well as a conscious effort of the IAs to educate themselves with the information on the World Bank site, materials and training being offered by the World Bank, and World Bank procurement training at institutions like Ghana Institute of Management and Public Administration (GIMPA). C. Safeguards 75. The project is assigned environment category A because of its complexity and potential environmental and social risks and impacts that are expected to have broader spatial coverage beyond physical works of the project. In addition, project activities such as dredging in heavily silted and garbage- clogged canals, SWM, and transport of both dredge and solid waste materials will be implemented in congested and densely populated areas where health and safety issues and economic displacements could be significant. The project triggers OP 4.01 because of the abovementioned risks and impacts. It triggers OP 4.04 because the project will involve dredging of canals and waterways and could have both positive and negative impacts on the Odaw River and the coastal waters of Accra. OP 4.11 is also triggered as dredging may involve chance finds and a section of the heavily silted Korle lagoon to be dredged is considered sacred by the local Ga community in the area. Finally, OP 4.37 is triggered as the project will finance construction of water retention structures with heights between 4 m and 5.5 m as one of the flood protection measures to retain water during flooding. (i) Environmental Safeguards 76. Environmental risks and impacts. The project activities that would have potential to cause adverse environmental and social risks and impacts are (a) the dredging of the Odaw channel that is heavily silted and clogged with garbage and (b) SWM involving construction and operation of a WTS to segregate and recycle wastes and reduce the residuals going into the landfill, capping of Abloragyei dumpsite in the Ga East Municipal Assembly and improvements at the existing Kpone landfill to rechannel the leaking leachate into leachate treatment ponds, and capping of the cells that are already full. Other project activities to be fully defined during project implementation include urgent repairs of selected sections of the Odaw channel, construction of detention ponds and small water retention ponds, community-based SWM, and community-based and participatory slum upgrading activities. 77. Dredging of the Odaw Basin may involve generation of about 1,084,091 cubic meter 65 of silt accumulating in the basin and the removal of tons of garbage accumulating in the channel, both of which reduce the efficiency of the channel to drain water and thus significantly contribute to flooding in Accra. Based on the results of the analysis, the sediments in the Odaw Basin are 80 percent sand and are basically nonhazardous with levels of pesticides, hydrocarbons, and heavy metals below international standards. Based on these qualities, the management plan for the dredge materials will be to not only recover sand first to reduce the volume of materials going to the final disposal site but also to generate economic benefits from the recovered sand. The residual dredge materials after sand recovery will then be used as covering materials for the Kpone landfill, while the capping materials will be used for old dumpsites and/or filling/reclaiming materials for low-lying areas. There are health and safety challenges, however, during dredging, transport, and temporary storage of dredge materials because of the very foul smell of the 65 Tentative estimate. A planned feasibility study will assess the dredging needs to inform PBC. Page 32 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) dredge sediment and increased traffic resulting from transport of dredge materials that passes through congested areas. 78. SWM (WTS, capping of Abloragyei open dumpsite, improving Kpone landfill, and dredging) while expected to improve the environmental conditions will also have adverse impacts if not carried out properly. Dredging will produce substantial amounts of solid waste collected from the channel before dredging, which will need to be transported, sorted, and recycled with residuals going into the Kpone sanitary landfill. The WTS is a temporary transfer station where waste will be segregated and recycled to reduce the volume of residuals going into the landfill. However, if the WTS is not operated and maintained properly it could turn into an open dumpsite and could pose serious health risks to workers. The communities though are quite far from the WTS. On one hand, if improvements to the Kpone landfill are not designed and done properly, leakage of leachate will continue, and operation of the landfill will go beyond its capacity. For the existing dumpsite at Abloragyei, which is not engineered, the capping works pose the risk of potential failure and resulting explosions if not technically engineered to capture and release the gas being generated at the landfill site. Diversion and collection of leachates is also key in ensuring that the leachate does not pollute surface and groundwater sources as well as contaminate adjoining lands. 79. The project has prepared an Environmental and Social Management Framework (ESMF) for activities yet to be fully defined and prepared during implementation. These activities covered by the ESMF include repair works, construction of small retention ponds, community-based SWM, and community-based participatory slum upgrading. These activities will be screened following the ESMF as soon as their locations and exact details are known, and appropriate assessments will be undertaken and instruments prepared with specific measures included in the Environmental and Social Management Plan (ESMP). For the construction of small water retention ponds, which are considered small dams, generic dam safety measures will be built into the design to be carried out by a qualified engineer. In addition, the Environmental and Social Impact Assessment (ESIA) for each retention pond will assess risks and impacts to local communities and assets in case of failure. 80. ESIAs were prepared for the dredging of the Odaw Basin, WTS, and capping of Abloragyei dumpsite and ESMPs were prepared as part of the ESIAs. The ESMP for dredging requires contractors to properly contain and manage dredging operation, including sand recovery from the dredge materials, proper hauling and transport, and disposal of residual dredge materials to the final disposal site based on the nonhazardous quality of the sediment. For the heavily silted Korle lagoon considered sacred by the local Ga community in the area, which will be dredged, the chiefs and people of the community were consulted during the ESIA process on the proposed dredging. It was agreed that dredging will be coordinated with the locals and their leaders to ensure that they agree with the timing and specific cultural pacification measures before dredging. Likewise, the ESIAs for capping and WTS have comprehensive ESMPs that put forward the management measures to be included in the design, construction, and O&M of these facilities. The environmental audit of the Kpone landfill was also updated to inform the final disposal of residual wastes coming from the WTS and also identify improvement measures that can be financed by the project such as rechanneling the leaking leachate into the leachate pond and treatment system and possible expansion of the engineered cells. 81. The ESMF, ESIAs, and environmental and social audits were consulted upon and publicly disclosed both on the World Bank’s intranet and in-country. The following environmental and social instruments Page 33 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) were publicly disclosed: (a) ESMF, June 8, 2018; (b) ESIA for capping of Abloragyei dumpsite, December 18, 2018; (c) ESIA for the WTS, January 16, 2019; (d) Environmental and Social Audit of the Kpone landfill, February 26, 2019; and (e) ESIA for dredging of the Odaw Basin, February 28, 2019. (ii) Social Safeguards 82. Social risks, mitigation measures, and key responsibilities. The project will induce significant involuntary resettlement, in varying scale and magnitude. Based on field assessments and ESIAs, the proposed structural interventions under Components 1, 2, and 3 are expected to cause physical and economic displacement with associated social risks and impacts. Under Component 1, rehabilitation of drains, dredging of the Odaw drain, and construction of two flood retention ponds are expected to disrupt local economic activities and affect errand vendors, hawkers, squatters, mechanic shops, and vegetable farmers at the retention pond sites. Access routes for construction and dredging machinery may require temporary removal of vendor sheds and living shacks for squatters occupying the 50 m buffer of the channel (for example, Avenor-Agbogbloshie stretch). The replacement of vehicular and railway bridges will also disrupt access and economic activities along the channel. Under Component 2, the ESIA and Resettlement Action Plan (RAP) reports for capping the Abloragyei dumpsite point to the potential for physical displacement of about 21 project-affected persons. The designs and specific sites for urban infrastructure upgrade in informal settlements (under Component 3) are yet to be determined. Nonetheless, the proposed activities, including reblocking/reorganizing the spatial layouts in the informal settlements, are expected to induce physical displacement, both temporary and permanent. In the light of these social risks, the World Bank’s policy on Involuntary Resettlement (OP/BP 4.12) is triggered. The requirements of the policy, combined with the relevant country laws and regulations on land acquisition, provide the framework and guidance for social due diligence, impact assessments, and mitigation through the life of the project. 83. In line with the policy (OP 4.12) and the applicable laws of Ghana, the ESMF and Resettlement Policy Framework (RPF) were prepared, consulted upon, and disclosed by the Government. The World Bank deems this process satisfactory and proportionate to the social and environmental risks. Where designs and specific sites for activities are not known (for example, Component 3), the frameworks outline the principles and procedures for screening activities on social and environmental risks and impacts and offer indicative mitigation measures including cash compensation and support for livelihood restoration activities. Also, an abbreviated RAP for the dumpsite capping activity has been prepared and will be implemented before commencement of works. Similar RAP processes will precede the proposed dredging and rehabilitation works and detention ponds activities when designs and construction plans are ready. 84. Responsibility for managing environmental and social risks and impacts. A PCU is hosted within the MWH. The PCU is responsible for overall management of implementation, coordination, M&E, reporting, fiduciary, safeguards, and grievance redress. An environmental specialist and a social development specialist are in the process of being recruited and should be fully on board before the project becomes effective. Each PIU to be established for Components 1, 2, and 3 will also include an environmental specialist and a social development specialist. At the MMA level, implementation management is mainstreamed into the existing Planning Coordinating Units (which is made up of various departments of the assembly) in each MMA. The MPCU within each MMA carry out project-specific activities. The project has budgeted for the capacity building on environmental and social safeguards of the PCU, PIUs, and MMAs involved in project implementation. Page 34 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 85. Gender. Gender inequality and GBV contribute to disaster risk by increasing societal vulnerability. Targeted activities—including and targeting women and girls in flood response trainings and disaster simulation exercises; improving disaster knowledge, preparedness, and disaster response; reducing their risk to disaster; and enhancing women’s standing and societal status—can render women and girls more valuable to their communities, lower gender inequality and inequities, and causally decrease rates of GBV. In this respect, the project, which aims to mitigate flood risk, contributes to lowering gender gaps. Ghana’s gender policy emphasizes gender mainstreaming across the country’s development processes for the purposes of addressing inequalities in access and control of resources, information and awareness, and access to social and economic facilities and opportunities. 66 The project presents opportunities for addressing notable patterns of gender inequities in the GAR. During project preparation, the team consulted with gender focal points from MMDAs, ministries, and civil society representatives and identified areas for gender action and mainstreaming in the design and implementation of project activities. The identified areas include (a) gender-sensitive flood early warning and response systems including development of gender-differentiated baseline data on flood warning and response, targeting women and women groups in disaster simulation exercises and sensitization campaigns; (b) development of gender-sensitive trash value-chain analysis and mapping to support women operating as trash pickers; and (c) the overall need for participation of women and girls in decision making and benefit sharing in relation to civil works, community mapping, urban upgrading, and job opportunities. 86. During implementation, the PCU, with the World Bank’s technical support, will ensure that the different perspectives of men and women inform the design and implementation of community-based disaster early warning systems and preparedness and access to safe shelters (Component 1). Gender- sensitive communication will be employed when creating community awareness about flood disasters. Under Component 2, support for community-based SWM (for example, waste bins, handcarts, tricycles, clean-up campaigns, and community mobilization) will be carried out with adequate representation and interest of women. In Component 3, the design and upgrade of infrastructure in Zongos and informal settlements will prioritize infrastructure that serve the needs of women (as identified during community consultations), that is, streetlighting and sanitation facilities. As a part of the M&E strategy, baseline data will be collected by gender to incorporate measures in the terms of references for feasibility studies and will inform additional considerations for reversing notable gender inequalities in Ghana. Where appropriate, key performance indicators have been disaggregated in the Results Framework to understand the differential impact of the project on men and women alike. 87. GBV risks. The project has been filtered for GBV risks using the World Bank’s corporate GBV Risks Assessment Tool. The assessment indicated a GBV risk score of 11.75, suggesting that the potential for project activities to create conditions for GBV is lower. Despite the low risk rating, the existing patriarchal structure in Ghana, strengthened by inequities in sociocultural and economic conditions, sometimes facilitates violence against women, including sexual exploitation of young girls in their search for employment and income-earning opportunities. Young girls (15–19 years), more than any other age group, are exposed to the risk of violence, including sexual exploitation.67 It is expected that the search for jobs and procurement opportunities from the project could provide grounds for sexual harassment 66 Government of Ghana. 2015. National Gender Policy: Mainstreaming Gender Equality and Women’s Empowerment into Ghana’s Development Efforts. Retrieved from http://mogcsp.gov.gh/policies/. 67 Ghana Statistical Service. 2016. Domestic Violence in Ghana: Incidence, Attitudes, Determinants, and Consequences. Retrieved from http://ugspace.ug.edu.gh. Page 35 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) and exploitation of girls and women. In addition to the gender considerations (see paragraph 85), the project will undertake three key measures to minimize and respond to GBV risks and impacts: (a) all bidding documents for works and procurement contracts will include a statement of commitment from bidders to avoid and address GBV; winning bidders will translate commitment to action by adopting and observing a code of conduct that prohibits sexual harassment and exploitation throughout the contract’s life; (b) contractors will be required to include GBV and HIV/STD issues in their standard job orientation and toolbox meetings for workers; and (c) in the event that individuals are assaulted, the PCU (working with World Bank social specialists) will support survivor’s access to justice, health, and psychosocial services. The facilities and services (laws and institutions) for supporting GBV survivors in Ghana are available and functioning.68 However, access to such facilities and services is often constrained by stigma and deep-rooted cultural protocols that discourage survivors from accessing these services. The measures outlined earlier are designed to create a safe space for women and enhance access to essential services when in need. In addition, community upgrading (Component 3) will enhance safety in public space for women and help minimize the chance for crime and sexual violence against women in the Zongos and informal settlements. 88. Citizens engagement. The project requires coordinated communication channels for different stakeholders. Stakeholder consultation and citizen engagement are considered fundamental to the success of the project. The project design includes deliberate measures and avenues for ensuring broader stakeholder consultation at institutional and community levels. At the institutional level, the project’s OC draws representatives from relevant ministries, planning authorities, and MMAs who hold direct responsibilities for coordinating individual institutional mandates and concerns in the implementation of the project (see section III). The intersectoral jurisdictional committee also includes representatives from regulators and agencies, namely the Ghana HSD, EPA, LUSPA, WRC, EHSD, DUR, Lands Commission, GMet, and NADMO; MMAs; and relevant civil society and professional organizations. At the community level, the implementation of specific project activities inherently includes citizen engagement and participation. The implementation of community-based flood forecast and early warning systems, community-based SWM, and urban infrastructure upgrade require community mobilization, awareness, and social preparation. Subcomponent 3.2 will finance the services of NGOs and CBOs to support the efforts of the MICZD, MMAs, and PCU in mobilizing, engaging, consulting, and informing local communities about project activities. The focus of these consultations is to facilitate dialogue and information flow and ensure that the project’s deliverables are responsive to the expectations of beneficiary communities. All major citizen engagement activities and collected feedbacks will be recorded and tracked through MPCU, PIU and PCU reports. 68These services and facilities include the Domestic Violence Act (Act 732), 2007; Children’s Act (Act 560), 1998; the Domestic Violence Unit of the Ghana Police Service; the Commission for Human Rights and Administrative Justice; and the Legal Aid Scheme, Ghana. The judiciary has established two gender-based and sexual offences courts to expedite the adjudication of cases of violence and abuse. The family and juvenile courts, in the district courts, use Alternative Dispute Resolution methods to settle cases—primarily on cases of child custody and alimony. The family tribunals also deal with criminal cases and civil protection orders under the Domestic Violence Act. Apart from state agencies, CSOs such as the African Women Lawyers Association, Women Initiatives for Self-Empowerment, ABANTU for Development, International Federation of Women Lawyers, Ark Foundation, Netright, Legal Resources Centre, Women in Law and Development, and the Domestic Violence Coalition have all engaged in awareness raising and advocacy, along with legal representation and counseling. Both English and local language media strategies have been adopted to promote awareness on women’s rights (see Gender Assessment and Action Plan, GARID 2018). Page 36 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) (iii) Other Safeguards 89. No other safeguard policies are triggered for the project. (iv) Grievance Redress Mechanisms 90. A multilevel grievance redress mechanism (GRM) for addressing legitimate complaints and grievances has been prepared (see section 9 of the RPF). The purpose of the GRM is to provide clear and easily accessible means by which project-affected persons can lodge complaints and seek remedy when they find it necessary to do so. The GRM includes procedures for receiving, investigating, evaluating, and resolving project-related complaints. Complaints may emanate from project activities or the conduct of project contractors and workers including GBV incidents. The GRM will use the existing structures and procedures at the beneficiary district assemblies and community levels that may be relevant for addressing community concerns. Periodic GRM reports will be compiled and used to determine community feedback on project activities. The Results Framework will include indicators for tracking the percentage of complaints that have been resolved by the project. 91. Communities and individuals who believe that they are adversely affected by a World Bank (WB) supported Project may submit complaints to existing Project-level grievance redress mechanisms or the WB’s GRS. The GRS ensures that complaints received are promptly reviewed in order to address Project- related concerns. Project affected communities and individuals may submit their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of WB non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank's attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/en/projects- operations/products-and-services/grievance-redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org. V. KEY RISKS 92. The overall risk of the project is Substantial. Substantial risks identified through the Systematic Operations Risk-Rating Tool (SORT) relate to political and governance and institutional capacity for implementation and sustainability; fiduciary risks and environmental and social risks are rated High. Mitigation measures are identified, learning from the past and ongoing projects in the GAR and Ghana in general. 93. Political and governance. A strong political will and commitment to improve flood risk management in the GAR will be a key prerequisite for managing this multisectoral and multiphase transformational project. One crucial risk related to the PDO is the creation of new MMDAs, which can undermine the capacity and performance of the existing MMDAs and pose more difficulties in coordination among them. The number of MMDAs in the GAR has rapidly increased, 16 MMDAs in 2012, 25 MMDAs in 2017, and 29 MMDAs in 2019. Decentralization has contributed to improved accountability, checks and balances, and greater participation of citizens in public decision making. However, fragmented planning and absence of a clear coordination mechanism in the region could not deal with issues such as flooding, sanitation, and transport that transcend the boundaries of assemblies. To mitigate the risk of Page 37 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) changes in political commitment during the long project duration, the project will support third-party monitoring and support group involving CSOs, University of Ghana, private sector (especially those commercial establishments that will benefit from flood mitigation investment), and NGOs. The project will also support an assessment of flood risk management institutional arrangements at the metropolitan level, which together with support for O&M measures, and metropolitan coordination can help mitigate capacity and performance challenges of MMDAs in the GAR. 94. Institutional capacity for implementation and sustainability. There is limited capacity within implementing ministries and local governments to prepare and implement multisectoral projects involving multiple stakeholders. To mitigate this risk, a PCU is being mainstreamed within the MWH. In addition, the PIUs within all the lead implementing ministries will provide day-to-day project support. The PCU will also engage qualified consultants, as needed, to provide implementation support. The project will support improved metropolitan-level planning and coordination through Subcomponent 3.3 to support effective metropolitan-level structure. 95. Fiduciary. Fiduciary risks have a high probability of affecting the PDO in an adverse way. With regard to procurement there is the lack of experience and adequate knowledge of the World Bank Procurement Framework, use of the related Procurement Regulations, and procurement planning through STEP. Given the high value of the contracts in the project, the lack of experience in high-value works and consultancy procurements poses a risk. Specifically, for financial management, there are weakness in internal controls, lack of rigorous follow-up of internal and external audit findings, and recommendation or effective sanctioning on identified lapses or irregularities which are needed for strengthened fiduciary systems. As a mitigation measure , a PIM is to be developed, which will clearly outline the various operational policies and procedures, systems, and control measures to support implementation, including specific fiduciary arrangements. It is expected that before effectiveness, the PCU will, in addition to the civil servants, competitively recruit an experienced financial management consultant and a procurement consultant with experience in World Bank projects. Continuous external support and capacity building from the World Bank and consultant is needed, in addition to a conscious effort of the IAs to educate themselves with the information on the World Bank websites as well as the materials and training being offered by the World Bank and World Bank Procurement training at institutions like GIMPA. 96. Environment and social. Being a category A project located in a densely populated and highly congested area, environmental and social risks are high as the potential exposure to health and safety risk of workers and communities is high. Dredging operation and hauling and disposal of dredge materials and solid wastes from clogged canals and WTS could pose serious health risks to workers and communities close to the dredging operation, hauling routes, and final disposal of dredge and solid waste materials. The capping to be carried out at the nonengineered open dumpsite could also pose serious health risks from capping failure and explosion if gas is not captured and released in a safe manner. Along with the environment, the social risks and impacts of the infrastructural interventions are expected to be high and include the potential for temporary and permanent relocation of informal settlements and business units located along the channels of the Odaw Basin. Integration of the existing waste pickers into a formal waste management system or other economic activity would require careful socioeconomic considerations. The success of support to relocation activities requires ex ante extensive social preparation and continuous support from respective MMDAs and the newly established MICZD. While the project interventions are proposed on Government-owned land and project design aims at minimizing resettlement through Page 38 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) engineering solutions, some resettlement is likely. To mitigate this risk, the RPF and RAP for first year of the project were prepared, consulted upon, and disclosed by the Government. Where designs and specific sites for activities are not known, the frameworks outline the principles and procedures for screening activities on social and environmental risks and impacts and offer indicative mitigation measures including cash compensation and support for livelihood restoration. In addition to this risk profile, the implementing ministries and MMDAs are constrained with limited technical and safeguards knowledge and capacities. This will be addressed by ensuring that MMDAs have dedicated staff to carry out activities relating to social and environmental safeguards. At the PCU level, the project will also ensure that there are also dedicated environmental and social safeguards specialists who will monitor the implementation of safeguards instruments by the MMDAs. All dedicated staff would have undergone training on safeguards before project implementation starts. . Page 39 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) VI. RESULTS FRAMEWORK AND MONITORING Results Framework COUNTRY: Ghana Greater Accra Resilient and Integrated Development Project Project Development Objectives(s) The objective of the project is to improve flood risk management and solid waste management in the Odaw River Basin of the Greater Accra Region and improve access to basic infrastructure and services in the targeted communities within the Odaw River Basin. Project Development Objective Indicators RESULT_FRAME_T BL_ PD O Indicator Name DLI Baseline End Target Improved flood risk management Capacity of Primary Odaw channel to carry floodwaters (Text) TBD TBD Upstream flood water detention capacity (Text) TBD TBD Flood forecast system (FEWS Accra model) in place to predict No Yes flood and at-risk communities (Yes/No) Improved solid waste management Volume of solid waste from underserved low-income TBD TBD communities collected and disposed in sanitary landfills (Text) Improved provision of public services to targeted vulnerable communities People provided with improved urban living conditions (CRI, 0.00 73,000.00 Number) People provided with improved urban living conditions - 0.00 37,000.00 Female (RMS requirement) (CRI, Number) Page 40 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) PDO Table SPACE Intermediate Results Indicators by Components RESULT_FRAME_T BL_ IO Indicator Name DLI Baseline End Target Component 1. Climate Resilient Drainage and Flood Mitigation Measures Odaw primary channel/tributaries dredged (Text) 0 Cubic Meter 1,000,000 Cubic Meter Dredged volumes which are recovered as sand which will have a commercial value. (Text) 0 Cubic Meter TBD Volume of dredged materials hauled to final approved 0 Cubic Meter TBD disposal site. (Text) Flood detention ponds built (Number) 0.00 2.00 Bridges reconstructed (Number) 0.00 3.00 Drainage channel repaired (Kilometers) 0.00 6.00 MMDAs that conduct annual disaster simulation exercises (Number) 0.00 29.00 Women’s groups trained in disaster preparedness and disaster simulation exercises (Text) TBD TBD Component 2. Solid Waste Management Capacity Improvements Community committees organized and given solid waste collection equipment (Number) 0.00 30.00 Dumpsites capped (Number) 0.00 2.00 Transfer station constructed and maintained (Number) 0.00 2.00 Cells for sanitary solid waste disposal constructed (Number) 0.00 4.00 Component 3.Participatory Upgrading of Targeted Low-income Communities, and Local Government Support Participants in community consultations (Text) 0.00 TBD of which female (Text) 0.00 TBD Page 41 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) RESULT_FRAME_T BL_ IO Indicator Name DLI Baseline End Target Demand-driven community infrastructure and public services 0.00 100.00 completed against total work plan (Percentage) % of tertiary/secondary drains provided/rehabilitated 0.00 100.00 (Percentage) % of tertiary/secondary roads provided/rehabilitated (Percentage) 0.00 100.00 % of footways provided/rehabilitated (Percentage) 0.00 100.00 % of wastewater sewers provided in Nima with local 0.00 100.00 treatment facility (Percentage) % of serviced plots provided in Alogboshie for low income households (Percentage) 0.00 100.00 % of areas with reduced flooding (Percentage) 0.00 100.00 MMAs that meet eligibility conditions to access O&M Capacity 0.00 17.00 Support Fund (Number) MMAs that incorporate Odaw Joint Basin Development and 0.00 17.00 Management Plan into MMAs’ Annual Work Plan (Number) Draft storm water regulation submitted for Parliment approval (Yes/No) No Yes MMAs that have prepared flood zone maps and uploaded to 0.00 17.00 LUPMIS site (Number) 4. Project Management Grievances related to GARIDP resolved (Percentage) 0.00 95.00 of which female (Percentage) 0.00 95.00 IO Table SPACE UL Table SPACE Page 42 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) Monitoring & Evaluation Plan: PDO Indicators Methodology for Data Responsibility for Data Indicator Name Definition/Description Frequency Datasource Collection Collection Along the entire dredging route fixed The indicator measures marking points are manual sedimentation level marked with paint on (depth) through silt level bridges, embankments, measurement along the quay walls etc. Prior to dredging route, compared Manual each depth to ex ante situation. A Weekly or measuremen measurement before PBC Contractor and Capacity of Primary Odaw channel to specific indicator and its Monthly t by PBC and after dredging the Supervisor carry floodwaters M&E plan will be contractor water level needs to be determined after the measured and reported feasibility study on in order to take into performance-based account the water level dredging is completed by variations needed for the end of calendar year the calculation of the 2019 dredged volumes. The indicator measures The contractor will capacity of new detention provide the information basins to store T10 flood on status of new water. The stored T10 Report by detention basins, and Monthly Contractor and HSD Upstream flood water detention capacity volume in the two proposed Contractor once its developed, its flood detention ponds will capacity to store be confirmed after the volume of potential T10 preliminary engineering event. design. Flood forecast system (FEWS Accra The indicator measures Monthly Report by The contractor will Contractor, Supervisor model) in place to predict flood and at- whether a FEWS Accra FEWS Accra provide progress and Technical Page 43 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) risk communities model has been developed contractor, against planned Committee on FEWS and tested for effectiveness. Supervisor activities under FEWS Accra. Accra. This indicator measures the volume of waste collected from underserved communities (specified in the Project Implementation Manual) and disposed in Reports from Volume of solid waste from underserved PIU progress newly created sanitary Quarterly CBOs/NGOs working in PIU of MSWR/MPCUs low-income communities collected and reports landfill cells. The baseline the communities disposed in sanitary landfills and volume of solid waste to be collected and disposed off will be confirmed after the hiring of NGOs who will work with targeted communities. Reports from PCU/PIU/MP CBOs/NGOs working in People provided with improved urban Annual CU progress PCU/PIUs/MPCUs the communities; living conditions reports MMA’s population data Reports from PCU/PIU/MP People provided with improved urban CBOs/NGOs working in Annual CU progress PCU/PIUs/MPCUs living conditions - Female (RMS the communities; reports requirement) MMA’s population data ME PDO Table SPACE Page 44 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) Monitoring & Evaluation Plan: Intermediate Results Indicators Methodology for Data Responsibility for Data Indicator Name Definition/Description Frequency Datasource Collection Collection This indicator is measured PIU progress Reports from Odaw primary channel/tributaries as the volume of dredged Quarterly PIU of MWH reports contractor dredged sediment of Odaw primary channel/tributaries This indicator is a measure of the volume (m3)recovered sand from the dredged materials. The Dredged volumes which are PIU Progress Reports from target will be updated after Quarterly Contractors, PIU of MWH recovered as sand which will have a reports contractor the feasibility study on commercial value. performance-based dredging is completed by the end of calendar year 2019. This indicator is a measure of the volume (m3) of the dredged spoils which have no commercial value, are most probably PIU contaminated, and require Reports from Volume of dredged materials hauled Quarterly progress rep contractors, PIU of MWH final disposal. The target will contractor to final approved disposal site. orts be updated after the feasibility study on performance-based dredging is completed by the end of calendar year 2019. Page 45 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) This indicator is measured PIU progress Maintenance reports as the number of detention Annual PIU of MWH/ MMA Flood detention ponds built reports from MMA ponds built, operational, and maintained This indicator is measured Annual PIU progress Site visits PIU of MWH Bridges reconstructed as the number bridges reports reconstructed. This indicator is measured PIU progress Annual Site visits PIU of MWH Drainage channel repaired as the length of drainage reports channel repaired. This indicator is a measure of the number of MMDAs PIU progress Administrative data MMDAs that conduct annual disaster Annual NADMO, PIU of MWH that conduct annual disaster reports (NADMO) simulation exercises simulation exercises as guided by FEWS Accra This indicator is a measure of the percentage of women’s groups that are trained in disaster Reports from Women’s groups trained in disaster preparedness and disaster PIU progress Annual CBOs/NGOs working in NADMO, PIU of MWH preparedness and disaster simulation simulation exercises against reports the communities exercises a total of women’s group. Baseline and end target will be established after the component 1.2 study in year 1. This indicator is a measure Reports from of the number of PIU progress Community committees organized and Quarterly CBOs/NGOs working in PIUs of MSWR/MICZD communities where local reports given solid waste collection equipment the communities community members have been engaged and are Page 46 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) involved with the solid waste collection in their communities. This indicator is measured PIU progress Annual Site visits PIU of MSWR Dumpsites capped as the number of dumpsites reports capped This indicator is measured Maintenance reports PIU progress Transfer station constructed and as the number of transfer Annual from operators; site PIU of MSWR reports maintained station constructed and visits maintained This indicator is measured PIU progress Cells for sanitary solid waste disposal as the number cells Annual Site visits PIU of MSWR reports constructed constructed for sanitary solid waste disposal This indicator is a measure of the number of people PIU/MPCU Reports from who participate community Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs Participants in community consultations consultations. The end reports the communities target will be set up after community engagement starts in Year 1. This indicator is a measure of the number of females PIU/MPCU Reports from who participate community Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs of which female consultations. The end reports the communities target will be set up after community engagement starts in Year 1. This indicator is a measure PIU/MPCU Reports from Demand-driven community infrastructure of the average percentage Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs and public services completed against of agreed basic reports the communities total work plan infrastructure and services Page 47 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) completed against work plan during the Project period as specified in the PIM. This indicator is a measure PIU/MPCU Reports from of the percentage of % of tertiary/secondary drains Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs tertiary/secondary drains provided/rehabilitated reports the communities provided/rehabilitated against agreed work plan. This indicator is a measure PIU/MPCU Reports from of the percentage of % of tertiary/secondary roads Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs tertiary/secondary roads provided/rehabilitated reports the communities provided/rehabilitated against agreed work plan. This indicator is a measure PIU/MPCU Reports from of the percentage of Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs % of footways provided/rehabilitated footways reports the communities provided/rehabilitated against agreed work plan. This indicator is a measure of the percentage of PIU/MPCU Reports from % of wastewater sewers provided in wastewater sewers Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs Nima with local treatment facility provided in Nima with local reports the communities treatment facility against agreed work plan. This indicator is a measure of the percentage of PIU/MPCU Reports from % of serviced plots provided in serviced plots provided in Annual progress CBOs/NGOs working in PIU of MICZD/MPCUs Alogboshie for low income Alogboshie for low income reports the communities households households against agreed work plan. Page 48 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) This indicator is a measure In the PIU/MPCU Reports from of the percentage of areas event of progress CBOs/NGOs working in PIU of MICZD/MPCUs % of areas with reduced flooding with reduced flooding flood reports the communities against agreed work plan This indicator is a measure of the number of MMAs MPCU that meet the conditions of PCU/PIU of MMAs that meet eligibility conditions to Annual progress MPCU progress reports the O&M Capacity Support MLGED/MPCUs access O&M Capacity Support Fund reports Fund which will be specified in the PIM after the O&M assessment in Year 1. This indicator is measured as the number of MMAs MMA's MMAs that incorporate Odaw Joint Basin that incorporate Odaw Joint PCU/PIU of Annual annual work MPCUs/MLGRD Development and Management Plan into Basin Development and MLGRD/MPCUs plan MMAs’ Annual Work Plan Management Plan into MMAs’ Annual Work Plan and adopt. This indicator is measured PIU progress PCU/PIU of MWH/PIU of Draft storm water regulation submitted whether storm water Annual PIU progress reports reports MLGRD for Parliment approval regulation is submitted to Parliment. This indicator is measured by the number of MMAs MPCU MMAs that have prepared flood zone that have prepared/updated Annual progress MPCU progress report PCU and MPCUs maps and uploaded to LUPMIS site their flood zone maps and report uploaded to the LUPMIS website. This indicator is a measure PCU progress Reports from MPCUs of the percentage of Annual PCU/PIUs/MPCUs Grievances related to GARIDP resolved reports and PIUs resolved grievances related to GARIDP. Grievances will Page 49 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) be managed as specified in the PIM. This indicator is a measure of the percentage of resolved grievances from PCU progress Reports from MPCUs Annual PCU/PIUs/MPCUs of which female female related to GARIDP. reports and PIUs Grievances will be managed as specified in the PIM and disaggregated by gender. ME IO Table SPACE ordination capacity – MoUs signed; committee formed Page 50 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) ANNEX 1: DETAILED PROJECT DESCRIPTION Ghana: Greater Accra Resilient and Integrated Development Project 1. The Project builds on the World Bank’s long-term engagement in the GAR on urban development and governance, slum upgrading, SWM, sanitation, disaster risk management, and climate change adaptation. The project design is based on the findings of many ongoing and recently completed studies and technical assistance initiatives, primarily the Post 2015 flood impact assessment in Accra (2016), City Strength Diagnostics (2017), Accra Climate Risk Mitigation Strategy (2018), Metropolitan Planning Technical Assistance (2017), Urbanization Review (2015), Multi-sectoral Investment Plan for Climate and Disaster Risk Management (2017/2018), and the IUESSMP (ongoing). The project also builds on two ongoing lending operations—the GAMA Sanitation and Water Project, which primarily focuses on increasing access to improved sanitation and water supply in the GAR, and Local Government Capacity Support Project (LGCSP) which focuses on improving the performance of urban local governments and is being designed to be complementary to the Secondary Cities Project.69 The GARID Project will also be complementary to ongoing government and donor programs, primarily Ghana’s national climate program (INDC), UNCDF’s Performance-based Climate Resilience Grants, land titling, the newly adapted Spatial Development Framework, and the West Africa Coastal Areas (WACA) Program. 70 The project has benefitted from the lessons learned from various completed projects in Accra (where the World Bank has been active from 1980s), as well as from global best practices on integrated urban development and resilience programs. 2. The overall SOP Development Objective is to improve the flood risk management and SWM in the GAR and improve access to basic infrastructure and services in the targeted communities within the region. Phase I PDO is to improve flood risk management and SWM in the Odaw River Basin of the GAR and improve access to basic infrastructure and services in the targeted communities within the Odaw River Basin. The project on the one hand intervenes at the basin level to improve drainage, flood mitigation, and SWM and on the other hand, at the targeted community-level facilitates participatory upgrading of critical services and infrastructure. These interventions adopt a holistic, sustainable, and effective approach to improving lives of the most vulnerable low-income communities. Intervention at the basin level ensures that upstream, middle, and downstream areas can be planned and managed in a water-sensitive way to improve drainage and reduce flooding impacts. To mitigate the risk of flash floods, upstream areas can be developed to absorb excess rain water (through retention ponds), midstream areas aim to preserve open spaces for absorbing storm water (through resilient drains, green spaces), and downstream areas aim to help drain storm water quickly (widening of channels and outlet to sea). The SWM interventions include a multifaceted litter management strategy to reduce the amount of waste entering waterways. 3. Informal settlements are mostly located on environmentally sensitive land. Because of their location, these settlements are unduly exposed to higher flooding impacts and in-turn contribute to flooding. Since such settlements are likely to increase in Greater Accra following population growth and climate change which will increase migration from rural to urban areas, a sustainable strategy to improve living conditions in these settlements and ensure proper location of future settlements is critical. The 69 Ghana Secondary Cities Support Program is a follow-on operation to LGCSP and aims at improving the capacity of urban local governments through performance grants. 70 The WACA Program promotes regional integration for coastal zone management to address coastal flooding and erosion. Page 51 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) project will support comprehensive upgrading in high flood-prone settlements to demonstrate results for scaling up in later phases or through other projects. It will also support studies and assessments to guide future practical options for preventive resettlement as a long-term measure to reduce vulnerability to flooding risks of the at-risk communities. Phase I of the project will focus on upgrading of priority communities in the Odaw Basin, and subsequent phases will focus on the remaining low-income communities in other basins to improve flood safety, SWM, integrated urban flood and coastal zone management, and overall quality of life in flood-prone low-income communities. 4. The project design brings many innovations compared to earlier projects in the GAR. First, the project adopts an integrated approach of addressing the growing socioeconomic challenges related with uncontrolled growth and flooding in the GAR. Development challenges in the GAR are interrelated, and the current way of dealing in a sectoral way has not helped in developing effective solutions. Flooding challenges cut across local government jurisdictions and across the scope of many sectoral ministries. The project brings all key stakeholders together on a common platform through a multisectoral approach. Second, the project design acknowledges the fact that there is no single solution, and that there is a need to be flexible with a long-term horizon to experiment, learn, and develop effective solutions, ensuring that there is sustainable momentum which can bring effective change in the mind-set of citizens (for example, regarding not settling in flood plains or keeping streams free of waste), government entities, private sector, and not-for-profit organizations. The SOP approach provides that flexibility, long-term horizon, and learning opportunity. 5. Third, the project design focuses on developing a common understanding and collaborative process for solving hard development challenges, while ensuring innovation. These are centered on improving the following: (a) Metropolitan coordination, planning, and implementation in an increasingly decentralized local government setup including development of Joint Development Planning Boards and a road map to develop a common vision for the development of the GAR (b) O&M of basic infrastructure and services such as drainage and SWM, including clarifying responsibilities, ensuring dedicated budget, and setting up systems to monitor (c) Sharing and updating of spatial data necessary for urban development and management (d) Implementation and monitoring of flood zones and building codes (e) Private sector participation in urban development and management to fill funding gaps (f) Understanding local land and housing markets to explore practical options for preventive resettlement as a long-term measure to reduce vulnerability to flooding risks of at-risk communities (g) Solid Waste Management 6. The project design includes many studies and technical assistance to support assessment in the abovementioned areas to facilitate systematic implementation, learning, and adaptation of recommendations during various project phases. Finally, the project design heavily centers on community engagement early on and throughout planning and prioritization of investments to ensure effective outcomes and improve O&M after project implementation. Page 52 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 7. While the first phase of the project will be supported by US$200 million IDA, a potential US$75 million grant, or combination of grant and concessional loan from the GCF, will be sought to finance early adaptation measures to ensure that the same flood safety level (1:10 years) can be achieved considering different climate and urbanization scenarios. The remaining high flood-prone basins within the GAR will be targeted in later phases through the SOP. Figure 1.1. Location of Proposed Activities under GARID Project Phase I Component 1: Climate Resilient Drainage and Flood Mitigation Measures (US$92 million, SDR 66.3 million) 8. The overall scope of Component 1 under Phase 1 (supported by IDA) is to mitigate the flood risk for a 10-year flood within the Odaw River Basin. The component supports additional measures to achieve higher flood safety levels and adapt to climate impacts. This component consists of ‘structural’ and ‘nonstructural’ measures as described in the following paragraphs. Subcomponent 1.1. Structural measures to mitigate flood impacts in the Odaw River Basin (US$85 million) 9. The Investment Priority under IDA financing for Phase 1 will be to achieve a T10 protection by (a) deferred and periodic maintenance dredging contracts, (b) urgent repair and reconstruction of drainage channels and bridges and the reengineering and reconfiguration of the Odaw River channel exit to the Page 53 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) sea, (c) engineering design71 and construction of flood detention basins, and (d) construction of resilient drains and micro-detention ponds. The priorities are based on the Greater Accra Climate Risk Mitigation Strategy which included detailed flood and climate risk modeling, as well as economic analysis to assess benefit and cost of proposed investment. (a) Deferred and periodic maintenance dredging. The Odaw Basin drainage channels have lost much of their potential natural hydraulic performance because of the buildup of sediments and other solid waste materials over many years and with less than optimally designed, budgeted, and executed dredging investments on an annual or less frequent basis. This subcomponent undertakes deferred and periodic dredging of the Odaw drain downstream of Caprice to the outlet to the sea to restore its design cross sections and design hydraulic discharge capacity. A grant agreement between the MWH and the Netherlands Enterprise Agency, Develop2Build Infrastructure Team, was signed in December 2018 to support a feasibility study, detailed ESIA, and bidding and contract award (likely by August/September 2020). The dredging contract for the deferred maintenance portion of the contract would be completed in approximately 24 to 30 months from start, and periodic dredging works will continue through the duration of the project (approximately three years). (b) Urgent repair, restoration, and reconstruction of drainage channels, bridges, sandtraps, and weir. This includes investments to restore and maintain the hydraulic performance, for example, sand traps on tributaries to the Odaw River, the repair of critical collapsed channel linings, and the repair of the Nima and Kaneshie drains. The outlet to the sea will be reengineered and reconfigured to improve the hydraulic performance of the drainage network at its outfall to the sea. The targeted bridges will be reconstructed—raised above the modelled water surface elevation of the 25-year flood. Raising these and reducing their hydraulic resistance through a single span structure will mitigate the upstream impacts of flooding, decreasing the frequency and intensity of any flooding in the vicinity of the Circle. For the bridge bearing the railway crossing at Circle, the elevation will necessitate the vertical realignment of the tracks on either side of the elevated bridge. A weir in Korle Lagoon, which is causing backwater effects during high flows exacerbating the floods upstream, will also be rehabilitated to minimize its obstruction to flood flows. (c) Construction of flood detention basins. This subcomponent includes construction of detention basins in the middle and upstream of the basin to help temporarily store water from peak flood events and gradually release water following storms. This is a very effective and cost-efficient means of reducing the risk of floods. However, the costs to the government for land acquisition and potential resettlement costs could be significant. The design consultant will be required to have a professionally diverse competent team with some members required to have international experience such as the dams’ safety engineering expert (as required by the GoG and World Bank small dam safety regulations). An early warning and response plan will be developed under the consultant’s scope of work. 71The scope of work for the engineering designs for the detention ponds will pay particular attention to the issues of dam safety by qualified dam design and safety experts on the team of the engineering design consultant firm. The maximum height of the detention ponds dykes is approximately 4 m–5 m based on the feasibility studies to date. Page 54 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) The location of detention basins is yet to be fully defined and will be scheduled for second or third year of the Project. (d) Micro-retention areas in upstream areas will be designed, much like the flood detention basins, to reduce the peak flows from storm events thus dampening the downstream potential flooding impacts. In the new design, the roads will still be kept free of floodwaters after heavy rainfall but instead of discharge of the excess water to downstream, part of it will be stored in berms alongside the roads. These infiltration berms can be filled with coarse gravel to keep them flat at the street level and still have capacity for water retention. In addition, localized and small-scale retention areas (either above or below the ground) for example, on parking lots of public buildings, parks, schools, and sport fields can be considered to increase localized infiltration. In the long term, up to 1 percent of the surface areas can be developed in this way for micro-retention or so-called wadis. Subcomponent 1.2 Non-structural measures to improve flood warning and preparedness (US$7 million) 10. This subcomponent will support scaling up and modernizing the existing flood forecasting, warning, and emergency response system, as well as enhanced community awareness and preparedness (with special emphasis on drills and flood mitigation actions in local communities). The development of a flood early warning system for the GAR ‘FEWS Accra’ will also include the development of the CONOPS for HSD, GMet, and NADMO to provide a broader operational framework to which the proposed activities under Subcomponent 1.2 (and potential support from GCF) can be aligned with. 11. It will include (a) development of a flash flood guidance system and procurement of priority hydromet stations in the GAR, (b) a comprehensive analysis of areas at risk of flooding in the GAR (beyond the Odaw Basin), (c) support for contingency planning and community awareness campaigns to ensure the ‘last mile’ connection of the early warning system with the communities, (d) support for NADMO and MMDAs with basic emergency management equipment, and (e) support for improving coordination of flood management actions at the metropolitan level/across MMDAs and within MMDAs. The activity will be implemented with the support of a technical service provider, who will be responsible for the design, operation, installation of required equipment, capacity building, and transfer to the relevant stakeholders (WRC, HSD, GMet, NADMO, MMDAs). It consists of the following five activities:  Development of the CONOPS for GMet, HSD, and NADMO.  Detailed analysis of underlying information, data, and systems as well as recommendations for modernization, including topography, bathymetry, hydrological, and meteorological monitoring systems as well as information and communication technology (ICT) and data processing. This includes some support for modernizing the hydromet network in the GAR (and beyond), strengthening forecasting and numerical weather prediction capacity; data integration; as well as institutional support regarding ICT, capacity building, and communication with stakeholders.  Flood risk assessment and food early warning system for basins in the GAR, including a dynamic hydrological-hydraulic model for basins in the GAR and its drainage network and the generation of hazard impact information. Page 55 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330)  Strengthening response and preparedness, including updating contingency plans at MMDAs and community levels, as well as strengthening the emergency response capacity of NADMO and the central and local levels.  Dissemination of information and communication within at-risk communities, including communication and outreach campaigns and clear and usable warnings, ensuring that people understand warning. 12. Other nonstructural measures include improving nature-based solutions and green areas to increase recreational spaces, improve landscape, and use this improvement for reduction of flow to drainage through regulation. The project will support these measures under Subcomponent 1.1 (as a part of development of flood detention basins and resilient drains). Subcomponent 1.2 includes technical capacity building of the HSD, WRC, NADMO, and other stakeholders on O&M of drainage and flood management infrastructure and services. Local MMAs are supported primarily through Subcomponent 3.3. Table 1.1. Component 1 Budget for Odaw Basin–Climate Resilient Drainage and Flood Mitigation Measures Component 1. Climate Resilient Drainage Cost Implementing O&M Cost and and Flood Mitigation Measures (US$, millions)a Entity Responsibility 1.1. Structural measures to mitigate flood impacts in the Odaw River Basin (US$85.02 million) 1. Dredging performance based deferred MWH (HSD) US$2.3 million annual 29.90 and annual O&M under PBC 2. Sand traps - Caprice + additional on select MWH (HSD) Government (HSD) 2.37 tributaries annual budget MWH (HSD) Government (HSD) 3. Urgent repairs - Odaw, Nima + sea outlet 11.39 annual budget DUR Government (DUR) 4. Urgent repairs - bridge reconstruction 9.58 annual budget MWH (HSD), US$.23 million/year GAEC72, MMA O&M costs - 5. Flood detention Basins 7.60 recreational areas to pay for O&M 6. Additional flood detention basins and MWH (HSD), TBC other measures to achieve higher flood MMAs, DURs 15.00 safety level (T25) within Odaw River Basin, sub-basin flood control measures, wadis MWH (HSD), HSD budget 8. Wier rehabilitation 1.50 MMA 7. LIDAR, Engineering design, supervision, MWH 7.68 ESIAs 1.2 Non-structural measures to improve flood warning and preparedness (US$7.00 million) WRC, HSD, GMet, WRC, HSD, GMet, 9. Flood early warning and response systems 7.00 NADMO, MMAs NADMO Annual budget TOTAL 92.02 Note: a. Includes contingencies. 72 Ghana Atomic Energy Commission Page 56 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Component 2: Solid Waste Management Capacity Improvements (US$42.2 million, SDR 30.4 million) 13. Component 2 of the project aims at improving SWM in the GAR by reducing the volumes of solid waste indiscriminately disposed of and reducing the volumes of uncollected waste to reduce flooding impacts in the city. It is estimated that between 2,500 and 3,000 tons of solid waste is generated per day in the GAR. About 75 percent of the waste generated is collected. The solid waste collection systems in high- and medium-income communities is relatively better managed than in low-income communities. Significant volumes of solid waste accumulate in water bodies especially after rain events when the uncollected wastes are washed into waterways and is one of the key issues among others that cause flooding. There are about 200 trucks, mostly owned by private waste collection companies, for collecting waste. Most of these trucks were imported into the country as used vehicles and have high operational inefficiencies. Most of the solid waste contractors are in need of new collection trucks to improve their efficiency. The solid waste component is focused on interventions that will prevent waste from flowing into the channel so that flooding effects are reduced. The interventions include community-based solid waste interventions in low-income communities, litter management strategy, construction of a transfer station, capping of old dumpsites, infrastructure for solid waste disposal, and the rollout and a communication and outreach program to improve behavior toward SWM. There is an ongoing study funded by the World Bank-funded GAMA Sanitation and Water Project to develop an IUESMP. The component will tap into the recommendations made on solid waste in the study, where necessary, to help improve SWM in the Odaw channel. 14. The GAR has one major engineered landfill located in Kpone near Tema about 45 km east of the Odaw channel. A second disposal site at Nsumia in the Akwapim South District to the north of GAR is not an engineered landfill. Where landfills are located can make the transportation costs associated with final disposal of solid waste very expensive. To reduce travel times, there is the need to provide engineered transfer stations. These would provide intermediate points for temporary disposal and thereby reduce the travel times for primary solid waste collectors.73 The experiences of community involvement in SWM in some areas in the country has shown that there can be an improvement in litter management in those areas. The potential addition of some livelihood enhancement measures by providing mini-composting, sorting, recycling, and other innovative sanitation measures will be developed to help in the management of solid waste in selected communities. There are a number of unregulated dumpsites which are contributing leachate to further degrade the quality of the Odaw channel. Capping of these dumpsites will improve the environment of the communities where they are located and reduce the leachate that contaminates the channel. Characterization of waste streams will be carried out. 15. Component 2 of the project focuses on reducing the amount of solid waste and other forms of contamination that flows into the Odaw channel. The measures to be including in Phase I are (a) solid waste/litter management plan based on characterization and location of main channels of flow of refuse into the Odaw channel and community-based SWM in selected communities along the Odaw channel, (b) construction of transfer stations, (c) capping of unused dumpsites, and (d) extended capacity for solid waste disposal. 73Primary solid waste collectors are the parties engaged in the collection directly from the sources of waste generation. Secondary waste collectors are the parties that collect from temporary transfer points to the final disposal. Page 57 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Subcomponent 2.1. Community-based solid waste management interventions and community campaign (US$7.9 million) 14. This subcomponent will be implemented in the low-income or informal communities of the Odaw Basin. A study on solid waste characterization in the GAMA will be carried out. This study will be aimed at obtaining the different fractions of municipal waste generated in the metropolis. It will also provide information on the means by which waste flows into waterways and propose mitigating measures, including the deliberate disposal by households neighboring the drainage channels, and propose measures (structural and educational) to prevent the waste from entering drains and waterways. The structural measures for preventing waste from entering the Odaw will be implemented by the project. 16. The basin will be subdivided into four with the aim of engaging the low-income communities and business in each division to improve on the management of solid waste to reduce the main sources of waste entering into the Odaw. The activities in these communities will include (a) undertaking a baseline study to develop a waste collection and recycling scheme and option for service delivery and cost recovery that is appropriate for each community (community-based enterprise and private sector); (b) acquiring the necessary equipment (skip buckets, waste bins, tricycles, and handcarts); (c) community cleanup campaigns; (d) undertaking community mobilization and awareness raising; and (e) implementing a results-based incentive program which will consist of providing incentives to communities based on independently verified outcomes (improved waste collection and reduction of litter and waste disposed into the drainage system). The subcomponent will also finance a comprehensive study along the main Odaw channel to identify specific locations along the channel where physical barriers or fences are needed to prevent people from deliberately dumping waste into the channel and the construction of these physical barriers. In addition, waste bins will be installed at these locations to provide an alternative to waste disposal. Subcomponent 2.2. Waste transfer stations, materials recovery facility, and center of excellence for solid waste management (US$11.5 million) 17. Transfer stations are necessary to reduce the travel times for hauling waste from the municipalities to the final disposal sites, which are located on the outskirts of the metropolis. The ongoing IUESMP will provide potential locations for the construction of transfer stations. There are currently two engineered transfer stations and several mini ‘transfer stations’ which are points of collection for bigger trucks for final disposal. A priority location has been identified on the land belonging to the University of Ghana and the necessary safeguards instruments have been prepared and disclosed. To maximize the impact of the proposed facility, it is expected that the site design will include a Center of Excellence for SWM. The Center of Excellence will be managed by the Institute of Environment and Sanitation Studies of the University of Ghana and will be a unique capacity-building hub and research center for innovations in waste management and other environmental studies. Subcomponent 2.3. Capping of old dump sites (US$2.8 million) 18. There are a number of old dumpsites within the Odaw Basin which exacerbate the pollution of the Odaw through the leachate discharged and the wanton disposal of plastics and other materials blowing into drains and waterways. The general unsightly nature of these dumps makes them an eyesore. The Abloragyei dumpsite in the Ga East Municipal Assembly has two dumps adjacent to each other Page 58 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) covering an area of approximately 21 acres, will be capped under this component. There is currently no dumping occurring at the site. The measures to be put in place will consist of a soil cap to cover the waste and drainage features to ensure that the leachate produced by the dumps does not flow into drains and the Odaw channel. Before the design, consultations will be held with stakeholders to decide on the measures to put in place to prevent illegal settlers once the dumpsite is closed. This subcomponent will support the preparation of a post-closure management plan for the site to ensure there is no further dumping or human settlements at the site. The community-based litter management strategy may identify some other smaller dumps which may require evacuation or capping as part of this subcomponent. The relevant assessments will be undertaken during the project. Subcomponent 2.4. Extending final disposal capacity for the Greater Accra Region (US$20 million) 19. The project will require a final disposal site to accommodate the waste from the transfer station. The current landfill at Kpone is almost at its capacity but there is a possibility to develop two additional cells at the landfill. One of the key outputs of the ongoing IUESMP study will be recommendations for the final disposal of solid waste in the GAMA including recommended sites. Yet, the Government is already in advanced discussions to acquire a new site with large capacity to accommodate waste from the GAR. The project will undertake the relevant studies, including preliminary designs and environmental and social impact studies, to develop the additional capacity needed to accommodate waste from the GAR. The studies will include management and financial models for sustainability of operations. Based on the outcomes of the studies, the project will support the construction of landfill cells at the Kpone landfill or the newly identified site upon completion and disclosure of the required safeguard instruments. The project will support ongoing operations at the existing Kpone landfill especially the leachate collection and treatment systems and to improve the health and safety of workers, waste pickers, and so on as the existing weigh-bridge will serve the additional cells to be provided. Page 59 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Table 1.2. Component 2 Budget - Solid Waste Management Capacity Improvement 2 Solid Waste Capacity Management Improvement Total (US$, millions) Community-based solid waste management interventions and community 7.64 2.1 campaign 1 Removal of accumulated waste from the communities (cleanup campaigns) 1.00 2 Collection points/recycling infrastructure (skips location) 0.80 3 Community Incentive Program 1.20 4 Community Support Programs (through NGOs) 1.44 5 Collection equipment (skip trucks, mini trucks) 1.00 6 Tricycles for primary waste collection 0.30 7 Miscellaneous collection equipment and cleaning equipment 0.60 8 Communication strategy 0.20 9 Comprehensive study along the Odaw channel to identify locations for fences 0.10 10 Litter prevention measures to be identified through the study 1.00 Waste transfer stations, materials recovery facility, and center of excellence 10.40 2.2 for solid waste management 11 Technical designs 0.30 Construction of transfer station, materials recovery facility, and center of 6.00 12 excellence 13 Preparation of RAP/ESIA for new transfer station 0.10 14 Construction of transfer station 4.00 2.3 Capping of old dump sites 2.67 15 Design for capping of old dumpsites 0.05 16 ESIA/RAP for additional capping of old dumpsites 0.10 17 Capping of old dumpsites 0.72 18 Capping of old dumpsites - additional 1.80 2.4 Extending final disposal capacity for the Greater Accra Region 18.55 19 Technical studies on proposed sites for solid waste disposal 0.50 Technical assistance on financial and O&M model for operation of landfill and 0.05 20 transfer stations 21 Construction of additional cells at existing site 6.00 22 Construction of new solid waste treatment facility 12.00 Subtotal 39.26 Contingency (7.5%) 2.94 Total (rounded) 42.20 Component 3: Participatory Upgrading of Targeted Flood Prone Low-Income Communities and Local Government Support (US$58.8 million SDR 42.3 million) 20. The GAR has a long history of flood hazards with several devastating events recorded since the 1950s. Many such flood events have occurred in informal settlements which are located within the low- lying areas. Informal settlers constitute about 38.4 percent of AMA’s population and are subject to at least one shelter deprivation in the form of lack of clean water and sanitation; insufficient living space; low- quality, unaffordable housing structures; and/or no security of tenure (Engstrom et al. 2017; United Nations-HABITAT 2008). Page 60 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 21. While the latest Accra DRM-Poverty survey shows that the poorer and richer households were equally likely to be affected by the 2015 flooding, poorer households are unambiguously more vulnerable to floods than the rest of the population in the GAR.74 The urban poor in the GAR tend to reside in low- lying or unwanted areas, often in informal settlements 75 associated with overcrowding; sub-standard housing; poor access to basic services; and high exposure to natural hazards, cholera, and fire events. There are also sizable Zongo communities which are marginalized socioeconomically and spatially. Apart from poor dry weather access (that is, local roads and footpaths) to such communities, the provision of water and sanitation services to these areas is inadequate and unable to keep pace with demand. The daily shortfall of water supply to Accra is 130,000 m3 and water is relatively costly for the urban poor (UN Habitat 2011). Access to basic sanitation and solid waste services is also a challenge. About 46 percent of households in the GAR do not have access to improved household toilets (flush toilet or Kumasi Ventilated-Improved Pit) and these households are mostly located in the slums. The current solid waste services do not provide adequately for informal settlements, hence the indiscriminate disposal of waste in open spaces and drains.76 Figure 1.2. Location of Priority Communities within Odaw Basin 22. This component is jointly led by the MICZD, MLGRD, and participating local governments to (a) reduce vulnerability to flooding and enhance public service provision in priority low-income 74 World Bank. 2018. The Road to Recovery: The Role of Poverty in the Exposure, Vulnerability, and Resilience to Floods in Accra . 75 Based on the United Nations-Habitat definition that there is at least one shelter deprivation in the form of lack of clean water and sanitation; insufficient living space; low-quality, unaffordable housing structures; and/or no security of tenure. 76 World Bank. 2017. Enhancing Urban Resilience in the Greater Accra Metropolitan Area, City Strength Resilient Cities Programme. Page 61 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) communities 77 and (b) improve metropolitan planning and coordination, as well as O&M of drainage infrastructure in the Odaw River Basin. The participating communities have been selected based on the following criteria: (a) located outside the danger zone, that is, areas still being flooded even after interventions to achieve T50 are in place, as these communities should be relocated to safer grounds instead; (b) vulnerability to flooding; (c) income levels (that is, priority given to areas where the poorest reside); (d) access to basic services such as drainage, water, sanitation, SWM, provision of dry weather access, and so on; 78 and (e) demonstration effect (ability to show tangible results for public support and replication). Based on these criteria, the following communities are slated for initial interventions: Nima, Akweteman, and Alogboshie (totaling 65–70 ha land). Subcomponent 3.1. Participatory community upgrading (US$43.5 million) 23. This subcomponent will support participatory upgrading to reduce vulnerability to flooding and improve living conditions in priority communities. Concretely, it will support (a) participatory upgrading of tertiary infrastructure and services prioritized by targeted low-income communities. This includes construction or rehabilitation of drains, local roads, pedestrian paths, community sanitation facilities, streetlighting, and possibly open spaces and local markets and (b) primary/secondary infrastructure to make the tertiary upgrading viable, such as interceptor sewer and storm water overflows, small wastewater treatment facilities (for example, large septic tanks and biological facility), and provision of serviced plots and microretention pond and public open space excavation and landscaping. Reblocking and infill development will be necessary in some of the targeted communities. 24. Upgrading of the discrete primary/secondary elements in each of the three communities is critical as is the more widespread upgrading of the tertiary infrastructure in the selected areas. If the tertiary drainage were improved in the areas without improvement in the primary/secondary links to which the tertiary drainage flows then improvements would be limited in times of heavy storms. For costing purposes, a package of improvements has been identified which would be implemented to functional standards and would be constructed on a multisector area basis to provide significant impact over the shortest possible time. The final packages of improvements will be planned and designed with the active participation of the target communities. Initial analysis has shown that to achieve significant improvements, costs of a package of improvements including access, drainage, streetlighting, water supply and sanitation would be in the order of US$330,000 to US$380,000 per ha. 77 As a matter of principle, the areas that will still be flooded after interventions to achieve T50 protection (as simulated in the HKV flood modeling), are in effect, not suitable for residential purposes. For current residents residing in these areas, a flood early warning system should be in place as a short-term measure. In the long run, they should be relocated to safer places, and the areas to be preserved by measures such as green space for recreational uses during non-raining seasons. The magnitude of such relocation is likely to be substantial. For such ‘preventive resettlement’ to be successful, a systematic and programmatic approach is essential, with sufficient funding and institutional capacity to carry it out, as well as extensive consultation. Undertaking such preventive resettlement is not yet feasible given the current capacity, institutionally and financially. However, the Government deems it critical, to start thinking through practical options for such preventive resettlement and use Component 3 to pilot some of the possible measures, particularly, when upgrading efforts can accommodate more housing units through reblocking, infill, and densification. 78 Income level and access to basic services is jointly measured by combining household survey data and census data with high spatial resolution satellite imagery and other geospatial data using multiple methodologies, including machine learning. For details, see Engstrom, et al. 2018. Monetary and Non-monetary Poverty in Urban Slums in Accra: Combining Geospatial Data and Machine Learning to Study Urban Poverty. Page 62 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Table 1.3. Proposed Tertiary Infrastructure Upgrading and Primary Links for Three Selected Communities Ref. Community Intervention Total Costs (US$) 1 Nima Primary/secondary works (roads, interceptor sewers, 4,000,000 wastewater treatment plants) each side of drain 12,540,000 2 Akweteman Primary/secondary drainage 4,000,000 Upgrading of tertiary infrastructure (reduced) 6,840,000 3 Alogboshie Retention pond and serviced plots for relocation 4,000,000 Upgrading of tertiary infrastructure (reduced) 6,460,000 Total 37,840,000 Total + 15% price contingencies 43, 516,000 Subcomponent 3.2. Community engagement and technical advisory services (US$6.8 million) 25. This subcomponent will primarily finance (a) consultant services to community engagement led by the local governments, supported by the MICZD, through consultations and social preparation activities; (b) technical studies such as community surveying and mapping, planning and engineering design, and supervision of upgrading works; 79 and (c) preparation of safeguards instruments for community upgrading. 26. The modality and mechanism for participatory upgrading (Subcomponents 3.1 and 3.2) have been designed based on good practices and lessons learned both internationally and locally. The community engagement will be facilitated by community liaison officers—one in each community—to help understand formal and informal power structures and social dynamics and help facilitate all project interventions in the respective communities. Multidisciplinary planning, engineering design, and supervision firms will be hired by the MICZD to carry out participatory planning, prioritization, as well as detailed design of the investments. The firms will be required to provide strong expertise and capacity on community engagement/mobilization so that the planning and prioritization will be truly participatory. There are a small number of NGOs and local people’s organizations that have such expertise in the GAR that the firm can draw on. The communities will establish their committee consisting of representatives of community members of both genders to interface with the firm. The actual upgrading contracts will be managed by the respective municipalities. The contractor will be encouraged to hire labor from within the communities. Subcomponent 3.3. Metropolitan governance and operation and maintenance improvement (US$8.45 million) 27. This subcomponent supports (a) Establishing and institutionalizing inter-jurisdictional coordination among local governments, starting with the local governments (MMDAs) in the Odaw River Basin, including the development of a Joint Odaw River Basin management plan,80 that includes the rollout of storm water regulation and flood zoning and its incorporation into the participating local government’s annual capital investment plans and budgets; 79 Planning and engineering design of tertiary and secondary drains will ensure proper alignment to the main Odaw channel. 80 Based on integrated urban watershed management principles that incorporates drainage, sanitation, SWM, and DRM. Page 63 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) (b) Assessing and improving O&M of drainage infrastructure at local level and coordination with parent ministries/departments for activities such as support for improving local budgeting and revenue generation capacity and creation of a geospatial asset management system; and (c) Establishing capacity support grant to support annual grants as an incentive to participating local governments who meet eligible conditions, which will be set up based on the O&M assessment in Year 1. 28. Support for an inter-jurisdictional coordination mechanism will include (a) support for improved coordination meetings such as monthly meetings of technical officers and quarterly meetings of political heads and (b) support to Joint Development Planning Area process (development of Legislative Instrument (LI) and so on) including flood risk management/storm water utility assessment. This will include a feasibility study for the utility considering organization, legal and institutional requirements, economic and financial feasibility, capacity building, and action plan for its implementation. Priority will be given to build on roles and responsibilities of the existing institutions, including assessing the role of Inter-Jurisdictional Coordination Management Committee or the potential JDPB in managing flood risks in the GAR. 29. Support to storm water regulation and flood zoning will be as in the following paragraphs:  Regulation for storm water management. (a) preparation of the proposal of regulation considering the conditions in Accra; (b) adjustment to Ghana legal framework; (c) approval of regulation; (d) capacity building for the application and enforcement of the regulation by the flood management utility; (e) capacity building for contractors, local authorities, and other relevant professionals; and (f) enforcement of the regulation.  Flood zoning. (a) assess basins in the GAR which requires flood zoning, where structural measures will not be feasible, (b) study to estimate and map the 100-year flood floodplain extent of these areas, (c) develop or revise regulation to be enforced to prohibit development inside 100-year flood floodplain until the flood zoning is complete and included in the urban development regulation, (d) prepare the required survey of the rivers and develop the flood zoning for each area, (e) incorporate flood zoning in urban development regulation, and (f) capacity building related to flood zoning and enforcement. In particular, Flood zoning will build on Land Use Planning and Management Information System (LUPMIS), which is a desktop-based Geographic Information System (GIS), developed under the LAP-1 Project, operated solely on the Map Maker GIS platform to facilitate the preparation of spatial plans, development control, street addressing, and property tax administration. Development of the joint Odaw River Basin management plan will include sub-basin flood control plans, development of wadis, achievement of high flood safety levels through additional flood detention areas, preparation for potential flood plain lowering, and Odaw channel widening. Building on an integrated GAMA masterplan, it will also include identifying measures to improve liquid waste management in the Odaw Basin including development of interceptor sewer and treatment plans. Page 64 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 30. Measures to improve O&M will include (a) development of a comprehensive drainage system and flood mitigation infrastructure O&M, (b) standard local government O&M plans including identification of measures to improve budgeting and municipal finance, and (c) asset management assessment and strategy study. The study will cover O&M aspects for primary, secondary, and tertiary drainage and flood mitigation infrastructure for the whole Odaw Basin. It will include an assessment of the current and future required O&M budget; allocated government budget and future estimated increase; agencies mandate and challenges (for example, technical, financial, institutional); and a strategy for addressing challenges, clarifying agencies responsibilities, securing revenues or other sources of finance for operational budgets, and evaluating the possible participation of the private sector, among other aspects. Based on the study outcomes, subsequent measures will be supported to improve local budgeting and revenue generation capacity, and geospatial asset management system, as well as setting up local O&M capacity support grant for participating MMDAs. Eligible conditions and expenditure menu will be specified in the PIM after the O&M assessment. Component 4: Project Management (US$7 million, SDR 5.1 million) 31. This will finance the management activities associated with project implementation, including establishing and implementing a comprehensive M&E system and training of the IAs in environmental and social management. This will finance technical assistance, equipment, training, and operating costs for the PCU, MDA PIUs, and local government MPCU, including establishing and implementing a comprehensive M&E system and training of the IAs. The project would furthermore provide support to institutionally strengthen some of the agencies and departments to better address and manage O&M of flood and waste management. This component will provide funds to undertake technical assistance and feasibility studies for the subsequent phases of the SOP. There is a potential to attract other donors’ finance or trust fund to ensure feasibility of the subsequent investments in Phase II. Component 5: Contingent Emergency Response Part (US$0) 32. The CERC will enable rapid reallocation of funding between project components, following an emergency. By integrating a CERC into a project, the level of disaster preparedness is strengthened, eliminating the need for time-consuming restructuring in the immediate aftermath of a crisis, when the Government is in urgent need of quick liquidity. The availability of immediate financing is critically important to support the GAR in the first response, helping coordination in the early recovery phase, and bridging the gap to longer-term recovery and reconstruction phases. The CERCs can be used for immediate and emerging risks, such as disasters, conflicts, epidemics, and economic shocks. 33. This CERC is included under the project in accordance with Bank Policy: Investment Project Financing, paragraphs 12 and 13, for situations of urgent need of assistance. This will allow for rapid reallocation of project proceeds in the event of a natural or man-made disaster or crisis that has caused or is likely to imminently cause a major adverse economic and/or social impact. To trigger this component, the Government needs to declare an emergency or provide a statement of fact justifying the request for the activation of the use of emergency funding. To allocate funds to this component, the Government may request the World Bank to reallocate project funds to support response and reconstruction. If the World Bank Group agrees with the determination of the disaster and associated response needs, this component will draw resources from the unallocated expenditure category and/or allow the Government to request the World Bank to recategorize and reallocate financing from other project components to Page 65 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) cover emergency response and recovery costs. This component could also be used to channel additional funds should they become available because of an emergency. Disbursements will be made against a positive list of critical goods or the procurement of works and consultants. Table 1.4. Overall Project Component, Costs, and Implementing Entities Project Components Project Cost Key IA (US$, millions) Component 1: Climate Resilient Drainage and Flood Mitigation Measures (About US$92.0 million) 1.1 Structural measures to mitigate flood impacts in the Odaw River 85.00 MWH Basin 1.2 Non-structural measures to improve flood warning and 7.00 MWH preparedness Component 2: Solid Waste Management Capacity Improvements (About US$42.2 million) 2.1 Community-based solid waste management interventions and 7.90 MSWR community campaign 2.2. Waste transfer stations, materials recovery facility, and center of 11.50 MSWR excellence for solid waste management 2.3. Capping of old dump sites 2.80 MMAs 2.4. Extending final disposal capacity for the Greater Accra Region 20.00 MSWR Component 3: Participatory Upgrading of Targeted Flood Prone Low-Income Communities and Local Government Support (About US$58.8 million) 3.1. Participatory community upgrading 43.50 MMAs 3.2. Community engagement and technical advisory services 6.80 MICZD 3.3. Metropolitan governance and operation and maintenance 8.45 MLGRD/MMAs improvement Component 4: Project Management (About US$7.0 million IDA) 4.1. Project management support 7.00 MWH/MSWR/MICZ D/MLGRD/MMAs Component 5: Contingent Emergency Response Part (CERC) (US$0 million) Total 200.0 Attachment 1. GCF Proposal 34. Phase 1.b. of the Greater Accra Climate Resilient and Integrated Development Project is envisaged to be (co-)financed by the GCF with US$75 million as a combination of grant financing (US$49.5 million) and concessional loan (US$25.5 million) acceptable to the GCF and the GoG for climate proofing the drainage management infrastructure, supporting end-to-end early warning, and climate-smart and water- wise urban development planning. The proposal has been short-listed by the National Designated Authority of Ghana (Ministry of Finance) to the GCF, whereas the World Bank has been nominated as the international accredited entity for its implementation by the National Designated Authority. GCF funding would in this way complement IDA funding to cover the additionality costs for climate proofing the drainage and flood management infrastructure and support end-to-end early warning systems. 35. It is estimated that—considering urbanization and different climate change scenarios—a flood protection safety level of 1:10 years in 2015 may be reduced to 1:9 to 1:4 years by 2070. The investment Page 66 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) priority under the GCF will be based on a three-pillar strategy to adapt flood management to the potential impacts of climate change and ensure that by 2070 the same flood protection level can be provided to the inhabitants of the GAR. The three-pillar strategy for adaption will include (a) adapting infrastructure to climate change, (b) water-inclusive and resilient spatial planning, and (c) managing residual risk and better understanding flood risks by strengthening hydromet services and FEWS Accra. The proposed activities will include the following: (a) Adapting infrastructure to climate change (US$25.5 million). This will include a number of priority measures to increase the adaptive capacity, such as widening bridges at Caprice, Avenor, and the outfall to the sea and constructing an additional inline retention pond on government-owned land and Kaneshie drain repairs. (b) Water-wise and resilient spatial planning (US$30 million). This will include support for planning, capacity building, and enforcement of water-inclusive and resilient spatial development regulations, notably at the level of the MMDAs as planning authorities, and the rollout of microretention (27.5 ha) and new drain designs or road constructions (70 km). (c) Strengthening hydromet services and FEWS Accra (US$15 million). The activities will include continued support to the modernization of the national hydromet and disaster management services in line with the CONOPS, which has been introduced in the IDA loan: (i) institutional strengthening of the HSD, GMet, and NADMO to support institutional performance and continue to build capacity of their staff; (ii) enhancement of service delivery, for example, by diversifying communication channels to users (including introducing mobile telephone–based applications) and targeting products to different sectors of the economy and user groups; and (iii) modernization of observation and telecommunication infrastructures including support to full operationality of ground-based remote sensing systems, upper-air measurements using commercial aircraft as a part of the Aircraft Meteorological Data Relay (AMDAR), strengthening quality control by setting up calibration facilities, modernization of the communication and ICT systems, and refurbishment of offices and operational facilities. (d) Project management (US$4.5 million), including M&E as well as training and South-South exchange to learn from global best practices for flood management Rationale for Proposing GCF co-financing 36. The GCF funding would complement IDA financing to cover the additionality costs for climate proofing the drainage and flood management infrastructure and support end-to-end early warning systems for the GAR. Considering the current design criteria of the drainage network and its fundamental role for managing floods and the overlaid climate risks, the investments need to be designed to be climate smart today to cater for potential climate impacts in 2070. The GCF funding would cover the additionality costs to adapt these systems to climate change. The estimated GCF financing would be US$75 million, ideally as a combination of grant and concessional loans. IDA funding would focus on expanding the primary drainage network and addressing critical short-, medium-, and long-term issues in the drainage network, which are inherent to its design. Page 67 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Alignment with the GCF Investment Criteria 37. The project responds clearly to the GCF investment criteria:  Climate impact potential. The project has a substantial climate impact, benefitting the estimated population of 1.1 million in the Odaw Basin (direct beneficiaries).  Paradigm shift potential. The project provides integrated and pro-poor solutions addressing SWM and drainage improvements combined with institutional support and fostering institutional change and finding sustainable solutions for financing O&M.  Country ownership. The proposed project is aligned with the National Climate Change Policy and Ghana’s INDC. In fact, it is on the adaptation actions defined in the INDC in 2016; whereas the Government has requested support from the World Bank to develop a GCF funding proposal concept note aligned to the project.  Effectiveness and efficiency. The project and GCF funding proposal is built upon solid analytical work providing a model and evidence-based assessment of potential flood protection investments, their effectiveness and efficiency with regard to costs, social and environmental impacts, and potential climate impacts. Alignment with World Bank Priorities 38. The call for the GCF co-financing to the GARID Project is aligned to the World Bank’s Climate Business Plan and contributes to the pledge made by the World Bank at the One Planet Summit for its City Resilience Program aiming to mobilize US$4.5 billion in loans and technical supporting cities to protect themselves again climate change impacts. Accra has been announced one of the first cities to benefit from this initiative. 39. The proposed project contributes to Ghana’s National Development Strategy and Ghana’s CPS, whereas the GCF co-financing is a priority for the Country Management Unit. It contributes to Pillar 2 of the World Bank Strategy for Africa (Africa’s Future and the World Bank’s Support to It) ‘Vulnerability and Resilience’, which emphasizes the need to address Africa’s infrastructure deficiencies as essential to achieving long-term sustainable growth. Page 68 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) ANNEX 2: IMPLEMENTATION ARRANGEMENTS AND SUPPORT PLAN (i) Project Institutional and Implementation Arrangements A. Institutional Arrangement 1. Given the nature of the interventions, this project will involve multiple government agencies that have sectoral mandates in drainage management and environmental sanitation and those that have area- based mandates in inner city and Zongo development—across national, regional, and local levels. The project will cover multiple local government jurisdictions within the GAR; about 20 percent of the project investments are within the mandate of municipalities. This will require strong coordination—both horizontally and vertically—among all agencies involved in the project. However, there is limited horizontal coordination among the various bodies operating within the GAR at all levels. 2. The institutional and implementation arrangements therefore must strike a balance between the need for effective and timely implementation and the need for respecting institutional mandates, the decentralization agenda of the government, and local government ownership and commitment to ensure long-term sustainability (effective O&M) of project interventions. Reflecting upon experiences with Project Preparation Advance implementation, a strong coordination structure that enjoys timely support of the host ministry is required. The project can also add value by planting the seeds for institutionalizing cross-jurisdictional planning, management, and coordination. 3. The core institutions that will be directly involved in the implementation of the project are the following: MWH, MSWR, MICZD, and MLGRD at the national level and beneficiary MMAs at the local level. On drainage management, the range of planning and management activities falls within the statutory obligations of multiple MDAs and local governments: (a) The HSD of the MWH has the mandate to develop overall drainage master plans and maintain primary storm drainage in Ghana (including the GAR). (b) The Ghana Highways Authority and the DUR, both under MRH, also construct drains as part of their work. They also have funds to maintain the tertiary and secondary drains that abut the roadways they manage. (c) The MMDAs, through their respective Works Departments, also construct and manage a network of secondary and tertiary drains. (d) On the flood forecasting, warning, and emergency response system, the HSD is technically responsible for flood forecasting; GMeT is responsible for the meteorology part; and the WRC is responsible for surface water quality, basin coordination, and support to flood forecasting. NADMO is responsible for disaster preparedness and response and the MMDAs for local-level coordination. 4. On sanitation (liquid and solid waste), the MSWR has the mandate to formulate and implement policies, plans, and programs for the provision of environmental sanitation facilities and management of liquid and solid waste for the well-being of all people living in the country. There is ongoing policy deliberation regarding the establishment of a National Sanitation Authority/Agency (under the MSWR, Page 69 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) with regional- and potentially district-level structures) to support the delivery of sanitation infrastructure and services (solid and liquid wastes) and carry out regulatory duties. 5. With respect to activities anticipated to support most vulnerable communities, in addition to sectoral obligations within MDAs and territorial obligations of MMDAs, the MICZD has been established as a special vehicle to formulate; promote; and coordinate implementation of policies, programs, and plans to deal with special needs of inner city and Zongo communities. 6. The Regional Coordinating Council is part of the decentralized structures, sitting at the apex of subnational government hierarchy, with a primary focus on policy coordination between the national and local governments, and implementation supervision and monitoring of related local governments’ activities. The GARCC has a limited role, power, or resources for addressing local inter-jurisdictional issues and developments among the MMDAs. To date, horizontal coordination among the MMDAs (which are autonomous planning authorities) is weak, which has led to inefficiencies in the planning, implementation, and O&M of services that have network or spillover effects across the GAR. The MMDAs have a stronger functional relationship with the supervisory sector ministry, MLGRD, whose mandate includes design, implementation, M&E of policies, programs, and plans for all local governments in Ghana. 7. The project will ultimately support the designation of Joint Development Planning Area and establishment of JDPB for the project area (subject to provisions of the National Development Planning Systems Act, 1994 [Act 480] and LI 2232 of 2016) as an important first, short-term step to addressing the challenges of cross-jurisdictional integrated planning and coordination. The board, owned by the member MMDAs, will address the major sectoral and inter-jurisdictional coordination needs in the metropolitan area. The scope will include land use, wastewater and storm water drainage, and SWM (among others) because of the interdependencies and network or spillover effects of these functions. Such JDPB, in fact, can be the embryonic form of a future multisector metropolitan authority in the GAR. 8. To ensure effective implementation and ownership, the following institutional arrangement is proposed. This structure takes account of the institutional context as outlined earlier and the capacity of the MDAs and MMDAs on technical, fiduciary, safeguards, and monitoring aspects. These arrangements are expected to ensure that multisectoral objectives are reached, funds disburse quickly, and accountability is maintained. 9. Project leadership and oversight. An interministerial OC has been established to provide strategic and policy guidance and ensure the highest level of coordination and political support. It comprises representatives of the Ministry of Finance, MWH, MSWR, MRH, MLGRD, MICZD, MESTI, MLNR, Ministry of Health, GARCC, Ministry of the Interior, and NDPC, as well as two representatives of the beneficiary MMAs. The OC will provide overall project oversight, drive the political and policy processes for providing an enabling environment for IAs, and ensure strategic integration with other urban development programs in the GAR. The OC will be assisted by an inter-sectoral-jurisdictional technical committee that is responsible for the technical review of key project designs and studies, monitoring of implementation activities and ensuring multisectoral participation, particularly in awareness-raising-related activities including sharing project-related information at the local level. Ad hoc sub-technical committees will be constituted to deal with specific issues as and when needed. Page 70 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 10. Project management. The main responsibilities for the day-to-day implementation of the components are as follows: a PCU is hosted within the MWH. The PCU is responsible for overall management of implementation, coordination, M&E, reporting, fiduciary, safeguards, and grievance redress. This is the point of contact with the World Bank. Given the observed limited capacity within the governmental sector, experienced consultants will be procured to support the Government to manage the day-to-day project activities and coordination horizontally among different implementing ministries and vertically with the implementing or beneficiaries MMAs. The PCU shall be staffed with a project coordinator/team leader, engineers, procurement, financial management, environmental safeguards, social safeguards, M&E, and communication specialists (keeping in mind that an individual may have more than one area of expertise). Other specialists, such as a dam safety specialist, are needed as well, on a part-time basis. These proposed consultancy positions will be gradually replaced by mainstream government employees once internal capacities are built through the project. 11. Component 1 is implemented by the MWH, specifically by the HSD for activities related to Subcomponent 1.1 (drainage infrastructure) and in close collaboration with the WRC, NADMO, and GMet for Subcomponent 1.2 (early warning system). Component 2 is led by the MSWR, specifically by the EHSD in close collaboration with beneficiary MMDAs and communities. Subcomponents 3.1 and 3.2 are led by the MICZD, specifically the PPMED. The respective beneficiary MMAs are implementing the upgrading works, in close collaboration with the targeted communities. Subcomponent 3.3 is led by the MLGRD, specifically the PPMED, in close collaboration with NDPC, LUSPA, GARCC, and beneficiary MMAs. 12. Each IA has constituted dedicated PIUs to manage and facilitate implementation of the component it is leading. The PIUs will work closely with and report to the PCU. The PIUs will comprise the Government’s internal procurement, accountant, and technical staff. Procurement and contract management for subcomponent activities will be undertaken in the respective implementing ministry with support from the PCU. At the MMA level, implementation management will be mainstreamed into the existing Planning Coordinating Units (which is made up of various departments of the assembly) in each MMA as far as practicable. The MPCUs will be formed from among the membership of the Planning Coordination Unit or as determined by the MMA, informed by the specific project activities to be implemented within each MMA. However, other local government-level implementation options will be explored, informed by the specific project activities to be implemented within the respective beneficiary MMAs. 13. A Social Accountability Advisory Panel for the GARID Project will be established to provide advice to the OC, PCU, and PIUs. The board will consist of premier academic institutions such as the University of Ghana, CSOs, NGOs, and private sector to (a) assess implementation progress and provide advice; (b) enhance communications for the project as a whole, as well as for targeted communities; and (c) provide advice on challenges arising from misunderstanding or miscommunication on project activities. Page 71 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) Figure 2.1. Schematic of Institutional/Implementation Arrangements Page 72 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) (ii) Financial Management and Disbursement Arrangements Project Financial Management 14. With reference to the World Bank’s guidelines stated in the Financial Management Practices Manual issued by the Financial Management Sector Board on March 1, 2010, a detailed financial management assessment was done on the four key agencies implementing the GARID Project: (a) MWH, (b) MICZD, (c) MSWR, and (d) MLGRD. The objective of the assessment is to determine (a) whether the IAs have adequate financial management arrangements to ensure that project funds will be used for the purposes intended in an efficient and economical way; (b) the project’s financial reports will be prepared in an accurate, reliable, and timely manner; and (c) the entities’ assets will be safeguarded. 15. In line with the World Bank’s default of using those aspects of the country system that are reliable, the project’s financial management systems are expected to be largely mainstreamed as part of the existing GOG fiduciary arrangements but where necessary complemented by the PIM. The key FM arrangements can be summarized as follows: (a) the respective Directors of Accounts or Heads of Finance within the various MDAs will have overall fiduciary responsibility for all financial management aspects of the project; their responsibility is to ensure that throughout implementation there are adequate financial management systems in place which can report adequately on the use of project funds and (b) within the MWH where the PCU will be located, it is recommended that a financial management consultant be competitively recruited to support implementation and provide technical support to all other IAs. 16. In addition, and with the supervisory role of their respective Directors of Accounts, the project accountants will be tasked with maintaining oversight responsibilities with regard to ensuring compliance with financial covenants such as submitting acceptable statement of expenditure reports, IFRs, maintaining internal controls over project expenditure, and assisting external auditors. The project accountants will also be responsible for maintaining and operating the project’s DA and support the processing of payments to contractors and service providers and verifying and authorizing payments for all contracts and activities under this project. 17. The assessment of the financial management arrangements for the project concludes that generally as government MDAs there are adequate systems in place within the IAs that satisfy the World Bank’s minimum requirements. However, given the technical design of the project and the nature of the activities to be funded and the lack of prior experiences in IDA projects the overall financial management risk rating is assessed as Substantial. Strengths and Weaknesses of the Financial Management System 18. As stated, the project’s financial management arrangements are being fully mainstreamed using country systems and, in this regard, financial management will be implemented according to the Public Financial Management Act (921) 2016. In addition to the Act 921, the existing key public financial management-related legislative framework consisting of the Financial Administration Act (Act 654, 2003) and the Financial Administration Regulations (LI 1802, 2004) which have not yet been repealed are part of the standards and basis for accounting and financial reporting are still applicable at all levels of the Government and are used in ensuring fiduciary oversight in accounting and reporting. Page 73 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 19. Specifically, and in terms of systems for accounting and financial reporting, the project will use the existing GoG accounting and reporting processes and guidelines as provided by the Ministry of Finance, CAGD, and the Ghana Audit Service (GAS). Currently the GoG is implementing and rolling out the Integrated Financial Management Information System (IFMIS) which will be the only system for financial management of all funding, that is, discretionary budget allocations, donor funding, and internally generated funding. The Ghana Integrated Financial Management Information System (GIFMIS) will be the primary system for transaction recording to enable the timely preparation of monthly/quarterly financial reports related to the overall project expenditures. Before implementation, the GIFMIS department within CAGD shall be tasked with supporting the implementing MDAs in configuring the system to allow for accounting and reporting on the use of project funds. 20. A possible weakness could arise from the inherent risk associated with challenges in interdepartmental coordination, oversight, and controls between the PCU and the key IAs. Specifically, for financial management this could result in delays in preparing and approving consolidated budgets, delays in releasing funds, and challenges in providing appropriate supporting documentation. This risk is primarily being mitigated through the creation of the financial management working group to discuss and resolve all fiduciary matters and any expected bottlenecks. Table 2.1. Agreed Action Plan Action Date Due By Responsible Entity 1 Recruit a financial management consultant (FMC) to Not later than four months MWH support the PCU after effectiveness. 2 Appoint an external auditor for the project Not later than four months All MDAs after effectiveness 3 Development of a PIM Part of the effectiveness All MDAs conditions Summary Financial Management Assessment 21. It must be noted that the MLGRD has just completed the implementation of the Local Government Capacity Support Project (IDA 48780). Throughout implementation the MLGRD complied fully and satisfactorily with the financial management arrangements and financial covenants. Currently, the MLGRD is implementing the Ghana Secondary Cities Project (IDA 63190) which relies fully on the financial management systems of the borrower at both the national and subnational level, that is, district assemblies. These systems have been assessed and considered as adequate and satisfactory in line with the World Bank procedures. 22. In view of the above, the financial management assessment focused on the three new IAs and summary of the key finding of the financial management arrangements as assessed at the key IAs is outlined in the subsequent paragraphs. Page 74 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Budgeting Arrangements 23. All four IAs, the MWH, MICZD, MSWR, and MLGRD, as Government MDAs, follow the budget preparation guidelines according to the Public Financial Management Act (921) 2016 and the annual budget guidelines issued by the Ministry of Finance. Specifically, for this project, the budget will be derived from the IDA allocations which will serve as the basis for preparing the respective annual work plans and Procurement Plans. Within the ministries, the Director of PPMED is responsible for initiating and coordinating the budgeting process for the project and obtains inputs (activities, schedules, time lines, and costs) from the beneficiary agencies. It is expected that in terms of the specific project, the budgeting will be coordinated with the support of the project coordinator and the respective focal persons within the MDAs and a consolidated budget prepared. Once the budgets are completed, they will be approved by members of the OC/chief director, for onward submission to the World Bank for review and clearance. In addition, the World Bank-approved PIM will outline the budgetary processes for preparing the annual work plans. Under this project, project management is expected to make the annual work plan available to the World Bank and other funding partners (when they are on board) for review and approval. This will also be supported by the Procurement Plan, thus giving the management a good idea of the expected project cash flow needs. The current budgetary control processes, used mostly for the Government’s discretionary budget, are capable of monitoring commitments and outstanding balances and this helps reduce risk of multiple payments. The assessment indicates that the budgeting processes are satisfactory and can be relied upon to reflect the various components to be implemented. Accounting Arrangements MWH 24. The assessments note that even though there are accountants within the MWH with adequate technical skills in accounting, these CAGD staff do not have any experience in the financial management of IDA-funded projects. Given that the MWH will, in addition to implementing its own component, serve as the PCU, it is recommended that the PCU be strengthened by competitively recruiting an FMC to support the MWH accounts office and provide technical assistance to other implementing and beneficiary agencies. Under the oversight and supervision of the Director of Accounts of the MWH, the dedicated FMC will be responsible for overall fiduciary aspects of the project and specifically, for this project, the daily transactional issues will be handled by a dedicated project accountant with the support of the FMC, with the requisite skills and experience. Specific accounting issues, such as recording and processing of payment vouchers, and so on, will be handled by the Accounts Unit, which is staffed with an adequate number of staff with various levels of skills and competences. MSWR 25. Within the MSWR, the chief accountant, who is a qualified accountant and a staff of CAGD with significant years of experience, will be responsible for ensuring that all accounting processing, recording, and transactions are done in line with the applicable laws and according to IDA financial management and disbursement guidelines. The assessments indicate that there are adequate staffing and skill sets within the accounts department to support implementation. Page 75 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) MICZD 26. Even though the MICZD is a newly created MDA, its accounts unit is headed by a chief accountant of the CAGD who has relevant years of experience in managing both IDA and Government funding. The accounts department is made up of four other junior officers and it is expected that the chief accountant will be directly responsible for all accounting-related matters during implementation. 27. With respect to systems for accounting and financial reporting, all IAs under the project will use the existing GoG accounting and reporting processes and guidelines as provided by the CAGD. Currently, the GoG is implementing and rolling out the IFMIS which will be the only system for financial management of all funding, that is, discretionary budget allocations, donor funding, and internally generated funding. The GIFMIS will be the primary basis for transaction recording to enable the timely preparation of monthly/quarterly budget execution reports related to the overall project expenditures. Until such time that the rollout is fully completed, accounting for use of the project funds, using a cash basis of accounting, is expected to be done through a combination of spread sheets and manual ledgers. Internal Control and Internal Auditing 28. Consistent with the decision to adopt some aspect of the use of country systems for implementation, the project’s internal controls will rely on the Government-established accounting and internal control guidelines as documented in the Public Financial Management Act (921) 2016 and any subsequent regulations or amendments, including aspects of the Financial Administration Regulation (2004), and informed by the Internal Audit Agency Act (2003). In addition, the expenditure initiation and related controls will follow the authorization and approval processes as pertains within the ministries and complemented by additional guidelines according to the World Bank financial management and disbursement policy and complemented by the World Bank approved PIM. MWH 29. The assessment indicates that the ministry has a functioning internal audit unit headed by the chief internal auditor who is adequately qualified and experienced to help ensure a sound control environment throughout implementation. MSWR 30. Within the MSWR, the Head of Internal Audit is responsible for ensuring compliance to all existing government laws and financial regulations. The MSWR has a functioning internal audit unit which helps ensure a sound control environment for transaction processing and can be relied upon during implementation. MICZD 31. Presently, the MICZD does not have its own functional internal audit unit and relies on the service of an internal auditor assigned from the internal audit agency. Even though for now given the relatively low levels of activity and financial transactions this may be practical, in the long term this mechanism is Page 76 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) not the most efficient and the World Bank recommends that the MICZD tries to formalize its own internal audit arrangements. It is important that the ministry works at having a functional audit department with adequate staffing and manuals to ensure compliance and systems reviews. 32. Generally, the assessment of all the agencies notes that though there are internal audit staff present, there are systemic challenges with staffing and their ability to effectively carry out their mandate due in some cases to budgetary constraints to undertake field work, and so on. The role of the internal audit will be regularly assessed during supervision missions by reviewing the reports and management responsiveness to their findings. This is to ensure that the role is not limited to transactional reviews (pre- auditing) but adds value to the overall control environment and helps in identifying and mitigating risk. Figure 2.2. Funds Flow and Disbursement Arrangements 33. The proposed operation is estimated at US$200 million, to be allocated to the implementing and beneficiary agencies in the form of an IDA Credit. Proceeds of the finance will be used by the MDAs for payment for eligible expenditures as defined in the Financing Agreement and further detailed in the respective annual work plans and budgets and Procurement Plans. Disbursement arrangements have been designed in consultation with the borrower after considering the assessments of the IA’s FM capacities and anticipated cash flow needs of the operation. 34. The proposed arrangement is to have a single U.S. dollar DA account located at the Bank of Ghana (denominated in U.S. dollar) to support implementation. The DA shall be under the direct responsibility of the Chief Director of the MWH but managed and operated by the Director of Accounts in collaboration with the project coordinator. Page 77 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 35. The daily transactional processing and reporting on the DA shall be done by the competitively recruited FMC serving as the ‘project accountant’ who is part of the PCU and reports functionally to the project coordinator and is under the authority of the Chief Director. 36. In addition to the single U.S. dollar DA, the project shall open four local currency (Ghanian cedis) denominated ‘project accounts’ for the key IAs involved in the project: the MWH, MSWR, MICZD, and MLGRD and others that may be considered appropriate to facilitate implementation. Other than the four key IAs identified, the participating municipal assemblies shall also receive direct transfers from the U.S. DA to be used to pay for eligible project activities as identified in the approved annual work plans. The project accounts shall be managed by the respective Directors of Finances and that the operations and utilization of funds in the local currency project accounts will follow the GoG approval hierarchy as pertains in the respective MDAs, under the supervision of the Chief Directors working with the focal managers. 37. Disbursement arrangements and use of funds. Proceeds of the financing will follow the standard World Bank procedures for Investment Project Financing, for use by the borrower for eligible expenditures as defined in the Financing Agreement. Funds flow and disbursement will be implemented under the principles of traditional IPF arrangements using the report-based disbursement arrangements. Under this arrangement, the allocated resources will be advanced to the MWH/PCU’s DA based on an approved six- month forecast of expenditures and replenished quarterly for further periods of six months using unaudited IFRs. 38. Upon effectiveness, the initial request for advance will be based on the consolidated expenditure forecast for six months, subject to the World Bank’s, that is, task team leader and financial management specialist, approval of the estimates and cash flows. Subsequent replenishments of the DA will be done quarterly based on the forecast of the net expenditures and cash flow requirements for the subsequent half-year period. The IFRs (including the ‘procurements subject to prior reviews’ and ‘DA reconciliation statement’) will serve as the basis for requesting for advances and for documentation. 39. On receipt of funds into the DAs, the project coordinator and the project accountant, working in collaboration with the Chief Director and Director of Finance of the lead IA, that is, the MWH, shall transfer, on an imprest basis, the quarterly funds allocations to the respective local currency ‘project accounts’ of the participating IAs. 40. Subsequently, and on a quarterly basis, the project accountant shall request for financial reports and other documents evidencing payment of eligible expenditure paid from the local currency project accounts and use the same to prepare a consolidated financial report for submission to the World Bank and other stakeholders Supporting documentation will be requested along with withdrawal applications as specified in the Disbursement and Financial Information Letter issued for the project. This will comprise summary reports (IFRs) for payments made by the borrower from the DA and requests for reimbursements for eligible expenditure. Copies of the original documents or records shall be requested only for certain categories of expenditures subject to prior review as specified in the Disbursement and Financial Management Letter. Page 78 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 41. The above will be further elaborated and documented in the PIM. Additional instructions for disbursements will be provided in the Disbursement and Financial Management Letter. 42. The disbursement categories are based on the project components and each component will fund eligible expenditures in the areas of civil works, goods, consultancy services, non-consultancy services, training, and operating costs. To facilitate effective implementation, each component or set of activities to be implemented by a respective MDA, shall constitute a specific disbursement category. Disbursement Categories Table 2.2. Disbursement Categories Percentage of Amount of the Expenditure to Be Category Credit Allocated Financed (Inclusive of (US$) Taxes) (1) Goods, works, consulting services, non-consulting 95,020,000 100 services, Training Costs, and Operating Costs under Parts 1 and 4 of the Project (2) Goods, works, consulting services, non-consulting 42,200,000 100 services, Training Costs, and Operating Costs under Part 2 of the Project (3) Goods, works, consulting services, non-consulting 50,330,000 100 services, Training Costs, and Operating Costs under Part 3.1 and 3.2 of the Project (4) Goods, works, consulting services, non-consulting 5,200,000 100 services, Training Costs, and Operating Costs under Part 3.3(a) and (b) of the Project (5) Grants under Part 3.3(c) of the Project 3,250,000 100 (6) Emergency Expenditures under Part 5 of the Project 0 100 (7) Project Preparation Advance 4,000,000 Amount payable pursuant to Section 2.07 of the General Conditions Total 200,000,000 43. Additional and final instructions for disbursements will be provided in a Disbursement and Financial Management Letter to be issued for this project. 44. All IAs under the project will be required to prepare and submit separate quarterly IFRs to account for activities funded under this credit. Under the direct supervision of the various Directors of Finances/Head of Accounts, the respective project accountants are responsible for preparing and submitting acceptable quarterly unaudited IFRs. IFRs for the project are expected to be submitted not Page 79 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) later than 45 days after the end of each quarter. The financial reports will be designed to provide relevant and timely information to the project management, transfers to beneficiaries’ agencies, and various stakeholders monitoring the project’s performance. The formats, content, and frequency of reporting were agreed during negotiations. These reports should include (a) A statement of sources and uses of funds showing the use of funds by components according to the Project Appraisal Document (useful in monitoring implementation of the components); (b) A statement of sources and uses of funds showing the expenditure by category according to the Financing Agreement (for allocating expenditure according to the Financing Agreement); (c) A budget variance report comparing the utilization of approved budget against expenditure (useful for the task team leader to monitor implementation and fund utilization); (d) A DA reconciliation statement; (e) A list of payments (made in that quarter) made against contract subject to the World Bank’s prior review list of current commitments, that is, signed and ongoing contracts; (f) A cash forecast for six months (to be the basis of requesting for additional funding); and (g) Any other report required to provide further information on project expenditure. Auditing 45. In line with its mandate according to the GAS Act (Act 584), the Auditor General is solely responsible for the auditing of all funds under the consolidated fund and all public funds as received by government MDAs and generally the capacity of the GAS is assessed as satisfactory. In this regard, and consistent with the use of country financial management systems, the GAS will conduct the audit of the project’s financial statements. Conclusion of the Assessment 46. A description of the project’s financial management arrangements as documented in the preceding paragraphs indicates that they satisfy the World Bank’s minimum requirements under World Bank Policy/Directives: Investment Project Financing. Overall, the financial management residual risk is initially assessed and rated Substantial and this is because of the limited capacity of the GoG accounts staff in managing IDA-funded projects and the multiple IAs involved in implementation. Supervision Plan 47. Based on the risk rating of the project and the current financial management arrangement, it is expected that in the first year of implementation there will be four quarterly onsite visits to ascertain adequacy of systems and that will be supplemented by desk reviews of IFR and audit reports. The financial management supervision mission’s objectives will include ensuring that strong financial management Page 80 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) systems are maintained for the project throughout project tenure. In adopting a risk-based approach to financial management supervision, the key risk areas of focus will include assessing the accuracy and reasonableness of budgets, their predictability and budget execution, compliance with payment and fund disbursement arrangements, and the ability of the systems to generate reliable financial reports. (iii) Procurement Arrangements 48. Procurement under the proposed project will be undertaken in accordance with the World Bank’s ‘Procurement Regulations for Borrowers under IPF’ (Procurement Regulations) dated July 2016, revised in November 2017 and August 2018 according to the World Bank new Procurement Framework, and the ‘Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants’, dated July 1, 2016, and other provisions stipulated in the Financing Agreements. The procurement documents will be based on the World Bank Standard Procurement Documents for International market approach, with modifications for national market approach, as well as the recently enhanced documents to address environment, social health and safety issues. The Procurement Plan, which is prepared in STEP, based on the Project Procurement Strategy for Development (PPSD) for GARID Project (February 27, 2019) will be updated as and when required. The STEP will be the primary software or platform to be used to submit, review, and clear all Procurement Plans and prior review procurement activities. The initial Procurement Plan shall normally cover at least the first 18 months of project implementation. 49. PPSD Summary: The PPSD summary indicates that the operational context for the procurement under the Project is favorable as the economic, political, sustainability, and technological parameters are encouraging, given that there is political stability with relatively good security, coupled with little currency fluctuation. The sustainability issues regarding safeguards are being addressed with the PPA. The country’s enabled environment with all the appropriate laws- procurement, financial management, taxation, EPA, National Communication Authority, will support the Project implementation. The procurement and contract management capacities of the 4 main IAs (and the Implement MAs) may not be very adequate to undertake and manage the procurement and contract activities of some of the complex activities under Project, requiring support at the PCU level as well as use of external firms. The nature of the market in responding to project procurement activities shows that the national market and international markets will be appropriately approached to ensure that the right service providers with the requisite experience and capacity take part in the procurement processes to ensure good competition, contracting and contract execution to get value for money. There will be procurement opportunities for both international and national firms under the Project. Furthermore, the nature of procurement activities under the project will require the use of both the traditional-usual procurement selection methods, and the non-traditional procurement arrangements such as Design Build Operate and Transfer (DBOT), Design and Build (DB), Performance Based Contracting (PBC), Framework Agreements, etc., as indicated in the Procurement Regulation (the World Bank Procurement rules to be used under the Project). The Project is therefore expected to use both performance and conformance Specifications and Terms of References appropriately for the various procurement activities. 50. Procurement implementation arrangement. The project implementation arrangement is reflected in the procurement implementation arrangement. This means there are four main IAs, that is, MSWR, MWH, MICZD, and MLGRD, as well as beneficiary participating MMDAs. Each IA will undertake its Page 81 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) respective procurements under the project. However, there will be a procurement consultant having World Bank proficiency with possibly a civil engineering background to support, coordinate, collate, and consolidate the procurement reports of the four IAs. S/he has the primary responsibility of ensuring that the World Bank requirements and expected quality are reflected in procurement execution under the project, thus providing direct hands-on where there are lapses in any of the four IAs. 51. IAs procurement capacity assessment. This was conducted in accordance with Operations Core Services Procurement Policy and Services Guidelines and the Procurement Risk Assessment and Management System (P-RAMS). It is noted that all four IAs are government agencies which undertake procurements according to the Ghana Public Procurement Act 663, amended with Act 914, as such they have the stipulated procurement structures—Procurement Unit, Head of Procurement, Tender Committee, and so on—and follow the procurement planning, review, and clearance authorities as stated in the law. The MLGRD, MSWR, and MWH have been responsible for many ongoing World Bank projects such as the: Local Government Capacity Support Project (LGCSP), GAMA Sanitation and Water Project, and Ghana Social Opportunities Project. The participating MMDAs have also been IAs under the GAMA Sanitation and Water Project, Ghana Social Opportunities Project, and Community Based Rural Development Project. 52. The summary assessment of the procurement risk is High for the project mainly because of the lack of experience and adequate knowledge on the World Bank Procurement Framework and use of the related Procurement Regulation and procurement planning through STEP, the expected comparative high-value contracts in the project, and the inadequate experience in works and consultancy procurements. 53. Mitigation. There is a need for continuous external support and capacity building from the World Bank and consultants, as well as a conscious effort of the IAs to educate themselves with the information on the World Bank site, materials and training being offered by the World Bank, and World Bank Procurement training at institutions like GIMPA. 54. MWH. The Procurement Unit is headed by a procurement officer with a BSc degree in procurement and supply chain management and is supported by an assistant with a BSc degree in procurement. It was noted that the Head has some experience in public procurement according to Act 663 and some familiarity with World Bank-funded projects as he was in the ministry responsible for the WA Fisheries Project, before being posted to the MWH, although he was not the one in charge (the project had a procurement consultant). The Procurement Unit’s procurement strength and experience is however in goods procurement and less on works and consultancy. However, the staff demonstrated knowledge of consultancy and works procurement, as well. Filing and records keeping also need improvement. The contents of a couple of procurement documents reviews are of good quality with improvement required. 55. MSWR. The Procurement Unit is headed by a procurement officer with an MBA in procurement and supply chain management and supported by an assistant (supply officer). It was noted that the Head has some experience in public procurement according to Act 663 and some information on World Bank- funded projects but has not worked on any World Bank-funded project. The Head joined the MSWR from the Department of Feeder Roads in 2017 after the former was created. His experience is in works and consultancy in the road sector. However, the staff demonstrated knowledge of goods procurement, as Page 82 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) well. Filing and records keeping also need improvement. The contents of a couple of procurement documents reviews are of good quality with improvement required. 56. MLGRD. The Procurement Unit is headed by a procurement officer, supported by two assistants. It was noted that the Head has experience in public procurement according to Act 663 and on World Bank- funded projects but has not worked on any the World Bank-funded projects as all use procurement consultants while he heads and deals with the administrative aspects. He has good experience in the procurement of goods, works, and services. Filing and records keeping need improvement. The contents of a couple of procurement documents reviews are of good quality with improvement required. 57. MICZD. The Procurement Unit is in the process of being established, as it is one of the new ministries created in 2017. It therefore has no procurement officer per se. An administration staff, who lacks experience in procurement, is holding the fort for now. Filing and records keeping need improvement. The contents of a couple of procurement documents reviews are of good quality with improvement required. 58. MMDAs. The MMDAs have Procurement Units headed by a procurement officer of the procurement professional class, mostly higher national diploma holders. These Heads work together with the staff of the Works Department. Although by law, the Procurement Heads head the Procurement Unit, there is a lack of adequate knowledge and experience, in public procurement, let alone World Bank procurement. It is noted that the procurement capacities lie largely with the assembly engineers, quantity surveyors, and planning officers rather than with the procurement officers. These officers have varying levels of procurement proficiencies, but this is also affected by frequent staff transfers. The main risks identified in the MMDA procurement include lack of adherence to aspects of the Public Procurement Law; delays in pre- and post-contract activities; cost overruns with several and high-value amendments and Variation Orders; poor performance of some service providers; poor contract supervision and monitoring; weak contract management; poor quality of some procurement documents; payment delays; perception of lack of competition; and associated bloating of cost of assignments, poor records keeping, political influence and conflicts of interest, and so on. 59. The following are the details of identified risks and their mitigations. Table 2.3. Identified Risks and Mitigations No. Key Risk Mitigation By Whom By When 1 Lack of Recruit a World Bank proficient procurement specialist with Project Before project adequate civil engineering/building technology basics at the PIU-MWH effectiveness procurement to support all 4 IAs, especially the MICZD. capacity in the New Provide focused training for existing procurement staff at After project Procurement recognized procurement training centers like GIMPA (Ghana) effectiveness Framework to sharpen their skills in the use of the World Bank procurement procedures and rules. During project Procurement specialists to offer hands-on/mentoring training Implementation to the existing procurement staff at the ministries and MMDAs. During project Page 83 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) No. Key Risk Mitigation By Whom By When implementation Attendance of World Bank procurement clinics 2 Lack of Prepare a PIM for the project with clear procurement Project Before project knowledge procedures and responsibilities. effectiveness of the World Bank’s New Organize orientation/project launch workshops for key staff Project/Wo Upon Procurement rld Bank completion of Framework PIM and STEP Hands-on training and support to procurement staff World Bank Procurement Procedures by staff 3 Possible Setting of standard processing times in the PIM Project Before project delays in effectiveness processing Continuous tracking and monitoring of procurement Project During project procurement execution and contract performance coordinator implementation and payments Undertake yearly post reviews/procurement audits 4 IAs 4. Weak Identify key procurement and contract management activities Procureme Throughout procurement and setting of standard processing times in the PIM nt specialist project and contract at the PIU implementation management Identify and monitor key performance indicators (KPI) on major procurements and contracts that influence strongly PDO achievement Have a robust contract management system in place Support hands-on and offer necessary backstopping support to 4 IAs and MMDAs 5. Records Ensure all files and records pertaining to a procurement 4 Throughout keeping and contracts are well filed and kept appropriately and IAs/MMDAs project filing individually /procureme implementation nt specialists 6 Delays in Make use of the specialized departments/units and experts 4 IAs and Throughout preparation under the 4 IAs and consultants at the PIU, as well as rely on PIU project of terms of external specialized consultant support as and when required implementation reference, technical specialist 7 Delays in Establish time lines in PIM and ensure they are followed. 4 IAs, Throughout evaluations Use only evaluators with the requisite knowledge and MMDAs, project experience on the subject matter, who in addition have time and PIU implementation to undertake the evaluation within the established time. When needed, rely on external support. 8 Competing Better and more efficient scheduling of workload and 4 IAs, Throughout demands on deliverables by the mainstream staff on the project MMDAs, project Page 84 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) No. Key Risk Mitigation By Whom By When staff and and PIU implementation transfers Avoid transfers that will cause replacement by staff with lack resulting in of knowledge on the project implementation delays a Borrower 9 Political Enforcement of remedies if the GoG does not take Borrower/ As and when interference appropriate sanctions against officials who violate World Bank required and conflict procedures, if any. of interest Borrower/4 Throughout The default procurement process is open competition. IAs, project implementation All PIU individual consultants will be procured through open MMDAs/ competition through advertisement in media of wide borrower/4 circulation. IAs 10 Records Ensure all files and records pertaining to a procurement 4 IAs, Throughout keeping and contracts are well filed and kept appropriately and MMDAs/pr project filing individually ocurement implementation specialists 60. The overall project risk for procurement is High. The prior and methods thresholds shown in table 2.4 are applicable. Table 2.4. Prior and Methods Thresholds Thresholds Effective 1 January 2017 Prior Review Threshold in (US$ '000) Procurement Method s Thresholds (in US$'000) Goods, IT and non-consulting Shortlist of National Consultants Works services Consultants Single Source Engineering Goods, IT Request for Request for & Direct Open Open Open Open & Systems+ Quotation/ Quotation/ Consulting RISK RATING Works Firms Individuals Contract Internationa National or Internationa National or constructio Non Con. National National services l or ICB NCB l or ICB NCB n Serv Shopping Shopping supervision HIGH ≥$5,000 ≥$1,500 ≥$500 ≥$200 ≥$50 ≥15000 <15000 ≤200 ≥3000 <3000 ≤100 <300 ≤500 61. Procurement Plan. The four IAs finalized their Procurement Plans covering at least the first 18 months. The Procurement Plan will be updated in agreement with the World Bank project team at least annually or, as required, to reflect the actual project implementation needs and improvement in institutional capacity. 62. Training, workshops, conference attendance, and study tours will be carried out based on approved annual work programs. The programs will identify the general framework of training and similar activities for the year, including the nature of training/study tours/workshops, the number of participants, caliber of personnel involved, duration of the event, and cost estimates. However, this should not be presented in the Procurement plan. 63. Operating cost procedures. Operating costs financed by the project are incremental expenses related to the implementation of the project, including staff incremental cost, office supplies, O&M of vehicles, maintenance of equipment communication, rental, utilities, consumables, transport and Page 85 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) accommodation, travel costs, and per diem. The procedures for managing these expenditures will be governed by the borrower’s own administrative procedures, acceptable to the World Bank. 64. Frequency of procurement supervision. In addition to the prior review supervision, which will be carried out by the World Bank, the procurement capacity assessment has recommended one supervision mission each year to visit the field to carry out post review of procurement actions and technical reviews. The procurement post reviews and technical reviews, which would be carried out by the World Bank (or the World Bank may also accept the GAS to conduct the procurement post review on the project), should cover at least 20 percent of contracts subject to post review, as the risk rating is High. In addition, post reviews of in-country training will be conducted periodically to review the selection of institutions/facilitators/course contents of training and justifications thereof and costs incurred. (iv) Strategy and Approach for Implementation Support 65. The implementation support strategy for the project is developed based on the specific nature of the components, the planned implementation schedule, lessons learned from similar projects in the sector, and specific needs as identified by the respective assessments. The implementation support plan will be regularly reviewed and revised as required. 66. The implementation support includes frequent review of implementation performance and progress. The World Bank team will monitor implementation through (a) reporting of key performance indicators defined in the Results Framework; (b) independent verification of project activities through field visits and documentation review; (c) proper fiduciary management of all activities carried out by the PCU, PIUs, and MPCUs; (d) spot supervision of works in the field; and (e) regular communication with the PCU. 67. Information from various sources will be used to assess and monitor implementation progress. In addition to the data generated through the project’s M&E system, the World Bank will review the findings and results of third-party assessments, such as environmental, social, or procurement audits and the grievance redress reports. In addition, and as required, targeted support including short missions will be carried out by respective technical specialists. 68. The World Bank’s procurement, financial management, and environmental and social safeguards specialists will also provide timely and effective implementation support. In addition to carrying out an annual ex post review of procurement that falls below the prior review thresholds, the procurement specialist will lead procurement-focused missions depending on the needs and as agreed to with the PCU. The financial management specialist will review all financial management reports and audits and take necessary follow-up actions according to the World Bank procedures. These team members will also help identify capacity-building needs to strengthen safeguards, procurement, and financial management capacity. Semiannual inputs from the environmental and social specialists will be required throughout the project, and formal supervision missions and field visits will monitor the implementation of the ESMF, ESIAs, RPF, and RAPs (or abbreviated RAPs) in accordance with the World Bank safeguard policies and suggest any corrective measures as necessary. Page 86 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 69. The implementation support plan reflects the preliminary estimates of the skill, timing, and resource requirements over the implementation period of the project. Keeping in mind the need to maintain flexibility over project activities from year to year, the plan will be reviewed periodically to ensure that it continues to meet the implementation support needs of the project. 70. The key areas in this project where implementation support is particularly required are related to technical, social, and fiduciary support. With regard to technical support, significant resources will be made available to enable a wide range of experts to support Components 1, 2, and 3 of the project. The consultants will have particular experience in (a) flood mitigation infrastructure engineering, (b) community mapping/liaison, (c) SWM facility engineering, and (d) early warning systems. With regard to social support, an important risk to be mitigated by technical expertise is the resettlement effort, including the payment of potential resettlement support to beneficiaries. With regard to fiduciary support, consultants will guide the PCU in the development of the financial reports in accordance to the World Bank guidelines. More importantly, experts in engineering design will support the PCU throughout the procurement process for the large infrastructure works. 71. In addition, the team will work in taking advantage of opportunities for cross-learning, combining external expertise, and carrying out joint missions with ongoing World Bank projects as well as with other development partners. (v) Implementation Support Plan and Resource Requirements Table 2.5. Skills and Resource Requirements Time Resource Estimate Focus Skills Needed (months) (Staff Weeks) First 12 Technical review of procurement Engineers 5 bidding documents Procurement specialist 5 Technical review of technical assistance Technical specialists 12 documents Environmental review of documents and Environmental specialist 8 monitoring Resettlement monitoring Social specialist 8 Review of financial management Financial specialist 5 Implementation support Administrative and client 12 support staff Team leadership Task team leader 12 13–72 Project construction Engineers 40 eviews of technical assistance outputs Technical specialists 60 Environmental review of documents and Environmental specialist 50 monitoring Resettlement monitoring Social specialist 50 Review of procurement documents Procurement specialist 50 Review of financial management Financial specialist 50 Implementation support Administrative and client 60 support staff Team leadership Task team leader 60 Page 87 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Table 2.6. World Bank Skills Mix Required Number of Staff Weeks Number of Skills Needed Comments (for duration of Trips project) Implementation support to the client, twice Team leadership 72 12 yearly implementation support missions Country Twice yearly missions, routine support as Environmental specialist 58 office based needed Country Twice yearly missions, routine support as Social specialist 58 office based needed Country Twice yearly missions, routine support as Procurement specialist 55 office based needed Country Twice yearly missions, routine support as Financial specialist 55 office based needed Engineers 45 12 Implementation support to the client Implementation support to the client, twice Technical specialists 72 12 yearly implementation support missions Page 88 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) ANNEX 3. ECONOMIC ANALYSIS 1. An analysis has been carried out to understand the economic viability of proposed investments that aim at reducing vulnerability of flooding and improving welfare of people and business residing in the Odaw catchment area of Accra, Ghana. The economic analysis was integrated with a technical analysis that identified different flood scenarios and related impact assessments, with the purpose of finding the most suitable package of interventions that would maximize societal welfare. The economic analysis thus carried out for this project relies substantially on the technical analysis carried out by consultants 81 during preparation (further referenced here as ‘pre-feasibility study’), as well as prior empirical work on flood risk and vulnerability that was supported by a household survey in informal settlements of Accra. 82 This annex is structured as follows: first, the benefits arising under the project and the method to measure the same are outlined, which is followed by a presentation of the financial cost of the project and their conversion to economic cost. The third section summarizes the findings. (i) Benefits 2. About 2.5 million people reside in the catchment area of the Odaw River in Accra along with numerous commercial and industrial entities. Repeated flooding in that area has caused damage to assets and lives and has severely interrupted economic activity. The proposed flood mitigation measures will not only directly reduce the risk of exposure to severe floods (10-year return period) of about 161,000 inhabitants but will also decrease the regular loss of assets from annual flooding and the risk to lives from floods with higher return periods, because of the project’s proposed investments into early warning systems. Part of the flood mitigation strategy is also to improve the waste management practices within the same area of the Odaw Basin. This does not only entail improvements to waste collection services but also the capping of several waste sites that are generating hazardous environments to their surrounding population. Moreover, the project will provide targeted assistance in the form of improved basic infrastructure and services to almost 73,000 people in low-income neighborhoods at high risk of flooding. Close to 500,000 people will benefit from SWM interventions. 3. To avoid double-counting benefits, because many of the proposed interventions are related, the following sections will clearly outline the approach taken to measuring selected benefits under the proposed project. Flood Damage Prevention 4. Damage reduction estimates are derived from the pre-feasibility study and are based on the 2015 flood in Accra that claimed 152 lives, destroyed 77,000 buildings,83 and severely interrupted economic activity. The pre-feasibility study estimated the costs of rebuilding or repairing damaged assets, amounting to US$115 million (in 2018 prices) for a 10-year flood(T10). From an economic perspective, these amounts are representative of the loss of welfare endured by the population even if a large share of the population in Accra cannot afford the resulting repair. This may also explain why official estimates 81 World Bank. 2018. Greater Accra Climate Risk Mitigation Strategy (Draft Final Report). 82 Erman, A., et al. 2018. “The Road to Recovery: The Role of Poverty in the Exposure, Vulnerability, and Resilience to Floods in Accra.” Policy Research Working Paper 8469. World Bank, Washington, DC. 83 June 3, 2015, Floods in Accra – Assessment Summary (MESTI 2016). Page 89 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) of flood damage (U$$55 million at 2015 prices) were lower than those computed under the pre-feasibility study. Figures 3.1 and 3.2 show the decomposition of the estimated cost of the damage by type of land use and the corresponding average cost of flood damage per building. The data assessed of the 2015 flood were used as input for the preparation of a flood risk model. Figure 3.1. Average Cost of Damage of a 10-year Flood (US$ per dwelling) Figure 3.2. Total Cost of Flood Damage of a 10-year Flood 5. A flood risk model combines population and economic data (vulnerability) with a hydrological assessment of the extent and inundation depth of the flood (risk) to inform on the expected damage of future floods under different climate scenarios and different land use patterns. To prepare a future flood impact simulation, critical assumptions needed to be made on expected population growth (2.15 percent according to Ghana Statistical Service), economic growth that influences the growth of assets and belongings (assumed at 2.87 percent and in line with GDP per capita growth projections), and climate change that is assumed to generate 10 percent more rainfall by 2050.84 As a part of Greater Accra Climate Risk Mitigation Strategy, damage from different flood scenarios were estimated—one for the baseline year of 2019 and another for 2050, accounting for population and economic growth. 84 Detailed assumptions are outlined in the Greater Accra Climate Risk Mitigation Strategy (World Bank 2018). Page 90 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) Table 3.1. Simulated Damage Without Project and With Project, Based on Different Flood Return Periods and Years Return T1 T2 T5 T10 T25 T50 T100 Period Probability 100 50 20 10 4 2 1 (%) Damage in 3,106,837 6,785,364 28,087,308 114,779,960 334,770,432 537,949,184 754,783,808 2019 (US$) Damage 2,197,172 3,896,216 9,838,076 20,549,516 95,787,380 212,506,474 435,126,451 with project in 2019 (US$)a Damage 909,665 2,889,148 18,249,232 94,230,444 238,983,052 325,442,710 319,657,357 averted today Damage in 10,777,380 24,591,624 85,723,424 238,216,672 519,688,704 761,336,256 988,148,096 2050 (US$) Damage 5,650,776 10,492,296 24,373,216 60,101,744 189,745,516 392,169,012 649,555,136 with project in 2050 (US$)* Damage 5,126,604 14,099,328 61,350,208 178,114,928 329,943,188 369,167,244 338,592,960 averted in 2050 Weighted 0.50 0.30 0.10 0.06 0.02 0.01 0.01 probability Note: a. Based on prevention methods for T10. 6. Table 3.1 shows the simulated damages from different flood return periods for today and for a scenario in 2050, when the area is hypothesized to be both more populated and wealthier, as measured in GDP per capita. One scenario shows the damage with the project and another simulates the without project scenario based on the chosen mitigation effort (here for a T10 return period). As noticeable, prevention is not 100 percent for a T10 flood event and not even for a T1; however, some damages are expected to be prevented for a catastrophic 100-year flood (T100). Damage prevention is thus not linear and based on the comprehensive scenarios analyses prepared under the pre-feasibility study. 7. By 2024, flood mitigation measures are expected to be implemented, and from table 3.1 one can compute the annual prevented damage using a weighted probability that combines the probability of the event to occur with a percentage of averted damage for each flood return event. For the base year, the prevented annual damage85 is assessed at about US$20 million; for 2050, the respective annual damage prevented is estimated at US$37 million. To compute the years between these two estimates, a linear increase has been assumed. Although dredging in the early years of project implementation will already 85 By adding up the product of averted damage today with the weighted probability for each flood intensity. Page 91 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) lead to some flood prevention, it is conservatively assumed that only after project implementation benefits will start to arise. Health Benefits 8. Although the project is likely to generate significant benefits to the environment from improved waste management and sanitation, the benefits quantified here are limited to the health benefits that are expected to be reaped by the reduction of leachate from waste sites and improved sanitation. Because the health benefits are typically difficult to measure, due to concomitant effects from other variables that affect health (such as nutrition, handwashing, and so on), the results of an epidemiological analysis by researchers 86 were applied to estimate the benefits. This so called ‘benefit-transfer’ approach usually requires an adjustment of the circumstances, in which the detailed analysis took place, to the changed context of the economic analysis presented here. However, the analysis done by Labite et al. (2010) was also carried out in the Odaw Basin of Accra, which is why the values can directly be applied to the circumstances under the project. 9. The research was able to measure the disease burden from different transmission pathways that affect pathogen concentrations. It found that a major transmission route of waterborne diseases was the ingestion of contaminated water by children while playing near open roadside drains (see table 3.2). Based on each pathogen and the demographics of the affected areas, children’s exposure to microbial contamination from open drains was estimated to cause, on average, 0.19 disability adjusted life years (DALYs) per child,87 which means a 19 percent reduction of ‘healthy’ years over the lifetime for those children affected during their early years of upbringing. Table 3.2. Number of Cases and Number of DALYs from the Sanitation and Water Supply System Source: Labite et al. 2010. 86 Labite, et al. 2010. “Quantitative Microbial Risk Analysis to Evaluate Health Effects of Interventions in the Urban Water System of Accra, Ghana.” Journal of Water and Health. https://pdfs.semanticscholar.org/3e53/2ad3d67357c576767e3d0107454e18e2f905.pdf . 87 Computed by taking the ratio of DALYs over cases for the open drain exposure path, as outlined in table 3.2. Page 92 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) 10. Although there are various other pathways on how the project interventions are likely reducing disease and disability, the economic analysis conservatively estimated the number of DALYs that could be saved for children (1–4 years) exposed to pathogens from open drains. This was achieved by considering only 1–4-year-olds among the beneficiary population (168,000), which—based on household survey results—amounted to about 24,000 or 14.3 percent of the beneficiary population. Applying similar population to incidence ratios as Labite et al. (2010), it is estimated that disease related to open drainage could be prevented for more than 10,000 children in the project area, and this number would increase with population growth. Assuming lost productivity for each DALY as 50 percent of GDP per capita of Ghana (about US$800), the health benefits are thus estimated starting from US$1 million in the early years and reaching almost US$3 million in 2049. In terms of the overall project benefits, health benefits are likely to be underestimated, because the spillover effects to neighboring areas are not included in this conservative assessment. Benefits from Slum Upgrading 11. The third and last benefit stream evaluated under this project economic analysis is related to the welfare affects arising from upgrading of services and infrastructure in three neighborhoods (that is, Nima, Akweteman, and Alogboshie), in which about 40,000 people reside. Apart from flood mitigating investments (drainage, storm water overflows, and so on), improvement of basic infrastructure and services (local roads, streetlighting, pedestrian pathways, local markets, and improved water and sanitation) are in the menu of options from which communities can select in a participatory and demand- based manner. Because the final investments are not known ex ante, assumptions need to be made on the likely selection of improvements to be chosen by each community. 12. Making use of household surveys—one carried out to research poverty and flood risk in Accra 88 and the other Ghana’s national living standard measurement survey (GLSS6) 89 —hedonic regression techniques were usefully employed to estimate the welfare of service and infrastructure improvements at the household level. Hedonic analysis is a statistical method used to determine the relative importance of certain characteristics that affect the price of a good or service. It is commonly used to decompose housing rents into various structural and locational characteristics. When rental markets function, the level of rent can be assumed to reflect tenants’ willingness to pay (or revealed preference) for certain characteristics of a dwelling (size, bedrooms, amenities, quality of building materials, and other) and location (distance to jobs, communal amenities, risks, and other). What drives differences in rental value, while controlling for other characteristics, can therefore be usefully employed to assess the welfare gain a household can expect to receive when services or infrastructure are improved for them. 13. Because the survey underpinning the research on poverty and risk was only fielded in informal settlements of the Odaw Basin, the characteristics of the beneficiary communities for upgrading are well reflected by its results. These deliver important statistics on the initial access to different types of infrastructure services and the monetary values for rental payments by households that can be grouped by characteristics and income. On the other hand, a regression requires more variation in the household 88 Erman, A. ,et al. 2018. “The Road to Recovery: The Role of Poverty in the Exposure, Vulnerability, and Resilience to Floods in Accra.” Policy Research Working Paper 8469, World Bank, Washington, DC. 89 Ghana Statistical Service. 2014. Ghana Living Standard Survey. Page 93 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) characteristics (that is, not only poor households with poor amenities), so that the national GLSS6, with subsample for Accra, needed to be employed to run the actual hedonic regression to receive coefficients on a more heterogeneous set of characteristics that inform rental values. To ensure robustness of the coefficients, various iterations of the regression model were estimated, and coefficient values were averaged across regressions results. 14. Based on the regression analysis and statistics on existing access to services and infrastructure by beneficiary communities and their respective average rental values, welfare effects for services captured in the household surveys can be computed. These effects are outlined for water and sanitation improvements in table 3.3. For households in informal settlements, the average welfare gains of switching from, for example, communal piped water to a private piped water connection are about US$90 per household per year. If the household is currently using a public toilet and is improving its access to sanitation with a private water closet, US$79 is the assessed welfare gain per household per year. It is assumed that 50 percent of the households in these targeted communities that do not have access to a private piped water (88 percent) or a private toilet (69 percent) will be served with improved water and sanitation. Although local flood prevention in the form of local drainage clearance may risk double counting of benefits from other flood mitigation efforts (under Component 1), localized flooding is found to be effectively addressed through drainage, which is on the menu of options for neighborhood improvements. Table 3.3. Average Incremental Welfare Gain per Household in US$ per Year Moving From (lower access) To (better access) Current accessa Piped water inside dwelling 12% Piped water inside dwelling n.a. 22% Communal pipe (between few neighbors) US$90 per household per year 55% Sachet water US$64 per household per year 11% Public tap / shared well US$82 per household per year Private western closet 30% Private toilet n.a. 69% Public toilet US$79 per household per year Flood risk Improved drainage 45% Households exposed US$54 per household per year Note: a. Based on household survey in informal settlements carried out by Erman et al. (2018). 15. These welfare effects associated with improved access to services and infrastructure (here limited to only water, sanitation, and drainage to prevent flood risk, as more detailed information was not available in the household survey data) generate annual benefits of US$1.2 to US$1.4 million per year, the latter including flood risk. Because there are many more improvements offered that could not be quantified—from local roads, pedestrian paths, streetlighting, and so on—this should be assumed to be a very low-bound estimate on the true benefits from upgrading. (ii) Investment Costs 16. The total investment cost of the project has been included in the economic cost-benefit analysis. In addition, significant O&M costs have been included, based on the findings of the pre-feasibility study. Page 94 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) While the investments costs are detailed in table 1.4 of annex 1, the additional O&M costs are shown in table 3.4. Table 3.4. Annual O&M Cost (in US$) Type of Investment Investment Annual Percentage of O&M Investment Cost Dredging 29,900,000 299,000 1.00 Sand traps 2,370,000 790,000 — Urgent repairs: Odaw, Nima, sea outlet 11,390,000 155,629 1.37 Urgent repairs: Bridge reconstruction 11,780,000 27,094 0.23 Flood detention basins 7,600,000 228,000 3.00 Wier rehabilitation 2,800,000 28,000 1.00 Waste transfer station at University of Ghana 11,500,000 161,215 1.40 Source: Pre-feasibility study. 17. Conversion factors that convert financial to economic costs have been calculated based on available information on existing taxes, import tariff and duties, and unemployment. An assumption was made on local versus imported content and skilled and unskilled labor as inputs for investments and O&M (as shown in table 3.5), leading to a conversion factor for investments of 0.83 and for O&M of 0.71, given the latter’s larger reliance on low-skilled labor. This means that the economic costs are 83 percent of the financial cost, and alias the assessed O&M costs convert to 71 percent of its total cost, when evaluated in its economic terms. Table 3.5. Computation of Conversion Factor for Investments and O&M Investment Cost O&M Conversion Composition Composition Factor Tradeable goods 30% 10% 0.96 Non-traded goods 20% 20% 0.79 Skilled labor 20% 10% 1.00 Unskilled labor 30% 60% 0.60 0.83 0.71 18. The investment cost schedule spans over five years (from 2019 to 2023) and assumes an initial disbursement of 15 percent and 20 percent in the first two years, followed by 25 percent in the third and fourth year, and another 15 percent in the last year. The O&M cost is based on a schedule of needs as identified in the pre-feasibility study. (iii) Results 19. The life of the project is assumed to be 30 years, so all the economic cost and economic benefits are considered over 2019 to 2049. Under the current assumptions and based on the stream of economic cost and benefits outlined in table 3.6, this would generate a rate of return of 16.6 percent and a net present value of more than US$323 million. These results can be considered robust because all assumptions made are conservative and many of the benefits that are likely to arise have not been quantified, including none of the lifesaving measures (like an early flood warning and response system) Page 95 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) introduced under the project. In contrast, the costs have been generously assessed with inbuilt contingencies for investment costs and realistic assumptions on the required O&M expenditure that go much beyond the project investment schedule. 20. Considering the sensitivity of these achieved results to implementation delays and cost escalations, it can be seen in table 3.6 that only the combination of three-year project delay (with zero benefits) and a cost escalation by a factor of 1.5 would generate a net present value below the total investment cost and corresponding ERR of 10 percent. Table 3.6. Sensitivity Analysis—Delayed implementation and Cost Escalation and their Combined Effect on ERR and NPV Delay in Implementation (reduction in benefits during first 3 years in percentage per year) ERR 100% 80% 50% 20% 0% 200,000,000 100% 17% 16% 15% 14% 13% 240,000,000 120% 15% 14% 13% 13% 12% Cost Escalation 300,000,000 150% 12% 12% 11% 11% 10% NPV 100% 80% 50% 20% 0% 200,000,000 100% 323,118,749 310,440,281 291,422,578 272,404,876 259,726,408 240,000,000 120% 295,364,084 282,685,616 263,667,913 244,650,211 231,971,743 300,000,000 150% 253,732,087 241,053,619 222,035,916 203,018,214 190,339,746 Page 96 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330) ANNEX 4. GREENHOUSE GAS EMISSIONS ANALYSIS Climate and Disaster Risks 1. The results from the initial climate screening exercise determined that the urban development and solid waste sectors have an overall moderate level of exposure to climate hazards at the prospective project locations. 2. Although future rainfall patterns appear to be somewhat uncertain, the climate impacts and vulnerabilities as they relate to flood exposure are projected to increase in the GAR. A large emphasis will be placed on integrating sector-specific climate risk management measures into the physical investments and soft components of the project design, to ensure robust and sustainable adaptation and mitigation solutions are adopted with the drainage and flood management activities, the sanitary landfill/s, and transfer station sites. 3. During project implementation, further location-specific research and analysis, including hydrogeological studies and vulnerability mapping, will be conducted to strengthen the opportunities and enhance the climate resiliency solutions, as well as early warning systems and emergency recovery plans. Analysis Boundary  The analysis boundary for the climate change assessment and GHG accounting estimations cover all the GAR, with a focus on the Odaw Basin.  There is one existing sanitary landfill (Kpone landfill) in the Tema Metropolitan Assembly of the GAR; the GHG accounting and SWM activities and statistics capture and analyzed the most up-to-date information from the landfill site.  The SWM activities analyzed in the project scenario cover the improved management of SWM activities through (a) the eventual capping and closing of the existing Kpone landfill; (b) the construction of an additional cell at the Kpone landfill; (c) the construction of an additional sanitary landfill at another location; (d) gas capture features at each of the facilities; (e) additional capping at two existing open dumpsites; (f) the construction of two transfer stations; and (g) building of a ‘Center of Excellence for Solid Waste Management’ to support research and innovations in material recovery, reuse, and recycling. Methodology  The World Bank’s Climate and Disaster Risk Screening Tools and the Climate Change Knowledge Portal were two key resources used to assess the climate vulnerability context of the project locations.  The Climate Action for Urban Sustainability’s CURB Tool was used to estimate the existing and potential GHG emissions of waste disposal within the project area following the International Panel on Climate Change methodologies. Page 97 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330)  The Institute of Global Environmental Strategies (IGES) GHG calculator for solid waste was used to estimate the GHG emissions reductions with respect to the existing technologies within the sector, to better account for the climate benefits and resource recovery within the waste life cycle. Baseline Scenario for 2018  The total waste generated was 1,645,000 tons for a population of 4,700,000 people.  It is assumed that in o The GAR 22 percent of the waste is openly dumped, 5 percent openly burned, and 70 percent taken to the Kpone landfill and o The existing Kpone landfill was designed and operated as a sanitary landfill; however, currently there is no methane/gas collection system in place.  The waste composition assumed is as shown in table 5.1 Table 4.1. Waste Composition for the GAR Waste Type Percentage Waste Type Percentage Waste Type Percentage Paper/cardboard 6 Plastics 10 Other 10.8 Textiles 1.7 Metal 3.5 Organic waste 65 Glass 3 Project Scenario  It is assumed that because of legislation, regulation, and sensitization, there is little to no waste being openly burned in all the project locations.  More location specifically, o The Kpone landfill will undergo reclamation efforts and will eventually be capped and closed over a three-year time period, and additional cells will be built at the landfill.  During the capping and eventual closure, there will be gas capture facilities installed, and a methane recovery rate of 60 percent. o The GAR will have 15 percent of waste being diverted from the landfill and 75 percent going to the sanitary landfill:  10 percent being recycled (plastics, metals, and cardboard)  5 percent of waste being composted (food waste). Page 98 of 100 The World Bank Greater Accra Resilient and Integrated Development Project (P164330)  The methane recovery rate from the gas capture for the new sanitary landfill is projected at 60 percent. Data Sources  The project management team provided data on the waste composition and disposal data, in addition to up-to-date information on the expected population growth and the location- specific information on the sectors transport inventory. Key Assumptions  The sanitary landfills are expected to have an economic lifespan of 20 years each and the transfer stations 25 years.  Once the existing cell at the Kpone landfill is capped and closed, it will be retired. However, the Kpone landfill will remain open as additional cells are built and become functional.  The existing fleet within the sector (comprising vehicles such as the Tata single axle, the roll- off dumpster, front-end loaders, and motorized tricycles) will increase by 10 percent over the project period as collection efficiency improves and more door-to-door services are introduced to replace the communal services.  The motorized tricycles were included in the IGES Tool as modern trucks with unleaded fuel.  The figures for the emissions from the transportation sector were generated from a formula in the IGES Tool.  The CURB Tool does not capture the recycling component within the project design; however, it is a carbon neutral activity. Results 4. The project will ensure a net emissions reduction of 24,940,903 tCO2e over the economic lifetime of the project. The emissions reduction is primarily driven by the strict enforcement of no more open burning, in addition to the sanitary landfills which will include methane gas management systems. Table 4.2. Summary of Gross Emissions Summary Disposal Transport Total Economic lifetime (years) 20 20 20 Gross emissions over economic lifetime 19,617,696 678,213 20,295,909 (tCO2e) Net emissions over economic lifetime -25,024,902 84,000 -24,940,903 (tCO2e) Average annual emissions (tCO2e) 980,885 33,911 1,014,795 Page 99 of 100 The World Bank Greater Accra Climate Resilient and Integrated Development Project (P164330) ANNEX 5. MAP OF PROJECT AREAS Page 100 of 100