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Stage 1 Report (Final)

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Stage 1 Report (Final) Ref Number: C01647 STAGE 1 REPORT (FINAL) SULULTA MUNICIPAL SCOPING STUDY, INTEGRATED 30 April 2018 URBAN WASH PROJECT This document International Federation of Red Cross and Red Crescent Societies has been (IFRC) prepared for: P.O.Box 303, CH-1211 Geneve 19, Switzerland By: Fleet House, 8-12 New Bridge Street, London, EC4V 6AL 44 (0)20 7822 1867 / www.wsup.com/advisory Richard Wilson Main contact regarding this Associate, WSUP Advisory document: Fleet House, 8-12 New Bridge Street, London EC4V 6AL 44 (0)20 7822 8675, [email protected] Revision Comments Date Approved by 0 Issued as “Initial Report” to IFRC for 5.1.18 Tim Hayward comment 1 Issued as Initial Report to Nestle and ERCS 16.1.18 incorporating IFRC comments and with addition of executive Summary 2 Draft Final Report to IFRC, ERCS and 5.3.18 Nestle for comment 3 Final Stage 1 Report 30.4.18 Tim Hayward 4 5 Front Cover Image: Spring source, Sululta Credit: Richard Wilson, WSUP Advisory 2017 CONTENTS EXECUTIVE SUMMARY 6 ACRONYMS 16 1 INTRODUCTION 18 1.1 Background 18 1.2 Purpose and layout of this document 18 2 STRATEGY DEVELOPMENT 21 2.1 Introduction 21 2.2 Development of the strategy 21 2.3 Timeline for activities and associated risks 26 3 PROPOSED SULULTA WASH STRATEGY 28 4 MEETING THE DESIRED OUTCOMES 44 5 SYNERGY WITH OTHER REPORTS AND STUDIES 52 6 ALIGNMENT WITH THE ONE WASH NATIONAL PROGRAMME AND GTPII COMPLIANCE 68 7 GLOBAL PROGRAMMES FOR WATER AND SANITATION 76 ANNEXES 78 ANNEX 1: PHOTOGRAPHS OF SOME OF THE ENVIRONMENTAL AND HYGIENE CHALLENGES 79 ANNEX 2: INFORMATION REQUESTS NOV AND DEC 2017 82 ANNEX 3: 5-YEAR GROWTH AND TRANSFORMATION PLAN II 2015-2020 (GTPII, EXTRACTS) 85 ANNEX 4: PRINCIPLES OF SUSTAINABILITY MASTER PLANNING AND FEASIBILITY STUDIES 94 1 Introduction 94 2 Socio-economic analysis 95 3 Cross-cutting factors 95 4 Appropriate and affordable technology 97 5 Economies of scale, sharing and delegation 98 6 Formative Research 98 7 Financial analysis 99 8 Tariff structures and phasing 100 9 Technical assistance 100 ANNEX 5: GENERAL WASH SECTOR CHANGE GUIDANCE 102 1 Economy of Scale 102 2 Delegation 102 ANNEX 6: PROMOTION AND ADVOCACY 104 1 Introduction 104 2 High Level Advocacy 104 3 Local Level Promotion and Advocacy (involving UHEP professionals and others) 104 4 Promotion of Service Delivery 107 ANNEX 7: TECHNICAL AND OPERATIONAL DEVELOPMENT 109 1 Introduction 109 2 Manually operated systems 109 3 Centralized treatment 109 4 Decentralized treatment 110 5 Business models 110 6 Sharing of good/best practice 111 ANNEX 8: SERVICE DELIVERY 112 1 Introduction 112 2 Solid Waste Management 112 3 Hazardous Waste Management 114 4 Faecal Sludge Management 114 5 Liquid Waste Management 115 6 Institutional sanitation (schools, offices, health facilities) 116 7 Capacity Building 116 8 Informal Sector 117 9 Private Sector 117 10 Community Based Enterprises 118 ANNEX 9: REGULATION AND ENFORCEMENT 119 ANNEX 10: FINANCE 120 1 GTPII 120 2 Sanitation levy fund 120 3 Micro-finance 120 4 Subsidies and cross subsidies 120 ANNEX 11: IUSHSAP ANNEX 4.2: FSM IN LUSAKA 121 ANNEX12: SULULTA BRIEF VISIT RECORD; RICHARD WILSON WSUPA OCT/NOV 2017 128 ANNEX 13: NOTES ON EXISTING WATER SYSTEM AND PROPOSED WORKS RW 15.11.17 131 ANNEX 14: ACTORS/STAKEHOLDERS OBJECTIVES AND NETWORKS IN UPPER SULULTA WATERSHED: THE CASE OF PUBLIC INSTITUTIONS AND PRIVATE BUSINESS 146 ANNEX 15: AGENDA, ATTENDANCE LIST AND NOTES FROM WORKSHOP 20 TO 21 FEBRUARY 2018 149 ANNEX 16: WSUPA SLIDE PRESENTATIONS FROM WORKSHOP 20 TO 21 FEBRUARY 2018 156 EXECUTIVE SUMMARY Sululta is a fast growing urban and peri-urban area to the north of Addis Ababa that is expected to continue to rapidly increase in population over the coming decades. There are significant challenges to meeting the present and future WASH needs for the general population and the administrative, industrial, commercial, educational and recreational sectors in a sustainable manner. The results of this scoping study, which was funded by IFRC, are that, in order to align with Government of Ethiopia’s ambitious policies and strategies, as well as to meet the aspirations and expectations of Sululta residents, an innovative approach will be required in the sub- sectors of water supply, sanitation and solid wastes management. In addition, in order to meet environmental and health targets, the approach needs to take into account integrated water resources management, including urban planning, agriculture, industry and commerce1. The study identifies a high level WASH Strategy for Sululta and this report contains guidelines on how to implement the strategy over the coming years. The overarching objective of the Sululta WASH Strategy is to create an “enabling environment” to provide, and also to promote and ensure take up of, sustainable and equitable water and sanitation services. This is illustrated in the following diagram: It should be emphasized that one or more public (or private) utilities, that are based on sound business principles, will have to exist to provide sustainable water and sanitation services. 1 Sululta is fortunate in this respect to have already embarked on the development (and eventual implementation) of an Integrated Landscape/Watershed Management Plan for Upper Sululta Watershed Page 6 of 160 This may involve significant sector changes that are considered essential both in order to achieve targets set out in the country’s Growth and Transformation Plan, but also to provide financially and environmentally sustainable and acceptable WASH services to the residents of Sululta, as well as to the commercial and institutional2 bodies that support them. The consultant study has identified the need for the Sululta WASH Strategy to be: ➢ Led by the Government of Ethiopia Growth and Transformation Plan 2015-2020 ➢ Facilitated by means of an “Enabling Environment” ➢ Covering Water Supply, Sanitation and Solid Waste ➢ Implemented by regional and local government bureaus in collaboration with private enterprise and academia. To ensure success it is necessary to get “buy-in” and commitment to the proposed strategy and there are significant actions that need to be initiated, and then undertaken, by stakeholders. The initial approach to getting “buy-in” and commitment was to hold a key stakeholder workshop (20/21 February 2018). It is now apparent that the responsibility for promotion, fund leverage and implementation of the strategy falls across five different levels of stakeholder: ➢ Local government bureaus – led by the Mayor of Sululta; involving at least the water, planning, health, economic development, and education offices; but importantly also involving full representation of the community including all ethnic, gender, youth and disadvantaged groups. Sululta Mayor’s office, as leader of local sector offices and representative of beneficiaries, to champion change at political and local levels ➢ Regional government bureaus – initially led by the Oromia Water Bureau but also involving all relevant sectors, in due course - Health, Education, Environment, Urban, Economic, Agriculture, Tourism, Industry, Labour, etc. The role of the Oromia Regional Water Bureau, which has carried out detail design for a new water supply system to currently unserved urban areas of Sululta, should be extended: o to perform sustainability studies on existing and proposed water systems as part of their design review process, taking into account the multi-sector approach detailed in this strategy3 o to undertake hydrogeological and hydrological investigation and long-term monitoring4 (with possible involvement of private sector which has interest in water resource protection and sustainable development) o to incorporate the resulting sustainable design and operational business plan for Sululta into funding bids, either through the Water Resources Development Fund or through other channels, promoting the proposals as a “sustainability demonstration project” for eventual scale up within the region and nationally 2 Schools, education, government offices, etc. 3 In order to achieve WASH sustainability and multi-sector synergy, it will be necessary for the current detail designs for water supply extensions (upper, southern, urban area) to be revisited to take into account (i) the existing system, (ii) the principles of sustainability master planning and feasibility studies and also (iii) taking into account the new physical plans to be embodied in the Integrated Landscape/Watershed Management Plan 4 This has been proposed by specialist consultants engaged by Nestlé which, along with other commercial abstractors, needs to be fully informed about the water sources. It will also benefit reliable and sustainable abstraction of public water supplies and provide a more scientific basis on which to grant water abstraction licenses Page 7 of 160 ➢ Water and Land Resources Centre at Addis Ababa University, which is already undertaking an Integrated Landscape/Watershed Management Plan5 (ILMP/IWMP). o Since this organisation is engaged long term and works through high level stakeholder coordination approach, it is also in a good position to promote the Sululta WASH Strategy, which is entirely in synergy with the proposed ILMP/IWMP o Sululta WASH Strategy may be regarded either as complimentary to or as a sub- component of the ILMP/IWMP ➢ Ethiopia Red Cross Society as influential advocates to federal and regional governments, CSOs and private sector for equitable WASH services and agent of IFRC. ERCS has greatly assisted WSUP Advisory in the field and has also undertaken to obtain
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