INTEGRATED SAFEGUARDS DATASHEET
APPRAISAL STAGE
I. Basic Information
Date prepared/updated: 04/06/2011
Report No.:60830
1. Basic Project Data
Country: Liberia
Project ID: P124664
Project Name: Emergency Monrovia Urban Sanitation Project (EMUS) - Additional
Financing
Task Team Leader: Ventura Bengoechea
Estimated Appraisal Date:
Estimated Board Date: April 7, 2011
Managing Unit: AFTUW
Lending Instrument: Emergency Recovery
Loan
Sector: Solid waste management (100%)
Theme: Other urban development (100%)
IBRD Amount (US$m.):
0.00
IDA Amount (US$m.):
4.00
GEF Amount (US$m.):
0.00
PCF Amount (US$m.):
0.00
Other financing amounts by source:
BORROWER/RECIPIENT
0.00
0.00
Environmental Category: B - Partial Assessment
Repeater []
Is this project processed under OP 8.50 (Emergency Recovery)
Yes [ ]
No [X]
or OP 8.00 (Rapid Response to Crises and Emergencies)
2. Project Objectives
The project development objective (PDO) is to increase access to solid waste collection
service in Monrovia. This would be achieved through: (a) investments in selected areas of
the primary collection system to expand service coverage at the household level; (b)
investments in the secondary collection system to collect, haul and dispose waste
captured through primary collection; (c) a public education campaign on handling and
disposal of solid waste; and (d) technical assistance to the Monrovia City Corporation
(MCC) to enhance municipal capacity for proper revenue administration, financial
management, and management of the solid waste service.
The Project Developmental Objective of the original project will remain unchanged.
3. Project Description
The project aims to scale up ongoing activities in solid waste management (funded under
an earlier emergency IDA operation, see below) and includes the following components:
Component 1: Solid waste collection and disposal - increased funding under the
additional financing
Component 2: Technical assistance to MCC
Component 3: Development of sanitary landfill cells - additional component under the
additional financing
Initial emergency assistance to the Government of Liberia for sanitation services was
provided in 2006 under the Emergency Infrastructure Project Supplemental Component
(EIPSC). The EIPSC funded a one-time citywide clean-up campaign and the introduction
of a simple collection system for about 30% of daily generated waste. Solid Waste
collection continued to be funded under the EIP project until EMUS began funding
collection in December, of 2009 without any interruption in service.
The EMUS project builds on activities initiated under EIPSC but will fund collection on
a four-year declining basis. During this time, the Government is expected to put in place
a financing mechanism to assume the full operating cost of collection by the end of year
four. It is expected that a combination of municipal and central government financing
will generate the required funds.
The EIPSC project also funded construction of cell zero and cell one at the Whein Town
landfill. It was envisioned that EIPSC would subsequently fund the completion of the
sanitary landfill at Whein Town. However, due to limited funds under the project,
construction of additional landfill cells will have to be done under the EMUS project,
which necessitates this additional financing to the EMUS project.
The proposed additional financing responds to the Government's concern that
interruption in service delivery may compromise the fragile public faith in publicly
delivered services. It also will assist the Government's objective to start building capacity
at the Monrovia municipality - the institution responsible for solid waste service
provision.
Component 1: Solid waste collection and disposal (USD 14.4 million)
Sub-component 1.1: Primary collection (USD 0.4 million). This sub-component will
provide TA to strengthen the primary collection system and increase the number of
households served by door-to-door collection. It will: (i) improve Community Based
Enterprises (CBEs') managerial and operational capacities to provide service to
households; (ii) assist MCC to strengthen its supervision capacity and oversight of
primary collection; and (iii) create an environment that will enable MCC to track and
report on CBEs' performance based on an easy to use database system.
Primary collection in Monrovia was initiated in 2007 as a pilot project with funding
from the International Labor Organization (ILO). It is estimated that only around 5,000
households in Monrovia are benefitted from it. The collection is based on the franchising
model and the city is divided into zones serviced by CBEs. The EMUS project has
enhanced the basic model piloted under the ILO and the MCC has recently awarded
contracts for collection in 11 zones within Monrovia, in addition to a larger Central
Monrovia primary collection area.
Sub-component 1.2: Secondary collection (USD 13.7 million). This sub-component will
finance the construction of two transfer stations, and transportation of municipal solid
wastes from the collection areas to transfer stations/disposal site and from transfer
stations to disposal site as required.
Secondary collection covering about 30% of produced waste in Monrovia has been
introduced under the EIPSC project. Through the collection program, private contractors
operate up to eight skip trucks to collect waste from up to 120 communal skip containers.
In addition, the contractors occasionally use their own vehicles to collect waste around
the skip containers. The city is divided into three lots and through a competitive bidding
process, private firms were awarded the contracts for collection and disposal. A third
party Engineer supervises all project activities. A local NGO has been working with
communities to explain the collection system. All waste is disposed of at Whein Town
site, the completion of which is the focus of this additional financing. Original
developments at Whein Town were done on an emergency basis and in order that the
open dump-site within city limits (Fiamah site) could be closed and capped without
halting the newly re-established routine collection of waste. Development of additional
cells at Whein Town will be done with additional environmental safeguards, described
below.
Two small transfer stations are in the process of being built under the subcomponent.
Large trucks will transport the waste from the transfer stations to the landfill, while
smaller size trucks hauling smaller volumes will serve the city-areas and transport waste
to the transfer stations. The number of collection areas around town will be increased
beyond the current number to allow increased service coverage.
The aspects of Component 1 that could have adverse environmental and social impacts
are the construction and operation of two small waste transfer stations in Monrovia and
the continuing operation of the Whein Town Landfill. These have been addressed in the
original EMUS project safeguards section.
Sub-component 1.3: Public education campaign (USD 0.3 million). The sub-component
will consist of a public awareness campaign (PAC), which will seek to encourage
Monrovia residents to use the solid waste collection services; it will also sensitize citizens
about the impact of unsafe handling and use of waste. This will be achieved by a
combination of communication techniques (i.e. radio, town hall meetings, jingles) on the
benefits of using the collection systems and hazards of unsafe handling of waste. This
sub-component will help to increase awareness and use of the solid waste services. Solid
waste management is a relatively new concept in Monrovia following years without
regular collection. Presently, the majority of the population handles waste by burning,
disposing it in drains, rivers, using it to reclaim land on which to build homes.
Component 2: Technical assistance to MCC (USD 4.9 million)
This component aims to strengthen the capacity of MCC for proper revenue
administration, financial management, and technical oversight related to the provision of
solid waste services in Monrovia.
Sub-component 2.1 (USD 1.0 million): Financial and Organizational Management TA.
This sub-component will provide TA for financial and organizational audit and
governance improvement. The financial and organizational audit include TA to carry out
financial and organizational diagnostics of MCC in order to: (i) overhaul the revenue
administration system, redesign procedures, introduce revenue accounting; develop a
database of commercial entities; (ii) strengthen the budgeting process; develop a proper
accounting system and the generation of accounting reports; and (iii) develop
organizational flow charts, HR assessment tools, manuals and policies. The governance
improvement would include TA on policy options and assistance to develop the MCC
Charter.
Sub-component 2.2 (USD 3.9 million): Project Implementation and Technical
Supervision. It is envisaged that a small unit (Project Implementation Unit (PIU) would
be established first to address project management and procurement issues, and that over
a period of time this unit will also build the capacity of the line departments. FM
functions under the project will be handled by the Project Financial Management Unit
(PFMU) already established at the MOF. During mid-tern review of the project, the MOF
and the Bank will re-assess the systems and may consider transferring the financial
management responsibilities to MCC. Other than the PIU, the Design and Supervision
Engineer will be located at the MCC premises, work closely with staff of the Sanitation
Department and as such, provide on-the job training.
Component 3: Development of Sanitary Landfills (USD 2.3 million): The proposed
additional financing will fund construction of landfill disposal cells at the current disposal
site at Whein Town, Monrovia. This was not envisaged under the original EMUS project.
Instead, some support for landfill cells was provided under the Emergency Infrastructure
Project Supplemental Component (EIPSC), implemented by UNDP. Currently, available
funds under EIPSC have been largely expended, while available disposal space at Whein
town is inadequate to accommodate incoming waste. As a result, unless new cells are
developed, Monrovia would run out of safe disposal options. This component will fund
the development of cells 2-5 in accordance with appropriate environmental safeguards.
EIPSC will fund the final development of leachate ponds and administrative buildings at
Whein Town.
The total project, including the additional financing of 4.0 million, will amount to USD
22.4 million:
Component I
1.1 Primary Collection (USD 0.4 million)
1.2 Secondary Collection (USD 13.7 million)
1.3 Public Awareness Campaign (USD 0.3 million)
Sub-total: USD 14.4 million
Component 2
2.1 Financial and Organizational Management (USD 1.0 million)
2.2 Implementation and Technical Supervision (USD 3.9 million)
Sub-total: 4.9 million
Component 3
3.1 Development of Sanitary Landfills (USD 2.3 million)
Audit, Training, Operating Costs (USD 0.5 million)
Contingency (USD 0.3 million)
4. Project Location and salient physical characteristics relevant to the safeguard
analysis
Project activities will be located in Monrovia.
5. Environmental and Social Safeguards Specialists
Mr Thomas E. Walton (EASNS)
Mr Antoine V. Lema (AFTCS)
6. Safeguard Policies Triggered
Environmental Assessment (OP/BP 4.01)
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)
Projects on International Waterways (OP/BP 7.50)
Projects in Disputed Areas (OP/BP 7.60)
Yes
X
No
X
X
X
X
X
X
X
X
X
II. Key Safeguard Policy Issues and Their Management
A. Summary of Key Safeguard Issues
1. Describe any safeguard issues and impacts associated with the proposed project.
Identify and describe any potential large scale, significant and/or irreversible impacts:
EMUS was originally a Category B project and required only EMPs, since two small
solid waste transfer stations were the only infrastructure it was financing. Because the
new component involves construction of new cells and a new leachate treatment system
at the Whein Town Landfill, the EMUS Additional Financing has been classified as
Category A, requiring a full ESIA. The borrower prepared an ESIA for the Whein Town
landfill in 2008 in connection with the Emergency Infrastructure Supplemental Credit
(P103276). This ESIA includes an ESMP that was updated in July 2010 and is included
the Operations Manual. It was reviewed by the Bank and disclosed in December 2008
and is being used for EMUS and the proposed additional financing. The EMP that
includes an operations manual for the landfill has been updated and disclosed. No
additional land acquisition is involved as the new cells can be accommodated within the
existing site boundaries which are uninhabited.
The main impacts of the additional financing are beneficial: provision of additional
space for waste disposal so that progress in expanding waste collection and improving
sanitation in Monrovia can continue, and improvement in the quality of the facilities and
operations of the landfill, including management of potential adverse environmental and
social impacts. A collateral benefit is improved water supply to nearby villages; by
drilling a deep well for the communities as compensation for springs that were on the site
and as a safeguard against possible leachate contamination, MCC has provided an
alternative to local shallow wells, all of which evidenced unhealthy bacteria counts
unrelated to the landfill during the project's baseline monitoring. The potentially
significant adverse impacts are possible degradation of the quality of surface water or
groundwater. There are seasonal wetlands and small streams near the landfill, and
groundwater is used for local water supply. The site is partially underlain by the
Paynesville Sandstone, which is a water bearing formation of regional importance.
Leachate contamination in this formation would constitute a significant adverse impact of
regional scale, Other potential impacts are fires caused by gas from biodegradation of the
waste, odors, flies, vermin, increased truck traffic, blowing trash, and visual impact.
2. Describe any potential indirect and/or long term impacts due to anticipated future
activities in the project area:
The main indirect impact that could occur is in-migration of scavengers that derive part
or all of their livelihood from collection and sale of recyclable materials. In the long
term, the landfill will be closed, and closure will involve installing an impermeable cap,
re-vegetating the site, maintaining the leachate treatment system in operation, and
continuing the water quality monitoring program. Eventually, low-intensity uses of the
site will be possible - e.g. recreational open space or agriculture.
3. Describe any project alternatives (if relevant) considered to help avoid or minimize
adverse impacts.
The feature of the landfill that was the subject of alternatives analysis was the design of
the liner for the cells and the facultative leachate treatment ponds. A number of options
were considered, including compacted clay, compacted clay with bentonite, and synthetic
geomembrane. The alternative selected was membrane of high-density polyethylene
(HDPE) sheeting; although it is the most expensive of the options, it will provide the
most reliable protection for the groundwater.
4. Describe measures taken by the borrower to address safeguard policy issues. Provide
an assessment of borrower capacity to plan and implement the measures described.
As explained above, the borrower prepared an ESIA for the landfill in 2008 and disclosed
it in connection with the Emergency Infrastructure Project Supplemental Credit
(P103276). The ESIA included an EMP, and it remains on file in the InfoShop and in
effect for EMUS and its proposed additional financing. During the implementation of
EMUS, the then-embryonic Project Implementation Unit (PIU) for solid waste
management has been fully established and staffed by MCC. Its staff includes an
environmental engineer to oversee environmental management in solid waste collection
and disposal. The PIU is supported by an engineering consulting firm to assist with
landfill design, preparation of bidding documents, and supervision of construction.
During 2010, the engineering consultants prepared an Operations Manual for the landfill,
and the manual includes a more detailed ESMP that reflects the design of the new cells
and improved leachate treatment system. The manual and ESMP are included in the
bidding documents for the new cells.
Four wells were drilled during 2010 - two new groundwater monitoring wells upgradient and down-gradient from the landfill, one for water supply at the site, and one for
community water supply. Based on the two rounds of water quality testing that have
been completed (August and December, 2010), the water supply wells meet drinking
water standards and the monitoring wells show no evidence of groundwater
contamination. Samples of the influent and effluent of the leachate treatment ponds
collected on the same two occasions show that the treatment system is robust, reducing
the ammonia concentration in the leachate, for example, by 60% in August and 95% in
December. MCC acquired an unoccupied and rarely used site for the landfill during
implementation of EIPSC in a commercial transaction with a single owner, and a RAP
was therefore not required. The land is sufficient to accommodate the new cells, and so a
RAP is not needed for the proposed additional financing. (The abbreviated RAPs that
have been previously disclosed for EMUS pertain to the solid waste transfer stations.)
5. Identify the key stakeholders and describe the mechanisms for consultation and
disclosure on safeguard policies, with an emphasis on potentially affected people.
The key stakeholders are the people of Monrovia and the group of persons living near the
landfill. They were consulted extensively during preparation of the ESIA, and both the
landfill operators and the consulting engineer established ongoing communications then
with the local community that have continued to this day. Local citizens raised concerns
about their needs for water supply, protection of water resources, health care,
transportation, health and safety, odors and vermin, and employment. Most of these
concerns have been addressed in the EMP for the landfill. All parties have agreed on the
importance of continuing communication during the life of the landfill, and Bank
missions to supervise EMUS have confirmed that the operating contractors and PIU are
maintaining liaison with the community.
During 2010, there has been extensive consultation with a subgroup of stakeholders the scavengers or "reclaimers" as they prefer to be called, that visit the landfill. One
product of the consultation is a detailed socio-economic survey based on interviews with
48 of the reclaimers. As a result of the survey and consultations, MCC decided to allow
reclaimers to continue to work at the landfill, provided that they use the safety equipment
MCC is providing and follow agreed rules that, among other things, prohibit reclamation
activity near heavy equipment that is spreading, compacting and covering waste. The
livelihoods of the reclaimers are thus not adversely affected, risks to their health and
safety are reduced, and the valuable service they provide by reducing the volume of
waste being placed in the landfill can continue.
B. Disclosure Requirements Date
Environmental Assessment/Audit/Management Plan/Other:
Was the document disclosed prior to appraisal?
Yes
Date of receipt by the Bank
12/03/2008
Date of "in-country" disclosure
03/31/2009
Date of submission to InfoShop
03/03/2011
For category A projects, date of distributing the Executive
Summary of the EA to the Executive Directors
Resettlement Action Plan/Framework/Policy Process:
Was the document disclosed prior to appraisal?
Yes
Date of receipt by the Bank
10/15/2009
Date of "in-country" disclosure
10/31/2009
Date of submission to InfoShop
04/05/2011
Indigenous Peoples Plan/Planning Framework:
Was the document disclosed prior to appraisal?
Date of receipt by the Bank
Date of "in-country" disclosure
Date of submission to InfoShop
Pest Management Plan:
Was the document disclosed prior to appraisal?
Date of receipt by the Bank
Date of "in-country" disclosure
Date of submission to InfoShop
* If the project triggers the Pest Management and/or Physical Cultural Resources,
the respective issues are to be addressed and disclosed as part of the Environmental
Assessment/Audit/or EMP.
If in-country disclosure of any of the above documents is not expected, please
explain why:
C. Compliance Monitoring Indicators at the Corporate Level (to be filled in when the
ISDS is finalized by the project decision meeting)
OP/BP/GP 4.01 - Environment Assessment
Does the project require a stand-alone EA (including EMP) report?
If yes, then did the Regional Environment Unit or Sector Manager (SM)
review and approve the EA report?
Are the cost and the accountabilities for the EMP incorporated in the
credit/loan?
OP/BP 4.12 - Involuntary Resettlement
Has a resettlement plan/abbreviated plan/policy framework/process
framework (as appropriate) been prepared?
Yes
Yes
Yes
Yes
If yes, then did the Regional unit responsible for safeguards or Sector
Manager review the plan?
The World Bank Policy on Disclosure of Information
Have relevant safeguard policies documents been sent to the World Bank's
Infoshop?
Have relevant documents been disclosed in-country in a public place in a
form and language that are understandable and accessible to project-affected
groups and local NGOs?
All Safeguard Policies
Have satisfactory calendar, budget and clear institutional responsibilities
been prepared for the implementation of measures related to safeguard
policies?
Have costs related to safeguard policy measures been included in the project
cost?
Does the Monitoring and Evaluation system of the project include the
monitoring of safeguard impacts and measures related to safeguard policies?
Have satisfactory implementation arrangements been agreed with the
borrower and the same been adequately reflected in the project legal
documents?
N/A
Yes
Yes
Yes
Yes
Yes
Yes
D. Approvals
Signed and submitted by:
Task Team Leader:
Environmental Specialist:
Social Development Specialist
Additional Environmental and/or
Social Development Specialist(s):
Name
Date
Mr Ventura Bengoechea
Mr Thomas E. Walton
Mr Antoine V. Lema
04/06/2011
04/06/2011
04/06/2011
Ms Alexandra C. Bezeredi
04/06/2011
Mr Junaid Kamal Ahmad
04/06/2011
Approved by:
Regional Safeguards Coordinator:
Comments:
Sector Manager:
Comments: