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Public Disclosure Authorized
The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
Public Disclosure Authorized
Combined Project Information Documents /
Public Disclosure Authorized
Integrated Safeguards Datasheet (PID/ISDS)
Appraisal Stage | Date Prepared/Updated: 30-Apr-2019 | Report No: PIDISDSA25234
Public Disclosure Authorized
Jan 04, 2019 Page 1 of 25The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
BASIC INFORMATION
OPS_TABLE_BASIC_DATA
A. Basic Project Data
Country Project ID Project Name Parent Project ID (if any)
Ethiopia P167794 One WASH—Consolidated
Water Supply, Sanitation,
and Hygiene Account
Project (One WASH—
CWA)
Region Estimated Appraisal Date Estimated Board Date Practice Area (Lead)
AFRICA 15-May-2019 13-Jun-2019 Water
Financing Instrument Borrower(s) Implementing Agency
Investment Project Financing Ministry of Finance and Ministry of Water,
Economic Cooperation Irrigation and Electricity,
Ministry of Education,
Ministry of Health
Proposed Development Objective(s)
To increase access to safely managed water supply, sanitation, and hygiene services and strengthen capacity for water
resources management and service delivery.
Components
Rural and Pastoral Water Supply, Sanitation, and Hygiene (Rural WASH)
Urban Water Supply, Sanitation, and Hygiene (Urban WASH)
Institutional Water Supply, Sanitation, and Hygiene (Institutional WASH)
Climate Resilient Water Supply, Sanitation, and Hygiene (Climate Resilient WASH)
Institutional Strengthening and Project Management
PROJECT FINANCING DATA (US$, Millions)
SUMMARY -NewFin1
Total Project Cost 350.00
Total Financing 350.00
of which IBRD/IDA 300.00
Financing Gap 0.00
Jan 04, 2019 Page 2 of 25The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
DETAILS -NewFinEnh1
World Bank Group Financing
International Development Association (IDA) 300.00
IDA Credit 300.00
Non-World Bank Group Financing
Counterpart Funding 50.00
Local Communities 20.00
Local Govts. (Prov., District, City) of Borrowing Country 30.00
Environmental Assessment Category
B-Partial Assessment
Decision
The review did authorize the team to appraise and negotiate
B. Introduction and Context
Country Context
1. With over 100 million people Ethiopia is the second most populous country in Africa, after
Nigeria. The country’s population is growing at an average rate of 2.6 percent per year, with projections
that indicate that the population may exceed 130 million by 2030 (CSA, 2013) and 142 million by 2037.
2. Ethiopia has experienced rapid and stable economic growth over the past decade. From
2005/06 to 2015/16, Ethiopia’s economy has been growing at an annual average rate of 10.3 percent
compared to a regional average of 5.4%. The expansion of agriculture, construction and services
accounted for most of this, with modest manufacturing growth.
3. There has been a significant reduction in poverty, but challenges remain. Over the past decade
from 2004 to 2014, real GDP per capita increased on average 8 percent per year. Poverty declined
substantially from 55.3 percent in 2000 to 33.5 percent in 2011, based on the international poverty line
of US$1.90 per/day. There have also been significant improvements in nutrition, health, education, and
access to basic services. While experiencing this rapid growth, Ethiopia remained one of the most equal
countries in the world with a Gini coefficient of consumption of 0.33 in 2018. However, despite this
progress, the country ranked only 173 out of 188 in the Human Development Index (HDI) of the United
Nations Development Program (2018) and the poorest 15 percent of the population experienced a decline
in well-being during 2011-2018, mainly because of high food prices. In recent years, the rural – urban gap
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One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
has been increasing, driven primarily by lack of access to basic services. Access to Water Supply and
Sanitation (WSS) services is estimated to be 55 and 68 percent in rural and urban areas respectively.
4. The Government’s Growth and Transformation Plan (GTP) has set an ambitious goal of becoming
a middle-income country by 2025, with annual economic growth of 11.2 percent per year over the period
and gross national income per capita reaching US$1,560 in 2025. A second phase of the GTP (GTP II -
2015/16-2020/21) is currently under implementation. The Government has a powerful role in the
economy, especially in priority sectors such as industry and agriculture, which are the key drivers of
sustained economic growth and job creation. To achieve this plan, water features prominently and is a
critical ingredient to sustain the ambitious agriculture, hydropower generation and industrialization
agendas set forth in GTP II.
5. The temporal and spatial variability of water resources, exasperated by extreme climate shocks
poses a continuous challenge for water service delivery for human consumption and productive use. At
first glance, Ethiopia’s water resources endowment appears generous. The country has adequate average
annual rainfall, several major rivers and lakes, and significant groundwater resources. One of the primary
characteristics of Ethiopia’s water resources are extreme inter-annual and intra-annual rainfall variability,
and the international nature of its most significant water resources. This variability is most obviously
manifested in endemic, devastating droughts and floods. Less apparent is the broad range of impacts this
variability has on the Ethiopian economy, even in good rainfall years. In recent years, inter-annual
droughts have had devastating impacts leading to population displacement and requests for humanitarian
help. Resource constraints due to hydrological variability and climate change are further exacerbated by
mushrooming population demands and increasing competition for water resources between multiple
productive sectors (agriculture, industry, hydropower, etc.).
6. Decentralization of service delivery to local levels is actively pursued. The current federal
system of government was established in the early 1990s, and since 2003 the country has decentralized
service delivery responsibilities to the regional and district (woreda) levels. Critical public functions such
as water and sanitation, solid waste management, and public health services have been devolved.
Underlying this decentralized system are formula-based fiscal transfers (block grants). Decentralization
has yielded many positive results, but challenges related to regional disparities and rates of development
are evident. Pace of development has varied greatly from region to region and smaller and predominantly
pastoralist regions have achieved lower development outcomes. Regional variability in capacities and
achievement of development outcomes have been exacerbated by civil unrest, influx of refugees (from
neighboring countries) and internal displacement due to conflict and natural disasters. Though the
country has been experiencing political instability over the last three years some signs of improved
stability were evident following the election of the new prime minister in April 2018.
Sectoral and Institutional Context (further details in Annex 3 of the Project Appraisal Document)
7. In 2015 Ethiopia met its Millennium Development Goals (MDGs) for water supply. This
significant achievement was largely driven by the very rapid access increase in rural areas where 35 million
people were provided access to piped and protected water sources between 1994 and 2015. In urban
areas, an additional 10 million people gained access to piped water through household connections. The
MDG for sanitation was not met but good progress was made in reducing open defecation in rural areas
Jan 04, 2019 Page 4 of 25The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
– over 40 million people built basic latrines – while in urban areas reduction of open defecation (OD)
dramatically dropped from 40 to 6 percent. The drop in OD practices was accompanied by good progress
with 8 million people moving up the sanitation ladder from basic to improved toilet facilities in urban
areas. However, gains in urban sanitation coverage have been offset by increases in urban population,
and lack of focus on the integrated sanitation service chain (containment, transport and safe treatment
and/or disposal). The progress in improving access to Water, Sanitation and Hygiene (WaSH) services has
been driven by a combination of decentralization and sector reforms.
8. The Government of Ethiopia’s (GoE) policies and strategies, are designed to respond to some of
the economic, social, institutional, and operational challenges affecting the sustainable delivery of
services. The major policy principles articulated in strategies such as the Integrated Urban Hygiene and
Sanitation Strategy include: (i) recognizing water and sanitation as economic and social goods; (ii)
devolving ownership and management autonomy to the lowest possible local level; (iii) moving towards
full1 cost recovery for urban schemes and recovery of operation and maintenance cost for rural schemes;
(iv) no direct subsidy for construction of household latrines; and (v) integrating sanitation and hygiene
promotion with water supply.
9. Responsibility for development and provision of water supply and sanitation services is shared
among four Federal Ministries; the Ministries of Education (MoE), Finance and Economic cooperation
(MoF), Ministry of Health (MoH), and the Ministry of Water, Irrigation and Electricity (MoWIE), and
their respective regional Bureaus. In addition, consistent with Ethiopia’s decentralization policy,
woredas2, towns and communities are responsible for planning and managing their own water supply and
sanitation services.
10. The One WaSH National Program (OWNP) is the Government’s main instrument for achieving
the GTP’s goals of the WaSH sector in a more integrated manner. OWNP aims to coordinate WaSH
activities and to improve efficient use of resource for service delivery with respect to water supply,
sanitation, and hygiene in rural, urban, and pastoral communities, as well as schools and health posts and
health centers. Currently the Bank is jointly financing the OWNP in roughly a third of rural woredas (382
woredas out of 1000); a tenth of small towns (124 out of nearly 900 towns across the country); and 20
medium towns in all regions, pooling its resources with DFID, AfDB, UNICEF and the Government of
Finland in a Consolidated WaSH Account (CWA) that is managed by MoF. The World Bank manages the
fiduciary, safeguards and monitoring and evaluation (M&E) aspects of this pooled account on behalf of
CWA financing partners.
11. Access to improved water supply and Sanitation services in rural and urban areas in Ethiopia
has improved at a steady pace but many challenges remain. High population growth, high non-
functionality rate, frequent discontinuity of supply, water quality, reduced yields and drying wells during
droughts and contamination of existing water sources are among the factors jeopardizing the expected
health and economic benefits from improved infrastructure. Increases in rural sanitation coverage have
1 The project policy design is fully cognizant of the need for gradual progress towards achievement of full cost recovery as a longer-
term objective in the Ethiopian context.
2 Woredas or districts are the third-level administrative divisions. They are further subdivided into wards (kebeles) or
neighborhood associations, which are the smallest unit of local government.
Jan 04, 2019 Page 5 of 25The World Bank
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resulted in increased convenience and improved safety and dignity, especially for women, but the poor
quality of infrastructure has resulted in limited health benefits. High prevalence of open defecation and
poor sanitation services, which contaminate local water supply sources, has been strongly linked to poor
outcomes in child early years development and stunting as well as to high incidence of waterborne disease
outbreaks. An assessment3 aimed at identifying underlying causes of stunting in Ethiopia found that poor
sanitation contributes to 67 percent of observed cases of stunting in children under 5 years of age.
12. Regional variations in implementation capacity, particularly in developing regions, represent
additional challenges. Service provision faces particular challenges in lowland, predominantly pastoralist
regions, where water resources variability is more pronounced. In some of these areas also, the influx of
refugees and internally displaced people complicates WSS service delivery and puts added strain on local
water sources.
13. Many challenges and opportunities exist for the GoE to increase resilience and effective
management of water resources to provide sustainable WSS services. If adequately addressed, the
following challenges can present numerous opportunities for growth and sustainable management of
water resources: (a) major gaps exist in access and coverage of different water services and other
productive uses to achieve the GTP II and Sustainable Development Goals (SDGs) because of low level of
water resources development; (b) water use conflicts are emerging in some parts of the country due to
rapid urbanization, population growth and limited regulatory oversight; (c) institutions for water
resources management require strengthening; (d) decision-making for water resources development is
not conducted in an integrated manner; and (e) the socio-economic development is rather vulnerable to
climate shocks due to inadequate investments in water infrastructure, particularly water storage facilities.
The severe droughts in the past years in eastern and southeastern Ethiopia leading to devastating food
shortage, health issues and even displacement, illustrate the urgent needs to develop more water
(storage) infrastructure and improve climate resilience in the country. Related to this is the sub-optimal
operation of the existing storage facilities due to soil erosion and environmental degradation in the
catchment areas.
14. To build on the successes in WSS service provision and shift from project-based interventions
to programmatic approach, the new operation seeks to enhance existing approaches, to achieve access
scale-up and to address emerging challenges such as climate resilience. This new project seeks to
broaden interventions for WSS service delivery to adequately address issues of sustainability related to
availability of water resources, management of installed infrastructure and put in place measures to
adequately address sanitation. The proposed operation builds on a solid foundation that is guided by the
OWNP and a pooled financing mechanism (CWA), which supports sector implementing agencies to jointly
plan, budget, implement and monitor WaSH activities. In addition to addressing elements of resilience,
the proposed operation aims to address challenges in existing programmatic approach by addressing
aspects of: (i) functionality and quality of rural WaSH services; (ii) adopting a comprehensive supply and
demand-driven approach for sanitation in both rural and urban areas that includes linkages to local private
sector and access to financing; (iii) stepped approach for urban WaSH to incentivize planning and improve
readiness and dimensioning of WSS infrastructure; and (iv) promoting an integrated approach to address
challenges in low access to improved sanitation.
3 The World Bank. “All Hands on Deck – Reducing Stunting Through a Multi-Sectoral Approach in SSA and Ethiopia” March 2018.
Jan 04, 2019 Page 6 of 25The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
15. Ethiopia is an early adopter of the Human Capital Project, which aims to address three aspects
of human capital: child survival, health (stunting and adult morbidity), and educational attainment.
Through multi- sector work, the World Bank Ethiopia has engaged in Early Years Initiative, which is a joint
initiative between health and nutrition, water, agriculture and social protection. The project aims to build
on this momentum to scale up interventions in sanitation that directly link with this initiative. The program
also aims to closely complement interventions of the National Nutrition Plan and strategically align with
the Ministry of Health’s Woreda Transformation Plan in which improved hygiene and sanitation form an
integral pillar.
16. The proposed Project address some of the key challenges highlighted in the above regional and
country context section with a focus on increasing access for this first phase.
C. Proposed Development Objective(s)
Development Objective(s) (From PAD)
Increase access to safely Managed water supply, sanitation and hygiene services and strengthen capacity for water
resources management and service delivery
Key Results
PDO Level Indicators
i. Number of people provided with access to safely managed drinking water services4 under the
Project (rural/urban/female)
ii. Number of people provided with access to safely managed sanitation services5 under the Project
(rural/urban/female)
iii. Proportion of kebeles6 under the Project woredas declared and verified as open defecation free
iv. Proportion of water schemes that are functional and supply safe drinking water in areas under
the Project
v. Proportion of urban water service providers covering their operational costs under the Project
vi. Proportion of rural and urban water supply scheme designs using data from the water resources
management information system
D. Project Description
17. This project is building on and adapts from successes and challenges in the implementation of
the phase I of the OWNP and harmonization of the unified funding instrument, the CWA. This project,
will focus on addressing gaps in the approach, design and implementation from previous interventions,
while adopting directives and indicators from GTP II. Provision of water supply and sanitation service
delivery will be better integrated with water resources management, health and nutrition outcomes,
productive use of water, climate resilience and agile approaches to attend to WaSH in emergencies. The
4 Safely managed drinking water services need to meet the conditions on quality (water supplied should be free from fecal and
priority chemical contamination), accessibility (located on premises for urban households, and within a 30-minute round-trip of
rural households), and availability (water should be available when needed), as detailed in the results framework.
5 Safely managed sanitation services need to meet the specified conditions for accessibility (an improved facility that is not
shared with other households) and service quality (excreta is safely disposed of in situ or emptied, transported, and treated
offsite), as detailed in the results framework.
6 Kebeles (wards) are fourth-level administrative divisions and constitute a subdivision of the woredas (districts).
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project aims to increase and sustain access to improved WSS, using integrated approaches aimed at
ensuring that investments in WSS service delivery are sustainable and resilient. This project will leverage
additional financing from existing CWA partners and new development partners.
18. Component 1 – Rural and Pastoral Water Supply, Sanitation and Hygiene (US$ 110 million) –
This component will support increasing access to water supply and sanitation services and promoting
hygiene in selected rural areas. The component is structured into two sub-components: (i) increasing
access to Water Supply and Sanitation Services and (ii) Enhancing Sustainable Service Delivery.
Prioritization and selection criteria for selected rural woredas is in Annex 2 of the PAD.
Subcomponent 1. A. Increasing Access to Water Supply and Sanitation Services (US$-96.60 million)
19. This subcomponent will finance: (i) development of Woreda Strategic WaSH Plans that outline
approaches to development and rehabilitation water supply schemes, articulation of roles and
responsibilities for O&M, and assessment of socio-economic viability to determine affordability; (ii)
development and rehabilitation of community water supply schemes in participating woredas (including
scoping and financing of alternative energy sources for O&M); (ii) capacity building to strengthen and
sustain participating woredas’ capacity to plan, implement and manage WSS services jointly with OWNP
core implementing sectors (water, education, health and finance) as well as coordinating sectors
(agriculture, pastoralist affairs and disaster risk management commission). For woredas, where water
resources are not sufficient or sustainable to meet current and future demands, considerations for multi-
woreda schemes will be designed and developed in Component 4 and will have differentiated institutional
and management structures commensurate with the complexity of proposed schemes. Further detail on
component related activities are found in Annex 2 of the PAD.
20. For sanitation and hygiene, the project will support: (i) rolling out of new Behavior Change
Campaigns (BCC) developed by the MoH; (ii) establishment of sanitation marketing centers; (iii)
establishment of community saving structures such as “Eqob” and “idir”7 to ensure households have
access to resources to invest in construction and upgrading of their sanitation facilities; and (iv) capacity
building for supply side sanitation marketing to vocational training centers, micro-credit institutions,
micro and small enterprises, local governments, etc. The BCCs are regionally tailored to ensure that
messaging is effectively delivered to targeted communities. This activity will be implemented through
Health Extension Workers and additional support from Woreda WaSH Teams (WWTs)/ Community
Facilitators (CFs) to effectively mobilize communities to attain improved sanitation services. Sanitation
activities will adopt a community-centered approach, whereby communities set their own targets,
monitor their progress and encourage defaulters.
Subcomponent 1.B Enhancing Service Delivery Management Capacity (US$13.40)
21. To address persistent challenges related to high non-functionality rates, and unsustainable service
delivery, including aspects of water quality, this sub-component aims to strengthen post-construction and
service delivery activities. The project will complement proposed water supply activities through the
7Iqob and idir are community-based savings mechanisms whereby participating community members agree to contribute a
specific amount on a monthly basis and a lottery system is devised to disburse monthly collection to one member at a time.
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creation and strengthening of rural water supply management capacity, which include, inter alia: (i) scale
up of pilot interventions for spare parts, supply chain and capacity building of the local private sector (to
be operated by women and youth-led micro and small enterprises) to support O&M of water supply
facilities; (ii) strengthening of community WaSH committees (WaSHCOMs) and establishing networks of
support, where possible, through clustering of WaSHCOMs with urban water boards and utilities within
their radius to provide technical assistance that is beyond the capacity of the community (e.g.
procurement of equipment, engagement of specialist for complex repairs, etc.); (iii) strengthen capacity
of respective water, health and education regional bureaus and woreda offices and WWTs to increase the
number of trained and skilled facilitators that can support community mobilization activities, provide
technical support during design and construction and post-construction of water supply systems; (iv)
enhancing water quality monitoring; and (v) promoting and enhancing O&M training curricula under
vocational skills programs (Technical and Vocational Training Colleges) to increase capacity of local private
sector (technicians, artisans, construction, etc.). Through capacity building activities, WaSHCOMS will be
given greater responsibility to monitor and report functionality of water supply systems as well as play an
active role in promoting construction and upgrading of household sanitation facilities.
22. Component 2 – Urban Water Supply, Sanitation and Hygiene (US$ 105 million) – This component
will improve access to WSS services in selected urban areas (small and medium towns8) and strengthen
operational efficiency of urban water boards and utilities to effectively manage WSS service delivery.
Regions will prioritize small and medium towns within their geographic areas to receive Technical
Assistance (TA) and financial resources for investments. This component will finance: (i) preparation of
Town WSS Business Plans (TWBPs) that lay out strategies for WSS service delivery for current and future
demands for water supply and sanitation. These plans will also articulate prioritization and sequencing of
investments in line with urban growth and demands; (ii) establishment and strengthening of urban water
boards and utilities to efficiently provide services and manage WSS infrastructure and assets; (iii)
construction, rehabilitation and optimization of urban water production, treatment and distribution
systems; (iv) capacity building for participating water boards and utilities to establish and strengthen O&M
of WSS services in line with GoE’s step approach sector policy for institutional development; and (vi)
preparation of feasibility and design studies for priority water supply and sanitation investments.
23. For sanitation, the project will promote the City-Wide Inclusive Sanitation approach that has been
adopted by Addis Ababa and secondary cities across the country. This approach aims to develop a
complete sanitation service chain from household facility to safe transport, treatment/disposal of
wastewater or fecal sludge. The project will finance: (i) construction, rehabilitation and management
structures for public and communal sanitation facilities and on-site treatment or fecal sludge treatment
sites; (ii) scoping and vetting of sanitation options within the TWBPs; and (iii) establishment of sanitation
marketing centers. Awareness and communication campaigns will be carried out by local authorities
(municipality, water Board or Utility, etc.) with the support of Town Support Groups (financed by the
project). Linkages with micro-credit institutions will be established to avail affordable avenues for urban
households to upgrade their sanitation facilities. Sanitation activities will be closely linked to provision of
household water connections.
8Small towns are defined as urban populations between 2,000-20,000 inhabitants; medium towns are between 20,000-100,000
people
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One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
24. This component will follow a two-pronged approach for urban WaSH. Step One will include
capacity building support to all selected small and medium towns to develop adequate business plans,
identify and study potential water supply and sanitation investments and strengthen institutional capacity
of WSS service delivery operators. Upon meeting a set of readiness criteria that include institutional,
technical and financial parameters, towns will be able to access Step Two, for the financing and
implementation of infrastructure. The selection criteria to access TA support in Step One and the
readiness criteria for financing in Step Two can be found in Annex 2 of the PAD. The cost recovery policy
will be implemented gradually, based on the financial capacity of the town to repay. In cases where the
recovery of capital cost is unaffordable by towns, part of the sub-project will be financed by a grant. For
small towns9 financing will be provided through a combination of government grants and regional,
municipal counterpart financing. For medium towns, more robust readiness criteria are in place and
access to finance will come through on-lending from a GoE credit facility, the Water Resources
Development Fund (WRDF). Medium towns will be rigorously appraised to access loans from WRDF. For
small towns that were pre-identified during OWNP phase I (Water Supply, Sanitation and Hygiene Project
WaSHP (P133591)) and faced a series of implementation challenges, financing for infrastructure
development will be provided through this project, contingent on meeting readiness criteria. Medium
towns identified during OWNP Phase I that have also faced similar delays, will be eligible on receiving on-
lending support from this project, via the WRDF upon evaluation and must meet outlined readiness
criteria (see Annex 2 of the PAD). For newly prioritized towns, consideration for financing will follow
outlined two-pronged approach. See Annex 2 of the PAD for more detail on component activities.
25. This project will also provide technical capacity and support to the WRDF to improve its appraisal
process for medium towns and to develop its capacity as a local lending institution. The project will
provide targeted support for medium-sized towns to improve operational efficiency through activities
such as: (i) reduction of non-revenue water; (ii) establishment and/or improvement of billing, collection
and redress systems; (iii) adoption of adequate management information systems; (iv) improvement of
customer relations; and (v) implementation of tariffs as per the approved Business Plans.
26. Component 3 – Institutional Water Supply, Sanitation and Hygiene (US$45 million) – This
component will support: (i) increasing and improving access to WSS services in health facilities and
schools; and (ii) hygiene promotion and behavior change activities (e.g. school WaSH clubs, promotion of
menstrual hygiene management, etc.). The project will finance construction and rehabilitation of
integrated WSS facilities in schools and health posts. Implementation of these activities will be
incorporated into the Woreda Strategic WaSH Plans or TWBPs to ensure that institutions within the same
geographic areas of targeted communities are provided with an integrated package of WSS services.
Standards for sanitation services in schools will follow MoE guidelines, while standards in health facilities
will follow MoH guidelines. Capacity building will be provided to bureaus of education and health to
provide technical support in procurement and contract management of proposed infrastructure
development to address weaknesses in sub-par construction quality.
27. Component 4 – Sustainable and Resilient Water Supply, Sanitation and Hygiene Services (US$65
million) – This component aims to support the study, design and implementation of WSS services in areas
that are prone to recurrent droughts and floods. This component is sub-divided into three pillars to
9Small towns include towns with population of less than 20,000 people while medium towns comprise towns with population
between 20,000 and 100,000 people (OWNP, 2013)
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effectively address: (i) proactive planning and management; (ii) study, design and construction of resilient
and sustainable infrastructure that cope with extreme climatic variability; and (iii) contingency response
window to dimension support and mobilize resources in the event of emergencies.
Sub-component 4.1 – Water resources monitoring and planning (US$5 million) –
28. This sub-component will support the consolidation and collation of water resources (both surface
and groundwater) monitoring and planning to inform design and management of water supply service
delivery. This component builds activities outlined as part of the Modernization of Hydrometeorological
(hydromet) Services TA (P162600). This component will primarily support federal and basin level
institutions mandated to monitor meteorological and hydrological services, namely the River Basin
Development Authority within MoWIE (and its directorates: Directorates for Hydrology, Groundwater,
Basin Administration, River Basin Bureaus (Abbay, Rift Valley and Awash) as well as the National
Meteorological Agency. This component will enhance monitoring for surface and groundwater, that
include: (i) strengthening of weather and climate information, surface and groundwater data collection,
hydromet and early warning systems development; (ii) institutional capacity development of pertinent
institutions; (iii) service delivery aspect of the system for end users and decision-making process; and (iv)
water resources planning activities that include development of analyses and guidelines for catchment
management interventions for water source protection. This sub-component would also support capacity
building and coordination activities to link with existing spatial and early warning institutional mechanisms
and approaches for dissemination of information to regional, Woreda and community levels. Further
detail is in Annex 2 of the PAD.
Sub-component 4.2 – Climate- Adaptive Service Delivery (US$60 million)
29. This sub-component will support targeted woredas and urban localities that are in identified
drought and flood-prone areas. This sub-component will predominantly target areas that require water
supply services that extend beyond local administrative boundaries and capacities, and that require
special management mechanisms (geographic selection criteria can be found in Annex 2 of the PAD). This
sub-component will be managed by MoWIE and will provide technical assistance for: (i) improved
contingency and emergency planning; (ii) investment preparation (feasibility and engineering designs) for
climate adaptive technologies; (iii) preparation of guidelines (menu of appropriate technologies, design
considerations, etc.) and technical standards (for e.g. standard bidding documents) to facilitate scoping,
design and construction of climate adaptive water supply service delivery. It will also finance investments
that require scoping and design that expand beyond community and Woreda administrative boarders.
These schemes will include inter alia, sustainable water source development and promotion of
conjunctive use where possible using boreholes, spring development, water harvesting (haffirs, cisterns,
etc.), groundwater recharge (e.g. sand dams) and storage (micro-dams, tanks, etc.). Further detail on sub-
component activities and selection criteria of geographic areas to be targeted under this component are
in Annex 2 of the PAD.
Sub-component 4.3 – Contingency Emergency Response Component (US$0 million)
30. This sub-component will allow, if need be, to re-direct resources to woreda and regional level
implementing agencies to address elements of emergency response for floods, droughts and outbreaks
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of water-borne diseases. The outline, the pre-defined framework of activities, and the associated triggers
that will re-direct resources to support emergency efforts are incorporated into the Program Operations
Manual.
31. Component 5 – Institutional Strengthening and Project Management (US$ 25 million)– This
component will support the implementation of the project through two sub-components: (i)
operationalization of sector-wide Monitoring Information System (MIS); and (ii) Institutional
Strengthening and Project Management.
32. Given the importance of establishing an operational MIS, the project will finance activities related
to implementation of MIS including: training, procurement and piloting of monitoring sensors and support
to M&E staff at regional and local levels. The support will focus on: (i) institutionalization of this new WaSH
M&E and MIS system; (ii) further improvement of the system to realize real-time monitoring; and (iii)
introducing SIASAR (a successful information system for management of rural water supply systems) in
Ethiopia.
33. Institutional strengthening and project management will be supported through: (i) capacity
building, financing of additional implementation support and technical experts; (ii) project management
and coordination between implementing agencies; (iii) procurement and contract management; (iv)
financial management; and (v) application of environmental and social safeguards instruments and
compliance; (vi) knowledge management and experience sharing. This component will also finance
procurement of equipment and goods required by federal, regional and Woreda implementing agencies
to effectively manage and implement proposed activities.
E. Implementation
Institutional and Implementation Arrangements
34. The project implementation and institutional arrangements will follow the existing structures
that were used under the ongoing WASHP (P133591) whereby the WASH sector related Ministries:
Water Irrigation & Electricity, Health, Education, and Finance at federal level and their respective
bureaus and offices at regional and woreda levels will be the primary implementing agencies with
oversight from their respective Steering Committees. These ministries and their respective regional
bureaus have signed a Memorandum of Understanding (MoU) to support an integrated OWNP. The MoU
describes the specific roles and responsibilities of the ministries and respective bureaus in implementing
the OWNP. In addition, the MoU defines major areas of cooperation among the signatory parties’ joint
planning, resource mobilization, creation of management and coordination structures, quality control,
and monitoring. In addition, consistent with Ethiopia’s decentralization policy, woredas/towns and
communities are responsible for planning and managing their own water supply and sanitation services.
35. WaSH implementation and Coordination Structure. To facilitate the implementation of the
OWNP at different levels, GoE has established institutions to oversee WASH coordination,
implementation, and monitoring at federal, regional, zonal, city and woreda levels. The highest governing
body for program implementation is the National WASH Steering Committee (NWSC), whose members
include MoF, MoWIE, MoH and MoE. The NWSC is chaired by the Minister of MoWIE. The technical arm
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of the NWSC is the National WASH Technical Team (NWTT) consisting of Directors from the four WASH
Ministries. A National WASH Coordination Office (NWCO) is responsible for coordinating, planning and
overseeing Program implementation at federal level. The NWTT is replicated at regional level with
dedicated coordinators in each of the WASH Bureaus in each region. At federal and regional levels Project
Management Units will be responsible for day to day implementation of Project activities. At the woreda
level, program planning and implementation will be coordinated by a dedicated WaSH Team consisting of
members from the Water, Health, Education, and Finance desks. The Woreda WaSH Teams will report to
a Woreda WaSH Steering Committee appointed by the Woreda Cabinet. The National and Regional WaSH
Coordination Offices are responsible for preparing consolidated WaSH plans and budgets, leading
biannual Joint Technical Reviews, and preparing and submitting biannual project performance (physical
and financial) reports. MoF, Regional Bureaus of Finance, and Woreda Finance Offices will be responsible
for managing funds, preparing quarterly Interim Financial Reports (IFRs) and facilitating annual audits. In
addition, the Water Resources Development Fund will be responsible for appraisal and monitoring and
evaluation of projects of the selected medium towns. The table below summarizes the arrangement and
functions of One WaSH – CWA implementation structure:
Level Governance and Oversight and Program Program
Guidance Management Implementation Coordination
Federal National WaSH National WaSH Federal sector’s National WaSH
Steering Technical Team WaSH Project Coordination
Committee Management Units: Office
MoH, MoE, MoWIE,
MoF
Regional Regional WaSH Regional WaSH Regional sector’s Regional
Steering Technical Team WaSH Project WaSH
Committee Management Units Coordination
made up of Bureaus Office
of: water, health,
education and
finance
Zonal (where Zonal WaSH Management Team Zonal WaSH Project Zonal WaSH
applicable) Units: water, Coordination
health, education Office
and Zonal Finance
Woreda Woreda WaSH Steering Committee Woreda WaSH Team – focal points
(Woreda Cabinet) from water, health, education and
finance
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One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
Town/city Town/City WaSH Steering Committee Water Resources Development Fund
(Town Cabinet) in collaboration with Town/City
WaSH Technical Team
Municipality
Town Water Board/ Utility
36. Operation of water supply systems. At the community level, WaSH WaSHCOMs consisting of
elected community members (at least 50 percent women) will be formed to undertake planning,
operation and maintenance and in some cases construction of improved water supply and sanitation
facilities. In the case of towns, Water Boards or utilities will be responsible for planning, operation and
maintenance of WSS services in urban areas.
37. For engagement related to climate resilient WASH, new stakeholders have been included:
Ministry of Agriculture and Natural Resources, Ministry of Livestock and Fishery, Ministry of Environment,
Forest and Climate Change, Ministry of Federal and Pastoralist Development Affairs; and National Disaster
Risk Leadership Commission.
.
F. Project location and Salient physical characteristics relevant to the safeguard analysis (if known)
Ethiopia is well endowed with water resources. Unfortunately, the spatial and geographic distribution of
these resources varies. Large portions of the country experience recurrent droughts, while others are prone
to floods. The availability of water resources to meet the demands of human consumption and other
productive uses is challenging in arid and semi-arid areas of the country. Selection of technologies is highly
dependent on water resources availability and will utilize groundwater, surface water, or a combination of
both. The Project will support the GoE’s OWNP, which covers rural and urban beneficiaries across the
country. Sites for rural and small-size town beneficiaries will be identified during implementation. The
project will build upon and enhance existing safeguard instruments to ensure environmental and social
impacts are adequately screened and mitigation measures are properly implemented. The environmental
and social consequences of the project are expected to be minimal given the small scale of the schemes to
be supported (rural areas and small and medium towns). However, to ensure that adverse impacts are
adequately addressed, the existing Environmental and Social Management Framework and Resettlement
Policy Framework have been revised to incorporate lessons learned from previous interventions. The
revised documents have been cleared by the Bank and publicly disclosed. For subprojects identified during
the course of preparation, individual Environmental Management Plans or Abbreviated Resettlement Action
Plans will be developed as needed and disclosed accordingly.
G. Environmental and Social Safeguards Specialists on the Team
Yalemzewud Simachew Tiruneh, Social Specialist
Tesfa Teferi Gebreegziabher, Social Specialist
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One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
Tesfaw Ashagrie Zegale, Environmental Specialist
Tamru Demsis Temam, Environmental Specialist
SAFEGUARD POLICIES THAT MIGHT APPLY
Safeguard Policies Triggered? Explanation (Optional)
This policy is triggered given that the construction
and rehabilitation of water supply and sanitation
schemes for rural and small towns might have
potential negative environmental and social impacts
unless properly identified and managed. These
impacts may arise largely related to the drilling of
wells and development and transmission of water.
To address these, the GoE has revised the ESMF
prepared for WASHP under implementation to
reflect additional activities, and changes have been
reviewed and approved by the Bank. The World
Bank Group Environmental, Health, and Safety
Guidelines (EHSG) for Water and Sanitation were
referred to while preparing the ESMF. The EHS
Guidelines for Water and Sanitation include
information relevant to the operation and
maintenance of (i) potable water treatment and
Environmental Assessment OP/BP 4.01 Yes distribution systems, and (ii) collection of sewage in
centralized systems (such as piped sewer collection
networks) or decentralized systems (such as septic
tanks subsequently serviced by pump trucks) and
treatment of collected sewage at centralized
facilities. The safeguard instruments such as the
ESM, RPF, and SA have been cleared by a regional
safeguards advisor and disclosed by the GoE (link:
http://www.mofed.gov.et/web/guest/-/esmf-of-
one-wash-cwa-phase-2-
?redirect=http%3A%2F%2Fwww.mofed.gov.et%2Fw
eb%2Fguest%2Fwelcome%3Fp_p_id%3D101_INSTA
NCE_MbEiVwbCWckE%26p_p_lifecycle%3D0%26p_p
_state%3Dnormal%26p_p_mode%3Dview%26p_p_c
ol_id%3Dcolumn-6%26p_p_col_count%3D1). The
RPF, ESMF and SA are also disclosed on the Bank’s
external website. For subprojects identified during
Project preparation, individual Environmental
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Management Plans or Abbreviated Resettlement
Action Plans will be developed as needed and
disclosed accordingly. In the case of potential use of
the Contingent Emergency Response Component
(CERC), safeguard concerns will be addressed
following the Guidance Note on Contingent
Emergency Response Components in Standard
Investment Projects and Rapid Response to Crises &
Emergencies: Procedural Guidelines. Specific CERC
guidelines will be attached as an annex to the
approved POM.
Performance Standards for Private Sector
No
Activities OP/BP 4.03
The Project interventions will be predominantly in
human settlements, outside any natural habitats and
protected areas. If a water source for a particular
Natural Habitats OP/BP 4.04 Yes subproject is linked to an identified natural habitat,
as part of the ESMF screening, this issue will be
identified as will potential mitigation measures to
ensure sustainable use.
No subproject financed by this Project will intervene
Forests OP/BP 4.36 No in forests. The Project activities do not involve any
elements of forestry.
The Project scope does not involve any pest
Pest Management OP 4.09 No
management measures.
This policy is triggered to avoid or mitigate any
adverse impacts of the Project activities on physical
cultural resources such as movable or immovable
objects, sites, structures, groups of structures,
natural features, and landscapes that have
archaeological, paleontological, historical,
architectural, religious, aesthetic, or other cultural
Physical Cultural Resources OP/BP 4.11 Yes significance. Physical cultural resources will be
addressed through the environmental and social
screening process outlined in the ESMF. In addition,
the Environmental Guidelines for Contractors
include a provision for handling chance finds. Any
subproject which the screening process
demonstrates may entail negative impacts on
cultural property will not be financed by the Project.
Based on the screening conducted by the World
Bank, the majority of people in the project area
Indigenous Peoples OP/BP 4.10 Yes meet the criteria defined under OP4.10, and the
project has triggered OP/BP 4.10. The SA was
updated to identify critical social issues and
Jan 04, 2019 Page 16 of 25The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
complement with the updated RPF. Stakeholder
consultations at the regional, woreda, and
community levels were carried out and documented
as part of this assessment.
This policy is triggered to anticipate potential land-
related social issues. While site-specific locations of
subprojects are not identified at this juncture, the
planned construction and rehabilitation of water
supply and sanitation facilities might involve land-
related social issues such as right of way, etc. To
anticipate those situations, the existing
Resettlement Policy Framework (RPF) has been
updated and approved by the Bank. The final
Involuntary Resettlement OP/BP 4.12 Yes
updated RPF has been disclosed locally and
internationally through the Project and the Bank’s
external websites on January 15 and 16, 2019,
respectively. During the course of implementation if
a particular subproject results in potential land
acquisition issues and or in restriction of access to
communal natural resources, a complete or
abbreviated Resettlement Action Plan (RAP) will be
prepared and disclosed accordingly.
This policy is triggered as the Project may finance
small water harvesting structures and small dams
that would require support to ensure the safety of
developed infrastructure. The guidelines for small
dam safety developed by the Ministry of Agriculture
Safety of Dams OP/BP 4.37 Yes and Natural Resources and the guidelines for small
dam safety developed by the MoWIE would be used
to guide activities related to these potential
structures. Both guidelines are in compliance with
the World Bank’s operational policy for the safety of
dams.
The specific sites for subprojects have not been
identified. However, it is likely that the water supply
for rural communities and small towns may be
abstracted from tributaries that contribute to
transboundary watercourses. Although 90 percent of
Projects on International Waterways water supply is expected to be abstracted from
Yes
OP/BP 7.50 groundwater aquifers, some are linked to surface
water recharge and others are transboundary
aquifers. Riparian countries have been notified
regarding potential extraction and impacts on
transboundary waters. Somalia responded
requesting additional time to review notification
Jan 04, 2019 Page 17 of 25The World Bank
One WaSH - Consolidated WaSH Account Project (One WaSH - CWA) (P167794)
information, and an additional month was provided
to facilitate its review. Egypt and Kenya responded
positively, while no response was received from the
remaining four riparian countries that were notified.
This policy is not triggered because no water
Projects in Disputed Areas OP/BP 7.60 No development subprojects will be implemented in
disputed areas.
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:
The Project will generate significant social and environmental benefits and will build on the lessons from the ongoing
OWNP-CWA as the Project seeks to reduce premature death, water-borne diseases, and associated medical expenses
by expanding access to improved WSS services. The Project is expected to facilitate time savings for women and girls,
who bear the burden of fetching water, and thus improve girls’ academic outcomes. It will create permanent and
temporary job opportunities during its construction and operational phases and will minimize the threat of sexual
violence through improved, safe sanitation facilities. Any negative impacts would be related to the drilling of wells and
development of surface water. Possible impacts include water-borne diseases (e.g., malaria, skin diseases) caused by
lack of drainage in the immediate surroundings of the water systems; reduced water flow downstream, the potential
of conflict between upstream and downstream users; groundwater contamination during a well’s construction or
operation; potential for increased animal concentrations in the surroundings of the water point, with effects that
include overgrazing, soil erosion, and ecosystem degradation; pollution from waste material extracted from the well
or waste drilling cuttings and drilling mud (boreholes), if not disposed of or reclaimed properly; a temporary increase
in the suspended solids content of water and effects on users downstream during construction; and, for springs in
mountainous areas, the possibility of harm to fragile ecosystems and wetlands.
The sanitation component could also have health hazards related to waste handling, odor, and smell. There is also the
possibility of microbial water contamination. The inappropriate selection of sanitation systems’ location in relation to
water supply systems could have a negative impact, and groundwater could be affected where the water table is
shallow. Also, latrines and other stand-alone sanitation systems should be emptied on a regular basis to mitigate
health hazards.
In addition, in some cases there may be risks related to the physical or economic displacement of people, which will
require careful planning and timely implementation of Resettlement Action Plans (RAPs) or Abbreviated Resettlement
Action Plans (ARAPs). The likely adverse social impacts of the Project are associated with land acquisition related to
physical works such as water source development and the construction of reservoirs, public and communal toilets,
pipelines, and access roads. These might result in a temporary disturbance during construction activities. Other
possible impacts include the loss of crops, the temporary loss of access to common property resources, the loss of
physical structure on the land, and a decrease in livelihoods due to acquisition of private agricultural land. However,
the Project is not expected to have large-scale, significant, or irreversible impacts. In addition, the mitigation measures
will be implemented in accordance with the social and environmental safeguard instruments of the Project.
Experiences from the ongoing WASHP (P133591) and fieldwork findings show that jobs created by the Project have
been taken up by locals; physical infrastructure construction has not resulted in a labor influx in towns and woredas
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and hence, the associated risks of such a labor influx, including gender-based violence, are low. However, to preclude
any gender-based violence (GBV) and sexual exploitation (SEA) risk during the construction period, the Project will
ensure that a zero-tolerance policy on sexual harassment and abuse of female workers and community members is
strictly enforced by contractors. Moreover, the Project will ensure that the assigned contractors prepare a code of
conduct for workers and fully implement it during construction. Bidding documents will include an annex that outlines
these points.
2. Describe any potential indirect and/or long term impacts due to anticipated future activities in the project area:
Possible impacts are site-specific, reversible, temporary in nature and scope; can be easily and cost-effectively
mitigated; have a limited geographic footprint; and may be mitigated via known measures.
3. Describe any project alternatives (if relevant) considered to help avoid or minimize adverse impacts.
The anticipated adverse environmental effects of this Project are expected to be moderate. This is because: (i) the
physical investments are small in scale; (ii) the effects of the proposed works are likely to be localized and small; (iii)
mitigation measures are known and can be easily implemented with appropriate oversight at the construction and
operation stages; iv) the client developed relatively strong capacity in the preparation and application of
environmental and social safeguard instruments in the WASHS (P133591). The World Bank will also provide technical
assistance in the form of capacity building activities to the Project team so that it can adequately manage the
safeguard aspects of the Project during implementation. To address the environmental risks and impacts, the existing
ESMF has been updated, cleared and disclosed in-country and on the World Bank’s external website. The required
mitigation plans such as ESMPs will be prepared before commencement of any civil work.
Regarding land and properties, the Resettlement Policy Framework (RPF) used under the current OWNP was updated
to address any potential impacts, which are expected to be site specific and minor. The Bank’s OP 4.10 is triggered
based on the screening conducted by the World Bank and reinforced by the constitution of Ethiopia, which indicates
that most of the target population identify themselves as having the characteristics defined under OP/BP 4.10.
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.
The Borrower's capacity for safeguard compliance and oversight has steadily increased over the past few years
through support from the WASHP (P133591). At the federal level, there is an Environment Social Management Unit
(ESMU) consisting of four safeguard experts (two environmentalists and two social specialists) dedicated to the
ongoing OWNP-CWA. There are also 19 safeguard experts working at the regional level. Furthermore, in some regions,
woreda-level safeguard focal persons have been assigned. The ESMU has implemented several ESMFs and RPFs for
various projects including the current WASHP (P133591) and the urban water supply projects (phase I and II).
However, there is a need for strengthening safeguard capacity at both the regional and woreda level, including the
provision of additional resources. Further training and capacity-building activities at all levels are required. The Project
will ensure that all regions have assigned woreda-level focal persons responsible for all Project-related safeguard
matters across sectors, including health and education, and that their capacity is strengthened. The Project will
allocate adequate budgets for continuous training to further improve the quality of screening, reporting, monitoring,
and documentation of safeguard activities.
The updated ESMF and RPF clearly articulate the importance of building capacity for the Project’s safeguard matters at
all levels. The RPF and ESMF instruments provide guidance for training and capacity-building plans, including the need
to allocate an adequate budget for continuous training. Detailed requirements will be elaborated in the POM.
Existing project coordination units have been duly incorporated into the structure of the MoWIE-WDC at the federal
level and will continue to be responsible for the overall implementation of the ESMF and RPF, including the
deployment of environmental and social safeguard specialists, and periodic compliance monitoring and reporting.
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