OFFICIAL USE

TERMS OF REFERENCE

Jordan: West Irbid Wastewater Project – Stakeholder Participation and Outreach Programme

1. BACKGROUND

The European Bank for Reconstruction and Development (the “EBRD” or the “Bank”) is providing finance to the Hashemite Kingdom of Jordan (“GoJ”) for the upgrade and construction of the wastewater infrastructure system in 18 towns, located in West Irbid. The system will involve laying public sewer infrastructure to serve a catchment area of approximately 21.9 km2 including, where necessary, the construction of pumping stations, to enable 18 towns to connect effectively into the existing wastewater network and to the existing / expanded wastewater treatment plant (“WWTPs”) at Wadi Al Arab (the “Project”).

The Project is a part of the Bank’s wider engagement with the Water Authority of Jordan (“WAJ” or the “Client”) aimed at developing and implementing a comprehensive wastewater investment programme to resolve current issues in the sector, caused by the rapid population growth, and the Syrian refugee influx which has placed an unprecedented strain on the wastewater system.

The Irbid governorate is located 83 km north of Amman, the area of which extends to the Syrian and Israeli border. The northern region adjoins the Golan Heights. The proximity of Irbid to the Syrian border has resulted in a significant number of Syrian refugees resettling in the city of Irbid and in the towns surrounding it. The consequent population growth has placed an unprecedented strain on the existing wastewater infrastructure, particularly in the towns lying in the West of Irbid which suffer from inefficient wastewater collection infrastructure. The provision of effective wastewater disposal is a prerequisite for good social welfare and environmental care. Of the 18 target towns in West Irbid with a total population of over 120,000, approximately 18 per cent are Syrian refugees.

Improvements will be achieved by providing first-time sewerage to residents, thereby addressing the urgent socio-economic needs of both the local population and the refugee community in the Project area. The improvements are likely to circumvent potential health issues and related economic losses in the Project area. Commercial, institutional and industrial activities in all 18 towns are limited and most of the wastewater is produced by domestic households. The existing wastewater disposal system consists of cesspits or septic tanks that generally serve each property and are usually located within the vicinity of the residences. Once filled, the cesspits are emptied by sewage tankers in an unsafe and inefficient manner. The Project will negate the need for cesspits in these households.

The Project will be tendered in 6 lots, meaning that there will possibly be 6 contractors for the consultant to liaise with during the process and that there will be multiple construction sites throughout the construction phase. The pre-qualification for all lots was carried out in late 2019 and early 2020. Tenders for all 6 lots are expected to be complete by Q1 2021.

The Project is also benefitting from an Inclusive Procurement initiative, which aims to leverage the construction phase of the project to create training and potential employment opportunities for the local population. This initiative consists of classroom based and on the job training, the former is to be managed by a dedicated training provider (who is also

1OFFICIAL USE

OFFICIAL USE

responsible for recruitment of trainees), and the latter by the contractor (s). It is expected that there will be considerable interest in the training and employment opportunities from the local community.

Stakeholder Participation

As described above, the Project is complex in terms of the population’s experience of both the construction phase and the impact of the new wastewater network. It is therefore important that engagement with the local community is managed well. The Project also provides an opportunity to engage the affected communities on sustainable water usage, water resource management, and wastewater.

In addition to the affected communities, key stakeholders include: MWI, JVA and WAJ, who are responsible for representing the water sector. Water Users Associations (“WUA”), who represent water service end-users. Community representatives and grass roots level organisations, which can bridge the

dialogue gap between institutions and end users and contribute to building civil society’s support to investments. Many local NGOs are in a constant direct contact with local rural population, particularly with vulnerable groups. For example, EcoPeace Middle East Jordan Valley Network. These types of organisations have the ability and experience in ‘packaging’ wastewater related information in the most appropriate format to be able to reach those target groups and influence positively their behaviour. Thus, civil society has the potential to bring substantial benefits to the investment.

EBRD has worked with external humanitarian partners to develop this Terms of Reference, who may be engaged to provide ongoing oversight and joint management of this assignment with EBRD.

Coordination

The success of the below described assignment will in part depend on the ability of the Consultant to coordinate effectively between not only those entities listed above but also those listed below, and any and all others that are appropriate:

WAJ/MWI Local Municipalities (all those within the Projects’ jurisdiction and Irbid) Water Users Association Implementation Support Consultant (already in place, Engicon) Training Partner (to be in place by Q3 2020) Contractors (expected to be 6 in total, to be in place by Q4 2020/Q1 2021) Other projects being implemented in the region and their financiers and consultants

It is vital that the Consultant takes responsibility for the coordination of all stakeholders to ensure alignment and effectiveness.

2. OBJECTIVE

The main objectives for this Stakeholder Participation and Outreach Programme are to:

2OFFICIAL USE

OFFICIAL USE

(i) ensure smooth implementation of the Project, by minimising disruption to affected communities;

(ii) establish participatory management practices in respect of the Project;(iii) identify and manage risks to community cohesion created by the Project; and(iv) help establish more sustainable practices relating to water usage, water

resource management, and wastewater within affected communities.

These objectives should be delivered primarily through participation and outreach activities with affected communities. Affected communities include end-users (i.e. the population of the Project areas) and households and communities close to the Project areas who will not benefit from the Project. In part these activities should be delivered in coordination with WAJ, MWI, local municipalities, and other consultants, and in partnership with community-based civil society groups, local government and other organisations.

The expected transition impact of the Assignment is to enhance the economic inclusion impact of the Project, which is to be achieved by contributing to better access to wastewater infrastructure, environmental conditions and economic opportunities for local populations.

Practices relating to water usage, water resource management and wastewater vary. In part this is due to a lack of knowledge about the unsustainability of current water use and declining water resources. Other factors include economic incentives and social and cultural norms. To help shape sustainable water practices among affected communities, the Consultant should develop and execute communication, public awareness and behaviour change activities, including to increase public participation in the provision of water services (service quality, rehabilitation activities, and social issues) and raise awareness on issues related to the project implementation and water use. All activities should ensure meaningful participation of all concerned stakeholders, including community members that may face specific barriers to participation, such as women and girls, refugees, and other marginalised groups. .

The assignment will focus on issues of water and wastewater use and management including public health, water conservation and environmental protection issues. Gender issues will be mainstreamed in the Assignment as women and girls play a central role in enhancing water, hygiene and sanitation practices.

Environmental and social due diligence studies (incl. the development of a Stakeholder Engagement Plan, Non-Technical Summary of the Project for consultation purposes, and an Environmental and Social Action Plan) for the Project have been developed by the Project feasibility consultant and the separate Implementation Support consultant (“PIU”) is tasked with supporting WAJ to implement the ESAP, including the Stakeholder Engagement Plan (“SEP”) that forms part of the financing agreements with EBRD. These studies, and associated plans, will be provided to the Consultant to inform the implementation of this Assignment. During the Assignment, lessons, risks, and opportunities for impact identified through stakeholder participation and outreach activities will be shared with the PIU to inform implementation of the Project.

3. SCOPE OF WORK

Inception Phase

3OFFICIAL USE

OFFICIAL USE

The inception phase will allow the Consultants the opportunity to detail the workplan according to the real time context on the ground. The inception report should detail the Consultants activities over the 30 month assignment, including the specific partners and organisations that the Consultant intends to work with, the methodology for community outreach, the approach to coordination with other stakeholders (including but not limited to WAJ, MWI, local municipalities, WUAs, other community groups etc), and the approach to adapting the workplan as lessons, risks and opportunities emerge during implementation (including as a result of the tasks described below).

Main Tasks

The Consultant will look at the project SEP, assess implementation so far, identify gaps with reference to the objectives described above, and within that context conduct the capacity and needs assessment. The Consultant can develop their activities in close coordination with the implementation of the SEP by the PIU.

The Consultant will deliver a Capacity and Needs Assessment identifying:(i) affected communities’ baseline perceptions of the Project and practices

relating to water usage, water resource management, and wastewater;(ii) the underlying factors that determine (a) affected communities’ perceptions of

the Project and (b) any unsustainable practices relating to water usage, water resource management, and wastewater;

(iii) channels through which people are able and prefer to engage with the Project and water and wastewater sustainability as an issue; and

(iv) existing projects and initiatives that the Stakeholder Outreach and Participation Program may complement or may be at risk of duplicating.

The Consultant should start this work by identify existing tools that can be used or enhanced before developing new ones. The assessment will explore the level and quality of civil society engagement with information technology for awareness raising and public participation on issues of water and wastewater management.

Based on the outcome of the Capacity and Needs Assessment, the Consultant will undertake participatory goal-setting with affected communities and other local stakeholders to jointly identify specific priorities that deliver the overarching Objectives defined above. The Consultant will work with affected communities, community groups, and (where relevant) with existing projects and initiatives, to develop a workplan that achieves the priorities identified. The workplan could include trainings focused on enhancing knowledge and practice of local community / community groups, including WUAs. Trainings will be based on good practice of participatory water and wastewater management and promote the function of appropriate community groups, such as WUAs. The specific capacities and needs of women, girls, refugees, and marginalised groups within the affected communities should be identified.

Working with local government and non-governmental stakeholders, the Consultant will design and conduct awareness raising and behaviour change activities related to the Project and sustainable water and wastewater practices. Activities will be tailored to the identified capacities and needs of affected communities, including beneficiaries and affected non-beneficiaries, women and men, refugees and Jordanians, and marginalised groups within each community. The Consultant will work with the local municipalities and WUA’s to help

4OFFICIAL USE

OFFICIAL USE

integrate awareness-raising and behaviour change related to the Project and sustainable water and wastewater into their own practices to be continued after the Assignment is completed. Under this task, and building on the previously developed Stakeholder Engagement Plan, the Consultant will further detail the stakeholder analysis and further identify stakeholders’ interest levels and influence levels. A stakeholder register shall be developed and updated at least annually.

A comprehensive Communication Strategy along with a Public Awareness Plan should be developed to ensure not only the promotion and visibility relevant to the Project’s activities but also that the key stakeholders are actively engaged and constantly aware of the results achieved by the Project implementation. The Communication Strategy and Public Awareness plan should be implemented in partnership with local and national stakeholders, utilising insights identified during the Capacity and Needs Assessment.

Based on insights generated through the Capacity and Needs Assessment, a Grievance Mechanism and Complaints Register shall be established as part of this scope. Wider outreach activities should raise affected communities’ awareness of the Grievance Mechanism and Complaints Register, and identify and arrange any support that different community members may require to use the Mechanism and Register.

Exit Strategy / Long term delivery

In partnership with local government and non-governmental stakeholders, the Consultant will develop a tailored approach for long term sustainability of the participation that has been established over the construction period.

The Consultant will be in place for the first 12 months of operations of the Project to provide support to WAJ and local stakeholders through the transition from construction to operations. Specifically in terms of ensuring that the Risk Register is up to date and managed appropriately.

4. IMPLEMENTATION ARRANGEMENTS AND DELIVERABLES

The assignment will last 36 months and is expected to start in Q3 2020. This will cover the construction phase and the first year of operations.

The Consultant will be responsible for their own transport, accommodation and office space in Jordan and at the Project site as required.

Indicative Deliverables (to be revised in line with Inception Report)

Task Timeline (Mobilisation / months)

Inception Report, to include a detailed workplan and proposed timescales, actions, beneficiaries, events and potential partners

M + 1

Other key deliverables (according to the timeline proposed in the Inception Report:

Needs Assessment Awareness Raising Campaign and Communication

5OFFICIAL USE

OFFICIAL USE

PlanStakeholder RegisterGrievance Mechanism and Complaints Register

Monthly reports providing an update on activities, budget and changes to the workplan

M + end of each month

Annual Report at the end of year 1 and year 2 M + 12 and M + 24Final Report at the end of the Assignment M + 36

Donor Visibility

Given the assignment is funded through the EBRD Donor Programme, the Consultant will be required to support the client to ensure visibility of these resources. Support on these visibility aspects can be obtained from the Bank’s Communications Department. Measures could include but not be limited to:

- All documents produced by the Consultant should mention donor support and bear the logo of the donor, when appropriate.

- Donor support to the project should be acknowledged in any public communication (press releases, launch of facilities)

- Local representatives of donors should be invited to any public event organised to promote the project (press conferences, inaugurations, possibly stakeholder participation programmes)

Covid-19 Considerations and Site Visits and Meetings

Site visits and meetings with stakeholders are core requirements of the Assignment but EBRD appreciates that international restrictions on travel and movement in response to the Covid-19 pandemic may make them challenging to carry out.  In circumstances where the Consultant’s staff from its home or regional offices are unable to travel to the site and/or Jordan, inter alia, the following may be possible:

site visits could be conducted by staff from its local office (if applicable) of the Consultant under remote supervision (if necessary) of experts located in the Consultant’s home/regional office(s);

the Consultant could partner with or subcontract a local consultant or firm of consultants which could undertake the site visit under the remote supervision of the Consultant (this arrangement should be clearly explained in your  proposal);

attendance at meetings could be via the use of video-conferencing facilities.

The proposal methodology should clearly explain the Consultant’s approach towards carrying out site visits and meetings for the Assignment, how any uncertainties due to the inability of the Consultant’s key staff to carry out site visits and/or meetings would be addressed, and any impacts on activities and the timing and content of the deliverables.

5. CONSULTANTS PROFILE

a) Project Manager with

6OFFICIAL USE

OFFICIAL USE

- Preferably 15 years or more of previous international professional experience in public engagement and social impact activities in countries of comparable conditions;

- Previous professional international experience of awareness raising and capacity building activities in the water and wastewater sector;

- Experience in Jordan and/or the region; and - Fluency in written and spoken English and Arabic.

b) Pool of public participation and institutional development experts, with- Preferably 5-10 years or more of previous professional experience in

organisational capacity building at municipal, national or international non-governmental organisation level

- Preferably 5-10 years or more of previous professional experience in community engagement and capacity building of local CSOs, preferably in Jordan and/or the region

- Preferably with experience in working in participatory water and wastewater management, awareness raising, and behaviour change

- Proven expertise of use of new ICT tools for public engagement and communication purposes

- Proven expertise in developing and implementing capacity building training programmes, including for online use

- Fluency in written and spoken English Arabic

c) Pool of ICT development experts, with- Preferably 5-10 years or more of previous professional experience in developing

digital, online and mobile platforms at corporate or international non-governmental organisation level

- Proven expertise in developing and implementing mobile and online platforms designed for e-learning and designed for users similar to the communities affected by the Project, preferably in Jordan

- Proven expertise in developing and upgrading corporate website and digital communication platforms for large scale clients, preferably within Jordan

- Proficiency in written and spoken English and, preferably, also Arabic

7OFFICIAL USE

OFFICIAL USE

8OFFICIAL USE