Abbreviated Resettlement Framework, - ::Bethlehem Municipality::HOME by N0bd7F

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                 Joint Service Council For Solid Waste Management
                          Hebron & Bethlehem Governorate

       SOUTHERN WEST BANK SOLID WASTE MANAGEMENT PROJECT


                              RESETTLEMENT ACTION PLAN
                                        FOR
                            WASTE PICKERS AND HERDSMEN

                                          June 2010




                                               1
                        TABLE OF CONTENT


1. INTRODUCTION………………………………………………………..………….……… 3

2. CENSUS SURVEY AND VALUATION OF ASSETS……………………….………….. 3

3. DESCRIPTION OF COMPENSATION AND OTHER RESETTLEMENT ASSISTANCE
TO BE PROVIDED…………………………………………………………………………….. 5

4. CONSULTATIONS WITH AFFECTED PEOPLE ABOUT ACCEPTABLE
ALTERNATIVES…………………………………………………………………………....…. 65

5. INSTITUTIONAL RESPONSIBILITY FOR IMPLEMENTATION AND PROCEDURES
FOR GRIEVANCE REDRESS…………………………….…………………………………. 6

6. ARRANGEMENTS FOR MONITORING AND IMPLEMENTATION…..…………..…. 9

7. PROPOSED MEASURES FOR SOLID WASTE PICKERS………..………...………. 10

8. FOR HERDSMEN………………………………………………………………....………. 13

9. TIMETABLE AND BUDGET………………………………………………………...…….. 13

SUMMARY OF PUBLIC CONSULTATION PROCESS…………………………..………. 16

APPENDIX 1: LIST OF WASTE PICKERS IDENTIFIED AT THE YATTA
DUMPSITE……………………………………………………………………………..…….… 20

APPENDIX 2: LIST OF HERDSMEN IDENTIFIED AT THE NEW LANDFILL…………. 24

APPENDIX 3: LIST OF THE NAMES OF SOCIAL COMMITTEE MEMBERS………… 24

APPENDIX 4: LIST OF THE NAMES OF LOCAL COMMITTEE MEMBERS…………. 24




                                 2
    1. Introduction


The Southern West Bank Solid Waste Management Project includes the development and
construction of a regional landfill site at Al-Menya and an improvement of the waste management
system including measures to mitigate short term problems on solid waste management.

In view of the above and in compliance of the Bank’s Operational Policy 4.12, the following
Abbreviated Resettlement Action Plan (ARAP) shall be implemented in an effort to restore
economic compensation for loss of income and livelihood through a consultative and mutually
agreeable process. This ARAP relates to the temporary closure and rehabilitation of the Yatta
Regional Waste Dumpsite and the Construction of the Sanitary Landfill at Al-Menya.

This Abbreviated Resettlement Plan covers the following elements:
(a) a census survey of displaced persons and valuation of assets;
(b) description of compensation and other resettlement assistance to be provided;
(c) consultations with displaced people about acceptable alternatives;
(d) institutional responsibility for implementation and procedures for grievance redress;
(e) arrangements for monitoring and implementation; and
(f) a timetable and budget.

Several steps have been made to study and follow up the issues of the affected people resulting
from implementing the ARAP. In the preparation phase of the project, a wide public consultation
process was conducted by the consultants whom made the Environmental and Social Impact
Assessment study (ESIA). More details about these consultations are mentioned below. This
process was followed by other surveys made by Hebron Municipality and JSC-H&B staff . A
social specialist was hired by the JSC-H&B to put recommendations to mitigate the effects on
waste pickers and herdsmen which is summarized below. The JSC-H&B is in the final stages in
hiring an NGO/consulting firm to put an action plan to implement the recommendations of the
social specialist.


2. Census Survey and Valuation of Assets

In Al-Menya an area of about 23.5 ha is needed for the proposed regional landfill and 0.5 ha for a
bypass (access) road. For the waste disposal an area of 21 ha is needed, for the entrance and
infrastructure area 1.5 ha is needed.

The proposed sanitary landfill will replace the current Yatta unsanitary dumpsite. South Hebron
represents one of the poorest governorates in the West Bank and suffers from the highest unemployment
rate (23%). As a result the regional Yatta dumpsite has about 132 waste pickers (including casual laborers)
, of which about 40 are full-time waste pickers, deriving their livelihood from recycling, primarily
metal, plastic and glass. Although women do not work at the dumpsite, they play a key role separating,
cleaning, and repairing the collected items for recycling.
The closure and rehabilitation of the Yatta dumpsite forms a Solid Waste Management Project
(SWMP) component and therefore waste pickers from approximately 40 households will lose
their main source of livelihood close to their village. The stated daily income ranges from New
Israeli Shekels (NIS) 20 (source: child waste pickers) and NIS 80 (source SWM staff Hebron
Municipality) per person per day. On average, waste pickers that work fulltime gain between NIS


                                                    3
800 and NIS 1,000 (US$200 - 250) per month. The above information is based upon a census
carried out in July and August 2008.

According to the social consultant report and his findings, out of the 132 waste pickers,                       Formatted: Font color: Red
81 found as permanent Solid Waste Pickers whom we identified and met (Appendix 1
presents the list of those waste pickers), while the most affected Herdsmen are 5 (See
table 1-a)(Appendix 2 presents the list of the herdsmen). Meetings with the 81 held to
discuss their current status, perceptions and attitudes, concerns and problems, and
influence of the project upon their lives. All meeting were held at the dumpsite of Yatta
(where all waste pickers concentrated), Al-Menya landfill (where all herders are and no
Waste pickers there) and at the Project Office in Hebron.

Random Dumpsite:
Spot checks were carried out on other dumpsites to be closed down under the project and no
waste pickers were found present. However, a site visit to all sites to be closed down was
conducted by Joint Service Council of Hebron and Bethlehem (JSC-H&B) and no waste pickers
were found at any of these sites.

Besides the waste pickers in Yatta landfill, five herdsmen living close to the proposed Al-Menya
sanitary landfill site along the access road. These however are expected to be affected by the
project. Furthermore evidence from the similar operation in Jenin which showed no evidence of
any negative impact on the herds around the Jenin sanitary landfill. Still, the RAP has identified a
compensation scheme should evidence be presented of any negative impacts during sanitary
landfill operations. The social specialist of the JSC-H&B’s TOU will monitor the herdsmen’s
situation.

The main risk arising from shutting the Yatta dump site is the loss of income for some of the poorest
households. Several actions are proposed under the project for the JSC-H&B to implement and for which
clear M&E indicators will be developed for Bank monitoring.
    (i) Formalize waste picking/separating through a pilot recycling plants at the Hebron and Bethlehem
    and possibly at the landfill as described in Component 3. This will provide employment with better
    working conditions (minimize health hazards, reliable income, safe working environment, etc).
    Workers registration would be required thereby restricting child labor.
    (ii) Give current waste pickers preferential treatment for hiring under the formalized system. Some of
    the waste pickers may be employed at the proposed facility at the Hebron Waste Transfer Station and
    at the Landfill facilities.
    (iii) Provide skills development for both waste pickers and the women in their households in the
    recycling business to be tested on a pilot basis as described in Project Component 3.
    (iv) Include eligible families, especially those with working children, in the national Social Safety Net
    Program or similar programs that might be available. Some households will not be able to continue
    working in waste picking and could be included in the SSNP implemented through the Ministry of
    Social Affairs.
The JSC-H&B supported by the ESIA consultants and with the participation of the municipality of Yatta
has developed a roster with a cut off date of end of September 2008 (database of the current waste pickers
to ensure that they are included in the proposed interventions identified above). The JSC-H&B is going to
recruit, under the project, a NGO/Consulting firm for a period of two years (or longer) to ensure that the
above actions are implemented working closely with the surrounding municipalities, concerned private



                                                     4
sector and NGOs, and relevant ministries. The NGO/Consulting firm, among other responsibilities, is
responsible for monitoring and reporting on progress on the social risk mitigation measures.

Verification of Waste Pickers: A survey of waste pickers was carried out by the ESIA
consultants. The information was based on interviews with waste pickers and staff from the
Hebron municipality responsible for overseeing the dumpsite operation. A number of stakeholder
meetings and public consultation sessions were convened during the second half of 2008. Both
international and local social specialists participated in these sessions, and detailed records of the
discussion have been included in the ESIA. However, the social consultant hired on February
06th, 2010 reviewed the findings ESIA and updated them accordingly especially after 2 years of
changes in the socioeconomic and political context that have deeply influenced the reality of the
SWPs who are dependent permanently on the work at Yatta dumpsite. Therefore, the figures
reported by the individual consultant are the updated and more reliable ones for this new
consultation.


3. Description of compensation and other resettlement assistance to be provided

This section of the ARAP presents two types of compensation schemes targeted at the PAPs
related to this project, and documents processes, plans and schemes that have been put in place to
facilitate livelihood restoration. As shown below, this could include non-monetary compensation,
specific cash amounts for transitional support, relevant training or alternative job opportunities, or
some form of combination of these.


The JSC-H&B could provide alternative job opportunities for waste pickers to continue waste
picking as officially licensed agents. But since the JSC-H&B will be the owner of the improved
waste separation infrastructure, it prefers to manage the waste separation processes themselves.
The waste pickers should therefore either work as employees of the JSC-H&B, or on self-
employed basis. As self-employed the waste pickers will have to sell the separated waste to the
company for a fixed price. Still, it is doubtful whether this strategy will generate enough revenues
to compensate for their current revenues at the Yatta dumpsite. Another option would be to sub-
contract the waste separation to private (waste recycling related) companies, again either as
employee or as self-employed agents.

Under this abbreviated resettlement plan it is proposed that the JSC-H&B will subcontract a
private firm or NGO in an early phase of the Project that will assist in determining the nature of
contracts and remuneration to be provided to self-employed waste pickers. This firm or NGO will
document and report the views of waste pickers to the JSC-H&B. The firm or NGO also will
facilitate the organization of waste pickers in private enterprises or family associations for
engaging in rehabilitation works of old dumpsites or in pilot project for at source waste
separation. For the remaining waste pickers families who do not wish to remain self-employed, a
grant program for small scale activities or admission to a social welfare program is
recommended. These two options need further inquiry with the governmental and non-
governmental organizations that are responsible for the programs in the Yatta district to explore
the criteria and admission procedures.

The current practices of child labor in waste picking at the Yatta dumpsite are not acceptable
under the conditions of the project and will be prevented through the application of a licenses
system for employed and self employed waste workers at the new landfill to be established


                                                  5
  regional and the waste transfer stations. Compensation to families, which depend on child labor in
  waste picking at the Yatta dumpsite for their subsistence, for losing their income will be provided
  through a tailored intervention for each child and his family as per the report and
  recommendations of the social consultant (February 2010).

  4. Consultations with affected people about acceptable alternatives

  Scoping meetings, special studies and consultation meetings were carried out to ensure that
  comprehensive information was available to the affected people and their interests in the MSW
  plan. The waste pickers and local NGOs have been consulted about the socio-economic impacts
  of the closure of the Yatta dumpsite site for the households that depend for their subsistence on
  waste picking. In particular attention was paid about their ideas to generate alternative source of
  income for these households. The households have also indicatively been informed about the
  alternative job-opportunities, as presented above. Still these alternatives have to be developed in
  more details with the managers of the programs and projects in waste management, horticulture
  and social safety systems. The details of viable options need to be explained to the male and
  female heads of the affected waste pickers families, so that they can make informed choices.
  Agreements need to be negotiated individually with the families that depend for their subsistence
  on waste picking prior to implementing the project.
  The social specialist of the JSC-H&B’s TOU will also find out the background of the waste
  pickers and what former employment they may have had in order to assess appropriate measures
  for re-employment.

  5. Institutional responsibility for implementation and procedures for grievance redress

  The following scheme provides an overview of the institutional responsibilities for
  implementation the Resettlement Action Plan.

Implementation
               Agency                                         Responsibilities
    Stages
               Municipal
                                       1. Prepare ARAP and disclose them
               Development and
                                       2. Assist in securing the necessary financial resources for
               Lending Fund
                                           compensation
               (MDLF)
                                       3. Formation of the Social Committee
                  JSC-H&B              4. Recruit a NGO/consulting firm that plans and facilitates the
                                           waste pickers livelihood support packages

Project                               1. Identification all affected persons, advising them of their
Preparation                              rights,
                                      2. Disclose locally the ARAP to affected persons,
                                      3. Follow-up all matters of public and NGO/consulting firm
                  Municipality
                                         concern with regard to any complaints that may arise during
                                         the implementation process.
                                      4. Direct contacts with affected persons either individually or in
                                         groups.
                  Ministry of
                                      5. Allocate budget for compensation
                  Finance
                                      6. Conduct consultation meetings with the project affected
Negotiations      JSC-H&B
                                         people at the new and old land fill sites, inform them about



                                                  6
Implementation
               Agency                                      Responsibilities
    Stages
                                      the ARAPs and their right to obtain compensations, and
                                      explore their priorities and preferences

                 JSC-H&B            7. Implement ARAP
                 Municipality       8. Undertake community liaison (day to day operation)

                                1. Conduct surveys cum consultation meetings with waste
                                   pickers to inform them about the compensations options,
                                   and document the preferences of the waste pickers. Ensure
                                   interests of the waste pickers are well represented.
                                2. Coordination with the management of the regional landfills
                                   and the transfer stations to negotiate employment or contract
                                   opportunities for individual or association of adult waste
                                   pickers
               Social Committee
Project                         3. Coordination with NGOs or private firms to arrange
               of JSC-H&B
Implementation                     employment or contract opportunities for individual or
                                   associations of adult waste pickers
                                4. Coordination with the organizations that implement the
                                   vegetables production program for arranging support in the
                                   training and grant program
                                5. Coordination with the social department of Yatta
                                   municipality for arranging support through social safety net
                                   program for poor households.
               JSC-H&B          Certify compensation agreements and transfer funds to PAPs
                                Final say in disputes regarding ownership rights and
               Courts
                                compensation
               External
                                Ensure compliance with funding agreements
               Monitoring


  Grievance

  Waste pickers at the Yatta site do not have any legal right on the basis of which they can
  bring a claim for compensation for loss of income before a court. That does not mean that
  they cannot try to do so, but it is unlikely that a court will be able to assist them.
  Therefore the social committee established under the JSC-H&B to hear any concerns/
  disputes with waste pickers. A further visit to the Yatta landfill, made by the JSC-H&B,
  was carried out which inform the waste pickers that they can bring any concerns to the
  social committee. A one page notice was prepared in Arabic, setting out basic
  information on the project, that the project seeks to address their situation and that a
  consultant was hired to work out the details. It will also set out the contact details of the
  representative of the social committee to be contacted in case of grievances or disputes.
  The social specialist of the JSC’s TOU was played a leading role during this visit. A
  representative from the Bank attend the site visit.

  The Social Committee (SC) has been established. The JSC-H&B has mandated the Social
  Committee as a sub-committee of the JSC-H&B. It comprises of the mayors of Yatta and


                                               7
Bani Naim, the chairman of the Rural Dura Joint Services Council, the chairman of the
Rural Yatta Joint Services Council, the TOU’s Executive Director and Social Specialist
and a consultant to be contracted under the Project for developing the detailed
mechanisms in relation to the waste pickers (Appendix 3 presents the names of the SC).
The JSC-H&B will mandate and empower the Social Committee to carry-out further
stakeholder consultations with the waste pickers to arrive at mutually agreed grievance
measures and implementation mechanisms. The JSC-H&B will commit to be bound by
the decisions of the Social Committee and to implement the measures agreed by the
Social Committee through a process that will be formulated by the Social Committee and
acceptable to the World Bank and it will commit to enforce the measures decided by the
Social Committee to reach an outcome that is described in this ARAP using the resources
set aside for this purpose under the Project. The JSC-H&B will ensure that sufficient
resources are made available to implement the measures, and agree to increase the
amounts currently calculated if the Bank considers this necessary.

Indispensably, the SC has a critical role to play especially in the implementation of the
action plan of the social mitigation measures. Accordingly, the following are the salient
recommended roles for the SC to perform:
1- Active involvement in developing the implementation action plan for the mitigation
measures
2- Marketing the implementation plan to the SWP&Hs and the other stakeholders from
the public, NGOs and private sectors
3- Leading the internal negotiations with the JSC-H&B member municipalities and local
councils to take a compelling decision delineating the responsibilities of the JSC-H&B
members in implementing the mitigation measures including but not limited to the
employment opportunities for those of individual formal employment option
4- SC has a key role to play in negotiating the private sector contractors about its role in
hiring a number of SWPs inside or outside the landfill as well as the work contracts and
the conditions it include
5- Taking part in developing and implementing the monitoring plan is essential role for
SC in the successful implementation of the mitigation measures
6- One of the most important duties that can be/ should be delegated to the SC is to
manage grievances, complaints and conflicts between SWP&H with regard to the
implementation of social mitigation measures.
In order to facilitate the communication and to ensure better understanding between the
JSC-H&B and the waste pickers, a local committee established by the waste pickers
which consists of 5 persons, (Appendix 4 presents the list of names of the local
committee). The main role of this local committee is to be a focal point ( a link) between
the JSC-H&B and any relating contractor or consultant with all waste pickers. This
committee is responsible for presenting all waste pickers concerns and to inform them
about any actions and plans with JSC-H&B.




                                             8
6. Arrangements for monitoring and implementation

Four forms of ARAP monitoring are foreseen:

      Internal Monitoring. The JSC-H&B will undertake internal monitoring of ARAP
       implementation. The JSC-H&B will monitor the progress of ARAP implementation
       against predetermined performance targets, and facilitate the work of the external and
       independent monitors through effective record keeping and the preparation of periodic
       Project Progress Reports. The Municipalities will provide early warning of ARAP-related
       project difficulties and concerns and will ensure affected persons concerns are adequately
       addressed by the project. The JSC-H&B and the Municipalities will jointly ensure that
       payments are made to the correct individuals in accordance with the compensation
       agreements.

      NGO Participation: An NGO/consulting firm will be contracted by the JSC-H&B to
       support the detailed design and implementation of the various proposed schemes and
       measures mentioned above or any additional acceptable schemes that would ensure
       proper treatment of the PAPs. The NGO /consulting firm will also be responsible for
       periodical reporting on progress and challenges facing implementation.

      Bank monitoring. Bank supervision missions will regularly and systematically review the
       progress of ARAP implementation and reference their findings in aide-memoirs.

      Independent mid-Term/End of Project Evaluation. An independent review of
       implementation progress and any problems will be commissioned prior to mid-term
       review and discussed at it. This review will undertake field visits and will hold
       consultations with project-affected persons in order to determine their experiences,
       document problems, solutions and any unresolved issues, with recommendations. Action
       taken on this review shall constitute a component of the project Implementation
       Completion Report, as required by Bank procedures. The Bank does not consider a
       project fully complete until satisfactory ARAP outcomes are registered.




                                               9
7. Proposed Measures for Solid Waste Pickers
The social consultant was able to come up with a list of alternative measures, that have
been identified and defined by the SWP themselves including the number of SWPs who
identified themselves with each alternative measure. Table (1-1) summarizes these
alternatives:
                                       Table (1-1)
                                  Alternative Measures

        Measure          Specifications     Duration's         Number         Remarks
                                                Term           of SWPs
1   Individual /        In the pilot      Short Term &        4             -Salaries
    Formal              projects such as Mid-Term             (including    should be
    Employment          the separation at (till the new       the adult     compared
    with JSC            source or         site is             with          with the
    (municipalities     transition        functioning)        disability)   formal scales
    and local           stations, in the                                    of the JSC-
    councils) or a      possible                                            H&B pending
    private sector's    vacancies with                                      the post
    contractors.        the local                                           descriptions
                        councils and                                        and
                        municipalities,                                     qualifications
                        with the private                                    requirements.
                        sector                                              -Contracts
                        contractors                                         should be
                                                                            signed with
                                                                            all
                                                                            beneficiaries




2                        In Al-Menya        Long-Term                       -Orientation,
                         landfill (mainly   (when the                       guidance,
                         in recycling       new site is                     feasibility
    Group Self –         since these are    functioning)                    assessments
    Employment           more durable                             43        and training
    Note: in the case of
    establishing the
                         compared with                                      should be
    mechanical           constructions                                      considered
    recycling line, this which are                                          especially in
    option will not be   temporary                                          the
    applicable anymore Out the Yatta        Mid-Term if                     management
    since the 43 will be
    employed by JSC-
                         dumpsite in        any of those                    of micro
    H&BL.                projects such as   accepts to go                   enterprises
                                                                  12
                         greenhouses        for this option
                         and raising        prior to                        Note: # 44 in
                         cattle (where      sealing the                      appendix 1


                                             10
             the expertise of   Yatta                     can be
             most of the        dumpsite, if          transferred to
             beneficiaries      not this will              self-
             are)               be moved to a          employment
                                long-term              group out of
                                mod                     the landfill
                                                      due to his age
                                                        with some
                                                     guidance if he
                                                       accepts that
             With income-       Mid-Term             Orientation,
             generating                              assessment of
             project (grant)                         the previous
             Without            Short - Term         expertise,
             income-                                 physical and
             generating                              intellectual
             project                                 capacities,
                                                     market
                                                     demands and
Vocational
                                                 9   other
Training
                                                     matching
                                                     requirements
                                                     should be
                                                     considered
                                                     -Contracts
                                                     should be
                                                     signed with
                                                     all
                                                     beneficiaries
             With income-       Mid-Term             -guidance,
             generating         since the            feasibility
             project (grant)    engagement           assessments
             if the further     with higher          and training
             assessment of      education            should be
             the family         may take             considered
             proved the total   place in the         especially in
             dependence on      second half of       the
Higher
             the work of this   2010 but the     4   management
Education
             member             income               of micro
                                generating           enterprises
                                project may          -Contracts
                                take longer          should be
                                time (further        signed with
                                than                 all
                                December             beneficiaries
                                2010)


                                 11
                    Without            Short – Term              -Contracts
                    income-                                      should be
                    generating                                   signed with
                    project, if the                              all
                    further                                      beneficiaries
                    assessment of
                    the family
                    proved the
                    limited or no
                    dependence on
                    the work of this
                    member
    Total                                                72



                                 Table (2-1)
                        Proposed Measures for Children

            Measure              Specifications     Duration's      Number of
                                                       Term          Children
1    Back to Formal           Public Schools       Mid-Term
     Education System         With Family                         9 (including
                              Income                              the child with
                              Generation                          disability)
                              Project                             They will be
2    Employment within a      Income               Long-Term      distributed
     family income generating generating project                  over options
     project                  (grant)                             after proper
3    Referral through MoSA    Income               Mid-Term       assessments
     to internal industrial   generating project                  and guidance
     schools (boarding        for the families                    to children and
     schools)                 currently                           their families.
                              dependent on the                    Any
                              child labor in the                  implementation
                              dumpsite                            of the proposed
4    Establishing self-       Grant                Mid-Term       measures needs
     employment project (i.e                                      further
     in agriculture field)                                        consultations
     through which they learn                                     with the
     a profession and sell                                        families of
     what they produce                                            those children
     Total                                                                9




                                        12
** The ARAP is exposed to several factors that might influence its effectiveness to reduce the social risks
that are connected with the implementation of the proposed project. These risks are related to influential
stakeholders at local and supra-local level who try to racket the compensation schemes or that the particular
concerns and interests of vulnerable groups are poorly articulated and represented in the dialogue
platforms. The ARAP presents the frameworks of the Resettlement Action Plan to protect the interest of
households that are negatively affected by the project so that the social risks are minimized and thereby the
regional solid waste project enjoys wide societal support.


8. FOR HERDSMEN

As for the Herdsmen, Table (3-1) summarizes the different measures. In the case of
herdsmen, it is clear that those measures are applicable when the area of new site is
sealed and the construction process started.

                                          Table- (3-1)
                                Proposed Measures for Herdsmen

                  Measure                  Specifications        Duration's Term           Number
                                                                                             of
                                                                                           Herders
 1      In-Kind Assistance     1-2 times food                    Mid-Term
                               for the cattle to                                                2
                               be granted
 2      Formal Employment with In the landfill                   Mid-Term
        JSC or a stakeholder –                                                                  2
        Individuals
        Individual Self -      Income                            Long-Term
        Employment             generating                                                       1
                               project (grant)
        Total (for durable                                                                      5
        measures)

9. Timetable and budget

The expenses involved in this ARAP are the costs that the project has to cover for compensation
for securing livelihood of vulnerable households loosing their income opportunities from waste
picking at the Yatta dumpsite, and for loss of income of headmen during the period of finding and
moving towards these new grazing areas. Sector two presented the principles on which the costs
have been estimated. These costs are notional for the ARAP and will be revised at appraisal and
finalized at negotiations.
The budget related to this ARAP can be summarized as follows (in New Israeli Shekels):
                                            Table (4-1)
                                      JSC Original Budget
                                            Al-Menya            Yatta               Total
   Compensation Parameter
                                           Costs (NIS)*       Costs (NIS)        Costs (NIS)
  Waste pickers livelihood support                0            290,000             290,000
  Compensation Herdsmen                        10,000                              10,000




                                                     13
Section two presented the principles on which the costs have been estimated. These costs
are preliminary, and will be revised following the establishment of mutually agreed
grievance measures. The JSC-H&B is then required to immediately (i) update this ARAP
to reflect the recommendations and detailed grievance redress mechanisms and (ii) have
the updated ARAP disclosed

The social consultant suggested a cost estimates for all identified measures and the total
budget to be considered for that purpose. Table (5-1) summarizes these estimates.

                                          Table (5-1)
                                Cost Estimates for All Measures
                                   By the Social Consultant

    Item             Unit             Notes                    Unit     No.              Total
                                                               Cost /$1 Units            (US$)
                                      This kit may
    1.1.1 Tool Kit                    include few tools                       43
                       Tool Kit                                   100                        4,300
    for each SWP                      for picking solid                      SWPs
                                      items.
                                      20 training hours           400
                                      @ 20 $ / hr                             3
    1.1.2 Training      Course                                                               1,500
                                      100 $ stationary            100       Courses

    1.1.3            Lump sum         4000 $ to build a
    Infrastructure                    wash room /
                                                                                             4000
    Facilities                        roofed area (buy a
                                      container)
    1.2.1 Income     Projects         2 projects for 12         12,000         2
    –Generating                       beneficiaries                         Projects        24,000
    Grant
    1.2.2            Course           20 Training                 500          1
    Capacity                          hours@ 20$/hour                        Course
    Building in                       + 100 $ for
                                                                                              500
    managing                          stationary
    small
    enterprises
    2.1.1 Tool Kit   Tool Kit         Not necessary                0            0
    customized to                                                                               0
    the job
    2.2.1 Income     Project                                                  None
    – Generating
                                                                                              0,00
    Grant
    (individual)

1
 All figures under this column are estimations about the average costs or maximum but the actual cost
would need market survey to make the budget realistic.


                                                   14
2.2.2 Training Course                                      None
in managing
                                                                      0,00
small
enterprises
3.1 Tuitions   Beneficiaries 12 moth VT            1000     9
               (SWPs)        course at private             SWPs
                             training center /
                                                                     9,000
                             place would cost
                             an average of
                             1000$
Plus
3.2 Income-    1 Project /   To help the family    1500     9
Generating     Beneficiary   generate the                  SWPs
Grant for the (SWPs)         minimum income
family during                to substitute the
                                                                     13,500
studying                     lose of income
                             due to studentship
                             of the working
                             member
4.1 Tuitions   Student       The estimated         3000      4
                             cost for one                 Students
                             semester at a local
                             college or
                             university is about
                                                                     12,000
                             500 $. The
                             average number
                             of courses for
                             each beneficiary
                             is 6 courses
Plus
4.2 Income-     Project       To help the family   1500      4
Generating                    generate the
Grant for the                 minimum income
family during                 to substitute the
                                                                     6,000
studying                      lose of income
                              due to studentship
                              of the working
                              member
    Total
                                                                     70,700




                                        15
                    Summary of public consultation process

The Stakeholder Consultation Plan makes a division between three phases: scoping,
stakeholder consultation and public hearings. During the scoping phase the issues and
concerns of stakeholders were explored to prepare the SWMP consultation plan. During
the stakeholder consultation phase stakeholders that will be affected by the proposed
project were visited and their concerns and conditions for support explored. During the
public hearings the interested parties in solid waste management were informed about the
project and given the opportunity to explain their concerns and propose modifications to
the proposed plan. Based on the received feedback and concerns, the project design was
revised.

The scoping for the proposed project showed that mainly local government authorities
and directly affected communities and interest groups are the main stakeholders. Solid
waste management is a basic public service and the mandate of local government
authorities. Municipalities and local councils are responsible for the formal SWM
systems, and they have organized in Joint Service councils for activities that have scale
advantages. The local councils of communities that are located near the existing and
proposed locations of the regional solid waste management systems are the main
stakeholders for the proposed project.

Planning of the SWMP public consultation


ESIA           Consulted Stakeholders              Objectives of consultation
phases
Scoping
               • Joint Service Council Hebron      • Exploration of issues and concerns
               Governorate                         in SWMP
               • Joint Service Council             • Identification of stakeholders and
               Bethlehem City                      their interests
               • Applied Research Institute        • Assessment of potential risks to
               Jerusalem                           proposed project components
Stakeholder
consultation   • Communities near the landfill     • Inform the stakeholders about the
               and transfer stations affected by   proposed SWMP
               proposed project components         • Explore stakeholders’ concerns and
               • Stakeholders involved in          requests about the proposed project
               formal and informal SWM             • Assess stakeholders’ needs for
               systems affected by proposed        mitigating measures
               project components                  • Explore options for linking
               • Public and voluntary sector       mitigation measures with existing
               organizations with relevant         programs of public and voluntary
               expertise on mitigation             sector organizations
               measures



                                            16
Public
participation • Public, private and voluntary     • Inform interested parties about the
              sector organizations in southern    proposed project
              West Bank interested in SWM         • Create opportunity for interested
              policies, strategies and projects   parties to propose adjustments or
                                                  alternatives for the proposed project


Interest groups, currently involved in the formal and informal solid waste management
systems, have been identified as another main stakeholder. The refuse workers in the
formal SWM systems are not organized in an interest organization and therefore need to
be consulted through the Solid Waste Management Departments of the Local Authorities.
Few private sector organizations are involved in the formal solid waste systems
(management contract and disposal of hazardous waste). However, private persons play
an important role in informal solid waste management systems as picker and trader of
recyclable waste. These private sector groups operate on an individual basis, are
organized along trading and family clan structures. They have to be contacted on an
individual basis because they have not yet formed a kind of professional association.

The voluntary sector organizations are considered as an interested party rather than
stakeholder in solid waste management. Civil society organizations, like the Union of
Palestinian Workers and Union of Palestinian Farmers are still relatively young
organizations in the southern West Bank, and currently have more urgent concerns than
solid waste management projects. Community based organizations are an important actor
in education and social activities and increasingly get interested in environmental
education. Some non-governmental organizations have developed expertise in applied
research and public awareness campaigns on environment and natural resources
management. These organizations have developed a keen interest in solid waste
management issues.

The World Bank Supervision Mission conducted meetings with national and regional
SWMP stakeholders that created an opportunity for the Consultant team to explore the
social and environmental concern. On 16 and 17 July 2008 the MDLF organized for the
World Bank Supervision mission meetings with national stakeholders and the regional
Project Proponent. These meetings provided an excellent opportunity for the Consultant
team responsible for the stakeholder consultations, to inform the public sector
stakeholders about the proposed plan, to hear their comments and concerns, and to
arrange the public consultations at local and regional level.

Semi-structured interviews and focus group discussions have been used as methodology
for the stakeholder consultations. The SWMP consultation plan contained consultations
with the leaders of communities and interest groups that are directly affected by the
proposed project. The consultations with leaders of communities near the proposed and
existing location of the regional landfill site and informal leaders of refuse workers and


                                            17
waste pickers and waste traders were implemented as planned. Some modifications were
made to the plan because some consultations created the need for additional information
that had to be addressed. The Consultants prepared checklists for these dialogues, which
were conducted as semi-structured interviews in case one or two respondents attended the
consultations and as focus group discussion in case more respondents participated.

A scoping and a consultation meeting were conducted for the leaders of the El Menya
and Wadi Samin communities, where respectively the regional landfill site and the
transfer station are proposed. The consultation of these communities needed extra
attention to deals since their support is essential for a successful SWMP. During the
scoping meeting the community leaders were informed about the proposed plan, and
reservations were made about the final decision on the selected locations. The head of the
SWM Department of Hebron City conducted the scoping meeting for the leaders of the
Wadi Samin community. The Consultant consultation team conducted all other
consultations. The social expert of MDLF and a staff member of SWM Department staff
of Hebron City join the team respectively during the consultation meeting with the El
Menya and Wadi Samin community leaders. During the scoping meeting in El Menya it
became evident that the management of the existing landfill site in Yatta formed the
reference cadre for the community leaders. Therefore the video on “Solid waste
management in Jenin” was shown at the start of the consultation meeting so that the
leaders were informed about modern landfill management plans. This facilitated the
discussion of conditions under which the community leaders would support the proposed
plan within the boundaries of their administrative unit.

The Consultation Team had to adjust the consultation plan after the meetings with the
scavengers and the leaders of two communities near the existing Yatta dumpsite.
Informal leaders of scavengers from Yatta city and formal leaders of communities near
the Yatta dumpsite site wanted to discuss negative environmental and social effects and
impacts of the site. The site was managed very poorly until 2006 and some of the
complaints needed to be crosschecked with responsible government authorities and with
field data. Therefore the Consultant Team decided to interview a medical expert in Yatta
district and a social expert of the Municipal Social Department. In addition, the
Consultant decided to conduct a census of all scavengers working on an average summer
day at the landfill site, and to prepare profiles of four scavengers’ households from Yatta
city and four households from El Deirat village. The additional data was required to deal
with conflicting information about number of scavengers, health conditions and the
socio-economic backgrounds of the households of scavenger families that have children
and adults picking waste at the landfill site.

The Project Proponents conducted the public consultations for which the Consultant
assisted them in the preparations. The MDLF and the Joint Service Councils of
Bethlehem and Hebron have taken the responsibility for conducting the public hearings in
Hebron Governorate (3rd of August 2008) and in Bethlehem Governorate (4th of August
2008). The Consultant prepared an agenda proposal for the public hearings that have to
be announced through regional newspapers so that interested parties are informed about
the proposed plan and the public hearing. The proposed agenda contain a PowerPoint



                                            18
presentation about the proposed plan, the video on the planning and management of the
Jenin landfill site, and presenting concerns and proposals for modification of the plan by
the participants. The Consultant prepared a PowerPoint presentation about the proposed
plan and a background document that presents the proposed environmental and social
mitigation measures. The Joint Service Council representatives chaired the public
hearings and the Consultants have taken the responsibility to prepare protocols of the
questions raised and proposals made by the interested parties during the public hearings.

The main implementing agency, JSC-H&B aided by the ESIA international consultants
and their national partners, has engaged the key Project Affected People (PAP) in an
exemplary consultation process. This process of consultation was first initiated by a
thorough investigation of key stakeholders and PAPs followed by extensive group and
one-on-one meetings, followed by guided tours to a similar Bank financed project in the
Northern West Bank and conclusion with a workshop. (Move to Publ. cons section). The
Sai’r Municipality has further convened about a dozen meetings with the representatives
of the affected land owners between October 2008 and January 2009 to discuss the details
of the land acquisition process, the surveying of the land and the determination of the
exact boundaries for both the landfill and the access road. This is an ongoing process
which is expected to be completed by April 2009.

1. From the consultation process, it became clear that the land owners are currently
unable to benefit from the land due to its status in Area C, still under Israeli military
control who also controls the issuance of construction permits, with very limited access
and the absence of infrastructure which are necessary for any possible activities. With the
sale of long lease of their land to the JSC-H&B to implement the proposed activities
would yield benefits to the land owners in terms of income and the long term benefits that
will be incurred from the project’s support to establishing the infrastructure and access to
the land. (move to broader context section)

A more comprehensive outline of the public consultation process is included in the
Environmental and Social Assessment (ESIA).

2. Disclosure: The safeguard documentation (ESIA, ESIA summary as well as the
Resettlement Policy Framework (RPF) were disclosed at the InfoShop December 1,
2008, and the ESIA and RPF summaries were also disclosed in Arabic on the websites of
the Hebron Municipality and Bethlehem Municipalities in the southern West Bank in
Arabic November 25, 2008 for public review and comments. Based upon the RPF, once a
comfort letter was received from the Israeli Civil Administration, (giving an in principle
approval for the proposed location of the project) two draft ARAPs were prepared and
disclosed at the Info Shop on February 2nd in English and Arabic and both versions were
disclosed in-country on the websites of the Hebron Municipality and Bethlehem
municipalities in the southern West Bank. Draft final ARAPs were disclosed in both
English and Arabic on February 17,2009 while an updated Final ARAPs was disclosed at
April 15, 2009.




                                            19
             Appendix 1: List of waste pickers identified at the Yatta dumpsite

No         Name                              Age Large  Small                                          Options
                                                 Groups Groups
                                                                 Outside        Inside         Outside      Inside     Vocational Higher
                                                                 Dumpsite       Dumpsite       Dumpsite     Dumpsite Training     Education
                                                                 Collectively   Collectively   Individual   Individual
     1.    Khaleel mohammad khaleel Raba'e   25                        
     2.    Mahmood khaleel mahmood Raba'e    33                        
     3.    Mahmood fadel mahmood mosef       20                                      
     4.    Belal fadel ahmad jebrel Raba'e   22                                      
     5.    Baker mahmood ali Raba'e          20                                      
     6.    Sohaeb khader ali Raba'e          20                                      
     7.    Esmael ibraheem khaleel Raba'e    22                        
     8.    Sami issa ali ibraheem Raba'e     22                                      
     9.    Ahmad mohamad issa ahmad Raba'e   21                                      
     10.   Fares rebhi ahmad Raba'e          28                                      
     11.   Mohammad salem salameh daood      54                                      
     12.   Mostafa rebhi ahmad Raba'e        22                                      
     13.   Yousef mahammad salem daood       20                                      
     14.   Rami awad atya makhamreh          26                                      
     15.   Mosab rabah ahmad jebrel Raba'e   19                                      
     16.   Maher ahmad khaleel emar          27                                      
     17.   Ahmad mofde ahmad Raba'e          22    1                                                                                 
     18.   Mohammad issa ahmad Raba'e        44    2                                               
     19.   Osama fadel ahmad lebrel Raba'e   21                                      


                                                                  20
20.   Abed awad abed awad makhamreh       21   2            
21.   Ismaeel salem mohammad dawood       29   2            
22.   Fawze issa ahmad Raba'e             24   1                    
23.   Mohamad hamed mohamad al-emor       18   3                        
24.   Issa adnan al-najar (abo fanar)     18   3                        
25.   shadi issa ali ibraheem Raba'e      20   1                            
26.   Tarek ibraheem ali Raba'e           20   1                            
27.   Ibraheem ahmad lebrel Raba'e        34   2                
28.   Issa mohammad issa ahmad Raba'e     23   1            
29.   Khaled rabah ahmad jibrel Raba'e    25   1            
30.   Mohamad rabah ahmad jibrel Raba'e   21   2            
31.   Kayed mohammad salem dawood         29   2            
32.   Kayed ibraheem khaleel Raba'e       18   2                        
33.   Munther mohammad salem dawood       22   2            
34.   Khaleel shehdeh mohammad Raba'e     35   2        
35.   Mosa khaleel mahmood Raba'e         25   1            
36.   Ali issa ali ibraheem Raba'e        23   1            
37.   Akram mohammad khaleel Raba'e       19   2                        
38.   Ali mahmood ali Raba'e              32   2            
39.   Firas issa ali ibraheem Raba'e      27   2            
40.   Fares mahmood Rab'e al-emor         35   1        
41.   Khader ali ibraheem Raba'e          44   1        
42.   Ahmad ribhe ahmad Raba'e            24   1                    
43.   Yousef ribhe ahmad Raba'e           21   1            



                                                   21
44.   Rabah ahmad jibrel Raba'e             50   2            
45.   Ibraheem ali ibrahem salameh Raba'e   39   1        
46.   Naeem yousef abo al-debs              37   3            
47.   Saeed mohamad ali ibraheem Raba'e     24   1            
48.   Yasser mohammad khaleel Raba'e        28   2            
49.   Ali ibraheem mosa al-emor             22   1            
50.   Khaled ali ibraheem Raba'e            44   1            
51.   Jamal abed alhameed hamamdeh          32   1        
52.   Ibraheem khaleel mahmood Raba'e       45   2        
53.   Taleb mansor abed al-majeed moslam    44   2            
54.   Amjad khaleel mahmood Raba'e          23   2            
55.   Anas mohammad khaleel Raba'e          20   2                    
56.   Fares issa ali ibraheem Raba'e        26   1            
57.   Ibraheem ali ibraheem Raba'e          29   3            
58.   Malek ibraheem ali Raba'e             17   1                
59.   Mohammad rebhi mohammad Raba'e        26   2            
60.   Mohammad jibrel soleman Raba'e        19   2        
61.   Baker ibraheem mosa al-emor           24   1            
62.   Badwi mohammad ibraheem al-emor       54   2        
63.   Mohammad shaher Raba'e                27   2            
64.   Jibrel rabah ahmad Raba'e             17   2            
65.   Mohammad khaled ali Raba'e            19   2                
66.   Ahmad mahmood khalel Raba'e           17   2                
67.   Adham mohammad khaleel Raba'e         17   2                



                                                     22
68.   Saher ahmad khaleel aemar        30   3             
69.   Ayed mohammad ali Raba'e         29   3             
70.   Emad mohammad issa al-emor       27   3        
71.   Ayman bader shehda Raba'e        19   2             
72.   Bajes ibraheem mohammad Raba'e   18   2                          
73.   Fadi issa ali Raba'e             16                              
74.   Basel mohammad issa Raba'e       16                              
75.   Mahmood mofde ali Raba'e         15                              
76.   Mohammad fadel ahmad Raba'e      15                              
77.   Ismaeel ibraheem mohammad awad   16                              
78.   Tamer ibraheem khalil Raba'e     14                              
79.   Ayman rabah Ahmad Raba'e         15                              
80.   Mohammad jibrel soliman Raba'e   16                              
81.   Moawya ibraheem ali Raba'e       13                      
                 TOTAL                               12   43   3   2   17   4




                                                23
Appendix 2: List of Herdsmen Identified At the New Landfill

NO                 Name              Age            Damage                                 Option

1        Issa Shalaldeh               66      Live near the landfill    Work in the field of landfill security
2        Theeb Issa Shalaldeh         30      Live near the landfill    Driver mechanism within the landfill
3        Theyab Issa Shalaldeh        36      Live near the landfill    Any job in the landfill
4        Iyad Issa Shalaldeh          32      Live near the landfill    Any job in the landfill
5        Iyad Al-Tarwa                34     Live in the road leading   Agricultural Project
                                                  to the landfill

Appendix 3: List of The names of social committee members

    No                        Name                                       Local Authority
    1      Zahran Abo Qbeta                                        Mayor of Yata Municipality
    2      Nayef Al-mahayna                                        Joint service council of dora
    3      Waleed Abo- sharar                                      Joint service council of yata
    4      Radwan Al- manasra                                   Mayor of Bani Na'im Municipality
    5      Yasser Dwaik                                          Executive director of JSC-H&B
    6      Ahmad Sokar                                            Social specialist of JSC-H&B

Appendix 4: List of the names of Local committee members

            No                         Name
            1     Mohammad Rabai
            2     Rabah Ahmad Rabai
            3     Ibraheem Ali Rabai
            4     Firas Issa Ali Rabai
            5     Khalil Shehdah Sallameh Rabai




                                                                  24

								
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