July 1, 2014 Environmental and Social Safeguards Guidelines RP1673 for Improving Disaster Risk Management in Mongolia (TF011184) 1. Objectives of the Guidelines The objectives of these guidelines are to identify and explain potential key environmental and social safeguards issues associated with the Improving Disaster Risk Management in Mongolia (the Project) and approaches to address the issues. 2. Project Description Project Development Objectives of the Project are to improve the disaster preparedness of Ulaanbaatar and to reduce the impact of “dzud� on rural livelihoods. The Project is funded by the Policy and Human Resources Development (PHRD) Technical Assistance Program to Support Disaster Reduction and Recovery, with an amount of US $2.73 million. It is implemented by the Municipality of Ulaanbaatar and the Ministry of Industry and Agriculture. The project consists of the following parts: Managing Urban Disaster Risk in Mongolia (Part A) and Managing Climatic Risk in Rural Mongolia (Part B). Part A: Managing Urban Disaster Risk in Mongolia (US$ 1,365,000) Component A.1 Disaster Risk Management and Preparedness in UB (US$1,227,600) Sub-component A. 1.1: UB Flood Risk Assessment: a detailed flood risk assessment for UB will be conducted. Flood risks will be mapped by "microzone" in order to determine the exact nature and level of risk in different parts of the city. The risk analysis will also be “ground- truthed� through community level information gathering/research to verify and cross check. The information would be used to review the existing zoning regulations, land use plans and building by-laws and modify/update as required. The assessment will be carried out by the Municipality of UB with technical support from international experts. (Expected Outputs: UB Flood Risk Assessment Report) Sub-component A.1.2: Design and Development of Database on Hazards and Vulnerabilities: Activities under this subcomponent would enable UB to quantify the total risks it faces and subsequently prepare a cost-benefit analysis for prevention and mitigation of risks. UB will hire specialized consultants to carry out this task, drawing on similar databases in other countries. The database will be in both Mongolian and English. The target audience (potential users) for the database will be city level decision makers, insurers, residents, civil society organizations etc. A 1 July 1, 2014 series of demonstration workshops and training sessions will be held for the potential users of the database. (Expected Outputs: Hazard and Vulnerability Database) Subcomponent A.1. 3: Design UB City Flood Risk Management Plan and Capacity Building. The current UB City DRM Plan will be updated using the flood risk assessment findings. A pre- disaster response plan will focus on enabling the city to respond effectively and thereby reduce the loss of lives and assets. The updated City Plan will complement the national plan already prepared by NEMA, clarifying the roles and responsibilities of the principle stakeholders. The preparation will be participatory, bringing in all the main stakeholders under the coordination of the UB Emergency Management Office with significant contribution from the Municipality, NEMA and civil society organizations, among other stakeholders. The focus of the plan would be on: • Formulating proposals for a prioritized list of structural and non-structural investments for flood risk management; • Developing proposals for the institutional structure for flood risk management and for the lead agency or organization for flood risk management; • Developing proposals for community engagement in flood risk management; • Developing proposals for adequate flood warning and emergency response systems, communication and public information management; • Developing a results framework for monitoring and evaluating the implementation of the Strategy; and • Associated training and capacity building. Some equipment that enables MUB to respond during emergencies may also be purchased, as identified in the Flood Risk Management Plan. (Expected Outputs: MUB DRM Plan, training course developed and delivered) Component A.2: Monitoring and Evaluation (US$25,500). An external/independent evaluator will be recruited to review progress in implementation of the various activities of the project. The evaluator will review the quality of the work carried out, such as the training and Flood Risk Management Plan developed under the project with a view of providing tangible recommendations for the city and project management unit to follow and thereby improve project outcomes. This will be reflected in annual, mid-term and final reports. The evaluation will also include feedback from community members and key stakeholders. Component A.3: Project Management (US$111,900). This component will finance (i) staff costs of the project management unit which will include Project Director, Project Coordinator, accountant, procurement specialist, DRM/engineer (ii) operating expenditures such as communications costs, office supply, office space etc., and (iii) annual financial audits. The project management costs are shared across several different projects managed by the Bank 2 July 1, 2014 commensurate with the staff time and resources required to implement this grant. The financial audit will be stand-alone. Part B: Managing Climatic Risk in Rural Mongolia (US$1,365,000) Component B.1 Dzud Management System (US$ US$ 1,227,000) Sub-component B.1.1: Information System for Dzud Forecasting and Monitoring. This sub- component will support institutionalization of the Livestock Early Warning System (LEWS) within the National Agency for Meteorology, Hydrology and Environmental Monitoring (NAMHEM). The LEWS was developed under the World Bank -financed Sustainable Livelihoods Program, and is currently being scaled up nationwide. This system provides real time information and forecasts on pasture conditions. Currently this information is not linked into NAMHEM. This component would help to merge this database with NAMHEM systems (at UB, province and rural district levels) to provide information for the strategic distribution of feed and fodder. Activities would include training on operation and maintenance of LEWS, covering topics on data collection (maximizing the use of ICTs), data sharing and consolidation. (Expected Outputs: Training on LEWS provided) Sub-component B.1.2: Designing and Piloting a New Feed and Fodder Supply System. Under this sub-component, a new emergency feed and fodder supply system will be designed and piloted. The activity includes simple fencing of small portions of herder household pasture land in order to protect naturally-growing hay from overgrazing by livestock. This allows the vegetation to grow to full maturity and be harvested, packed and stored for the winter, ensuring readily available emergency feed supply for the beneficiary herder households. These improvements would be based on recommendations that are being drafted under the ongoing analytical work on the system, including defining the appropriate private and public sector roles. Local capacity building and technology transfer would also be carried out. The beneficiaries of the capacity building activities will be local communities, especially herders and agricultural/pastoral extension workers. The training will be carried out on the soum (local) level. (Expected Outputs: Herders produce and store hay) Component B.2: Monitoring and Evaluation (US$25,500). An external/independent evaluator will be recruited to review progress in implementation of the various activities of the project. The evaluator will review the quality of the work carried out, such as the training and DRM plans developed under the project with a view of providing tangible recommendations for the city and project management unit to follow and thereby improve project outcomes. This will be reflected in annual, mid-term and final reports. The evaluation will also include feedback from community members and key stakeholders. Component B.3: Project Management and Administration (US$111,900). This component will finance (i) staff costs of the project management unit which will include Project Director, Project 3 July 1, 2014 Coordinator, accountant, procurement specialist and livestock specialists (including fodder/forage specialist to be located within the implementing agency); (ii) operating expenditures such as communications costs, office supply, office space etc., and (iii) annual financial audits. The project management costs are shared across several different projects managed by the Bank commensurate with the staff time and resources required to implement this grant. The financial audit will be stand-alone. Project Location Activities under Part A are concentrated in Ulaanbaatar City. This will be based on a flood risk mapping, and will provide options for both structural and non-structural measures for flood risk management. Part B involves the design and piloting of a herder household emergency feed and fodder supply system. The investment support would be at the soum level, and the predominant resource base is grassland supporting semi-nomadic herding. 3. Key Safeguards Issues and Measures The Project is a Technical Assistance and does not have direct impact on environmental or social safeguard issues. However, the UB City Flood Risk Management Plan, designed under Sub- component A.1.3, may in future result into investments that have implications on the environment. Therefore, the Environmental Assessment Policy (OP4.01) and the Involuntary Resettlement Policy (OP 4.12) are triggered. The relevant Environmental and social safeguards policies objectives and elements will be part of the planning process, terms of reference for the plan and the capacity building grant activities to the relevant line ministries and Ulaanbaatar City. This includes among others, aspects related to the identification and mitigation of potential environmental impacts and inclusion of the vulnerable and marginalized groups of people in project activities. 4